HomeMy WebLinkAbout9E - Long Range Planning
CITY COUNCIL AGENDA REPORT
February 19, 2002
9E
Frank Boyles, City Manager
AGENDA ITEM: CONSIDER APPROVAL OF A REPORT CONCERNING THE CREATION OF A
LONG-RANGE PLANNING COMMITTEE.
DISCUSSION: History: On Monday, February 25, 2002, the City Council is scheduled to
conduct a work session to discuss goals and objectives for 2002. In anticipation
of the adoption of such goals and objectives, the staff has been working to initiate
those which appear to be more significant and/or time-consuming.
At the February 11th joint City Council/Planning Commission meeting, the
Council discussed modifications to the Comprehensive Plan and Zoning
Ordinance. At the meeting, the Council agreed that further action should await
data from the Maxfield Study and input from the long-range planning committee.
The purpose of the agenda item is to outline the composition, method of creation
and purpose for a long-range planning committee for City Council discussion.
Current Circumstances: In 1996, the City retained the consulting firm of
Cincinnatus to prepare a strategic plan for the City. The strategic plan (attached)
is composed of a mission statement, vision, vision elements, three-year tactical
action plan and City Manager / City staff work agenda. In 1999, the plan was
updated. At that time, the strategic plan was also incorporated into the City's
Comprehensive Plan.
When the strategic plan was prepared, it was based almost exclusively on the
input of City Council and Department Heads. Little or no hard data was used to
prepare the document. Since 1999, the document has not been updated. Efforts
to publicize the document have been inconsistent. Despite these shortcomings,
the strategic plan, in my opinion, utilizes a good format. What is needed is a
method to obtain the data necessary to update all aspects of the plan.
I believe the most effective ways to get community input is to ask the many
segments of the community. Since it is impractical to try to ask every member of
every segment, the more desirable approach would be to establish a committee
which is representative of the major segments of the City. Shown below is a list
of the groups that could be asked to be represented on the committee:
16200 Eagle Creek Ave. S.E., Prior Lake, Minnesota 55372-1714 / Ph. (952) 447-4230 / Fax (952) 447-4245
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Club and Yacht Club."
The long-range planning committee could consist of 25-30 persons. Invitations
would be sent to each of these organizations encouraging them to volunteer a
candidate to serve on the committee. The staff would prepare a letter of invitation
to be sent to all of the above listed bodies with an application form and deadline
for submission. We would follow up by phone to encourage participation. The ./
City Council would make the appointments. The key criteria would be that, in the
aggregate, the committee is truly representative of the entire City population.
The committee's charge is to (1) become familiar with the existing strategic plan;
(2) provide to the City staff projections and needs regarding the specific bodies
represented on the committee now and over the next 5, 10, 15 and 20 years; and
(3) discuss overall City needs in light of the projections and needs identified by
each participating group.
The committee would meet four times initially. The purpose of the first meeting is
introduction and reviewing the present strategic plan and the committee's role in
its modification. At this meeting, each member would receive a blank form to fill
out which would help them provide comparable data to the staff.
The purpose of the second meeting is to collect the data supplied by each group.
Some of the larger, more influential groups will be asked to make a brief
presentation of their data and their perception of how the City's long-term plans
should change to accommodate the identified needs.
By the third meeting, the staff will have compiled the data supplied and placed it
in a matrix for viewing. The staff will provide a presentation on this subject and
solicit from the committee the major trends suggested by the data. This
information will be submitted to the City Council for its consideration.
The City Council and staff will refine the information supplied by the committee,
together with their own observations, to modify and finalize a new updated
strategic plan. Once this plan has been adopted by the City Council, the final
meeting of the committee would be to receive a presentation of the plan and
recommend how it should be marketed to the community. Subcommittees of this
body could help provide input on any number of issues such as Wavelength
article topics, Web page format and content and/or most effective marketing tools
and topics.
I :\COU NCI L \AGN RPTS\2002\LONG-RANGE PLAN N I NG. DOC
In subsequent years, the role and time commitment of the committee could
evolve into numerous other issue areas depending upon the City's needs.
ISSUES:
The above outline is general in nature. It does not address length of terms,
whether terms are overlapping, procedures for replacing members who quit and
other significant issues. Those issues could be left to the committee to address
as part of its first meeting, or the staff could address each in a brief set of bylaws.
The Council. should determine which aspects of this report are acceptable and
which need greater refinement. Once that is done, the staff can prepare a
timeline for this process, or if the Council prefers, simply implement the
recommendations.
