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Planning Commission Agenda 02-02-2021 (Workshop Meeting)AGENDA REGULAR MEETING - MONTICELLO PLANNING COMMISSION Tuesday, February 2nd, 2021 - 5:00 p.m. Mississippi Room, Monticello Community Center Commissioners: John Alstad, Paul Konsor, Andrew Tapper, Alison Zimpfer, and Eric Hagen Council Liaison: Charlotte Gabler Staff: Angela Schumann, Steve Grittman (NAC), and Ron Hackenmueller 1. General Business A. Call to Order 2. 2021 Planning Commission Workplan 3. Adjournment Planning Commission Agenda: 02/02/21 Workshop — 2021 Planning Commission Workplan (AS) A. REFERENCE AND BACKGROUND: Each year, the Planning Commission is asked to adopt a workplan setting its direction for the coming year. The workplan outlines activities of the Commission which lie beyond its required review of land use applications. The goals and objectives set in the annual workplan relate to implementing the Comprehensive Plan and administering the Zoning and Subdivision Ordinances in support of the Comprehensive Plan. With the exception of training opportunities, this year's workplan will essentially start as a completely new document given the recent adoption of the Monticello 2040 Vision + Plan. In preparation for the workshop, the following are requested of the Commission: Staff has prepared the customary cover sheet for the workplan. Review the 2021 Statement and listed training opportunities on this cover sheet for any desired revisions. 2. Aside from the Training and Research components, the workplan breaks additional workplan tasks into three primary areas — Comprehensive Plan, Zoning Ordinance/Map, and Subdivision Ordinance. With the adoption of the Monticello 2040 Vision + Plan, these sections require complete revision. In preparation for the workshop, Commissioners should review the Monticello 2040 Vision + Plan strategies identified on the attached table. These strategies are taken directly from the Implementation chapter of the Comprehensive Plan. The strategies were identified by planning staff as those most closely aligned with the Commission's role and responsibilities (as compared to strategies which may be the responsibilities of other boards or city staff). The strategies listed were identified as "short-term" or "on -going" in the plan. Strategies identified as "long-term" in the plan were not included at this time. Using the Implementation chapter provided, please highlight any other items from the Monti 2040 Implementation chapter you believe should be included in the workplan. Staff understands that there are quite a few strategies listed for review. With the pending re -codification of the zoning ordinance in 2021/2022, Planning Commission Agenda: 02/02/21 staff believes it is most efficient to capture as many of the proposed zoning changes reflected in the Implementation strategies. The primary purpose of the re -codification is to convert the zoning ordinance from its current format to the same format as the balance of the city code. Please note that staff is also preparing a companion "Plan Review Strategies" document that will cover those strategies from the Implementation chapter which should be on -going considerations as the Commission reviews applications and plans. During the workshop, we will clarify and discuss the table and any additional workplan items requested by the Commission. 3. On the workplan cover sheet, there is a space for the Commission to enter Research & City Department Update topics. List within this area any items of interest for which you would like city staff (all departments) to provide information and/or analysis over the coming year. Given the depth of the workplan proposed, it is recognized that the document will need to be a multi -year workplan, rather than a single -year document. Staff has made this adjustment in the document title. B. ALTERNATIVE ACTIONS: None at this time. The first workshop will be a discussion, with a final draft workplan brought to a future meeting for decision. D. SUPPORTING DATA: A. 2021 Workplan Cover B. 2021 Workplan Table C. Monticello 2040 Vision on a Page D. Monticello 2040 Vision + Plan Chapter 9 - Implementation Chapter CITY o F Monticello Planning Commission 2021-2025 Workplan Monticello DRAFT The Monticello Planning Commission is established to advise the Mayor, Council and Community Development Department in matters concerning planning and land use matters; to review and make recommendations regarding the Monticello Comprehensive Plan, subdivision and zoning ordinances and other planning rules and regulations; to establish planning rules and regulations; and to conduct public hearings. 2021 Purpose Statement: The Planning Commission will support efforts to implement the Monticello 2040 Vision + Plan. The Planning Commission will work collaboratively with the City Council and other City boards and commissions in its work to achieve the Plan and the strategic goals of the city. Administrative & Training • Attend in-house Land Use Basics training. Complete the Basics of Land Use and My Roles as a Planning Commissioner through Fusion Learning Partnership. • Understand land use application types and process. Comprehensive Plan General • Support the implementation of the Monticello 2040 Vision + Plan. [SEE TABLE] Zoning OrdinancelMap • Complete the recodification of the Monticello Zoning Ordinance, including updates in support of the Goals, Policies and Strategies identified in the Implementation Chapter of the Monticello Comprehensive Plan. [SEE TABLE] Subdivision Ordinance • Complete a review and amendment of the Monticello Subdivision Ordinance, including updates in support of the Goals, Policies and Strategies identified in the Implementation Chapter of the Monticello Comprehensive Plan. [SEE TABLE] 11Page Research & City Department Update Topics As resources and time allow, the Planning Commission will consider research and information related to the following topic areas, which are listed in priority order. Planning Commissioners are asked to insert topic area ideas below: Topic 21Page 2021-2025 Monticello Planning Commission Workplan: Monticello 2040 Vision + Plan Strategies CHAPTER 1: LAND USE, GROWTH & ORDERLY ANNEXATION ■ Goal 1: Growth & Change Policy 1.1: Opportunity Areas Strategy 1.1.1 - Facilitate biannual meetings to serve as a "Development Forum" with interested property owners, realtors, builders and developers to discuss long-term planning, real estate market conditions, potential development proposals and constraints. Strategy 1.1.2 - Develop and publish a 'Development Opportunity Map' for use by the public, property owners and development community that identifies vacant and potential development opportunity sites, as well as pending and approved projects within the City and MOAA. Strategy 1.1.3 - Adopt necessary amendments to the official zoning map consistent with the Land Use Plan for those opportunity areas within the city boundary. Policy 1.2 Growth Management to Achieve Goal Strategy 1.2.1 - Create growth management tools and solutions such as development incentives, zoning regulations, capital investments, and other measures which support focused development into the primary growth areas. Policy 1.5: Sustainable Land Use Planning and Development Strategy 1.5.2 - Continue to include regulations in the zoning code to permit and allow community gardens and small- scale urban farming in residential neighborhoods and other appropriate locations. Policy 1.7: Zoning to Manage Growth Strategy 1.7.1 - Use Floor Area Ratio (FAR) and building height standards in commercial, industrial, and mixed -use areas to control the intensity of development. Use residential density standards (units/acre) in residential and mixed -use areas to control the intensity and encourage specific types of residential development. Strategy 1.7.2 - Review and amend the commercial, industrial and residential development regulations and standards in the zoning code as necessary to reflect the intent and implement the goals and policies of the Comprehensive Plan. Strategy 1.7.3 - Use technology to achieve more efficient land use patterns and more sustainable development. For example, this would include the use of smart parking systems to reduce the land area required for surface parking, and ensuring city-wide access to high speed broadband and wireless technology to facilitate working from home and telecommuting. Policy 1.9: Regional Planning Strategy 1.10.1 - Consider the outcomes of regional planning initiatives and participate in processes resulting from the efforts of the Central Mississippi River Regional Planning Partnership. Subdivision Zoning PUD On -Going X X X X X X X X X Goal 2: Complete Neighborhoods Policy 2.1: Neighborhood Diversity & Life -Cycle Housing Strategy 2.1.1 - Adopt zoning regulations that allow for a wider diversity of housing types, identify character defining features and encourage a center of focus for each neighborhood. Strategy 2.1.2 - Encourage opportunities for residents to stay in Monticello, with additional options for estate residential, senior living, and other life -cycle options. Strategy 2.1.3 - Amend zoning regulations as necessary to allow for small -lot single family homes, neo-traditional housing styles, cottage homes, accessory dwelling units (ADUs), and mansion style condos. Policy 2.3: Neighborhood Reinvestment Strategy 2.3.1 - Establish incentives and allowances to facilitate design improvements to buildings and properties in the Traditional Neighborhood designation and older areas of the City. Policy 2.5: Safe & Secure Neighborhoods Strategy 2.5.1 - Implement measures to slow down or "calm" traffic on local streets by using design techniques and measures to improve traffic safety, provide eyes on the street, and enhance the quality of life in Monticello's neighborhoods. Policy 2.6: Residential Compatibility Strategy 2.6.1 - Review plans for new development in consideration of adjacent residential uses and require measures that reduce any potential impact to residential neighborhoods such as lighting, outdoor speakers, or sports courts. Continue use of proper buffering such as fences, barriers, landscaping, and separation. Policy 2.7: Locations for Higher Density Housing Strategy 2.7.1 - Amend the Zoning Map to be consistent with the Future Land Use Map and identify areas where mixed - density residential uses are appropriate. Policy 2.8: Equitable Planning Ensure that no single neighborhood or population group is disproportionately impacted by flooding or environmental burdens, city services, incompatible uses, neighborhood constraints or potential hazards. Policy 2.9: Neighborhood Design Strategy 2.9.1 - Integrate open space, parks, street trees, landscaping, and natural features into Monticello's neighborhoods to enhance their visual quality, create inviting and safe spaces, and improve access to nature and recreation. Strategy 2.9.2 - Create and maintain a Neighborhood Conservation Overlay zoning district to identify areas that should be developed in a manner consistent with conservation style development. Policy 2.10: Religious & Education Land Uses Allow religious, spiritual and similar community organizations and faith -based groups, and schools and educational facilities within all of the residential designations and others as appropriate. Subdivision Zoning PUD On -Going X X X X X X X X X X X X X X Goal 3: Commercial Centers and Corridors Policy 3.1: Connected Neighborhood Shopping Centers Strategy 3.1.1 - Amend zoning to allow small, neighborhood serving shopping centers and commercial uses in the Mixed Neighborhood (MN) land use designation. In the MN designation surrounding Downtown, these uses would typically be very small up to 1,000 square feet, while other areas designated MN may have larger neighborhoods which necessitate larger neighborhood centers. Policy 3.2 Regional Commercial Uses Strategy 3.2.1 - Continue to support quality design and multi -modal transportation options as part of the design and development of these uses. Policy 3.5: Redevelopment & Adaptation of Commercial Corridors Strategy 3.5.2 - Broaden permitted land uses in commercial centers to adapt to changing commercial demand while activating these spaces. Consider educational, medical office or other compatible uses. Policy 3.6: Commercial Building & Site Design Strategy 3.6.1 - Maintain excellence in commercial design in architecture, materials, landscaping and other site improvements. Strategy 3.6.2 - Review and consider amendments to the City's commercial parking requirements based on changes in shopping and consumer behavior. Encourage the use of shared parking in along corridors and commercial centers, rather than independent parking lots on each commercial property. This can reduce the total land area dedicated to parking, result in more efficient land uses, and create a more pedestrian -friendly environment. Policy 3.7: Use of Older, Historic Strcutures for Commercial Use Strategy 3.7.1 - Revise zoning as necessary to encourage the conversion of older homes to alternative uses such as bed and breakfasts, offices and co -working space, and live -work studios particularly in the Mixed Neighborhood land use designation. Policy 3.8: Commercial Uses & Public Health Strategy 3.8.1 - Promote food access by amending zoning regulations to allow retail and service based food uses in all commercial districts and some residential districts as appropriate. These uses may include food stores, markets, community gardens and farmer's markets. Strategy 3.8.2 - Require pedestrian and bike connections in new commercial development. Goal 4: Revitalized Mixed -Use Downtown Policy 4.3: Downtown Mixed Use Strategy 4.3.1 - Amend zoning regulations appropriately to include the Downtown Mixed -Use designations, including appropriate standards for height, setbacks, FAR/density and allowed uses. Subdivision Zoning PUD On -Going X X X X X X X X X Goal 5: Active Employment Centers Policy 5.1: Land Supply & Employment Growth Strategy 5.1.1 - Retain and plan for development of land zoned for Employment Campus and Light Industrial Park that is sufficient to meet long-term needs for light industrial uses, manufacturing, production and assembly, and other uses which support continued diversity in tax base and create living -wage employment. Policy 5.2: Range of Employment Districts Strategy 5.2.1 - Use the Employment Campus designation to signify areas for premier employment districts. Accommodate a range of uses and development settings in the "Employment Campus" designation, including research and development, technology, advanced manufacturing, medical laboratories, corporate office and planned industrial parks with a character of abundant landscaping and high design and aesthetic standards. Strategy 5.2.2 - Use General Industrial (?LIP) zoning districts to provide a buffer between heavier industrial areas and more commercial or residential land uses consistent with the Future Land Use Map. These areas are also meant to accommodate local -serving businesses that are not appropriate for the City's retail centers due to their visual character, operational requirements and potential off -site impacts. Policy 5.3: Conversion of Industrial Land to Other Uses Prohibit the conversion of industrial or employment designated land to non -industrial uses unless two of the following three conditions are met: • The industrial use is isolated and is surrounded by non -industrial uses. • Subsequent analysis and public input are provided through a public review process that justifies a land use change. • It is demonstrated that an extraordinary benefit would be provided to the city if converted to another use. Policy 5.4: Employment Generating Land Use Design & Regulation Strategy 5.4.1 - Utilize and maintain higher floor area ratio and building height allowances in certain industrial areas for manufacturing and warehouses than for other building types, due to their unique function and space requirements. Strategy 5.4.3 - Continue to support quality site design for industrial uses as an investment in the community and employment districts, including materials, landscaping and architecture. Policy 5.5: Co -Working, Flexible Building Space & Office Development Strategy 5.5.1 - Amend zoning to allow co -working spaces in the downtown and other commercial or employment areas of the City; require adaptable building and office space for speculative development. Subdivision Zoning PUD On -Going X X X X X X X X X Goal 5: Active Employment Centers, cont. Policy 5.6: Industrial Land Use Compatibility Strategy 5.6.1 - Monitor and limit industrial uses that use, store, generate, or transport significant quantities of hazardous materials in areas close to sensitive "uses such as schools, housing, or shopping centers. Strategy 5.6.2 - Improve the visual quality and sustainability of industrial areas through requirements such as screening of storage areas, landscaping, prompt elimination of trash and roadside debris, and ongoing maintenance of buildings and properties. Policy 5.7: Local Employment Opportunities & Support Services Strategy 5.7.2 - Allow a small range of non -industrial commercial uses that provide necessary services for workers in industrial or employment designated areas. Goal 6: Natural Environment Parks & Open Space Policy 6.3: Natural Areas, Sensitive Habitat and Resource Conservation Strategy 6.3.2 - Continue to apply the City's Wetland Zoning District to protect areas considered valuable wetland and water resources. Policy 6.5: Recreation Opportunities Strategy 6.5.1 - Conduct regular review of parkland allocation and ensure sufficient amount of land is designated for parks and recreation activities in the City as the population increases. Subdivision Zoning PUD On -Going X X X X X X X X X Chapter 8 - Community Character, Design & The Arts Goal 2: Site Design & Architecture Policy 2.1 High Quality Design Strategy 2.1.1 - Through zoning and PUD applications, encourage the location of infill new commercial, residential, or mixed -use developments where appropriate and needed to provide definition to the street and promote pedestrian activity. Strategy 2.1.3 - Consider and adopt floating overlay zones that provide flexible design requirements and incentives approaches to encouraging infill development in targeted locations in Monticello. Strategy 2.1.5 - Continue to evaluate the zoning ordinance for opportunities to enhance design through landscaping, signage and building materials in all districts. Policy 2.2: Industrial & Employment Centers Strategy 2.2.2 - Update industrial and employment center design standards to promote "four-sided" architecture with enhanced building materials, and appropriate landscape buffering and treatments within industrial parks and adjacent land uses of lower intensity. Strategy 2.2.3 - Consider enhanced conservation design standards to protect natural features and assets in employment centers and industrial districts. Policy 2.3 Community Wide Design Strategy 2.3.1 - Review the Performance Based Overlay District within the current Zoning Code to encourage quality development design that employs natural resource areas and open spaces, address stormwater management requirements, and optimize site amenities as a means for facilitating good transitional land development design. Strategy 2.3.2 - Evaluate existing Transitional section of the zoning ordinance for design needs in certain locations where architectural compatibility between adjacent land uses and development is desired and needed. Policy 2.4: Conservation Design Strategy 2.4.1 - Prepare a conservation subdivision code and overlay zoning that outlines the standards and processes for creating new conservation neighborhoods. Subdivision Zoning PUD On -Going X X X X X X X X X X 11 Monticello 2040 — VISION + PLAN — PHASE ONE I JANUARY 2020 This first phase of the Comprehensive Plan process, the Visioning phase, included a community engagement process to identify common values, growth aspirations and a vision to inform the planning direction for the next 20 years. The vision, value statements and preferred development scenario will serve as the foundation for creating the new Comprehensive Plan during the second phase of the planning process. The Comprehensive Plan provides a set of goals, policies and strategies for achieving Monticello's vision for the future. In 2040 the City of Monticello is an inclusive community focused around sustainable growth while maintaining its small-town character. Monticello is a Mississippi River town known for its schools, parks, biking and walking trails and vibrant downtown. Monticello is an evolving, friendly and safe community that respects the quality of its environment, fosters a sense of belonging and connection, encourages a healthy and active lifestyle and supports innovation to promote a prosperous economy. A safe, clean, and beautiful community supported by caring and helpful residents. A network of parks, open space and trail connections that provide recreation opportunities. An inclusive community welcoming people of all ages, races, religions and ethnic backgrounds. A diversified and strong local economy competitive at regional, state and national levels. A vibrant downtown that embraces the River and provides a focal point for the community. A healthy community focused on physical and mental health and wellness of its residents. A range of attainable housing options in terms of type, cost, and location. A respected school and education system serving the community. A balanced land use and transportation framework that provides options and connectivity. A thriving arts and culture scene that reflects the creativity of the community and supports a sense of place. r-I u Monticello 2040 - VISION + PLAN - PHASE ONE I JANUARY 2020 Development Assumptions 0 Sustainability - Focus on sustainability, open space and wetland preservation throughout City. Q Infill Development - New service commercial and light industrial infill. Q Conservation Neighborhoods - Single-family housing developed as conservation subdivisions in a clustered fashion mitigating impacts to sensitive areas. Q Industrial Expansion - Full build out and expansion of Otter Creek Industrial Park and growth around future Interchange. Q Multi -Family Housing - New multi -family infill development near core of downtown and other focus areas. 