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Memo
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Date: July 2, 2010
To: Mayor Myser and Member of the City Council
From: Frank Boyles, City Manager
Subject: July 6, 2010 Work Session
Attached for your information are the following:
• Work Session Agenda
• Memo regarding the 2030 Vision and Strategic Plan
• Memo regarding the Economic Development Authority
We hope to wrap up the Council's previous discussion about 2030 Vision and Strategic Plan goals,
objectives and priorities, and then spend the bulk of our time discussing the role and responsibilities of the
Economic Development Authority. We will have a powerpoint on the EDA item as well in hopes of
organizing the written report you have already received.
Phone 952.447.9800 /Fax 952.447.4245 / www.cityofpriorlake.com
4646 Dakota Street SE
Prior Lake, MN 55372
CITY COUNCIL WORK SESSION
AGENDA
Tuesday, July 6, 2010 (5pm)
Prior Lake City Hall
1. 2030 Vision and Strategic Plan 2011 Goals and Objectives
2. Economic Development Authority Role, Structure, and Development
Goals
3. Other Issues
Phone 952.447.9800 /Fax 952.447.4245 / www.cityofpriorlake.com
4646 Dakota Street SE
Prior Lake, MN 55372
CITY COUNCIL WORK SESSION REPORT
MEETING DATE: June 21, 2010
PREPARED BY: Frank Boyles, City Manager
TOPIC: Review of 2030 Goals and Obi tives for 2011
DISCUSSION: Introduction
The purpose of this report is to provide background information so the
City Council will be able to provide the staff with direction regarding
City Council Goals and Objectives for 2011.
Histow
The 2030 Vision and Strategic Plan was first adopted in 2002. It has
been reviewed and updated five times by the Long Range Planning
Committee, which consists of Prior Lake area residents with a wide
array of perspectives. At the last City Council work session, the
Council agreed that the 2030 Vision and Strategic Plan should be
updated by the Long Range Planning Committee every 24 months;
and that the session should be scheduled in June of the odd-
numbered year following an even-year election so that any new
Council members will have at least six months "on the job" experience
before participating in this process. In the spring of the even-
numbered years (starting with this year), the City Council will review
the 2030 Vision and Strategic Plan with staff to provide direction on
desired accomplishments.
During the course of this year, the City Council has already reviewed
and discussed numerous major City policy questions which are closely
related to the 2030 Goals and Objectives in work sessions. Many of
these topics are directly related to the most important services we
provide. The work session topics we have already discussed are:
January 2030 Vision and Strategic Plan Goals and Objectives for
2010 accomplishment.
February Long range financial planning overview including our
various matrices and plans (transportation, equipment,
parks, facilities, fund balance reserves and debt).
February Transportation Plan in depth (projects, funding and tax
levy).
March Sewer and water rate study.
March Fund balance reserves.
April Capital Improvement Program 2011-2015.
April 2011 budget service priorities and property tax impacts.
May Board of Appeal and Equalization.
May 2009 Audit.
June Work session format and process for updating 2030
Vision.
M:ICOUNCIUWork Sessiont2010106 21 10 review 2030 goals and abjectives.dac
June. 2030 Vision and Strategic Plan Goals and Objectives for
2011.
Considered individually or together, these are major topics for City
Council policy setting. While not all have been fully addressed, the
Council has had the opportunity for discussion and providing staff
direction for upcoming meetings.
Current Circumstances
At tonight's work session, the staff is seeking the City Council's input
on the Goals and Objectives which are priorities for 2011 achievement.
With this information we can assess the resources it may take to
achieve each, and/or estimate the impact upon the budget.
I will spend 20 minutes or less going over the attached status report on
2010 Goals and Objectives, commenting upon the extent to which the
staff believes that each will be completed this year. With this
information, the Council can discuss their high priority projects for
2011.
Conclusion
The Council should provide direction regarding the high priority
objectives they would like the staff to incorporate into the first draft of
the 2011 budget. The staff. will incorporate this information in the draft
2011 budget so the City Council can see the price impacts.
ISSUES: There are a considerable number of Goals and Objectives that are
repeated every year. Each year we have debated whether those
Goals and Objectives should be included in the document. The benefit
of leaving them in the document is the knowledge that they exist, are
important and claim a significant amount of staff time and energy.
During the course of each year, inevitably Council members
individually introduce suggestions that the staff do new research or
even implement new programs. This can occur at or outside of
Council meetings. If all five Council members are submitting new
work, the impact upon the .staff's ability to accomplish the 2030 Vision
and Strategic Plan Goals and Objectives is considerably undermined.
For this reason, the staff direction process is especially important for
the City Council to follow. Through this process the Mayor or Council
member may add an item to the agenda. The City Council can then
vote on the proposal, whether it is to perform research or modify a
program, and the staff can report on the impact the new work will have
on accomplishment of Goals and 'Objectives.
FINANCIAL IMPACT: To be determined.
ALTERNATIVES: 1. Provide the staff with the Council's priorities for completion in 2011.
2. Defer the matter for another work session.
RECOMMENDATION: Alternative #1.
M:I000NCIUWork Session12014106 21 10 reviewr 2030 goals and objectives.doc 2
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~NvES~o~~'- 2030 Vision and Strategic Plan
Developed by our community....for our community
Adopted August S, 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
Status Report on 2010 progress toward
implementation of goals and objectives.
*Asterisked goals and objectives are those
given priority in 2010,. but others may also
receive staff attention.
City of Prior Lake
4646 Dakota Street SE
Prior Lake, MN 55372
Phone 952.447.9800 -Fax 952.447.4245
1
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 opportuni-
ty 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.
- Ready to award contract for update of 2003 McCombs De-
velopment Potential Study.
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.
- Working on Green Ordinance, but may not be done this
year.
