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HomeMy WebLinkAbout043007 Worksession 4646 Dakota Street S.E. Prior Lake. MN 55372 -1714 Date: To: From: RE: April 30, 2007 Mayor Haugen and Members of the City Council Frank Boyles, City Manager Work Shop to Finalize 2030 Vision and Strategic Plan In February, more than 120 community stakeholders participated in the update of the 2030 Vision and Strategic Plan. Following that, the Council conducted a follow-up work shop and directed the staff to complete some refinements to assure that the Long-Range Planning Committee revisions were appropriately articulated in the document. At the April 2, 2007, meeting, the Council received the legislatively formatted document and directed that it be sent to participants for a more comprehensive review prior to adoption. This direction was completed. Three suggestions for change were received. Attached is a copy of the legislatively formatted 2030 Vision and Strategic Plan, the memo that was used to solicit feedback and the comments received. On Monday night, it would be appropriate for the City Council and staff to review the document page-by-page so that it can be finalized, published and distributed to the community so we can expedite implementation. www.cityofpriorlake.com Phone 952.447.9800 / Fax 952.447.4245 2030 Vision and Strategic Plan Developed by our community....for our community Adopted August 5, 2002 Revised February 2, 2004 Revised May 24, 2005, Adopted June 6, 2005 Revised February 13, 2007, Adopted xxxxxxxx City of Prior Lake 4646 Dakota Street SE Prior Lake, MN 55372 Phone 952.447.9800 - Fax 952.447.4245 1 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 ofthis 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 2 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. On Februarv 13.2007. over 100 stakeholders met to examine and amend the olan with the helo of consultant Neu. The Mission. Vision and Tactical elements were reviewed and discussed. The most noteworthv revision was...... (oendine lone-ranee olannine team review). 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. 3 STRATEGIC 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. 4 2030 Vision and Strategic Plan Quality Community Growth Economic Development Strong Financial Management Natural Resources Communication Community Capital Assets Downtown Redevelopment Housing Quality And Diversity Transportation Budget and Capital Improvement Program Process Long-term (5-year) Goals 2007-2008 Focus Performance Objectives Assessments/Communicate Results/Strategic Plan Update 5 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 6 Mission Statement Job One The mission of the City of Prior Lake is to enhance the quality oflife for current and future citizens by providing quality services which result in a safe and healthy" 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. 7 The 2030 Vision Prior Lake is a City which emphasizes its historical roots as a rural, 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 tfie-the state 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 ofthe 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. Reflecting the region's diverse population, 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 and Jordan School Districts prepare 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. Prior 8 Lake enhances the quality of life for its residents by providing diverse employment opportunities close to home. Prior Lake government maintains a strong 5ffiffiEl financial position while providing quality services to its residents while maximizing the value of the tax dollar high value and top quality scr.'iccs to its residents. Ethical government is emphasized and c-Gitizen 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. 9 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 . Safe and Healthy Community . 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. 10 Quality Community Growth Quality Community Growth is of paramount importance to Prior Lakes' citizens as our population grows from 22G,000 to more than 40,000 between 2007~ 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, aB:d attractiveness of its lakes and recreational opportunities. Goal 1: Implement and periodically update the 2030 Comprehensive Plan to guide growth of the City. Objective 1: 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 1: 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 anncxation. Encourage the connectivity of neighborhoods to maintain and improve the values that are important to Prior Lake. 11 Objective 5: Plan and develop infrastructure in a manner than minimizes adverse impacts, such as traffic congestion and noise. Objective 6: Explore orderly annexation agreements and cooperative agreements with surrounding communities/townships. Goal 3: Continue to engage the citizens and communicate changes to the City Comprehensive Plan, ordinances, CIP and other plans as they occur. Goal 4: Maximize the attractiveness