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HomeMy WebLinkAbout080607 Work Session 4646 Dakota Street S.E. Prior Lake, MN 55372-1714 City Council/School Board Joint Meeting Monday, August 6 4:30 p.m. Parkview Community Room AGENDA I. Progress Toward Strategic Goals a. School Board Chair Mike Murray b. 2030 Vision Update - Mayor Jack Haugen II. Joint City/School District Interpretive Centers a. Jeffers Pond Interpretive Center Building b. Five Hawks III. Jeffers Pass Signal Project IV. Transportation Issues . 150th / TH 13 Study . Fish Point Road / TH13 to CR 44 . CR 44 Reconstruction V. Ice Rink VI. Other Business VII. Adjourn@ 5:50 p.m. www.cityofpriorlake.com Phone 952.447.9800 / Fax 952.447.4245 Strategic Plan ~<. sc~oo,,, Building TOMORROW Today Strategic Plan: 2004 . 2011 Beliefs We believe that all people have a responsibility to do their personal best. We believe that we must embrace and lead change in order to shape the future. We believe that all people deserve to live in an emotionally and physically safe environment. We believe that everyone shares responsibility for the nurture, care and education of our children. We believe that honesty and integrity are vital for effective relationships. We believe that everyone has a responsibility to serve and contribute for the betterment of the com- munity. We believe that all people deserve to be treated with dignity and respect. We believe that all people have a desire to learn, create and grow. We believe that the wise use of all resources is essential for a healthy community. We believe that a balance of emotional, mental, physical and spiritual health is essential to personal development. We believe that all people are responsible for their own behavior and are accountable for their actions. We believe that efforts motivated by compassion result in caring actions. We believe that a positive family environment/support system is important, if not essential, to the healthy development and well-being of individuals. Mission Our mission as the Prior Lake-Savage Area School District, the community hub of intergenerationallearning, is to develop people who enthusiastically engage in purposeful learning, who are critical thinkers fully prepared to excel in everything they do, and who are responsible and productive members of an ever-changing global society. We will provide: opportunities that constantly challenge our learners to discover and enhance their individual skills and talents; a vibrant, welcoming environment focused on the needs of the learner; and an innovative staff that is fully passionate about teaching and learning. updated 12/2006 Objectives · 100% of students in the Prior Lake-Savage Area School District will meet or exceed state and local academic standards. · All learners will be knowledgeable about other cultures. · All graduates will be positive leaders in their community. · All people will practice their right to vote and participate in civic activities. · Upon graduation, every student will have a plan for their future and the confidence to act on it. · All students will perform voluntary service to others each year. · All learners will participate in collaborative learning experiences throughout their lives. · All learners will actively participate in personal wellness. · All learners are engaged in intentional personal improvement. · All learners will practice wise use of natural resources. (Bold indicates top 3 objectives for data gathering) Parameters We will never tolerate behavior that shows disrespect towards another person. All major decisions will be made with an opportunity for input from all stakeholders impacted by that decision. Strategies 1. Communications We will develop and implement an effective communications plan that heightens awareness and understanding of the school district. 2. Staff Development We will design and implement a staff development program to ensure a staff that is innovative, passionate about learning and teaching, and able to engage learners enthusiastically. 3. Facilities We will develop and implement a facilities plan that ensures a welcome, safe and healthy environment and that meets the demands of growth and the needs of our community. 4. Community Resources We will engage in collaborative efforts to maximize our utilization of all community resources. 5. Welcoming Environment The environment throughout all levels of the organization will be vibrant and welcoming to all members of the community. 