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HomeMy WebLinkAbout11-27-2023 AGENDA CITY COUNCIL WORK SESSION November 27, 2023 - 6:30 PM Lakeville Water Treatment Facility Members of the public can participate in person at the Lakeville Water Treatment Facility, 18400 Ipava Avenue. Members of the public may join the meeting via Teams Meeting, Meeting ID: 236 854 408 111 or by calling Toll Number 1-323-433-2142; Conference ID: 809 682 696#. The mayor will allow for public comments and questions at the appropriate time. The City Council is provided background information for agenda items in advance by staff and appointed commissions, committees, and boards. Decisions are based on this information, as well as City policy, practices, input from constituents, and a council member’s personal judgment. 1. Call to order, moment of silence and flag pledge 2. Citizen Comments 3. Discussion Items 6:35 p.m. a. 2023 Envision Lakeville Update Draft Report Allyn Kuennen, Courtney Miller 7:20 p.m. b. 2023 Year-End Preview & Final 2024 Budget/Tax Levy Discussion Julie Stahl 7:50 p.m. c. Downtown Parking Needs Assessment Tina Goodroad 8:20 p.m. d. National Business Survey Results Tina Goodroad 4. Items for Future Discussion 5. Committee/ City Administrator Updates 6. Adjourn Page 1 of 104 Date: 11/27/2023 2023 Envision Lakeville Update Draft Report Proposed Action Staff recommends adoption of the following motion: No formal action, for Council discussion only. Overview In 2013, the City of Lakeville adopted the initial Envision Lakeville report. The purpose of the report is to help community leaders, residents, and business owners establish an informed, reasoned, and cohesive picture of how the community wants to grow in to the future. The plan sets forth a 25-year vision for the future of Lakeville by outlining a set of community values and strategic priorities, while providing a list of key initiatives and an action plan to make the vision a reality. The plan is reviewed every five years to ensure the vision is still relevant as the city grows and develops. The last update was completed in 2018. Earlier this year, the City retained Craig Rapp, LLC to facilitate an update to the plan. The City Council appointed a taskforce to conduct the review and make recommendations for changes to the plan. Community and stakeholder feedback was gathered to inform the process. The City commissioned a community survey to measure opinions on a range of issues, taskforce members conducted interviews throughout the community, a joint meeting of the City Council and its Boards and Commissions was convened to elicit input. Each of these efforts was undertaken to inform the taskforce’s efforts to assess the need for plan modification. The taskforce met four times to conduct the review. The taskforce examined a wide variety of reports and background data, reviewed community feedback and considered changes to the plan. At the final meeting, the taskforce discussed changes to the community plan since 2013, debated the need for alterations, and developed a set of recommendations to the City Council for plan modifications. In addition, the taskforce brainstormed ideas for new initiatives in each priority area to address challenges identified in the stakeholder feedback. Supporting Information 1. Envision Lakeville Update 2023 Draft Report Financial Impact: $ Budgeted: No Source: Envision Lakeville Community Values: A Sense of Community and Belonging Report Completed by: Courtney Miller, Assistant to the City Administrator Page 2 of 104 Page 3 of 104 Envision Lakeville Update 2023 | November 2023 1 ENVISION LAKEVILLE UPDATE 2023 Page 4 of 104 Envision Lakeville Update 2023 | November 2023 2 November 6, 2023 RE: Envision Lakeville Update 2023 Dear Mayor Hellier, I am pleased to present the Envision Lakeville Update 2023 Summary Report to the City of Lakeville. The update reflects the City's and community’s deep commitment to Lakeville future as a desirable place to live, raise a family, recreate, and do business. I appreciate the City’s continuing confidence in me to support this important effort. The 2023 taskforce was a pleasure to work with—they displayed strategic thinking, dedication, and focused effort. The community at large and all the participants engaged with the taskforce provided invaluable input. I particularly wish to thank City staff for their invaluable help and support –specifically City Administrator Justin Miller, Assistant City Administrator Allyn Kuennen and Assistant to the City Administrator Courtney Miller. Yours truly, Craig R. Rapp President 5021 Vernon Avenue S. #180 Edina, MN 55436 800-550-0692 • rappconsultinggroup.com Page 5 of 104 Envision Lakeville Update 2023 | November 2023 3 TABLE OF CONTENTS Transmittal Letter Executive Summary 01 Vision, Values, Priorities 02 Envision Lakeville Ten-Year History 04 Envision Lakeville Update 2023 06 Community and Stakeholder Feedback 07 Taskforce Deliberations 13 Recommendations 17 Envision Lakeville Taskforce 22 Appendix - Reference Documents Page 6 of 104 Envision Lakeville Update 2023 | November 2023 1 1 INCREASE ECONOMIC SUSTAINABILITY 2 SUPPORT HIGH QUALITY EDUCATION 3 DEVELOP A COMMUNITY OF CHOICE 4 CULTIVATE A WELCOMING, INCLUSIVE COMMUNITY 5 PROVIDE SERVICES THAT ADD VALUE The Plan Five Strategic Priorities EXECUTIVE SUMMARY In early 2023, on the tenth anniversary of Envision Lakeville, the City’s community vision plan, the Lakeville City Council authorized a review and update of the plan. The Council appointed a taskforce to conduct the review and make recommendations for changes to the plan. Community and stakeholder feedback was gathered to inform the process. The City commissioned a community survey to measure opinions on a range of issues, taskforce members conducted interviews throughout the community, a joint meeting of the City Council and its Boards and Commissions was convened to elicit input. Each of these efforts was undertaken to inform the taskforce’s efforts to assess the need for plan modification. The taskforce met four times between May and October 2023 to conduct their review. They examined a wide variety of reports and background data, reviewed community feedback and considered changes to the plan. At the taskforce’s final meeting on October 9, 2023, the group discussed changes in the community since 2013; debated the need for alterations to the Vision, Priorities and Values; and developed a set of recommendations to the City Council for plan modifications. In addition, the taskforce brainstormed ideas for new initiatives in each priority area to address challenges identified in the stakeholder feedback. 1.Change the Vision Statement, simplify it. 2.Restructure the plan to reflect Priorities as primary focus of Vision implementation. Link the Values to Priorities. 3.Reword the ‘Cultivate a Sense of Community’ priority to include concepts of welcoming and inclusion. (see p. 2) 4.Modify the description associated with the Value ‘A Sense of Community and Belonging’ to reflect welcoming and inclusion. (see p. 3) 5.Update the Envision Lakeville plan to include taskforce suggested initiatives The Taskforce made the following recommendations: Page 7 of 104 Envision Lakeville Update 2023 | November 2023 2 OUR PRIORITIES Increase Economic Sustainability Lakeville exists within a growing interconnected region, but a successful future depends upon Lakeville becoming a more self‐sufficient community, working diligently to secure economic development and redevelopment of all types to ensure success. Support High Quality Education Lakeville has long distinguished itself as a community that values, and delivers, high quality education. Lakeville will continue to support world‐class educational opportunities for E-12 students and the lifelong learner. Develop a Community of Choice Lakeville will accommodate individuals and families at all ages and stages of life, and provide a safe, secure environment. Lakeville will strive to meet the needs of all demographic groups within the City such as: housing, transportation, education, shopping, and access to health care. Cultivate a Welcoming, Inclusive Community A welcoming, inclusive community arises from connections across social and physical systems. Lakeville will support its social institutions and improve its physical design to ensure that families, friends, and newcomers can easily connect and cultivate 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 high quality services, and delivering good value for its public expenditures. Lakeville will continue to uphold these values. OUR VISION We envision a welcoming, connected community with exceptional schools; a thriving local economy; outstanding natural and recreational opportunities; vibrant cultural institutions; safe neighborhoods; and responsive, cost-effective public services—a place we are proud to call home. Page 8 of 104 Envision Lakeville Update 2023 | November 2023 3 Diversified Economic Development We value the stability and independence provided by a strong, diversified local economy. Linked Priorities: Increased Economic Sustainability, Support High Quality Education High Quality Education We value and are committed to high quality education that sets us apart. Linked Priorities: Support High Quality Education, Increase Economic Sustainability Safety throughout the Community We value living in a community where people feel safe everywhere they go. Linked Priorities: Increase Economic Sustainability, Develop a Community of Choice, Cultivate a Welcoming, Inclusive Community, Provide Services that Add Value A Home for All Ages and Stages of Life We value living options for people of all ages and stages of life. Linked Priorities: Develop a Community of Choice, Cultivate a Welcoming, Inclusive Community A Sense of Community and Belonging We value the sense of belonging that comes from openness to others, and we honor the traditions and institutions that have made us the community we are today. Linked Priorities: Cultivate a Welcoming, Inclusive Community, Support High Quality Education, Develop a Community of Choice 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. Linked Priorities: Cultivating a Welcoming, Inclusive Community Access to a Multitude of Natural Amenities and Recreational Opportunities We value widespread access to nature, the outdoors, and all types of recreational opportunities. Linked Priorities: Develop a Community of Choice, Provide Services That Add Value Good Value for Public Services We value high quality public services delivered cost-effectively. Linked Priorities: Provide Services That Add Value, Increase Economic Sustainability, Support High Quality Education COMMUNITY VALUES The foundation of the Envision Lakeville plan rests upon its values. The following community values support the priorities and will be used to guide current and future City Councils as they work to make the vision a reality. Page 9 of 104 Envision Lakeville Update 2023 | November 2023 4 Envision Lakeville – Ten Year History Creating a Community Vision - 2013 In 2013 the Lakeville City Council initiated a citywide visioning process called Envision Lakeville. The purpose of the visioning process was to bring people together to share opinions and ideas about what they “envision” for the future of Lakeville. The process included input from all segments of the community as well as governmental and non- governmental organizations. A taskforce of community members appointed by the City Council worked for nine months reviewing input, evaluating current conditions, and developing recommendations for a 25-year time horizon. In addition to the Envision Lakeville report, the City produced two videos describing the history of the community, the Envision process, and the key elements of the plan. 2013 Envision Lakeville promotion (video) 2013 Envision Lakeville report development (video) 2018 Envision Lakeville Update In 2018 the City Council initiated a five-year update to the original Envision Lakeville plan. The process included a community survey, community leaders’ workshop and re- engagement of the original Envision Lakeville Task Force. The taskforce was responsible for reviewing survey data, progress on Envision initiatives, and taking a fresh look at the 2013 Envision Lakeville plan to ensure the vision statement, community values and strategic priorities reflect the current and future needs and goals of the community. 2018 Envision Lakeville update (PDF) Page 10 of 104 Envision Lakeville Update 2023 | November 2023 5 2020-2021 Envision Lakeville Conversations on Race Workgroup During the summer of 2020, the Lakeville City Council formed a workgroup to advise the City on conducting a series of community conversations on race. The workgroup was made up of a broad cross-section of Lakeville residents who expressed interest in serving the community. 2020 Conversations on Race Workgroup Minutes 2020-2021 Envision Lakeville “Cultivate a Sense of Community” Taskforce The Envision Lakeville ‘Cultivate a Sense of Community’ Taskforce was created to support and further enhance the City of Lakeville’s community vision, and to address and enhance the short-term and long-term strategies that foster opportunities for all to feel a sense of belonging within the City of Lakeville. The taskforce was established by the City Council on June 21, 2021, and presented a final report on June 27, 2022. 2022 “Cultivate a Sense of Community” Task Force information Summaries of all Envision Lakeville documents including the vision plan and updates, progress reports, minutes from meetings and City Council resolutions are linked in the Appendix, and at the Envision Lakeville page of the City of Lakeville website Page 11 of 104 Envision Lakeville Update 2023 | November 2023 6 Envision Lakeville Update 2023 Project Initiation, Task Force Charge Early in 2023, the Lakeville City Council directed that a review and update of Envision Lakeville be conducted. For this effort, the Council appointed a new taskforce of individuals from across the community. The Council also authorized a new community survey, and directed a review of changes in the community that might impact the plan’s vision, values, and priorities. The City Council requested the following of the taskforce: “To assist the City of Lakeville with the evaluation and future planning of Envision Lakeville. Using your unique community perspectives, examine the Vision Statement, Community Values and Priorities for on-going relevance; provide advice on desirable changes; and offer recommendations for future initiatives.” The City Council engaged the original consultant for the Envision Lakeville to guide the project and facilitate the taskforce’s deliberations. A review process was developed consisting of the following: The Envision Lakeville Update 2023 process commenced in May 2023. •Taskforce review of background documents and progress reports. This included staff presentations, housing studies, development trends, strategic plans, and progress reports. •Community and Stakeholder Engagement. This included: •A community survey conducted by the National Research Center •Taskforce interviews of people across the community •City Council, staff leadership and employee discussions •City Council-Advisory Boards & Commissions workshop. •Taskforce meetings. A four meeting schedule was adopted—aligned with process elements: •Background document reviews, staff presentations •Community engagement review and discussion •Plan modification discussions •Final decisions, City Council recommendations Page 12 of 104 Envision Lakeville Update 2023 | November 2023 7 Community & Stakeholder Feedback Community Survey The City of Lakeville conducts a community survey every five years—the National Community Survey (NCS), administered by the National Research Center at Polco. The NCS questions capture opinions on ten (10) central facets of a community (see image below). These questions are standard across the country, enabling Lakeville to be compared to similar cities. And because the survey is conducted every five years, trends can be developed to see change over time. Additionally, the NCS allows inclusion of custom questions for issues of unique importance to the City. KEY FINDINGS IN THE NCS: Lakeville residents continue to enjoy a high quality of life in the city. •Nine in 10 residents gave excellent or good ratings to Lakeville as a place to live. Safety remains strong in Lakeville and is a continued priority for residents. •Nine in 10 residents responded that the overall feeling of safety was essential or very important. •Lakeville residents were pleased with the city’s crime prevention (86% excellent or good), higher than the national average. Many aspects of Lakeville’s economy are on the rise, though residents show some concern for general affordability. •88% of residents deem the economy an essential or very important focus area for the city. The natural environment and recreation are a bright spot for Lakeville. •Higher than average ratings were given to Lakeville’s water resources, availability of paths and walking trails, cleanliness, and recycling services. Largest increases of positive ratings •Opportunities to volunteer (11%) •Employment opportunities (12%) •Lakeville as a place to visit (12%) •Lakeville as a place to work (15%) •Overall quality of business and service establishments (15%) •Vibrancy of downtown / commercial area (19%) Largest decreases of positive ratings •Cost of living (-11%) •Traffic flow on major streets (-11%) •Overall quality of new development (-11%) •Quality of code enforcement services (-13%) •Availability of affordable quality housing (-14%) •Important for Lakeville to focus on residents’ connection and engagement with their community (-16%) •Quality of bus or transit services (-22%) Notable changes in the NCS from 2018 to 2023 The full Lakeville NCS report is linked in the Appendix. Page 13 of 104 Envision Lakeville Update 2023 | November 2023 8 Taskforce Stakeholder Interviews From early June through the end of July 2023, taskforce members conducted one-on-one interviews throughout the community. The interviews varied from specific interest groups to neighbors, business owners and other community stakeholders. A total of 62 interviews were conducted. The primary focus of the interviews was to learn what respondents liked, what could be improved, and what should be added to Lakeville. Four questions were asked. The questions and most frequent answers follow: 1.WHAT DO YOU LIKE BEST ABOUT LAKEVILLE? •Small town feel with amenities. •Community & family-oriented •Schools & education •Natural features & recreation •Convenience & location •Positive community engagement 2.WHAT THINGS ABOUT LAKEVILLE CAN BE IMPROVED? •Urban growth & development •Schools & education •Traffic & transportation •Community amenities & infrastructure •Diversity & inclusivity •Restaurants & Retail 3.THE CITY WILL GROW BY 10,000 PEOPLE IN THE NEXT TEN YEARS – WHAT ADVICE DO YOU HAVE? •Focus on managing urban growth & development. •Support schools & education •Foster business & economic development-promote a business- friendly city. •Community engagement & inclusivity- including in community decision-making •Infrastructure & amenities-particularly to match growth. •Retail & services-more and varied options 4.WHAT’S THE MOST IMPORTANT ISSUE TO THE FUTURE OF LAKEVILLE? •Preserving small town feel •Managing growth & taxes •Schools & education •Public safety •Community engagement & inclusivity •Business growth & economic diversification The complete results of the taskforce interviews are linked in the Appendix. Page 14 of 104 Envision Lakeville Update 2023 | November 2023 9 City Council-Advisory Boards and Commissions Workshop On Monday, July 31, 2023 a joint meeting was held between the Lakeville City Council and its Advisory Boards and Commissions to discuss Envision Lakeville and the future of the community. The City Administrator opened the meeting and provided an overview and how the plan is incorporated into the day-to-day work of the City. The consultant made a presentation, describing the original plan development, progress reviews and notable trends over the past ten years. This was followed by a facilitated discussion centered on Lakeville’s advantages, limitations, opportunities, and challenges. The following is a summary of group responses to a series of questions: WHAT ARE LAKEVILLE’S BEST QUALITIES? •Small town feel •Safe and stable community •Clean, pleasant environment •People like living here. •Quality schools •Location •Community Spirit, Sense of Community WHAT ARE LAKEVILLE’S STRENGTHS AND ADVANTAGES? •Safe and secure •Parks, natural resources, lakes •Schools •Land availability •Identity and reputation •Strong core neighborhoods –been here for a long time, well maintained. •Airlake and I-35 •Actual downtown •Wide variety and popularity of events •Strong business community •Diverse balance of commercial- industrial and residential properties •Cleanliness of city WHAT ARE LAKEVILLE’S GREATEST CHALLENGES IN THE NEXT TEN YEARS? •Shifting from growth to maintaining (infrastructure/services) •Retail options, restaurants, more services of large city •Embracing increasing diversity of the community—making visible in representation •Walkability—community design-- connections •School siting/redistricting/growth—stay ahead of this, be mindful of challenges. •Affordable housing •Maintaining the balance and variety we have in the community. •Keeping the growth commitment while attempting to keep small town feel Page 15 of 104 Envision Lakeville Update 2023 | November 2023 10 WHAT ARE LAKEVILLE’S OPPORTUNITIES? •Accommodate aging population. •Now is the time/we have time for long term financial planning? •Invest in city staff. •Ensure current quality of public safety. •Stay on top of remote work and related shifts in economy. •Denser downtown – live, work, play •Build out of trails and parks. •Broaden the people at the table. •Maintain civic generosity (financial and time) WHAT ARE LAKEVILLE’S LIMITATIONS? •Location – considered outer suburb. •Traffic •Mandates – other governments •Density – good and bad •Money •Water treatment facility •Increasing impacts of climate change •No hospital ARE THE ENVISION LAKEVILLE PRIORITIES AND VALUES STILL RELEVANT? •A resounding YES A set of meeting minutes is linked in the Appendix. Page 16 of 104 Envision Lakeville Update 2023 | November 2023 11 City of Lakeville Input The City Council and Senior Management Team of the City of Lakeville provided input on historical trends, current circumstances, future opportunities, and challenges confronting the City from both operations and community-wide perspectives. Following is a summary of their responses: City Council Interviews WHAT ARE THE CURRENT ISSUES YOU’RE DEALING WITH? •Events & Connections: Maintaining events, connections, and social engagement. •Partnerships & Collaboration: Emphasis on forming partnerships for the future. •Financial Stability & Growth: Need to balance growth with financial stability. •Challenges & Potential Extremes: Concerns about groups trying to alter the City’s direction. •City Planning & Strategy WHAT ARE THE MAJOR CHALLENGES FACING LAKEVILLE? •Economic Situation •Workforce Housing Affordability •Infrastructure & Land Use •Education & Schools •Diversity & Community •Future Planning & Sustainability •Pedestrian Safely & Access •Cultural Diversity Considerations •Community Engagement THEMES FOR THE NEXT TEN YEARS? •Housing & Development •Economic Considerations •Residential & Commercial Balance •Wages & Cost of Living •Supportive Services •Downtown Development Page 17 of 104 Envision Lakeville Update 2023 | November 2023 12 Senior Management Team Session COMMUNITY THEMES FROM THE PAST 10 YEARS •HUGE support for Police & Public Safety •More transition to an urban city •Older/original folks are not necessarilyhappy with greater change/density. •Social media posts about “Why are thefarm fields gone?” •Interest for amenities – voted for thereferendum •Housing growth- more complaints forcode & zoning •Expand housing variety – apartments. •Quality expectation has increased – we need to keep up •Increase in demand: don’t likecongestion/like convenience and choice. •Cadillac service •Strong economic development growth:Airlake •Lakeville South – big decision •S – N Divide ORGANIZATIONAL-SERVICE DELIVERY THEMES – PAST 10 YEARS •Online payments - communication •Social media: response time & reactions •Timely service - demands •Staffing up •Collaboration •Recognition that we are large & need a different model •Been good on debt COMMUNITY CHALLENGE – NEXT 10 YEARS •Funding & maintenance infrastructure •Being prepared to address redevelopment (including housing) – plus funding it. •Responding to aging population: different cohorts/who wants to stay •Keeping up with changing demographics: how CC + staff respond will be the case •20% POC today and growing. •We have natural barriers & destinations: reinforces separation •Can we address place-making? •AI + Metaverse + Online shopping: Skate to where the puck will be & being ready and able to pivot WHAT ARE THE CHANCES LAKEVILLE WILL LIVE UP TO ITS DESIRES? •80% chance •It will be infrastructure dependent: cost prohibitive + gaining infrastructure. •Were there metrics associated with desirable future state? •Governing structure – does it matter? •We are supported to be the best Page 18 of 104 Envision Lakeville Update 2023 | November 2023 13 Taskforce Deliberations Taskforce Meeting #1 – May 30, 2023 This was the first meeting of the Envision Lakeville Taskforce and its purpose was mainly organizational—to explain the group’s charge, set the review process and schedule, and present background information. Presentations included a review of the original 2013 plan, the 2018 plan update, implementation progress over the past ten years, input received in the 2018 community survey and the 2023 survey process. The 2013 (original) Envision Lakeville vision plan was presented as the framework which guides the community’s efforts to achieve its aspirations. Those aspirations are set forth in the vision statement, strategic priorities, community values, and supporting initiatives. The plan elements each have specific characteristics: 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 priorities are somewhat are less permanent, owing in part to the changes and unforeseen circumstances that need to be addressed. Initiatives are changeable, broadly defined efforts necessary to be successful. They were placed in the specific time frames—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. During the past ten years of implementation, City of Lakeville staff regularly presented updates on the progress made on plan initiatives. In general, each priority area saw significant accomplishments, particularly as a result of the growth of the community. A summary of Envision Lakeville accomplishments along with other information presented at the meeting is provided in the Appendix. Page 19 of 104 Envision Lakeville Update 2023 | November 2023 14 Taskforce Meeting #2 – August 14, 2023 The meeting focused exclusively on presentations and discussion of community and stakeholder feedback. The group received presentations and reviewed the following information: •2023 National Community Survey (NCS) results •Comprehensive Housing Study •Lakeville Economic Development Commission Strategic Plan •Envision Lakeville Task Force Interview results. •City Council—Advisory Boards & Commission workshop summary •City Council Interview summary •City of Lakeville senior management team workshop summary The taskforce was instructed to carefully