HomeMy WebLinkAbout5B - 2030 Vision and Strategic Plan
MEETING DATE:
AGENDA #:
PREPARED BY:
AGENDA ITEM:
DISCUSSION:
ISSUES:
FINANCIAL
IMPACT:
4646 Dakota Street S.E.
Prior Lake, MN 55372-1714
CITY COUNCIL AGENDA REPORT
November 2, 2009
5B
Frank Boyles, City Manage~
CONSIDER APPROVAL OF A ~LUTION UPDATING THE 2030 VISION
AND STRATEGIC PLAN DOCUMENT
Introduction
The purpose of this agenda item is to request City Council approval of the 2030
Vision and Strategic Plan as reviewed and modified by the Long-Range Planning
Committee, City staff and City Council.
Historv
In 2002, the City of Prior Lake adopted its first strategic plan, which was
prepared by the Long-Range Planning Committee consisting of stakeholders in
the community. The plan facilitated direction in the staff and Council efforts
toward specific, written goals. As a result, City resources were more effectively
used and objectives were achieved with greater dispatch than in the past. As a
result, the plan was updated again in 2004,2005 and 2007. On March 11,2009,
the Long-Range Planning Committee composed of about 145 people met again
to update the document. Since the Long-Range Planning Committee update, the
City Council and staff have met three times to review the 2030 Vision and
Strategic Plan.
Current Circumstances
The attached document reflects the work of the Long-Range Planning
Committee and City Council. There are no new vision elements deleted or
added to the plan. Goals and objectives have been modified to better reflect our
economy. It was generally recognized that in today's slower economy, the
accomplishment of goals and objectives would be based upon the constraints of
our annual budget and Capital Improvement Program. Goals and objectives
which are longer term are included in the document to assure they are
memorialized.
Conclusion
The City Council should determine if the 2030 Vision and Strategic Plan reflects
the appropriate priorities for the next 18-24 months; and, if so, adopt the update
by resolution.
The issues are set forth above.
The 2030 Vision and Strategic Plan operates in tandem with our operating
budgets and Capital Improvement Program. Because the Plan identifies work to
be done, the City is more cost effective since our work effort is intended to
accomplish longer term goals rather than individual priorities.
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ALTERNATIVES: 1. Adopt a resolution approving the updated 2030 Vision and Strategic Plan.
2. Take no action.
RECOMMENDED Alternative #1.
MOTION:
, I
4646 Dakota Street S.E.
Prior Lake, MN 55372-1714
RESOLUTION 09-XXX
A RESOLUTION APPROVING THE REVISED NOVEMBER 2, 2009
2030 VISION AND STRATEGIC PLAN
Motion By:
Second By:
WHEREAS, The City Council directed the preparation of the 2020 Vision and Strategic Plan in
2002; and
WHEREAS, The Strategic Plan has served as a road map for the community in day-to-day staff and
City Council activities; and
WHEREAS, The Strategic Plan facilitates cost effective capital and operating budgeting; and
WHEREAS, The 2020 Vision has been revised in 2004, 2005, 2007 and now, 2009, and renamed
the 2030 Vision and Strategic Plan; and
WHEREAS, The Long-Range Planning Committee of 145 persons has had opportunity to comment
on the Plan; and
WHEREAS, The City Council has spent three work sessions reviewing and discussing the contents
of the document.
NOW THEREFORE, BE IT HEREBY RESOLVED BY THE CITY COUNCIL OF PRIOR LAKE,
MINNESOTA as follows:
1. The recitals set forth above are incorporated herein.
2. The 2030 Vision and Strategic Plan revised on November 2, 2009, is hereby adopted.
3. The staff is hereby directed to publicize the Plan and effectuate its implementation.
PASSED AND ADOPTED THIS 2nd DAY OF NOVEMBER 2009.
YES
NO
Haugen
Erickson
Hedberg
LeMair
Millar
Haugen
Erick-son
Hedberg
LeMair
Millar
Frank Boyles, City Manager
www.cityofpriorlake.com
;..../"';,-
Phone 952.447.9800 / Fax 952.447.4245
2030 Vision and Strategic Plan
Developed by our community....for our community
Adopted August 5, 2002
Revised February 2, 2004
Revised May 24,2005, Adopted June 6,2005
Revised February 13, 2007, Adopted May 7, 2007
Revised March 11,2009, Adopted November 2,2009
City of Prior Lake
4646 Dakota Street SE
Prior Lake, MN 55372
Phone 952.447.9800 - Fax 952.447.4245
1
Introduction
How We Got Here: The Strategic Planning Process
In 2002, the Prior Lake City Council adopted a set of City goals, among which was the
need to update the City's Strategic Plan in order to guide the City's growth and develop-
ment into the year 2020.
Consultant Carl Neu was hired to lead a committee of over 60 community volunteers, rep-
resenting a broad range of interests, through the long-range planning process. The com-
mittee included representation from many areas of the community: residents, businesses,
developers, education, senior citizens, youth, arts, athletics, faith-based organizations, civic
organizations, adjoining townships, County officials, SMSC representatives, police, fire
and other City staff.
The committee met four times, investing over 1000 collective hours, and identified the
critical issues facing the City. The issues identified included:
. Growth and Land Use Management, including growth/land use annexation, and
relationship between Downtown and the lake.
. Economic Vitality, including commercial development, financial resources,
economic base and Downtown redevelopment.
· City/Community Quality and Amenities, including youth and senior citizen ac-
tivities, trails, general amenities, housing stock and City aesthetics.
· City Services and Assets, including infrastructure and public safety.
. Preservation of Natural Resources, including environment and water quality.
. Intergovernmental Cooperation & Partnering
. Community Leadership and Involvement
On June 12,2002, the committee crafted the initial version ofthis Strategic Planning
document to help guide the City into 2020. The purpose of the plan is two-fold. First, the
plan creates a Vision that will lead the community over the next 20 years. Second, the plan
is intended to initiate lasting partnerships. At the same time, the process created commu-
nity advocates to help the governing body and staff make this Vision into a reality. The
plan was adopted officially by the City Council in August 2002.
On October 8, 2003, a group of nearly 70 community representatives met to review, dis-
cuss and update the document focusing on the Mission Statement, Vision, and Vision
2
Elements. The City staff then met to refine the Tactical Action Plans for 2004-2008 and
incorporated the modifications into this document.
On April 12 and May 24,2005, over 110 stakeholders again met to review and update the
plan with the assistance of Consultant Neu. The Strategic Plan has been extended through
the year 2030 to coincide with the planning horizon established by the Metropolitan Coun-
cil for Prior Lake's Updated Comprehensive Plan. Vision elements were added and con-
solidated to better focus upon community priorities as identified in the 2005 residential
survey. Five year Tactical Action Plans were renamed, "2005-2006 Performance Objec-
tives" to provide better benchmarks of progress toward plan implementation.
The result of this ongoing process is a plan that not only identifies strategic direction for
our community, but one that encourages excitement and motivation for everyone to par-
ticipate actively in the implementation of this Vision for Prior Lake.
On February 13,2007, over 120 stakeholders met to examine and amend the plan with the
help of Consultant Neu. The Mission, Vision and Tactical elements were reviewed and
discussed. Every Vision element was updated to include new five-year goals and two-year
objectives. Some Vision elements, like finance, were substantially modified. The most
noteworthy revision was the addition of a tenth Vision element, "Safe and Healthy Com-
munity," acknowledging the fact that a safe community is everyone's responsibility.
On March 11,2009, once again more than 145 stakeholders met - many of them new to
the process. The goals and objectives for each vision element were examined. Most were
revised considerably both to reflect accomplishments to date and also in recognition of the
market slowdown which has occurred and are expected to persist. Perhaps the greatest
single modification from this review was to include only those objectives which could fea-
sibly be funded in the next two years or must be memorialized for the long term. the-tmt:J.": .
sion of some goals &eEl fhe to ten years, ~1j :ome objectives fr~ffi ~wo to five years in
recognitio3. of the impact of the present econom:::: s{OVmO\VIl.
3
STRATEGIC PLANNING:
WHAT IS IT; WHY DO IT?
Communities are future seeking. But first, they must be able to imagine and decide what
they want the future to be. Secondly, they must decide how they are going to make this
desired future become a reality. Strategic leadership is a process that brings people to-
gether to think about the future, create a vision, and invent ways to make this future hap-
pen through determination, community teamwork, and disciplined actions. It is the pri-
mary function of leadership - to make things happen that would not happen otherwise and
prevent things from happening that might occur ordinarily. It is getting people to work
together to achieve common goals and aspirations; to transform visions into reality.
A strategic plan is a document recording what people think - a broad blueprint for positive
change that defines a vision and key outcomes that must occur to attain this vision. Other
implementation efforts and plans such as the comprehensive land use plan, financial plans,
and development and redevelopment plans are policy and decision making tools that assist
the community, council, and administration in achieving the vision.
A strategic leadership perspective and plan will challenge and stretch the community's
imagination in defining what is possible and test its will to commit to a great and exciting,
rather than "good enough" future. The strategic plan will forge and sustain the critical
partnerships and relationships that will translate the strategic plan into reality.
This Strategic Plan is a compass - a dynamic and continuous process about how a commu-
nity sees, thinks about, and creates, through decisive leadership and management commit-
ment and actions, the future it desires. It defines the long-term "big picture" framework
within which all policy, fiscal, administrative, and tactical decisions need to occur. It fo-
cuses the governing body on defining Ends and Results to be achieved and the man-
agement team on the Means necessary to achieve those Ends and Results.
4
2030 Vision and Strategic Plan
Quality
Community
Growth
Economic
Development
Strong
Financial
Management
Natural
Resources
Communication
Community
Capital
Assets
Downtown
Redevelopment
Housing
Quality
And
Diversity
Transportation
Safe and
Healthy Com-
munity
Budget and Capital Improvement Program Process
Long-term (five-year) Goals
Two- Year Focus Performance Objectives
Assessments/Communicate Results/Strategic Plan Update
5
The Team
We Can't Do It Without You!
This Strategic Plan is about teamwork. Even though the initial planning process is com-
plete, our job - the real work - is a continuous journey of achieving our vision of Prior
Lake's future. A Strategic Plan cannot become a reality without the participation and
commitment of each member of the team.
. Residents
. Businesses
. Civic Organizations
. School Districts
. Other Governments
. Shakopee Mdewakanton Sioux Community (SMSC)
. City Council
. City Staff
6
Mission Statement
Job One
The mission of the City of Prior Lake is to enhance the quality of life for current and future
citizens by providing quality services which result in a safe and healthy community; rec-
reation and leisure opportunities; preservation and effective use of lakes, parks and other
natural resources; economic vitality; and the promotion of partnerships, volunteerism and
civic pride for the community's diverse population.
7
The 2030 Vision
Prior Lake is a City which emphasizes its historical roots as a rural, recreation oriented
community with strong neighborhoods, a thriving Downtown and the feel of a small town
located within the heart of a vibrant suburban setting. The Senior/Community Center, City
Hall and Police Station provide the gateway to Downtown and Lakefront Park amenities.
The Downtown area draws its strength from its uniqueness, size and accessibility to the
lake and parks. In addition to meeting the service needs of the community, Downtown
Prior Lake offers something for everyone and is a destination place to spend the day social-
izing, shopping and dining.
Recognized as a leader with its three-fold recreation system, Prior Lake attracts visitors
from across the upper Midwest. The first focus consists of the City's lakes and numerous
natural areas dedicated to public use and preservation. The second focus includes the
many Community parks, play fields, neighborhood parks, and trails programmed for citi-
zens of all ages and interests. Through the City's integrated trail system, residents and
visitors can access every City park, residential neighborhood, school and many business
districts. Third, Prior Lake is recognized for the leisure opportunities showcased by many
recreational venues. Public and privately-owned golf clubs are prevalent throughout the
area along with the County regional park system.
Prior Lake is proud to be the home of the Shakopee Mdewakanton Sioux Community. The
City has a reputation for its positive working partnerships with the SMSC, the School Dis-
trict, other cities, townships, County, business community and numerous community or-
ganizations - seeking out cooperative ventures to benefit all concerned.
Prior Lake is a people place for a lifetime. Reflecting the region's diverse population,
residential neighborhoods are designed to offer a variety of homes, meeting housing needs
for all ages and lifestyles. Developments preserve the environment, provide for open
spaces and offer ready access to the transit and transportation systems that keep residents
within easy reach of the cultural and entertainment opportunities located throughout the
Twin Cities area.
Known for high-quality educational programs and intergenerationallearning opportunities,
and guided by their own Strategic Plans, the school districts serving Prior Lake prepare our
community learners to meet the challenges of the present and the future. Our school sys-
tems provide opportunities that constantly challenge learners of all ages to discover and
enhance their individual skills and talents.
Prior Lake enjoys a balanced and well-planned mix of retail, entertainment, social, office,
light industrial, high-tech, light manufacturing, and service business opportunities. Prior
8
Lake enhances the quality of life for its residents by providing diverse employment oppor-
tunities close to home.
