HomeMy WebLinkAbout9B - 2030 Vision Goals for 2010-2011
MEETING DATE:
AGENDA #:
PREPARED BY:
PRESENTER:
AGENDA ITEM:
DISCUSSION:
ISSUES:
4646 Dakota Street SE
Prior Lake, MN 55372
CITY COUNCIL AGENDA REPORT
July 19, 2010
9B
Frank Boyles, City Manager
Frank Boyles
Consider Approval of a Report Regarding the Impacts of Updating
Certain 2030 Vision Goals and Objectives for Accomplishment in 2010
and 2011.
Introduction
The purpose of this agenda item is to inform the City Council of the
expected impacts of updating 2030 Vision and Strategic Plan objectives
associated with three vision elements as discussed at a recent work
session.
Historv
The 2020 Vision and Strategic Plan was adopted following meetings of the
Long Range Planning Committee in 2003. What has become the 2030
Vision and Strategic Plan has been updated four times since it's original
adoption. In each case, the update was the result of a Long Range
Planning Committee meeting involving persons from all walks of life and
interest from the Prior Lake area. Earlier this year, the Council discussed
how we can ensure that the strategic plan can best be kept current and
reflective of the current goals and objectives of the community.
The conclusion was that a two-step approach should be used:
a. Every 24 months in June of the odd-numbered year (following the even-
year election), the Long Range Planning Committee will meet to review
and update the plan. The next Long Range Planning Committee
meeting will be June 2011.
b. In the interim even-numbered year, the City Council would review the
goals and objectives and provide direction to the staff regarding the
updates desired in the plan. This review would allow the staff to
incorporate the proposed revisions in the coming year's budget.
Current Circumstances
As part of the even year update outlined above, the City Council discussed
revisions to the objectives contained in the strategic plan at the June 21,
2010 work session. The Council discussion focused upon three vision
elements: Economic Development, Strong Financial Management and
Natural Resources. The revisions to those vision elements are contained
in the attached sheets. Because the revisions were virtually all additions to
the staff's list of things to do, the City Council directed that the staff report
how the new objectives would affect current objectives and workload in
general.
To complete the report, last week I reviewed the existing 2030 objectives to
be accomplished in 2010 with members of my staff. I have included on the
R:\Council\2010 Agenda Reports\07 19 10\2030 Vision (2).doc
2030 Vision and Strategic Plan sheets updates on various objectives (see
bold italic comments).
What was surprising to me is that most of the changes in the status of
proposed due dates for 2010 objectives is related more an opportunity to
review the existing status of objectives a second time than the new
objectives proposed by the city council. However as you see below the 17
new objectives proposed for addition by the council will have a financial
impact the remainder of this year or in 2011 or both.
The new objectives from the Council are clearly focused on Economic
Development with twelve new objectives as compared with three new
objectives in Strong Financial Management and two in Natural Resources.
The new objectives in each vision element are discussed below.
Economic Development
From the tenor and time devoted by the City Council to this vision element,
it is clear that this is the City Council's highest priority. Because of its
importance I have discussed each proposed new objective individually.
1. Identify what the City has to offer which is unique and market it.
We have sought to market Prior Lake since I arrived in 1993 and I
would guess well before that. What is clear to me is that additional
resources will be necessary to effectively pursue these efforts to the
level necessary. This might be a professional firm or an intern who can
spend a concentrated period of time identifying what has worked for
others so we can replicate their efforts.
2. Remove obstacles to economic development. We expect that
through the retention interviews undertaken by the Economic
Development Advisory Committee (EDAC), some of these obstacles
will be identified. One such obstacle that has been identified is
signage. Staff will be bringing an amended Sign Ordinance to the
Council for consideration on August 16th. Staff can continue to work on
other identified obstacles one at a time.
3. Provide an exit survey to businesses leaving the community to
learn what the City can do better. The staff can work with the EDAC
to assemble this instrument and we can use it as a source of
information of accomplishing new objectives above.