Goal 2: Ensure that urban expansion occurs in awell-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.
- Done annually.
Objective 3: Partner with the SMSC to ensure extension of infrastructure to
orderly annexation area.
Goa13: 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.
2
Goa14: Protect residential and commercial properties.
~ Objective 1: Practice consistent proactive code enforcement including the
outdoor storage of inoperable or unlicensed vehicles.
- Code enforcement officer engaged in this effort. In excess of
200 code enforcement cases of all kinds worked on annually.
~ 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.
- Worked with property owners within the Welcome Avenue
Industrial Park to assist them in coming into compliance with
City Code and limiting outdoor storage that could pose a ha-
zard to the wellhead protection area. This is an ongoing in-
itiative.
- Worked with Scott County staff to move non-permitted out-
door storage off a parcel of Township property that is within
our wellhead protection area. This will be completed within
the next 60 days.
~ Objective 3: Create an ordinance for securing and maintaining abandoned
construction projects and foreclosed, vacant, absentee-owner,
and other such properties.
- Done.
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.
- Working with Shakopee, Savage and Scott County on a mas-
ter Street Maintenance agreement to eliminate overlap and
deliver more efficient services.
- Attempted to work with the Watershed; however, no cost-
saving arrangements have been reached to date.
Objective 2: Partner with other public and private agencies for better and
more cost effective recreation programming.
- Continuing partnership with Community Education to share
programming ideas, on-line debit/credit card technology,
marketing media, and space at Club Prior.
- Expanded Teen programming via partnership with Commu-
nity Education, utilizing Club Prior, and partnering with
Maui Wowi.
- Exploring partnership with Triple Play Sports to support teen
programming.
- Investigated improving concession offerings at beaches
through outsourcing to private vendor /restaurant.
- Explored opportunities with YMCA; have not found com-
mon areas of interest to both parties yet.
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.
Goal l: 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.
- Well #10, not #11, is scheduled for construction in 2011.
~ Objective 2: Connect City Hall to Police Station with County-wide fiber op-
tic loop.
- Connected through County to State-offered broadband.
Savings of approximately $2700/year.
- Exploring additional opportunities with SCALE and County
for utilizing fiber inter-connect.
~ Objective 3: Use rolling stock replacement program based upon best practice
measures.
- Implemented a rolling stock standard analysis that evaluates
each piece of equipment in seven areas prior to recommen-
dation.
Goa12: Acquire property for new community capital assets through subdivision
process 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.
- 2011-2015 CIP moves the acceleration forward.
- 2010 resurfacing project is the largest resurfacing project
ever undertaken by the City.
Objective 1: Implement 10-Year Transportation Plan.
Objective 2: Communicate status of implementation to the public.
4
Goal 4: Plan for and fund ongoing infrastructure maintenance and replacement needs.
- Prepared draft ten-year Sewer, Water and Water Quality
Capital and Long Range Budget plans.
~ Objective 1: Develop and implement facilities management plan.
- In process.
Goal 5: Provide leadership in environmental practices and energy conservation in City
fleet and buildings.
- In 2009, began phasing out squads as inspection vehicles
and instead using high mpg small cars.
~; Objective 1: Implement energy conservation plan for City fleet.
- Energy type and efficiency are evaluated as part of every
equipment replacement.
~ Objective 2: Recommend improvements to City building energy efficiency
including audits for each building.
- An energy audit has been conducted for the maintenance
facility thus far.
~ Objective 3: Implement a public awareness program regarding energy con-
servation..
- City Website provides energy audit information for all utili-
ty companies.
- Provide helpful tips on energy conservation and links that
can provide more information.
5
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-
duct periodic meetings with existing Prior Lake businesses.
- The EDAC has ongoing initiative where each member meets
with local businesses for business retention. Results are com-
plied in a database that can be used to track trends and areas
where we look to assist our local businesses further.
~ Objective 2: Utilize EDAC to assist entrepreneurs with business start-up and
expansion information.
- EDAC members meet and talk with possible future business
owners or existing business owners in regards to start-up or
expansion opportunities.
~ Objective 3: Utilize EDAC to help attract businesses from outside of the
community.
- The EDAC is available to contact business owners from out-
side the community.
Goa12: Ensure that land is available and designated in the Comprehensive Plan and Zon-
ing Ordinance for current and future business (commercial and industrial) devel-
opment within the City and the orderly annexation area.
Objective 1: Regularly update the Comprehensive Plan 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, res-
idential and public. purposes equal to at least two years' develop-
ment volume.
- Present residential and commercial lot inventory will be suffi-
cient for two years.
Goal 3: Adopt streamlined zoning approval and building permit processes and regula-
~ tions to establish a reputation the Prior Lake provides customer-friendly devel-
opment without sacrificing the quality and effectiveness of City standards.
- In June 2009, a revised Zoning Ordinance was approved.
- A revised Sign Ordinance is due to be completed and adopted
by the City Council early inAugust of 2010.
6
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.
Goa14: Work with the SCALE Unified Land Use and Transportation Coalition to sup-
~ port development and improvement of transportation corridors that enhance eco-
nomic development.
- Ongoing.
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 coordi-
nate future roadway improvements in and around those areas.
- Working to evaluate CR 21 in relation to the downtown.
~ Objective 3: Work with SCALE to identify the number and types of jobs in
Prior Lake.
- Ongoing.
Goal 5: Develop and implement financing tools, resources and partnerships to facilitate
~ economic and business development.
- Created a land inventory (Web-based) that lists commercial,
office, and industrial property (land or buildings) for sale
and/or lease in the City. Site visits made and photos uploaded
to the Internet with pertinent information for potential buyers
/ lessees.