Prior Lake government maintains a strong financial position providing quality services to
its residents while maximizing the value of the tax dollar. Ethical government is empha-
sized and citizen input is encouraged through interactive communications on all levels to
identify problems and develop mutually acceptable solutions. Program effectiveness and
services are monitored to assure cost-effectiveness with the customer in mind. Priority is
placed on aesthetics and the maintenance and replacement of infrastructure.
Prior Lake maintains its unique community identity through the recognition and celebra-
tion of our small town values of family, education, courage, pride, honesty and human
worth. V olunteerism, civic duty and community pride continue to enrich the City and its
residents.
9
2030 Vision Elements
Areas of Strategic Emphasis for the Future
The following 10 Vision Elements represent the areas of strategic importance identified by
the Long-Range Planning Committee which must be addressed in order to make Prior
Lake's 2030 Vision and Strategic Plan become a reality. The order of the Vision Elements
does not imply priority; all are of equal importance.
. Quality Community Growth
. Strong Financial Management
. Downtown Redevelopment
· Economic Development
. Housing Quality and Diversity
. Community Capital Assets
. Natural Resources
. Transportation
. Safe and Healthy Community
. Communication
Within each Vision Element, the primary achievements that must be reached are stated in
terms of an introductory statement defining the Vision Element followed by long-range
(five-year) goals to be pursued relative to the Vision Element. The goal statements reflect
the community's leadership priorities and direction providing the basis for the City and
other entities to define specific performance objectives (results) they must achieve toward
implementing the vision and goals. The City's approved two-year objectives put the plan
into action through clearly defined budgets, Capital Improvement Programs, and other pol-
icy priorities. The goals and two-year objective statements are reviewed and updated at
least biannually to assure they are current and reflect the community's desired future for
Prior Lake.
10
Quality Community Growth
Quality Community Growth is of paramount importance to Prior Lakes' citizens as our
population grows whether development occurs swiftly or more gradually. Hem. 22,000 to
flIDr~ th~:l10,000 between 2007 Gi'"..d :2-03-0. Th~s 6f3'lftr.. 7:i11 continue to presJ~t t3tr.. ob.1
lenge3 fr...13 opportunities. The challenges ass3oi~:ed '.'lith C~ffi.:LU:l:}j' gro\vth and urban
$:p~13ieft-inc1ude planning for the increased demand on municipal services, infrastructure,
public facilities and amenities while maintaining economic vitality in all market circum-
stances. and the preservati~ ::rf:?i'ix ~~~'::; uni~iue historioa~ r~~~ fc..1e :::~e;::E:l:~E:;:r:dl
town feel :::ntk'c~'Je3-;- The opportunity is for Prior Lake in 2030 to be characterized by the
things our citizens cherish most: open and natural settings accessible to all through trail
and sidewalk system, small town feel, attractiveness of its lakes-tl:fld, recreational opportu-
nities and community involvement..
Goal 1: Implement and periodically update the 2030 Comprehensive Plan to guide
growth of the City.
Objective I: Incorporate changes in the document necessitated by develop-
ment, the economy, annexation, metropolitan or state mandates
to assure continuing relevancy c.z::::u:aey of the document.
Objective 2: Implement and periodically update zoning and comprehensive
plan guidelines to preserve the small town feel through best de-
sign guidelines, best practices and community involvement.
Goal 2: 8treng:r..~~ pJflE:efship t3 Ensure .i\ssure that urban expansion occurs in a well-
planned and orderly manner and that annexed property is developed in accor-
dance with the City's planning and zoning requirements.
Objective I: Identify and preserve through comprehensive planning and zon-
ing, acreage for future needs, e.g. commercial, school, park,
open space and residential uses.
Objective 2: Plan for infrastructure maintenance, improvements and identify
available revenue sources in the Capital Improvement Program.
in accordan:::::: 'l:itlHh::: an..1~xation schedule in :.fle 3::d:::dj' ~-:
L.~;{~:.kE. agreement.
Objecthre 3: Execute agreements with surrounding ;::-ities, to'.vnships Ed thc
County to extend City zoning and subdivision ord{nXl;::~ pffWi-
G:CE.3 to futur::: aIme;~~6m areas.
11
Gbjeet:YC 1: Encourage the connectivity of C(:r.n;:;ct neighborhoods t~..:-oagh
tl:;:; 'Jse-Jf trail:; and sidevrolks t~ :::~intain and :...yreve-:r.:e ':al-
ues that ar;; i::I.port~t 1~ Pr~;)r Lcl{:3;
Objective 5: Explore orderlj' z..r.cxation agreement:.; aLd cooperative agree
ments with surrounding communities/tci't:1:ffiips-;
Objective 36 Partner with the SMSC to ensure extension of infrastructure to
orderly annexation area,
GGoal Pro actively engage our citizens in the planning process, and communicate
3: changes to the City Comprehensive Plan, ordinances, Capital Improvement Plan
and other plans as they occur.
Objective 1 ~~.d 3Cmm~;):: ;;fforts to engage residents of the future
annexation x;:;~ re5i~
Goal 4: Protect residential and commercial properties.-tftrettt;l: 'proactive code enforce
mem.
Objective 1
Objective
~
Objective
~2
Objective
34
Practice consistent proactive code enforcement including the
outdoor storage of inoperable or unlicensed vehicles-;-
Elim~E.ate the outdoor st~rfi6e of inoperable 0r ur.Ecenscd vehi
eles-:
Clean up areas which may pose a risk to the City's wellhead pro-
tection area or cause pollution to area surface water ponds, wet-
lands and lakes.
Create an ordinance policy for securing and maintaining aban-
doned construction projects and foreclosed, vacant, absentee-
owner, d~~G-d~ned const::-:.l;:;{:<JE. and other such properties.
GoalS Increase recreatb::al appertUli~tieS :::.r:3 community activities '.vithin the urban
expansicE. ~~Maximize the efficiency of City services through cooperation
and partnership.
Objective 1 9twe!u.p a;:;:ive recreation ::a..a-'.vcU bing for a~l fi6~
groups. Develop services in conjunction with other partners to
maximize cost effectiveness.
Objective 2 Partner with other public and private agencies for better and
more cost effective recreation programming. witl: ~fcrtfKr:; ~n
other agencies.
12
Community Capital Assets
Quality infrastructure (municipal utilities, parks, buildings, roadways, etc.) is the essential
capital cornerstone of a great and vibrant community. Such infrastructure must be com-
pleted in a timely manner using specifications which emphasize longevity and cost effec-
tiveness. Once installed, the City must maintain these assets to maximize productive life.
The interconnection of infrastructure with neighbors is desirable to protect against system
failures and improve cost effectiveness.
Goall: Construct infrastructure essential to the delivery of quality services to our
growing community.
Objective 1:
Objective
l~:
Objective
2;:
Objective
34:
Objecti';c ~:
otj~~+ve-6:
Objectiye 7:
Construct 0:- fae.ili~~~~ constructk~ e}..aad.i~~3a~ r;e:king facili
ti~{; iT. DoVYntovm.
C~'T.plete fire staticT. ff'2.
Construct well 11 ~ ~-:j water storage facilities in accordance
with the City's Water Supply Plan.
Construct '.y~~b crj ';/ater storage facilities iT. a~z3rd~Je with
the City's Water Supply PIJ.E..
P-G..-tie.~y~t::J i~ ~.fle Connect City Hall to Police Station with
County-wide fiber optie loops systems.
Ccn}r1ete "/~teHreahL:::Jr.t p-~J.E.t.
Use Continue rolling stock replacement program based upontiS-
ffig best practice measures.
COE.struct C~~f'!.y highv;ays and stre~{::; eaffiempla~ed by the
(;tP.;.
E*plur~ partner3h-ip-t3 vr~';ide more cost effective services.
Paftidy:l~::J if: t.G&-County '.'Iide 800 1~~z ~d s.'-t~r optics sys
teffis.;
IL.1p-~ameftt J.E. ~ffecti';e rdlbg stock replacement pro;r::ar. u3ffig
best prd,"tico ...ensures.
Goal 2: Acquire property for new community capital assets through subdivision proc-
ess in accordance with Comprehensive Plan including land for fire station,
elementary school, water system, park and transportation right-of-way.fH)
yem:f
13
Obj ecti V~ 1:
Objective 2:
Objectiy~ 3:
Objective 4:
Objective 5:
Objective
16
Aqu~r~ l~~ for fire station No. 3 ~~ the--a.r:icm:tion area.
(5 year)
Assist :;d1601 distric~ ii-i u.::quisition of land for elementary
schools.(5 year)
Aeitttire ~&:.lG f~r '.vater treat~~r.~, Feduction, di::;t;:-ibu~-iJE ar.a
storage facilities.
{Sj"~
i\cquire land for futuro r;JIk:; iE &zee;:-jM.e~ \vith the Compre
hensive Parks Pbr.. ( S j"~
Ae~air(; er F~serve rights of v.ay to meet future transp~r.&:-iefl
needs. (~j"~
Prepare a joint study to determine the feasibility Explore the
po:;[;~:~lities to develop and for de';elepn:.affi-e-:!' jdEt1y ovmed
tm:d -operated water system capital facilities with 8eett-So~
tm:d the SMSC. { 5 j"~
Goal 3: Accelerate the Continue City c~;:r....li~~n;,SflHe annual street reconstruction and
utilities replacement projects to achieve safe, dependable streets and utilities.
o 1;j ~~tWe--l-;
Objective
1~
Objective 2:
G~mv~~~ x-.r.ual update of th~ r;~vement m::.-r.:gement system.
Implement Memt::>r }XDgress of 10 year Transportation P-plan.
s:nfroonu:m:-...:eate status to the p-~M~&:
Communicate status of implementation to the public.
Goal 4: Plan for and fund ongoing infrastructure maintenance and replacement needs.
Objective 1:
Objective 1:
Objective
~
Objective
H.
Gejeet:'/:: 1:
Scmy~~o ~ift station reconstruction progr::zn ::md 8C,,\D,,\ ur;
grade. Develop and implement facilities management plan.
Prejeot 3F.a-;;xr;L)re long te..1E. funding necGs byond the fi'Y'e
year-Say:.tal ImFDvemen: :?13F..
E\"aluat~ the use:!'u~ }~:fe of the infrastructur~ 'iI~ 3.~y~ ~3-the
funding neee~e :0 replace '.vkat ';;e do ha'/e.(1oE.g-t~nL ae-
velor; ~ m~;:r~mum ten j"ear prfrE. fer-all ~n:frastructure)
Complet;: Perl<: ~~:r~s{n;etme-E;u:pment Replacement.
CoalS: ~ir.lize-the-tt:;c~:!' Gity-fa~i}:tie{;.
14
Coal 6:
Goal
Sf:
a~j;::Jtt...c 1: ene~m=age-tl:;:: :.l~;:: 0: Gitj"3 m;::;::1iLg I~J:r: f~Ji~i:ics by groups
and org~i:;:~ticafr.
gevelo;: a p-~~ for senior/eorrm:un-ity center fadli:ie3-;
( 10 year)
Objectivc 1:
~~.t.:\,~"'l.
~,",'.1. e-z;-;
f...ccommodate :fE.frFH;::iT.1 scnior/corr.c;;m.it:i acti';ities at ;::';<cist-
ffig--I}J'1r.::-ewH--C-i~)' f~em~ics. (Done)
f c: .,~
\ ~ )-=ry
Ae~lii:J land :-or D:)a~I/eu.llLnin-i~y cente: 1-:l. tl-.-c ~o\vntovm
.0.%,>,> (\re n,~ r",,11.. "'-I-pared to n--,'""t ..-",-..Ie- tt.:-o.2l
ur_"",..L ......_ "\A.~rJ y. "'" "'''-I.J...I. "v t..v l.c.l.~
Objective 3: I}eterm.i-n;:: r.;::~3r tl:~ :acility, most lik~}:i funding source and
support fOI tb project.
( 5 y-earj
Provide eD:..r~lnffiity leadership in environmental practices and energy conser-
vation in City fleet and buildings.
Objective 1: Develop (;. p-~;:m--fer-imp-~ementation of energy conservati(},..: b
City fle::.:t J1:.3--faJi~ities. Implement energy conservation plan
for City fleet.
Objective 2: Recommena }:nF-c'/::.:m~nts to City b~i~jing energy effkie1:e-j'
including audits for ea~.E. ba]jiLg;
Recommend improvements to City building energy efficiency
including audits for each building.
Objective 3: &r~~:.lat::.: ~j :mr;lz::ie::t ;,'lnvironmentally sound and :?eSt-
effective means to pO'Ner City rumLg stock.
Implement a p-:.l~~:::': ~'l;areness prog:ClT. regarding eaergj'-e6ft-
servation.
Implement a public awareness program regarding energy con-
servation.
