City Council Agenda Packet 05-15-1995 JointAGENDA
SPECIAL JOINT MEETING
MONTICELLD CITY COUNCQ.,, PLANNING COMMISSION,
PARKS CONMISSION, BBA
Monday. May 15, 1888 -7 p,m.
City Council: Mayor Brad Fyle, Shirley Anderson, Clint Herbst, Brian Stumpf, Tom Perrault
Planning
Commission: Dick Fria, Jon Bogart, Richard Carlson, Rod Dregsten, Richard Martie
Parks Commission: Fran Fair, Bruce Thielen, Larry Nolan, Stave Andrews, Raw Carlson
HRA Members: Brad Barger, Tom St. Hilaire, AI Larson, Everette Ellison
1. Call to order.
2. Introduction (Mayor Brad Fyle, Dick Frie).
3. Croa al .
A. Identify potential housing development goals.
1) housing choice
2) housing location
3) housing cost/benefits
B. Rate housing development goals.
C. Identify potential economic development goals.
D. Rate economic development goals.
-- INTERMISSION —
Accomplishing: Goals.
E. Discuss methods or tools for accomplishing housing goals.
F. Discuss methods or tools for accomplishing economic development goals.
d. Action Items.
A. Define level of support for working with Sports Federation and School
District on family and sports center concept.
B. Define level of support fbr working with outlet mall.
Agenda
Special Joint Meeting
May ib, 1995
Page 2
Summarize discussion - describe next step in comprehensive plan
development.
Adjournment.
sssssssassssssssasssssusssssssnsss
FOB YOUR INFORMATION:
60 pm. Special Planning Commission meeting in council chambers
GM p.m. Special HRA meeting in conference room
7:00 p.m. Joint meeting in council clambers
MAY -11-1995 1606 NAC
612 595 9W P.02/05
INA Northwest Associated Consultants, Inc.
C URBAN PLANNING • Dia l D M • MAR K E T RESEARCH
MEMORANDUM
TO.
Jeff O'Neill
FROM:
Stephen Oritttnan
DATE:
27 Aprfi 1993
RE:
Monticello - C-,,'.1 w...i . Plan God Altansdva
FBS NO.
191.99
Below I have listed a mien of que-qk= which the workshop should be able to answer. Under each
question. I have mggarod possft alternate goal stunncats. Thea under each goal Statemeas. I have
offered possible reasom as to the choke of that goal The purpose of the workshop aboum be to
wods out the best wording of the goal aatemmts, supplement the eeasom then choose betwaca the
ahcma& s As you can me. I haver s=hied them by general category. but the radoasle behind any
Of the choioet an often lead to a significant amount of overtop. To the cment that other &=a will
bear on goal choice. ase should be prepared to &cffitate those dimwssions st the moetotg Ick Inc
know if would tike to discuss these at any level
Hombre
L How does MontiaBo perceive the role of homing growth in the OW
A. L housing a Support System br the Chys other uses (erg. is It Ie Ito provide
labor for the CW& Industries, mad= ler W retailers. rte.)? or
B. Is housing an economic development sector In itself (erg. does the City wbb to
promote hosting growth of wharem value, brespective of growth in other land use
secton)?
5775 Wayzata Blvd • Suite 555 • SL Louis Park, MN 55416 • (612) 595.96W -Fax. 595-9837
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Special Joint Meeting Agenda - 6/15/'98
8 A -D. ri2fik. (J.O.)
A. REFERS
A major portion of the discussion will include identibing housing and
economic development goals. The following memo is a starting point
for identifying goals.
After goals have been identified, a poll will be taken to determine
goal priorities and rankings.
Please review the following document and be thinking about housing
and economic development goals.
Also provided as additional background is a copy of the Tactics Report
and comprehensive plan update, which should be studied prior to
discussion
D. SUPPORTING DATA:
Goal Alternatives Memo; Tactics Report; Comprehensive Plan
Update.
MAY -11-1995 1006 hAc 612 595 9837 P.03/05
M What kmd(s) of housing does the City wish to promote?
A Monticello wishes to promote tnid and hlgha end housing only.
L Became a probes a move up market for curtain low and moderate
homeDVAMM
o. Because it pays for buff in a City cost -benefit analysis.
iii. Beaute it worald enhance the CkYs commersW madetplaca.
B. MonticeIIo wishes to promote low to moderate madou housing only.
I Because it providea the primary labor madet for the City's industrial
development ef3o w
ii Became it resects the moat madmt trend and in more eooa ink* realistic.
iii. Bee= resideati would be more H* to paaoake, local business than bigha
end housing resideau.
C MondccDo vdshes to promote a M range of hosting.
L Beanie it ba -W an sectors of the b cal lousing rr -1 for longer term
residential market atrtmgth
ii Because low to moderate housing sum the local eco>nmic development
markets and the moderate to higher end hooting helps balance the service
coats of the lova end hou ttg.
D. MondCdb should monitor. rather than promote, housing activity.
L Because the Cty's tole should be one of service provider to the housing
devr]opment industry, rather than manager of tt
ii Be== private had on dedsiorn would be more namtet-efficient than if the
City were srtdkWly promoting a particular talar of housing growth.
III. What role does the City have in allocating housmg developmrdt to ddaeot locations?
A Monticello needs to actively usillae its zoning power.
i Because the—r-rion of lu street and utility services luau be coordinated in
an e>iiei— nm=.
ii Became the promcdon of its retidemW neighborhoods Som negative impacts
is dependent upon the City's participation do hod use master phmniog.
EL Became protection of residential property vaba is dependent aeon props
land use allocation.
!v. Beattse adoquue planning provides predbtable guidance to private
landowners as to the CWs me wwiDns in laid use arrangements.
B. MonticeOo should eonader the provWm of residential hod base on specific requests.
case-by-case.
L Because k b haposttble to aoa¢ateq predict the rate of growth over a short
term period.
ii Beaute h aDocates utility services to those who aro ready to develop and pay
for the service extensions first -comic, f rwserved.
MAY -11-1995 1006 NRC 612 595 9837 P.e4i05
Eeonomie D*Pdopmsns
What is the pr snary purpose for the City's economic development program?
A Monticello should pursue economic development to broaden the City's tax base.
L Because it is of long term benefit to the City's financial condition,
ii. Because it eases the tax burden on local L .. , ..
B. Monticello should pursue economic development for the purpose of expanding the
Guy's job inventory.
i. Because more jobs benefit the City's housing industry.
ii. Because more local employees bene& the City's retailing industry
C. Monticello should puts= economic development as a means toward achieving other
commumity goals.
L Because econom. devdopuamt would be most effective if it has an objective
which is tied to other community programs.
ii Because economic development is not truly an end itself, but is rAtber a tool
which the City can use to meet other needs.
M What quality of economic development the City should pursue?
A The City should its pursuit on high quality, high investment businesses.
i. Because high investment busincs provide the greatest nxta+r in property
tames on the City's investment
ii Because high quaky businesses are most finely to provide the highest paying
jobs. which in turn strengthen higher -end housing and commercial mrkets
m Because given scarce economic resources. Monticello should expect the
"cream of the crop" in economic development prospects.
iv. Because higb-quality businesses provide the greatest financial strength.
ensuring a higher Wmlihood of long-term return on the City's investments.
B. Monticello should focus on mid-level businesses.
L Because there businesses provide the best balance between cost -bene& to the
City and the greatest stream of prospects in the current madmtpleee.
ii Bemuse mid-bvel businesses provide opporamhy for growth. yet a moderate
level of 6n -Inial strength as wcI
C. Monticello should focus Its efforts on expanding or entry-level businesses.
L Because these businesses represent the greatest number of prospects in the
current marloecplace ioaessin the City's =of me=.
ii. Because these businesses present the greatest true treed for subsidy.
iii. Because Monticello's housing -ad= has developed a substantial labor
marker inventory for these businesses.
iv. Becartse such businesses present the gtatest opportunity for onsite growth.
m How should the City udlire to 8aaodal Incentives?
A The City should uulize in Boandal strength to attract btabteas.
L Because business growth has the greatest "spin, -o8' effect on other
community activities.
it Because business growth has the greatest teed due to the additional tax
burden under MW=wta's property tam structure.
