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City Council Agenda Packet 05-09-2022 SpecialAGENDA MONTICELLO CITY COUNCIL CLOSED AND SPECIAL MEETING Monday, May 9, 2022 — 5:00 p.m. Monticello Community Center Call to Order 2. 5:00 p.m. CLOSED MEETING: Discussion on sale of portion of City parcel PID 155-164-000020 (9250 Deegan Avenue) Authorized by Minnesota Statute 13D.05, Subd. 3 3. 5:15 p.m. CMRP Update 4. Adjournment FR A "Ivel.n partnering for the future t r to 2030 CUNTRAI MISSISSIPPI RIVER CMRP RL61ONAL PLANNING PARTNERSHIP www.RegionalPlanningPartnership.org March 2022 Update: Vision, Strategies, Actions The Framework 2030 regional planning framework includes abroad vision for the future of the region, 12 key strategies to move the region forward around land use, economic growth, and interconnections, and multiple actions to advance those strategies. The actions drive the Partnership's workplan, and are regularly monitored and updated. Check the CMRP website for the most current information and progress. We — the communities of the Central Mississippi River Regional Planning Partnership — are a strong and dynamic region. We are made prosperous through our network of assets and proactive leadership, made distinct through our vital and connected places, and made home by our welcoming people and communities. �o"Oth .`off oo� Ch. Seek deeper 0 collaboration V m a c m H QJ OJ M y Embrace interdependency Manage through transition 5 trate a I i0 a complete region�� lig Establish our position as a region ?10-•O a41eg�es orreO" and actions: Inters CMRP Framework 2030 Update: Vision, Strategies, and Actions Page 1 Land Use • L1. Leverage the region's unique parks and natural resources • L2. Promote life -cycle housing • L3. Invest in placemaking • L4. Improve regional communication to support local land planning and management Economic Growth • E1. Expand on the quality and diversity of employment opportunities • E2. Increase the pool of skilled labor in the region • E3. Network the response to economic disruptions • E4. Measure impacts of action locally and regionallu Interconnections • 11. Use clear regional identity to advance collaborative work • 12. Enhance regional connections • 13. Share talent, time, and information • 14. Continually address regional vulnerabilities Land Use Strategy L1. Leverage the region's unique parks and natural resources In addition to serving as a major gateway to recreation opportunities "Up North," the region and Partner communities enjoy a wealth of their own natural assets. These include the Mississippi River, multiple lakes, the Sherburne National Wildlife Refuge, and numerous community parks and trails. Action L1 -A: Promote the expansion of bicycling and walking infrastructure throughout the region Expanded outdoor recreational facilities and infrastructure and creating connections across the region would improve mobility, increase recreation options, enhance regional identity, attract visitors, encourage small business, and help attract talent across the region. The region is rich in natural beauty and outdoor amenities, with 50+ miles of biking and walking trails and 60 miles of the 4,600 -mile North Country Scenic Hiking Trail in the region; improvements and connections benefit the entire region. 2022 2023 2024 Jan -Jun Jul -Dec Jan -Jun Jul -Dec Activities: None Issues: None Action L1 -B: Develop a regional parks website Sharing information about natural amenities would create a greater sense of collaboration and identity. Residents and visitors often benefit from assets outside their own communities. There are currently 61 parks in the three cities, plus the Mississippi and Sherburne National Wildlife Refuge. By hosting a website with information about programming, places, events, and the natural environment, the Partnership could highlight regional outdoor recreation opportunities and support future investments. 2022 2023 Jan -Jun July -Dec Jul -Dec Activities: None Issues: None CMRP Framework 2030 Update: Vision, Strategies, and Actions Page 2 Action L1 -C: Commission a regional trails and greenways map and plan A digital map of city, county, regional, and state parks, trails, and greenways would help residents and visitors, and inform future planning. Consolidating existing local maps into a comprehensive and dynamic regional greenways map on the CMRP and Partner websites could also support Partnership -hosted discussions about future trail connections and developments of particular importance to the Partners. 2022 2023 2024 i Jan -Jun Jul -Dec E Jan -Jun Jul -Dec Activities: March 2022 This is being reviewed by the Transportation Task Force Staff team and will likely be part of the base map that is being developed for CMRP's website by the Sherburne County Public Works Dept. Issues: None Land Use Strategy L2. Promote lifecycle housing A majority of regional employees commute into the region from outside the region and the majority of residents in the regions commute outside of the Partnership communities for work. This suggests opportunities to expand housing options and availability for incoming commuters. Unaddressed, this trend could limit the region's competitiveness related to the workforce and increase residential tax burdens. Action L2 -A: Present an annual dashboard and report on regional housing trends and development Communities benefit from sharing information about the regional housing market, conditions, and trends. Employment, education, land use, transportation, infrastructure, and others are all influenced and affected by housing, and communities in the region are seeing higher housing costs and average sales prices. In this dynamic market, the Partnership can collect important data, share with communities to inform policies and decisions, and convene regional discussions about regional housing issues and options. 2022 2023 2024 July -Dec = Jul -Dec = Jul -Dec Activities: Feb 2022 update -- This will be included in the overall CMRP dashboard, which will be presented at the annual State of the Region forum on April 6, 2022. Issues: None Action L2-13: Facilitate community conversations around strategic growth areas Involve the community and leadership in identifying and influencing key growth corridors or nodes, with a focus on areas of particular opportunity. Development has already transformed communities to the south of the region, with housing development, commercial growth, and major investments in transportation infrastructure significantly changing the character and scale of these places. With increased work -from -home options and fewer large -tract development opportunities along 1-94, development pressure in this region will intensify. Proactively engaging communities in an ongoing discussion around key development corridors and nodes will deepen understanding of development opportunities or threats, lead to a more coordinated approach to land management (especially along corridors), and help ensure growth enhances the quality of place, life, and opportunity. 2022 2023 2024 Jan. -Jun _ � - -Jan-Jun Jul -Dec Jan -Jun Jul -Dec Activities, March 2022: Transportation Task Force identifying and analyzing critical transportation issues that have emerged from past plans and studies. Staff analyzing land use and planning conflicts and points of alignment that advance or hinder transportation needs and priorities. Issues: None CMRP Framework 2030 Update: Vision, Strategies, and Actions Page 3 Action L2 -C: Develop a regional housing strategy Based on data, trends, and input from local partners, a regional strategy provides high-level guidance for accommodating housing growth while respecting the character and priorities of the region. This is a logical outgrowth of the meetings, collaboration, and data collection facilitated by the Partnership. The strategy could reflect on changing demand, share ideas about how to respond to growth, define the market area and various housing products, address topics such as workforce housing, post -pandemic housing needs and opportunities, and housing incentive tools. Communities would share regionally and manage detailed information and decisions locally. 2022 2023 2024 Jan -Jun =Jan -Jun Jul -Dec Jan -Jun Jul -Dec Activities: None Issues: None Land Use Strategy L3. Invest in placemaking Residents of the region love their communities and see even greater potential for the future. Investments in downtowns, neighborhoods, parks and trails, and elsewhere should focus on authentic expressions of the community and cultivate a better sense of place and strong connections across the region. Action L3 -A: Host a regional placemaking committee and placemaking microgrant program Placemaking is a creative and proactive approach to connecting people with the public places they share. This was a major priority for respondents to the Framework 2030 community survey. This committee guides regional placemaking, manages the microgrant program, and over time may provide leadership to inventory and seek funding for placemaking projects; support or sponsor community events; create a regional placemaking map, etc. 2022 2023 2024 De Activities, March 2022: Continuing to promote; the Initiative Foundation and Local Chambers have been notified Issues: Looking for more idea or groups to contact Action 1_3-13: Commission local public art for regional gateway and wayfinding signage Local art in regional gateways can beautify, unify, and connect communities through a common aesthetic. Arts -based placemaking is an effective way to promote a sense of place as well as increase cultural diversity and civic engagement. Physical art projects have a tangible impact on communities and signal to residents and visitors that they are in a place with a unique identity. Funded projects should maintain a consistent visual relationship and display the regional brand. The works and the artists should be local, and decisions around placement and content left up to the individual communities. 