0 New School - New elementary and middle school campus with environmental focus. Q Downtown - Downtown plan implementation thriving with new commercial, mixed -use and public realm improvements. Q Mississippi River - Focus on River with new access, connections and rive rfront trail. 0 New Employment Center - New industrial business park developed around new interchange with green technology, renewable energy, manufacturing and other uses. 0 Xcel Facility - The Xcel Monticello Nuclear Generating Plant is licensed through 2030 and will seek relicensing to 2040. Q Annexation Area - Portions of the Orderly Annexation Area are designated as an Urban Reserve for future development. Development would likely include conservation single-family cluster subdivisions. Note: The Preferred Scenario guidance and mapping provided in the Vision Report will be further refined during the Comprehensive Plan process. This map is not the City of Monticello's final Land Use Plan. This map provides initial guidance for the next phase of the project, the Comprehensive Plan, and will be further detailed and refined. INCREMENTAL, SUSTAINABLE Growth Scenario The preferred development scenario is the result of community feedback on the four previous scenarios and the community's vision. The community envisions Monticello in 2040 as an environmentally and economically sustainable community that has experienced strong, balanced growth. Key Preferred Scenario Aspects Downtown Focus 6 Industrial and Employment Q New School 0 Conservation Neighborhoods Otter Creek Industrial Park M —I pr- "FA- ft- Technology, Renewable Energy, OManufacturing & Distribution Warehousing ILI Potential School Site with U Retail and Commercial Trails and Open Space AN H , Multi -Family 10-18 Unit/Acre Commercial/Residential Mix (Neo Traditional) Development Residential (South) 8-10 Units/Acre �A Downtown Mixed Use 10-18 Unit/Acre '. LRegionalOriented� Commercial _ ..W I- LvicCommercial Light Industrial Infil I Monticello SION 1� 184 i I CHAPTER 9: IMPLEMENTATION 185 INTRODUCTION Achieving the Community Vision for Monticello requires a sustained commitment by the City through an ongoing Comprehensive Plan implementation process. An integral part of the commitment will be consistent and ongoing collaboration between key implementation partners, including City departments, local businesses and service organizations, utility and transportation agencies, Wright County, Monticello Township and the Monticello Public School District, among others. Moving forward, important Comprehensive Plan implementation strategies will need to be identified and prioritized. IMPLEMENTATION PARTNERS CITY DEPARTMENTS The City departments, including Community Development, Public Works, Engineering, Parks, Building, Fire, Finance, and Administration will need to take key leadership roles and responsibilities in Comprehensive Plan implementation. WRIGHT COUNTY Wright County and City of Monticello will continue to partner on a variety of issues moving forward. The City should work with the County to facilitate County Road improvements, regional trail improvements, Bertram Chain of Lakes improvements, other potential park development and land acquisition, stormwater improvements to the Wright County ditch system and other projects that further the mutual goals of the City and County. MONTICELLO TOWNSHIP The City and Township will continue to collaborate and work towards implementing the Orderly Annexation Agreement, including updating the Agreement when necessary. Other communication related to development projects in the Annexation Area, utility extensions, parks and trails, and other road and infrastructure improvements may also be needed. MONTICELLO PUBLIC SCHOOL DISTRICT The Monticello Public School District evaluates needs throughout its school facilities within the City and has made investments in several school buildings in recent years. Although this Comprehensive Plan projects a modest growth trend for Monticello moving forward, a new school will eventually be needed. The City and the School District will need to work collaboratively on the location of future facilities that support the future land use patterns outlined in this Comprehensive Plan. The East Bertram Study Area has been identified as a general location for a new school campus. MINNESOTA DEPARTMENT OF TRANSPORTATION (MNDOT) Communication and coordination with MnDOT will be needed regarding any future planning, design and construction initiatives related to roadways under their jurisdiction — including State Highway 25 and Interstate-94. Collaboration with MnDOT will be critical to achieve a new interchange at Interstate-94 and Orchard Road as described in the Comprehensive Plan. FUNDING SOURCES Identifying and securing funding sources will be one of most significant aspects of implementing the Comprehensive Plan and is critical to the City's goal of economic sustainability. A number of strategies recommend the City seek additional funding for projects and improvements when the opportunity is available. Currently, the City considers funding from sources such as the City's general fund, franchise fees, grants, enterprise and utility funds, bonds, bond funds, additional taxes or assessments, service fee collections and other sources. The City may also consider other additional strategies such as local option sales tax, which requires a referendum and vote of the community, levy options, or special improvement districts. These strategies would require thorough research and planning to determine viability by the City Council. 186 IMPLEMENTATION USING THE COMPREHENSIVE PLAN Going forward, the City should integrate Comprehensive Plan goals and policies into everyday decision -making. The City should also regularly assess implementation progress and determine when Comprehensive Plan updates may be necessary so that it remains relevant in addressing ongoing planning issues and challenges. The following are recommendations for effective Comprehensive Plan implementation and stewardship. Successful stewardship will require on -going communication and coordination between different City departments and commissions, from elected leaders, other governmental agencies, and from private sector partners, organizations, and entities. Use the Comprehensive Plan in preparing annual departmental work plans and budgets. Many communities use their comprehensive plans to prepare annual departmental work plans and budgets. Work plans and budgets can include consistency statements on how departmental projects and budgets reflect, impact or achieve comprehensive plan priorities. In that regard, the City should consider documentation, metrics and/or performance measures through a department's mission statements, annual work plans, and budget documents about how departments can direct their work consistent with Comprehensive Plan goals, policies and strategies. • Use the Comprehensive Plan in preparing future capital improvement plans. The need for capital improvements planning to guide community infrastructure enhancements has been described in earlier sections of the Comprehensive Plan. As with other department work plans and planning documents, future capital improvement plan should consider and be in alignment with the goals and strategies of the Comprehensive Plan, especially urban design, public art and streetscape initiatives, and infrastructure upgrades needed to facilitate development activity. • Publicize actions and initiatives that implement the Comprehensive Plan. Initiatives that implement the Comprehensive Plan should be routinely publicized through the City's press releases and website so that Monticello residents are aware of local success and progress. Comprehensive Plan Annual Review. To be an effective guide to the City's decision making, the Comprehensive Plan should be reviewed annually to gauge progress on its implementation. The Comprehensive Plan includes over 200 implementation actions, not all of which the City can accomplish in the immediate near -term given typical budgetary and staff levels. Although a majority of the actions involve ongoing review or monitoring, the City must establish strategic implementation priorities on a yearly basis. As part of the annual review, the City Council and/or the Planning Commission should schedule an annual meeting to discuss how various elements of the Comprehensive Plan have been implemented, implementation successes and challenges, how the Comprehensive Plan is being used by the City and other entities, and if there are new trends, threats or opportunities that may affect implementation efforts. Such a process will keep the Plan current, as well as suggest any needed changes or amendments to the Comprehensive Plan and its recommendations. An implementation matrix summarizing goals, polices and strategies can be found at this end of this chapter. It is intended as a "living" document and working tool to aid implementation efforts and allow the City Council the ability to prioritize strategies. This will allow the Council and staff to regularly consider priorities or to redirect priorities if necessary. A comprehensive review of the Plan should take place every ten years to assure its relevancy and determine whether it still reflects the Vision of the community. Identify Comprehensive Plan -related actions as part of Project Review and Board Action. To promote a broader awareness of Comprehensive Plan implementation, items on City Council or City board meeting agendas should indicate the relationship between the item of consideration and the Comprehensive Plan. The City staff reports should include a section titled: Comprehensive Plan Impact. Further, to help ensure individual projects are consistent with and furthering the Vision of the Comprehensive Plan, projects should be reviewed individually against the Comprehensive Plan as part of the internal review process. The purpose of this is to create a process to review MONTICELLO 2040 VISION + PLAN 187 private development and public improvement projects for consistency with the Comprehensive Plan goals, policies and strategies; and, to give decision -makers a tool for finding consistency and strengthening the project recommendations for approval or denial. ZONING Implementation of the land use goals of the Comprehensive Plan will require the use of zoning tools. Several planning strategies proposed in the Comprehensive Plan, especially for the Downtown, Mixed Neighborhoods, Industrial areas, and a variety of other topics were created to achieve the vision of the community, and reflect current trends, future conditions, and best planning practices. However, zoning changes may be necessary to areas of Monticello where existing zoning will no longer conform to the future land use map. Additional study on part of the City will be needed to determine what specific zoning changes will be needed to carry out the Comprehensive Plan's land use goals, policies, and strategies. ZONING ORDINANCE AND MAP AMENDMENTS The City will need to update its zoning regulations and zoning map, to achieve consistency with the Comprehensive Plan Vision and Land Use Plan. The update should reflect best practices in zoning, including considering the use of form - based codes, and should explore innovative and creative ways to achieve a more pedestrian -friendly and sustainable land use pattern. To the extent needed, the update should also address zoning "fundamentals" such as definitions, allowable densities and floor area ratios, height and bulk controls, design standards, and the use of overlays to achieve specific objectives. Similarly, the City should utilize and expand Planned Unit Development (PUD) Zoning as a means to attract and develop specific desirable uses in certain areas of Monticello. The City of Monticello should use PUDs for special projects, especially in the Commercial Residential Flex designations and other areas where land use and development design flexibility is desired and needed. What is o Form Based Code? A form -based code is a land development regulation that fosters predictable built results and a high -quality public realm by using physical form, rather than separation of uses, as the organizing principle for the code. A form -based code is a regulation, not a mere guideline, adopted into the city's municipal code. A form -based code offers a powerful alternative to conventional zoning regulation. Form -based codes address the relationship between building facades and the public realm, the form and mass of buildings, and the scale of streets and blocks. The regulations and standards in form -based codes are presented in text clearly drawn graphics, diagrams, and other visuals. They are applied to a regulating plan that designates the appropriate form, scale, and character of new development, rather than only distinctions in land -use types. Source: www.formbasedcodes.org 188 9(� IMPLEMENTATION Low -Density Traditional Residential Neighborhood • aalr ♦r }' Open Space and Resource Estate City Parks and Low -Density Conservation Residential Recreation Residential C?'ls�Ia ��� �DOL� 'AOODJn S R-A R-1 R-2 T-N R-3 R-4 M-H A-O Single- and Medium Mobile & Residential Single Family Traditional Medium -High Agricultural Two -Family Density Manufactured Amenities Residential Neighborhood Residential Open District Residential Residential Home Park District District District District District District District Regional Commercial Mixed Community Community Regional Downtown Neighborhood Commercial Commercial Commercial Mixed -Use � � •• i B-1 B-2 B-3 B-4 CCD Neighborhood Limited Highway Regional Central Business Business Business Business Community District District District District District Employment Campus 11 IBC - Industrial and Business Campus District Light Industrial Park I-1 Light Industrial District EXHIBIT 9.1 Commercial and Residential Flex PUD Planned Unit Development General Industrial 1-2 Heavy Industrial District MONTICELLO 2040 VISION + PLAN 189 Industrial and Employment Generating Areas The City uses three zoning districts to classify its industrial land based on use and locational aspects. Three new land use designations have been created based on these districts. The existing zoning district standards and their basic hierarchy is expected to remain, with development standards and use restrictions tailored to accommodate the particular needs of different industry types. However, the City may need to amend the zoning code to accommodate a range of new and modern industrial and employment generating uses, with consideration for any specific operational characteristics associated with such uses. The City should also continue to address potential impacts from industrial uses to nearby non -industrial uses. This is implemented through the zoning and the development review process, as well as the zoning ordinance performance standards that reduce the potential for land use conflicts. Strategies to reduce impacts related to vehicle storage, excessive dust and noise, landscaping and screening, and exterior lighting requirements can be included. Downtown Monticello The strategy for Downtown will rely on the City's Downtown Small Area Plan. Implementation of the Comprehensive Plan to achieve the vision of the Downtown will require a consistent approach between both planning documents. However, the Downtown Plan is the guiding document. Adjustments, as needed, to the existing zoning code will be one of the first steps. A significant catalytic project is needed to change perceptions of the Downtown. It is recommended that the City concentrate public investments in areas of the Downtown where a new sense of place can emerge. The City should actively promote and work towards a catalytic development project to help create a sense of place in the Downtown. This could include the Walnut Street corridor streetscape plan and connecting Walnut Street to River Street. New development projects, in particular Block 52, would make an exciting statement to the Mississippi riverfront and enliven this part of the Downtown. A new streetscape and new development along Walnut Street will reinforce the character of the corridor and connect the Downtown core near the riverfront to the Monticello Community Center, Cargill and other activity generators south of the Downtown. Mixed Neighborhoods & Commercial/Residential Flex Districts The Comprehensive Plan includes a new land use designation labeled Mixed Neighborhood. The purpose of this designation is to recognize areas of Monticello where a mix of residential housing types is the predominant use but could also have neighborhood serving commercial development that provides goods and services generally needed on a day-to-day basis. Commercial uses would typically be very small up to 1,000 square feet, while other areas near East Bertram designated MN may have larger neighborhoods which necessitate larger neighborhood centers. The City will need to amend the Zoning Code accordingly to accommodate such uses. Another new land use designation included in the Comprehensive Plan is referred to as Commercial/Residential Flex (CRF). The purpose of the Commercial/ Residential Flex designation is to give the City and property owners flexibility for future land use based on the economy and market demand. This designation allows a mix of flexible and compatible uses, such as commercial, office, retail and residential, in limited areas of the City on the same or adjacent properties. Development and improvement of properties designated as CRF will be implemented through the City's Planned Unit Development (PUD) zoning process, subject to review and approval of the City. 190 IMPLEMENTATION Conservation Overlay and Design Conservation style design is an alternative design method that may be suitable To properly implement conservation design standards and principles, the City in areas of Monticello where the conservation of natural areas, environmentally will need to create a new conservation overlay ordinance. When preparing a sensitive lands and preservation of scenic views and cultural resources may be conservation overlay ordinance, the City should involve local stakeholders, important. Moving forward the City could adopt a separate conservation overlay including property owners, home builders, realtors, and environmental groups design ordinance. Conservation design generally includes 40 to 60 percent of a and open space advocates, as well as members from the Planning Commission