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IEDC Agenda 04-02-2019AGENDA INDUSTRIAL & ECONOMIC DEVELOPMENT COMMITTEE (IEDC) Tuesday, April 2nd, 2019 — 7:00 a.m. North Mississippi Room, Monticello Community Center Members: Darek Vetsch, Kevin Steffensmeier, Steve Johnson, Joni Pawelk, Wayne Elam, Luke Dahlheimer, Dick Van Allen, Don Roberts, Andrew Tapper, Mike Carr, Christopher Church, Elizabeth Calpas, Randy Skarphol Liaisons: Mayor Brian Stumpf, Jeff O'Neill, Angela Schumann, Jim Thares, Jacob Thunander, Marcy Anderson, Duane Northagen, Dave Tombers, Mark Hanson 1. Call to Order 2. Approve Minutes: a. March 5th, 2019 meeting minutes 3. Consideration of Adding Items to the Agenda 4. Consideration of Appointing IEDC member to the Comprehensive Plan Proposal Review Committee 5. Update on Stormwater Management Ordinance, Matt Leonard, City Engineer 6. Table Topic — Review of FiberNet Monticello by Mark Birkholz, Arvig 7. Consideration of Update of BR&E Visits/Schedule 8. Reports (Verbal Reports): a. Economic Development b. Planning Commission Agenda (attached) c. City Council d. Chamber of Commerce 9. Adjournment (8:00am) MINUTES INDUSTRIAL & ECONOMIC DEVELOPMENT COMMITTEE (IEDC) Tuesday, March 5th, 2019 — 7:00 a.m. North Mississippi Room, Monticello Community Center Members Present: Darek Vetsch, Steve Johnson, Luke Dahlheimer, Dick Van Allen, Don Roberts, Andrew Tapper, Mike Carr, Christopher Church, and Elizabeth Calpas Members Absent: Kevin Steffensmeier, Joni Pawelk, Wayne Elam and Randy Skarphol Liaisons Present: Jeff O'Neill, Jim Thares, Marcy Anderson, Duane Northagen, Dave Tombers, and Mark Hanson 1. Call to Order Darek Vetsch called the meeting of the IEDC to order at 7:02 a.m. 2. Approve Minutes: a. February 5th, 2019 meeting minutes LUKE DAHLHEIMER MOVED TO APPROVE THE FEBRUARY 5TH, 2019 MEETING MINUTES. SECONDED THE MOTION. CHRISTOPHER CHURCH MOTION CARRIED, 10-0. 3. Consideration of Adding Items to the Agenda Jeff O'Neill asked to review the Highway 25 Coalition Resolution with the IEDC. Christopher Church asked for a few minutes to explain an upcoming outage fuel replacement event that the power plant would be scheduling. Mike Carr introduced the Monticello Public School's Superintendent — Eric Olson. 4. Consideration of New IEDC Member Jim Thares explained that the current IEDC membership is at 13 members. He said that the IEDC can have up to 18 members. With the recent resignations of two members, staff posted the opening and received two interested applications. One of the applicants was withdrawn from the pool due to a lack of follow up for an interview. An interview with a Kari Moorhouse occurred early in February. Moorhouse is a resident of Monticello and Xcel Energy employee out of the Roseville office. Staff recommends that Moorhouse be appointed to the IEDC. LUKE DAHLHEIMER MOVED TO RECOMMEND APPOINTMENT OF KARI MOORHOUSE TO THE IEDC. DON ROBERTS SECONDED THE MOTION. MOTION CARRIED, 10-0. Industrial and Economic Development Committee Minutes — March 5, 2019 Page 1 1 4 5. Consideration of Amending Bylaws Jim Thares discussed amending the IEDC bylaws to allow up to two high school students to be eligible to be on the IEDC board with the City Council ratifying the appointment. Darek Vetsch recommended that the position be set up similarly to the Chamber representation on the IEDC where the member is recommended from the organizational body where the school district would recommend up to two students to serve. Mike Carr indicated that the two students that attended the previous IEDC meeting were still interested in being members. Luke Dahlheimer asked how Carr was able to choose those two students. He explained school staff recommended both students for their interest in the community and academic achievement. MIKE CARR MOVED TO APPROVE PROPOSED AMENDMENT LANGUAGE TO THE ORDINANCE GOVERNING THE IEDC AND ALSO THE IEDC ORGANIZATIONAL AND MEMBERSHIP GUIDELINES ALLOWING THE APPOINTMENT OF UP TO TWO HIGH SCHOOL SENIORS AS IEDC VOTING MEMBERS. LUKE DAHLHEIMER SECONDED THE MOTION. MOTION CARRIED, 10-0. 6. Consideration of Establishing BR&E Task Force Jim Thares indicated that staff would like to start completing Business Retention and Expansion (BR&E) visits again for 2019. Thares indicated that the past year, staff completed a couple of these visits. The goal is to have around six BR&E visits for the year. Thares asked for a task force to be set up, where a few IEDC members would coordinate the visit with the selected Monticello business. It was noted that interest in visits at Aroplax and M & M Precision Machining has already been confirmed by staff. Mark Hanson, Jeff O'Neill, Mike Carr, Steve Johnson, and Marcy Anderson all expressed interest in helping out on the BR&E visits. Darek Vetsch stated that it would be a goal to have two visits completed in April to kick things off and that staff should come back to the IEDC with additional businesses that are interested in participating in May. 7. Added Items Highway 25 — Jeff O'Neill explained that the City Council recently passed a resolution supporting the Highway 25 Coalition. He explained the background of the organization and said that four potential river crossings have been selected. He noted that each organization pays membership fees which would support the need for an economic development study that is based on the four potential crossings. The study would help to understand the impacts on each jurisdiction based on the location crossing. O'Neill stated that the organization would soon be creating a request for proposal following the Highway 25 Coalition decision on a scope of work. Industrial and Economic Development Committee Minutes — March 5, 2019 Page 2 14 O'Neill stated that the IEDC may be asked for support of MonticelIo's goals on the Highway 25 coalition at a future date. Xcel Energy — Christopher Church explained that Xcel Energy is completing their annual outage. An estimated 800-1000 additional contract employees are expected to be in Monticello over the next two months. 8. Table Topic — Review of Public Assistance Finance Programs Jim Thares explained the City's public assistance finance programs. He explained a variety of tools including Tax Increment Financing, Tax Abatement, SBA loans, Angel Tax credit. He also mentioned a number of programs though MN DEED and Wright County Economic Development Partnership. 