2022 2023 2024 Jan -Jun Jul -Dec Jan -Jun Jul-DecDec Activities: None Issues: None Land Use Strategy L4. Improve regional communication to support local land planning and management The "small town feel" is a shared and treasured value across the region's diverse communities, and can be attributed to the scale and character of development (or the lack of it) in each place. The multi-year trend of strong growth in jobs and people will continue over the coming decades. To maintain the region's character while enabling the benefits of good growth, communities in the region will need to fashion plans and policies that CMRP Framework 2030 Update: Vision, Strategies, and Actions Page 4 work in concert. Action L4 -A: Identify key regional corridors for coordinated planning As a network of connected places, partner communities would benefit from coordinated planning of the regional corridors. Regional corridors present an opportunity for jurisdictions to collaborate on land use decisions, transportation considerations, and placemaking strategies. Although such planning is complex, it is also an effective way to build a collaborative spirit, facilitate smart growth, and promote positive economic outcomes, and lay the groundwork for significant future infrastructure and economic investments. 2022 2023 2024 Jan -Jun Jan -Jun Jul -Dec Activities, March 2022: Discussions have begun within Transportation Task Force staff team Issues: None Action L4 -B: Develop a conceptual regional development strategy Integrating the comprehensive plans and land use policies of the individual communities into a cohesive regional strategy and map would provide significant insights for future development. Aggregating relevant existing plans would help identify points of friction and areas of redundancy, unnecessary competition, or gaps in planning. The Partnership communities could then discuss how to address some of these findings in a regional strategy and routinely update the composite map. 2022 2023 2024 Jan -Jun Jul-Dec1 m_= Jan -Jun Jul -Dec Activities: March 2022 update -- Discussions have begun within Transportation Task Force staff team Issues: None CMRP Framework 2030 Update: Vision, Strategies, and Actions Page 5 Economic Growth Strategy E1. Expand on the quality and diversity of employment opportunities The region is well positioned to expand employment opportunities in emerging industries while strengthening the quality of local jobs. By investing in small business and private -sector job growth, the region builds resiliency through a broader array of employment industries. Action E1 -A: Facilitate expansion of high-speed internet access across the region Broadband internet is necessary to support business growth and will be essential to improving and increasing employment opportunities in the region. The Partnership can help the region expand broadband across the planning area. 2022 2023 2024 SM � Jul -Dec Jan -Jun Jul -Dec Activities: Feb 2022 -- CMRP passed a resolution to support MnDOT expansion of fiber optic between Big Lake and Monticello. Issues: Action E1 -B: Create and maintain regional inventories of industrial land and commercial property vacancies A collaborative approach to industrial land marketing and management could mitigate vacancies and promote economic synergy among the Partnership communities. This can help identify strategic locations for new industrial clusters and facilitate a cooperative approach to marketing and sharing leads, protecting industrial lands, and supporting intensification efforts. Accessible and centralized commercial vacancy information can reduce barriers to filling these holes and avoiding long-term blight and disinvestment. The accelerated use of e-commerce platforms for basic goods fulfillment and increased remote work has left communities in the region struggling with commercial vacancies and redundancies. A centralized database of commercial vacancies provides easy access for potential new tenants and crucial information for local decision making about additional commercial land. In addition, creative and adaptive reuse of vacant commercial spaces may help address other challenges in the region, such as housing. 2022 2023 2024 == Jan -Jun Jul -Dec Jan -Jun Jul -Dec Activities: March 2022 update -- Sherburne County's access to MNCAR has enabled a list to be developed and is now available on Google Drive. Issues: How to best make it available on the website. Economic Growth Strategy E2. Increase the pool of skilled labor in the region As the region transitions from one economic era to the next, there is an increased need for skilled and adaptable labor. Most regional employees commute in from outside the region, while most regional residents commute out of the region for work; this gap will continue if unchecked. Action E2 -A: Initiate discussions with higher -education institutions to better integrate economic development with workforce development Increasing and strengthening the workforce requires strong relationships between communities and a variety of educational institutions. The region has a higher percentage of high school graduates than the state average, but residents are less likely to complete post -secondary education than their peers. The Partnership could aggregate information and facilitate discussions with post -secondary educational institutions and training organizations to help produce a stronger, more competitive workforce, and thus support and attract new employers and generally provide better opportunities for residents. CMRP Framework 2030 Update: Vision, Strategies, and Actions Page 6 2022 2023 2024 mmJan-Jun Jul -Dec Jan -Jun Jul -Dec Activities: Jan 2022 -- Met with St Cloud Technical and Community College (customized training) and St Cloud State University Center for Continuing Studies to explore possibilities, both are interested in developing closer ties with the economic development officials and businesses in the region Issues: None Action E2-13: Facilitate partnerships between businesses and schools Experience is often the best teacher. Promoting and facilitating opportunities for students to gain "real life" work experience would bolster the workforce in the region. The Partnership can convene conversations between major employers and high schools to discuss regional workforce and employment issues and opportunities, build mutually beneficial relationships, and forge lasting relationships that encourage students to continue working in the region after graduation. 2022 2023 2024 Jan-Jun Jul -Dec Jan -Jun Jul -Dec Activities: None Issues: None Economic Growth Strategy E3. Network the response to economic disruptions Economic disruptions are being felt throughout the region; some are unique to this area and others are national. Some of these were spurred by the COVID-19 pandemic and related to the economic shutdown; others were well underway, such as decommissioning the two power plants. One of the most effective responses to economic disruptions is regional collaboration and coordination on the region's growing and emerging industries. Action E3 -A: Commission a regional fiscal analysis of land use Understanding the fiscal impacts of different types of land use clusters is essential for good decision making and future planning. The fiscal productivity -- or the net community benefit -- varies across the region based on land use. As of 2021, 84% of land is zoned agricultural / rural, 6% residential, 4% industrial, 2% riverfront, and <1% commercial. Each generates different levels of revenue based on local and property taxes, and has different costs due to infrastructure needs and school service requirements. Understanding the net impact of these revenues and costs on government finances can help decision makers identify the types of land use to encourage and those to approach with caution. Beyond a point -in -time study, regularly tracking the net fiscal effects of land use is a valuable tool for evaluating decisions with regional impacts. 2022 2023 2024 Jan -Jun Jul -Dec Jan -Jun- Jul -Dec Activities: None Issues: None Economic Growth Strategy E4. Measure impacts of action locally and regionally Measuring the success of any initiative requires logical measures of progress such as dashboards that provide leaders with necessary information. Through Framework 2030, the region is collaboratively advancing a range of topics and identifying metrics to measure progress critical to long-term success. Action E4 -A: Establish and update regional indicators dashboard; monitor progress Measuring, tracking, and publishing economic data over time supports progress tracking and informs future strategies. A regional dashboard tracks progress on actions and strategies that advance the regional vision, using pertinent data over time and presenting the information in a clear and compelling way. This helps communities identify broader trends, and the dashboard indicators then become the benchmarks to evaluate the Partnership's progress to increase the region's competitiveness and advance the vision. CMRP Framework 2030 Update: Vision, Strategies, and Actions Page 7 2022 2023 2024 M Jain -Jun I Jul -Dec Activities: Feb 2022 update -- Developing the dashboard to be presented at the annual State of the Region forum. Continue to work with Sherburne County staff, process consultant, and a graphic designer to ensure it is valuable and user-friendly. Issues: None CMRP Framework 2030 Update: Vision, Strategies, and Actions Page 8 Interconnections Strategy 11. Use clear regional identity to advance collaborative work Each community is unique, and at the same time they rely on one another for jobs, housing, retail, and amenities. Using the regional CMRP brand connects or associates places with one another, provides leaders with an object to reference and celebrate, and can leave a memorable impression on visitors. Regional collaboration further builds that identity and unlocks new opportunities for resources, action development, and successful implementation. Action 11-A: Integrate branding with placemaking initiatives Applying the regional brand to local placemaking initiatives will provide a common thread that links the efforts of each community. While every placemaking project or event will be unique, attaching the regional brand to each of them illustrates how the communities are part of something larger than themselves and builds awareness and support for the Partnership's regional efforts. 