City Council Agenda Packet 09-27-2004 SpecialSpecial Meeting
Monticello City Council
September 27, 2004
1. Welcome and Introductions -Mayor Thielen
-- /10~ ~ s,~~~
2. Recent History -Visioning -Strategic Planning -Mayor Thielen Oi~c~s y
3. Heritage Development -Mike Moriarity
4. Review Visioning Concepts and Process - Bill Joynes, Sharon Klumpp - Springstead Inc.
5. Council Discussion
6. Consideration of Authorization to Develop Visioning and Planning Budget
• Vision -Community goals and objectives -Communication.
• Utilities and Road Planning. -
• Capital Improvement Planning.
• Land use planning and associated implementation tools.
• Human Resource planning.
7. Adjourn
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Monticello Comprehensive Development Plan
Monticello Comprehensive Development Plan
Process and Work Program Outline
Visionin_q - What do we want Monticello to look like in 30 years?
[Why 30 years? Infrastructure life; growth beyond a single
generation; requires true vision, rather than mere extensions of
existing conditions].
a. This work phase will begin with a brief analysis of other communities
that have transitioned from small, fringe communities to large
urban/suburban places in the past 20 years, both good and bad.
Possible examples may include Lakeville, Shakopee, Blaine, Cottage
Grove, Maple Grove, Brooklyn Park, and Chanhassen/Chaska.
b. Part of the visioning process will be transitioning from the community's
"mind-set" from small town with growth potential to actively growing
larger city. This phase includes direct interviews with staff and officials
of the case study communities to understand what they believe worked
or didn't work, and preparation of a summary report.
c. Focus group discussions with Monticello community officials, staff, and
others. We would use case study report information as material for
focus group meetings with city officials, community leaders, and other
interested community members.
d. The focus group discussions will be centered on the generation of a
tangible, identifiable set of development goals that must be applied to
the city's growth plan, and new development proposals. This summary
needs to be able to be implemented in a measurable way to be useful
in decision making.
The Comprehensive Plan visioning work will be integrated with the City's parallel
visioning process to share information and avoid duplication of effort. It is included
here, however, to emphasize the land use and planning aspects of the visioning
process. Apart of this process may be conducted by the City's administrative/
organizational consultant.
This chapter will be designed to tell a descriptive story, with graphics, photos, and other
materials as appropriate, about what Monticello expects to achieve in the coming phase
of rapid growth and development. It must set a threshold that development proposals
can be evaluated against, and the City must come to expect that it will be making
decisions with the vision report as a real standard, not just a pretty statement.
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Monticello Comprehensive Development Plan
2. Inventory- Issues -What do we have now?; What do we like and not like
about Monticello?
[What issues do we face in getting from the existing to the identified
VISION? What needs to change? What needs to be added? What
needs to be built?]
a. Collect information in context. How does Monticello compare to Wright
and Sherburne County totals? Why are the comparisons interesting
for planning purposes? What does the inventory information tell us
about dangers, resources, opportunities, needs?
b. The focus of this chapter will be issues that need to be addressed, not
the raw data. The report will include references to data and data
sources, but will not reprint the data itself, except where it is helpful to
the point being made.
c. Tasks:
i. Collect raw data sources -demographic, physical, etc.
ii. Review and summarize for issues.
iii. Prep summary report - a "SWOT" analysis (Strengths,
Weaknesses, Opportunities, and Threats).
iv. Discuss the analysis with the Comprehensive Plan Steering Group.
This chapter will present data and analysis, but not conclusions. The summary report
will be designed to organize the data so the City can evaluate various growth models,
and eventually choose one as its development plan with an understanding of the
impacts of that choice. The data in this chapter does not present debatable policy.