~ Objective 1: Periodically review and monitor the City's tax increment finance
policy and business subsidy policy to evaluate the prudence and
effectiveness of each.
- Ongoing initiative with the ability to utilize Tax Increment
Financing, Tax Abatement, and 429 financing to facilitate
economic development.
- Reviewing all certified TIF districts to assure that they are in
compliance.
Objective 2: Explore joint ventures, investments, partnerships and funding
with other agencies., entities, businesses, school districts and gov-
ernment.
- Working with the Chamber of Commerce to facilitate com-
munication and look for opportunities to create partnership
links to assist with business recruitment and retention.
Objective 3: 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
business development/redevelopment potential.
~ Objective 1: Annex property as it becomes available and rezone as appropri-
ate.
7
- Within the next year, approximately six acres of land at Re-
were Way and CR 21 will be annexed into the city (as a part of
the Orderly Annexation Agreement).
- Other opportunities for annexation will largely remain devel-
oper driven.
Objective 2: Evaluate how to most cost effectively redevelop annexed proper-
ty.
Objective 3: Facilitate redevelopment in accordance with the objective to
provide diversified employment close to employee's houses.
Goal 1: Distinguish and identify the historic downtown area in one comprehensive doc-
~ ument much like a site plan
~ Objective 1: Develop streets and intersections so they are identified as part of
historic downtown and meet ultimate needs.
- Planning for upcoming street projects (Main / TH 13 / Arca-
dia / CR 21) includes enhanced streetscaping to distinguish
these areas.
- Working to evaluate the ultimate alignment and access points
for CR 21 in respect to the downtown area.
Objective 2: Develop sidewalks and trails to assure that historic downtown is
pedestrian friendly, particularly in its connection of the north and
south segments across CR 2 L
Goa12: Ensure there is sufficient parking to meet historic downtown needs now and in
the future.
Goa13: Retain businesses in the historic 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.
- Opportunities exist for appropriate Tax Increment Financing,
Tax Abatement, and 429 financing. This is an ongoing initia-
tive.
Objective 2: Work with businesses better suited for other areas in the city in
relocation efforts.
Goa14: Seek out and encourage development and redevelopment of multi-use buildings
which include residential with a combination of one or more of these uses:
commercial, retail or office.
Goa15: Encourage community programs and events in downtown and Lakefront Park
~ area that promote a sense of community and maximize volunteerism.
- Done. Rotary Lakefront Jazz & Blues Festival, Domestic
Abuse Awareness Walk.
9
The historic 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.
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 l: 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.
Goa12: Identify and develop non-tax revenue sources transparently showing the ratio-
nale nexus for each fee.
Objective 1: Develop and grow non-tax revenue sources to minimize proper-
ty tax dependence.
~ Objective 2: Annually review and update general City license fees.
- Fees reviewed as part of the 2011 budget process.
Goa13: Minimize capital and operating costs and maximize service through collabora-
tive efforts with other public and private entities.
~ Objective l: Pursue SCALE initiatives providing additional cost-saving op-
portunities (e.g. joint powers agreements, equipment sharing,
mutual aid, service swapping).
Building inspections mutual aid agreement in place.
- Opportunities explored with Scott County, School District
and athletic organizations for collaboration in information
Technology and parks maintenance.
- Exploring sharing office space at City Hall.
- Working with County to move City GIS data into County
system for on-going technology support.
- Participate on SCALE subcommittee to investigate further
10
technology sharing opportunities such as VOIP, software li-
censing, help desk support, etc.
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.
- Facilities Management Plan will be discussed at the
September 7 Council work session. Adoption of plan sche-
d~led for September or October.
Goa15: Foster transparency in taxes and fees by identifying how and when each is cal-
~ culated and used.
- Communicated (as part of the 2008 & 2009 Financial Per-
formance Standards) additional information regarding prop-
erty tax rates----differentiation between tax capacity based
and market value based.
- Included debt analysis showing the impact of CIP on future
debt levels and property taxes to pay future debt.
- Expect to include information about each of the fees in the
2011 budget process.
Goa16: Establish a comprehensive financial management policy which addresses the
~ City's approach to fund balances, revenues, expenditures and debt.
- Fund balance reserve policy discussion scheduled for the
July 19 work session.
Goa17: 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.
- 2009Financial Performance Standards presentation at
June 21 Council meeting.
- Will publish in the July 10 Wavelength.
11
The City of Prior Lake desires a wide variety of housing options to meet the needs of its
residents today and tomorrow.
Goal l: 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.
Goa12: 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 faci-
litate the creation of homeowner associations.
- To be done at Neighborhood Park Parties.
Goa13: 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 walkable neighborhoods where services needed
are immediately available.
Objective 1: Modify zoning standards to encourage greenway corridors.
12
Goal l: Monitor and improve surface water quality in accordance with city water plans
in partnership with stakeholders (i.e. lakes, ponds, wetlands, streams, storm wa-
ter runoff and non-point runoff).
~ Objective 1: Encourage construction of additional water quality facilities like
rain gardens, stormwater ponds and infiltration ponds; and en-
courage tree planting as part of City improvement projects.
- The CR 12 and Brooksville Hills 2"a Addition projects both
have included water quality facilities.
~ Objective 2: Promote water conservation and use runoff as a resource.
- Project at the Ponds Park to utilize stormwater runoff for ir-
rigation.
- Working with ISD 719 and the Deerfield Condo Association
on an irrigation reduction program that targets large scale ir-
rigation users.
- Installed a subsurface runoff storage system as part of the
CR 12 project at Sunset Hills Park under the turf areas to
analyze the potential for irrigation reduction.
~ Objective 3: Preserve and restore parks and lakes from human and "natural"
impacts.
- Pike Lake Park improvements completed this year.
~ Objective 4: Manage invasive species.