development site set aside in conservation areas; consequently, homes may be and the City Council. In addition, any future update to the Parks and Recreation built on smaller lots than in a conventional estate -type subdivision at the same Department's Master Plan should consider incorporating potential park, trail and density, but more land is preserved for open space and natural habitats. The open space acquisitions that may be a part of future conservation subdivisions. City should explore the creation of an overlay zone to designate these areas. Conservation design typically incorporates the following steps: • Existing Resources and Site Analysis Inventory and Map. Similar to conventional subdivision design, an inventory and map is required of the developer to document natural and cultural resources, such as lakes and wetlands, wildlife habitat and significant trees. Historic or cultural resources such as farmhouses, barns, cellar holes, wells, stone walls, and trails/traces, and hedgerows are also identified. Primary and Secondary Conservation Area Determination. After the Site Analysis Inventory and Map are prepared, a Primary Conservation Areas (PCAs), is determined and limited to inherently "unbuildable" wetlands, floodplain, and other lands. Secondary Conservation Areas (SCAB) are comprised of the "best of the rest" of the remaining land area that should be reserved in permanent conservation. • Development Site Determination. Development sites in relation to the protected open space are then determined and located in relation to their optimal location. One particular aim is to take advantage of viewsheds to environmental features and any cultural resources. From this, streets and trails are then laid out as part of a preliminary subdivision plat. All three steps in developing a conservation development — site analysis and inventory, conservation area establishment, and development site determination — must be completed before a preliminary plat is approved. The open space created through primary and secondary conservation areas could potentially be owned and managed by the City or by a conservancy through an easement or land donation. Developer contributions for maintenance of these lands could also be included. Alternatively, a homeowner's association could also hold title to the conservation area and manage these lands. Source: Land Use Tools to Protect Groundwater: Conservation Design, Environmental Law and Policy Center (2011) MONTICELLO 2040 VISION + PLAN 191 GOALS, POLICIES AND STRATEGIES COMPREHENSIVE PLAN THEMES The goals, policies and actions related to overarching themes of sustainability, community health or sense of place are identified by an icon with the implementation chart displayed later in the chapter. LAND USE, GROWTH AND ORDERLY ANNEXATION The Land Use, Growth and Orderly Annexation Chapter presents the goals, policies, and strategies to achieve the land use vision. They are organized into six major topic areas discussed in further detail within Chapter 3 of the Comprehensive Plan. • Growth and Change Complete Neighborhoods • Successful Commercial Centers and Corridors Revitalized Mixed -Use Downtown • Active Employment Centers • A Preserved Natural Environment Collectively these policies and strategies provide the guidance needed to achieve Monticello's land use vision and development character. They provide the foundation to protect and strengthen neighborhoods, foster a revitalized downtown and active employment centers, promote and protect the River, and conserve the open spaces and natural areas valued so highly by residents. Since these policies were prepared in tandem with those addressing mobility and connectivity, they ensure that economic centers, neighborhoods, and valued natural areas and open space will remain accessible and connected. MOBILITY AND CONNECTIVITY The Mobility & Connectivity Chapter presents the goals, policies, and strategies to implement the vision and complete the mobility network. For organizational purposes, the goals policies and strategies are divided amongst five topics described within Chapter 4 of the Comprehensive Plan. • Planned Street Network • Complete Streets • New Interstate 94 Interchange • Downtown Transportation • Connectivity Exhibit 4.6 in Chapter 4 illustrates the strategies geographically. COMMUNITY CHARACTER, DESIGN AND THE ARTS Monticello will focus on its community design and arts goals related to the following topics discussed in further detail within Chapter 5 of the Comprehensive Plan. • Urban Design and Placemaking • Site Design and Architecture • Downtown Design • Design to Promote Economic Activity • Arts, Culture and Equity Source: Downtown Public Art, Source: City of Monticello 192 IMPLEMENTATION ECONOMIC DEVELOPMENT The City will focus on its economic development goals related to the following topics elaborated upon within Chapter 6 of the Comprehensive Plan. • Business Attraction and Retention • Tax Base Expansion • Downtown Vitality • Redevelopment and Reinvestment • Life -Cycle Housing • Workforce Development • Promotion and Partnerships • Opportunity Focus Areas COMMUNITY FACILITIES AND INFRASTRUCTURE Moving forward, the City will focus on its utilities, facilities and infrastructure goals related to the following topics discussed in further detail within Chapter 7 of the Comprehensive Plan. • City Facilities and Services • Educational and Health Facilities • Partnerships and Collaboration • Utilities and Infrastructure • Maintenance and Funding PARKS, PATHWAYS AND OPEN SPACE This section of the Parks, Trails and Open Space Chapter presents the goals, policies, and strategies to help achieve the primary objectives outlined earlier in the document. They are organized into five major topic areas elaborated upon within Chapter 8 of the Comprehensive Plan. • City Parks and Recreation Areas • City Trail and Pathway Network • Bertram Chain of Lakes Regional Park • The Mississippi River • Open Space and Resource Conservation Source: Montlssippi Park Trail, Source: City of Monticello IMPLEMENTATION CHART The following pages summarize the 2040 Monticello Comprehensive Plan goals, policies and strategies, and each strategy's suggested timeline for implementation. Implementation strategies are organized by short-term — five years or less; long-term — five to ten years, or longer; and, ongoing initiatives that should implemented and administered over the time horizon of the Plan. Priorities for implementation can be adjusted as Monticello reviews implementation on a annual basis. MONTICELLO 2040 VISION + PLAN 193 IMPLEMENTATION CHART: LAND USE, GROWTH AND ORDERLY ANNEXATION SHORT I LONG- ONGOING THEME TERM TERM Policy 1.1. Opportunity Areas Strategy 1.1.1- Facilitate biannual meetings to • ' • • Guide new growth and development serve as a "Development Forum" with interested property owners, realtors, builders and O O • •• • • • • to specific areas of the City developers to discuss long-term planning, real Dili • " " • • identified on the Future Land Use estate market conditions, potential development • • • • • Map. As described in the text below, proposals and constraints. • • • • • • " - • • • growth areas include "primary" • • " ' • ' " • • areas where development is Strategy 1.1.2 - Develop and publish a 'Development Opportunity Map' for use by • " " • • • • • • " • anticipated and encouraged and • • "• • • • • "secondary" growth areas where the public, property owners and development community that identifies vacant and potential O �a • • • • • • ' development may be longer -term development opportunity sites, as well as • • • • ' • • " " • • • but still may happen prior to 2040, pending and approved projects within the • • • • • " • • and "tertiary" where development City and MOAA. • - " • • - • • • • is not expected prior to 2040. - • • . • Mug • Strategy 1.1.3 - Adopt necessary amendments • • • • • to the official zoning map consistent with the Land Use Plan for those opportunity areas within O the city boundary. The Primary Growth areas include the Downtown, Otter Creek Business Park, the Chelsea Road corridor, the 7th Street Corridor, the 90th Street NE corridor, and other large vacant parcels within or contiguous to the existing municipal boundary. Significant growth should occur within the City boundary prior to development in the MOAA. Although there may be exceptions to this policy when warranted by specific development proposals, particularly in the East Bertram Planning Area. The Secondary Growth areas include the designated Planning Areas, and properties in the MOAA designated a specific land use. This includes, but is not limited to, the Northwest and East Bertram Planning Areas, residential development in the southern and eastern portions of Monticello, the CSAH 39 corridor and the Highway 25 corridor south of the City boundary. The Development Reserve of the MOAA represents a rural Tertiary Growth area considered over a much longer development period. These areas are generally not contiguous to city boundaries and will require utility, infrastructure and transportation studies prior to development. These areas, which are protected from development by MOAA land use controls, may have positive attributes attractive for development proposals but also have the size and land area that warrant a longer term, phased development approach determined by the City's progress in the primary and secondary growth areas, housing demand, economic conditions and infrastructure spending. Opportunities for growth and change also exist within established city neighborhoods but are more limited in scope. Change in established neighborhoods will be more incremental, with a gradual shift toward design improvements, sustainability initiatives, amenities, and connectivity to improve the quality of life of Monticello residents. 194 IMPLEMENTATION IMPLEMENTATION CHART: LAND USE, GROWTH AND ORDERLY ANNEXATION SHORT- I LONG- ONGOING THEME TERM TERM Policy 1.2. Growth Management Strategy 1.2.1- Create growth management to Achieve Goal tools and solutions such as development incentives, zoning regulations, capital Adopt and maintain growth investments, and other measures which O management tools which prioritize support focused development into the development within the existing primary growth areas. city boundary first as the primary growth area and then into the Strategy 1.2.2- Consider a more detailed Planning Areas and some adjacent planning initiative for the Northwest and East Bertram Study Areas to better define land use, MOAA areas as a secondary option utility and transportation corridors and needs, and then into Development Reserve which can be incorporated into finance and of the MOAA as the last option. capital improvement plans. There may be exceptions to this when utilities and transportation Strategy 1.2.3 - Develop utility and infrastructure is readily available. transportation solutions supporting the development of "primary' growth areas which best meet the city's immediate development goals, such as those for the Chelsea/School Boulevard (CR) area, and estate residential areas. Policy 1.3. Balance Land Use Strategy 1.3.1- Use the development review with Transportation Choices process to evaluate and mitigate potential O impacts on traffic, parking, transportation safety, Ensure that land use decisions accessibility, connectivity, and transit needs. consider the characteristics of the Strategy 1.3.2 - Require a preliminary transportation network, including road capacity, the quality of the transportation plan, including conceptual streetscape, sidewalks, accessibility, roadway network, with any development O availability of public transportation proposed in the Northwest or East Bertram and other modes of travel. Planning Areas. Strategy 1.3.3 - Coordinate and participate in regional land use planning activities, particularly along State Highway 25, with Wright County, Sherburne County, the Cities O ((( of Buffalo, Big Lake and Becker, the Central J1J Mississippi River Regional Planning Partnership and the School District. MONTICELLO 2040 VISION + PLAN IMPLEMENTATION CHART: LAND USE, GROWTH AND ORDERLY ANNEXATION SHORT- I LONG- ONGOING THEME TERM TERM Policy 1.4. Adequacy of Infrastructure Strategy 1.4.1- Utilize collection of fees, special assessments, developer -funded improvements, and other methods ensure Allow new development to occur that new development pays the cost of the O O only when the public facilities utility and capital improvement and service and utilities needed to serve needs it generates. development are available or will be financed by the development through the payment of fees or Strategy 1.4.2 -Update the City's trunk fee analysis to align the costs of development with the fees necessary to support development, and O funded improvements. to develop possible incentive options or tools to This includes demonstrating support desired development. that future tax revenues and/or development fees will support the future life -cycle maintenance or Strategy 1.4.3 - Allow development in the MOAA only when City serviced utility infrastructure is provided, the development replacement costs of meets the intent of the Joint MOAA, and the O �� new Infrastructure. development is consistent with vision of the Comprehensive Plan. Strategy 1.4.4 - Update comprehensive utility plans for city and growth areas; incorporate into O annual capital improvement planning. Policy1.5. Sustainable Land Use Planing and Development Incorporate sustainability into Strategy1.5.1- Incorporate sustainable design considerations throughout the developments planning and review process. land use planning decisions Strategy 1.5.2- Continue to include regulations and procedures to the greatest in the zoning code to permit and allow extent feasible. community gardens and small-scale urban O farming in residential neighborhoods and other appropriate locations. Strategy 1.5.3 - Continue to allow or conditionally allow residentially O scaled wind and solar renewable energy �s systems on private property as accessory uses. Strategy1.5.4- Utilize green infrastructure techniques, such bioswales, bioretention and biofiltration, to help manage stormwater in new and existing residential neighborhoods and non- residential development. -!� IMPLEMENTATION IMPLEMENTATION CHART: LAND USE, GROWTH AND ORDERLY ANNEXATION SHORT- I LONG- ONGOING THEME TERM TERM • Policy 1.5. Sustainable Land Use Strategy 1.5.5 - Consider incentives such as Planning and Development fee reductions or low -interest loan programs for incorporation of green energy or sustainability O practices in commercial and industrial site and building design. Policy 1.6. Design Improvements Strategy1.6.1-Target existing residential • and Amenities neighborhoods, commercial areas or corridors ((( and other mature areas of the City with quality ))) Encourage and Implement of life improvements such as sidewalk and O streetscape, landscape and urban trail connections, urban design elements and design improvements and amenities signage to make these areas more attractive in previously developed areas within and livable. the City as a means to support reinvestment and maintain -Considerdesign enhancements imp with public improvement projects undertaken with public O property values. within the existing city boundary. POIICy 1.7. Zoning to Strategy 1.7.1- Use Floor Area Ratio (FAR) • • Manage Growth and building height standards in commercial, Use zoning regulations to focus industrial, and mixed -use areas to control the the city's growth, improve the intensity of development. Use residential density O downtown, create complete standards (units/acre) in residential and mixed - use areas to control the intensity and encourage neighborhoods, achieve specific types of residential development. compatibility between adjacent uses, address land use conflicts, Strategy 1.7.2- Review and amend the promote employment and economic vitality, and protect the health commercial, industrial and residential development regulations and standards in the O and safety of the city's residents, zoning code as necessary to reflect the intent 1J1 and implement the goals and policies of the workers and visitors. Comprehensive Plan. Strategy 1.7.3 - Use technology to achieve more efficient land use patterns and more sustainable development. For example, this would include the use of smart parking systems to reduce the land area required for surface parking, and ensuring city-wide access to high speed broadband and wireless technology to facilitate working from home and telecommuting. MONTICELLO 2040 VISION + PLAN IMPLEMENTATION CHART: LAND USE, GROWTH AND ORDERLY ANNEXATION SHORT- I LONG- ONGOING THEME TERM TERM Policy 1.8. Institutional, Strategy 1.8.1- Coordinate with the School Public and City Facilities District as needed to discuss pending residential development projects, joint sustainability Plan future public facility needs in programs, student generation trends and coordination with development and facility planning. growth of the City. Designate those areas as Institutional and Public on Strategy 1.&2- Coordinate with the hospital �a the Future Land Use Map. See also and health service programs as needed to the Goals, Policies and Strategies in discuss growth projections, land use and O the Community Facilities section. development proposals. O Strategy 1.8.3 - Continue to support the Monticello Community Center as a major community asset and focal point for Downtown. O SSS Policy 1.9. Monticello Strategy 1.9.1- Continue to maintain, enforce Orderly Annexation Area and follow the procedures of the Joint Continue to proactively engage Resolution for Orderly Annexation between Monticello Township and the City of Monticello. O �i and work with Monticello Township Develop lands within the MOAA only as demand on matters of interest to both occurs in accordance with the growth strategy parties including, but not limited and annexation agreement. to annexation, land development, transportation stormwater Strategy 1.9.2- Engage Monticello Township in management, utility infrastructure, a discussion regarding the Orderly Annexation park and trail development and Agreement, which expires in 2025. O aj open space preservation. Policy 1.10. Regional Planning Strategy 1.10.1- Consider the outcomes of regional planning initiatives and participate Continue to play a proactive role in processes resulting from the efforts of in regional planning initiatives and the Central Mississippi River Regional meet regularly with representatives Planning Partnership. O from nearby townships, cities, Wright and Sherburne Counties and the Mississippi River Regional Planning Partnership. —!