2022 i 2023 2024 - Jan -Jun Jul -Dec Jan -Jun Jul -Dec C Activities: Dec 2021 update -- CMRP branding will be associated with projects supported by microgrants. The new branding is being used on the website; new documents, emails, memos, etc.; and for ongoing docs such as policies, bylaws, and the JPA. Issues: None Interconnections Strategy 12. Enhance regional connections The physical and non-physical connections across the region play a key enabling role for local and regional economic activity, helping unify the region and define its character. Action 12-A: Continue conversations with MnDOT and the counties regarding special projects Regular and ongoing communication across various agencies will be essential for understanding projects of special interest to the region. Most major transportation and infrastructure investments in the region have resulted from cross -jurisdictional collaborations. As the region grapples with growth and associated congestion, it will be essential for the Partners to speak with a more collective and unified voice as major investments are considered and prioritized. 2022 2023 2024 Jan -Jun Jul -Dec Jan -Jun Jul -Dec Activities: March 2002 update -- Transportation Task Force staff team met twice in March to begin using the mapping capabilities of Sherburne County to enable a visual presentation of existing land use and transportation plans. Issues: None Interconnections Strategy 13. Share talent, time, and information The region today is a collection of small cities and townships, which helps foster community connections and reinforce the "small town feel," but also limits capacity. Working collaboratively, communities can enhance their capabilities by sharing time, talent, and information to take advantage of larger -scale opportunities and solve complex challenges. Action 13-A: Host an annual Regional Forum An annual meeting to present findings and facilitate conversation offers a unique opportunity to showcase and share the Partnership's growing role in data collection and analysis, reporting, and convening. As the Partnership's work develops momentum and increases in impact and value, communities and non-government entities in the region will benefit from coming together to discuss and learn from each other about information, findings, results, and opportunities. CMRP Framework 2030 Update: Vision, Strategies, and Actions Page 9 2022 2023 2024 i July -Dec Jul -Dec Jul -Dec 17 Activities, March 2022: Invitations sent for the CMRP Regional Forum scheduled for April 6, 3:30-5:00 pm in Becker at Pebble Creek Issues: None Action 13-13: Pursue a regional lobbying effort, "Our fair share" A primary role of the Partnership is to advocate for the communities and the region at the state and federal levels. State and Federal funding for transportation, infrastructure, housing, and other major investments is increasingly tied to regional collaboration and data -driven analysis. Sitting at the center of discussions occurring around the region, the Partnership can elevate the region's needs and highlight its potential to ensure that priority projects are considered and/or funded. Through its ongoing regional convening it can develop strong priority investment targets, and as a principal advocate, it can communicate to state and federal agencies on behalf of its communities. 2022 2023 2024 Jan -Jun j Jul -Dec `: Jan -Jun 'Jul-Eec[Jan-Jun 'Jul -Dec e_ t Activities: None Issues: None Interconnections Strategy 14. Continually address regional vulnerabilities Framework 2030 should support communities in the region to routinely identify areas of weakness or vulnerability. The project was initiated in 2020, a year of profound disruption, and this churning is expected to continue for some time. The region must commit to an ongoing evaluative process. Action 14-A: Study social service opportunities that may benefit from regional coordination Services like food banks and ridesharing may better serve our communities if they operate at a regional level. A full inventory of social services in the region would provide a clearer understanding of coverages, gaps, and redundancies. Then the Partnership can convene gatherings to consider more efficient and effective ways to deliver these critical services. 2022 2023 2024 Jan -Jun Jul -Dec Jan -Jun Jul -Dec Activities: None Issues: None CMRP Framework 2030 Update: Vision, Strategies, and Actions Page 10 CMRPcR ENTRAL MISSISSIPPI RIVER EGIONAL PLANNING PARTNERSHIP www.RegionalPlanningPartnership.org RegionalPlanningPartnership@gmail.com CENTRAL MISSISSIPPI RIVER REGIONAL PLANNING PARTNERSHIP ► 5 Sherburne National ► wildlife Refuge ► City of Monticello Clear Becker Township Lake Becker Zimmerman iO3 Township ���yPr ❑ a SHERBURNE COUNTY Clearwater Becker Big Lake Township Silver Creek Big Lake Township Elk River Silver Creek Monticello U s Annandale WRIGHT COUNTY Monticello Otsego Township o AlbertvillePEI CENTRAL MISSISSIPPI RIVER REGIONAL PLANNING PARTNERSHIP www.RegionalPlanningPartnership.org CMRPcR ENTRAL MISSISSIPPI RIVER EGIONAL PLANNING PARTNERSHIP www.RegionalPlanningPartnership.org RegionalPlanningPartnership@gmail.com CENTRAL MISSISSIPPI RIVER REGIONAL PLANNING PARTNERSHIP ► City of Becker ► City of Big Lake ► City of Monticello ► Becker Township ► Big Lake Township Partners ► Monticello Township ► Silver Creek ► Sherburne County ► Wright County Mission Develop and implement a compelling regional vision and framework that guides local decisions on thoughtful and collaborative planning, growth, and development to benefit individual jurisdictions and the region as a whole. Meetings The Partnership meets monthly and hosts committees to collaborate on regional planning and economic development to advance its adopted regional vision. See www.RegionalPlanningPartnership for details. A4I 2030 F 1V1.WnRK partnering for the futureW'11 TA CMRP's flagship effort is Framework 2030, the region's first collaborative planning and economic development plan. Partner communities anticipate significant growth. Regional planning will help maintain a high quality of life for area residents, businesses, and visitors. Based on community guidance, the Partnership adopted an aspirational regional vision, values, strategies, and robust actions to�µth may. �O Seek deeper collaboration a c m _ a m ns r Embrace i interdependent dh Manage trans Strafe . a'ie sa ES �� Build a complete region �s I¢ Establish our position as a region 0A The regional vision is advanced by key strategies and multiple action steps. You can track progress and contribute at the Partnership's website, www.RegionalPlanningPartnership.org. Land Use Strategies • Leverage the region's unique parks and natural resources • Promote life -cycle housing • Invest in placemaking • Improve regional communication to support local land planning and management Economic Growth Strategies • Expand on the quality and diversity of employment opportunities • Increase the pool of skilled labor in the region • Network the response to economic disruptions • Measure impacts of action locally and regionally Interconnection Strategies • Use clear regional identity to advance collaborative work 'r1P ot``' • Enhance regional connections e` • Share talent, time, and information elesand actions: IntercQrr • Continually address regional vulnerabilities FRA�r��pit, partnering for the future WNWF�% IKIA Regional Economic and Land Use Strategy Original version: July 2021 Current version: January 2022 CENTRAL MISSISSIPPI RIVER REGIONAL PLANNING PARTNERSHIP www.RegionalPlanningPartnership.org Table of Contents Welcomeand Acknowledgements..............................................................................................................................1 Introductionand Background.....................................................................................................................................3 PlanningArea...................................................................................................................................................................... 3 Introduction....................................................................................................................................................................4 Background..................................................................................................................................................................... 5 Process............................................................................................................................................................................ 6 Structureand Direction................................................................................................................................................... 7 TheRegion Today......................................................................................................................................................8 Introduction....................................................................................................................................................................8 Taking a Snapshot: Major Trends.....................................................................................................................................8 Vision, Strategies, and Actions..................................................................................................................................10 Introduction..................................................................................................................................................................10 OurVision......................................................................................................................................................................11 Strategiesand Actions...................................................................................................................................................12 LandUse Strategies and Actions.......................................................................................................................................13 Overview.......................................................................................................................................................................13 Land Use Strategy L1. Leverage the region's unique parks and natural resources......................................................13 Land Use Strategy L2. Promote lifecycle housing.........................................................................................................15 Land Use Strategy L3. Invest in placemaking................................................................................................................16 Land Use Strategy 1-4: Pursue a coordinated approach to land use planning and management.................................17 Economic Growth Strategies and Actions.........................................................................................................................18 Overview.......................................................................................................................................................................18 Economic Growth Strategy E1: Expand quality and diversity of employment opportunities......................................19 Economic Growth Strategy E2: Increase the pool of skilled labor in the region..........................................................20 Economic Growth Strategy E3: Network the response to economic disruptions........................................................21 Economic Growth Strategy E4: Measure impacts of action locally and regionally...................................................... 