of residential and commercial properties through ongoing code enforcement. Objective 1: Minimize the outdoor storage of inoperable or unlicensed vehicles. Objective 2: Encourage compliance in outdoor storage of recreational vehicles and equipment. Objective 3: Clean up areas which may pose a risk to the City's wellhead protection area or cause pollution to area surface water ponds, wetlands and lakes. Coal 4: 12 Community Capital Assets Quality infrastructure (municipal utilities, parks, buildings, roadways, etc.) is the essential capital cornerstone of a great and vibrant community. Such infrastructure must be completed in a timely manner using specifications which emphasize longevity and cost effectiveness. Once installed, the City must adequately maintain these assets. Goall: Construct infrastructure essential to the delivery of quality services to our growing community. Objective I: Complete construction of police station/city hall facilities. Construct or facilitate construction of additional parking facilities in downtown. Objective 2: Complete fire station #2. Objective 3: Construct one well ammally. Construct wells and water storage facilities in accordance with the City's Water Supply Plan. 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. Continue partnership in County-wide 800 MHz system. Objective 7: Plan for the replacement of rolling stock equipment for at least ten years and evaluate the appropriateness of delaying replacement, lease or buy and jointly purchasing capital equipment. Goal 2: Acquire property for new community capital assets through subdivision process. Objective 1: Acquire land for fire station III in the annexation area. Objective 2: Assist school district in acquisition of land for elementary schools. Objective 3: Acquire land for water treatment, production, distribution and 13 l _____ _~_ storage facilities. Objective 4: Acquire land for future parks in accordance with the Comprehensive Parks Plan. Objective 45: Determine the needs and preserve the rights of '.yay to meet those needs. Identify future transportation needs and preserve right of way to meet those needs. Goal 3: Continue City commitment to annual reconstruction of existing city buildings, streets and utilities. Objective 1: Complete annual update of the pavement maintenance management system. Goal 4: ffiOO Plan for and fund ongoing infrastructure maintenance needs. 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 ofthe infrastructure we have and the funding needed to replace what we do have. Objective 4: Complete Park Infrastructure Equipment Replacement. Goal 5: Collaborate with other entities to optimize the use of City facilities. Objective 1: "\.uthorize watershed usage of City Hall for watershed board meetings. Objective I: Add volunteer office to City Hall. Objective 2: Plan for Chamber of Commerce office integration into ne',\' City Hall. Objective 2: Consider accommodating short term senior/community activities at existing downtown City facilities. Goal 6: Develop a plan for senior/community center facilities. Objective 1: Acquire land for senior/community center Downtown. Objective 2: Determine needs for the facility, most likely funding source and I I L 14 ~ support for the project. Goal 7: Provide community leadership in energy conservation. Objective 1: Develop a plan for implementation of energy conservation in City fleet and facilities that includes a public awareness program. Objective 2: Recommend improvements to City building energy efficiency including audits for each building. Objective 3: Evaluate and implement the best environmentally and cost- effective means to power City rolling stock. Coal 6: De".elop 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: Conserye landscape "vater usage ,;,'hile maximizing field usability during heavy usage seasons and drought cycles. 15 Economic Development 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: Objective 2: Schedule periodic meetings with existing Prior Lake businesses and, in partnership with Chambers of Commerce and SCALE, meet with Scott County businesses to deteffiline ho','\!' the City can help them meet their needs from to facilitate-a retention and expansion. perspective. Assist entrepreneurs with business start-up and expansion. Goal 2: Ensure that land is available and designated in the Comprehensive Plan and Zoning Ordinance for current and future business development within the City and the orderly annexation area. Objective 1: Objective 2: Regularly update the Comprehensive Plan and the McComb Study to assure adequate land inventory is retained for business and economic development. Maintain a buildable lot inventory for commercial, industrial, residential and public purposes equal to at least two years' development volume. Goal 3: Maintain a buildable lot inventory for commercial, industrial, residential and public purposes equal to at least two years' dcyelopment volume. Objective 1: Periodically meet v\"ith developers to