Objective 4: lIap!ement a p-:.l~EJ ~'l.'areness prog:a..+:: regarding energy ::.:-c::
sefVft~{O::. G::'::-L3;::ne ::;:::: :~newabl;:: ::rr;::FID' :oa:'cesand educate
about geo th;::-m;.al, implement demonstra~ic:: Jfr~E.f y:oj~cts and
explore r;znering ';/ith others for a wi-F..d turmL;:: r;rti5;::e~-aad
emreHt &::j future technologies.
15
Economic Development
A strong, diversified tax base is essential to ensuring the community's long-term economic
vitality. Prior Lake encourages high quality residential and business development.
Goal 1: Develop and implement a strategy to expand and diversify the City's business tax base
through current business retention and new business developments.
Objective 1: Utilize the Economic Development Advisory Committee to con-
ductSehedule periodic meetings with existing Prior Lake businesses.--ffi
paftfle;:::;~i-~ .,..:ith-C-ha1T.~~rs of C0:r~"L.;::rce, Eem:,cilii;:: Development ,^..u
thoritj" Ad'/isory CC::L."L.ittes ~1j SCALE to facilitate retenticK aKa C*-
panslOn.
Objective 2: Utilize EDAC to aAssist entrepreneurs with business start-up and ex-
pansion information.
Objective 3: Utilize EDAC to help aAttract businesses from outside of the commu-
nity.
Goal 2: Ensure that land is available and designated in the Comprehensive Plan and Zoning Or-
dinance for current and future business (commercial and industrial) development within
the City and the orderly annexation area.
Objective 1: Regularly update the Comprehensive Plan and the MCCulliC Study or
~K;': HIre-it to assure adequate land inventory is retained for the business
and economic development market Prior Lake is most likely to serve.,;
Objective 2: Maintain a buildable lot inventory for commercial, industrial, residen-
tial and public purposes equal to at least two years' development vol-
ume.
Cosl3: W0rk'l:itk EC^..LE Transportation Coalition to aDz';dup [;.i';.~ identify pot;':Kti~1 pafl-
flefS-fcr ~ "::;~uth of the riyer" ecom;iliie aevelOylli;::nt coaliti0K. Tb group was not
supporth'e of this.
Het;x:nh~ th;:: steps the lli~iT.C~i"S-;':;:ili tali.;,: Deveky & strategy to miLin:.k;:: competition
for development between Eeatt-G~:L.-:~j' cities '.vhile encouraging desirabb ~Jsinesses to
move to this area.
Objective 1: With the 8cott COtCty }..ssociation f0f L~l:iy c:E.d Efficiency
(8C^..LE) and ot~~: b~al ~;::onomic devebpLlent and business entities,
e"..A:abEoc t~;:: Scott Cu~t' Economic Develq:n:.cnt Coalition x ::;lm.:l:H'
County based economic dev:~{}~m::l~-6fga.niL-atiefr.
16
I}et;:;{"H'.c1:ne the steps the m::::r.~ef3 :::-a:E. tax.::: t::: r.rb1:m:::~ competition be
tVleen Scott County Cities for development whil:: ~neourugiging desire
ebk ba:inesses to move to :kie. Jrefr;
Goal i\dopt streamlined z3:::ng ~ypre;'al :;:r.d building p::::mit processes e:..-:d-regubtixL:: ta
34: eliminate the st~rroty~::: tF&.t !:l-ricr !..--ake-i:::; .3Jra--t::: j~ 'n:th ',viili:::at sacrificing the
EtHs:l-:tj' and effectiveness of City stJ..-.dX'~ fAdopt streamlined zoning approval and
building permit processes and regulations to establish a reputation the Prior Lake pro-
vides customer-friendly development without sacrificing the quality and effectiveness
of City standards.j
otj~:::tive 1: Mak::: l:-E:'.cpovements to the zoning approve.~ yFc:::ess/regulations.
Obj;:;c~ Mak::: im~rovements t3 t.3;:; building a~FOYal process.
Goal Work with the SCALE Unified Land Use and cott County Transportation Coalition to
54: s8upport development and improvement of transportation corridors that enhance eco-
nomic development.
Objective 1:
Objective 2-1-:
Objective 3:
Work to achieve goal that 50% of all Scott County residents will
work within Scott County.
Identify areas for future business development, ~.cd plan and coordi-
nate future roadway improvements in and around those areas.
Work with SCALE to measure jobs in Prior Lake.
Goal Develop and implement financing tools, resources and partnerships to facilitate fBf
56: economic and business development.
Objective 1:
Objective 2:
Objective 3:
Periodically 2~.::ually-review and monitor the City's tax increment
finance policy and business subsidy policy to evaluate the prudence
and effectiveness of each.
Explore joint ventures, investments, partnerships and funding with
other agencies, entities, businesses, school districts and government.
Consider an Economic Development Authority levy to assist with
economic development and redevelopment funding.
Goal Identify and evaluate older commercial, industrial and residential properties for busi-
6-1: ness development/redevelopment potential.
Objective 1:
Objective 2:
Annex property as it becomes available and rezone as appropriate.
Evaluate how to most cost effectively redevelop annexedthe property.
17
Objective 3:
Facilitate redevelopment in accordance with the objective to provide
diversified employment close to employee's houses.
18
Downtown Redevelopment
The traditional d:90wntown and adjacent Lakefront Park are unique community focal
points and destination attractions that contribute to the City's identity and offer opportuni-
ties for recreation, employment, housing, shopping and dining.
Goal 1: Bneua~~ge redevelopmer:t x:j eonstruct~JE a-filiult~ a5-J bail dings (e.t;. rasi-
...l__+' 1 _+_:I.c. '1 ...l" ~.t:':~
=.;~~., ~=r,-t"::G.1l1rj' ummg, oUlce).
DistingEJ:uish and identify the traditional historic downtown area in one com-
prehensive document much like a site plan-;-
Objective 1:
Objective 2:
Objective
B:
Objective
24:
Promote construction of ~ ilial:-HlsJ b>.}~laffig-cn_ ?ffiPzrty ~{)
eatoo ::~tk J:r:j 'tV est "^.. ye:::le-.
l}esi.g:: ~j erect signage id~:ltifyffig-~F..c ki3t3ric jowntovm
ftfeft:
Prcmet~ ~rr';ate redeve-kl~illent of City ovmee pr3pcrty by i:E
OOfJ3Jr~t~::g City o';med pr~y~rtj' k ~ ::r..d 1 Redeyelop
ment Request For ~yc~~3tlli;-;
C3ffi.p-~ete--ffis.1~lb}~3n of streetscaping fer :neas where possible
ffiKi :?~~ f{;r ~t h 1flex O'~as which '.viI become part of the his
t3~Xl jo'.vntov;E ::rea-:
Ceili:?~;)te illustrated !:hwntc';.':l d~sign guidelines 3..iC 3..-:1efld
tr.~ Design Standards sectie~ efthe C 3 (Do';mtown) zoning
code to reflect the new guid~~{n~3-;
Develop streets and intersections so they are identified as part
of traditional historic downtown and meet ultimate needs.
Develop and iE1p~~ment plans for pedest:i31l friendly street
s~::ye ar2'/.l...':sement; t1-~3ughout the Do'.vntovm.
Develop sidewalks and trails to assure that traditionalhistoric
downtown is pedestrian friendly, particularily in its connection
of the north and south segments across CR 21.
Goal 2: Update 2003 pIk1-Eg study to ineorperat;:; E;;W devel{;~ffi.~nt and construction
of privat::: 3..,:j publio b~~laffig::; 1-E :he Dovmto',\':l ::~efr;
Ensure there is sufficient parking to meet traditional histcric downtown needs
now and in the future.
Objective 1: Evaluat: f:3:-embl dkH3f y~ki::g structure~ :a:j surfac;:; pIl~
ing lots.
Objective 2: Identify financing op1ions for Fcking facilities.
19
Objective 3: C~E.3tme-1 :l;:-,y rurking facilities a::: pr...rt of DO';;:lt~-.vn
rede'/elopm~~t y~ajeets-;
Goal 3: Gentir:u;: tks-th;:?la}:~ ir:tegrntion of Dov.ntown, t~;: l-a..~;: 3.E.3 Lak;:front Park.
Retain businesses in the traditional- n:3t&ie downtown which are consistent
with the vision.
Objective 1: Extend pede3t~r.:u: ~lements such as planter:::, ril::;: Tasks,
benche::: aLllightffig abng County Road 31 i~ the Downto'.vn
tlf'eft;
Offer economic development tools as appropriate to those busi-
nesses who wish to expand or renew their offices.
Objective 2: Geilotruct off street rxl~ir:g for angle1'G :::t Eau Claire and
Ge:.a:tj, Road 21,
Work with businesses better suited for other areas in the city in
relocation efforts.
Goal 4: Provide needed fa;::E}:3S-te-fldr ;:oonee-t !)3?ht~';:r: tc Hl;: ~;},,~;: ~3 Lakef-r3~}
Pu:l::.
Seek out and encourage development and redevelopment of multi-use build-
ings which include: eBE:'r..r:;x;:ic.~,~tai~, aLl 3ffice with aLa without residential.
residential with a combination of one or more of these uses: commercial, retail
or office.
Coal 5: Efle(j-ar~ge ~-.d facilitate rclocatiBr: 3fbusinesses v;hiz.t ~e i:leOO:Sistent 'lith
projecte3 pkh."ls for the Dow:lt&?:r. crea redevelepr..x.h
Encourage community programs and events in Downtown and Lakefront Park
area that promote a sense of community and maximize volunteerism.
20
Strong Financial Management
The people of Prior Lake have a powerful vision and great hopes for the community's fu-
ture. For the 2030 Vision to become a reality, the City must ensure that there is financial
confidence in the city and that-the financial resources are available, in the amount and
within appropriate time frames, to fund the operating and capital costs associated with im-
plementing the Strategic Plan regardless of the pace of development. Financial strength
includes always assuring that financial resources are used to achieve maximum value for
the lowest reasonable expenditure needed to achieve the 2030 Vision.
Goall: Diversify and maximize the City property tax base with high quality develop-
ment.
Objecti'/c 1:
Objective
1 ;!.:
Objective
23-:
Ef..:;U1~Jxp-~~:ion of Deer:5e-~~ Inam;{rif:.~ ~c-k end rede'/el
cy::l~nt of Welcome .Ai. v~F.aa...wit~ hi:gh....3.J.~ad structurcs.
Encourage commercial/industrial development to create aft
good mix inventory of immediately available developable land
in accordance with the City's Comprehensive Plan.
Promote residential subdivisions which add high quality, high
value housing at all price points.
Goal 2: Identify and develop non-tax revenue sources transparently showing the ra-
tionale nexus for eachthe fee.";
Objective 1: Develop and grow non-tax revenue sources to minimize prop-
erty tax dependenceimpact.
Objective 2: Annually Review and update general City license fees.
Goal 3: Minimize capital and operating costs and maximize service through collabora-
tive efforts with other public and private entities.
Objecti'.'e 1:
Objective
I;?;:
G~...t':"te constrm;i~e~ of the joint public safcty tr~iE.ing facility.
Pursue SCALE initiatives providing additional cost-saving op-
portunities (e.g. joint powers agreements, equipment sharing,
mutual aid, service swapping).
21
Goal 4: Suprort locally controllea ::h.1a aerendable reve;:J;: SOUl"ces.
Identify capyure and provide for the maintenance and replacement of infra-
structure.
Objective 1: Support lcgislation to ;:Efirbete :ne;l~~t value credit.
Analyze what soft and hard infrastructure will cost over time.
Objective 2: StiflfJ:: ~~b!.at~~:E. t~ ;:E.mi-nate levy ~~M~tS permanently.
Analyze repair and replacement costs.
Objective 3: Stipport ~;:gisl!ltion t3 :c:E.state sales tax exemption to local
units of goveF:'.R1~E.t :-e--elimiFra:-e-d;:rJb~e-~-;}xa:.f.etr. Program new
and replacement City facility maintenance as part of multi-year
financial tools.
Goal 5: BHeJ'Jfag;: &icl-::ional coriuuunity fu;:d-:;:g lJ"c::iatives.
Foster transparency in taxes and fees by identifying how and when each is cal-
culated and used.
Objective 1: StructUl"e flmmng referen~~ tc ~.1ppe:t ;:aeded-;x;.piW-fa~il~,i~
whk:k Zfrl".cE.ot be otherwisJ E;:J.E.ae4-fhJ. ~ark ;}E.j recreation
faz:lit:~
Objective 2: Leverag~ rrivateIy funded trust (i.e. Minnesota LUE.e Trm::--aflEl
Jeff;m: ~oundatieE.) te E;~;:;:ort community v.ride projects (e.g.
land acquisitix. at P:b Lak;:, i:E.terpretive center at Jeffers
Pond).
Goal 6: Implement efficient ;:;{r~nditure reductioc :neasures.
Establish a comprehensive financial management policy which addresses the
city's approach to fund balances, revenues, expenditures and debt.~
Objectivc 1: Pr~}:X"8 J...-~-:oo~ budgets v..tio~ reflect the most cost effecti'lc
m~::h.1S crt :.;:quiring goods ~d delivering services.