review the information over the subsequent month. Questions to be answered over the next two meetings were: Are the Vision, Values and Priorities of Envision Lakeville still relevant? Are changes needed? What initiatives should be pursued over the next ten years to achieve Lakeville’s vision? Due to the variety of voices and segments of the community represented in the data, the taskforce was encouraged to carefully review to interpret the information, paying specific attention to what were listed as Lakeville’s biggest challenges and best qualities. Agendas for the final two meetings were also finalized: Taskforce Meeting #3 - Wednesday, September 13 •Lakeville Economic Interpretation of data •Preliminary decisions – Priorities (continuity, change) Taskforce Meeting #4 – Monday, October 9 •Affirm/Amend – Priorities •General direction - Initiatives, Actions Page 20 of 104 Envision Lakeville Update 2023 | November 2023 15 Taskforce Meeting #3 – September 13, 2023 The purpose of the meeting was: •Discuss and make decisions regarding modification of the Envision Lakeville format to emphasize the Priorities and link the Community Values to them. •Confirm or amend the Vision, Priorities, and Values of Envision Lakeville—based upon stakeholder feedback and Task Force perspectives A restructuring of the Envision Lakeville plan to emphasize the Priorities as the focus of plan implementation and linking the Values as support to the Priorities was presented. The taskforce discussed the proposal, agreed with repositioning the Priorities, and made a number of linkage adjustments. The changes are reflected on pages 4-5 of this document. The taskforce then reviewed the vision statement. They debated its on-going relevance, the option of a much shorter “motto”, and its basic structure. The consensus opinion was that the vision statement was too long, but it included important elements that should be preserved. The consultant was tasked with presenting options for consideration at the October meeting. The group discussed the Priorities and Values. All of the Priorities and Values were found to be worthy of continuation, with the exception of the ‘Cultivate a Sense of Community’ Priority and the ‘Sense of Community and Belonging’ Value, which were identified for further discussion based upon their titles, not underlying purpose. The specific concern was the issue of Lakeville as a welcoming community and the related meaning of the word belonging compared to the word inclusion or the concept of inclusion. The group agreed that this subject required a longer discussion and to the extent possible, full taskforce involvement. The staff and consultant were directed to place this on the October agenda and encourage attendance by all members. Page 21 of 104 Envision Lakeville Update 2023 | November 2023 16 Taskforce Meeting #4 – October 9, 2023 The purpose of the meeting was: •Confirm or amend the current Priorities and Values. •Confirm or amend the Values and Priorities alignment proposed in September. •Confirm or amend the Vision Statement based upon options presented. •Brainstorm new initiatives for each priority The taskforce confirmed continuation of all Priorities and Values with the exception of “Cultivate a Sense of Community’ Priority and ‘Sense of Community and Belonging’ Value. The group engaged in an extensive discussion to determine rewording of the ‘Cultivate a Sense of Community’ Priority. The discussion centered on the community’s recent experience with the Conversations on Race Workgroup and the Sense of Community taskforce and the desire among some members to directly address the issue of inclusion. Many options were considered with the group settling with a change to: ‘Cultivate a Welcoming, Inclusive Community’. Following that discussion, the group addressed the ‘Sense of Community and Belonging’ Value by confirming that it didn’t need modification, however, they directed modification of the description to include reference to welcoming and inclusion. That change, along with the change to the Priority are reflected on pages 4-5 of this document. The group was then presented with four options to the existing Vision Statement, a “lightly edited” version and a “heavily edited” version prepared by the consultant, and two single sentence versions prepared by taskforce member Christine Johnson. After a brief discussion the taskforce recommended the “lightly edited” version. This version is reflected on page 2 of this document. The taskforce then assembled in small groups to brainstorm ideas for new initiatives in each Priority area. They developed lists of ideas and referred to current initiatives provided by the staff. 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. The meeting concluded with the consultant tasked with summarizing the taskforce’s work, to be presented to the City Council on November 27, 2023. Page 22 of 104 Envision Lakeville Update 2023 | November 2023 17 Taskforce Recommendations The Envision Lakeville Taskforce recommends to the City Council 1. Change the Vision Statement. Simplify it to increase understanding. Current 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.” Proposed Vision Statement*: “We envision a welcoming, connected community with exceptional schools; a thriving local economy; outstanding natural and recreational opportunities; vibrant cultural institutions; safe neighborhoods; and responsive, cost-effective public services—a place we are proud to call home.” *proposed vision statement reflected on page 2 of this document 2.Restructure the plan to reflect Priorities as the focus of Vision implementation and link the Values to Priorities. Proposed changes reflected on pages 2-3 of this document. 3.Reword the ‘Cultivate a Sense of Community’ priority to include concepts of welcoming and inclusion. Recommend: ‘Cultivate a Welcoming, Inclusive Community.’ Change reflected on pages 2-3 of this document. Page 23 of 104 Envision Lakeville Update 2023 | November 2023 18 4.Modify the description associated with the Value ‘A Sense of Community and Belonging’ to reflect welcoming and inclusion, as follows: Current Value Wording: ‘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. Proposed Value Wording*: ‘A Sense of Community and Belonging’ We value the sense of belonging that comes from openness to others, and we honor the traditions and institutions that have made us the community we are today. *proposed vision statement reflected on page 2 of this document 5.Update the Envision Lakeville plan to include taskforce suggested initiatives. Confirm all owners, subject matter experts, and city liaisons, with one modification: change owner of ‘Support Quality Education’ Priority to include all three school districts. Page 24 of 104 Envision Lakeville Update 2023 | November 2023 19 The Envision Lakeville Taskforce recommends the following Priority owners, subject matter experts, city liaison, and supporting initiatives. STRATEGIC PRIORITY Increase Economic Sustainability Suggested Owner: Lakeville Economic Development Commission Subject Matter Expert Support: Dakota County Community Development Agency, Chamber of Commerce, Convention & Visitors Bureau City Liaison: Community Development Director Suggested Initiatives/Issues: •Retain and develop affordable and workforce housing •Expand industrial park and airport to attract business •Recruit businesses that match the city cost of living •Plan for infrastructure maintenance and replacement STRATEGIC PRIORITY Support Quality Education Suggested Owner: Lakeville District 194, Farmington District 192, Apple Valley District 196 Subject Matter Expert Support: Lakeville District 194, Farmington District 192, Apple Valley District 196 City Liaison: Parks and Recreation Director Suggested Initiatives/Issues: •Manage growth, work with the City to plan •Encourage State, County, School Districts and City to get together •Improve District-City partnerships and stakeholder connections •Address life-long learning •Improve and leverage asset sharing •Expand post-secondary institutions •Expand pre and after-school programs Page 25 of 104 Envision Lakeville Update 2023 | November 2023 20 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 Development Director, Parks & Recreation Director Suggested Initiatives/Issues: •Provide incentives for development of an array of affordable and workforce housing •Improve and develop the downtown without losing its character—housing, commercial, retail •Build upon and promote Lakeville’s strengths: parks, safety, downtown, schools STRATEGIC PRIORITY Cultivate a Welcoming, Inclusive Community Suggested Owner: Communications (city) – may be shifted or require resources Subject Matter Expert Support: Pan-O-Prog, schools, places of worship, neighborhood associations, DLBA, Sports, Park & Recreation (events), health clubs, Arts Center, service clubs, festivals/ celebrations e.g.-Lakeville Citywide Garage Sale City Liaison: Communications Manager Suggested Initiatives/Issues: •Develop and expand focal points in the city: community center, community pool, civic center •More multicultural events •Multicultural task force •Implement recommendations of the ‘Sense of Community’ task force Page 26 of 104 Envision Lakeville Update 2023 | November 2023 21 STRATEGIC PRIORITY Provide Services that Add Value Suggested Owner: City Administration, City Administrator Subject Matter Expert Support: Environment, energy, conservation, transportation, Technology workgroup, Friends of the Arts, Public Safety Foundation, Chamber of Commerce City Liaison: Assistant City Administrator Suggested Initiatives/Issues: •Establish performance measures •Leverage partnerships with schools and County •Robust transportation system to support future capabilities and technology •Internal training for police and fire •Full time Fire and EMS Page 27 of 104 Envision Lakeville Update 2023 | November 2023 22 ENVISION LAKEVILLE TASKFORCE The Envision Lakeville Update 2023 was developed with the hard work and dedication of many individuals. The taskforce led the way, taking time out of their schedules to conduct interviews, review copious reports and analyses, and engage in long-term thinking. They respectfully debated issues and defended their ideas on proposed changes. The City’s senior staff supported the taskforce and offered an operations perspective as well as critical background on community issues. Envision Lakeville Taskforce Abdi Abdulle Aly Bunting Erin Duckworth Eric Gieseke Jaren Herndon Kelsey Holberg Hassan Jama Krista Jech Tony Joseph Kristina Kwan Sarah Smith Larkin City of Lakeville Staff Justin Miller, City Administrator Allyn Kuennen, Assistant City Administrator Courtney Miller, Assistant to the City Administrator Consultants Rapp Consulting Group Craig Rapp, President Iftinta Mohamed Ava Nielson Roz Peterson Rick Ringeisen Lisa Schneegans Vicki Schwartz Molly Stack John Swaney Aida Tezera Christine “Tine” Johnson Kellie Walia Page 28 of 104 Envision Lakeville Update 2023 | November 2023 1.2013 (Original) Report - Envision Lakeville (PDF) 2.2013 Envision Lakeville promotion (video) 3.2013 Envision Lakeville report development (video) 4.2018 Envision Lakeville update (PDF). 5.2018 NCS Community Survey 6.2022 Envision Lakeville – Cultivating a Sense of Community Task Force Report 7.2023 NCS Community Survey (full data set and report) 8.2023 Task Force Community Interviews (data) 9.2023 Task Force Community Interviews (summary) 10.2023 City Council-Advisory Boards & Commissions meeting minutes 11.2023 City Council Interview Summary 12.2023 Senior Management Team workshop Summary 13.2020 Conversations on Race Workgroup Minutes 14.2022 “Cultivating a Sense of Community” Task Force information 15.2020-2023 Economic Development Strategic Plan 16.Comprehensive Housing Study 23 APPENDIX REFERENCE DOCUMENTS The Envision Lakeville 2023 Update taskforce drew upon a wide variety of resources to fulfill its charge and gain an understanding of the city’s past, it’s current situation, and it’s plans for the future. Those resources are listed below. The City of Lakeville has provided direct access to the resources in a section on the Envision Lakeville web page linked below: https: //www.lakevillemn.gov/ 1196/Envision-Lakeville-Taskforce-Reference-M Page 29 of 104 Date: 11/27/2023 2023 Year-End Preview & Final 2024 Budget/Tax Levy Discussion Proposed Action Staff is seeking direction regarding the final 2024 property tax levy and budgets to prepare the resolutions for the December 4, 2023 council meeting. Overview The purpose of this report is to provide the City Council with information regarding financial projections for 2023, the 2024 proposed General Fund budget, the proposed property tax levy to support general services, and long-term financial plan updates. The proposed changes achieve the following goals: ✓Reduce the property tax increase from 10.84% to 9.62% ✓Utilizes General Fund reserves to fund: o One-time General Fund operating costs o Capital expenditures in General and Technology Funds o On-going General Fund operating costs to moderate tax increases Challenges to keep in mind for 2025: ➢Personnel o New positions needed due to community growth as well as phased-in costs associated with mid-year 2024 hires ➢Equipment Fund o Plan includes issuing debt (approximately $1 million) for equipment replacement in 2026 o Significant tax levy increase needed in 2025 to achieve pay-as-you-go strategy by 2027 ➢Technology Fund o Established in 2019 with initial transfer of General Fund reserve funds o Reserve funds being used to fund 2022, 2023 and 2024 o Will be funded by property taxes beginning in 2025 ➢Pavement Management Fund o Significant increase in levy needed to fund pavement maintenance ➢Trail Improvement Fund o Significant increase in levy needed to fund trail repairs ➢Building Fund o Increase in levy needed to fund building improvements/maintenance ➢Debt Service Funds o Significant increase in levy needed for repayment of debt for improvement Page 30 of 104 projects and improvements related to the Park Bond Referendum ➢Estimated tax levy increase in 2025 is about 19%. This increase does reflect an estimate for additional positions due to community growth. GENERAL FUND 2023 Year-End Estimates Staff has prepared year end revenue and expenditure estimates for the General Fund. The following chart summarizes the impact of those estimates: 2023 Adopted Budget 2023 Year End Estimate Net Change in Fund Balance - (use of reserves) ($2,719,794)$(338,081) Ratio: Fund Balance to Next Year (2024) Expenditures 49.3%52.3% The 2023 year-end estimate includes assumptions that Staff believe are reasonable. Staff recognizes that actual activity will differ from the assumptions by varying degrees. A few areas that may have greater risk or opportunity from the assumptions are shown below: Assumption Risk Opportunity Building Permit Revenue 300 SF Units Currently at 279 SF (11/14/23) Greater than 300 SF Units Building Permit Revenue 2 Apartment Permits Currently at 9 (11/14/23)Greater than 9 Investment Income (Net of Fair Value Adjustment) $307,700 Rates Increase; Negative Fair Value Adj Increases Rates Decrease; Negative Fair Value Adj Decreases Snowplowing Normal Levels for Nov & Dec Increased number of snow events Less than normal levels for Nov & Dec The City is required to report the value of its investment portfolio at the market value. Unlike 2022, the City anticipates that interest and dividend earnings will absorb the market value changes of the portfolio. The General Fund earnings have been included in the 2023 estimates. It is important to note that we typically hold the investments until maturity and therefore, don’t realize any loss. The adjustment is recognized on the income statement and does impact the fund balance. The 2023 year-end estimate reflects a decrease in reserves of $338K which is about $2.4 million less than was anticipated in the 2023 adopted budget. The largest component of this change is Page 31 of 104 the $1.85 million in Public Safety Aid the city will be receiving before December 26, 2023. Revenues 35,371,123$ 38,066,266$ 2,695,143$ Expenditures (36,908,136)(37,493,089)(584,953) Transfers In 1,171,099 1,442,622 271,523 Transfers Out (2,353,880)(2,353,880)- NET (2,719,794)$ (338,081)$ 2,381,713$ 2023 Adopted Budget 2023 YE Estimates Variance Pos/(Neg) Other increases in revenues from budgeted include license and permits ($726K) and fire/police state aid ($118K). Budget amendments for 2023 variances will be presented in December for council approval. After 2023 budget amendments are made, expenditures are expected to be within budget and the $585K variance above will be reduced to the amount of fund balance reserves used. The departments appearing to be over budget for Projected 2023 either have budget amendments to occur or are slated to used fund balance reserves. Although some departments will recognize savings in their 2023 budgets, there were staff retirements in several departments which offset that savings and cost approximately $350K. Workers' compensation premiums account for $300K of the negative variance. Also, within this variance is the increase to the Fire Relief Association for their share of the Fire Relief State Aid ($54,000 higher than estimated). 2024 Revenue Changes in the General Fund The following changes have been incorporated into the current budget presented to you today: Totals Preliminary (includes Transfers In) – 09/05/2023 39,530,347 Property Taxes (260,900) License and Permits 153,461 Intergovernmental:220,090 Police State Aid 62,476 Fire Relief State Aid 54,179 Forestry Grants 103,435 Donations - Police 4,000 Transfers In 5,158 Total 39,652,156$ Revenues Page 32 of 104 2024 Expenditure Changes in the General Fund The following changes have been incorporated into the current budget presented to you today: Expenditures Totals Prelimi nary (Includes Transfers Out) – 09/05/2023 $41,519,751 Transfer Out to Equipment Fund (300,000) Employee transitions 35,393 Remove new Facility Lead position (64,570) Police – delay all 4 new posi tions to 11/1/2024 start date (121,384) Fire – State aid (Fire Relief) 54,179 Health/Dental insurance changes 61,237 Other (EAB/traffi c counts/Elections/PD donate spends) (5,036) Total $41,179,570 Fund Balance The Fund Balance Policy states that the City will endeavor to maintain an unrestricted fund balance in the General Fund of an amount not less than 40% and not greater than 50% of the next year’s budgeted expenditures of the General Fund. The proposed 2024 budget includes the use of reserves for one-time or long-term purchases and/or expenditures related to revenues received in the prior year: 2024 Use of Fund Balance R eserves Technology Fund 215,000 Finance/Human Resources – ERP Implementation 310,000 Human Resources – Market Study 20,000 Elections (split 1/2 to keep years even)98,000 Community Dev - ERP Implementation 110,000 Net (Revenues)/ Expenses 795,000 Total 1,548,000$ The following table shows the estimated impact on the General Fund reserve balance at year ending 12/31/2024: Change ($)FB/CY Exp FB/Est 2025 Exp* ($1,968,414)48.5%47.1% Page 33 of 104 *2025 expenses include 3% growth & $698k for employee transition costs PROPERTY TAX LEVY Impact of Growth, Inflation and Other Factors The following chart provides a guide for establishing the 2024 tax levy based on factors that impact the Lakeville community: Growth (New Construction)3.5% CPI-U (MSP) *2.53% Debt Service 2.43% Debt Service – Park Ref 2.56% Total 11.02% * 2022 Annual to July 2023 Proposed Property Tax Levy The proposed 2024 property tax levy is comprised of the following components: The preliminary property tax levy was adopted in September at $44,082,700 which was an increase of $4,311,700 or 10.84% from the 2023 tax levy. The proposed tax levy is $485,900 less than the preliminary tax levy and results in a 9.62% increase from 2023 to 2024. The proposed property tax levy reflects a $2.7 million increase for the General Fund to provide public services as the City’s population continues to grow. The proposed property tax levy also reflects a decrease of $500K tax levy for the Equipment Fund and an increase of $100K for the Trail Improvement Fund. The proposed levy also includes a $1.5 million increase in the debt levy which includes the impact of the recently approved Park Referendum. The Park Referendum added $840K to the 2024 tax levy. The City tax capacity rate is estimated to increase from 29.676% (2023) to 30.187% (2024). Market Valuation Preliminary taxable market values have increased $983 million or 8.5% from 2023 to 2024, of which approximately $394 million or 3.5% is from new construction. Based on the 2023 tax rate, new construction will generate about $1,170,300 in property taxes. Impact on Median Valued Home and Commercial Property The proposed 2024 City tax levy will result in an estimated $82 increase on the median value Page 34 of 104 home ($446,500) due to both a levy increase, as well as a market value increase as determined by the Dakota County Assessor. Existing commercial properties in Lakeville, in the aggregate, increased in market value by 11%. The proposed 2024 City tax levy will result in an estimated $762 increase on a commercial property valued at $1 million with a 11% increase in value. Individual circumstances will determine the tax burden for each commercial property. Summary of Changes Preliminary 9/5/2023 Proposed 11/27/2023 Total Levy $44,082,700 $43,596,800 Increase in Levy (from 2023): $$4,311,700 $3,825,800 Increase in Levy (from 2023): %10.84%9.62% Estimated Tax Rate 30.548%30.182% Increase in City portion of property taxes: Median Valued Home $98.63/yr $8.22/mo $82.29/yr $6.86/mo Commercial Property ($1 million value)$840/yr $762/yr FINANCIAL SUSTAINABILITY AND RESILIENCY In January 2020, the City Council approved the Financial Sustainability and Resiliency Policy. The key principles of the Policy included: ➢Proactively plan for the service needs of the community, the maintenance of existing assets, the protection of natural resources and environment, etc.; ➢Implement funding at a level which includes the full cost of providing services to the community and maintenance, replacement and upgrade of existing assets (Pay-As-You- Go Strategy); ➢Establish financial resiliency by establishing sufficient reserve and funding levels. Staff requests that the City Council consider the principles of this Policy when they finalize the 2024 budget and tax levy. Page 35 of 104 General Fund Reserve Balance The current projected fund balance for 2023 yearend is within the policy range of 40-50% and is projected to stay within the range for 2024 yearend. There are multiple reasons for avoiding too much drawdown of reserve balances in future years: ➢Economic uncertainties could result in higher property tax delinquencies. One percent of the General Fund property tax revenue is $298K. ➢The 2024-2028 CIP reflects significant property tax increases needed in 2025 to maintain our existing infrastructure and replace vehicles and equipment. General Fund reserves could be used to mitigate some of the pressure on the following property tax increases needed: o Building fund - $150,000 (needed in addition to the $800K GF Transfer In) o Equipment fund - $500,000 o Trail Improvement Fund - $575,000 o Park Improvement - $425,000 o Technology Fund - $200,000 ➢With the significant growth the community is and has been experiencing, resources are needed to maintain the current level of services. ➢Maintain the City’s Aaa bond rating. Having a higher fund balance provides some flexibility in achieving the target taxation levels and the resilience to respond to economic uncertainties. Long-Term Financial Projections Attached to this memo is a table which shows the projected property tax levy, tax capacity and tax rate based on the 2024 proposed budgets and the adopted 2024-2028 Capital Improvement Plan (CIP). It reflects debt levies associated with existing debt as well debt that we anticipate issuing for projects in the CIP. The purpose for providing this table is to show the council what the impact is estimated to be for property taxation based on planned projects and community growth, achieving a pay-as-you-go strategy for equipment replacement, etc. and complying with city-approved financial metrics/fund balance policy. Revenue assumptions include conservative adjustments (1%-2%) in various categories and increases in property tax to maintain minimum fund balance levels. Expenditure assumptions include inflationary adjustments for personnel, commodities and other charges and services. They also include the addition of staffing and corresponding operating costs due to the continued growth of the community. Tax base growth assumptions include 300 single family (SF) residential units in 2023 and 2024 Page 36 of 104 and 300 SF units in future years; apartment housing constructed in 2024; and continued commercial and industrial square footage added each year. There is significant pressure on the property tax in 2024-2026. In addition to funding for the General Fund, significant increases are needed for debt service payments and capital project funds (i.e. Equipment replacement, pavement management, trail improvement, etc.) The tax capacity rate is projected to stay low (.30 to .36) with the increases in property tax levies and continued growth in the tax base. BUDGET SCHEDULE Nov 27 Workshop – Final Budget Review Dec 4 Meeting – Public Budget Meeting (Truth in Taxation) / Adopt 2024 Budget and 2024 Tax Levy; Adopt 2024 Fee Schedule; Authorize Purchase and Disposal of Vehicles and Equipment; Supporting Information 1.Resolution Downtown Special Service District - Adopting service charge - Pay 2024 2. General Fund Budget Summary 3.Equipment Plan – Dated 2023.11.27 4.Facilities Plan – Dated 2023.11.27 5.Technology Plan – Dated 2023.11.27 6.Long-Term Financial Plan Summary Financial Impact: $1.5M Budgeted: Yes Source: General Fund Reserves Envision Lakeville Community Values: Good Value for Public Service Report Completed by: Julie Stahl, Finance Director Page 37 of 104 2023 2024 Percent 2022 Adopted 2023 Proposed of Actual Budget Estimate Budget Total Revenues (Amount)(Percent)(Amount)(Percent) General property taxes 25,488,775$ 26,954,875$ 26,954,875$ 29,821,150$ 77.7%2,866,275$ 10.6%2,866,275$ 10.6% Licenses and permits 3,843,154 2,943,346 3,669,384 3,262,810 8.5%319,464 10.9%(406,574) -11.1% Intergovernmental 6,460,210 1,512,699 3,466,211 1,596,841 4.2%84,142 5.6%(1,869,370) -53.9% Charges for services 3,810,863 3,392,946 3,355,988 3,095,470 8.1%(297,476) -8.8%(260,518) -7.8% Court fines 224,461 240,000 244,108 240,000 0.6%- 0.0%(4,108) -1.7% Investment income (1,435,940) 281,000 307,700 311,190 0.8%30,190 10.7%3,490 1.1% Miscellaneous 143,214 46,257 68,000 48,124 0.1%1,867 4.0%(19,876) -29.2% Total revenues 38,534,737 35,371,123 38,066,266 38,375,585 100.0%3,004,462 8.5%309,319 0.8% Expenditures General government Mayor and council 132,286 138,902 137,768 138,400 0.3%(502) -0.4%632 0.5% Committees and commissions 118,253 127,877 139,777 135,989 0.3%8,112 6.3%(3,788) -2.7% City administration 539,464 629,559 651,400 647,060 1.6%17,501 2.8%(4,340) -0.7% City clerk/Elections 325,516 183,931 184,123 359,100 0.9%175,169 95.2%174,977 95.0% Legal counsel 79,524 97,350 85,000 87,000 0.2%(10,350) -10.6%2,000 2.4% Planning 626,408 662,843 594,542 685,528 1.7%22,685 3.4%90,986 15.3% Community and econ. development 601,588 519,673 523,038 519,620 1.3%(53) 0.0%(3,418) -0.7% Inspections 1,830,542 1,936,637 1,974,658 2,013,354 4.9%76,717 4.0%38,696 2.0% General government facilities 641,142 684,889 696,605 731,407 1.8%46,518 