HomeMy WebLinkAbout9E - 2030 Vision & Stategic Pln
16200 Eagle Creek Avenue S.E.
Prior Lake, MN 55372-1714
MEETING DATE:
AGENDA #:
PREPARED BY:
AGENDA ITEM:
DISCUSSION:
CURRENT
CIRCUMSTANCES:
ISSUES:
CITY COUNCIL AGENDA REPORT
June 6, 2006 ^~
:~ank Boyles, City ManagIr\~
Consider Approval of a Resolution Adopting the 2030 Vision and
Strategic Plan.
Historv:
In 2002, the City Council directed that the City's Strategic Plan be updated.
With the help of hundreds of residents over four, four-hour sessions, the first
Strategic Plan was completed.
Then, in 2004, the City Council led an effort to update the Strategic Plan. This
year, On April 12 and May 24, more than 200 citizens gathered to once again
update the plan.
After an investment in excess of eight hours by more than 200 citizens, the
Strategic Plan has once again been revised. The new plan is more
sophisticated than the old plan in a number of ways:
1. Unlike the 2002 or 2004 plan, the 2005 plan is based upon extensive,
objective data gathered through a residential survey completed in March of
this year.
2. The document has been changed from the 2020 Vision to the 2030 Vision
to correspond with our comprehensive planning timeline.
3. Vision elements have been added and consolidated to incorporate the
findings of the resident survey more precisely in the document.
4. Goals have been given a five-year timeline.
5. The term "tactical action plan" has been eliminated and replaced by "2005-
2006 Performance Objectives." This revision better corresponds with our
two-year cycle for updating the plan and provides more immediate
objectives for completion.
Virtually the entire four-hour session on May 24 was spent reviewing and
modifying the 2005-2006 Performance Objectives. Thanks to the Long-Range
Planning Committee, about two dozen of the objectives in the attached
document are new or modified from the draft presented to the Long-Range
Planning Committee at 6 p.m. on May 24. The discussion on May 24 was a
great example of the type of community dialogue that leads to an effective
Strategic Plan.
The City Council participated in every phase of this update from preparing the
question topics in the residential survey, to reviewing the Strategic Plan
obj ective-by-objective.
The Strategic Plan is having its intended impact. It has aligned the community,
staff and Council to achieve the same priorities. In doing so, we are
www.cityofpriorlake.com
1:\COUNCIL\AGNRPTS\2005\0606 Adopt ~g~ks~~~.~tft12t23Ian.9Cfax 952.447.4245
FINANCIAL
IMPACT:
ALTERNATIVES:
RECOMMENDED
MOTION:
accomplishing more than ever before. And our accomplishments are cost-
effective as they involve the efficiencies gained from our many partnership
efforts.
If the City Council concurs that the attached document is reflective of the work
completed by the Long-Range Planning Committee on May 24, it would be
appropriate to adopt the attached resolution adopting the plan.
1. Adopt the attached resolution approving the 2030 Vision and Strategic
Plan.
2. Take no action.
Alternative 1.
1:\COUNCIL\AGNRPTS\2005\0606 Adopt 2030 Vision & Strategic Plan. DOC
16200 Eagle Creek Avenue S.E.
Prior Lake, MN 55372-1714
RESOLUTION OS-xx
A RESOLUTION ADOPTING THE 2030 VISION AND STRATEGIC PLAN
Motion By:
Second By:
WHEREAS, At City Council direction, the 2020 Vision and Strategic Plan was created by a Long-
Range Planning Committee composed of residents from many interest groups within
and affecting the ,City; and
WHEREAS, The Strategic Plan has been an effective tool in articulating the community's mission
and the work that must be completed to accomplish its vision; and
WHEREAS, The Plan was updated in 2004 by the Long-Range Planning Committee; and
WHEREAS, On April 12, 2005, and May 24, 2005, over 200 persons participated in the update of
the Strategic Plan which was based upon objective information provided through the
2005 residential survey; and
WHEREAS, The City Council concurs that the views of the community and those of the Long-Range
Planning Committee are incorporated in the 2030 Vision and Strategic Plan dated May
24, 2005.