3. Concept Development Plan -What does our VISION look like on a map?
[Maps of area; Aerial and Ground photos; Drawings of specific
ideas; Photos of other places we wish to emulate; Text in support
of graphics]
The Concept Development Plan is actually a series of plans and graphics, beginning
with a general conceptual land use plan, then telescoping down into more specific
illustrations of development type. Examples of inclusions in this chapter are as follows:
a. Illustrate how density is to be balanced or clustered over a site with
natural resource preservation or other site factors.
b. Illustrate favored, disfavored. required, and prohibited development
types. This information can be used to draft zoning regulations that
achieve the City's development goals.
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Monticello Comprehensive Development Plan
c. Develop an analysis of public land and infrastructure needs (both park
and non-park) over the City and analyze the percentage share per acre
-develop this into an annexation fee that can be used to ensure that
new development pays for itself and avoids spreading costs to existing
tax payers.
d. Master Plan in areas of specific needs or sensitivities. Included in this
function will be a definition of development capacity for all areas.
e. Illustrate goals and objectives for existing community development -
where redevelopment is desired, what the nature of redevelopment
should be, and where revitalization is desired (maintain land use
pattern, but enhance existing conditions).
Create criteria and solutions for extraordinary development constraints.
These may include density trades, Transfer of Development Rights,
density credits for development meeting specific goals, etc.
g. Create planning study neighborhoods to allow more detailed planning
objectives in specific areas.
h. Illustrate park and trail corridors, collector street cross-sections, special
street design options, and other identified development issues that
may benefit from detailed illustration.
The Concept Development Plan establishes the land use pattern, and the development
goals for the overall community, more localized geographical areas, and specific
conditions that occur in several areas. The Plan recommendations should be
incorporated into zoning and subdivision regulations to give it the force of ordinance,
rather than the suggestion of policy.
4. Develop Infrastructure Plans to support fhe Concept Plan -What needs to
be built to accomplish the VISION?
[Sanitary/Water/Storm/Roads/Parks/General Government e.g. fire,
police, public works, etc.]
This section is a summary of the engineering work being done on a parallel track. The
summary needs to specify the development constraints that the infrastructure plans
describe. For some areas, there will be extraordinary costs - is the city interested in
pursuing growth in those areas, and how might those cost issues be overcome? This
section will not re-state the infrastructure plans, but will identify issues raised by them.
Also addressed in this chapter are issues that may be raised in the organizational
visioning process -police facilities, public works needs, and other administrative
demands placed on the city as a larger community.
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Monticello Comprehensive Development Plan
a. This plan will form the basis of an "exactions" policy. We need to
understand the demand for quantities and costs of infrastructure in an
effort to assign those costs.
b. The City needs to define these exactions riorto annexation. Once a
parcel is annexed, the City loses the ability to assign many of its costs,
and must spread those costs to the broader community.
5. Balance COSts & Benef-ts -How can the costs of the Development Plan be
paid for?
[What is a fair share for existing property tax payers? How can the
City be sure that new development finances its fair share?
A part of the overall planning effort is the development of a Capital Improvements
Program that defines costs for infrastructure, stages of development, and methods of
financing. This section of the plan is intended to establish a process for assigning new
costs to newly annexed areas. If the CIP identifies the need for new roads in a specific
area, this section of the plan will create a policy for capturing those costs from new
development.
An integral part of this function is an understanding of which portions of the CIP are
properly assigned to existing development. Because infrastructure wears out, it is an
expected cost of government that maintenance is required, and replacement will be
necessary at some point in the future. Which of the costs in the CIP are attributable to
maintenance or replacement, and which are attributable to new demand?
6. Analyze the Concept Plan -Does the Concept Plan achieve the VISION and
fit the Balance Sheet, or do changes need to be made?
[How is the Vision affected by changes to the Concept Plan? Are
these compromises worth it?]
Looking back, the VISION will result in some extraordinary demands on the public.
What options exist to lessen those demands, and if chosen how will they affect the
City's chances of achieving the VISION? If the demands are worth it, what steps can be
taken to minimize the negative impacts?