� IMPLEMENTATION IMPLEMENTATION CHART: LAND USE, GROWTH AND ORDERLY ANNEXATION SHORT- I LONG- ONGOING THEME TERM TERM I I Policy2.1. Neighborhood Strategy2.1.1- Adopt zoning regulations Diversity & Life -Cycle Housing • • that allow for a wider diversity of housing types, identify character defining features and O O • • • • • - • Sustain a diverse array of encourage a center of focus for • - - • • - neighborhood character and each neighborhood. • • • • . - housing types throughout . • • • • • - - • • • Monticello. These will range from • • - - • - . • estate residential to established Strategy2.1.2- Encourage opportunities for residents to stay in Monticello, with additional O �a - • - - • • - • • • • - • traditional neighborhoods, to options for estate residential, senior living, and • • . - • • • • • new planned subdivisions and other life -cycle options. Strategy2.1.3 - Amend zoning regulations as • • • . - - • • - conservation development, and • . - • - • • - - • • neighborhoods oriented around r or actiity rthat • .. •• • necessary to allow for small -lot single family homes, neo-traditional housing styles, cottage O • ' -•• • - • , , • The unique design elements homes, accessorydwellingunits (ADUs), and - • • . • • . • define each neighborhood should mansion style condos. . • • • • be protected and enhanced in the future including its housing stock, Strategy2.1.4 - Encourage housing options which incorporate Universal Design to promote O (0) parks and public infrastructure. housing equity in choice. Strategy2.1.5 - Consider allowing Accessory Dwelling Units (ADUs). O Monticello's neighborhoods help define the city's form and sense of place. The city's neighborhoods will continue to evolve in the years ahead. In areas where the basic development pattern is already established continued reinvestment in the housing stock and infrastructure is encouraged with an emphasis on sustainable design in terms of private property improvement and investment, as well as capital improvements. In the outlying areas of the city where the development pattern is still evolving, new neighborhoods will be safe, healthy, attractive with a diverse population and housing stock. The planning objective for all Monticello residential areas is to make each neighborhood "complete" — with a variety of housing choices, proximity to neighborhood- scaled commercial services, community services, and neighborhood parks that serve as an identifiable center and gathering place for its neighbors and future residents. MONTICELLO 2040 VISION + PLAN IMPLEMENTATION CHART: LAND USE, GROWTH AND ORDERLY ANNEXATION SHORT- I LONG- ONGOING THEME TERM TERM Polity2.2. Neighborhood Centers Strategy2.2.1- Encourage and support location of public facilities including schools and parks O Enhance or create identifiable close to neighborhoods to make them easily accessible by walking or bicycling. "centers" in each neighborhood Strategy2.2.2 - Ensure all neighborhoods have which serve as local gathering places. Neighborhood centers may take a variety of forms as public access to healthy food, including community gardens and farmers markets, through a food O O uses such as parks, Community security assessment. Small scale food stores and centers, Or Schools; neighborhood neighborhood markets should be a permitted >�a shopping districts; or any other use in the Mixed Neighborhood designation. public space where residents Can Congregate. Strategy2.2.3-Design sidewalks and pathways that enable safe crossings of major O roadways in getting to and from nearby points of designation. Po ity2.3. Strategy2.3.1- Establish incentives and Neighborhood Reinvestment allowances to facilitate design improvements to buildings and properties in the Traditional O O Encourage continued reinvestment Neighborhood designation and older areas of in Monticello's neighborhoods the city. by private property owners and through capital improvements. Strategy2.3.2- Create gateways and While the basic land use pattern incorporate other urban design elements in in many neighborhoods is already residential or mixed neighborhoods with new set and will be maintained, their improvement and signage and streetscape features such as branded street signs and streetscape amenities. O (3)continued evolution should be viewed an important part of the City's sustainability initiatives. IMPLEMENTATION IMPLEMENTATION CHART: LAND USE, GROWTH AND ORDERLY ANNEXATION SHORT- I LONG- ONGOING THEME TERM TERM Policy2.4. Connectivity Strategy2.4.1- Invest in improvements which make Monticello's neighborhood streets Improve the ability to travel safer and more convenient for walking and through neighborhoods and between neighborhoods on foot, bicycling. The pedestrian and bicycle networks in Monticello's neighborhoods should reflect O bicycle, or automobile. Street universal design principles that make the City layouts should facilitate pedestrian more accessible for seniors and others with mobility limitations. Cul-de-sacs and dead -ends travel and connect neighborhoods should be avoided if they require circuitous with nearby services to the greatest routes for pedestrians. extent feasible. Strategy2.4.2 - Consider use of natural, non -motorized open space corridors, such as utility easements and waterways, as another method to connect the City. Policy2.5. Safe and Strategy2.51- Implement measures to slow Secure Neighborhoods down or "calm" traffic on local streets by using design techniques and measures to improve O Maintain infrastructure and traffic safety, provide eyes on the street, improvements that promote and enhance the quality of life in safety and make residential Monticello's neighborhoods. neighborhoods safe and Inviting places. Strategy2.5.2 - Maintain communication and O partnership with Wright County Sheriff's Office. Strategy2.53 -Consider access to school facilities through the Safe Routes to School O planning principles when designing new neighborhoods. Policy2.6. Strategy2.6.1- Review plans for new Residential Compatibility development in consideration of adjacent Ensure residential neighborhoods residential uses and require measures that reduce any potential impact to residential and uses are adequately buffered neighborhoods such as lighting, outdoor from adjacent uses with conflicting speakers, or sports courts. Continue use of O operational characteristics such as proper buffering such as fences, barriers, ((( ))) noise, odors, vibrations, lighting or landscaping, and separation. truck traffic. MONTICELLO 2040 VISION + PLAN IMPLEMENTATION CHART: LAND USE, GROWTH AND ORDERLY ANNEXATION SHORT- I LONG- ONGOING THEME TERM TERM Policy2.7. Locations for Higher Strategy2.7.1-Amend the Zoning Map to be Density Housing consistent with the Future Land Use Map and Generally, locate new higher identify areas where mixed -density residential density housing and mixed uses are appropriate. use development in proximity to Downtown where there is good access to parks and open space, proximity to local -serving commercial uses, and proximity to the transportation network. O �i Consider impacts to over concentration of multi -family uses in specific locations. Conversely, the City should discourage the use of vacant sites with these attributes for new low employee intensity or low value land uses. PolicyZ8: Equitable Planning Ensure that no single neighborhood or population group is disproportionately O a impacted by flooding or environmental burdens, city services, incompatible uses, neighborhood constraints or potential hazards. Policy2.9 - Neighborhood Design Strategy2.9.1- Integrate open space, parks, Support the development of street trees, landscaping, and natural features into Monticello's neighborhoods to enhance O neighborhoods with a strong set of their visual quality, create inviting and safe amenities which enhance quality spaces, and improve access to nature of life, retain residents and support and recreation. continued investment. Strategy2.9.2- Create and maintain a Neighborhood Conservation Overlay zoning district to identify areas that should O be developed in a manner consistent with conservation style development. 202 IMPLEMENTATION IMPLEMENTATION CHART: LAND USE, GROWTH AND ORDERLY ANNEXATION SHORT- I LONG- ONGOING THEME TERM TERM • • • Policy2.10. Religious & Education Land Uses Allow religious, spiritual and similar community organizations and faith -based groups, and schools and educational facilities within all of the residential designations and others as appropriate. O Policy3.1: Connected Strategy3.1.1- Amend zoning to allow small, Neighborhood Shopping Centers neighborhood serving shopping centers and commercial uses in the Mixed Neighborhood • Create small inviting, pedestrian- • • • • • oriented commercial nodes and (MN) land use designation. In the MN designation surrounding Downtown, these uses • • • • • • neighborhood centers throughout would typically be very small up to 1,000 square • • • " • • • • • • Monticello. A center may be any that a feet, while other areas designated MN may have larger neighborhoods which necessitate larger O �a place provides gathering neighborhood centers. • • • place for residents and a focal point • • for the neighborhood around it, rrr such as s shopping center, farmers ))) market, art, civic center, community facilities, and neighborhood parks and facilities. Policy3.2. Regional Strategy3.2.1- Continue to support quality Commercial Uses design and multi -modal transportation options Maintain land use designations as part of the design and development of these uses. for regional commercial land uses to attract shoppers from the larger region and motorists �a along Interstate 94. Regional O land uses include large format rrr general merchandise retailers, ))) entertainment uses, and themed or destination restaurants and should be located near Interstate Interchanges and along regional transportation routes. MONTICELLO 2040 VISION + PLAN IMPLEMENTATION CHART: LAND USE, GROWTH AND ORDERLY ANNEXATION SHORT I LONG- ONGOING THEME TERM TERM Policy 3.3. Connectivity to and from Centers Strengthen the connections between the City's commercial centers and the neighborhoods, parks and schools around them through physical O improvements, safe trail connections, and coordinated land use and ((( transportation planning. 111 Policy3.4. Commercial Corridors Strategy 3.4.1 - Prepare prototypical Recognize the importance of streetscape enhancement or corridor plan cross - commercial corridors through section designs to be utilized as opportunities arise. Address such issues, as setbacks, Monticello in shaping the sidewalks, landscaping, access and lighting. O image and identity of the city. Encourage excellent architecture, roads designed as "Complete Streets", and appropriately scaled development along the City's Strategy3.4.2 - Create enhanced corridor primary commercial corridors of gateways on select "entry" parcels in Highway 25, Chelsea Road, and partnership with adjacent property owners. School Boulevard. Policy3.5. Redevelopment and Strategy3.5.1- Identify specific under Adaptation of Commercial Corridors performing or undervalued properties and Promote and foster redevelopment, locations to foster reinvestment and work with the property owners to achieve positive O �a reuse and reinvestment activities results through parcel assembly, parking that enhance conditions in existing lot consolidation, connections, and commercial centers and corridors. site enhancements. Allow community commercial shopping centers and corridors Strategy3.5.2 - Broaden permitted land uses to change and adapt overtime in commercial centers to adapt to changing in response to changing market commercial demand while activating these demands. Target vacant or under 9 performing parcels first and focus spaces. Consider educational, medical office or other compatible uses. � capital improvements near vacant parcels to spur private property investment. IMPLEMENTATION IMPLEMENTATION CHART: LAND USE, GROWTH AND ORDERLY ANNEXATION SHORT- I LONG- ONGOING THEME TERM TERM Policy 3.5. Redevelopment and Strategy3.5.3 - Create design and Adaptation of Commercial Corridors development guidelines for the shopping centers that convert to other non-commercial A or service -based use. Guidelines should at O �~ a minimum address: parking and access, landscaping, building design, signage and utility and services areas. Policy3.6. Commercial Building Strategy3.6.1- Maintain excellence in and Site Design commercial design in architecture, materials, O landscaping and other site improvements. Facilitate and promote superior Strategy3.6.2 - Review and consider and high -quality architectural, landscaping and site design for amendments to the City's commercial parking commercial buildings and sites. requirements based on changes in shopping and consumer behavior. Encourage the use of shared O parking in along corridors and commercial O centers, rather than independent parking lots on each commercial property. This can reduce O the total land area dedicated to parking, result in more efficient land uses, and create a more pedestrian -friendly environment. Strategy3.6.3 - Encourage shared driveways and access points to reduce the number of O curb cuts and improve traffic flow and pedestrian safety. Policy3.7. Use of Older, Historic Structures for Commercial Use Strategy 3.7.1- Revise zoning as necessary to encourage the conversion of older homes to alternative uses such as bed and breakfasts, Allow the conversion of older offices and co -working space, and live -work single-family homes to commercial studios particularly in the Mixed Neighborhood uses in the Mixed Neighborhood land use designation. designations and along commercially zoned corridors where residential use is no longer desirable. MONTICELLO 2040 VISION + PLAN IMPLEMENTATION CHART: LAND USE, GROWTH AND ORDERLY ANNEXATION SHORT I LONG- ONGOING THEME TERM TERM Policy3.8. Commercial Uses and Public Health Manage commercial land uses and development in a way that contributes to the health and well-being of Monticello residents. Ensure commercial areas are Strategy3.8.1- Promote food access by amending zoning regulations to allow retail and service based food uses in all commercial districts and some residential districts as appropriate. These uses may include food stores, markets, community gardens and farmer's markets. O Strategy3.82- Require pedestrian and bike connected and accessible and connections in new commercial development. ensure the food system is protected, that no food deserts exist in the City, O and all residents have equal access to food. • Policy4.1. Downtown Small Area Plan ("Downtown Plan") Utilize the Downtown Small Area Plan as the primary planning document that guides development and improvement in the Downtown. The components O of the Downtown Plan shall be acknowledged and referenced in terms of development and improvement priorities. These include the Downtown Goals, Frameworks and Implementation Actions which will continue to remain high priority for the City until achieved. These are listed below for reference. . . . off . Downtown Goals Downtown Frameworks Shift the Center and Double Down on Broadway. Open Space and Parks Improve the Pine Street Experience for Everyone. Access and Land Use • Lots of Small Investments, a few medium ones and Development and Land Use just one or two big ones. • Engage and love the riverfront. Go beyond the Swan. Downtown Implementation • Improve the physical environment with streetscape, benches, programming, and art. Bolster Broadway with a facade improvement program and retail recruitment. • Aggressively market development opportunities such as Block 52 and infill housing on Walnut and Cedar Streets. • Enact the appropriate policies, programs and incentives that enable the type of development described in the Plan. 206 IMPLEMENTATION IMPLEMENTATION CHART: LAND USE, GROWTH AND ORDERLY ANNEXATION SHORT- I LONG- ONGOING THEME TERM TERM The Mississippi River lot]Policy4.2: Ensure that any proposed development and improvements in the Downtown O recognize the River as a key asset and embrace and incorporate views ((( of the River to the extent practicable. ))) Source: Monticello Downtown Small Area Plan, 2017 Source: Monticello Downtown Small Area Plan, 2017 Policy 4.3. Downtown Mixed -Use Strategy4.3.1- Amend zoning regulations Apply Downtown Mixed -Use as appropriately to include the Downtown the primary land use designation Mixed -Use designations, including to help support and advance appropriate standards for height, setbacks, the revitalization of downtown FAR/density and allowed uses. Monticello consistent with the O Downtown Small Area Plan. A broad �a mix of uses, traditional architecture, well -designed public environment and connections to the River and nearby neighborhoods will help achieve this goal. MONTICELLO 2040 VISION + PLAN IMPLEMENTATION CHART: LAND USE, GROWTH AND ORDERLY ANNEXATION SHORT I LONG- ONGOING THEME TERM TERM Policy 4.3. Downtown Mixed -Use Strategy4.3.2- Focus investment and redevelopment efforts on Block 52 and surrounding parcels. Recruit a high -profile tenant or other large activity generator in a O O premier building space overlooking the River and anchoring the Downtown. Strategy4.3.3- Implement improvements to the downtown streetscape, including the Walnut Corridor Streetscape Plans, to complement the goal for a new and revitalized downtown. All downtown O ((( branding and signage should be consistent. ))) Strategy4.3.4 -Coordinate with MnDOT as necessary to implement traffic management measures and streetscape design techniques to reduce truck speeds through Downtown, improve the pedestrian experience O and incorporate design techniques that emphasize safety, access and mobility throughout the Downtown. Policy5.1. Land Supply Strategy5.1.1- Retain and plan for and Employment Growth development of land zoned for Employment _ • • ' • • • • • • - • • • • Maintain an industrial land supply Campus and Light Industrial Park that is sufficient to meet long-term needs for light • • . - • .. that is adequate and suitable industrial uses, manufacturing, production O �� - • • • • - • for the continued growth of the and assembly, and other uses which support - • - - - • • • • City's core industries, including continued diversity in tax base and create • - • • • manufacturing, logistics/distribution, living -wage employment. • • • - - • • - and emerging technologies. • • - • . • - The City should capitalize on its Strategy5.1.2 - Evaluate industrial land use • • • • proximity to Interstate 94, regional opportunity for warehousing/distribution as a industrial balancing impacts -- • • • • •• transportation facilities, and growing sector, on transportation corridors and land -to- O �a O .. . -• - . • . educated and skilled work force to employment ratios. ►- - .• - create opportunities for job growth. 208 —!� IMPLEMENTATION IMPLEMENTATION CHART: LAND USE, GROWTH AND ORDERLY ANNEXATION SHORT- I LONG- ONGOING THEME TERM TERM I Policy 5.1. Land Supply Strategy 5.1.3 - Retain existing General and Employment Growth Industrial areas, recognizing a need for such uses, while recognizing that these areas may require outdoor yard space, have special operational needs and are incompatible with more sensitive uses such as housing, schools and retail development. The impacts of these areas on the environment and nearby neighborhoods should be managed to reduce impacts and potential hazards, avoid nuisances, and maintain a high quality of life in Monticello. Strategy 5.1.4 - Develop a plan for servicing Employment Campus land areas with roads and utilities in recognition of their potential O O for tax base and employment generation. Most of the City's employment -generating land is developed with low-rise industrial uses and business parks, reflecting the City's character and proximity to Interstate 94. However, Monticello's employment base is diverse. The City includes health care facilities, manufacturing businesses, light assembly and repair businesses, professional and management services, hotels, restaurants, and a vast array of retail and service jobs. Just as neighborhoods and open spaces shape Monticello's identity and quality of life, so do these workplaces. MONTICELLO 2040 VISION + PLAN 209 IMPLEMENTATION CHART: LAND USE, GROWTH AND ORDERLY ANNEXATION SHORT- I LONG- ONGOING THEME TERM TERM Policy 5.2. Range of Employment Districts Plan for a range of different types of workplace environments, accommodating many different kinds of businesses of all shapes and forms. Strategy 5.Z1 -Use the Employment Campus designation to signify areas for premier employment districts. Accommodate a range of uses and development settings in the "Employment Campus" designation, including research and development, technology, advanced manufacturing, medical laboratories, corporate office and planned industrial parks with a character of abundant landscaping and high design and aesthetic standards. O Strategy5.2.2 - Use General Industrial zoning districts to provide a buffer between heavier industrial areas and more commercial or residential land uses consistent with the Future Land Use Map. These areas are also meant to 4accommodate local -serving businesses that are not appropriate for the City's retail centers due to their visual character, operational requirements and potential off -site impacts. Policy 5.3. Conversion of Industrial Land to Other Uses Prohibit the conversion of industrial or employment designated land to non- industrial uses unless two of the following three conditions are met: • The industrial use is isolated and is surrounded by non -industrial uses. • Subsequent analysis and public input are provided through a public review process that justifies a land use change. O • It is demonstrated that an extraordinary benefit would be provided to the city if converted to another use. This policy provides important criteria to be applied when evaluating Comprehensive Plan Amendments. It recognizes that employment and industrially focused land uses may not be viable in all locations in the city in the long-term and gives the City the flexibility to respond to new economic opportunities. However, it establishes a rigorous test to ensure that those locations that are viable for industry are conserved for that purpose. 