CR
0'
MAY -11-1995 1007 NRC 612 595 9837 P.05i05
B. The City should utilize its financial strength to improve and maintain the City's
infrastr
L Because these inveatmeatt require large amounts of capital
I Because m6astntcttue mvevm= is one of the bey e7anents in maintaining
a comps hive devclopmatt and growth envaot®ent_
ii Because these dolmrs have been collected from current taxpaycm and thou m
be utilized to case the fume tett burden an them.
C Monticello should tmlize its Emucial strength to improve its "quality of life".
i Because the dollars have been collected from wrreat taxpaycm and should
be tuiized w haptove the services available to them
a Bomm quality of lite ,..,,., ...,....s are the hest way to assure that the My
will be able to attract higher level housing wad business
is Because these dollars aro only avwUble for the short tam, and such
,. � will. be fmaadany hie in the firttm;.
D. Monticello should coram the matmnum amoaat of its financial strength to the
taxpayers without spending it.
L Because these dollars nq>t massed talon which should be used to use the
property in burden on cvaeat taxpayers.
ii. Because these doDan rn;treseat funds which would have otherwise gone to
the school district and countyj and should tightly be seat there.
iii. Because these finds could be unlined to reduce tax rates, which would help
spur new growth.
UL On what mod cues should the City focus its economic development meeadves?
A The Ciry should focus its spending on houudog and redevelopment efforts.
I Beaune this mending Is most hl* to help comm residents and busimosse
I Becauro housing is lnlrely to be the strongest, most reliable growth ceetor fur
Monticello. and should be assisted
HL Because redeveloprneat b o8m the most difficult to finameand mamcnaoee
of the City's cuneus building Inventory is critical to long tam growth and
development.
B. The City should focus its apeod'atg on commercial development efforts.
I Because wrrilietition from surrounding ............1.:,, . including the Twin
Cities and St. Cloud masa. places a large burden on local retailers.
ii Because local commercial growth is importam to both the City's fhtaoaal
condition and the developing new housing market
C. The City should focus its spending on itdusaW Z. .,, efDm
L Bmuse the to d= for new fodusuy is highly competitive, and subsidies are
oecessuy to atsum continued growth.
it Because industrial growth helps to &d other sectors of the heal ecm my.
HL Because Monticello has an historical record of Bu=m in Industrial
developmeat efforts.
L
TOTAL P.05
Monticello
Comprehensive
Plan
Update Draft
Tactics Plan Report
Northwest Associated Consultants, Inc.
3 March 1995
Ir
Monticello Comprehensive Plan - Tactics
The Monticello Comprehensive Plan is a
compilation of Plans and Programs affecting
every function of municipal activity. The
determination as to which Plans and Programs
will be funded is a routinely difficult decision for
the City Council, forcing it to balance public
desires, limited budgets, extra -governmental
mandates, and constantly changing requests.
In order to facilitate the process of choosing the
appropriate options, the Comprehensive Plan can
serve as much more than a guide for future land
use. Instead, the Comprehensive Plan can
provide direction against which all of the City's
decisions can be measured. This direction is
given in the Plan's establishment of Goals,
Objectives, and Policies. Any program which
the City undertakes, or request which the City is
faced with, can be examined as to its ability to
further City objectives, whether or not the City
has previously mapped the proposal.
Goals and objectives must be truly compre-
hensive and interrelated. Clearly, a land use
decision affects utility services, and a
transportation issue impacts upon community
facilities maintenance. Economic development
projects have various effects on City financing
decisions, and each of these affects the others,
whether directly or indirectly.
Where these interrelationships are not
acknowledged, or the policies guiding them have
become stale, controversy can envelop nearly
every Council decision. When municipal funds
are directed toward a particular activity, how can
those interested in other activities know that the
decision is in the best interests of the
community? Only whey the Goals of the City
are clear, and clearly supported by the
community members will competing projects
peacefully coexist.
Tactics Pate I
So, where do such Goals come from? The initial
phase of the Comprehensive Plan Update process
is referred to here as 'Comprehensive Plan
Tactics". This effort is essentially a series of
interviews with a cross-section of community
members who live, work, and/or own land in the
Monticello area. These interviews were
conducted with local business persons, City staff
and officials, owners of vaunt land, owners of
newly developing land, owners of land in need
of redevelopment, people involved with various
community activities including boards and
commissions, school officials, Township
officials, and others. A complete list of the
interviewees is included in an appendix to this
report.
It is important to nae that the primary purpose
in the interview process was to raise issues
which are important to the community. The
interviews were not necessarily conducted to
elicit specific solutions to concerns the
interviewees expressed, although solutions were
discussed. Neither should the Tactics report
issues be characterized as any sort of survey of
the community. Many of the issues discussed
may be important, or evident, to only a few.
The process by which the Comprehensive Plan is
undertaken develops the issues raised in the
Tactics and formulates policies in which the
community concurs. These policies are grouped
according their subject matter, out of which
groups are drawn general goal statements which
reflect the kind of community the "stakeholders'
in Monticello wish it to be. The issues are then
addressed by the familiar physical planning tools:
Land Use Plans, Park and Recreation Plans,
Natural Resource Plans, etc. These plans are
designed to address the issues important to the
community within the context of the (coals and
Policies In which the community believes.
F
Monticello Comprehensive Plan - Tactics
The information in the Tactics report is delivered
in aggregate, broken down by general category.
Every attempt is trade to accurately relate the
concerns made in the discussions. with each
group of comments, a Cowulzaru's Comment is
included to distinguish it from the community
portion of the discussion. At this point in the
project, analysis is wed only to the extern
that it is necessary to relate the character of an
issue. The bulk of the analysis is withheld until
the full extent of the inventory data is collected.
Tactics Page 2
G
Monticello Comprehensive Plan - Tactics
Housing
Due to the rapid pace of growth in and around
Monticello over the past few years, there was a
significant amount of discussion about the
housing market in the community. Those
developments consisting of moderately priced
single family housing were the subject of
concern, insofar as the concentration of the
community's housing market in this range could
have negative tax return effects.
A second concern raised in this regard was that
of community image. It was felt by some that
too much exposure for entry level housing could
discourage a higher end housing market. Others
suggested that the City should take an active role
in slowing the growth of the entry level housing
market. At the very least, it was suggested that
the City should carefully review modest cost
housing proposals for location, fiscal and visual
impact, and their fit within the overall housing
market.
Other opinions focussed less on the lower end of
the value scale, more concerned over the lack of
higher end housing development in the City
limits. Those expressing this sentiment offered
the rationale that high end housing more than
pays for itself in taxes versus City services, and
that it could be a positive economic development
tool in attracting higher paying jobs to the
community.
A third group differed with those expressing
doubts about the entry level housing growth.
This group suggested two primary arguments in
support of their position. First, affordable
housing is the rgarket into which most of the
local employment sector falls. An ample supply
of entry level housing is critical to continued
success in the City's economic development
Tactics Pap 3
efforts. It was noted by some with business
interests in the community that the Curren! labor
market is tight, and a constriction of housing in
the community would serve to limit expansion of
existing business.
The second rationale offered by this group was
that affordable single family housing was
preferable to multiple family housing in most
situations. This argument suggested that the
more affordable single family housing in the
community, the greater the likelihood of home
ownership. Employees which owned single
family homes are more likely to be stable
employees for local business.
A final note on the housing market issue was
given in support of additional multiple family
housing. Again in support of the labor market,
this argument suggested that only multiple family
housing could be affordable enough to house the
bulk of the labor in the community.
Consultant's Comment
The Monticello new housing market is curtrmly
dominated by low to modest cost single family
homes. This is clearly being driven by demand,
based both in local employment growth and
commuter home buyers in search of affordable
single family housing unavailable closer to the
Twin Cities area. The management of this
housing market could take many forms. On one
extreme, the City could act to limit, by number
the quantity of homes built in any particular
market range. On another track, the City could
indirectly affect this market by creating zoning
restrictions which result in higher housing costs,
such as larger or wider lots, required minimum
Mooticeao Comprehensive Pan - Tactics
square footage, or other means.
