Sun Prairie Comprehensive Plan - Executive Summary

SUN PRAIRIE C OM P R E HEN S I V E PLAN 2 019 - 20 39 E X E C U T I V E S U M M A RY Vision Statement

“The City of Sun Prairie seeks balanced growth, safe and healthy neighborhoods, and opportunity for all residents to pursue their dreams and live full lives.”

C I T Y OF S UN PRAI RI E +

INTRODUCTION & PUBLIC ENGAGEMENT Regional Context

PLANNING JURISDIC TION MAP ß

The plan is implemented through the use of ordinances, especially the zoning ordinance and subdivision ordinance. This plan is intended to help the Plan Commission and City Council apply those ordinances; in fact, State statutes require that certain decisions must be consistent with this Plan.

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PL AN MAINTENANCE The plan represents the City’s best effort to address current issues and anticipate future needs, but it can and should be amended as conditions warrant reconsideration of policies in the plan. The plan can and should be amended from time to time to adjust to changing conditions, and it should be fully updated with new data at least every 10 years. Volume 2: Chapter 10 describes how the plan will be amended to manage and maintain its relevance as policy and development guide.

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A Comprehensive Plan functions as an umbrella document that considers most issues affected by City government, and it is to be used in coordination with other documents and ordinances. The plan refers to many other plans and studies that address specific topics in greater detail.

of Wisconsin and major employers such as Epic Systems and American Family Insurance, the Madison-area economy attracts people.

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The Comprehensive Plan is a resource for managing the growth of the City of Sun Prairie. It is designed to be a working document used by City officials to direct community development decisions, to assist with capital and operational budgeting, and as a tool to focus and stimulate private housing, business and industrial investment in the community.

Sun Prairie is a community of about 34,000 located immediately northeast of the City of Madison, Wisconsin. The City is well-situated regionally, with excellent access to major transportation routes and facilities. It is located 75 miles west of Milwaukee, and 155 miles northwest of Chicago. Known for local traditions such as Cornfest and Groundhog Day events, and as the birthplace of artist Georgia O’Keefe, Sun Prairie is part of a growing region with a strong economy. Anchored by State government, the University

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PURPOSE & INTENT

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POPULATION TRENDS - SUN PRAIRIE AND SURROUNDING COMMUNITIES City of Sun Prairie

Town of Bristol

Town of Burke

Town of Sun Prairie

Village of Windsor

City of Madison

Dane County

1970

9,935

1,491

1,742

1,490

2,415

171,809

290,272

1980

12,931

1,723

2,967

1,990

3,812

170,616

323,545

1990

15,352

1,835

3,000

1,839

4,620

190,766

367,085

2000

20,369

2,698

2,990

2,308

5,286

208,054

426,526

2010

29,364

3,765

3,284

2,326

6,345

233,209

488,073

2018

33,966

4,221

3,327

2,381

7,795

252,546

530,519

Source: 1970 - 2010 Census, WI DOA Estimates

2 | CIT Y OF SUN PR AIRIE COMPREHENSIVE PL AN DR AFT

1|2 CITY RESIDENTS AND STAKEHOLDERS PARTICIPATED IN

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2,046 responses is a robust sample of the community, statistically, though there is some bias in this sample as compared to all City residents.

Residents are generally quite satisfied with their neighborhoods.

Tax rates are a common concern.

The recent increase in construction of large multi-unit buildings in the City has caused concern, mostly among homeowners.

Renters are more concerned about affordability than owners.

Urban design preferences tend toward “small town” character.

Support for specific, proactive “sustainability” initiatives is weak.

Support for investment in bike and pedestrian infrastructure is strong.

There is a desire for bus transit service.