6.8%34,802 5.0% Finance 1,070,919 1,134,847 1,294,185 1,375,778 3.4%240,931 21.2%81,593 6.3% Information technology 976,473 1,072,580 971,522 1,063,469 2.6%(9,111) -0.8%91,947 9.5% Human resources 662,995 896,065 875,169 944,856 2.3%48,791 5.4%69,687 8.0% Insurance 300,000 250,000 250,000 250,000 0.6%- 0.0%- 0.0% Public safety - 0% Police 13,391,159 14,311,128 14,349,929 15,580,253 38.0%1,269,125 8.9%1,230,324 8.6% Fire 2,444,452 2,666,423 2,839,706 3,519,424 8.6%853,001 32.0%679,718 23.9% Public works - 0% Engineering 918,298 1,120,397 1,064,123 1,206,320 2.9%85,923 7.7%142,197 13.4% Forestry - 566,047 562,084 597,159 31,112 5.5%35,075 6.2% Construction services 448,529 621,899 617,637 622,584 1.5%685 0.1%4,947 0.8% Streets 3,792,928 4,064,622 4,299,448 4,461,925 10.9%397,303 9.8%162,477 3.8% Parks and recreation - 0% Parks 3,046,231 3,470,194 3,518,564 3,734,783 9.1%264,589 7.6%216,219 6.1% Recreation 890,999 847,937 862,395 904,463 2.2%56,526 6.7%42,068 4.9% Heritage center 123,445 140,673 139,712 152,336 0.4%11,663 8.3%12,624 9.0% Arts center 802,848 763,663 861,704 984,762 2.4%221,099 29.0%123,058 14.3% Other (Personnel/Compensated Leaves)- - - 250,000 0.6%250,000 0%250,000 0% Total expenditures 33,763,999 36,908,136 37,493,089 40,965,570 100.0%4,057,434 11.0%3,472,481 9.3% Excess (deficiency) of revenues over expenditures 4,770,738 (1,537,013) 573,177 (2,589,985) (1,052,972) 68.5%(3,163,162) -551.9% Other financing sources (uses) Transfer from other funds 898,765 1,171,099 1,442,622 1,276,571 105,472 9.0%(166,051) -11.5% Transfer to other funds (7,602,811) (2,353,880) (2,353,880) (215,000) 2,138,880 -90.9%2,138,880 -90.9% Total other financing sources (uses) (6,704,046) (1,182,781) (911,258) 1,061,571 2,244,352 -189.8%1,972,829 -216.5% Net change in fund balance (1,933,308) (2,719,794) (338,081) (1,528,414) 1,191,380 -43.8%(1,190,333) 352.1% Fund balance, January 1 23,985,822 21,881,813 22,007,407 21,669,326 (212,487) -1.0%(338,081) -1.5% Inventory Adjustment (45,107) - - - - 0%- 0% Committed Use of Fund Balance (HR/Fin/CD)- - - (20,000) (20,000) 0%20,000 -100.0% Fund balance, December 31 22,007,407$ 19,162,019$ 21,669,326$ 20,120,912$ 958,893$ 5.0%(1,548,414)$ -7.1% Unrestricted Fund Balance, Dec 31 21,753,227$ 18,490,568$ 21,415,146$ 19,866,732$ Ratio: Fund balance to CY expenditures 64.4%50.1%57.1%48.5% Ratio: Fund balance to NY expenditures 58.9%49.3%52.3%47.1% 2023 2024 Percent 2022 Adopted 2023 Proposed of Actual Budget Estimate Budget Total Function (Amount)(Percent)(Amount)(Percent) General government 7,905,110 8,335,153 8,377,787 8,951,561 616,408 7.4%573,774 6.8% Public safety 15,835,611 16,977,551 17,189,635 19,099,677 2,122,126 12.5%1,910,042 11.1% Public works 5,159,755 6,372,965 6,543,292 6,887,988 515,023 8.1%344,696 5.3% Parks and recreation 4,863,523 5,222,467 5,382,375 5,776,344 553,877 10.6%393,969 7.3% Contingency (Personnel Services)- - - 250,000 250,000 0%250,000 0% 33,763,999 36,908,136 37,493,089 40,965,570 4,057,434 11.0%3,472,481 9.3% Classification Personnel services 24,855,444 27,622,402 27,708,381 30,700,340 3,077,938 11.1%2,991,959 10.8% Commodities 1,859,287 2,211,459 2,355,520 2,371,189 159,730 7.2%15,669 0.7% Other charges and services 6,413,438 6,976,275 6,933,336 7,822,296 846,021 12.1%888,960 12.8% Capital outlay 122,154 98,000 495,852 71,745 (26,255) -26.8%(424,107) -85.5% 33,250,323 36,908,136 37,493,089 40,965,570 4,057,434 11.0%3,472,481 9.3% - 2023 Adopted Budget 2023 Estimate CITY OF LAKEVILLE, MINNESOTA General Fund Schedule of Revenues, Expenditures and Changes in Fund Balances For the Year Ending December 31, 2024 Change from Change from 2023 Adopted Budget Change from Change from 2023 Estimate Page 38 of 104 CITY OF LAKEVILLECouncil Work session 2024 - 2033 EQUIPMENT PLAN11/27/232023 2022 CF +2024 - 2033FundingADOPTED 2023 Est'd 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TotalsUse of Funds:FacilitiesGEN FUND- - 30,900 - 38,150 - - - - - - - 69,050 Arts CenterGEN FUND36,000 17,837 36,000 - - - - - - - - - 36,000 City ClerkGEN FUND- - 20,003 - - - - - 24,204 - - - 44,207 PlanningGEN FUND- - 30,900 - - - - - - - - - 30,900 InspectionsGEN FUND62,000 62,482 34,245 - - - 38,235 - 40,230 - 76,446 39,126 228,283 PoliceEQ FUND699,534 749,171 946,035 656,636 790,631 891,862 534,337 1,402,153 1,177,649 634,976 483,935 638,954 8,157,168 FireEQ FUND47,550 60,535 775,563 2,232,350 60,455 35,840 162,682 178,639 7,260 381,254 561,340 174,850 4,570,234 EngineeringGEN FUND- - - - - - - 35,400 36,300 - - - 71,700 Construction ServicesGEN FUND50,000 - 53,000 54,500 56,000 - 33,013 60,500 - - - 257,013 StreetsEQ FUND1,272,521 1,550,913 1,137,139 1,008,107 1,539,049 1,517,202 1,317,085 652,199 1,648,053 1,170,448 1,546,229 603,030 12,138,541 ForestryEQ FUND- 44,896 46,167 - - - - - 34,458 - 125,521 ParksEQ FUND324,347 317,796 420,240 520,828 542,258 697,340 594,751 318,592 426,485 374,257 216,345 825,322 4,936,416 Env. ResourcesENV RES31,898 31,898 - - - - - - - - - 37,461 37,461 CommunicationsCOMM31,500 52,919 41,500 30,000 85,000 35,000 40,000 43,500 66,300 45,000 55,000 40,000 481,300 UtilitiesUTILITY- - 120,433 234,207 377,123 76,761 131,936 399,839 340,991 685,332 417,491 1,430 2,785,544 LiquorLIQUOR- - - - - - - - - - 30,063 26,359 56,422 - - - - - - - - - - - - - Total Use of Funds 2,505,350 2,893,551 3,592,958 4,780,024 3,533,332 3,310,006 2,819,026 3,063,335 3,827,972 3,291,268 3,421,306 2,386,532 34,025,759Source of Funds:Interest Earnings (2%) 18,331 18,331 103,172 77,593 47,878 26,800 4,229 7,947 12,884 3,279 8,099 7,389 299,270Annual Levy 500,000 500,000 - 500,000 1,500,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 16,000,000 General Fund Contribution 1,028,880 1,028,880 - - 300,000 - - - - - 300,000 Liquor Fund Contribution 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 5,000,000 Pavement Mgmt Fund Contribution - - - - - - - - - - - - - Environmental Res Fund Contribution 40,500 40,500 40,500 40,500 40,500 40,500 40,500 40,500 40,500 48,700 48,700 48,700 429,600 Utility Fund Contribution - - - - - - - - - - - Funding outside Equipment Fund 1General Fund98,000 130,319 152,048 53,000 92,650 56,000 38,235 68,413 137,030 - 76,446 39,126 712,949 Communications Fund31,500 52,919 41,500 30,000 85,000 35,000 40,000 43,500 66,300 45,000 55,000 40,000 481,300 Environmental Res Fund31,898 31,898 - - - - - - - - - 37,461 37,461 Water & Sewer Funds- - 120,433 234,207 377,123 76,761 131,936 399,839 340,991 685,332 417,491 1,430 2,785,544 Liquor Fund (Tif 10)- 1,136,700 - - - - - - - - 30,063 26,359 56,422 Lakeville Arenas- - - - - - - - - - - - - Intergovernmental Grants Pblc Safety 1,306,564 - - - - - - - - - Auction/Sale Proceeds 295,000 363,986 448,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 2,698,000 Donations 23,038 54,936 - - - - - - - - - - - Bond Proceeds - - - 1,000,000 - - - - - - 1,000,000 Fire Trucks/PD Squads - payment delay- - 908,338 1,608,962 (1,413,675) (1,103,625) - - - - - - - Total Source of Funds 2,567,147 5,165,033 2,313,991 3,294,262 2,479,476 2,181,436 3,004,900 3,310,199 3,347,705 3,532,311 3,385,800 2,950,465 29,800,545$ Change in Fund Balance61,797 2,271,482 (1,278,967) (1,485,762) (1,053,856) (1,128,569) 185,874 246,864 (480,266) 241,043 (35,506) 563,932 (4,225,214)$ Beginning Fund Balance 22,211,413 2,887,126 5,158,608 3,879,641 2,393,879 1,340,023 211,454 397,328 644,192 163,925 404,969 369,462Ending Fund Balance 2$2,273,210 $5,158,608 $3,879,641 $2,393,879 $1,340,023 $211,454 $397,328 $644,192 $163,925 $404,969 $369,462 $933,39401. "Funding outside the Equipment Fund" Individual fund's sources/uses NET to zero.2. The fund balance shown is for the Equipment Fund (Which does not include any funding from the other funds listed under "Funding outside Equipment Fund)3. Fire engines are estimated to be 24 months out from delievery; estimating 1/2 cost in 12 months from date of order and balance at the end of 24 months; ladder truck is estimated to be 27 months (i.e. order in 2024, 1/2 payment in 2025 remainder2023-2032 CIP Adopted 2,283,228 4,170,967 2,373,121 4,666,386 2,530,818 3,072,292 3,441,983 3,212,951 3,063,590 4,265,972 - 33,081,308 Variance 610,323 (578,009) 2,406,903 (1,133,054) 779,188 (253,266) (378,648) 615,021 227,678 (844,666) 2,386,532 944,451 Page 39 of 104 CITY OF LAKEVILLECouncil Work Session 2024 - 2033 FACILITY PLAN11/27/20232023 2022 CF +2024 - 2033Adopted 2023 Est'd 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TotalsUse of Funds:Art Center- Performing Arts 68,000$ 70,457$ 14,500$ 210,000$ 90,000$ 25,000$ -$ 2,368$ 125,000$ 250,000$ -$ -$ 716,868$ Art Center- Fine Arts (ALC building) - 1,225,030 40,000 - - - - - - - - - 40,000 Heritage Center 23,000 26,507 29,000 - - 375,000 108,000 16,160 40,000 75,000 40,000 - 683,160 Central Maintenance Facility 418,000 805,720 473,850 252,000 106,000 11,560,000 300,000 797,704 - 40,000 21,000 - 13,550,554 City Hall 725,000 319,307 539,110 - 135,000 - 45,000 17,051 70,000 30,000 125,000 - 961,161 Fire Station #1 25,000 10,000 20,000 261,000 - 60,000 102,800 285,140 22,000 - 156,000 - 906,940 Fire Station #2 - - 32,000 125,900 7,500 7,800 - - 7,000 - 120,000 - 300,200 Fire Station #3 - - 28,000 69,000 - - - 122,800 7,000 12,000 120,000 - 358,800 Fire Station #4 - - 20,000 45,000 7,000 30,000 - 124,700 - - 120,000 - 346,700 Police Station 173,215 192,183 80,000 80,000 275,000 - - 133,875 25,000 600,000 165,000 - 1,358,875 Ice Arena- - - - - - - - - - - - - Heritage Liquor Store- - 108,300 - - - 65,000 - 8,000 25,000 65,000 - 271,300 Galaxie Liquor Store- - 93,500 65,000 - - - - 331,570 65,000 50,000 - 605,070 Kenrick Liquor Store- - 47,000 - - - - - 31,629 - 120,000 26,000 224,629 Keokuk Liquor Store- - 31,000 40,000 - - - - - 10,000 45,000 65,000 191,000 Public Safety Training Facility - - 14,000,000 - - - - - - - - - 14,000,000 Radio Communications Building 32,500 32,500 - Water Treatment Facility - - 452,500 2,300,000 863,000 21,000,000 140,000 179,960 65,000 115,000 15,000 - 25,130,460 Total Use of Funds 1,464,715$ 2,681,704$ 16,008,760$ 3,447,900$ 1,483,500$ 33,057,800$ 760,800$ 1,679,758$ 732,199$ 1,222,000$ 1,162,000$ 91,000$ 59,645,717$ Source of Funds:Interest Earnings (2%) 17,683$ 17,683$ 19,960$ 9,277$ 17,247$ 18,127$ 21,791$ 24,735$ 10,161$ 19,751$ 14,579$ 11,955$ 167,583$ Annual Levy (Building Fund) - - - 150,000 150,000 150,000 150,000 175,000 175,000 175,000 175,000 175,000 1,475,000 General Fund Contribution 400,000 400,000 - 800,000 - - - - - - - - 800,000 Antenna Rental 433,496 433,496 502,341 482,113 497,247 512,873 531,236 571,356 590,347 553,632 546,219 483,038 5,270,402 Liquor Fund 1- 1,218,246 229,800 105,000 - - 65,000 - 371,199 100,000 280,000 91,000 1,241,999 Water & Sewer Operating Funds- - 452,500 575,000 363,000 9,600,000 140,000 179,960 65,000 115,000 15,000 - 11,505,460 Other transfers325,199 - - - - - - - - - - - Environmental Resources Transfer- - 220,000 - - - - - - - - - 220,000 Water & Sewer Trunk Funds / Bonds 1- - - 1,725,000 500,000 11,400,000 - - - - - - 13,625,000 Donations/Fundraising - - - - - - - - - - - - - Energy Rebates - 152 - - - - - - - - - - - Other/Partnership - - 14,050,000 - - - - - - - - - 14,050,000 Bond Proceeds - Ice Arena 1- - - - - - - - - - - - - Bond Proceeds - CMF- - - - 11,560,000 - - - - - - 11,560,000 Other Ice Arena- - - - - - - - - - - - - Total Source of Funds 851,179$ 2,394,776$ 15,474,601$ 3,846,390$ 1,527,494$ 33,241,000$ 908,027$ 951,051$ 1,211,707$ 963,383$ 1,030,798$ 760,993$ 59,915,444$ Change in Fund Balance(613,536)$ (286,928)$ (534,159)$ 398,490$ 43,994$ 183,200$ 147,227$ (728,707)$ 479,508$ (258,617)$ (131,202)$ 669,993$ 269,727$ Beginning Fund Balance 2807,125$ 1,284,929$ 998,001$ 463,842$ 862,332$ 906,326$ 1,089,526$ 1,236,753$ 508,046$ 987,554$ 728,937$ 597,735$ Ending Fund Balance 2193,589$ 998,001$ 463,842$ 862,332$ 906,326$ 1,089,526$ 1,236,753$ 508,046$ 987,554$ 728,937$ 597,735$ 1,267,728$ 335,150 1. The Liquor Fund, Water/Sewer Funds and the Ice Arena sources/uses NET to zero.2. The fund balance shown is for the Building Fund (Which does not include Liquor, Water/Sewer and Ice Arena)2023-2032 CIP Adopted 2,103,940 2,103,940 11,062,750 759,400 1,152,500 24,178,800 190,800 2,032,215 408,000 1,404,000 938,000 - 44,230,405 Variance (639,225) 577,764 4,946,010 2,688,500 331,000 8,879,000 570,000 (352,457) 324,199 (182,000) 224,000 91,000 15,415,312 Page 40 of 104 CITY OF LAKEVILLECouncil Work session 2024 - 2033 TECHNOLOGY PLAN11/27/20232023 2021/22 CF +2024 - 2033ADOPTED 2023 Est'd 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TotalsUse of Funds:Administration -$ -$ -$ 4,000$ 3,486$ 7,172$ -$ -$ 4,637$ 4,041$ 8,314$ -$ 31,649$ Arts Center 2,925 2,925 - 1,188 1,366 - 5,622 - 1,377 1,583 - 6,518 17,656 Building Inspection 1,638 1,959 - 5,464 4,262 17,246 7,320 - 6,334 4,940 19,993 2,137 67,695 Comm/Econ Development - - 3,374 - - - - 3,911 - - - 7,285 Engineering 22,351 18,363 7,300 4,787 8,560 2,978 8,254 9,925 5,549 9,924 3,452 9,569 70,298 Facilities Maintenance - - 2,153 - 1,519 - - 3,093 - 1,761 - - 8,525 Finance 9,363 2,891 - 9,697 4,841 3,154 5,954 - 17,390 5,612 3,656 6,902 57,206 Fire 2,060 2,060 8,786 20,605 10,357 7,463 25,771 4,502 12,434 4,902 35,048 5,886 135,754 Forestry - - 2,152 1,273 3,038 563 - 2,016 1,476 3,522 652 - 14,691 Heritage Center 2,925 2,925 - 2,514 3,814 - 5,975 - 2,915 4,421 - 6,927 26,565 Human Resources - - 9,400 - 1,264 - 5,970 10,897 - 1,465 - 28,996 Information Technology- - 2,875 1,960 11,846 - - 3,333 2,273 13,733 - 36,020 Construction Services- - 9,659 3,374 1,519 - - 7,432 3,911 1,761 - - 27,655 Park & Rec Administration1,638 - 1,326 - 6,758 2,319 5,970 1,537 - 7,834 2,688 28,432 Parks Maintenance 7,560 27,129 515 1,061 4,251 2,052 7,424 597 1,230 4,928 2,379 8,606 33,042 Police 142,125 153,890 236,885 118,013 20,041 131,790 61,774 286,046 3,493 148,701 23,549 65,593 1,095,885 Planning - - - 5,060 1,519 1,489 - - 5,867 1,761 1,726 - 17,422 Streets Maintenance 1,154 1,154 7,869 6,450 2,448 4,467 1,298 9,123 7,478 2,838 5,179 1,505 48,654 Arenas 2,575 - - 1,687 1,224 4,543 2,898 - 1,956 1,419 5,266 3,360 22,352 Communications - - - 3,374 2,448 4,259 - - 3,911 2,838 4,937 - 21,766 Liquor - 5,662 - 41,216 4,109 61,763 - - 47,781 4,763 71,601 - 231,232 Environmental Resources 1,638 - 1,448 1,793 546 4,342 - - 2,078 633 5,034 - 15,875 Utilities 5,665 54,063 3,183 2,854 3,682 9,673 10,791 3,690 3,308 4,269 3,183 12,509 57,141 ERP** - 275,000 275,000 275,000 Network Infrastructure 550,635 336,627 150,849 117,955 75,133 264,655 490,524 50,000 180,432 99,136 298,844 560,688 2,288,215 Miscellaneous - - - - - - - - - - - - Total Use of Funds 754,252$ 884,648$ 705,798$ 369,338$ 160,121$ 547,476$ 635,924$ 388,363$ 333,234$ 316,024$ 515,843$ 692,888$ 4,665,010$ Source of Funds:Interest Earnings (2%) 15,978$ 7,952$ 10,058$ 3,630$ 2,346$ 5,711$ 6,962$ 6,437$ 6,294$ 7,291$ 9,140$ 7,108$ 64,977$ Annual Levy - - - 200,000 225,000 250,000 250,000 275,000 275,000 300,000 300,000 325,000 2,400,000 Dakota County Broadband 59,184 - - - - - - - - - - - Contributions:General Fund450,000 450,000 215,000 - 250,000 250,000 - - - 715,000 Communications Fund6,400 6,400 7,300 7,300 7,300 7,300 7,300 7,300 7,300 7,300 7,300 7,300 73,000 Liquor Fund 44,900 44,900 59,500 59,500 59,500 59,500 59,500 59,500 59,500 59,500 59,500 59,500 595,000 Environmental Resources6,800 6,800 4,600 4,600 4,600 4,600 4,600 4,600 4,600 4,600 4,600 4,600 46,000 Utility Billing (share of ERP)45,228 59,537 - - - - - - - - - 59,537 Utility (Water/Sewer) Fund20,200 20,200 28,400 28,400 28,400 28,400 28,400 28,400 28,400 28,400 28,400 28,400 284,000 Direct Costs:Lakeville Arenas2,575 - - 1,687 1,224 4,543 2,898 - 1,956 1,419 5,266 3,360 22,352 - - - - - - - - - - - - - Total Source of Funds 546,853$ 640,664$ 384,395$ 305,117$ 328,370$ 610,054$ 609,660$ 381,237$ 383,050$ 408,510$ 414,206$ 435,268$ 4,259,866$ Change in Fund Balance(207,399)$ (243,984)$ (321,403)$ (64,221)$ 168,249$ 62,577$ (26,264)$ (7,126)$ 49,816$ 92,485$ (101,637)$ (257,620)$ (405,145)$ Beginning Fund Balance798,900$ 746,889$ 502,905$ 181,502$ 117,280$ 285,529$ 348,107$ 321,843$ 314,717$ 364,533$ 457,018$ 355,381$ Ending Fund Balance591,501$ 502,905$ 181,502$ 117,280$ 285,529$ 348,107$ 321,843$ 314,717$ 364,533$ 457,018$ 355,381$ 97,760$ 2023-2032 CIP754,250 159,686 133,053 108,497 516,456 582,237 326,051 285,574 241,896 497,712 n/a 3,605,412 Change 130,398 546,112 236,285 51,624 31,020 53,687 62,312 47,660 74,128 18,131 692,888 1,059,598 Page 41 of 104 Revised 11.21.2023City of Lakeville2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032TAX LEVYGeneral Fund 25,268,000       26,804,100       29,509,650       33,721,940       34,748,667       35,140,694       36,842,741       37,746,472       39,621,845       41,149,106       42,330,048       Debt Service Funds 7,807,000         10,016,900       11,537,150       13,692,352       13,099,212       14,258,264       15,437,463       14,492,728       14,154,356       12,548,505       11,091,660       Building Fund‐ ‐ ‐ 150,000            150,000            150,000            150,000            175,000            175,000            175,000            175,000            Equipment Fund450,000            500,000            ‐ 500,000            1,500,000         2,000,000         2,000,000         2,000,000         2,000,000         2,000,000         2,000,000         Communications Fund‐ ‐ ‐ 50,000               100,000            125,000            125,000            150,000            175,000            200,000            250,000            Trail Improvement Fund115,000            300,000            400,000            575,000            575,000            2,400,000         625,000            650,000            650,000            675,000            725,000            Park Improvement Fund350,000            350,000            350,000            425,000            425,000            500,000            550,000            550,000            550,000            500,000            450,000            Technology Fund‐ ‐ ‐ 200,000            225,000            250,000            250,000            275,000            275,000            300,000            300,000            Pavement Management Fund1,600,000         1,800,000         1,800,000         1,900,000         2,150,000         2,250,000         2,350,000         2,450,000         2,550,000         2,650,000         2,500,000         Improvement Construction Fund‐ ‐ ‐ 155,000            155,000            155,000            155,000            155,000            155,000            155,000            155,000            TAX LEVY35,590,000       39,771,000       43,596,800       51,369,292       53,127,879       57,228,958       58,485,204       58,644,200       60,306,201       60,352,611       59,976,708       Annual % Change11.75% 9.62% 17.83% 3.42% 7.72% 2.20% 0.27% 2.83% 0.08%‐0.62%Fiscal Disparities Distribution3,528,073         3,694,005         3,521,814         3,592,250         3,664,095         3,737,377         3,812,125         3,888,367         3,966,135         4,045,457         4,126,366         Net Spread Levy32,061,927       36,076,995       40,074,986       47,777,042       49,463,783       53,491,581       54,673,079       54,755,833       56,340,066       56,307,154       55,850,341       Annual % Change‐5.5% 12.5% 11.1% 19.2% 3.5% 8.1% 2.2% 0.2% 2.9%‐0.1%‐0.8%TAX CAPACITYTax Capacity before New Construction 103,174,919     125,286,170     137,866,842     145,334,029     150,188,020     155,264,421     160,473,188     165,453,371     170,568,859     175,822,356     181,221,978     Tax Capacity from New Construction3,168,281         4,791,641         4,617,500         1,909,128         2,032,000         2,062,234         1,736,000         1,771,000         1,806,000         1,846,250         1,888,750         Total Tax Capacity106,343,200     130,077,811     142,484,342     147,243,157     152,220,020     157,326,655     162,209,188     167,224,371     172,374,859     177,668,606     183,110,728     County adjustments (not applicable for Lakeville)Less Fiscal Disparities TC Contribution7,645,702         7,858,132         8,872,467         9,049,916         9,230,915         9,415,533         9,603,844         9,795,920         9,991,839         10,191,676       10,395,509       Less TIF Captured Tax Capacity1,084,201         647,312            855,390            544,904            555,802            566,918            296,808            172,483            44,785               45,681               46,594               NET TAX CAPACITY97,613,297       121,572,367     132,756,485     137,648,337     142,433,304     147,344,204     152,308,536     157,255,968     162,338,235     167,431,250     172,668,625     Annual % Change24.54% 9.20% 3.68% 3.48% 3.45% 3.37% 3.25% 3.23% 3.14% 3.13%TAX CAPACITY TAX RATE0.32846            0.29675            0.30187            0.34709            0.34728            0.36304            0.35896            0.34820            0.34705            0.33630            0.32345            Annual % Change‐4.4%‐9.7% 1.7% 15.0% 0.1% 4.5%‐1.1%‐3.0%‐0.3%‐3.1%‐3.8%PROPERTY TAX LEVY, TAX CAPACITY, AND TAX RATEPage 42 of 104 Date: 11/27/2023 Downtown Parking Needs Assessment Proposed Action Staff recommends adoption of the following motion: Provide input and discussion on the Downtown Parking Needs Assessment Overview During the summer staff has been working with consultants HKGi on the Downtown Parking Needs Assessment. This effort included three meetings with downtown business owners to hear their input regarding parking use, shared parking and improvements to increase parking capacity in downtown. The project is completed, and the study addresses current and future parking demands in downtown Lakeville. The final report includes strategies to meet the needs of a variety of parking users and our downtown businesses. A major outcome of the study is a concept plan for improving the accessibility and aesthetics of the “west” city-owned parking lot at the southwest corner of 209th Street and Howland Avenue. The proposed plan includes a new trailhead, improved sidewalks, crosswalks and pedestrian-scaled landscaping and lighting - all aimed at making the west lot feel like it’s part of downtown. A new wayfinding plan was also prepared to help improve signage to more effectively direct visitors to the available downtown public parking lots. Preliminary cost estimates have been prepared for the improvements to the west lot and regional trailhead. Staff is already in conversations with Dakota County regarding funding for the trailhead portion. Supporting Information 1. Lakeville Downtown Parking Study Financial Impact: $0 Budgeted: No Source: Envision Lakeville Community Values: Diversified Economic Development Report Completed by: Tina Goodroad, Community Development Director Page 43 of 104 WEST PARKING IMPROVEMENT CONCEPT 10/12/2023 CUL-DE-SAC (90’ DIA.) CURB EXTENSIONS TRAILHEAD WITH: BIKE RACKS TRASH/RECYCLING KIOSK BENCH DECORATIVE PAVING NATIVE LANDSCAPING RAINGARDEN HANDICAP SPACE MARKINGS + WALK CONNECTIONS CURB EXTENSIONS WITH RECTANGULAR RAPID FLASHING BEACON (RRFB) SHADE TREES + PEDESTRIAN-SCALED LIGHTING SHADE TREES + PEDESTRIAN-SCALED LIGHTING SIDEWALK EXTENSION + LANDSCAPE SCREENING CONCRETE TRAIL 10’ WIDTH SHOWN SHADE TREES PEDESTRIAN LIGHTING SEATING PARKING ENTRY SIGN PARKING ENTRY SIGN EV CHARGING STATIONS PARKING ENTRY SIGN SHORT RETAINING WALL WITH PARKING ENTRY SIGN CONCRETE TRAIL 10’ WIDTH SHOWN LANDSCAPE SCREENING CURB EXTENSIONS WITH LIGHTING, SHADE TREES SIDEWALK CONNECTION (OPTIONAL) CURB EXTENSIONS WITH HIGH VIS CROSSWALKS Parking entry sign examples Pedestrian-scaled lighting examples Curb extensions with high-visibility crosswalks Trail wayfinding examples Trailhead example RRFB example DOWNTOWN LAKEVILLEPARKINGNEEDS ASSESSMENT October 2023 Page 44 of 104 DOWNTOWN LAKEVILLE PARKING STUDY Introduction The Downtown Lakeville Parking Needs Assessment addresses current and future parking demand, while recommending parking strategies that minimize major capital expenditures. The study focuses on opportuni- ties for parking efficiencies, especially at times when parking demand is at its peak. This includes strategies that balance the parking needs of a variety of users (e.g., employees and patrons). The study limits fo- cused on the central business district (see Figure 1). The study occurred over a seven-month period (April 2023 – October 2023) and was guided by City staff and the Downtown business community. The primary objectives for this study include: • Document existing conditions. • Collect and assess a sample of utilization counts to better understand existing parking demand, needs, and issues. • Establish strategies and recommendations to bet- ter manage today’s existing parking supply. • Engage the business community throughout the planning process. • Develop a parking tool to asses redevelopment assumptions and their impacts to the study area’s off-street and on-street parking supply. Existing Conditions People are attracted to Downtown Lakeville for its events, shopping, restaurants, and services. Peo- ple are also attracted to Downtown Lakeville for its unique charm and urban design. These are some of the reasons that make Downtown Lakeville vibrant and successful. The availability of convenient, afford- able parking may be a factor in part of this success, but not the driving factor. Too much emphasis on parking can negatively impact the unique qualities (e.g., walkability and charm) a downtown has to offer, resulting in a less desirable place to visit. Past plans (e.g., Downtown Development Guide and 2040 Com- prehensive Plan) have emphasized the importance of maintaining Downtown Lakeville as a desirable place to visit and work through urban design principles. Balancing the parking needs for a vibrant downtown also requires a district-wide parking approach. A district-wide parking approach uses a combination of strategies to maximize the existing parking supply, while reducing the demand to build additional spac- es. This approach is commonly applied in downtown settings to encourage walkability, foster economic growth, and strengthen the urban form. Downtown Lakeville provides a total of 750 parking spaces (see Table 1) that is owned/operated by the City and busi- nesses/property owners.   