A caution should be mentioned, however, in
reacting to market conditions which occur over
a short time period. The City would be best
served by making sure that a full range of
housing opportunities are available within the
community, rather than artificially attempting to
restrict only a portion of the market. As noted
by some of the interviewees, a restriction at the
lower end of the scale could do harm to the
City's economic development market. This
harm would fall most heavily on existing local
businesses attempting to expand. New
businesses, while sensitive to labor supply
Fconomle Development - htdustrW
There was an overwhelming support of the
City's objective in pursuing new industrial
development for the community. Ibis support
ranged from the City's used of economic
incentives to building restrictions. There was,
despite the City's efforts in economic
development, some comment about an
impression that there is a lack of appreciation on
the part of the City officials for the industrial
sector's concerns.
An the other hand, it was suggested by some that
the welcoming atmosphere created by City Staff
for new industrial development contributed
greatly toward the success the Chy's efforts.
This was contrasted with the difficult economics
and bureaucracy with which the businesses must
deal prior to their move to Monticello. Whlle
economics drives the businessperson's decisions,
atmosphere often pushed the decision point.
With regard to the City's marketing efforts
toward new industry, some comments wen:
aimed at encouraging a focus on skilled labor
Tactics Pate 4
issues, often bring a significant portion of their
labor with them.
In its consideration of housing policy, the City
should take care to consider two important
aspects of the housing market. First, housing is
a component of other activities in the
community. Job creation, commercial market,
and many other aspects of Monticello as a city
are affected by the housing supply. Second,
housing is a discrete economic development
sector in itself. A substantial number of the
people moving to Monticello are moving for
housing only, after which a commercial market
may follow.
and professional job creation- It was further
mentioned that the City's freeway access and
visibility should be able to attract high quality
industrial growth which can afford to pay the
higher costs associated with these amenities.
With regard to the City's zoning criteria,
comments were made encouraging a market
responsive approach. These comments reflected
a comm that zoning criteria aro too artificial,
and that market demand more properly dictate
the private investment In the industrial area.
There was comment as to the benefit of the use
of Tax Increment Financing for new industrial
development. This argument suggested that a
more focussed use of TIF would be appropriate.
This focus could be toward specific sector job
creation, or for those businesses which made
additional investment in their property, beyond
minimum requirements. It was also suggested
that the long -tern financial impact of
development Incentives is riot known, and may
not be positive. Concerm has also been
expressed over the inflationary effect TEF can
Monticello Comprehensive Plan . Tactics
have on we land values.
The City's Industrial Development efforts have
been aimed primarily at absorbing the existing
industrial land supply. As the City gets closer to
filling existing space, it was suggested that the
City actively seek new industrial locations. This
effort was supported strongly by some, to the
point of encouraging the City to own and
develop a new industrial park. For many, the
use of City funds should be prioritized toward
industrial development efforts of all kinds.
This sentiment spilled over into the concern over
access to industrial areas. Thele was comment
which expressed an apprehension over the ability
for the existing transportation network to handle
the traffic on which industrial development
thrives. Planning for new industrial areas needs
to take transportation into account for the long
term.
Consultant Comment
71tc City's m:unumic development efforts are
aggressive, and obviously successful. The local
network of industrial contact through community
efforts such as the Industrial Development
Committee are especit.11y viewed as positive in
the retention of existing businesses. However, it
would appear that the industrial development
efforts of the City aro often conducted as an end
in themselves, rather than as a means to other
ends, such as tax base or job creation.
This concern is evidenced in two general ways:
first, comments varied widely regarding the
extent to which industrial development efforts
should be funded; and second, the objectives of
the community's industrial development have not
always been clear in the context of other
projects.
Tactics Pae 3
The value of the Comprehensive Planning
process to the City's various functions can be
one of coordination, and helping to aim those
functions at common goals. Industrial
development is not an end in and of itself.
Rather, it is a means by which some particular
community goal is realized. For instance, if a
community goal is to increase the commercial
market for local retailers (current and future), an
objective which may lead to that goal might be
a reduction in its relative level of commuter
residents. A program which could lead to such
a reduction would be an increase in local jobs,
thus justifying industrial development efforts
which create jobs.
If this were the only goal relating to industrial
development, there would be no further
discussion necessary. However, the City may
also have as a goal an increase in local
disposable income, which would mean that there
ares specific jobs which would fill both goals.
An economic development program which takes
into account only one of the two goals may
attract several new industries, but few of them
may be paying off in context of the community's
goals.
Of course, many of the City's goals, not just one
or two, are likely to relate to industrial
development efforts. With each additional goal,
the more complex the issue of meeting them
becomes. It is not too difficult to envision a
scenario in which a program furthers one goal
perfectly, but defeats another equally well. This
conflict can only be resolved through coordinated
programming, with well defined goals and
objectives against which every City function In
evaluated. This is the true role of the
Comprehensive Plan.
-17-
Monticello ComprehetuivePlan - Tactics
Economic Development - Commercial
This category of comments includes discussion
regarding commercial development in general, as
well as issues relating specifically to the
downtown, Highway 25, and Interstate 94
frontage. As with Industrial Development, the
interviewees expressed interest in City
involvement in commercial economic
development across the full range of possible
support levels. These included full scale
financial involvement in redevelopment projects
to little mon: than afrun ation of the private
development market's efforts. Indeed, there was
some expressed condemnation of the City's use
of Tax Increment Financing for past commercial
projects.
As wide ranging as were the comments regarding
commercial development generally, so too were
those relating to the Central Business District, or
downtown area. Many of the comments
reflected a belief that the downtown was no
longcr likely to function as in effective retailing
center, given contemporary cummercial shopping
patterns. If this line of thought were to prevail,
then a re -use of the CBD must be identified, in
order to effect a long term transition in land use,
and the attendant community facilities decisions
surrounding that transition.
Future uses contemplated by these Interviewees
included specialty retailing, such as gifts and
antiques. Other suggestions included a
concentration on entertainment related facilities,
such as restaurants and ban, together with the
theater. it was also suggested that the
downtown, especially the area along Broadway,
would unction as primarily s convenience center
in the future, providing local market goods and
services, particularly the latter. The gradual
shift of the comparison shopping market to the
south was foreseen in this scenario.
Tactics Page 6
Some comments teflected the opinion that the
downtown area did not need to disappear in
order to facilitate the southward shift of the
commercial district. This thinking suggested that
the existing downtown serve as a northerly
anchor to a shopping district which encompassed
most of Highway 25 to the southern boundary of
the City.
Finally, there were comments which suggested
that the City has to take a much mon: active role
in the complete redevelopment of the Central
Business District. This view considers the
geographic area of the downtown to be a long
tens viable commercial center, although the
building stock is currently inadequate to
accommodate the activity. As a result, the City
would need to assist financially in the
replacement of those buildings in order to bring
the costs of redevelopment into a competitive
range compared to raw land development.
More generalized comments included a concern
for the competitiveness with surrounding
communities, not just within the City limits.
Coupled with this view was an interest in
intensifying the commercial development in the
area of the Momicello Mall and K -Mart. While
commercial development was supported by this
group, most seemed to suggest that an active
City financial role would be inappropriate.
Coordination with the Chamber of Commerce in
activities and programming was seen as critical
by most of those making comments in this
category.
Consulmm Comment
As with Industrial Development activities, it is
important for the City to define its gods for
coigmercial land uses. And, mora than many
others, commercial land use is leu within the
City's ability to influence. Since so much of the
decision making about retail location is
Moaticeao Comprehensive Plan - Tactics
controlled by market demographics, Cities often
end up responding to commercial development
requests than actively seeking them.
This reality is one of the factors which can cause
reluctance to spend City funds seeking retail
development. In many ways, the City can spend
with no apparent likelihood of success. A
Social Uemogruphics
The issues raised in this category centered
primarily around a belief that the housing
development in the City was leading to young
families of modest incomes, as well as an
increasing level of elderly. Regarding the
former, concerns involved a high demand on
public services, especially schools, and long term
concerns over housing maintenance. These
concerns were coupled with the view that the
majority of this demographic was sheltered in
relatively low tax yielding housing.