9. Reports (Verbal Reports): a. Economic Development Jim Thares provided the economic development report update. He reviewed the following projects: • The Briggs Companies — The building department is currently completing plan review. • Fire Station — Jeff O'Neill reported that construction would begin in the spring. The bids came in below the estimated engineering report. • Monticello RV — The company has been seeking Planned Unit Development approval for a new site along Chelsea Road. They have a funding gap and are seeking financial assistance from the City's EDA. • Headwater's Development — The company is expected to move forward on a site located on the east edge of town for the completion of a 92 -unit senior living facility. • The prospect list will be emailed to members for review. b. Planning Commission Agenda (attached) The Planning Commission agenda was attached to the agenda packet. Jeff O'Neill explained that the recent Monticello RV consideration would be going to the City Council in the next week. c. City Council Jeff O'Neill explained that the City is continuing to monitor the City of Becker's possible Google location final decision process along with study of potential implications to the greater region including Monticello in terms of housing demand, hotel room rates and demand, traffic, etc. d. Chamber of Commerce Marcy Anderson explained that the Chamber is getting ready for their next event in May which will be the annual golf fundraiser event. Industrial and Economic Development Committee Minutes — March 5, 2019 Page 3 1 4 Anderson also explained that she created a video at Swan Park to help raise funds. To her surprise, it has garnered a lot of views and positive comments. 10. Adiournment (8:00am) Darek Vetsch adjourned the meeting at 7:58 p.m. Recorder: Jacob Thunander Approved: April 2, 2019 Attest: Jim Thares, Economic Development Director Industrial and Economic Development Committee Minutes — March 5, 2019 Page 4 14 IEDC Agenda — 04/02/19 4. Consideration to appoint one representative to the 2040 Monticello Community Vision & Comprehensive Plan Proposal Review Sub -Committee (AS) On February 11th, 2019, the City Council authorized the release of the 2040 Monticello Community Vision & Comprehensive Plan RFP. A sub -committee will be established to assist in recommending a final consulting firm for the project. The Industrial & Economic Development Committee is therefore asked to appoint a representative to the Monticello Community Vision & Comprehensive Plan Proposal Review Sub -Committee. The sub -committee will meet approximately 2-3 times during the month of April to review the submitted proposals and recommend a final group of proposing consultants to be interviewed by the Planning Commission and City Council. The Comprehensive Plan reflects the community's vision and articulates the goals for how Monticello will take shape during this period. Other bodies proposed for representation on the sub -committee include the City Council, Planning Commission, Parks & Recreation Commission and EDA. Meeting dates and an information packet will be provided to the representative once the Council establishes the group. A separate Technical Advisory Committee will be appointed to steer the full Visioning & Comprehensive Plan process once a consultant is selected. B. ALTERNATIVE ACTIONS: 1. Motion to nominate Commissioner as the Industrial & Economic Development Committee representative to 2040 Monticello Community Vision & Comprehensive Plan Proposal Review Sub -Committee. 2. Motion of other. C. STAFF RECOMMENDATION: Staff defers to the Commission on matters of appointment. D. SUPPORTING DATA: Comprehensive Plan RFP MONTICELLO 2040 Request for Proposal to Prepare a Community Vision & Comprehensive Plan Proposal Due Date/Time April 1, 2019 4:00 p.m. (CST) I. PROJECT OVERVIEW The City of Monticello, Minnesota is seeking a consulting firm(s) with considerable experience in scenario -based strategic planning, community design, land use planning, economic analysis, and community engagement to prepare a Community Vision and update the city's Comprehensive Plan. The objective of the project is 1) to provide the community with a clear vision for its future developed by an engaged and informed community and 2) the strategies to achieve that vision, ultimately reflected in an updated Comprehensive Plan. The plan documents should be visually appealing, usable, and legally defensible. The plan will address the transformational issues at work in the community and region, which will shape Monticello over the next 20 years. These issues will include fundamental changes in tax base, land use, and transportation, among others. In addition, with an Orderly Annexation Agreement in place with Monticello Township, which will expire in 2025, the 2040 Plan will recognize the opportunities for growth and development in this area and focus on engaging township residents in the process. The 2040 plan is a shift in character, process and format in comparison to the existing 2008 Comprehensive Plan. While prior Comprehensive Plans serve as context, the 2040 plan will represent an innovative and transformative blueprint for Monticello's future. The city intends for the 2040 plan to be a community -oriented plan organized around a shared vision and actionable outcomes. The plan will be completed in two phases. A. Phase 1: Scenario Planning & Community Visioning The first phase of the project will require a futurist planning strategy, employing scenario - based planning tools. The first task is the identification of issues that will shape the community for the next 20 years. Initial community -wide input will be gathered on trends and forces with the goal of developing specific scenarios for Monticello 2040. Harnessing transformational forces will be a critical component of this planning effort. The consultant will then work with the community to define a preferred alternative scenario for the identified issues, culminating in the development of a shared community vision and specific, concise guiding action statements to inform the second phase of the plan. B. Phase 2: Comprehensive Planning The second phase of the project is the preparation of the city's guiding document for growth and development over the next 20 years. The Comprehensive Plan document will emphasize the relationship between the vision and action statements established in the first phase and the plan's specific study components. This phase of the planning effort will provide clear direction and guidance for decision making within the traditional comprehensive plan chapters. The Comprehensive Plan will also clearly articulate the inter -relatedness of the study components. 