Parking Utilization Parking utilization counts were collected to help better understand today’s current parking demand. Utilization counts serve as a quantitative measure in documenting existing parking conditions (e.g., parking demand), while verifying issues and concerns. The study focused on three time periods (9:00 a.m., 12:00 p.m., and 5:00 p.m.), which mirror industry standards in capturing peak parking demand. The days chosen to capture the utilization counts occurred during a typical summer day (Thursday, Friday and Saturday) with small events occurring (e.g., Farmers Market) and activities at the Arts and Learning Center. The standards used to determine if a parking location is at capacity is defined below: • No Capacity Issues (0% - 74% Occupied) • Monitor Capacity (75% - 84% Occupied) • At or Approaching Capacity (85% - 92% Occupied) • At Capacity (93%+ Occupied) Table 1: Existing Parking Supply and Ownership Parking Type Number of Spaces % of Supply On-Street Parking (Public)133 17% Off-Street Parking (Public) - Map ID (Lots A - F)299 38% Off-Street Parking (Semi-Public/Private)365 45% Total 797 *100% * Excludes parking lots associated with apartments/residential homes, post office truck parking, Lakeville Tire and Auto, and small lots associated with office buildings.Figure 1: Study Area A B C F D E Page 45 of 104 DOWNTOWN LAKEVILLE PARKING STUDY Tables 2 - 4 represent the highest (MAX) parking utilization count collected, regardless of the day, to demonstrate a “worst case” scenario. The utilization counts represent the percentage of vehicles occupy- ing a parking lot or on-street parking space to de- termine if a location is at capacity. Findings are also depicted in Figures 2 – 4. Table 2: Morning (9 a.m.) MAX Utilization County Collected Parking Type Number of Spaces Utilization Available (Vacant) Spaces On-Street Parking (Public)133 68%42 Off-Street Parking (Public)299 35%194 Off-Street Parking (Semi-Public/Private)365 54%167 Total 797 49%403 Table 3: Morning (12 p.m.) MAX Utilization County Collected Parking Type Number of Spaces Utilization Available (Vacant) Spaces On-Street Parking (Public)133 77%31 Off-Street Parking (Public)299 39%183 Off-Street Parking (Semi-Public/Private)365 74%96 Total 797 61%310 Table 4: Evening (6 p.m.) MAX Utilization County Collected Parking Type Number of Spaces Utilization Available (Vacant) Spaces On-Street Parking (Public)133 76%32 Off-Street Parking (Public)299 56%132 Off-Street Parking (Semi-Public/Private)365 84%60 Total 797 72%224 Figure 2: Morning Parking Utilization A B C F D E Page 46 of 104 DOWNTOWN LAKEVILLE PARKING STUDY Figure 3: Afternoon Parking Utilization Figure 4: Evening Parking Utilization A B C F D E A B C F D E Page 47 of 104 DOWNTOWN LAKEVILLE PARKING STUDY Utilization Count Findings The utilization counts found that a majority of the parking demand occurs during the afternoon and evening hours, which is driven by the downtown’s en- tertainment uses, events, and activities (e.g., Lakeville Area Arts Center, breweries and restaurants). Parking lots located in the core near restaurants are experi- encing heavy utilization (85% - 100% occupied). This also includes on-street parking along Holyoke Ave. A summary of the findings is listed below: • Based on the utilization counts, there is a surplus of parking within the downtown from a dis- trict-wide perspective. • On-street parking is at a premium for its conve- nience (front-door parking) and zero-time restric- tions. • There are very few areas experiencing capacity issues during the morning hours. • On-street parking along Holyoke Ave. is experienc- ing heavy utilization during the morning, after- noon, and evening hours. • On-street parking along Howland Ave. is underuti- lized. • City lots are underutilized during various times of the week (see Table 5 – 6). • Parking associated with Wells Fargo bank is un- derutilized in the afternoon/evening hours. • There are approximately 70 to 90 available spaces in City Lot A throughout the day. • Findings suggest the Downtown Lakeville has an ample supply of parking (on- and off-street), but should be managed differently to alleviate parking demand pressures in the core. Shifting Demand It is assumed when a downtown’s parking supply is at 93% utilization it is at full capacity. The remaining 7% capacity helps maintain a healthy supply of parking to manage traffic circulation and parking turnover. Based on these industry standards, the parking lots located in the core are typically at capacity and above the 93% utilization threshold during the afternoon and evening hours. Off-street and on-street parking in the core is typically chosen first based on their visibility, zero-time restric- tions, and ease of access from Holyoke Ave. As a result, traffic becomes an issue as people circle the block or wait for an available space to free up. Alleviating these parking stresses in the core will help improve the per- ception of Downtown Lakeville not having enough park- ing. Shifting parking demand to underutilized lots will require a combination of strategies that are discussed later in this study. Findings from the utilization counts have demonstrated there is approximately 130 to 190 underutilized public off-street parking spaces (see Table 5 – 6). Most of this excess supply is associated with City Lot A. This excess supply should be viewed as an opportunity to shift parking demand from the core. Shifting 15 vehicles from the core (on-street or off-street) will help reduce parking demand and stabilize utilization rates below 93%. Many of the parking strategies and recommenda- tions discussed throughout this study are designed to help facilitate this shift. Future Needs and Available Supply Excess parking supply should be viewed as an opportu- nity to accommodate new developments or uses. Re- ducing the amount of parking required by a developer may provide them more flexibility to build at a higher density or provide other amenities on-site (e.g., open space or public gathering places). Minimizing the con- sumption of land for parking also provides a developer financial incentive for more productive development. As part of this study, a parking tool was created to assess parking impacts associated with a development project or new use/building tenant. The model’s as- sumptions are based on utilization counts and indus- try standards. This tool will help the City achieve the following objectives: • Maximize the downtown’s existing parking supply before building more parking. • Quickly determine a new use or development’s parking requirements. • Test development scenarios in the downtown and their potential impact on the existing parking sup- ply. • Explore shared parking opportunities between po- tential developers and private property owners. • Track and monitor utilization rates over time. Table 5: Public Off-Street Parking Utilization Rates City Lot Number of Spaces Morning Utilization Afternoon Utilization Evening Utilization A 100 6%8%27% B 27 22%26%30% C 63 38%37%78% D 39 82%72%62% E 52 60%77%88% F 18 33%56%72% Total 299 35%39%56% Table 6: Public Off-Street Parking Available Spaces City Lot Number of Spaces Morning Utilization Afternoon Utilization Evening Utilization A 100 94 92 73 B 27 21 20 19 C 63 39 40 14 D 39 7 11 15 E 52 21 12 6 F 18 12 8 5 Total 299 194 183 132 Development Scenario The parking tool was used to test a development scenario and its potential impact to 70 available off-street spaces. The available spaces are associated with City Lot A (see Figure 1) and based on utilization count find- ings (see Table 6). The development scenario chosen for this exercise was also based on the City’s Parking Requirements for the Central Business District (Zoning Ordinance - Chapter 19, Section 11-19-13: Number of Spaces Required). Based on these assumptions, the parking tool helped determine how much development the downtown could absorb if there are 70 available parking stalls to meet their needs. The tool determined the downtown’s excess parking supply could accommodate the following development scenarios: • 1.5 spaces per 1 multifamily unit or townhouse 46 units = 70 parking spaces (the code requires 46 of these spaces to be enclosed) • 5 spaces per 1,000 sq.ft. of floor area for a restaurant 14,000 sq.ft. of floor area = 70 parking spaces • 3 spaces per 1,000 sq.ft. of floor area for commercial/office 23,300+ sq.ft. = 70 parking spaces Page 48 of 104 DOWNTOWN LAKEVILLE PARKING STUDY District-Wide Parking Models Finding the appropriate parking management solu- tions for Downtown Lakeville requires a district-wide parking approach. A district-wide parking approach uses a combination of strategies to maximize the existing parking supply, while reducing the demand to build additional spaces. This approach is commonly applied in downtown settings to encourage walkabili- ty, foster economic growth, and strengthen the urban form. The various district-wide models that have been used across the nation are summarized below. Downtown Development Authority (DDA) A typical downtown development authority oversees infrastructure projects, including parking facilities, roadway projects and physical buildings. Their overall purpose is to also increase the quality of life for resi- dents and businesses through economic and physical revitalization of the downtown. Enterprise Funds An Enterprise Fund is primarily a self-supporting pro- gram that requires developers to pay a fee in lieu to fulfill their parking requirements. Collected funds go back into maintaining and operating the City’s parking supply and other infrastructure projects. Parking Benefit Districts Typically, revenue generated from parking meters automatically reverts back to a municipality’s gen- eral fund and the place where the meter revenue is collected sees no direct benefit. A parking benefits district is a designated area in which the parking rev- enues raised are then reinvested back into the district for a wide range of improvements. The funds may be used to purchase smart parking meters, walking and biking infrastructure, or to pay for improvements to the public realm, such as street trees, benches, and lighting. Typically, meter revenue is reinvested in the district, while revenue generated from parking viola- tions is used to fund further enforcement. Parking benefit districts not only create a new stream of funding for district improvements, but they also can help better manage parking supply and demand. Parking benefits districts support economic develop- ment and neighborhood revitalization efforts. This tool is attractive because, instead of using local tax revenue or assessments for improvements, parking benefits districts capture money from visitors. Busi- ness owners are more likely to report parking viola- tions within parking benefits districts because viola- tions result in lost revenue for the district. Special Service Districts Special service districts or improvement districts are often responsible for maintaining parking operations and services in designated districts. These districts are often partnerships between municipal departments, local organizations, private developers, and private businesses. Improvement districts are financed through parking revenue, property taxes paid by prop- erty owners, or member fees. Improvement districts that manage parking communicate parking locations, rates, and typically provide flexible monthly parking options and reduced parking with merchant ticket validation. Public-Private Partnerships The configuration and management of public-private parking partnerships varies by the specific parking needs and demands within the district, along with the adjacent land uses. These partnerships are created to maximize the sharing of parking spaces by vari- ous users. Financing for public-private partnerships is provided through developer payments, user fees, common area maintenance charges, and the payment of a fee in lieu of providing parking spaces required by a zoning ordinance. District-Wide Parking Strategies Each district-wide parking model is designed to achieve similar goals by reducing parking demand and maximizing its resources. At this time, the City of Lakeville and businesses do not need to pick a pre- ferred approach. Instead, the City of Lakeville should consider the various strategies used in each model to help better manage parking. Each strategy serves as a mechanism to help better manage the downtown’s parking supply and demand before investing in large capital improvements (building parking lots or struc- tures). It is important to recognize this study does not recommend more parking. There are many players that can help advance the recommended parking strategies through direct or indirect efforts. Many of these efforts are linked to partnerships between the City of Lakeville, property owners, and businesses. Both groups should have a vested interest in implementing the study’s recom- mendations. The roles and responsibilities for carry- ing out a particular strategy are identified in Table 7. Table 7 also provides a timeline for when a particular strategy should be implemented. In some cases, a strategy should be implemented today; where- as others may require more collaboration or when Downtown Lakeville’s overall utilization rate reaches a threshold that would require immediate action. Strategy #1 – Monitor Utilization The City of Lakeville should continue to monitor parking utilization in all areas of Downtown. This will provide a better baseline of data for determining when a particular parking strategy should be explored or implemented. The City should establish a set schedule for when utilization counts are collected to ensure consistent reporting on an annual basis. The recommended times include 9 a.m., 12 p.m., and 5 p.m. Counts should occur year-round during typical days that experience the heaviest demand. Utiliza- tion counts can be tracked and monitored within the study’s parking tool. Strategy #2 – Create Shared Parking Agreements Supporting shared parking opportunities is a critical step in helping manage parking in key areas of Down- town Lakeville. Shared parking is a simple concept of utilizing parking facilities jointly among different businesses or uses in an area that takes advantage of different peak parking characteristics. For exam- ple, restaurants typically see a high parking demand during the evening hours versus office space during the day. This scenario would be an opportunity to share office space parking during the evening hours with downtown patrons and employees. During the study, the City of Lakeville reached an agreement with Wells Fargo to utilize their parking during the afternoon/evening hours. This will free up 25 underutilized off-street parking stalls and help alleviate the parking pressures occurring in the core. There are no other shared parking opportunities at this time. Strategy #3 – Manage On-Street Parking for Short- Term Users and Patrons Findings from the utilization counts have demon- strated heavy on-street parking utilization. This is a result of no time restrictions or parking enforcement. As a result, people will choose the closest parking space (front-door parking) or circle the block until a space becomes available. On-street parking should be viewed as a resource and amenity to the down- town. It should be managed for short-term users (e.g., patrons visiting downtown for 1 to 2 hours). Users (e.g., employers) spending longer periods of time in the downtown (2+ hours) should be expected to park further away or in surface lots. Table 8 helps demon- strate general characteristic of users in a downtown setting. Page 49 of 104 DOWNTOWN LAKEVILLE PARKING STUDY Some businesses have expressed concerns that down- town employees are utilizing on-street parking, result- ing in negative impacts to on-street parking turnover. Managing on-street parking for short-term users (see Table 7) requires time restrictions (1-to-2-hour limits). This will help shift long-term users to off-street park- ing lots; however, this strategy requires some level of parking enforcement. At this time, the city does not have plans to start a parking enforcement program. Signing on-street parking for 1 to 2 hours without parking enforcement has some short-term benefits in helping shift long-term on-street parking users to off-street parking lots. However, the benefits decrease over time as people learn that there is no enforce- ment or ramifications for parking beyond the posted time restriction. Strategy #4 - Revive Existing Public Lots The study has recommended a shift in parking de- mand from the core to underutilized public parking lots, in particular City Lot A located at 209th St. and Holyoke Ave. This shift should focus on a number of strategies that direct people to the lot and physical Table 7: Generalized Description of Parking Users & Needs Parking User Examples of Users Parking Demand Parking Type Limited Users • Parcel delivery • Pickup/Drop-off (Uber, Lyft, Childcare) • Dry Cleaner • Convenience Store • Take-Away Food/Coffee • Business Delivery 0 to 30 min- utes On-Street Parking Short Term User • Fast/Casual Food (eat in) • Grocery Store • Sit down restaurant/bar/brewery 1 to 2 hours On-Street Parking Long Term User • Sit down restaurant /bar/brewery • Multi-Stop/Window shoppers • Tourists • Park users • Residential Guest 2 to 4 hours Off-Street Parking Daily User • Employees • Residents • Hotel Guests • Events 4 to 8+ hours Off-Street Parking improvements to make it more attractive to use and feel like it’s part of downtown. A number of these improvements are depicted in Figure 5 and discussed throughout this section. A planning level-cost estimate (see Table 8) was prepared for the proposed improvements depicted in Figure 5. The concept and cost estimates will need to be refined through surveys and a more detailed design/engineering process. In the meantime, the concept and cost estimates provide a solid foundation for moving forward in programming future improve- ments. As the concept is refined over time, it is im- portant to continue discussions with adjacent prop- erty owners and businesses to ensure their concerns and needs are being considered. Wayfinding Wayfinding systems serve a key role well beyond responding to the need for basic navigation, iden- tification, and information. Wayfinding elements, such as monuments, directional systems, directories, interpretive, and even regulatory signs can enrich and enhance the users experience in Downtown Lakeville and help with traffic congestion. More importantly, signage can help direct people to underutilized or unknown areas available for public parking. Parking wayfinding signs are located at major intersec- tions of Holyoke Ave. The signs today point vehicles in multiple directions, which may cause some confusion on where city lots are located. There are also some inconsistencies in how municipal lots are signed or signage is not prominent enough for vehicles to see. A wayfinding plan has been established to provide the City guidance on where wayfinding signage should be located (see Figure 6). An effective wayfinding plan should also include clear- ly marked and labeled city lots. This provides visitors visual cues on where to park. It is also an opportuni- ty to re-brand the lots by assigning them names or colors (e.g., Lot A or Red Lot). The City will need to Lakeville Downtown West Parking ‐ Concept Cost Estimate DESCRIPTION UNIT EST QTY   UNIT COST SUBTOTAL UNIT EST QTY   UNIT COST SUBTOTAL UNIT EST QTY   UNIT COST SUBTOTAL LS 1 $5,000 $5,000 LS 1 $5,000 $5,000 LS 1 $500 $500 Curb Removal LF 470 $5 $2,350 LF 56 $5 $280 LF $5 $0 Concrete Removal SY 500 $5 $2,500 SY 130 $5 $650 SY $5 $0 EXCAVATION / EARTHWORKS LS 1 $3,000 $3,000 LS 1 $2,000 $2,000 LS 1 $500 $500 STORMWATER Catch Basins to be moved EA $5,000 $0 EA 2 $5,000 $10,000 EA $5,000 $0 SITE ELECTRICAL Pedestrian‐scale lighting EA 6 $6,000 $36,000 EA 11 $6,000 $66,000 EA 3 $6,000 $18,000 Receptacles EA $5,000 $0 EA 2 $5,000 $10,000 EA $5,000 $0 Connection LS 1 $5,000 $5,000 LS 1 $5,000 $5,000 LS $5,000 $0 EV charging station EA 2 $15,000 $30,000 PAVING 3" Bituminous Trail SF $15 $0 SF 6820 $15 $102,300 SF $15 $0 4" Concrete walk SF 1000 $12 $12,000 SF 6580 $12 $78,960 SF 1750 $12 $21,000 4" Concrete walk ‐ special finish SF $25 $0 SF 500 $25 $12,500 SF $25 $0 Concrete curb and gutter LF 864 $35 $30,240 LF 125 $35 $4,375 LF $35 $0 Pedestrian ramps EA 6 $5,000 $30,000 EA 7 $5,000 $35,000 EA $5,000 $0 SITE FURNISHINGS Benches EA $800 $0 EA 3 $800 $2,400 EA $800 $0 Trail Wayfinding EA $1,000 $0 EA 5 $1,000 $5,000 EA $1,000 $0 Parking Entry Sign EA 3 $5,000 $15,000 EA $5,000 $0 EA $5,000 $0 Trash Receptacles EA $1,500 $0 EA 2 $1,500 $3,000 EA $1,500 $0 Kiosk EA $2,000 $0 EA 1 $2,000 $2,000 EA $2,000 $0 Bike Racks EA $800 $0 EA 3 $800 $2,400 EA $800 $0 STRIPING + CONTROLS $0 24" high vis crosswalk LF 144 $40 $5,760 LF 132 $40 $5,280 LF $40 $0 4" Striping stalls LF 2650 $8 $21,200 LF $8 $0 LF $8 $0 RRFB EA 1 $20,000 $20,000 EA $20,000 $0 EA $20,000 $0 LANDSCAPE Planting beds SF 1381 $12 $16,572 SF 1340 $12 $16,080 SF $10 $0 Rain garden SF 1514 $50 $75,700 SF $0 SF $10 $0 Shade Trees EA 9 $500 $4,500 EA 11 $500 $5,500 EA 2 $500 $1,000 Turf areas AC 0.25 $3,000 $750 AC 0.25 $3,000 $750 AC 0.15 $3,000 $450 Site Restoration AC 0.25 $3,000 $750 AC 0.25 $3,000 $750 AC 0.15 $3,000 $450 RETAINING WALL CIP LF 116 $200 $23,200 LF $200 $0 LF $200 $0 Sub Total $339,522 Sub Total $375,225 Sub Total $41,900 SOFT COSTS Mobilization 10% 0.1 $339,522 $33,952 10% 0.1 $375,225 $37,523 10% 0.1 $41,900 $4,190 Design/Engineering 15% 0.15 $339,522 $50,928 15% 0.15 $375,225 $56,284 15% 0.15 $41,900 $6,285 Inspections/Fees/Permits LS 1 $3,000 $3,000 LS 1 $2,000 $2,000 LS 1 $500 $500 Contingency 15% 0.15 $339,522 $50,928 15% 0.15 $375,225 $56,284 15% 0.15 $41,900 $6,285 Total $478,331 Total $527,315 Total $59,160 Total (All) $1,064,806 SITE PREPARATION REMOVALS / DEMO Base ‐ West Parking + Connectivity Regional Trail 209th Street Sidewalk Extension Table 8: Preliminary Cost Estimates for Figure 5 Page 50 of 104 DOWNTOWN LAKEVILLE PARKING STUDY WEST PARKING IMPROVEMENT CONCEPT 10/12/2023 CUL-DE-SAC (90’ DIA.) CURB EXTENSIONS TRAILHEAD WITH: BIKE RACKS TRASH/RECYCLING KIOSK BENCH DECORATIVE PAVING NATIVE LANDSCAPING RAINGARDEN HANDICAP SPACE MARKINGS + WALK CONNECTIONS CURB EXTENSIONS WITH RECTANGULAR RAPID FLASHING BEACON (RRFB) SHADE TREES + PEDESTRIAN-SCALED LIGHTING SHADE TREES + PEDESTRIAN-SCALED LIGHTING SIDEWALK EXTENSION + LANDSCAPE SCREENING CONCRETE TRAIL 10’ WIDTH SHOWN SHADE TREES PEDESTRIAN LIGHTING SEATING PARKING ENTRY SIGN PARKING ENTRY SIGN EV CHARGING STATIONS PARKING ENTRY SIGN SHORT RETAINING WALL WITH PARKING ENTRY SIGN CONCRETE TRAIL 10’ WIDTH SHOWN LANDSCAPE SCREENING CURB EXTENSIONS WITH LIGHTING, SHADE TREES SIDEWALK CONNECTION (OPTIONAL) CURB EXTENSIONS WITH HIGH VIS CROSSWALKS Parking entry sign examples Pedestrian-scaled lighting examples Curb extensions with high-visibility crosswalks Trail wayfinding examples Trailhead example RRFB example Figure 5: Concept Plan for City Lot A Improvements & Connections to Downtown Page 51 of 104 DOWNTOWN LAKEVILLE PARKING STUDY AA B C D D E E E Municipal Parking Lot Destinations • Unique name/identity for each municipal lot (Lot A, B, etc.) • Consider map kiosk of downtown destinations at each lot A Public Parking Lot Entry Sign • Entry sign to be clearly visible to drivers from the nearest intersection • Labeled with unique name/identity for each municipal lot (Lot A, B, etc.) • Entry sign to be clearly visible to drivers from the nearest intersection Public Parking Directional Sign • Labeled with unique name/identity for each municipal lot (Lot A, B, etc.) • Consider additional labels for Farmers Market, Fine Arts Center, etc. • Approximate walk/bike time to destination (”2 minute walk”) • Consider other languages? A Enhanced Trail Connection • Extension of regional trail to connect to businesses / downtown destinations A B A B C A B ABDDC FARMERS MARKET CFARMERS MARKETCFARMERS MARKETEEE D D E LOT D LOT E Trail Access Directional Sign • Visible at pedestrian level to direct pedestrians and bicyclists to trailhead and trail access point Trail Access Point • Trailhead and trail access amenities such as seating, map kiosk, x-it station, trash/recycling receptacles DOWNTOWN LAKEVILLE WAYFINDING RECOMMENDATIONS FUTURE TRAILHEAD TRAIL ACCESS POINT F LOT C LOT F LOT A WAYFINDING FRAMEWORK FOR PARKING ACCESS WAYFINDING FRAMEWORK FOR TRAIL ACCESS REGIONAL TRAIL HOLYOKE AVEHOLLINS AVEHOLT AVE210TH ST UPPER 209TH ST LAKEVILLE BREWING COMPANY LAKEVILLE AREA ARTS CENTER FINE ARTS CENTER FARMERS MARKET FOCUS AREA 209TH ST 207TH ST 208TH ST HOWLAND AVEUPPER 208TH ST 208TH S T DRAFT10/12/2023 Parking lot entry sign examples Public parking directional sign examples Trail access directional sign examples AA B C D D E E E Municipal Parking Lot Destinations • Unique name/identity for each municipal lot (Lot A, B, etc.) • Consider map kiosk of downtown destinations at each lot A Public Parking Lot Entry Sign • Entry sign to be clearly visible to drivers from the nearest intersection • Labeled with unique name/identity for each municipal lot (Lot A, B, etc.) • Entry sign to be clearly visible to drivers from the nearest intersection Public Parking Directional Sign • Labeled with unique name/identity for each municipal lot (Lot A, B, etc.) • Consider additional labels for Farmers Market, Fine Arts Center, etc. • Approximate walk/bike time to destination (”2 minute walk”) • Consider other languages? A Enhanced Trail Connection • Extension of regional trail to connect to businesses / downtown destinations A B A B C A B ABDDC FARMERS MARKET CFARMERS MARKETCFARMERS MARKETEEE D D E LOT D LOT E Trail Access Directional Sign • Visible at pedestrian level to direct pedestrians and bicyclists to trailhead and trail access point Trail Access Point • Trailhead and trail access amenities such as seating, map kiosk, x-it station, trash/recycling receptacles DOWNTOWN LAKEVILLE WAYFINDING RECOMMENDATIONS FUTURE TRAILHEAD TRAIL ACCESS POINT F LOT C LOT F LOT A WAYFINDING FRAMEWORK FOR PARKING ACCESS WAYFINDING FRAMEWORK FOR TRAIL ACCESS REGIONAL TRAIL HOLYOKE AVEHOLLINS AVEHOLT AVE210TH ST UPPER 209TH ST LAKEVILLE BREWING COMPANY LAKEVILLE AREA ARTS CENTER FINE ARTS CENTER FARMERS MARKET FOCUS AREA 209TH ST 207TH ST 208TH ST HOWLAND AVEUPPER 208TH ST 208TH S T DRAFT10/12/2023 Parking lot entry sign examples Public parking directional sign examples Trail access directional sign examplesFigure 6: Wayfinding Plan Page 52 of 104 DOWNTOWN LAKEVILLE PARKING STUDY determine a preferred approach for naming the lots. Regardless of the name or color assigned to a lot, a cohesive naming plan will help bolster marketing and communication strategies. For example, lot names provide businesses an easier way to describe to peo- ple where to park when visiting downtown (e.g., we are located behind Lot A or parking is available in Lot A). Overall, wayfinding signs are a simple high-benefit solution that will help direct vehicles to underutilized city parking lots. Wayfinding signs for parking should also work together with other wayfinding needs that move people and not just cars. The wayfinding plan has also included locations for trail signage that di- rects pedestrians/bicyclists between key destinations and a proposed trailhead at the city lot (209th/Holy- oke Ave.). Pedestrian/Bicycle Connections City Lot A offers a wide range of opportunities for bet- ter utilization and to serve as a trailhead for the Lake Marion Regional Trail. Figure 5 includes recommend- ed improvements that will help formalize this location as a trailhead, while improving pedestrian and bicycle connections to the downtown. Improved Parking Lot Aesthetics and Lighting Parking should be viewed as a customer service. A visitor’s first experience starts from the moment they park their car and walk to their destination. Offering a positive experience from a parking per- spective involves a combination of strategies, such as a wayfinding signs, maintained facilities, and avail- ability. More importantly, a visitor should feel safe the moment they park their car. Design can play an important role in creating safe environments. This can be achieved through Crime Prevention Through Environmental Design (CPTED) strategies. CPTED is defined as a multi-disciplinary approach for reduc- ing crime through urban and environmental design and the management and use of built environments. Examples of CPTED strategies include clear sight lines, adequate lighting, minimizing concealed and isolated routes, active pathways and street edges, and sig- nage. CPTED strategies were considered as part of the design plan to improve safe connections between City Lot A and downtown. Figure 5 has identified loca- tions for lighting and other amenities to enhance the pedestrian’s comfort level when parking in City Lot A and additional lighting between the parking lot and downtown. Strategy #5 – Consider Revising the City’s Parking Requirements