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Home My WebLink About2030 vision and strategic plan PowerPoint3/26/2013 Work Session Agenda 2030 Vision and Strategic Plan March 25, 2013 City Council Work Session 2012 Vision Elements  2012 Top Three Priorities  City of Prior Lake 2030 2012 Accomplishments  Vision and Strategic Plan Criteria for 2013 Top 3 Priorities  Recommended Top 3 Priorities  Next Step  1 2 2012 Priorities Current 2030 Vision & Strategic Plan 7 Strategic Elements Economic and Community Development  Economic & Community Strong Financial Management   Development Natural Resources  Strong Financial  Management Natural Resources  Community Assets  Safe & Healthy Community  Transportation  Communication  34 Progress-Strong Financial Management Progress: Economic & Community Development GoalStatus GoalStatus Annually identify at least five areas or programs that could be accomplished through collaborative efforts within or outside of Complete Develop a plan to provide a community-wide fiber optic network. Ongoing SCALE minimizing financial cost and/or maximizing cost benefit for services. Implement at least two programs each year, with Prepare and evaluate plans with private parties to establish a Complete Council approval technology village/incubator. As part of the Capital Improvement Program (CIP) annual review Ongoing process, refine long term plans for maintenance and replacement Develop plans for a data center with fiber optic access. of infrastructure. Develop a plan which includes priorities, timelines and funding for Develop a redevelopment plan, including priorities, timelines and the implementation of an Enterprise Resource Management incentives for the downtown area and for underutilized In progress System (ERMS) that improves the collection, use and reporting of commercial properties. financial data. July, 2014 Install and implement core modules. Review the existing City Code and Zoning Ordinance provisions Annually review and report to the Public, Department or Citywide to assess their impact on achieving economic development metrics to measure cost effectiveness of services as part of Underway objectives. Recommend modification of those which are budget documents. inconsistent with City objectives. Repeat every 5 years. Scheduledfor Adoptremaining components identified in the Comprehensive June, 2013 Financial Management Policy by June 30, 2012. 56 1 3/26/2013 Progress: Natural ResourcesProgress: Community Assets GoalStatus GoalStatus Work with the Prior Lake Spring Lake Watershed District, Scott Develop and receive approval for a plan that promotes recruitment County and Townships to establish a cooperative plan to clean up Complete and retention of highly capable, productive and customer-oriented Spring Lake, and Upper and Lower Prior Lake within six months of staff throughout the organization. completion of TMDL implementation plan. Modify PUD standards in the City’s Zoning Ordinance to incorporate Receive approval for and complete projects contained in the CIP on sustainable goals and objectives. Ongoing an annual basis. Improve ground water quality in accordance with city water plans by Underway 2030. Acquire property for needed community capital assets through Ongoing subdivision process in accordance with comprehensive plan by 2030. Implement recommended storm water management strategy for Underway Markley Lake. Practice consistent, pro-active code enforcement to protect residential Deleted from 2013 and commercial properties and report the results to the City Council in Adopt the Park Utilization/Master Park Plan Study. budget February of each year. Evaluate Green Steps Cities Program and request the City Council Develop a joint water study to operate water system capital facilities Underway approve the degree of City participation. with the SMSC in accordance with the joint water study. 