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2013-05-09 Council Workshop GoalsettingCITY OF MENDOTA HEIGHTS CITY COUNCIL GOALSETTING WORKSHOP AGENDA May 9, 2013 — 1:00 p.m. Mendota Heights City Hall 1. Call to Order 2. Economic Development Opportunities /Housing Options 3. 2014 Budget Direction /Debt Level Analysis 4. Water System Ownership 5. Community Visioning /Citizen Survey 6. Other Council Initiated Items 7. Adjourn CITY OF MENDDTA HEIGHTS 1101 Victoria Curve I Mendota Heights, MN 55118 651.452.1850 phone 651.452.8940 fax www.mendota-heights.com DATE: May 9, 2013 TO: Mayor and City Council FROM: Justin Miller, City Administrator SUBJECT: Workshop Materials /Goal Setting Follow -Up The City Council held a goal setting workshop on January 24th and directed staff to bring selected items back for discussion during a workshop in May. Included in this packet are background reports on the items council directed staff to return with. For the most part, the reports are the same materials that were provided in January with updates as warranted. The reports on 2014 budget direction and water system ownership have more elaborate updates than the others as new information has become available since January. For the most part, staff made an effort to limit the amount of background information because it was our impression that the council wanted ample time to discuss each item. Likewise, staff limited the agenda items to those directed by council for further discussion at the January workshop. An item titled "other council initiated items" is placed last on the agenda for the council to discuss other items, if time allows. Also included in this packet is an updated listing of the city council's 2013 goals and the status on each item. Staff updates this spreadsheet at least quarterly and places it on the city's website for the public to review. 2013 City Council Action Items Item City Council Direction Status Re- Evaluate Garage Door Code Council committee of Povolny and Norton to work with staff and planning consultant to bring forward draft code changes Planning Commission to review draft at 4/23 meeting Re- Evaluate Sign Ordinances Staff to present draft code amendment Planning Commission to review draft at 4/23 meeting Streamline Application/Permitting Process Staff to present draft code amendment Independent living housing for the next baby boomers Include in May workshop Augusta Shores II development Include in May workshop Master plan for the ponds and wetlands Staff to present ideas during workshop/budget process EAB Monitoring Maintain cun-ent practice Ongoing Consider ownership status of water system Staff to present cost/benefit analysis of ownership options Initial meeting with St. Paul Water on 3/11; staff to present update at 5/9 workshop Organized Trash Hauling Encourage neighborhoods to self - organize Ongoing Street reconstruction financing Evaluate at end of reconstruction cycle (2015) Address needs for a new fire truck Councilmembers Povolny and Norton to work with fire department Council approved purchase on 4/16 Social Host Ordinance Monitor pending state legislation before enacting local ordinance Monitoring state legislation Tobacco Ordinance Update Staff to present draft code amendment Assigned to Police Dept. summer intern Crossing 110 at Delaware Monitor for opportunities with state and county Ongoing Street lights at major intersections Continue cun-ent practice (by resident petition) Ongoing Delaware Avenue north of Dodd Road parking restrictions Maintain cun-ent practice Ongoing MHAA City Liaison /Sibley Field Utilization Continue to invite MHAA to Parks Commission, work with Sibley on field usage MHAA presented plans for Victoria Highlands baseball field improvement to park and rec commission on 4/9; plan development ongoing Trail improvements Continue to develop trail maintenance plan Council received update on NURT on 3/19; applied for DNR grant for Hwy 13 trail and along Dodd Road Playground upgrades Encourage Park and Rec Commission to bring options to council Request for Mendakota Playground refurbishment on 5/7 agenda Halloween bonfire — where? Continue at Mendota Plaza Scheduled for Halloween 2013 Expanded Parks and Rec Offerings (10K race, food/clothing drive, community events at the Village and Mendota Plaza, more neighborhood gatherings, City golf tournament Wait for new rec coordinator position to get established New coordinator reviewing existing programs for improvement opportunities Formalize professional services (consultant) selection and retention processes Staff to bring back schedule for council approval 10 proposals received for city attorney, interviews scheduled for 5/7 Compensation Study Include in 2014 budget discussion Lower taxes Include in May workshop On 5/9 workshop agenda Economic Development Opportunities (Fischerville, Bourn Lane, United Properties, others) Include in May workshop/budget workshops On 5/9 workshop agenda Community Visioning /Survey Include in May workshop On 5/9 workshop agenda Welcome Wagon package for new homeowners Staff to provide letter/Heights Highlights to new residents Welcome letter being drafted Dump day salvage for Habitat for Humanity Staff will coordinate with organizations Scheduled for May 4; Salvation Army to attend and collect items City Council Workshops Schedule quarterly as needed City CounciFCommission Joint Meetings Will schedule with Parks and Planning Commissions Planning Public Works Public Safety Parks and Recreation Finance Organizational Updated April 23, 2013 Discussed at January 24, 2013 Workshop irliowes" CITY OF MENDOTA HEIGHTS DATE: May 9, 2013 TO: Mayor and City Council FROM: Justin Miller, City Administrator SUBJECT: Economic Development Opportunities Housing Development Options 1101 Victoria Curve 1 Mendota Heights, MN 651.452.1850 phone 1 651.452.8940 fa> www.mendota-heights.com 2 UPDATE At the January 24t' goal setting workshop, the council discussed economic development opportunities as well as updates on housing options in the city. Staff was directed to bring both topics back to the May workshop for further discussion. Below are the reports from both items. BACKGROUND — ECONOMIC DEVELOPMENT OPPORTUNITIES Within the City of Mendota Heights, there are several opportunities for proactive economic development. Some of these potential sites include: • Fischerville /Adjacent City