210 9« IMPLEMENTATION IMPLEMENTATION CHART: LAND USE, GROWTH AND ORDERLY ANNEXATION SHORT- I LONG- ONGOING THEME TERM TERM Policy5.4. Employment Strategy5.4.1- Utilize and maintain higher Generating Land Use Design floor area ratio and building height allowances & Regulations in certain industrial areas for manufacturing and Maintain land development warehouses than for other building types, due to regulations which support economic their unique function and space requirements. O Since the higher permitted FARs, standards shall growth, expansion into other be established to ensure that such buildings are economic sectors, and foster maintained as warehouses and not converted to achievement of the City's economic uses generating significantly higher development objectives. traffic volumes. Strategy5.4.2- Maintain a land use strategy for industrial and employment focused land that is consistent with the Economic Development Chapter. Strategy5.4.3- Continue to support quality site design for industrial uses as an investment in the community and employment districts, including O materials, landscaping and architecture. Strategy5.4.4 - As a means to attract and retain quality employees, develop employment centers which are supportive of quality of life needs of employees. Encourage the provision of O outdoor and indoor employee -serving amenities O in the City's workplaces, such as parks and plazas, outdoor seating areas, fitness facilities, bicycle storage areas and showers and related facilities. Strategy5.4.5 - Where high -quality natural amenities exist within or adjacent to developing industrial uses, integrate these areas into O ((c site design to support high -quality industrial JJl development. MONTICELLO 2040 VISION + PLAN IMPLEMENTATION CHART: LAND USE, GROWTH AND ORDERLY ANNEXATION SHORT- I LONG- ONGOING THEME TERM TERM Policy 5.5. Co -Working, Strategy5.5.1- Amend zoning to allow co - Flexible Building Space working spaces in the downtown and other & Office Development commercial or employment areas of the City; require adaptable building and office space for Recognize the changing dynamic speculative development. to workspaces and anticipate the changing needs of office evelopment. Co -working spaces provide a centralized office location O �a utilized by a variety of individuals and small groups. Building space should be adaptable to multiple needs. New speculative office development should be discouraged unless a primary tenant is directly involved. Policy5.6 - Industrial Strategy 5.6.1 - Monitor and limit industrial uses ' Land Use Compatibility that use, store, generate, or transport significant quantities of hazardous materials in areas close O Achieve compatibility between to sensitive "uses such as schools, housing, or industrial uses and adjacent shopping centers. land uses through the regulation of industrial activities, limits on Strategy5.6.2- Improve the visual quality operations, and standards for and sustainability of industrial areas through buffering when required. This is requirements such as screening of storage particularly important in areas that areas, landscaping, prompt elimination of trash O may be adjacent to commercial and and roadside debris, and ongoing maintenance of buildings and properties. residential uses. 212 IMPLEMENTATION IMPLEMENTATION CHART: LAND USE, GROWTH AND ORDERLY ANNEXATION SHORT- I LONG- ONGOING THEME TERM TERM P011cy 5.7. Strategy5.7.1- Encourage businesses which Local Employment Opportunities and Support Services support employee needs, such as access to health care, child care and education O ((( ))) opportunities. Develop opportunities, such as business incubators, for locally owned business whenever possible. Strategy5.7.2- Allow a small range of non -industrial commercial uses that provide Provide small business support necessary services for workers in industrial or services, business development employment designated areas. Appropriate workshops and other tools to non -industrial uses may include restaurants, encourage Monticello residents to small retail or service area, ATMs, gas stations O establish new business enterprises and similar uses serving the local workforce. Such uses should be clustered in centers In the community. within industrial areas rather than dispersed in numerous locations. Policy5.8. Xcel Energy Strategy5.8.1- Continue discussions and planning in conjunction with Xcel Energy Continue to support Xcel Energy regarding the location and development of the O and recognize its facility as a unique northwest interchange. use in the City. Buffer their lands from outside development and Strategy 5.8.2- Begin conversations regarding include them in the review of any the company's long-term land use plans O O proposed land use changes in the after decommissioning. vicinity of their facility, and the in the development of an interchange at Strategy5.8.3- Partner with Xcel Energy to Orchard Road. leverage resources for economic development O opportunity and legislative support for transition tools. Strategy 5.8.4 - Sustain partnerships with other utility to collectively address the impacts and opportunities associated with hosting large- scale utilities. This includes a continued effort to manage major shifts in property tax for utility facilities. MONTICELLO 2040 VISION + PLAN IMPLEMENTATION CHART: LAND USE, GROWTH AND ORDERLY ANNEXATION SHORT I LONG- ONGOING THEME TERM TERM Policy 61. The Mississippi River Strategy6.1.1- Maintain the Wild and Scenic • ' Embrace the Mississippi River as Recreational River Overlay District and the Shoreland Overlay District for the • a character defining feature of • Monticello. Utilize the river for Mississippi River as applied through the zoning Code. O recreation and passive enjoyment, ))) protect its watershed and closely Strategy 6.1.2 - Utilize the river as a �• : regulate land uses along the river. • , cornerstone in achieving the goals of the O ' • ' "' • ' • Downtown Small Area Plan. O See also the Goals, Policies ' - and Strategies within the • • • • • • • • • - Parks, Pathways and Strategy6.1.3 - Strengthen recreational " - , - . • potential of the river, including the use of river Open Space Chapter islands as potential kayak landing. O SSS `� Open space is a defining element ofMonticello's form. It is the single largest land use in the city limits, encompassing over 1,800 acres within the City and over 5,900 acres when open lands of the Orderly Annexation Area are included. This open space provides form and structure to the City, space for recreation, and a means of protecting important natural resources. The Future Land Use Map depicts two categories of open space, Parks and Recreation and Open Space and Resource Conservation. The significant elements of the open space system are the Mississippi River, Bertram Chain of Lakes Regional Park, Montissippi Regional Park and the network of parks, private open spaces, and pathways in Monticello. The open space lands in the Orderly Annexation Area, whether they be used for agriculture or remain fallow, are also an important element of open space that surrounds Monticello. These open spaces provide a "frame" around the more developed area of Monticello and serves as a buffer from outside development. Policies for parks, private open space, and other open spaces in Monticello reflect the City's commitment to enhancing the City's character, meeting the recreational needs of its residents, and protecting the natural environment. Note: These policies are supplemented by those in the Parks, Pathways and Open Space Chapter. 214 IMPLEMENTATION IMPLEMENTATION CHART: LAND USE, GROWTH AND ORDERLY ANNEXATION SHORT- I LONG- ONGOING THEME TERM TERM Policy 6.2. Bertram Chain of Strategy 6.2.1- Ensure trail and pathway Lakes Regional Park access to Bertram is maintained and provides a safe option to access the Park. Trails should be O Manage and maintain Bertram separated from roads whenever possible. Chain of Lakes as permanent open space. The habitat and ecological value of these areas should be Strategy 6.2.2- Support and allocate funding for the improvement of the recreation complex O �a conserved and restored to the at Bertram Chain of Lakes Regional Park. greatest extent possible. This may include specific land management Strategy 6.2.3 - Maintain an open and options not only for the Park but for collaborative partnership with Wright County adjoining properties that may have Parks to manage Bertram Chain of Lakes wetland or habitat value. These Regional Park. areas are generally designated as Resource Conservation and 0 4 Open Space on the Future Land Use Map. Additionally, support the recreational potential of the athletic park. Policy 6.3: Natural Areas, Sensitive Habitat and Strategy6.3.1- Identify, protect and preserve wetlands, lake, creeks and sensitive water es Resource Conservation features throughout the community through 0 a Natural Resource Management Plan. Thoughtfully design any type Strategy 6.3.2 - Continue to apply the of facility or infrastructure improvements on lands designated as open space to conserve the City's Wetland Zoning District to protect areas considered valuable wetland and O Ali O overall character of such sites water resources. and minimize impacts to mature landscaping, water features and Strategy6.3.3- Identify, protect and preserve environmentally sensitive areas. sensitive tree and woodland resources throughout the community, particularly Hidden Forest Woods, Galagher Old Growth Woods, O �� and areas along the Mississippi River through a Natural Resource Management Plan. MONTICELLO 2040 VISION + PLAN 215 IMPLEMENTATION CHART: LAND USE, GROWTH AND ORDERLY ANNEXATION SHORT I LONG- ONGOING THEME TERM TERM Policy 6.3 : Natural Areas, Strategy 6.3.4 - Promote tree growth ' Sensitive Habitat and Resource Conservation throughout the city and identify locations for increased tree growth and encourage tree 9 9 O (c( plantings along streets, pathways and on J1J private property. Strategy 6.3.5 - Utilize utility corridors as opportunities for natural resource enhancement O and greenway corridors. Policy 6.4 : City Parks & Pathways . Maintain and enhance a network of neighborhood, community, and linear parks. Parks should be recognized as a fundamental component to Monticello's quality of life and should be carefully managed to create a range and balance of active open space. Utilize open space, including parks, flood control channels, greenbelts, easements, and other open areas to connect the City, provide A car -free corridors for pedestrians and bicyclists, and connect Monticello's neighborhood, parks, schools and commercial centers. ((( i)) Note: Detailed strategies for City Parks and Recreation can be found in the Parks, Pathways and Open Space Chapter. Policy G 5: Recreation Opportunities Strategy 6.5.1- Conduct regular review of parkland allocation and ensure sufficient amount of land is designated for parks and recreation O •,- Pursue the development of a wide activities in the City as the population increases. range of recreation opportunities available to Monticello residents. Strategy6.5.2- Utilize parks as neighborhood centers to foster complete neighborhoods with a O c(c sense of place. 1J1 IMPLEMENTATION IMPLEMENTATION CHART: MOBILITY AND CONNECTIVITY SHORT- I LONG- ONGOING THEME TERM TERM Policy 1.1. Street and . _ Roadway Needs • ' • • • • Continually evaluate and ensure all Strategy 1.1.1- Continue to evaluate roadway needs and demands as the community vision is implemented and adjustments are needed and incorporate new projects into the Capital • • • • • - city streets and roadways meet the Improvement Program. . • • • - • projected demand by all users by • • • - • • • • • • proactively assessing needs, design Strategy1.1.2 - Preserve adequate future right • • • • • • - solutions and facilities. • of way for local, collector and arterial roadways through the development review process. O Strategy 1.1.3 - Ensure that planned streets and roadways follow recommended access O management guidelines. Strategy 1.1.4 - Continue to utilize the roadway functional classification system as the city develops to allow for the distribution of traffic O to the appropriate streets and roads in the network. Strategy 1.1.5 - Pursue detailed study and implementation of priority projects as funding O li becomes available. Strategy1.1.6- Continue to utilize the pavement management program and other O proactive strategies to maintain roadways and other assets in a cost-efficient manner. Policy 1.2. Agency Coordination Strategy 1.2.1- Coordinate with MnDOT, Wright County and Monticello Township as planned Meet frequently for coordination roadways are implemented to ensure alignment O �, and collaboration with MnDot, with county roadway needs and future Wright County and Monticello jurisdictional transfers. Township to evaluate specific roadway needs and address jurisdictional considerations. Strategy b2.2-Participate as an active partner in the Wright County 5-year Transportation and Wright County pathway planning to ensure Monticello's roadway and pathway needs are met. MONTICELLO 2040 VISION + PLAN EXHIBIT 9.1 City of Monticello Boundary Orderly Annexation Area (OAA) Monticello Township Boundary Big Lake Boundary (] Parcels Streets +H+ Railroad Water Bodies © Proposed Intermodal Facility OPark and Pool © Big Lake Northstar Station Northstar Commuter Rail Line - •--. Proposed Northstar Shuttle Route 0 North 14 L. � Future Roadways • Future Interchange Future Intersection Future Pathway/Trail/Sidewalks Great River Regional Trail Trailhead Note: Future pathways, trails, and sidewalks are shown for general location only. Final alignments to be determined with detailed planning. Future river crossings are being studied by the Central Mississippi River Regional Planning Partnership. 1. Strategy 1.2.1 2. Strategy 1.3.1 3. Goal 3 4. Goal 4 5. Strategy 4.1.1 6. Strategy 4.2.1 7. Strategy 4.2.2 8. Strategy 4.3.1 9. Strategy 5.1.2 10. Strategy 5.2.2 11. Strategy 5.2.4 218 IMPLEMENTATION IMPLEMENTATION CHART: MOBILITY AND CONNECTIVITY SHORT- I LONG- ONGOING THEME TERM TERM Policy 1.3. Strategy 1.3.1- As planned roadways are Multimodal Connectivity developed, utilize the complete streets process and ensure the roads include protected Use the development and sidewalks or trails, bicycle lanes, landscape construction of planned roadways buffers, ADA improvements and other facilities O as an opportunity to expand deemed necessary for the functional enjoyment multimodal connectivity. of the system. Policy2.1: Complete Streets Strategy2.1.1- Utilize MnDOT's "Complete Policy Creation Streets Implementation Resource Guide for O • • - Minnesota Local Agencies" to support policy Create and adopt a complete streets creation and implementation. policy as the basis for new and Strategy2.1.2- Create a coalition of stakeholders to develop and support O • • • • • • modified street design to ensure all methods of transportation and user groups are accommodated. implementation of a complete streets policy. c b3 Complete an inventory of Strindividual individual corridor needs by mode type including O pedestrians, bicycles, transit, and accessibility. Policy2.2 - Complete Streets Policy Implementation Strategy2.2.1- Follow best practices and design standards for all new sidewalk and trail O ((( facilities until these standards can be developed ))) Use the Complete Streets Policy as as part of the Parks and Pathways Master Plan. a framework for using design Strategy2.2.2- Identify pedestrian and bicycle standards and needs assessments to create safe and comfortable transportation facilities for all users. needs in the early stages of street improvement projects so that enhancements or new O �a infrastructure can be incorporated into a project if feasible. Strategy2.2.3- Work with Wright County in efforts to pursue Complete Streets along County O rights of way. MONTICELLO 2040 VISION + PLAN IMPLEMENTATION CHART: MOBILITY AND CONNECTIVITY SHORT- I LONG- ONGOING THEME TERM TERM Policy3.1. NewInterstate 94 Interchange at Orchard Road Strategy3.1.1- Continue to study and explore opportunities to preserve right of way needs for the future interchange prior to development and ♦1 ., Pursue a new Interstate 94 complete necessary feasibility studies in phased . - . interchange location at Orchard Road to improve access to Bertram approach to support development of the interchange. Chain of Lakes, and help facilitate future industrial and commercial development in the Northwest Planning Area. Strategy3.1.2- Engage the Industrial and Economic Development Committee, Xcel Energy and the State Legislature to advocate for the future interchange and grow funding sources. O li Strategy3.1.3- Continue coordination with MnDOT and Federal Highway Administration O (FHWA) to plan for a future interchange. Policy4.1. Downtown r ' Circulation and Safety Strategy4.1.1- Continue to work with MnDOT to explore opportunities to improve safety and mobility on Pine Street/Highway 25 through O Explore options to improve the Downtown. .. . circulation and safety in Strategy 4.1.2 -Work with WrightCountyto Downtown with transportation • .. - . - . System management. explore opportunities to redirect Broadway Street regional traffic from the downtown area. O Strategy4.b3- Implement traffic calming and enforcement measures to manage speeds on O local downtown streets where appropriate. Strategy4 U- Pursue and collaborate with MnDot for a new traffic signal and pedestrian crossing at 4th Street and Pine Street/State O Highway 25. Strategy4U- Connect Walnut Street to /rr River Street. O \l\J\1 220 IMPLEMENTATION IMPLEMENTATION CHART: MOBILITY AND CONNECTIVITY SHORT- I LONG- ONGOING THEME TERM TERM Policy 4.2. Strategy 4.2.1- Work with MnDOT and Wright • • Multi -Modal Downtown County to identify opportunities for enhancing i non -motorized crossings of Highway 25 as Collaborate with other MnDot and well as County Highways 75 and 39. Context- O Wright County to enhance sensitive options may include modified the viability of multimodal geometry, signal timing, textured paving, SJJ transportation options In Downtown. pedestrian crossing enhancements, curb bump - outs, and other strategies. Strategy 4.2.2 - Work with Trailblazer Transit to evaluate opportunities for a fixed transit route and/or shuttle service from downtown Monticello to the Northstar Commuter Rail Station in Big Lake. • POlicy4.3. Strategy4.3.1- Continue to engage in regional • Future Freight Impacts conversations to protect Monticello interests Ensure the development of freight- about the development of rail -truck intermodal facilities in Sherburne County to address the �3 generating facilities in the region do potential for increased traffic on Highway 25 O not cause disproportionate safety and other potential impacts in Monticello. and mobility impacts on Highway 25. Policy 5.1. Strategy 5.1.1 - Utilize roadway functional Connectivity Throughout the City classification and access management strategies to improve multimodal connectivity • • "' Maintain a system of connectivity between residential neighborhoods and O • ' ' ' " " • ' by multiple modes of transportation commercial centers. ' '' ' throughout the city with a focus ' " ' ' • ' ' on pathways between residential P Y Strategy5.b2- Continue to implement planned • " ' I • •' ' • neighborhoods, parks, schools, pedestrian and bicycle trails and pathways that • • • ' employment centers, downtown connect key destinations, specifically bicycle "' • ' " • and commercial centers. and pedestrian connectivity across 1-94 and to O Bertram Chain of Lakes Regional Park are priorities. MONTICELLO 2040 VISION + PLAN IMPLEMENTATION CHART: MOBILITY AND CONNECTIVITY SHORT- I LONG- ONGOING THEME TERM TERM Policy 5.1. Connectivity Throughout the City Strategy 5.1.3 - Support healthy and active lifestyles through a pedestrian and bicycle infrastructure system that connects O neighborhoods, schools, parks, community centers, and places of employment. Strategy5Continue to bring pedestrian facilities intoo AD ADA compliance and ensure that all O new facilities are compliant. Strategy&&- Proactively monitor the ((( condition of sidewalks, trails, curb ramps, and ))) other infrastructure for walking and biking to O identify and resolve maintenance needs. Policy5.2. Collaboration with Local and Regional Partners Work constructively with MnDOT, Strategy5.2.1 -Coordinate with MnDOT and Wright Count on opportunities to improve g y bicycle and pedestrian infrastructure along Highway 25 and CSAH 39. O i Wright and Sherburne Counties, Strategy5.2.2- Coordinate with Wright County and other stakeholders to ensure alignment and and other partners within the City of Monticello to continue to build a connected multimodal logical connections between local and regional O �«! transportation System. trails and bicycle routes including planned county -wide bikeways. Strategy5.2.3- Work with Wright County and Monticello the School District to implement and address the issues identified in the Monticello O Safe Routes to School Plan. Strategy5.2.4- Collaborate with Sherburne County to construct a pedestrian/bicycle bridge O ((( across the Mississippi River. 