The interviewees were largely accepting of the
growth in the senior age categories. This
acceptance has translated into an assumption of
City responsibility for providing programming,
facilities, and a certain level of transportation for
this group. Apart from these two areas, a few
comments were made as to the lack of facilities
in the community for youth. This comment
reflected the concern that youth problems of the
metropolitan areas could follow to Monticello,
without the City's involvement.
t onrultonr Comment
In some ways, concerns over housing diversity
is a chicken -egg dilemma. Is the housing being
built creating a specific market out of which no
one darns to venture? Or is the market clearly
Tactics Page 7
competing reality; however, is that commercial
market tends to follow population. As a result,
Monticello has lb be in a position to absorb
future commercial growth in an attractive,
convenient, organized manner, or risk fitting it
in wherever there is room left over. Clearly, the
latter choice would not be beneficial to either the
community or the business.
defining the kinds of housing development which
can be successfully built in Monticello? In all
likelihood, it is probably something of both.
The market for new housing in the Monticello
area is, in part, being driven by home buyers
who can not, or choose not to, afford new homes
in more expensive areas in the metropolitan area,
such as Maple Grove. Arguably, the City is
powerless to significantly affect this market.
On the other hand, as these homeowners mature
in Monticello, the moderately priLvd move up
market will become in demand, the dynamics of
the area's real estate market will change. As
noted in a previous section, the City needs to
take a long term view of its growth, and try not
to be alarmed while market forces play
themselves out. This may mean that the City
needs to pay attention now to how it will house
this move up market in the next ten years or so.
The other side of this equation is that the real
estate market can acquire a bit of inertia. By
this it is meant that proven products are
attractive to real estate developers, and the City
can play a role in massaging the interest in
previously unexplored housing markets. What
this role is will depend upon the City's overall
goals, and the interplay with the other programs
the City involves itself in.
L
Monticello Cemprebeasive Plan - Tactics
Growth Managerrsenr lssues
There were numerous opinions expressed
regarding the reed for the City to manage its
current and future growth fetes. This concept
means different things to different people. For
some, it is important to develop, or at least plan
for, the City's inftaaructure on the front end so
as to be able to handle effectively handle the new
development as it comes to Monticello. In this
way, it is expected that the City will be able to
manage the location of new growth in the most
efficient maturer, without having to try to
moderate its pace.
Another growth management idea was to
carefully screen the developers who work in the
community. This idea crossed over to thoughts
relating to the strong enforcement of the City's
development controls. It was noted that growth
should not take a single form, however. Growth
in all categories of land use are important to the
long term health of the community.
Apart from the 'manage by preparation"
approaches to growth control were comments
suggesting a more active management of the
pace of development, particularly in certain
categories. Probably most notable of these was
the suggestion that lower cost housing growth be
limited in favor of other housing types, or other
land uses In general.
A second aspect of growth management was the
physical dimension of growth and its impacts.
These comments related to the idea that the
community will sued to address the physical
direction of its expansion, and how that
expansion compares to the boundaries of the
Orderly Annexation Area. Comments noted the
need to continue the positive relationship which
the City Ooys with the Township officials in
this regard,
Tactics Page 6
At the same time,* some felt that the City is too
constrained in its ability to direct its long term
future due to'potemial Township development
just beyond the City's borders. Past Township
development to the can has limited expansion of
City service area in that direction, and there is
concern that the same could happen to the west,
where many believed the bulk of Monticello's
growth could occur, particularly in the area of
industrial land use. In that the Township's
objectives are largely centered around
agricultural land preservation, it was hoped that
any development could occur in a compact
enough fashion to facilitate urban service
expansion when prudent.
These comments related to control of Lund use
type in the extra -territorial arras. Some
dissatisfaction was expressed with the joint
planning efforts of the City and Township, due
to the fact that County land use planning controls
in those areas.
Consultant Comment
Growth Management efforts can take on 'active'
or 'passive' characteristics. Active
characteristics would include control of rates and
management of economic cost and benefit.
Passive efforts include more of the directional
management through urban growth boundaries
and the like. Either is possible, but they reflect
different philosophies about growth In general.
Active management requires a much more
aggressive control of the types of bred use, to the
extent of limiting development in certain
valuation ranges. This approach assumes that a
relatively predictable balance of land use types
will be achieved, by restricting growth of some
land use types, and allowing or encouraging
growth in others. A complex organization of the
costs and benefits of all types and ranges of
development is necessary to he Ale to dirext,
M
D
Monticello Comprehensive Plan • Tactics
and monitor the effectiveness of, the City's
efforts at active management.
Passive management is more familiar to the City
in that its past planning and zoning efforts fall
into this category. Here, the community
identifies its growth objectives, establishes the
parameters under which growth can occur, then
processes development applications as they come
in.
Each method has its supporters and detractors.
Naturally, active management can be problematic
in certain contexts. Where the community's
growth is not occurring in all categories,
balanced management would require a near
complete halt in development until the slower
categories of growth can 'catch up' to the faster.
In Monticello, where the recent development
Community Facilidet
Community Facilities include all of the physical
products and services provided or maintained by
the City. Such things as sanitary sewer
collection and treatment, water supply,
stormwater collection, streets, sidewalks and
pathways, and parks, as well as administrative
and maintenance facilities and fie protection.
Most of the comments received were in regard to
the City's recreational facilities. Comments
regarding the other areas were almost entirely
related to the need to plan adequately for their
maintenance and expansion as the community's
growth warrants.
With regard to Parks and Pathways, many of the
interviewees indicated a feeling that the park
system has been neglected, at least in
comparison to other community facilities.
Comments made in this regard suggested that
while them were adequate park sites, there has
Tactics Pate 9
market has been dominated by moderately priced
housing, a hear development freeze could be
necessary to 'balhnce' the housing market. If
the upper end housing market failed to
materialize, expectations for commercial growth
would likely dissolve, since it is so sensitive to
demographics.
Passive management, on the other hand, requires
solid pluming on the front end, but a less intense
monitoring. This is not to say that the City can
draw up the plan and sit back to watch it unfold,
of course. Regular evaluation of the plan's
effectiveness is important so as to be able to
keep it current once it is established. A
Comprehensive Plan which is updated bit by bit
over time maintains its relevance without
requiring major fund outlays every ten years.
IRxu tuo little development and a lack of
coordination in their location, function, and
priority. Whereas the City has spent
considerable amounts of fiends on sewer, water,
and transportation, parks Ponding has been lett
behind, in this view.
Another aspect of the parks development was
related by some to the use and attention to the
river. This amenity, which is such a great
potential attraction, has been ignored in the
City's recreation planning and development.
Suggestions to overcome these past 'failings"
include the location of a comprehensive
community center on the riverfrom, and
extensive retrofitting of the riverfront with trails,
or trail accesses.
Some expressed the view that the City's
relationship with the school district, in the area
Mantimlie Comprehensive Plan - Tactics
of recreation facilities and programming could be
enhanced. Interviewees suggested that too much
duplication of cost and land use must occur
without better coordination in the future.
Consultmu Comment
Clearly, the comments reflected a positive view
of Monticello's willingness and ability to plan
for its physical infrastructure. The only
disagreements were in fora rather than in
substance. For instance, some believed that the
sewer treatment plant should be moved to free
up riverfront, whereas others expressed the view
that costs could not warrant such a move.
Similarly, comments regarding transportation
differed only on the location of major
improvements, rather than the need.
Park development seems to be a different
animal, however. There is no doubt that a City
cannot be run without efficient sewers, and
effective fine righting. It is said, though, that the
difference between merely 'surviving" and
'living' are the amenities. Where the park
Administrative Issuer
Some comments were made which related to the
administrative aspects of running a municipality,
rather than any particular function the City has.
Primary among them comments which were
communication issues. These comments
included suggestions that the City is perceived to
be difficult to work with by the business
community. Some of these comments were
based in the perception that the City requires one
standard at one point, then changes the objective
later in a project.
In this regard, there were numerous comments
received which Indicated a frustration with the
Tactics Pate 10
system is treated as a mete adjunct to the
development process, the amenity part of
community facilities suffers.