- Program to educate citizens on the negative impacts of Buck-
thorn.
- Facilitate the lending of weed wrenches to local citizens and
community groups.
- Working with the County on a County-wide Ash Borer plan
and implementing a "sister" tree plan to offset future tree
loss.
- Annual survey and follow-up action to contain oak wilt.
- Provide education on the department Website assisting citi-
zens with species identification.
13
The City's lakes and numerous natural areas enrich the lives of its residents and attract vis-
itors 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.
Objective 5: Assure erosion control/street cleaning in new development, re-
development and existing streets.
- Aggressive street sweeping program keeps sediment and nu-
trients out of our lakes.
- Erosion control and stabilization are a priority.
Objective 6: Assist in completion of the Prior Lake Channel Project and Prior
Lake outlet improvements.
- Watershed, City of Shakopee and SMSC partner with us on
completion of outlet channel improvements.
Goa12: Monitor and improve regional groundwater quality in accordance with City wa-
terplans 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
educational efforts with neighboring communities.
- With Scott County and the Watershed through the SWCD
provide educational program to residents about groundwater,
water use and water quality education.
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.
~ Objective 5: Reduce the number of private wells and septic systems within
the wellhead protection area by extending municipal sewer and
water.
- Eliminate sewer services and private wells in the old indus-
trial park in 2010 by hooking up the Integra Maintenance
Facility.
Goa13: Encourage connecting people with nature and developing an ethic of steward-
ship 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 con-
servation.
14
- With Scott County and the Watershed through the SWCD
provide educational program to residents about groundwater,
water use and water quality education.
Goa14: Implement a plan that supports sustainable energy resources production and
conservation.
Objective 1: Create standards and incentives for green buildings and energy
efficiency.
Objective 2: Propose green standards for residential and commercial building
design and construction including incentives to encourage this
type of development.
Objective 3: Investigate partnership alternatives to sustain green efforts.
Goa15: Develop a financial plan and timeline 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.
- Constructing the ;Raymond Avenue park -creating access to
800 feet of Lakeshore on Spring Lake for the public, includ-
ing afishing pier and dock.
Objective 5: Encourage green belts between developments and major road-
ways 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.
- Buckthorn removal program.
15
Goal 1: Complete construction of all street and highway improvements as identified in
the adopted capital improvement program.
- Ongoing.
Objective l: 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.
- Ongoing.
Objective 4: Identify potential partners for projects.
~ Objective 5: Participate in Highway 169 Corridor Coalition.
- Ongoing.
Goal 3: Identify additional opportunities for park-and-ride facilities and transit services.
~c - Report to Council scheduled for August 2.
~ 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 B1ueXpress.
- Ongoing.
~ Objective 2: Monitor ridership to assure routes are meeting community needs.
Goa14: Implement alternative vehicle and pedestrian safety improvements to major ar-
terials connecting schools, neighborhoods, downtown, parks and trails.
- Ongoing.
16
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.
Objective 1: Utilize Traffic Safety Committee to consider and recommend
safety improvements on roadways within the City.
Goa15: Identify and develop alternative traffic corridors to mitigate congestion and pre-
~ serve apedestrian-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.
- Initial study completed. Additional study under way.
Objective 2: Construct CR 21 / Arcadia intersection.
- Arcadia/CR 21 Design to commence later in 2010 with con-
struction scheduled for 2011.
Goa16: 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.
Goa18: Explore alternative transportation methods.
Objective 1: Identify priorities for studying alternative transportation infra-
structure.
17
Goal 1: Assure that resources are invested so that the police, fire, emergency services
and ambulance can accomplish their mission in apro-active fashion consider-
ing our changing community.
- The Prior Lake Fire Relief Association coordinates two
fund raising community events. The Spring Dance and the
Annual Chicken BBQ. These are well attended by the
community and surrounding Fire Department members.
~ Objective 1: Evaluate, implement and continue appropriate community-
based policing programs like DARE, Safety Camp and Citi-
zen's Academy.
- Ongoing.
~ Objective 2: Work with adjacent communities, SMSC, County, State and
Federal government to be prepared for natural and man-made
disasters (i.e. pandemic).
- Ongoing.
~; Objective 3: Address traffic safety issues in the community through appro-
priate means.
- Traffic Safety Committee added two resident members and
will be meeting more frequently.
~ Objective 4: Educate City employees regarding the challenges of an ethni-
cally 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 treat-
ment efforts.
~ 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 vic-
tims of crime.
- Ongoing.
18
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.
~ Objective 2: Partner with Community Education and others to support pro-
grams 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.
- Safe boating classes recently completed with Community
Ed.
- .Snowmobile Advisory Committee continues work to make
snowmobiling safe in Prior Lake.
~ Objective 3: Support National Night Out.
- Ongoing.
~ Objective 4: Continue to offer safety and educational opportunities
throughout the community (e.g. Neighborhood Watch, Opera-
tion I.D., vacation checks, car seat inspection).
- Ongoing and various aspects are offered by both Police
and Fire.
- The Prior Lake Fire Safety Camp is scheduled Friday July
16.
- Fire Department gives numerous fire station tours to Scout
Troops, day cares and other children organizations.
- Fire Department hosts an Open House in conjunction with
National Fire Prevention Week in October -alternating be-
tween the two fire stations with 2010 at Station 2.
Goa13: Assist homeowners and neighborhood associations to become a vital element
in community health and safety.
- Ongoing -part of the above objective.
Objective 1: Support and encourage the formation of new neighborhood
associations that promote a sense of community.
~ Objective 2: Advise homeowner associations that police officers are availa-
ble to attend their annual meeting to discuss safety topics, con-
cerns and programs.
Objective 3: Distribute written, video and other information through home-
owners associations identifying the role that residents can play
in community safety.