address lot inventory Issues. Goal Develop and identify potential partners for "south of the river" economic 34: development coalition. Objective 1: L _ _ Withorlc through S.C.A.L.E. and other local economic development and business entities, -te-re-establish aflEl develop a mission statement and strategic plan for the Scott County Economic Development Coalition or similar 16 county-based economic development organization. Goal Adopt streamlined zoning approval and building permit processes and 45: regulations without sacrificing the quality and effectiveness of City standards. Objective 1: Objective 2: Make improvements to the zoning approval process/regulations. Make improvements to the building approval process. Goal Support transportation corridors that enhance economic development. 56: Objective 1: Identify areas for future business development and plan and coordinate future roadway improvements in and around those areas. Goal Develop and implement financing tools, resources and partnerships for economic 6-1: and business development. Objective 1: Objective 2: Objective 3: Annually review and monitor the City's tax increment finance policy and business subsidy policy to evaluate the prudence and effectiveness of each. Explore joint ventures, investments, partnerships and funding with other agencies, entities, businesses, school districts and government. Consider an Economic Development Authority levy to assist with economic development and redevelopment funding. Goal 7: Review older commercial, industrial and residential property (i.e. Welcome Ave., Commerce/Boudin, and McKinley) for business redevelopment potential. Objective 1: Objective 2: Objective 3: Annex property as it becomes available and rezone as appropriate. Evaluate how to most cost effectively redevelop the property. Facilitate redevelopment in accordance with the objective to provide diversified employment close to employee's houses. 17 Downtown Redevelopment 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/pri';atc.) Objective 1: Objcctive 2: Objective 2~: Objective 3: Objective 4: Promote construction of a multi-use building on property located at Duluth and W est Avenue. Solicit RFPs for purchase and dcvelopmcnt; and promotc construction of a multi usc building on propcrty locatcd at Main "\ '/cnuc and Hastings. Promote private redevelopment of City-owned property by incorporating City-owned property in Block 2 and 4 Redevelopment RFPs. , i.c. 16318 Main "^~YC. (Joc's Pizza). Complete illustrated Downtown design guidelines and amend the Design Standards section of the C-3 (Downtown) zoning code to reflect the new guidelines. Implement plans for pedestrian-friendly streetscape enhancements throughout the Downtown. Goal 2: Update 2003 parking study to incorporate new development and construction of private and public buildings in theis Downtown area. Objective 1: Construct at lcast onc 75 car parking lot for thc northcrly Downtov,'ll arca. Evaluate potential sites for and cost effectiveness of parking structures and surface parking lots. Objective 2: "^~cquirc one multi purposc parking lot for thc southerly Do\vntown arca. Identify financing options for parking facilities. Objective 3: Construct new parking facilities as part of Downto\V11 redevelopment projects. Goal 3: Continue the thematic integration of Downtown, the lake and Lakefront Park. 18 Objective 1: Plan for replacement of County Road 21 street lights from the bridge to Downtovm. Extend pedestrian elements such as planters, bike racks,--tmd benches and lighting to the Wagon Bridge on along County Road 21. Objective 2: Explore additional parking options for fisherpersons near the fishing pier at Lakefront Park Construct off-street parking for anglers at Eau Claire and County Road 21.~ Goal 4: Implement plans for pedestrian friendly streetscape enhancements south of CR21 and CR21 improvements as identified in the 2005 corridor study Provide needed facilities to help connect Downtown to the lake and Lakefront Park. Objective 1: Program improvement work '.vithin 2006 2010 Capital Impro,..ement Program. Identify short-term and long-term options for a senior/community center. Goal 5: Construct ne'.',? municipal facilities as gateways to Dovmtovm and Lakefront Pafk.: Encourage and facilitate relocation of businesses which are inconsistent with projected plans for the Downtown area redevelopment. Objective 1: Complete the police station. Objective 2: Complete city hall. Objective 3: Define options for senior/community center project. Coal 6: Encourage and facilitate relocation of businesses which arc inconsistent with projected plans for the Downtown area redevelopment. Objecti'/e 1: Identify land to which such businesses could relocate outside of the Do\'.nto\'m area. 19 Strong Financial Management The people of Prior Lake have a powerful vision and great hopes for the community's future-;- The 2030 Vision~. For the 2030 Vision ~ 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. Financial