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City Council Agenda Packet 09-08-1997AGENDA REGULAR MEETING - MONTICELLO CITY COUNCIL Monday, September 8, 1897 - 7 p.m. Mayor: Bill Fair Council Members: Clint Herbst, Brian Stumpf, Roger Carlson, Bruce Thielen 1. Call to order. 2. approval of minutes of the regular meeting held August 25, 1997. 3. Consideration of adding items to the agenda. 4. Citizens commentslpetitions, requests, and complaints. 5. Consent agenda. A. Consideration of an amendment to the zoning ordinance establishing public schools as an interim uses in the I-1 zone. Applicant, Monticello Public Schools. i B. Consideration of an application for an interim use permit allowing a public use in an I-1 zone. Applicant, Monticello Public Schools. C. Consideration of approving final plat and developer agreement for Klein Farms 4th Addition. D. Consideration of adopting a resolution accepting bids, awarding contract, and ordering project for Klein Farms 4th Addition, Project 97-04C. E. Consideration of authorizing purchase of a new computer for the building department, 8. Consideration of items removed from the consent agenda for discussion. 7. Consideration of an amendment to the comprehensive plan for the City of Monticello generally affecting the Downtown River District Area. Applicant, Monticello Housing and Redevelopment Authority. 8. Consideration of resolution providing for the issuance and sale of general obligation improvement bonds, Series 1997A, for Project 97-04C (Klein Farms 4th Addition) and Project 97.07C (High School Storm Sewer). 9. Consideration of authorizing a comprehensive park plan. Agenda Monticello City Council September 8, 1997 Page 2 10. Consideration of 1998 proposed budget and resolution setting the preliminary tax levy. 11. Consideration of authorizing advertisement for bids for pathway snow removal equipment. 12. Consideration of change order #6 on the wastewater treatment plant construction project. 13. Consideration of adoption of governance model and project prioritization listing. 14. Consideration of establishing policy on employee educational/training seminars. 16. Consideration of bills for the first half of September, 1997. 16. Adjournment. i MINUTES REGULAR MEETING - MONTICELLO CITY COUNCIL Monday, August 25, 1997 - 7 p.m. Members Present: Bill Fair, Clint Herbst, Brian Stumpf, Roger Carlson Members Absent: Bruce Thielen MEWM7 :. •, A MOTION WAS MADE BY BRIAN STUMPF AND SECONDED BY CLINT HER.BST TO APPROVE THE MINUTES OF THE REGULAR MEETING HELD AUGUST 11, 1997, AS WRITTEN. Motion carried unanimously, with Bruce Thielen absent. 3. Vnnsidpratinn of adding itemg to tho agonL. A. Assistant Administrator Jeff ONeill requested that adoption of a resolution supporting continuation of the Monticello Heartland Express be added to the consent agenda. B. City Administrator Rick Wolfsteller requested that authorization of the use of eminent domain proceedings to acquire Dundas Road right- of-way be added to the consent agenda. C. Councllmember Brian Stumpf requested that consideration of re- opening urban service boundary negotiations with Monticello Township be added to the agenda. D. Chief Building Official Fred Patch requested that the status of signs and billboards destroyed by the storm be added to the agenda. 4. Ci irpng cornmpnL�pctitinng. requ g n_ and cam4llainl& None. b. Consent agenda. A. rn aid ration of n resolution nnDrov'ng Flnng nod speeifienri�ng nndand aulhori7ing ndvertig meat for bids for the 19A7 Pathway Proi (river -walk ne en ). Recommendation: Adopt a resolution approving plans and specifications and authorizing advertisement for bids for the 1997 Pathway Project (river -walk segment) contingent on staff rev-cwnl. SEE RESOLUTION 97.41. Page 1 0 Council Minutes - 8/25/97 B. Consideration of n reaoluflon approve ng p ana gnd aneenficationa grad amthorizing adwrtisempnt for hidg for thefUgthridge portion of the 1997 PathwayProioct. Recommendation: Adopt a resolution approving plans and specifications and authorizing advertisement for bids for the foot bridge portion of the 1997 Pathway Project (river -walk segment) contingent on staff reviewal. SEE RESOLUTION 97-42. C. Conf;ideration of adgpttng a resolution imppartingreontinuation of the Monticello Heartland lFspregg at thP current service level. Recommendation: Adopt a resolution supporting continuation of the Monticello Heartland Express for 1998 based on the 1997 budget/ management plan plus inflation (4% or less). SEE RESOLUTION 97-43. D. Congideration of authorizing uAp. of Pminont, domain prpceedingg to ncQ,ire D ,ndaa Road ri .of --way. Recommendation: Adopt a resolution reaffirming authorization to use eminent domain proceedings to acquire the narrow, triangular parcel adjacent to Cedar Street and Highway 25 for the purpose of future expansion of Dundas Road. SEE RESOLUTION 97-44. A MOTION WAS MADE BY ROGER CARLSON AND SECONDED BY BRIAN STUMPF TO APPROVE THE CONSENT AGENDA AS RECOMMENDED. Motion carried unanimously, with Bruce Thielen absent. None. .,, .. .. u,. , ., 1 Assistant Administrator Jeff O'Neill reported that the Monticello -Big Lake Hospital District requests vacation of a 30 -ft strip of Hennepin Street right- of-way in conjunction with a request to rezone the Counseling Center property from R-3 to P7.M, a conditional use permit to allow operation of a clinic facility in a PZM zone. and simple subdivision. Approval of the requests, as recommended by the Planning Commission, would bring the Page 2 Council Minutes - 8/25/97 Center into conformance and would allow construction of a garage and expansion of the parking lot. The City would retain easement rights for access to utilities. O'Neill noted that Council must also determine the selling price of the vacated land if it supporta the vacation of right-of-way. Past policy of the City has been to offer vacated streets to abutting property owners but charge fair market value for the land. After reviewing a number of comparable sales in the past, the City Administrator suggested that the Council sell the vacated right-of-way to the Hospital District for $.67 per sq ft. Mayor Fair opened the public hearing. Barb Schwientek, Executive Director of the Monticello -Big Lake Hospital, noted that the Hospital had purchased vacated property from the City in the past; however, since the use of the property was for a nonprofit organization and the City would be retaining easement rights, she requested that the Council consider not charging the Hospital District for the vacated right-of- way. Mayor Fair then closed the public hearing. Councilmember Clint Herbst suggested that since the Hospital is a nonprofit organization, perhaps a $1 fee would be appropriate for the vacated right of - way. AFTER DISCUSSION, A MOTION WAS MADE BY CLINT HERBST AND SECONDED BY BRIAN STUMPF TO APPROVE VACATION OF A 30 -FT SECTION OF THE HENNEPIN STREET RIGHT-OF-WAY AND APPROVE SELLING THE PROPERTY TO THE HOSPITAL DISTRICT FOR $1 BASED ON THE FINDING THAT THE HOSPITAL IS A NONPROFIT ORGANIZATION, THE CITY WILL MAINTAIN EASEMENT RIGHTS, AND THE HOSPITAL WILL NOT BE BUILDING ON THE VACATED RIGHT -OF -WAV. Motion carried unanimously, with Bruce Thielen absent. A MOTION WAS MADE BY BRIAN STUMPF AND SECONDED BY ROGER CA.RLSON TO APPROVE. THE ZONING ORDINANCE AMENDMENT REZONING THE PROPERTY FROM R-3 TO PZM, APPROVE THE CONDITIONAL USE PERMIT ALLOWING OPERATION OF A CLINIC FACILITY IN A PZM ZONE, AND APPROVE THE SIMPLE SUBDIVISION IN A PZM DISTRICT WITH THE FOLLOWING CONDITIONS: 1. ESTABLISHMENT OF LANDSCAPING AND TREE PLANTINGS AS % REQUIRED BY ORDINANCE, Page 3 0 Council Minutes - 8/25/97 ADDITIONAL PLANTINGS TO BE PROVIDED TO BUFFER THE PARKING LOT FROM THE ADJOINING RESIDENTIAL AREA.. Motion carried unanimously, with Bruce Thielen absent. The motion was based on the finding that the zoning map amendment and associated conditional use permit are consistent with the character of the area and the comprehensive plan, and a parking stall deficiency would be corrected. SEE ORDINANCE AMENDMENT NO. 294. City Administrator Rick Wolfsteller reported that the Firefighter Relief Association membership requested that the City Council consider an increase in their retirement benefit from the present $1,375 per year of service to $1,575 or more after 20 years of service on the fire department. He noted that in the past, the City Council has not supported any benefit level that would require a contribution from the City as a tax levy. The $1,575 per year amount would give the Relief Association a $200 per year increase over their current pension and would provide a little more cushion before any tax dollars would be needed if investment income was lower than projected. AFTER DISCUSSION, A MOTION WAS MADE BY CLINT HERBST AND SECONDED BY BRIAN STUMPF TO GRANT AN INCREASE TO THE INDIVIDUAL PENSION FOR VOLUNTEER FIREFIGHTER RELIEF ASSOCIATION TO $1,575 PER YEAR1631,500. Motion carried unanimously, with Bruce Thielen absent. 10. Cnmideration of proceeding with costructio of now nnimalshelter. Public Works Director John Simola reported that the public works department completed the specifications for the electrical requirements of the new animal shelter and the site plan and solicited proposals from area contractor's and vendors for the materials and labor necessary to build the facility. The building inspection department solicited proposals for the plumbing, heating, ventilation, and air conditioning system requirements. Simola noted that all proposals had been received with the exception of the masonry and carpentry labor. The proposals received to date totaled $115,724, leaving a budget balance of 534,276 for the masonry and carpentry labor. Because the new shelter would need to be occupied by January, Simoln requested that Council authorize staff to move ahead with construction of the new animal shelter. Although staff needed to solicit additional proposals for the masonry and carpentry labor, it was estimated that the total cost could be higher than projected but would be very close to the amount budgeted. Page 4 Council Minutes - 8/25/97 AFTER DISCUSSION, A MOTION WAS MADE BY BRIAN STUMPF AND SECONDED BY CLINT HERBST TO AUTHORIZE STAFF TO MOVE AHEAD WITH CONSTRUCTION OF THE NEW ANIMAL SHELTER. Motion carried unanimously, with Bruce Thielen absent. City Administrator Rick Wolfsteller reported that staff has continued to work with architect Al Mjorud in analyzing city hall's space needs and how city hall could be configured in the Marquette Bank building; however, the amount of space to be leased to Marquette Bank had not yet been agreed upon, which would affect how the balance of the main floor could be remodeled. Assuming an agreement would be reached and the bank building was purchased by the City, the Council would need to review its options for use or sale of the existing city hall property. Wolfateller noted that the city hall property was recently appraised at $595,000 by R.A. Fields dt Associates, who also appraised the Marquette Bank facility at $750,000. Although a decision has not yet been made for use of the current current site if city hall is relocated, the City received a letter of interest from Peterson-Grimsmo Chapel for possible purchase of the city hall property for $400,000. Council discussed advertising the city hall property for sale to obtain additional proposals. Councilmember Stumpf suggested that the City consider including the property owned by Peterson-Grimsmo, which is located next to the fire hall, in negotiations for the purchase of city hall. It was Stumpfs view that the vacant parcel next to the fire hall would he more beneficial to the City. Council also discussed the current negotiations on the City s purchase of the Marquette Bank building. It was noted that any sale of the current city hall should be contingent on purchase of the bank building. Chief Building Official Fred Patch suggested that Council nppoint the City Administrator as the City representative for negotiating with Marquette Bank. AFTER DISCUSSION, A MOTION WAS MADE BY CLINT HERBST AND SECONDED BY ROGER CARLSON TO AUTHOR17X THE CITY ADMINISTRATOR AS THE CITY REPRESENTATIVE IN CHARGE OF NEGOTIATING THE PURCHASE OF THE MARQUETTE BANK BUILDING. Motion carried unanimously, with Bruce Thielen absent. Page 5 y Council Minutes - 8/26/97 A MOTION WAS MADE BY BRIAN STUMPF AND SECONDED BY CLINT HERBST TO AUTHORIZE THE CITY ADMINISTRATOR TO ADVERTISE FOR TWO WEEKS THE SALE OF CITY HALL CONTINGENT ON THE CITY PURCHASING THE MARQUETTE BANK BUILDING, AND BRING THE ITEM BACK TO COUNCIL ON SEPTEMBER 8, 1997, FOR CONSIDERATION. Voting in favor: Clint Herbst, Bill Fair, Brian Stumpf. Abstaining: Roger Carlson. Absent: Bruce Thielen. Motion carried. •: ..: a. 1 .. - . a• V. a Assistant Administrator ONeill reported that four basic packages containing different amenities for the National Guard Training/Community Center will be presented to the task force on September 2 and will be reviewed by the National Guard on September 3. He noted that there has been interest expressed by various organizations in sharing space in the training/ community center, including the YMCA for either programming or operation of the facility. Square footage for each use will be reviewed and used for preparing the finance plan. Mayor Fair added that the National Guard has committed $1.5 million toward the community center, using $500,000 for their portion of the facility /l and $1 million for the joint facility. No action was required by the Council. 13. VOnRid ration of hills for the last half of Au:a,s ., A MOTION WAS MADE BY CLINT HERBST AND SECONDED BY ROGER CARLSON TO APPROVE THE BILLS FOR THE LAST HALF OF AUGUST AS PRESENTED. Motion carried unanimously, with Bruce Thielen absent. 14. Itoarng added to the ng n n. Councilmember Brian Stumpf requested that Council consider re- opening negotiations with the Township to continue discussions on adjustments to the urban service area boundaries. It was his view that the subcommittee wns not given an opportunity to negotiate the proposal submitted by the Township. After discussion, the issue was dropped for lack of a motion to revisit the issue. Page 6 0 Council Minutes - 8/25/97 B. Update on th gat. ,g of siwng and hillhnardA d s roygd bX t_he li,,ly 1 storm. Chief Building Official Fred Patch reported that eight billboards were blown down during the July 1 storm, which the sign companies want to replace; however, since the signs were destroyed beyond 50% of the value, city ordinance prohibits replacement because they are a nonconforming use. Patch informed Council that enforcing the ordinance may result in the sign companies bringing suit against the City. After reviewing the situation, it was the opinion of Attorney Paul Kaminsky that enforcing the ordinance may result in litigation; however, the City's ordinance has substance and would have a good chance of being upheld in court. Public Works Director John Simola noted that two of the destroyed billboards were located on City property, and a notice of intent to cancel the lease should be issued to each sign company. Council agreed that the City would need to abide by its ordinances and not have the billboards replaced. No action was required by the Council. A MOTION WAS MADE BY CLINT HERBST AND SECONDED BY BRIAN STUMPF TO ADJOURN THE MEETING. Motion carried unanimously, with Bruce Thielen absent. Karen Doty Office Manager N Page 7 (D Council Agenda - 9/8/97 SA. Consideration of an amendmpnt to the zoninzy ordinance establishing public schools as an interim use in this I.1 zone- ASLicant, Monticello Euhlir Schools. AND 5& Coneidemdon of an aplpLcation for an interim use permit lln na a m tiLe use in an I.1 zone. ApplicanL Mnnticello Flublic,. Schools. (J.O.) A RFFFRF.NCF. Ni] BA .K .RO iTTi): On September 2, 1997, the Planning Commission conducted a public hearing on this matter and recommended approval of the ordinance amendments and permits necessary to allow interim use of the former Lake Tool facility for an alternative learning center. The Planning Commission recommended approval of all requests. The alternatives and findings can be found as Alternative ql under Decisions 1 and 2 in the Planner's report. In their recommendation, the Planning Commission recommended an annual review of the operation of the facility. The only issued relating to the Planning Commission recommendation relates to hours of operation. The Planning Commission recommended that the facility be operated during normal school hours only. Subsequent to the meeting, I learned from the School District Superintendent that the facility will need to be open during hours other than school hours. Therefore, the School District requests that the interim use permit allow operation of the facility during evening hours as well as school hours. B. ALTRRNATIVR ACTION : 1. Motion to adopt recommendations and findings by the Planning Commission but modify the conditions to allow operation of the facility beyond normal school hours. 2. Motion to adopt the recommendation by the Planning Commission. 3. Motion to deny the amendment establishing the interim use permit. C. STAFF RFA MRNDATION: It is the recommendation of the City Administrator to select alternative p 1. With regard to operation after hours, the organization is by its nature b `alternative," which means that certain students will need to attend later in Council Agenda - 9/8/97 the day, perhaps due to work conflicts, etc. It is our view that allowing operation atter hours will not result in significant conflicts with the industrial neighborhood and will allow the organization the necessary flexibility to operate effectively. Planner's report. Ai.0—M-1%7 09:20 NAC 612 S% SIM P.02/e? NORTHWEST ASSOCIATED CONSULTANTS NP.NCCOMMUN I TYPLANNINO - DESIGN - MARKET RESEARCH PLANNING REPORT T0: Monticello Mayor and City Council Monticello Planning Commission FROM: Stephen Grittman DATE: August 27, 1997 RE: Monticello - Monticello School District - Alternative Learning Center FILE NO: 191.07-97. A REFERENCE AND BACKGROUND The Monticello School District has requested approval of their request to allow public scrods as Interim uses in the Ni District and the Issuance of such a permit for the existing building at 1248 Oakwood Drive E. The sdwol district proposes to occupy an existing 4,800 square foot, two story Industrial building botween the N-1AMdow bWld ng m+d Simonson Lurtlber. The proposed use will be an atterrmtive school program for students identified by the districtfor more individualized troatment. The district has indicated that the program will begin the school year with approxlmmisly, 30 students, and is expected to expand to 50 or more students as the year goes on. Thera are two primary Issues for the City to consider with this request. First is the amendment of the Zoning Office to allow ft school use In tho Industrial district. Second Is the district's application for an interum use permit allowing occupancy for this school year. This request is being pursued as an interim usro. There aro often a number of noncoms relatod to school uses in Industrial districts. These include mixing of traffic, possible 5770 WAYZATA BOULRVARD. SUITE 898 6T. LOUIS PARK, MIIJIVBOOTA 06416 PN ONE a12.BOB-9636 FAX 612.906.0637 E•MA1L NAC® WINTHRNET.COM Tot8 - / pedestrian trait generated by the I use, and parking supply for classroom use in a building designed for industrial use. Fneliy, the City has expressed an ongoing concern over the supply of industrial land. Consuming a portion of the available supply for non- industrial use raises this Issue as well. With regard to the land supply issue, the interim use permit process gives the City the ability to accommodate the school districts needs. while at the same time, reserving long term industrial use for the slte. The proposed amendment includes a douse requiring that the building not be altered in such a way that would make reversion to industrial use too difficult. For instance, the use of temporary partitions, or other such modular improvements, would be more appropriate than significant permanent remodeling. With regard to trafflc, the proposed site is located on County Road 117. Therefor, the mbang cf traffic should not be a sigrWicart concwm Parking maybe the most difficult issue for ft current site. The district should be required to stripe the parking lot to assure the most efii lin . use of the available space The fistrif, has Micated that some students will drive to the site, while others will use sch I transportation. Given the uncertain parking needs, the City could consider a parking option which permits the addition of parking let area as demand is shown. A gravel surfaced temporary lot may be appropriate if the parking demand eventually exceeds the supply. One special requirement of interum uses is the documented termination date. The district has not proposed a termination date at this time. Since hertm uses are renewable, we would recommend a short time period, perhaps even one year. If remodeling improvements are minimal, the district should not have overainvested In this site. Moreover, if Improvements are too extensive, the Mue of rever" to industrial use becomes more of a concern for the City. Fhally, the district has indicated IN* need to o0oupy the building while certain remodeling projeete are still in progress. This could be coordinated with the Suildtrmg Official to assure adequate life safely requirements aro met during the project B ALTERNATIVE ACTIONS Dedaion 1. Amendment to the Zoning Ordinance establishing school uses as Interum uses in the 1-1 Zoning District. ARaxnativo 1. Approve the proposal amendment as submilted. Alternative . Deny the proposed amendment as subm tted. Dochaon 2 Issuance of an Int ft Use Permit to the Monticello School District to operate an alternative school program at 1248 Oakwood Drive E. s"6 -JL Altemative i. Approve the interim use permit, with the conditions as Rated on the attached Exhibit B. This abmatNe should be accompanied by a finding that the proposed use wig not interfere with the Citys long range objectives of encauaghrg industrial development in the area, due to the temporary nradoe ofthe permit, and the minimal alterations to the pn*erty. Aftennativa2 Deny the trrtertm use permit This aitematfve should be accompanied by a finding that the we would interfere with the City's long range Mustrial developmerd goals. Staff believes that the alternative school use should be acceptable on a short term basis. Due to the CW9 interest In kWusbial development, however, "term school use, or changes to the property which 0" tend to deter hrhoe I n lusbW reuse. would not be compatible with the Citys ComprehansWe Plan Therefor, staff would recommend approval only upon corx2lons which include a short range termination date, a limitation on remodeling Improvements to the bWWV (with an emphasis on temporary or modular Improvements), and parking supply which b Increased to meat demand as use dilates. D_ SUPPORTING DATA Exhibit A, Site Plan Exhibit B, Proposed Conditions to interim Use Permit rq %? f7V - 3 PLG -2B-1997 09:21 MC 612 595 9837 P.05/er7 Ordinance No. City of Monticello VMgM County, Minnesota AN ORDINANCE AMENDING TITLE 10, CHAPTER 150, OF THE MONTICELLO ZONING ORDINANCE RELATING TO PUSUC SCHOOLS AS INTERIM USES IN THE I-1 ZONING DISTRICT. THE CITY COUNCIL OF THE CITY OF MONTICELLO, MINNESOTA HEREBY ORDAINS AS FOLLOWS: Section 1. Chapter 156 is amended by adding the following section: 158-5 INTERIM USES: The following nue interim uses In an'1-1' District (requires an interim we permit based on the prow set forth in and regulated by Chapter 22 of this ordinance): (� [A] Public educadonal Wniutaam, limited to schools for elementary. junior high. and senior high aged students. provided that: 1. A specified termination dam is documented. 2. The proposed parcel hat adequam istpsoved panting to a coommodate the studew capacity. 3. The proposed bWldiag is o n structed. or almred. only in ways which do not interfem with /Unna refining for ilial use. Section 2. This ordinance Shall bow, a effective from and alter Its passage and publication. //a// iL. AlrAa . 4 %w rTP W W �P6�j .i N PROPOSED CONDITIONS TO INTERIM USE PERMIT FOR MONTICELLO SCHOOL DISTRICT September 8,1897 1. Interim Use Permit will terminate on August 31, 1998. Extension of the use of the subject property for public school purposes beyond the termination date may only be granted through reapplication to the City. 2. The District agrees to stripe the existing parking lot in a way which maximizes the paved area for efficient parking supply and circulation. 3. The District agrees to expand parking area at the direction of the City. The City will direct expanded parking based on the City's observation of parking demand which causes the use of on -street parking at any time. 4. The use of the subject property will be for alternative classroom use during normal school and evening hours but no later than 10 p.m. The property will not be used for any other use. 6. The District may oocupy the building during remodeling only at the direction and under conditions identified by the Building Official. 6. The District shall make every effort to avoid permanent changes to the building which, in the opinion of the Building Official, would not be characteristic of an industrial use. CONDITIONS ACKNOWLEDGED BY: Monticello Public Schools GemLCowo ua 0"7 Council Agenda - 9/8/97 Attached you will find the development agreement and a copy of the final plat of Klein Farms 4th Addition. As you know, the project is being completed as a public improvement project. The development agreement is very similar to previous development agreements. Some of the noteworthy items in the agreement can be seen in Exhibit C, which identifies the finance plan and assessments against lots developed. The finance plan also identifies trunk fees to be paid by the developer. After reviewing the development history and risk to the City associated with City funding of Klein Farms projects, the City Administrator is recommending that the LOC be set at 30% of construction cost. New language is also included in the development agreement governing placement of trees at locations consistent with new city codes, which require trees to be placed 4-10 ft from the curb line. R- ALTERNATIVE ACTIONS: 1. Motion to approve development agreement and final plat for the Klein Farms 4th Addition contingent on final review of the plat by the City Engineer and Public Works Director. Motion to deny approval of the development agreement and final plat for Klein Farms 4th Addition. Motion to table approval of the development agreement and final plat. This alternative should be selected if for some reason the public improvement project contract is not awarded. C STAFF RECOMMENDATION: The City Administrator recommends alternative ql. Q, SUPPORTING DATA: Copy of development agreement; Final plat. 64 DEVELOPER'S AGREEMENT CITY/DEVELOPER INSTALLED IMPROVEMENTS KLEIN FARMS 4th ADDITION RESIDENTIAL SUBDIVISION THIS AGREEMENT, entered into this day of September 8, 1997, by and between E & K Development, LLC, a Minnesota limited liability company ("Developer") and the City of Monticello, a Minnesota municipal corporation, ("City"). WITNI ESSETH: WHEREAS, Developer is the fee owner of a parcel of land described in Exhibit A ("Subject Property"), which is proposed to be developed bearing the plat name Klein Farms 4th Addition; and WHEREAS, Developer has requested that City install certain public improvements and assess the costs of said public improvements against the Subject Property including, but not limited to, sanitary sewer, water, storm sewer, streets, sidewalk, and sod or seeding in boulevard areas, to be partially secured by a Letter of Credit (hereinafter referred to as "Petition Items"); and WHEREAS, the Developer shall install trees on each buildable lot in the Mein Farms plat at Developer's sole cost and expense; and WHEREAS, Klein Farms 4th Addition consists of 94 lots and is being developed following a public improvement process. WHEREAS, the parties desiro to agree to certain additional terms including, but not limited to, park dedication issues and area trunk and storm sewer access charges. City and Developer are willing to agree to the platting and development of the Subject Property under the terms and conditions as set forth herein. NOW, THEREFORE, IT IS HEREBY AND HEREIN MUTUALLY AGREED, in consideration of the mutual promises contained herein, the parties, agreeing to be mutually bound, agree as follows: 1. Request for Pint Approval. The Developer petitions City to approve the platting of the Subject Property to be known as Kleln Farms 4th Addition under the terms and conditions hereinafter set forth. 2. Coni n s of Pint Approvnl, The City agrees to approve Cho plat on the following conditions: a. The Developer executes this Agreement and complies with the terms contained heroin; and KLEINIvAoa 0+e1e7 Te Page, b. The Developer obtains approval of the final plat in accordance with City rules and ordinances and files the plat in the office of the Wright County Recorder no later than October 8, 1897_ C. Prior to the commencement of construction, the Developer provides the necessary letter of credit required by this Agreement in order to insure payment of special assessments to be levied against the Subject Property, pay associated costs of development, and guarantee compliance with the terms of this Agreement; and Use and nengity. The plat shall show the following; A maximum of 94 single family residential lots; All necessary street, roadway, utility, and drainage easements. 3. Plat Design. The plat shall be subject to the review and approval of the City Engineer and, if applicable, the Wright County Traffic Engineer. 