Lot • Bourn Lane properties (one remaining house to be purchased) • Village vacant lots • Mendota Plaza lots • Industrial park vacancies /undeveloped lots • Larson Nursery • Partnerships with building owners Each of these sites are different in nature, including ownership status and marketability. Staff will be prepared to discuss each of these sites and others that are brought up to determine how involved the city council wishes to be in the development of the sites. Additionally, Councilmember Duggan has identified as a potential discussion item the parameters for adding an economic development staff position. Other cities do have such positions, and they focus on recruiting and attracting businesses to locate in their respective cities. Many times these duties also fall under the duties of other staff members, such as city administrators or planning staff. BUDGET IMPACT The budget impact would be dependent on the level of city involvement or incentives that the city is willing to include as part of an economic development package. Likewise, an additional staff person would require allocating resources, whether it is an employee or a contractual arrangement. RECOMMENDATION Staff will be interested in receiving council direction on these issues and guidance on where to focus our energy in the coming year. BACKGROUND — INDEPENDENT LIVING OPTIONS Staff is aware of four senior living facilities currently operating within Mendota Heights. These facilities include the two Dakota County Community Development Agency buildings, one located in The Village at Mendota Heights and one located behind the Mendota Plaza. These facilities offer independent living options. There are also two single family homes licensed by Heart 2 Home for senior assisted living. The White Pine Senior Living building under construction in the Mendota Plaza Redevelopment will be a fully- assisted senior living facility when completed. The demand for senior housing is high; the topic of housing for the aging population is a common discussion item for planning staff around the county. This conversation has multiple facets: • Addressing requests for new multi - family structures • Encouraging a wide range of housing, from independent to assisted living • Potential impact on the single - family housing market as residents opt for maintenance -free living • Interpreting how multi - generational homes may fit within existing zoning framework There are no current planning applications submitted or in process for additional senior living facilities. BUDGET IMPACT None RECOMMENDATION No action necessary, staff looks forward to feedback and /or direction the city council may have on this topic. BACKGROUND — AUGUSTA SHORES II The development agreement for Lemay Shores, the second phase of the August Shores development, was most recently discussed by city council on June 7, 2011. At that time city council established June 30, 2014 as the deadline for completion of the planned unit development (PUD). Discussion around the deadline extension emphasized that the PUD would be subject to any new laws passed between initial approval and construction. It was also clearly articulated that there would be no further extension of the approval beyond June 30, 2014 — any development plans after that point would be subject to standard planned unit development application and review. Patrick Hoffman of Hoffman Homes was contacted, and has expressed his intent to develop the project, as proposed, when market conditions are right. In Mr. Hoffman's estimation, the housing market is showing signs of recovery for lower - priced homes. Mr. Hoffman does not anticipate starting the Lemay Shores project in this calendar year. BUDGET IMPACT None RECOMMENDATION No action necessary . / / i 1 1 I .' o''' .t, a . I---------14i-=A'C,-7A-C-74' B'L1V1 _1 ;i' ‘ G Ae7,,' , D- R/ 1•--t! 7 7-7' \ .- : - V-----7-----1- -7 - +:.,:. 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I I FREEWAY FREEWAY RD S i't,/cYX.4l,r • \.�;\' � \ 1 lit /_E,-1 •s %' Z „ref J�` `/' , / ems`__ • a .. , `�'v I 1 —_ PLAZA DR S "I I -i • I I : j iw j xM f -- lCI M� - "' Legend Vacant Lots nLil CITY OF MENDOTA HEIGHTS DATE: May 9, 2013 TO: Mayor and City Council FROM: Justin Miller, City Administrator SUBJECT: 2014 Budget Direction Debt Level Analysis BACKGROUND 1101 Victoria Curve I Mendota Heights, MN 55 651.452.1850 phone 651.452.8940 fax www.mendota- heights.com 3. Each year the city council adopts a tax levy and budget, which in turn determines the amount of property taxes that our residents and property owners pay. As just one portion of the total tax bill, our decisions impact only a slice of the overall tax bill paid by property owners. For historical reference, below is our tax rate and levy history over the past several years: Tax Levy % Increase (Decrease) from previous year Tax Rate Notes 2003 $3,630,900 28.287% 2004 $3,779,719 4.10% 27.030% 2005 $4,230,977 11.94% 26.898% New levy for radio escrow and facility reserve 2006 $4,893,625 15.66% 28.027% IT position added, levy for dump truck purchase 2007 $5,073,275 3.67% 26.398% TIF district decertified 12/31/07 2008 $5,695,037 12.26% 24.142% First year of Par 3 bonds 2009 $6,139,263 7.80% 26.165% 2010 $6,255,533 1.89% 28.061% 2011 $6,201,620 (- 0.87 %) 29.733% 2012 $6,170,072 (- 0.51 %) 32.300% 2013 $6,416,559 3.99% 34.478% It might also be helpful to see where Mendota Heights compares when looking at other Dakota County tax rates (2013 data): Mendota Heights 34.478% Eagan 38.235% Lakeville 42.640% Inver Grove Heights 46.401% Burnsville 47.031% Rosemount 48.833% Apple Valley 50.424% South St. Paul 63.184% Hastings 68.465% Farmington 68.674% West St. Paul 70.897% Another beneficial point of reference may be our tax rate as compared to cities of like size in the metropolitan region. This data is for 2012, the most recent data readily available: City Population (2012) 2012 Tax Rate Arden Hills 9,642 25.54% Vadnais Heights 12,453 27.84% Little Canada 9,893 28.06% Mendota Heights 11,168 32.30% North St. Paul 11,601 33.38% Hugo 13,509 35.79% Waconia 10,883 44.22% Mound 9,180 47.53% Mounds View 12,305 48.89% The biggest driver of our budget, like all cities, is personnel costs. Below is a chart of historic wage increases as well as increases to contributions to employee's health insurance: In looking at the 2014 budget, factors that will impact the budget include: 1) Property values (and resulting tax base) are projected to increase by roughly 3.8 %. 