HomeMy WebLinkAbout5L - Revised 2030 Vision & Strategic Plan
MEETING DATE:
AGENDA #:
PREPARED BY:
AGENDA ITEM:
DISCUSSION:
ISSUES:
4646 Dakota Street S.E.
Prior Lake, MN 55372-1714
CITY COUNCIL AGENDA REPORT
May 7, 2007 \A 1\
~~ank Boyles, City Manag~
CONSIDER APPROVAL OF A RESOLUTION ADOPTING REVISIONS TO THE
2030 VISION AND STRATEGIC PLAN
Introduction
The purpose of this agenda item is to receive formal Council approval to
proposed changes in the 2030 Vision and Strategic Plan.
History
In August 2002, the City adopted its first community-created strategic plan.
Since its adoption, the document has been used as a road map by staff and City
Council alike to move our community forward to achieve our strategic vision.
To maximize the utility of the plan, it has been updated every 18 to 24 months by
upwards of 400 community stakeholders since 2002.
Current Circumstances
On February 13, 2007, more than 120 stakeholders met and spent in excess of
four hours hearing status reports and discussing the Vision elements. At the
conclusion of the meeting, a report had been given for proposed revisions for
each Vision element.
Following the stakeholder meeting, the City Council spent one-half day reviewing
the proposed revisions. The staff was then directed to update the Vision
elements from the input received.
In April the Council received the proposed revisions and directed that they be
mailed to the 120 stakeholders to solicit their thoughts and comments. Three
stakeholders submitted comments.
On April 30, the City Council reviewed the draft document for three and one-half
hours to fine tune the goals and objectives. The Council asked that this item be
placed on the May 7,2007, agenda for final approval.
The City Council and staff have provided two significant opportunities for the
public to have input into the 2030 Vision and Strategic Plan. In addition, the
Council has spent almost ten hours reviewing and re-reviewing the document to
assure that it reflects the appropriate goals and objectives for the next five- and
two-year periods, respectively. At the conclusion of the April 30, 2007, meeting it
appeared that the Council had become very familiar and completely comfortable
with the updated document.
www.cityofpriorlake.com
Phone 952.447.9800 / Fax 952.447.4245
FINANCIAL
IMPACT:
The 2030 Vision and Strategic Plan allows Prior Lake to be more effective and
directed in its budgeting from both a capital and operating perspective. The
2008 budget and 2008-2012 Capital Improvement Program will be proposed to
provide the resources needed to implement the strategic plan over the next one
to five years.
ALTERNATIVES:
1. Adopt the attached resolution approving revisions to the 2030 Vision and
Strategic Plan.
2. Take no action.
RECOMMENDED Alternative #1.
MOTION:
4646 Dakota Street S.E.
Prior Lake, MN 55372-1714
RESOLUTION 07 -xxx
A RESOLUTION APPROVING THE REVISED FEBRUARY 13,2007,
2030 VISION AND STRATEGIC PLAN
Motion By:
Second By:
WHEREAS, The City Council directed the preparation of the 2020 Vision and Strategic Plan in
2002; and
WHEREAS, The Strategic Plan has served as a road map for the community in day-to-day staff and
City Council activities; and
WHEREAS, The Strategic Plan facilitates cost effective capital and operating budgeting; and
WHEREAS, The 2020 Vision has been revised in 2004,2005 and now, 2007, and renamed the
2030 Vision and Strategic Plan; and
WHEREAS, The Long-Range Planning Committee of 120 persons has had two opportunities to
comment on the Plan; and
WHEREAS, The City Council has spent over ten hours updating the document.
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 revised on February 13, 2007, is hereby adopted.
3. The staff is hereby directed to publicize the Plan and effectuate its implementation.
PASSED AND ADOPTED THIS ih DAY OF MAY 2007.
Haugen Haugen
Erickson Erickson
Hedberg Hedbera
leMair leMair
Millar Millar
YES
NO
Frank Boyles, City Manager
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 May 7, 2007
City of Prior Lake
4646 Dakota Street SE
Prior Lake, MN 55372
Phone 952.447,9800 - Fax 952.447.4245
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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 ofthe 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
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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.
On February 13,2007, over 120 stakeholders met to examine and amend the plan with the
help of Consultant Neu. The Mission, Vision and Tactical elements were reviewed and
discussed. Every Vision element was updated to include new five-year goals and two-year
objectives. Some Vision elements, like finance, were substantially modified. The most
noteworthy revision was the addition of a tenth Vision element, "Safe and Healthy
Community," acknowledging the fact that a safe community is everyone's responsibility.
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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.
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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
Safe and
Healthy
Community
Budget and Capital Improvement Program Process
Long-term (5-year) Goals
2007-2008 Focus Performance Objectives
Assessments/Communicate Results/Strategic Plan Update
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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 (SMSC)
. City Council
. City Staff
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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 and healthy 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.