4. Effect of Plat Approval. For three (3) years from the date of this Agreement, no amendments to the City's comprehensive plan or official control shall apply to or affect the use, development, density, or lot size of the Subject Property, unless required by state or federal law or agreed to in writing by the City and the Developer. Thereafter, notwithstanding anything in this Agreement to the �l contrary, the City may require compliance with any amendments to the City's comprehensive plan, official controls, platting or dedication requirements enacted atter the date of this Agreement as it pertains to the Subject Property and may require submission of a new plat. 5. Petition Items. Developer has petitioned City to design, construct, and install those Petition Items described on Exhibit 8 attached hereto. The plans and specifications for said Petition Items shall be kept on file in the offices of City and are incorporated by reference herein. Provided that Developer has complied with the conditions in paragraph 2 and is not otherwise in default herein, City agrees to commence construction and installation of the Petition Items, within 30 days of the date a contract to construct the Petition Items is awarded by City. City agrees to use its best efforts to complete the Petition Items in a prompt manner, subject to delays beyond its control, and further subject to the following terms and conditions: a. Developer agrees that the cost of the Petition Items shall be specially assessed against the platted residential lots within the Subject Property as described on Exhibit C in accordance with City's special i assessment policy, it being acknowledged by Developer that the platted KLEINVAOA' 16"? �� Page 2 residential lots within the Subject Property are the sole benefited properties from the proposed Petition Items and that, but for Developer's project, City would not construct said Petition Items. Developer acknowledges the estimated costs of the Petition Items for construction, engineering, planning, capitalized interest, bonding costs, legal, and other contingencies total $ (bid amount). Developer understands and agrees that this figure is an estimate only, and that the actual figure may be higher or lower, depending on various factors. Nothing contained herein shall prevent City from assessing a higher or lower figure if found necessary and appropriate by City based on actual cost disbursements. b. Developer agrees and acknowledges that in addition to the Petition Items, Developer agrees to allow previous assessments against the unplatted parcel to be spread evenly across the lots developed with this plat. C. Developer agrees and acknowledges that in addition to the Petition Items, Developer is required and agrees to pay area charges as identified in Exhibit C. Payment of these charges to be made via special assessment. d. Developer hereby waives its right to notice and public hearing to be held on said Petition Items and area charges pursuant to M.S. §429.031 and 029.061, and agrees to the assessment of the platted residential lots. e. The assessment shall be deemed adopted by the City on the date that construction is commenced. Assessments for Petition Items, Area Charges, and Street Charges in the Subject Property, shall be determined in accordance with Exhibit C. Levied assessments shall be paid over a ten-year period payment without deferment, together with interest at a rate set by the City. Nothing contained herein shall prevent Developer, its successors or assigns, from prepaying the assessments, in whole or in part. f. Exhibit C identifies a specific trunk sewer expense ($ 1 that the Developer has agreed to fund via a special assessment against lots in the 4th Addition of IUein Farms. The City agrees to grant a like amount as a credit against future trunk charges against the parcel served by the trunk line. The parcel ID# of the property that will receive the credit is g. Developer, its successors and/or assigns hereby waives all rights of appeal that it has by virtue of Minnesota Statutes §429.081 or any other applicable statute or ordinance to challenge the amount of the assessments or deferred assessments to the Subject Property for Petition Items, Area Charges, or Street Charges, the procedures used by City in assessing the Subject Property, the benefit or lack thereof to the Subject Property by virtue of the Petition Items and Area Charges, or any other defense either at law or KtEINIVAGA. 4"? �� •� Pago3 equity to the assessment of the Subject Property as contemplated herein. Developer, its successors and assigns, hereby releases City, its officers, agents, and employees from any and all liability related to or arising out of the levying of said assessments and deferred assessments. h. The assessments for each residential lot, including principal and interest, shall be paid in full at the time the lot is conveyed to a subsequent purchaser. Upon payment, City shall release the assessment as to that specific lot. i. Nothing contained herein shall prevent City from assessing the Subject Property for public improvements other than those specifically deeuibed within this Agreement, as permitted by Minnesota law. 6. Security for Improvements. As and for partial security for the payment of unpaid assessments to be assessed against the residential lots in the Subject Property, and to insure compliance with the terms and conditions of this Agreement, Developer shall furnish City with an irrevocable Letter of Credit in the amount of $ to be issued by a financial institution acceptable to City. The Letter of Credit must be issued prior to the commencement of construction of the Petition Items. The amount of the Letter of Credit represents 30% percent of the estimated total cost necessary to construct and install the Petition Items, which shall be specially assessed against the residential lots in the Subject Property as provided in paragraph 6. If any installment of special assessments as to any lot is not paid in full when due, which occurrence shall constitute an event of default, in addition to any other remedies it may have, City may draw upon the Letter of Credit to pay the balance due on any such delinquent installment. The Letter of Credit shall remain in full force and effect until released as provided herein. In the event the Letter of Credit must be renewed on an annual basis, Developer shall cause the financial institution issuing the Letter of Credit to advise City no less than sixty 1601 days prior to the date of the stated renewal date that the bank will renew the Letter of Credit under the same terms and conditions. In the event City does not receive such assurances from the bank within sixty (60) days of the date of its renewal date, such occurrence shall constitute an event of default entitling City to avail itself of the remedies provided by this Agreement. The Letter of Credit is also provided as security to ensure planting of trees as required by city ordinance and this development agreement. Required tree planting includes coordination of tree planting along School Boulevard with City boulevard planting plans. KIEftV AOR W197 Sac, q Pago 4 In the event that the Letter of Credit is determined to be deficient in amount to pay or reimburse City in total as required herein, Developer agrees that upon notification by City, Developer will pay the deficient amount within thirty (30) days. Failure to reimburse City shall constitute an event of default entitling City to avail itself of the remedies provided by this Agreement. Provided Developer is not otherwise in default under the terms and conditions of this Agreement, the Letter of Credit may be written down from time to time upon Developer's request. The City Administrator shall determine, in his sole discretion, the amount of the reduction, if any, based on his assessment of the financial risk to City. 7. [gra int, / Drainage Plan. Provided that Developer is not otherwise in default under this Agreement, Developer requests and City agrees to provide initial site grading for the plat in accordance with the grading and drainage plan described on Exhibit D, ("City Items") on file in the offices of City, the terms of which are herein incorporated by reference, subject to the following terms and conditions: a. All costs and expenses incurred by City for initial site grading of the residential lots in the Subject Property in accordance with Exhibit D, shall be paid by Developer in acoordance with a Disbursement Agreement of even date herein. i b. Through completion of initial site grading, any drainage, flooding, and/or property damage or personal injury on adjacent properties resulting from development of the Subject Property shall be the responsibility of City, including total costs of correction and compensation to those properties affected. The City agrees to indemnify and hold Developer harmless from any such claims. C. Atter initial site grading has been completed, responsibility for drainage, flooding, or adjacent property damage or personal injury shall be the responsibility of Developer, including total cost of correction and compensation to those properties affected. The Developer agrees to indemnify and hold City harmless from any such claims. d. City may impose additional erosion control requirements if, in the opinion of the City Engineer, they are necessary to prevent damage to adjacent properties or to prevent unreasonable erosion. Developer shall comply with any such additional drainage and erosion control plans and with any such additional instructions it receives from City. All areas disturbed by the excavation and backfilling operation of Developer shall be reseeded forthwith by Developer atter the completion of the work in that area. Seed shall be rye grass or other fast-growing seed suitable to the existing soil to provide a temporary ground cover as rapidly as KLEINV SGA, OW7 5'COpTPago 5 possible. All seed areas shall be mulched and disc -anchored as necessary for seed retention. The parties recognize that time is of the essence in controlling erosion. 8. n_evelnn r Item . Developer shall be responsible for the construction, installation, and payment of the improvements described on Exhibit E attached hereto ("Developer Items'). Except for unavoidable delays, the Developer shall complete construction and/or installation of these items no later than September 15, 1999, subject to the following terms and conditions: a. Other than those boulevard areas sodded or seeded by City as described in Exhibit B, Developer shall sod or seed all other boulevard areas as required by the City Engineer to control erosion. Maintenance of grass in all boulevard areas shall be the responsibility of Developer. b. The Developer shall plant trees upon the boulevard areas in accordance with City ordinances. Lots with a single road frontage shall have two trees planted in the boulevard at a location ranging from 4-10 ft from curb. Precise location to be determined by presence of utilities and sidewalk. For lots with road frontage on more than one side, at least two trees shall be planted in the boulevard, one each side having road frontage. C. Trees shall not be planted in front of individual Iota until after a building permit has been issued. d. Sodding and seeding of yard areas within the platted residential lots shall be the responsibility of the property owner. 9. Warranty. The Developer warrants all work required to be performed by it against poor material and faulty workmanship for a period of one ( l) year after its completion and acceptance by the City. All trees purchased by the Developer shall be warranted by the supplier for a period of twelve (12) months. The warranties and securities required by this paragraph shall terminate as to each parcel at the time of conveyance of said parcel to a bona fide purchaser. 10. License. The Developer hereby grants the City, its agents, employees, officers, and contractors a license to enter the Subject Property to perform all necessary work and/or inspections deemed appropriate by City during the construction and installation of the Petition Items, the City Items, the Developer Items, and during the construction of single family residences by Developer, its successors and assigns. 11. Ownership nf improvements. Upon the completion of the work and construction required to be done by this Agreement, Petition Items lying within public easements shall become City property without further notice or action. KLEIMv.AeA. 9497 5C _( Page 12. Responsih1tl� or Costs. Developer shall pay all costs incurred by City in connection with the preplat approval process including, but not limited to, planning and zoning issues, engineering, EAW preparation, and the legal fees incurred in the preparation of this Agreement. City and Developer acknowledge that Developer has deposited with City the sum of $ to be applied toward said expenses at the time of commencement of construction by City of the Petition Items. If City expenses exceed Developer deposits, Developer shall reimburse City. If Developer deposits exceed City expenses, City shall return the difference to Developer. The Developer shall pay all costs incurred by City in connection with the postplat approval process and development of the Subject Property including, but not limited to, planning, legal, engineering, inspections during construction and thereafter, and in enforcing the provisions of this Agreement, including reasonable attorney's fees and costs incurred by City. Developer shall pay in full all bills submitted by City for expenses incurred pursuant to this Agreement within thirty (30) days of receipt. Except as otherwise provided herein, Developer shall hold City, its officers, employees, agents and contractors harmless from claims made by Developer and/or third parties for damages sustained or costa incurred to public or private property or injury to persons resulting from plat approval and development. Developer shall indemnify the City, its officers, employees, agents and contractors for all costs, damages, or expenses which the City may pay or incur in consequence of such claims, including attorneys' fees. This indemnification shall not extend to costs attributable to the City's own negligence or that of its agents or employees. 13. F.vpnts of npfaul . The following shall be "Events of Default" under this Agreement, and the term "Event of Default" shall mean, whenever it is used in this Agreement (unless the context otherwise provides), any one or more of the following events: a. Failure by the Developer to observe and substantially perform any covenant, condition, obligation, or agreement on its part to be observed or performed hereunder, including any provision specifically identified as an event of default within this Agreement, after written notice to the Developer as provided in this Agreement. b. If Developer shall admit in writing its inability to pay its debts generally as they become duo, or shall file a petition in bankruptcy, or shall make an assignment for the benefit of its creditors, or shall consent to the appointment of a receiver of itself or of the while or any substantial part of the Property. C. If Developer fails to provide the Letter of Credit required by paragraph 12, fails to pay any special assessment when duo for the Petition Items, fails to execute the Disbursement Agreement for payment of City KLEMV.AOa: "07 SC, m 7 Page 7 Items, fails to pay invoices of City for pre- and/or postplat approval expenses when due, or fails to commence, complete, and pay for Developer Items as provided by this Agreement. 14. Notice: Remedies on Maul . Whenever any event of default occurs, the City shall give written notice of the event of default to the Developer by United States mail to the Developer at its last known address. If the Developer fails to cure the event of default within thirty (30) days of the date of mailed notice, in addition to any other remedy provided in this Agreement and without waiver of any such right, the City may avail itself of any or all of the following remedies: Draw down on the Letter of Credit; b. Halt all plat development work and construction, including, but not limited to, release of Iota upon sale, the issuance of building permits or certificates of occupancy, until such time as the event of default is cured; C. Apply to a Court of competent jurisdiction to enjoin continuation of the event of default; d. Perform the work or obligation required of the Developer. In the event the City acts to perform the work obligation, the Developer shall promptly reimburse the City for any eWnse incurred by the City, or the City Cmay, at its option, draw on the appropriate letter of credit. Provided, however, that if the Event of Default constitutes an emergency affecting public health and safety which requires immediate remedial action, in the sole discretion of City, the notice and cure provisions of this paragraph shall not apply and Developer hereby authorizes City to take whatever action it deems necessary to respond to and/or cure the emergency situation. In such event, the hold harmless and indemnity provisions of this Agreement shall apply, and Developer shall pay all reasonable costs incurred by City in responding to the emergency. 18. Clean U . The City shall promptly clean soil, earth, or debris from platted streets and that portion of the plat in which construction work is performed by or on behalf of the City for the Petition Items. After completion of the Petition Items, Developer shall maintain streets in a manner consistent with the erosion control policy for the City. 16. Park De ication. City and Developer agree and understand that the required park dedication land area for the Subject Property has been provided in conjunction with the platting of 10cin Forms 3rd Addition. KLEIWV.AGF WM? �^ -g Pago 8 17. Miacellanneota. a. This Agreement shall be binding upon the parties, their heirs, successors or assigns, as the case may be. b. Third parties shall have no recourse against any party under this Agreement. Future residents of the plat shall not be deemed to be third - party beneficiaries of this Agreement. C. If any portion, section, subsection, sentence, clause, paragraph, or phrase of this Agreement is for any reason held invalid, such decision shall not affect the validity of the remaining portion of this Agreement. d. So long as the City uses its best efforts to construct the Petition Items and City Items, the Developer shall have no cause of action for damages attributable to delays in the construction and completion of said Items. e. No one may occupy a building for which a building permit is issued on either a temporary or permanent basis until sanitary sewer and water lines have been installed, hooked up, tested, and approved by the City, and until the streets needed for access have been paved with a bituminous surface. f. The action or inaction of the City as to the exercise of any of its rights or remedies upon an event of default shall not constitute a waiver or amendment to the provisions of this Agreement as to future events of default. To be binding, amendments or waivers shall be in writing, signed by the parties, and approved by written resolution of the City Council. The City's failure to promptly take legal action to enforce this Agreement shall not be a waiver or release as to any event of default. g. This Agreement shall run with the land and shall be recorded in the office of the Wright County Recorder. After completion of all of Developer's obligations hereunder, at Developer's request City will execute and deliver to Developer a release of this Agreement in recordable form. h. Both parties to this Agreement acknowledge that they have been represented by counsel, or are aware of their right to counsel, and have entered into this Agreement likely and voluntarily. KLEINIVAOR W"7 Sc. • Pape Pq IN WITNESS WHEREOF, City and Developer have signed this Developers Agreement the day and year first written above. CITY OF MONTICELLO E & K DEVELOPMENT LLC By: By: Its: -M=r Its: ChiefManatypr By: Its: sty Adminiatra or STATE OF MINNESOTA) ) SS. COUNTY OF WRIGHT ) The foregoing instrument was acknowledged before me this day of D 1997, by William Fair and Rack Wolfsteller, the Mayor and City Administrator of the City of Monticello, a Minnesota municipal corporation, on behalf of the corporation. Notary Public STATE OF MINNESOTA) ) SS. COUNTY OF WRIGHT ) The foregoing instrument was acknowledged before me this day of , 1997, by Anthony Emmerich, the Chief Manager of E & K Development LLC, a Minnesota corporation on behalf of the corporation. Notary Public This Instrument Drafted By: Olson, Usset, Agan & Weingarden, P.L.L.P. 6600 Franco Avenue South, #690 Edina, MN 56436 m EINIV Boa M?s go 10 0 Pape 10 M id -Aft, n&a A SUBJECT PROPERTY Legal Description DESCRIPTION PRIOR TO PLATTING: PLAT: JUINVAW: Q047 570 fir% l PeQ9 11 F.�1T B t PF=0N ITEMS N Site grading$ Sanitary sewer - lateral benefit Trunk sanitary sewedoversizing Water main - lateral benefit Trunk water main Storm sewer Street improvements TOTAL KLEiMv Baa; aS97 VT 0\ Pape 12 �( ERI�IT C ASSESSNWIW ROLL / FINANCE PLAN 11 KUIMV.AGA1M, SC ,13 Pape 13 C805f97 EXHIBIT C TO KLEIN FARMS 4TH ADD DEVELOPMENT AGREEMENT sept 9. 1M7 4d, Add- 040M 3rd Ad670 lob roto Ust Apprmc Atlee }d Add 21.17 4N Add 6163 Street 3rd Add 6161,000 421 Add $45.1700 storm 3rd AM 3105,000 4th Add $328,000 water 3rd Am $104,000 4th Aad P45,0o0 SwdtM are Ado $128.000 Sewor 4th Add $711,000 Grand TOW $2,313,00D ,•Tau! City Trunk Ems. Taut Ten* Face from DamWM Tou3 Aneasod Cost • ]d Add Trunk fora arty. Tout Ansa.Se0 Cad - 46, Add taMral np ecef and *,ink fess Lager dCroda fe 4h Ads 3D% d ,dial tmprvmm t cost Asae> errant t - 3rd Addition Assew w4ft - 41h Addtion m :try Ulaat Be"n Trunk Bm efe aer1t(1 FVd*lp D-dopm Funeli Davebper odhmy Tnn* Cdy -t� SP -W D04ass Special Spate Trunk Oversize OverOMM A— 3rd Add 000 &seen Alam Advarca Trus Trunk 3rd Add 4N Add nnnw.en rw..wm nn�wr.r • m••w m••w.ea tiw�rr we.nrYw ...n tins ..0 rra a rw o.�rY .rrrra arrntiY � w•w � a.w.•. rwwu OYrVnYYV Y CaeY� Y•Ya• Irl�n � C•b Mti Yti IY�NN��a, YtiYIY. >.�4s• i�i+�•� .O�YO Yr mM e•srl T+ MI•�•.Yw $161,000 NA NA Main $45.000 NA NA f106,00D $28,465 $326.000 f1S.616 $104,® $14.03.4oD s32a s3uao0 s34nsl $128,000 f2e,oss $171,000 $427,000 f®,472, 6113,070 $26,000 S=.aX) $486,® $1.5M.000 $86.587 $16D,60 $113.00 SM1,25D / $68,587 r / i1,763,1ie3Y , 30K $ .W(? si,am $16.978 A,... —y s P. ,,.4 • 0 B. ,c ��..,, y/sA7 FN E�1T D GRADING AND DRAINAGE PLAN AND UTIIdTY AND ROAD PLAN On file at the office of the City Engineer KLENVAC WN? 5e • Jse"age,4 t DEVELOPER ITEMS 8 Tree Planting A. Tree planting on individual lots to comply with city ordinance. B. Tree planting along double fronting lots on School Boulevard must be coordinated with boulevard tree planting efforts by the city. UExv.AQR. Mr Sc -1/4 Pape 15 M IN KL,EUUY.AGRa "47 ru f iIl 7 Klein Farms 3rd addition Legal Description SG 1 01papa16 N ..q... /{nlgf 0• .•III .lQ+M1 n.. [ . • 0.�•. uG . w.«.4e.r •w .+ W. ti'bT 4w,t-.. ., Owrn- w.Rr .. tv •rrM re,r rrrb Yr . tr rwwr r .-t w 4w r «wwe O.r- . etw rrff )p pptrf, r,r-.! b w hart w n.r.r rw.M•r :r/b ....rr., w VI. trYf •r .mfa rr - .y - n.. w-rr w I ry.•aM..�i. LLC . tr.r, lr.r frWr 0.•Mr +� aM. tr rww. b M w- w «. t•� 0... tti J,r .• tM_ ftrt.. wr.r« .wrw.w�tw I�tr Crw« Orb bbn�ft s—Z—S GRAPHIC SCALE _ . =Wzz [.r at Y_ a C"d cmw.rf• m. KLEIN FARMS 4TH ADDITION 2 Crr.r r�M ,r.M 6 t b.. n..wl r�i. � ...I.rTi�.•+ • ...nr«. row. s.«h wr .r.rn .rrr.0 w '�wf ]001 f,l . r n.« •►..M b r wywr« r., a.n w ww • w r✓r r ' w ,«r... • .,.r�..w LN..r.�, w. nw.. . �..1 .a.. ruvtl « tr S I �� %r,+� �� � l ' � � R ' 1 T` r rna ,.• Pff 1. t � • r; o 7. /� n �• w �Q 10 •!: .�S°' 6 ri E 7 I g - y° 9 `r. j 10' : P c 9 � ` d• �? ! �NIT rte: 11 r r• ate' � �~' ° I - �' ! �.:IA,' �a i.� t. .•/'! �� .131. .!•• , d 12 '8�4.� 4..`� _ •meq, `u AVEN�Ufit«� •—^�7 i s • y -yr"� ,.a a ti .o o , - o" a .rf►1 .' " �•_ .tx'»•n `_'~-e '4! . 21....7 < . IN I nod�,`3.•. 14 15 4 23 25 9 fa t.ffr .r. f'., .... :�.•y.: n«yl•, _4'I �� 1,' ',.o.o w�•f ra'IV 7 26 2 ; . d«, o., C51I o 22 9 ` 21 a 20 19 18 ' 17 Ij ' br " 27 Q�J rr'"A _:`1 �.'S�� r�`�=—Iir�T o S •[. *k -v w-- - «_ ^M A T C H L t N E A � on fiMLkl / OF 2 UHI L10 t z — M A T C H L I N E A c---— ,l[ !M[[1 I or 2 sell/3 ,A VE�H UEn 4 - i S t ;.. ■ G e AoV 8 O.. Ea Ir yy I - `• ,.•.,L r s - .' 8 " i 1 i 6 i S y 4 y} g o y s 116'?i ns _� ; i� 12 y 11 a 10 IsIts.: •e ry o - u sol, I 2 Q • _ 'ly.- 1 _ A 1y , S s• — Y`tt�— yIX — — - VicRO U NST N 19 1�4,. �e- L %W.' 13:1 3/l.00-- I •o t �i Jlp 4V�'� I I I t xs 2 q 1 d j - w ��b,�• Ob +. KLEIN FARMS 4TR ADDITION [ •'�� iii .�i'.�. ��!_—S orb 7 1. =y 1 III lnnt►ra I..e 8P+7or. 4 o.0 M- r 5 orb 7 1. =y i 9', i • • , •• .• I OMEET 7 OF 2 CKETS Council Agenda - 9/8/97 5D. Cowtgiderationnfndoptinciaresolutinnneceptingbidi6awardia contract. and ordering Z=Ject for Mein Farmiq 4th Additinn- Erw 97-04C. On Friday, September 5, 1997, the City received bids from nine contractors for construction of utilities associated with the Klein Fauns 4th Addition project. This project includes construction of a trunk interceptor connecting the Cardinal Hills area with gravity sanitary sewer service. According to the preliminary bid tabulation as of 2:06 p.m., September 5, 1997, the low bid was submitted by Barbarossa & Sons, Inc., from Osseo, MN, in the amount of $1,135,720. This amount is $248,280 below the engineer's estimate. As you will note on the preliminary bid tab, Northdale submitted a lower bid; however, a math error was found in their bid, which placed the Northdale bid above the low bidder. Please note that the bids were not completely tabulated when this report was prepared and there may be changes. 1. Motion to adopt resolution accepting bids, awarding contract to Barbarossa & Sons, Inc., and ordering project for the Klein Farms 4th Addition, Project 97-04C, contingent on approval of the associated final plat and development agreement. Motion to deny accepting bids, awarding contract, and ordering project. C. S'r FF F .O MEMATION: The City Administrator recommends alternative #I unless the low bidder changes after further review of the bids by the City Engineer. n. SUPPORTING DATA; Preliminary bid tabulation; Final bid tabulation to be provided at the meeting. I 1 ENGINEER'S EST1AIATD Bret A. Weiss, P.E., City Engineer S 1,381,000 I hereby certify that this is a retie and currcct tabulation ojthe bids as received on September J, 1991. Bret A. Weise, P.E. rvna.rn�auan. rrru op / WD lAOULA7I0N Stein Farms 49h Addition • Street & Utility tmprooemenis City Prq feet Na 97-04C City of MunticeUo, Minnesota Bids Opened: 10.00a.m. IFSB do Associates, Inc. September S, 1997 Project No. 1059.20 Did Addendum Total Contractor Security No.I Bid ANNANDALE CONTRACTING INC. ARCON CONSTRUCTION INC. ✓ t/ /.AS9,00S' " BARBAROSSA AND SONS INC. c/ ✓ / /3S 7an r' C.W. HOULE, INC. J.R. FERCHE EXCAVATING, INC. KUECHLE UNDERGROUND, INC. LANDWEHR CONSTRUCTION INC. �/ ✓ / ¢¢� pLgd ® LATOUR CONSTRUCTION INC �✓ ✓ t I. l9f sfg — NORTHDALE CONSTRUCTION ✓ ,i o (1)46/,09l, sal � cCrreQ RKI ✓ /.S/glsar-a`lFowJ R.L. LARSON R.P. UTILITIES RANDY KRAMER Si. LOUIS CONSTRUCTION INC. ✓ ✓ /R] arg �0 S.M. HENTGES & SONS, INC. ✓ ✓ I alo,sl7 �f S.R. WEIDEMA, INC. ENGINEER'S EST1AIATD Bret A. Weiss, P.E., City Engineer S 1,381,000 I hereby certify that this is a retie and currcct tabulation ojthe bids as received on September J, 1991. Bret A. Weise, P.E. rvna.rn�auan. rrru op / Council Agenda - 9/8/97 bE. Conigidpration of skuthariAng nurr_hmm of new computer for hLdino departmpnL (J.O.) City staff requests Council approval to spend $2,890 on purchase of a laptop computer to be used primarily by the building inspection department. This specific purchase was not identified in the 1997 computer budget; however, sufficient funds are available in the data processing budget to cover this expense because certain computer items, such as the leasing of a new mini- computer, were not purchased or leased in 1997 as originally anticipated. After carefully researching the matter, we have concluded that purchase of a laptop computer, though slightly more expensive than a regular PC, will give us some extra flexibility of use that will make us more productive. The laptop can be used just as a regular PC for standard office work, it can be brought along to meetings for recording of notes, and it can be taken home at night when there is extra work to do. When this purchase is made, the existing computer in the building department will be provided to a clerical staff person that can effectively operate many computer applications but currently does not have a computer at her disposal. This will allow the organization to make better use of the talents of our employees. �l This item will be purchased via a government contract at a reduced rate. Just a note regarding this purchase as it relates to the Governance Policy under study: Due to the fact that this item was not specifically earmarked for purchase in the computer budget, it would need to come before Council for approval. This would be true unless the Council gives specific authority in the Governance Policy to the City Administrator to allow transfer (on a limited basis) of budgeted dollars from one item to another. Motion to purchase laptop computer as requested at a cost not to exceed $2,890. Motion to deny authorization to purchase laptop computer. It is the recommendation of the City Administrator to select alternative 01. Copy of computer spec. Tena 530CDT Intel 166 Mhz MMX Pentium Pentium (23v/33v w/32KB cache) 32 MB EDO EXP. 160 MB (bons) 256KB w/Pipcbnc Burst SRAM PCI (33 M117) 12.1'Diagonal TFT -LCD Active M alta C olor 2 MB •PC with Burst Mode C&T F65335 1024 a768/64K o1'64K colon Colora/Ps/cue 16.7M colors/ 16.7M colors 167M colors/ 16,7M colors 64K colors/ 64K colon 256 colors/ 236K colon BundledlSwappable wghCD Optional: PA2451 UR Options/ PA2609U(20208) (IOX Avg.) InstsOedlFor SelectBay only Reonsll4 2 02t3B (13 msec) I. Stacked PC C udBus Slot Yamaha OPW-SAS Standard: 336/144Kbpa wN,80 Options/D3 Y Plus or Notedock 11 I Serial (16530 UART equiv) Yes I IrDA 1.14 Mbps compatible I Parallel ECP I ROB Combined with Keyboard port 1 101 •koy kayboard port Accupoint Integrated Mouse Yes I FDD Part Eatems/ LITHIUM ION (109V,16DOmAh) 2.23hrs w/I battery; 4•Shis w/2 batteries 13HRS(OFM43.11 HRS (ON) IIWWa909'Dit115'11 638 the (includes Battery 86 tbs ) 5 YRS Pans & Labor Tor6M Awwrks idMtrtbe Lrtsru lac ('rA07 sbaM am bob&b IDr cheeps of aq k bd 169 ase of tlb FatWawtfora wbecb b e6ject to c lap aehutl aotka, Copy 1996 TAU ACTT VC4,DOC lbw. 33 67/x}117 rows Pp 3ore TOSH®A TFT ACTIVE ML4dRIX COMPARISON CHART FEATURES Teas 500CDT (Tena 510CDT)tiej Tara 520CDT RO PCESSOR Intel120MHz Pentium Intel133MHz Pentium Intel 166 Mhz MMX Pentium PROCESSORTYPE Pentium (2.9v/33vw116KBcache) Prfdm(2.9v13Svw)16KBche) ac16 ) vweache) Pentium (23v/33f32KB RAM 16 MB EDO EXP. 144 MB (60n) C MB EDO EXP. 144 MB (60ns) 32 MB EDO EXP.160 MB (60na) L2 RAM CACHE 256KBSRAM(I4ns) 2-%YBSPA M(I4na) 256KBw/PipctineBurst SRAM System Architecture PCI (30 MH2) PCI (33 MH4 PCI (33 MHz) DISPLAY SIZE 12.1'Diagonal 12. *QisaonsI 12.1'Diagonal DISPLAY TYPE TFT-LCD Active MetritCclot TFT.LCD(ActiveMmiaColor TPT-LCD Active Matrix Color Video Memory 2MB - PCI video bur w/bunt mode 2MB - PCI video bus w/burat mode 2 MB -PCI with Bum M ode Video Chip Set C&T HIQV32(CT65330) C&T HIQV32(CT65530) C&TF63353 INTERNALCOLOR 900 x600/16,7M of 16.7M colors 100 a6o0/16,7M of 167M colors 900 a60o/16.7M of 16.7M colon MERNALCOL40R Colors/Pdette , Colota/Paleue ColorsNs/eue 64D a49 16.7M colors/ 167M colon 16.7M colors/ 16.7M colon 167M colonel 16.7M colon 800 a60 167M colors/ 16.7101 colors 16.7M colonel 16.7M colon 16.7M colors/ 167M colon 1024068 768 64K colors/ 691K colon 64X colone/64K colon 64K colors/ 64K colon 1290 a 1024 256 colon/ 256K colors X36£olors/ 236K colon 236 colors/ 236K colors PDD IncludedflsappaDlowith, CD (Inehrdod/3w�oablewith CD Bundlod/Sbsppsblewith CD Select Bay Battery NotAvsilable Yes. Bantry optional Optional:PA2431UR SeleetBryHDD (12608)Optiontl/ForSelcclBcry, only I an VFSl ccBo Optiond:PA2609U(202(" (001Malled/porSeleet8ayordy aa 0XAv,01 or3electHayo onlySelectBsyCD-ROM (IOXAvgJlnataOedpor3ekct8ry HDD (23' BIDEZ Peas, lb EIDE 1 MOB(13 msec) OB 13 cruet Reuws►b 2.02)8 (13 inset) EXPANSION TYPE 1- Stacked PCCardBuSlot 1- Stacked PCCudBuSlot I. Slacked PCCardBuxMat Intemd Sound Slot Installed:16bd atcreo faUsplet Instdtd:16bit stereo AM4gIn Yamaha OPL3-SA3 Intelyd Modern Installed 29 8 Kbps DotaNa/Valce 1mta0ad-,n j 11<bos Ds( Standard: 336/14.4Kbpe wN 8D Docksbrtrty ) Options/ DSV Phu or Notedock 11 / ons/ DS V Plus or Notedock 11 Options/ DS V Plus or Notedock 11 PORTS I Scnal (16530 UART equity) (16330 UART equiv) I Serial (16530 UART egwv) Universal Serial Bus No No Yet Serial Infrared port I IrDA 1.14Mbps compatibles I IrDA 1,1 4Mbps compatible- I IrDA LI'AMbps compatible ParaUdport 1 Parallel ECP 1 Parallel: &CP I Parallel'ECP SYC A port I ROB 1 ROB I RUB PSR Mouse port I PSA mouse pmt I PS/2 mouse port Combined with Keyboard port PSR Keyboard Port 1101-krykeyboard portIJ 01_keyk_eyboqgort 1101-key keyboard port Pointing Device Aecupoimintc®stedMouse Accupoant rltewsuclMousa) AecupoirdIntegrated Mouse ZV port enabled Yes es Yet FDD Bort I FDD Port ) FD(tPort I FDD Pmt AC POWER UNIT Irdems/ Item External 1 (� BATTERY LITHIUM ION (101V. 3NDmAH) UTMUM ION (109V,1600mAll) LITHIUM ION (109V,1600mAh) BATTERYLIFE 3 HH3 (MA)) 2e HRS (MA)Q 2.2-Un sell bsUery;43hrs wA 1isucries BAT RECHAWIR 2.111RS(OFF)/34HR3(ON) 2.1HRS(9FF)/S4HRS(ON) 33HRS (OFF).43-11HR9(ON) 1 DIMENSIONS 1177' a 925' a22!' 