FOCUC GROUP SUMMARY » City is fast growing; in transition with some resistance to change; friendly small-town; increasingly diverse and becoming more inclusive; divided City; "can do" attitude. » City has good schools; friendly place to live; job, family or church located here; community assets. » Need multi-modal transportation improvements (fixed public transit, sidewalks on all streets, park and ride location, shared ride taxi, complete a bike/ped plan, etc.). » Need to improve city communication on issues affecting community and ensure consistency. » Concerned about City being reactive vs. proactive to growth. » Housing affordability is a big issue – will likely impact long term cultural diversity. » Revitalize downtown – add more public spaces, apartments, and mix of housing prices; add a co-op, restaurants, mixed use and experiential businesses.

PL AN ENGAGEMENT OVERVIE W This plan was drafted through a collaboration among MSA, City staff, and a Comprehensive Plan Steering Committee.

Highlights of the public participation plan include: » Two series of neighborhood form meetings. One series near the beginning of the process to identify issues of concern and one near the end of the process to seek feedback on draft plan. » A series of 17 focus group meetings with specific groups of stakeholders to facilitate discussion about issues and opportunities facing the city. » A series of 7 meetings with neighboring towns, villages, cities, Dane County and the Capital Area Regional Planning Commission to have discussion about land use and intergovernmental cooperation. » A community survey to gather input on all planning issues. » Polco surveys to ask additional targeted questions on certain topics. » A public hearing to gather input on the draft comprehensive plan prior to City Council adoption.

EXECUTIVE SUMMARY | 3

GOALS, POLICIES & ACTIONS ISSUES & OPPORTUNITIES Local Food

AGRICULTURAL RESOURCES GOALS Encourage agriculture and the preservation of productive agricultural lands, in balance with the growth of the City.

#1:

Increase opportunities for access to healthy and sustainable food choices within the City.

#2:

High-Priority Action 1.

Amend the City’s Ordinances as needed to allow agricultural uses, such as community gardens, roof top gardens, small-scale organic orchards and vineyards that are compatible with surrounding uses.

NATURAL RESOURCES GOAL Sun Prairie History

Protect and preserve the natural resource features in the City and its envi-

#1:

rons.

CULTURAL RESOURCES GOAL Preserve and create new places and events that contribute to the history and identity of Sun Prairie.

#1:

High-Priority Policy 1.

Create more unique places of interest for which Sun Prairie is known and loved. Whenever there is investment in new or existing neighborhoods, the City will collaborate with developers to create unique features and great public spaces. Encourage the incorporation of art and artistic expression in public and quasi-public places.

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3|4 UTILITIES GOALS The City of Sun Prairie will have a high quality, cost-effective, well-planned and efficient system of public utilities.

#1:

#2: Utility system planning and implementation will occur in coordination with land use and transportation plans and projects.

ISSUES & OPPORTUNITIES Underground Directional Boring

High-Priority Policies 8.

Maximize the use of existing utility systems by encouraging infill development that uses existing infrastructure investments.

14. Work with telecommunication utilities to ensure co-located facilities are aesthetically acceptable to the City, including light pole design standards (including incorporation of 5G equipment).

High-Priority Actions 1.

Develop a schedule to regularly meet with all locally active telecommunication utilities to discuss their future needs and interests for new equipment in the City.

Continue a formal review of City stormwater management requirements for new development, to evaluate their adequacy to prevent flooding based on the increase in large storm events.

Poll residents regarding waste management practices and services, including the frequency of recycling collection and local options for hazardous waste disposal.

2.

6.

Telecom Technology Changes

Flooding Risks

COMMUNITY FACILITIES GOALS The City of Sun Prairie will have high quality community facilities for residents, businesses, and visitors alike.

#1:

High-Priority Actions 1.

2.

3.

#1

Begin fundraising and designing for a library expansion. priority for a recreation Conduct a study to evaluate the space needs improvement is to sign/ and potential sites for a large, multi-cultural mark a City-wide bike trial, center that can be a shared space used for based on survey respondents. Splash pad was various community, ethnic and religious events #1 amongst survey and celebrations, and provides programming responders with that showcases the growing cultural diversity children . within the City.

Work with the City of Madison and Dane County to evaluate the feasibility of a sportsplex recreation facility and/or a joint Madison/Sun Prairie community splash pad on City of Madison lands south of the Prairie Lakes commercial area.