22 Interconnections: Strategies and Actions.........................................................................................................................23 Overview....................................................................................................................................................................... 23 Interconnections Strategy 11: Use clear regional identity to advance collaborative work ........................................... 24 Interconnections Strategy 12: Enhance regional connections...................................................................................... 25 Interconnections Strategy 13: Share talent, time, and information.............................................................................. 26 Interconnections Strategy 14: Continually address regional vulnerabilities.................................................................27 There is power in working together. Our region is made up of strong and independent communities who — through their qualities of life, place, and opportunity — have attracted significant growth and investment. Through effective planning and management, our cities and townships have maintained their unique character while also accommodating new investment. But our region is also connected. We share a market, labor force, transportation network, and so much more. These connections are vital to our continued success. The challenges within these systems, however, cannot be solved by one community alone. Networked problems require networked solutions, and certain issues need a collaborative regional response. With this broader view in mind, we began a process to better understand our regional strengths, challenges, and opportunities. Framework 2030 was an inclusive process to map this complex and interconnected system and identify a path forward. Through significant outreach and community engagement, we heard over 8,000 thoughts and ideas from the broader public and folded those into the process. We also looked closely at the data to better understand our shared conditions and trends. Housing, transportation, land use, economics, and many other topics. This work progressed through the global pandemic and related economic disruptions. Despite these shared difficulties, more than 2,000 people contributed to the process. The regional vision represents their interests, and this plan could not have been completed without them. In the end, we developed a proactive response to our region's challenges and opportunities that will help guide this Partnership, and the communities we serve, for the next decade. That is this plan. That is Framework 2030. We look forward to being principal partners in our region's continued growth and advancement. The future is made brighter together. Sincerely, Central Mississippi River Regional Planning Partnership The following played an integral role in developing and completing this plan in the summer of 2021 Becker Township City of Big Lake City of Monticello Silver Creek Township Brian Kolbinger - Michael Healy Charlotte Gabler Nancy Betzler Lucinda Messman - Hanna Klimmek Lloyd Hilgart Barry Heikkinen Brad Wilkening Big Lake Township. Larry Alfords Dean Brenteson Brenda Kimberly -Maas City of Becker Tracy Bertram Rick Hendrickson Marie Pflipsen Greg Pruszinske Jacob Sanders Lucinda Meyers - Kim Noding - Paul Seefeld - Clay Wilfahrt Monticello Township Shannon Bye Bob Idziorek CMRpFramework 2030, Welcome and Acknowledgements Rachel Leonard Jeff O'Neill Angela Schumann Sherburne County Raeanne Danielowski Tim Dolan Marc Schneider Dan Weber Chris Klein Wright County Elizabeth Clow Mark Daleiden Lee Kelly Barry Rhineberger Darek Vetsch Bold indicates Partner members as of summer 2021 Page 1 WA . 1 2030 r r i partnering P 9for the r Framework 2030 is an inclusive, transparent, and ongoing process to identify the central challenges and opportunities in the region. Through conversation and analysis, the Central Mississippi River Regional Planning Partnership has developed this plan to move the communities forward, together. A.}a 24 R f e i Apr I� Y !: Planning Area ':tear L aa_ Tv.p R5 - Becker Tw! Becker Silver Creek Twp. Lake Marla - 5tate Park- L a l pie L ke WRIGHT COUNTY S h e r b un e N a t i o n a l W i l d l if e R e f u g e Big nticello nti ae,'l Io TWp. r. "a l D TT/ p. Buffalo .1 r SHERBURNE CO NTY Planning Area I— S a n d'I As shown, the D u n e s Partnership identified a regional planning area and a smaller focused planning area based on the availability of data for technical analysis. Big Lake Twin, The regional planning area includes all of � Sherburne and Wright Counties, while the -- focused planning area is 10 tied to Partner communities. i Ile Reglonal context CENTRAL MISSIS51PPI RIVEN C_MRP Framework 2030, Introduction and Background Page 3 REGIONAL PLANNING PARTNERSHIP Introduction In the spring of 2020, the communities of the Central Mississippi River Regional Planning Partnership began the region's first collaborative planning and economic development project. Framework 2030 was an inclusive, community -driven process to develop the region's first collective vision. The Partner communities anticipate significant growth and development in the coming decades, and chose to utilize this collaborative approach to regional planning to maintain a high quality of life for area residents, businesses, and visitors. Working with the community to build a strong and catalytic plan At the conclusion of the process in summer 2021, more than 2,000 people had contributed over 8,000 ideas to the conversation. This, coupled with strong research by the planning team and leadership by the Partners, led to the development of the Framework 2030 vision and strategies. The plan is the product of that collaborative process and represents the strong spirit and diverse interests from across the region. The communities, like the rest of the world, felt the effects of COVID-19 pandemic and related economic shutdowns. Rather than disrupt the work, these events helped reveal hidden trends and provided an incentive for collective action against future disruptions. The plan is divided into three sections: an introduction to the _ -` Who is the Partnership? The Central Mississippi River Regional Planning Partnership currently includes elected representatives from the cities of Becker, Big Lake, and Monticello; Becker, Silver Creek, Monticello, and Big Lake townships; and Sherburne and Wright counties. Originally known as the Highway 25 Coalition, some of these communities formed in 2016 to better understand the transportation issues that were affecting the region. This group completed several projects that yielded clear, usable data on traffic and service levels. While the initial focus centered on the region's connectivity, it soon became apparent that a more holistic approach would be required to accomplish the goals of each community. In July 2019, the group adopted a new name: the Central Mississippi River Regional Planning Partnership along with a new joint powers agreement that reflected their expanded scope process, contributors, and community; an overview of the on regional challenges and opportunities. region today including key findings related to land use, economics, housing, and other topics; and the vision, values, strategies, and actions. These wide-ranging actions — projects, policies, or programs — were elevated by the Partnership based on their potential to move the region forward; they are actively monitored and updated on the CMRP website. CMRpFramework 2030, Introduction and Background Page 4 Background Goals for Framework 2030 The Framework 2030 process took place over 20 months, involved thousands of stakeholders, and was guided by two clear process goals developed at the outset of the work: OCreate a unified set of regional goals, policies, and priorities that Partner communities commit to honoring; it is not a regional comprehensive plan © Include guidance developed with Partner communities on how they can refine their local approaches, policies, plans, projects, and regulations over time to harmonize them with the regional direction Why now? The Central Mississippi River region anticipates significant growth and development in the coming decades. The Minneapolis -St. Paul Metropolitan Area is among the fastest growing in the country, and this development energy has already started to significantly affect the communities in this region. The Partners are collaborating on this regional planning and economic development project to optimize regional and local benefits to maintain and build greater quality of life, place, and opportunity. This means development that brings high -paying jobs and other amenities to the region; the range of housing that people need; a robust infrastructure that supports critical transportation, technology, and utility requirements; and access to nature. Who was involved? The process was led by the