ALTERNATIVES: (1) Provide the staff with feedback regarding the proposal outlined above.
(2) Approve the proposal as submitted or with amendments.
(3) Take no action.
RECOMMENDED
MOTION: As the Council deems appropriate.
1:\COUNCIL\AGNRPTS\2002\LONG-RANGE PLANNING.DOC \
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Adopted: February 5, 1996
Revised: Apri/1998
Revised: March 1999
16200 Eagle Creek Ave. S.E., Prior Lake, Minnesota 55372-1714 / Ph. (612) 447-4230 / Fax (612) 447-4245
AN EQUAL OPPORTUNITY EMPLOYER
Contents
I. MISSION STATEMENT .. ................. ............. .........................................1
II. THE ViSiON..................................... ............ ...................................... 2
III. VISION ELEMENTS
1. Transportation .. .............................. ...... ....................... ....... 4
2. Development ... ..... ........................ ....................... ................ 4
3. Redevelopment..................................... ........ ...................... 5
4. Public Services............................... ..... .......... ............ ......... 5
5. Social Structure and Leadership.......................................6
6. Financial..................................... .........................................6
7. Tourist/Recreation Industry and Dakota Community...... 7
8. Community Recreation........... ....... .... ........ ................ ......... 7
9. Police................................................................................... 7
10. Fire................. ................ ...... ................... .......... ...................8
IV. THREE-YEAR TACTICAL ACTION PLAN
1. Transportation...................... ................. .......... ............. ......9
2. Development General....................................................... 10
3. Commercial............................. ...... .................................... 10
4. Housing ............................ .............. ................ .............. ..... 10
5. Redevelopment................. ............. ............................ ....... 11
6. Public Services ..................:..............................................11
7. Social Structure and Leadership..................................... 13
V. 1999 CITY MANAGER I CITY STAFF WORK AGENDA ..........................15
I:\COUNCIL \GENERAL \STRA T 4CO.DOC
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Prior Lake Strategic Plan
"The City of Prior Lake is committed to serving the
common good of its residents by promoting
community values, environmentally sensitive
community development, robust business growth,
financial stability, public safety, and diverse
recreational opportunities."
Adopted: February 3, 1997
Revised: Apri/1998; March 1999
1
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Prior Lake Strategic Plan
At buildout the City of Prior Lake will be balanced between residential, commercial and
business. Strong neighborhoods and homeowner associations will characterize most
developments, neighborhoods will be connected by transportation amenities for
pedestrians and/or motor vehicles. Platting will be encouraged through Planned Unit
Developments which preserve natural features. While single family dwellings will be the
predominant housing type, townhomes (for empty nesters) and multifamily
developments on major arterials are expected. Annexation will be evaluated and a
determination made regarding land areas to incorporate within the city.
Neighborhood commercial centers will predominate, although a few community centers
will exist. Commercial development will be localized primarily to major arterial
intersections involving State Highway 13, County Road 42, County Road 44, County
Road 21, County Road 12, County Road 82 and 83. One regional center is expected at
the intersection of County Road 42 and 83.
With respect to business, the focus will be on developing a mixture. including office, light
industrial, high-tech and light manufacturing. Office, warehouse and industrial
developments are expected along CR 21. One or more corporate office parks are
expected. Business concentrations are expected along State Highway 13, CR 21 and
CR17 and CR 42.
Service as provided by the City to the community will be characterized by quality.
Emphasis will be placed upon striving for a high-level of community confidence, identity
and satisfaction. Citizen input is sought to identify problems and develop mutually
acceptable solutions. Program effectiveness and services will be monitored to assure
needs are met cost effectively. An emphasis will be placed on maintenance and
replacement of infrastructure with the diversified tax base to support needed
government services.
Prior Lake is proud to be the home of the Shakopee Mdewakanton Dakota Community,
its tourist attractions and international network of businesses. The City seeks to work
cooperatively with the Dakota Community government toward mutually beneficial
objectives. The City emphasizes its historical roots as a small town resort area with a
downtown, and incorporates these historic facts in its development plans. Positive
family, individual and community values will be reinforced.
A twofold recreational system will be available. One is characterized as the recreation
industry created by the Mdewakanton Dakota Community. The second will consist of
Prior Lake, Spring Lake and numerous natural areas dedicated to the public to preserve
their natural features. These major areas will be augmented by community parks. play
fields, neighborhood parks and trails. These facilities will be programmed for recreation
directed toward all ages and interests.