strength includes always assuring that financial resources are used to achieve maximum value for the lowest reasonable expenditure needed to achieve the 2030 Vision. Goall: Diversify and maximize the City property tax base. Objective 1: Objective 2: Objecti','e 3: Objective 34: Ensure the completion of Deerfield Industrial Park with high valued structures (buildings with unique designs, class one materials and modest exterior storage). "\dministcr business subsidy policy to assure it is used in accordance v.rith statute, in the amount needed to make the project possible minimizing taxpayer financial exposure. Encourage commercial/industrial development to create an inventory of immediately developable land in accordance with the City's Comprehensive Plan. Strive, along \....ith the County, to establish a more accurate relationship between the assessor's value and actual market vallie.- PromoteEncourage 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 pro','ide for equitable franchise fees. Develop and grow non-tax revenue sources to minimize property tax impact. Objective 2: Annually Review and update general City licenseHSef fees annually. Goal 3: Assure that new development pays for its o\....n infrastructure. Minimize capital and operating costs through collaborative efforts with other 20 public and private entities. Objective 1: Update development fee studies every 18 24 months. Complete construction of the joint public safety training facility. Objective 2: Support legislation that authorizes impact fees, i.e. street oversizing fee and street utility fee. Pursue SCALE initiatives providing additional cost-saving opportunities (i.e. joint powers agreements, equipment sharing, mutual aid, service swapping). Objecti'.'e 3: f>.chie'/e, through discussions ','/ith the Builders l^>.ssociation of the Tv/in Cities, support and assistance for deyelopment related calculation and administration of fees (impact and building). Coal 4: Minimize capital and operating costs through collaborative efforts with other public and private entities. Objectiye 1: Identify and secure land needed for the joint police and fire training facility and pursue development of the facility through S.C.AL.E. Objective 2: De';elop an agreement ','/ith the school district through '.vhich the district provides custodial services to City buildings and the City provides field maintenance to school playfields. Goal Support locally controlled and dependable revenue sources. 4S: 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. Support legislation to reinstate sales tax exemption to local units of government to eliminate double taxation. Goal Pursue Encourage additional community funding initiatives. 56: Objective 1: Structure funding referenda to support needed capital facilities which cannot be otherwise financed (i.e. park and recreation facilities). Objective 2: Create Leverage privately funded trust (i.e. Minnesota Land Trust and Jeffers Foundation) to support community-wide projects (e.g., land acquisition at Pike Lake, interpretive center at Jeffers Pond). 21 Objccti'.'c 3: Dctcrminc thc appropriatcncss of a city \vidc sales tax. Goal 6: Implement efficient expenditure reduction measures. Objective 1: Prepare annual budgets which reflect the most cost-effective means of acquiring goods and delivering services. Objective 2: Evaluate City services in the context of quality of life and cost benefit to the taxpayer. Objective 3: Facilitate cost effective purchases by developing a vendors list and qualified engineers pool. Goal 7: Establish "Financial Performance Gold Standards" to ensure the financial health of the City. Such criteria support several purposes: (a) to serve as best practice measures to strengthen the City's financial position and maximize the return of the taxpayer dollar; (b) to communicate the fiscal performance and condition of the City to residents in a consistent manner; (c) to facilitate the setting of policy and financial direction by the Council with resident input. Objective 1: Achieve an Aa2 Bond Rating - strong credit rating by Moody's Inc. provides low cost financing for the City's general obligation bonds. Objective 2: Maintain a 45% General Fund Reserve balance - OSA (Office of State Auditor) and City Auditor recommended reserve to provide adequate cash flow, offset revenue shortfalls and insurance for unforeseen catastrophic events. Objective 3: Achieve the lowest city property tax rank in Scott County, and the lowest 10% of metropolitan cities - favorable tax rate provides stimulus for growth of residential and commercial property tax base. Objective 4: Assure 100% funded Fire Relief Association Pension - reduces reliance upon future property rate increases. Objective 5: Limit expenditure level to a 98% general fund budget outcome - ensures fiscal accountability at the highest level. Objective 6: Manage a 95% investment position of all city funds - active investment realizes best possible return and fund stewardship. Objective 7: Target a 60/40 property tax ration - a proper balance between property tax and non-property tax revenues provides relief to 22 ~---- the citizen in the form of lower property taxes. Objective 8: Use the "financial Perfoffi1ance Good Standards" as the foundation for a fiscal accountability scorecard, to be published and communicated to all residents. 