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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 leader with its three-fold recreation system, Prior Lake attracts visitors
from across the upper Midwest. 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. 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 their own Strategic Plans, the school districts serving Prior Lake prepare our
community learners to meet the challenges of the present and the future. Our school
systems provide 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
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Lake enhances the quality of life for its residents by providing diverse employment
opportunities close to home.
Prior Lake government maintains a strong financial position providing quality services to
its residents while maximizing the value of the tax dollar. Ethical government is
emphasized and 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.
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2030 Vision Elements
Areas of Strategic Emphasis for the Future
The following ten 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
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.
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Quality Community Growth
Quality Community Growth is of paramount importance to Prior Lakes' citizens as our
population grows from 22,000 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, 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: Encourage the connectivity of neighborhoods to maintain and
improve the values that are important to Prior Lake.
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Objective 5: Explore orderly annexation agreements and cooperative
agreements with surrounding communities/townships.
Goal 3: Pro actively engage our citizens in the planning process, and communicate
changes to the City Comprehensive Plan, ordinances, Capital Improvement Plan
and other plans as they occur.
Goal 4: Maximize the attractiveness of residential and commercial properties through
proactive code enforcement.
Objective 1: Eliminate the outdoor storage of inoperable or unlicensed
vehicles.
Objective 2: 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.
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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 maintain these assets to maximize productive
life.
Goal 1 : Construct infrastructure essential to the delivery of quality services to our
growing community.
Objective 1: Construct or facilitate construction of additional parking
facilities in Downtown.
Objective 2: Complete fire station #2.
Objective 3: 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: Participate in the County-wide 800 MHz and fiber optics
systems.
Objective 7: Implement an effective rolling stock replacement program using
best practice measures.
Goal 2: Acquire property for new community capital assets through subdivision
process.
Objective 1: Acquire land for fire station No.3 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
storage facilities.
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Objective 4: Acquire land for future parks in accordance with the
Comprehensive Parks Plan.
Objective 5: Acquire or preserve rights-of-way to meet future transportation
needs.
Goal 3: Continue City commitment to annual street reconstruction and utilities
replacement projects.
Objective 1: Complete annual update of the pavement management system.
Goal 4: Plan for and fund ongoing infrastructure maintenance and replacement 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 of the infrastructure we have and the
funding needed to replace what we do have.
Objective 4: Complete Park Infrastructure Equipment Replacement.
Goal 5: Maximize the use of City facilities.
Objective 1: Encourage the use of City's meeting room facilities by groups
and organizations.
Goal 6: Develop a plan for senior/community center facilities.
Objective 1: Accommodate short-term senior/community activities at
existing Downtown City facilities.
Objective 2: Acquire land for senior/community center in the Downtown
area.
Objective 3: Determine needs for the facility, most likely funding source and
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.
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Objective 2: Recommend improvements to City building energy efficiency
including audits for each building.
Objective 3: Evaluate and implement environmentally-sound and cost-
effective means to power City rolling stock.
Objective 4: Implement a public awareness program regarding energy
conservation.
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Economic Development
A strong, diversified tax base is essential to ensuring the community's long-term economic
vitality.
Goal 1: Develop and implement a strategy to expand and diversify the City's business
base through current business retention and new business developments.
Objective 1: Schedule periodic meetings with existing Prior Lake businesses
in partnership with Chambers of Commerce, Economic
Development Authority Advisory Committee and SCALE to
facilitate retention and expansion.
Objective 2: Assist entrepreneurs with business start-up and expansion.
Objective 3: Attract businesses from outside of the community.
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: Regularly update the Comprehensive Plan and the McComb
Study to assure adequate land inventory is retained for business
and economic development.
Objective 2: Maintain a buildable lot inventory for commercial, industrial,
residential and public purposes equal to at least two years'
development volume.
Goal 3: Develop and identify potential partners for "south of the river" economic
development coalition.
Objective 1: With the Scott County Association for Leadership and Efficiency
(SCALE) and other local economic development and business
entities, establish the Scott County Economic Development
Coalition or similar County-based economic development
organization.
Goal 4: 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.
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Objective 2:
Make improvements to the building approval process.
Goal 5: Support transportation corridors that enhance economic development.
Objective 1:
Identify areas for future business development and plan
and coordinate future roadway improvements in and
around those areas.
Goal 6: Develop and implement financing tools, resources and partnerships for economic
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: Identify and evaluate older commercial, industrial and residential properties for
business development/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.
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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 (e.g.
residential, retail, family dining, office).
Objective 1: Promote construction of a multi-use building on property
located at Duluth and West Avenue.