11.77'a923'a2.3' 1169•Wit909'Da185'11 TOTALWEIMIT 10 tbs (includes Battery 96 [be 145tbs. (inckadersRdtery:16Pis) 631tbs,(mcludesBantry- 26tbs) aaaae. WARRANTY 3 YR Parts & Labor, 3 YR Parts & Labor 3 YRS Parts & Labor Tena 530CDT Intel 166 Mhz MMX Pentium Pentium (23v/33v w/32KB cache) 32 MB EDO EXP. 160 MB (bons) 256KB w/Pipcbnc Burst SRAM PCI (33 M117) 12.1'Diagonal TFT -LCD Active M alta C olor 2 MB •PC with Burst Mode C&T F65335 1024 a768/64K o1'64K colon Colora/Ps/cue 16.7M colors/ 16.7M colors 167M colors/ 16,7M colors 64K colors/ 64K colon 256 colors/ 236K colon BundledlSwappable wghCD Optional: PA2451 UR Options/ PA2609U(20208) (IOX Avg.) InstsOedlFor SelectBay only Reonsll4 2 02t3B (13 msec) I. Stacked PC C udBus Slot Yamaha OPW-SAS Standard: 336/144Kbpa wN,80 Options/D3 Y Plus or Notedock 11 I Serial (16530 UART equiv) Yes I IrDA 1.14 Mbps compatible I Parallel ECP I ROB Combined with Keyboard port 1 101 •koy kayboard port Accupoint Integrated Mouse Yes I FDD Part Eatems/ LITHIUM ION (109V,16DOmAh) 2.23hrs w/I battery; 4•Shis w/2 batteries 13HRS(OFM43.11 HRS (ON) IIWWa909'Dit115'11 638 the (includes Battery 86 tbs ) 5 YRS Pans & Labor Tor6M Awwrks idMtrtbe Lrtsru lac ('rA07 sbaM am bob&b IDr cheeps of aq k bd 169 ase of tlb FatWawtfora wbecb b e6ject to c lap aehutl aotka, Copy 1996 TAU ACTT VC4,DOC lbw. 33 67/x}117 rows Pp 3ore Council Agenda - 9/8197 r- —3& ,104MIZA6 Mi, r• On September 2, 1997, the Planning Commission conducted a public hearing and recommended adoption of an amendment to the comprehensive plan affecting the downtown/riverfront area. Development of this plan started on the heels of the completion of the comprehensive plan update of 1996, which pointed to downtown redevelopment as a major issue for the City. The Housing and Redevelopment Authority took steps to implement the comprehensive plan by funding a major study of the area utilizing the MCP for public input and a consulting planner. The results of their work are embodied in the attached report which, if adopted, becomes an amendment to the comprehensive plan. Steve Crittman has prepared a report outlining the level of consistency with the existing comprehensive plan to the proposed amendment. His report is attached. Due to the length of the amendment, it is not expected that Council will be ready to act to adopt the plan at the meeting on Monday; therefore, feel free to table the item if you so desire. Michael Schroeder will be at the meeting IL on Monday to answer questions and to provide any additional information that you may desire. Both the Planning Commision and the HRA have made positive recommendations regarding the plan and are eager to start the implementation process. These organizations and others have already taken steps to implement the plan. The Planning Commission has moved forward by starting the process of updating the zoning district boundaries and sign and building design standards. The HRA has been working closely with a number of developers and property owners to redevelop the riverfront and has established a TIF redevelopment district. The EDA has developed guidelines for providing funds for improving building facades. The Parke Commission has been working with the MCP design committee on upgrading West Bridge Park. The MCP is busy organizing community events and establishing a network supporting efforts to develop "community." The City Council has called for a vote on establishing more liquor licenses, which will be needed for downtown hotel development. In sum, City Council. Commission members, and City staff have played a positive and active role by their participation in the MCP and in the planning process, which I believe has improved our imago as an active organization willing to work toward developing solutions to difficult redevelopment problems. It is truly exciting to see individuals and organizations pulling in the same positive direction. Council Agenda - 9/8/97 R. ALTERNATIVE ACTIONS: 1. Motion to table adoption of the amendment to the comprehensive plan. Motion to adopt the amendment to the comprehensive plan based on the findings identified by the Planning Commission, which are embodied in the Planner's report. Motion to deny adoption of the amendment to the comprehensive plan. r STAFF RFCOMIU FFNnATION: The City Administrator recommends alternative Al unless the City Council has been able to review the document completely, then he recommends alternative p2. n. SLrPPORTINC DATA: Copy of proposed amendment and update; Recommendation by the HRA. A New Bridge Revitalizing Monticello's Downtown and Riverfront Submitted to: Monticello Community Partners and The City of Monticello, Minnesota Prepared by: Holsinglon Koegler Group Inc. SMSO Architects SEH, Inc. MaYtlIId Research Group Ehlers and Associates Susan Worthley, Marketing and Promotions Draft Two 2 July 1997 7�� MCP Board Design Commifte Economic Restructuring Committee Promotions Commiace City of Monticello LL Housing and R'&"6q-M Authority City Council Planning Commission Staff lev,p,c Community cover I -- Credits A New bwv Paso so 1 -al Part One: fie Beghdngs of a Plan A Downtown Page 1:1 Monticello Community Partners Page 121. Vision and Guiding Prindples Page 1 x b Part Two: The Basis for a Plan Conditions Page Dj V - '%P Deshed Future Page 221 Explorations Page 22' 1 - Part Part Three: The Plan Framing the Future Page 3:1 Guldehm Page 3:1%A Part Four: Implementing the Plan Rrst Steps Page 4:1 Flnandng the Plan Page 4a it Links to Implementatlon Page 4AU An Implementatlon Strategy Page 4s * indicators Page 40 3v Part RveAppendkes to the Plan Appendix A: V= Page 5:1 Appendix B: n000x Page Sm Appendix C. nooa Page 5x Appendix D: oxx x Page Sx Appendix E: vxx x Page Sm Appendix F: vxx x Page Ss Appemllx G: oxxx Page 5x Contenh A New Ordp1 ��up rpt auwa� w► ean�+ Np �i Part One The Beginnings of a Plan A Downtown Page 1:1 ... providing a reason for undertaking a process to revitalize the heart of the Monticello community Monticello Community Partners Page 1 ak<L ... guiding the creation of this pian with the insights of a group focused on enhancing the business and social life of the Monticello community Vision and Guiding Prtndples page tst*,; ... defining a path to guide the community to its goals for the downtown and riverfront C,-d,*I 4K% P'r J.. b -7 - c Most likely, everyone either remembers or has heard one of their neighbors A DOWnWWFl_ talk of Monticello's past and the way that its downtown was the focus of the community. In 1996, downtown Monticello still exists, but some of its vitality — its 'busy -nest" — has been lost. It is a sign of the times, maybe, as the pace of society changes, we trade our memories for convenieam variety, and more time for ourselves. We still see Monticello is a community though, with residents who believe in the small town qualities that it still possesses. But when we look for the anter of this community, we find a downtown that no longer fulfills the town's need for a "heart and soul." Even today — or maybe especially today — small towns need to refresh their sense of community and rebuild the traditions that tie them to their place. Our common task must be to bring vitality back to downtown, rebuilding a strung sense of a Monticello community at the same time. It is not starting over — it is not "redevelopment." There may be elements chat am so surely dyaflraction- al that their continued existence threatens the whole. But theca are other ele- ments that contribute so mach to the whole that their loss could never be over- come. We need to "revitalize" Monticello's downtown and river6on% building on what works, what is good and what is cherished; we need to msto:e to it the qualities so essential to its life, and to the life of the community. DrarrWA tta kelt mo 1900 tWOM lOtulsadb Elements of a good downtown am still partly visible in Monticello. But we need to nub off those elements that no longer contribute in order to reveal the elements that reflect the true spirit and chamcter of a vital comrmmity. Once that is accornpllahed, the text will tell the real story of this place. A New BrWp mwurn■wurytbnrsawsss�soo ap��:1 Monticello Community Partners because is a plan that has everything to do with the Monticello community largely because it was the community that recognized the need for another look at their downtown and riverfrant, it was the community that initiated a process �. for considering the area's future, and it was the community that defined the most appropriate directions for change. Monticello Community partners, a grass roots business and social development non-profit organization, took up the charge of downtown's future as one of its primary tasks. This plan is viable because the community, tbrough MCP, evahrated its actions at several key points; it is meaningful because they shaped it to become a true reflection of the spirit of the Monticello community; and it is realistic because it defines what the community desires in reasonable, yet visionary, interments. The Downtown and Rivetftont Revitalization Plan is only one of the charges of the Monticello Community partners. MCP has identified a mission to guide its endeavors: Monticello Community partners is a broad-based organization whose goal is to enhance the quality of fife in the greater Monticello area 77th organization will work with both private and public sectors to foster a friendly business and recreational environment and to upgrade the quality of jobs and services and the variety of goods offered in our community. Morme><o comity trarams ateraaoe In addition to MCP, this plan has been supported and guided by city staff, elected and appointed public officials and unaffiliated interested community members. 'IM community participated in a series of four workshops to pro- vide input and evaluate potential directions for the downtown and riverfront•, interviews were conducted to define individual perspectives on the downtown and riverfront area; MCP Board and committee meetings were used to refine directions and ensure a good fit to the community; and discussions with Many community members provided a level of insight that could not be gained in a formal setting. It has taken the time and effort of many dedicated members of the Monticello community to arrive at a plan for its downtown and riverftont; it will ttdte the commitment of all community stakeholders to bring this plan to life. The participation of so many individuals in [hoping the plan is one of to best indkators of its ultimate success. While this plan has been a strong focus for MCP, its future efforts will likely continua to find ways of integrating this plan with other community improve- ment efforts. ANew W" cep n l . Y���yatano nMd10mew A.s we consider a plan for Monticello's downtown and riverfroat, we are Vision and Guidin Prind les tempted to look at the community's past, remembering the vibrancy of the area g P from a time when downtown was the true treater of the community. We can use that as a starting point, but we are planning downtown's future, not giving a history lesson. So we took forward, to what Monticello's tenter might again be, and we plot a course that leads us to that future. As we begin to plan, we must first set out where it is that we want to be; the Monticello community defined that future in its vision for the downtown and riverfront. The community initiated a process of envisioning downtown's future in a com- munity workshop facilitated by Theresa Washburn prior to the start of this plan. Participants identified a list of 20 elements that would be needed to achieve their "perfect Monticello:" • weekly farmers/artisan market in tomo • development of commercial areas on the riverfront including spe- cialty shops, cafes, restaurants • community center in downtown • less nonessential traffic through downtown • specialty shops in the downtown area • spillway on the river to make it usable for more sporting and recreational activities • aquatic anter within community center • consistent theme or "look" to downtown and retail areas • development of natural areas on the river to create a serene setting • well planned attractive, convenient parking las • downtown as a business complex with combinations of businesses including professionals and service oriented basinesses • large commercial anchor on river, hotel as a prime eiample • town square for infonrkWon and gathering place • unification between downtown and other business area • walking path, sidewalk connection from business areas to msiden- tial areas • signs at entrances of downtown designating the commercial dis- trict ietrict • Memphis style bistru/blues bar • promote Monticello as small convention center • canoe and kayaking with shuttle services in town • flowers planted in commercial areas Offl*W d meVWodwWorlsfrop fmnatrded by Mum Waftsnrs /may 199L9 Through the five-part community workshop process facilitated by MCP and Vision Statement Hoisington Koegler Group Inc., the community had the opportunity to expand upon their list — adding life to the elements they imagined as pan of a perfect Monticello by demonstrating how people of the community become a part of the downtown and riverfront. The vision broadly describes their intentions for the downtown and riverfroat area, in ways that are ant prescriptive or regWwo- ry, but rather, in terms that reflect and reinforce the common desires and values of the community. Their vision will be a way of achieving stability while A New arWp rwgtamm nn••1�3 7o7 allowing for positive change. It paints a picnue using broad strokes and per- mits everyone to share in what the downtown and riverfront will become. Of all the Monticello community wants to accomplish, it can be best summadze d in this statement of vision: A New OrNp t✓mti.f 0.��.e � rapt i When we look to the fraure of Monticello i downtown and river. front, we will see something quite different from who: exists today, although it will still be familiar to us We will see down- town as a vital part of our community, strengthened by its con- nection to surrounding and distant neighborhoods, integrally tied to other commercial areas, and viewed by residents and vid- tors as the focus of community life. It will reflect our communi- ty's character and traditions, and its activity will echo our spirit Downtown will be a place of activiry a place that will be attrac- tive to visitors because of the way we use it. Downtown will awaken with the sunrise, and will not close until well after dant In many ways, it might become like a merry-go-round — GveN energy -filled and in constant motion, stopping only briefly to take on new riders. It will be a place where we shop, work playt and meet our friends, neighbors and business associates, and it will be the place where the community comes together for the civic functions of Monticello. When we gather, it might be for a planned evert dot Daus the entire community or it might be a more casual, serendipitous assembly of just a few of us. But whenever we go to downtown, and for whatever purpose, the fonts will be on the people of Monticello. The character of our downtown and riverfront will be a reflec- tion of ourselves and our environment. It willfocus on the River, embracing it as a resource and valuing It as an attraction. Our heritage as a community will be demorutroted in downtown, with buildings that lend a sense of permanence and public spaces that encourage celebration and participation. The beauty of our downtown will be balanced with itsfunction, which will ensure that the beauty we anticipate endures. Our downtown and river - front will be a place that attracts people to visit, encourages them to spend time, and welcomes their return. We will accomplish this vision through cooperation. partnerships and tough decisions. In the enQ our downtown will stand as a testament to our community's i ability to agree on what we need and desire, and our resolve to make it happen When we come together in downtown. it will serve as a constant reminder of our commitment to maintaining rhe life of a great small town as we gni%� This vision becomes our raid trap to a future that fits Monticello's downtown and rivetfront It is engaging and inspiring becmue is *7— T • is based on a shared understanding of what the community desires for itself. • looks to current conditions and community traditions for clues to the most appropriate future. • orients the community to the future, even to a future that is twenty years distant. • requires imagination, recognizing that the direction it sets will become the reality of the future. • will be used as a tool for evaluating proposals. projects, ideas and new directions. • will be an anchor during conflict — a way of finding common ground and shared values. becomes a basis for coordination and cooperation. is a source of energy and enthusiasm for maintaining a commit- ment to the future of Monticello's downtown and rtverfront. The vision statement provides a broad look at Monticello's downtown and Guiding Principles riverfront, and inspires the community to trove forward. To further define the path to the area's future, principles were established to guide revitalization efforts- They represent the basic direction for the downtown and riverfront plan and begin to demonstrate the basis for resolving issues related to develop- ment and enhancement of the area and moving forward with consistency and coherency toward the vision. The principles that will guide this plan are: Commerce A good place to do business... • Downtown should be the place where the Monticello commanity con- ducts its personal, professional and civic business activities. Even as other areas exist to provide goods and services, this area must be rec- ognized as the business center of Monticello. Downtown needs to attract and support quality businesses in an environment that allows them to thrive, and it needs to offer the range of goods and services that the growing community demands. Community A cafe for mmmtadty... • Small towns need a heart, and for most. they find it in their down- towns. For Monticello, downtown should be its heart — and it should be the focus for community life. In downtown, the tradition of Monticello should be celebrated and new traditions of Community started; people should be drawn Erre not only because of the goods and services available. but because of its role in binding together the peo- ple of tiro community in a place that reflects their spirit. 8omdary and definition • Downtown should feel like the "anter" of the community. There must be a distinct boundary — once crossed, you ate in downtown. Density of development in downtown will be the best boundary marker. as well as the strongest clues for arrival at the center. A boundary should be defined to encourage the best use of the limited available land, and the boundary should not be expanded simply for the sake of growth. Rather, the boundary will reinforce the treed to plan and build with A cwnW ceder_ A Her Brtdgt OrlatlnAs�d��InAM Nxw 1'S foresight and consideration and with an emphasis on long-term value. Once within this boundary, the intensity of development will make downtown interesting, inviting and exciting: its compactness will keep it walkable and in scale with the Monticello community. An Identity rdated to Monticello– Character • While it is not obvious, Monticello has a character that is uniquely its own. As the downtown and riverfront redevelop, it must happen in ways that reflect the spirit of the people and the place. We must look to patterns of the larger landscape, elements of the built environment events in the community's history, and culture and heritage of the peo- ple to find the character that fits. But when the first brick is hid in a revitalized downtown, it (and all that follow) must say "Monticello " A halKportWon •tvdf_ Transportation • Getting to and around downtown are the same thing in today's down- town. In the future, people might drive to downtown, but once there, there will be enough reason for them to leave their cars and waft from between destinations. In the future, they might riot drive to downtown: rather, they might walk. bike or utilize some form of local transit. TIM downtown of Monticello's future sbould rely on a transportation 'web" which allows for ease of movement into and within downtown. with less reliance on the car wherever possible. A mbt of uses_. Uses • Historically, downtown was home to a number of activities — grocery and hardware stores, a department store, banks, cafes and ban, a plumber's shop. auto dealers. apartments over stores, and many others. Even though they might have caused problems for one another on occasion, they worked together, and at times, even thrived. Downtown is still a place where a number of activities can occur at the same time. and in doing so. they reinforce the life of the downtown and the com- munity. A key to a successful downtown is a good mix of compatible uses: we need to find a way for a new mix to work together. Er bradrtg the Rhe_ Natural Features • America's great river, the Mississippi. flows through Monticello next to its downtown. However, them is little recognition of this resource, and no strong connection between downtown amid the river. This rela- tionship Mould be the jewel of the downtown — one of the things that sets Monticello apart from most towns, yet links it to other, and cre- ates an attruetion for both regular and occasional visitors to downtown. Any development of the riverfront must recognize the yearning people have for access to the river, their desire to be close to it might damage the resource they to cherish. We must treat the river's edge with respect, and develop rtes the river with great care for the resource. Dom t ='f ndgltbo — Neighborhoods • Downtown can only be as healthy as the neighborhoods surrounding it. The edges of downtown will affect nearby housing areas: this is typi- A New BAEge w%� r�rmnrf t��w.�s�wr tally where conflicts between uses cause the decay of adjacent housing value. By maintaining a distinct edge to downtown, the neighborhood remains stable, the homes at the edge become valued for their proximi- ty to downtown, and the edge created yields an identity to the neigh- borhood as well as to the downtown. Even with a distinct edge, down- town must be sttengthertcd through solid connections to its neighbors. 1 -he neighborhoods themselves must be made stable, distinct and desired to keep themselves, and therefore downtown, vibrant and vital. Events A telethon of • Annual events like Riverfest are anticipated by the community as it Oortvnmily, everyday_ approaches every year, and it builds a legacy of what a small town cel- ebration should be. An event like Riverfest should happen only once a year, keeping it the highlight of cornmuniry events. In Monticellos downtown and riverfroM however, events should happen on a more frequent and regular basis, and provide an attraction for young and old, residents and visitors, families and individuals. lbese events should provide something to do over lunch, or a reason to stay in downtown for an hour or so after work, or an event to enjoy with families and community in the evening. They should also provide a way for the community to showcase its special talents and skills, thereby building on the traditions of a great small town. Night Life life dff dark.. • Downtown will be the one place in Monticello that will not close until well after dark. but in order to maintain a sense of activity after the workday, the establishments that provide the entenainment activities must be clustered in downtown. Not all downtown visitors will be looking to be entertained, but will instead seek their own entertain- ment. In this case, downtown should provide for more passive, serendipitous (and free) activities such as sttulling, watching people, viewing the river or listening to the community band. Commitment PWhrAtps for ttnthel beneflL • The revitalization of Monticello's downtown and riverfront will be complex, possibly controversial and potentially costly. However, there is no way downtown can fix itself, and its continued decline will spell even greater problems for the community. The community, through this process, must define its desires and intentican for its downtown and riverfront, work to evolunte proposals to er=e consistency with their vision. and stand ready to support the plan when mplemem•tion becomes imminent. Private sector developers And business people must see themselves as a part of the community. And they will need to be made aware of the community's vision and bre given an opportunity to respond creatively. And the City must bridge the gap between what the private sector can reasonably accomplish and what the community has defined in its vision. The commitment of all three parties is critical to the success of a partnership that can benefit the entire community. A New 8rldge ArAeA�gsnmmf ar.Am�■.rss.Ao+ hpwl Conditions We cannot plan downtown's future without a solid understanding of what exists. It is logical to assume that some of the conditions and trends we see today will be important influences in the future. while others may detract from what is desired for the downtown and tiverfront and, therefom moire atten• tion and redirection. 