1J1 222 IMPLEMENTATION IMPLEMENTATION CHART: ECONOMIC DEVELOPMENT SHORT- I LONG- ONGOING THEME TERM TERM Policy 1.1: Business and Strategy 1.1.1- Maintain a strong Business I Employment Retention Retention and Expansion (BR&E) program to monitor opportunities for continued growth ' • - Retain existingbusinesses and and expansion of businesses as well as the O • • • • • • employers to ensure existing continued relationship development between " • • and future residents have access to the City and existing businesses. • • livable wage jobs in a diverse range Strategy 1.1.2 - Identify and support companies O Of economic sectors. that are expanding and adding employees. Strategy 1.1.3 - Identify and promote programs that assist existing companies in expansion and 0 La creation of new positions. Strategy1.1.4 -Assist and support companies O in accessing business assistance programs including financial and educational programs. Bring Businesses and EducatStrateional Educational Organizations together to Organizations O create training programs to foster new living wage opportunities. Policy 1.2. Local Business Support Support existing businesses in their Strategy 1.2.1— Facilitate relationships with existing businesses on the expansion, redevelopment and improvement of their 43 efforts to expand and do business buildings and facilities. in the community. Strategy 1.2.2 - Consider facade rehabilitation programs, small business loans, grants and other tools to encourage property reinvestment O and support local businesses. Strategy 1.2.3 - Foster partnerships and maintain networking relationships with the goal of maintaining communication in support of O existing businesses. MONTICELLO 2040 VISION + PLAN IMPLEMENTATION CHART: ECONOMIC DEVELOPMENT SHORT- I LONG- ONGOING THEME TERM TERM Policy2.1. Diverse • Economic Sectors Strategy2.1.1- Capitalize on the proximity to 1-94 regional transportation facilities, available O ' • • " • • • • • • land and educated and skilled workforce to �a • . - • - Diversify economic sectors to create opportunities for job growth. - • • • - broaden the base of available . • - • • - • living wage employment in Strategy2.1.2- Inventory existing industry • - • • the Community. clusters and strengthen those clusters by attracting similar and complementary businesses. O Strategy2.1.3- Work with existing business clusters to expand the attraction of supply O chain companies. Strategy2.1.4- Recognize changing land use patterns for industrial parks, and other or O alternative uses such as co -working spaces. Policy2.2. Business Toolbox Strategy2.2.1- Promote economic development tools to the business community. O Maintain a business development and job creation toolbox to assist Strategy2.2.2- Develop criteria for a City tax O existing and future businesses. reimbursement and abatement program. Strategy2.2.3 - Identify and promote new and existing state and federal programs to support O business development and attraction. Strategy2.2.4- Prepare a complete development site package for high -priority areas O including a map of available parcels. Strategy2.2.S- Certify available industrial sites as "shovel ready" to allow for faster turnaround O of development projects. Strategy2.2.6- Maintain and update annually property availability maps for commercial and O industrial parcels. 224 -!� IMPLEMENTATION IMPLEMENTATION CHART: ECONOMIC DEVELOPMENT SHORT- I LONG- ONGOING THEME TERM TERM • • = • • • Policy 2.3. Local Strategy2.3.1- Proactively support small Partner Collaboration business start-up efforts through funding Work collaboratively with partners and programs made available by the State of Minnesota's Department of Employment, to foster the attraction of Initiative Foundation and Economic new businesses. Development (DEED) and Wright County Economic Development Partnership. POlicy2.4. Industrial and Business Strategy2.4.1- Identify funding sources for infrastructure and proactively engage O Site Analysis and Availability a variety of partners to help complete the �i development of a new business park. Identify, plan, and develop new Strategy2.4.2- Develop partnerships to assist industrial/business park areas to ensure site availability for with marketing and promotion of industrial/ O industrial projects as existing business park areas. areas fully develop. Strategy2.4.3- Monitor industrial land absorption to help prioritize future site O development and readiness. Strategy2.4.4- Investigate opportunities for grants, legislation, transition aid, or bonding funds to support industrial land O �a O area development. • Policy3.1. Downtown Small Area Plan Strategy3.1.1- Develop and support the appropriate policies, programs, and incentives O that enable the type of development described Use and implement the Downtown in the Downtown Small Area Plan. Small Area Plan as the guiding - - - - _ document to improve, develop and redevelop Downtown. Strategy3.1.2- Install improvements to the downtown as envisioned in the Walnut Street O c(c Corridor Plan. 1J1 Strategy3.1.3- Continue to build a funding base for use in property acquisition and O redevelopment efforts in targeted areas. Strategy3.1.4- Continue to support the fa4ade improvement program and promote to O downtown business and property owners. MONTICELLO 2040 VISION + PLAN IMPLEMENTATION CHART: ECONOMIC DEVELOPMENT SHORT- I LONG- ONGOING THEME TERM TERM • Policy 3.1. Downtown Small Area Plan Strategy3.1.5 - Continue to meet with downtown property owners either in an informal group setting or individually to understand Continue to follow and implement their concerns with traffic, parking, land use, building improvements and reinvestment in their O (3) the Downtown Small Area Plan. property as well as willingness to sell, partner, price, etc. Strategy3.1.6- Encourage continued incorporation of arts as an economic O ccc development tool for Downtown Monticello 1JJ and the community at -large. Strategy3.1.7- Ensure trail and pedestrian/ cycle connections are considered within the downtown and from the downtown to other O ((( 1J1 areas within the community. Strategy3.1.8- Maintain and update annually property availability maps for downtown O property or property investment parcels. • Policy 4.1: Redevelopment Strategy4.1.1- Continue to focus on site control for a potential future targeted redevelopment in O r\r\r\ . _ • . _ • • • Continue to support redevelopment • • • . . • • • efforts as identified in the • _ _ • Downtown Small Area Plan and ' • • • ' • • • in strategic opportunity areas • • • • _ • • • . throughout the community. Block 52 as envisioned in the Downtown Small Area Study Plan. 1JJ Strategy4.1.2-Develop and implement marketing of city -owned properties identified for redevelopment, including Block 52, 34 and Cedar Street/Broadway site. 0 41 Strategy4.1.3- Reconnect Walnut Street to O River Street in support of redevelopment. Strategy 4.1.4 - Use the Block 52 redevelopment project as a catalyst and c(( template for future redevelopment projects in O 1J1 the downtown area. Strategy4.1.5- Remain open to strategic opportunities for redevelopment throughout +La the community in all land use categories . 226 IMPLEMENTATION IMPLEMENTATION CHART: ECONOMIC DEVELOPMENT SHORT- I LONG- ONGOING THEME TERM TERM • • • • Policy4.2. Revitalization Strategy 4.2.1 -Evaluate any development related processes or fees which could be r\r\r\ modified to support or encourage reinvestment O JJl Support revitalization efforts for in targeted areas. publicly owned properties and other opportunity sites Strategy 4.2.2-Research and develop reinvestment programs for targeted housing throughout the community. areas and other sites throughout the community O for long-term investment. Strategy4.2.3- Use strategies identified in the Community Character, Design and the Arts O ((( Chapter in revitalization projects. 1Il • Policy5.1. Strategy 5.1.1 - Continue to market workforce Housing to Support Employment housing development on EDA-owned land along East 4th Street and Outlot A of Country O Actively promote and seek Club Manor, or at other suitable sites in the City, ' opportunities for the development including the Downtown. - of a wide variety of housing types, styles and price points as Strategy5.1.2-Maintain and update annually a mechanism to support and property availability maps for residential O housing sites as identified in the attract employment. 2020 Housing Report. Strategy5.t3- Support efforts by private and non-profit entities to develop affordable housing O projects utilizing state and federal programs based on housing supply and demand data. Strategy5.1.4- Examine use and application of available housing TIF dollars per the 2016 O TIF Management Plan and the adopted Policy Statements for Available TIF Funds. Strategy5.1.5- Complete updates to the 2020 Housing Study and regular and O appropriate intervals. Strategy5.t6- Continue to periodically examine housing stock for aging or blighted properties and research development O of programs for redevelopment and/or revitalization of existing housing. MONTICELLO 2040 VISION + PLAN IMPLEMENTATION CHART: ECONOMIC DEVELOPMENT SHORT- I LONG- ONGOING THEME TERM TERM Policy 6.1. Diversified Strategy 6.1.1- Continue to support and Skilled Workforce interactions with local organizations to address O workforce needs and training. . _ _ The City will collaborate with the Strategy6.1.2- Partner with Wright County • • • • • • • • • • • • • • _ School District, Wright County _ _ _ .. . Economic Development Partnership Workforce Pathways (WCWFP) on solutions for O • • • • • • and other local entities involved training and education programs. • • . • . • • • • in monitoring and developing • • • • workforce training awareness Strategy6.1.3-Promote Central Minnesota efforts to address workforce needs. .lobs & Training Services as an option to community college or university for students seeking alternative careers in the trades O manufacturing, and similar sectors and create a plan to market financial tools which support living wage employment as a primary focus. Policy Z Strategy 7.1.1 - Identify community partners Public Relation Strategy that can be regularly engaged and advised on O economic development activities and events. • • • • • Create and maintain a Strategy 7.1.2-Support the developmentofan • • ' ' • • • • • • comprehensive Marketing • • �' " • • • ' and Communication Strategy for economic development brand and utilize it in all O ' • • • ' priority sectors, available sites economic development activities. and opportunities. Strategy7.1.3-Enhance the brand and tell O (S) the story of Downtown Monticello. Strategy7.1.4 - Regularly update information O about available development sites. Strategy 7.1.5- Marketing EDA incentive programs in a more proactive manner, both within the community and beyond. • Present existing and new incentive programs to smaller community groups, local banks, realtors, and local businesses O either in an informal group session or a formal round table format. • Develop and communicate a "complete" development package program which provides support and assistance to prospects and developers from inquiry to construction. 228 IMPLEMENTATION IMPLEMENTATION CHART: ECONOMIC DEVELOPMENT SHORT- I LONG- ONGOING THEME TERM TERM Policy 7.1. Strategy 7.1.6 - Market industrial development Public Relation Strategy of the business/industrial areas to a broad variety of prospects as guided by the current and future Comprehensive Plan. O �� • Focus on prospects which serve or rely on the St. Cloud and Twin Cities markets. • Focus on supply chain prospects. Policy7.1: Partnerships Strategy7.2.1- Engage in the regional planning efforts of the Central Mississippi River Regional Engage as a partner in local and regional planning and Planning Partnership (CMRRPP) to allow for the continued development of the community. O development opportunities. Strategy7.2.2- Consider funding and/or completing studies that provide policy and strategy framework for desired land uses/ O or projects in the downtown and for other development opportunities and programs. Strategy7.2.3- Monitor commuter rail development in and around the Twin Cities metro region for potential benefits and O opportunities to serve Monticello. Policy 8.1: Opportunity Focus Areas Strategy8.1.1- Maintain open lines of communication with property and business owners to understand their long term O ., Recognize the opportunity development objectives. . see focus areas of the city as the locations with optimal conditions for attracting reinvestment and the overall improvement of the Strategy8.1.2- Consider tax strategies, loans, grants, and other financing mechanisms to boost reinvestment and improvements. O appearance and character of these areas. Strategy8.1.3- Encourage public infrastructure investment in these areas to encourage 0 SIJ private investment. MONTICELLO 2040 VISION + PLAN IMPLEMENTATION CHART: PARKS, PATHWAYS AND OPEN SPACE SHORT- I LONG- ONGOING THEME TERM TERM • Policy 1.1. Strategy 1.1.1- Evaluate the demand and 'Parks and Recreation Areas need for future parks meeting the various O classifications on an on -going basis and with - Maintain a set of park classifications development opportunity. • •- _ that categorize park facilities based • on their size and function in the Strategy1.1.2- Collaborate with Wright County • - - • - community. The classifications • this and promote the advancement of healthier lifestyles through education, convenience, O else I within plan provide a wide innovation, or other methods that will increase • _ range of park and recreation areas •� use of the various parks and pathways in - and choices that serve all potential Monticello, including under served populations. - _ system users. Strategy 1.1.3-Acquire and develop linear • - parks that serve many functions including O recreational opportunities, alternative - - - - - - transportation routes, aesthetic enhancements and the reuse or shared use of abandoned - - or underutilized transportation, utility, or other corridors. Strategy 1.1.4 - Adapt park facilities over time ' to ensure a variety of park and recreation experiences for the users of the facilities as they O evolve over time due to access, growth, and demographic change. Strategy U.S - Consider development of pocket parks throughout the downtown and incorporate rr their design and connectivity as part of the Park S1J Master Plan. Strategy 1.1.6 - Recognize downtown riverfront parks as a key asset to the success of the Downtown and plan for improvements in Capital ((( Improvement Plan in accordance with the J11 Downtown Small Area Plan. 230 IMPLEMENTATION IMPLEMENTATION CHART: PARKS, PATHWAYS AND OPEN SPACE SHORT- LONG- ONGOING THEME TERM TERM Policy 1.2. Park Improvements, Strategy 1.2.1- Prepare a Park & Pathway Maintenance and Funding Master Plan which details maintenance and Provide well -maintained park operations plans for park and identifies and secures long-term funding sources as part of the O and recreational facilities that will plan such as taxes, assessments, bonds, and serve the community in the near and grants. It should also include detailed planning long terms and identify adequate for Downtown area parks and pathways. funding sources for long-term capital improvements Strategy 1.2.2 -Assess future recreational needs of the community based on periodic and maintenance planning. needs assessment and comprehensive inventory O of all recreation service providers and facilities. Strategy 1.2.3 - Coordinate efforts with the School District and other recreation providers to promote community recreation erred events, fields evaluate shared use of athletic fields and to O maximize efficiency and level of service to the community. Strategy 1.2.4 - Complete the Open Space and Parks Framework identified in the Downtown O ��� Small Area Plan. Polity 1.3. Parkland Dedication Strategy 1.3.1- Use developer dedications for future parks in newly developing areas of ' Maintain parkland dedication Monticello. The subdivision process will be O requirements to acquire and guiding implementation tool for this process. improve parks to complement new residential neighborhoods. Strategy1.3.2- Review park fees on an annual basis and update as necessary pursuant to any changes to the overall City Parks and Pathways O System and adjust for cost of living indexes or other factors. Policy1.4. Future Community Parks Strategy1.4.1- Continue to support Pursue land acquisition and funding establishment of park facilities accessible tall residents, utilizing the buffer of 1/2 mile or less O mechanisms for future community to park facility. parks as identified in this plan. MONTICELLO 2040 VISION + PLAN IMPLEMENTATION CHART: PARKS, PATHWAYS AND OPEN SPACE SHORT- I LONG- ONGOING THEME TERM TERM Policy 1.5. Strategy 1.5.1- Give priority to future park Natural and Historic Assets locations to areas that are found to be of Utilize the park and pathway significance to the community and provide O ((( 1JJ natural open space experiences and improved system to preserve and enhance pathway continuity, choice, and alternatives. the natural and historic assets of Strategy1.5.2- If areas with ecological or the community. community significance are anticipated to be sold by the landowner, the City could consider purchasing the land for park and greenway space. Areas with high quality resources, areas important to the community or areas that provide connection between these resources should be considered first. Strategy 1.5.3 - Include historic narrative as appropriate in key locations within the O 1J1 park system. Policy t& Recreation Programming Strategy 1.6.1- Pursue development of Actively coordinate recreation teen -based recreation opportunities through a activities by working with the School District, Wright County partnership with the School District and other organizations. A need for a dedicated facility for teens was identified during the community O O and community education engagement process. These opportunities representatives to facilitate and would create destinations for teens and provide schedule programming. This will options for activities and collaboration. help expand the options of the park and pathway system to include a wider variety of recreation Strategy 1.6.2 - Utilize programming within the downtown riverfront parks and river O experiences and choices for people recreation as a tool for supporting vibrancy and of all abilities. revitalization of the downtown. Policy 1.7.• Monticello Community Center Maintain and invest in the Monticello Community Center as the premiere O indoor community park in the region providing a range of recreation and community programming. —!