2) New debt service (for bonds already issued for street projects), will add approximately $90,000 to the overall levy (see attached debt projection worksheet). Police Wage Increase Public Works Wage Increase Non -Union Wage Increase Health Insurance Contribution Increase 2003 3% 3% 3% 10% 2004 3% 3% 3% 5% 2005 3% 3% 3% 12.5% 2006 2% Jan.1 / 2% July 1 3% 3% 10% 2007 3% 2% Jan. 1 / 2% July 1 3% 10% 2008 2% Jan. 1 / 2% July 1 3% 3% 17.9% 2009 3% 2% Jan. 1 / 2% July 1 3% 10% 2010 2% 2% 2% 10% 2011 2% 2% 2% 10% 2012 2% 2% 2% 5% 2013 2% 2% 2% 10% In looking at the 2014 budget, factors that will impact the budget include: 1) Property values (and resulting tax base) are projected to increase by roughly 3.8 %. 2) New debt service (for bonds already issued for street projects), will add approximately $90,000 to the overall levy (see attached debt projection worksheet). 3) Collective bargaining unit contract negotiations (all three unions have contracts that expire at the end of 2013) Based on preliminary figures provided by Dakota County, the chart below outlines the impact on a median valued home ($301,750 for taxes payable in 2014) with different levy increase scenarios: Levy Increase Tax Rate Total 2014 Tax (city portion only) $ Difference from 2013 Taxes Payable 0% 33.399% $1,054.83 $5.55 1% 33.747% $1,065.33 $16.05 2% 34.096% $1,075.86 $26.58 3% 34.444% $1,086.36 $37.08 4% 34.793% $1,096.89 $47.61 BUDGET IMPACT Dependent on adoption of annual budget. RECOMMENDATION Staff will begin preparing the preliminary 2014 budget in June /July. Comments from the council in regards to budget direction will be very helpful as department directors begin to assemble their budget documents. 1, n 00 0 0 .-i N m d- Ln l0 d- 00 m .--I N N f'1 Cr) CO CO CO CO CO CO .--I .--I N 0 0 0 0 0 0 0 0 0 0 0 0 0 0 N N N N N N N N N N N N N N 7 \ \ \ \ \ \ \ \ \ \ \ \ - \ + + c-I c-I c-I c-I c-I c-I c-I c-I c-I c-I c-I c-I c-I c-I f0 \ \ \ \ \ \ \ \ \ \ \ \ \ \ 2 N N N N N N N N N N N N N N O N O O m W m O O O O O O ci Cr) O c-1 t'1 N O O ci 111 O1 O O1 00 L-1 O I. m 01 m W N O l0 Lf1 a I 01 I� N N • c-1 CO LO 00 LO ci N ul N. m W W c1 N. ' m N. m Lfl 1J ul l0 ul Ni .--1 tn. tn. tn. tn. tn. tn. tn. tn. tn. tn. tn. tn. in. tin. in. tn. tn. tn. tn. tn. 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O 0 O O c-1 O O Lfl 1� O O N 0 0 0 O O O O O W W O O tJ m 0 N 0 ' 010C'1 ' N O W c-1 N O .-1 N N m .-1 m GC' O ui tJ m M N N Lfl 00 tJ -i W m W 0 ci m N I -1 in. in. in. in. in. in. in. in. in. in. in. in. in. in. in. in. in. in. in. in. in- (7) O N O O 1, 0 0 O1 00 0 0 1, m O O O O O d- O m Ol m 0 0 m N 0 N 0 W 0 N W d- W N ' 00 0 0 O1 i c co O O m N - 00 m O O LO ci m v N N Ln v N ci W N LO ci ci m fV ci -1 in. in. in. in. in. in. in. in. in. in. in. in. in. in. in. in. in. in. in. in. in. 00 0 0 0 0 0 0 0 0 0 N N O O O O O v 0 N ci 0 W 00 0 N 0 0 0 0 Lfl Lfl i0 ' 0 c-1 N 00 O 01 N m N 00 co Li-) ci n Li-) o0 O ri O N ci l0 N m N Ol in. in. in. in. in. in. in. in. in. in. in. in. in. in. in. in. t/} in. in. 1995 Crossover 2000 issue 2003 issue 2004 issue 2005 issue 2006 issue 2007 issue 2008 issue 2009 issue 2010 issue 2011 issue 2012 issue 2013 issue 2014 issue 2015 issue 2016 issue Equipment Certificates Park Bonds Par 3 bonds * Bold numbers are estimates of the amount needed to levy for future street projects CITY OF MENDDTA HEIGHTS 1101 Victoria Curve I Mendota Heights, MN 651.452.1850 phone 1 651.452.8940 fax www.mendota•heights.com 4. DATE: May 9, 2013 TO: Mayor, City Council, and City Administrator FROM: John R. Mazzitello, PE, PMP Public Works Director /City Engineer SUBJECT: Renewal of Water Service Agreement with Saint Paul Regional Water Service BACKGROUND The City of Mendota Heights has been in its existing contractual agreement with Saint Paul Regional Water Service (SPRWS) since 1995. The agreement expires in November of 2015, and SPRWS has initiated the process of renewing the agreement. Under the current agreement, the City of Mendota Heights owns the distribution system and is responsible for all routine maintenance, rehabilitation, and replacement of system components. SPRWS is responsible for all emergency repairs, inspection or completion of new or replacement projects, and conducts all billing for the utility. Because of this arrangement, SPRWS charges a rate 20% higher than their base rate for other municipal customers to all customers in the City of Mendota Heights. Additionally, the City charges a 10% surcharge to all water utility customers to gain revenue for the Water Utility Fund, which is used to fund maintenance activity as well as rehabilitation and replacement projects. This issue was originally presented at the City Council's January goal setting workshop, and based on the comments at that workshop there are two options for moving forward with a renewed agreement. Advantages, disadvantages, and costs of each option are listed below. 1. Status Quo Agreement: Under this agreement, ownership and responsibilities would remain the same, all surcharges to customers would remain in place, and the City of Mendota Heights would retain control and responsibility for maintenance and replacement projects. SPRWS would remain responsible for all emergency repairs. 2. Turn Back System Ownership to SPRWS: Under this agreement, ownership of the system would be transferred to SPRWS as negotiated within the new agreement. Once ownership is transferred, SPRWS would be responsible for all maintenance, repair, replacement, and emergency responses for the water utility. Advantages of Status Quo Agreement • City retains control over what replacement projects are completed and when • City retains water system as an asset on the balance sheet • City continues to collect revenues from surcharges and cell tower rental Disadvantages of Status Quo Agreement • City retains liability and responsibility for water utility including replacement costs o —32.5 miles out of 88.5 miles of water main pipes (37 %) are cast iron and will need replacement in the future • Responsibility for water utility remains confusing to residents and contractors • Customers continue to pay 30% in surcharges • City is not allowed to have a seat on the SPRWS Board • Continue to pay insurance on water tower Costs of Status Quo Agreement • City (expense): Eventual replacement of —32.5 miles of cast iron water main at $300,000 per mile = $9,750,000 in water utility projects • City (expense): $230,000 in annual expenses for routine maintenance of the system • City (expense): 8,750 per year in insurance premium for water tower • City (revenue): $245,000 in surcharge fees collected per year • City (revenue): $110,000 from cell tower rentals on the water tower • Customers: Continue to pay 30% surcharges on water bills ($15 for every $50 used) Advantages of Turn Back Agreement • City would no longer be liable for maintenance and replacement of the system • Ownership of /responsibility for the system would be clear to residents and contractors • Customers would no longer pay surcharges (surcharges would decrease over time) • City would have a seat on the SPRWS Board • City could negotiate retention of cell tower revenues in the new agreement • City would have reduced expenditures for the water system • City would no longer have to insure the water tower Disadvantages of Turn Back Agreement • City would no longer control what replacement projects happens and when • City loses the water system as an asset on the balance sheet • City would no longer collect revenue from water utility surcharges Costs of Turn Back Agreement • City (expense): $245,000 reduction in designated revenue to the Water Utility Fund • City (expense): $110,000 reduction in cell tower rent if not negotiated in agreement • City (revenue): $8,750 is saved insurance premiums due to not insuring water tower • City (revenue): $9,750,000 saved in not funding water main replacement projects • City (revenue): $110,000 retention of cell tower rent if negotiated in new agreement • Customers: 30% reduction in water bills ($15 off of every $65 billed) BUDGET IMPACT The impacts to the annual budget will depend largely on the structure of the new agreement with SPRWS. The Status Quo Agreement would keep budgets relatively the same with increased revenues to the Water Utility Fund needed for future replacement projects. The Turn Back Agreement would reduce revenues to the Water Utility Fund, but would also reduce expenses from that fund. RECOMMENDATION Staff recommends Council discuss the advantages and disadvantages of each option for the new agreement with SPRWS and provide staff with direction on which option Council prefers. CITY OF MENDDTA HEIGHTS DATE: May 9, 2013 TO: Mayor and City Council FROM: Justin Miller, City Administrator SUBJECT: City Visioning/Strategic Plan Process Resident Survey 1101 Victoria Curve I Mendota Heights, MN 651.452.1850 phone 651.452.8940 fa www.mendota-heights.com UPDATE At the January goal setting workshop, the council discussed a community visioning/citizen survey process. Staff was directed to bring this back to the council at a future workshop. Below is the report that was prepared in January. BACKGROUND One area that has been discussed in the past has been for the city to conduct a visioning or strategic planning process. This would be a more involved process than the annual goal setting workshop conducted by the council each year. The end result would be to develop a long -range vision for the city that would guide the decisions made by city council and staff. It would also aid in the development of a more formal "goals" list, as opposed to a "task" list as described in the introductory memo to this packet. Cities have taken various routes when conducting such visioning exercises, but most times they involve significant advisory commission, resident and business community input and are often, but not always, led by an outside consultant. As far as staff can tell, the last vision statement was developed in 1986 (copy attached). Many times, cities use resident surveys as a part of these visioning processes. Many cities go an extra step and routinely survey their residents, either on an annual or bi- annual basis. The options for these surveys are also numerous (phone calls and mail are the most common), but to provide statistical credibility, an outside agency is usually used to conduct and analyze the results. Examples of various strategic plans from area cities are attached. Also attached is a template of a survey form that has been used by other cities (through the International City /County Management Association and the National Citizen Survey) BUDGET IMPACT In asking other cities, it was determined that a statistically valid survey would be in the $10,000 - $20,000 range. The price for a visioning exercise would vary widely based on the scope of the process, but if an outside consultant was used, another $10,000 - $20,000 would be realistic. RECOMMENDATION If the city council in interested in either of these processes, staff will take guidance from the council and prepare a more detailed analysis of options for future council consideration. SECTION TWO: BACKGROUND INTRODUCTION The City of Mendota Heights has a long history and commitment to planning, which has resulted in unique residential living environments and business centers. The City's first Comprehensive Plan was adopted in 1960, about 16 years before the Metropolitan Land Planning Act went into effect, requiring communities to incorporate regional policies and guidelines pursuant to the Land Planning Act. The City has used its Comprehensive Plan to guide decisions for the past 48 years. Mendota Heights takes pride in the fact that it is accomplishing the objectives of its plans to date. As a result, the community looks much like it was envisioned in 1960, with an emphasis on high quality residential neighborhoods, open space and parks, and well-planned commercial and industrial areas. The community is almost fully developed and is now enjoying the fruits of its long-range vision and development policies. The remaining infill properties will continue to be built out, following the community's successful development philosophy. The City understands its role as part of the greater Metropolitan Region and will continue to plan accordingly. However, Mendota Heights will not compromise its growth philosophy or the interests of its citizens, during its final phase of community development. The fundamental objectives of this Comprehensive Plan are to set in place goals and policies that continue and strengthen the City's traditions and development philosophy. The goals and policies found herein