~ Objective 4: Encourage homeowners to report crime.
- Ongoing -part of the above two objectives.
~ Objective 5: Encourage actions to assist the emergency response system,
e.g. address numerals for all houses, CO alarms, fire alarm
checks, first aid basics.
19
Goa14: 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
employees 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.
- Conducted training and discussion with employee groups
on ethics. Working on update of Personnel Policy that in-
corporates ethics policy consistent with that incorporated
into City Council and advisory committee bylaws.
~ 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
Goa15: Publicize community health and safety efforts.
~ Objective 1: Include asemi-annual Police Chief column in local newspa-
pers, Wavelength, and report to the City Council
. - Current and continuing.
~ Objective 2: Highlight police and neighborhood efforts on PLTV 15.
- Has been done from time to time.
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.
- Annual Community Safety Advisory Committee report to
the Council.
- PLTV 15 bulletins.
Objective 5: Write periodic "Did You Know That" columns regarding state
or local legal requirements.
- Wavelength articles regarding code enforcement items.
~ Objective 6: Annually participate in community celebrations and police,
fire and ambulance open houses.
- Ongoing.
Goa16: Value and support diversity to promote a safe and healthy community.
Goa17: Encourage citizen participation in making healthy life choices.
Objective 1: Maintain a safe environment around parks and trails to encour-
age use by citizens of all ages.
20
Objective 2: Partner with other groups to assist in encouragement of healthy
choices.
- Attend most of our neighboring communities' Fire De-
partment events to maintain relationships with our Mutual
Aid Partners.
21
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 l: Expand community understanding of the relevance and values found in all
components of the 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.
- Done.
Goa12: Continue to revise and develop the Strategic Communications Plan.
~ Objective l: Make information accessible, user-friendly and relevant to all
target audiences using tools that account for varying schedules
and differences.
~c • 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.
- Updated Website to include daily weather report, and reor-
ganized "visitor" information related to lakes and parks to be
~k more user-friendly. Further review of Website is underway.
• Continue and expand e-news, Webstreaming and cable TV
offerings.
- Re-formatted City Manager's Inside City Hall program to
news desk format with on-location interviews, and news
bulletin on City Council actions.
~ • Continue and expand use of the Prior Lake American.
22
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.
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.
- Initiated on Web and on-going.
- PLTV 15 bulletins.
~ Objective 3: Educate residents about natural resources, conservation and re-
cycling.
- The Community Development and Natural Resources De-
partment Website has a portion of the site dedicated to natu-
ral resource topics such as energy conservation, reduce,
reuse, and recycling, composting, and invasive species.
Goa14: Develop interactive communication methods.
~ Objective 1: Focus on innovative ways to disseminate information.
- Ongoing.
Objective 2: Develop ways to engage residents, solicit feedback and discuss
concerns via online interaction with the City and its elected of-
ficials.
Goa15: Continue tri-annual communications report for. Council approval.
~jc - One report completed, two reports remaining for 2010.
23
04 P~O~P
i~
U dry
•
4646 Dakota Street ;jE
'~'NxESO`~~` Prior Lake, MN 55372
ECONOMIC DEVELOPMENT AUTHO TY AGENDA REPORT
MEETING DATE: June 21, 2010
AGENDA #: 9B
PREPARED BY: Frank Boyles, Executive Direc
PRESENTER: Frank Boyles
AGENDA ITEM: Consider Approval of a Report on-the Relationship of the Economic Develop-
ment Authority (EDA) to the City Council and Other Related Matters
DISCUSSION: Introduction
The purpose of this agenda item is to solicit EDA input regarding various
issues identified at the February 16, 2010 meeting including: 1) the finan-
cial relationship between the City Council and EDA; 2) the accountability of
the EDA to the Council; 3) the relationships between the City Council, EDA,
EDAC and staff; and 4) the size and composition of the EDA.
History
Minnesota Law allows cities to create Economic Development Authorities,
• Housing Authorities,. Housing and Redevelopment Authorities, and other
entities such as; Rural Development Financing Authorities, City Develop-
ment Districts and Port Authorities. The City does not meet the criteria for
some of the authorities authorized by statute.
When the City Council first created the EDA it invested it with the powers of
an EDA, HRA and HA (collectively herein "EDA"). The Commissioners
were not all Council members and the EDA contracted with a consultant to
attract new business. This occurred at a time when the City was develop-
ing its industrial park. In the early to mid 2000's the City created hired an
Economic Development Director in-house, but as development began to
slump that position was eliminated in 2009.
The level of interest in the EDA has ebbed and flowed under different
Councils.
There was a discussion at the February 16, 2010 EDA meeting concerning
various ideas to maximize the effectiveness of the EDA's efforts. The
Commissioners asked:
1) .the financial relationship between the City Council and EDA,
2) the. accountability of the EDA to the Council,
3) the relationships between the City Council, EDA, EDAC and staff, and
4) the size and composition of the EDA.
This report is intended to address each of the. areas provided for above.
R:1Counci112010Rgenda Reports106 21 101EDA Reporting Relationships.doc
f
Current .Circumstances
tionshi s Between the Cit Council and fDA ~•~
1. Financial Rea p y
The EDA has never had an independent budget; although it does have
the authority (with City Council approval) to set a tax levy. to fund its ac-
tivities. Because the City Council has to approve issuing bonds; evying
taxes and borrowing.:, for the most part;the EDA has remained under uti-
lized-.and dependanf upon the City. The City maintains accountability
for EDA funds and since the members of the Council and EDA-are one'
' and the ame, there has neverbeen any friction when, for example, the
EDA askedthe City for authority to issue bonds to construct the'new
-City Hall and Police`Station.