21 Page COMMUNITY VISION & COMPREHENSIVE PLAN MPLEMENTATION DOCUMENTS Data Analysis/Community Context Issue Identification i Scenario Development Preferred Scenario Selection Action Statement Development i Vision Statement Comprehensive Planning • Land Use • Economic Development • Parks, Pathways & Open Space • Community Identity & Culture • Transportation Plan • Utility Plan STRATEGIC PLAN Board Workplans Governance Model Ordinances 31 Page II. COMMUNITY BACKGROUND The city of Monticello is a vibrant community located along the Mississippi River. The community is proud of its cultural heritage, excited about its recent growth and development, and determined to develop strategies to confidently meet the challenges of the next 20 years. Monticello was founded by second -generation Americans who migrated west in the mid - 1800s. Founded in 1856, the city grew quickly during the early settlement years and then leveled to a population of about 1,300. Then, between 1969 and 1972, two major events occurred that would have a major impact on the community. During that time, a nuclear power generating plant was constructed and Interstate 94 was completed, skirting the southern boundary of the original city site. The city of Monticello is now a free-standing urban fringe city with its growth driven by a prime location on Interstate 94 between the Minneapolis/St Paul Metro area and the City of St. Cloud. The residential population is currently estimated at 13,000. However, the population of the Monticello area as a regional center is far in excess of 13,000, as Monticello is located along a heavily traveled commuter route. It is estimated that the population within a five -mile radius of the city is over 50,000. It is important to note that Monticello is not a suburban commuter city; rather Monticello acts as a regional center, offering a variety of workforce opportunities with a comparable ratio of those commuting in for work as out. Although a cross-section of housing stock in both age and value exists in the community, much of the population growth in the last thirty years been fueled by development of starter homes and townhomes. The city offers a full range of services to residents and is home to the CentraCare Monticello hospital, Independent School District #882, and other institutions that serve the community. Non-profit and volunteer organizations round out an active and involved Monticello. The city also maintains over 100 acres of parkland and 11+ miles of paved pathways for both passive and active play recreation. Residents enjoy access to the Monticello Community Center which features a water park, fitness center, track, basketball court, senior center, indoor playground, meeting space, and City Hall. In addition, the City of Monticello and Wright County have partnered to acquire and operate 1,200 acres of open space in Wright County, known as the Bertram Chain of Lakes Regional Park. This irreplaceable natural area includes undisturbed shoreline and natural habitat, as well as 120 acres for a city -owned and operated regional athletic park. Monticello is also a regional hub of commercial development, owing to its location at the intersection of State Highway 25 and I-94. The increase in residential population along the I- 94 corridor, coupled with excellent transportation access, propelled recent commercial growth. The community is home to both large franchises and local retail and commerce. 41 Page Previous land use and utility planning initiatives have provided the resources necessary to serve commercial users. The city is now reaping the benefit of such investments. Development along Highway 25 and I-94 anchors commercial centers which include the noted major retailers. Sufficient land is available to support continued commercial development in these areas. Redevelopment of the downtown area has also become a major focus of the city. Recognizing the downtown as the heart of the community, investments in events, arts and culture, buildings, and property have taken center stage over the last two years. For the purposes of industrial development, the City actively markets 50 acres of public industrial property with collector road and utilities, and is currently marketing the property to qualifying industrial users. There is also available private industrial land located throughout the community, but industrial land supply is an issue for consideration. The need for additional industrial land for workforce and tax base expansion will be a major issue for Monticello looking forward. The city, with an active Economic Development Authority, has been very aggressive in its economic development strategies and is focused on workforce development and growth in tax base. The city has created a number of TIF districts, which support both new development in industrial areas and redevelopment in the original downtown. Monticello's tax base relies heavily on the presence of the Monticello Nuclear Generating Plant (MNGP), which currently represents over 55% of the tax base for the city. The city is actively pursuing strategies to diversify and strengthen the tax base and manage the fluctuations in valuation at the MNGP. With the development and implementation of a city -based fiber-optic system, coupled with a second privately owned and operated fiber-optic system, Monticello residents and businesses are well-positioned to take advantage of the digital age. An annexation agreement is in place to accommodate future growth and development within Monticello Township. The agreement provides for development which makes the most of the amenities of the area, while preserving agricultural resources and open space. Monticello is also aware of its central location within the region. Growth southward into the city's annexation area, as well as growth pressure from the communities of Big Lake and Becker to the north, have created a need for Monticello to reach out to neighboring communities to think more broadly about transportation, utility and economic development. In summary, because of geographic location and rich history, Monticello features aspects of an older small town, as well as the needs of a growing regional center outside the Minneapolis/St. Paul Metropolitan area. 51 Page III. OUTLOOK Phase 1 of the 2040 comprehensive planning project requires that the selected consulting firm(s) present a creative and inclusive approach to support a community -wide identification of forces and needs likely to influence Monticello's next 20 years. The selected consultant will bring a future -forward approach to the identification and actualization of transformative forces affecting Monticello, and will develop truly creative and differentiating solutions. While Phase 1 will require a community-based effort, looking toward 2040, the city has identified a preliminary set of issues which have the potential to shape the community. These matters are described briefly below. 1. Current Orderly Annexation Agreement The City of Monticello and Monticello Township have an agreement for orderly annexation of a large portion of the township which expires in 2025. Phase 1 of the Plan will engage the township residents in discussions on future planning for the annexation area and new ideas for growth and annexation. The recognition of township residents and property owners as stakeholders in the process is important to fostering a broader vision of the Monticello community. Continued efforts to coordinate planning are critical. 