78 Progress: Safe & Healthy CommunityProgress: Transportation GoalStatus GoalStatus Work with SCALE to complete Unified Transportation Land Use and Annual recreation Develop an annual plan to provide community recreational and social Ongoing Economic Development Plan. program programs to promote health and well-being. Develop and approve a plan for safety and interconnectivity Ensure the police, fire, emergency and ambulance services have the Included in RCP improvements to sidewalks, bike paths and trails serving schools, Ongoing resources to address the health and safety issues identified by the application neighborhoods, downtown and parks by 12/31/12. Community Safety Advisory Committee (CSAC). Evaluate transit service levels and funding sources to maximize Develop an informational package to foster the development of In process service and productivity within available resources. neighborhood associations. Develop roadway degradation model to predict future roadway Develop marketing plans which effectively increase citizen Complete investment needs by 4/30/12 and incorporate those needs into the participation in annual public safety programs. annual CIP. 910 2013 Top 3 Selection Criteria Progress: Communication Strategic elements reviewed based on which GoalStatus are: Bi-annually conduct a professional community survey to solicit input on services and measure City performance. Survey questions should Most critical to City service delivery  address both business and residential issues. capabilities Produce 20 government–related cable television shows, exclusive of Complete public meetings. Most critical to City development  st Complete –April1 Identify appropriate information for inclusion in revised utility bill Most critical to City financial health  bill format. Provide the biggest bang for the buck  Develop electronic tools and services to increase interaction with Complete residents. Develop a strategy to communicate components of the 2030 Vision Complete and Strategic Plan. 1112 2 3/26/2013 2013 Top 3 Vision Elements Top 3 Elements: Community Assets “Develop and receive approval for a plan that Staff Recommendation: promotes recruitment and retention of highly Community Assets  capable, productive and customer-oriented Strong Financial Management  staff.” Staff is a community asset Economic and Community Development   Community growth without corresponding staff growth  Examples of service breakdowns:  Police Department  Public Works Department  Finance Department  Continue to evaluate staff resources  Need to implement 5-10 year plan  1314 Top 3 Elements: Community AssetsTop 3 Elements: Community Assets Growth  Staffing  Indicator2003200420052006200720082009201020112012 Population19,196 20,486 21,236 21,726 22,141 22,431 22,641 22,796 23,031 23,296 All Funds200820092010201120122013 Dwelling Units7,007 7,523 7,823 8,019 8,185 8,301 8,385 8,447 8,541 8,647 FT & Reg PT*87.8083.5382.3584.1587.3887.25 Sewer/Water 6,606 6,922 7,205 7,380 7,509 7,581 7,780 7,803 7,903 8,025 Accounts Furloughs0.000.00-1.580.000.000.00 Building Permits -ALL3,757 2,662 2,242 1,965 1,889 1,472 1,400 1,624 1,884 2,291 Seasonal61.4462.0058.7557.2856.6559.18 Total Single Family171 108 112 84 80 65 62 94 80 122 Total Townhomes/MF345 192 85 83 36 19 --26 52 TOTAL FTE149.24145.53139.52141.43144.03146.43 TOTAL SF/TH/MF516 300 197 167 116 84 62 94 106 174 Total Other Permits3,241 2,362 2,045 1,798 1,773 1,388 1,338 1,530 1,778 2,117 Change-3.71-6.011.912.602.40 No. of Parks37 39 42 48 49 49 51 51 51 Acres of Parks569 617 810 932 994 994 1,004 1,004 1,022 Street Miles89.7 92.4 93.5 94.5 95.1 95.6 96.0 96.0 96.0 96.0 Households8,301 8,385 8,447 8,541 8,647 8,802 Police Calls9,394 9,653 9,416 9,668 11,162 10,544 10,046 9,654 10,419 11,040 HH/FT & Reg PT FTE94.54100.38102.57101.5098.96100.88 Fire Calls789 832 1,011 1,034 1,116 804 406 432 443 478 Source: U.S. Census Data; other years based on building permit data Transit Ridership20,093 20,563 23,231 23,575 34,539 54,090 48,452 48,909 86,477 94,772 Change 2008-2013: Population Growth from 2000 to 2013 = +46% •Full Time & Regular Part Time = .55 or .6% Does not reflect growth from areas annexed in 2012 •Households = 501 or 6% 1516 Top 3 Elements: Community AssetsTop 3 Elements: Community Assets StatusType/LocationNo. “Receive approval for and complete ExistingSingle Family160 projects contained in the CIP on an annual Townhouse75 TOTAL235 basis.” Lot Inventory  Inthe pipeline:Eagle Creek61 Markley Lake27 Very important project is missing: Best Case = 992 lots  Jeffers 7 th 23 (5 year supply) Stemmer Ridge Road extension with sewer and Maple Glen 5 th 26 water to serve the Orderly Annexation Area Golden Pond40 Worst Case = 402  Enclave 