6. Student Future Planning We will provide a wide range of opportunities to assist students in planning for their future after graduation. 7. Personal Well-Being We will motivate learners to continually improve their personal well-being. 8. Challenge Students to be Successful We will provide multiple opportunities that challenge students at every level to be successful. 9. Natural Environment We will engage learners in multiple opportunities to become responsible stewards for the care and management of the natural environment. 10. Global Society We will create ongoing opportunities for learners to participate as responsible citizens in an interdependent, global society. l~RIOR <" ~ t"1-1 ADOPTED MAy 7, 2007 CITY OF PRIOR LA K E ~/NNESO" \' CITY Of PRIOR LAKE Iii ;r!..~.~ PR10", ~ . ~r <' ~. ...~ U, I>l -V'NNESO't ~ CITY OF PRIOR LAKE 2030 VISION AND STRATEGIC PLAN MISSION STATEMENT: JOB ONE The mission of the City of Prior Lake is to enhance the quality of life for current and future citizens by providing quality services which result in a safe, secure community; recreation and leisure opportunities; preservation and effective use of lakes, parks and other natural resources; economic vitality; and the promotion of partnerships, volunteerism and civic pride for the community's diverse population. 1"1 Neu was hired to lead a committee of unity volunteers, representing a broad , through the long-range planning rnrnittee included representation from the community: residents, businesses, pcation, senior citizens, youth, arts, ath- sed organizations, civic organizations, .ships, County officials, SMSC represen- ..fire and other City staff. metfour times, investing over 1000 co 1- nd identified the critical issues facing esidentified included: Use Management, including nnexation, and relationship between e.lake. lity,including commercial development, . economic base and Downtown rede- Quality and Amenities, including youth activities, trails, general amenities, City aesthetics. ndAssets, including infrastructure and pfNatural Resources, including environ- uality. tal Cooperation and Partnering dership and Involvement 2 the committee crafted the initial ver- egic Planning document to help guide 20. The purpose of the plan is two.fold. reates a Vision that will lead the com. next 20 years. Second, theplaois la~ti'1g.PCilr1:f'I~~ips.At..t~e$~me of nearly 70 community representa review, and update the document focusing on Mission Statement, Vision, and Vision Elements. The City sta met to refine the Tactical Action Plans for 2004-2008 and in rated the modifications into this document. On April 12 and May 24, 2005 over 110 stakeholders again review and update the plan with the assistance of Consulta The Strategic Plan has been extended through the year20 coincide with the planning horizon established by the Metr Council for Prior Lake's Updated Comprehensive Plan.Vlsiocl"l ments were added and consolidated to better focus UPOCOCQ ty priorities as identified in the 2005 residential survey. Tactical Action Plans were renamed, "2005-2006 PerroI' Objectives" to provide better benchmarks of progress tOW implementation. The result of this ongoing process is a plan that notonlY strategic direction for our community, but one thatenco excitement and motivation for everyone to participatei mentation of this Vision for Prior Lake. 2 CITY OF PRIOR LAKE 2030 VISION AND STRATEGIC PLAN CITY OF PRIOR lAKE iii CITY OF PRIOR lAKE VISION STATEMENT: By Our Community, For Our Community. 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 set- ting. 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 nat- ural areas dedicated to public use and preservation. The sec- ond 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 show- cased 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, school dis- tricts, other cities, townships, County, business community and numerous community organizations - seeking out coop- erative 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 envi- ronment, 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 opportu- nities located throughout the Twin Cities area. Known for high-quality educational programs and intergenera- tionallearning opportunities, and guided by their own Strategic Plans, the school districts serving Prior Lake pre- pare our community learners to meet the challenges of the present and the future. Our school systems provide opportu- nities that constantly challenge learners of all ages to discov- er 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 Lake enhances the quality of