7. Finalize the Development Plan -How do we blend everything we have
learned through this process?
[Draw it; Write it; Map it; Calculate it; Summarize it; and finally:
Identify and List the action steps to Implement it]
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Monticello Comprehensive Development Plan
' Monticello Comprehensive Development Plan
Schedule and Budget
Task 1-Visioning
October -December, 2004. This task will run parallel, and be integrated with, the
City's organizational visioning process. It includes interviews and case studies,
focus group participation, and summary report.
Hours and Staff Principal - 70
Support - 20
Task 2 -Inventory and Issues
October -December, 2004. This task will run parallel with the visioning process. It
includes data collection, organization, analysis, and report preparation. One or two
meetings with the Steering Group will be required.
Hours and Staff Principal - 30
Support - 70
Task 3 -Concept Development Plan
December, 2004 -March, 2005. This task begins with general land use planning,
and will be meeting intensive, with at least one Steering Group meeting per month.
Hours and Staff Principal - 100
Support - 80
Task 4 -Infrastructure Plans
April, 2005 -May, 2005. This task is in support of the engineering planning and will
use summaries of those plans as they become available. Planning staff will
participate in these studies as needed, and blend the results into the Concept Plan
work.
Hours and Staff Principal - 20
Support - 20
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Task 5 -Balance Costs and Benefits
Monticello Comprehensive Development Plan
June, 2005 -July, 2005. This task works with City finance and legal departments to
develop a plan and policy for assigning development costs to the appropriate party.
A part of this task will be the summary report and preparation of policy drafts for
adoption by the City Council
Hours and Staff Principal - 30
Support - 10
Task 6 -Analyze the Concept Plan
July, 2005 -August, 2005 (and ongoing). This task will actually occur throughout
the process, but will include a formal analysis task at this stage to determine the
need to consider other options in light of budget or finance issues. The budget for
this task assumes that the Concept Plan development will reflect the Final Plan, with
nominal adjustments and fine-tuning. It would be expected that at least two Steering
Group meetings would be necessary during this stage.
Hours and Staff Principal - 40
Support - 20
Task 7 -Finalize the Development Plan
August, 2005 -December 2005. Finalization will include full text writing to
supplement and illustrate elements of the Plan, as well as adjustments made during
the Analysis stage. This stage also include the formal hearings required prior to
adoption.
Hours and Staff Principal - 60
Support - 60
Summary Budget -Planning Consultant
Principal - $115 per hour - 350 hours - $40,250
Support - $ 55 per hour - 280 hours - $15,400
Subtotal 660 hours $55,650
Printing Expenses and other costs of production $ 1.500
Total Project Budget $57,150
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MEMORANDUM
TO: Monticello Mayor and City Council
Rick Wolfsteller, City Administrator
Jeff O'Neill, Deputy Administrator
FROM: Stephen Grittman
DATE: September 22, 2004
RE: Monticello Comprehensive Development Plan
NAC FILE: 191.06
This memorandum transmits NAC's work program and estimate for preparation of a
new Comprehensive Development Plan for the City of Monticello. There are two
primary components to the attached material: 1) a Work Program and outline of the
project, and 2) a Budget and Timeline to complete the project by the end of next year.
With the recent annexation agreement, the City faces an extraordinary prospect -
transitioning from a smaller rural community to a much larger City in a relatively short
period of time.
The City's planning efforts have been focused on maintaining its high quality of life and
addressing the increasing number of development proposals in 80 acre (or smaller)
parcels. With periodic infrastructure plans and conceptual land use planning, the City
has been able to keep pace with development pressure, although even now, new
projects are stretching the City's resources. Before development pressure overwhelms
the City's ability to plan for the demands on its finances, now is the time to identify the
long-term vision for the City of Monticello, and establish the standards that will allow the
City to implement that vision.