2. Xcel Energy Transition Monticello is home to the Xcel Energy Monticello Nuclear Generating Plant (MNGP). The MNGP is currently licensed through 2030 and at present represents 55% of Monticello's tax base. Xcel Energy/Northern States Power also controls approximately 600 acres of land surrounding the plant facility. The plan will address the possible and eventual decommissioning of the plant, as well as the remaining fuel storage which may occur on-site. The city seeks to understand the full economic and social impact of the plant within the community and to develop specific strategies to maintain a vibrant, healthy and economically successful community. In addition, the existing Burlington Northern (BNSF) rail spur which runs through the city to the power plant should be evaluated for unexplored opportunity. 3. TH 25 Congestion and Relief Minnesota Trunk Highway 25 between I-94 and State Highway 10 is a vital local transportation artery supporting economic and social well-being in the region. However, congestion on this highway has increased in recent years, creating traffic, development and safety issues for the community. The corridor also provides the only bridge crossing over the Mississippi within a 10 -mile growing suburban area. The bridge crossing is located on TH 25 in Monticello's core downtown, connecting Wright and Sherburne counties. 61 Page A coalition of local jurisdictions was initiated to develop a unified effort among local and state interests for the purposes of joint planning and securing funding for necessary regional transportation improvements. Continued pressure on the corridor and transportation alternatives to relieve the pressure are key topics for the economic future of Monticello and the region. 4. Mississippi River Crossing Resulting from preliminary analysis completed by the Highway 25 Coalition, a study suggesting a new bridge crossing of the Mississippi has been prepared. At present, the study is in draft form and provides optional alignments for the second river crossing. The siting and funding of a river bridge is a significant undertaking. Bridges serve as a connection — between communities and commerce. Monticello is approaching this planning initiative with significant consideration, recognizing the long-term impact that the bridge will have on land use, transportation and economic development. A second bridge connecting Wright and Sherburne Counties has the potential to create incredible, dynamic, and long-lasting economic benefit for the affected communities if sited appropriately. 5. Education A primary partner in the success of any community is the school system. Monticello is fortunate to have an incredible resource in the Monticello School District. The District has undertaken recent strategic planning and is working to define its own innovative path to future success. Incorporating the parents, children, educators, and administration within the school district is a top priority for the planning effort. Feedback from this stakeholder group will support planning related to workforce development, land use planning for future school facilities, pathway and park locations, culture, technology, and much more. In addition, facilitating discussion within the school and at school events will aid in reaching a broader audience with the planning effort and establishing a core of people of all ages committed to the vision of the new Comprehensive Plan. 6. West Interchange A third interchange serving the City of Monticello from the west has been identified in past Comprehensive Plans. An Interchange Land Use Study was developed to analyze land use potential for varying location scenarios. Ideally, the new Comprehensive Plan will incorporate this information and develop land use solutions to utilize and support this interchange. 71 Page 7. Workforce Development The shortage of qualified workforce for Monticello's numerous manufacturers and industries is consistent with trends felt regionally and nationally. Attracting and retaining workers is a high priority for the community, as is growing the workforce. Clearly, the diversification and growth of tax base is related to the potential decommissioning of the Xcel Nuclear Plant and Monticello's future economic viability. The development of an educated, trained and engaged workforce that contributes not only economically to the community, but in residential and other social sectors, is also vital. 8. Priority Growth Areas, Transitional Land Use & Housing The city will need to work through a prioritization of future growth areas. The prioritization will evaluate infrastructure, transportation, utilities, and amenities. It will look at a changing dynamic between land uses, where the lines between industry and commerce merge, and where workers seek to live closer to both. A more focused look at the Orderly Annexation Area Sections, including opportunities for unique development patterns and styles (such as cluster housing) and locations for life -cycle housing is required. The previous Comprehensive Plan also did not identify density for undeveloped guided residential areas. A conversation on density is needed to better focus utility and transportation extensions and growth areas. Identification of density will also assist developers in evaluating project siting. 9. Community Identity and Culture Although Monticello has strong historic roots anchored by the Mississippi River, its local community identity lacks coherence and clarity. There is not currently a cohesive and recognized statement of "who we are" and a defining statement of "who we will be 10. Regionalization Monticello is a sub -regional center, acting as a hub for commerce and services to the surrounding communities given its location on prime transportation corridors. The community should evaluate opportunities to capitalize on this central location to work with adjacent jurisdictions to maximize growth potential and efficiency. Smart growth benefiting all is also occurring due to changes in utility infrastructure, including the location of a Google data center in neighboring Becker. The review of comprehensive plans and utility plans in adjacent communities will need to be part of the full comprehensive planning process. 81 Page 11. Sherburne County Rail Park A study has been completed for an approximately 3,200 -acre rail -based industrial park in Sherburne County. While the magnitude of the proposal will require years of planning and investment, the completed study includes conceptual park designs and projected economic impacts. The BNSF main rail line between Seattle and the Twin Cities and Chicago to the east running through the Sherburne County provides the basis for the proposal. The rail park as proposed represents significant regional impact including an estimated 16,000 to 17,000 jobs, along with traffic and multiplier development. Monticello's proximity to the proposed development and its role as a regional center requires that Monticello continue to monitor the project's progress and potential for impact. This includes the potential for a new river crossing route. 