Sustainability Initiatives

EXECUTIVE SUMMARY | 5

GOALS, POLICIES & ACTIONS ISSUES & OPPORTUNITIES Sun Prairie Area School District

INTERGOVERNMENTAL COOPERATION GOALS #1: Work closely with neighboring communities and other governmental entities to achieve sustainable development patterns in the Sun Prairie area.

Enhance the efficiency and quality of public services by collaborating with other governmental entities in the region.

#2:

High-Priority Policies 1.

Enforce and maintain existing intergovernmental agreements with neighboring jurisdictions to provide predictability for property owners and to avoid municipal boundary disputes.

Work closely with the Sun Prairie Area School District (SPASD) to foster communication, relationships, and knowledge about planning and growth activities.

2.

High-Priority Action 1.

Schedule a working session with SPASD involving elected officials and key staff for both the City and the School District no less than semi-annually to discuss issues of concern and opportunities for collaboration.

Coordination and Efficiency

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5|6 ECONOMIC DEVELOPMENT GOALS Sun Prairie residents will have the skills to achieve personal success in our economy and Sun Prairie employers will have the staff to enable their success.

#1:

#2: Existing employers will thrive here and new employers will choose to locate here.

ISSUES & OPPORTUNITIES Tight Labor Market

Business investment in the City and initiatives to attract that investment will support the health and vitality of the Sun Prairie community.

#3:

High-Priority Policy 7.

Information sharing and development of connections among businesses and between businesses and support agencies is a core purpose of the City’s Economic Development Department. Staff will sustain a high level of outreach efforts to local employers and prospective employers to show support, understand their needs and connect them with resources that support their success. This includes: • Maintain and promote a directory of economic development partners and resources.

• Maintain active relationships and communication with executives of major area employers.

• Respond promptly to inquiries from current and prospective employers.

Retail Volatility

High-Priority Actions 1.

Review and update on a semi-annual basis a comprehensive list of available job training programs, resources, and designated contacts on the City’s economic development website, in coordination with Madison College, Sun Prairie Area School District, Small Business Development Center, SBA and local employers. Actively promote to local employers any programs that offer support for employer-led job training.

Room for Growth

11. Review and update the City's brand identity.

Local Programs » » » »

Focus On Energy Industrial Revenue Bonds TIF Districts Utility Assistance Programs

State/Federal Programs » » » » » » »

WEDC CBDG (-PFED, -ED) Community Development Zones Rural Economic Development (RED) Early Planning Grant Program WI Development Fund (WDF) Transportation Facilities Economic Assistance and Development Program Opportunity Zone

Educational Training » » » » » » » »

Sun Prairie Area School District Sun Prairie Business and Education Partnership Junior Achievement MATC - Business & Industry Services Workforce Development Board of South Central Wisconsin (WDBSCW) Urban League Boys & Girls Club YMCA

Attracting the Right Jobs

EXECUTIVE SUMMARY | 7

GOALS, POLICIES & ACTIONS ISSUES & OPPORTUNITIES

HOUSING GOALS #1: The City will actively evaluate and support the health of neighborhoods. #2: All Sun Prairie housing and neighborhoods will be designed and maintained as desirable places to live.

Housing Growth

Affordable, accessible, desirable housing options in the City, should be available at all income levels.

#3:

#4: Every Sun Prairie neighborhood will be diversified, including a mix of housing types and price points and convenient access to daily needs, goods and services.

High-Priority Policies 1.

Neighborhood Design

The Community Development Authority (CDA) has primary responsibility as the City entity to lead local housing policy and programs.

15. As existing neighborhoods change over time the City will seek a healthy mix of housing units including single family, duplex, townhomes, apartments and other formats, using neighborhood design principles and policies in this plan to achieve compatibility with existing housing. All neighborhoods should meet Design Review Board requirements (if created).

High-Priority Actions

Home Affordability

1.

Prepare a Housing Study to evaluate housing market conditions and advise City actions to address housing mix and affordability concerns.

5.