Adopted: February 5, 1996
Revised: Apri/1 998; March 1999
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The city will plan for and facilitate remodeling of areas requiring redevelopment along a
consistent theme as appropriate. Prior Lake's economy is not subject to downturns
caused by excessive reliance on one industry or another.
Adopted: February 5, 1996
Revised: April 1998; March 1999
I:\COUNCI L \GENERAL \STRA TREV.DOC
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Prior Lake Strategic Plan
1. TRANSPORTATION:
(a) Work to achieve quick and convenient access between Prior Lake and
the metropolitan area, airport, and out-state Minnesota in a manner which
is coordinated with mass transit needs, e.g., construction of CSAH 21 to
the north to Shakopee Bypass and reconstruction of CSAH 42 west of
T.H.13.
(b) Encourage construction and maintenance of a state and county
transportation system which assures safe high volume roadways
throughout the community (Le. TH13, CSAH 42 frontage roads, CSAH
83, 12, 82, etc.) and provides access to residential neighborhoods
through collectors (Le. Carriage Hills, Fish Point Road, etc.) and local
road systems.,
(c) Maintain optimum road conditions through regularized sealcoating,
sweeping, striping, reconstruction and upgrade.
(d) _ Integrate planning and construction of road, trail and sidewalk systems.
2. DEVELOPMENT:
(a) GENERALLY:
c::> Encourage development practices which preserve surface water
systems and minimize pollution.
c::> Promote development practices which preserve slopes and bluffs
while minimizing erosion and its consequences.
c::> Promote extension of City sewer and water utilities to minimize public
health and environmental problems.
c::> Enforce construction practices which are consistent with the
Minnesota State Building Code.
c::> Determine the ultimate size of the community and land inventory for
development by addressing the annexation issue.
Adopted: February 5, 1996
Revised: Apri/1998; March 1999
I:\COUNCIL\GENERAL\STRA TREV.DOC
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(b) COMMERCIALlI NDUSTRIAL:
c:> Reserve sufficient development acreage on major arterial roadways
for neighborhood, community and regional centers, and business park
based upon periodic market analysis.
c:> Seek commercial industrial development which meets resident needs,
provides living wage employment opportunities, meets city aesthetic
standards, is consistent with mass transit objectives, and has a
positive impact upon the city's tax base.
c:> Encourage Mixed Planned Unit Developments (MPUD).
c:> Promote an awareness of arrival to the City and the location of City
businesses.
(c) HOUSING:
c:> Pursue the principles and goals of the Metropolitan Council's Livable
Community Program adopted by the City.
c:> Support the development of a greater balance between single family,
townhome and multi-family dwelling units.
c:> Provide zoning requirements which mandate complementary uses in
adjacent zones.
c:> Promote the platting of planned unit developments (PUD) to preserve
natural features and park land.
3. REDEVELOPMENT:
(a) Promote the redevelopment of existing commercial areas including
Gateway, Downtown and Priordale which are consistent thematically, are
of top construction quality, meet long term market needs and are
mutually supportive.
(b) Identify in advance the need for redevelopment of existing residential
and/or commercial/industrial structures and prepare a plan for such
action.
4. PUBLIC SERVICES:
(a) Effectively deliver basic public services which preserve and protect the
community and its residents.
Adopted: February 5, 1996
Revised: Apri/1 998; March 1999
I :\COU NCI L \GENERAL \STRA TREY.DOC
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(b) Explore techniques which assure cost effective, quality public services.
(c) Systematically solicit public feed back on services through community
survey.
(d) Plan for new City Hall/Police Services building.
(e) Implement Total Quality Management and Best Management Practices.
(f) Strive for a high level of community confidence, identity and satisfaction.
(g) Seek citizen input into identifying problems and developing mutually
acceptable solutions.
(h) Value employees through listening and respect, training and development
opportunities, recognition and career advancement with the organization.
5. SOCIAL STRUCTURE AND LEADERSHIP:
(a) Cooperate with local organizations to conduct City wide annual events.
(b) Identify and implement a plan for maintaining ongoing communication
between the community and the city organization.
(c) Communicate the comprehensive plan components and its regular
update to the residents so that it will remain a living document and will
receive regular review update and publicity.
(d) Implement a means of involving neighborhoods in City affairs.
(e) Foster intergovernmental cooperation as a means of achieving elements
of the Vision.
(f) Identify and seek to address youth and senior issues.