NOW THEREFORE, BE IT HEREBY RESOLVED BY THE CITY COUNCIL OF PRIOR LAKE,
MINNESOTA as follows:
1. The recitals set forth above are incorporated herein.
2. The 2030 Vision and Strategic Plan dated May 24,2005, is hereby adopted in its entirety.
3. The staff is directed to initiate communication efforts to share the 2030 Vision and Strategic Plan
with all segments of our community.
PASSED AND ADOPTED THIS 6th DAY OF June, 2005.
YES
NO
Haugen Haugen
Fleming Fleming
LeMair LeMair
Petersen Petersen
Zieska Zieska
Frank Boyles, City Manager
R:\RESOLUTI\ADMINRES\2005\060605 Adopt 2030 Visiow6JStitl)eQp~a:om
Phone 952.447.4230 / Fax 952.447.4245
Revised edited copy 05-24-05
~~@rn
2030 Vision and Strategic Plan
Developed by our community....for our community
Adopted August 5, 2002
Revised February 2, 2004
Revised May 24, 2005
City of Prior Lake
16200 Eagle Creek Avenue SE
Prior Lake, MN 55372
Phone 952.447.4230 - Fax 952.447.4245
1
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Table of Contents
Introduction
5
Strategic Leadership Planning: What is it? Why do it?
7
SECTION 1
The Team
11
SECTION 2
Mission Statement
12
SECTION 3
2030 Vision Statement
13
SECTION 4
2030 Vision Elements
15
SECTION 5
Umbrella Issues
35
SECTION 6
The Challenge
36
3
Introduction
How We Got Here: The Strategic Planning Process
In 2002, the Prior Lake City Council adopted a set of City goals, among which was the
need to update the City's Strategic Plan in order to guide the City's growth and
development into the year 2020.
Consultant Carl Neu was hired to lead a committee of over 60 community volunteers,
representing a broad range of interests, through the long-range planning process. The
committee included representation from many areas of the community: residents,
businesses, developers, education, senior citizens, youth, arts, athletics, faith-based
organizations, civic organizations, adjoining townships, County officials, SMSC
representatives, police, fire and other City staff.
The committee met four times, investing over 1000 collective hours, and identified the
critical issues facing the City. The issues identified included:
· Growth and Land Use Management, including growth/land use annexation, and
relationship between Downtown and the lake.
· Economic Vitality, including commercial development, financial resources,
economic base and Downtown redevelopment.
· City/Community Quality and Amenities, including youth and senior citizen
activities, trails, general amenities, housing stock and City aesthetics.
· City Services and Assets, including infrastructure and public safety.
· Preservation of Natural Resources, including environment and water quality.
. Intergovernmental Cooperation & Partnering
· Community Leadership and Involvement
On June 12, 2002, the committee crafted the initial version of this Strategic Planning
document to help guide the City into 2020. The purpose of the plan is two-fold. First, the
plan creates a Vision that will lead the community over the next 20 years. Second, the plan
is intended to initiate lasting partnerships. At the same time, the process created
community advocates to help the governing body and staff make this Vision into a reality.
The plan was adopted officially by the City Council in August 2002.
On October 8,2003, a group of nearly 70 community representatives met to review,
discuss and update the document focusing on the Mission Statement, Vision, and Vision
5
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Elements. The City staff then met to refine the Tactical Action Plans for 2004-2008 and
incorporated the modifications into this document.
On April 12 and May 24, 2005, over 110 stakeholders again met to review and update the
plan with the assistance of Consultant Neu. The Strategic Plan has been extended through
the year 2030 to coincide with the planning horizon established by the Metropolitan
Council for Prior Lake's Updated Comprehensive Plan. Vision elements were added and
consolidated to better focus upon community priorities as identified in the 2005 residential
survey. Five year Tactical Action Plans were renamed, "2005-2006 Performance
Objectives" to provide better benchmarks of progress toward plan implementation.
The result of this ongoing process is a plan that not only identifies strategic direction for
our community, but one that encourages excitement and motivation for everyone to
participate actively in the implementation of this Vision for Prior Lake.
6
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STRATEGIC LEADERSHIP PLANNING:
WHAT IS IT; WHY DO IT?
Communities are future seeking. But first, they must be able to imagine and decide what
they want the future to be. Secondly, they must decide how they are going to make this
desired future become a reality. Strategic leadership is a process that brings people
together to think about the future, create a vision, and invent ways to make this future
happen through determination, community teamwork, and disciplined actions. It is the
primary function of leadership - to make things happen that would not happen otherwise
and prevent things from happening that might occur ordinarily. It is getting people to work
together to achieve common goals and aspirations; to transform visions into reality.