Objecti'le 2: Evaluate City service:::: iE. the context of~uaEty of life and cost
benefit to thJ tx{payer.
Objecth'e 3: Facilitate cost effecth'J p'Jf~hases by devel~vi::lg a '/endors list
tm6-queEficd-eftgi:E.c:xs pccrh
Objective 4: ~;:; illaI:-i jaHsffie.:-i<!;:al cooperative efforts to facilitate cost
effecth'e iYJ-r:::hasing.
Goal 7: Regularly compile, summarize and publish the results of the Ceity's audit re-
port to be known as the Establish "Financial Performance Geld Standards" to
ensure the financial health of the City and communicate it to the public. s.Jafl
eftt~f:a ::?..l;;ort SeYCfc:l iY..lfJ:3ses: (a) to serv~ a::; :e"..t. ;:aetice meaJ..lf~3-te
strengthcs tk City's financial p~&ti-o;: ~3 ::-r.:x:mi:;:;: ts~ Jf-the-te;~re:;-ef
du~bf; {b) to co:r~L.UF.i;;ate the fisx-l ;8ffu~J...-:ce and condition of the City to
resident:: i::E. & :::onsistent manner; (c) to facilitate tl:;: E;~tting of policy and fi
22
flaB::::{~-l. 3ireeti3:: 1:::; the Coun:::{l -;;ith resident ~::?'J.t-:
Objective 1: A~.h~ev~ ~-: Aa~--B~E.3 Rating strong credit rating by Moody's
ffi~. pravide~ ~c;; cost finar.dF.-g for the City's gen~I~1 obliga
tier. c~
()cj~~~ ~~:i::l~i-:l a 150/, 8efloral Fund Reserve 1::31.b.'1:::e OS},. (Office
of State .^,.udit3r) fcE.j City .^...uditor reecEld::::nded reserve to
provide adeqt:.at~ ~ash flow, off:;ct :'e:<t-CE.t:;:: short;all~ t::'.d iE.:7.lf-
aHee-f~r unforeseen eatastr~p-h~~ eyents.
Objective 3: .\ehieve tte ~e';;est city ?rupefty-t~x r~J~ ir. Ecott County fa
"fflf-~~lc ~&3~ :e:-e-prclijes stimulus f3f p~y.vth Jf :~5ideftt{~l ;:;La
eommer:::{a~ ~roperty tG.R bG.3&.-
Objective 1: Mu~::}~i:: 1 g.Oo/, funded Fire Relief AssoJ-~etion Pensicn re-
duces reliane~ up31l--fu.tU:'~ y:'3perty rate increases.
Objeeti',e 5: Lirra ~~rye:dit~;:: le'lel to B. 9~0/, general Me b'J.dget outcome
-::nJ-'d:,es-fis~~1 e~eountability at the highest leyeL
Objecti';e 6: Manage e 950/, iFy;estment position of all City funds active
inyestment r;:)a~:~;;~t ;ossible retu..-:: a.;;,j fund ste\vadm:ri~.
Objective 7: Target a 60/40 F3perty tax rati~ a ~rap:::' ~~lanee between
property tfi-;r fcE.a-oo:: jXoperty tax revenues provid;:)3 :'~
the citiz~L i:: 1fte-fu:;r. &; b-;;~r p13perty taxes.
Objective 8: Use the "F~::3.F.cia~ Peffu-:trrClE.ce Gold StJZ.3ards" as the f~.me~
tioo-.;.o: a fiscal aeeolH1t~~i1i:y scorecard, to be published and
eom~uE.iooted-te ~ll r~sidents.
23
Housing Quality and Diversity
The City of Prior Lake desires requires a wide variety of housing options to meet the needs
of its residents today and tomorrow.
Goall: Develop and implement a housing plan that provides opportunities for quality
diverse lifecycle housing.
Objective 1: Implement joint effort witt. ~dj~~ent communities to facilitate
meeting this objective.
Develop and implement starategies for meeting the housing
needs for all income levels including entry and median income
buyers and renters.
al:j-co~ Focus on diversity of JIehi:ectural j~3ign to facilitate goal at-
tainment.
Cosl2: Work '1,ith the CJ~~j' HJ~3ffi~ JL~ :?~~aeveL.t'u.Mit-Authority, other agencies,
foundations G.::3-fl3r: yrofit agencies to assist ir: meeting housing needs.
Identify historic structUi'es and housing sto~~{ ',yorthy of preservati~:l. {Is this
re~E~
Objective 1 Identify structUi'es a:l3 b-~i~affigs-DUhal:~H3r pr~serva
tionlres~cratiefr.
Objective 2 Pu:.':7..le-gr3.F.~[) r..d low interest loans to fun3 F03efVa-
tion/restoration.
al:jo~t-tve-; Ar.:;)EHJ>.1ir:g-ef3ir.:nse-!~ ~r:~J.xi:E;e historic resorati3:: :::La
renovation.
Goal kieffii-fy x:d i::nplement in::~vative strategies fz: ffi.~cting the needs of entry
2~: levo~ x..d IT..~tEJ:r. ir:oJ>.-:13-ho~:~ ~~
Undertake new initiatives for community and neighborhood involvement.
Objective 1: Wer~~ 'Ii~e: :guilders ..A~3~;::~Cin €if T,,.;in Cities / Minnesota and
other appropriate y~rt-flc:'-3 t~ identify the most effective way to
. .1. h . . D' T _1. 1.,1'"
mtcgrate su~~ ffiiSffiE; lr.t0 ~ n3r ~;.tAC SUvulVlSlOns,
Encourage the implementation of housing and neighborhood
pride programs.
Objective 2: Evaluato PUD tp.lr"::~3 Ud~t Development) and other zoning
strategies to provid~ h~entives for s{c..-tar-fto~$i:lg-:
24
Provide information which allows/encourages residents to Wa-
cilitate the creation of homeowner associations.
Goal Encourage mixed-use developments especially in the Downtown area. tlfld
34: Planned Dr.:: Deyc1opment::: t~oughout the o3;:-~-:l~i:h'j'-;
Objective +:
Ae.h:~'ie diYer:c sousing.
Objective
l~:
Assure that the small town feel is retained throughout the com-
munity. in deyclopments.
Goal Encourage the development of walkable neighborhoods where services needed
45: by residents are immediately available. to pede::1.ri-~.nJ..
Objective I: Modify zoning standards to encourage greenway corridors.the
wall<:ablc neigkbor~od concept ir. :uturc subdivicior.3-;
Objecti'/e 2: Interconnect neigh1::3rhood& tk:oog~ t~.<C ase-eftm{~/sidcwulk
systems.
25
I
I
Natural Resources
The City's lakes and numerous natural areas enrich the lives of its residents and attract
visitors from around the area. They are the legacy to be left to future Prior Lake citizens.
These valued and unique natural amenities are key to preserving the quality of life in Prior
Lake.
Goall: Implement pbL:s-te--Mmonitor and improve surface water quality in accordance
with city water plans in partnership with stakeholders (i.e. lakes, ponds, wetlands,
streams, storm water runoff and non-point runoff). iT. ~~cordance witt. tl-.e Local
Surface Wat;:;-r ~lill1agement Pl-:z:. .
Objective 1: Am~:md t~e-I:,e~cl ~urface \Vater ~b..-:~gem;:;~t rIm-. a:; ~yprcy;:-~ate.
EncourageComplete construction of additional water quality facili-
ties like train gardens, stormwater ponds, infiltration pondsj and
encourage tree planting as part of City improvement projects.-as
refjuir~
Objective 2: Complete ;:;~:;t:iiction of additional '.vater qualitj' facilities (miT.
gaffie~:;, iT.filtmt~;:;T. ~;:;r..ds, etc.)
Promote water conservation and use runoff as a resource.
Objective 3: f)evelcy ;:-eg:cT.al rcr.c:; cs appropriatePreserve and restore parks
and lakes from human and "natural" impacts.
Objective 4: S$tn-:~ 'l;a1ef-;:~acli:y monit;:;rir..g-preg:e..:n3-;
Manage invasive species.
Objective 5: .^..ssure that su~di';ision stcm .;:ftt...,~ pk.E.S-oon.f3I:r. t3 approyed
rules and triO 130al Eurface Water Management Plan.
Assure erosion control/street cleaning in new development, rede-
velopment and existing streets.
Objective 6: W3rl~ ~ooperatively witE. prtners t3 i::lp-lement sh~r;:;bf'.d r~cr:.
tix. Fojects.
Assist in completion of the Prior Lake Channel Project and Prior Lake
outlet improvements.
Objective 7: Enforce erosion control/street cleaning iE. new development, redo
velopment and ~y.i5:ing streets.
Goal 2: Impleme-T.t o;:;mpr;:;h;:;E.sP,'e lcl~;:; :T.~agcmcnt and ::ras-tfr:nable '.'later qu~.Etj' pl~iS
eeep~:at:.;cly '.vitI: t~;:; 'l;at:;re;~;:;d district.
26
Monitor and improve regional groundwater quality in accordance with city water
plans in partnership with stakeholders.
Objective 1: As:ist 11: tts-e~drp-l~t~on of the Prio;: Lde Char.ne1 Improvement
Proj eet.
Promote water conservation and use runoff as a resource.
Objective 2: A:;::rbt ir. th~ e;xn~letion of the Prix ~ke outlet improvements.
Preserve and restore parks and lakes from human and" natural" impacts.
Objective 3 Jointly plan and implement water conservation techniques and
educational efforts with neighboring communities.
Objective 4 Expand conservation and communication efforts emphasizing effi-
cient use of triC watef-J'.lpp-ly p-l::r. ground water and promote best
management practices including providing account consumption
information to customers using the internet.
Objective 5 Reduce the number of private wells and septic systems within the
wellhead protection area by extending municipal sewer and water.
Goal 3: Adopt anj imp-I~L.~nt the We~ik~j Pr~e~:1:J:1 ~l~ aLe Wat~r fr'.}pp-Iy Plan em
phasizing productkfr., ~onserv(}tion, educatiDh, communicaticn and landscape
maintenanc:>, ~j continue to partr.~r ,;:ith ne~e;tb:.rr~r.g-e~)}T.ILuaities-tc prJteet
regi~E.al groundwater re::;oar~
Encourage connecting people with nature and developing an ethic of stewardship
and conservation of natural resources.
Objective 1: Interconnect the ';/ater SystOEl '.yith Shakopee as we haye '.vith
&wag~ 3..::::1 SMSC.
Connect trails in parks.
Objective 2: J0.}r.tlj' p~aB-aflj imp-~ffiieftt ';Iater oans::::-:-e:1:Jr. t:::Jhn:qooc :z:j
educational efforts .....itt r.eighboring commUf'i.~
Encourage stewardship/ovmer3E.:; of parks.
Objective 3: S;Ep:mj conservation and cOIr.L.llh'lication effor'".s empfta::;iz{r.g-effi-
dent use of '.vater to meet the goals of H:e \\lat:::r fr'J;P-~y PIaL ~j
promote best lliaLJ.gement ;r~ctices; including proyiding account
consumptio:: iEfeEnatxm to customers using th::: ~::t:::::T.~~
Create recreational opportunities for additional lakes.
Objective 4: Rcduce the n'.lIDbcr ofpri-':atc wells and septic Syst~li::; 'litl--r::: :.fte
'.'Iellhead ;rotection area bj' extending muni:i-pl-se'fn:r ~j v/atcr.
Increase awareness and education for natural resources and con-
servation.
27
nbl~~"'l."~ <:
~__"\.. .-e--:1"
-gevel~~ ~ommlHlity gardens.
Goal 4: PfetJ~{ UFriqtte r:a:ur~ ~xs in the City and unnexatiur: areas by promoting cn'li
ronmentally 3:::mitive de';elop:leilh
Implement a plan that supports sustainable energy resources production and con-
servation.
Objective 1: l)evel-Oy ~ k:.kJ ~X"k oo--SJ::..'Lybll Lake as ya..-t of subdi'lision.
Create standards and incentives for green buildings and energy
efficiency.
Objective 2: Develop '.va!:ldEg-j3ath ~a-tmit::; t3 Doerfield IsI~.d J2aflr.
Propose green standards for residential and commercial building
design and construction including incentives to encourage this
type of development.
Objective 3: Ge-~~ir:~s-t~ iffi~lemer.t r~forestativr: :LJ::..'1:lgement prcgr~r:. c.t
Lakefront Park.
Investigate partnership alternatives to sustain green efforts.