12. Demographics, Diversity & Equity Monticello, like many communities, will need to address changing trends in demographics and determine the best methods for ensuring equity among its stakeholders. In 2019 the city is engaging with the League of Minnesota Cities, the Government Alliance on Race & Equity, and cohort cities to learn more about how to evaluate internal structures and organize future practices and policies using racial equity tools. The city's goal is to incorporate these ideas and tools into our planning efforts. 13. Technology Rapidly advancing technologies affect us all - autonomous vehicles, green energy, workforce mobility, etc. Monticello's vision and comprehensive plan will recognize that innovation provides a pathway to success and the possibilities are limitless. The comprehensive plan should address the possibilities as opportunities and prepare a roadmap to reach its full potential. 91 Page IV. PROJECT GOALS The Phase 1 planning and visioning effort is intended to result in a document which can be used by the community at -large, but also serves as the foundation for the comprehensive planning effort for Phase 2 of the project. The Phase 2 2040 Comprehensive Plan document is anticipated to be a significant update of the city's existing 2008 plan. Rather than a standard technical document, the city is seeking a plan which is anchored by a clear vision for the future and written in a way which ensures its use as a guiding document for city decisions. Project goals for both documents include the following. 1. Futuristic: creative, imaginative, agile, and out-of-the-box examination of the forces - both large and small - that will change the community; 2. Community -focused: plans developed by the people that live, work, learn, and recreate in greater Monticello; 3. Inclusive: reflect a process which incorporates the many viewpoints, needs, and opinions of the residents and community stakeholders; 4. Consensus -based: organized around a shared vision and community -developed guiding action statement principles; 5. Accessible: easy -to -read, easy-to-use, with a strong emphasis on visual interest and the use of photographs, charts, tables, and picto-/infographs; 6. Strategic: responds directly to the shared vision with action -oriented statements and focused on measurable outcomes; 7. Connected: acknowledge and address the inter -relatedness of the various planning elements that create and shape community; 8. Data -driven: provide an evidence -based framework for decision-making; 9. Transparent: the planning process and its related impacts should be made clear to stakeholders; and 10. Accountable: detail implementation and suggested measurement tools to support achievement of the vision. 101 Page V. SCOPE OF WORK The following is a general description of the tasks required of the consultant(s). A final scope of services will be negotiated and finalized once a consultant is selected. In preparing a proposal, the consultant should feel free to modify, revise or otherwise amend the list of tasks to best satisfy the project goals identified previously. 1. Initial meeting with city staff to review the project scope, schedule, and deliverables; map out final project timeline; begin the process of data collection and issues analysis; and clarify any outstanding questions or concerns. 2. Confirm plan format to include vision, guiding action statements, plan sections and implementation outcomes. 3. In partnership with city staff, develop and implement the community engagement effort, including plan branding and project communications. 4. Regular project meetings with staff and technical advisory team. 5. Preparation of meeting summaries for all staff and engagement meetings and events. 6. Periodic reports to the City Administrator and Community Development Director. 7. Specific to Phase 1: o Project initiation meeting with staff and technical advisory team. o Develop the Community Context. ■ The data that describes who we are. ■ The data which provides insight into opportunities for growth and development on which Monticello can capitalize. ■ The data that describes who we will be. o Facilitate a community -wide preferred scenario plan resulting from an issues identification and response scenario process. o Develop specific guiding action statements in support of the preferred scenarios. o Establish the shared vision. o Prepare a finalized document for adoption by the City Council to include: ■ Vision Statement ■ Action Statements ■ Preferred Scenarios ■ Community Context ■ Appendix of Engagement 8. Specific to Phase 2: o Project initiation meeting with staff and technical advisory team. o Review, update, and revise as applicable the contents of the 2008 Comprehensive Plan consistent with the city's vision and guiding action statements. 111 Page o The Phase 2 project document will include the following components: • Executive Summary • Land Use: Chapter will require comprehensive review and analysis. o Residential o Commercial o Industrial o Parks, Pathways & Open Space o Downtown o Transition Areas/Mixed Use o Community Spaces & Uses • Economic Development: Chapter will require comprehensive review and analysis. This will include consultation with the city's financial consultant, Northland Securities, to respond to and develop recommended strategies. o Tax Base o Workforce o Development o Redevelopment • Transportation: Chapter requires a minor update of the vehicular component, including interchange location selection, with primary focus on pedestrian and bicycle components. o Vehicular o Pedestrian o Bicycle o Rail • Parks, Pathways & Open Space: Chapter requires a minor update of the main components, with primary focus on the incorporation of noted guidance and development of the Downtown Open Space Plan. o Existing Parks & Pathways o System Objectives o System Plan — Parks and Pathways ■ Incorporation of Natural Resource Inventory & Assessment ■ Incorporation of Pathway Connections Guide Map ■ Incorporation of regional parks and pathway information ■ Incorporation of Safe Routes to School Plan recommendations o Downtown Open Space Plan • Utilities: RESERVED. Review current information as part of process. a. Water b. Sanitary Sewer c. Storm Sewer d. Green Infrastructure • Community Identity & Culture: New chapter to be developed for the 2040 plan. 121 Page o Plan chapters shall include specific support relating to the vision and guiding action statements. o Any analysis completed in conjunction with the TH 25 Coalition will be required to be incorporated into the applicable chapters of the plan, including but not limited to: Lane Use, Economic Development and Transportation. o The Coalition of Utility Cities' study on community and economic impact for utility transition will be required to be evaluated in the updating of applicable chapters of the plan. o Plan chapters shall include an implementation component for each chapter. o Plan shall include recommendations for suggested measurement against guiding action statements and vision. o As previously noted, the process shall include regular meetings with the technical advisory team. o Presentations and engagement with advisory boards or commissions as necessary for plan chapters. o Complete a legal review with the City Attorney for compliance with the requirements of Municipal Planning Act. 9. Presentation of draft plan sections to various boards/commissions, including all required public hearings, and final draft to Planning Commission and City Council for approval. 