2 nd 65 lots (2 year supply) Total242 MaybesShepherd70 Bolger80 Vierling/Muelken400 Redanke40 Total590 1718 3 3/26/2013 Development Map Orderly Annexation Area Projects Previous Projects  City Project Cost CR 12 Phases 1-3  32” sewer pipe in CR 82  Future Projects  $4,517,940 CR 12 Phase 4 (2013) $5,862,818  Joint Water Treatment  Facility Previous ProjectsFuture Projects 1920 Top 3 Elements: Community AssetsTop 3 Elements: Community Assets Future Stemmer Ridge Road Connection Stemmer Ridge Road Sewer and Water  Costs TaskCost StreetOversizing$ 250,000.00 Assessments$2,750,000.00 Water Fund$350,000.00 Sewer Fund$407,500.00 WaterQuality Fund$125,000.00 Trunk Fund$757,500.00 TOTAL$4,640,000.00 2122 Top 3 Elements: Community AssetsTop 3 Elements: Community Assets Stemmer Ridge Road project assures: “Develop a joint water study to operate water system capital facilities with the Annual income to the City (permits and plan  SMSC in accordance with the study.” check) More value to spreading City costs for  bonding and budget More rooftops for commercial development  More service costs for City  More school revenues and expenditures  2324 4 3/26/2013 Top 3 Elements: Community Assets Top 3 Elements: Strong Financial Management Critical project because: “Install and implement core financial  At or exceeding production peak on hot, summer software modules by June 30, 2012”  days Equipment running 24 hours per day is more likely to  break down We have no “failsafe” except short-term  interconnection with Savage The cooperative project is a long-term solution  The project is paid for over 20 years  The projects provides a “failsafe” and room for growth  of the community 2526 Top 3 Elements: Economic and Community Top 3 Elements: Strong Financial Management Development New system will:  “Develop a redevelopment plan, including Distribute financial responsibility priorities, timelines and incentives for the  Allow metrics to be kept across the organization downtown area and for underutilized  Provide better management information commercial properties in the City by  Provide for financial reporting flexibility and speed September 30, 2012.”  Provide better financial reporting for the City  Council and the Public Be a “sea-change” for the organization  Be expensive  Be time consuming  2728 Downtown ProjectsDowntown Projects Total Public Investment Since 1997  $2,204,991 $2,302,550 $233,000 =$28,544,076 Park/Library Referendum Lakefront Plaza TIF* Main Avenue Improvements Planned Future Investment (2013)  $7,800,000 Façade Improvements =$2,302,550 $14,000,000 City Hall/Police Station Premiere Dance TIF* $2,582,000 Arcadia/CR 21 Intersection $1,472,000 Ridgemont/Main/TH 13 Intersection * Estimated Total Payout $252,086 2930 5 3/26/2013 Top 3 Elements: Economic and Community Top 3 Elements: Economic and Community DevelopmentDevelopment Project Financing Install Arcadia from Colorado to TH 13  Over-Develop- SegmentMSALevyCounty/StateTOTAL after receiving approval for full access sizingment TH $300,000$252,000$150,000$702,000 intersection from MnDOT 13/Franklin Colorado/Plea$400,000$100,000$768,000$1,268,000 Seek development of both parcels sant  Pleasant& $100,000$25,000$339,500$464,500 Complete construction of entire roadway, if Gross  Diggers Site$25,000$143,000$168,000 possible Through $100,000$836,500$936,500 Specially assess as necessary Gross  Duluthto $300,000$75,000$689,000$1,064,500 Purchase properties for Arcadia extension Diggers  TH13/Duluth$24,000$24,000 TOTAL$1,100,000$325,000$2,073,000$150,000$979,500$4,627,500 3132 Top 3 Elements: Economic and Community Top 3 Elements: Economic and Community DevelopmentDevelopment EstimatedEmployment Numbers What does this accomplish?  LowHigh Pharmacy5075 Adds four commercial parcels on TH 13  SmallShops50125 Adds 35,000 square feet of commercial C-Store1025  Quick-Service2550 Increases market value from $4/square foot to  TOTAL135275 $40/square foot EstimatedMarket Valuation Jump starts development of Gross property LowHigh  Pharmacy $4 M$7 M Jump starts Downtown  SmallShops $2.25 M$5M development/redevelopment C-Store $1.5 M$2.5 M Quick-Service $1 M$2M TOTAL $8.75 M$16.5 M 3334 2030 Vision and Strategic Plan Next Steps  Schedule first 30 minutes of April 8Work th  Session for 2030 Vision and Strategic Plan 35 6