A strategic plan is a document recording what people think - a broad blueprint for positive
change that defines a vision and key outcomes that must occur to attain this vision. Other
implementation efforts and plans such as the comprehensive land use plan, financial plans,
and development and redevelopment plans are policy and decision making tools that assist
the community, council, and administration in achieving the vision.
A strategic leadership perspective and plan will challenge and stretch the community's
imagination in defining what is possible and test its will to commit to a great and exciting,
rather than "good enough" future. The strategic plan will forge and sustain the critical
partnerships and relationships that will translate the strategic plan into reality.
This Strategic Plan is a compass - a dynamic and continuous process about how a
community sees, thinks about, and creates, through decisive leadership and management
commitment and actions, the future it desires. It defines the long-term "big picture"
framework within which all policy, fiscal, administrative, and tactical decisions need to
occur. It focuses the governing body on defining Ends and Results to be achieved and
the management team on the Means necessary to achieve those Ends and Results.
7
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2030 Vision and Strategic Plan
Quality
Community
Growth
Strong
Financial
Management
Downtown
Redevelopment
Economic
Development
Housing
Quality
And
Diversity
Community
Capital
Assets
Natural
Resources
Transportation
Communication
Budget and Capital Improvement Program Process
Lon~-tl'nn (5-\l'ar) (;oals
, .
2005-2006 Focus Performance Objectives
Assessments/Communicate Results/Strategic Plan Update
9
Section 1
The Team
We Can't Do It Without You!
This Strategic Plan is about teamwork. Even though the initial planning process is
complete, our job - the real work - is a continuous journey of achieving our vision of Prior
Lake's future. A Strategic Plan cannot become a reality without the participation and
commitment of each member of the team.
. Residents
. Businesses
. Civic Organizations
. School Districts
. Other Governments
. Shakopee Mdewakanton Sioux Community
. City Council
. City Staff
11
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Section 2
Mission Statement
Job One
The mission of the City of Prior Lake is to enhance the quality of life for current and future
citizens by providing quality services which result in a safe, secure community; recreation
and leisure opportunities; preservation and effective use of lakes, parks and other natural
resources; economic vitality; and the promotion of partnerships, volunteerism and civic
pride for the community's diverse population.
12
Section 3
The 2030 Vision
Prior Lake is a City which emphasizes its historical roots as a recreation oriented
community with strong neighborhoods, a thriving Downtown and the feel of a small town
located within the heart of a vibrant suburban setting. The Senior/Community Center, City
Hall and Police Station provide the gateway to Downtown and Lakefront Park amenities.
The Downtown area draws its strength from its uniqueness, size and accessibility to the
lake and parks. In addition to meeting the service needs of the community, Downtown
Prior Lake offers something for everyone and is a destination place to spend the day
socializing, shopping and dining.
Recognized as a metropolitan leader with its three-fold recreation system, Prior Lake
attracts visitors from across the area. The first focus consists of the City's lakes and
numerous natural areas dedicated to public use and preservation. The second focus
includes the many Community parks, play fields, neighborhood parks, and trails
programmed for citizens of all ages and interests. Through the City's integrated trail
system, residents and visitors can access every City park, residential neighborhood, school
and many business districts. Third, Prior Lake is recognized for the leisure opportunities
showcased by many recreational venues. Public and privately-owned golf clubs are
prevalent throughout the area along with the County regional park system.
Prior Lake is proud to be the home of the Shakopee Mdewakanton Sioux Community. The
City has a reputation for its positive working partnerships with the SMSC, the School
District, other cities, townships, County, business community and numerous community
organizations - seeking out cooperative ventures to benefit all concerned.
Prior Lake is a people place for a lifetime. Residential neighborhoods are designed to offer
a variety of homes, meeting housing needs for all ages and lifestyles. Developments
preserve the environment, provide for open spaces and offer ready access to the transit and
transportation systems that keep residents within easy reach of the cultural and
entertainment opportunities located throughout the Twin Cities area.