6. FINANCIAL:
(a) Prepare annual operating budget which provides necessary services in a
cost effective manner and at an acceptable taxing level.
(b) Complete five year capital improvement programs including mobile
equipment intended to m?tch City needs with available revenues.
Adopted: February 5, 1996
Revised: Apri/1998; March 1999
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(c) Provide the necessary financial resources for paying for city wide
infrastructure and its maintenance.
(d) Evaluate the impact of government actions on revenue sources and
property tax levies to balance development speed and affordability.
(e) Provide debt management that will ultimately achieve an A-1 Bond rating
the City.
7. TOURIST IRECREATION INDUSTRY AND DAKOTA COMMUNITY:
(a) Engage in joint efforts with Dakota Community and Tourist industry in
adjacent cities as appropriate.
(b) Communicate the Comprehensive Plan to Dakota Community to identify
opportunities for collaboration.
(c) Focus on government to government relationship between Shakopee
Mdewakanton Community and City of Prior Lake.
8. COMMUNITY RECREATION:
(a) Establish and implement construction and maintenance standards for
neighborhood parks, community parks and playfields.
(b) Plan and construct a trail system which connects residential
neighborhoods, businesses and promotes pedestrian and non-motorized
vehicle safety especially near high volume roadways.
(c) Complete park construction and maintenance in a timely fashion.
(d) Provide park and Recreation efforts that are consistent with city
comprehensive planning, recreation industry objectives, and community
needs.
9. POLICE:
(a) Assess community confidence and satisfaction.
(b) Monitor the effectiveness of Police community partnership efforts such as
DARE, School Liaison, and Dakota Community Liaison (both businesses
and residential neighborhoods).
Adopted: February 5, 1996
Revised: Apri/1998; March 1999
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I :\COU NCIL \GENERAL \STRA TREV.DOC
10. .EIRE:
(a) Promote prevention through preplanning, community right-to-know,
education, fire inspection and fire code enforcement.
(b) Maintain strong volunteer fire department through ongoing recruitment,
training, equipment, acquisition and management.
(c) Identify the number, type and acquisition schedule for mobile equipment
needed to cost-effectively meet long range city firefighting needs.
(d) Consider implementation of Fire Prevention Code Enforcement Program
focusing upon buildings occupied by the public.
Adopted: February 5, 1996
Revised: Apri/1 998; March 1999
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Prior Lake Strategic Plan
TRANSPORTATION
State Highwav 13
1. Work with Savage, MnDOT and the County to program improvement to the
Commerce, Boudin, TH 13 intersection.
2. Work with MnDOT, County, adjacent landowners, EDA and School District to
program re-alignment and improvement of CSAH 23/TH 13 and Five Hawks
intersection.
3. Work with MnDOT, County and adjacent landowners to program improvement
of Main St/CSAH 44 intersection.
4. Work with MnDOT, County, adjacent landowners, Savage and others to
program realignment and improvement of 150th Street intersection.
5. Program trail/sidewalk improvements with or before intersection
improvements..
Countv Road 42
1. Work with County to assure completion of CSAH 42 improvements from
McKenna to CSAH 17.
2. Encourage completion of the CSAH 42/CSAH 83 intersection to address traffic
volumes and turning movements.
3. Evaluate the cost, engineering and practical feasibility of the
Rutgers/Commerce/CSAH 42 service road.
4. Program and complete trail system together with roadway improvements.
Countv Road 21
Encourage completion of CSAH 21 to the north (Shakopee Bypass).
Countv Road 12
1. Program improvement of County Road 12 including trail/sidewalk system from
TH13 to CSAH 17.
2. Encourage the County to expedite the completion of such improvements.
Adopted: February 5, 1996
Revised: Apri/1998; March 1999
I :\COUNCI L \GENERAL \STRA TREV.DOC
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Countv Road Turnbacks
1. Address costs, timing and maintenance issues so an orderly transition can
take place.
Collector Streets
1. Review the City's Minnesota State Aid (MSA) roadways in light of funding
constraints.
2. Consider official map and construction of the Ring Road in the Capital
Improvement Program.
3. Program trail improvements in the Capital Improvement Program especially for
Fremont, 150th and Fish Point Road.
DEVELOPMENT - GENERAL
1. Demonstrate commitment and dedication to this vision through each
development petition and construction project.
2. Exercise patience in land use decisions recognizing that the development will
be consistent with the vision that the Council has articulated.