The City of Lakeville has established parking require- ments for new uses within the Downtown (Zoning Ordinance - Chapter 19, Section 11-19-13: Number of Spaces Required). Proposed developments are re- viewed on a case-by-case basis through the develop- ment review process. This process provides staff the flexibility to explore shared parking agreement, while finding innovative solutions to reduce parking in the area. The City may want to consider other parking require- ments for new developments to ensure parking needs are being met, without negatively impacting the downtown’s urban form and character. These tools are listed below and help support a district-wide park- ing approach. Maximum Parking Requirement Maximum parking requirements limit the number of parking spaces, which varies between the type of land use or development. This approach helps ensure park- ing is not being overbuilt, while promoting compact development and higher-end uses. Parking Overlay District Maximum parking requirements can be established through an overlay district. An overlay district can also set standards for how parking is designed and built through design guidelines. Travel Demand Management Plans (TDMP) A TDMP outline measures to mitigate parking demand as part of the development permit process, which can result in innovative solutions that are tailored to the specific needs of an area (e.g., Downtown or Canal Park). A TDMP would be required of the developer or property owner. Strategy #6 – Create Dedicated Employee Parking Lots: The number of employees in Downtown Lakev- ille contribute to the parking demand. As noted, there is some concerns employees are utilizing on-street parking near businesses (see Strategy 3). Designat- ing areas for employee parking will help maintain a healthy supply of parking for customers within the core. Managing on-street parking for customers will require a stronger commitment by businesses to ensure their employers are not utilizing those spaces. Employees need to be encouraged to park outside of the core in underutilized city lots – City Lot A or the Wells Fargo parking lot. Implementing this strategy will require a business to educate their staff on the appropriate areas to park during their orientation or regular reminders. Strategy #7 – Rekindle the Special Service District: The Downtown Lakeville Business Association special service district is a nonprofit organization that began in 1995. It is supported by a special service district tax, with the goal of preserving and redeveloping his- toric Downtown Lakeville. In essence, a small portion of the property taxes collected in the downtown are redirected back to the Downtown Lakeville Business Association’s initiatives. Special service districts are common funding mech- anism cities use to fund a variety of capital improve- ments and operations/maintenance needs. Down- town Lakeville businesses should consider rekindling the special services district to fund down impromptus and its financial benefits from an economic devel- opment perspective. Funds from the special service district could help fund the proposed improvements identified in Figure X. Strategy #8 – Adhere to Snow Removal Policies: Snow and ice control is key to providing Downtown Lakeville as a year-round destination. Removing snow and ice after a weather event can be a challenging task. It requires partnerships between different agen- cies and the help of property owners to clear roads, sidewalks and parking lots. There are also a num- ber of variables to consider when orchestrating the removal of snow and ice. The time of day, day of the week, future forecasts, and the amount of snow and ice accumulation can influence priorities and sched- ules. Based on these variables, the city needs some fluidity in prioritizing snow and ice removal during and after weather events. This fluidity helps the city align resources (e.g., staff and equipment) with the appropriate weather event. Business and property owners can also play an ac- tive role in removing snow and ice after a weather event. Almost half of the downtown’s parking supply is owned/operated by private businesses or property owners. In that respect, everyone (public and private sector) has a role and responsibility in removing snow and ice to ensure parking is available and sidewalks are safe to use. Next Steps The parking strategies discussed throughout this study were generally supported by the Downtown Businesses and recognized as viable options by City Council. Some strategies are more viable options today, while others may require further consideration. Overall, the study concluded there is enough parking to meet today’s needs from a district-wide parking perspective. The recommended strategies will help better manage parking efficiencies. It is also import- ant to recognize the bulk of the downtown’s parking demand is generated during the afternoon and eve- ning hours. However, there is ample space available in the western city lot (City Lot A) and shared after- noon/evening spaces in Wells Fargo Bank lot. These underutilized parking lots should be better utilized to alleviate parking pressures in the core. It is also an op- portunity to work towards public improvements that helps integrate the western city lot with downtown. Moving forward, the City of Lakeville and downtown businesses/property owners should actively work to- gether on the various parking strategies (see Table 9) and to formalize a district-wide parking approach. This will require on-going dialogue and annual meetings to discuss the progress being made towards a specific strategy. It is also an opportunity to reassess parking behaviors, which can change dramatically over time with a new use or redevelopment project. Page 53 of 104 DOWNTOWN LAKEVILLE PARKING STUDY Table 9: Implementation Matrix STRATEGY RECOMMENDATION ROLE LEVEL OF EF- FORT TIME LINE A. Monitor Utilization Implement a program to continue parking counts at specific times and during different seasons. Review findings with the downtown business community. City Low On-Going B. Create Shared Parking Agreements Identify and formalize shared-parking agreements that open private parking lots for public use during the afternoon/evening hours. City/Businesses Medium On-Going C. Manage On-Street Parking for Short-Term Users and Patrons Explore on-street parking restrictions and a parking enforcement program when the downtown’s overall parking utilization rates average 90% over a 6-month period. City High Long-Term D. Consider Revising the City’s Parking Requirements Review and update the Central Business District’s parking require - ments to ensure future development provides ample parking to serve their needs. City Low Mid-Term E. Create Dedicated Employee Parking Lots Strongly encourage downtown employees to park in City Lot A. Businesses Low On-Going F. Install Wayfinding Signs Install wayfinding signage at key locations to direct people to City lots (see concept.City Low On-Going G. Formalize City Lot A as a Trailhead Formalize City Lot A as a trailhead by implement the recommen- dations depicted in the concept.City Medium Mid-Term H. Implement Pedestrian Improvements to City Lot A Implement the recommended ped/bike, lighting, and landscaping improvements depicted in the concept.City High Short-Term I. Rekindle the Special Service District Explore the financial benefits to reinstitute the special service dis- trict to fund downtown improvements.City/Businesses High Long-Term J. Adhere to Snow Removal Policies Prioritize snow and ice removal during weather events to ensure Downtown Lakeville parking is available and sidewalks are cleared as soon as possible. City/Businesses Medium On-Going Page 54 of 104 WEST PARKING IMPROVEMENT CONCEPT 10/12/2023 CUL-DE-SAC (90’ DIA.) CURB EXTENSIONS TRAILHEAD WITH: BIKE RACKS TRASH/RECYCLING KIOSK BENCH DECORATIVE PAVING NATIVE LANDSCAPING RAINGARDEN HANDICAP SPACE MARKINGS + WALK CONNECTIONS CURB EXTENSIONS WITH RECTANGULAR RAPID FLASHING BEACON (RRFB) SHADE TREES + PEDESTRIAN-SCALED LIGHTING SHADE TREES + PEDESTRIAN-SCALED LIGHTING SIDEWALK EXTENSION + LANDSCAPE SCREENING CONCRETE TRAIL 10’ WIDTH SHOWN SHADE TREES PEDESTRIAN LIGHTING SEATING PARKING ENTRY SIGN PARKING ENTRY SIGN EV CHARGING STATIONS PARKING ENTRY SIGN SHORT RETAINING WALL WITH PARKING ENTRY SIGN CONCRETE TRAIL 10’ WIDTH SHOWN LANDSCAPE SCREENING CURB EXTENSIONS WITH LIGHTING, SHADE TREES SIDEWALK CONNECTION (OPTIONAL) CURB EXTENSIONS WITH HIGH VIS CROSSWALKS Parking entry sign examples Pedestrian-scaled lighting examples Curb extensions with high-visibility crosswalks Trail wayfinding examples Trailhead example RRFB example Page 55 of 104 Date: 11/27/2023 National Business Survey Results Proposed Action Staff recommends adoption of the following motion: Provide input and discussion on the results of the National Business Survey Overview The National Business Survey, conducted by POLCO, is complete and final results have been prepared. All private sector businesses were eligible to participate. The survey was open seven weeks after a few extensions to encourage more participants. We ultimately received 207 responses, resulting in a 13% response rate. Staff will have a presentation that provides a summary of each survey question. Supporting Information 1. National Business Survey Report 2023 Financial Impact: $0 Budgeted: No Source: Envision Lakeville Community Values: Diversified Economic Development Report Completed by: Tina Goodroad, Community Development Director Page 56 of 104 Visit us online! www.polco.us National Research Center at Polco is a charter member of the AAPOR Transparency Initiative, providing clear disclosure of our sound and ethical survey research practices. Lakeville, MN The National Business Survey Report of Results 2023 Report by: Page 57 of 104 About The NBS™ The National Business Survey™ (The NBS) gives local businesses the opportunity to provide feedback about the community characteristics and local government services that help support the local economy. It was developed by the survey experts from National Research Center (NRC) at Polco. Great communities are partnerships of the government, businesses in the private sector, community-based organizations, and residents, all geographically connected. With this report, the City of Lakeville gains an important perspective from its businesses across six core indicators of the business environment in the community: • Community amenities • Business climate • Employment opportunities and workforce support • Workforce readiness • Business growth • Governance This report provides the opinions of 209 business owners and managers of the City of Lakeville. Because the survey was intended to be taken by all businesses in the community, no traditional margin of error was calculated. However, because not all businesses responded, NRC recommends using plus or minus ten percentage points as the “range of uncertainty” around any given percent reported for the City as a whole. The full description of methods used to gather these opinions can be found in the “Methods” tab. No statistical weighting was performed. How the results are reported For the most part, the percentages presented in the following tabs represent the “percent positive.” Most commonly, the percent positive is the combination of the top two most positive response options (i.e., excellent/good and very safe/somewhat safe, etc.). On many of the questions in the survey respondents may answer “don’t know.” The proportion of respondents giving this reply is shown in the full set of responses included in the tab “Complete data.” However, these responses have been removed from the analyses presented in most of the tabs. In other words, the tables and graphs display the responses from respondents who had an opinion about a specific item. Comparisons to benchmarks NRC’s database of comparative business opinion is comprised of business perspectives gathered in surveys from communities whose business owners and/or managers evaluated the same kinds of topics on The National Business Survey. NRC adds the latest results quickly upon survey completion, keeping the benchmark data fresh and relevant. Comparisons are made to the entire database. Ratings are compared when there are at least five communities in which a similar question was asked. In each tab, Lakeville's results are noted as being "higher" than the benchmark, "lower" than the benchmark, or "similar" to the benchmark, meaning that the average rating given by Lakeville business owners and managers is statistically similar to or different (greater or lesser) than the benchmark. Being rated as "higher" or "lower" than the benchmark means that Lakeville's average rating for a particular item was more than five points different than the benchmark. The survey was administered after the COVID-19 pandemic, a time of challenge for many local governments. While we provide comparisons to national benchmarks, it is important to note that much of the benchmark data was collected prior to or during the pandemic. This may impact how your City's 2023 ratings compare to other communities’ ratings from the past five years. 2 Page 58 of 104 Methods The National Business Survey was developed to provide communities an accurate, affordable and easy way to assess and local business owners’ and managers’ perspectives about the economic environment of a community or district. Standardization of common questions and survey methods provide the rigor to assure valid results. Selecting survey recipients All private sector businesses within the City of Lakeville were eligible to participate in the survey. A list of all businesses within the zip codes serving Lakeville was purchased from InfoUSA and combined with the most up-to-date list of businesses provided by the City. Each location was mapped and compared to the most current boundary file for the jurisdiction and business addresses located outside of Lakeville were removed from consideration. Conducting the survey The 2,116 selected businesses received mailings beginning on July 19th, 2023 and the survey remained open for seven weeks. The first mailing was a postcard inviting the business owner or manager to participate in the survey, followed by a reminder postcard. All mailings included a web link for respondents to complete the survey online. About 19% of the 2,116 mailed invitations were returned because the business address was vacant or the postal service was unable to deliver the survey as addressed. Of the remaining 1,698 businesses that received the invitations to participate, 207 completed the survey, providing an overall response rate of 13%. The response rate was calculated using AAPOR’s response rate #2* for mailed surveys of unnamed persons. Because the survey was intended to be taken by all businesses in the community, no traditional margin of error was calculated. However, because not all businesses responded, NRC recommends using plus or minus ten percentage points as the “range of uncertainty” around any given percent reported for the city as a whole. Analyzing the survey Responses from the surveys completed on Polco were downloaded. Range checks as well as others forms of quality control were also performed. No statistical weighting was performed and no adjustments were made for design effects. The survey datasets were analyzed using all or some of a combination of the Statistical Package for the Social Sciences (SPSS), R, Python and Tableau. For the most part, the percentages presented in the reports represent the “percent positive.” The percent positive is the combination of the top two most positive response options (i.e., excellent/good, very safe/somewhat safe, and essential/very important, etc.), or, in the case of resident behaviors/participation, the percent positive represents the proportion of respondents indicating “yes” or participating in an activity at least once a month. On many of the questions in the survey respondents may answer “don’t know.” The proportion of respondents giving this reply is shown in the full set of responses included in the tab “Complete data”. However, these responses have been removed from the analyses presented in the reports. In other words, the tables and graphs display the responses from respondents who had an opinion about a specific item. Contact The City of Lakeville funded this research. Please contact Tina Goodroad of the City of Lakeville at tgoodroad@lakevillemn.gov if you have any questions about the survey. common with lists of businesses. In addition, the survey invitation may be correctly sent to a business, but it may not be directed to a person who has the knowledge and authority to respond to the survey. Respondents may not fully know the history or experiences of the company (e.g., how much of a problem certain issues were across the entire company, or how long the company has been in operation), and for some survey items they may answer in ways they think cast their responses in a more favorable light (recall bias and social desirability bias). Survey Validity See the Polco Knowledge Base article on survey validity at https://info.polco.us/knowledge/statistical-vali * See AAPOR's Standard Definitions for more information at https://www.aapor.org/Publications-Media/AAPOR-Journals/Standard-Definitions.aspx 3 Page 59 of 104 MethodsThe National Business Survey was developed to provide communities an accurate, affordable and easy way to assess and localbusiness owners’ and managers’ perspectives about the economic environment of a community or district. Standardization ofcommon questions and survey methods provide the rigor to assure valid results.Selecting survey recipientsAll private sector businesses within the City of Lakeville were eligible to participate in the survey. A list of all businesses withinthe zip codes serving Lakeville was purchased from InfoUSA and combined with the most up-to-date list of businesses providedby the City. Each location was mapped and compared to the most current boundary file for the jurisdiction and businessaddresses located outside of Lakeville were removed from consideration.Conducting the surveyThe 2,116 selected businesses received mailings beginning on July 19th, 2023 and the survey remained open for seven weeks.The first mailing was a postcard inviting the business owner or manager to participate in the survey, followed by a reminderpostcard. All mailings included a web link for respondents to complete the survey online.About 19% of the 2,116 mailed invitations were returned because the business address was vacant or the postal service wasunable to deliver the survey as addressed. Of the remaining 1,698 businesses that received the invitations to participate, 207completed the survey, providing an overall response rate of 13%. The response rate was calculated using AAPOR’s response rate#2* for mailed surveys of unnamed persons.Because the survey was intended to be taken by all businesses in the community, no traditional margin of error was calculated.However, because not all businesses responded, NRC recommends using plus or minus ten percentage points as the “range ofuncertainty” around any given percent reported for the city as a whole.Analyzing the surveyResponses from the surveys completed on Polco were downloaded. Range checks as well as others forms of quality control werealso performed. No statistical weighting was performed and no adjustments were made for design effects.The survey datasets were analyzed using all or some of a combination of the Statistical Package for the Social Sciences (SPSS), R,Python and Tableau. For the most part, the percentages presented in the reports represent the “percent positive.” The percentpositive is the combination of the top two most positive response options (i.e., excellent/good, very safe/somewhat safe, andessential/very important, etc.), or, in the case of resident behaviors/participation, the percent positive represents the proportionof respondents indicating “yes” or participating in an activity at least once a month.On many of the questions in the survey respondents may answer “don’t know.” The proportion of respondents giving this reply isshown in the full set of responses included in the tab “Complete data”. However, these responses have been removed from theanalyses presented in the reports. In other words, the tables and graphs display the responses from respondents who had anopinion about a specific item.ContactThe City of Lakeville funded this research. Please contact Tina Goodroad of the City of Lakeville at tgoodroad@lakevillemn.gov ifyou have any questions about the survey.Study LimitationsAll survey research is subject to unmeasured error. While the methodologies employed for this survey were designed to minimizethis error as much as possible, these other sources of potential error should be acknowledged, and can include non-response error, coverage error, recall bias and social desirability bias. Non-response error arises when those who were selected to participate in the survey did not do so, and may have different opinions or experiences that survey responders. Coverage error refers to the fact that the source used to select survey recipients may not include every business in a community; this is quite common with lists of businesses. In addition, the survey invitation may be correctly sent to a business, but it may not be directed to a person who has the knowledge and authority to respond to the survey. Respondents may not fully know the history or experiences of the company (e.g., how much of a problem certain issues were across the entire company, or how long the company has been in operation), and for some survey items they may answer in ways they think cast their responses in a more favorable light (recall bias and social desirability bias). Survey Validity See the Polco Knowledge Base article on survey validity at https://info.polco.us/knowledge/statistical-vali * See AAPOR's Standard Definitions for more information at https://www.aapor.org/Publications-Media/AAPOR-Journals/Standard-Definitions.aspx Study Limitations All survey research is subject to unmeasured error. While the methodologies employed for this survey were designed to minimize this error as much as possible, these other sources of potential error should be acknowledged, and can include non-response error, coverage error, recall bias and social desirability bias. Non-response error arises when those who were selected to 4 Page 60 of 104 Highlights Lakeville businesses are pleased with local government performance and City services. When asked to evaluate various aspects of the City’s governance, about three-quarters applauded the overall direction that Lakeville is taking. A similar proportion gave positive marks to the overall confidence they have in Lakeville government, the government acting in the best interest of the community, and the government being honest with residents. Each of these ratings scored higher than national benchmark comparisons. The job Lakeville government does at supporting or creating new jobs, retaining existing businesses, and informing businesses of community issues and values also scored higher than comparison communities, with around 7 in 10 business leaders provided excellent or good marks. At least two-thirds of respondents also positively evaluated Lakeville’s efforts to attract new businesses, welcome business involvement, and communicate with the public during City construction (streets, utilities, etc.). In addition to the overall positive feedback related to government performance, participants also indicated strong appreciation for City services. A majority of these ratings scored higher than national comparisons, including many directly related to business operations, such as land use, planning, and zoning (70% excellent or good); code enforcement (71%); amount of public parking in commercial areas (74%); building permits and inspections (77%); and economic development (80%). The city's business climate is appreciated, but community amenities may present an opportunity for growth. Many ratings pertaining to the business climate in Lakeville scored higher than the national benchmarks, including Lakeville as a place to do business (90% excellent or good). Over 9 in 10 respondents indicated that they would recommend both working and operating a business in Lakeville to someone who asks. The overall opportunity for business growth/expansion (87%) and the overall quality of commercial development in Lakeville (77%) also exceeded national comparisons. Additionally, 94% of businesses stated that they planned to keep their business in Lakeville for the next five years, and a small proportion (22%) were considering expanding their businesses in Lakeville within the next year. Although the business climate received strong results, certain community amenities in Lakeville scored lower, suggesting a potential area of growth for the City. Less than half of respondents gave excellent or good reviews of the opportunities for tourism, the quality of shopping opportunities, and the variety of shopping opportunities, each rating below national benchmark comparisons. Evaluations for the variety of service establishments (e.g., salons, dry cleaners, etc.), the quality and variety of restaurants and places to eat, and the hotel and lodging options in Lakeville also came in lower than comparison communities. Despite these relatively lower ratings, only 18% of respondents considered the lack of community amenities to be a major or moderate challenge for finding good employees, a lower percentage than the national average. Businesses applaud the workforce readiness of the Lakeville community. When asked to consider the backgrounds of their current employees, around three-quarters of businesses reported that their employees possess both the skills and educational qualifications needed to successfully complete their work. This correlates with respondents’ high ratings for the quality of the local public school system in producing graduates that are college-ready (85% excellent or good) and career-ready (77%). Additionally, the City received many above-average reviews for supporting general workforce needs with roughly 8 in 10 survey participants offered excellent or good ratings for the quality of childcare in the city and the ease of parking at workplaces. Many common challenges to finding good employees were deemed significantly less prevalent in Lakeville than in comparison communities.  