'Ibis section illustrates when; Monticello's downtown has been and what exists now; it provides a basis for understanding what is possi- ble as downtown evolves over the next twenty years. If the key dements are recognized as a part of the planning process, it should allow, the plan to be implemented without compromising what is valued and still provide direction for elements that require adjustment. Monticello is a small community located on Interstate 94 about xx miles from downtown Minneapolis tad xx miles for St. Cloud. It has been experiencing the growth that would be expected due to its location between these larger met- ropolitm areas on a major corridor. Most people from amide of Monticello know the city as a result of a nuclear power plant that is visible from 1.94 just west of the Monticello exits. Many also ate the development that has erupted in Monticello in the last decade, but they only we it thmugb their windshields. Few horn outside know that the Mississippi River fonts a significant part of the city's boundary, that remnants of the original landscape still exist in isolat- ed locations in the community, or that the sense of a real downtown still exists here. Monticello's popubttiou in 1993 was 5.293. The City's Comprehensive Plan (dated March 1990 projects growth that will result in o population of between 7.200 and nearly 8.700 by 2010. Growth has resulted in a development pat- a New Mdga biOatR Ylt�t Oa.r�ra �1 mar terns which resemble a suburb more than a small town — an issue that roust be recognized in a plan for Monticello's downtown. The draw area for Monticello was defined as the communities of Montieeb. Market Conditions Monticello Township, Big Lake, Big Lake Township, Orroek Township, Becker, Becker Township, Clearwater, Clearwater Township and Silver Creels Township. This draw area was established through an analysis of traffic flow patterns, community interviews with local business owners and a survey of downtown businesses. Population, households and employment is the draw area all experienced substantial growth in the 1980s and 1990s. The draw area had an estimated 30,000 persons in 1995 and nearly 10,000 households. Monticello alone had almost 6,000 persons and 2,200 households. Growth is forecasted to remain strong through the remainder of the 1990s with overall growth rates between 35.0 and 40.0 percent. A forecast for MonticeUo's growth performed as a part of this study shows that 1,160 persons and 720 households could be added during the 1990s. The remainder of the draw area is forecast to add 7,650 persons and 2,S10 households during the same period Growth is expected to slow during the 2000s. but Monticello is still expected to add 1,000 persons and 500 households while the remainder of the draw area is expected to add 4,000 persons and 2,000 households. During the next five years, Monticello and the remainder of the draw area will experience the greatest growth from the older adult age cohort (persons age 45 to 64). This strong growth is primarily the result of the aging baby boom gen- eration, the oldest of which have now moved into the older adult age group. This cohort is expected to increase more than 25.0 percent in the matt five year period, resulting in roughly 7,700 persons in this category in the draw area by 2001. The implication for Monticello is that the aging of children will afford adults more time to purwe leisum activities (entertainment, eating out, trawA thereby spurring demand for additional retail in Monticello, Downtown Monticello has experienced a considerable shift in focus during the past five to ten years. leaving the downtown retail core greatly diminished in intensity. Downtown still maintains a presence as a retail concentration. but its importance has been reduced in the short-term as retail concepts have changed. Downtown Monticello is still the financial aced business hub of the cornmunity. New and tong -established businesses continue to remain strong in downtown, but believe that creating a new downtown dynamic will strengthen their ability r A New &Idge be" rrssOman ada r.. I—o2 Infrashudurp— • Ooe of the great symbols of a small town is its watertower — a visual lints to the entire community. a reference point throughom the surrounding land- scape, a physical connection to every home and business, and a manifests• ton of a community's eountud at to move forward together. In Monticello. the back-upwatermwer is located in the heart of the community — In its downtown. Bmadwayr_ • "Main Street" has changed. bid it sdU feets like the center of taw. While the integrity of some buildings has been dindtdshed by chADV• they sill say "small town" In their scale and form As changes am considered. and as new buildings replace those that Do longer function well, they should reflect the true character of Mondccllo. without I03LOB the smelt town scale they du present. Physical Conditions to prosper in the yeas to come. The downtown will likely remain the focus on offering neighborhood goods and services in addition to specialty items. Encouraging businesses and activities that will bring people together down- town will begin to create the excitement necessary to develop the vision of downtown Monticello as a vital place. Industrial development in Monticello exhibits characteristics similar to many other communities in the I-94 corridor between the Twin Cities and St. Cloud. Monticello has experienced substantial demand from small and medium -sired businesses seeking expansion space and less expensive land than is available closer to the Twin Cities. The strong demand for industrial space currently being experienced in the Twin Cities is rrurrored in development activity in communities in that 1-94 corridor — a trend that will likely continue provided the economy remains stable. Workforce and labor issues are key for nearly all industrial businesses. Locating a stable supply of potential workers is increasingly difficult; most employers are currently relying on a labor forte which is not immediately available in the Monticello aces. Also, a significant proportion of Monticello residents are employed outside of the community, many of whom cormnute daily to the Twin Cities or St. Cloud. Encouraging workers to live in Monticello proper may be difficult due to limited housing opportunities. but when possible and when shopping opportunities exist, these people usually become downtown consumers. Therefore, as the community looks to revital- ize its downown, it must also address the needs in residential development. A New Bridge twr�� rnte" mood" as.esse antdawmaa Palo as•l % 10 Commuters have access to larger commercial centers close to the Twin Cities, which diminishes thew attraction to downtown for certain types of goods and services. 'chis plan will not change the shopping habits of all Monticello rest - dents, but the presence of a larger population increases market oppornmities — somne of which may tmaslate into a wider variety and number of downtown businesses. Monticello's physical environment is trot atypical of many small Minnesota communities. Market forces have fragmented the commercial areas. with more contemporary reW centers springing up near 1.94 in the last 25 years; while the traditional downtown has lost some of its vibrancy, it is not a sea of vacant spaces. Traffic volumes have increased on highways creating barriers to local movernent; at the same time the original street grid remains treacly intact• forming a strong pattern for managing traffic at a local level. Few ele- ments of Monticello's early architamrel history stand out. but the overall pat - tem of buildings along Broadway yield a sense of a distinct anter for local business. Downtown still renins important civic facilities (City Hall, Post Office and Library) — elements that are key to the revitalization effort. Monticello's downtown has problems, but sorne great opportunities exist as well. Monticello as a community is also typical of cities within the sphere of influ- ence of larger metropolitan areas. It has grown in land area as its population has grown, and has in many ways come to look more like a suburb than a small town. New neighborhoods have grown in locations that are fairly distant from downtown, with many of the newest homes separated from downtown by an interstate highway. Connections between downtown and other areas of Monticello will become critical as new housing a developed farhter from its center. If Monticello considers the emerging patterns of hawing and industry, it will be its downtown that signals its place as a small town mdxr than another Twin Cities suburb. For example, compare MonticeUos character as a community to places like Chaska or White Bear Lake. Both have significant statural fea- tures to draw on. both are easily within commuting distance of a major city. both are growing rapidly in their population, and both have vital downtown areas. These communities am desirable places to live. In part because their downtowns tmake them mora like a town than a suburb. One of the best signals of the health of a downtown is the health of the neigh- borhoods that surround it. In Monticello• the boundary between downtown and its neighborhoods is evident. wad, with a few exceptions, the neighbor - e' Tool streets._ • As condu is of movement, local streets are important to down- town. As the streets of down. town are planned, they must be recognized as pmt of a local strew system Traffic management is critical, but the character of the streets must be related to the Community. Surat names might be a good starting point — Bsoadway. not Canty Highway 15: Pine Street, not State Highway :5. Nearby slropplstg_ • The awivida of nearby sboppitq areas might have been located In downtown in the put. but they new Bsoedaa better in a Me= aettlng. They serve the COMM roi- ty an a daily basis. providing goods and aesvfm that an ouch needed. The key Is to balance what happen in these attar with new mea In downtown, aid we• ate strong connections between tine areas and dowmowe. A Mew a.orawmMsrao.s.ee� S 0148"&J'. 11 7�0Sia hoods are vital. In considering downtown's revitalization, the condition of these neighborhoods must be protected and enhanced, and undervalued ptoper- ,sawassis ties must be upgraded to neighborhood standards. Programa for raising the standards of housing conditions are closely related to the sucom of down- town; Richfield might be seen as positive example of a community that is pro- gressively reinvesting in its neighborhoods. It is in these neighborhoods that a i captive downtown population exists — a population that can be drawn from to help keep downtown alive. The major missed opportunity for downtown Monticello is the lack of a strong t relationship to the Mississippi River. While Monticello is not a traditional Highway mmmerdal areas_ "river town," the presence of such a great resource and the influence the river - urge stye co—rd, uses. even if has had in shaping the Monticello landscape should be celebrated in down - they are not a part of dowmovg most town. The Mississippi River forms the north edge to downtown Monticello, be s but it still barely touches the community. �considered Theywith arevital- omy. ized downtown, not dominate it. Broadway is sear, but not on or well connected to the Mississippi River. The Theseuses should try to reflect down- community has grasped a foothold to this resource in two parts, one on each town's character — even in small side of a major highway bridge. Efforts have been put into each over the ways — so that they feel more lite years, with the most significant improvements made by volunteers. The parks Monticello and provide a fining unto are a great resource in themselves. and could be a great resource for a down - duction to this "small town." town. The downtown currently has a mix of uses which have evolved over time into t a pattern that might seem chaotic when attempting to plan a downtown. An area along Broadway'is recognized as "downtown." and is home to a variety of _ small stores and businesses. This area was Monticello's heart, the location for most of its places of businesses for moof this century. Many of the most st lsm J_ successful local businesses started here; some are still a pan of the local econ- omy. Broadway is sear, but not on or well connected to the Mississippi River. The Ovlc preen— community has grasped a foothold to this resource in two parts, one on each • Downtown will always be a plain to side of a major highway bridge. Efforts have been put into each over the conA business, but In a some town years, with the most significant improvements made by volunteers. The parks it bas always ben the place to cadua the basins of the town, A dry Hall are a great resource in themselves. and could be a great resource for a down - and other civic buildings located in town. downtown can be a great focal point, a center of dvic activity. a place of pride A mall was built hear the interstate in the 1970s — typical of development pat - for the mn it yry, and ■ symbol of is the community's commitment a lea terns of the time, but nearing obsolescences in its current state. An adjacent 8 J downtown. to downtown. the City "big box" continues that pattern to the west along Seventh Street. ad a series must haves among pretence. of highway -oriented uses stretch to the east along Seventh Street Between Broadway and the Mall, a variety of uses emerge: local merchants who moved from Broadway to larger facilities when their operation saw the opportunity to expand; several baakr a few new retailm- and a local utility. A New MWV orecata aoesuC,t Dern. nn. anew This area is also the location of one of the community's oldest industrial facili- r.aa � 1:p6 ties: Sunny Fresh, a division of Cargill, produces egg products for the food service industry in the heart of the community. Surrounding all this, and at times mixed in with it all, is a mix of residential uses. Apartments and single family homes create a strong sense of neighbor- hood immediately next to the commercial and industrial uses. Housing stock ranges from traditional older homes overlooking the river to those in need of M 1 significant attention, but still the sense of neighborhood prevails. This area abounds in disparate uses, potential conflicts crested by industrial operations next to homes and businesses, small shops working to survive while — the mall struggles, the river yearning for more attemion from the nearby stores W state 94_ and offices. Yet there is a richness in this diversity that cannot be found in the , Near 1.94, it is possible to see the suburbs; it is truly a characteristic of a small town. wateriower in downtown. But things roc in the way — WW that do not Traffic seems to pour into the downtown from ear direction. xxx cars Po try Pu fester a0�°g oforce o wnllo. This area should reidoree downtown, day flow past the intersection of Broadway and Pine Street; traffic on Pine drawing people (nm db community. Street is projected to continue to increase in volume, and even anticipated showing them that Monticello is a improvements that might seem to relieve traffic levels will only brim the vol- mp g Y 8 river mesa am acting a ctrathaer u I -9n. tart is «tote of Nit place than just umes down to the design capacity of the roadway. Traffic signals at Seventh any pias. Street, Pine Street and River Street provide a few breaks, but between the lights it is sometimes difficult for pedestrian crossings. Traffic speeds on Broadway, especially east of downtown, hardly seem in character with the neighborhoods and institutions that line the street: any soht- tion that looks to preserve the qualities of Monticello s downtown and river - front would be remiss if this situation was not corrected. If Broadway and Pine are the major through routes, local streets seem almost devoid of traffic in comparison. Walnut Street parallels Pine Street and mach - es from Seventh Street to Broadway without interruption. Traffic on this street .; r moves at rates that ate at odds with its local character, but it is an easy tonne 1 through the community for local drivers. w While the traffic seems to be a burden, it is that same ratite that retailers look to for their success. An analysis of traffic patterns even tends to indicate that Oufl" areas_ traffic is mostly local — that is, it originates in communities surrounding Downtown Monticello does nm exist on les own, it a coater of .mute Monticello and has Monticello as its destination. This may not hold tau for Y larger wtnmuairy. As areas evolve i summer weekend traffic, but traffic, as a whole, must be recognized for its from traditional agricultural uses to good and bad points. new uta, there will still be a need for a rima of community to M.W.I. the quollnies of small town living that A new pathway links the west and east ends of the community and provides a attract new residents. To balance great way for bikers and pedestrians to reach the center of town. dies0qualities with aexpected lewl vlw to downtown Neighborhood streets force pedestrians onto the streets as there aro few side- M� .wi0s»..bs s. walks in these areas. As downtown's vitality grows and mat people walk to downtown, sidewalks in neighborhoods will become a necessity. In considering the stock of buildings in downtown, we are tempted to look for germs. We will not find such buildings in downtown Monticello; they have either been disguised by new fronts or maybe they never had a "gem" quality. A Mets � � aawia�Y OewarwlA�aw� post _J ?-°7 4 Highway 25— • Streets leading into downtown mast be developed with qualities that echo downtown and the riverftoat, letting people lmow that Monticello is tante thmt just a suing of mined commercial uses stretched along a highway. These me bury streets, with a great deal of traffic focused an the river bridge. In looking at this traffic, we must ask Is this traffic good or bade What is important is the overall pattern of buildings along Broadway; they are tight to the street and without break (except for a few recently created interresp. tions). In this pattern we sense a downtown — a feeling that cannot be found in strip centers or pad developments; in this pattern there is value for Monticello. We need only to look to communities lite Fagan or Maple Grove to see the efforts that others are going through to create a 'downtown.' 'Ile buildings themselves, while not gems, are characteristic late nineteenth and early twentieth century Midwestern small town commercial architectture. Building facades of this type were straightforward, with little detail or embell- ishment They were built by solid entrepreneurs who understood that it was the goods and services that would be desired as Monticello grew from a settle- ment to a city. Public facilities are sought out in small towns and Monticello has three impor- tant buildings in or hear its current downtown. The City Hall, Post Office and Library are central civic and social places for a small town, but in Monticello they become lost in the mix of uses along Broadway and walnut Street Character can also be found in Monticello's great natural resource. The Mississippi River has shaped the community as much as any other force, yet this powerful natural force seems forgotten when we compare it to market trends and development patterns. The river shaped the panems of vegetation in Monticello, and pieces of prairies and oak savanna can still be found here. These patterns will become important in the creation of a plan that not only creates a better economic environment, but one that reflects the !onger history of the region and the underlying character of Monticello as a special place. issues Issues affecting the future of Monticello's downtown and riverfront, and the key factors that direct us toward resolution of each issue are summarized as follows: • There are four major traffic pattems within Monticello, but the ptob- tem areas are likely a result of traffic from outside of the community. The major panema are: • Connection between I-94 and Highway 10 using Pine Street • Connection between I.94 and Highway 10 using Broadway • Pine Street as a connection between communities north and south of Monticello • Local trnffie We can never solve a traffic problem; by building more and wider streets, we only encourage morn traffic (traffic that may disrupt the postive qualities of what we already have in Monticello's downtown). The answer Iia in managing the tmffic. To do this, we do not count cars. we count who is in each car, and we do not took at sttexu, we look at areas served by the tercets. • The automobile environment dominates the major entries into i Monticello, with much of Pine Street and Broadway surrendered to the A Nes grlQgs �•n..L,)ba� ersrra,rinns..rraae.e car (with wide streets, panting lou) and buildings set back significant- ly from the street It is difficult to establish strong local character in such an environment, and impractical to create a reasonably comfort- able pedestrian environment • Walnut Street is a lightly traveled when compared to Pine Street, but nearly continuous street between the mall area and the downtown. It does not connect to the river, an embankment at River Street and a parking lot character at Broadway break its continuity. • Major community entry points am terribly underutilized. Pine Street is anchored by bridges and major natural or man-made features at either end. These anchors should be defined to create an announce- ment of the Monticello community at those points. • West and Fast Bridge Park, the cemetery. and other bits of green try to establish a foothold along the Pine Street corridor. Some of these spaces could become significant to a pamm that breaks the stronghold of the automobile. • The downtown has a density of development that sets it apart from other areas of the community. Other commercial areas ore sparse in comparison, and could benefit from development that maximizes the use of available land. • The Fro Hall and Library could stand as important community/civic symbols, but they are completely unrelated. Their proximity to one another should be seen as a pattern to build upon. The -holes- in downtown might be seen as an opportunity to create something new, but in the short tens they send a poor message about Monticello's downtown. Tru remaining buildings deserve to have this space become something on an interim basis - a more park -like appearance would be most welcome. • The Mississippi River is the common ty's great untapped resource. Bridge Pur begins to create a public space related to the resource, but it is not connected to downtown in a way that creates a mutual benefit - As Bridge Park is reconsidered as a downtown park• the view across the river becomes paramount The community needs to assure itself that the investment they make in the downtown and riverfront is reflected in what happens at the opposite bank of the river. • The rnall could be a great complement to downtown. drawing people to the community and sharing eustotims with other local businesses. But today, it stands nearly empty, void of life and isolated from its sur- roundings. It reeds to be reconnected to the local fabric of the earn- munity. Industrial adores- - Uses that Are not exclusively retail, and these that have a rnom "industrial" character (often with less desirable aesthesia). still can be a pan of down. town. They represent ser active. diverse. working downtown. These ease often have fomn that am intaese• Ing to look at. but they need to be dealt with in away that makes do, feel like amenities for downtown The Mkstssippi River - Until the bridge it crossed ran might not know that Monticello It a -tiver town." The great resource of the Mississippi 0.lver is sed recognized in downtown. and the park along its banks does not reflect the spirit of downtown. Anew ttind of -Mdge- t®a be created to link a mviullzed dew we Monticello with its stretch of this gteu American river. A New BrWp r�tsa rnawa ttaat1130Maa PWw ! IS 7p�J Damdown's neghbors— • Neighborhoods surrounding down- turn bare m much m do with its chv- aaer m its boildiogi, its businessm or theriver. 7be scala of the meeu and the styles of the h-- we remittisten of a time when downtown was the most vital part of the community. When planning for eahaaameau to downtown, ct WOn to maintain the vitality of thaw neighborhoods arms be co-idered • Civic uses, hike City Hall, the post office, the library and religious iasfitutions, can stand as a symbol of community pride and identity. In Monticello, these uses are scaaered and lack a coherence that yields a sense of strength and community presence. • Street comers in a downtown are precious, and every comer should be occupied by a significant use. Parking lots on comers, regardless of the demand, breaks down the sense of street edge and density (critical factors in a downtown's identity). Even small buildings on comers can be important in continuing the feeling of a vibrant downtown. • Wide streets are a significant point of Monticello's character, and when coupled with the low scale of the buildings, provides a character that begins to say "Monticello." Wide streets promote higher trafftc speeds, which in tum degrades the pedestrian environment A balance must be struck between the two. • Parking in downtown is primarily behind buildings (where it should be). But most downtown buildings have front doors that are not cort- venient to the rear parking areas. New connections are important to create a shorter distance between a parked car and the fust destination on the shopper's list • Neighborhoods surround Monticello's downtown and commercial areas, providing a significant population within walking distance of downtown. That walk should be made intet►cfing to encourage people to walls from those neighborhoods into downtown (rad humane by e providing sidewalks for people rather than streets). The neighbor- hoods should encourage reinvesunint to create a high quality stock of housing in o downtown neighborhood. This may require the acquisi- tion and removal of sub -standard buildings, but that would be consid- ered a positive act by those who are committed to the quality of these neighborhoods. • The railroad that crosses Pine Street and separates downtown from the newer commercial areas is rarely used. It might be considered A third corridor in Monticello (along with the River and the interstate), with uses that make h a more important feature of the community. • Ferrellgas is one of the most prominent pans of the entry to downtown from the freeway, and one of the least attractive uses in the area Iu relocation should be a goal, and the use that replaces it should be one that c*tah=s on its location (arch at a civic facility or a local institu- tion that could stand as a symbol of the Monticello community, or a retail use that provides life to a block that has mom propane unlu than people). • Entering Monticello via Broadway provides an introduction to the community that illustrates significant neighborhoods and important community institutions (the school and hospital), culminating in one's A New geldp bt+�arAg afs�Y Omra� � Ouatt o �� arrival in downtown. 'Ibis journey should be one that allows the important features of the community to show, and provides an en*on- meat that is conducive to the life of those uses Relatively high traffic speeds on Broadway could stand in the way of Broadway's introduc- tion of Monticello. Woven into these issues is the idea of char=ter. MondceUo is laden with char- acter if one looks in the right place, or looks at things in a slightly different way. 7be sketches in the margirss of the preceding pages begin to demonstrate where we look to find MontieeUo's unique character. A len tMdp ►�r�'I �I1 7-a,1 Part TWO the Basis fora Plan w ala � aa�c what 'st�th-t pian in 0 teat f 's Moa ll Desired Enure Page ]et 1 '.1 ..* identifying the quatitics, patterns sad character important to the downtown and rivcrfroat Explorations Page xx Z'. L ... understanding the implications of varying approaches to mvitdiradon s I-aCO. When we look ahead, it is difficult to envision what Monticello'& downtown Desired Future and riverfront might look like. Changes are likely in transportation modes. building materials, retailing treads and other factors. and each might have some affect on downtown. Wbat mrnains constant is the idea of downtown as f a. place for the people of the Monticello community. Initial discussions i . involved concepts of highway coafigurafi=3, brick sidewalks. river exansion boats and convention centers: we Beed to move beyond the 'things" that right (or might not be) in downtown_ We might imagine a typical workday in downtown Monticello'& future, along with all of the physical element& that will make that day become real. 'Ibat day, in many ways, becomes the guide for a downtown plan that has the people of the community as its foundation. After all. without people, a downtown would just be a collection of buildings. We defined Monticello's future with on exercise that asked the community to identify what people would be doing in downtown on a typical workday twen- ty years in the future e — bow people become a part of the desired future of the downtown and riverfront 'Ile responses form a stronger idea of what the downtown and riverfont should be, with attention focused on activities and people (not on physical objects that might be a part of downtown). We did ant see historic buildings or brick sidewalks — although they might be there; we saw people coming together in their downtown to celebrate the life of the wm- munity in their work and play. A day in the life of Monticello in 2016, as described by the community during one of the MCP Board mectings, is includ- ed in the appendix. It is most important in defining the furture of Monticeflo's downtown and riverfmat becu= it places people as the focus. A Nee RAdpt Mr01� �1 Odrar�lane&� fit," 17-a3 Explorations A series of alternative futures were defined for Monticelio's downtown and riverfront in concepts that explored a range of possibilities and varying direc- tions for the revitalization effort The concepts were intended to stretch oar imaginations and consider ideas that range from what is obvious and necessary to those ideas that might remain dreams. But given the planning framework of this process, even drums are possible with time and commitment All of the concepts envision some degree of redevelopment in the downtown and presume that preservation and enhancement of the neighborhoods that sa. round downtown is a goal. Each concept demonstrates a different boundary for downtown: each boundary has implications on existing commercial devel- opment, nearby neighborhoods and on the community itself. The concepts show the basic patterns and relationships inherent in each, and allow details to be added that will be consistent with the underlying directions of each concept It was important to understand the basic patterns and relationships inherent in each concept and allow that details would be added in ways that follow the concept The concepts were not putt choices: rather, we could pursue any one of the concepts or choose the best especu of each and create a new 'blended" concept Three concepts were explored initially for Monticello's downtown and riverfront: Concept 'A' Even as it is grew on the tanks of the Mississippi River, Monticello never real - Monticello: A River Town ly focused attention on this great resouree. The revitalization of downtown and the riverfrout might logically start with tete river. and in doing go, develop the river in downtown as a focal point for the entire Community. Certainly, there is much that could be done to improve the ways in which the south bank of the river is used, and to bring to it use that create activity and energy. But to [Hake the most of this opportunity will require consideration of both banb of the river and the extension downtown Monticello to the north bank of the Mississippi. In this concept. Montimllo's downtown truly embraces its river. CMCWt'A' Diagram A New erldge �qnf Z� arrarlaraw.nnaw 7o cA6T • Public access to the river is provided at both banks of the river in down- Qncept'A' Key Ideas town. • Public facilities (parks and civic buildings) are placed on the river's south bark. • Entertainment and hotel uses are located on the north back, with public spaces connecting them to the river. • Existing buildings are renovated where feasible, with small retail shops and restaurants developed at street level and pmfessional offices in the upper levels of two-story buildings (and at street level in some cases). • New buildings are created where existing buildings no longer serve their intended purpose. In this cue, the character of the old building establishes the panto for the new one. • The street becomes a seamless blend of old and new. all 6aing the charac- ter of a small town's downtown. • Buildings are developed with an orientation to the river or to Broadway. • Streets and walkways lead through downtown and make strong connec- tions between Broadway and the river. • Public spaces are developed with a character that relates to the river, reflecting its unique pame m of vegetation and topography. • New downtown neighbothoods are created on available hod on the north bank of the river. Historically, Monticello has been a crossroads — socially, politically, and Concept T physically. Geographically, the intersection of two roads in downtown resulted Monticello: A Crossroads in a vital and active commercial center for the community. and people came hem because it was the plaee to cross the river. Over time, new transportation routes and modes evolved, and the downtown changed. Envisioning the downtown as a crossroads recognizes that people still arrive it this point. but might do so on their way to some other place. In this coreep6 Pine Street and Broadway ore recognized as being distinct from each other And distinct from other streets in Monticello. and am given a character that fin their purpose. Tae crossmads of these streets announce the downtown with development that Cnrroepl'B' lkaVam A skv Qrldp ft"WAaMOMMOMMUMrwww 7-A5 reflects the best of Monticello and place a symbol of civic pride and activity in a location that represents the community's spirit and heritage. Concept T Key Idem • The intersection of Pine and Broadway is redeveloped, with one corner having a strong civic presence. • Significant buildings will be developed at each of the other comers, mak- ing the crossroads the focus of Monticello'• downtown. • Pine and Broadway are developed with a c:hancter that baildt intensity in the scale of development as one approaches downtown, so that downtown and the crossroads ate the highlight of Monticello's commercial activities. • Arrival at the crossroads happens along one of the two major arteries of the community — Pine Street or Broadway — with each providing a dif- ferent introduction to the community. • Pine Street leads through a bustling commercial core. with shoppers. cars and trucks, streetlights and traffic signals. • Broadway becomes a tree -lined boulevard, with past well-maintained homes and traffic that is quieter and moving at a slower pace. • Streets become the most important public space in downtown, providing balance between vehicles and pedesrkans. • Small pin= are developed between some buildings to create connections to parking areas and to link downtown to the river. ConeepVC As the Monticello community grows and changes, we have cornu to under - Monticello: A New Bridge stand that downtown can never be what it once was. Commercial activities have migrated toward the Interstate and the traditional d:.town tacks the life that it once had 'Ibe character and history of Monticello lies in the old down- town; the am commercial areas seem like so many other shopping centers and highway business areas. A way of breathing fife into the downtown and instilling Monticello character in the new commercial uses is needed. 