Known for high-quality educational programs and intergenerationallearning opportunities,
and guided by its own Strategic Plan, the Prior Lake-Savage School District prepares our
community learners to meet the challenges of the present and the future. Our school
system provides opportunities that constantly challenge learners of all ages to discover and
enhance their individual skills and talents.
Prior Lake enjoys a balanced and well-planned mix of retail, entertainment, social, office,
light industrial, high-tech, light manufacturing, and service business opportunities.
13
Prior Lake government maintains a sound financial position while providing high value
and top quality services to its residents. Citizen input is encouraged through interactive
communications on all levels to identify problems and develop mutually acceptable
solutions. Program effectiveness and services are monitored to assure cost-effectiveness
with the customer in mind. Priority is placed on aesthetics and the maintenance and
replacement of infrastructure.
Prior Lake maintains its unique community identity through the recognition and
celebration of our small town values of family, education, courage, pride, honesty and
human worth. V olunteerism, civic duty and community pride continue to enrich the City
and its residents.
Prior Lake is
a Wonderful Place
to call Home
14
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Section 4
2030 Vision Elements
Areas of Strategic Emphasis for the Future
The following nine Vision Elements represent the areas of strategic importance identified
by the Long-Range Planning Committee which must be addressed in order to make Prior
Lake's 2030 Vision and Strategic Plan become a reality. The order of the Vision Elements
does not imply priority; all are of equal importance.
. Quality Community Growth
. Strong Financial Management
. Downtown Redevelopment
. Economic Development
. Housing Quality and Diversity
. Community Capital Assets
. Natural Resources
. Transportation
. Communication and Assessment
Within each Vision Element, the primary achievements that must be reached are stated in
terms of an introductory statement defining the Vision Element followed by long-range
(five-year) goals to be pursued relative to the Vision Element. The goal statements reflect
the community's leadership priorities and direction providing the basis for the City and
other entities to define specific performance objectives (results) they must achieve toward
implementing the vision and goals. The City's approved two-year objectives put the plan
into action through clearly defined budgets, Capital Improvement Programs, and other
policy priorities. The goals and two-year objective statements are reviewed and updated at
least biannually to assure they are current and reflect the community's desired future for
Prior Lake.
15
Quality Community Growth is of paramount importance to Prior Lakes' citizens as our
population grows from 20,000 to more than 40,000 between 2005 and 2030. This growth
will continue to present both challenges and opportunities. The challenges associated with
community growth and urban expansion include planning for the increased demand on
municipal services, infrastructure, public facilities and amenities while maintaining
economic vitality and the preservation of Prior Lake's unique historical roots and
cherished small-town feel and values. The opportunity is for Prior Lake in 2030 to be
characterized by the things our citizens cherish most: open and natural settings, small
town feel and attractiveness of its lakes.
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
development, annexation, metropolitan or state mandates to
assure continuing accuracy of the document.
Objective 2: Implement and periodically update zoning and comprehensive
plan guidelines to preserve the small town feel.
Goal 2: Assure 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 I: Identify and preserve through comprehensive planning and
zoning, acreage for future needs, e.g. commercial, school, park,
open space and residential uses.
Objective 2: Plan infrastructure improvements and identify available revenue
sources in the Capital Improvement Program in accordance with
the annexation schedule in the orderly annexation agreement.
Objective 3: Execute agreements with surrounding cities, townships and the
County to extend City zoning and subdivision ordinance
provisions to future annexation areas.
Objective 4: Avoid public subsidy of annexation.
17
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The people of Prior Lake have a powerful vision and great hopes for the community's
future: Vision 2030. For Vision 2030 to become a reality, the City must ensure the
financial resources are available, in the amount and within appropriate time frames, to fund
the operating and capital costs associated with implementing the Strategic Plan.
Goal 1: Di versify and maximize the City property tax base.
Objecti ve 1: Ensure the completion of Deerfield Industrial Park with high
valued structures (buildings with unique designs, class one
materials and modest exterior storage).
Objective 2: Administer business subsidy policy to assure it is used in
accordance with statute, in the amount needed to make the
project possible minimizing taxpayer financial exposure.
Objective 3: Strive, along with the County, to establish a more accurate
relationship between the assessor's value and actual market
value.
Objective 4: Encourage residential subdivisions which add high quality, high
value housing at all price points.
Goal 2: Identify and develop non-tax revenue sources.
Objective 1: Implement franchise agreements which provide for equitable
franchise fees.