Otj~ctive 4: Identify and Fateet-~r.n:::: nattiral lli"C3.S for preservation, (e.g.
wi€iue-wat::::, :forest or tYP06rap-ky wet os-Pike ~~J area, Creek
sid~ EIX property).
aE;j-c~tive 5: Boo~xage-gre;,:r: t;,:-~:s bet\veen developr.lo.a::3 :r..e iliujC: :oa<hvays
to preserve th~ d3.turallook of Prior Lake-:
Objective 6: Propose "greJ~" ::;:andards for residen::ial ar.d J~ffiffief;,:ial building
desigr: x;.a-J3;}3t-meti3~ ir:cluding a finanoial ir:oentive to cnzuar
age-thi~ type-e-f ~eyelcpLeffi;-
CoalS: Asuur;,: :hat the City' 3 ~~k x;.j recreation facilities meet bo}~ tl-iC yc.ssP,::: J::..'1d::lC
ti',;,: r::::~~'JI grov;inE; J3ffiffi.Ufiity;
Objective 1: -geve~cy ~.1aster Pa:k :?lan (MPP) t3 incorporate Pcrk, ;\.tk~*o ma
Recreati3r: Ta::;-~~ Furce recvmmendations.
Implement ~ pkll"tfta.~ [{dyyB:i~ &'.:stainable energy resourc::: ylO
dee~~&E..
Objective 2: Work with cCLi::lUnity group3 a..'13-efgarizations to [{.}~~art x;. af-.
fort to ~::~oe the construction of suck }~ei~i:-ies-:-
Program energy generatb~ prajeet:: i~ :he CIP to a3:7Jf~ 1i.:'rXlcial
re3C~~;':3;
Objective 3: fNemee :Y.1going construction of such facilities.
28
Objective 4: p.urJU~ 3~Tr31lh.'lity !f...de near Pike :Sd,;:e;
abjcctive 5: Work witk pcrtners to dc'/ebJ: kffen; iE.~e:p;&atP.";,: ;,:;,:1lter.
Goal geveluJ: ane lL~in~dE. Sity pro-J:;,:Ftj".,.-f3fk::.:, p-~ayfiek~$ E.1itI--ft&t~al ~ea::; ~a an ;':-E..
56: vironmentally rcsp~E.$~cb :A'le aesthetically pleasing manner.
Develop a financial plan and timeline for the implementation of rill~lameffi the
Master Park Plan-t3f ;;.&tu~al resource ~'le nctWe p-~ayfields.
Objective I:
Objective 2:
Objective 3
Objective 4
Objective 5
Objective 6
Objective 7
Objective 8
Objectiye 9
Objectiye 10
Utilize 3dj" enyironmenta~}j" :friendly herbicides c:.::a-fert~E:;:;,:r3';
Encourage stewardship and o';mership of parks.
Conserve landscape water usage while max-~driZ{::g field m;a~.:l
ity during keCc';y use sensu!.:: u.'ld drought cycles.
Continuelmplement reforestation management program at City
parks.
Identify and protect prime natural areas for preservation (unique
water, forest, topographyypeg~J:Hy).
Create recreational opportunities for other lakes.
Encourage green belts between developments and major road-
ways to preserve the natural look of Prior Lake.
Pfl~~ LJi-&.-
Preserve and restore parks and lakes from human and "natural"
impacts.
Manage invasive species.
Restore native/natural habitat.
gevel~y ;,:ommooity ~.;leE:S-;
De';elop Pib Lak;,: ~{lfk-.
29
Transportation
The development and maintenance of an integrated and efficient local transit and transpor-
tation system is necessary to connect Prior Lake residents to the cultural, entertainment,
and employment opportunities located throughout the Twin Cities area and promote eco-
nomic development.~
Goall: Complete construction of all street and highway improvements as identified in
the adopted capital improvement program.
Objective 1: Complete reconstruction of CS}.IH 82 f1017. G&\~~ 21 to CS,,^~H
17 in cooperatbE 'v';ith Scott County.
Review Capital Improvement Plan and Transportation Im-
provement Plan annually to establish priorities and funding for
future projects.
Objeetiv~ 2: Complete reconstructi3E ~\n 12-ffe~ TH 12 te-G~AH 17-
in cooperation '"vith Scott County. First phasc to be TH 13 to
Pheasant Meadow Lane.
Objecti'le 3: Complete construJtklE ofCS,,^~H 21 from CSAH 12 to CS}..H 16
in. eoopemti~~ "Nith Scott C3~Et:,,,;
Goal 2 Work with local and regional partners to plan and construct roadways that will
meet future needs.
Objective 1: Acquire right-of-ways for future needs at time of initial con-
struction.
Objective 2: Construct roadways to be wide enough to meet traffic volumes
over the design life of the road.
Objective 3: Work with SCALE on Unified Transportation Plan.
Objective 4: Identify potential partners for projects.
Objective 5: Participate in Highway 169 Corridor Coalition.
Goal Identify additional opportunities for park-and-ride facilities and transit services.
~3: it: x:tbiy~:ion of nevI developmo~t i~ oooperatb~ with other agencies.
Objective
-l-;
Vi ork with Scott Count:,' ~j the Metropolitan Council to provide
appropriat~ ;fifk eE~ ri~~s e....-;.j other tram it ::nhancements.
30
Objective
1~:
Aggressively promote Laker Lines (commuter service and re-
verse communter service) and Local Laker Link (internal circu-
lator service) transit services in conjunction with BlueXpress.
Objective Monitor ridership to assure routes are meeting community needs.
2:3-:
Goal Implement alternative vehicle and pedestrian safety improvements to major ar-
~4: terials connecting schools, neighborhoods, Downtown, parks and trails.
Objective 1: Utilize Traffic Safety Committee to consider and recommend
safety improvements on roadways within the City.
Objectiyc 2: Identify design and infrastructure altelli~ti';-es-:t'cr y~destrian
safety in:.provemcntE: dang
Goal 5: Identify and develop alternative traffic corridors to mitigate congestion and pre-
serve a pedestrian-friendly downtown Prior Lake.
Objective 1: Partner with MnDOT and Scott County to plan and study alter-
natives for improving pedestrian access between "north" and
"south" Main Avenue at CR 21.
Objective 2: Construct CR 21 / Arcadia intersection.
Goal 6: Support orderly transition to the re-designation of CR 17 to state highway.
Objective 1: Work with MnDot and Scott County to upgrade TH 13 prior to
turn back.
Goal 7: Advocate to repeal legislative restrictions related to commuter rail line in Scott
County.
Objective 1: Identify priorities for studying alternative transportation infra-
structure.
Goal 8: Explore alternative transportation methods.
Objective 1: Identify priorities for studying alternative transportation infra-
structure.
Coal 4: Partner with MnDOT JLj Scott CeULty to dC'/ekp & p-~;:cr. for CSAH 21 that-ift-
eludes id~~t~fyir..g ~j developing altcrnath'e traffic corridor:; t3 :1'r:t:gate traffic
congcstior:, e.r.j...prest:{"";c ~ pOOes-:-rien :riendly, acceS3:~~~ %:x ~cl~e 9JWfi-
teWH-:
31
O~j;,:3ti\.;,: ~:
W;XX ';;ith Scott C~nt:;-t(; ~r:jatc the transpJrt~t~J:1 ~ortion of
:t~ ~ - ~h . .,~ _1 -
. u ..;~myr~ enSl. ~ y'r:l...
Objective 2:
Work -.'lith MnDOT and Scott County t~ Jtudy-GSAH 1 ';Land
C~u"E-:y Road 8 as possible maj:::;r frl'i;':i-i~1'3 ~onnccting Interstate
~o TH 169:
~.rt:..~ '1.
~_r.~
Study alternatives fuf impo';ffie; ~:aes.tf~~ a:e;)s{; btwecn
~t" ar..a ":;ffi:ltt" MuiE- Aveflu: ~t CS.^...H 21.
CoolS WOik 'l;:tt ~/fl'I9()T ~o :Jtuay,ftmd :lEd all:::;e:l:-o i~sources t~ uygma: TH 12.
~'l,"!+:..~ 1 .
~__cr,.e--t'"";
.\ctivcly reclassify TlI 1 }-:'o Mfl90T ~ritcria will support fund
ing of impro'lements.
Gbj:c{i';~
R:e~c.i:: u..'1 c3veeffi: t:::; 3~:-ur: State funding to cumpI~~ TIJ--l-3.
:;-c::ridor iLlFDvements.
Cool 6: Wurl<: witt ME-DOT and Scott County to :orLJtruct roadv;ays that \villlliaet-m-
tl:lfc, n.:,(,$;
Objecti-;e 1: Purel::.~c :::-ight of way f~:::- fuWi-C E-~eds at the time of initial con
struction.
Objective 2: G0-":1Jtmz.t icadv/ays to be -.vie: ~&1. tc lli~et 20 year traffic
volumes.
32
Safe and Healthy Community
Each member of the Prior Lake community has a responsibility to must engage in, support
and participate in fcfl:}~ m'ld iE.fu:::-.f.ll ~fforts to facilitate a safe, livable and healthy com-
munity for all persons.
Assure that resources are invested so that the police, fire, emergency services and
ambulance can accomplish their mission in a pro-active fashion considering our
changing community.
Goall:
Objective 1:
8l3je~ti';e 2-;
Objective
23-;
Objective
34:
Objective
4~:
Evaluate, implement and continue appropriate community-based
policing programs like DARE, Safety Camp and Citizen's Acad-
emy.
EfleJ:Zi:ge-aE.d f:~dJif::::k: 1-E. malt~ jurisdictional cffort3 t3 C;:-tt;:;'f
serve thz p<lhIk: safety needs of our C(}:C.F.lUFj:~. ~OO-MHz ~na
fiber optics). Done.
Work with adjacent communities, SMSC, County, State and Federal
government to be prepared for natural and man-made disasters (i.e.
A;<-~{l.-: ~.ffi pandemic).
Address traffic safety issues in the community through all appropri-
ate means.
Educate City employees regarding the challenges of an ethnically
and socio-economically diverse community; and the challenges cre-
ated by changes in the family structure.
Goal 2:
Encourage citizen participation in crime and violence prevention and treatment ef-
forts.
Objective 1: Support the efforts of Safe Haven for Youth, Southern Valley Alli-
ance for Battered Women, and similar organizations that provide
housing, protection and counseling services for victims of crime.
Objective 2: Partner with Community Education and others to support programs
intended to educate the public regarding care giving, parenting, drug
and alcohol impacts, financial matters, ethics, citizen responsibility,
the legal system, English as a Second Language, boat and snowmo-
bile safety, fire prevention, CPR, Defensive Driving, gun safety and
the like.
33
Goal 3:
Goal 4:
Objective 3: Support National Night Out.
Objective 4: Continue to offer safety and educational opportunities throughout
the community (e.g. Neighborhood Watch, Operation I.D., vacation
checks, car seat inspection).
Objective 5: .^..chic'/c rcsident pmicipaticF., use fcE.j U:Llerstanding oftl:e Tn:.ffi.e
Safety CClim::4ee;
Assist homeowners and neighborhood associations to become a vital element in
community health and safety.
Objective 1: Support and encourage the formation of new neighborhood associa-
tions that promote a sense of community.
Objective 2: Advise homeowner associations that police officers are available to
attend their annual meeting to discuss safety topics, concerns and
programs.
Objective 3: Distribute written, video and other information through homeowners
associations identifying the role that residents can play in commu-
nity safety.
Objective 4: Encourage homeowners to report crime.
Objective 5: Encourage actions to assist the emergency response system, e.g. ad-
dress numerals for all houses, CO alarms, fire alarm checks, first aid
basics.
Objcctivc 6: :gst~~iGh c. '.'31~toerism offiee at City Ha~l t~ F~.)Vide assistancc in
a-wide ::ange of yenues.
Promote ethical behavior in all aspects of government to preserve the public trust.
Objective 1: Review City Code, Bylaws and policies with the assistance of em-
ployees and make modifications as necessary.
Objective 2: Conduct orientation sessions for new employees and periodic train-
ing sessions for existing employees to promote ethics in individual
action and government processes and practices.
Objective 3 Create a retention and succession plan for key staff positions to as-
sure high quality leadership, continuity in customer service and in-
tegrity in all aspects of city government.
34
Goal 5:
Goal 6
Goal 7
Publicize community health and safety efforts.
Objective I: Include a semi-annual Police Chief column in local newspapers,
Wavelength, and report to the City Council.
Objective 2: Highlight police and neighborhood efforts on PLTV 15.
Objective 3: Highlight neighborhoods that participate in crime prevention efforts
at City Council meetings.
Objective 4: Share the good news about community safety, volunteerism and
available services through numerous media.
Objective 5: Write periodic "Did You Know That" columns regarding state or
local legal requirements.
Objective 6: Annually participate in community celebrations and police, fire and
ambulance open houses.
Value and support diversity to promote a safe and healthy community.
Encourage citizen participation in making healthy life choices.
Objective 1: Maintain a safe environment around parks and trails to encourage
use by citizens of all ages.
Objective 2: Partner with other groups to assist in encouragement of healthy
choices.
etj~~t:-;-e-3-; Encourage ~ealtsj.-eatffig ha~::&, f:hysi;;a~ &etivity Illld E'u:ld~g-wise
choices 'Nith regm-~s to pers3:'.a1 3afety;
Clbj-c;:tive 4: Paml::::: .;:ith-h~tk ;:arc proyiders, COIr.munity Edueati3E. JLj others
to support progrJrrfu i~:cndcd to ejue'Gte-the--p-~~~ie-reg::}d}ng-h~x:1t:.y
lifestyles.
