lake panorama association master plan...

Prepared by RDG Planning & DesignMay 2, 2013

Lake Panorama Association Master Plan Priorities


THE STUDYThis study’s results flow from the opinions and percep-tions of those who know it best – its residents and people who work or invest in the Lake Panorama Association (LPA). While participation in the study was led by the LPA Board of Directors, every property owner has a compelling interest and had the opportunity to participate at some level.

LPA Board of Directors retained RDG Planning & Design in June 2012 to identify issues and possible opportunities for the Lake Panorama Association and region.

The scope of this study is to assist the LPA with establishing overall master plan priorities for portions of LPA properties and directly associated areas. This effort has been char-acterized as Phase One. Phase Two is anticipated to be the more detailed evaluation and ultimate implementation of various components of this report.

Map 1: 1960 Aerial Photo and Lake Panorama Association Boundary

THE PROCESSObjective: To explore a broad spectrum of LPA opportu-nities and priorities and ultimately recommend a specific, consensus-driven focus for more detailed Phase Two ef-forts.

Lake Panorama is the most distinctive feature that defines the development pattern and principle motivation for in-vestment. Every resident of the LPA has a compelling in-terest in the Lake and association. The scale and scope of the project initially engaged the LPA Board of Directors that led to broader contributions by all through a membership questionnaire.

Components of the Discovery process include:

• Plan Steering Committee. The LPA Board of Directors acted as the Steering Committee, and met at key points during the Discovery process to share issues, opportu-nities, direction, and review the progress of the project.

• Tour. Representatives from RDG and Steering Com-mittee toured the Lake and surrounding area on August 28, 2012 to identify emerging opportunities for the Lake Panorama area.

• Group Discussion. Group discussion, which consist-ed of the LPA board, key LPA and LPN staff, and RDG representatives, took place on September 13, 2012, and provided an afternoon of discussion about the emerging issues and challenges facing the LPA.

• Questionnaire. The outcome of the group discussion led to an opinion survey designed and distributed by the LPA. The survey identified potential issues and goals. Nearly 500 completed surveys were returned.

• Report. The report includes a summary of the steering committee input and tour, along with a series of top pri-orities for developing concepts. A draft of this report was presented to the LPA board on April 26, 2013.

The Lake’s History

Members of the Guthrie Center and Panora Lions Clubs discussed the idea of building a dam and lake on the Middle Raccoon River around 1931. In the early 1960s, Louie Hansen, Guthrie County’s Extension director, proposed building a lake to generate economic devel-opment for the county.

Hansen helped form the Guthrie County Lake Development Company, and contacted property owners bordering the Middle Raccoon River and it was announced at a 1962 meeting of the Panora Commercial Club that 5,659 of the 7,000 acres needed had been placed under option.

On 1965, aerial photos were taken and a topographical map made of the proposed lake area. A contest was conducted to select a name, and 23 people suggested Lake Panorama.

To continue the progress made by the local group, the Mid-Iowa Lakes Development Corporation was formed in July 1965. The corporation began selling stock for $2 a share. In 1967, Mid-Iowa Lakes received state approval to build the dam. Later that year, the first lot was sold to Louie Hansen.

In 1968, trees and brush were cleared and roads were

built. The first by-laws were adopted for the Lake Panorama Association, and 900 lots were soon sold. Construction of the dam began in 1969 and completed in 1970. Once the dam gate closed, Lake Panorama was born.

Today Lake Panorama is the largest private lake in Iowa with 1,400 acres of lake surface and more than 30 miles of shoreline. So far, about 1,000 residences have been built at the lake. The Lake Panorama Association now represents more than 1,750 member/property owners. Source: www.lakepanorama.org

Lake Panorama Master Plan Priorities

Jone’s Cove

Helen’s Cove

BoulderBeach

HughesCove

WilcoxCove

MainBasin

Dale’sCove

HorseshoeCove

Silt Dam

NarrowsBurchfield Cove

Andrew’s Cove

Lake Panorama Association

Map 2: 2010 Aerial Photo and Lake Panorama Association Boundary


EMERGING THEMESThe study must consider the implications of today’s de-cisions on future generations living in the LPA. Actions should always consider the influence on the social, eco-nomic and environment.

Discussion among members of the LPA agree that the con-nection to the lake, its recreational features and its unique setting in the State of Iowa, is the primary feature that at-tracts continued investment. Preserving and enhancing this resource is critical to preserving Lake Panorama as a regional destination. The Board of Directors also discussed a number of other subjects that can be summarized into three topic areas, including:

• Projects• Systems• Policies

PROJECTSProjects should be accomplished in phases, allowing the success of projects to be built on top of each other that ul-timately lead Lake Panorama into a stronger regional des-tination. Some of these projects may occur in tandem, to allow improvements to remain on pace with capacity. Pos-sible projects to consider, include:

• Gateways and Wayfinding. All gateway features and associated wayfinding signage should have a consistent theme that strengthens the area’s overall identity. Ele-ments of the design should consider construction mate-rial, fonts, color, and graphics. The lake itself is a preva-lent identity that should be clearly highlighted.