Objective 2: Review and update City user fees annually.
Goal 3: Assure that new development pays for its own infrastructure.
Objective 1: Update development fee studies every 18-24 months.
Objective 2: Support legislation that authorizes impact fees, i.e. street
oversizing fee and street utility fee.
Objective 3: Achieve, through discussions with the Builders Association of
the Twin Cities, support and assistance for development-related
calculation and administration of fees (impact and building).
19
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Goal 4: Minimize capital and operating costs through collaborative efforts with other
public and private entities.
Objective I: Identify and secure land needed for the joint police and fire
training facility and pursue development of the facility through
S.C.A.L.E.
Objective 2: Develop an agreement with the school district through which
the district provides custodial services to City buildings and the
City provides field maintenance to school playfields.
GoalS: Support locally controlled and dependable revenue sources.
Objective 1: Support legislation to eliminate market value credit.
Objective 2: Support legislation to eliminate levy limits permanently.
Objective 3: Support legislation to provide a dependable funding source for
Municipal State Aid.
Goal 6: Pursue community funding initiatives.
Objective 1: Structure funding referenda to support needed capital facilities
which cannot be otherwise financed (Le. park and recreation
facilities ).
Objective 2: Create privately funded trust to support community-wide
projects (e.g., land acquisition).
Objective 3: Determine the appropriateness of a city-wide sales tax.
20
The Downtown and adjacent Lakefront Park are unique community focal points and
destination attractions that contribute to the City's identity and offer opportunities for
recreation, employment, housing, shopping and dining.
Goal 1: Encourage redevelopment and construction of multi-use buildings (i.e.
residential, retail, family dining, office, retail, public/private.)
Objective 1: Promote construction of a multi-use building on property
located at Duluth and West A venue.
Objective 2: Solicit RFPs for purchase and development; and promote
construction of a multi-use building on property located at Main
A venue and Hastings.
Objective 3: Promote private redevelopment of City-owned property, i.e.
16318 Main Ave. (Joe's Pizza).
Goal 2: Update 2003 parking study to incorporate new development and construction
of public buildings in this Downtown area.
Objective 1: Construct at least one 75-car parking lot for the northerly
Downtown area.
Objective 2: Acquire one multi-purpose parking lot for the southerly
Downtown area.
Goal 3: Continue the thematic integration of Downtown, the lake and Lakefront Park.
Objective 1: Plan for replacement of County Road 21 street lights from the
bridge to Downtown. Extend pedestrian elements such as
planters, bike racks and benches to the Wagon Bridge on
County Road 21.
Objective 2: Explore additional parking options for fisherpersons near the
fishing pier at Lakefront Park.
Goal 4: Implement plans for pedestrian-friendly streetscape enhancements south of
CR21 and CR21 improvements as identified in the 2005 corridor study.
21
i .
Objective 1: Program improvement work within 2006-2010 Capital
Improvement Program.
GoalS: Construct new municipal facilities as gateways to Downtown and Lakefront
Park.
Objective 1: Complete the police station.
Objective 2: Complete city hall.
Objective 3: Define options for senior/community center project.
Goal 6: Encourage and facilitate relocation of businesses which are inconsistent with
projected plans for the Downtown area redevelopment.
Objective 1: Identify land to which such businesses could relocate outside of
the Downtown area.
22
ECeJll()lllic Dey'el()plllellt
A strong, diversified tax base is essential to ensuring the community's long-term economic
vitality.
Goal 1: Implement a strategy to expand, balance and diversify the City's business base
through current business retention and new business developments.
Objective 1: Schedule periodic meetings with existing businesses to
determine how the City can help them meet their needs from a
retention and expansion perspective.
Goal 2: Ensure that land is available and designated in the Comprehensive Plan and
Zoning Ordinance for future business development within the City and the
orderly annexation area.
Objective I: Regularly update the Comprehensive Plan and the McComb
Study to assure adequate land inventory is retained for business
and economic development.
Goal 3: Maintain a buildable lot inventory for commercial, industrial, residential and
public purposes equal to at least two years' development volume.
Objective 1: Periodically meet with developers to address lot inventory
Issues.
Goal 4: Develop and identify potential partners for "south of the river" economic
development coalition.
Objective 1: Work through S.C.A.L.E. to re-establish and develop a mission
statement and strategic plan for the Scott County Economic
Development Coalition.