Partnership with assistance from key community staff and a team of consultants. The final vision and strategies are the result of significant contributions by community stakeholders throughout the region. Framework 2030: By the numbers J A Regional vision 12 "We need to look at a bigger picture of what is possible, not just from government, but from our citizens, and empower them to accomplish their own vision." -- Community participant zs+ Strategies Action Steps Organized by topic: land Projects, policies, and programs to use, economic growth, lead the Partnership forward and and interconnections continue regional collaborations 2,151 8,101 20 Community participants Two rounds of community engagement to generate and test ideas and direction Comments and ideas Wide range of ideas and comments from community stakeholders Months of work by the Partners Meetings between the Partners, planning team, and community stakeholders CMRPFramework 2030, Introduction and Background Page 5 Process The Framework 2030 process was designed to help Partner communities establish a common direction for their future and build consensus around realistic actions to guide their collaborative work. To achieve this, the process was organized along two parallel tracks: technical research and analysis, and community engagement. This section highlights the findings from the two rounds of engagement. Big Picture: Engagement Round 1 Round 1 engagement was conducted using four surveys, with "big - picture" questions tailored to the following stakeholder groups: community members; employees of public, private, and nonprofit organizations; leaders of public, private, and nonprofit organizations; and elected and appointed officials. Outreach and recruitment utilized a Preparation Technical Analysis and Engagement Planning network approach, asking direct connections to invite and encourage people in their networks (like the community school districts) to participate and further spread the word. This generated more than 7,000 responses to 18 open- ended questions, ranging from the region's current condition to ways to improve the region in the future. See major themes to the right. Testing the direction: Engagement Round 2 2,151 8,101 From the Round 1 feedback in summer 2020 and direction from the Partnership, a draft vision and strategies were developed. In late 2020 and early 2021, the Partnership asked key stakeholders for feedback on the draft vision and strategies. During the second round the planning team developed an online survey and facilitated several feedback sessions with partner communities and the Partnership itself. Participants were asked for feedback on the draft regional vision statement and the supportive strategies. During this round more than 1,600 responses were offered showing strong support for the vision and strategies with minor modifications. Respondents also shared 650 action recommendations (project, policy, or program ideas) to help realize the vision. To learn and read more, read the full report on the website https://regionalplanningpartnership.org/. CENTRAL MISSIS51PPI RIVER C_MRP Framework 2030, Introduction and Background REGIONAL PLANNING PARTNERSHIP Total Total Comments Participants Wide range of ideas and from across the comments from region participants across the region Key themes from community engagement Leadership Collaboration & strategy Opportunity Location Economics & planning Demand & advantage Community Growth Connections & place Housing & major projects Page 6 Structure and Direction The communities of the region are distinct, and each approached the Framework 2030 process from multiple angles and with varying perspectives. This diversity of places and people is an asset, but it can make finding consensus a challenge. Through an honest process of discovery and discourse, Partner communities and leadership were able to identify a common path forward. The regional vision statement sets the broad direction with more specific strategies organizing their collective action. Finding the regional vision Central to the discussion throughout the planning process was a need for better alignment and communication of the region's direction. Tucked between the Twin Cities and St. Cloud Metropolitan Areas, the region's communities are facing new challenges related to growth and change. This places pressure on leadership to make effective decisions that leverage growth energy but also protect the strong character of their communities. The regional vision statement — presented later — is the broadest distillation of the community's goals and ambition. Results from the Partnership's open and inclusive engagement process directly shaped the regional vision statement and the values, strategies, and actions that support it. Strategies to organize action The vision and values alone are not enough to drive regional collaboration and coordinated investment. The Partners worked hard to identify general strategies and specific actions to operationalize the vision. These priorities emerged from the engagement and the analysis of the planning team. They were presented back to the community for feedback during Round 2 engagement. With this feedback and permission to proceed, the Partners then assigned specific projects, policies, or programs to each of the final 12 strategy statements. This plan includes identifies a series of action proposals to help move the region forward. 'goJJt'h ow Strdt, INC - 01P �sr 4 ; �l A 4 �1 Seekdeeper collaboration 4 1b m ai ra Embrace interdegendencv Build a complete region O- C ra Manage through transition Establish our position as a region les e and actions: Interco CENTRAL MISSISSIPPI RIVER C_MRP Framework 2030, Introduction and Background Page 7 REGIONAL PLANNING PARTNERSHIP Introduction Sherburne and Wright County are the second and third fastest growing counties in Minnesota. The energy related to this growth brings distinct advantages for the Partnership communities. This includes a broadening tax base, growing property values, a larger market for goods and services, and others. Expansion also poseschallenges to community leaders as they work to maintain the feel and characterof their communities and achieve beneficial outcomes for both new and long-time residents. This section provides an overview of the critical conditions and trends revealed through the analysis. Taking a Snapshot: Major Trends To better inform this discussion and build relevant and effective recommendations, the Partnership's consultant team first analyzed the region's demographic, economic, market, and place -based conditions and trends. Over a series of presentations linked in the narrative to the right, the team presented these findings to the Partnership for their consideration and feedback. Each of the documents is available for deeper review through the Partnership website. PEOPLE PLACE Demographics, Ali Land use, mobility, population, households, housing, community race & ethnicity, etc. character PROSPERITY MARKET Economy & Consumers, commuters, employment sector mix, goods/services, and education market definition GROWTH PERFORMANCE Potentialfor Job change, property development, planned values, wages, industry growth analysis mix and change ZX4RR Framework 2030, The Region Today Want to learn more? Each of the major topics and findings introduced on the left is further explored in the Regional Factbook Briefings. These reports explore six major topic areas and collect key data, major trends, and critical findings from the research and analysis. This and other information can be found on the Partnership website: https://reeionalolanninepartnersh .or Page 8 Growth and change Population in the region is growing four times the state average, with the region set to exceed 290,000 residents by 2050. This strong growth is coupled with other demographic shifts. The region is aging with its largest and fastest growing cohorts over the age of 45. The communities are also becoming more diverse related to race, ethnicity, and country of origin. Economic expansion 300,000 2050=295,000 �204101 Regional Population over Time 250,000 2018 2010 200,000 2000 150,000 1990 100,000 1980 1970 —0—Sherburne County 10 50,000 f W ri ght County Regional Planning Area The two counties are also expanding economically, with a 36% increase in GDP between 2010 and 2018, up to $8.2B. The region has added more than 10,000 jobs in its major sectors that include health care, manufacturing, and retail trade. Public entities dominate the top 10 major employers with 7 out of the 10 coming from this sector. Strong housing demand; Increasing prices The housing market saw a marked increase through 2019-2020, with prices rising quickly and inventory decreasing. Homes in the region are newer than the state average and single- family units are most common, 8 out of every 10 units. Since a low point in 2012, the planning area has experienced steady growth in median sales price, consistent with the larger seven -county region surrounding the metro. A large, regional market +$2.1B Regional GDP growth $8.2 billion in 2018, up $2.1 billion from 2010 for the region +$1O4k Change in median sales price From 2012 to 2019, home sales prices have risen sharply, 7% increase Both the labor force and market area are regional. Most regional employees commute in from outside the region, and most regional residents commute to work outside. Job growth — particularly in Sherburne — has been fueled largely by workers from outside the county. Within the consumer market, no individual community within the region has enough population or income to sustain the present levels of economic activity alone. Strong wage growth, more business starts The region saw a 19% increase in business establishment from 2015 to 2019, outpacing the growth in overall employment, with two-thirds of this growth in construction. Wages are also rising regionally, up from 15% over the same period or $87M in total. Wage leaders by sector include construction, manufacturing, and professional services. Room for additive growth, development Based on current zoning capacity, the focused planning area could add between 12,000 18,000 and 18,000 new residents in its residential districts. The communities are significantly over -zoned for commercial with