One of the changes that will be important for the City is the realization that Monticello
will be a desired location, and that higher development standards can be implemented
to protect its long-standing interest in broadening its housing and commercial base -
particularly in upper bracket development. In the past, this sector of the market has
been limited, as attractive development opportunities were available closer to the Twin
Cities. As those communities have been developed, growth in the Twin Cities region is
following the transportation corridors out of the core areas. Monticello is the beneficiary
of this condition, and several high-amenity areas in the area could absorb upper bracket
development.
In addition, many developers are accumulating larger and larger parcels for master-
planned development. It is not uncommon now to see 1,000 acre projects being
assembled that will include a wide variety of uses, development types, and densities.
The City will need a comprehensive strategy for dealing with these projects, not just
from the design standpoint, but also with regard to the service demands such projects
will place on the City's infrastructure.
Can the City be in a position to accommodate development of this magnitude in all
directions? How will the City be able to recapture the financial costs that these projects
place on its budget? How can the City be certain that the Monticello of 30 years from
now is a superior place to live, work, shop, and play? This plan will allow the City to set
those goals, establish those standards, and ultimately, realize its vision.
We at NAC highly value our 15 year relationship with the City of Monticello. We look
forward, in this project to providing the material that the City will be able to use to create
a community It can continue to be proud of well into the future.
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~'~ SPRINGSTED
Adviso~_s to she Public Sector
CITY OF MONTICELLO, MINNESOTA
VISIONING /STRATEGIC PLANNING PROCESS
SUGGESTED FLOW CHART AND MAJOR TASKS
July 2004
Process Initiation
Present objectives for the visioning /strategic planning process
Establish steering committee
Identify stakeholders
Agree on process and content
Mapping
Define baseline for Monticello 2004
Probabilities and time frame of growth and annexation
Survey of community services and needs
General agreement on priorities and issues
• Community involvement
What do we want Monticello to look like in 2010 / 2015?
l
Implications
Land use decisions
Infrastructure capacities
Funding and tax implications
l
Decisions
Select scope and priority of projects
Analyze staffing and skill requirements
Resource allocation decisions
Community Feedback and Dialogue
Progress measurements and community feedback
SPRINGSTED
Advisors to the Public Sector
MEET OUR ORGANIZATIONAL MANAGEMENT AND
HUMAN RESOURCES SERVICES TEAM
NICHOLAS R. DRAGISICH, EXECUTIVE VICE PRESIDENT
• Team leader: Springsted's Management Consulting Services Team
• Directs management studies, analyzing service delivery systems,
determining financial feasibility and providing capital improvement
programming
• Over 18 years of management experience
• Former city administrator and city engineer
WILLIAM $. ~OYNES, CONSULTANT CAROLYN S. HOLMSTEN, VICE PRESIDENT
Provides organizational mangement studies, - • Specializes in operational systems analysis
human resources services and executive searches • Former school district business manager,
• Dean and Associate Professor, Graduate School school board member and
of Public Administration and Management, a Certified Public Accountant,
Hamline University, St. Paul, Minnesota with private sector business experience
• Former city manager
- SHARON G. KLUMPP, VICE PRESIDENT NEIL E. CHRISTENSON, PH.D., CONSULTANT
• Conducts organization management studies • Leads and facilitates studies and projects
~ and helps organizations implement change ~ in organizational design, financial planning
• Provides human resources services and alternative service delivery systems
and meeting facilitations ~ • Former college president and
• FormerAssociate Executive Director, League university senior fellow
of Minnesota Cities, Metropolitan Council • Former interim CFO for a major city
Executive Director and city administrator
JOHN T. MAXWELL, SENIOR VICE PRESIDENT ROGER M. SCOTT, SENIOR VICE PRESIDENT
• Directs organizational management reviews, • Directs executive searches, organizational
classification and compenstation studies and ~ management studies and classification
human resources study activities with clients "' and compensation studies
• Recruits and assesses executive search candidates • Providing municipal management consulting
• Former city manager, finance director and services for over 35 years
human resources director • Former assistant planning engineer,
assistant city manager and city manager
PROFESSIONAL RESOURCES
DEDICATED TO SERVING THE PUBLIC SECTOR AND NON-PROFIT ORGANIZATIONS
Providing the complete range of services for:
ORGANIZATIONAL MANAGEMENT SERVICES HUMAN RESOURCES SERVICES
`~ ORGANIZATIONAL IMPROVEMENT STUDIES ~~ POSITION CLASSIFICATION STUDIES
~~ STAFFING ANALYSIS/FORECASTING ~~ COMPENSATION STUDIES
~~ ALTERNATIVE SERVICE DELIVERY STUDIES ~~ PERFORMANCE EVALUATION SYSTEMS
L._~ POLICY WORKSHOP FACILITATIONS ~~ EXECUTIVE SEARCH SERVICES
Our Organizational Management and Human Resources Services Team is complemented by
the overall resource base of operational and capital financial expertise within our firm.