131 Page VI. ENGAGEMENT The project will require an extensive community engagement process. The project is specifically intended to foster relationships between city leaders, staff, residents, and area stakeholders. Selected consultant(s) will anticipate involvement and coordination of engagement activities with city staff. The selected consultant(s) will provide a clear understanding of roles of staff and consultant in engagement activities as part of the proposal document. It is anticipated that Phase I of the project will require the most intense community engagement activity. Community -wide involvement is critical to building a shared vision and commitment to the project by the numerous stakeholders. Phase 2 of the project will continue to require community input at key points throughout the process, which are to be identified by the consultant based on project approach. For purposes of the 2040 Plan, the city's high priority populations to engage include: • Families • Low-income populations • Youth • Diverse and immigrant populations • Monticello Township residents • Seniors • Community partners: o School District o Hospital o Business and Industry o Community organizations and non -profits • Regional partners — Monticello Township, cities of Big Lake and Becker, Wright and Sherburne counties It is expected that the selected consultant(s) will utilize a variety of tools and forums to achieve community -wide participation, including but not limited to those listed below. Professionally prepared and presented digital and print materials are a priority. • Website pages and updates • Social media posts — invitations and summaries • Non-traditional meeting venues • Engagement at partner locations • Pop-up meetings • Focus groups and workshops • Public presentation software and resources (visual preference, smart phone polling, etc.) • Portable project summary boards • E -newsletter • Press releases • Surveys (to the extent useful) 141 Page VII. TIMELINE (SUGGESTED) 1. April 1, 2019 2. April 2019 3. May 2019 4. May 2019 5. June - October 2019 6. November 2019 7. December 2019 Proposal Submittals Due (REQUIRED) Proposal Review and Interview Select Consultant(s), Contract Begin Phase 1- Data Analysis Community Scenario Planning & Visioning Formal Public/Board Review of Visioning Document and Guiding Action Statements Adopt Vision and Guiding Action Statements The following timeline for Phase 2 is dependent on the prior phase completion, adequacy of preparation and review time, and the availability of other resource data and studies, and may be adjusted forward into 2020/2021 at the discretion of the City in conjunction with the selected consultant(s). 8. January 2020 9. February - September 2020 10. October - December 2020 11. December 2020 VIII. DELIVERABLES Begin Phase 2 - Data Analysis Prepare and Draft Phase 2 - Comprehensive Plan Formal Public/Board Review of Comprehensive Plan Adopt Final Comprehensive Plan The following items are required deliverables of the project and should be incorporated into your proposal narrative, timeline, work plan, and budget. 1. Project website pages and updates (itemize as separate budget line item). 2. Electronic copies of all process and plan communication. 3. Electronic copies of the two plan documents (Phase 1 and 2), in edit -ready formats (Text in Word or Adobe InDesign format required, graphics in Adobe InDesign or Adobe Illustrator format, maps to be provided in both .dwg layers and .pdf) IX. QUALIFICATIONS AND ROLES Multidisciplinary teams, which may be a single firm or a consultant team consisting of individuals and/or firms with specialized expertise, are encouraged to submit a proposal. Qualified firms will demonstrate: 1. Familiarity with scenario -based strategic planning 2. Experience at successfully developing consensus -based plans 3. Strong facilitation and engagement skills 4. Experience at gathering and utilizing data to inform the planning process 5. Knowledge of communications and branding 151 Page 6. Ability to constructively challenge key participants 7. Experience inspiring stakeholders to think innovatively S. Extensive experience in land use planning 9. Ability to coordinate among multiple stakeholders X. OWNERSHIP & RIGHTS The City of Monticello reserves the right to reject any or all proposals, to waive technical specifications or deficiencies, and to accept any proposal that it may deem to be in the best interest of the city. Although not preferred, the City reserves the right to select different consulting proposals for Phases 1 and 2. All work products and intellectual property resulting from the contract and defined scope of work and intellectual property will become the property of the City of Monticello. XI. BUDGET The total budget for Phase 1 of the project is $40,000. Phase 2 is anticipated to be budgeted for 2020. City staff is available to assist in completing and reviewing various plan sections, provide greater detail, context, and history, gather data, assist in meeting facilitations, and offer technical support. Additionally, City Hall is located within the Monticello Community Center and is equipped with media projection, production equipment, large format plotting and reproduction equipment, and meeting space. City staff can assist in arranging additional meeting and engagement event space at locations throughout the community. The proposed budget total should include all expenses and materials to deliver the work product. The city requests a proposed line item budget as part of the submittal package. The city will not be liable for any costs incurred by the consultant in the preparation of a proposal submitted in response to this RFP, in conduct of a presentation, or other activities related to responding to this RFP. No costs chargeable for work under this proposed contract may be incurred before receipt of either a fully executed contract with the city or specific written authorization from the