In this view, the park system should be looked at
as an equally vital component of the City's
infrastructure. Indeed, where the City's goals
are to attract a higher level of development than
it has before, it may be necessary to place park
development at the top of the priority list. Of all
the services the City provides, parks and streets
are the two most visible. In terms of
encouraging development of higher value, this
aesthetic component is a critical factor in
success. Park system planning and development
is an investment toward that goal.
TWe attention to, and public use of, the riverfront
is similar in its impact. Few communities have
such an amenity, and the river provides
Monticello with a potential competitive
advantage in attracting quality development.
Only where that amenity is available to the
public, however, is the advantage realized.
inability to ascertain the City's intentions with
regard to a particular project. It was suggested
that the most important thing for many of those
dealing with the City was to know what the City
expected of them. 'fits theme was present on
many levels in the interviews.
Consultant Cornmeal
The communication issue is often an arra where
'perception is reality'. Even though the City
officials may feel that they are consistent, and
malting significant efforts at communicating the
City's activities, succas can only be measured
D
Monticello Comprehensive Plan - Tactics
by the reaction of other party. With regard to
the consistency of City policy, a significant role
of the Comprehensive Plan update is to
consolidate City objectives and policy. As a
result, whether currcnt perceptions of
inconsistency have any basis or not, future
actions will be able to point to common goals to
tie them together.
Planning Imus
This category of comment related to concerns
about the City's planning efforts, and the frame
of reference within which the City thinks about
its planning activities. There was considerable
comment encouraging the City to think about its
place in the region. This regional analysis
includes impacts of the City's role with the
Township, as well as the larger region of Wright
and eastern Sherburne Counties. Finally,
regional thinking to some includes Monticello's
place within the Twin Cities to St. Cloud
corridor.
Also related to the City's planning role were
comments regarding the need for a common
community mission statement. What such a
mission statement might mean differed
somewhat, depending upon the interviewee's
perspective. However, maintaining Monticello's
small town atmosphere was a regular theme
throughout the interview sessions. It was
acknowledged that much of Monticello's growth
has been attributable to its favorable comparison
with more urbanized areas and the problems that
often accompany urbanization, including crime
and congestion. It was suggested that growing
into a place like those which others aro fleeing
would be an inappropriate result of growth.
Tactics Page t t
On this latter point it has been our observation
that while the activities of various City
representatives may not have been inconsistent,
they often have seemed highly compart-
mertalized. To those unfamiliar with the
workings of Monticello's government, this lack
of common objective can appear to be conflicting
requirements.
A more specific issue which the City needs to
prepare for is the possible decertification of the
NSP power plant. This issue is actually two
issues in one. According to NSP repre-
sentatives, federal regulatory changes will cause
the power company to search for cost saving
measures to bring the Monticello plant more into
liras with its other generating facilities. One cost
which they will attempt to reduce will be real
estate taxes.
At the same time, several interviewees noted that
the City has an opportunity over the next
seventeen or eighteen years to capture a shahs of
a revenue source which may not be available
after that time. This revenue source could be
utilized to Pond City capital facilities which
would be much more difficult thereafter.
An additional aspect of the City's planning
activities was related as concern over the ability
to control or direct growth beyond the City's
current boundaries. It was suggested that the
City's linear shape, and the bander created by
the Mississippi River makes the impact of non -
City development that much greater in
Monticello. This issue again relates to the
interaction the City maintains with the Township
and the County.
Mooticdb Comprehenure Plan - Tacta
Consul= Conunelr
The ability to grow, yet retain the advantages of
the smaller community, is a classic dilemma for
communities such as Monticello. The issue
which makes the dilemma unique for the com-
munity is the identification of the attributes
which make Monticello's particular version of a
'small town' special. T'he foregoing sections of
the Tactics Plan Report provide a partial answer
to that analysis. The remainder of the Compre-
hensive Plan process is designed to add detail,
leading to a Plan which appropriately programs
the City's activities.
How the City chooses to 'exploit' the property
tax revenue it receives from NSP will have a
significant impact on any cost -benefit analysis of
the City's tax structure. This will be a policy
issue which the Comprehensive Plan process will
have to msolve early in order to deal appro-
priately with the prioritization of the City's
gam•
Tactic Page 12
The need for- Vie City to think regionally is
important to almost all aspects of Monticello's
growth and development. Any private decision
to develop or locate in the community is made in
the contend of 'competition' with other optional
locations. The City needs to maintain its
competitiveness, but at the same time, needs to
be sum tbiat it competes for those developments
which allow it to meet its ultimate objectives.
This can only, be assured if the City regularly
recoaskle=s its goals and objectives; annually at
least. Without an adequate level of review, the
objectives may become out of date. since
mapped plans grow stale even more quickly, the
Comprehensive Plan can loses its relevance, and
the difficulties which the City encounters now,
as reflected by the concerns stated in the
previous sections, will reappear.
0
r,
11
FF477A Northwest Associated Consultants, Inc.
(Cj U R a A N PLANNING• D E S I G -MARKETT RESEARCH
MEMORANDUM
TO:
Monticello Planning Commission
FROM:
Stephen Grittman
DAM-
17 April 1995
RE:
Monticello - Comprehensive Plan Update
FILE NO:
191.09
The next phase of the Comprehensive Plan work will involve a summary of the issues developed
in the Tactics and Inventory phases. The effort here is to distill the information gleaned from the
physical inventory and the informational interviews into usable data on which the City can make
decisions. For instance, one of the most thoroughly died issues in the Tacticsinterviews was
the community's housing supply. Them is a wide range of issues associated with housing, all of
which will require the City to set a defined path through goals, objectives, and policies. These
include the range of housing choice in the community, the range of housing growth, types of
housing, active or passive involvement of the City in housing development, issues relating to
affordable housing, and other demographically defined issues such as senior housing.
The purpose of this memorandum is to help the CIty officials begin to think about possible goal
alternatives, and the resultant impacts of each alternative. with regard to the housing category
mentioned above, consider the issue of senior housing. Possible goals relating to the provision
of senior housing might be active City involvement in funding assistance, passive City
involvement through facilitating proposals, or a cautious approach to permitting any additional
senior housing at all. Them are numerous iltcton which affect the consideration of senior housing
development, including the trend toward a gmwing group of current residents which quality for
senior houprig facilities, the possible in-migradon of parents of younger residents who wish to five
near their familim, and the possible in -migration of former rural residers who need better access
to urban services such as shopping and medical facilities.
5775 Wayzata Blvd. • Suite 555 - St. Louis Park, MN 55416 • (612) 595-9636•Fax. 595-9837
If we assume, for the purposes of this example, that the City decides to take an active role in the
provision of senior housing facilities, a sub -issue will be the scope of that activity. One possibility
(the most agg n ssive) would be City -developed and owned housing. An intermediate level would
be sponsoring tax incentives to private developers. Finally, a lower level of active promotion
might be monitoring available sites and local demand in order to provide such inforaradon to
interested devebpr .'Thus, om of the objectives under the Goal Statement of 'Active >?s+!mc+don
of Senior Housing' would be a definition of 'Active'.
If we thea assume that the City establishes the intermediate objective of sponsoring tax incentives
to private developers, the follow up measure is to establish policies which control the use of
various incentives and the selection among various developers. Possible examples aright be
statements such au 'Public finance Incentives will be scaled to match the level of amenities
included in senior housing projects'; or, 'City financial assistance will be made available,
depending on denrsonstrated need of the project'.
Ike summaden of the Goal/Policy Plan section is a branching outline of how the City intends to
address the issues which face it Beginning with the mom general Goals, which describe the kind
of community Monticello wants to make of itself, and increasing in detail to the Policies, which
identity specific parameters which will control City datisim in certain situations, the Goal/Policy
Plan sets out a vision of the City, together with day-to-day guides for addressing specific issues.
Below is listed a series of categories of issues w hich have been raised to date. Under each issue,
alternative objective statements are proposed. Over the next few weeks, you should make an
effort to consider the pros and oom of each alternative, as well as developing others which aro not
included in this list. At an upcoming workshop meeting, we will have the opportunity to debate
the various objectives. From the preferred Objectives, staff' will extract mom generalized Goal
Statements. individual Policy statements will be developed in draft form by staff, which will then
be submitted with the Goals and Objectives for further analysis and editing by City Officials.