4. Market to CEOs, CFOs and VPs living in Prior Lake so they move
their businesses here. The objective can be consolidated with
number one above. We need someone to help us know what we can
do. Depending upon the answer, additional resources may be required.
5. Make zoning in the 13 I 42 area consistent. The staff can undertake
this function at an upcoming council meeting when it asks the council to
have the City be the petitioner for the rezoning.
6. Bring in network infrastructure and use fiber optic as an incentive
for technology businesses to come here. SCALE is discussing an
intelligent communities initiative which would feature the fiber optic
backbone as a major attraction to Scott County. The staff will continue
to promote this effort.
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7. Complete Maxfield Research Economic Development Study. The
two Maxfield studies will provide information essential to our economic
development and downtown redevelopment efforts. Staff will continue
to work with Maxfield representatives and the Council's Downtown
Redevelopment Subcommittee to get these studies done in a fashion
which encourages public awareness and input.
8. Prepare a business development plan for City Council
consideration. Staff has discussed this objective with Maxfield
representatives. Recognizing that the City has a Comprehensive Plan
to guide development, and a zoning ordinance which is the day-to-day
implementation tool for the Comprehensive Plan, this business
development plan is considered to be a set of strategies for economic
development in consideration of all the information available from the
resources identified in this objective and objective number seven. We
will work with Maxfield representatives on this effort which is beyond
the scope of our current contracts.
9. Focus on getting businesses that bring jobs for residents of the
City and Office Park (campus) uses. Maxfield has indicated that they
will provide some assistance in identifying the types of businesses that
would be successful. Depending upon the level of effort desired, the
resources of the new Economic Development Authority (EDA) can be
used for a consultant or new staff member whose focus is economic
development exclusively.
10. Adjust committees to align with 2030 goals and objectives. Based
upon the City Council's discussion, this means establish a new EDA
composed of five members, two of which are Council members. The
other three are to be aggressive and committed former corporate types,
who with staff's assistance will work to identify and work with
businesses to assure their relocation in Prior Lake. Even with
volunteers, the new EDA and reformatted EDAC will require support
beyond that available at current staffing levels in the form of a contract
or regular employee acting as an Economic Development person.
Unless contingency money is used in 2010, this objective may need to
await the 2011 budget.
11. Focus on downtown, 13 142, Jeffers Waterfront, Summit Preserve,
Gateway, South Lake Village and Vierling. While each of these
require a different focus strategy and timing, and heavy involvement of
the new EDA; it means that the level of energy required underscores
the added resources identified in objective number ten.
12. Revisit the Comprehensive Plan to address changes in population
projections and the market. A full revision of the Comprehensive
Plan is a $200,000 proposition since it is accomplished under contract
with consultants because the staff does not possess the prerequisite
range skills and time availability. If the revisions are more fine-tuning in
nature, the staff can assist - particularly if a new staff member is
introduced for economic development purposes.
Strong Financial Management
1. Continue to plan for tomorrow's obligations in a sustainable way
rather than pass them along to future taxpayers. Staff will be
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working to prepare the Facility Management Plan, Water Operating
Plan, Sewer Operating Plan, Water Quality Operating Plan and
Technology Plan All of these are needed to accomplish this objective.
2. Prepare a facilities maintenance plan to maximize the usable life of
needed buildings. This objective is accomplished by staff as part of
number one.
3. Retain only those buildings and properties essential to effective
service delivery and close, sell or repurpose those that are no
longer needed. This is an ongoing staff effort. Our focus will be both
to look at properties as assets for achieving economic development
goals and assets that have value only if they are fully utilized.
Natural Resources
1. Work with Watershed, County and Township to establish a
cooperative plan to clean up Spring Lake, Upper and Lower Prior
Lake within ten years through State and Federal funds. There are
serious questions about whether an objective of this magnitude can be
accomplished in ten years. We will know better once the effectiveness
of some of our present projects is known (2011). Even at current grant
levels and workloads, we have insufficient personnel to get the work
done; so next year we will request another surface water employee in
hopes of achieving all of the objectives we have identified to date in the
2030 Vision. We will continue to look for grant money for this purpose
recognizing that if we receive it, there will be additional personnel
impact.