more than 1,150 acres in this district (equivalent to 52 Residential growth large format or "Big Box" retail sites). Like commercial, not all industrially zoned parcels capacity (residents) are fully utilized: 1,800 acres or 32% of industrial districts are currently vacant or used An estimate based on current mix for agriculture. of housing and development density Conclusion: A dynamic region These, and myriad other factors, demonstrate the rapid changes occurring across the region and the need for a proactive and coordinated approach to decision making. CMRp Framework 2030, The Region Today Page 9 Introduction Framework 2030 is a response to the collective challenges and opportunities facing each of the partner communities. The data demonstrate that these places are tightly connected through their market, their communities, and their interdependencies. There is a vital opportunity for these partner communities to unlock the shared potential through collaboration and shared investment. This starts by establishing a clear vision to align the work to come. This section presents the regional vision for the communities of the Partnership, the values through which they will operate, and the more specific strategies and actions to operationalize the vision. The process of finding consensus — especially across a region can be difficult. As the Partnership undertook their work to develop the vision and supportive strategies, and later the detailed actions, they relied heavily on the input and ideas of the community and key stakeholders. The sentiments shared in the initial round of engagement were integral in crafting a vision statement that fit the identity and diversity of the places within the 201 -square -mile planning area. With more than 2,000 contributors and over 8,000 thoughts and ideas, the vision, strategies, and actions directly reflect the emergent themes from this feedback. Framework 2030 is built around a general and encompassing vision statement (see next page). The vision is the broadest expression of the region's aspirations for the future derived through comments and ideas from the community it represents Underlying the vision are commitments in the form of values, higher -order statements that set the general direction for action. -Becker '�' GAV-Park CENTRAL MISSISSIPPI RIVER C_MRP Framework 2030, Vision, Strategies, and Actions Page 10 REGIONAL PLANNING PARTNERSHIP 1�a L 'rdm Our values help us further articulate our vision Build a complete region Establish our position Manage through transition kil R Fewer residents both live and work as a region The region is experiencing disruption in the region, and the majority of The Partnership can play an within formerly stable economic sectors workers live outside the Partnership important role in establishing a such as energy and retail. Some of these .�. communities. These related to job are unique to the region and others are cohesive regional identity and quality and housing affordability or part of broader, national trends. All availability may limit the regions common direction, represent shifts in the economic stability , competitiveness related to the the unique Partner complementing and supporting of the region that encourage the workforce and increase the potential Partnership to identify and pursue long-term tax burden on residents. communities. growing industries. Embrace interdependency Seek deeper collaboration Communities within the region are tightly bound to each The Partnership has demonstrated the benefit of other through strong economic relationships; no individual regional collaboration through its planning and community within the planning area has enough population ongoing discourse. Nurturing and reinforcing these or income to sustain the present level of economic activity relationships through measurable actions will help on its own. There remain untapped opportunities to better sustain momentum and benefit both the region and network the region's assets, amenities, and opportunities individual entities. especially in response to key challenges. in the region, and the majority of The Partnership can play an within formerly stable economic sectors workers live outside the Partnership important role in establishing a such as energy and retail. Some of these .�. communities. These related to job are unique to the region and others are cohesive regional identity and quality and housing affordability or part of broader, national trends. All availability may limit the regions common direction, represent shifts in the economic stability , competitiveness related to the the unique Partner complementing and supporting of the region that encourage the workforce and increase the potential Partnership to identify and pursue long-term tax burden on residents. communities. growing industries. Embrace interdependency Seek deeper collaboration Communities within the region are tightly bound to each The Partnership has demonstrated the benefit of other through strong economic relationships; no individual regional collaboration through its planning and community within the planning area has enough population ongoing discourse. Nurturing and reinforcing these or income to sustain the present level of economic activity relationships through measurable actions will help on its own. There remain untapped opportunities to better sustain momentum and benefit both the region and network the region's assets, amenities, and opportunities individual entities. especially in response to key challenges. Strategies and Actions The Partnership initiated the Framework 2030 planning process to effect change and drive strong forward well- founded projects and policies. The vision and values set the direction. The strategies identified based on community guidance and regional data analysis are more detailed declarations of intent. To operationalize the regional vision and strategies, detailed action steps are the most specific proposals and include projects, policies, and programs. Demonstrate value, build trust, grow influence Plan implementation is an ongoing process that includes a regular cycle of prioritizing, workplanning, funding, evaluation, and celebration. This is a management process that should involve multiple organizations around the region, even beyond the Partnership. Importantly, long-term implementation of Framework 2030 requires prioritization. As the Partnership grows its influence and capacity, its annual workload will likely increase. This is a slow but deliberate process where the group will demonstrate its value and, in turn, build trust and recognition. Topics and Priorities Careful analysis of the feedback from the community and stakeholders revealed three key areas of emphasis: land use, economic growth, and interconnections. These were used to organize the strategies and actions to reflect the emergent consensus from the public. QLand Use Topics related to physical growth development, housing, and others Economic Growth Personal prosperity, business growth and start-ups, indicators, and metrics Interconnections Regional connectedness, communication, marketing, sharing, and collective work The action steps emerged through an iterative process of community engagement, analysis, conversation, and deliberation to help move the region toward its vision. They are carefully defined as projects, policies, or programs, and are measurable and discrete. The action agenda is ambitious and will require coordination between multiple groups, so prioritization is critical. This work will take time, sequencing, and a strong response to the region's primary needs as they evolve over time. Influence or control? Leading the regional conversation. The issues and opportunities that emerged from the Framework 2030 conversations and analysis were wide-ranging. Some of these — like traffic congestion, major infrastructure projects, or economic disruptions — are outside the effective control of a regional group like the Partnership, but can be tackled if the group works with others. Other issues are better handled by the strong local communities that make up the region. Where the Partnership does not have an obvious or appropriate point of control, actions are about influencing good decision making or participating in conversations that will have an impact on the communities. CENTRAL MISSIS51PPI RIVER C_MRP Framework 2030, Vision, Strategies, and Actions Page 12 REGIONAL PLANNING PARTNERSHIP s A 1 �► `MM Overview At more than 200 square miles, the Partner region is large and includes a diverse range of places. Each of the communities has strong history of planning and consideration when it comes to managing their land assets and resources. The analysis highlighted several key areas of interest within the topic that were reinforced through the community's comments. Housing, placemaking, parks and natural areas, and land management are several of priorities reflected the strategies and actions. 