23 Housing Quality and Diversity The City of Prior Lake requires a wide variety of housing options to meet the needs of its residents. Goal 1: Develop and implement a housing plan that provides opportunities for lifecycle housing. Objective 1: Implement 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. Objcctivc 1: Initiate at least one housing project cooperatively \vith another entity-; Goal 3: Identify and implement innovative strategies for meeting the needs of entry- level and median income house buyers. Objective 1: Work with Builders Association of Twin Cities /Minnesota and other appropriate partners to identify the most effective way to integrate such housing into Prior Lake subdivisions. Objective 2: Evaluate PUD (Planned Unit Development) and other zoning strategies to provide incentives for starter housing. Goal 4: Encourage mixed-use developments especially in the Downtown area and Planned Unit Developments throughout the community. Develop a master plan to keep small to\\U feel. Objective 1: llo.ssure that Jeffers Pond developers make various housing styles and price points available. Achieve diverse housing. Objective 2: '^lo.ssure that Shepherd's Path developers make senior housing of various styles available. Assure that the small town feel is retained in these developments. GoalS: Encourage the development of walk able neighborhoods where services needed by residents are immediately available to pedestrians. Objective 1: Modify zoning standards to encourage the walkable 24 neighborhood concept in future subdivisions. Objective 2: Interconnect neighborhoods through the use of trail/sidewalk systems. 25 Natural Resources 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 iImplement plans to monitor and improve surface water quality (i.e. lakes, ponds, wetlands, streams, storm water runoff and non-point runoff) in accordance with the Local Surface Water Management Plan. Objective I: Objective -1-2: Objective ~3: Objective ~: Objective 45: Objective :56: Objective 7: Update the Local Surface Water Management Plan. Complete construction of additional water quality facilities (rain gardens, infiltration ponds, etc.) Develop regional ponds as appropriate. Continue sodium chloride monitoring program. Implement water quality monitoring programs. Assure that subdivision storm water plans conform with approved rules and the Local Water Management Plant-e--fate ';olume and particulate criteria. Work cooperatively with.QNR partners to implement shoreland restoration projects around Lakefront Park pond. Enforce erosion control/street cleaning in new development and redevelopment. 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. Objccti'"c 3: Continue rough fish rcmo';al efforts. Objective 4: .\ssure that all de','clopments are supportive of watershed and DNR priorities. Goal 3: Adopt and implement the Wellhead Protection Plan and Water Supply Plan 26 emphasizing production, conservation, education, communication and landscape maintenance, and continue to partner with neighboring communities to protect regional groundwater resources. Objective I: Cross connect water system with Shakopee. Objective 2: Jointly plan and implement water conservation techniques and educational efforts with neighboring communities. Objective 3: Expand conservation and communication efforts to meet the goals of the Water Supply Plan and promote best management practices. Objective 4: Reduce the number of private wells and septic systems within the wellhead protection area. 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 such as Pike Lake area, Creekside area property). 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 I: Identify current and future recreational athletic ,I open space deficiencies in both the annexation and CUlTent area. Develop Master Park Plan (MPP) to incorporate PAR recommendations. 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. 27 Objective 4: Pursue community park near Pike Lake. Objective 5: Work with partners to develop Jeffers interpretative center. 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 use seasons and draught cycles. 