remain consistent with the original vision, to achieve a residential community with open spaces and quality neighborhoods that provide a desirable place to live and raise families. To this end, the City operates according to the objectives of the Mendota Heights Vision Statement, which is printed as follows. VISION STATEMENT Mendota Heights is a high quality, family oriented residential community, with the feel of the country and the amenities of a city. While it is centrally located in the metropolitan area, the Minnesota and Mississippi Rivers form a natural green belt around it, allowing the community to maintain a quiet, private way of life, unique in the Twin Cities. Mendota Heights achieved its successful business community and exceptional residential neighborhoods by following the detailed comprehensive plans set forth by its forefathers over 48 years ago. Innovative and forward thinking on the part of community officials has resulted in a planned community, which affords a quiet lifestyle for its residents while providing a full array of services and employment opportunities. The community has preserved an abundance of parks and open spaces, encourages spacious residential development, and has planned for diversified, high technology offices and business areas. Excellent schools and a well-educated populace complement the traditional but progressive character of the City. Civic pride and aesthetic excellence are high priorities in Mendota Heights. City of Mendota Heights 2030 Comprehensive Plan 3 ( SECTION TWO: BACKGROUND • The mission of the Mendota Heights city government is to preserve and enhance the quality of life in the community and to plan, direct, and implement orderly growth. This is achieved by encouraging and fostering: • Community identity, citizen participation, and open access to government decision-making. • High quality, cost-effective public service. • Conservative financial management and low tax rates. • Development and maintenance of parks, trails, and open spaces. • High standards of diversified housing stock. • A commitment to strengthen and maintain community heritage through preservation of older, well-established neighborhoods. • Further development of well-designed commercial and office projects. The Mayor and City Council, as the elected representatives of the people, supported by recommendations from the Parks and Recreation Commission, Airport Relations Commission, and Planning Commission, are responsible for establishing the policies necessary to carry out this mission. The staff of the City implements the policies established by the Council and provides direct services to the community, making the vision a reality. Adopted by the Mendota Heights City Council on June 3, 1986. In the fall of 2007, the process of developing an updated Comprehensive Plan for the City of Mendota Heights was initiated with a series of meetings, including a joint meeting between the City Council, Planning Commission, Parks Commission, and staff. A list of principal issues, which were believed to be most important to the Mendota Height's community, were identified. Issues that rose to the forefront were the Minneapolis-St. Paul International Airport, proper development of the few remaining vacant parcels of land in the city, and the Village at Mendota Heights Project, a mixed use of residential, commercial, and retail. The Comprehensive Plan is a formally adopted document stating the City's goals and policies as they relate to land use, parks and open space, housing, transportation, utilities, and other issues. City of Mendota Heights 2030 Comprehensive Plan 4 4r W ti ‘c, CC s D ZD. CC LL o-w ° w= D 0 f Ca O uLL } N � � C .cf) 0 OCS C N N E E c'E O O E E 0 U F�iiliFSi[.Ti1 ro c U _ O u) ._ CD '- y O O ca § as u) Q C U c� � y T U Oi ° L u) .0 a T > u) N E U - c .0 N> -O a c 0 7 0 a) +- a) m c U O E a r O p m - c c 0 E Y E Q 0) _c . >_ U u) a E Ug c o -�.O U° U m -_ m E a a) d .y N° > 7 a2o'i ° 0 3 E 7 N 2 y c O c m — O a c _c a) y ul O Y U O X E T U .= N O a) ° a) N _ N co � Q O it '5 CI) °� cci N °' :N m y O y c E � o 05 _c T. a°i _ m c o< - . - - o W c m 0> ct T E U O O c .t' i O O O -O t o c O c -p -° O cil N-0 O m = y N y l3 °' o Q a N 7 o c O c i a) m V a a) O u) N° .� O ,'c c U 0 p I� > O >, O y y N O N c C N ,C y O U U "O N° 7 E ,i a) us aU a 0 " N N ST._ t ; •N te7 0 O O N -° o' a y cO c 0 N a) us 0 'O 'O a) 'N u) O X * a) O O 7 > a a N ,, 0 O y a Q> c c L N d J UU OQ Qn _m E °Y °U 0 W �n >O N N.EUa cLLJ t c � d a- 0 N • • • • • 1- • • • • O c U >T c c O D a c • - u >,, =w 3 ° 2-o c 0-0a 7)-om o o E o ; c� cn m �- hd'U 5 ° ) d 0.) 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Initiate succession planning. E mmediate Action \o §® \/ m & ) @ O E \ a >0 \ \/ E ta E ° o E \ a) / \ Make maintenance funding a priority. Create a focal point by the lake. Build parking ramp. Establish a Park Board to set priorities. Promote Boatworks as a gathering place. Consensus Elements of Plan • We believe that everyone has equal intrinsic value. • We believe that diversity enriches community. • We believe that trust is the foundation for building a healthy community. • We believe that community thrives when each individual takes responsibility to contribute. • We believe that when a community supports all its members, it thrives WE OELIEVE IISSI011 St R EEER Brooklyn Park, a thriving community inspiring pride where opportunities exist for all. qo By 2015, • By 2015, 90% of our community members express • By 2015, 90% of our community members express community. • By 2015, 90% of community members of Brooklyn need to succeed are available. SGRRGEGIES • We will seek, engage and leverage all the resources of our diverse community to ensure that we achieve our mission and strategic objectives. • We will engage our diverse community to enhance acceptance and understanding of one another as we collaborate to achieve our mission. • We will ensure the success of all our youth by engaging and optimizing all community assets to achieve our mission. WE WILL e�CUMMUNIiYDRIDe G ur & /nruer� a WHERE FOR ,gOPPORTUOITIES gall pride in being a part of Brooklyn Park. that Brooklyn Park is a thriving Park express that opportunities they DELIfILERS • We will not adopt any new program or service unless it is consistent with our core values and contributes to our mission. • We will not allow past practice