� IMPLEMENTATION IMPLEMENTATION CHART: PARKS, PATHWAYS AND OPEN SPACE Policy 1.8. Sustainable Patk OpemdOnS Incorporate sustainable practices into park maintenance and operations including a range of best practices to encourage recycling and reuse of materials, and overall reduce consumption of water, electricity, and fossil fuels in the construction, operations and maintenance of parks and recreation facilities. Strategy 1.8.1— As part of a Parks & Pathways Master Plan, prepare a Natural Resource Management plan identifying additional strategies and opportunities for maintaining and enhancing natural resources throughout the system. Strategy 1.8.2 - Continue to reduce water use when possible through the use of turf grass, native and drought tolerant landscaping, and water conservation technology in parks and recreation facilities. Strategy 1.8.3 -Continue to reduce runoff of stormwater and pollutants from City parks through reduction of paved surfaces, the use of permeable pavement in park construction, and the use of bioswales and biofiltration to improve water quality. Strategy1.8.4- Continue to invest in energy efficiency and renewable sources in park operations. Strategy1.8.5- Whenever possible, utilize recycled materials for construction within park areas. Strategy 1.8.6 - Continue to utilize native landscape materials within parks, including areas for buffering and transitions between parks or natural resources and non -park use to minimize maintenance and irrigation requirements. SHORT- I LONG- ONGOING THEME TERM TERM oio O10 oio MONTICELLO 2040 VISION + PLAN IMPLEMENTATION CHART: PARKS, PATHWAYS AND OPEN SPACE SHORT- I LONG- ONGOING THEME TERM TERM Policy 1.9. Park Master Plan and Design Standards Strategy 1.9.1- Include funding to prepare a Parks and Pathways Master Plan into the City's Five Year Capital Improvement Program. O Maintain a Parks and Pathways Master Plan that more specifically describes the standards and guidelines for park and pathway Strategy1.9.2- Ensure that the Master Plan design and development and incorporates design standards for all city includes detailed procedures for acquisition, development, operation parks and pathways including linear parks and innovative amenities. O and maintenance and all City park and pathway facilities. -00 Policy 10. Parks, Arts and Recreation Commission • " • Maintain the Parks, Arts and Recreation Commission as the primary advisory body that discusses and reviews plans for the acquisition and development O of parks and recreational facilities, develops recreation programs, reviews parkland dedications for new subdivisions and makes recommendations to the Planning Commission and City Council. • ' • Policy2.1. Connectivity Strategy2.1.1- Annually evaluate, update and adopt the Pathway Connection map, which throughout the City and MOAA identifies and prioritizes segments and loop O • • Provide pathway connections connections for completion. • • • • • - • between parks and recreation • • - • • • - • areas, open spaces, neighborhoods, Strategy2.1.2- Ensure trail connections • ' - • • - schools and commercial and • • ' employment centers. across barriers, such as the Interstate and Highway 25, are included in all street, roadway infrastructure including future O and projects a • • • • • off interchange with Orchard Road or new • . • • • • - • . - • intersections on Highway 25. Strategy 2.1.3- Incorporate segment completion as part of annual Capital O • • - ' " • • • • • • • Improvement Plans. 234 -!� IMPLEMENTATION IMPLEMENTATION CHART: PARKS, PATHWAYS AND OPEN SPACE SHORT- I LONG- ONGOING THEME TERM TERM Policy2.1. Connectivity Strategy2.1.3 - The City is expecting the entire throughout the City and MOAA City and portions of the MOAA to be connected ' through the system of parks, open spaces, and trails. This system must continually be examined to ensure completion as the community grows while ensuring that pathways connect to desired O destinations, provide alternative routing options and are accessible and provide safe design alternatives for pedestrians and bicyclists. I Policy2.2. Local Pathway System Strategy2.2.1- Target gaps in the pathway system and locations along and across the O Maintain a City-wide system of Mississippi River and in proximity to the f/ S1J trails, sidewalk and greenways Downtown as the priorities for completion. Strategy2.2.2- Allow reasonable flexibility classified as Primary, Secondary and Minor/Sidewalks. on final pathway routes and locations due to unforeseen circumstances. Options change over time, and pathway completion will O require regular monitoring as new options present themselves. Strategy2.2.3- Maintain a Liner Park classification that applies to primary trail �a corridors, greenways and other linear park O facilities, recognizing them as park facilities complemented with signage, benches and O other amenities. Strategy2.2.4 - Incorporate greenways, characterized as corridors of open space that serve multiple recreational purposes, into the pathway system whenever possible. Large overhead utility easements are the most common example, and also common in Monticello. Develop relationships and partnerships with appropriate agencies and organizations to promote greenways along utility corridors and other locations. Strategy2.2.5-Complete the Walnut Street Corridor improvements in a phased approach inMAI O r\r\r\ accordance with the Walnut Street Corridor Plan. 1JJ MONTICELLO 2040 VISION + PLAN IMPLEMENTATION CHART: PARKS, PATHWAYS AND OPEN SPACE SHORT- I LONG- ONGOING THEME TERM TERM Policy2.2. Local Pathway System Strategy2.2.6- Provide and maintain amenities, such as benches, exercise stations, public art, maps and displays, along trail O corridors, greenways and other pathways. Policy2.3. Strategy2.3.1- Provide the resources needed Regional Pathway System to develop a complete section of the Great River Trail through Monticello and participate in the Support and cooperate with the County, Township, and nearby cities ongoing efforts to develop and maintain this trail through collaborations and partnerships O (Big Lake, Buffalo, St. Michael, to ensure long term funding for maintenance, among others) on regional initiatives signage and promotion. Strategy2.3.2-Work with MnDOTto upgrade O to extend regional trails through Monticello. and/or replace the sidewalk on the Highway 25 bridge crossing the Mississippi River. Consider separate pedestrian/bicycling bridge across O the River. Strategy2.3.3- Maintain the portion of the Mississippi River Trail through Monticello with appropriate collaboration with the Minnesota O Department of Transportation and Department of Natural Resources for maintenance, signage and promotion. rtite 4 -Collaborate with and pa participateate in in achieving goals of the Wright O (0) County Pathway System plan for Monticello segments. Policy2.4. Signage and Wayrnding Strategy2.4.1- Incorporate signage and • . Incorporate signage and wayfinding throughout the pathway system to wayfinding guidelines and standards into a Park and Pathway System Master Plan. O provide information and serve as an urban design element consistent with Monticello's brand and identity. Policy2.5. Strategy2.5.1- Incorporate pathway design Pathway Design Standards standards into a Parks and Pathway Master Plan. Maintain pathway design standards O that describe and illustrate all pathway types, details and construction standards. IMPLEMENTATION IMPLEMENTATION CHART: PARKS, PATHWAYS AND OPEN SPACE SHORT- I LONG- ONGOING THEME TERM TERM Policy 3.1. Promote Bertram Chain of Lakes Regional Park �s Promote Bertram Chain of Lakes as a regional destination and incorporate - - . a full range of programming and facilities into the park. O -• •- . Policy3.2. Connectivity _ Ensure an extensive pathway system connects to Bertram Chain of Lakes from •. - • - • �a different locations in Monticello and the MOAA. else . I I I . � O I I Policy 3.3. Regional Athletic Park Strategy3.3.1- Complete development of the . BCOL Regional Athletic Park in support of local Complete development of the BCOL and regional athletic space needs and as an O Regional Athletic Park in support economic development tool for the community. of local and regional athletic space needs and as an economic Strategy3.3.2-Explore and implement funding development tool for the community. mechanisms for phased development of a regional athletic park at Bertram Chain of Lakes O to serve the sports and recreation needs of the community and region. Policy3.4 - Improvements Sensitive to Environment Ensure improvements made to or adjacent to Bertram Chain of Lakes consider potential environmental impacts, including traffic generation, lighting, trash O removal and other considerations. Policy 3.5 - Regional Partnerships for Parks Continue to partner with Wright County on ownership and operation of the O park and look for additional partnership and collaborative opportunities to the benefit of the park. MONTICELLO 2040 VISION + PLAN IMPLEMENTATION CHART: PARKS, PATHWAYS AND OPEN SPACE SHORT- I LONG- ONGOING THEME TERM TERM Strategy4.1.1- Seek specific locations where Policy 4.1: Views, Access views of the river are available to the public. rrr \\\ and Utilization of the Direct access to the river should be examined 111 • • - - • • • Mississippi River Capitalize Monticello's wherever public spaces permit, including existing locations and those that may, become - • - • • - • on prime • - • - - • • - • location along the Mississippi available in the future. Extended frontage along the riverfront should be protected wherever • • • - •.. • • • River and promote the City available, while respecting the rights of O . • • . - • as a "rivertown" by seeking private landowners. opportunities to enhance river recreation, and viewing areas Strategy4.1.2- Promote the use ofthe River A top scenic overlooks, and by and create recreational opportunities and O programs along sections of the River increasingriverfront access through g where feasible. property acquisitions. Strategy4.1.3 - Prevent river bank erosion by working with property owners and local watershed authorities to maintain and enhance �a the river's edge. Monticello Views of the Mississippi River IMPLEMENTATION IMPLEMENTATION CHART: PARKS, PATHWAYS AND OPEN SPACE SHORT- I LONG- ONGOING THEME TERM TERM • Policy 5.1: Open Space and Strategy5.1.1- Designate lands as Open Resource Conservation Land Use Space and Resource Conservation as needed to identify, protect and preserve natural open Maintain an Open Space and space and sensitive habitats in and around ' ' • • • Resource Conservation land use Monticello consistent with 2008 Natural • • _ • • _ •• •• Resource Inventory and Assessment and park • • . • • • . • - designation to recognize lands that dedication policies. • • • _ should be permanently protected _ _ _ as natural open space, which later O • • • . • • my be protected through park _ dedication, easements or • • • • • �. _ • •• • other tools. • Policy5.2: Strategy5.2.1-Continue to utilize and Open Space Preservation implement strategies from the City's 2008 Natural Resource Inventory and Assessment Seek opportunities to expand and and/or develop a Natural Resource Management add to the open space system Plan to provide restoration, vegetation surrounding Monticello whenever management and protection for valuable open possible as a means to preserve space resources. The 2008 Natural Resource Assessment identified Monticello's natural character. Recognize the many wetlands, a variety of sensitive areas as having ecological value warranting protection, these include the Pelican Lake O creeks, lakes and water features Watershed, Ditch 33 Watershed and Wetlands, within and Surrounding Monticello oak Savanna and Prairie located near Xcel and promote their protection as a Energy and Montiview Hill, among others. Protection could be accomplished through valuable community resource. public acquisition of an area or through conservation easements. Strategy 5.2.2 -Continue to protect Otter Creek and its water quality by controlling development near the creek, monitoring water O �� ma quality and preventing unlawful discharges into the Creek. ■I11111111ITICELLO 2040 VISION + PLAN IMPLEMENTATION CHART: PARKS, PATHWAYS AND OPEN SPACE SHORT- I LONG- ONGOING THEME TERM TERM Policy 5.2. Open Space Preservation Strategy 5.2.3- Utilize the City's Wetland Zoning District to designate and protect O wetlands and water resources. Strategy5.2.4- Protect woodlands and forested areas within and surrounding O Monticello as a valuable community resource. Strategy 5.2.5- Update as needed existing zoning ordinances and regulatory tools that protect and enhance the City's natural areas, O �a O sensitive resources and water features. Strategy5.2.6- Enhance the community shade tree program by providing an annual tree O planting program to restore urban trees. A Strategy5.2.7- Plant large canopy street _70 trees where necessary with each street O improvement project. ((( ))) Policy 5.3. Public Education Plan Strategy5.3.1- Seek partnerships for • Maintain a public education environmental education that provides programming and opportunities for residents program regarding the City's natural in the region to play, learn, and protect natural O .� O resources and why protecting these resources. Bertram Lakes would be an excellent resources is important, including location for this type of programming. interpretive signage at existing and future parks, completion of nature trails to improve connectivity, and Strategy5.3.2- Continue to partner with the School District and Wright County to develop a public education plan about the community's O 4 local school's science programs. natural resources. IMPLEMENTATION IMPLEMENTATION CHART: COMMUNITY CHARACTER, DESIGN AND THE ARTS Policy 1.1: Neighborhood Design Pursue traditional neighborhood conservation and preservation approaches that encourage property improvements, reinvestment and promote quality neighborhood design. Strategy 1.1.1- Pursue neighborhood conservation approaches that promote appropriate housing rehabilitation and new construction responsive to Monticello's traditional neighborhood character and visual diversity. Strategy 1.1.2 - Explore and offer incentives which provide financing mechanisms for improvements and reinvestment in the neighborhoods. Strategy 1.1.3 - Identify the physical characteristics and qualities — built and natural — that define the existing traditional neighborhoods and subject to conservation measures and used to enhance new infill development. A historic resources survey and inventory may be one method to identify individual homes or blocks worthy of recognition and preservation. Strategy 1.1.4 - Consider options for establishing a neighborhood conservation district through a zoning overlay or new design standards. Strategy 1.1.5 - Create distinct neighborhood gateways and public art used as community design elements unique to each neighborhood or area of the City. Strategy 1.1.6 -Focus capital and right-of-way improvements on urban design and streetscape improvements that enhance neighborhood walkability and visual qualities. SHORT- I LONG- ONGOING THEME TERM TERM O O O n n 1) MONTICELLO 2040 VISION + PLAN IMPLEMENTATION CHART: COMMUNITY CHARACTER, DESIGN AND THE ARTS SHORT I LONG- ONGOING THEME TERM TERM Policy 1.2. Downtown Design Strategy 1.2.1- Expand eligibility of the r - Downtown Building Fa4ade Improvement Continue programs and efforts Program to key commercial buildings located in O that create a more coherent design the Downtown. character for Downtown Monticello by improving existing buildings 2 2 Strategy 1..- Within the Park Master Plan, and storefronts, facilitating quality include a dedicated component for Downtown �i outlining urban design enhancements, new infill, and a more connected, comfortable, and safe pedestrian landscaping treatment, and gateway and placemaking initiatives for the greater O c(( environment. downtown district. 1J1 J/1 Strategy1.2.3- Complete annual evaluations of the policies and implementation actions within the Downtown Small Area Plan as a O �a means to continue support and implementation of the plan. Prepare recommended zoning or incentives programs accordingly. Policy2.1. High Quality Design Strategy2.1.1-Through zoning and PUD A ' Encourage high -quality infill applications, encourage the location of infill new commercial, residential, or mixed -use O �a • development on vacant and developments where appropriate and needed • underutilized properties to promote to provide definition to the street and promote - efficient use of land, connectivity pedestrian activity. I ' and visual cohesiveness between •� Strategy2.b2-Ensure that the placement of 41 such properties and existing neighborhoods. infill residential and mixed -use development, commercial buildings, parking, access, and O �a landscaping is complementary to neighborhood characteristics in the immediate vicinity. \1 Strategy2.1.3- Consider and adopt floating overlay zones that provide flexible design requirements and incentives approaches to 0 encouraging infill development in targeted locations in Monticello. Strategy2.1.4- Encourage new development to incorporate public space elements where O people can gather and interact to help foster a sense of community. 242 IMPLEMENTATION IMPLEMENTATION CHART: COMMUNITY CHARACTER, DESIGN AND THE ARTS SHORT- I LONG- ONGOING THEME TERM TERM r - Policy2.1. High Quality Design Strategy2.1.5- Continue to evaluate the zoning ordinance for opportunities to enhance design c(c through landscaping, signage and building O 1J1 materials in all districts. Policy2.2. Industrial Strategy2.2.1- Through zoning and careful and t t C m Em to eneners P y land use planning, allow less intense industrial and employment uses, especially those based in y Design employment and industrial clean technologies in low -profile buildings areas to complement Monticello's located in areas that complement the image and the visual aesthetics of neighboring uses. Strategy2.2.2- Update industrial and adjacent neighborhoods. employment center design standards to promote "four-sided" architecture with enhanced building materials, and appropriate landscape buffering O and treatments within industrial parks and adjacent land uses of lower intensity. Strategy2.2.3- Consider enhanced conservation design standards to protect natural features and assets in employment centers and O 1� industrial districts. Polity2.3. Strategy2.3.1- Review the Performance Based r Community -Wide Design Overlay District within the current Zoning Code to encourage quality development design Encourage innovation and creativity in the design of buildings and that employs natural resource areas and open spaces, address stormwater management sites throughout the city so that all requirements, and optimize site amenities as development and redevelopment a means for facilitating good transitional land respect natural, environmental, and development design. architectural assets. Strategy2.3.2- Evaluate existing Transitional section of the zoning ordinance for design needs in certain locations where architectural O compatibility between adjacent land uses and development is desired and needed. MONTICELLO 2040 VISION + PLAN IMPLEMENTATION CHART: COMMUNITY CHARACTER, DESIGN AND THE ARTS SHORT I LONG- ONGOING THEME TERM TERM Policy2.3. Strategy2.3.3- Consider roadway buffers ! r Community -Wide Design along selected roadways, containing both Permit and promote conservation landscaping, gateway elements, and other urban design treatments to provide both screening and O (3) subdivision design when new identity to newly developing areas of Monticello. development is proposed near Such treatments can help to visually unify wetlands and other environmental development reserve areas with Monticello's traditional core. sensitive areas. Strategy2.3.4 - Develop a cohesive community signage program which develops and utilizes common elements to unify both public and O c(c 1J1 neighborhood signage - including common branding elements, design and materials. r _ Policy2.4. Conservation Design Strategy2.4.1- Prepare a conservation subdivision code and overlay zoning that Permit and promote conservation outlines the standards and processes for O �a O subdivision design when new creating new conservation neighborhoods. development is proposed near wetlands and other environmental Strategy2.4.2- Establish working sensitive areas. partnerships with local and statewide land trusts and conservation organizations for potential involvement in managing open O O spaces and natural areas as part of conservation subdivisions. Strategy2.4.3- Implement a marketing effort to promote the benefits of conservation design c(( as well as attract suitable developers and O 1J1 investors in Monticello subdivision development. Bertram Chain of Lakes Regional Park, Source: City of Monticello IMPLEMENTATION IMPLEMENTATION CHART: COMMUNITY CHARACTER, DESIGN AND THE ARTS SHORT- I LONG- ONGOING THEME TERM TERM Policy 3.1. Streetscape Design Strategy 3.1.1- Allocate funding and prepare streetscape enhancement plans for Monticello's Enhance the streetscapes along major streets and corridors including O c(c 1J1 Monticello's major commercial improvements per the Walnut Street •' " ' ' corridors and