GoalS: Adopt streamlined zoning approval and building permit processes and
regulations without sacrificing the quality and effectiveness of City standards.
Objective 1: Make improvements to the zoning approval process/regulations.
Objective 2: Make improvements to the building approval process.
Goal 6: Support transportation corridors that enhance economic development.
23
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Objective 1: Identify areas for future business development and plan and
coordinate future roadway improvements in and around those
areas.
Goal 7: Develop and implement financing tools, resources and partnerships for
economic and business development.
Objective 1: Annually review and monitor the City's tax increment finance
policy and business subsidy policy to evaluate the effectiveness
of each.
Objective 2: Explore joint ventures, investments, partnerships and funding
with other agencies, entities, businesses, school districts and
government.
24
Housing Quality and Diversity
The City of Prior Lake requires a wide variety of housing options to meet the needs of its
residents.
Goall: Develop and implement a housing plan that provides opportunities for lifecycle
housing.
Objective 1: Consider joint effort with adjacent communities to facilitate
meeting this objective.
Goal 2: Work with the County Housing and Redevelopment Authority, other agencies,
foundations and non-profit agencies to assist in meeting housing needs.
Objective 1: Initiate at least one housing project cooperatively with another
entity.
Goal 3: Identify and implement innovative strategies for meeting the needs of entry-
level and median income house buyers.
Objecti ve 1: Work with Builders Association of Minnesota and other
appropriate partners to identify the most effective way to
integrate such housing into Prior Lake subdivisions.
Goal 4: Encourage mixed-use developments especially in the Downtown area and
Planned Unit Developments. Develop a master plan to keep small town feel.
Objecti ve 1: Assure that Jeffers Pond developers make various housing
styles and price points available.
Objective 2: Assure that Shepherd's Path developers make senior housing of
various styles available.
GoalS: Encourage the development of walkable neighborhoods where services needed
by residents are immediately available to pedestrians.
Objective 1: Modify zoning standards to encourage the walkable
neighborhood concept in future subdivisions.
25
Cl)111111Llllity C(lpit(ll Assets
Quality infrastructure (municipal utilities, parks, buildings, roadways, etc.) is the essential
capital cornerstone of a great and vibrant community.
Goal 1: Construct infrastructure essential to the delivery of quality services to our
growing community.
Objective 1: Complete construction of police station/city hall facilities.
Objective 2: Complete fire station #2.
Objective 3: Construct one well annually.
Objective 4: Complete water treatment plant.
Objective 5: Construct county highways and streets contemplated by the
CIP.
Objective 6: Adopt a technology plan for community to include upgrade of
the emergency communication equipment.
Objective 7: Plan for the replacement of rolling stock equipment for at least
ten years and evaluate the appropriateness of jointly purchasing
capital equipment.
Goal 2: Acquire property for new community capital assets through subdivision
process.
Objective 1: Acquire land for fire station in the annexation area.
Objective 2: Assist school district in acquisition of land for elementary
schools.
Objective 3: Acquire land for water treatment, distribution and storage
facilities.
Objective 4: Determine the needs and preserve the rights of way to meet
those needs.
Goal 3: Continue City commitment to annual reconstruction of existing city buildings,
streets and utilities.
27
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Objective 1: Complete update of the pavement maintenance system.
Goal 4: Fund ongoing infrastructure maintenance.
Objective 1: Complete lift station reconstruction program and SCADA
upgrade.
Objective 2: Project and explore long-term funding needs beyond the five-
year Capital Improvement Plan.
Objective 3: Evaluate the useful life of the infrastructure we have and the
funding needed to replace what we do have.
GoalS: Collaborate with other entities to optimize the use of City facilities.
Objective 1: Authorize watershed usage of City Hall for watershed board
meetings.
Objective 2: Plan for Chamber of Commerce office integration into new City
Hall.
Goal 6: Develop and maintain City property, parks, playfields and natural areas in an
environmentally responsible and aesthetically pleasing manner.
Objective 1: Utilize only environmentally friendly herbicides and fertilizers.
Objective 2: Conserve landscape water usage while maximizing field
usability during heavy usage seasons and drought cycles.