to interfere with the consideration of new ideas. • We will not make decisions without soliciting and understanding the points of view of those affected by them. WE WILL nor CemmUnItY EnGRGEmERt 1Olt1RtUVE www.6rooklynpark.arg /CEI 763 -403 -0013 Plans of Action -End Results The bolded results are recommended to be done in the first 3 years. fERSUREfERG M1. The community indicators have been finalized and the technical specifications for measurement have been established. M2. The process for collecting and maintaining data on each community indicator has been implemented. M3. The processes for gathering perceptual data has been established and piloted. M4. The process for producing an annual report on community indicators has been implemented. M5. The process to use community data to adjust strategies that achieve our mission has been implemented. YOUGH Y1. Assessment: the community utilizes a variety of methods to assess the ongoing needs and obstacles of children and youth. Y2. Collaboration: community -based organizations collaborate to maximize resources and services for youth. Y3. Program development: the Brooklyn Park community executes strategies that meet the identified needs of youth and children. Y4. Communication /resources: families, community members and leaders are knowledgeable and utilize the support services for children and youth. Y5. Community engagement: a comprehensive approach is being used to engage youth in new opportunities. Y6. Recognition /celebration: the Brooklyn Park community recognizes and celebrates the accomplishments of youth. RESOURCES R1. The Brooklyn Park Community continually increases its understanding of and commitment to achieving the mission and strategic objectives. R2. The Brooklyn Park community maintains a comprehensive inventory of community resources. R3. The Brooklyn Park community identifies and develops sustainable resources to fulfill unmet community needs. R4. The Brooklyn Park community continually aligns and optimizes the resources needed to achieve the mission and strategic objectives. R5. Community members will contribute their ideas and talents to achieve the mission and strategic objectives. R6. Partnerships are developed and sustained to achieve the mission and strategic objectives. R7. The Brooklyn Park community develops and supports diverse leaders to achieve the mission and strategic objectives. DIVERSIGY D1. Brooklyn Park community continually uses a variety of methods of communication so that everyone has a better understanding of other cultures and backgrounds. D2. Brooklyn Park individual neighbors work together to address common issues and bring about safety and livability. D3. Brooklyn Park community has a system of sharing information that helps us build relationships and a healthy community. D4. The Brooklyn Park community works to build trust among all. D5. Brooklyn Park has identified, understands, addresses and provides solutions to real and perceived barriers to opportunities. D6. The Brooklyn Park community sponsors events for cultural interaction to develop appreciation of our diversity. Appendix A — A model Strategic Map: 2007 City of Richfield Strategic Plan Vision Richfield ... Your urban home town in the heart of the Twin Cities Mission Richfield's mission is to be known as the best place to live, work, learn and do business in the Twin Cities area. We are a customer focused and caring community that strives 10 foster a sense of neighborliness. Central Value The needs of our residents come first. 2007 Strategic Goals Customers First Community Survey Housing initiatives Property maintenance Wi fi opportunities Neighboring communities Centennial celebration Airport noise Conduct a community-wide survey to gauge the needs & concerns of our residents and to assist in identifying goals. Continue to impfement and maintain housing programs and identify funding sources. Focus on initiatives and programs to improve property maintenance. Pursue a city-wide vi fi model providing high speed wireless services Establish and maintain a beneficial working relationship with Edina officials to address issues of mutual concern and interest. Assist the Celebrations Commission to prepare for Richfield's centennial celebration. Continue to support litigation efforts to acquire appropriate noise mitigation for affected homeowners. 2012 Lynn & Associates 25 Great Services Redevelopment initiatives Occupancy standards Penn Avenue Comprehensve Plan Update Recreation programming Site designs Assess redevelopment ities at Cedar Corridor, 77th & Pillsbury, tb & Lynda le, 72" & Penn and the restaurant pads on 77th St. Develop and implement residential occupancy regulations. Explore redevelopment and/or renovation opportunities along Penn Ave. Conduct a thorough review and update ofthe city's Comprehensive P|an, Master Park Plan and Bikeway Plan. Continue to grow Recreation programs for all age groups and establish a new Arts Center. lmprove site design regulations addressing signage, parking, landscaping and lighting. Manage Resources Key Financial Strategies PSA Partnership Transportation improvements Underground utilities Richfield Parkway Replace City Hall Identify funding options and timing for capital projects through the KFS process. Explore revenue enhancement opportunity via Primary Service Area (PSA) partnering with Hennepin County. Address issues such as developing and flnancing an internal circular bus system, the Cedar Point intersection, Lyndale Bridge flnancing, etc. Pursue the undergrounding of utilities whenever opportunities arise. Implement plan and identify funding for Richfield Parkway. Finalize the plans and identify funding for a new City Hall facility. Develop Employees Employee survey Succession planning 360 assessments Technology plans 2012 Lynn & Associates Conduct an employee survey and establish cultural norms based on the feedback received. Provide opportunities for staif growth and development. lmplement a 360 performance evaluation process for managers. Update technology plans to provide staff with best possible work tools. 