'Ibe key is Walnut Street as a new "main greet" that links the Mall and the river, and the introduction of new uses along Walnut Street to create a bridge between Monticello's old and new commercial diuricts. CmcW'C DWM A New 9Aalta rraearaunrsaar�r�wr 7 -ab CO • The north end of downtown is anchored by the Mississippi River. with Concept IP Key Idem Walnut Street extended hearty to its banks. • The Mall becomes an anchor at the south end of downtown, with a sense that Walnut Street extends to its front door. Standing at the front door of the Mall. there is a mong tense that the river lies at the opposite end of Walnut Street. • Pine Street becomes one of Monticello's new "main streets," with an ori- entation to the traffic on this strut • Walnut Street becomes the other new 'main street," with a focus on the creation of a great pedestrian environment • Civic and institutional uses are concentrated at the center of Walnut Street's length, creating a third anchor representing the people of the corn- mtsnity. • City Hall becomes an integral pact of the civic anchor, with a presence on Pine Street and Walnut Street it might resemble a town sgave. • Pine Street is the primary "through street" in Monticello; traffic is enecm- aged to use this street to get through town and across the river. • Significant gathering spaces are eaated at each of the three anchors. • The bridge at Intestate 94 is redeveloped to create a monger emmection to the south part of Monticello and to provide an image that is a titter reflection of the Monticello community. • A trolley on the existing milroad connects the eau and west parts of the community to its downtown; it provides a complement to the Heartland Fxpress with an important hub at a City Hall plaza. The concepts were reviewed at the second community workshop. It was clear that Concept 'C was favored. but aspects of other plans also received attention. Ultimately. a refined concept was articulated _ based on Concept 'C' and iaeorpomting key elements of other alternatives. The fimna of Monticello's downtown and riverfroat will be found in its "new bridges" A rim RMge &WANOasnnvNNewns owns I- w? .per..—.�.... Part Three` The Plan Framing the Futuna Pagemw q),.% describing a plan that addresses the needs identi- Pied in ways that teach toward the community's common vision Guldelines Page in 5:t5 ... establishing rules that lead to the community's common vision for its downtown and riverboat Even though we can never know for certain shat the future holds for Framing the Future Monticello's downtown, we have to make educated judgments about what is Likely to happen there. As we look at market and economic influences, we can project how much and how fast downtown will grow and what types of uses are likely to locate there. We can identify how the downtown will fit the uses of the community and how the people of Monticello might come together in downtown for community purposes. The physical environment can also be defied in ways that support both market possibilities and community needs. 'lois results in a picture of what Monticello's downtown and riverfront might become. and that picture stirs the imagination of what this place — given prop- er time and attention — might come to mean for Monticello. '!hese pieces must neatly fit together because how they are assembled deter- mines the character of downtown. Development could occur that is entirely market driven, and it could fulfill the need to provide goods and services for the community. But this is Monticello's downtown — its bean and the aster of community life. Every piece of downtown should be placed with respect for the spirit and character of the community. This plan strives to create a downtown that functions well, is a good place to do business, is both attractive and an attraction, and celebrates life in a great small town. The concept for downtown Monticello is the creation of a 'new bridge" — a way of finking the traditional downtown (along Broadway) and the rivetfront to commercial areas nearer to the interstate. In this concept the boundaries of downtown reach from the Mississippi River to 1.94, with Walmn Street as a new "main soeet" along which downtown development would stretch. Stmng anchors would define the each end of Walnut Street: Broadway and the river on the north; a revitalized Mall on the south. A public focus would be created mid -way along Walnut — a home for the civic and i"stiR iono function of the community. This is the "new bridge." Downtown would encompass an area generally one block west of Walnut Street and ewe block east of Pine (still including the Sixth Street Annex retail arra), as well as areas along Seventh Street Even given this dimension for a downtown in Monticello, Walnut Street Broadway and the river will be the A New NWV b�W�w1)[d�wrrr Are�eaw I focal points for pedestrian activity. The community chose a concept that greatly expands the scope of its down- town, integrating diverse commercial areas into a single working mit while providing a great deal of flexibility in fitting new ams into the community's cenum While it may seem to be a large area, it is worth comparing it to other spaces — both for scale and to understand how the physical design of the spaces and objects in downtown can work to pull this area of Monticello togethm<fig contrast dticap maWdaldsOwatedwayzl> It is still a large area and although it appears that them are many oppommitim it is important to know what is possible. Retail and Entertainment The plan envisions the Broadway area continuing to attract primarily specialty, entertainment and professional office uses (sit-down restaurants and other entertainment uses, books. antiques, jewelry and medicalideatal services) in addition to some convenienceeriented use such as coffee shops, bakeries and personal services. i. New development and redevelopment efforts would fust be aggregated within a "core" area between Walnut Street and Pine Stmt (near Broadway) to demonstrate a sense of visible change in the area lb= are numerous oppor- tunities within this zone for development activities to orcur. Most new uses in this area will require between 1,500 to 2,300 square feet; a larger space would be requited for bigger uses such as a sit-down restaurant (perhaps near the river). sporting goods store or other entertainment use (potentially 5.000 to 6,000 septan feet). L The plan directs larger usefs (10.000 square feet or more) to the south end of Walnut Street or, for very Inge users (20.000 square feet or mote), to arena along Seventh Stns. Given current conditions and a pro-developmeat perspective (one that encour- ages denlopen to make proposals and has the Qty acting as much as a facili- tator as a reviewer). the Monticello marka could absorb between IC.000 to A Nen Bridge are�sarr..ew.e.r pop 12 7��© .a 15,000 square feet of retail space (either new or renovated space) during the next three years. To be most effective in the evolution of the downtown, smaller scale and single user development should be directed to areas near Broadway and the river. As that area fills, adjacent areas would become tar- gets for retail activity, potentially absorbing another 15,000 to 20,000 square feet during the next five to seven years. Larger users and multi -tenant devel- opment might also be absorbed into the downtown nearer to Seventh Street These larger users could potentially absorb between 25,000 to 50.000 square feet during the next five years. Downtown Monticello continues to be the focus of office development in the Office community. Many small businesses have located in converted single-family homes near the edge of the downtown and in retail storefronts in the beast of downtown. These office spaces primarily serve businesses that provide ser- vices, such as attorneys, real estate professionals, financial consultants, accountants and insurance agents. There has been no recent office develop- ment activity within the area defined as downtown tilonticello. The majority of office users will continue to be primarily professional service businesses serving the Monticello community as this area is projected to grow rapidly during the next ten to fifteen years. There will also be demand from business -to -business service users whose client base may or may not be local. Some users could, in fact, have much larger client bases with a majority of their customers served through telecommunications. The presence of TDS in downtown and the technology available in their system could be a great benefit to these users. Potential office users for downtown Monticello include medical and dental professionals (these users sometimes utilize retail -type space), telecommunications services, printingtgraphics, consulting professionals (real estate, finance, insurance, legal, accounting, design and public relations, among others). These types of users should be encouraged to hate in down- town: their presence not only supports the office market, but also enhances retail business. During the next three years, Monticello is projected to be able to absorb between 10.000 and 12,000 square feet of office space, with another 2A00 to 3,000 square feet being absorbed each year for the next five years (excluding large single users). It is less important for offices users to be concentrated in a defined area than for retail users. However, it is desirable to target office uaea to downtown to create greater intensity of development and increase the level of activity throughout the day. The development of office uses in upper levels of buildings on Broadway or nearer the river is desirable: office uses deveb oped along Walnut Street, south of Broadway, also conforms to the plan and enhances the function of downtown. The mix of retail and office uses is critical. While we cannot predict the exact percentage of each, diversity of use within each building will yield a down. town with the greatest amount of life and vitality. In addition a accessfltl downtown will always have some degree of physical change present To the degree buildings can be created to be flexible for different uses, we begin to A New Mdp Page �3 o create a stock of buildings in downtown that yields a sense of permanence and value for the community. Economic Viability The future of downtown Monticello will rely on its economic viability more than any other factor The market for downtown favors growth, but the =ate- gy should be one of incremental growth. The plan emphasizes selective rede- velopment rather than wholesale removal of buildings, working with local interests to foster physical change to the business environment (storefront improvements and quality business practices), and looking to opportunities from outside of Monticello when there is a good fit. This may seem to be the "slow track," but it permits change that retains local character and allows for growth from within. While "loear is one focus, there is a great opportunity to market local assets to the world. Monticello is a well-defined community with the character of a small town, significant amenities that enhance the quality of life, respected schools and a growing industrial base. Technology in Monticello has kept pace with larger metropolitan areal — the local telephone company has sys- tems that are state-of-the-art It is likely that interests from outside of the corn - runty will shape the downtown as much as local initiatives. This becomes an important second factor in establishing economic viability for downtown. Developer PditkOAIM Some of the revitalization efforts can be best achieved by inviting outside intemm to create a project in downtown. a proem that typcially invites devel- oper to prepare a proposal as a response to request from the city. interviews with developers during this planning process revealed that. in today*s market developers do not wont to waste their efforts on a typical 'RFP' (Request for Proposal) process. Rather. the city would be better served by inviting only those developers that have deonatmted an ability to create a project that fits Monticello and thsis plan. A list of developers with various types of develop matt experience and a teamed of excess in other communities might be pm• pared, and as the city embarks on a development or redevelopment project, those developer that seem to be the bet match for that project could be invit- ed to mea with the city. Tbey should be provided with background informa. A New &loge `� a.�emu�artiw,.r�.rsa.ear ►,n"4r:4 7<3� tion and the vision the city has for the project. Thou developers who are intetsted at that point and those that remain good prospects. should be asked to meet with the EDA, HRA and/or City Council in a semi -formal interview. The developer that is seen as the best fit should then be selected to be a pan of a 'team,' of which the city is a very active partner. This process will more quickly identify thou that can perform according to the city's desires, and is a more active approach to funding a development partner. This process (in fact, any development process) should be expected to take a minimum of 18 months. The advantage is that the city and the developer end up wonting together to make the right things happen. Cate must be exercised in this process — developers do not typically hold the same regard for a community's values and vision. Even as they advocate for a "market -tested" product (a building they have built somewhere other than Monticello), their projects must "fit" the community's vision. Larger projects (such as the redevelopment of the mall. a hotel or other large projects) would likely involve developers from outside of Monticello. They will be interested because there is a market here, but the community will still need to "market" its local assets to get the best product. In these types of projects the city will undoubtedly be asked to play a role. when the City becomes involved (assem. bling land or providing other financial assistance), they trade those assets for a movement by the developer toward the community's vision. Econornic viabil- ity can still be achieved even though it is not a standard developer product, but the city will have to play a very active role to make the equation balance. Private sector development usually canna achieve the intentions of a mvital- ization effort. In this plan, centers of activity would be created to promote <. economic viability and to spur local and outside interests to commit to private sector investment Some of the centers of activity will be private sector initia- tives that aro funded, in part, by the community; some will be public sector activities that are funded entirely by the community. The concept of the "new bridge" focuses on the creation of centers of activity within a clearly defined downtown boundary. This allows for the attractions to be created that draw people to downtown, but does not permit for the uses of downtown to sprawl across lines that are oriented to neighborhood Lases The centers of activity idea is important because the downtown needs people — customers — to survive; without more people, downtown will languish. Services like a post office or a bank encourage people to come to downtown on a regular basis; grocery stoma also generate frequent visits by its eustotmem no goal of the plan is to keep those cases in downtown and create new uses that will continue to draw people. New functions and uses serve the activity center goal in this pLvt. A civic and institutional core will become the "new bridge." linking the riverfront and existing downtown to the Monticello mall with uses serving the civic and social functions of the Monticello comrnunity: a City HaIL library, family cen- ter, facility for county services, and history, arts and culture center — like the Centers of Activity A Ikr tindge a�erhmrarrim.rrnrta.ea+ _ . Our rr-j :5 businesses listed above, these facilities arc real 'traffic generators' for down- town. To truly reflect the community, the elements that ultimately comprise the civiclmstitational core must be quality buildings and outdoor spaces fitting the character and qualities of Monticello — a place in downtown in which the community takes real pride. It roust also function well in the panems of down- town — being easily accessible. providing adequate (but not excessive) park- ing and matching the density expected in a downtown environaxnt. It is difficult to estimate the true impact of the development of a facility such as a Family Centm one of the key components of the civicluutimtional core. As this facility is considered, it should aim to be a place of many uses, aaract- ing a wide range of the community for teaming, socializing and playing. It might also provide space for larger community functions and events. Anecdotal evidence supports the idea of a facility like a Family Center draw- ing people into the downtown for purposes beyond the activities of the Family Center itself. Many cities have invested their resources into a major event facility or a center for families, wagering that it will cause the private sector to respond with its own investment. Plymouth• which worked with the private sector to develop a community recreation center in their downtown, is relying on that facility to, in part, spur development in their City Center, an area which has seen tittle activity in the last twenty years. Plymouth also his a new library in the City Center area, anchoring the end of the street opposite the new recreation center. A movie theater is the other part of the it strategy; the city invested a large amount of money in the purchase of site for the theater. They realized early on in the process that it would be difficult for their investment to pay off in the short term, but in the long term they would be more than adequately rewarded. The combination of thse facilities became the basis for their 'downtown' develop• mot strategy. New Brighton developed a family center as an integral part of their downtown redevelopment. This facility, although different than Plymouth's three ele- mcrim continues to be the major focus for their downtown. Across the United States, cities are realizing that the key to the vitality of their A New Budge roesrrsrarasttrora�rss.ar �% downtowns is public sector action. We need only look at the Twin Cities to realize the investment that cities will make toward arenas and theatm – facili- ties that have driven the redevelopment of areas that have long needed help. On a pure members basis. the comamnity could look to a nearby example in Becker. 'Their community cater had over 120,000 visits in 1996, with approx- imately 40% of the visits being non-residents, non-passbolder visits. Becker has also recognized the attraction that their facility has in tenors of industrial recruitment: every prospect for their industrial park is brought to their com- munity center. Its director feels that it makes the decision for those who have questions about where to locate their business. Becker can only be an exam- ple, and the merits of a Family Center in Monticello will have to be judged by the people of the community. It would appear. however, that a facility such as this could be a powerful attraction for Monticello's downtown. The riverfront is another potential activity generator — it is the main outdoor attraction for the downtown area. Renovations of West Bridge Park to create a place for programmed community events will add to in presence in downtown, but it needs to be mom strongly related to the business activity of downtown. Longer term redevelopment of properties facing the pads will be important the plan envisions fust floor retail and entertainment functions bordering the park on its south and east aide, with second (and third) story office. lodging or resin denial uses creating a strong edge to the park. The edge of the park along Pine Street is critical; it allows views from the road at a major downtown entry into the park and directly to new retail and entertainment uses. This edge might be enhanced. but it should not be cut off. While West Bridge Pork will evolve into a more formal seising for planted events, East Bridge Park should continue to be developed with more pastive activities. The voluntea planting efforts and wide open lawn otess will cmata a quiet complement to Wet Bridge Park and the rest of downtown. Them park spaces should be connected tender the Highway 25 bridge in a more ele- gant fashion. This might be a long term project (possibly coordinated with improvements made to the bridge in the long term). but the pathway under the bridge should not be neglected. Equally important will be the creation of con- A New Btidpe rYf�r O�r� anws� ?-�r oectioos between the parks, downtown and the surrounding neighborboods. Mid -block passages will provide a more direct way of moving between Broadway. parking arm s and other areas to the south, future redevelopment efforts should accommodate this function in order to most effectively connect the parks to downtown. Sidewalks from downtown to nearby neighborhoods will also provide safe, comfortable and community -minded ways for residents to get to downtown. 7be existing downtown is an activity center in itself if provided with the toots for revitalization. The nearly uninterrupted pattern of the buildings along the street creates the sense of this being the "bean." Redevelopment of the build- ings along Broadway should occur in ways that are very selative — preserv- ing the existing building stack wherever possible and restoring st mf=ts with integrity to the original structure. 71te creation of mid -block pedestrian pas- sages that link Broadway to parking areas is vital. 7be recent fire presents a great opportunity to redevelop a portion of Broadway using patterns that area appropriate to a downtown. along with the chance to create the Broadway-to- parking- lot roadway-to- packing-lot connection. It may be that vary few, if any, buildings along Broadway are worthy of restoration: not every building is wortby of rehabilitation. 7bere may be limi- tations to the inks saueture of a building that readers renovation anfeastble, or the owners or businesses may be limited in their ability to undertake an improvement project. 7be Broadway district will be one tint best shows the evolution and character of Monticello, with a mix of old and new buildings sitar fit together in patterns appropriate to a traditional downtown. Ibis part of A NW Bridge Felt &P ry'==..77 aw�areras.nra)m.r.•.rawsaa Monticello will evolve slowly, much as it has for the put decades, with a new respect for the integrity of worthy structures and new development that reflects traditional patterns and quality. But it will only happen if incentives for change are provided by the city. 'Ihe Monticello Mall should also be seen as an activity center — as the south anchor to a revitalized downtown. As it changes, it needs to be better connect- ed to Walnut Street; in fact. Walnut Street should feel like it extends to the front door of the Mall. The activity generated by a vital mall cannot be matched by any single smaller private sector venture. That the building exists and is not contributing wholly to downtown must be one of the fwtors that is changed by this plan. The Mall needs a new use — a fluniture store cannot generate enough activity to make it mra'alive. It needs a new look — it has the feel of a box without relation to the community; image what it rnight be if the building were opened up with windows toward the rest of downtown and sidewalk enhancements that make It feel like an integral part of downtown. It will never have the character of Broadway, but at least it an be made more friendly. Assuming that a strong market will entice businesses and customers to down- Physical Design town Monticelo and that it can maintain its economic viability only achieves a part of the community's vision. The physical design of the downtown area can reinforce its function. build legible pattens of development (those patterns that r A New &Wp hj#r3 :9 7-�7 will make it feel like a downtown more than a commercial strip), and create memorable places. It is in these elements that downtown Monticello truly becomes a part of the community, and it does so by building on the character that already exists here. To function well as a downtown, people must be able to move mote freely in their cars. have parking available and be surrounded with an environment that is interating, comfortable and encouraging for pedestrians. Pine Street must be recognized as the route used for moving through Monticello. Odter down- town streets can then be developed with a character that is more fitting for the community. Cross streets form a connection between Pine Street and Walnut Street, leading to visible and accessible parking that serves an expanded down- town along Walnut Strut – a street with capacity for development and an abil- ity to handle additional local traffic. Legibility (the ability to decipher that a place is Monticello s downtown and that its development pattern is one that allows for ease of movement) is one of the key ideas of a well -conceived downtown. Shopping malls ate great exam- ples of legibility – a good shopping mall is always providing clues to help vis- itors move about and the connections between anchors is always clear, direct and 'interesting. Modem shopping districts ate not always so legible: a distir- ict at Weaver Lake Road ad 1-94 in Maple Grove is easily reeop zed as a shopping district, but even frequent visitors have difficulty finding their way fmm one destination to another Issues of density, organisation and pattern need to be resolved to make Monticello's downtown feel like a downtown. The presence of a defined boundary is critical: it forces wise use of limited [and resources: it avoids the sprawl of commercial uses that diminishes true pedestrian qualities: it protects oearby residences from the ill affects of commercial uses (noise, lights, park- ing), and the possibility of declining property values as a result: and 1t keeps it passible to create a downtown that is compact enough for people to choose to walk rather than drive between destinations. Encm &g multi-level buildings. preventing ova -building of pig area and mixing uses (borizootally and vertically) will perpetume the sense that this is the center of Monticello. Downtowns have a feeling of enclosure created by buildings and place buildings as the focus of development. Downtowns — . places of the highest degree of mixed use — also seem to have a sense that A New &VV eoaatiaram %ftwomar�.wu ynY; io 47-9 even conflicting uses fund a way to work together. Mining uses also keeps activity in a downtown during more of the day. allowing for a safer environ- ment by having mote "eyes on the surer" People know how to navigate meets that meet at right angles at regular inter- vals; they quickly become disoriented in environments with streets that wind between buildings, where them is no terminal view and their orientation to the sun chnoges constantly. The pattens of the streets — maintaining a strong consistent grid — fulffils the notion of s legible downtown in Monticello. 'Ibis partem, as it already exists, should be easy to maintain. Any proposal to change the grid should be viewed with a great amount of skepticism. Downtown Monticello should be a place where the community gathers and that invites visitors. 7be public sp=as (especially the streets of downtown) and the relationship of buildings to these rpaces arc vital — they need to be filled with the character of the community. Although the plan promotes prominent buildings. it will be people that are the highlight of Monticello's downtown. When the character of sweets merges with the character of build- ings, and people fill the spaces of downtown with Weir activity. the place comes alive and becomes memorable. In this plan. patterns of da=d use and design features come together to forth the basis for the downtown — building on the character that exists hem as well as maintaining a focus on Monticello's small town qualities, I be use of land in the downtown and riverfroat arca Is critical to many of the principles that guide the plan. and will become impoeaat in defining it "look" for the arra that continues to identify it as downtown Monticello. 