FINANCIAL
IMPACT:
2. Evaluate park replacement and content based upon future needs
and demographics. This project expected for completion in 2011, is
being undertaken by the PAC and staff. It s unclear whether additional
assistance will be required for its implementation.
The financial impact of the seventeen new objectives could be
considerable. To be as aggressive as the Council desires in the area of
economic development likely requires the addition of a full time person and
professional services money to hire consultants to complete specific
aspects of the work. By the same token, the lake clean-up effort (while a
laudable objective) will most certainly require another staff person.
Unless the Council desires to make changes to the 2010 budget, we will
incorporate these changes in the 2011 budget so the Council can fully
debate and discuss them through the Truth-in-Taxation budgeting process.
The objectives we can accomplish with existing staff we would proceed
with in due course.
ALTERNATIVES: 1. Direct the staff to incorporate the new objectives in the 2030 Vision and
Strategic Plan.
2. Direct staff regarding the appropriate approach for funding the
additional resources to accomplish these new objectives in the 2011
budgwet.
RECOMMENDED Alternatives #1 and #2.
MOTION:
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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 J 3, 2007, Adopted May 7, 2007
Revised March J J, 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
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 I: 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. DONE.
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.
This will not be done until 2011 and we will rely more upon
SCALE to prepare a model ordinance. CDNR
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.
Done annually. F / PW
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.
2
Goal 4: Protect residential and commercial properties.
*
Objective 1: Practice consistent oroactive code enforcement including the
outdoor storage of inoperable or unlicensed vehicles.
Our code enforcement efforts have become increasingly
reactive as Jesse has become called upon to work on erosion
control and sign issues which have taken a greater proportion
of his time. BITS
*
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. Integra has taken out a sewer and water permit.
BITS
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. CDNR
Objective 3: Create an ordinance for securing and maintaining abandoned
construction projects and foreclosed, vacant, absentee-owner,
and other such properties.
The legal costs for enforcement may delay implementation
of this ordinance. BITS
Maximize the efficiency of City services through cooperation and partnership.
*
GoalS:
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. PW
Attempted to work with the Watershed; however, no cost-
saving arrangements have been reached to date. PW
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. REC
Expanded Teen programming via partnership with Commu-
nity Education, utilizing Club Prior, and partnering with
Maui W owi. REC
Exploring partnership with Triple Play Sports to support teen
3
programming. REC
Investigated improving concession offerings at beaches
through outsourcing to private vendor / restaurant. REC
Explored opportunities with YMCA; have not found com-
mon areas of interest to both parties yet. REC
4
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.
Well # 1 0, not # 11, is scheduled for construction in 2011.
PW
* 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. C
Exploring additional opportunities with SCALE and County
for utilizing fiber inter-connect. C
* 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. PW
Goal 2: 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 ajoint study to determine the feasibility to develop and
operate water system capital facilities with the SMSC.
This is not likely to occur until 2011. PW
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. PW / F
2010 resurfacing project is the largest resurfacing project
ever undertaken by the City. PW
Objective 1: Implement 10- Year Transportation Plan.
5
Objective 2: Communicate status of implementation to the public.
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. PW / F
* Objective I: Develop facilities management plan.
In process. The development of the plan is anticipated for
this fall for implementation over time.
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. PW
* Objective I: Implement energy conservation plan for City fleet.
Energy type and efficiency are evaluated as part of every
equipment replacement. PW
* 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. Will be re-evaluating the value of these
audits based upon the one which has been completed.
CDNR
* Objective 3: Implement a public awareness program regarding energy con-
servation.
Done. City Website provides energy audit information for
all utility companies. CDNR
Done. Provide helpful tips on energy conservation and links
that can provide more information. CDNR
6
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-
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. CDNR
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. CDNR
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. This will not occur proactively without
additional resources. CDNR
*
*
Goal 2: 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. CDNR
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.