28 Transportation The development and maintenance of an integrated and efficient local transit and regional tftms-it and transportation system is necessary to connect Prior Lake residents to the cultural, entertainment, and employment opportunities located throughout the Twin Cities area. Goall: Complete construction of all street and highway improvements as identified in the adopted capital improvement program. Objective 1: Objcctivc 2: Objective 2~: Objective 3: In cooperation with Scott County, cGomplete reconstruction of CSAHounty Road 82 from CSAH 21 to CSAH 17. Complete installation of signals at Fish Point and County Road ft In cooperation with Scott County, cGomplete reconstruction of Phase I and Phase II of County RoadCSAH 12 from CSAH 13 to CSAH 17. Partner with Scott County to complete construction of CSAH 21 from CSAH 42 to CSAH 16. Coal 2: Partncr with Scott County and Shakopcc to completc construction of CSl.H 21 from CSAH 12 to TH 169. Objccti'/c 1: Assist thc County as appropriate in completing an Environmental Impact Statcmcnt. Goal Identify opportunities for park-and-ride facilities and transit service in 23: anticipation of new development in cooperation with other agencies. Objcctivc 1: Objective 12-: Objective 2~: Objective Add routcs and utilizc thc TH169 corridor for Lakcr Linc commutcr servicc. Work with Scott County and the Metropolitan Council to provide appropriate park-and-ride lots and other transit enhancements. Aggressively promote le-eal Laker Lillie and othcr Lakcr Line transit services. Monitor ridership to assure routes are meeting community 29 34: needs. Goal Implement vehicle and pedestrian safety improvements to major arterials 34: connecting schools, neighborhoods, Downtown, parks and trails. Objective 1: Utilize Traffic Safety Committee to consider and recommend safety improvements on roadways within the City. Objective 2: Evaluate and implement safety improvements at CSAH 44 and TH 13 intersection. Objective 3: Evaluate and implement safety improvements at 150th Street and TH 13 intersection. Goal Partner with Scott County to develop a plan for CSAH 21 that includes 45: identifying and developing alternative traffic corridors to mitigate traffic congestion, and preserve a pedestrian-friendly, accessible Prior Lake Dovvntown idcntify and dc,,'clop altcmati','c truffic corridors to mitigatc truffic congestion on CSAH 21.. Objective 1: Work with Scott County to update the transportation portion of its comprehensive plan. Objective 2: Work with MnDOT and Scott County to study CSAH 17 and CSAH 68 as possible major arterials connecting Interstate 35 to TH 169. Objective 3: Study alternatives for improving pedestrian access between "north" and "south" Main Avenue at CSAH 21. Goal Work with MNDOT to study, fund and allocate resources to upgrade Hwy 13. 56 Objective 1: Actively rReclassify TH 13 so MnNDOT criteria will support funding of improvements. Objective 2: Retain an advocate to secure State funding to complete TH 13 corridor improvements. Goal 6: Work with MnDOT and Scott County to construct roadways that will meet future needs. Objective 1: Purchase right-of-way for future needs at the time of initial construction. Objective 2: Construct roadways to be wide enough to meet 20-year traffic volumes. 30 Each member of the Prior Lake community must engage in, support and participate in forn1al and inforn1al efforts to facilitate a safe, livable and healthy community for persons of all ages, etlmic groups and socio-economic status. Goal 1: Assure that resources are invested so that the police, fire, emergency services and ambulance can accomplish their mission in a pro-active fashion considering our changing community. Objective 1: Evaluate, implement and continue appropriate community- based policing programs like DARE, Safety Camp and Citizen's Academy. Objective 2: Encourage and participate in multi-jurisdictional efforts to better serve the public safety needs of our community (i.e. 800 MHz). Objective 3: Work with adjacent communities, County, State and Federal government to be prepared for natural and man-made disasters (i.e. Avian Flu pandemic). Objective 4: Address traffic safety issues in the community through all appropriate means. Objective 5: Using the experience of the School District, educate City employees regarding the challenges of an ethnically and socio- economically diverse community; and the challenges created by changes in the family structure. Goal 2: Encourage citizen participation in crime and violence prevention and treatment efforts. Objective 1: Support the efforts of Safe Haven for Youth, Southern Valley Alliance for Battered Women, and similar organizations that provide housing, protection and counseling services for victims of crime. Objective 2: Work with Community Education and others to support programs intended to educate the public regarding care giving, parenting, drug and alcohol impacts, financial matters, ethics, 31 citizen responsibility, the legal system, English as a Second Language, boat and snowmobile safety, fire prevention, CPR, Defensive Driving, gun safety and the like. Objective 3: Support National Night Out. Objective 4: Continue to offer safety and educational opportunities throughout the community (Neighborhood Watch, Operation LD., vacation checks, car seat inspection, etc.). Objective 5: Achieve resident participation, use and understanding of the Traffic Safety Committee. Goal 3: Assist homeowners associations to become a vital element