35
Communication
I
Prior Lake will achieve its 2030 Vision and Strategic Plan through people who are aware
of and actively involved in their community's plans and partnerships. Energized and en-
gaged citizens who provide positive direction for the City and who are our advocates are
the key to advancing our Vision. Integral to this effort is a systematic means of objectively
assessing the achievements and progress being made to',vard achievement of the 2030 Vi-
sion and addressing issues identified by our residents.
Goall: Expand community understanding of the relevance and values found in all
components of the 2030 Vision and Strategic Plan.
nhl'l'lt:..,.., l'
~__r,.\,; .
Objective 2:
Objective
;1:
Objective
24:
POOli:;k a E.swG{ct:ter tha}-::rJr.l::lX"i;:-es-th~ ~l~~ ~j e;{~lfr~E.3--efteh
vision clement.
Provide updates ~E. every Wavelengts a~O'Jt-o-~F- ~'ici::;:1
clements at least onJ~ Ff year.
Celebrate the concepts and successes of Promote the 2030 Vi-
sion and Strategic Plan using all communication vehicles.
Show how plans, decisions and accomplishments fit the vision.
on the Web site and cable chJ.."lE.d that includes details and ex
planatioc Jf all aspects of th~ p-~~.
Continue updatin; Ej refreshing fcatrne storie-s ~E. ~1ll7.sdia
that demonstrate 2030 Visi3:: asoo::lpHshments. Publish a
2030 Vision and Strategic Plan booklet with the mission, vision
and each vision element.
Goal 2: Btw~~::;~, ~~~:-c'/~ =~ imp-~~ment a City wide cOl:l:E.unications plan. Continue
to revise and develop the Strategic Communications Plan.
Objective 1: Make information accessible, user-friendly and relevant to all
target audiences using tools that account for varying schedules
and differences.
. Provide information via multiple channels using "On De-
mand;" social media like Facebook and other changing
tools and technology.
. Continue to distribute small publications and newsletters in
brochure displays around the City.
. Expand Webcasting, search capabilities, visitor's guides
and Web realtors.
. Continue and expand e-news, Web streaming and cable TV
36
offerings.
Continue and expand use of the Prior Lake American.
Objective 2: Grow partnerships and share resources with schools and busi-
nesses.
· Implement new ways to share communication efforts (i.e.
putting City news in school publications).
· Support business by evaluating advertising on City's Web-
site and other communication vehicles.
· Bring in student beat reporters, offer job shadowing and
partner in a video program.
Objective 1: Ex-pe;;:d usefulness oftr..e Pri~r ~alre-,A.....-:l~rietlR i~e-Iu~
8'!\1';0 City colmr.FL: ?~r month.
oPress release:; &CDut City Fegmr.:-L: ~j services, events, etc.
oNewsletter ~s PLi\'. insert.
eE1(y&...-:jed coverage of the City.
Objective 2: ~j ~a:reach to O~rr:.iliUnity members through ';afl~as 'yvefk
and neighberhead-gfo~lp.
oExplor::1 a ~~e3fkood outreaok pn~grJ...r:..
oExpand productioE. uf-nr:raH p~l/liooti~-L: ~~ai:::k hitt~1"S") &...-:30
distE~at~ 1-E ~rochure holders around City.
oExpan3o ~ ne\>\' &tate of the City t~x :f~r 2~
.cPrty;ide earli::1; :.fue rr:.ore complet::1 EEit-ifieatiO~ tc r~~~}:5 ~f
improvement project::: 1-E tb CIP which v;ill ~ff~~{ 1heflr.
oConduct neighborhood to....& hall rr:.eetings at diffcreEt 1300-
tions v;ithh the City.
Objective 3: E~~p.~e jif~t ~ rr:.ail, \Vebsite and telecast interactix.::: :~tv.'een
eitkCE.S fr...1j the City Com:.eil, 8ity...M~iGgcr and City employ
ees-:
oProvi~:: :::gIHijT~~ Website for 3 m3i1 ji.s.t;ib>..:ti~11i3ts;
oBroadcast meetings of the P,^..S J.E.j L'\.C.
eBre;y1...x::1. ""?ri~ ~-cke PartnefJ" a G~' pregmm-CG ~~ T\~
.~s.ar;ey Wee U3e;::.
eGff;x iE.:o.."U:::{1-';e-f~r.n:r.
eGatkr ~ ,000 e m3i1 addresses for e neViS publications.
Objectiye 1: ~j e&~l~ ~alefflcn ~O'lerage of pJbli~ meetings to include:
oCity Council
oPlanning Commission
. Lake ,^..dvisory Co-mm.ittee
. "?-e;lc;; Adyisory C~UHnittee
oWeb cast pJblic meeting3 t3 t;:Cf"; ~~. iliarkets;
37
Objective 5: Keep nev.sletter fresh.
.~n..t..ll'~t.. m~
_...........u.........-::k.... ~
eErr.pka3:z~ features and less neViS
02030 Visioc ~d Strategio ~bn updates eaos }T.affih
oFeatures that reinforce ::;m~ll t)Vln values
eArtieleE: J.bout new devc1vpmcm!
Objecti'.c 6: Complet~ ::m X'.r.u~ communications rcport for Cour.oi~ ::c~
proval.
Caal3: ,,^..ssess residential and b~3iness perspectives regard-:ng issues facing the City.
Objective 1: G;:mdu~t"'res*b::ti-al :?c...,d bxiE.~ss/eommero:d 8VtT.en; sur.'ey in
the first quarter of 2008.
9bjeeti';~ Integru!~ J'.Y.vey results into th~ E.~xt update of2030 Visie:: eml
Strutegie Platr.-
Goal 3: Maintain the positive image of a clean and welcoming Prior Lake by shar-
ing its values, rules, guidelines and ordinances.
Objective 1: Communicate information regarding code enforcement in the
City.
Objective 2: Develop seasonal "Did You Know" messages regarding garage
sales, pets, vehicles in driveways, park trails, etc.
Objective 3: Educate residents about natural resources, conservation and re-
cycling.
Goal 4: Develop interactive communication methods.
Objective 1: Focus on innovate ways to disseminate information.
Objective 2: Develop ways to engage residents, solicit feedback and discuss
concerns via online interaction with the City and its elected of-
ficials.
GoalS: Continue tri-annual communications report for Council approval.
38
Section 5
Umbrella Issues
In a word - Partnerships
Umbrella issues are those of such importance that they cross boundaries and are integral
pieces of each of the 2030 Vision Elements of this plan. Throughout the long-range plan-
ning process, one issue, unanimously identified by each of the stakeholder groups was
PARTNERSHIPS.
It is no mistake that the committee identified the need to build and maintain productive
partnerships with residents, businesses, the County, other area governmental bodies, the
School District, and other civic organizations as a key element in making our 2030 Vision
a reality. The committee recognized that the people of Prior Lake, and their commitment
anc;l energy, are what make great things happen. That's why partnerships are so important.
Prior Lake is a great place. . . an exciting place. Through our partnerships, and our people,
we can make it even better.
39
Section 6
The Challenge
Problems?. ..or Opportunities?
Throughout this process, the long-range planning committee discussed many of the assets
of our community, as well as many of its issues.
The challenge for each of you as we confront those issues, whether as individuals or as
partners, is to search for ways to turn those issues into opportunities. Think creatively.
Draw from the vision the long-range planning committee has identified in these pages.
Find solutions that will bring us to our common goal. Tell your friends and co-workers and
neighbors, about the 2030 Vision that we defined together. Only then can our vision be-
come a reality.
40
-"" ,;,
III "1~
11
2030 Vision and Strategic Plan
Developed by our community....for our community
Adopted August 5, 2002
Revised February 2, 2004
Revised May 24,2005, Adopted June 6,2005
Revised February 13, 2007, Adopted May 7, 2007
Revised March 11,2009, Adopted November 2,2009
City of Prior Lake
4646 Dakota Street SE
Prior Lake, MN 55372
Phone 952.447.9800 - Fax 952.447.4245
1
Introduction
How We Got Here: The Strategic Planning Process
In 2002, the Prior Lake City Council adopted a set of City goals, among which was the
need to update the City's Strategic Plan in order to guide the City's growth and develop-
ment into the year 2020.
Consultant Carl Neu was hired to lead a committee of over 60 community volunteers, rep-
resenting a broad range of interests, through the long-range planning process. The com-
mittee included representation from many areas of the community: residents, businesses,
developers, education, senior citizens, youth, arts, athletics, faith-based organizations, civic
organizations, adjoining townships, County officials, SMSC representatives, police, fire
and other City staff.
The committee met four times, investing over 1000 collective hours, and identified the
critical issues facing the City. The issues identified included:
· Growth and Land Use Management, including growth/land use annexation, and
relationship between Downtown and the lake.
· Economic Vitality, including commercial development, financial resources,
economic base and Downtown redevelopment.
· City/Community Quality and Amenities, including youth and senior citizen ac-
tivities, trails, general amenities, housing stock and City aesthetics.
· City Services and Assets, including infrastructure and public safety.
· Preservation of Natural Resources, including environment and water quality.
· - Intergovernmental Cooperation & Partnering
· Community Leadership and Involvement
On June 12,2002, the committee crafted the initial version of this Strategic Planning
document to help guide the City into 2020. The purpose of the plan is two-fold. First, the
plan creates a Vision that will lead the community over the next 20 years. Second, the plan
is intended to initiate lasting partnerships. At the same time, the process created commu-
nity advocates to help the governing body and staff make this Vision into a reality. The
plan was adopted officially by the City Council in August 2002.
On October 8, 2003, a group of nearly 70 community representatives met to review, dis-
cuss and update the document focusing on the Mission Statement, Vision, and Vision
2
STRATEGIC PLANNING:
WHAT IS IT; WHY DO IT?
Communities are future seeking. But first, they must be able to imagine and decide what
they want the future to be. Secondly, they must decide how they are going to make this
desired future become a reality. Strategic leadership is a process that brings people to-
gether to think about the future, create a vision, and invent ways to make this future hap-
pen through determination, community teamwork, and disciplined actions. It is the pri-
mary function of leadership - to make things happen that would not happen otherwise and
prevent things from happening that might occur ordinarily. It is getting people to work
together to achieve common goals and aspirations; to transform visions into reality.
A strategic plan is a document recording what people think - a broad blueprint for positive
change that defines a vision and key outcomes that must occur to attain this vision. Other
implementation efforts and plans such as the comprehensive land use plan, financial plans,
and development and redevelopment plans are policy and decision making tools that assist
the community, council, and administration in achieving the vision.
A strategic leadership perspective and plan will challenge and stretch the community's
imagination in defining what is possible and test its will to commit to a great and exciting,
rather than "good enough" future. The strategic plan will forge and sustain the critical
partnerships and relationships that will translate the strategic plan into reality.
This Strategic Plan is a compass - a dynamic and continuous process about how a commu-
nity sees, thinks about, and creates, through decisive leadership and management commit-
ment and actions, the future it desires. It defines the long-term "big picture" framework
within which all policy, fiscal, administrative, and tactical decisions need to occur. It fo-
cuses the governing body on defining Ends and Results to be achieved and the man-
agement team on the Means necessary to achieve those Ends and Results.
4
2030 Vision and Strategic Plan
Quality
Community
Growth
Economic
Development
Strong
Financial
Management
Natural
Resources
Communication
Community
Capital
Assets
Downtown
Redevelopment
Housing
Quality
And
Diversity
Transportation
Safe and
Healthy Com-
munity
Budget and Capital Improvement Program Process
Long-term (five-year) Goals
Two- Y ear Focus Performance Objectives
Assessments/Communicate Results/Strategic Plan Update
5
The Team
We Can't Do It Without You!
This Strategic Plan is about teamwork. Even though the initial planning process is com-
plete, our job - the real work - is a continuous journey of achieving our vision of Prior
Lake's future. A Strategic Plan cannot become a reality without the participation and
commitment of each member of the team.
. Residents
. Businesses
. Civic Organizations
· School Districts
. Other Governments
· Shakopee Mdewakanton Sioux Community (SMSC)
. City Council
. City Staff
6
Mission Statement
Job One
The mission of the City of Prior Lake is to enhance the quality of life for current and future
citizens by providing quality services which result in a safe and healthy community; rec-
reation and leisure opportunities; preservation and effective use of lakes, parks and other
natural resources; economic vitality; and the promotion of partnerships, volunteerism and
civic pride for the community's diverse population.
7
The 2030 Vision
Prior Lake is a City which emphasizes its historical roots as a rural, recreation oriented
community with strong neighborhoods, a thriving Downtown and the feel of a small town
located within the heart of a vibrant suburban setting. The Senior/Community Center, City
Hall and Police Station provide the gateway to Downtown and Lakefront Park amenities.