Promote neighborhood identity and social connections by encouraging the creation of neighborhood associations. Provide resources on the City website to support neighborhood events and social connections. Assign a staff planner to support neighborhood associations and create a modest grant program to incentivize things like neighborhood entry signs, public art, and block parties.

9.

Address housing affordability through the following strategies: a) Create an Affordable Housing Fund that can be used to support a variety of affordability initiatives; and b) review and amend the zoning ordinance to enable the development of housing formats that limit cost, including smaller lots, smaller homes, attached units and "cottage court" clusters of detached homes. Identify locations for these formats in neighborhood plans for new and existing neighborhoods.

75% of all survey respondents who are currently renters are concerned about affordability

10. Specifically address the significant housing gap for households earning less than 30% of the Dane County Median Household Income by partnering with entities such as the Dane County Housing Authority to build or renovate units targeted to these residents and encourage such development by private entities.

8 | CIT Y OF SUN PR AIRIE COMPREHENSIVE PL AN DR AFT

7|8 TRANSPORTATION & MOBILITY GOALS #1: Provide a multi-modal transportation system that serves all residents in

every neighborhood.

ISSUES & OPPORTUNITIES

#2: Link City residents to jobs, services, and other regional amenities through

a multi-modal transportation system.

Public Transportation

#3: Design, build, and maintain a transportation system that enables people to get where they need to go safely and encourages active lifestyles. #4: Provide facilities and services that enable daily mobility for all residents of

any age, ability, race, ethnicity or income.

#5: Ensure that the transportation system is designed, built and maintained to conserve existing natural resources, both locally and globally.

High-Priority Policies 1.

Continually move toward the implementation of Complete Streets that are safe, convenient and attractive for everyone regardless of age, ability or mode of transportation.

7. Work to improve multi-modal transportation connections between the City of Sun Prairie and its neighborhoods and surrounding communities. Integrate local public transit with intercity service and facilities.

9. Seek to minimize conflicts between motorized and non-motorized traffic through improved street crossings, use of off-street paths or protected bike lanes on arterial and collector streets, and other means.

19. Improve employment mobility for residents with less access to personal vehicles. Prioritize transit service to areas with higher-density housing and support the creation of transit-oriented development with an affordable housing component.

23. Consider the use of “green street” principles in new and reconstructed streets to mitigate the stormwater runoff impact of the street.

Bicycle & Pedestrian Facilities

Traffic Congestion High-Priority Actions 1.

4.

5.

6.

11.

12.

26.

29.

Adopt into City ordinance the policies regarding sidewalks and multi-use paths in lieu of sidewalks, and then enforce that ordinance consistently (see proposed language in plan).

Work with WisDOT to reroute WIS 19 through the City of Sun Prairie to reduce congestion at the Bristol/Main intersection.

Build a park-and-ride facility at Cremer and O’Keeffe.

Implement a successful launch of express transit service to and from Madison.

Create and adopt an Active Transportation Plan to enhance policies and infrastructure that supports biking, walking and other active transportation modes. The map in Volume 2: Chapter 8 provides a starting point for bike routing through the City.

Provide enhanced bicycle facilities (e.g., bike lane markings and signage, bicycle detection systems at signals, off-street paths) in key urban arterial corridors and collector streets, where feasible.

Reorganize the transportation-related committees and commissions to place equal emphasis on all modes.

Evaluate the potential impacts of new technologies in street and development projects. For instance, consider the likelihood that ride-hailing services and autonomous vehicles will increase the need for pickup and drop-off space near building entrances.

Shifting Transportation Technology

EXECUTIVE SUMMARY | 9

GOALS, POLICIES & ACTIONS ISSUES & OPPORTUNITIES

LAND USE GOALS #1: Create an economically and environmentally sustainable development pattern. #2: Support personal mobility for all residents in all development and redevel-

Balanced Growth

opment projects.

#3: Establish balanced neighborhoods throughout the City. #4: Support the land use needs for employment growth. #5: Support well-designed and sustainable retail and mixed-use development. #6: Create places that are attractive and unique. #7: Protect and respect natural resources and systems in all development decisions.