Following that phase of work, illustrative concept plans will be developed which help to Identify
the effects of the draft goals and policies. Thew concept plans will become the basis for citizen
comment through a series of neighborhood mearzgs. Subsequent to those meetings, more detailed
implementation plans will be developed prior to adoption of the full Comprehensive Plan.
AlUmadw QbJeeNw &at*="
Housing Choice
• 'The City of Monticello should attempt to regulate the mix of housing tupply in the
community In order to discourage an overabundance of entry-level hopsing.
4
The City of Monticello should attempt to regulate the mix of housing supply in the
community in order to encourage a broader army of housing style choices.
The City of Monticello should attempt to monitor housing development and demand in the
community in order to be able to both predict and respond with adequate City services.
The City of Monticello should permit additional lower cost housing in an effort to provide
additional labor market for industrial development
Housing Location
• The City of Monticello should regulate the location of residential development so as to
avoid its exposure to negative adjoining land use impacts.
• The City of Monticello should regulate the location of residential development by requiring
additional screening from negative adjoining land use impacts.
• The City of Monticello should permit the market to control the location of residential
development as it relates to negative adjoining land use impacts.
• The City of Monticello should regulate the location of single family residential
development to avoid its exposure to negative adjoining land use impacts.
Housing Cosu/Benelu
The City of Monticello should regulate the developed housing market in an effort to
balance the cost of services with the tax payments made by the development.
The City of Monticello should consider factors unrelated to quantifiable coWbenefit, such
as market conditions, in its consideration of bousiag development.
Alternative Objecrfw Smlemenu
Purposes oflndumial Development
The City of Monticello should actively pursue industrial development In order to create
a broader tax base, and lower tax burden on individual homeowners.
• The City of Monticello should actively pursue industrial development in order to create
jobs, thereby assisting the local housing market, and eventually, the local commercial
market.
A(tez'nanive Objectim SWwunts
• The City of Monticello should actively promote the provision of an expanded menu of
rem=donal services to its residents.
• The City of Monticello should provide additional recreational services based upon gaps in
the provision of such services by other entities, such as the school district, or private
groups.
• The City of Monticello should focus more upon 'haditionW infrastructure, such as sewers
and streets, than park developmau.
Admin crsYtM_An mrd �gnJnp
v
Ahemattve Objective 2"menu
eve Coon inadon
• City del and board activities should be coordinated by the City Council, in order
to assure the high= level of accountability to the public.
• City departmental and board activities should be coordinated by City Administrative Staff
in order to facilitate maximum efficiency.
Regional Issuer
• The City should wort to take advantage of its current tax base in order to maximize its
benefit to current and ft=m residents.
• The City should work toward the time at which NSP property tax revenue will be
unavailable by broadening the property tax burden to other new development.
• The City should amt with other governmental units in the region to coordinate larger
scale projects, i moving that some will locate in other jurisdictions.
• The city should work toward capturing as much of the regional growth as possible, despite
the development efforts of wrrounding communities.
a
Special Joint Meeting Agenda - 5/1&15
S E -F. Amcomolishina Goa e. W.O.)
A. REFERENCE AND BACKGROUND
You will be asked to determine to what extent development of a
family, education, and sports facility will contribute toward
accomplishing housing and economic development goals. Following is
information regarding a potential regional sports facility along with a
table outlining community uses and opportunities for combining City/
School and Sports Federation resources.
D. SUPPORTING DATA
Sports Federation letter, Monticello Times article; School article;
Family, education, & sports center chart; Planner's memo on outlet
mall; Map of potential outlet mall area; Transportation map and
costs.
MINNESOTA SPORTS FEDERATION
Zachary Square Center • 113a5 96th Avenue North
Maple Grove, Minnesota 553693678 • (612) 425-0311 • Fax (612) 425-6121 ,u'Sr
. Nap.
April 28, 1995
Jeff O'Neill, Assistant City Administrator
C/o Monticello City Offices
PO Box 1145
Monticello, MN 55362
Dear Jeff:
From all walks of life, the Minnesota Sports Federation (MSF)
brings together persons of all ages who enjoy and take pleasure in
amateur sports. With approximately 200,000 participants annually,
enthue!.rsts find quality programs for their interwsts to softball,
basketball, volleyball, baseball, broomball, and touch football.
We are pleased and proud, therefore, to announce plans for a
multi -use, amateur sports facility that will be owned and operated
as a not -Por -profit facility by MSF. The proposed Center will
emphasize youth sports with numerous camps and clinics. Plans call
for basketball, volleyball, youth wrestling, karate, soccer, touch
football, limited -flight softball, walking/running track, and
aerobic equipment. The facility will also house the Federation's
offices and the Minnesota Amateur sports Hall of Fame.
To determine the potential for a successful charitable fund
raising campaign, the Minnesota sports Federation's Board of
Directors has secured the services of Professional Fundraising
Services, Inc. (PFS) to conduct a feasibility study. This study
involves personal interviews with buoincoo, community, and
recreational leaders to identify their perceptions, interest-
levol, and capacity to support a $4.0 million campaign.
Your input will be very valuable to this study. We are asking
you to participate in a personal interview with a member of the PFS
consulting firm. The interview will take approximately 45 minutes
and your responses are completely confidential. This Is not a fund
raising call. A PFS representative will call you within the next
few days to schedule an interview. No hope you will make some time
available for this important amateur sports opportunity in our
state. Thank you.
sincerely,
�44
Al_�
a46
Liana Cohan
Perry Coonce
Barb Northway
President
Executive Director
Director
FAA
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IM �111d1/ (tIW �•QYa�I • �1p•dI, M IireW ail•w11� Abr b �M
MISSION STATEMENT
S� FOR MINNESOTA AMATEUR SPORTS AND ol!M
j= TRAINING CENTER
The Minnesota Sports Federation (MSF) mission is to provide
wholesome amateur-recreational sports opportunities that promote
fun, fitness, personal growth, good sports, and lifetime leisure
skills.
The explosion of high school and youth sports coupled with the
needs for gender equity, have made indoor and outdoor facilities
for MSF amateur sports events increasingly difficult to find and
oftentimes cost prohibitive to schedule. If additional indoor and
outdoor amateur sports facilities were available, the scope of MSF
programs could be increased significantly in the area of research,
coaches/players training, programs for the physically challenged,
and senior citizens. Such expanded programming, however, would not
preclude local hosts from sponsoring MSF post -season district and
state tournaments.
With the potential for a broader menu of activities, the
indoor facility would also house the offices of the Minnesota
Sports Federation and the Minnesota Amateur Sports Hall of Fame.
Amenitios initially planned for the indoor facility include five
basketball courts convertible to ton volleyball courts, viewing
dock, batting cagos, pro shop, turf training area, walking/running
track, sports drink bar, restaurant, and recreational games area.
The indoor facility will be suitable for basketball,
volleyball, touch football, softball, floor hockey, soccer, roller
hockey, wrestling, aerobic activity and a variety of
coachoo/players training and low organized games. The outdoor
facility, a five field softball/baseball complex configured in a
wheel, will include a concesalono/proos box and one field that
feature "stadium type" seating. The fields are also convertible
for soccer and touch football.
The amateur sports center will provide Sports Federation
members with a plethora of now opportunities. It will be a state
of the art facility that serves as a focal point for the non-profit
organization's mission and ongoing goal of "Serving Minnesota
Through Sports"Sm.
0
Making A Big Splash
Lf.
in At The Swimming Pool.
31'
AS THE WEATHER WAS taking a turn for the woes outslds
zd Saturday and residents prepared tot the nine Inches of snow+ the
U younger sail was having s grand old time splashing aoutla In the
in ' ' pool at the BWW Community Center. At frau, Tracy Paterson,
_r : ,9s Chanty Barthol and Mellsss Pick. ell o pea . took time aA
Iromihs water while their approximate allow Monticello
Brownies kept UN water moving. Below at right, Utequard Justin
McPherson of BeCksr kept an eys on the Kilvlty.
I February was • busy month at the pool, Bays Gregg Gagnon,
-� building coordinator at the Community Cerra. No 00"11111 that
6.= persons used the pool during that month.