The lack of quality public schools, higher education opportunities, childcare opportunities, affordable and reliable public transportation, and affordable, quality housing were all reported to be lesser problems in Lakeville compared to other communities around the nation. In a question unique to Lakeville, the City asked a series of questions to gauge whether the affordability of housing has impacted local businesses and/or their employees. Only about 1 in 4 reported that the affordability of housing had a negative impact on their business operations, commute times, employee recruitment, employee retention, and employee compensation, while one-third reported a negative impact on the ability of the workforce to live where they work. 5 Page 61 of 104 47% Excellent 49% Good 4% Fair The overall quality of life in Lakeville Quality of life A community with an excellent quality of life for those who live and work there will be appealing to those wanting to start a new business and is important in attracting and retaining good employees. A highly livable community is attractive, accessible, and welcoming to all. The overall quality of life in Lakeville Lakeville as a place for children and families Lakeville as a place for older adults Lakeville as a place for young adults Higher Similar Similar Similar 95% 94% 85% 72% Please rate each of the following aspects of quality of life in Lakeville. (% excellent or good) Recommend living in Lakeville to someone who asks Higher95% Please indicate how likely or unlikely you are to do each of the following. (% very or somewhat likely) * Comparison to the national benchmark is shown. If no comparison is available, this is left blank. vs. benchmark* 6 Page 62 of 104 * Comparison to the national benchmark is shown. If no comparison is available, this is left blank. Facets of livability Characteristics such as natural amenities, safety, and design ensure a community is attractive to businesses, their employees, and the residents they serve. Communities that invest in their natural, social, and built environment foster strong economies where people want to live, visit, and spend time. Overall economic health of Lakeville Overall feeling of safety in Lakeville Overall quality of parks and recreation opportunities Overall quality of natural environment in Lakeville Overall health and wellness opportunities in Lakeville Overall quality of the utility infrastructure in Lakeville (water, sewer, storm water, electric/gas, broadband) Overall opportunities for education, culture, and the arts Residents' connection and engagement with their community Overall design or layout of Lakeville's residential and commercial areas (e.g., homes, buildings, streets, parks, etc.) Overall quality of the transportation system (auto, bicycle, foot, bus) in Lakeville Higher Higher Higher Similar Similar Similar Similar Higher Similar Similar 95% 94% 94% 93% 91% 84% 80% 80% 74% 69% Please rate each of the following characteristics as they relate to Lakeville as a whole. (% excellent or good) In Lakeville's commercial areas during the day In Lakeville's commercial areas after dark Higher Higher 98% 89% Please rate how safe or unsafe you feel: (% very or somewhat safe) vs. benchmark* 7 Page 63 of 104 Community amenities When businesses choose where to locate and think about the potential for growth, they are highly influenced by community  infrastructure, local markets, and the quality of amenities that may help attract and retain  employees. Overall image or reputation of Lakeville Lakeville as a place to visit Higher Similar 93% 84% Please rate each of the following aspects of quality of life in Lakeville. (% excellent or good) Overall opportunity for business growth and expansion Vibrancy of downtown/commercial areas Quality of service establishments (e.g., salons, dry cleaners, etc.) Overall quality of commercial development in Lakeville Variety of service establishments (e.g., salons, dry cleaners, etc.) Quality of restaurants and places to eat Variety of restaurants and places to eat Opportunities for tourism Quality of shopping opportunities Variety of shopping opportunities Higher Higher Similar Higher Lower Lower 87% 81% 80% 77% 70% 69% Please rate each of the following in the Lakeville community. (% excellent or good) * Comparison to the national benchmark is shown. If no comparison is available, this is left blank. Cleanliness of Lakeville Overall appearance of Lakeville Historical preservation in Lakeville Public places where people want to spend time Opportunities to attend cultural/arts/music activities Coverage of internet connection Hotel and lodging options Quality of internet connection Higher Higher Similar Similar Similar Similar Lower Similar 95% 93% 74% 71% 66% 64% 62% 62% Please rate each of the following in the Lakeville community. (% excellent or good) vs. benchmark* 8 Page 64 of 104 Community amenitiesWhen businesses choose where to locate and think about the potential for growth, they are highly influenced bycommunity  infrastructure, local markets, and the quality of amenities that may help attract and retain  employees.Overall image or reputation of LakevilleLakeville as a place to visitPlease rate each of the following aspects of quality of life in Lakeville.(% excellent or good)Overall opportunity for business growth and expansionVibrancy of downtown/commercial areasQuality of service establishments (e.g., salons, dry cleaners, etc.)Overall quality of commercial development in Lakeville Variety of service establishments (e.g., salons, dry cleaners, etc.) Quality of restaurants and places to eat Variety of restaurants and places to eat Opportunities for tourism Quality of shopping opportunities Variety of shopping opportunities Lower Lower Lower Lower Lower 69% 59% 49% 43% 35% Please rate each of the following in the Lakeville community.(% excellent or good) * Comparison to the national benchmark is shown. If no comparison is available, this is left blank. Cleanliness of LakevilleOverall appearance of LakevilleHistorical preservation in LakevillePublic places where people want to spend timeOpportunities to attend cultural/arts/music activitiesCoverage of internet connectionHotel and lodging optionsQuality of internet connectionPlease rate each of the following in the Lakeville community.(% excellent or good)vs.benchmark* 9 Page 65 of 104 Business climate A strong business climate can be described as one in which it is easy for businesses to start and thrive. Such climates can improve the local economy, increase employment and wages, and provide additional tax revenues to support community livability. 41% Excellent 48% Good 8% Fair 2% Poor Lakeville as a place to do business Lakeville as a place to do business Higher90% Please rate each of the following aspects of quality of life in Lakeville. (% excellent or good) Recommend working in Lakeville to someone who asks Keep your business in Lakeville for the next five years Recommend operating a business in Lakeville to someone who asks Higher Similar Higher 97% 94% 94% Please indicate how likely or unlikely you are to do each of the following. (% very or somewhat likely Informing businesses of community issues and values Retaining existing businesses Supporting or creating new jobs Attracting new businesses Welcoming business involvement Communicating during City construction (e.g., streets, utilities, etc.) Higher Higher Higher Higher Higher Higher 72% 72% 70% 69% 68% 66% Please rate the job the Lakeville government does: (% excellent or good) * Comparison to the national benchmark is shown. If no comparison is available, this is left blank. vs. benchmark* 10 Page 66 of 104 Workforce support Offering quality employment opportunities and the support needed for residents to successfully access that work are critical for a healthy and resilient local economy.52% Excellent 44% Good 3% Fair 1% Poor Lakeville as a place to work Lakeville as a place to work Higher97% Please rate each of the following aspects of quality of life in Lakeville. (% excellent or good) Quality of employment opportunities Variety of employment opportunities Availability of jobs that pay a livable wage Higher Higher Higher 80% 74% 71% Please rate each of the following in the Lakeville community. (% excellent or good) Quality of childcare Ease of parking at workplaces Variety of housing options for people who work in Lakeville Cost of living in Lakeville Affordability of housing for people who work in Lakeville Variety of transportation options for people who work in Lakeville Affordability of childcare Higher Higher Higher Higher Higher Similar Similar 80% 77% 70% 46% 43% 38% 34% Thinking about Lakeville's workforce, please rate each of the following characteristics as they relate to Lakeville. (% excellent or good) The quality of the public school system at producing graduates who are college-ready The quality of the public school system at producing graduates who are career-ready Overall quality of education/training opportunities in your community Access to institutions of higher education (colleges, universities) Access to trade schools Affordability of education/training opportunities to build work skills Variety of education/training opportunities to build work skills Higher Similar 85% 77% Please rate each of the following characteristics as they relate to Lakeville as a place to develop job and workforce skills. (% excellent or good) * Comparison to the national benchmark is shown. If no comparison is available, this is left blank. vs. benchmark* 11 Page 67 of 104 Workforce supportOffering quality employment opportunities and the supportneeded for residents to successfully access that work are criticalfor a healthy and resilient local economy.Lakeville as a place to workLakeville as a place to workPlease rate each of the following aspects of quality of life in Lakeville.(% excellent or good)Quality of employment opportunitiesVariety of employment opportunitiesAvailability of jobs that pay a livable wagePlease rate each of the following in the Lakeville community.(% excellent or good)Quality of childcareEase of parking at workplacesVariety of housing options for people who work in LakevilleCost of living in LakevilleAffordability of housing for people who work in LakevilleVariety of transportation options for people who work in LakevilleAffordability of childcareThinking about Lakeville's workforce, please rate each of the following characteristics as they relate to Lakeville.(% excellent or good)The quality of the public school system at producing graduates who are college-ready The quality of the public school system at producing graduates who are Overall quality of education/training opportunities in your community Access to institutions of higher education (colleges, universities) Access to trade schools Affordability of education/training opportunities to build work skills Variety of education/training opportunities to build work skills Similar Similar Lower Similar Similar Similar 77% 69% 67% 64% 62% 60% Please rate each of the following characteristics as they relate to Lakeville as a place to develop job and workforce skills.(% excellent or good) * Comparison to the national benchmark is shown. If no comparison is available, this is left blank. vs.benchmark* 12 Page 68 of 104 Workforce readiness Workforce readiness is the measure of how well a community’s employees’ education and skill levels align with current and future labor market needs.  Growing the economy, jobs, and wages often requires an investment in training programs as well as community partnerships to help support residents as they seek to find new employment opportunities. Too many workers without a high school degree or equivalent Failed drug tests Lack of quality public schools Too many overqualified employees/applicants Lack of higher education opportunities (e.g., universities, colleges) Too few applicants/employees who do not speak a language other than English (e.g., cannot speak Spanish) Too few applicants/employees who speak a language other than English (e.g., cannot speak English) Lack of childcare opportunities Lack of community amenities to attract employees seeking higher paying/higher skill level jobs Lack of affordable, reliable public transportation Lack of trade schools and other adult training programs Lack of affordable, quality housing Cost of living Too many under-qualified employees/applicants Lesser Lesser Lesser Lesser Lesser Lesser Lesser Lesser Lesser Lesser Lesser Lesser Lesser Similar 7% 9% 12% 13% 13% 14% 15% 17% 18% 22% 31% 34% 50% 61% How much of a challenge, if at all, are the following to finding good employees in your community today? (% major or moderate challenge) The skills needed The educational qualifications Similar Similar 78% 73% Thinking about your current employees and current employment options at your business, please rate to what extent they possess the following. (% fully or mostly) vs. benchmark* 13 Page 69 of 104 Business Growth Growth is a key indicator of both company- and commnunity-level economic health. Is your business planning to hire in the next 6 to 12 months?Similar52% Is your business planning to hire in the next 6 to 12 months? (% yes or not sure) Expected in the NEXT five years Over the PAST five years Higher Higher 84% 78% Please rate the amount of growth in your company: (% large or small increase) What impact, if any, do you think the economy will have on your business revenues in the next 6 months? Do you think the impact will be:Higher30% What impact, if any, do you think the economy will have on your business revenues in the next 6 months? Do you think the impact will be: (% very or somewhat positive) Very positive Somewhat positive Neutral Somewhat negative Very negative 21% 40% 26% 8% 4% What impact, if any, do you think the economy will have on your business revenues in the next 6 months? vs. benchmark* 14 Page 70 of 104 Governance The overall quality of the services provided by the local government, as well as the manner in which these services are delivered, form the backbone for the community in which economies prosper. Fire services Police services Ease of travel by car in Lakeville Traffic enforcement Power (electric and/or gas) utility Overall customer service by Lakeville employees (police, receptionists, planners, etc.) Storm drainage Crime prevention Garbage collection Recycling Ease of walking in Lakeville (path/sidewalk connectivity, etc.) Emergency preparedness (services that prepare the community for natural disasters or other emergency situations) Street lighting Utility billing City-sponsored special events Street cleaning Ease of travel by bicycle in Lakeville Economic development Sidewalk maintenance Public information services Snow removal Building permits and inspections Amount of public parking in commercial areas Traffic flow on major streets Code enforcement (weeds, signs, etc.) Street repair Land use, planning, and zoning Traffic management during construction Bus or transit services Similar Higher Higher Higher Higher Higher Higher Higher Similar Similar Higher Higher Higher Higher Higher Higher Higher Higher Higher Similar 96% 94% 93% 92% 92% 92% 91% 90% 89% 87% 86% 86% 86% 83% 83% 82% 80% 80% 79% 79% Please rate the quality of each of the following services in Lakeville. (% excellent or good) The City of Lakeville The Federal Government Overall, how would you rate the quality of the services provided by each of the following? (% excellent or good) Being honest Generally acting in the best interest of the community The overall direction that Lakeville is taking Overall confidence in Lakeville government The value of services for the taxes paid to Lakeville Please rate the following categories of Lakeville government performance. (% excellent or good) * The percentage of positive responses is shown. Positive responses may differ by question (e.g. excellent/good, or very likely/somewhat likely). ** Comparison to the national benchmark is shown. If no comparison is available, this is left blank. 37% Excellent 54% Good 8% Fair 1% Poor Overall quality of services provided by The City of Lakeville vs. benchmark* 15 Page 71 of 104 GovernanceThe overall quality of the services provided by the localgovernment, as well as the manner in which these services aredelivered, form the backbone for the community in whicheconomies prosper.Fire servicesPolice servicesEase of travel by car in LakevilleTraffic enforcementPower (electric and/or gas) utilityOverall customer service by Lakeville employees (police, receptionists, planners,etc.)Storm drainageCrime preventionGarbage collectionRecyclingEase of walking in Lakeville (path/sidewalk connectivity, etc.)Emergency preparedness (services that prepare the community for naturaldisasters or other emergency situations)Street lightingUtility billingCity-sponsored special eventsStreet cleaningEase of travel by bicycle in LakevilleEconomic developmentSidewalk maintenance Public information services Snow removal Building permits and inspections Amount of public parking in commercial areas Traffic flow on major streets Code enforcement (weeds, signs, etc.) Street repair Land use, planning, and zoning Traffic management during construction Bus or transit services Similar Similar Higher Higher Higher Higher Higher Higher Similar Similar 79% 78% 77% 74% 72% 71% 71% 70% 61% 46% Please rate the quality of each of the following services in Lakeville.(% excellent or good) The City of Lakeville The Federal Government Higher Lower 91% 36% Overall, how would you rate the quality of the services provided by each of the following? (% excellent or good) Being honest Generally acting in the best interest of the community The overall direction that Lakeville is taking Overall confidence in Lakeville government The value of services for the taxes paid to Lakeville Higher Higher Higher Higher Similar 78% 77% 75% 75% 61% Please rate the following categories of Lakeville government performance. (% excellent or good) * The percentage of positive responses is shown. Positive responses may differ by question (e.g. excellent/good, or very likely/somewhat likely). ** Comparison to the national benchmark is shown. If no comparison is available, this is left blank. Overall quality of services provided by The City ofLakevillevs.benchmark* 16 Page 72 of 104 Does the affordability of housing in Lakeville impact your business and/or employees? Yes, positive impact Yes, negative impact No impact What impact, if any, do you think the affordability of housing in Lakeville has on: Commute times Positive impact Negative impact No impact What impact, if any, do you think the affordability of housing in Lakeville has on: Employee recruitment Positive impact Negative impact No impact What impact, if any, do you think the affordability of housing in Lakeville has on: Employee retention Positive impact Negative impact No impact What impact, if any, do you think the affordability of housing in Lakeville has on: Employee compensation Positive impact Negative impact No impact What impact, if any, do you think the affordability of housing in Lakeville has on: Ability of the workforce to live where they work Positive impact Negative impact No impact What impact, if any, do you think the affordability of housing in Lakeville has on: Desire for public transit Positive impact Negative impact No impact What do you see as the top challenges facing your Lakeville business over the next 3 years? (Select up to three.) Macroeconomic factors (supply chain disruptions, high costs of living for employees) Too few qualified applicants/employees Increased employee wages/benefit costs Local, state, and federal tax burdens Adjustment to online employment (remote work, data security) Environmental, Social, and Governance (ESG) initiatives Other In the next 12 months, is your business considering: expanding your business in Lakeville No Yes In the next 12 months, is your business considering: downsizing your business in Lakeville No Yes In the next 12 months, is your business considering: closing in Lakeville and not relocating to another community No Yes In the next 12 months, is your business considering: moving your business out of Lakeville and relocating to another community No Yes 68% 25% 7% 61% 26% 13% 64% 23% 13% 65% 19% 16% 56% 27% 18% Custom questions Below are the complete set of responses to each custom question on the survey. By default, “don’t know” responses are excluded, but may be added to the table using the response filter below. Include "don't know" No 17 Page 73 of 104 Does the affordability of housing inLakeville impact your business and/oremployees?Yes, positive impactYes, negative impactNo impactWhat impact, if any, do you think theaffordability of housing in Lakeville hason: Commute times Positive impactNegative impactNo impactWhat impact, if any, do you think theaffordability of housing in Lakeville hason: Employee recruitment Positive impactNegative impactNo impactWhat impact, if any, do you think theaffordability of housing in Lakeville hason: Employee retention Positive impactNegative impactNo impactWhat impact, if any, do you think theaffordability of housing in Lakeville hason: Employee compensation Positive impactNegative impact What impact, if any, do you think the affordability of housing in Lakeville has on: Ability of the workforce to live where they work Positive impact Negative impact No impact What impact, if any, do you think the affordability of housing in Lakeville has on: Desire for public transit Positive impact Negative impact No impact What do you see as the top challenges facing your Lakeville business over the next 3 years? (Select up to three.) Macroeconomic factors (supply chain disruptions, high costs of living for employees) Too few qualified applicants/employees Increased employee wages/benefit costs Local, state, and federal tax burdens Adjustment to online employment (remote work, data security) Environmental, Social, and Governance (ESG) initiatives Other In the next 12 months, is your business considering: expanding your business in Lakeville No Yes In the next 12 months, is your business considering: downsizing your business in Lakeville No Yes In the next 12 months, is your business considering: closing in Lakeville and not relocating to another community No Yes In the next 12 months, is your business considering: moving your business out of Lakeville and relocating to another community No Yes 27%18% 44% 34% 22% 68% 18% 14% 5% 19% 11% 53% 63% 50% 45% 22% 78% 5% 95% 4% 96% Custom questionsBelow are the complete set of responses to each custom question on the survey. By default, “don’t know”responses are excluded, but may be added to the table using the response filter below.Include "don't know"No 18 Page 74 of 104 Does the affordability of housing inLakeville impact your business and/oremployees?Yes, positive impactYes, negative impactNo impactWhat impact, if any, do you think theaffordability of housing in Lakeville hason: Commute times Positive impactNegative impactNo impactWhat impact, if any, do you think theaffordability of housing in Lakeville hason: Employee recruitment Positive impactNegative impactNo impactWhat impact, if any, do you think theaffordability of housing in Lakeville hason: Employee retention Positive impactNegative impactNo impactWhat impact, if any, do you think theaffordability of housing in Lakeville hason: Employee compensation Positive impactNegative impactNo impactWhat impact, if any, do you think theaffordability of housing in Lakeville hason: Ability of the workforce to live wherethey work Positive impactNegative impactNo impactWhat impact, if any, do you think theaffordability of housing in Lakeville hason: Desire for public transit Positive impactNegative impactNo impactWhat do you see as the top challengesfacing your Lakeville business over thenext 3 years? (Select up to three.)Macroeconomic factors (supply chain disruptions, highcosts of living for employees)Too few qualified applicants/employeesIncreased employee wages/benefit costsLocal, state, and federal tax burdensAdjustment to online employment (remote work, datasecurity)Environmental, Social, and Governance (ESG) initiativesOtherIn the next 12 months, is your businessconsidering: expanding your business inLakeville NoYesIn the next 12 months, is your businessconsidering: downsizing your businessin Lakeville NoYes In the next 12 months, is your business considering: closing in Lakeville and not relocating to another community No Yes In the next 12 months, is your business considering: moving your business out of Lakeville and relocating to another community No Yes 4% 96% 6% 94% Custom questionsBelow are the complete set of responses to each custom question on the survey. By default, “don’t know”responses are excluded, but may be added to the table using the response filter below.Include "don't know"No 19 Page 75 of 104 % positiveRankPercentilePlease rate each of the following aspects of quality of life in Lakeville. Lakeville as a place to work Higher Lakeville as a place to visit Similar Lakeville as a place to do business Higher The overall quality of life in Lakeville Higher Lakeville as a place for children and families Similar Lakeville as a place for older adults Similar Lakeville as a place for young adults Similar Overall image or reputation of Lakeville Higher Please rate each of the following characteristics as they relate to Lakeville as a whole. Overall economic health of Lakeville Higher Overall quality of the transportation system (auto, bicycle, foot, bus) in Lakeville Similar Overall design or layout of Lakeville's residential and commercial areas (e.g., homes, buildings, streets, parks, etc.)Similar Overall quality of the utility infrastructure in Lakeville (water, sewer, storm water, electric/gas, broadband)Similar Overall feeling of safety in Lakeville Higher Overall quality of natural environment in Lakeville Similar Overall quality of parks and recreation opportunities Higher Overall health and wellness opportunities in Lakeville Similar Overall opportunities for education, culture, and the arts Similar Residents' connection and engagement with their community Higher Please indicate how likely or unlikely you are to do each of the following. Recommend living in Lakeville to someone who asks Higher Recommend working in Lakeville to someone who asks Higher Recommend operating a business in Lakeville to someone who asks Higher 80597% 50884% 76690% 76695% 58694% 77585% 58672% 84493% 95295% 78469% 64674% 58684% 100194% 68693% 75494% 64691% 68680% 85380% 75495% 83397% National benchmark tables This table contains the comparisons of Lakeville's results to those from other communities. The first column shows the comparison of Lakeville's rating to the benchmark. Lakeville's results are noted as being “higher”, “lower” or “similar” to the benchmark, meaning that the average rating given by Lakeville residents is statistically similar to or different than the benchmark. The second column is Lakeville's “percent positive.” Most commonly, the percent positive is the combination of the top two most positive response options (i.e., excellent/good). The third column is the rank assigned to Lakeville's rating among communities where a similar question was asked. The fourth column shows the percentile for Lakeville's result -- that is what percent of surveyed communities had a lower rating than Lakeville. 