7
A revised Sign Ordinance is due to be completed and adopted
by the City Council early in August of2010. CDNR
Goal 4: 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. BTS
Objective 3: Work with SCALE to identify the number and types of jobs in
Prior Lake.
Ongoing. BTS
*
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. CDNR
* 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 changes to law. CDNR
Reviewing by the end of the year all certified TIF districts to
assure that they are in compliance. F
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.
CDNR
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
8
business development/redevelopment potential.
* Objective 1: Annex property as it becomes available and rezone as appropri-
ate.
In 2011, annex approximately six acres ofland at Revere Way
and CR 21(as a part of the Orderly Annexation Agreement).
CDNR
Other opportunities for annexation will largely remain devel-
oper driven. CDNR
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.
Update the annexation agreement. CA / TF
9
Downtown Redevelopment
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.
Goall: 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. PW
Working to evaluate the ultimate alignment and access points
for CR 21 in respect to the downtown area. PW/CDNR
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 21.
Goal 2: Ensure there is sufficient parking to meet historic downtown needs now and in
the future.
Goal 3: 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. CDNR
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 buildings
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.
Done. Rotary Lakefront Jazz & Blues Festival, Domestic
Abuse Awareness Walk. VARIOUS DEPTS
10
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.
Goall: 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 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; does not
include a repeat of fee studies. F
Goal3: 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).
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. PW
Exploring sharing office space at City Hall. A
Working with County to move City GIS data into County
system for on-going technology support. A
11
Participate on SCALE subcommittee to investigate further
technology sharing opportunities such as VOIP, software li-
censing, help desk support, etc. A
Goal 4: Identify and provide for the maintenance and replacement of infrastructure.
Objective l: 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 pmi
of multi-year financial tools.
Facilities Management Plan will be discussed at the
September 7 Council work session. Adoption of plan sche-
duled for September or October. F
Goal 5: 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. F / A
Included debt analysis showing the impact of CIP on future
debt levels and property taxes to pay future debt. F / PW
Expect to include information about each of the fees in the
2011 budget process. F
Goal 6: 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. F
Goal 7: Regularly compile, summarize and publish the results ofthe 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.
2009 Financial Performance Standards presentation at
June 21 Council meeting. F
Will publish in the July 10 Wavelength. C
12
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.
Goal 1: 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.
Done - Northwood Meadows.
* Objective 2: Provide information which allows/encourages residents to faci-
litate the creation of homeowner associations.
Goal 3: Encourage mixed-use developments especially in the Downtown area.
Objective l: 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.
13
Natural Resources
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.
Goal 1: 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 l: 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 2nd Addition projects both
have included water quality facilities. PW
* Objective 2: Promote water conservation and use runoff as a resource.
Project at the Ponds Park to utilize stormwater runoff for ir-
rigation. PW
Working with ISD 719 and the Deerfield Condo Association
on an irrigation reduction program that targets large scale ir-
rigation users. PW
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. PW
* Objective 3: Preserve and restore parks and lakes from human and "natural"
impacts.
Jeffers Pond improvements to be completed this year. PW
* Objective 4: Manage invasive species.
Program to educate citizens on the negative impacts of Buck-
thorn. CDNR
Facilitate the lending of weed wrenches to local citizens and
community groups. CDNR
Working with the County on a County-wide Ash Borer plan
and implementing a "sister" tree plan to offset future tree
loss. PW
Annual survey and follow-up action to contain oak wilt.
PW
Provide education on the department Website assisting citi-
zens with species identification. CDNR
l4
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. PW
Erosion control and stabilization are a priority. PW
Objective 6: Assist in completion of the Prior Lake Channel Project and Prior
Lake outlet improvements.
Watershed, City of Shako pee and SMSC partner with us on
completion of outlet channel improvements. PW
Goal 2: Monitor and improve regional groundwater quality in accordance with City wa-
ter 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
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. PW
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. Done. PW
Goal 3: 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.
15
Objective 3: Create recreational opportunities for additional lakes.