"The Isar month, especially during Fridays, Saturdays and
Sundays, we've boon very busy," he Bald. "It's been extremely
busy, with poople potting out, In spite of the Cold wether we've
had,"
Monticello Times
Article from K y 4th issue. ,y •,I I
Mo'ntlece"Ild"',
1
VdI.t28-N0.36tDt1J86 ...'hr.�r„ti•,
Itlmdloe0o. hAlrtn. 6$38'2 ''' � `• •'
:Decision by October
:School looks at information•on:,buildih9 -plans �
Dy Thor CaIISG'r
menu ptnL ... has hes lavolred wife. lime Bpoa tchde
AM outdo d dbnaslon sad IettgtR the gee•
oral eoocepptt of faeillty eapandon attla le,
"ILey'rc pusnine ro cask on tin gekklZ`' am dovekpene� Iroutllna hues computer 4h
sed Dace they deefde what IAey wa (o do, Md furo4�le� the room. Io the new .Ina. t
"they 2/•. Firoter fl{mea wootd be fdbwlrq
Mmtirclb ScJroeI Bond manheu Mon y ralp�t
fret OtL 2 as mob deadline for aekahq • bu0dlvg
Jobrme' mold b oalhr wnAu ,developed
to 28 rtsauAa. t the d::4 THA ttAool cuff mhembaa.
'And board has m dad•
U rcdlr behooves us m wakh wbat pap.:, nor urllh flea, be aurfMinformation
amuse u%this building wmo,” he added.' ' poulAk' puttthe project. nay
me�school also abated
asp a 0mrework to gather bdb n st m H needs m
peas ,
Scholl board dlredces also speed IAD thej � Issues: ? . tA. hp'i r 17 • . .. .
.
get to do dedriaa
need to mase up win a II tuortuoan • A•1,000•au sudimrlum, tollr
milve fa
d rosymmfe sad drama prncaWftwu••5291 m Hlfon.
The bulk d Made1� s regular nmrddy
was tion m mttddotiq facility teases. Archltra
dot tiey� would ori 1hD poblk m llut .
ae wonting m gaAer oonaWent InfarmaUon. - A 4,000•tksa fodball sudlum wife team •
arae YautgQuM was W m give more deulkd
_111
Board members also brainstormed over mom( andmaoea{oa auaM-(980.000•
breakdowns on me mat asaociatd utas die budN-'
Inopllooa and dr bogd sett 0 asslymtdm for
Idea on bow lo t that information from the ' • An elght-Wtk 1N0.0o0.
public. That could include laldhtg more tpLw . Eight aemls mart-fjW.000.
I a asst Meting. qday, May 16.
poop mncA like II db ash wlahr In enmlmy .Baseball and mfmall Osyums-frgp,0D0•
11 M
; The dimkt b cu"crd r (Deny a apace crunch u
up frith the (eke
middle school over. , Collector =fU.000.
the middle school. Neat rrear• sane sixth -grade
clones will be ddW to IJdle Nouveau t]mrern-
crowding wtutlon, dols]j maillnys, doing a ,aero, for800eas-gIS3,1100.
phone survey or mating will, civic group. P�lsi
WySdoNto ease that overcrowding.
Rather than having special meetlap that •Storm aewto- lI(LOD0.
Fbming &V Vo em
people Mve m out of their way to attend, • p'idenla6 n( the middle school driveway
One d tb aria that the turd
down a lar meat meeting ls:Z[.d =,.1o,:1!
Uirecta Nancy Sp'rh asked If It would be bei- entrance -11
ter to go osiers Inge poop of people aheady ' Rebwlldbq carousal kmnls coortd120.000.
alk on future enrollment numbers along with
enc' ' • Repair ofhigh seboo1. middle school and
mold an up a tophi In the par► u Riva Pirrwood patfrngtest-1200.000.
what the current space uaages are, plus the
maximum copadtla• d It bu Idings.
pest. ab old, lq� hook•up n the curteal
toad - bard]; 61 pool il.1
Superiaunderrt Sheldon lahasrmu also shared
laformalan be received that same ay from
want get a on pub• ,. acAook minion.
Ile opinloo on the options betoro puniest _ u the ekmmtary
••
Monticello City offlel/ls that show that new
homes should coatlaua to go up at a record
ytrea upmapublkvot. aeAcob-01
" (b ( oa on volrrhqg a ls the wrong Qay Adding a catetula/mmmunity room at the
lo fid oo what tit tAlnta•' said Dtea
P=C.
"They're eslleu0rtg tha then should he 133
publk , bI scha"IA3.111
tar tray' Baab• AddIrtt claw damooms a the corm& high
•• �sGsool 713!
to IW oaw hones built In 1995; Johnson old.
Usiy a flgum d I.JB student per new home
thn mold mote an enrollment Increase d 18th
Ak WpftolMCbtab million.
Younyquln wear throu�b a Isaamy IW d " • 1 Will" a geocrat fete lift m the
the ensu aaoclateld with the three facility ' of led d me current Aljb Kbool-116J
student during the calendar yea.
optloas that the board Is looking at. Thos ttt0lba. ',
' flu homing oroketba were scoped out m
d
opkw Include: ' • Mlsoe eastr3Ml.00D.
the yea 2001 aid W cumulative teal new
. Building a now high school for 1.300 ata• putorle dlbt Those coats together,
houses t be built In the city was pegged 41
11,110. TAa make for an enrol
may, Bye on a aim of 21y0,q000 squaw hxt• H Yooagqulsl band estimates for the three
mold
d 1.800 atnsdcat mmtpsre0 m mday.
`And
carries a plea toll d 129 mi0k L opelom A mew bio school would ma 139.03
• Bapaadlag the mlddM school m hold 1,200 millla�, e N Ur middle school would
'ooa
three numbers say nothing for the
development aeras the river OF OU4{00 Of the
py�pt, Tia world be o IW.000 srptus foal 11d.1bWill kn and eaoreatbq the middle
Inas i hlgk 130.99
city IImIts," Johnson said. "Yon have m n•
addition of a coat of $8.6 million. . about /t1o01 Wov,14'"1
8apadimg mlddla seise m mmvert H loses; h��• ` ' /' ' ' ' '
member that our school district coven 100
a acAod. A 190.000 aquas tact addHloa • •- Director Denali Soadbeck atud•wbt the
square mlb."
Tb apariniendeat said that city officials
told Mm IAst they don't toresea major road-
(or tEa projatY waste carry a arks tq d g11�•' mot tsetor ba b FIs hug tb protect for
ralllba "ons gar. Y stet aldytbe, fonr•pereeot
' IOatal� w� my �! estimates•
blacks la the (AoaO derebpmatt plea cine m
YounggaAt pointed out That all of (boss
sstlauta wkkA see bead m the
P===,24
IMW tapsclty d dr city wort was ami•
. ttma tarot /oleo= b0diag project h4 fbm /fie �!!: •_
PRFJJBMAJEtY SITE FOR POTENTIAL OUTLET MALL
Firgst Phase; approx. 36 acres
Poossible Second Phases approx. 20 acres
Business
59.60acres
_ Potentia
MLm— Fed. RPUD
ISD 882 property
t
Map taken from Monticel— transportation plan
n �
- 4"tl�Vi�,67.