life for its residents by providing diverse employment opportunities close to home. 2030 VISION ELEMENTS: AREAS OF STRATEGIC EMPHASIS FOR THE FUTURE The following 10 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. Within each Quality Community Growth Vision Housing Quality and Diversity Element, the primary achieve- ments 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. Page 4 Page 4 Downtown Redevelopment Strong Financial Management Natural Resources Safe and Healthy Community Transportation Page 6 Page 7 Page 8 Page 9 Page 10 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 communi- cations on all levels to identify problems and develop mutual- ly 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. Volunteerism, civic duty and community pride continue to enrich the City and its residents. Prior Lake is a... Wonderful Place To Call Home! 3 CITY OF PRIOR lAKE CITY OF PRIOR LAKE 2030 VISION AND STRATEGIC PLAN FIVE-YEAR GOAL: Implement and periodi- cally update the 2030 Comprehensive Plan to guide growth of the City. lWO-YEAR OBJECTIVES: . Incorporate changes in the document necessitated by development, annexa- tion, metropolitan or state mandates to assure continuing accuracy of the document. . Implement and periodically update zoning and comprehensive plan guide- lines to preserve the small town feel. FIVE-YEAR GOAL: Assure that urban expansion occurs in a well-planned and orderly manner and that annexed proper- ty is developed in accordance with the City's planning and zoning requirements. lWO-YEAR OBJECTIVES: . Identify and preserve through compre- hensive planning and zoning, acreage for future needs, e.g. commercial, school, park, open space and residential uses. . Plan infrastructure improvements and identify available revenue sources in the Capital Improvement Program in accor- dance with the annexation schedule in the orderly annexation agreement. . Execute agreements with surrounding cities, townships and the County to extend City zoning and subdivision ordinance provisions to future annexa- tion areas. . Encourage the connectivity of neigh- borhoods to maintain and improve the values that are Important to Prior Lake. . Explore orderly annexation agreements and cooperative agreements with surrounding communities/townships. FIVE-YEAR GOAL: Proactively 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. FIVE-YEAR GOAL: Maximize the attrac- tiveness of residential and commercial properties through proactive code enforcement. lWO-YEAR OBJECTIVES: . Eliminate the outdoor storage of inoperable or unlicensed vehicles. . 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. ,G QUALITY AND DIVERSITY A'lqUires a wide variety of housing options to meet the needs of its residents. FIVE-YEAR GOAL: Develop and implement a housing plan that provides opportunities for Iifecycle housing. TWO-YEAR OBJECTIVE: . Implement joint effort with adjacent communities to facilitate meeting this objective. FIVE-YEAR GOAL: Work with the County Housing and Redevelopment Authority, other agencies, foundations and non-profit agencies to assist in meeting housing needs. TWO-YEAR OBJECTIVES: . 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. . Evaluate PUD (Planned Unit Development) and other zoning strategies to provide incentives for starter housing. FIVE-YEAR GOAL: Encourage mixed-use developments especially in the Downtown area and Planned Unit Developments throughout the community. TWO-YEAR OBJECTIVES: . Achieve diverse housing. . Assure that the small town feel is retained in these developments. FIVE-YEAR GOAL:_Encourage the development of walkable neighborhoods where services needed by residents are immediately available to pedestrians. TWO-YEAR OBJECTIVES: . Modify zoning standards to encourage the walkable neighborhood concept in future subdivisions. . Interconnect neighborhoods through the use of trail/ sidewalk systems. CITY OF PRIOR LAKE 2030 VISION AND STRATEGIC PLAN CITY OF PRIOR LAKE ~ .. 