Objective 4: Increase awareness and education for natural resources and con-
servation.
With Scott County and the Watershed through the SWCD
provide educational program to residents about groundwater,
water use and water quality education. PW
Goal 4: 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.
Goal 5: Develop a financial plan and timeline for the implementation of the Master
* Park Plan.
Delayed until Park Study complete.
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 a fishing pier and dock. PW
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. CDNR
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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.
Ongoing. PW
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.
Ongoing. BTS
Objective 4: Identify potential partners for projects.
* Objective 5: Participate in Highway 169 Corridor Coalition.
Ongoing. BTS
Goal 3: Identify additional opportunities for park-and-ride facilities and transit services.
* Report to Council scheduled for August 2. BTS
* 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.
Ongoing. BTS
* 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.
Ongoing. BTS
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Objective 1: Utilize Traffic Safety Committee to consider and recommend
safety improvements on roadways within the City.
Goal 5: Identify and develop alternative traffic corridors to mitigate congestion and pre-
* serve a pedestrian-friendly downtown Prior Lake.
Objective l: 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. PW
Objective 2: Construct CR 21 / Arcadia intersection.
Arcadia/CR 21 Design to commence later in 2010 with con-
struction scheduled for 2011. PW
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.
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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.
Goal 1 :
Assure that resources are invested so that the police, fire, emergency services
and ambulance can accomplish their mission in a pro-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.
FD
* Objective 1: Evaluate, implement and continue appropriate community-
based policing programs like DARE, Safety Camp and Citi-
zen's Academy.
Ongoing. P
* 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. P
* Objective 3: Address traffic safety issues in the community through appro-
priate means.
Traffic Safety Committee added three resident members
and will be meeting more frequently. P/PW
* 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: SuppOli 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. P
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Goal 3:
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. REC
Snowmobile Advisory Committee continues work to make
snowmobiling safe in Prior Lake. PW I P
Objective 3: Support Night to Unite (formerly National Night Out).
Ongoing. P I FD
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. P I FD
The Prior Lake Fire Safety Camp is scheduled Friday July
16. P/FD
Fire Department gives numerous fire station tours to Scout
Troops, day cares and other children organizations. FD
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. FD
Assist homeowners and neighborhood associations to become a vital element
in community health and safety.
Ongoing - part of the above objective. REC
*
*
*
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.
Ongoing.
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. Will join
Crime Stoppers in 2011. P
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*
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.
Goal 4:
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. In 2010, working on update of Personnel Policy
that incorporates ethics policy consistent with that incorpo-
rated into City Council and advisory committee bylaws.
CIA
* 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
Goal 5:
Publicize community health and safety efforts.
* Objective 1: Include a semi-annual Police Chief column in local newspa-
pers, Wavelength, and report to the City Council.
Current and continuing. P
* Objective 2: Highlight police and neighborhood efforts on PL TV 15.
Has been done from time to time. P
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. P
PL TV 15 bulletins. C
Objective 5: Write periodic "Did You Know That" columns regarding state
or local legal requirements.
Wavelength articles regarding code enforcement items. C
Objective 6: Annually participate in community celebrations and police,
fire and ambulance open houses.
Ongoing. ALL
Value and support diversity to promote a safe and healthy community.
*
Goal 6:
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Goal 7:
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.
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. ALL
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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 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. C
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.
Updated Website to include daily weather report, and reor-
ganized "visitor" information related to lakes and parks to be
* more user-friendly. Further review of Web site is underway.
C
. 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. C
. Continue and expand use of the Prior Lake American.
*
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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. C
PL TV 15 bulletins. C
* 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.
C/CDNR
Goal 4: Develop interactive communication methods.
* Objective 1: Focus on innovative ways to disseminate information.
Ongoing. C
Objective 2: Develop ways to engage residents, solicit feedback and discuss
concerns via online interaction with the City and its elected of-
ficials.
Goal 5: Continue tri-annual communications report for Council approval.
* One report completed, two reports remaining for 2010. C
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