7be elements of the down- town and riverh4ont — the buildings. wren gathering spaces — all reed to be Ilratd PASS and DeV Dhedlon A Nei Its" a=nusrarvr�*. rtnwas rw. -3 7- 09 organized to create a sense of pia= fitting exactly together. The picture that results in a bunt downtown is one that is beaatitol and one that functions well for the community. DlSL'tds Downtown Monticello will always be a mix of uses ages and patterns. and the plan raogaizes a series of districts formed around basic am and character. Therefore, a building near the river will have a character different from a building near the interstate. A uniform building character across the entire downtown will neva be achieved and would hilly be undesirable for tenants and the community. Within districts, however buildings would have a strong relationship to one another and a consistent relationship to the streets of the district r A Now BAdpe arms f ruaarr a s�ua r wwar nrp3.P 7 p V`_ The plan envisions l l districts in downtown, each with varying targets for use and character Riverfront • Specialty retail, eating establishments, lodging, eattra i__TMM multi- family residential, office; upper level residential or office; two or three story buildings; river orientation. emphasis on public areas surround- ing buildings (rather than parking lots) Broadway: Downtown • Small and raid -surd retail, specialty retail. personal and business ser- vices. eating establishments. lodging, entertainment and office; upper level residential or office; two story buildings; otieomdon to Broadway Broadway: Fast and West • Single family residenti i; strong emphasis on restoration of existing older homes Walnut • Small and mid-sized retail. personal and business services, eating establishments and office; upper level residential or office; two story buildings encouraged; orientation to Walnut Street Pine • Mid-sized retail and office; two story buildings eocouraged; orienta- tion to Pine Street Seventh Street • Larger scale retail and service, auto -oriented retail and service. drive- through restaurants. lodging-. orientation to Seventh Street Transitional • Mix of small office, personal and business services, multi-fmnily msi- denial and single family hot= Neighborhood • Predominantly tingle family homes following existing ptimems of the area Industrial Sunny Fresh operations only; transition to Gvidlastitutioml. Walnut or Transitional if Sunny Fresh ceases operation Park- and Open Space • Parks. cemeteries, outdoor public spaces and gathering spaces Civic./institutional Municipal and county facilities (except maintenance operations). pub- lic meeting spaces, community activity spaces, educational facilities, churches. outdoor gathering spaces A New Bridge sumaylb" aawe.rro.ses Post— 70 The districts connect along the streets and public spars of downtown. How they come together detenoiaes the teal character of Monticello's downtown. Design directions have been established to guide the patterns of built elements to fit the underlying use of each site: to capture the opporamities offered by a downtown on a river, and to develop ways of making the activities of people the highlight of the downtown and riverfront. The plan identifies rot basic directions for the design of the downtown and riverfrout: ANeW Wft, rriY f a�rltrt O�r� �1 wtaat�a as. v 3 ;� Boundaries • In this plan downtown is bounded by the Miaalrsippi River on the north and Intersmta 94 an the south. It geauaDy extends ate block west of walnut street and ate block east of Pian street. Areas Just 7,q� beyond this boundary are considered transition zones. providing a buffer at the edge of downtown and protecting the existing neighbor- hoods. FWesttimt Core - The plan suggests that the downtown it oriented around a pedestrian core — a zone in which people can move freely to various destinations without their can. By following this strategy we can achieve a goal of "parking once and shopping twice." a critical element of reducing traf- fic in downtown and encouraging the activity of people on the street An averuge adult can walk about onequarter mile in five minnm; if a rive -minute walk radius is centered over the downtown area. this would be the pedestrian core. Transition Areas • Areas at the periphery of downtown are some of the most fragile in the area. especially attar oriented to single family uses. As the downtown is revitalized, the potential for traffic encroaching into neighborhoods increases. along with noise, lights and other activities that can degrade a residential environment- ibe plan stresses the creation of transition zones at the edges of downtown to yield stabilty at the edge. Most often. stability can be created by a less intens commercial or office nue (a use that generates relatively few visits on a typical day web as an insurance ag=y or a demal office), or with a mote intense residen- tial nue (a rowhotm or small apartment building). To echieve this kind of nue and the associated stability. some existing homes may be elimi- nated or the use of the home changed. Downtown Gateways • It is important for a person to know that they have ea erect downtown Monticello; it recognizes that this arra is the heart of the community and a special place. Fettering downtown via Pine Street offers great long term opportunities for marking downtown; the bridges at the river and the inmrstam could be for more significant than tbey are today and might provide an introduction to downtown in a mom dramatic way. r A New btdge amerav u.urY a.e~.O.t a.e - hn�3:10 70ZV"i Equally important is the entry to downtown from Broadway. The plan suggests that the character of Broadway changes at the point where one enters downtown, providing another opportunity for a gateway to downtown. Each gateway should be developed around a consistent theme. The plan suggests a form that is reminiscent of the m*r forces that have shaped the community: a spiral staircase or plan trr recalling the river, a base resembling foam drawn from the power plane and a "lantern" (abstracted from patterns of Jefferson's Monticello) which symbolize the guidance of people in shaping their community. Downtown Focal Points • Every downtown will be more coherent if a sense of order can be developed around real londraulm. The river and the civic elements of downtown should stand out as focal points in the downtown eaviron- ment, highlighting the features of the downtown that the entire com- munity shares and takes pride is calling their own. The river has a character that can easily be seen as a prominent visual feature; in downtown's civic elements a character should be seated that symbol- ites the public spirit of those facilities. The plan dlastrates a character that again looks to Jefferson, and the qualities of his buildings that have come to stood for permaaaoee, stability and quality. • Small elements might also be seen as focal poinu in Monticello's downtown. works of public art cera be delightful surprises as well as celebrations of a community's spirit. Benches, sidewalks and other utilitarian elements of a downtown can be a great medium for the right artist; these flmctioml elements can beeome landmarks In their own right, even if they aro no larger thin a manhole corer. Mom traditional art — sculptures and murals — also have a place in downtown. A New &Kpa Omarigsa.ruarf Omwam.rww.r (i n— it :Ib 7 � � 11 Q Civic Facilities • As much as possible, the civic facilities of Monticello should be con- centrated oo-centrated in one areal, increasing their prominence in the downtown and creating a true center of community for Monticello. Downtown Open Space • Not every space in downtown needs to be a building, scat or parting lot. In fact, the downtown can be a betttt reflection of the community if spaces are reserved for parks. plazas and other open space elements. West and Eau Bridge Parts are obvious in their ability to fulfill this need; their relation between the river and downtown will likely cause the need for careful consideration of their long tam use; they may no longer be quiet renew overlooking the Mississippi West Bridge Park should be developed to become the most active downtown outdoor space — the place where the community gathers on a regular basis for programmed events or canal meetings. It will be important to oddmss functional concerns as a part of the improvements to Bridge Park. If it is to be useful c; nigha it must pro- vide a level of lighting that provides for comfort and security without diminishing the natural beauty of the river. Parting will be an issue, but land for park uses is more critical thin parking in the park. On - street parking and remote parking not only protects valuable park space, it encourages a higher level of use of other parts of downtown. • The cemetery is an open space in downtown Monticello, but is hardly recognized as such. Ibis space represents a great deal of cortumunity history. and ova time, it should be reinforced with plantings and gates that Boake it mom of a highlight on Pine Saw than it is today. Every public building should have a flmctional outdoor gathering space related to it (am just a larger patch of grass surtotmding it). City A New dr+lylY��lOr•er elrlUBrep ns— 311 Hall might have a plaza, large enough for sigm6cam gatherings with a fountain or other feature as a focal point The Library might have a more quiet, intimate spm related to it — a garden or an outdoor read- ingroom. for example. • While some private buildings may decide a plaza fits their program trot every building needs to have an outdoor gathering space. The focus should be on the truly public spaces at the packs and civic build- ings; at private buildings, the focus needs to be on the creation of the most intense use of the available site. Key Pedestrian Crossings • Ail intersections allow for some measure of comfotatabk pedestrian crossing. but several are key to pedestrian movement. Pedestrian movement pattems anticipated by the plan suggests that crossings are most likely and needed at: • Seventh Street and Pine Street • Fourth and Pine Street • Broadway and Pine Street • River Street and Pine Street • Walnut Street and Broadway • Walnut Street and River Street • In addition to highlighting these intersections for pedestrian crossings. the intersections of Fourth Street/Pine Street and Walnut Street/Broadway should be signalized to facilitate pedestrian (red vehicle) movements across Pine Street Pedestian Connections • Not all of the pmking required for the uses of downtown can be locat- ed on the streets of downtown. Most will, in fact. be located behind buildings. making it more difficult to reach the front doors of business- es. To facilitate pedestrian movement between parking areas and ANEW WNV surorrsc�.�rwrrrr storefronts. commections should be developed at about the middle of each block. The resat fire presents an opponwity tba follows the plan for redevelop metu on Broadway and provides and epportumty for such a connection; this should be considered a priority in implemen don. Vehicle -oriented Streets • Certain strata — Pine Street and Broadway (to some exams) — will always be dominated by vehicles. In doing so, bowc%r" they do not need to neglect the pedestrian. The improvements for Pine Street and Broadway (outside of downtown) should concentrate on the addition of elements that reflex the qualidea and character of a small town. Elements lice pedestrian -scale street lights consistent street trees have the added benefits of –calming" unffw; and by introdtuing elements near the roadway, the perception of the space is diminished and people tend to drive mom slowly. Pedestrian -oriented Streets • Some of downtown's streets should be oriented to pedestrians while still accommodating vehicles. Walnut Street, River Street and Broadway are the three most important pedestrian streets envisioned by the plan: they should be developed with foam that related most strongly to people on the sidewalk. These streets shald have build- ings that reach to the sidewalk (zero setback from the property bomtd- r A New BrMp mwarsssamwtm.asa•ar Np w 7:� A New &Up w�J u.aurae�to.r.r+rawe.w afrar ;20 ary at the front of the site), windows across a majority of the strew level facade, signs that can be tend by pedestrians, awnings over store- fronts, pedestrian -scale streetlights, and plantings to create interest at points tot dominated by buildings. • Can ate still a necessary part of a pedestrians out On -street parking — at the front doors of buildings on Walnut Street, River Strew and Broadway — should be utilimd to =ate more life on the street and to mate the prospect of doing business in downtown Monticello more convenient for cu mers of downtown businesses. People might still move between destinations in their ars, but if the street is designed with the needs of pedestrians in mind, they will just as likely walk from one store to the next Cross streets (Mrd Stree4 Fourth Street and Sixth Strew) ate the pri- mary routes for an to enter parking are, serving Walnut Strew, Pine Street and Broadway businesses and must always be open to facilitate traffic movement Walcot Street and River Street while they provide avenues for the movements of vehicles, are not the main travel routes through downtown and could be temporarily dosed to provide for an event on a single block or along nearly the entire length. 7be value of Monticello's street grid then comes into play; it is relatively easy for a driver to negotiate a temporary street closure by using the logic of the grid street pattern. "Trolley" • A system might be established using a trolley running on or along the rail corridor to bring people into downtown. Ibis would be a natural complement to other modes of transportation, with strong connections to downtown and other points of interest in Monticello (the schools and Montissippi Park. for example). A linear corridor for the trolley (or any non -automobile mode of movement) actually fits Monticello well — the eotttmtmity has grown parallel to the tracks. only recently growing to the south of 1.94. 7,n J Streetwall —+75% Some streets in downtown should be nearly continuous with buildings that cruet the sidewalk, creating a well defused edge to the street Even in places where buildings are not present, elements such as ornamental railings and hedges should be used to bridge the gap between build- ings. A high percentage of satetwad is one of the key elements of a pedestriao-friendly downtown, but the formula eaxwa be applied with- out consideration of the design of the buildings themselves. Erb must strive to create an environment that addresses the pedestrian — with windows. materials• awnings. lighting and signs that are attractive for people walking on sidewalks. While it will be the goods and services that downtown visitors will look for fust, the aesthetics of the environ- ment will encourage them to liager, to walls over to a nearby shop, or to tell others about a place they enjoy. Building and business owners must recognize the role they play in these improvements. They can address issues reLiaed to the buildings. creating interesting and viable spaces to walk patat and into. Without this, no degree of saeetscaping can ere= a meaningful environment for pedestrians. In this plan, Walnut Street River Street and Broadway are the streets that must maintain a strong edge — a streetwall that is at least 75% continuous. • Breaks in the streetwall that are occupied by parks, Plans or pedestri- an pass-throughs should not be included when calculating streetwall percentage. Streerwatl — 25% to 75% • Even when parting occupies that portion of a site that meets the side. walk. a sense of edge can still be achieved (although it will never be as strong as what can be accomplished with buildings). In these cases, a consistent and rather tightly -spaced tow of trees with hedges or oma. mental railings can create the streetwall. In no case, however. should an entire block of downtown have less than 25% atreetwall. The way that streets are developed will be an important ftetor in establishing reasonable movement patterns in downtown. If we see a traflk problem in Tdlfk Monticello today, we must know that we can neva solve it Solving the prob- lem would entail mote lanes, higher speeds and fewer conflict points (crusting movements) along with mom asphalt. fewer pedestrians and lest local chamc- tet. the best we can do is manage traffic to fit Monticello, which involves allowing for mom crossing points. placement of signals to aid in vehicle and pedestrian crossings of Pine Street and Broadway, striving for lower speeds and encouraging other modes of movement The key street is Walnut Street and in this plan, it becomes a new 'main street" A New BrUp ftemsu soaf114dradaavaar lar N d 1 Ll 7- q� for Monticello. It lies at the heart of an expanded downtown — a downtown that reaches from the Mississippi River to Interstate 94. Many people of the community use Walnut Street as a way of moving through town without hav ing to deal with Pine Street and all of its traffic. It parallels the train torero through Montixllo's downtown, and is close enough for drivers on Pine Street to see development that might occur there. It should be a pedestrian -oriented street, with on -street diagonal parking, buildings close to the street wide side- walks, trees and pedestrian -scale streetlights. Drive lanes should be limited to one in each direction, with each lane being no more than 14 feet wide. It should be designed to encourage traffic at speeds of 15 miles per hour, a speed that allows drivers to accommodate pedestrians crossing streets. At this speed, traffic will flow because the vehicles have no stops between Seventh Street and Broadway. Pine Street is a state highway and should be the main route for vehicles pass- ing through Monticello. Although this meet will always be oriented more to ears that people, the development of some pedestrian faclities (wallm stria trees and pedestrian -scale streetlights) will help to keep traffic at speeds that are appropmte for a downtown environment. The roadway itself will need to meet standards set by the Minnesota Department of Transportation, but improvements outside of the curb can do a great deal to make this moue a com- munity ctreet. Signage along Pix Street should be used to direct people to Walnut Street and to parking areas located off the cross stteeu. Broadway, Monticello's traditional train street, has little opportunity for pbysi. cal change in downtown. The diagonal parking will not likely re um but the parallel parking that exists today should not be lost. If any changes rue made, elimination of the "bump outs" at mid -block might be warranted. especially as other areas develop that are ammo conducive to pedestrians. In the very long tern, guretscape patterns might be coordinated with the patterns demonstrated in Walnut Street and River Street. Tum Imes at the intersection of Pine Street and Broadway might someday be seen as necessary for haft movement. But the impact that the addition of mm lanes will have on the character of the intersection will be significant — parallel parking will be eliminoted at each side of the greet. buildings will A New &Idgtt r,n�* �mt�saastawrro�srax.aar %� Sc� likely have to be removed, and the pmsemce of the historic Monticello cross- roads will be lou forever. The commtaaity will likely weigh this decision at some point in the future; this plan advocates for no change to the intersection in the interest of the integrity of the downtown. Outside of downtown. Broadway will evolve to a street that introduces Monticello to driven by taking them through neingborhoods and eventually arriving in downtown. The character of the madway is mote litre a parkway, with a wide planted median created by the elimination of the two iatide traffic lanes. Protected left torn Innes are provided by the median as well, allowing for free flow of traffic in a single through lane in each direction. This configu- ration will allow traffic to better than it does today, and it allows pedestrians to cross a single lane of through -traffic (with a refuge provided by the rrsedim at the middle of the crossing). The character of the urea becomes the character of Monticello — with well -kept older homes and significant community insti- tutions lining the street Streetumpe elements should be iatmduced to "calm" traffic — to keep cars at the currently posted limits. Them is no way to prohibit tmtfic from using Broadway. even trucks will con- tinue to use this route. The goal should be to ere= an environment for driven that keeps them at neighborhood speed levels, to use tighter turn radiii at area inteneetions that rnake it more diffimh for crocks to turn o8 of Broadway to other local streets and to introduce elements that diminish the perceived width of the street —all of which might encourage some through -traffic to use Pine Street River Strut. in this plan, is a street that develops much like Walnut Street It will be a two-tone roadway with parallel parking at each side of the street, with strertscape amenitie added to match those found at Walnut Strut The impov mace of parallel parking an River Street (and on Walnut Street north of River Sweet) cannot be overstated: beyond serving the adjacent and nearby busi- nesses. this parking will serve the parks (allowing all of the limited space in West Bridge Park to be used for people). Cross streets (Ibird Street. Fourth Street and Sixth Strew) nue these that con- nect Pine Street to Walnut Street and allow for local ttaff)e to reach the new A New D1dlgt tidyaR�rbYOarb.r.w/attA � _ 7-6f main street. In character, they feel more like Walnut Street than Pine Street: in function, they are two-lane roadways with parallel parting. Where needed, left tum lanes ate added to facilitate traffic movements. Seventh Street is similar to the cross streets, except that it will have extended tum lanes in each direction that will preclude on -street pa&mg. In terms of traffic management, Seventh Street complements Broadway by providing for a higher traffic volume roadway at each end of the core of Walnut Street. The plan shows the eventual vacation of 5-1/2 Street west of Pine Street A median at Pine Street precludes a fall -movement intersection and the civicfmstitational core might be able to better utilize the area of this meet for development purposes. A New Mops /W Ra�fayiO�Yn�rl���/�asr N 74 All of the street improvements envisioned in this plan can occur within avail- able right-of-way except for those on Walnut Street Diagonal paling, which provides about 340 parting spaces along the length of Walnut Street, requires seven additional feet on each side of the centerline. With the exception of areas close to Broadway, this expansion could be readily accomplished. Additional widening should be avoided as it a=umges higher speeds and cre- ates a less attractive environment for pedestrians. As dowatown grows along Walnut Street, an additional access should be con- sidered by implementing a traffic signal at Fourth Street and Pine Street This signal will result in another controlled left turn to a cross street from Pine Street approximately midway between Seventh Strut anal Brcadumy, but more important, it will provide an opportunity for safe crossing of Pine Street by local traffic and pedestrians. Improvements made to the meets of downtown will be some of the most expensive elements of this plan. It will be important that the right improve- ments ate mode, net just the least expensive. Consideration of traffic flow is critical. every change to a downtown meet must also be seen as an opportunity to reflect the character of the community. If managing traffic is a coneem, and chief amongst those concerns is the managing the speed of that traffre, then the meetseape enhancements — the traffic calming devices — will do name than any other measure to ensure than downtown evolves with respect for vehicles, pedestrians and the sense of a downtown. When we assemble the picrate it seems very teal, and it might be interpreted Design Guidelines by some as exactly what will happen. But conditions will surface that could not have been predicted during the course of planning downtown that right cause an adjustment to the plan. If we think about how downtowns evolve, nothing happens overnight. This is the intention of this plan: to allow down. town to grow and change in ways that are dynamic and responsive rather than ways that are prescriptive. Every project must be considered as a part of the whole to ensure it flu the patterns of downtown, but some latitude should be afforded the individual or group that is undertaking the project This is wbere we ultimately develop a richness and character for downtown Monticello remi- niscent of the great towns we all imow. So even as the picture seems so real, it can only be a guide. If downtown is allowed to grow and change according to the plan, new buildings will be built that fit overall patterns but still express their own individuality; old buildings will be restored to mark downtown with an integrity of early Monticello; pub- lic spaces will result that focus on the activities of the people of the communi- ty; and downtown will have a life that springs from the way people do business in Monticello. While not every aspect of development is controlled, and rightly so, the aim of this plan is the restoration of the authenticity of Monticello. It was pointed out by many memLers of the community during formal interviews and casual con- versations that the current rules discourage appropriate business activities, pre- vent downtown businesses from malting improvements that would help their business, and keep worthy b sinesses from locating in downtown. Me need for rules must be recognized, however, this plan establishes "rules" tharmust be interpreted by the community. In "enforcing" rules for the down- town and riverfront, the most important rule is the V'tsion statement. In reviewing proposals for the downtown and rlverfront, the first criteria is whether the proposal streets the community's intentions as gauged by its vision. The Guiding Principles ore the second measure of a proposal's acceptability to the downtown and rive front. Finally, design guidelines am used to direct a proposal to the best possible "fit." Ultimately, these "rules" might be codified; but to begin, the plan expects the downtown and riverfront to evolve based on the sensibilities of a small town rather than by legislation. Design guidelines for Monticello's downtown and riverfront are orgainzed to address the overall structure of the downtown and riverfront: the design of public spaces in the downtown and riverfront; the confiugration of situ: the design of new buildings; the integrity of existing buildings; and oversight of the guidelines. The design guidelines for Monticello's downtown and river front are: 1.0 1.1 Create a downtown and riverfront area for Monticello that has a strong The Structure of relationship to community patterns. features, and the idea of a small Downtown town in the country. • Development shall occur within the existing grid of the local screen • The Mississippi River shall be one of the primary focal points of A New Bndp MOM YwOA&Y 0o.rw A/ Oiwlwr C��\"s-3;Ji downtown, with elements of the river drawn through downtown to strengthen downtown's connection to the rivet: • Terminal street views shall focus on a significant built or natural fea- rer (a building, pavilion. garden, the river, not a parting lot). • Community and civic facilities shall be prominent elements of the downtown. 12 Create a variety of uses to attract people throughout the day and night, for activities of commerce, eulmmo, community and civics. • A range of uses and activities shall occur in downtown. including eomrercial/retail, office, publicicivic. housing and recreationlenter- rainment uses. • A guide for uses shall be established, but flexibility should be allowed for uses that enhance the goal of an active and vital downtown envi- 1.3 Develop a downtown and riverfront area that is compact and waUmble, with a density of development and a level of activity that set it apart from the rest of the community. • Buildings shall be placed near the street to create a strong edge to the street, a sense that you are passing something. and an opportunity to see into a building from the sidewalk or see the activity of the street from the building. • Lmd resources shall be shared wherever possible to allow for a greater amount of development in a limited space (for example, providing fon joint use parking, shared loading and service areas, and "regional" stotmwater management). • Clustering of buildings shall be encouraged to allow, people to walk easily from one use to another, stand-alone uses turd uses that are ori- ented strongly to the automobile shall be discouraged. • Downtown shall be as comfortable for pedestrians as it is convenient for can, recognizing that. once the car is parted, the driver becomes a • A pedestrian system shall be developed to reach all uses in downtown and form a strong connection to surrounding neighborhoods. 1.4 Structure the street system to accommodate downtown traffic and "through" traffic. to support businesses, improve circulation. and main- taia a "downtown" character. • Walnut Street and "cross" meets shall be oriented to pedestrians but shall accommodate vehicle traffic. • Pine Street shall be oriented to vehicles but shall accommodate pedes- trians. • Broadway shall be balanced in its orientation to pedestrians and vehi- cle traffic. • The entrances to downtown shall be marked to announce one's arrival in downtown. 1.3 Explore a range of transpor ution modes to manage traffic in downtown A New l Idp MWMMf saarrMOW~ ~ Monticello. hn 03 •, u 11 • Walling and biking shall be accommodated in downtown and at every site in downtown. Regularly schedule community "cireubtor• service shall be explored as a way of moving people into and out of downtown without their • A t wiley on the railroad tracks should be considered to provide for a unique attraction and as a method of community transportation. 