other major streets Corridor Plan. ' ' " ' ' •' " through coordinated public and • private improvements to convey strategy3.1.2-Design community gateway a positive image. treatments and implement a comprehensive wayfinding program that helps visitors navigate O O to key areas and destinations within Monticello. Policy3.2. Pacemaking Strategy3.2.1- Create and adopt a community placemaking plan that identifies location -specific Foster community placemaking by placemaking enhancements focused on reusing reinforcing key design attributes vacant lands, lighting, and animating iconic �3 in building facades, public Spaces, buildings and structures, programming public streetscapes, and other built spaces, supporting public art, and enhancing elements to reinforce a sense of parks and infrastructure, as well as the ((( Mississippi River waterfront. ))) place and inspire a greater sense of Strategy 3.2.2-Work with developers and community pride and ownership. property owners in downtown and major corridors to incorporate small-scale public O O spaces and plazas. Strategy3.2.3- Identify opportunities throughout Monticello, including the O Mississippi River waterfront, the parks system, and streetscape projects to proliferate public art, historic interpretation, celebration of the local O �� natural environment, and `urban play' elements. Developers should also work to incorporate f/r such elements into private development \\\ whenever feasible. Jill Strategy3.2.4 - Continue to support the MontiArts program to promote community building and the creation and installation of public art as part of a community O ((( placemaking plan. ))) MONTICELLO 2040 VISION + PLAN IMPLEMENTATION CHART: COMMUNITY CHARACTER, DESIGN AND THE ARTS SHORT I LONG- ONGOING THEME TERM TERM Policy3.2: Placemaking Strategy3.2.5- Continue reinvestment in EconomicActivity the Monticello Community Center as a primary community asset, public space and center of the downtown. Develop a plan specific to evaluating opportunities for programming, O building enhancements, and future j reinvestment. k6. Strategy3.2.6- Continue to support and encourage programs, events and activities which bring together community members and O expand opportunity for placemaking at both a neighborhood and community level. Strategy3.2.7- Continue to explore funding options for public art and placemaking activities, including local fundraising, corporate donations, government grants, dedicated capital O improvement programming, land fee -for -service arrangements. Strategy3.2.8- Create engaging public spaces for children and youth in mind with an emphasis on appropriate amenities and activities that O promote space stewardship and ownership among Monticello's youth. Strategy3.2.9- Coordinate with key stakeholders active among underrepresented communities for public outreach and involvement in the design of public art and spaces. In addition, actively recruit O underrepresented populations to advisory boards, committees, and other volunteer positions as new urban design and placemaking initiatives take place. IMPLEMENTATION IMPLEMENTATION CHART: COMMUNITY CHARACTER, DESIGN AND THE ARTS SHORT- I LONG- ONGOING THEME TERM TERM • Policy4.1. Artistic Expression Strategy4.b1- Encourage community -based ' • • • • • Encourage the creation of art and technical training and assistance to local artists, creatives and entrepreneurs wishing to start an O O • • • • • • • artistic expression in Monticello arts -based business, gallery or other creative • • • • • through new learning opportunities •• endeavor in downtown Monticello or other O • • • • • - and programming initiatives. suitable location. Strategy4.1.2- Continue enhancing arts Public art programming is just beginning in Monticello and the Comprehensive Plan seeks to and culture programs and events within the Monticello schools by leveraging partnerships with regional and statewide cultural arts O promote and encourage the Arts in providers. Such partnerships will enhance out - Monticello. The Arts includes visual of -school programming for local youth. arts, such as painting, sculpture and photography, as well as the Strategy4.b3- Invest in cultural and local performing arts of music, dance, history initiatives that expand access to theater and performance. resources that support the expression of local cultural identity, especially for Monticello's O ((( underrepresented populations. ))) Policy4.2. Culture and Equity Strategy4.2.1- Use wayfinding, interpretative Use innovative tools and initiatives to emphasize local culture and signage, murals and creative placemaking and interactive platforms to help new and current residents connect with community heritage O ((( community equity and promote and culture. JJJ community identity. Strategy4.2.2-Encourage and include live and theatrical performances and cultural O activities in public spaces and as part of community -wide events. StrategyAZ3- Promote a full range of cultural spaces throughout Monticello including downtown, the Regional Library, the Community O (c( Center, public athletic facilities, fire, and police 1J1 stations, as well as public infrastructure such as roads, bridges, and overpasses. Strategy4.2.4 - Encourage temporary cultural or art uses in vacant commercial spaces, and LM 9 amend zoning to allow a range of art -based O uses in commercial areas and art studios in the industrial areas. MONTICELLO 2040 VISION + PLAN IMPLEMENTATION CHART: COMMUNITY CHARACTER, DESIGN AND THE ARTS SHORT I LONG- ONGOING THEME TERM TERM Policy4.2. Culture and Equity Strategy4.2.5- Review cultural facility needs aimed at creating or enhancing cultural space through public -private -partnerships. Such a review may assess opportunities to create smaller community facilities, including O instructional and studio space, as well as partnerships to make value added investments in public facilities such as school auditoriums, the Regional Library, and other related buildings and facilities. Strategy4.2.6- Institutionalize arts and culture across Monticello by embedding cultural arts activities in government functions and ensuring O that public sector actions serve the cultural expression needs of all Monticello residents and populations. PubllcArt in Downtown Monticello 248 IMPLEMENTATION IMPLEMENTATION CHART: COMMUNITY FACILITIES AND INFRASTRUCTURE SHORT- I LONG- ONGOING THEME TERM TERM Policy 1.1. City, Library and Senior Facilities and Services Continue to provide, improve and promote City-wide facilities and public services including the community/recreation center, senior center, library services, and other Strategy 1.1.1- Continue to invest in and strengthen the Monticello Community Center as a major downtown asset and center for the community. O ((( ))) . . . Strategy 1.1.2 - Regularly conduct evaluations and needs assessments of the Public Works facility and other City buildings. facilities and programming for O the community. Policy 1.2 - Sustainable Measures in City Facilities Strategy 1.2.1- Consider cost-effective energy efficiency retrofits on City buildings in order to reduce both greenhouse gas emissions and y Consider energy efficiency operating costs. measures and use of on -site renewable energy for all City facilities. Strategy 1.2.2 - Reduce energy consumption of municipal streetlights by converting existing lamps to LED, induction, or other more efficient O O "smart' lighting technology. Strategy 1.2.3- Support efforts to install solar recharging stations for hybrid and electric O vehicles and other efforts to provide plug-in recharging stations. Strategy 1.2.4- Continue evaluating possible solar, wind and other renewable energy sources 0 4for City facilities. Strategy b2.5-Evaluate alternative fuel/ electric vehicles for City use. O �a O 61NITICELLO 2040 VISION + PLAN .(« IMPLEMENTATM IMPLEMENTATION CHART: COMMUNITY FACILITIES AND INFRASTRUCTURE SHORT- I LONG- ONGOING THEME TERM TERM Policy 1.3. Strategy 1.3.1- Continue to partner with the Police, Fire and Emergency Wright County Sheriff's Department to provide O Management Services public safety and law enforcement services to Ensure police, fire and emergency the community. Strat egy1.3.2-Maintain fire department management services are added or expanded as necessary to keep services and regularly evaluate department pace with population growth and needs based on long term growth and meet operational needs. development of the city. As part of planning, O understand the Fire Departments role and relationship to other constituencies beyond the City. Strategy 1.3.3- Continue to implement the fire inspection program and adhere to all applicable to local, state and national fire code regulations O and incorporate as needed into the Capital Improvement program. Strategy1.3.4-Develop and manage a city emergency management plan in coordination ♦1 with Wright County Xcel Energy and other agencies. Policy 1.4 - County and Township Strategy 1.4.1- Collaborate with Wright County Partnership to maintain services in Monticello and engage the County Health Department to promote and O Maintain collaborative enhance public health in Monticello. relationships with Wright County and Monticello Township. Strategy 1.4.2-Collaborate with Monticello Township on a variety of issues related to transportation, utilities, sustainability and work towards a new agreement for the Orderly Annexation Area in 2025. Policy 1.5-Equity Plan- Continue progress on equity initiatives and consideration of development and implementation of an Equity Plan for the O City to support the community as a continued place of inclusion. 250 LAND USE, GROWTH AND ORDERLY ANNEXATION IMPLEMENTATION CHART: COMMUNITY FACILITIES AND INFRASTRUCTURE SHORT- I LONG- ONGOING THEME TERM TERM Poiicy2.1. Strategy2.1.1- Provide regular updates to School District Coordination school district staff regarding development activity and long-range planning efforts to assist O Coordinate with the school district the District in its enrollment projections and • • " staff regarding proposed school planning. • • ' • • development in the City, new educational facilities, workforce Strategy2.1.2- Partner with the school district development, community health, on a variety of programs and services related - - - ' sustainability programs and to sustainability, shared recreation space, O i workforce development and child care, shared recreational fields. among others. Strategy2.1.3 - Collaborate with the school district to implement the Safe Routes to School O planning and implementation. Strategy2.1.4- Partner with school district to ensure equitable educational services consistent with the core values of Monticello as a safe, O welcoming community to all. Strategy2.1.5-Evaluate opportunities for shared use of space for athletics and activities. O O I Policy 2.2. Strategy2.2.1- Continue partnerships CentraCare and Health Facilities with CentraCare and other local health care organizations on programs aimed at improving O O Collaborative relationships with public health. CentraCare and other health service providers to ensure comprehensive Strategy2.2.2- Partner with health care medical and senior care to providers to ensure equitable health services Monticello residents. consistent with the core values of Monticello as O a safe, welcoming community to all. 619NTICELLO 2040 VISION + PLAN Ak « IMPLEMENTATQ9t IMPLEMENTATION CHART: COMMUNITY FACILITIES AND INFRASTRUCTURE SHORT- I LONG- ONGOING THEME TERM TERM Policy3.1. Strategy3.1.1- Assist community service, . Collaboration ofSustainability non-profit and educational institutions in their to comply with development standards O 4efforts ' • . • • Collaborate with communityfor sustainability. • • • • partners, the school district, • • . • • County and other partners on Strategy 3.1.2 - Encourage partners to • • sustalnabllityprograms. meet standards for water conservation when • • constructing new facilities. O • --• Policy3.2. Programs Serving Strategy3.2.1- Continue collaboration between Monticello's Teens and Youth the city and school district to offer school -site counseling, child-care and other programs to O Continue to collaborate with the youth and their families as funding allows. school district, community service organizations and other Strategy3.2.2- Create a collaborative environment to empower non-profit and partners on programs serving community service organizations to help meet O Monticello's youth. community goals and provide programming for the youth community. Policy3.3. Funding Opportunities Strategy3.3.1- Participate in collaborative Continue to facilitate collaboration efforts with non -profits, cultural, faith -based and government partners as opportunities arise to O and seek funding to maximize leverage funding and add beneficial programs in the effectiveness of equitable the community. health related and community service programs. Strategy3.3.2- Participate in collaborative efforts with non -profits, cultural, faith -based and O government partners to instill equity as a core value in Monticello. Policy3.4. Public Uses in Strategy3.4.1- Develop partnerships with Public Utility Easements utility agencies to allow publicly beneficial Facilitate relationships with utility uses of public easements, such as trails and O agencies and other partners linear parks. to allow uses of large public easements for greenway corridors Strategy3.4.2-Implement native plantings and native restoration programs in power line O � �1� or other uses. and other available utility corridors. LAND USE, GROWTH AND ORDERLY ANNEXATION IMPLEMENTATION CHART: COMMUNITY FACILITIES AND INFRASTRUCTURE SHORT- I LONG- ONGOING THEME TERM TERM Policy4.1. Long Range Strategy 4.1.1- Regularly review long range Utility Planning utility with the County and Township to encourage consistency between planning O • • ' ' • • Work with Monticello Township documents and the City's Capital Improvement - • and Wright County to encourage Program (CIP). • • • • - - • • - • - planning and provision of utility Strategy4.1.2- Complete all necessary • • ' • ' • • • services as guided by the • • ' ' • • Monticello Comprehensive Plan, comprehensive long range utility plans. O • • • • • • • the MOAA and other long-range • • _ • _ _ • • planning documents. Strategy4.1.3-Seek alternative funding sources for utility extensions and maintenance • • • • • through funding studies, cost analysis and O • • • . - other means. Policy 4.2. Water Strategy4.2.1- Annually review capital and Sewer Service improvement plans for water and sewer service to encourage consistency with the O Continue to provide efficient, Cost Comprehensive Plan and Monticello's growth objectives. effective, high quality water and Strategy4.2.2- Continually monitor the sewer service to all Monticello residents. wastewater treatment plant (WWTP) capacity and operations to ensure its meets the long term O needs of Monticello. Strategy4.2.3 - Consider the use of alternative shared municipal water and sewer systems which connect to the public system or eventually O O connect to the system, but only with additional land use and utility study and consistent with MOAA agreements. Policy 4.3. Strategy4.3.1- Evaluate opportunities to improve water quality, stormwater systems and 0 4manage Stormwater Management Mississippi River. erosion along the Utilize the Water Resource Management Plan as the policy Strategy4.3.2- Continue to work with Wright directive for managing stormwater in the City and continue to play County for improvements to Ditch 33 and the conveyance of stormwater through the entire County Ditch system consistent with the ability O 1� a proactive role to manage to serve the areas within the MOAA with orderly stormwater In the City. and efficient urban growth. 1111111111E0ITICELL0 2040 VISION + PLAN IMPLEMENTATIM IMPLEMENTATION CHART: COMMUNITY FACILITIES AND INFRASTRUCTURE SHORT- I LONG- ONGOING THEME TERM TERM Policy4.3. Stormwater Management Strategy4.3.3- Utilize "Green infrastructure' stormwater management techniques, such as O O bioretention, biofiltration and bioswales, and other methods as appropriate. Strategy4.4.1- Partner with Xcel Energy Policy4.4: Energy Providers to ensure that their long-range plans are Ensure collaborative relationships consistent with the Monticello and that energy O infrastructure is sufficient to support existing with all energy providers and future development. to facilitate equitable service and Strategy4.4.2- Utilize franchise funds to operations throughout Monticello. underground power lines in a priority order and continue to require underground utilities in O new development and reconstruction projects. Strategy4.4.3 - Support energy provider efforts to transition to carbon -free energy O sources overtime. Strategy4.4.4- Participate in Coalition of Utility Cities and work to develop strategies to benefit 13 Monticello as a transitioning host 0 AW utility community. Policy4.5. Broadband Strategy4.5.1- As opportunities arise, work and Wireless Internet (Wi-F# with telecommunications providers to enhance O delivery of a full range of telecommunication Encourage utilization of and services throughout Monticello. enhancements to the capacity of Strategy4.5.2- Evaluate and study wireless existing local fiber optic, wireless and broadband networks. technology needs throughout the city and consider methods, such as small -cell and other O emerging technologies, to equitably distribute services to the community. 254 LAND USE, GROWTH AND ORDERLY ANNEXATION IMPLEMENTATION CHART: COMMUNITY FACILITIES AND INFRASTRUCTURE SHORT- I LONG- ONGOING THEME TERM TERM • • Policy4.6. Waste Management Strategy 4.6.1 -Collaborate with waste management companies as needed to Continue to partner with contracted expand and promote recycling program in 4s providers for the efficient removal of Monticello, as well as an education programs to O ;� waste and recycling in Monticello. promote the reduce, reuse and recycle philosophy. Strategy4.6.2- Continue to support use and development of sustainable waste management, O including the city compost facility. Strategy4.6.3- Utilize partnerships and waste management facilities to encourage quality neighborhoods and reduce the presence of O (c( J1J property blight. • Policy 5.1: Needs Assessments Strategy 5.1.1 - Regularly conduct needs assessment studies to determine demands for Ensure future growth and any additional facilities caused by future growth. ' ' " " • ' development of the City is O accommodated by conducting ' • ' ' " ' • ' " needs assessments to ensure Staat egy5.t2-Utilize technology and • ' " " ' "' ' ' " infrastructure is adequate to meet q future growth and has the funding technological advances to create efficiency ' " " " ' '' • to be maintained over the long term. within the utility system. O • �• . -� • Policy 5.2. Maintenance Funding •• • Strategy5.2.1- Seek State and Federal grants and other sources to help provide funding for Provide additional mechanisms for utilities, maintenance and other O generating additional revenue city infrastructure. to fund maintenance of the Strategy 5.2.2- Partner with homeowners on city's utilities and infrastructure as needed. their responsibilities to maintain the public right- O of-way and sidewalks. ■11115ITICELLO 2040 VISION + PLAN IMPLEMENTATM IMPLEMENTATION CHART: COMMUNITY FACILITIES AND INFRASTRUCTURE SHORT- I LONG- ONGOING THEME TERM TERM Policy5.2. Maintenance Funding Strategy 5.2.3- Work to provide adequate funding for city infrastructure and improvements, including pathway repair and O maintenance. Policy5.3. Infrastructure Funding Strategy5.3.1- Ensure developers are aware of their responsibilities to install public Utilize development proposals and opportunities to leverage funding and facilitate infrastructure including utilities, roadways and parks through subdivision ordinance requirements. O Strategy5.3.2- Support infrastructure infrastructure investments. projects that enhance the City's ability to attract businesses that promote Monticello's reputation O as a regional leader in manufacturing, technology, health services and other sectors. Strategy 5.3.3 - Investigate the use of franchise fees for funding public O infrastructure maintenance. Strategy5.3.4- Continue to build local and regional partnerships which leverage additional O project funding opportunities. Utilities near Montissippi Park («(« LAND USE, GROWTH AND ORDERLY ANNEXATION MON I I"LLO 2040 VISION + PLAN - Dkwr i ADi