City of Monticello. The final contract dollar amount will be negotiated with the selected consultant/team. If the city is unable to negotiate a satisfactory contract with the selected firm, negotiations with that firm will terminate and the city may select another firm. 161 Page XII. PROPOSAL SUBMITTAL The following materials must be received by 4:00 p.m. (CDT) on Monday, April 1, 2019 for a proposal to be considered. During the evaluation process, the City of Monticello reserves the right to request additional information or seek clarification from a consultant/team, or to allow for corrections of errors and/or omissions. All submissions are to include the following components for each of the two phases, prepared as separate itemized proposals. A. Project Overview 1. General Information: provide a brief overview of firm, including qualifications to execute the contract 2. Proposal Understanding: include a summary of the consultant's understanding of the project as described in this RFP, including the desire by the city for a strategic, community -focused plan B. Qualifications 1. Personal Qualifications: a. Identification of lead project manager and contact information b. Name, proposed role, hourly rate, anticipated time commitment to the project, and biography of each team member 2. References: include a list of at least three municipal clients for which consultant has conducted comprehensive planning, visioning, community engagement and/or land use analysis C. Proposal Submitted materials must provide a clear understanding of the proposed approach 1. Project Overview: provide specific approaches, methods and assumptions that will be utilized to accomplish each task 2. Proposed Work Plan and Schedule: provide a proposed work plan divided into distinct phases and including a list of key tasks, milestones, approximate dates, project deliverables and resource needs 3. Community Engagement Plan: provide an overview of approach including anticipated activities, collaboration with city staff, and efforts to engage high priority populations 4. Budget: identify cost estimates for each segment of the scope of services and work plan. At minimum, identify costs for the following: i. Community engagement activities and materials ii. Staff and public meetings (include anticipated number) iii. Plan research, drafting and revision (include anticipated number and any consulting staff review) iv. Production of final document(s) v. Any other anticipated budgetary needs including incidentals 171 Page All responses, questions and correspondence should be directed to the contact below. In the interest of fairness to all respondents, please do not contact other staff or elected or appointed officials unless instructed to do so. A list of questions and pertinent responses will be posted on the city's website. Angela Schumann Community Development Director City of Monticello 505 Walnut Street, Suite 1 Monticello, MN 55362 Angela. schumann@ci.monticello.mn.us One electronic copy of the proposal, in Adobe PDF format, and ten (10) hard copies shall be submitted to the email and address above. XIII. REVIEW PROCESS & SCORING The RFP subcommittee will evaluate and rank all submitted proposals. After conclusion of this review, the subcommittee will recommend the most qualified consulting teams or firms to the City Council. The decision will not be made by ranking alone, but will be based on a combination including, but not limited to: ranking, presentation, proposal merit and other qualifications. The Council will review the recommendations and invite the top candidates to conduct a presentation before the Council, members of city staff and representatives of the Planning Commission. Presentations are expected to occur in April 2019. The City Council will make the final decision on the consultant firm selection, with input from the subcommittee, Planning Commission and staff. Once authorized to proceed, the "most qualified" consulting team or firm will be expected to immediately assist in developing a final scope of services and contractual agreement. Scoring criteria follows. 181 Page SCORING CRITERIA APPROACH Demonstration of an innovative and creative approach to scenario 10 points Tannin Clear process to identify preferred scenario and action statements 15 points to address these issues A strategy is devised to draft a community-based vision founded 10 points on developed consensus A comprehensive approach is taken that acknowledges the 10 points interconnectedness and complexity of issues Design and language techniques will be engaged to make the 10 points Tans accessible, easy to read, and easy to use Understanding of comprehensive planning requirements and 20 points detailed plana roach to completion A work plan is submitted that is realistic based on the level of the 15 points scope provided and identifies high-level goals, strategies and timeline COMMUNITY ENGAGEMENT Community engagement plan includes multiple engagement 15 points techniques Specific tactics proposed to target high priority populations and 15 points create an inclusive planning process Clear definition in roles of staff and consultant in the engagement 10 points process Planning process is designed with transparency of decision 10 points making and implementation strategies in mind A process is identified to regularly update the community on 10 points progress made towards implementation of the plan BUDGET Proposed budget is reasonable and reflective of project needs 15 points Language is included stating the budget is "not to exceed" 5 points EXPERIENCE Project team has experience creating innovative, strategic and 10 points inter -related comprehensive plans Project team has experience creating action -oriented, phased 10 points implementation plans Project team has the comprehensive skills, capacity and 5 points technological resources needed to complete the project At least three references are provided 5 points TOTAL 200 Points 191 Page XIV. SUPPORTING REFERENCES & RESOURCES 1. www.ci.monticello.mn.us 2. 2008 Comprehensive Plan, including all Appendices 3. City of Monticello Strategic Plan 4. Natural Resource Inventory & Assessment 5. Monticello Orderly Annexation Agreement 6. Interchange Planning Study 7. Highway 25 Coalition Study Materials 8. Coalition of Utility Cities 2019 Economic Impact Study for Minnesota Host Communities 9. 