in community safety. Objective 1: Support and encourage the formation of new neighborhood associations that promote a sense of community. Objective 2: Advise homeowner associations that police officers are available to attend their annual meeting to discuss safety topics, concerns and programs. Objective 3: Distribute written, video and other information through homeowners associations identifying the role that residents can play. Objective 4: Encourage homeowners to report crime. Objective 5: Encourage actions to assist the emergency response system, e.g. address numerals for all houses, CO alarms, fire alarm checks, first aid basics. Goal 4: Promote ethical behavior in all aspects of government to preserve the public trust. Objective 1: Review City Code, Bylaws and policies with the assistance of employees and make modifications as necessary. Objective 2: Conduct orientation sessions for new employees and periodic training sessions for existing employees to promote ethics in individual action and government processes and practices. Objective 3: Display a zero tolerance for unethical behavior. Objective 4: Share through various media how an ethical Prior Lake 32 government benefits everyone. Goal 5: Publicize community safety efforts. Objective 1: Include a semi-atillual Police Chief column in local newspapers, Wavelength, and report to the City Council. Objective 2: Highlight police and neighborhood efforts on PL TV 15. Objective 3: Highlight neighborhoods that participate in crime prevention efforts at City Council meetings. Objective 4: Share the good news about community safety, volunteerism and available services through numerous media. Objective 5: Write periodic "Did You Know That" columns regarding state or local legal requirements. 33 Communication 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. Energized and engaged cGitizens who arc energized, mobilized and engaged in provideiflg positive direction for the City and our advocates are the key to ~advancing our Vision and Community Together." Integral to this effort is a systematic means of objecti','cly assessing progress being made to\YUrd achievement of Vision 2030 and addressing issues identified by our citizens. Integral to this effort is a systematic means of objectively assessing progress being made toward achievement of the 2030 Vision and addressing issues identified by our residents. Goal 1: Expand community understanding U',vareness of the 2030 Vision and Strategic Plan's projected goals and the actual achievements made annually toward implementing the goals. Objecti','e 1: Objective 1 ;!.: Objective 2~: Objective 34: Objective 4~: Develop new 2030 Vision and Strategic Plan logo and usc it in ne',ysletters, on the Website and in promotions to increase U',\'areness. Publish a newsletter that summarizes the plan and explains each vision element. Provide updates in every Wavelength about one of the vision elements at least once per year. Launch promotional effort including contests (through \Vebsite and cable TV) that re\\'ard residents for their kno',';ledge of the 2030 Vision and Strategic Plan. Promote the 2030 Vision and Strategic Plan on the Website and cable channel that includes details and explanation of all aspects of the plan. Redesign \Vcbsite creating a separate section for the 2030 Vision and Strategic Plan that includes details and explanation of all aspects of the plan, Q&.i\ section, greater graphic dctail and a "Partnership ofthc Month" feature. Continue updating and refreshing the features demonstrating accomplishments. Goal 2: Develop, approve and implement a City-wide communications plan. Objective 1: Expand usefulness of the Prior Lake American through publishing including: o Two;!, columns per month. 34 o Press releases about City programs and services, events, etc. o Newsletter as PLA insert. o Explore means to expand coverage of the City. Objective 2: Expand outreach to community members through various work and neighborhood groups. o Explore a neighborhood outreach program. o Expand production of small publications ("quick-hitters") and distribute in brochure holders around City. o ExpandComplcte a new State of the City tour for 20076. 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 f*H'k5 locations within the City. Objective 3: Expand direct e-mail, Web site and telecast interactions between citizens and the City Council, City Manager and City employees. o Redesign Web site to include morc information in a morc uscr fricndly fashion. o Provide sign-up on Website for e-mail distribution lists. o Broadcast meetings of the PAC and, LAC and Watcrshcd District. o "Prior Lake Partners Coffee with thc Council" - a new program on PL TV. o Survey Web users. o Interactive forms. o Gather 1,000 e-mail addresses for e-news publications. Objective 4: Expand cable television coverage of public meetings. o Broadcast: o City Council o Planning Commission . LAC . PAC . Watcrshcd District o Evaluate potential of Web casting public meetings as an effort to tap new market. oPro'v'ide marc on scrcen displays during mcetings. Objective 5: Continue keeping Rcformat City newsletter fresh. 