Contact Springsted through your Springsted Client Representative, or our Web site: www.springsted.com
SPRINGSTED
Advisors to the Public Sector
Springsted's Electronic
Facilitation System
uses:
- B~ainsto~ming
- Evaluatl'ng
Concepts
- Prioritizing
- Elicitz'ng
Opinions
Adva~t~z~es:
- Focused
Wireless
~~`~`~'~"~ Discussions
Keypad .Uni!
O00 -Full
0 0 O Participation
O O O - Anonyynous
Responses
-Quick,
Visual Feedback
FICTION FALLS COUNTY
DECISION-MAKING MEETING
December 8, 2003
How long have you been
involved in county government?
1) Less than two years
2) 2-5 years
3) 6-10 years
4) Longer than 10 years
s LENGTH OF SERVICE
~ ? A
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<a 2-5 s-~o >io
YEARS YEARS YEARS YEARS
85 SEVENTH PLACE EAST, SUITE 100
SAINT PAUL, MN 55101-2887
651.223.3000 FAX: 651.223.3002
E-MAIL: advisors@springsted.com
~~
SPRINGSTED
Advisors to the Public Sector
January 5, 2004
Mr. Roger Belsaas, Mayor
City of Monticello
505 Walnut Street, Suite 1
Monticello, MN 55362-8831
Dear Mr. Belsaas
Springsted would like to introduce our expanded Organizational Management and Human
Resources Team. Springsted acquired professional staff with aver 25 years of experience in
these two vital areas when we merged with Municipal Advisors Incorporated (MAI) in 2000. We
have assembled a full professional resource base, blending broad national experience with
specific regional expertise. Springsted offers products and services that include our traditional
bonding, operational and capital financing services, as well as executive search, classification
and compensation systems, and organizational management services. Springsted will also
conduct sessions using our electronic facilitation system; many local governments are using our
system to streamline their decision-making processes.
As communities strive to derive the greatest benefit from their most important resource, their
employees, they are increasingly focusing on their organizational setting and the framework for
their Human Resources systems. Springsted's tradition has always sought to anticipate and
respond to our clients' needs across the spectrum of management and financial objectives.
Our commitment to our clients is reflected in our investment in these established professionals,
and in the products and services necessary to deliver pragmatic solutions.
;,s you consider strategies to i~ ~c~~ease fhe eifeciiver~e5s of your orgariiza'[+on alld siaii, we irusi
you will regard Springsted as a potential partner in helping to achieve your objectives. Please
feel free to contact us, or talk directly with your Springsted client representative.
We wish you much success in 2004!
Respectfully,
C al ~~'~~V ~~
A J C.. ~ I~"~--
David N. MacGillivray
Chairman
CORPORATE OFF/CE: SAINT PAUL, MN - Visit our website at www.springsted.com
IOWA KANSAS - MINNESOTA ~ VIRGINIA - WASHINGTON, DC - WISCONSIN