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. TWO-YEAR OBJECTIVES: . Construct or facilitate construction of additional parking facilities in Downtown. . Complete Fire Station No.2. . Construct wells and water storage facilities in accordance with the City's Water Supply Plan. . Complete Water Treatment Plant. . Construct county highways and streets contemplated by the CIP. . Participate in the County-wide 800 MHz and fiber optics systems. . Implement an effective rolling stock replacement program using best practice measures. TWO-YEAR OBJECTIVES: . Acquire land for Fire Station No.3 in the annexation area. . Assist school district in acquisition of land for elementary schools. . Acquire land for water treatment, produc- tion, distribution and storage facilities. . Acquire land for future parks in accor- dance with the Comprehensive Parks Plan. . Acquire or preserve rights-of-way to meet future transportation needs. TWO-YEAR OBJECTIVE: . Complete annual update of the pavement management system. TWO-YEAR OBJECTIVES: . Complete lift station reconstruction program and SCADA upgrade. . Project and explore long-term funding needs beyond the five-year Capital Improvement Plan. . Evaluate the useful life of the infrastruc- ture we have and the funding needed to replace what we do have. . Complete Park Infrastructure Equipment Replacement. TWO-YEAR OBJECTIVE: . Encourage the use of City's meeting room facilities by groups and organizations. TWO-YEAR OBJECTIVES: . Accommodate short-term senior/commu- nity activities at existing Downtown City facilities. . Acquire land for senior/community center in the Downtown area. . Determine needs for the facility, most likely funding source and support for the project. 5 TWO-YEAR OBJECTIVES: . Develop a plan for implementation of energy conservation in City fleet and facilities. . Recommend Improvements to City building energy efficiency including audits for each building. . Evaluate and implement environmentally- sound and cost-effective means to power City rolling stock. . Implement a public awareness program regarding energy conservation. '1tlNNESC)\ i' CITY OF PRIOR LAKE 2030 VISION AND STRATEGIC PLAN CITY Of PRIOR lAKE Iii ECONOMIC DEVELOPMENT A strong, diversified tax base Is essential to ensuring the community's long-term economic vitality. AVE-YEAR GOAL: Develop and implement a strategy to expand and diversify the City's business base through current business retention and new business developments. TWO-YEAR OBJECTIVES: . 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. . Assist entrepreneurs with business start-up and expansion. . Attract businesses from outside of the community. AVE-YEAR GOAL: Ensure that iand 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. TWO-YEAR OBJECT1VES: . 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. FIVE-YEAR GOAL: Develop and identify potential partners for "south of the river" economic development coalition. TWO-YEAR OBJECT1VE: . 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. FIVE.:YEA.-B GOAl:Adopt streamlined zoning approval and building permit processes and regulations without sacrificing the and effectiveness of City standards. TWO-YEAR OBJECT1VES: . Make improvements to the zoning approval process/ regulations. . Make Improvements to the building approval process. RIlE-Y~.R G01\..1: Support transportation cor- ridors that enhance economic development. TWO-YEAR OBJECT1VE: . Identify areas for future business develop- ment and plan and coordinate future roadway improvements in and around those areas. FIVE-YEAR GOAL: Develop and implement financing tools, resources and partnerships for economic and business development. TWO-YEAR OBJECTIVES: . 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, partner- ships 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. FIVE-YEAR GOAL: Identify and evaluate older commercial, industrial and residential proper- ties for business development/redevelopment potential. TWO-YEAR OBJECTIVES: . 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. The Downtown and adjacent Lakefront Park are unique commu- nity focal points and destination attractions that contribute to the City's Identity and offer opportuni- ties for recreation, employment, housing, shopping and dining. DOWNTOWN REDEVELOPMENT AVE-YEAR GOAL: Encourage redevelopment and construction of multi-use buildings (e.g. residential, retail, family dining, office). TWO-YEAR OBJECT1VES: . Promote construction of a multi-use build- ing on property located at Duluth Avenue and West Avenue. . Promote private redevelopment of City- owned property by Incorporating City-owned property in Block 2 and 4 Redevelopment Request For Proposals. . Complete Illustrated Downtown design guidelines and amend the Design Standards section of the C-3 (Downtown) zoning code to ~ reflect the new guidelines. ,lo, <' t ~ U t!l ~JNNESO~\'> . Develop and implement plans for pedestrian-friendly streetscape enhancements throughout the Downtown. AVE-YEAR _~OAl: Update 2003 parking study to incorporate new development and construction of private and public buildings in the Downtown area. TWO-YEAR OBJECTIVES: . Evaluate potential sites for parking structures and surface parking lots. . Identify financing options for parking facilities. . Construct new parking facilities as part of Downtown redevelopment projects. 