Objective 2: Promote private redevelopment of City-owned property by
incorporating City-owned property in Block 2 and 4
Redevelopment Request For Proposals.
Objective 3: Complete illustrated Downtown design guidelines and amend
the Design Standards section of the C-3 (Downtown) zoning
code to reflect the new guidelines.
Objective 4: Develop and 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 the Downtown area.
Objective 1: Evaluate potential sites for parking structures and surface
parking lots.
Objective 2: Identify financing options for parking facilities.
Objective 3: Construct new parking facilities as part of Downtown
redevelopment projects.
Goal 3: Continue the thematic integration of Downtown, the lake and Lakefront Park.
Objective 1: Extend pedestrian elements such as planters, bike racks,
benches and lighting along County Road 21 in the Downtown
area.
Objective 2: Construct off-street parking for anglers at Eau Claire and
County Road 21.
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Goal 4: Provide needed facilities to help connect Downtown to the lake and Lakefront
Park.
GoalS: Encourage and facilitate relocation of businesses which are inconsistent with
projected plans for the Downtown area redevelopment.
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Strong Financial Management
The people of Prior Lake have a powerful vision and great hopes for the community's
future. 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.
Goal 1: Diversify and maximize the City property tax base.
Objective 1: Ensure the completion of Deerfield Industrial Park with high
valued structures.
Objective 2: Encourage commerciaVindustrial development to create an
inventory of immediately developable land in accordance with
the City's Comprehensive Plan.
Objective 3: Promote residential subdivisions which add high quality, high
value housing at all price points.
Goal 2: Identify and develop non-tax revenue sources.
Objective 1: Develop and grow non-tax revenue sources to minimize
property tax impact.
Objective 2: Annually Review and update general City license fees.
Goal 3: Minimize capital and operating costs through collaborative efforts with other
public and private entities.
Objective 1: Complete construction of the joint public safety training facility.
Objective 2: Pursue SCALE initiatives providing additional cost-saving
opportunities (e.g. joint powers agreements, equipment sharing,
mutual aid, service swapping).
Goal 4: Support locally controlled and dependable revenue sources.
Objective 1: Support legislation to eliminate market value credit.
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Objective 2: Support legislation to eliminate levy limits permanently.
Objective 3: Support legislation to reinstate sales tax exemption to local
units of government to eliminate double taxation.
Goal S: Encourage additional community funding initiatives.
Objective 1: Structure funding referenda to support needed capital facilities
which cannot be otherwise financed (i.e. park and recreation
facilities).
Objective 2: 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).
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.
Objective 4: Pursue multi-jurisdictional cooperative efforts to facilitate cost-
effective purchasing.
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.
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Objective 3: Achieve the lowest city property tax rank in Scott County-
favorable tax rate provides stimulus for growth of residential
and commercial property tax base.
Objective 4: Maintain 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 ratio - a proper balance between
property tax and non-property tax revenues provides relief to
the citizen in the form of lower property taxes.
Objective 8: Use the "Financial Performance Gold Standards" as the
foundation for a fiscal accountability scorecard, to be published
and communicated to all residents.
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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 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.
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.
Objective 1: Achieve diverse housing.
Objective 2: 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
neighborhood concept in future subdivisions.
Objective 2: Interconnect neighborhoods through the use of trail/sidewalk
systems.
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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: Implement 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 1: Amend the Local Surface Water Management Plan as
appropriate.
Objective 2: Complete construction of additional water quality facilities (rain
gardens, infiltration ponds, etc.)
Objective 3: Develop regional ponds as appropriate.
Objective 4: Sustain water quality monitoring programs.
Objective 5: Assure that subdivision storm water plans conform to approved
rules and the local Surface Water Management Plan.
Objective 6: Work cooperatively with partners to implement shoreland
restoration projects.
Objective 7: Enforce erosion control/street cleaning in new development,
redevelopment and existing streets.
Goal 2: Implement comprehensive lake management and sustainable water quality
plans cooperatively with the watershed district.
Objective 1: Assist in the completion of the Prior Lake Channel
Improvement Project.
Objective 2: Assist in the completion of the Prior Lake outlet improvements.
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: Interconnect the water system with Shakopee as we have with
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Savage and SMSC.
Objective 2: Jointly plan and implement water conservation techniques and
educational efforts with neighboring communities.
Objective 3: Expand conservation and communication efforts emphasizing
efficient use of water to meet the goals of the Water Supply
Plan and promote best management practices; including
providing account consumption information to customers using
the Internet.
Objective 4: Reduce the number of private wells and septic systems within
the wellhead protection area by extending municipal sewer and
water.
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, (e.g.
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.
Objective 6: Propose "green" standards for residential and commercial
building design and construction including a financial incentive
to encourage this type of development.