28
N ~ltllr~ll ReS()llrCeS
The City's lakes and numerous natural areas enrich the lives of its residents and attract
visitors from around the area. These valued and unique natural amenities are key to
preserving the quality of life in Prior Lake.
Goal 1: Adopt and implement plans to monitor and improve surface water quality (i.e.
lakes, ponds, wetlands, streams, storm water runoff and non-point runoff).
Objective 1: Complete construction of additional water quality facilities (rain
gardens, infiltration ponds, etc.)
Objective 2: Develop regional ponds as appropriate.
Objective 3: Continue sodium chloride monitoring program.
Objective 4: Assure that subdivision storm water plans conform to rate
volume and particulate criteria.
Objective 5: Work cooperatively with DNR to implement shoreland
restoration projects around Lakefront Park pond.
Goal 2: Implement comprehensive lake management and sustainable water quality
plans cooperatively with the watershed district.
Objective I: Assist in the completion of the Prior Lake Channel
Improvement Project.
Objective 2: Assist in the completion of the Prior Lake outlet improvements.
Objective 3: Continue rough fish removal efforts.
Objective 4: Assure that all developments are supportive of watershed and
DNR priorities.
Goal 3: Adopt and implement the Wellhead Protection Plan and Water Supply Plan
emphasizing production, conservation, education, communication and
landscape maintenance, and continue to partner with neighboring communities
to protect regional groundwater resources.
Objective 1: Cross connect water system with Shakopee.
Objective 2: Jointly plan and implement water conservation techniques and
educational efforts with neighboring communities.
29
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Goal 4: Protect unique natural areas in the City and annexation areas by promoting
environmentally sensitive development.
Objective 1: Develop a lake park on Campbell Lake as part of subdivision.
Objective 2: Develop walking path and trails to Deerfield Island Park.
Objective 3: Continue to implement reforestation management program at
Lakefront Park.
Objective 4: Identify and protect prime natural areas for preservation, i.e.
unique water, forest or typography).
Objective 5: Encourage green belts between developments and major
roadways to preserve the natural look of Prior Lake.
GoalS: Assure that the City's park and recreation facilities meet both the passive and
active needs of our growing community.
Objective 1: Identify current and future recreational athletic / open space
deficiencies in both the annexation and current area.
Objective 2: Work with community groups and organizations to support an
effort to finance the construction of such facilities.
Objective 3: Oversee ongoing construction of such facilities.
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T r~lll S p()rt~lt i () 11
The development and maintenance of an integrated and efficient local and regional transit
and transportation system is necessary to connect Prior Lake residents to the cultural,
entertainment, and employment opportunities located throughout the Twin Cities area.
Goal 1: Complete construction of all street and highway improvements as identified in
the adopted capital improvement program.
Objective I: Complete reconstruction of County Road 82.
Objective 2: Complete installation of signals at Fish Point and County Road
21.
Objective 3: Complete reconstruction of Phase I and Phase II of County
Road 12.
Goal 2: Partner with Scott County and Shakopee to complete construction of CSAH 21
from CSAH 42 to TH 169.
Objective 1: Assist the County as appropriate in completing an
Environmental Impact Statement.
Goal 3: Identify opportunities for park-and-ride facilities and transit service in
anticipation of new development in cooperation with other agencies.
Objective 1: Add routes and utilize the TH 169 corridor for Laker Line
commuter service.
Objective 2: Work with Scott County and the Metropolitan Council to
provide appropriate park-and-ride lots.
Objective 3: Aggressively promote local Laker Link and other Laker Line
transit services.
Objective 4: Monitor ridership to assure routes are meeting community
needs.
Goal 4: Implement pedestrian safety improvements to major arterials connecting
schools, neighborhoods, Downtown, parks and trails.
Objective 1: Utilize Traffic Safety Committee to consider and recommend
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safety improvements on roadways within the City.
GoalS: Partner with Scott County to identify and develop alternative traffic corridors
to mitigate traffic congestion on CSAH 21.
Objective 1: Work with Scott County to update the transportation portion of
its comprehensive plan.
Goal 6 Work with MNDOT to study, fund and allocate resources to upgrade Hwy 13.
Objective 1: Reclassify TH13 so MNDOT criteria will support funding of
improvements.
Objective 2: Retain an advocate to secure State funding to complete TH 13
corridor improvements.