Partner with neighboring towns, cities, and villages to achieve sustainable development patterns.

#8: Balanced Neighborhoods

High-Priority Policies

Redevelopment

1.

New development within the City’s jurisdiction should support the efficient use of public services and infrastructure.

2.

Encourage development that uses land efficiently, including: a) infill development and higher density redevelopment on sites already surrounded by urban uses; and, b) residential formats in every neighborhood that minimize land consumption, including small lots and attached units.

10. All new development will be designed for safe walking and biking including: a) consistency with the City’s sidewalk policy; b) direct and convenient pedestrian routes separated from vehicle routes, including connections from the sidewalk to building entries; c) designated bike parking, and, d) designated bike paths per transit map.

14. Provide a mix of housing types to accommodate every stage of life in every neighborhood (see also Volume 2: Chapter 7).

15. Use site plan, landscaping plan, and building design review processes to encourage design for land use compatibility.

Urban Design Guidance

24. Encourage the development of compact, carefully planned, mixed-use activity centers that include shopping, employment, housing, recreation, and community gathering opportunities. Mixed-use buildings and developments that include residential units with commercial uses are desirable and often necessary to achieve redevelopment.

25. Continue City efforts toward strengthening and enhancing the downtown.

38. Limit development on lands with poor soils and high groundwater to help minimize damage to property and groundwater recharge areas.

39. Protect and enhance Patrick Marsh and the lands surrounding this natural resource by acquiring the land and/or development rights and improving it for recreation access.

10 | CIT Y OF SUN PR AIRIE COMPREHENSIVE PL AN DR AFT

|9 Annexation & Attachment Policy

The future growth of the City will likely involve a combination of redevelopment and infill development within the existing developed area of the City, and new growth at the edge of the community. While there are approximately 870 acres of undeveloped land already located within the corporate limits, over time there will be a need to incorporate additional lands through annexation or attachment to accommodate urban expansion or to capitalize on desired development opportunities. See the Annexation & Attachment Policy in Volume 2: Chapter 9.

ISSUES & OPPORTUNITIES Retail Volatility

High-Priority Actions 2.

Complete a comprehensive update and unification of the Zoning and Subdivision Ordinances.

Update the Downtown Revitalization Plan.

5.

Future Land Use Plan The Future Land Use Map contains different land use categories that together illustrate the City’s land use vision. These categories, including explanation of the City’s intent, zoning, design and development strategies, are described in Volume 2: Chapter 9. All zoning decisions, land divisions, utility extensions, capital improvement projects, and related land development activities and decisions should be consistent with the recommendations of the Future Land Use Plan. The future land use planning area maps in Volume 2: Chapter 9 provide greater detail at a neighborhood scale, including: » identification of development limitations (i.e., Natural Protection Resource Overlay); » description of detailed neighborhood concepts for currently undeveloped lands - per the 2009 Land Use Workshop; and, » map notes providing current (2019) narrative of ideas, preferences, and applicable plans and zoning requirements.

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EXECUTIVE SUMMARY | 11

GUIDING DAILY DECISIONS City Roles & Responsibilities City Council sets priorities, controls budgets and tax rates, and typically has the final say on key aspects of public and private development projects. Each council member should know where to find this plan and should be familiar with the major goals described herein. City Council should expect and require that staff recommendations and actions both reference and remain consistent with this plan.

Plan Commission has a major role in deciding on land use and development projects. Plan Commission members must each have of a copy of this plan and must be familiar with its content, especially Chapter 9: Land Use. It is the responsibility of Plan Commission to determine whether proposed projects are consistent with this plan, and to make decisions and recommendations that are consistent with this plan. In cases where actions that are inconsistent with this plan are believed to be in the best interest of the City, the Plan Commission should seek public feedback before recommending amendments to the Plan.

Community Development Authority (CDA) is presumed to have the lead role in implementing City housing programs (if created). The CDA needs to affirm this role and establish its own work plan to tackle the actions in this Plan. This may include creation of a subcommittee or advisory group to help create and implement the work plan.