2017 Monticello Housing Study 10. Area Comprehensive Plans — Wright County, Becker, Big Lake Resource Partners Monticello Independent School District 882 Monticello Township Wright County Live Wright — Wright County Statewide Health Improvement Program CentraCare Health - Monticello Wright County Community Action Central Minnesota Initiative Foundation XV. GUIDANCE REFERENCES City of Shakopee — Envision Shakopee, Comprehensive Plan City of Minnetonka — Imagine Minnetonka The Futurist.com 201 Page IEDC Agenda — 04/02/19 5. Stormwater Utility Fee information (ML/RM) The cost to comply with state and federal environmental regulations and maintain aging stormwater infrastructure continues to rise each year. To offset the additional costs the city is proposing to implement a stormwater utility fee. As part of the stormwater utility fee a Water Quality Fund would be established to receive the revenue from the fee and account for related expenditures, such as those listed below: • Compliance and Municipal Separate Storm Sewer System (MS4) Management • Storm sewer maintenance and upgrades • Pond maintenance • Street Sweeping (This prevents sediment from entering our ponds and rivers) The stormwater fee is proposed to start in July of this year, and the monthly stormwater fee would be $1.00 per drainage unit. Drainage units for non-residential properties are calculated based on the impervious acreage of the site. There are 7 drainage units per impervious acre; the minimum number of drainage units per property is 7. Drainage units for residential properties will be calculated based on l drainage unit per residential unit. One of the reasons a stormwater fee is used instead of increasing the tax levy is the amount you pay in property taxes is based upon the value of your property. The amount of your stormwater fee is based upon the impact on the stormwater system by your property's impervious surface. All properties that have impervious acreage within city limits will be charged the stormwater fee. IEDC Agenda: 04/02/19 7. Consideration of Update of BR&E Visits/Schedule (JaT, JT) A. REFERENCE AND BACKGROUND: During the March IEDC Meeting, BR&E visits were brought to the IEDC's attention. Staff noted that they would contact up to seven local industries in Monticello to complete on-site visits to better understand the needs of the business community. BR&E visits also help to fulfill the 2019 IEDC Action Statement Worksheet (#I a). At the previous IEDC meeting, IEDC members Steve Johnson, Mike Carr; along with IEDC liaisons Mark Hansen, Marcy Anderson, and Jeff O'Neill indicated that they were willing to participate in these visits as schedules allowed. Staff have confirmed the following business visits: • April 16th at 9 a.m. — Wallboard/FBM • April 24th at 9 a.m. — Aroplax (tentative) • April 21st at 9 a.m. — Midwest Precision Machining (tentative) • May 281h at 9 a.m. — WSI/Polaris • June 18th at 9 a.m. — UMC It is envisioned that two IEDC members and city staff will participate in the on-site visits. Staff will prepare needed materials for the site visits including the survey instrument. The IEDC should recommend these members per each site visit at their meeting. Al. Staff Impact: Minimal; Report preparation time and actual visit time commitments are included in the job description of staff involved in the BR&E efforts. A2. Budget Impact: None; IEDC Members do not receive a stipend at this time. B. ALTERNATIVE ACTIONS: The desired action is to identify IEDC members who are willing to attend the scheduled BRE visits. It is suggested that a minimum of two IEDC members are required per BR&E visit. 1-1-18 thru 3-27-18 1-1-19 thru 3-27-19 New Housing Permits Issued 5 1 New Housing Valuation $1,021,900.00 $227,000.00 New Commercial Additions 0 0 New Construction Commercial 1 0 Total Commercial Valuation $5,200,000.00 $0 Total Permits Issued 153 105 Total Permit Valuation $7,546,967.00 $917,790.52 N M U V U U U L L L 00 m u v L U U U L r N N y N N N 441 a) m m u. � j � !0 f6 cL 41 (n N to N N IZ (n N N C +' C' (n N (n a N `� a a) O_ u cu N a) a) a) a) m = a) a) Cl) y v (n a y > > > > > u a, a, a, a) u a) a) a) u > N u Z Z +, c > > > a u c > > > c y o u c o u +' u u u O +, >� +� c O +� >� o u v Q O I- Q Q Q Q Q U Q Q Q Q u U Q Q Q U Q ^ U c E 0 0 0 0 C) 0 0 0 0 0 O 0 0 0 0 0 0 0 0 0 O o 0 0 0 0 0 0 0 0 0 C) 0 0 0 > p 00 0 Ln O r`' o Ln O O �' O O O O O O O o n' C �n O L M N Ol r- L O M O -4 N O Ln O N � M N N M t� a i r l M O f- N O O 0 M 3 `-I 000 n ti. c�• c�• n• +Ln + + M N n oo 4- n N. a) m M OM a' N Z O C O O O 0 Ln O rl O 0) Z41 �`• .1 a) L; $ $ a ss rS $ oo $ N $ $ O + + $ a o Ln $ 0 0 Oi & 0 a I40 0 a O Q 0 a)C C) N p NN C OC O O O O Z O O O + NC) M1• Lr) O 7 O O O O O O cl�Op O O pO U') 00 r'' O O�C) m� O 0 6 N^ O r m O O O O m r q M 00 00 O. a !Z. Q cr N VYl LLI LUC O' 41 O 3 + + O W O O C O O Otko O O O O OA a+ as C in + a+ ++ + W5 'rZ C U LJ a+ r+ C a+ LLJ u n cca E c i i c 3 3 ° a3i c 1 3 � ° fA aT+ O O X 3 u4.1 a = v�'i h, a m Z 0 H m W a. 3 C C x C C C pp 3 C C to U v y� O O O O O C O 3 0) O O �. m _� m �U._' u u u u u oo a, z u u cLA. +' 3 w 0 a 4) " a4) 0) 4) x m z C w w x N LX LL LL Z u Z Z Imi Z Z Z NJ N Z Z Y.I !L W 0) Z Z LU W z z CC _ U a) u _ J UC 3 > U_ m bo m N m a) d v t 3 N X00 - u N N bb u 41 a a) o Cv m 0 n U �o o: 0 Cl) a ca (n o E 0 `O G '� G ~ •3 m G U G 'N E m N 3 a) W m O O a (Oj N O m 0 L LL u a a CL > u a)CD r -A co LM 3 00 'N L "O at LL N 0 i0 i N a1 O U Y M O > (n m sZ a) ` Y LL O C a3 O c +�N E v m O 3 1- a` Z m c c 41 m U v > V) am m u v) Z C D u u u V) a) 2 u OD (n I- f+ ++ 4- uLUu ++ u CL W O O O v O m u L a) a) a1 O a) p O O i a) i 4+ a) O N O O O O O +� O L U Z a a a a p o a a a a a a o a a Y a a CL` u m F N00 .a) 00 0.0 00 00 00 N 00 00 CN1 a) (.n� 0a i) `� 00 O 1-1 r -I O O O O O O 0 O O O O O ON N O N N N N N MN N N N 1� ll� 0N -I R-4 N N r -q N r -I N (1 00 O O N N ami N N N p r -I I,*N Lr) ^ N N 0000\-I a\i N N N N M m c -I epi r -I r -I ID 01 0 O � N rD LA M r � C 00 M O u >- tko L ' LL. v = u m N O C II 41 N O u 'u O4 tko u iz AGENDA REGULAR MEETING - MONTICELLO PLANNING COMMISSION Tuesday, April 2nd, 2019 - 6:00 p.m. Mississippi Room, Monticello Community Center Commissioners: Brad Fyle, Sam Murdoff, Marc Simpson, John Alstad, Katie Peterson Council Liaison: Charlotte Gabler Staff: Angela Schumann, Steve Grittman (NAC), Jacob Thunander, Ron Hackenmueller 1. General Business A. Call to Order B. Consideration of approving minutes a. Special Meeting Minutes — February 26, 2019 b. Regular Meeting Minutes — March 5, 2019 C. Citizen Comments D. Consideration of adding items to the agenda E. Consideration to approve agenda 2. Public Hearings A. Continued Public Hearing - Consideration of a request for amendment to Monticello Zoning Ordinance Chapter 5 and Chapter 8, Section 4 related to use, standards and definitions for Event Centers, Places of Public Assembly, Personal Services, and Commercial Recreation — Indoor. Applicant: City of Monticello B. Public Hearing - Consideration of a request for amendment to Planned Unit Development for Indoor Self -Storage Facilities Applicant: Ken Spaeth C. Public Hearing - Consideration of a request for amendment to Title 11 — Monticello Subdivision Ordinance Applicant: City of Monticello 3. Regular Agenda A. Consideration of the Community Development Directors Report 4. Added Items 5. Adjournment