$750,000
rRDVRMtMr oPTIOII a y�1 /�
- tOm6Rq iY,tilt0�i�� rR1Y @O.t @ m M � 0
Lawton
-•• aOt6 RASM0101 tAxrcv^Tm
ROADWAY MMOVCI011701
— 4v*Ovtm9w OPTWK t
--•-
WE vemm Option a
i aw"Vomw OPTION a
#V)
- ,
MONTICELLO
TRANSPORTATION STUDY
Crry OF MONTtC£LLO
Ws1OMi' COuwY.mN
1
�� R60"VLMMMOy�PPTIDM a
,� ilrl O C.�11 �i N. 1.�t14�f�t1M H
$400,000
t � y arROMI�Mr a►Tgr 1
ti Potential zhat Mall
and Family/Sports Center Location
IMPROVYMM
OpmNs
FAMILY, EDUCATION, & SPORTS CENTER- INVENTORY OF POTENTIAL USES AND OPPORTUNITIES FOR
CITY/SCHOOL/SPORTS FEDERATION COOPERATION
LISTING OF POTENTIAL
I CURRENT STATUS
I CURRENT PROBLEM OR OPPORTUNfTV
COhOMENTS
USES i ACTIVITIES
10opd
Good oppdisdtr br pom dA InO rmouroM
P/tlo ammbBr Is brrdbd - Sdrdlkm bsuna
_ -
Mar,remurm
No ke ane aaUd" bribr
Lkuvdl Sdwd Car IPFWMI
Curmd abdun nada l ...... probe. am O0w "n -ft Im fwnMb ra
.. . lkaorCaa
ECONOMIC DEVELOPMENTChurn
B cam - $3W'000
Not In Own
Eive mon reads raw adow roarbr ruaas
raao ro®
rscalm l s3m,om
bar d Camno= Ofboaa
'Good mnfmby kr m�. • • rkrp rmovoao
t
As naaaavn to mapon dwokpnwd
Too frtrel -Door pmb6xa
Etpaatn reBdad aomrdrq b Chamber Prof.
' MldbArm - "as ConVenbarb
I I
i
Sdwol m wid. oras . M S ..0 m m base
ICa v* MWFrewar lo=m mev - opporanttr
GOWAAL OOVERNMENTAI
1Cirram
hk Roar - A0 Tr- of MV5
t t t
Ctrvom 6 ksr m wn o be a etab0a
fnd btbra rraad
Deputy Regm—
t
�CW bra w aMem to be daouao
W ft rat fatlsbas ifron•am needf
Cal Has
t
Emmai l raadad In eve lane
Erpa abn may to neaasmy Morn nma S reed
1WOOn
Conty Olk@wS wRa Dom
I t �MetdbrYn,Mar..
erearenb.r der nr
m1 S yn emr City tm "mnbn
54MMCAL KmTM
IAq aw Center ■ I Pbaf oM
EmullsAarnaffilulm
Vdaybd0 Curb t
WW*q;sR nft Track t
1 Lea Mau t
1 Sum um - Foolbm and S0000
1Tanb courts
BmabdVSdbm Stedbno
1 sine area Pnkkg Sys— Dw
Sean Snare, trtpoybnarb
1ArnbloCordbM 1A
l Wokma FNMIV
EFAMLYIBOpyAI+
caoaJNm
1 Bl.aeb - — Fry
Tan c.rrOfr lLlbad
Irrloor Pldr Arno bre Ulft fOm t
Cann1 gttlrn_laryn Ofd_ _
I SOCIAL SERVIDED
Eery C 1- Eduumr
YOM ad Fambr SanLcaa t
Sr. Clmm Dmkrg
p"_C"
CLLTUIUL
Maoen
Lbury Eaarwm
Arldbrarn - TAaataMaadM
luar}...Y. canm_RAMr l
CCLIST.WK4: 05/11/95
Na ■ revomnal rrrtltr w bdav' aarraardf
lNut in dqd teoalI dare
Rekc amity b irtdad - SdrdAYO Imp
oppaaedlT br oanarrO rmwrom
Pubic aopmlbb M
l tr m - Sch= br+m
10opd
Good oppdisdtr br pom dA InO rmouroM
P/tlo ammbBr Is brrdbd - Sdrdlkm bsuna
_ -
Mar,remurm
No ke ane aaUd" bribr
Nddr Dd3-,5=.000-atnmw um for SO Fad
Curmd abdun nada l ...... probe. am O0w "n -ft Im fwnMb ra
.. . lkaorCaa
EtpanMon rmas raw bdaaVOrorar rimy
B cam - $3W'000
Not In Own
Eive mon reads raw adow roarbr ruaas
raao ro®
rscalm l s3m,om
As nuamr to sl4gort dralopnum
'Good mnfmby kr m�. • • rkrp rmovoao
1
As naaaavn to mapon dwokpnwd
fkw m ,nmmar b comMarO raaouom
t
Avabaft an a lea OdtlMedaal oordieb
0• v ll n'rrslb fpr mmnfn0 rarwosd
10000
t
AvasYAe m.lm od onf r
qWhwthy br cornMm+ �r.wet"
ACTUAL EXPANSION PLANS
Spl—
Cllr SnOd FaOaratl0n
I
AWtmrium - til mbm I Ureum
Un kills
I OlAooaMW d Fang 1
I
1
I I
I
brdund in H.S. darabWnwd
I
5 0oum 1
Mdtdad In H.S. dNabpmam
10 oourb
84WO - $240A00
Unsure
TartiMa I Tanmau
4.000 mem - 0e0.000
lruckdad In plm
B cam - $3W'000
Not In Own
Mr rnanml 6480.000
6 eaift i fm - in Phan
rscalm l s3m,om
b,doead In vas 1
Indrrm nm I $110.000
1
Nd puny
YAd in Fan
bda
Not Putft
I k1dUd0a b den
t t ISatddadad4kraer afvmtrodear ab anu0 fi'r •r 'a �• ky ry.nm,krf nfsnraoras
t I I molm a VFW an son aural Np nn•iG r'^ '7 9i rnp'^'I/FYI
a Lhaurorn -- ----- - -- Gpporlra, bsr mnbkin i l Um
lkmlbe m mlmL. �r�A b�,,,.p
E 6m-- arefppb M aM1ar
rtad
a ICOM MWMW wportsmrsk br moperabon l
Could reprem appommery for coopumpon
LkdbOl Fft" Wry W urtrodabe, d -V mokmd 19, - eqn— ruwae In Mea
I f I I Ez10�@lral wnmwdgtlda0 &3°P__�Feon no.d.a ti nary —
I e red ptr IE%PWvw n nmeaa 0 burr-
Umflfd moW pdod e000ulas Pw0A 0 yorbkalfpr Co do g rmorrCm
� I
I I
1.000 am and am" - 2 W we I
I I
7—
FAY -11-1995 1524 t*C tic
FCA Northwest Associated Consultants, Inc.
V R 8 A N PLANNING • e E 6 1 0 N• YAR a E T RESEARCH
OUTLET MALI. DESCRIPTION
MEMORANDUM
TO: Comprehensive Play wo*shop Participanta
FROM: Stephen (Rittman
DATE: May 11, 1995
RE: Monticello - Economic Development Implementation Steps
FLU NO: 191.09
At the upcomigg Comprehensive Plan worbhop, a series of dismsim will be held which ate
designed to develop a consensus on the community's goals in two critical areas: housing and
economic development. The fomlat will Include goal ideotifccation as a first step, Utes a process
of strategy developmem which will involve Rho discussion of several implementation steps. Some
of these steps writ be proposed by the group as the meting progmses, and others have been
proposed to the City it, Y.
The purpose of this memomndu is to give the workshop partsi mm some background on one
such step. potentially being proposed in concept form is the development of a factory outlet
retailing mall akmg Chelsea Road battveso the school ptopeny and the freeway. Thio mall would
reportedly consist of 200,000 square feet of space as a fiat phase. with an ultimate project size
of up to 500,000 square fast. Such a pr*ct could be espoctod to caoanne much of the sLmaising
land in the area omratly zoned B-2 and B -C, and would possibly roquire the corneas+-, of
freeway interchange improvemmis and County Road I IB. The project has been described as an
upscale' version of the factory outlet mall ooneeo.
As with any of the i ...I......, ,....11n steps proposed, it will be imponaat to evahsate this proposal
as to bow its Impact mesh with the goals statements made sassier in the meeting. A typical
analysis of stub a proposal might include both a eamtlderWua of the project's desirability
generally, as well u the btmdb or drawbaeb of the spedftc situ being evaluates. Again. this
and other projects wW be discussed as to the project's ability to mod the City's egablishod goals,
rather than u ad hoc. discwntmcted dtuialons. The obJoctivo of this meeting, and all
Comprehensive planning activities, is to understand the linkage between City goals and City
actions, as well as the connection between dlffaent goals themselves.
5775 Wayzata Blvd.- Staita 555 - St. LoUs Park, AMI 55416 - (612) 595-9636- Fax. 595.9837
TOUL P.e2A