• Beach and Common Area Improvements. Beaches and picnic areas are popular destinations for all. Beach-es offer limited amenities and in some current situations require repair and investment.

• Residential Development. Residential properties in the LPA are separated into A, B, and C lots. The majority of waterfront lots are A lots, with a handful of B and C lots also falling into this category. Offshore lots are primar-ily B and C. The LPA has sold undeveloped lots for new housing, which has resulted in additional revenue for the LPA, helping offset the costs for improvement.

Vacant and underused lots are candidates for new de-velopment. Higher density units, such as condominiums and townhouses, may appeal to existing owners in the

LPA and prospective residents, by providing an opportu-nity for older residents to remain in the area while open-ing opportunities for residents to migrate to the area.

• Commercial Development. Restaurants and retail de-velopment within the immediate vicinity are limited. The market is seasonal with spending peaking during warmer months, while spending in cooler months is expected to be slow. This perception influences private investment.

• Lake Panorama National Golf Course. The golf course is experiencing record users and attracts people from all over the region. Participants perceive that the clubhouse and conference center has significantly im-proved during the past 5 years.

• Hotel and Hospitality Services. The ownership of the hotel is affiliated with the LPN Conference Center. Ad-ditional amenities and upgrades should be considered to meet current market expectations. Participants indicate an interest in having additional lodging in the area.

• LPA Office. The LPA office provides adequate office and meeting space, yet its location is inconvenient for visitors. Facility relocation or improvement could include commu-nity amenities that offer space for crafts, art, game room, classroom space, and leasable event space.

Also the present location of the LPA office may be bet-ter positioned for other development opportunities, such as housing.

• Recreation Attractions. Lake Panorama should be-come a destination for a diversity of recreational opportu-nities, including hunting, water sports, cross country, disc golf, water park, adventure courses, indoor pool, pickle-ball, zip line, paddle board. This increased diverstiy of recreational opportunities would likely result in more off-lake activities and lessen boat density.

SYSTEMSSystems include the lake, watershed, transportation, infra-structure, recreation, ecosystem, and features that have a shared interest by all LPA members.

•Water Quality and Watersheds. Upstream sediment runoff diminishes the long-term viability of Lake Panora-ma. The Lake Panorama Rural Improvement Zone (RIZ) currently funds an effective silt removal program, how-ever, minimal funds are available for preventative prac-tices upstream. Availability of RIZ funding beyond 2018 remains uncertain. Resources should be devoted to en-sure funding is available for both continued dredging and expansion of preventative practices. Preventative prac-tices may include, but are not limited to:

ä Purchasing upstream property to protect small coves.

ä Lobbying state and federal representatives for increased funding of programs that reduce runoff and erosion.

ä Cooperating with neighboring landowners and producers to implement conservation practices and establish perpetual conservation easements.

Animal waste, particularly from geese, add to the con-tamination of the lake. Managing the geese population should be a priority, as well.

•Water Supply. Drinking water is available for the de-veloped areas. LPA operates a newly constructed water plant and Jordan Aquifer well, along with a pair of Dakota Aquifer wells constructed in 1990. The system is reliable, however, projects to soften the water and upgrade the Dakota Aquifer wells will eventually be a consideration.

• Recreation Pathways. Safe, pleasant, and seamless pedestrian access is vital to neighborhood quality. Side-walks may be feasible in some areas of LPA, but most

areas can not accommodate them. Alternative linkages and connecting trails may be a key to this lack of com-prehensive sidewalk feasibility.

• Circulation. Navigating the roads of the LPA can be challenging to unfamiliar guests or prospective buy-ers. Establishing a program of gateways and wayfinding along with a clear regional brand will help direct visitors, while realigning some streets will improve the legibility and connections in the street network.

POLICIESThe previous elements of this study represent the physi-cal aspects of the LPA. The principles discussed here al-lude to many of these areas, but are emphasized here as a framework for policy considerations, and preserving and enhancing the value of property.

• Revenue and Expenses. LPA’s primary source of an-nual income is from the membership, via LPA dues, boat registrations, and the marina lease.

Expenditures continue to rise as the LPA’s infrastruc-ture continues to age. The repair and replacement of infrastructure will become challenging as competition for funding projects increase. Alternative funding sources should be considered, including but not limited to private development, fees, and allowing leasing for wind energy.

Membership dues should remain competitive, and com-parable to similar other rural associations.

•Marketing. The LPA must attract visitors to invest into the area. Marketing collateral should focus on both resi-dential and commercial development. Residential devel-opment should be oriented to aspects emphasizing qual-ity of life, while commercial is focused on the experience of lake and recreation.