1.6 Recognize patterm that are appropriate to varying downtown "districts" in an effort to create development that -fits"the context of each district • "Districts" shall be established to guide the general use and character of development in the downtown and riverfront arta • The following "districts" might be established: Riverfroot Specialty retail, eating establishments, lodging, entertainment, multi -family residential, office; upper level resi- dential or office; two story buildings; river orientation; emphasis on public areas surrounding buildings (rather than patting lots) Broadway - "Downtown" Small and mid-sized retail, specialty retail, personal and business services, eating establishments, lodging, enter - t inrmem and office; upper level resi- dential or office; two story buildings; orientation to Broadway Broadway - "East and Wen" Single family residential; strong emphasis on restbration of existing older bomes Walnut Small and mid-sized retail, personal and business services, eating estab- lishrmu and office; upper level resi- dential or office; two story buildings encouraged; orientation to Walnut Stmet Pine Mid-sized retail and office; two story buildings encouraged; orientation to Pine Sweet Seventh Street Larger se ile retail and service, auto - oriented retail and service, drive- through restaurants, lodging; orienta- tion to Seventh Street Transitional Small office, personal and business services, multi -family residential and single family homes Neighborhood Predominantly single family homes following existing patterns of the arta Industrial Sunny Flesh operations only: mnsi- tion to CivicfLastitutional. Walnut or A Ness &lige sargsr WnAMMMMdn taw Npw7 . 1I Transitional if Sunny Fresh ceases operation Park and Open Space Parks, cemeteries, outdoor public spaces and gathering spaces Civic/Institutional Municipal and county facilities (except maintenance operations), pub- lic meeting spaces, community activi- ty spaces, educational facilities, churches, outdoor gathering spm 2.0 2.1 Develop a streerscape that yields a hierarchy and organization of down - The Design of town streets, that generates and authentic identity, and results in an Public Spaces attractive environment for people (those in ars and those on foot). • Downtown streets shall be designated with front yards according the following hierarchy: Broadway River Street Walnut Street Pian Street Seventh Street Cross Streets (For example, a building at the corer of Broadway and Walnut Street would have Broadway as its front yard, as that street is listed higher in the list. 71tis should not be construed to mean that a building cannot be designed to address two streets.) • Recognize that some downtown streets will be oriented to vehicle tmf- fic, but will still accommodate pedestrians. and that some sttseta will be oriented to pedestrians but still aceommoddm vehicles. • Utilize materials that reflect local elements and culture to provide the sense of Monticello in every strCet. • Use elements that yield a mom pedestrian scale, even at streets that are oriented to vehicles (pedestrian -scale sum lights, for example). • Develop a pattern of street tr= planting for all downtown streets to create identity and consistency in downtown. but still allowing for diversity in the streetseape. • Provide pedestrian amenities, such as benches and trash receptacle. at regular interval and key locations at all downtown streets. • Provide elements that inform the community of events and happenings in the Monticello community at likely gathering places. • Develop a system of consistent maintenance for all public and private space in downtown (rather than relying on the individual property or business owners to keep their sidewalks and sites maintained). 2.2 Build a complete network of sidewalks in downtown and extend side- walks into nearby neighborhoods to create a walking/strolling downtown environment • Build sidewalks with widths appropriate to levels of pedestrian o fftc. a ■fit • Build sidewalk connections from the sidewalk to the front door of !tel A New BrUlp rrrerr�—••��� �II�Wtale~arr�rl�wa� /J rnf+ti ••tO �� �n every building in downown, especially those that are separated from the sidewalk by pig areas• • Develop sidewalks on both sides of all downtown streets and on at least one side of all streets leading into neighborhoods 2.3 Establish spaces for community gathering that are oriented to important civic, community and natural features. • Develop West Bridge Park to accommodate significant and scheduled downtown gatherings: focus efforts at Eau Bridge Part on becoming a more passive escape from the activities of downtown. • Develop a gathering space at a new City Hall to function as a Monticello "town square.- - quare"• Develop a space in downtown that can accommodate a farmers mar- ket. - Allow for some downtown streets to be closed for larger community gatherings and events. - Utilize similar patterns and materials in the public gathering spices as found in the streets to mate the gathering spaces feel like a natural extension of the street 2.4 Develop a out system to appropriate to a downtown environtnmt • Maintain a regular spacing of streets and a grid patterns of streets and blocks in downtown. • Use traffic calming techniques to keep speeds of traffic at safe levels and to encourage the use of "struts" by pedestrians. • Allow and encourage on -street parting on downtown streets to achieve traffic calming, to create a more active street environment, and to make a better transition between traffic and pedestrians. 3.1 Establish common setback and lot coverage standards for eaeb "district" 3.0 to ensure compatible and maximum development in downtown The Configuration of Sites Monticello. • Setbacks (minimum dutnnee from a right-of-way in whieb no struc- tum may encroach) and build -to tines (a line measured from the right- of-way which at least 70 percent of the primary sttuctrre must touch) for downtown "districts" aro established as follows: Riverfront Build -to line: 0fen Broadway - "Downtown" Build -to litre: 0 fat Broadway - "East and West" Setback: Average of adj cent strucares. but no less than 25 feet Walnut Build -to line: 0 feet Pine Setback: 20 feet Seventh Street Setback: 20 fen Transitional Setback: Average of ad*ent strum= but no less than 20 feet ANew Brldpt aerR [scones[ aeoMO r at~ r,8.••7 '.11 Neighborhood Setback: Average of adjacent structures. but no less 30 percent than 20 feet Industrial Setback: 20 feat for office use related to industrial use; sages and plaza spaces developed in 50 feet for all other uses and structures Park and Open Space does not apply CivicAnstitotional Build -to line: 25 tett • Street frontage "build -oat" (that portion of the primary meet frontage which must be occupied by the primary structure at the build -to line or which must have a portion of any building that meets the setback line) is established for each district as follows: Riverfront 75 percent Broadway -"Downtown" 100 percent, except that pedestrian pas- does oat apply sages and plaza spaces developed in Neighborhood concert with buildings ars exempt Broadway - "Fast and west" does trot apply Walnut 60 percent Pine 20 percent Seventh Sum 20 percent Transitional does not apply Neighborhood does not apply Industrial does not apply Park and Open Space does not apply Civic/Institutional 40 percent • Standards for minimum lot coverage by structures, in order to ensure the best use of limited available land in downtown, am established as foUows (plazas, outdoor gathering or sales area are not included in minimum coverage ealettlation): Riverf m 30 percent Broadway - "Downtown" 30 percent, except that pedestrian pas- sages and plaza spaces developed in concert with buildings am exempt Broadway - "Fast and West" does not apply Walnut 30 percent Pine ZD percent Seventh Sweet 20 percent Transitional does oat apply Neighborhood does not apply Industrial 25 percent Park and Open Spm does not apply CivicAnsliNdonal exempt (to ensure these buildings can remain prominent relative to other downtown develnpment and to allow outdoor public spaces to be created on these sites) ANew VIdp Mad"Mmmrs Dw Mw ws • Building footprint size and "bay width" (the width of a storefront or segment of a continuous facade at which building must be divided) for the primary structure on each site is as follows: Riverfront 2,000 square feet minimum; 7,000 square feet maximmn 25 foot to 40 foot bays Broadway - "Downtown" 2,000 square feet minimum; 10,000 square feet maximum 20 foot to 50 foot bays Broadway - "Eau and West" does not apply Walnut 2,000 square feet minimum; 8,000 square feet maximum 25 foot to 50 foot bays Pine 3,500 square feet minimum; 7,000 square feet maximum requitement for bays does not apply Seventh Street 3,500 square feet minimurn; 65,000 Square feet maximum requirement for bays does not apply Transitional maximum footprint no larger than 130 percent of the average of other struc- tures within 250 feet of site Neighborhood maximum footprint no larger thin 115 percent of the average of other struc- tures within 250 feet of site Industrial does not apply Park and Open Space does not apply Civic/institutional does not apply 3.2 Make buildings the foal of Monticello's downtown and riverf oca. not ping areas. • Locate parking behind or beside buildings, with no more than 25 per- cent of required parking in a side yard in the Walnut, Broadway - "Downtown" and Riverfront Districts, and no more than 75 percent in a front yard in the Pine and Seventh Street Districts). • Prohibit parking areas adjacent to intersections of arees. • Require separation of parking areas from buildings and public side- walks for landscaping and buffering. • Visual separation between parting are, and public rigbs-of--way sball use landscape materials or ornamental fences (no berms s=b that a screen that is at least 50 opaque is present in all seasons to a height of 28 inches to 36 inches). 3.3 Create parking to accommodate anticipated and realistic demands, with- out overbuilding parting facilities. • Encourage development of joint -use parking facilities, balancing use r A Neu VWV s� WAfYt a.a..r e.au. a•,n..3: it 17-52 on a day -today and bour-to-hour basis to achieve the highest possible use of each parking space created. • Create parking for office uses at rues between 3 and 4 spaces per 1000 square feet gross floor area; create parking for retail uses at rates between 4 and 5 spaces per 1000 square feet gross floor area • Discourage development that would exceed or require normal peak parking demand in order to keep development density intense. • Include on -street parking that fronts each site in the calculation of ping provided for that site. • Provide employee parking in remote are., to allow customer parking nearest to the destination; prohibit employees from panting on down- town sveets. • Create preferential parking zones in neighborhoods, if necessary. 3.4 Develop each site to facilitate traffic movement and reduce conflict points. • Provide full access to sites using cross areeu: limit access to sites on Pine Street to right in/out • Allow limited parking to access from Walnut and River Street • Allow parking la circulation at ends of parting aisles to utilize cross streets, if necessary. 3.5 Establish continuity in the patterns of site development to maintain coherency and cohesiveness in downtown. • Establish a common palette of materials for sites in downtown (light- ing, paving, landscape, signs, etc.) • Require that parking lots be 25 percent shaded by trey within 10 years of development • Use landscaping or ornamental fencing to block view of bumpers and grills of can parked in lots adjaee it to any public street • Use indigenous or proven native plant materials, focusing on species related to the river or savanna environments. • Encourage signs to be a par of the building rather than the site; allow pylon signs for development on Pine Street and between Seventh Strut and 1-94 only. 4.0 4.1 Develop a unified character for all built elemenu of downtown to yield The Design of Buildings the sense of me downtown district • Formula and "corporate" architecture. flunchise patterns and buildings that are designed as signs shall be prohibited; building design shall rely an "found" character rather than introduced Character. • New development shall be compatible with the intentions of the guide• fetus for each district achieving compatibility though similar scale. massing, bulk and detail. • Buildings shall be organized with axes perpendicular to satets . • Each building shall be encouraged to explore some level of individual expression in order to reflect the sense of a downtown district rather A New &Idp a.nrh stws.rr au s�rr � sww� r.s. y.3: sJti 7 0 than a strip center. • Generally, commercial buildings (retail and office uses) is the Riverfront• Broadway -"Downtown" and Walnut Districts shall have flat roofs. • No building shall exceed a height greater than three stories plus the roof, except that buildings in the civiermstitutional district may have elements that exceed three stories. • Awnings shall be allowed to be continuous only "storefronts" occupied by a single tenant; awnings shall our be allowed to extend across the face of more than one building, even if the buildings are occupied by the same tenant. • Detail shall be integral to the building. not elements that are applied to a standard building shell (such as a clock tower or dormers with no usable space behind). 4.2 Require the use of quality building materials and methods to create an enduring stock of downtown buildings. • Materials shall be durable, easily maintained. attractive at close dis- tances (for people walking oo sidewalks or driving slowly on the street, for example); materials shall be scaled to pedestrians when structures are within IO feet of a public right-of-way or a walkway that is intended for public use (avoiding the use of "jumbo" brick in these circumstances). • Brick. stone, wood, EIFS or high quality precast concrete are accept- able finish materials; high quality metal (matte finish preferred) or synthetic siding may be acceptable if used in combination with other acceptable materials; wood frame or masonry construction is accept- able. • Transparent glass shall be used at the majority of strew level windows; mirrored glass at street level is not acceptable. • Canvas awnings or extension of the roof material for awnings is encouraged; nylon awnings or other synthetic materials, as well as those awning structures meant to be illuminated from within. ere not acceptable. 4.3 Develop buildings that relate to people at all publicly visible sides; dim. inate a "back door" appearance for service area and rear entrances from parking lots. • Facades facing streets or public walkways shall be articulated with windows and door resulting in a minimum of 40 percent window or door area at street level (sidewalk to 12 feet high); windows shall have a generally vertical orientation. • Entries shall be the highlight of the building. • Mechanical systems shall be integrated into the design of the building. • Trash storage areas shall be completely enclosed and incorporated as a part of the building. • Only those entrances that are unlocked during regular business hours may be considered public entrances. • Signs shall be incorporated into the building facade, windows or awnings up to a maximum of 1 square foot of sign area per linear foot A New Brfdge NOMWresthea ado nue Par@ 7 of street facade (at the front yard); signs that extend mote than 12" beyond the plane of the building facade or signs that extend beyond the roof line are not allowed, except that signs that project over the sidewalk are allowed up to a maximum size of six square feet (marquis excepted); signs that are within or a part of a window must maintain 70 percent elver area in the surface of the window; one sign will be allowed for each usable public entry (signs that are a put of an awning or within or pact of a window are encouraged and shall not be counted in determining the number of signs allowed). • Tenant signage for multi -tenant buildings shall occupy an area no larg- er than 3 square feet per tenant at each public entrance. • Noo-illuminated temporary signage shall be permitted for any tenant of a building up to 6 square feet of sign face per tenant. Temporary signage shall not be attacbed to the building and, if placed in a public right -0f -way, shall maintain a minimum of 6 feet clearance for pedes. trims. Such temporary signage shall be placed only daring operating hours. • Temporary signage may be attached to the inside face of any window at street level. provided that such signage does tot obscure more than SO percent of the total window area and does not remain in place longer than 21 days (leasing or for sale signs exempt from time limita- tions). • All buildings must be identified at each public ennanee with its full street address, in numbers and letters no smaller than 2 inches in height and no larger than 4 inches in height This signage shall not be included in the total signage allowed. 5.0 5.1 The Department of Interior "Standards for Rehabilitation." which are The Re -Use of Buildings universally recognized as guides for the conservation and preservation of the heritage of a place, shall apply to the re -use of any structure within the downtown area. The re -use and rehabilitation of a structure shall be measured for appropriateness by meats of the following test, and may apply equally to the development of new buildings in downtown: • Use: A property should be used for its historic purposes, or a m -use which requires minimal change to its character defming elements. • Character. Historic character should be preserved by retaining historic architectural features, rather than altering or replacing them. • Authenticity: Changes that create a false sense of history, or copy ele- ment from nearby or similar buildings ,droll not be undertaken. Each property is a unique example of physical feamns, time and use. • Evolution: Changes that have acquired historic significance in their own right shall be retained and preserved • Distinctive features, finishes and craftsmanship that characterize the properry shall be preserved. • Preservation: Deteriorated features shall be repaired rather than replaced. if replacement is necessary, it should be selective mtl= titan total, and be substantiated by documented evidence of what was A Nur BMV ..„—x...777 �sr�f ao.r.•.raa�rw authentically present ►y{j 7�•�9r+ 17 � a- • Cleaning: Use the gentlest means possible, avoiding chemical treat- ments and absolutely avoiding any sandblasting. • Archeological resources shag be protected and preserved with mitiga- tion techniques employed if resources must be disturbed. • New work: Additions or alterations shall not destroy the historic materials that characterize the property, and shall be differentiated from the old, and yet be compatible with the musing, size, scale and architeentral features of the original structure. • Reversibility: New work shall be applied such that, if removed in the future, the essential form and integrity of the historic property and environment will be maintained. 5.2 'Me Department of Interior "Standards for Rehabilitation" and the Guidelines which accompany them are the starting point for storefront and downtown building design. However, in terns an approach (for example, "when: does one stanT'), a process might be defined for re- use. Restoration and renewal work shall follow these steps: • Historic pictures and/or research to determine authenticity of work is the most important starting point, thus avoiding guesswork, false application of history or a restoration theme. It also helps all patties visualize what is possible. • In some cases, apply for Historic Structures Report grant to do a corn- plete analysis. • Study and articulate what is original, what is not, what should be retained and what is the character of the place. • Develop a design concept based on this data and the use/re-use. • Deal with code and technical matters as requited using the appropriate specialists. 5.3 In downtown, the two-level, two -use name of soma buildings is impor- tant, thus each can be thought of as a "storefront" and in "upstain. which may require dual re -use considerations, accessibility solutions and other factors that might affect the re -use. Frequently the seeood level fronts are less changed or easier to restart than the storefronts below. • Image: The whole building works as the sigmture of the business(es) present. and is one large "sign„ of its presence, nature and viability. • Storefronts: Maximize transparency, remembering that this is the advertising of the inside, it is inviting and provides light outward in the evenings. • Signboards: Typically signboards am located just above the tsaospar- ent storefronts. Small and interesting is better, with small spotlights for illumination. No backlighted plastic signs shall be allowed. Projecting signs (those that overhang the sidewa k) ate acceptable as described in Section 4.3. • Awnings: Real, operable, fabric (canvas or stabilized natural fabric) are encouraged if originally present or an new construction. They pro- vide shade, rain protection, assist in storelbusiness recognition and signs locations, and are a variable that is visually interesting. Awnings A New lMage � semen ar.s.�.r ta.ean %— b �) must not be regularized too much. nor become fixed or backlighting. Awnings on reuse projects shall conform to the description in Section 4.1 and 4.2. • Upper facade: Restate typical historic window patterns discovered in old photos, restore top of wall detail or overhanging cornice work which acts as the eyc catching finale to the storefront. • Windows: Restore original (in whole or in part) or replicated windows by conforming to sizes, profiles and divisions as observed from his- toric photographs or drawings. • Backsides of buildings: The aesthetic its different from the front, but no less important. Usually simple and direct. this look. when carefully maintained, Provides more of sculptural interest and intrigue (with many ups and downs, ins and outs) than the street side. • Energy conservation: Much restoration is also good for utility reasons as well as for energy conservation. Window work is a fust priority. esperally to reduce leaky conditions (infiltration). Frequently, exist- ing windows can be rebuilt and refitted with weatherstripping and will have years of good service. Attic or roof spaces am the other high pri- ority. Wall area may not have a high proportion of exposure to the outside, so may not require as much attention. • Airlock/vestibules: These are good for energy conservation and com- fort reasons, but can be poorly designed with the facade or storefront restoration. Airlocks and vestibules require extra care and considera- tion. • Authentic materials: The very same materials as used originally are best, but door and window materials may be painted metal instead of wood to long as the size. shape and placement in opening ate kept as original. This is not automatic. and should be reviewed critically for approval. • Paint colon: Even though changeable, colors ought to be selected from historic analysis of what is found at each site and architectural feature. If nw, then downtown treads will develop. or it will become only a matter of individual (or committee) taste, rather than being based on understandable principles. It is possible to develop a down- town "palette" of colon, from which owners can make selections (thus being "preapproved"). 5.4 In the event that a historic building is relocated into downtown, care should be exercised to make it fit the patterns of its new district. • Downtown should never become the horse for any old building from the area which might face extinction. Buildings in downtown must fit the use and character of downtown: therefore the `zoo effect" of orphan old buildings amus[ be avoided • If buildings am relocated into downtown. they shall conform the the patterns of the underlying district (as described above). 6.0 Oversight of 6.1 In order for these Design Guidelines to be effective in maintaining con - Design Guidelines simney with the community's visions for its downtown and riverfrant. a A New WV �e�7 arsyrrsarmrY a.�r...iu.�r POP s.�-.; �% • o body trust be charged with their oversight • The MCP Design Committee (or a subcommittee of the Design Committee) is most knowledgeable about these Design Guidelines as it is the group charged with creating them It is logical to assume that their continued input is a benefit to the downtown and riverfmat as the area moves through revitalization efforts. • As an advisory committee, the MCP Design Committee could report to the Planning Commission relative to any project undertaken in the downtown and riverfront area. This process should be identified as a regular part of the planning review process for projects within down- town. • As the City considers assistance to developers of projects within downtown, the MCP Design Committee could act as an advisory com- mittee to the Economic Development Authority (the City body having jurisdiction over the assistance that might be provided to developers). Assistance should be tied to satisfaction of the Design Guidelines (as well as conformance to the vision and guiding principles for the down- town and riverfront area). 62 Development projects need to be signaled early enough for the MCP Design Committee to meet with potential developers to review the inten- tions of the Design Guidelines. • The City's development process should include steps related to the involvement of the MCP Design Committee for review of a dcvelop- ment plan. • Meetings with developers should occur as one of the fust steps in the development process, allowing the developer to create plans that mc- ognize the direction of the design guidelines. • For any project that requires review by the Planning Commission, the MCP Design Committee should prepare a written review of the plan, identifying areas of conformance and/or nonconformance with the design guidelines. For any project that requires assistance from the EDA, the MCP Design Committee should prepare a written review of the plan, ideati- fy S areas of conformance and/or nonconformance with the design guidelines. 6.3 The MCP Design Committee should establish a subcommittee that is appointed by the City Council for a designated term to provide legitima- cy, credibility and stability for implementation of these Design Guidelines. In addition to the MCP Design Committee, members of a subcommit- tee for design review should include representatives from the Planning Commission and the Economic Development Authority. Terms of subcommittee members should coincide with terms of the Planning Commission and EDA, with minimum tertm of two years and a max; mum of three years. Tema of the members of the subcom- A Nets fi" fors nater arm.■ r srsar 7-6(�S- mitme should be naggaed. For this subcommittee, there should be no limit to the number of terms an individual may save. A New MWV ��r�-�.77rs�srmsfroso�<twr /7 ,Q Part Four Implementing The Plan Rrst Steps Page 4:1 establishing early actions for achieving the plan 7 { 1 6 :: r. ?len— f iK4Mas tvI s AMA )UwNtn Page 43m 11 ... identifying ftsnding sauces needed to mate the plan happen Unks to tmplementadon Page 4= 21 ... effective using available financial msoumes oVcAMJJ„ An4mpkmenWwStratW Page 4= 75 ... an overall strategy for ochieving the plan tnditeton Page 4:116 measuring the success of initiatives and provid- ing a vehicle for red4ecting its coasu 7 e VCj U the revitalization of Monticello's downtown and riverfnnt eathl happen on First Steps its own, there would be no need for this plan. But then; have been no private actions that have signaled a course of positive change, and events have occurred in the Last few years that threaten downtown's basic vitality. It will ultimately be the responsibility of the City of Monticello to be most active in pursuing revitalization. Through a series of its own efforts and cooperative ventures with the people and businesses of Monticello. an implementation strategy can be defined that achieves the community's vision for its downtown and riverfront It has taken over one hundred years of settlement and development to get Monticello to the point where it recognizes the need for intervention in its downtown. Given that it has taken so long to get to this point, it would be unreasonable to assume that downtown will change overnight — or even in the next rive years. This plan envisions a course of incremental change. each step building on the positive results of the one before so that after a period of a dozen years, or maybe twenty years. real change has come to downtown. Small successes are important, but the vision will take years to achieve. To be effective in guiding the revitalization of the downtown and riverfront, this plan must become the City's policy — allowing consistency in decision making over the term of the implementation period The plan must trot be per- mitted to change with new leadembLip, but must remain on a constant heading in order to avoid missed opportunities, duplication of efforts or unwise use of resources (land, financial and human resources). The City of Monticello is guided in its policy decisions by ita Comprehensive Plan; the plan for Monticello's downtown and riverfront must be incorporated as a component of the Comprehensive Phm. This is the surest way of making the key ideas of the plan have a lasting influence on the evolution of downtown and the river}tont. Adoption of this plan as a part of the City's Comprehensive Phe should be the frrtt step in its implementation. Over time. circumstances may arise that wen ant considered during the cre- ation of this plan, or events might occur that would cause the community to reconsider some of the directions that it sets. Adjustments to the plan should be anticipated and expected. When reconsideration is needed the community A New &WV Remb"arasu> Dnwa sweat= I�tr w �l '7- b g should be involved in studying the issue, balancing the questions in light of the vision and principles that have guided the plan, and forming conclusions about the logical implications of a change to the plan. Adjustments should be carefully considered, not quick reactions. 