The EDA has never sought authority to et a tax levy and'therefore has
no ongoing,funding of its own. This meahs that virtuallyevery financial
decision and`action the EDA"wants to_take must be approved by the
City Council The EDA's desire to retain a consultant depends on the
City Council authorizing the necessary;funding.
The staff is checking with`the City's auditor to determine if there is a
way to remove some of this duplication while retaining the-fundamental
accauntablity it establishes unless directed otherwise:
It would be useful for the EDA to have an:.operating budget in order for `
if to be in a position o exercise some of the powers the City Council
granted to the EDA in its enabling resolution. One option to address this
issue would be to allow the EDA to set a levy in an amount sufficient to
facilitate achieving its objectives. In order to maintain a zero impact on
property owners the City there would have to be corresponding de-
crease in the General Fund levy. The funds earmarked in;the 2010
budgef for economic deve oprnent amount to $44,401. Only $30,000 of
this amount is available for economic development,: This is hardly.....
.enough money to launchan effective economic development effort.`
2. Accountability of the EDA to the City Council
Because of the composition of the EDA there is no issue of accouritabil-
ity between .the Council and the: EDA. This type of blanket statement
could hot be made if.the composition of the five-member EDA was
changed to replace a Council member`:with a member of the EDAG for -
example, or,<the size ofthe EDA was increased to seven.
There is no question or ambiguity in-the statutes that the City Council is
the final authority in key EDA actions. -Based upon the $tatutes.(see
the City Attorney' document entitled, ``Structure and Authority of the
EDA," the City Council may restrict EDA powers in the following areas
by modifying the EDA's enabling resolution:
• City Council must. approve management and administrative. struc-
ture:
• Actions of the EDA must be consistent with the,City's Comprehen-
s~e Plan. `y
The EDA must follow the City budget process.. , -
R:ICounci112010 Agenda Reports106 21 101EDA Reporting Relationships.doc 2
• The City Council, by 2/3 majority, must approve EDA bond issues.
• The City Council must approve any action involving a government
agency (loans, grants, etc.)
• The City Council may require transfer of EDA reserves.
In addition, the EDA Bylaws provide that the EDA will annually provide
a written report to the City Council detailing and accounting for its activi-
ties and of its receipts and expenditures during the preceding calendar
year. The EDA must be audited annually and may undergo a financial
compliance check if directed by the City Council. The EDA may not
dispose of City property without the City Council's approval as set forth
in City Code. Finally, EDA commissioners may be removed from office
by the City Council for cause (inefficiency, neglect of duty, or miscon-
duct in office).
The Bylaws provide that the City. Manager shall act as the Executive Di-
rector of the EDA. This is another mechanism for providing coordina-
tion, communication and accountability between the City Council and
EDA. The City Attorney also serves as the legal counsel to the EDA.
The EDA may employ engineers and experts and other employees as it
deems necessary. It may make purchases. The City may furnish the
EDA with offices, supplies and equipment. The conduct of meetings
and conflict of interest provisions of the City Council Bylaws apply to
the EDA as well
• 3. Relationship with the EDAC
The EDAC is analogous to various other advisory committees the
Council has created to advise it in particular areas where the expertise
or interest of the Committee's members adds values to the Council's
deliberations. The existing EDAC has not been provided with a great
deal of direction from the Council, yet as a group of motivated self-
starters the EDAC has developed goals and objectives for itself. This
may be because. there is no formalized. reporting relationship between
the EDA and -EDAC. There are a number of possible ways to improve
upon the current situation.
(1) The size of the EDA could be changed to seven. The two
additional members to the EDA could be the Chairperson
and a member at large.
(2) The composition of the EDA could be changed to include
three Counselors and two additional members; one from the
EDAC and the other from the Planning Commission.
(3) The EDA could hold quarterly meetings and have the Chair-
person of the EDAC provide the EDA with a written report of
its activities.
(4) A member of the EDAC could be appointed as a liaison to
the EDA; attend meetings :and report back to the EDAC.
Any of these suggestions would require amendments to the Bylaws and
potentially enabling resolutions. Bylaws provide that the EDA may,
"contract for the services of any of consultants, agents, public accoun-
tants and other persons needed to perform its duties and exercise its
owers." (emphasis added) This suggests that the EDA could estab-
R:ICouncil\2010Agench Reports106 21 101EDA Reporting Relationships.doc 3
lish an EDAC-type advisory body. So the EDAC could report to the
both
'
D
o
.
A or
uncil, E
EDA by amendment of its Bylaws by the City C
4. EDA Size and Composition
Most of my suggestions regarding the size and composition are ad-
dressed within the context of my comments concerning the relationship
between the EDA and the EDAC.
As you know Minnesota Statutes provide that the EDA may be a three,
five orseven-member body. The provisions below are directly fromthe
Statutes:
"(a) Three-member authority: the commissioners constituting a three-
memberauthority, one of whom must be a member of the city council,
shall be appointed by the mayor with the approval of the city council
Those 'initially appointed shall be appointed for terms of two, four, and
six years, respectively. Thereafter all commissioners shall beappointed
for six-year terms."
"(b) Five-member authority: the commissioners constituting a five-
memberauthority, two of whom must be membersof the city council,
shall be appointed by the mayor with the approval of the city council
Those initially appointed shall be appointed for terms of two, three, four,
five; and six years respectively. Thereafter all commissioners shall be
appointed for six-year terms."
"(c) Seven-member authority: the commissioners constituting a even-
member authority, two of whom must be members of the :city council,..
shall be appointed by the mayor with the approval of the city council.
Those initially appointed shall be appointed for terms of one, two, three,
-four, and five years respectively and two members for six years. -The-
reafter all commissioners shall be appointed for six-year. terms."