• Boat Density. Members perceive that the number of boats on the lake is a liability, and that higher boat den-sity will diminish people’s enjoyment of the lake. Various opportunities exist to address this item.

• Building Maintenance. LPA staff manage a significant amount of area with a limited workforce and budget. At the same time, a number of the LPA’s common buildings continue to age and require more maintenance. Several of the buildings are in significant need for investments.

• Rural Improvement Zone (RIZ). LPA’s RIZ agree-ment with Guthrie County permits taxes collected from the membership to be reinvested into the remediation of silt in Lake Panorama through a RIZ. Renewing the RIZ upon expiration is not guaranteed. The costs of re-mediation and taxes will create a significant burden on residents, and may influence future private investment and reinvestment.

• Regional Collaboration. The relationship between the LPA, Guthrie County, and City of Panora should foster strategies that are mutually beneficial, and improve com-munication and collaboration. Establishing 28E agree-ments, supporting RIZ, adopting erosion control, and pur-suing state and national funding to offset the costs for the maintenance of the lake are some of the potential collaboration opportunities.

• Demographic Renewal. LPA neighborhood should be an attractive location for all people, including families with children. Policies should be pursued to encourage ongoing investment in the region and ownership tran-sition. Owners should continue to support real estate improvements to common areas, facilities, and the lake.


Map 3: Tour of the Lake Panorama Area

Jone’s Cove

Helen’s Cove

BoulderBeach

HughesCove

WilcoxCove

MainBasin

Dale’sCove

HorseshoeCove

Silt Dam

NarrowsBurchfield Cove

Andrew’s Cove

ShadyCove

LPA/LPN Campus

Marina and South Shore

LPA West

LPN North Area


LPA/LPN CAMPUSThe Lake Panorama Campus includes the Lake Panorama National Resort and Conference Center, which is owned by the LPA. The campus is the signature destination that is most recognized, aside from the lake.

This study explores opportunities and possibilities for the LPA/LPN Campus. The following key identi-fies opportunities for future improvement and are illustrated on Map 4.

A. Primary entry and welcoming to be considered at this location with opportunities to introduce LPA/LPN image and brand via signage and site improvements.

B. Secondary welcoming and orientation considerations via wayfinding and site improvements.

C. Realigning roads and access points at these key areas are intended to add clarity and uniformity to the entry experience. In addition, this will also allow reconfigura-tion of properties for more efficient development.

D. Resort & Conference Center Core: The existing buildings and support services are in need of strategic investment. Various facility improvement opportuni-ties are beginning to emerge including the following preliminary list:

1. Event center facility improvements including scheduled restroom upgrades.

2. Fitness center potential expansion toward broader recreational offerings.

3. Entry porte cochere and drop-off improvement concepts that separates the entrances for services and customers.

4. Pool area commitment to completely eliminate it, invest significant improvements, or relocate it entirely.

5. LPN Pro Shop operational and efficiency consid-erations, including lack of visibility.

6. Outdoor dining and gathering opportunities.

OPPORTUNITY AREAS7. Parking area consolidation and focused

improvements.

8. Tennis area user amenities and connectedness to other facilities.

9. Arrival signage needed to support overall identity and image.

E. Resort Lodging Facilities: Both private and public lodging facilities within this area are in need of upgrading and investments to reinforce and parallel Conference Center Core initiatives.

F. Spikes Golf Course Snack and Restroom Facility may be primed to expand its own identity as a destination.

G. The LPN Shop currently occupies a prominent location and relocating the facility could provide options for expansion of services on the existing LPA/LPN Campus. It should be examined further. One potential location would be the newly acquired property north of Panorama Drive between Lonna Drive and Cory Lane.

H. The LPA Office currently occupies a prominent location

and could be considered for relocation and integration into either the Conference Center Core or potential new facilities within the Marina/South Shore area.

I. Boulder Beach connectivity improvements to the Conference Center Core should be considered.

J. Development opportunity area: Key assets to these areas include direct access to both the LPN course and primary vehicular circulation. Many locations also possess valuable views of both the LPN course and Lake Panorama.

K. The LPA Shop needs to be expanded to accommodate increasing equipment maintenance demands.

L. The LPA Barn needs improved equipment storage functionality including considerations for north side expansion or access improvements.

M. LPA member refuse dumping/burning area is very popular and should be maintained with added clarity to the vehicular access route near the shop/barn area and improved signage.


TOP TIER PRIORITIES:•Primary entry and branding•Key resort and conference center improvements• LPA shop/barn expansion and improvements• LPA shop relocation• LPA office relocation

ADDITIONAL PRIORITIES:•Roadway realignment and simplification•Beach improvements•Developmen of residential along LPN areas•Secondary wayfinding at various locations•Additional resort and conference center interior and

exterior improvements

Map 4: Opportunity Areas for the LPA/LPN Campus

lake panorama association master plan...

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