6 FlVE.YEAR GOAL: Continue the thematic integration of Downtown, the lake and lakefront Park. TWO-YEAR OBJECT1VES: . Extend pedestrian elements such as planters, bike racks, benches and lighting along County Rd. 21 in the Downtown area. . Construct off-street parking for anglers at Eau Claire and County Rd. 21. FIVE-YEAR GOAL: Provide needed facilities to help connect Downtown to the lake and lakefront Park. FIVE-YEAR GOAL: Encourage and facilitate relocation of businesses which are inconsistent with projected plans for the Downtown area redevelopment. CITY OF PRIOR LAKE 2030 VISION AND STRATEGIC PLAN FIVE-YEAR GOAL: Diversify and maximize the City property tax base. TWO-YEAR OBJECTIVES: . Ensure the completion of Deerfield Industrial Park with high valued structures. . Encourage commercial/industrial development to create an inventory of immediately developable land in accor- dance with the City's Comprehensive Plan. . Promote residential subdivisions which add high quality, high value housing at all price points. FIVE-YEAR GOAL: Identify and develop non-tax revenue sources. TWO-YEAR OBJECTIVES: . Develop and grow non-tax revenue sources to minimize property tax impact. . Annually Review and update general City license fees. FIVE-YEAR GOAL: Minimize capital and operating costs through collaborative efforts with other public and private entities. TWO-YEAR OBJECTIVES: . Complete construction of the joint public safety training facility. . Pursue SCALE initiatives providing addi- tional cost-saving opportunities (e.g. joint powers agreements, equipment sharing, mutual aid, service swapping). FIVE-YEAR GOAL: Support locally controlled and dependable revenue sources. TWO-YEAR OBJECTIVES: . Support legislation to eliminate market value credit. . Support legislation to eliminate levy lim- its permanently. . Support legislation to reinstate sales tax exemption to local units of government to eliminate double taxation. FIVE-YEAR GOAL: Encourage additional community funding initiatives. TWO-YEAR OBJECTIVES: . Structure funding referenda to support needed capital facilities which cannot be otherwise financed (i.e. park and recreation facilities). . ~.... ::::;;t..... . 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). FIVE-YEAR GOAL: Implement efficient expenditure reduction measures. TWO-YEAR OBJECTIVES: . Prepare annual budgets which reflect the most cost-effective means of acquiring goods and delivering services. . Evaluate City services in the context of quality of life and cost benefit to the taxpayer. . Facilitate cost effective purchases by developing a vendors list and qualified engineers pool. . Pursue multi-jurisdictional cooperative efforts to facilitate cost-effective purchasing. FIVE-YEAR GOAL: 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 commu- nicate 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. CITY OF PRIOR LAKE TWO-YEAR OBJECTIVES: . Achieve an Aa2 Bond Rating - strong credit rating by Moody's Inc. provides low cost financing for the City's general obligation bonds. . 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. . Achieve the lowest city property tax rank in Scott County - favorable tax rate provides stimulus for growth of residential and commercial property tax base. . Maintain 100% funded Fire Relief Association Pension - reduces reliance upon future property rate increases. . Limit expenditure level to a 98% general fund budget outcome - ensures fiscal accountability at the highest level. . Manage a 95% investment position of all City funds - active Investment realizes best possible return and fund stewardship. . 