26 The XYZ of ABC 2013 Citizen Survey Please complete this questionnaire if you are the adult (age 18 or older) in the household who most recently had a birthday. The adult's year of birth does not matter. Please select the response (by circling the number or checking the box) that most closely represents your opinion for each question. Your responses are anonymous and will be reported in group form only. 1. Please rate each of the following aspects of quality of life in ABC: Excellent Good Fair Poor Don't know ABC as a place to live 1 2 3 4 5 Your neighborhood as a place to live 1 2 3 4 5 ABC as a place to raise children 1 2 3 4 5 ABC as a place to work 1 2 3 4 5 ABC as a place to retire 1 2 3 4 5 The overall quality of life in ABC 1 2 3 4 5 2. Please rate each of the following characteristics as they relate to ABC as a whole: Excellent Good Fair Poor Don't know Sense of community 1 2 3 4 5 Openness and acceptance of the community toward people of diverse backgrounds 1 2 3 4 5 Overall appearance of ABC 1 2 3 4 5 Cleanliness of ABC 1 2 3 4 5 Overall quality of new development in ABC 1 2 3 4 5 Variety of housing options 1 2 3 4 5 Overall quality of business and service establishments in ABC 1 2 3 4 5 Shopping opportunities 1 2 3 4 5 Opportunities to attend cultural activities 1 2 3 4 5 Recreational opportunities 1 2 3 4 5 Employment opportunities 1 2 3 4 5 Educational opportunities 1 2 3 4 5 Opportunities to participate in social events and activities 1 2 3 4 5 Opportunities to participate in religious or spiritual events and activities 1 2 3 4 5 Opportunities to volunteer 1 2 3 4 5 Opportunities to participate in community matters 1 2 3 4 5 Ease of car travel in ABC 1 2 3 4 5 Ease of bus travel in ABC 1 2 3 4 5 Ease of rail or subway travel in ABC 1 2 3 4 5 Ease of bicycle travel in ABC 1 2 3 4 5 Ease of walking in ABC 1 2 3 4 5 Availability of paths and walking trails 1 2 3 4 5 Traffic flow on major streets 1 2 3 4 5 Amount of public parking 1 2 3 4 5 Availability of affordable quality housing 1 2 3 4 5 Availability of affordable quality child care 1 2 3 4 5 Availability of affordable quality health care 1 2 3 4 5 Availability of affordable quality food 1 2 3 4 5 Availability of preventive health services 1 2 3 4 5 Air quality 1 2 3 4 5 Quality of overall natural environment in ABC 1 2 3 4 5 Overall image or reputation of ABC 1 2 3 4 5 3. Please rate the speed of growth in the following categories in ABC over the past 2 years: Much Somewhat Right Somewhat Much Don't too slow too slow amount too fast too fast know Population growth 1 2 3 4 5 6 Retail growth (stores, restaurants, etc.) 1 2 3 4 5 6 Jobs growth 1 2 3 4 5 6 Page 1 of 5 The National Citizen SurveyTM 4. To what degree, if at all, are run down buildings, weed lots or junk vehicles a problem in ABC? O Not a problem 0 Minor problem 0 Moderate problem 0 Major problem 0 Don't know 5. Please rate how safe or unsafe you feel from the following in ABC: Very Somewhat Neither safe Somewhat Very Don't safe safe nor unsafe unsafe unsafe know Violent crime (e.g., rape, assault, robbery) 1 2 3 4 5 6 Property crimes (e.g., burglary, theft) 1 2 3 4 5 6 Environmental hazards, including toxic waste 1 2 3 4 5 6 6. Please rate how safe or unsafe you feel: Very Somewhat Neither safe Somewhat Very Don't safe safe nor unsafe unsafe unsafe know In your neighborhood during the day 1 2 3 4 5 6 In your neighborhood after dark 1 2 3 4 5 6 In ABC's downtown area during the day 1 2 3 4 5 6 In ABC's downtown area after dark 1 2 3 4 5 6 7. During the past 12 months, were you or anyone in your household the victim of any crime? O No 4 Go to Question 9 0 Yes 4 Go to Question 8 0 Don't know 4 Go to Question 9 8. If yes, was this crime (these crimes) reported to the police? O No 0 Yes 0 Don't know 9. In the last 12 months, about how many times, if ever, have you or other household members participated in the following activities in ABC? Once or 3 to 12 13 to 26 More than Never twice times times 26 times Used ABC public libraries or their services 1 2 3 4 5 Used ABC recreation centers 1 2 3 4 5 Participated in a recreation program or activity 1 2 3 4 5 Visited a neighborhood park or XYZ park 1 2 3 4 5 Ridden a local bus within ABC 1 2 3 4 5 Attended a meeting of local elected officials or other local public meeting 1 2 3 4 5 Watched a meeting of local elected officials or other XYZ- sponsored public meeting on cable television, the Internet or other media 1 2 3 4 5 Read ABC Newsletter 1 2 3 4 5 Visited the XYZ of ABC Web site (at www. .com) 1 2 3 4 5 Recycled used paper, cans or bottles from your home 1 2 3 4 5 Volunteered your time to some group or activity in ABC 1 2 3 4 5 Participated in religious or spiritual activities in ABC 1 2 3 4 5 Participated in a club or civic group in ABC 1 2 3 4 5 Provided help to a friend or neighbor 1 2 3 4 5 10. About how often, if at all, do you talk to or visit with your immediate neighbors (people who live in the 10 or 20 households that are closest to you)? 0 Just about every day O Several times a week O Several times a month O Less than several times a month Page 2 of 5 The National Citizen Survey" • © 2001 -2013 National Research Center, Inc. The XYZ of ABC 2013 Citizen Survey 11. Please rate the quality of each of the following services in ABC: Excellent Good Fair Poor Don't know Police services 1 2 3 4 5 Fire services 1 2 3 4 5 Ambulance or emergency medical services 1 2 3 4 5 Crime prevention 1 2 3 4 5 Fire prevention and education 1 2 3 4 5 Municipal courts 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 Traffic signal timing 1 2 3 4 5 Bus or transit services 1 2 3 4 5 Garbage collection 1 2 3 4 5 Recycling 1 2 3 4 5 Yard waste pick -up 1 2 3 4 5 Storm drainage 1 2 3 4 5 Drinking water 1 2 3 4 5 Sewer services 1 2 3 4 5 Power (electric and /or gas) utility 1 2 3 4 5 XYZ parks 1 2 3 4 5 Recreation programs or classes 1 2 3 4 5 Recreation centers or facilities 1 2 3 4 5 Land use, planning and zoning 1 2 3 4 5 Code enforcement (weeds, abandoned buildings, etc.) 1 2 3 4 5 Animal control 1 2 3 4 5 Economic development 1 2 3 4 5 Health services 1 2 3 4 5 Services to seniors 1 2 3 4 5 Services to youth 1 2 3 4 5 Services to low- income people 1 2 3 4 5 Public library services 1 2 3 4 5 Public information services 1 2 3 4 5 Public schools 1 2 3 4 5 Cable television 1 2 3 4 5 Emergency preparedness (services that prepare the community for natural disasters or other emergency situations) 1 2 3 4 5 Preservation of natural areas such as open space, farmlands and greenbelts 1 2 3 4 5 12. Overall, how would you rate the quality of the services provided by each of the following? Excellent Good Fair Poor Don't know The XYZ of ABC 1 2 3 4 5 The Federal Government 1 2 3 4 5 The State Government 1 2 3 4 5 CCC County Government 1 2 3 4 5 Page 3 of 5 r + The National Citizen Survey' 13. Have you had any in- person, phone or email contact with an employee of the XYZ of ABC within the last 12 months (including police, receptionists, planners or any others)? 