201 sq mi Size of the Focused Planning Area Almost twice the size of the cities of Minneapolis & St. Paul combined Othertypes 17,523 units (20% of housing) 50+ Miles of multi -use paths Connecting internally across the region and into the larger network CENTRAL MISSIS51PPI RIVER C_MRP Framework 2030, Vision, Strategies, and Actions Page 13 REGIONAL PLANNING PARTNERSHIP Land Use Strategy L1. Leverage the region's unique parks and natural resources In addition to serving as a major gateway to recreation opportunities "Up North," the region and Partner communities enjoy a wealth of their own natural assets. These include the Mississippi River, multiple lakes, the Sherburne National Wildlife Refuge, and numerous community parks and trails. Action L1 -A: Promote the expansion of bicycling and walking infrastructure throughout the region Expanded outdoor recreational facilities and infrastructure and creating connections across the region would improve mobility, increase recreation options, enhance regional identity, attract visitors, encourage small business, and help attract talent across the region. The region is rich in natural beauty and outdoor amenities, with 50+ miles of biking and walking trails and 60 miles of the 4,600 -mile North Country Scenic Hiking Trail in the region; improvements and connections benefit the entire region Action L1-113: Develop a regional parks website Sharing information about natural amenities would create a greater sense of collaboration and identity. Residents and visitors often benefit from assets outside their own communities. There are currently 61 parks in the three cities, plus the Mississippi and Sherburne National Wildlife Refuge. By hosting a website with information about programming, places, events, and the natural environment, the Partnership could highlight regional outdoor recreation opportunities and support future investments. Action L1 -C: Commission a regional trails and greenways map and plan A digital map of city, county, regional, and state parks, trails, and greenways for use by residents, visitors, and to inform future planning. Consolidating existing local maps into a comprehensive and dynamic regional greenways map on the CMRP and Partner websites could also support Partnership -hosted discussions about future trail connections and developments of particular importance to the Partners. CENTRAL MISSISSIPPI RIVER C_MRP Framework 2030, Vision, Strategies, and Actions Page 14 REGIONAL PLANNING PARTNERSHIP Land Use Strategy L2. Promote lifecycle housing A majority of regional employees commute into the region from outside the region and the majority of residents in the regions commute outside of the Partnership communities for work. This suggests opportunities to expand housing options and availability for incoming commuters. Unaddressed, this trend could limit the region's competitiveness related to the workforce and increase residential tax burdens. Action L2 -A: Present an annual report and presentation on housing trends and development Communities may benefit from sharing information about the housing conditions and trends in the region. Employment, - education, land use, transportation, infrastructure, and others are all influenced and affected by housing, and communities in the region are seeing higher housing costs and average sales prices. In this dynamic market, the Partnership can collect important data, share with communities to inform policies and decisions, and convene regional discussions about regional housing issues and options. Action L2 -B: Facilitate community conversations around strategic growth areas Involve the community and leadership in identifying and influencing key growth corridors or nodes. Facilitate an ongoing discussion around areas of particular opportunity. Development has already transformed communities to the south of the region, with housing development, commercial growth, and major investments in transportation infrastructure significantly changing the character and scale of these places. With increased work -from -home options and fewer large -tract development opportunities along 1-94, development pressure in this region will intensify. Proactively engaging communities in an ongoing discussion around key development corridors and nodes will deepen understanding of development opportunities or threats, lead to a more coordinated approach to land management (especially along corridors), and help ensure growth enhances the quality of place, life, and opportunity. Action L2 -C: Develop a regional housing strategy Based on data, trends, and input from local partners, a regional strategy provides high-level guidance for accommodating housing growth while respecting the character and priorities of the region. This is a logical outgrowth of the meetings, collaboration, and data collection facilitated by the Partnership. The strategy could reflect on changing demand, share ideas about how to respond to growth, define the market area and various housing products, address topics such as workforce housing, post -pandemic housing needs and opportunities, and housing incentive tools. Communities would share regionally and manage detailed information and decisions locally. CMRpFramework 2030, Vision, Strategies, and Actions Page 15 Land Use Strategy L3. Invest in placemaking Residents of the region love their communities and see even greater potential for the future. Investments in downtowns, neighborhoods, parks and trails, and elsewhere should focus on authentic expressions of the community and cultivate a better sense of place and strong connections across the region. Action L3 -A: Host a regional placemaking committee and placemaking microgrant program Placemaking is a creative and proactive approach to connecting people with the public places they share. This was a major priority for respondents to the Framework 2030 community survey. This committee guides regional placemaking, manages the microgrant program, and over time may provide leadership to inventory and seek funding for placemaking projects; support or sponsor community events; create a regional placemaking map, etc. Action L3 -B: Commission local public art in regional gateway and wayfinding signage Local art in regional gateways can beautify, unify, and connect communities through a common aesthetic. Arts -based placemaking is an effective way to promote a sense of place as well as increase cultural diversity and civic engagement. Physical art projects have a tangible impact on communities and signal to residents and visitors that they are in a place with a unique identity. Funded projects should maintain a consistent visual relationship and display the regional brand. The works and the artists should be local, and decisions around placement and content left up to the individual communities. CENTRAL MISSISSIPPI RIVER C_MRP Framework 2030, Vision, Strategies, and Actions Page 16 REGIONAL PLANNING PARTNERSHIP Land Use Strategy L4: Pursue a coordinated approach to land use planning and management The "small town feel" is a shared and treasured value across the region's diverse communities, and can be attributed to the scale and character of development (or the lack of it) in each place. The multi-year trend of strong growth in jobs and people will continue over the coming decades. To maintain the region's character while enabling the benefits of good growth, communities in the region will need to fashion plans and policies that work in concert. Action L4 -A: Identify key regional corridors for coordinated planning As a network of connected places, partner communities would — AM benefit from coordinated planning of the regional corridors. f 4W A Regional corridors present an opportunity for jurisdictions to collaborate on land use decisions, transportation considerations, and placemaking strategies. Although such planning is complex, it is also an effective way to build a collaborative spirit, facilitate smart growth, and promote positive economic outcomes, and lay the groundwork for significant future infrastructure and economic investments. Action L4 -B: Develop a regional conceptual development strategy Integrating the comprehensive plans and land use policies of the individual communities into a cohesive regional strategy and map would provide significant insights for future development. Aggregating relevant existing plans would help identify points of friction and areas of redundancy, unnecessary competition, or gaps in planning. The Partnership communities could then discuss how to address some of these findings in a regional strategy and routinely update the composite map. CENTRAL MISSISSIPPI RIVER C_MRP Framework 2030, Vision, Strategies, and Actions Page 17 REGIONAL PLANNING PARTNERSHIP fi w, o 0no State'-.. ii 4L ar — n Overview The region's economy has continued to expand along with its population over the last five years. GDP increased by $2.1 billion, jobs by 10,000, and business starts by several thousand. While these indicators speak to a strong and expanding local economy, several outlying challenges could disrupt the trend. By continually addressing workforce, jobs diversity, disruptions, and cultivating strong metrics, the region can add resiliency along with raw growth. +$2e1b Regional GDP growth $8.2 billion in 2018, up $2.1 billion from 2010 for the two -county region +750 New jobs added from 2015-2019 An increase of 6% with 12,997 total jobs in the Focused Planning 70,151 Number of business establishments Within the two -county region Framework 2030, Vision, Strategies, and Actions Page 18 Economic Growth Strategy E1: Expand quality and diversity of employment opportunities The region has the opportunity to expand employment opportunities in emerging industries while strengthening the quality of jobs in the local economy. By investing in small business and private sector job growth, the region builds resiliency through a broader array of employment industries. Action E1 -A: Facilitate expansion of high-speed internet access across the region Broadband internet is necessary to support business growth and will be essential to improving and increasing employment opportunities in the region. The Partnership can help the region expand broadband across the planning area. Action E1 -B: Create and maintain regional inventories of industrial land and commercial property vacancies A collaborative approach to industrial land marketing and management could mitigate vacancies and promote economic synergy among the Partnership communities. This can help identify strategic locations for new industrial clusters and facilitate a cooperative approach to marketing and sharing leads, protecting industrial lands, and supporting intensification efforts. Accessible and centralized commercial vacancy information can reduce barriers to filling these holes and avoiding long-term blight and disinvestment. The accelerated use of e-commerce platforms for basic goods fulfillment and increased remote work has left communities in the region struggling with commercial vacancies and redundancies. A centralized database of commercial vacancies provides easy access for potential new tenants and crucial information for local decision making about additional commercial land. In addition, creative and adaptive reuse of vacant commercial spaces may help address other challenges in the region, such as housing. CENTRAL MISSISSIPPI RIVER C_MRP Framework 2030, Vision, Strategies, and Actions Page 19 REGIONAL PLANNING PARTNERSHIP Economic Growth Strategy E2: Increase the pool of skilled labor in the region As the region transitions from one economic era to the