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. . Use the "Financial Performance Gold Standards" as the foundation for a fiscal accountability scorecard, to be published and communicated to all residents. i:: u CITY OF PRIOR lAKE CITY OF PRIOR LAKE 2030 VISION AND STRATEGIC PLAN FlVE.YEAR GOAL: Implement plans to monitor and Improve surface water quail. ty (I.e. lakes, ponds, wetlands, streams, storm water runoff and non.polnt runoff) In accordance with the Local Surface Water Management Plan. TWO.YEAR OBJECTIVES: . Amend the Local Surface Water Management Plan as appropriate. . Complete construction of additional water quality facilities (rain gardens, Infiltration ponds, etc.). . Develop regional ponds as appropriate. . Sustain water quality monitoring programs. . Assure that subdivision storm water plans conform to approved rules and the local Surface Water Management Plan. . Work cooperatively with partners to implement shoreland restoration projects. . Enforce erosion control/street clean. ing in new development, redevelopment and existing streets. FIVE-YEAR GOAL: Implement comprehen- sive lake management and sustainable water quality plans cooperatively with the watershed district. . Assist In the completion of the Prior Lake outlet Improvements. FIVE.YEAR GOAL: 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 ground. water resources. TWO.YEAR OBJECTIVES: . Interconnect the water system with Shakopee as we have with Savage and SMSC. . Jointly plan and implement water con. servation techniques and educational efforts with neighboring communities. . Expand conservation and communi- cation efforts emphasizing efficient use of water to meet the goals of the Water Supply Plan and promote best management practices; including providing account consumption informa- tion to customers using the Internet. . Reduce the number of private wells and septic systems within the wellhead protection area by extending municipal sewer and water. FIVE.YEAR GOAL: Protect unique natural areas in the City and annexation areas by promoting environmentally sensitive development. TWO.YEAR OBJECTIVES: . Develop a lake park on Campbell Lake as part of subdivision. . Develop walking path and trails to Deerfield Island Park. . Continue to Implement reforestation management program at Lakefront Park. . Identify and protect prime natural areas for preservation (e.g. unique water, forest or typography such as Pike Lake area, Creekside area property). . Encourage green belts between developments and major roadways to preserve the natural look of Prior Lake. . Propose "green" standards for residential and commercial building design and construction Including a financial incentive to encourage this type of development. FIVE.YEAR GOAL: Assure that the City's park and recreation facilities meet both the passive and active needs of our growing community. TWO.YEAR OBJECTIVES: . Develop Master Park Plan (MPP) to incorporate Park, Athletic and Recreation Task Force recommendations. . Work with community groups and organizations to support an effort to finance the construction of such facilities. . Oversee ongoing construction of such facilities. . Pursue community park near Pike Lake. . Work with partners to develop Jeffers interpretative center. FIVE.YEAR GOAL: Develop and maintain City property, parks, playfields and natural areas in an environmentally responsible and aesthetically pleasing manner. TWO-YEAR OBJECTIVES: . Utilize only environmentally-friendly herbicides and fertilizers. . Conserve landscape water usage while maximizing field usability during heavy use seasons and drought cycles. CITY OF PRIOR LAKE 2030 VISION AND STRATEGIC PLAN FIVE-YEAR GOAL: 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. TWO-YEAR OBJECTIVES: . Evaluate, implement and continue appropriate community-based policing programs like DARE, Safety Camp and Citizen's Academy. . Encourage and participate in multi- jurisdictional efforts to better serve the public safety needs of our community (e.g. 800 MHz and fiber optics). . Work with adjacent communities, SMSC, County, State and Federal govern- ment to be prepared for natural and man-made disasters (i.e. Avian Flu pandemic). . Address traffic safety issues in the community through all appropriate means. . Educate City employees regarding the challenges of an ethnically and socio- economically diverse community; and the challenges created by changes in the family structure. FIVE-YEAR GOAL: Encourage citizen participation in crime and violence prevention and treatment efforts. TWO-YEAR OBJECTIVES: . 