GoalS: Assure that the City's park and recreation facilities meet both the passive and
active needs of our growing community.
Objective 1: Develop Master Park Plan (MPP) to incorporate Park, Athletic
and Recreation Task Force 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.
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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 drought cycles.
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Transportation
The development and maintenance of an integrated and efficient local 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 1: Complete reconstruction ofCSAH 82 from CSAH 21 to CSAH
17 in cooperation with Scott County.
Objective 2: Complete reconstruction ofCSAH 12 from TH 13 to CSAH 17
in cooperation with Scott County. First phase to be TH 13 to
Pheasant Meadow Lane.
Objective 3: Complete construction ofCSAH 21 from CSAH 42 to CSAH
16 in cooperation with Scott County.
Goal 2: Identify opportunities for park-and-ride facilities and transit service in
anticipation of new development in cooperation with other agencies.
Objective 1: Work with Scott County and the Metropolitan Council to
provide appropriate park-and-ride lots and other transit
enhancements.
Objective 2: Aggressively promote Laker Lines transit services in
conjunction with Blue Xpress.
Objective 3: Monitor ridership to assure routes are meeting community
needs.
Goal 3: Implement vehicle and pedestrian safety improvements to major arterials
connecting schools, neighborhoods, Downtown, parks and trails.
Objective 1: Utilize Traffic Safety Committee to consider and recommend
safety improvements on roadways within the City.
Goal 4: Partner with MnDOT and Scott County to develop a plan for CSAH 21 that
includes identifying and developing alternative traffic corridors to mitigate
traffic congestion, and preserve a pedestrian-friendly, accessible Prior Lake
Downtown.
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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
County Road 8 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.
GoalS Work with MNDOT to study, fund and allocate resources to upgrade TH 13.
Objective 1: Actively reclassify TH 13 so MnDOT 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.
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Safe and Healthy Community
Each member of the Prior Lake community must engage in, support and participate in
formal and informal efforts to facilitate a safe, livable and healthy community for all
persons.
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 (e.g. 800
MHz and fiber optics).
Objective 3: Work with adjacent communities, SMSC, 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: 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: Partner with Community Education and others to support
programs intended to educate the public regarding care giving,
parenting, drug and alcohol impacts, financial matters, ethics,
citizen responsibility, the legal system, English as a Second
Language, boat and snowmobile safety, fire prevention, CPR,
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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 (e.g. Neighborhood Watch,
Operation LD., vacation checks, car seat inspection).
Objective 5: Achieve resident participation, use and understanding ofthe
Traffic Safety Committee.
Goal 3: Assist homeowners and neighborhood 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 in community safety.
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.
Objective 6: Establish a volunteerism office at City Hall to provide
assistance in a wide range of venues.
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.
Goal S: Publicize community safety efforts.
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Objective 1: Include a semi-annual Police Chief column in local newspapers,
Wavelength, and report to the City Council.
Objective 2: Highlight police and neighborhood efforts on PLTV 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.
Objective 6: Annually participate in community celebrations and police, fire
and ambulance open houses.
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Communication
Prior Lake will achieve its 2030 Vision and Strategic Plan through people who are aware
of and actively involved in their community's plans and partnerships. Energized and
engaged citizens who provide positive direction for the City and who are our advocates
are the key to advancing our Vision. 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 of the 2030 Vision and Strategic Plan.
Objective 1: Publish a newsletter that summarizes the plan and explains each
vision element.
Objective 2: Provide updates in every Wavelength about one of the vision
elements at least once per year.
Objective 3: Promote the 2030 Vision and Strategic Plan on the Website and
cable channel that includes details and explanation of all aspects
ofthe plan.
Objective 4: 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 including:
o Two City columns per month.
o Press releases about City programs and services, events, etc.
o Newsletter as PLA insert.
o Expanded 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 Expand a new State of the City tour for 2007.
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
locations within the City.
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Objective 3: Expand direct e-mail, Web site and telecast interactions between
citizens and the City Council, City Manager and City
employees.
o Provide sign-up on Web site for e-mail distribution lists.
o Broadcast meetings of the PAC and LAC.
o Broadcast "Prior Lake Partners" - a new program on
PLTV.
o Survey Web users.
o Offer interactive forms.
o Gather 1,000 e-mail addresses for e-news publications.
Objective 4: Expand cable television coverage of public meetings to include:
o City Council
o Planning Commission
. Lake Advisory Committee
. Parks Advisory Committee
o Web cast public meetings to tap new markets.
Objective 5: Keep newsletter fresh.
o Publish monthly
o Emphasize features and less news
o 2030 Vision and Strategic Plan updates each month
o Features that reinforce small town values
o Articles 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 2008.
Objective 2: Integrate survey results into the next update of2030 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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