next, there will be an increased need for skilled and adaptable labor. Most regional employees commute in from outside the region, while most regional residents commute out of the region for work — and this gap will continue if unchecked. Action E2 -A: Initiate discussions with higher -education institutions to better integrate economic development with workforce development Increasing and strengthening the workforce requires strong relationships between communities and a variety of educational institutions. The region has a higher percentage of high school graduates than the state average, but residents are less likely to complete post -secondary education than their peers. The Partnership could aggregate information and facilitate discussions with post -secondary educational institutions and training organizations to help produce a stronger, more competitive workforce, and thus support and attract new employers and generally provide better opportunities for residents. Action E2 -B: Facilitate partnerships between businesses and schools Experience is often the best teacher. Promoting and facilitating opportunities for students to gain "real life" work experience would bolster the workforce in the region. The Partnership can convene conversations between major employers and high schools to discuss regional workforce and employment issues and opportunities, build mutually beneficial relationships, and forge lasting relationships that encourage students to continue working in the region after graduation. CENTRAL MISSISSIPPI RIVER C_MRP Framework 2030, Vision, Strategies, and Actions Page 20 REGIONAL PLANNING PARTNERSHIP Economic Growth Strategy E3: Network the response to economic disruptions Economic disruptions are being felt throughout the region; some are unique to this area and others are national. Some of these were spurred by the COVID-19 pandemic and related to the economic shutdown; others were well underway, such as decommissioning the two power plants One of the most effective responses to economic disruptions is regional collaboration and coordination on the region's growing and emerging industries. Action E3 -A: Commission a regional fiscal analysis of land use Understanding the fiscal impacts of different types of land use clusters is essential for good decision making and future planning. The fiscal productivity -- or the net community benefit -- varies across the region based on land use. As of 2021, 84% of land is zoned agricultural / rural, 6% residential, 4% industrial, 2% riverfront, and <1% commercial. Each generates different levels of revenue based on local and property taxes, and has different costs due to infrastructure needs and school service requirements. Understanding the net impact of these revenues and costs on government finances can help decision makers identify the types of land use to encourage and those to approach with caution. Beyond a point -in - time study, regularly tracking the net fiscal effects of land use is a valuable tool for evaluating decisions with regional impacts. CENTRAL MISSIS51PPI RIVER C_MRP Framework 2030, Vision, Strategies, and Actions Page 21 REGIONAL PLANNING PARTNERSHIP Economic Growth Strategy E4: Measure impacts of action locally and regionally Measuring the success of any initiative requires logical measures of progress such as dashboards that provide leaders with necessary information. This region —through this collaborative Framework 2030 effort — is committed to making progress across a wide range of topics and identifying a set of key metrics to measure community progress critical to long-term success. Action E4 -A: Establish and update regional indicators dashboard; monitor progress Measuring, tracking, and publishing economic data over time supports progress tracking and informs future strategies. A regional dashboard tracks progress on actions and strategies that advance the regional vision, using pertinent data over time and presenting the information in a clear and compelling way. This helps communities identify broader trends, and the dashboard indicators then become the benchmarks to evaluate the Partnership's progress to increase the region's competitiveness and advance the vision. CMRpFramework 2030, Vision, Strategies, and Actions Page 22 Interconnections: Overview Despite the Mississippi River, the communities of the region are tightly connected to one another. No single community has the population or spending power to support the full suite of amenities, retail, or services that are in the region today. The networked market helps to support this, just as the regional labor force supports small and large businesses alike. Communities are working together — as demonstrated by the Partnership — with greater regularity to better coordinate their investments, amplify their issues with state and federal agencies, and generally share their progress. This is great news for the region and, indeed, the communities as well. Key Findings: Partnership communities are the critical sources of trip generation and potential customers 9203 Residents who commute into the region for work 5981 Residents who live and work in the region L 1 4�1 Residents who commute outside the region for work 39,000 Average vehicles Cross over the MN High way 25 bridge daily CENTRAL MISSIS51PPI RIVER C_MRP Framework 2030, Vision, Strategies, and Actions Page 23 REGIONAL PLANNING PARTNERSHIP Interconnections Strategy 11: Use clear regional identity to advance collaborative work Each community is unique, and at the same time they rely on one another for jobs, housing, retail, and amenities. A recognized regional brand connects or associates places with r one another, provides leaders with an object to reference and celebrate, and can leave a memorable impression on visitors. The Partnership's work on Framework 2030 is a crucial first step in establishing a regional identity, and richer regional collaboration further builds that identity and unlocks new opportunities for resources, action development, and successful implementation. Action 11-A: Integrate branding with placemaking initiatives Applying the regional brand to local placemaking initiatives will provide a common thread that links the efforts of each community. While every placemaking project or event will be unique, attaching the regional brand to each of them illustrates how the communities are part of something larger than themselves and builds awareness and support for the Partnership's regional efforts. CENTRAL MISSISSIPPI RIVEN C_MRP Framework 2030, Vision, Strategies, and Actions Page 24 REGIONAL PLANNING PARTNERSHIP Interconnections Strategy 12: Enhance regional connections The physical and non-physical connections across the region play a key enabling role for local and regional economic activity. These corridors are the unifying factor for the region and help define its character. Action 12-A: Continue ongoing conversations with MnDOT and the counties regarding special projects Regular and ongoing communication across various agencies will be essential for understanding projects of special interest to the region. Most major transportation and infrastructure investments in the region have resulted from cross -jurisdictional collaborations. As the region grapples with growth and associated congestion, it will be essential for the Partners to speak with a more collective and unified voice as major investments are considered and prioritized. CENTRAL MISSIS51PPI RIVER C_MRP Framework 2030, Vision, Strategies, and Actions Page 25 REGIONAL PLANNING PARTNERSHIP Interconnections Strategy 13: Share talent, time, and information The region today is a collection of small cities and smaller townships (based on population). One advantage of this scale is the ability to foster community connections and reinforce the "small town feel" — but this scale also limits capacity. Working collaboratively, communities can enhance their capabilities by sharing time, talent, and information to take advantage of larger -scale opportunities and solve complex challenges. Action 13-A: Host an annual "State of the Region" forum An annual meeting to present findings and facilitate conversation offers a unique opportunity to showcase and share the Partnership's growing role in data collection and analysis, reporting, and convening. As the Partnership's work develops momentum and increases in impact and value, communities and non-government entities in the region will benefit from coming together to discuss and learn from each other about information, findings, results, and opportunities. Action 13-B: Pursue a regional lobbying effort, "Our fair share" A primary role of the Partnership is to advocate for the communities and the region at the state and federal levels. State and Federal funding for transportation, infrastructure, housing, and other major investments is increasingly tied to regional collaboration and data -driven analysis. Sitting at the center of discussions occurring around the region, the Partnership can elevate the region's needs and highlight its potential to ensure that priority projects are considered and/or funded. Through its ongoing regional convening it can develop strong priority investment targets. CENTRAL MISSIS51PPI RIVER C_MRP Framework 2030, Vision, Strategies, and Actions Page 26 REGIONAL PLANNING PARTNERSHIP Interconnections Strategy 14: Continually address regional vulnerabilities Framework 2030 should result in an ongoing process by the communities in the region to identify areas of weakness or vulnerability. The project was initiated in 2020, a year of profound disruption, and this churning is expected to continue for some time. The region must commit to an ongoing evaluative process. Action 14-A: Study social service opportunities that may benefit from regional coordination Services like food banks and ridesharing may better serve our communities if they operate at a regional level. A full inventory of social services in the region would provide a clearer understanding of coverages, gaps, and redundancies. Then the Partnership can convene gatherings to consider more efficient and effective ways to deliver these critical services. CENTRAL MISSISSIPPI RIVER C_MRP Framework 2030, Vision, Strategies, and Actions Page 27 REGIONAL PLANNING PARTNERSHIP