0 No 4 Go to Question 15 0 Yes 4 Go to Question 14 14. What was your impression of the employee(s) of the XYZ of ABC in your most recent contact? (Rate each characteristic below.) Excellent Knowledge 1 Responsiveness 1 Courtesy 1 Overall impression 1 Good 2 2 2 2 Fair 3 3 3 3 Poor 4 4 4 4 Don't know 5 5 5 5 15. Please rate the following categories of ABC government performance: Excellent Good Fair Poor Don't know The value of services for the taxes paid to ABC 1 2 3 4 5 The overall direction that ABC is taking 1 2 3 4 5 The job ABC government does at welcoming citizen involvement 1 2 3 4 5 16. 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 ABC to someone who asks 1 2 3 4 5 Remain in ABC for the next five years 1 2 3 4 5 17. What impact, if any, do you think the economy will have on your family income in the next 6 months? Do you think the impact will be: 0 Very positive 0 Somewhat positive 0 Neutral 0 Somewhat negative 0 Very negative 18. Please check the response that comes closest to your opinion for each of the following questions: a. Custom Question #1 Custom Question #1 Custom Question #1 Question #1 Custom Question #1 Custom Question #1 Custom #1 Custom Question #1 Custom Question #1 Custom Question Custom Question #1 O Scale point 1 0 Scale point 2 0 Scale point 3 b. Custom Question #2 Custom Question #2 Custom Question #2 Question #2 Custom Question #2 Custom Question #2 Custom #2 Custom Question #2 Custom Question #2 Custom Question Custom Question #2 O Scale point 1 0 Scale point 2 0 Scale point 3 c. Custom Question #3 Custom Question #3 Custom Question #3 Question #3 Custom Question #3 Custom Question #3 Custom #3 Custom Question #3 Custom Question #3 Custom Question Custom Question #3 O Scale point 1 0 Scale point 2 0 Scale point 3 d. Custom Question #1 Custom Question #1 Custom Question #1 Custom Question #1 Custom Question #1 Custom Question #1 Custom Question #1 0 Scale point 4 0 Scale points Custom Question #2 Custom Question #2 Custom Question #2 Custom Question #2 Custom Question #2 Custom Question #2 Custom Question #2 0 Scale point 4 0 Scale points Custom Question #3 Custom Question #3 Custom Question #3 Custom Question #3 Custom Question #3 Custom Question #3 Custom Question #3 0 Scale point 4 0 Scale points OPTIONAL [See Worksheets for details and price of this option] Open -Ended Question Open -Ended Question Open -Ended Question Open -Ended Question Open -Ended Question Open -Ended Question Open -Ended Question Open -Ended Question Open -Ended Question Open -Ended Question Open -Ended Question Open -Ended Question Page 4 of 5 The National Citizen Survey" • © 2001 -2013 National Research Center, Inc. The XYZ of ABC 2013 Citizen Survey Our last questions are about you and your household anonymous and will be D1. Are you currently employed for pay? O No 4 Go to Question D3 O Yes, full time 4 Go to Question D2 O Yes, part time 4 Go to Question D2 D2. During a typical week, how many days do you commute to work (for the longest distance of your commute) in each of the ways listed below? (Enter the total number of days, using whole numbers.) Motorized vehicle (e.g., car, truck, van, motorcycle, etc.) by myself days Motorized vehicle (e.g., car, truck, van, motorcycle, etc.) with other children or adults days Bus, rail, subway or other public transportation days Walk days Bicycle days Work at home days Other days D3. How many years have you lived in ABC? O Less than 2 years 0 11 -20 years O 2 -5 years 0 More than 20 years O 6 -10 years D4. Which best describes the building you live in? O One family house detached from any other houses O House attached to one or more houses (e.g., a duplex or townhome) O Building with two or more apartments or condominiums O Mobile home O Other D5. Is this house, apartment or mobile home... O Rented for cash or occupied without cash payment? O Owned by you or someone in this house with a mortgage or free and clear? D6. About how much is your monthly housing cost for the place you live (including rent, mortgage payment, property tax, property insurance and homeowners' association (HOA) fees)? O Less than $300 per month O $300 to $599 per month O $600 to $999 per month O $1,000 to $1,499 per month O $1,500 to $2,499 per month O $2,500 or more per month D7. Do any children 17 or under live in your household? O No O Yes . Again, all of your responses to this survey are completely reported in group form only. D8. Are you or any other members of your household aged 65 or older? O No O Yes D9. How much do you anticipate your household's total income before taxes will be for the current year? (Please include in your total income money from all sources for all persons living in your household.) O Less than $24,999 O $25,000 to $49,999 O $50,000 to $99,999 O $100,000 to $149,999 O $150,000 or more Please respond to both question D10 and D11: D10. Are you Spanish, Hispanic or Latino? O No, not Spanish, Hispanic or Latino O Yes, I consider myself to be Spanish, Hispanic or Latino D11. What is your race? (Mark one or more races to indicate what race you consider yourself to be.) 0 American Indian or Alaskan Native O Asian, Asian Indian or Pacific Islander O Black or African American O White O Other D12. In which category O 18 -24 years O 25 -34 years O 35 -44 years O 45 -54 years What is your sex? O Female D13. D14. is your age? O 55 -64 years O 65 -74 years O 75 years or older O Male Are you registered to vote in your jurisdiction? O No 0 Ineligible to vote O Yes 0 Don't know D15. Many people don't have time to vote in elections. Did you vote in the last general election? O No 0 Ineligible to vote 0 Yes 0 Don't know D16. Do you have a cell phone? O No O Yes D17. Do you have a land line at home? O No O Yes D18. If you have both a cell phone and a land line, which do you consider your primary telephone number? O Cell 0 Land line 0 Both Thank you for completing this survey. Please return the completed survey in the postage -paid envelope to: National Research Center, Inc., PO Box 549, Belle Mead, NJ 08502 Page 5 of 5