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 35 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 20018. Objective 2: Integrate survey results into the next update of2030 Vision and Strategic Plan. 36 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. 37 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. 38 4646 Dakota Street S.E. Prior Lake, MN 55372-1714 Date: To: From: Re: AprilS, 2007 ~ Long-Range Planning Committee Members Frank Boyles, City Manager 2030 Vision and Strategic Plan ReVisi~ Before the City Council makes final revisions and approves the 2030 Vision and Strategic Plan, they are asking for your input. All 124 persons who attended the February 13,2007, long-range planning meeting are receiving this memo and the attached draft of the 2030 Vision and Strategic Plan in legislative format. As you can see, the Committee made a considerable number of revisions to the proposed 2030 Vision and Strategic Plan. We are sharing these revisions with you for information and to solicit any thoughts or comments you may have. Please submit any additional thoughts or comments so we receive them no later than Monday, April 16. You may provide your submissions bye-mail to cgreen@cityofpriorlake.com. referring to the vision element and page number you are commenting about. If you prefer, you may mail all or a portion of the plan with your notations thereon, or drop them off at City Hall, 4646 Dakota Street SE. The City Council will complete its review of the 2030 Vision and Strategic Plan in April, and approve it in May for publication and distribution. On behalf of the City Council, thank you for all your assistance in making the 2030 Vision and Strategic Plan the best possible document it can be. Please call me at 952-447-9801 if you have questions. www.cityofpriorlake.com Phone 952.447.9800 / Fax 952.447.4245 Page 1 of 1 Charlotte Green ~~ From: Hall, Steve [shall@priorlake.com] Sent: Wednesday, April 11, 2007 8: 14 AM To: Charlotte Green Subject: 2030 Plan Nice job! Please take a look at page 32, Goal 3, Objective 2: spelling correction - "available" Don't mean to be picky but spotted this in my review. Again, nice work on this project. Steve Hall 4/11/2007 Page 1 of 1 Charlotte Green From: Ross Bintner Sent: Friday, April 06, 2007 10:25 AM To: Charlotte Green Subject: 2030 Vision - Revision, Revised. Charlotte. I have one comment on the 2030 Redline set. Natural Resources Section, Goal 1 , Objective 1: It should be noted that the Local Surface Water Management Plan which this objective suggests to update was authored in 2005 and will not need to be updated until 2015. The Engineering department reviews the document and suggests minor amendments but an update is not in the works until next decade. I recommend deleting this objective. Ross T Bintner, P.E. Water Resources Engineer P: 952.447.9-831 C: 952.292.2080 F; 952.440.4245 E: rbintner@dtvofpricrlake.com W: hno:/lw.....w.citvofprlorrake .comrv..'aterResourcf!'s shtml 4/6/2007 Page 1 of 1 Charlotte Green From: Greg McClenahan [gmcclenahan@eschlaw.com] Sent: Monday, April 16, 2007 8:44 AM To: Charlotte Green Subject: 2030 vision statement I participated on the Natural Resources group, pp.26-28 of the Plan. Our group discussed a number of initiatives having a conservation focus. In order for me to conclude that our groups recommendations are reflected in the revisions, I have to infer that general references to the Surface Water Management Plan and the Water Supply Plan and best management practices somehow incorporate the detail our group discussed. Our group discussed such conservation oriented items as: . conservation related water rates, with emphasis on limiting discretionary water uses such as lawn sprinkling, and educating water user as to means to conserve water. Public education was important in this initiative; . change the water bills to convey consumption related information to water users - Savage provides bar graph consumption history on its bills; . develop surface water management initiatives which would reduce runoff and promote utilize runoff in landscaping - again public education was important - there was discussion of looking at offsetting impervious surface requirements against rain garden initiatives; . develop construction and development best management practices green guidelines for use in new construction, perhaps incorporating these into the building permit process, at least to extent to get builders and owners to include consideration of green standards in the design process, if economically feasible. There are available standards to assist with this effort. I do note general references that would suggest an effort to incorporate comments, but without more specific references, there is no accountability for the specific recommendations made by our group. Greg McClenahan 4/16/2007