20 Page 76 of 104 Please indicate how likely or unlikely you are to do each of the following. Recommend working in Lakeville to someone who asks Higher Recommend operating a business in Lakeville to someone who asks Higher Keep your business in Lakeville for the next five years Similar Please rate how safe or unsafe you feel: In Lakeville's commercial areas during the day Higher In Lakeville's commercial areas after dark Higher Please rate each of the following in the Lakeville community. Cleanliness of Lakeville Higher Overall appearance of Lakeville Higher Vibrancy of downtown/commercial areas Higher Overall quality of commercial development in Lakeville Higher Overall opportunity for business growth and expansion Higher Opportunities for tourism Lower Public places where people want to spend time Similar Historical preservation in Lakeville Similar Hotel and lodging options Lower Opportunities to attend cultural/arts/music activities Similar Quality of internet connection Similar Coverage of internet connection Similar Quality of shopping opportunities Lower Variety of shopping opportunities Lower Quality of restaurants and places to eat Lower Variety of restaurants and places to eat Lower Quality of service establishments (e.g., salons, dry cleaners, etc.)Similar Variety of service establishments (e.g., salons, dry cleaners, etc.)Lower Quality of employment opportunities Higher Variety of employment opportunities Higher Availability of jobs that pay a livable wage Higher Thinking about Lakeville's workforce, please rate each of the following characteristics as they relate to Lakeville. Variety of housing options for people who work in Lakeville Higher Affordability of housing for people who work in Lakeville Higher Cost of living in Lakeville Higher Quality of childcare Higher Affordability of childcare Similar 94294% 75694% 100198% 94289% 84495% 80593% 64681% 70777% 91287% 251049% 50871% 58674% 33962% 83366% 33962% 33964% 101843% 161135% 161169% 161159% 33980% 251070% 78580% 66574% 91271% 68770% 66543% 58646% 100180% 21 Page 77 of 104 Thinking about Lakeville's workforce, please rate each of the following characteristics as they relate to Lakeville. Quality of childcare Higher Affordability of childcare Similar Variety of transportation options for people who work in Lakeville Similar Ease of parking at workplaces Higher Please rate each of the following characteristics as they relate to Lakeville as a place to develop job and workforce skills. The quality of the public school system at producing graduates who are career-ready Similar The quality of the public school system at producing graduates who are college-ready Higher Access to institutions of higher education (colleges, universities)Lower Access to trade schools Similar Variety of education/training opportunities to build work skills Similar Affordability of education/training opportunities to build work skills Similar Overall quality of education/training opportunities in your community Similar Please rate the quality of each of the following services in Lakeville. Police services Higher Fire services Similar Crime prevention Higher Traffic enforcement Higher Street repair Higher Street cleaning Higher Street lighting Higher Snow removal Similar Sidewalk maintenance Higher Bus or transit services Similar Traffic flow on major streets Higher Amount of public parking in commercial areas Higher Ease of travel by car in Lakeville Higher Ease of travel by bicycle in Lakeville Higher Ease of walking in Lakeville (path/sidewalk connectivity, etc.)Higher Traffic management during construction Similar Garbage collection Similar Recycling Similar Storm drainage Higher Power (electric and/or gas) utility Higher 66534% 33938% 83377% 66577% 75485% 161167% 58664% 50960% 58662% 58669% 94294% 90396% 100190% 100192% 84471% 84482% 94286% 441178% 83479% 331146% 84472% 89374% 95293% 89380% 90386% 66561% 50989% 76587% 88391% 22 Page 78 of 104 Please rate the quality of each of the following services in Lakeville. Storm drainage Higher Power (electric and/or gas) utility Higher Utility billing Higher Land use, planning, and zoning Higher Building permits and inspections Higher Code enforcement (weeds, signs, etc.)Higher Economic development Higher Public information services Similar Emergency preparedness (services that prepare the community for natural disasters or other emergency situations)Higher City-sponsored special events Higher Overall customer service by Lakeville employees (police, receptionists, planners, etc.)Higher Overall, how would you rate the quality of the services provided by each .. The City of Lakeville Higher The Federal Government Lower Please rate the following categories of Lakeville government performance. The value of services for the taxes paid to Lakeville Similar The overall direction that Lakeville is taking Higher Overall confidence in Lakeville government Higher Generally acting in the best interest of the community Higher Being honest Higher Please rate the job the Lakeville government does: Informing businesses of community issues and values Higher Communicating during City construction (e.g., streets, utilities, etc.)Higher Welcoming business involvement Higher Retaining existing businesses Higher Attracting new businesses Higher Supporting or creating new jobs Higher Please rate the amount of growth in your company: Over the PAST five years Higher Expected in the NEXT five years Higher What impact, if any, do you think the economy will have on your business revenues in the next 6 months? Do you think the impact will b..Higher Is your business planning to hire in the next 6 to 12 months?Similar If you said "yes" or "not sure" to question 15 above, what types of jobs might you be adding? (Please check "yes" for all that apply.) "Unskilled jobs" (these jobs do not require workers to have special training or skills - e.g., cashiers, farm laborers, grocery clerks, hotel w..Similar "Semi-skilled jobs" (these jobs require some skill but do not require highly specialized skills - e.g., truck drivers, typists)Higher "Skilled jobs" (these jobs require a comprehensive knowledge of the trade, craft or industry - e.g., electricians, plumbers, law enforcement .. Higher 85392% 75583% 78570% 85477% 85471% 73680% 66779% 86386% 100183% 85492% 85491% 181436% 61861% 80575% 92275% 93277% 92278% 72672% 83366% 83468% 92272% 81469% 93270% 100178% 91284% 60730% 371152% 40745% 90260% 23 Page 79 of 104 If you said "yes" or "not "Semi-skilled jobs" (these jobs require some skill but do not require highly specialized skills - e.g., truck drivers, typists)Higher "Skilled jobs" (these jobs require a comprehensive knowledge of the trade, craft or industry - e.g., electricians, plumbers, law enforcement ..Higher "Highly skilled jobs" (these jobs require an advanced education or training - e.g., doctors, lawyers, architects, financial consultants)Similar Thinking about your current employees and current employment optio.. The educational qualifications Similar The skills needed Similar How much of a challenge, if at all, are the following to finding good employees in your community today? Too many under-qualified employees/applicants Similar Too many overqualified employees/applicants Lesser Lack of higher education opportunities (e.g., universities, colleges)Lesser Lack of trade schools and other adult training programs Lesser Lack of quality public schools Lesser Too many workers without a high school degree or equivalent Lesser Too few applicants/employees who do not speak a language other than English (e.g., cannot speak Spanish)Lesser Too few applicants/employees who speak a language other than English (e.g., cannot speak English)Lesser Lack of childcare opportunities Lesser Lack of affordable, reliable public transportation Lesser Lack of affordable, quality housing Lesser Cost of living Lesser Lack of community amenities to attract employees seeking higher paying/higher skill level jobs Lesser Failed drug tests Lesser 80364% 80340% 58673% 41878% 66561% 81213% 33913% 33931% 251012% 16117% 41814% 41815% 251017% 33922% 161134% 33950% 161118% 25109% If you said "yes" or "not sure" to question 15 above, what types of jobs might you be adding? 24 Page 80 of 104 Please rate each of the following aspects of quality of life in Lakeville. Lakeville as a place to work Excellent Good Fair Poor Lakeville as a place to visit Excellent Good Fair Poor Lakeville as a place to do business Excellent Good Fair Poor The overall quality of life in Lakeville Excellent Good Fair Lakeville as a place for children and families Excellent Good Fair Poor Lakeville as a place for older adults Excellent Good Fair Poor Lakeville as a place for young adults Excellent Good Fair Poor Excellent 1% N=2 3% N=7 44% N=91 52% N=108 2% N=4 14% N=29 54% N=112 30% N=62 2% N=4 8% N=17 48% N=99 41% N=85 4% N=9 49% N=100 47% N=96 1% N=1 5% N=10 43% N=86 52% N=103 2% N=3 13% N=22 51% N=89 35% N=62 2% N=4 25% N=48 49% N=93 24% N=45 Complete set of frequencies This dashboard contains a complete set of responses to each question on the survey. By default, "Don't know" responses are excluded, but may be added to the table using the response filter to the right. In some tables, the percentages may not sum to 100%; this is either because the question permitted the respondent to "choose all that apply", or for a question that asked the respondent to select one answer, it is due to the customary practice of rounding values to the nearest whole number. 25 Page 81 of 104 Please rate each of the following aspects of quality of life in Lakeville. Lakeville as a place for young adults Poor Overall image or reputation of Lakeville Excellent Good Fair Poor Please rate each of the following characteristics as they relate to Lakeville as a whole. Overall economic health of Lakeville Excellent Good Fair Overall quality of the transportation system (auto, bicycle, foot, bus) in Lakeville Excellent Good Fair Poor Overall design or layout of Lakeville's residential and commercial areas (e.g., homes, buildings, streets, parks, etc.) Excellent Good Fair Poor Overall quality of the utility infrastructure in Lakeville (water, sewer, storm water, electric/gas, broadband) Excellent Good Fair Poor Overall feeling of safety in Lakeville Excellent Good Fair Overall quality of natural environment in Lakeville Excellent Good Fair Poor Overall quality of parks and recreation opportunities Excellent Good Fair Poor Overall health and wellness opportunities in Lakeville Excellent Good 1% N=2 6% N=12 46% N=95 47% N=98 6% N=11 59% N=117 36% N=72 5% N=11 25% N=52 50% N=103 19% N=38 8% N=16 18% N=38 50% N=104 23% N=48 1% N=3 15% N=30 56% N=114 28% N=58 6% N=12 47% N=96 48% N=98 1% N=2 7% N=14 52% N=107 40% N=82 0% N=1 5% N=11 41% N=83 53% N=106 56% N=111 35% N=69 26 Page 82 of 104 Please rate each of the following characteristics as they relate to Lakeville as a whole. Overall health and wellness opportunities in Lakeville Excellent Good Fair Poor Overall opportunities for education, culture, and the arts Excellent Good Fair Poor Residents' connection and engagement with their community Excellent Good Fair Poor Please indicate how likely or unlikely you are to do each of the following. Recommend living in Lakeville to someone who asks Very likely Somewhat likely Somewhat unlikely Very unlikely Recommend working in Lakeville to someone who asks Very likely Somewhat likely Somewhat unlikely Very unlikely Recommend operating a business in Lakeville to someone who asks Very likely Somewhat likely Somewhat unlikely Very unlikely Keep your business in Lakeville for the next five years Very likely Somewhat likely Somewhat unlikely Very unlikely Please rate how safe or unsafe you feel: In Lakeville's commercial areas during the day Very safe Somewhat safe Neither safe nor unsafe Somewhat unsafe Very safe 2% N=3 8% N=15 56% N=111 0% N=1 19% N=39 49% N=98 31% N=63 2% N=4 19% N=37 52% N=102 27% N=54 2% N=4 3% N=6 31% N=61 64% N=127 1% N=2 2% N=4 31% N=62 66% N=133 3% N=6 3% N=7 36% N=72 58% N=116 3% N=6 2% N=5 18% N=37 76% N=154 0% N=1 1% N=3 11% N=22 87% N=177 27 Page 83 of 104 Please rate how safe or unsafe you feel: In Lakeville's commercial areas during the day Somewhat unsafe In Lakeville's commercial areas after dark Very safe Somewhat safe Neither safe nor unsafe Somewhat unsafe Very unsafe Please rate each of the following in the Lakeville community. Cleanliness of Lakeville Excellent Good Fair Poor Overall appearance of Lakeville Excellent Good Fair Vibrancy of downtown/commercial areas Excellent Good Fair Poor Overall quality of commercial development in Lakeville Excellent Good Fair Poor Overall opportunity for business growth and expansion Excellent Good Fair Poor Opportunities for tourism Excellent Good Fair Poor Public places where people want to spend time Excellent Good Fair Poor 1% N=2 5% N=9 7% N=12 38% N=69 50% N=92 0% N=1 4% N=9 44% N=91 51% N=107 7% N=14 45% N=94 48% N=99 4% N=8 15% N=31 53% N=109 27% N=56 7% N=15 16% N=33 46% N=94 30% N=62 4% N=9 8% N=17 53% N=106 34% N=69 13% N=26 38% N=73 37% N=72 11% N=22 4% N=8 25% N=50 46% N=91 26% N=51 28 Page 84 of 104 Please rate each of the following in the Lakeville community. Public places where people want to spend time Fair Poor Historical preservation in Lakeville Excellent Good Fair Poor Hotel and lodging options Excellent Good Fair Poor Opportunities to attend cultural/arts/music activities Excellent Good Fair Poor Quality of internet connection Excellent Good Fair Poor Coverage of internet connection Excellent Good Fair Poor Quality of shopping opportunities Excellent Good Fair Poor Variety of shopping opportunities Excellent Good Fair Poor Quality of restaurants and places to eat Excellent Good Fair 4% N=8 6% N=10 20% N=36 53% N=94 21% N=38 6% N=11 31% N=62 47% N=93 16% N=31 5% N=10 29% N=56 42% N=81 24% N=46 11% N=23 27% N=55 44% N=90 18% N=38 10% N=20 27% N=53 45% N=89 19% N=37 17% N=34 40% N=81 35% N=71 8% N=16 21% N=43 43% N=87 30% N=61 6% N=13 25% N=52 48% N=98 20% N=42 29 Page 85 of 104 Please rate each of the following in the Lakeville community. Quality of restaurants and places to eat Good Fair Poor Variety of restaurants and places to eat Excellent Good Fair Poor Quality of service establishments (e.g., salons, dry cleaners, etc.) Excellent Good Fair Poor Variety of service establishments (e.g., salons, dry cleaners, etc.) Excellent Good Fair Poor Quality of employment opportunities Excellent Good Fair Poor Variety of employment opportunities Excellent Good Fair Poor Availability of jobs that pay a livable wage Excellent Good Fair Poor How much of a problem, if at all, are disruptive, nuisance, or illegal behaviors (e.g., loitering, vulgar language, panhandling, etc.) for your business? Major problem Moderate problem Minor problem Not at all a problem characteristics as they relate to Lakeville. Variety of housing options for people who work in Lakeville Excellent Good 7% N=14 25% N=52 18% N=36 24% N=49 45% N=91 14% N=28 3% N=5 17% N=34 59% N=116 21% N=42 6% N=11 25% N=49 55% N=110 15% N=30 2% N=3 18% N=34 56% N=106 25% N=47 4% N=8 21% N=41 50% N=96 24% N=46 6% N=11 22% N=40 51% N=91 20% N=36 52% N=107 36% N=75 10% N=21 2% N=4 48% N=94 22% N=43 Thinking about Lakeville's workforce, please rate each of the following characteristics as they relate to Lakeville.30 Page 86 of 104 Thinking about Lakeville's workforce, please rate each of the following characteristics as they relate to Lakeville. Variety of housing options for people who work in Lakeville Excellent Good Fair Poor Affordability of housing for people who work in Lakeville Excellent Good Fair Poor Cost of living in Lakeville Excellent Good Fair Poor Quality of childcare Excellent Good Fair Poor Affordability of childcare Excellent Good Fair Poor Variety of transportation options for people who work in Lakeville Excellent Good Fair Poor Ease of parking at workplaces Excellent Good Fair Poor Please rate each of the following characteristics as they relate to Lakeville as a place to develop job and workforce skills. The quality of the public school system at producing graduates who are career-ready Excellent Good Fair Poor Excellent 11% N=21 20% N=39 48% N=94 19% N=37 38% N=73 35% N=66 8% N=15 12% N=25 43% N=87 37% N=75 8% N=17 2% N=2 18% N=21 50% N=58 30% N=35 18% N=20 47% N=52 29% N=32 6% N=7 25% N=42 37% N=61 31% N=52 7% N=11 6% N=12 17% N=32 40% N=76 38% N=72 6% N=10 17% N=30 52% N=90 25% N=43 31 Page 87 of 104 Please rate each of the following characteristics as they relate to Lakeville as a place to develop job and workforce skills. The quality of the public school system at producing graduates who are career-ready Poor The quality of the public school system at producing graduates who are college-ready Excellent Good Fair Poor Access to institutions of higher education (colleges, universities) Excellent Good Fair Poor Access to trade schools Excellent Good Fair Poor Variety of education/training opportunities to build work skills Excellent Good Fair Poor Affordability of education/training opportunities to build work skills Excellent Good Fair Poor Overall quality of education/training opportunities in your community Excellent Good Fair Poor Please rate the quality of each of the following services in Lakeville. Police services Excellent Good Fair Poor Fire services Excellent Good Fair Poor 2% N=3 15% N=25 49% N=85 34% N=59 8% N=14 24% N=41 44% N=75 23% N=39 7% N=11 29% N=46 42% N=68 22% N=36 6% N=10 34% N=54 43% N=68 17% N=27 9% N=13 29% N=44 47% N=71 15% N=22 5% N=9 26% N=44 49% N=81 20% N=33 1% N=3 4% N=9 32% N=65 62% N=126 1% N=1 3% N=6 29% N=57 67% N=131 32 Page 88 of 104 Please rate the quality of each of the following services in Lakeville. Fire services Fair Poor Crime prevention Excellent Good Fair Poor Traffic enforcement Excellent Good Fair Poor Street repair Excellent Good Fair Poor Street cleaning Excellent Good Fair Poor Street lighting Excellent Good Fair Poor Snow removal Excellent Good Fair Poor Sidewalk maintenance Excellent Good Fair Poor Bus or transit services Excellent Good Fair 1% N=1 3% N=6 6% N=12 43% N=83 48% N=93 3% N=6 6% N=11 44% N=88 47% N=93 4% N=8 25% N=51 52% N=108 19% N=39 4% N=8 14% N=29 52% N=107 29% N=60 0% N=1 14% N=29 53% N=108 32% N=65 7% N=15 15% N=31 44% N=90 34% N=69 6% N=11 15% N=30 53% N=104 26% N=50 27% N=35 30% N=39 16% N=21 33 Page 89 of 104 Please rate the quality of each of the following services in Lakeville. Bus or transit services Good Fair Poor Traffic flow on major streets Excellent Good Fair Poor Amount of public parking in commercial areas Excellent Good Fair Poor Ease of travel by car in Lakeville Excellent Good Fair Poor Ease of travel by bicycle in Lakeville Excellent Good Fair Poor Ease of walking in Lakeville (path/sidewalk connectivity, etc.) Excellent Good Fair Poor Traffic management during construction Excellent Good Fair Poor Garbage collection Excellent Good Fair Poor Recycling Excellent Good 26% N=34 27% N=35 6% N=13 21% N=43 57% N=116 15% N=30 6% N=11 20% N=40 46% N=91 29% N=57 2% N=4 5% N=11 51% N=105 41% N=85 2% N=3 19% N=29 49% N=76 30% N=47 4% N=7 10% N=19 53% N=98 33% N=61 9% N=18 30% N=60 51% N=101 11% N=21 1% N=2 10% N=18 63% N=116 26% N=49 62% N=116 25% N=47 34 Page 90 of 104 Please rate the quality of each of the following services in Lakeville. Recycling Excellent Good Fair Poor Storm drainage Excellent Good Fair Power (electric and/or gas) utility Excellent Good Fair Poor Utility billing Excellent Good Fair Poor Land use, planning, and zoning Excellent Good Fair Poor Building permits and inspections Excellent Good Fair Poor Code enforcement (weeds, signs, etc.)Excellent Good Fair Poor Economic development Excellent Good Fair Poor Public information services Excellent Good 1% N=1 12% N=23 62% N=116 9% N=16 62% N=115 29% N=54 1% N=1 8% N=15 56% N=112 36% N=71 3% N=5 14% N=28 58% N=114 25% N=48 12% N=21 18% N=32 50% N=88 20% N=35 7% N=10 16% N=25 52% N=79 25% N=39 10% N=17 18% N=30 51% N=84 20% N=33 4% N=7 17% N=31 55% N=102 24% N=44 57% N=101 21% N=38 35 Page 91 of 104 Please rate the quality of each of the following services in Lakeville. Public information services Excellent Good Fair Poor Emergency preparedness (services that prepare the community for natural disasters or other emergency situations) Excellent Good Fair Poor City-sponsored special events Excellent Good Fair Poor Overall customer service by Lakeville employees (police, receptionists, planners, etc.) Excellent Good Fair Poor Overall, how would you rate the quality of the services provided by each of the following? The City of Lakeville Excellent Good Fair Poor The Federal Government Excellent Good Fair Poor Please rate the following categories of Lakeville government performance. The value of services for the taxes paid to Lakeville Excellent Good Fair Poor The overall direction that Lakeville is taking Excellent Good Fair Poor Excellent 3% N=6 18% N=32 57% N=101 2% N=3 13% N=20 62% N=96 23% N=35 3% N=6 14% N=26 51% N=95 32% N=59 2% N=3 7% N=13 54% N=104 38% N=74 1% N=2 8% N=16 54% N=106 37% N=72 31% N=58 33% N=62 31% N=58 5% N=9 8% N=15 31% N=58 52% N=97 10% N=18 4% N=8 20% N=39 57% N=108 19% N=36 36 Page 92 of 104 Please rate the following categories of Lakeville government performance. The overall direction that Lakeville is taking Poor Overall confidence in Lakeville government Excellent Good Fair Poor Generally acting in the best interest of the community Excellent Good Fair Poor Being honest Excellent Good Fair Poor Please rate the job the Lakeville government does: Informing businesses of community issues and values Excellent Good Fair Poor Communicating during City construction (e.g., streets, utilities, etc.) Excellent Good Fair Poor Welcoming business involvement Excellent Good Fair Poor Retaining existing businesses Excellent Good Fair Poor Attracting new businesses Excellent Good Fair Poor 6% N=11 20% N=38 54% N=105 21% N=40 4% N=8 19% N=37 53% N=102 24% N=47 5% N=9 17% N=31 54% N=98 25% N=45 6% N=12 22% N=41 53% N=99 18% N=34 7% N=13 27% N=51 48% N=91 18% N=35 9% N=16 23% N=42 42% N=76 26% N=47 6% N=11 22% N=39 52% N=92 20% N=36 8% N=14 23% N=41 49% N=87 20% N=36 37 Page 93 of 104 Please rate the job the Lakeville government does: Attracting new businesses Fair Poor Supporting or creating new jobs Excellent Good Fair Poor Please rate the amount of growth in your company: Over the PAST five years Large increase Small increase No change Small decrease Large decrease Expected in the NEXT five years Large increase Small increase No change Large decrease What impact, if any, do you think the economy will have on your business revenues in the next 6 months? Do you think the impact will be: Very positive Somewhat positive Neutral Somewhat negative Very negative Is your business planning to hire in the next 6 to 12 months? No Yes Not sure If you said "yes" or "not sure" to question 15 above, what types of jobs might you be adding? (Please check "yes" for all that apply.) "Unskilled jobs" (these jobs do not require workers to have special training or skills - e.g., cashiers, farm laborers, grocery clerks, hotel wor.. Yes No "Semi-skilled jobs" (these jobs require some skill but do not require highly specialized skills - e.g., truck drivers, typists) Yes No "Skilled jobs" (these jobs require a comprehensive knowledge of the trade, craft or industry - e.g., electricians, plumbers, law enforc.. Yes No "Highly skilled jobs" (these jobs require an advanced education or training - e.g., doctors, lawyers, architects, financial consultants) Yes No options at your business, please rate to what extent they possess the following. The educational qualifications Fully Mostly 8% N=14 4% N=7 26% N=42 54% N=88 16% N=26 1% N=2 3% N=5 19% N=36 52% N=98 25% N=48 1% N=1 16% N=29 61% N=112 22% N=41 4% N=8 26% N=53 40% N=81 21% N=43 8% N=16 21% N=42 51% N=102 28% N=56 55% N=51 45% N=42 40% N=38 60% N=57 36% N=35 64% N=63 60% N=58 40% N=38 38% N=68 36% N=64 Thinking about your current employees and current employment options at your business, please rate to what extent they possess the following. 38 Page 94 of 104 Thinking about your current employees and current employment options at your business, please rate to what extent they possess the following. The educational qualifications Fully Mostly Somewhat Slightly Not at all The skills needed Fully Mostly Somewhat Slightly Not at all How much of a challenge, if at all, are the following to finding good employees in your community today? Too many under-qualified employees/applicants Major challenge Moderate challenge Minor challenge Not a challenge Too many overqualified employees/applicants Major challenge Moderate challenge Minor challenge Not a challenge Lack of higher education opportunities (e.g., universities, colleges) Major challenge Moderate challenge Minor challenge Not a challenge Lack of trade schools and other adult training programs Major challenge Moderate challenge Minor challenge Not a challenge Lack of quality public schools Major challenge Moderate challenge Minor challenge Not a challenge Too many workers without a high school degree or equivalent Major challenge Moderate challenge Minor challenge 2% N=3 7% N=12 18% N=33 38% N=68 2% N=4 3% N=5 17% N=33 44% N=84 34% N=64 20% N=33 19% N=30 38% N=62 23% N=37 67% N=102 21% N=32 10% N=16 2% N=3 64% N=92 23% N=33 12% N=17 1% N=1 50% N=77 19% N=30 18% N=28 12% N=19 76% N=120 11% N=18 7% N=11 6% N=9 11% N=16 6% N=8 1% N=2 39 Page 95 of 104 How much of a challenge, if at all, are the following to finding good employees in your community today? Too many workers without a high school degree or equivalent Moderate challenge Minor challenge Not a challenge Too few applicants/employees who do not speak a language other than English (e.g., cannot speak Spanish) Major challenge Moderate challenge Minor challenge Not a challenge Too few applicants/employees who speak a language other than English (e.g., cannot speak English) Major challenge Moderate challenge Minor challenge Not a challenge Lack of childcare opportunities Major challenge Moderate challenge Minor challenge Not a challenge Lack of affordable, reliable public transportation Major challenge Moderate challenge Minor challenge Not a challenge Lack of affordable, quality housing Major challenge Moderate challenge Minor challenge Not a challenge Cost of living Major challenge Moderate challenge Minor challenge Not a challenge Lack of community amenities to attract employees seeking higher paying/higher skill level jobs Major challenge Moderate challenge Minor challenge Not a challenge Failed drug tests Major challenge Moderate challenge 82% N=117 11% N=16 71% N=103 14% N=21 9% N=13 6% N=8 72% N=108 13% N=19 8% N=12 7% N=10 51% N=63 31% N=38 12% N=15 6% N=7 54% N=73 24% N=32 15% N=20 7% N=9 42% N=60 24% N=34 20% N=29 15% N=21 22% N=35 27% N=42 29% N=45 22% N=34 63% N=93 18% N=27 14% N=21 5% N=7 6% N=8 3% N=4 40 Page 96 of 104 How much of a challenge, if at all, are the following to finding good employees in your community today? Failed drug tests Major challenge Moderate challenge Minor challenge Not a challenge Does the affordability of housing in Lakeville impact your business and/or employees? Yes, positive impact Yes, negative impact No impact Please indicate what impact, if any, you think the affordability of housing in Lakeville has on each of the following items as they relate to your business and/or employees: What impact, if any, do you think the affordability of housing in Lakeville has on: Commute times Positive impact Negative impact No impact What impact, if any, do you think the affordability of housing in Lakeville has on: Employee recruitment Positive impact Negative impact No impact What impact, if any, do you think the affordability of housing in Lakeville has on: Employee retention Positive impact Negative impact No impact What impact, if any, do you think the affordability of housing in Lakeville has on: Employee compensation Positive impact Negative impact No impact What impact, if any, do you think the affordability of housing in Lakeville has on: Ability of the workforce to live where they work Positive impact Negative impact No impact What impact, if any, do you think the affordability of housing in Lakeville has on: Desire for public transit Positive impact Negative impact No impact What do you see as the top challenges facing your Lakeville business over the next 3 years? (Select up to three.) Macroeconomic factors (supply chain disruptions, high costs of.. Too few qualified applicants/employees Increased employee wages/benefit costs Local, state, and federal tax burdens Adjustment to online employment (remote work, dat.. Environmental, Social, and Governance (ESG) initiatives Other No 80% N=110 11% N=15 6% N=8 68% N=119 25% N=43 7% N=12 61% N=95 26% N=40 13% N=20 64% N=103 23% N=36 13% N=21 65% N=104 19% N=31 16% N=26 56% N=88 27% N=42 18% N=28 44% N=69 34% N=54 22% N=35 68% N=101 18% N=27 14% N=20 5% N=9 19% N=37 11% N=21 53% N=102 63% N=123 50% N=97 45% N=88 41 Page 97 of 104 What do you see as the top challenges facing your Lakeville business over the next 3 years? (Select up to three.)Other In the next 12 months, is your business considering: In the next 12 months, is your business considering: expanding your business in Lakeville No Yes In the next 12 months, is your business considering: downsizing your business in Lakeville No Yes In the next 12 months, is your business considering: closing in Lakeville and not relocating to another community No Yes In the next 12 months, is your business considering: moving your business out of Lakeville and relocating to another community No Yes Which one of the following industries best describes the nature of your business? (Please check the one that comes closest.) Agriculture or farming Arts, audio, video technology, and communications Banking / financial services / credit unions Business, industry, and trade associations Construction Education and training Financial activities Health care and health services Legal Leisure and hospitality (travel, lodging, restaurants, bars, ent.. Manufacturing Marketing, sales and services Non-profit charitable organization Other services (cleaning, dog walking, beauty, etc. ) Professional and business services/consulting Public service and government Shopping and retail Technology and computers Transportation and automotive services Wholesale trade/sales Other What is your position in this organization?Owner Administrative Assistant Manager or Administrator 22% N=44 78% N=153 5% N=9 95% N=189 4% N=7 96% N=189 6% N=12 94% N=186 8% N=15 2% N=4 8% N=16 3% N=5 8% N=15 1% N=2 6% N=12 3% N=6 2% N=4 5% N=9 5% N=10 7% N=14 3% N=5 11% N=22 2% N=4 5% N=10 10% N=19 3% N=5 7% N=13 2% N=4 1% N=2 32% N=63 4% N=8 61% N=121 42 Page 98 of 104 What is your position in this organization? Administrative Assistant Manager or Administrator Other How many years has your business been located in Lakeville? Less than 1 year 1-5 years 6-10 years More than 10 years What was the approximate annual gross revenue (for the most recent accounting year) generated by all of your Lakeville sites? Pre-revenue Less than $100,000 $100,000 to $499,999 $500,000 to $999,999 $1,000,000 to $4,999,999 $5,000,000 or more Which, if any, of the following most closely reflect your business? Select "Yes" or "No" for each item. Home-based Yes No A small business (1-49 employees)Yes No Mid-sized business (50-499+ employees)Yes No Large business (500+ employees)Yes No Minority-owned business enterprise (MBE, 51% owned, operated, and controlled by a US citizen(s) who is a racial or ethnic minority) Yes No Woman-owned business enterprise (WBE)Yes No Approximately what percent of your workforce at this location do you think lives in Lakeville? Less than 10% 10-24% 25-49% 50-74% 75% or more 3% N=6 32% N=63 67% N=133 16% N=32 16% N=32 1% N=1 18% N=34 27% N=51 22% N=40 21% N=39 10% N=19 2% N=3 83% N=157 17% N=33 13% N=25 87% N=171 89% N=154 11% N=19 94% N=160 6% N=10 94% N=172 6% N=11 66% N=122 34% N=63 20% N=38 12% N=23 24% N=46 13% N=24 32% N=61 43 Page 99 of 104 The National Business Survey™ • © 2001-2023 National Research Center, Inc. The City of Lakeville 2023 Business Survey Page 1 of 5 Please complete this questionnaire if you are the person most knowledgeable about this business, typically the owner or manager. Your responses are confidential and no identifying information will be shared. 