3. Address annexation issues.
4. Identify those areas/uses requiring City assistance as well as the tools which
should be used for implementation.
5. Arrange to meet and discuss development issues with other communities who
have already experienced the challenges facing Prior Lake.
COMMERCIAL
1. Assure to the extent possible that land earmarked for commercial, office and
industrial is defensible from a market perspective.
2. Conduct business visits and surveys to retain existing businesses.
3. Implement a strategy for encouraging Prior Lake citizens who are business
owners to locate their businesses within the community.
4. Help existing businesses to relocate if they are affected by Redevelopment
efforts.
HOUSING
Current development patterns are exemplified by the Wilds, Raspberry Ridge, Cardinal
Ridge, and Knob Hill. They are likely to continue. A focus is needed on:
1. On-going refinement of zoning and subdivision codes to provide effective
implementation tools and easy to administer controls.
Adopted: February 5, 1996
Revised: Apri/1998; March 1999
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2. Promote planned unit developments which encourage the consolidation of
tracts of land and yield developments which respect and preserve the existing
physiography, and provide for multiple uses from business to housing.
3. Determine the desired mix of single family, townhouse and multi-family housing
units by adoption and implementation of the Comprehensive Plan.
REDEVELOPMENT
1. Complete examination of the downtown area and propose a development plan
and financing mechanisms for revitalization of the area.
2. Utilize new library construction, land owned by the City, and private
development of multi-family housing as a stimulant to redevelopment.
PUBLIC SERVICES
To assure adequate public services the following steps should be taken:
Fire Department
1. Anticipate the need for fire inspection especially for buildings intended for
public congregation. Replace equipment needed to provide fire services both
in the City and townships as scheduled.
2. Review the City's/Dakota agreement to provide for preventive measures such
as built in sprinkling systems, etc.
Parks Department
1. Plan for development of community-wide trail and sidewalk system.
2. Consider development of ordinance requirements to require sidewalk and trail
winter maintenance by the property owner.
3. Approve Sidewalk and Trail maintenance plan annually.
4. Acquire more cost effective equipment for maintaining City parks and trails.
5. Complete park redevelopment in accordance with the referendum.
6. Reduce liability exposure through regularized inspection and correction
program for existing and proposed park equipment.
7. Maintain what we have to preserve its useful life and minimize hazards to
users.
8. Acquire land needed for future parks.
9. Complete Lakefront Park park improvements.
10. Complete construction of New Community Library.
11. Plan and construct two Athletic Field complexes.
12. Consider a youth center and associated programming to address youth issues.
Adopted: February 5, 1996
Revised: April 1998; March 1999
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1. Continue a strong commitment to prevention; that is D.A.R.E., School Liaison
Officer, and Dakotah Community Liaison officer (businesses and residential
areas ).
2. Work to include officers in the decision-making process.
3. Implement examples of the police golden rule: Police others as you would
have others police you.
4. Update major chapters in Police Policy Manual.
5. Implement Civilian Police Academy.
6. Evaluate appropriateness of sports utility vehicles as police vehicles.
Public Works
1. Use community survey to assess community position on water treatment plant. .
2. Evaluate the necessity of wells and add them before rather than after they are
needed.
3. Determine the miles of streets to conduct annual overlay and associated costs
which is affordable to the community.
4. Evaluate the possibility of alternate service delivery and funding sources
therefore.
5. Continue rental of specialized equipment for infrastructural
improvements/maintenance rather than purchase where cost effectiveness
can be shown.
6. Consider implementation of Best Management Practice in one service delivery
area annually.
7. Participate with Planning in the development of Geographic Information
Systems for improved infrastructure management and planning.
8. Continue to emphasize the use of Joint Powers Agreements to accomplish
responsibilities cost effectively.
Building
1. Team with the Fire Department to investigate fire inspection programs.
2. Take on"'9oing steps to simplify the permit issuance process for all projects.
3. Implement City wide address files.
4. Enhance code education to encourage voluntary compliance.
5. Provide more assistance for homeowner type projects: finishing basements,
adding decks etc.
6. Implement multi-media efforts to educate the public about the benefits of
obtaining a permit for construction, reconstruction and additions.
Planning
1 . Coordinate aerial photography with County for Planning database.
2. Complete new Subdivision Codes and improve its administration.
Adopted: February 5, 1996
Revised: Apri/1998; March 1999
12
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3. Conduct training programs for City employees, residonts, citizens, and
business persons on the new zoning ordinance.
4. Serve as staff support to the Economic Development Authority for the
completion of its tactical plans.