The Downtown area draws its strength from its uniqueness, size and accessibility to the
lake and parks. In addition to meeting the service needs of the community, Downtown
Prior Lake offers something for everyone and is a destination place to spend the day social-
izing, shopping and dining.
Recognized as a leader with its three-fold recreation system, Prior Lake attracts visitors
from across the upper Midwest. The first focus consists of the City's lakes and numerous
natural areas dedicated to public use and preservation. The second focus includes the
many Community parks, play fields, neighborhood parks, and trails programmed for citi-
zens of all ages and interests. Through the City's integrated trail system, residents and
visitors can access every City park, residential neighborhood, school and many business
districts. Third, Prior Lake is recognized for the leisure opportunities showcased by many
recreational venues. Public and privately-owned golf clubs are prevalent throughout the
area along with the County regional park system.
Prior Lake is proud to be the home of the Shakopee Mdewakanton Sioux Community. The
City has a reputation for its positive working partnerships with the SMSC, the School Dis-
trict, other cities, townships, County, business community and numerous community or-
ganizations - seeking out cooperative ventures to benefit all concerned.
Prior Lake is a people place for a lifetime. Reflecting the region's diverse population,
residential neighborhoods are designed to offer a variety of homes, meeting housing needs
for all ages and lifestyles. Developments preserve the environment, provide for open
spaces and offer ready access to the transit and transportation systems that keep residents
within easy reach of the cultural and entertainment opportunities located throughout the
Twin Cities area.
Known for high-quality educational programs and intergenerationallearning opportunities,
and guided by their own Strategic Plans, the school districts serving Prior Lake prepare our
community learners to meet the challenges of the present and the future. Our school sys-
tems provide opportunities that constantly challenge learners of all ages to discover and
enhance their individual skills and talents.
Prior Lake enjoys a balanced and well-planned mix of retail, entertainment, social, office,
light industrial, high-tech, light manufacturing, and service business opportunities. Prior
8
Lake enhances the quality of life for its residents by providing diverse employment oppor-
tunities close to home.
Prior Lake government maintains a strong financial position providing quality services to
its residents while maximizing the value of the tax dollar. Ethical government is empha-
sized and citizen input is encouraged through interactive communications on all levels to
identify problems and develop mutually acceptable solutions. Program effectiveness and
services are monitored to assure cost-effectiveness with the customer in mind. Priority is
placed on aesthetics and the maintenance and replacement of infrastructure.
Prior Lake maintains its unique community identity through the recognition and celebra-
tion of our small town values of family, education, courage, pride, honesty and human
worth. V olunteerism, civic duty and community pride continue to enrich the City and its
residents.
9
2030 Vision Elements
Areas of Strategic Emphasis for the Future
The following 10 Vision Elements represent the areas of strategic importance identified by
the Long-Range Planning Committee which must be addressed in order to make Prior
Lake's 2030 Vision and Strategic Plan become a reality. The order of the Vision Elements
does not imply priority; all are of equal importance.
· Quality Community Growth
· Strong Financial Management
. Downtown Redevelopment
. Economic Development
· Housing Quality and Diversity
· Community Capital Assets
. Natural Resources
. Transportation
· Safe and Healthy Community
. Communication
Within each Vision Element, the primary achievements that must be reached are stated in
terms of an introductory statement defining the Vision Element followed by long-range
(five-year) goals to be pursued relative to the Vision Element. The goal statements reflect
the community's leadership priorities and direction providing the basis for the City and
other entities to define specific performance objectives (results) they must achieve toward
implementing the vision and goals. The City's approved two-year objectives put the plan
into action through clearly defined budgets, Capital Improvement Programs, and other pol-
icy priorities. The goals and two-year objective statements are reviewed and updated at
least biannually to assure they are current and reflect the community's desired future for
Prior Lake.
10
Quality Community Growth
Quality Community Growth is of paramount importance to Prior Lakes' citizens as our
population grows whether development occurs swiftly or more gradually. The challenges
include planning for the demand on municipal services, infrastructure, public facilities and
amenities while maintaining economic vitality in all market circumstances. The opportu-
nity is for Prior Lake to be characterized by the things our citizens cherish most: open and
natural settings accessible to all through trail and sidewalk system, small town feel, attrac-
tiveness of its lakes, recreational opportunities and community involvement.
Goal 1: Implement and periodically update the 2030 Comprehensive Plan to guide
growth of the City.
Objective 1: Incorporate changes in the document necessitated by develop-
ment, the economy, annexation, metropolitan or state mandates
to assure continuing relevancy of the document.
Objective 2: Implement and periodically update zoning and comprehensive
plan guidelines to preserve the small town feel through best de-
sign guidelines, best practices and community involvement.
Goal 2: Ensure that urban expansion occurs in a well-planned and orderly manner and
that annexed property is developed in accordance with the City's planning and
zoning requirements.
Objective 1: Identify and preserve through comprehensive planning and zon-
ing, acreage for future needs, e.g. commercial, school, park,
open space and residential uses.
Objective 2: Plan for infrastructure maintenance, improvements and identify
available revenue sources in the Capital Improvement Program.
Objective 3: Partner with the SMSC to ensure extension of infrastructure to
orderly annexation area.
Goal 3: Proactively engage our citizens in the planning process, and communicate
changes to the City Comprehensive Plan, ordinances, Capital Improvement Plan
and other plans as they occur.
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Goal 4: Protect residential and commercial properties.
Objective 1: Practice consistent proactive code enforcement including the
outdoor storage of inoperable or unlicensed vehicles.
Objective 2: Clean up areas which may pose a risk to the City's wellhead pro-
tection area or cause pollution to area surface water ponds, wet-
lands and lakes.
Objective 3: Create an ordinance for securing and maintaining abandoned
construction projects and foreclosed, vacant, absentee-owner,
and other such properties.
Goal 5: Maximize the efficiency of City services through cooperation and partnership.
Objective 1: Develop services in conjunction with other partners to maximize
cost effectiveness.
Objective 2: Partner with other public and private agencies for better and
more cost effective recreation programming.
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Community Capital Assets
Quality infrastructure (municipal utilities, parks, buildings, roadways, etc.) is the essential
capital cornerstone of a great and vibrant community. Such infrastructure must be com-
pleted in a timely manner using specifications which emphasize longevity and cost effec-
tiveness. Once installed, the City must maintain these assets to maximize productive life.
The interconnection of infrastructure with neighbors is desirable to protect against system
failures and improve cost effectiveness.
Goall: Construct infrastructure essential to the delivery of quality services to our
growing community.
Objective 1: Construct well #11 in accordance with the City's Water Supply
Plan.
Objective 2: Connect City Hall to Police Station with County-wide fiber op-
tic loop.
Objective 3: Use rolling stock replacement program based upon best practice
measures.
Goal 2: Acquire property for new community capital assets through subdivision proc-
ess in accordance with Comprehensive Plan including land for fire station,
elementary school, water system, park and transportation right-of-way.
Objective 1: Prepare a joint study to determine the feasibility to develop and
operate water system capital facilities with the SMSC.
Goal 3: Accelerate the annual street reconstruction and utilities replacement projects to
achieve safe, dependable streets and utilities.
Objective 1: Implement 1 0- Year Transportation Plan.
Objective 2: Communicate status of implementation to the public.
Goal 4: Plan for and fund ongoing infrastructure maintenance and replacement needs.
Objective 1: Develop and implement facilities management plan.
Goal 5: Provide leadership in environmental practices and energy conservation in City
fleet and buildings.
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Objective 1: Implement energy conservation plan for City fleet.
Objective 2: Recommend improvements to City building energy efficiency
including audits for each building.
Objective 3: Implement a public awareness program regarding energy con-
servation.
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Economic Development
A strong, diversified tax base is essential to ensuring the community's long-term economic
vitality. Prior Lake encourages high quality residential and business development.
Goal 1: Develop and implement a strategy to expand and diversify the City's business tax base
through current business retention and new business developments.
Objective 1: Utilize the Economic Development Advisory Committee to conduct
periodic meetings with existing Prior Lake businesses.
Objective 2: Utilize EDAC to assist entrepreneurs with business start-up and expan-
sion information.
Objective 3: Utilize EDAC to help attract businesses from outside of the community.
Goal 2: Ensure that land is available and designated in the Comprehensive Plan and Zoning Or-
dinance for current and future business (commercial and industrial) development within
the City and the orderly annexation area.
Objective 1: Regularly update the Comprehensive Plan to assure adequate land in-
ventory is retained for the business and economic development market
Prior Lake is most likely to serve.
Objective 2: Maintain a buildable lot inventory for commercial, industrial, residen-
tial and public purposes equal to at least two years' development vol-
ume.
Goal 3: Adopt streamlined zoning approval and building permit processes and regulations to
establish a reputation the Prior Lake provides customer-friendly development without
sacrificing the quality and effectiveness of City standards.
Goal 4: Work with the SCALE Unified Land Use and Transportation Coalition to support de-
velopment and improvement of transportation corridors that enhance economic devel-
opment.
Objective 1: Work to achieve goal that 50% of all Scott County residents will work
within Scott County.
Objective 2: Identify areas for future business development; plan and coordinate fu-
ture roadway improvements in and around those areas.
Objective 3: Work with SCALE to measure jobs in Prior Lake.
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GoalS: Develop and implement financing tools, resources and partnerships to facilitate eco-
nomic and business development.
Objective 1:
Objective 2:
Objective 3:
Periodically review and monitor the City's tax increment finance
policy and business subsidy policy to evaluate the prudence and ef-
fectiveness of each.
Explore joint ventures, investments, partnerships and funding with
other agencies, entities, businesses, school districts and government.
Consider an Economic Development Authority levy to assist with
economic development and redevelopment funding.
Goal 6: Identify and evaluate older commercial, industrial and residential properties for busi-
ness development/redevelopment potential.
Objective 1:
Objective 2:
Objective 3:
Annex property as it becomes available and rezone as appropriate.
Evaluate how to most cost effectively redevelop annexed property.
Facilitate redevelopment in accordance with the objective to provide
diversified employment close to employee's houses.
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Downtowl1 Redevelopment
The traditional downtown and adjacent Lakefront Park are unique community focal points
and destination attractions that contribute to the City's identity and offer opportunities for
recreation, employment, housing, shopping and dining.
Goal 1: Distinguish and identify the traditional downtown area in one comprehensive
document much like a site plan
Objective 1: Develop streets and intersections so they are identified as part
of traditional downtown and meet ultimate needs.
Objective 2: Develop sidewalks and trails to assure that traditional down-
town is pedestrian friendly, particularly in its connection of the
north and south segments across CR 21.
Goal 2: Ensure there is sufficient parking to meet traditional downtown needs now and
in the future.
Goal 3: Retain businesses in the traditional downtown which are consistent with the
VISiOn.
Objective 1: Offer economic development tools as appropriate to those busi-
nesses who wish to expand or renew their offices.
Objective 2: Work with businesses better suited for other areas in the city in
relocation efforts.
Goal 4: Seek out and encourage development and redevelopment of multi-use build-
ings which include residential with a combination of one or more of these uses:
commercial, retail or office.
Goal 5: Encourage community programs and events in downtown and Lakefront Park
area that promote a sense of community and maximize volunteerism.
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Strong Financial Management
The people of Prior Lake have a powerful vision and great hopes for the community's fu-
ture. For the 2030 Vision to become a reality, the City must ensure that there is financial
confidence in the city and that financial resources are available, in the amount and within
appropriate time frames, to fund the operating and capital costs associated with implement-
ing the Strategic Plan regardless of the pace of development. Financial strength includes
always assuring that financial resources are used to achieve maximum value for the lowest
reasonable expenditure needed to achieve the 2030 Vision.
Goal 1: Diversify and maximize the City property tax base with high quality development.
Objective 1: Encourage commercial/industrial development to create a good
mix of immediately available developable land in accordance
with the City's Comprehensive Plan.
Objective 2: Promote residential subdivisions which add high quality, high
value housing at all price points.
Goal 2: Identify and develop non-tax revenue sources transparently showing the ra-
tionale nexus for each fee.
Objective 1: Develop and grow non-tax revenue sources to minimize prop-
erty tax dependence.
Objective 2: Annually review and update general City license fees.
Goal 3: Minimize capital and operating costs and maximize service through collabora-
tive efforts with other public and private entities.
Objective 1: Pursue SCALE initiatives providing additional cost-saving op-
portunities (e.g. joint powers agreements, equipment sharing,
mutual aid, service swapping).
Goal 4: Identify and provide for the maintenance and replacement of infrastructure.
Objective 1: Analyze what soft and hard infrastructure will cost over time.
Objective 2: Analyze repair and replacement costs.
Objective 3: Program new and replacement City facility maintenance as part
of multi -year financial tools.
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GoalS: Foster transparency in taxes and fees by identifying how and when each is cal-
culated and used.
Goal 6: Establish a comprehensive financial management policy which addresses the
City's approach to fund balances, revenues, expenditures and debt.