The Statute provides that the enabling resolution may allow the ap-
pointment of more city council- members than set forth in the paragraphs
above. They do not indicate how an`existing EDA, whether five: or sev-
en. would reduce itself to a lesser number.
If commissioner vacancies are filled by non-city council-members, the
council may establish a job description based upon the responsibilities
of the `EDA and desired knowledge and credentials of applicants.
Conclusion
Given the information in thin report, the Council should determine if it wish-
es to •make modifications o the size and composition of the EDA, or report-
ing relationship between the City Council, EDA and EDAC.
ISSUES: The information in this report demonstrates that there is considerable ac-
countability of the Economic Development Authority to the Cify Council.
~
Given these safeguards, the City Councif'may wish to determine if if wishes '.
to consider any modifications other han allowing the EDA to set a tax levy
R:lcounci112010 Agenda Reports\06 21 101EDA Reporting Relationships.doc 4
and more clearly define the reporting relationship between the EDA and the
EDAC. Without commenting about the proper EDA size or composition,
the Council may want to consider the following factors in making their deci-
sion:
• Is an EDA .likely to be more effective if some or all of its members
are non-council members?
• What is the optimum size for effective EDA decision-making?
• What characteristics should EDA commissioners possess to be
most effective?
• What is the optimum size to include both council members and
community experts?
• What size will be most cost-effective for the. City?
• How much City Council /City Council. member time will the EDA re-
quire for effective oversight and participation?
• How much staff time will be needed to supporfthe new EDA and
the existing City Council?
• Should the non-Council EDA members come from the EDAC and
serve in an official capacity on thatbody?
• If we are to have success with a revised EDA, do we need to reins-
tate the full-time Economic Development Director position?
• If so, how will this position be funded?
FINANCIAL IM- Undeterminable at this time. Modification of the EDA could result in greater
PACT: support costs on the part of the staff, or per diem payments at $75 per
meeting for EDA commissioners. On the other hand, new developments
• can create tax base beneficial to supporting these efforts providing local
employment and mitigating against property tax increases.
ALTERNATIVES: 1. Discuss the pros and cons of modifying the size and composition of-the
EDA and make decisions at Monday's meeting.
2. Direct the staff to analyze the potential costs of any modifications of the
EDA the Council may desire and return with that information for final
discussion at a future meeting or work session.
RECOMMENDED As determined by the EDA.
MOTION:
R:1Counci112010Rgenda Reports106 21 101EDA P,eporting P,alationships.doc 5
LEGISLATURE
• ~ _ 1VIN_~Yax, Ch_ 46~ __;
CITY
~Enabli Resgl~tion_;
EDA
Purpose
To acquire, build, lease, sell or pro-
vide facilities for industrial, recrea-
tional, or commercial development in
order to provide stable, diversified
local economics and to provide new
employment opportunities under the
direction of the Mayor and City
Council. (MN Stat. 469.109)
Powers
To acquire, transfer, lease or improve
real estate/easements within its area of
operation;
2. Eminent domain;
3. To enter into contracts;
4. To act as a limited partner;
5. To cooperate with and act as an agent
of the federal government;
6. To compile studies, analysis and re-
search;
7. To borrow money, issue bonds, invest
reserve funds and make expenditures;
8. To undertake and carry out improve-
ment projects within its area of opera-
tion;
9. To join official trade associations and
perform public relations;
10. Any other powers granted by its City
Council.
11. To create Tax Increment Financing
Districts
City of Prior Lake
Structure and Authority of the EDA
The City may, by ordinance, divide the economic development
powers; and by resolution may transfer the control, authority,
and operation of any project from the governmental agency
that established the project to the Economic Development
Authority. (MN Stat 469.094, Subd. 1-2)
HRA
Purpose
To provide a sufficient supply of
safe, adequate and affordable hous-
ing, to redevelop blighted areas,
and to perform those duties accord-
ing to comprehensive plans. (MN
Stat. 469.001)
CITY DEVELOPMENT
Purpose
To develop a program to provide
impetus for commercial develop-
ment, increase employment, to
provide open space relief, to pro-
vide safe, adequate parking. (MN
Stat. 469.124)
Powers
1. To sue and be sued;
2. To employ experts, officers and employ-
ees;
3. To undertake and carry out improve-
ment projects within its area of opera-
tion;
4. To acquire, transfer, lease or improve
real estate/easements within its area of
operation;
5. To borrow money, issue bonds, invest
reserve funds and make expenditures;
6. To compile studies, analysis and re-
search;
7. To cooperate with and act as an agent of
the federal. government;
8. To make recommendations to the City
Council on enforcement or initiation of
municipal powers relating to develop-
ment of improvement projects;
9. To develop housing rehabilitation/
assistance grant programs.
Powers
1. Adopt development programs
aimed at improving the facili-
ties, quality of life and quality of
transportation;
2. To acquire land or easements
through negotiations or eminent
domain;
3. Adopt ordinances regulating
traffic controls as they relate to
adequate parking and pedestrian
systems;
4. Install special lighting, landscap-
ing and snow removal systems;
5. Negotiate the sale or lease of
property for private develop-
ment if consistent with the de-
velopment program for the dis-
trict.
The City Council may
i restrict the powers of the !
EDA by modification of
the enabling resolution.
Limitations:
1. City Council must approve management/administrative structure;
• 2. All actions must be consistent with the City's Comprehensive Plan;
3. Must follow City Council budget process;
4. City Council must approve the sale of bonds by a 2/3 majority;
M:l~DA 5. City Council must approve any action involving a government agency;
6. City Council may require transfer of reserves.
July 6, 2010
1
Agenda
I. 2030 Vision and Strategic Plan 2011
Goals and Objectives
II. Economic Development Authority
Role
?
Structure
?
Development Goals
?