Transit Commission (or comparable entity) should be responsible for guiding and addressing transit, bike and pedestrian improvements. Many detailed implementation decisions for bike and pedestrian improvements will be guided by a new Active Transportation Plan, which this Commission should lead.

Parks and Recreation Commission helps the City maintain a detailed Parks and Open Space Plan, which is an important extension of this Comprehensive Plan. The Commission should be familiar with and work to implement this Plan, especially the relevant content of Volume 2: Chapter 4.

Sun Prairie Utility Commission’s role in managing various public infrastructure systems is vital to the growth and health of the City. The Commission should be familiar with the content of this plan, especially Volume 2: Chapter 3, and should assist in its implementation.

Finance Committee is critical to the success of this plan, as implementation often comes down to a question of funding. The Finance Committee should be familiar with this Plan and should routinely consider whether budgets and cost proposals are consistent with the Plan.

Public Works Committee makes decisions on a variety of infrastructure systems - the Committee can influence growth patterns and has a critical role in transportation. The Committee should be familiar with this plan, especially Volume 2: Chapters 4 and 8, and should assist in its implementation.

Other Committees: All committees, boards and commissions that serve as an extension of the City of Sun Prairie should treat this Plan as relevant to their activities in service to the Community, and should seek outcomes consistent with the goals and policies herein.

Key City staff have a significant influence on capital projects, operational initiatives and regulatory decisions. It is imperative that individuals in key roles know about, support, and actively work to implement the various policies and actions in this plan, including City Administrator, Community Development Director, Planning Director, City Engineer, Director of Public Services, Director of Economic Development, Parks and Recreation Director, and the Director of Administrative Services.

The Comprehensive Plan should be consulted and referenced by these key staff members during goal-setting and budgeting processes, during planning for major public projects, in the review of private development projects, and in communications with residents and elected and appointed officials.

City Administrator, as lead administrative official of the City, is responsible to ensure that other key staff members are actively working to implement this Comprehensive Plan.

ANNUAL REPORT & LINK TO BUDGET PROCESS To provide lasting value and influence, this plan must be used and referenced regularly, especially during budgeting processes. To inform these annual processes, City planning staff will prepare, with input from other departments, the City Administrator, and possibly a Comprehensive Plan Implementation Committee, a concise Comprehensive Plan Annual Report with the following information: »

Action items in progress or completed during the prior 12 months. Celebrate success!

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Staff recommendations for action items to pursue during the next 12 months.

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City actions and decisions during the past 12 months not consistent with the plan (if any).

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Staff recommendations for any amendments to the adopted plan.

The compilation of actions in Volume 2: Chapter 10 is a resource to support decisions about how and where to invest the City’s limited resources. Plan Commission should make formal recommendations for Council consideration, identifying those choices and commitments most likely to further the goals and objectives identified in this plan.

MONITORING & AMENDING THE PL AN Although this Plan is intended to guide decisions and actions by the City over the next 10 to 20 years.

Amendments may be appropriate from time to time, particularly if emerging issues or trends render aspects of the plan irrelevant or inappropriate. Any changes to the plan text or maps constitute amendments to the plan. Amendments may be proposed by either the City Council or the Plan Commission, though a land owner or developer is also allowed to apply and initiate this process. The City should establish a quarterly schedule for consideration of plan amendments, with allowance for the Planning Director to recommend consideration of amendments at other times of the year. This schedule will include the necessary timing for the submittal of materials and the date to publish the public hearing notice.

UPDATING THE PL AN Although state statutes require the Plan be updated on a 10-year schedule, this has proven to be inadequate in a community where growth and change seem continuous.

In an effort to make comprehensive long-range planning an ongoing practice, the City is currently budgeting funds on an annual basis to assist with Plan implementation and updates. It may still be necessary to periodically undertake a more comprehensive update, but by keeping the plan fresh and up-to-date on a continual basis, there should be lesser need for major rewrites of the plan.