Goal 7: Regularly compile, summarize and publish the results of the City's audit report
to be known as the "Financial Performance Standards" to ensure the financial
health of the City and communicate it to the public.
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Housing Quality and Diversity
The City of Prior Lake desires a wide variety of housing options to meet the needs of its
residents today and tomorrow.
Goall: Develop and implement a housing plan that provides opportunities for quality
diverse lifecycle housing.
Objective 1: Develop and implement strategies for meeting the housing
needs for all income levels including entry and median income
buyers and renters.
Goal 2: Undertake new initiatives for community and neighborhood involvement.
Objective 1: Encourage the implementation of housing and neighborhood
pride programs.
Objective 2: Provide information which allows/encourages residents to fa-
cilitate the creation of homeowner associations.
Goal 3: Encourage mixed-use developments especially in the Downtown area.
Objective 1: Assure that the small town feel is retained throughout the com-
munity.
Goal 4: Encourage the development of walk able neighborhoods where services needed
are immediately available.
Objective 1: Modify zoning standards to encourage greenway corridors.
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Natural Resources
The City's lakes and numerous natural areas enrich the lives of its residents and attract
visitors from around the area. They are the legacy to be left to future Prior Lake citizens.
These valued and unique natural amenities are key to preserving the quality of life in Prior
Lake.
Goal 1: Monitor and improve surface water quality in accordance with city water plans in part-
nership with stakeholders (i.e. lakes, ponds, wetlands, streams, storm water runoff and
non-point runoff).
Objective 1: Encourage construction of additional water quality facilities like rain
gardens, stormwater ponds and infiltration ponds; and encourage tree
planting as part of City improvement projects.
Objective 2: Promote water conservation and use runoff as a resource.
Objective 3: Preserve and restore parks and lakes from human and "natural" impacts.
Objective 4: Manage invasive species.
Objective 5: Assure erosion control/street cleaning in new development, redevelop-
ment and existing streets.
Objective 6: Assist in completion of the Prior Lake Channel Project and Prior Lake
outlet improvements.
Goal 2: Monitor and improve regional groundwater quality in accordance with City water plans
in partnership with stakeholders.
Objective 1: Promote water conservation and use runoff as a resource.
Objective 2: Preserve and restore parks and lakes from human and "natural" impacts.
Objective 3: Jointly plan and implement water conservation techniques and educa-
tional efforts with neighboring communities.
Objective 4: Expand conservation and communication efforts emphasizing efficient
use of ground water and promote best management practices including
providing account consumption information to customers using the
Internet.
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Objective 5: Reduce the number of private wells and septic systems within the well-
head protection area by extending municipal sewer and water.
Goal 3: Encourage connecting people with nature and developing an ethic of stewardship and
conservation of natural resources.
Objective 1: Connect trails in parks.
Objective 2: Encourage stewardship of parks.
Objective 3: Create recreational opportunities for additional lakes.
Objective 4: Increase awareness and education for natural resources and conserva-
tion.
Goal 4: Implement a plan that supports sustainable energy resources production and conserva-
tion.
Objective 1: Create standards and incentives for green buildings and energy effi-
cIency.
Objective 2: Propose green standards for residential and commercial building design
and construction including incentives to encourage this type of devel-
opment.
Objective 3: Investigate partnership alternatives to sustain green efforts.
GoalS: Develop a financial plan and time line for the implementation of the Master Park Plan.
Objective 1: Encourage stewardship of parks.
Objective 2: Continue reforestation management program at City parks.
Objective 3: Identify and protect prime natural areas for preservation (unique water,
forest, topography).
Objective 4: Create recreational opportunities for other lakes.
Objective 5: Encourage green belts between developments and major roadways to
preserve the natural look of Prior Lake.
Objective 6: Preserve and restore parks and lakes from human and "natural" impacts.
Objective 7: Manage invasive species.
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Transportation
The development and maintenance of an integrated and efficient local transit and transpor-
tation system is necessary to connect Prior Lake residents to the cultural, entertainment,
and employment opportunities located throughout the Twin Cities area and promote eco-
nomic development.
Goal 1: Complete construction of all street and highway improvements as identified in
the adopted capital improvement program.
Objective 1: Review Capital Improvement Plan and Transportation Im-
provement Plan annually to establish priorities and funding for
future projects.
Goal 2 Work with local and regional partners to plan and construct roadways that will
meet future needs.
Objective 1: Acquire right-of-ways for future needs at time of initial con-
struction.
Objective 2: Construct roadways to be wide enough to meet traffic volumes
over the design life of the road.
Objective 3: Work with SCALE on Unified Transportation Plan.
Objective 4: Identify potential partners for projects.
Objective 5: Participate in Highway 169 Corridor Coalition.
Goal 3: Identify additional opportunities for park-and-ride facilities and transit services.
Objective 1: Aggressively promote Laker Lines (commuter service and re-
verse commuter service) and Local Laker Link (internal circula-
tor service) transit services in conjunction with BlueXpress.
Objective 2: Monitor ridership to assure routes are meeting community needs.
Goal 4: Implement alternative vehicle and pedestrian safety improvements to major ar-
terials connecting schools, neighborhoods, downtown, parks and trails.
Objective 1: Utilize Traffic Safety Committee to consider and recommend
safety improvements on roadways within the City.
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GoalS: Identify and develop alternative traffic corridors to mitigate congestion and pre-
serve a pedestrian-friendly downtown Prior Lake.
Objective 1: Partner with MnDOT and Scott County to plan and study alter-
natives for improving pedestrian access between "north" and
"south" Main Avenue at CR 21.
Objective 2: Construct CR 21 / Arcadia intersection.
Goal 6: Support orderly transition to the re-designation of CR 17 to state highway.
Objective 1: Work with MnDOT and Scott County to upgrade TH 13 prior to
turn back.
Goal 7: Advocate to repeal legislative restrictions related to commuter rai1line in Scott
County.
Objective 1: Identify priorities for studying alternative transportation infra-
structure.
GoalS: Explore alternative transportation methods.
Objective 1: Identify priorities for studying alternative transportation infra-
structure.
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Safe and Healthy Community
Each member of the Prior Lake community has a responsibility to engage in, support and
participate in efforts to facilitate a safe, livable and healthy community for all persons.
Goall:
Assure that resources are invested so that the police, fire, emergency services and
ambulance can accomplish their mission in a pro-active fashion considering our
changing community.
Objective 1: Evaluate, implement and continue appropriate community-based po-
licing programs like DARE, Safety Camp and Citizen's Academy.
Objective 2: Work with adjacent communities, SMSC, County, State and Federal
government to be prepared for natural and man-made disasters (i.e.
pandemic).
Objective 3: Address traffic safety issues in the community through appropriate
means.
Objective 4: Educate City employees regarding the challenges of an ethnically and
socio-economically diverse community; and the challenges created by
changes in the family structure.
Goal 2:
Encourage citizen participation in crime and violence prevention and treatment ef-
forts.
Objective 1: Support the efforts of Safe Haven for Youth, Southern Valley Alliance
for Battered Women, and similar organizations that provide housing,
protection and counseling services for victims of crime.
Objective 2: Partner with Community Education and others to support programs
intended to educate the public regarding care giving, parenting, drug
and alcohol impacts, financial matters, ethics, citizen responsibility,
the legal system, English as a Second Language, boat and snowmobile
safety, fire prevention, CPR, Defensive Driving, gun safety and the
like.
Objective 3: Support National Night Out.
Objective 4: Continue to offer safety and educational opportunities throughout the
community (e.g. Neighborhood Watch, Operation J.D., vacation
checks, car seat inspection).
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Goal 3:
Goal 4:
Goal 5:
Assist homeowners and neighborhood associations to become a vital element in
community health and safety.
Objective 1: Support and encourage the formation of new neighborhood associa-
tions that promote a sense of community.
Objective 2: Advise homeowner associations that police officers are available to
attend their annual meeting to discuss safety topics, concerns and pro-
grams.
Objective 3: Distribute written, video and other information through homeowners
associations identifying the role that residents can play in community
safety.
Objective 4: Encourage homeowners to report crime.
Objective 5: Encourage actions to assist the emergency response system, e.g. ad-
dress numerals for all houses, CO alarms, fire alarm checks, first aid
basics.
Promote ethical behavior in all aspects of government to preserve the public trust.
Objective 1: Review City Code, Bylaws and policies with the assistance of em-
ployees and make modifications as necessary.
Objective 2: Conduct orientation sessions for new employees and periodic training
sessions for existing employees to promote ethics in individual action
and government processes and practices.
Objective 3: Create a retention and succession plan for key staff positions to assure
high quality leadership, continuity in customer service and integrity in
all aspects of city government.
Publicize community health and safety efforts.
Objective 1: Include a semi-annual Police Chief column in local newspapers,
Wavelength, and report to the City Council.
Objective 2: Highlight police and neighborhood efforts on PLTV 15.
Objective 3: Highlight neighborhoods that participate in crime prevention efforts at
City Council meetings.
Objective 4: Share the good news about community safety, volunteerism and
available services through numerous media.
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Goal 6:
Goal 7:
Objective 5: Write periodic "Did You Know That" columns regarding state or local
legal requirements.
Objective 6: Annually participate in community celebrations and police, fire and
ambulance open houses.
Value and support diversity to promote a safe and healthy community.
Encourage citizen participation in making healthy life choices.
Objective I: Maintain a safe environment around parks and trails to encourage use
by citizens of all ages.
Objective 2: Partner with other groups to assist in encouragement of healthy
choices.
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Communication
Prior Lake will achieve its 2030 Vision and Strategic Plan through people who are aware
of and actively involved in their community's plans and partnerships. Energized and en-
gaged citizens who provide positive direction for the City and who are our advocates are
the key to advancing our Vision. Integral to this effort is a systematic means of objectively
assessing the achievements and progress of the 2030 Vision and addressing issues identi-
fied by our residents.
Goal 1: Expand community understanding of the relevance and values found in all
components ofthe 2030 Vision and Strategic Plan.
Objective 1: Celebrate the concepts and successes of the 2030 Vision and
Strategic Plan using all communication vehicles. Show how
plans, decisions and accomplishments fit the vision.
Objective 2: Publish a 2030 Vision and Strategic Plan booklet with the mis-
sion, vision and each vision element.
Goal 2:
Continue to revise and develop the Strategic Communications Plan.
Objective 1: Make information accessible, user-friendly and relevant to all
target audiences using tools that account for varying schedules
and differences.
. Provide information via multiple channels using "On De-
mand," social media like Facebook and other changing
tools and technology.
. Continue to distribute small publications and newsletters in
brochure displays around the City.
. Expand Webcasting, search capabilities, visitor's guides
and Web realtors.
. Continue and expand e-news, Web streaming and cable TV
offerings.
. Continue and expand use of the Prior Lake American.
Objective 2: Grow partnerships and share resources with schools and busi-
nesses.
. Implement new ways to share communication efforts (i.e.
putting City news in school publications).
. Support business by evaluating advertising on City's Web-
site and other communication vehicles.
. Bring in student beat reporters, offer job shadowing and
partner in a video program.
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Goal 3: Maintain the positive image of a clean and welcoming Prior Lake by sharing
its values, rules, guidelines and ordinances.
Objective 1: Communicate information regarding code enforcement in the
City.
Objective 2: Develop seasonal "Did You Know" messages regarding garage
sales, pets, vehicles in driveways, park trails, etc.
Objective 3: Educate residents about natural resources, conservation and re-
cycling.
Goal 4: Develop interactive communication methods.
Objective 1: Focus on innovative ways to disseminate information.
Objective 2: Develop ways to engage residents, solicit feedback and discuss
concerns via online interaction with the City and its elected of-
ficials.
GoalS: Continue tri-annual communications report for Council approval.
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Section 5
Umbrella Issues
In a word - Partnerships
Umbrella issues are those of such importance that they cross boundaries and are integral
pieces of each of the 2030 Vision Elements of this plan. Throughout the long-range plan-
ning process, one issue, unanimously identified by each of the stakeholder groups was
PARTNERSHIPS.
It is no mistake that the committee identified the need to build and maintain productive
partnerships with residents, businesses, the County, other area governmental bodies, the
School District, and other civic organizations as a key element in making our 2030 Vision
a reality. The committee recognized that the people of Prior Lake, and their commitment
and energy, are what make great things happen. That's why partnerships are so important.
Prior Lake is a great place...an exciting place. Through our partnerships, and our people,
we can make it even better.
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Section 6
The Challenge
Problems?. ..or Opportunities?
Throughout this process, the long-range planning committee discussed many of the assets
of our community, as well as many of its issues.
The challenge for each of you as we confront those issues, whether as individuals or as
partners, is to search for ways to turn those issues into opportunities. Think creatively.
Draw from the vision the long-range planning committee has identified in these pages.
Find solutions that will bring us to our common goal. Tell your friends and co-workers and
neighbors, about the 2030 Vision that we defined together. Only then can our vision be-
come a reality.
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