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~--" .-.~"- '--"1-
Co 11111111 n i c ~lt i () 11
Prior Lake will achieve its Vision 2030 and Strategic Plan through people who are aware
of and actively involved in their community's plans and partnerships necessary to make
great accomplishments happen. Citizens who are energized, mobilized and engaged in
providing positive direction for the City are the key to "Advancing our Vision and
Community Together." Integral to this effort is a systematic means of objectively
assessing progress being made toward achievement of Vision 2030 and addressing issues
identified by our citizens.
Goal 1: Expand community awareness of the 2030 Vision and Strategic Plan's
projected goals and the actual achievements made annually toward
implementing the goals.
Objective 1: Develop new 2030 Vision and Strategic Plan logo and use it in
newsletters, on the Website and in promotions to increase
awareness.
Objective 2: Publish a newsletter that summarizes the plan and explains each
vision element.
Objective 3: Provide updates in every Wavelength about one of the vision
elements.
Objective 4: Launch promotional effort including contests (through Website
and cable TV) that reward residents for their knowledge of the
2030 Vision and Strategic Plan.
Objective 5: Redesign Website creating a separate section for the 2030
Vision and Strategic Plan that includes details and explanation
of all aspects of the plan, Q&A section, greater graphic detail
and a "Partnership of the Month" feature.
Goal 2: Develop, approve and implement a City-wide communications plan.
Objective I: Expand usefulness of the Prior Lake American through
publishing:
o 2 columns per month.
o Press releases about City programs and services, events, etc.
o Newsletter as PLA insert.
Objective 2: Expand outreach to community members through various work
33
and neighborhood groups.
o Expand production of small publications ("quick-hitters") and
distribute in brochure holders around City.
o Complete a new State of the City tour for 2006.
o Provide earlier and more complete notification to residents of
improvement projects in the CIP which will affect them.
o Conduct neighborhood town hall meetings at different parks
within the City.
Objective 3: Expand direct e-mail, Website and telecast interactions between
citizens and the City Council, City Manager and City employees.
o Redesign Website to include more information in a more user-
friendly fashion.
o Provide sign-up on Website for e-mail distribution lists.
o Broadcast meetings of the PAC, LAC and Watershed District.
o "Coffee with the Council" - a new program on PL TV.
o Survey Web users.
o Interactive forms.
Objective 4: Expand cable television coverage of public meetings.
o Broadcast:
. City Council
. Planning Commission
. LAC
. PAC
. Watershed District
o Evaluate potential of Web casting public meetings as an effort to
tap new market.
o Provide more on-screen displays during meetings.
Objective 5: Reformat City newsletter.
o Publish monthly
o Greater emphasis on features and less news (which will be
provided in press releases to PLA)
o 2030 Vision and Strategic Plan updates each month
o Features that reinforce small town values
o Inform about new development
Objective 6: Complete an annual communications report for Council approval.
Goal 3: Assess residential and business perspectives regarding issues facing the City.
Objective 1: Conduct residential and business/commercial owners survey in the
first quarter of 2007.
Objective 2: Integrate survey results into the update of 2030 Vision and
Strategic Plan.
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Section 5
Umbrella Issues
In a word - Partnerships
Umbrella issues are those of such importance that they cross boundaries and are integral
pieces of each of the 2030 Vision Elements of this plan. Throughout the long-range
planning process, one issue, unanimously identified by each of the stakeholder groups was
PARTNERSHIPS.
It is no mistake that the committee identified the need to build and maintain productive
partnerships with residents, businesses, the County, other area governmental bodies, the
School District, and other civic organizations as a key element in making our 2030 Vision
a reality. The committee recognized that the people of Prior Lake, and their commitment
and energy, are what make great things happen. That's why partnerships are so important.
Prior Lake is a great place.. .an exciting place. Through our partnerships, and our people,
we can make it even better.
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Section 6
The Challenge
Problems? . . .or Opportunities?
Throughout this process, the long-range planning committee discussed many of the assets
of our community, as well as many of its issues.
The challenge for each of you as we confront those issues, whether as individuals or as
partners, is to search for ways to turn those issues into opportunities. Think creatively.
Draw from the vision the long-range planning committee has identified in these pages.
Find solutions that will bring us to our common goal. Tell your friends and co-workers and
neighbors, about the 2030 Vision that we defined together. Only then can our vision
become a reality.
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