HomeMy WebLinkAbout9B - Prior Lake Strategic Plan
STAFF AGENDA REPORT
DATE:
9B
FRANK BOYLES, CITY MANAGER
CONSIDER APPROVAL OF UPDAT
PLAN.
APRIL 6, 1998
AGENDA #:
PREPARED BY:
SUBJECT:
BACKGROUND:
The City Council has directed that the Strategic Plan be
updated and considered for approval.
DISCUSSION:
At the annual workshop, the City Council directed that
a work session be scheduled for the purpose of updating
the City's strategic plan originally adopted in 1996. On
March 30, the Council conducted a work session for this
purpose.
The Council reviewed and amended the document to
reflect is current desires including the Mission
Statement, Vision, Vision Elements and Three Year
Tactical Plans. The attached document shows the
revisions made to the original document in legislative
format.
ISSUES:
The Strategic Plan is the document which directs our
collective and individual actions. As such it is a key City
document. A review of City activities over the last few
years will show that much of our work effort has been
devoted to implementing the Strategic Plan.
The Council should determine whether the plan as
revised reflects your values and desires in terms of the
work to be accomplished in the long and short run.
ALTERNATIVES: 1. Adopt the Strategic Plan as Proposed.
2. Adopt the Strategic Plan with amendments.
RECOMMENDATIONS: Alternate 1. The Council conducted a work session on
March 30 and discussed the Strategic Plan extensively.
Unless the Council sees the need for additional
revisions, the document should be adopted.
ACTION REQUIRED: Motion and second to adopt the Strategic Plan as
revised at the March 30 work session.
16200 Eagle Creek Ave. S.E., Prior Lake, Minnesota 55372-1714 / Ph. (612) 447-4230 / Fax (612) 447-4245
AN EQUAL OPPORTUNITY EMPLOYER
PRIOR LAKE STRATEGIC PLAN
THE VISION
Adopted February 5, 1996
Aooroved Aoril. 1998
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 ffi 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 develooing a mixture including office, light
industrial 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.
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.
Service as provided by the City to the community will be characterized by quality. An
emphasis will be placed on maintenance and replacement of infrastructure with the
diversified tax base to support needed government services.
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
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fields, neighborhood parks and trails. These facilities will be programmed for recreation
directed toward all ages and interests.
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.
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PRIOR LAKE STRATEGIC PLAN
VISION ELEMENTS
Adopted February 5, 1996
Annroved Anril. 1998
1. J'ransDortation
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 .R.
13.
b) Maintain a transportation system which assures high volume roadways
throughout the community and provides access to residential
neighborhoods through_collectors 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. Commercial/Industrial
a) Reserve sufficient development acreage on major arterial roadways for
neighborhood, community and regional centers, and business park based
upon periodic market analysis.
b) 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)'
d) Promote an awareness of arrival and location of City businesses.
e) Enforce construction practices which are consistent with the Minnesota
State Building Code.
3. Housin~
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a) In accordance with Metropolitan Council mandates, pursue the principles
and goals ofthe city's Livable Community Program.
b) Provide zoning requirements which require complementary uses in
adjacent zones.
c) Promote the platting of mixed planned unit developments (M}>UD)to
preserve natural features and park land.
d) Enforce construction practices which are consistent with the Minnesota
State Building Code.
4. Redevelooment
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 commerciaVindustrial structures and prepare a plan for such action.
5. Public Services
a) Effectively deliver basic public services which preserve and protect the
community and its residents.
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 HalllPolice Services building.
e) Implement Total Quality Management and Best Management Practices.
6. Social Structure and Leadershio.
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.
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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) ~ Imolement a means of involving neighborhoods in City affairs.
e) F oster intergovernmental cooperation as a means of achieving elements of
the Vision.
f) Identify and seek to address youth issues.
7. Financial
a) Prepare annual operating budget which provides necessary services in a
cost effective basis manner and at an acceptable taxing level.
b) Complete five year capital improvement programs intended to match
construction and reconstruction needs with available revenues.
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.
8. Tourist !Recreation Industrv 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.
9. Communitv 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 near high volume roadways.
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c) Complete park construction and maintenance in a timely fashion.
d) Park and Recreation efforts are consistent with city comprehensive
planning, recreation industry objectives, and community needs.
10. Police
a) Promote proactive (i.e., community policing concepts) rather than reactive
police services through regular preparation of a five year police strategic
plan.
b) Regularly assess the effectiveness of community policing efforts such as
Neighborhood Watch, DARE, School Liaison, and Dakota Community
Liaison.
11. Fire
a) Promote prevention through prep lanning, community right-to-know,
education, fire inspection and fire code enforcement.
b) Evaluate how to acquire_a satellite fire station site.
c) Maintain strong volunteer fire department through ongoing recruitment,
training, equipment, acquisition and management.
d) Evaluate the cost/safety benefit of installing Opticon type control devices
on traffic signals at key intersections.
e) Identify the number, type and acquisition schedule for mobile equipment
needed to cost-effectively meet long range city fire fighting needs.
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THREE YEAR
TACTICAL ACTION PLANS
January , 1996
Approved April, 1998
TRANSPORTATION
Countv Road 21
1. Work cooperatively with the County to complete CSAH 21 from CSAH 82 to CSAH
42 by the end of 1998.
2. Monitor the progress and encourage completion of CSAH 21 to the east (to 35W) and
to the north (Shakopee Bypass).