III. Other Issues
2
Take Aways:
I. Finalize City Council Input
regarding 2030 Vision and Strategic Plan
Goals and Objectives
II. Provide Staff Direction
on most appropriate format for EDA and
other economic development resources
III. Discuss other issues
3
I.
Proposed Modifications to Vision Element
Economic Development
Identify what the City has to offer which is unique and
?
market it CDNR
Remove obstacles to economic development CDNR
?
Provide exit survey to businesses leaving the
?
community to learn what the City can do better
CDNR
Market to CEOs, CFOs and VPs living in Prior Lake
?
so they move their business here CDNR
Make zoning in the 13 / 42 area consistent CDNR
?
Bring in network infrastructure and use –fiberoptic-
?
use as incentive for tech businesses to come here
4
I.
Proposed Modifications to Vision Element
Economic Development
Complete MaxfieldResearch economic
?
development study CDNR
Prepare a business development plan for City
?
Council consideration CDNR
Focus on getting businesses that bring jobs for
?
residents of the City, and office park (campus)
TECH/ CDNR
Adjust committees to align with 2030 goals
?
and objectives
Focus on downtown, 13 / 42, Jeffers
?
Waterfront, Summit Preserve, Gateway, South
Lake Village and VierlingCDNR
Revisit the Comprehensive Plan to address
?
changes in population projections and the
market
5
I.
Proposed Modifications to Vision Element
Strong Financial Management
Continue to plan for tomorrow’s obligations
?
in a sustainable way rather than pass them
along to future taxpayers ALL
Prepare facility maintenance plan to
?
maximize the usable life of needed
buildings F
Retain only those buildings and properties
?
essential to effective service delivery and
close, sell or re-purpose those that are no
longer needed F
6
I.
Proposed Modification to Vision Element
Natural Resources
Work with Watershed, County, township
?
to establish a cooperative plan to clean
up Spring, Upper and Lower Prior Lake
within ten years funded primarily through
state and federal grant funds PW
Evaluate park replacement and content
?
based upon future needs and
demographics PW
7
II. Objective
Provide staff direction on the most
?
appropriate format for EDA and other
economic development resources
8
II. EDA Resources
EDA
?
Downtown Redevelopment Subcommittee
?
CR 21 Corridor Advisory Committee
?
Economic Development Advisory Committee
?
City Council
?
City Staff
?
Chamber of Commerce
?
Shakopee Mdewakanton Sioux Community
?
Other?
?
9
II. Financial Relationship
between City Council and EDA
Both may levy
?
Both may have budget
?
Funds for economic development are
?
presently in five City accounts:
Economic Development Budget -$44,000
?
Downtown Revolving Fund -$38,000
?
Federal Grant -$104,000
?
State Grant -$81,000
?
EDASpecial Revenue Fund -$100,000
?
10
II. EDA Accountability
to City Council
Council approves management and
?
administrative structure
EDA actions must be consistent with Comp Plan
?
EDA must follow City budget process
?
Council must approve EDA bond issues (2/3
?
vote)
Council must approve actions involving
?
government agencies (grants, loans, etc.
Council may require transfer of EDA reserves.
?
Additional requirements of EDA bylaws
?
11
II. EDA Size and Composition
Could be changed to 3 members –one must
?
be a councilmember, appointed by Mayor
and approved by City Council. Two, four,
and six year appointments.
Could be 5 members –two of whom must be
?
City Council members. Appointed to one,
two, three, four and five year terms.
Could be changed to 7 members –two of
?
whom must be members of the Council.
Appointed to one, two, three, four, five and
two six-year terms.
12
II. EDAC
10 members, but could be more or less
?
No prerequisite experience for
?
membership
Three year terms
?
Same performance criteria as other
?
committees
Objectives annually approved by Council
?
13
II. EDAC 2010 Work Objectives
as approved by Council
The EDAC will have a presence at a minimum of 2 civic
?
organization or business events this year.
The EDAC will have a presence at a minimum of 2 community
?
events this year (such as Lakefront Days and Community Fall
Fest).
The EDAC will meet with at least 4 existing City businesses
?
quarterly for retention purposes.
The EDAC will make contact with at least 1 prospective
?
business per quarter.
The EDAC will update and finalize the marketing piece for
?
DONE
prospective businesses.
The EDAC will review and comment about changes proposed
?
in the sign ordinance before the amendments are submitted to
DONE
the Planning Commission for public hearing.
The EDAC will review Business Subsidy Policy and make
?
recommendations regarding proposed changes.
The EDAC will conduct an annual meet and greet event for
?
area businesses.
14
Relationship
II.
of EDAC to City Council and EDA
Current –relationship is with City Council,
?
not EDA
Mayor Myser is this year’s liaison
?
15
Possible Relationship
II.
between EDAC and EDA
If 3-member EDA, then 1 from Council, 1
?
from EDAC and 1 from Planning
Commission
If 5-member EDA, then two or three
?
council members and one or two EDAC or
PC members
If 7-member EDA, then five council
?
members, 1 EDAC and 1 PC
Other options are possible
?
16
II. Questions to Consider
What is missing from City ED efforts?
?
Do we need an EDA?
?
Is an EDA likely to be more effective if some or all of its members are non-
?
council members?
What is the optimum size for effective EDA decision-making?
?
What characteristics should EDA commissioners possess to be most effective?
?
What is the optimum size to include both council members and community
?
experts?
What size will be most cost-effective for the City?
?
How much City Council / City Council member time will the EDA require for
?
effective oversight and participation?
How much staff time will be needed to support the new EDA and the existing
?
City Council?
Should the non-Council EDA members come from the EDAC and serve in an
?
official capacity on that body?
If we are to have success with a revised EDA, do we need to reinstate the
?
full-time Economic Development Director position?
If so, how will this position be funded?
?
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III. Other Issues?
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