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. . Partner with Community Education and others to support programs intended to educate the public regarding care giv- ing, parenting, drug and alcohol impacts, financial matters, ethics, citizen respon- sibility, the legal system, English as a Second Language, boat and snowmobile safety, fire prevention, CPR, Defensive Driving, gun safety and the like. . Support National Night Out. . Continue to offer safety and educational opportunities throughout the community (e.g. Neighborhood Watch, Operation 1.0., vacation checks, car seat inspection). . Achieve resident participation, use and understanding of the Traffic Safety Committee. FIVE-YEAR GOAL: Assist homeowners and neighborhood associations to become a vital element in community safety. TWO-YEAR OBJECTIVES: . Support and encourage the formation of new neighborhood associations that promote a sense of community. . Advise homeowner associations that police officers are available to attend their annual meeting to discuss safety topics, concerns and programs. . Distribute written, video and other information through homeowners associations identifying the role that residents can play in community safety. . Encourage homeowners to report crime. . Encourage actions to assist the emer- gency response system, e.g. address numerals for all houses, CO alarms, fire alarm checks, first aid basics. . Establish a volunteerism office at City Hall to provide assistance in a wide range of venues. FIVE-YEAR GOAL: Promote ethical behavior in all aspects of government to preserve the public trust. CITY OF PRIOR LAKE TWO-YEAR OBJECTIVES: . Review City Code, Bylaws and policies with the assistance of employees and make modifications as necessary. . Conduct orientation sessions for new employees and periodic training sessions for existing employees to promote ethics in individual action and government processes and practices. FIVE-YEAR GOAL: Publicize community safety efforts. TWO-YEAR OBJECTIVES: . Include a semi-annual Police Chief column in local newspapers, Wavelength, and report to the City Council. . Highlight police and neighborhood efforts on PLTV-15. . Highlight neighborhoods that participate in crime prevention efforts at City Council meetings. . Share the good news about community safety, volunteerism and available services through numerous media. . Write periodic "Did You Know That" columns regarding state or local legal requirements. . Annually participate in community celebrations and police, fire and ambulance open houses. CITY Of PRIOR lAKE CITY OF PRIOR LAKE 2030 VISION AND STRATEGIC PLAN CITY OF PRIOR LAKE 2030 VISION AND STRATEGIC PLAN 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 assess- ing progress being made toward achievement of the 2030 Vision and addressing issues identified by our residents. TWO-YEAR OBJECTIVES: . 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. . Promote the 2030 Vision and Strategic Plan on the Website and cable channel that includes details and explanation of all aspects of the plan. . Continue updating and refreshing fea- ture stories in all media that demonstrate 2030 Vision accomplishments. a TWO-YEAR OBJECTIVES: . Expand usefulness of the Prior Lake American including: - Two City columns per month. - Press releases about City programs and services, events, etc. - Newsletter as PLA insert. - Expanded coverage of the City. . Expand outreach to community members through various work and neighborhood groups. - Explore a neighborhood outreach pro- gram. - Expand production of small publications ("quick-hitters") and distribute In brochure holders around the City. - Expand "State of the City" tour. - Provide eariier and more complete notification to residents of improvement projects in the CIP which will affect them. - Conduct neighborhood town hall meet- ings at different locations within the City. . Expand direct e-mail, website and tele- cast interactions between citizens and the City Council, City Manager and City employees. - Provide sign-up on website for e-mail dis- tribution lists. - Broadcast meetings of the PAC and LAC. - Broadcast "Prior Lake Partners" - a new program on PLTV-15. - Survey Web users. - Offer interactive forms. - Gather 1,000 e-mail addresses for e- news publications. . Expand cable television coverage of public meetings to Include: - City Council - Planning Commission - Lake Advisory Committee - Parks Advisory Committee - Webcast public meetings to tap new markets. . Keep newsletter fresh. - Publish monthly. - Emphasize features and less news. - 2030 Vision and Strategic Plan updates each month. - Features that reinforce small-town values. - Articles about new development. . Complete an annual communications report for Council approval. TWO-YEAR OBJECTIVES: . Conduct residential and business/ commercial owners survey in the first quar- ter of 2008. . Integrate survey results into the next update of 2030 Vision and Strategic Plan. 11 CITY OF PRIOR LAKE Iii o~ PRIO~ ~ <' [... 'Y ..... ~ U I"T1 1?JNNESO'i?o CITY OF PRIOR LAKE 2030 VISION AND STRATEGIC PLAN o~ PRIO/( ~ -(' t ~ U tr1 4rlJ\TNESO~ ~