5. Participate with Public Works in the development of Geographic Information
Systems for improved infrastructure management and planning.
6. Undertake one process improvement project each year.
Administration
1. Examine which services get prioritized, which are delivered by the City and
who pays.
2. Focus on providing a City Hall/Police Building needed for an effective
municipal operation.
3. Work to resolve labor negotiations quickly and cost effectively.
4. Examine alternate service delivery in one department each year.
5. Attempt to take a long view of revenues and assemble to the extent possible
those which are anticipated to be needed.
6. Consider a Safety Director as the need for these important services which are
critical to our community.
7. Work to retain valued employees.
8. Work to assure cost effectiveness of Joint Management Information Services
Position.
9. Complete implementation of Year 2000 solutions.
10. Prepare baseline data regarding service delivery costs in all departments.
11. Enhance openness of City government through cable television usage and
other media.
12. Renegotiate Cable TV Franchise Agreement which meets user needs.
13. Coordinate community survey for feedback on City services.
14. Promote effectiveness of Labor Management Committee for resolving such
issues.
SOCIAL STRUCTURE AND LEADERSHIP
Leadership requires a goal toward which energies are directed. The visions which have
been discussed provide such a goal. An equally important consideration is the receipt of
feedback from the electorate. Focus in this vision includes:
1. Regularized resident surveying to obtain a barometer of City effectiveness so
we can redefine our tactical steps or visions to implement community priorities.
2. The Council needs to provide for effective objective identification and
delegation of responsibilities to City Commissions and Committees.
3. The City needs to recognize and reinforce the contributions of neighborhoods,
individuals and civic organizations as the backbone of the community.
4. The City should focus on a few specific overriding goals and see to their
implementation, rather than becoming scattered on a wide variety of issues.
Adopted: February 5, 1996
Revised: Apri/1998; March 1999
I:\COUNCIL\GENERAL\STRA TREV.DOC
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5. The capital improvement program and budgets should reinforce the mission
identified herein.
6. A strategy should be established for incorporating community leadership in
annual City goal setting.
7. This document should be annually reviewed and publicized together with
annual goals and objectives, the budget and capital improvement programs.
Adopted: February 5, 1996
Revised: Apri/1998; March 1999
14
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Prior Lake Strategic Plan
TRANSPORTATION
c:> Program in City, County and State financial planning documents the following
intersections:
--Commerce / Boudin and TH13
--CSAH 23 / TH 13 and Five Hawks
--150th and TH13
--Main Avenue / CSAH 44 / TH13
--TH13 Trail
--CSAH 12 and trail
c:> Complete 1999 Public Improvement Projects.
c:> Complete official map of Ring Road.
COMMERCIAL DEVELOPMENT
c:> Conduct business visits (EDA) in conjunction with the Chamber of Commerce.
<=:> Identify and correspond with residents who are business owners to encourage
relocation of business into Prior Lake.
<=:> Provide annexation recommendations to City Council.
REDEVELOPMENT
<=:> Complete Downtown Redevelopment Study and begin implementation of
recommendations.
<=:> Support private, commercial and/or multi-residential housing project downtown.
PUBLIC SERVICES
1. Fire:
c:> Provide recommendations regarding cost effectiveness
programs for buildings with public congregations.
<=:> Replace Tanker Truck
c:> Update at least one fire prevention section in the City Code
of Fire Inspection
Adopted: February 5, 1996
Revised: Apri/1998; March 1999
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2 . .E.sills:
~ Finish construction of Library/Resource Center
~ Complete construction of Lakefront Park
~ Acquire final property needed for Athletic complex.
~ Complete Plans and Specifications and solicitation of bids for two athletic
complexes.
3.~:
~ Update major chapters of Police Policy Manual.
~ Implement Civilian Police Academy.
~ Evaluate sports utility vehicles as squad cars.
~ Evaluate City time spent on Dakota Community police and fire services as part of
contract renewal process.
4. Public Works:
~ Implement Geographical Information System
~ Design and inspect all 1999 public improvement projects
5. Building and Planning:
~ Initiate one process improvement project.
~ Implement Zoning Ordinance.
~ Draft Subdivision Ordinance.
<> Update 2020 Comprehensive Plans.
6. Administration:
~ Implement Year 2000 solutions.
<> Renegotiate Cable 1V Franchise Agreement
~ Coordinate Community survey.
Adopted: February 5, 1996
Revised: Apri/1998; March 1999
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