1.Please rate each of the following aspects of quality of life in Lakeville. Excellent Good Fair Poor Don’t know Lakeville as a place to work ................................................................................................. 1 2 3 4 5 Lakeville as a place to visit ................................................................................................... 1 2 3 4 5 Lakeville as a place to do business ................................................................................... 1 2 3 4 5 The overall quality of life in Lakeville ............................................................................. 1 2 3 4 5 Lakeville as a place for children and families .............................................................. 1 2 3 4 5 Lakeville as a place for older adults ................................................................................. 1 2 3 4 5 Lakeville as a place for young adults ............................................................................... 1 2 3 4 5 Overall image or reputation of Lakeville ....................................................................... 1 2 3 4 5 2.Please rate each of the following characteristic s as they relate to Lakeville as a whole. Excellent Good Fair Poor Don’t know Overall economic health of Lakeville............................................................................... 1 2 3 4 5 Overall quality of the transportation system (auto, bicycle, foot, bus) in Lakeville ............................................................................................................................. 1 2 3 4 5 Overall design or layout of Lakeville’s residential and commercial areas (e.g., homes, buildings, streets, parks, etc.) ................................................. 1 2 3 4 5 Overall quality of the utility infrastructure in Lakeville (water, sewer, storm water, electric/gas, broadband) ...................................... 1 2 3 4 5 Overall feeling of safety in Lakeville ................................................................................ 1 2 3 4 5 Overall quality of natural environment in Lakeville ................................................. 1 2 3 4 5 Overall quality of parks and recreation opportunities ............................................ 1 2 3 4 5 Overall health and wellness opportunities in Lakeville .......................................... 1 2 3 4 5 Overall opportunities for education, culture, and the arts..................................... 1 2 3 4 5 Residents’ connection and engagement with their community .......................... 1 2 3 4 5 3.Please indicate how likely or unlikely you are to do each of the following. Very Somewhat Somewhat Very Don’t likely likely unlikely unlikely know Recommend living in Lakeville to someone who asks .......................1 2 3 4 5 Recommend working in Lakeville to someone who asks .................1 2 3 4 5 Recommend operating a business in Lakeville to someone ..............1 2 3 4 5 Keep your business in Lakeville for the next five years ....................1 2 3 4 5 4.Please rate how safe or unsafe you feel: Very Somewhat Neither safe Somewhat Very Don’t safe safe nor unsafe unsafe unsafe know In Lakeville’s commercial areas during the day .................. 1 2 3 4 5 6 In Lakeville’s commercial areas after dark ............................ 1 2 3 4 5 6 5.Please rate each of the following in the Lakeville community. Excellent Good Fair Poor Don’t know Cleanliness of Lakeville ......................................................................................................... 1 2 3 4 5 Overall appearance of Lakeville ........................................................................................ 1 2 3 4 5 Vibrancy of downtown/commercial area ..................................................................... 1 2 3 4 5 Overall quality of commercial development in Lakeville ....................................... 1 2 3 4 5 Overall opportunity for business growth and expansion ....................................... 1 2 3 4 5 Opportunities for tourism .................................................................................................... 1 2 3 4 5 Public places where people want to spend time ........................................................ 1 2 3 4 5 Historical preservation in Lakeville ................................................................................. 1 2 3 4 5 Hotel and lodging options .................................................................................................... 1 2 3 4 5 Opportunities to attend cultural/arts/music activities .......................................... 1 2 3 4 5 Quality of internet connection............................................................................................ 1 2 3 4 5 Coverage of internet connection ....................................................................................... 1 2 3 4 5 Quality of shopping opportunities .................................................................................... 1 2 3 4 5 Variety of shopping opportunities.................................................................................... 1 2 3 4 5 Quality of restaurants and places to eat ......................................................................... 1 2 3 4 5 Variety of restaurants and places to eat......................................................................... 1 2 3 4 5 Page 100 of 104 The National Business Survey™ • © 2001-2023 National Research Center, Inc. Page 2 of 5 5.(continued) Please rate each of the following in the Lakeville community. Excellent Good Fair Poor Don’t know Quality of service establishments (e.g., salons, dry cleaners, etc.) ..................... 1 2 3 4 5 Variety of service establishments (e.g., salons, dry cleaners, etc.) ..................... 1 2 3 4 5 Quality of employment opportunities ............................................................................. 1 2 3 4 5 Variety of employment opportunities............................................................................. 1 2 3 4 5 Availability of jobs that pay a livable wage ................................................................... 1 2 3 4 5 6.How much of a problem, if at all, are disruptive, nuisance, or illegal behaviors (e.g., loitering, vulgar language, panhandling, etc.) for your business? Major problem Moderate problem Minor problem Not at all a problem 7.Thinking about Lakeville’s workforce, please rate each of the following characteristics as they relate to Lakeville. Excellent Good Fair Poor Don’t know Variety of housing options for people who work in Lakeville .............................. 1 2 3 4 5 Affordability of housing for people who work in Lakeville ................................... 1 2 3 4 5 Cost of living in Lakeville ...................................................................................................... 1 2 3 4 5 Quality of childcare ................................................................................................................. 1 2 3 4 5 Affordability of childcare ...................................................................................................... 1 2 3 4 5 Variety of transportation options for people who work in Lakeville ................ 1 2 3 4 5 Ease of parking at workplaces............................................................................................ 1 2 3 4 5 8.Please rate each of the following characteristics as they relate to Lakeville as a place to develop job and workforce skills. Excellent Good Fair Poor Don’t know The quality of the public school system at producing graduates who are career-ready ......................................................................................................... 1 2 3 4 5 The quality of the public school system at producing graduates who are college-ready ....................................................................................................... 1 2 3 4 5 Access to institutions of higher education (colleges, universities) .................... 1 2 3 4 5 Access to trade schools .......................................................................................................... 1 2 3 4 5 Variety of education/training opportunities to build work skills ...................... 1 2 3 4 5 Affordability of education/training opportunities to build work skills ........... 1 2 3 4 5 Overall quality of education/training opportunities in your community ....... 1 2 3 4 5 9.Please rate the quality of each of the following services in Lakeville. Excellent Good Fair Poor Don’t know Police services ....................................................................................................................... 1 2 3 4 5 Fire services ........................................................................................................................... 1 2 3 4 5 Crime prevention ................................................................................................................. 1 2 3 4 5 Traffic enforcement ............................................................................................................ 1 2 3 4 5 Street repair ........................................................................................................................... 1 2 3 4 5 Street cleaning ....................................................................................................................... 1 2 3 4 5 Street lighting ........................................................................................................................ 1 2 3 4 5 Snow removal ........................................................................................................................ 1 2 3 4 5 Sidewalk maintenance ....................................................................................................... 1 2 3 4 5 Bus or transit services ....................................................................................................... 1 2 3 4 5 Traffic flow on major streets ........................................................................................... 1 2 3 4 5 Amount of public parking in commercial areas ...................................................... 1 2 3 4 5 Ease of travel by car in Lakeville ................................................................................... 1 2 3 4 5 Ease of travel by bicycle in Lakeville ........................................................................... 1 2 3 4 5 Ease of walking in Lakeville (path/sidewalk connectivity, etc.) ..................... 1 2 3 4 5 Traffic management during construction ................................................................. 1 2 3 4 5 Garbage collection ............................................................................................................... 1 2 3 4 5 Recycling .................................................................................................................................. 1 2 3 4 5 Storm drainage...................................................................................................................... 1 2 3 4 5 Power (electric and/or gas) utility ............................................................................... 1 2 3 4 5 Utility billing .......................................................................................................................... 1 2 3 4 5 Page 101 of 104 The National Business Survey™ • © 2001-2023 National Research Center, Inc. The City of Lakeville 2023 Business Survey Page 3 of 5 9.(continued) Please rate the quality of each of the following services in Lakeville. Excellent Good Fair Poor Don’t know Land use, planning, and zoning ...................................................................................... 1 2 3 4 5 Building permits and inspections ................................................................................. 1 2 3 4 5 Code enforcement (weeds, signs, etc.) ........................................................................ 1 2 3 4 5 Economic development ..................................................................................................... 1 2 3 4 5 Public information services ............................................................................................ 1 2 3 4 5 Emergency preparedness (services that prepare the community for natural disasters or other emergency situations) ...................................... 1 2 3 4 5 City-sponsored special events ........................................................................................ 1 2 3 4 5 Overall customer service by Lakeville employees (police, receptionists, planners, etc.) ..................................................................... 1 2 3 4 5 10.Overall, how would you rate the quality of the services provided by each of the following? Excellent Good Fair Poor Don’t know The City of Lakeville ........................................................................................................... 1 2 3 4 5 The Federal Government .................................................................................................. 1 2 3 4 5 11.Please rate the following categories of Lakeville government performance. Excellent Good Fair Poor Don’t know The value of services for the taxes paid to Lakeville ............................................ 1 2 3 4 5 The overall direction that Lakeville is taking .......................................................... 1 2 3 4 5 Overall confidence in Lakeville government ............................................................ 1 2 3 4 5 Generally acting in the best interest of the community ...................................... 1 2 3 4 5 Being honest........................................................................................................................... 1 2 3 4 5 12.Please rate the job the Lakeville government does: Excellent Good Fair Poor Don’t know Informing businesses of community issues and values ...................................... 1 2 3 4 5 Communicating during City construction (e.g., streets, utilities, etc.) .......... 1 2 3 4 5 Welcoming business involvement ................................................................................ 1 2 3 4 5 Retaining existing businesses ......................................................................................... 1 2 3 4 5 Attracting new businesses ............................................................................................... 1 2 3 4 5 Supporting or creating new jobs ................................................................................... 1 2 3 4 5 13.Please rate the amount of growth in your company: Large Small No Small Large Don’t increase increase change decrease decrease know Over the PAST five years................................................................ 1 2 3 4 5 6 Expected in the NEXT five years ................................................. 1 2 3 4 5 6 14.What impact, if any, do you think the economy will have on your business revenues in the next 6 months? Do you think the impact will be: Very positive Somewhat positive Neutral Somewhat negative Very negative 15.Is your business planning to hire in the next 6 to 12 months? No [skip to question 17]Yes Not sure 16.If you said “yes” or “not sure” to question 15 above, what types of jobs might you be adding? (Please check ‘yes’ for all that apply.) Yes No Unskilled jobs: these jobs do not require workers to have special training or skills (e.g., cashiers, farm laborers, grocery clerks, hotel workers) .......................................... 1 2 Semi-skilled jobs: these jobs require some skill but do not require highly specialized skills (e.g., truck, drivers, typists) ............................................................................................................ 1 2 Skilled jobs: these jobs require a comprehensive knowledge of the trade, craft, or industry (e.g., electricians, plumbers, law enforcement officers, administrative assistants)................... 1 2 Highly skilled jobs: these jobs require an advanced education or training (e.g., doctors, lawyers architects, financial consultants) ................................................................ 1 2 17.Thinking about your current employees and current employment options at your business, please rate to what extent they possess the following. Fully Mostly Somewhat Slightly Not at all Don’t know The educational qualifications ...................................................... 1 2 3 4 5 6 The skills needed................................................................................. 1 2 3 4 5 6 Page 102 of 104 The National Business Survey™ • © 2001-2023 National Research Center, Inc. Page 4 of 5 18.How much of a challenge, if at all, are the following to finding good employees in your community today? Major Moderate Minor Not a Don’t challenge challenge challenge challenge know Too many under-qualified employees/applicants ............................................. 1 2 3 4 5 Too many overqualified employees/applicants.................................................. 1 2 3 4 5 Lack of higher education opportunities (e.g., universities, colleges) ........... 1 2 3 4 5 Lack of trade schools and other adult training programs ................................ 1 2 3 4 5 Lack of quality public schools .................................................................................... 1 2 3 4 5 Too many workers without a high school degree or equivalent ................... 1 2 3 4 5 Too few applicants/employees who do not speak a language other than English (e.g., cannot speak Spanish) ............................................. 1 2 3 4 5 Too few applicants/employees who speak a language other than English (e.g., cannot speak English) .......................................................... 1 2 3 4 5 Lack of childcare opportunities ................................................................................ 1 2 3 4 5 Lack of affordable, reliable public transportation .............................................. 1 2 3 4 5 Lack of affordable, quality housing .......................................................................... 1 2 3 4 5 Cost of living .................................................................................................................... 1 2 3 4 5 Lack of community amenities to attract employees seeking higher paying/higher skill level jobs .................................................................. 1 2 3 4 5 Failed drug tests ............................................................................................................. 1 2 3 4 5 19. Does the affordability of housing in Lakeville impact your business and/or employees? Yes, positive impact  Yes, negative impact  No impact  Don’t know 20.Please indicate what impact, if any, you think the affordability of housing in Lakeville has on each of the following items as they relate to your business and/or employees: Positive No Negative Don’t impact impact impact know Commute times ....................................................................................................................... 1 2 3 4 Employee recruitment ......................................................................................................... 1 2 3 4 Employee retention .............................................................................................................. 1 2 3 4 Employee compensation..................................................................................................... 1 2 3 4 Ability of the workforce to live where they work .................................................... 1 2 3 4 Desire for public transit ...................................................................................................... 1 2 3 4 21.What do you see as the top challenges facing your Lakeville business over the next 3 years (Select up to three.)? ❑Macroeconomic factors (supply chain disruptions, high costs of living for employees) ❑Too few qualified applicants/employees ❑Increased employee wages/benefit costs ❑Local, state, and federal tax burdens ❑Adjustment to online employment (remote work, data security) ❑Environmental, Social, and Governance (ESG) initiatives ❑Other: _________________________________________ 22.In the next 12 months, is your business considering: No Yes Expanding your business in Lakeville ...................................................................................................................................... 1 2 Downsizing your business in Lakeville ................................................................................................................................... 1 2 Closing in Lakeville and not relocating to another community ................................................................................... 1 2 Moving your business out of Lakeville and relocating to another community ..................................................... 1 2 23.If you are considering moving, closing, or downsizing your business space in Lakeville, please explain why: _______________________________________________________________________________________________________________________________________ _______________________________________________________________________________________________________________________________________ _______________________________________________________________________________________________________________________________________ Page 103 of 104 The National Business Survey™ • © 2001-2023 National Research Center, Inc. The City of Lakeville 2023 Business Survey Page 5 of 5 Our last questions are about you and your business. Again, all of your responses to this survey are confidential and no identifying information will be shared. D1. Which one of the following industries best describes the nature of your business? (Please check the one that comes closest.) Agriculture or farming Manufacturing Arts, audio, video technology, and communications Marketing, sales, and services Banking/financial services/credit unions Non-profit charitable organization Business, industry, and trade associations Other services (cleaning, dog walking, beauty, etc.) Construction Professional and business services/consulting Education and training Public service and government Financial activities Shopping and retail Health care and health services Technology and computers Information/media Transportation and automotive services Legal Utilities (gas, electric, water, internet, cable) Leisure and hospitality (travel, lodging,Wholesale trade/sales restaurants, bars, entertainment)Other_______________________________ D2. What is your position in this organization? Owner Administrative Assistant Manager or Administrator Other D3. How many years has your business been located in Lakeville? Less than 1 year 1-5 years 6-10 years More than 10 years D4. What was the approximate annual gross revenue (for the most recent accounting year) generated by all of your Lakeville sites? Pre-revenue $100,000 to $499,999 $1,000,000 to $4,999,999 Less than $100,000 $500,000 to $999,999 $5,000,000 or more D5. Which, if any, of the following most closely reflect your business? Select "Yes" or "No" for each item. Yes No Home-based .................................................................................................................................................. 1 2 A small business (1-49 employees) ..................................................................................................... 1 2 Mid-sized business (50-499 employees) ............................................................................................ 1 2 Large business (500+ employees) ....................................................................................................... .1 2 Minority-owned business enterprise (MBE, 51% owned, operated, and controlled by a US citizen(s) who is a racial or ethnic minority) .......................................... 1 2 Woman-owned business enterprise (WBE) ..................................................................................... 1 2 D6. Approximately what percent of your workforce at this location do you think lives in Lakeville? Less than 10%10 – 24%25 – 49%50 – 74%75% or more Don’t know Page 104 of 104