State Hiflhwav 13
1. Work with MnDOT to approve the Long Term Corridor study.
2. Work with Savage, MnDOT and the County to program improvement to the
Commerce, Boudin, TH 13 intersection.
3. Work with MnDOT, County, adjacent landowners, EDA and School District to
Program re-alignment of CSAH 23/TH 13 and Five Hawks intersection.
Countv Road 42
1. Work to assure completion of the four lane upgrade from Ferndale to McKenna in
1998.
2. Work with County to assure appropriate priority and timing ofCSAH 42
improvements from McKenna to CSAH 17.
3. Encourage completion of the CSAH 42/CSAH 83 intersection to address traffic
volumes.
4. Evaluate the cost and engineering feasibility of the Rutgers/Commerce/CSAH 42
service road considering the benefactors who will pay for the improvement.
Collector Streets
1. Review the Citv's Minnesota State Aid (MSA) roadways in light of funding
constraints.
2. Consider completion of CSAH 12 and the Ring Road in the Capital Improvement
Program.
COMMERCIAL
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1. Assure to the extent possible that land earmarked for commercial, office and
industrial is defensible from a market perspective.
2. Demonstrate commitment and dedication to this vision through each development
petition and construction project.
3. Exercise patience in land use decisions recognizing that the development will be
consistent with the vision that the Council has articulated.
4. Address annexation issues.
5. Identify those areas/uses requiring City assistance as well as the tools which should
be used for implementation.
6. Arrange to meet and discuss development issues with other communities who have
already experienced the challenges facing Prior Lake.
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. Refinement of zoning and subdivision codes to provide effective implementation
tools and easy to administer controls.
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2. Nuisance complaint enforcement should be undertaken so that public health problems
can be mitigated, and to encourage the maintenance of our neighborhoods.
&eta:~ ~:l tEl the e](tem possible streFlgtheB the iael'ltity Elf om existing
neigflbElrhoods.
3. Promote planned unit developments which encourage the consolidation oflarge tracts
of land and yield developments which respect and preserve the existing physiography,
and provide for multiple uses from business to servise housing.
4. Determine the desired mix of single family to multi-family recognizing that this
determination will influence the final development density and socioeconomic
characteristics of the City.
REDEVELOPMENT
1. Examine the downtown area and propose a development plan and financing
mechanisms for revitalization of the area.
2. Adopt a new zoning ordinance which establishes the regulatory structure through
which redevelopment can take place.
3. Utilize new library construction and land owned by the City as a stimulant to
redevelopment.
4. Consider a Mixed Planned Unit Develooment (MPUD) for downtown.
PUBLIC SERVICES
To assure adequate public services the following steps should be taken:
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Fire Department
1. Recommend method for obtaining a parcel for development of the second fire station
in the north central portion of the community.
2. The City should anticipate the need for fire inspection especially if it diversifies its tax
base to include business and industry.
3. Equipment replacement and new equipment acquisition must continue to receive high
priority.
4. Review the City'slDakota agreement to provide for preventive measures such as built
in sprinkling systems, etc.
5. City ordinances should be reviewed which encourage preventive actions with respect
to multifamily structures such as the prohibition of BBQ's on decks, etc.
6. Ordinances should be developed which discourage false alarms.
'parks Department
1. Develop a complete park and trail plan which identifies the targets to be constructed
and funding sources therefore. With respect to trails focus on hiE!h volume roads such
as CSAH 12 and TH 13.
2. Ask City Council to review and approve Sidewalk and Trail maintenance plan
annuallv.
3. Acquire more cost effective equipment for maintaining City parks and trails.
4. Complete park redevelopment in accordance with the referendum.
5. Reduce liability exposure through regularized inspection and correction program for
existing and proposed park equipment.
6. Maintain what we have to preserve its useful life and minimize hazards to users.
7. Acquire land needed for future parks.
8. Complete Lakefront Park Master Plan and complete park improvements.
9. Plan and Build New Community Library.
10. Plan and construct second Athletic Field complex.
11. Consider a vouth center and associated programming to address youth issues.
Police
1. Continue a strong commitment to prevention; that is D.A.R.E., School Liaison
Officer, and Dakotah Community Liaison officer.
2. Identify those services which are lowest priority and those which are high priority so
there is an understanding of the type and level of service to be delivered given
funding constraints.
3. Work to include officers in the decision-making process.
4. Implement examples the police golden rule: Police others as you would have others
police you.
Public Works
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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 emohasize the use of Joint Powers Agreements to accomDlis~
resoonsibilities cost effectivelv.
9. Evaluate benefit of organized refuse collection svstem.
Building
1. Team with the Fire Department to investigate fire inspection programs.
2. Take 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. Prepare to provide more assistance for homeowner type projects: finishing basements,
adding decks etc.
Planning
1. Coordinate aerial photography with County for Planning database.
2. Complete new Zoning Ordinance and Subdivision Codes and Improve their
administration.
3. Conduct training programs for City employees. residents. citizens. and business
persons a::a sHems on the new documents.
4. Regularize and document the application process and DRC operation for
predictability and timeliness for the customer, and completeness of review.
5. Serve as staff support to the Economic Development Authority for the completion of
its tactical plans.
6. Participate with Public Works in the development of Geographic Information
Systems for improved infrastructure management and planning.
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.
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II...
3. Deal with a unionized work environment and how to most cost effectively respond.
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, and Economic Development 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 finance seftware meaule.
10. Prepare baseline data regarding service delivery costs in all departments.
11. Enhance openness of City government through cable television usage and other
media.
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.
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.
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