71ue plan will take years to implement fully and, at times, it may appear that change is not occurring and that downtown activity is stagnating. If it becomes evident that an adjusasneat is required, the proposed changes should be pun before the community (as it was the community that took original responsibility for shap- ing the plan). Ultimately, the adjustment will need to be ineorponued into the Comprehensive Plan so that it has the same Level of integrity as the original plan. No plan is perfect, but the underlying intentions of the plan must be respected or its validity will suffer and thou who created it will lose their credibility. Related to an action incorporating the plan into the City's Comprehensive Pbn is the creation of zoning regulations that conform to the plan. Several sumte- gies might be logical: creation of zoning districts that apply only to down- town, establishing a PZM zoning (performance zone - mixed) for downtown, or re -writing current zoning regulations to follow directions of the plan. Each approach has its merits; the best approach will be best determined by the City Planner. Early Actions 7be plan envision a series of early actions to move the implementation effort forward. Fishy actions include a combination of public and private interven- tions, with the private actions occurring at times following public efforts and at others, happening in sync with public efforts. A complete implementation strategy, illustrating actions that might occur over a period as long as twenty years, will complement the early actions. What is most important is that all anions — public and private, near term and long term — work to fulfill the vision has shaped in this planning process. In all ventures the City should seek partners to eau the local burden of the implementation costs. Ibis will not always be possible. mud if the plan is suu- assful it will benefit all members of the Monticello community. It is logical. therefore, that the beneficiaries of the improvements shoulder a portion of the costs. It might be possible to secure funding from foundations or local philan- thropists. Implementation of the plan cannot rely on gifts, and the City of Monticello may m» be able to receive flsnds from such an argonimtion or M- vidual, to a structure should be established if the instance ever arias. Some of the actions deflned in the implementation strategy (such at the creation of a history, ars and culture center) would be likely Candidates for this type of gilt One of the strongest actions recommended by this plan is to ensure that some elements of the current downtown do not change. Sueassfhl retailers — those who provide excellent service along with quality goods — are not easily replaced. a post office will draw people to downtown several times cub week; A New EAdp a afte Wmab1 DMOMMA lMOww Page- +%1 a movie theater in downtown creates a real sense of activity long into the evening: and some retail establishments are as much a local institution as Monticello's churches and schools. The skills; and expertise of the proprietors of some of the best local stores might become an excellent resource for busi- nesses that are struggling or just getting off the ground. The presence of these features will do more to guarantee the long tam viability of downtown than nearly any other action that might be taken. 71e community should consider each of the following actions early in the process of implementing the downtown and rivetfront plan: Related Guiding Prine(a eg B-tablish a TAx IrKmmerd pfd • Partnerships for mutual benefit: The City may need to bridge the gap between what a developer can do and what is desired by the commami- ty; few other resources are as useful for this purpose as TER Actions • Establish a development district that encompasses the entire down- town area to ensure that increment generated by all development pro- jects is available to assist in other actions. • Investigate the capacity of other TIF districts to support downtown development activities. Probable Coro • The district is currently being established through the City's HRA. F.undiaY • As the fund is being established concurrent to this plan. no funding is required. Funds may be required to perpetuate the activities of the dis- trict in the event of new legislation. but this cannot be predicted. Related GuidingPri cilzIn Cie& a ClAolttalUlaml CDR • A center for community: Without question, Monticello needs a place for the community to gather in its downtown for purposes other than business. This place should be one the is accessible to all of the com- munity. with facilities that reflect positively on the character of the community and of downtown. • An identity related to Monticello: When public facilities are created. there should be a sense that they ate related; similar architectural themes and materials might be used to create a strong identity in the place where the people of Monticello most frequently coma together. Actions • Acquire sites or establish control ova sites for future civic facilities. • Pursue development of civic facilities by partnering with other institu- tions and agencies as opportunities aces presented. Probable C+• . • The most likely first piece of a civic/institutional core would be a fam- ily center developed in conjunction with a National Guard training facility or an organization like the YMCA. 'ibem is a fit between the program and activities between the two. and the National Guard has sated that it is their intention to create such a facility in Monti ello. The size of a combined facility might total as much as 30,000 square feet. and have a price tag of approximately $3.73 million to $4 million raaq smart ao.rw err inwea asv 443 for construction. The Natio al Guard will pay a portion of those costs, which is a great benefit to the community. Additional coos will be incurred for site acquisition., relocation fees, demolition and site prepa- ration, design and engineerlag fees, adminstmtive and finance fees, and other "soft" cons. Fundinr • General property tax: This is an element of downtown that benefits the entire Monticello community; it is logical that all beneficiaries contribute to in cteat:on) • TIF: This project is important enough to the success of the downtown plan that funds could be made available even if it limits other projects. • Grants: Although grants an aot readily available to the City, several groups have pursued funding without having a place for thew pro- grams to occur. Ah6ough a commitment from a program like Farly Childhood Family Education is more important to the facility than the fact that they have a small amount of funds to contribute, their resources could be useful in seating a good center. • School Distrix: The district's resources am limited due to their own capital improvements, but they may have the ability to leverage or levy additional fulls fora facility of which they are a central compo - nem hipm m Broadway's &Mv Reler[d Guidinr Principles (dow born) A good place to do business: This area has always been the business center of the community, and there are still viable businesus here that could be a snore integral pmt of the business life of downtown if pro- vided with the right incentives for change (such as a loan program with reduced costs t o borrowers or through tax abatement). • A compact cotter. Broadway has a character that makes it feel like the center of the community — its real downtown. The density of development here makes it rich with opportunties for business and sharing customers — stemming directly from its compact qualities. • An identity related to Monticello: While these are no "germ" here and some buildings have taken an disguises that diminish their integrity. this is largely original Monceello. It is nes Eatery, elaborate architec- ture, but that is not the character of the business community. • A [nix of uses: Second stories in buildings along Broadway provide for a great oppommity for mixing uses vertically — which is far more important than stirring uses horizontally. No greater mixing can occur in downtown than that which can happen hese on Broadway. • Partnerships for smarial benefit: If this area was going to change on its own, it would have done so Already. It will nes change ora its own; the City is the only force that an help to make change happen. As the City contributes to Broadway's revitalization, it will benefit from the new or expanded services that locate here, from the potential of higher property values resulting from improvements. and by the catalyst that this Area will be in spurting other downtown developmetrt activity. dcdoni • Create zoning for Brota.dny that allows a great diversity of use. A New Bridge ►►►��:.e��r..777 fiPa"ar6tirT ae�a�l OttOnt including msidmulsl uses Above retail activities. ron�4A 7o U �j • Encourage the development of sign programs on Broadway that meet the intentions of the plan's design guidelines. stressing an orientation to pedestrians and integrity related to the original building and the cur- rent use. • Poll building owners to determine which might be willing to partici- pate in a storefront or infrasaircture loan program. • Institute loan program to encourage private sector redevelopmentfrehabilitation of existing structures (storefront loans and infrastructure loans); create "design grants" of no more than $2500 to defray some of the costs of storefront design assistance; tie loan approval to satisfying the design guidelines of this plan. • Explore tax abatement to help fund improvement efforts of individual building owners. • Pursue development of empty sites in accordance with the intentions of the "Broadway: Downtown District" • Create connections between parking areas behind buildings and Broadway in key locations (as conditions allow). Pmb blCosts • It might be assumed that five loans per year might be provided in each category, with a 525,000 loan maximum for storefront improvements and a 550,000 loan maximum for infrastructure improvements. A design grant related to the storefront improvement would be $2500. The term of the loan program (that is, the period of time which the City determines is appropriate to operate the program) and the cost of the write-down will determine the total cost for the action. • The pedestrian "pass-throughs" would cost approximately =000. Eunding • Tax increment financing might be the best source of funds for a loan pmgarm- • Staff time will be required to organize and initiam loan program; MCP could poll building owners and help them move through the loan, design and implementation process. • Tax abatement might be a likely source of funds for individuals who desire to make improvements on their own. • TIF will be the most likely source of funds for the development of the pedestrian "pass-throughs." Related Guiding Pnrejpler • An identity related to Monticello: 'Ibis toad is the introduction to Monticello for many who use Broadway to get to downtown or to get through the community, yet it says nothing of the community. Actions should be taken in concert with the counry'r planned reconstruction to make it feel more like a local street — Broadway — than a county highway —CASH 75. • A transportation web: All streets are important to managing traffle in Monticello. but it cannot be accomplished solely by snaking bigger roads. The configuration of the toad is important — allowing for Ree flow of traffic, but this does not have to mean more lanes of traffic. Also, as the road is planned, accommodation of other transportation modes (bicycles and pedestrians) should be a port of the road's design. • Downtown's neighbors: 'Ibis street is the "main street" for many of hrgroue &oadway Q&Ide d downtown A New &rWp abtftlrew �o��IO�Oer 7 1// aC downtown's neighbors. It deserves the same level of attention at we might give River Street or Walnut Street; mbancemmt of this street will have a positive effect on downtown — as the neighborhood gets healthier, so too does the downtown. Actio • Pursue development of Broadway with a wide landscaped median and two lane roadway as an introduction to Monticello and the downtown area • Update zoning to encourage primarily residential development on Broadway outside of downtown (limit additional mtil development). • Meet with Wright County to review plans for downtown and Broadway: as this project is programmed at the comity level, the need for malting them aware of the City's intentions is critical Probable Coro • The county will be making the basic roadway improvements, but the enhancement to their program will fall to the City. The overall cost of the improvements described in the plan (based on improvements made from Palm Street to the area near Mississippi Shores) is estimat- ed to be $4 million. Funding • Tax increment financing might be used bete, but it likely could be used in other areas to better serve the whole of the downtown and river - front. • State Aid funds for roadways might be directed to this project. • Wright County might be a very likely am= of fads if they can be made a part of the solution at the start. Develop Mh A Sbtelas Related Guidinr Princioles doxmtown'S new "main Sired' • A compact center. Walnut Saes is a new "main street" in this plan, and it ties at the heart of downtown. 'Ib make it effective as a walking meet. its character must focus on pedestrians —the walking distance of the entire length of this new mein urea will be about ten minutes. • An identity related to Monticello: As a main street, Walnut Street should be developed with strectlgbting, landscaping and signs that are appropriate to Monticello, almost as if it were a billboard with the name of the community written Large across its length. • A mix of uses: like Broadway, to encourage pedmaian activity them must be a high degree of mixed uses, including many two story build. ings. If there is no mixing, there will be no pedestrian activity — and no life for this important downtown urea. • Embracing the River. Walnut Street, once it extends past River Street, provides a direst connection to downtown's greatest natural resource. Ms sura should end in dramatic fashion m the Mississippi River. Actions • Extend Walout Street to River Sunt; investigate impact of extension on buildings at the intersection of Walaut and River Street; acquire sites if necessary • Pursue development of w4ubed sites consistent with the intention of the plan for the "River District" of downtown st■ersrsrrorm+ro.�rm.ar ^ .,a..r 4*b / Develop streetscape and on -street parking; acquiring property as need- ed to incorporate the new right-of-way width Implement signage program to direct traffic to Walnut Street Investigate addition of a signalized intersection at Pine Street and Fourth Street to facilitate vehicle and pedestrian movements to Walnut Street There may be acquisition and relocation costs related to the extension of Walnut Street past River Street, and it is impossible to accurately assess those costs. The acquisition of additional right-of-way along its length (needed for diagonal puking) also cannot be determined. 'Ilse likely costs for the roadway and streetscape improvement& for Walnut Street, including all soft costs. would be $2 million. • TIF • If it can be determined that property owners along or tear Walnut Street will benefit from the improvements, a portion of the costs [night be assessed against benefitting properties. • Funds programmed by the City for resurfacing of the street. Refined Guiding Pdaciples Integdte the Rlverfmrd htfa the down- • A good place to do business: Creation of a major a=ction can only town and the file of the otrmmumriy benefit those doing business in downtown Monticello. The riverfront is one of the great possibilities for creating such an attraction, and the development agar the river could be one of the most exciting in down- town. • An identity related to Mcatieello: More than any other force. the Mississippi River has shaped Monticello; it is just that we recognize the shaping by humans more than that of nature. There is nothing that has more to do with the natural history identity of the community than its river. • Embracing the River. While we took for gems in downtown's build- ing stock. we might overlook the real gem of the downtown. This is the feature that sets Monticello i downtown apart from so many oth- ers. yet the river ties the Momicello community to a much larger com- munity -- a community that stretches from Lake Itasca to New Orleans. Thera is great power in this relationship, and much to be gained in respecting it. • A celebration of community. everyday: Two great riverfront parks in downtown provide a great chance to bring people together. There need to be improvements to make them better carve the community. but there also needs to be a program to bring people to them. • Life after dark: An evening event in a downtown riverfroot park might be the epitome of life in this small town. While other spaces exist for this kind of activity, this one cannot be overlooked or under. programmed. • Partnerships for mutual benefit: The City will need to be active in making change happen in the patterns of development near the river. acquiring properties over time to allow for a significant riverfront A New BMgs sronrtr sdwt D=Mw.r nae r Hp�¢7 j development at an appropriate time. Without the City's intervention, it is unlikely that change will occur that capitalizes on the oppormnitim of the riverfront Acquire sites for redevelopment to create north anchor to downtown; vacate Front Street between Locust and Walnut for extension of public space along the river as property is acquired Pursue development of the block wen of Bridge Park for a hotel (or for other uses consistent with a rivetfroadpark location) Improve Bridge Park to create a significant downtown park with a strong orientation to the river, provide facilities needed for comnumity, activities; program activities to occur in the park on a regular basis Redesign River Strew to fit the character of the "River District" Acquisitions of site cannot be determined until they became available and appraisals am made. Impronmrmts to West Bridge Park are estimated to cost VM,000. Improvements to River Street from Cedar Street to Locrst Street are estimated to cost 5773,000. TIF • If it can be determined that property owners along or near River Street will benefit from the strut improvements, a portion of the eons might be assessed against benefitting properties. • Funds programmed by the City for resurfacing of the street. • The City has already allocated funds for initial improvement to West Bridge Paris; the use of those funds should be stmtegized to lead to an overall improvement program that might occur over the next ten years or so. • The community (through MCP) might be able to raise hinds and secure donations of labor and materials for improvements to the park. Breathe Ilse Into the Mm&ft N%A Relined GuidinP Prineinlea • A good place to do business: This building is the largest multi -tenant building in downtown, with the most potential for activity, located where it can be a major focus for downtown at the terminus to Walnut Street. It hat the potential of being one of downtown's centers of activity — one of its anchors. Life here could mean life for many other downtown businesses so it is critical that the mail have life. • Partnerships for mutual benefit: The building may be obsolete, even though it is not even 30 years old. A developer may be better off start - Ing over, the community might also benefit from starting over — this provides a chance to cottt cl the things that make the current building to inappropriate for downtown. It is likely that a developer can not take the neeenary action on thew own to mike the mall an integral part of downtown. Actions • Redevelop mt&U to creme south anchor to downtown. • Integrate the mall with downtown by extending the am of Walnut Saw to the fart door of the mall. A New Beft b*"V Wrdb)ftM%M mots~ •a"q:E Require that the development/redevelopment meet the intentions of the plan and its design guidelines in order to ensum among fit to down- town. Sable Costs Costs for revitalizing the mall can only be determined by a developer based on their particular program. It is likely that a revitalization of the mall will result in higher property values, which makes tax ince- ment financing a possibility. If possible, the City should dedicate only a portion of the 'CIF proceeds to the revitalization of the mall, using excess funds to spur other activities of this plan. TIF • Developer capital tted Guiding Principles Study housing tmrtsillon arena In A compact center. In a revitalized downtown Monticello, the people order to Stebllme and protect neigttbor- who live near downtown will become its most visible users. These hoods near downtottm neighborhoods ultimately will form a rightly defined edge far down- town. reinforcing the sense of a compact and walkable downtown. An identity related to Monticello: Neighbors — the people of these neighborhoods — will be a central pan of the identity of downtown. They will stroll through downtown on evening walks, frequent the shops of a revitalized downtown and even provide directions to down- town visitors. Downtown's neighbors: The axiom of healthy neighborhoods making for healthy downtowns will dictate that attention be given to the ndtb- borhoods surrounding downtown. 9" Identify houses that are sub -standard and are likely to hasten or encourage decline of the neighborhood. Obtain purchase tights to critical houses or directly purchase those that seem to threaten the health of the neighborhood Enforce city codes related to upkeep or develop coda that require tea- sonable upkeep of residence. Encourage resident actions at a neighborhood level by providing sMff resources at neighborhood meetings • Costs cannot be defined without further and complete study of the neighborhoods surrounding downtown. • Some actions, like the dconduct of neighLorhood meetings, can be accomplished with We more than smfitime. ff4nding • The most likely source of funds will be tax inurement funds, but the extent and type of project will determine funding soumes. Other early actions might include she following: A significant marker will help to solidify the identity of the downtown arca along with other actions demonstrated by the plan. The commu- nity should coordinate implementation of downtown matken with A New "dge bomw Waif saws 41 VWft r N!• wQ:u associated projects or as fiords ate made available, always looking for the right opportunity to implement these elements over an extended period of time. r- There ate many oppotttmties to develop a program for public art relat- ed to downtown (as well as other parts of the community). As the opportunities present themselves (a space becomes available for a piece of art a gift is made with the intention of having it go toward art for downtown, a temporary home is needed for an existing art worts, or as artist volunteers his or her talents), the comsatmity should be ready to act. The MCP Design Committee and Pm=don Committee might be s good locus for this activity. • As downtown improves, one of the key elemeao in maintaining its vitality is its upkeep. The downtown property owners could maintain improvements on an individual basis, but the one individual that does not keep up degrades the whole. Depending on the desires of down- town business and property owners, a special service district or a downtown association should be pursued in order to achieve consis- tency in all maintenance activities. Initially, this could be an important function of the Chamber of Commerce or a group composed of down- town retailers. As downtown revitnti�.. the extent of maintenance required may dictate a tore formal approach. Maintaining Consistency Of all the actions the community might take in coving forward with this plan with the Vision for its downtown and riverfront there will be now more significant than main - mining consistency, with the vision that was set out in this process. Monticello Community Partners has played an important role in initaring this work, and they will certainly pursue it to its end. Every individual and group in the Monticello community must take responsibility for evaluating proposals for the downtown and riverfront tura, for pursuing a quality and character that fits Monticello in the projects that occur here, and for celebrating life in the place that together they will curate. We find those thoughts in our common vision for the downtown and rivcdmnt With that vision we have defined our goal, and although we may at dims stray from the course. we mast neva stop reach- ing for the things that will keep Monticello a great small town. iA Near 1Mge wrterq aarr�t asr.a err terwau run w4hA � r'1t The ability to revitalize the downtown and riverfront areas will be directly Finance Tools and influenced by the ability of both public and private parties to obtain and make Resources effective use of the available financial resources. At this point in dine, it is impossible to create an complete "plan" to finance the revitalization efforts. The activities that require public support will occur over a number of years. The actual design of public improvements and the scope of development pro- jects influence the cost of implementation. A variety of factors affect the availability of revenues and the financial feasibility of projects. Financing the Downtown Plan requires a framework for making decisions about the use of financial resources. The framework provides guidance on financing actions needed to implement the Plan and the flexibility to tailor these actions to meet the needs of projects as they occur. Several broad principles create the founda- tion for financing the Plan: • Financial resources ate limited. The use of resources must be targeted to make the greatest effect on the implementation. • Decisions must balance current need with firmne implications. Use of current resources may reduce monies available in the future. Does this action lay the foundation for future steps? Does the investment in a cur- rent opportunity lead to additional mvemnes in the future? • It is likely that critical actions (redevelopment of the Mall. development of the rivetfront, reconstruction of Walnut Street) will face funding gaps — project costs exceeding readily available revenues. The ability to fill the gaps will be a key to implementation. • Tax increment financing f1u� is an essential funding tool. TIF provides funding without taking general funds away from public and private sources. • While this section focuses on public finance, the Plan cannot become reality without private investment. The use of public fiends should be targeted to actions that encourage private investment in downtown Monticello. The remainder of this section discusses the application of these principles to promote the revitalization of downtown MontictUo and the implementation of the Plan. 'Ibe financing of the Plea consists of this section, which identifies the Mance tools and resources. and the following section. which links those tools to actual implementation. The implementation of the Plan will involve four broad areas of activity: Tools and Resources • Construction of public improvements and facilities. A Nen &Inge ewoun srerrt rt��.r enrwe fee•+4U • Acquisition of land and preparation of sites for development . Enhancement of existing properties. • Assistaace to specific development projects. State Law gives cities, bousing and redevelopment authorities RU) and eco- nomic development awboritim (EDA) a variety of tools to finance these activ- ities. 7 ne following section summarizes the basic options available to finance activities related to the implementation of the Plan. Tax hn78tnad Rnar&g Tax increment financing (17) is the primary development finance toot avail- able to Minnesota cities (Minnesota Statutes. Sections 469.174 through 469.179). In concept, tar increment financing is simple. The property taxa created by new development (or redevelopment) are captured and used to finance activities needed to encourage the development In practice. TIT is governed by complex stammry limitations. The tax increment stuates ve fie. quently amended by the State Legislature:. The riles that govem the use of TEF in 1997 may not apply to projects occurring in the fimue. snxa,. ities make it impractical to provide a thorough explanation of tax increment fmanclzZ as part of this Plan. Instead. this seaioa highlights the use of TEF as it relates to ti.- implementation of the Plan. The use of tax increment financing a essential to the implementation of the Plan. It provides the financial mso uees needed to perform several critical redevelopment actions: • Acquire property and assemble suitable developnnent ata. • Remove barriers to redevelopment. including suu.-tumpy substandard buildings. • Make development sites in the downtown arra economically cempeti- tive with awe traditional development locations in Monticello and the surrounding commnmities. • Make the public improvement; outlined in the Plan rime affordable. • Provide an economic incentive for existing businesses to reinvest in buildings and facades. In conjunction with the finilintion of the Plan. a devdopmem pn,ject in the downtown ver provided the catalyst for the creation of s new EEF district A Nur bkp rrre���i77 mom"wma v MWOMON r % 0 Tax Increment Financing District No. 1-22 will serve as the foundation for using tax increment financing to implement the Plan. The 'PIF District encompasses much of the Downtown planning area. Within the authority granted by State Law, the TIF Plan for District No. 1-22 controls the use tax increment financing. The key portions of the TIF Plan include: Administration The District is under the control of the Monticello Housing and Redevelopment Authority (HRA). The HRA makes decisions on the use of tax increment revenues received from the Distrix Any general obligation bonds issucd pursuant to the TIF Plan smut be approved by the City Council. Duration TIF District No. 1-22 is a redevelopment district. Under current State Law and the TIF Plan, the HRA may collect tart increment from the District for a maximum of 25 years from the date of the first receipt of tax increment. Assuming that the fust increment is received in 1999. the District would terminate no later than 2023. Financing Parameters The budget in the TIF Plan is designed to provide broad capacity to implement the Downtown Plan. The TEF Plan authorizes public expen- ditures of up to $39,930,000 and bonded indebtedness of up to $39,000,000. The costs of all activities considered for tax increment financing and the amount of debt cannot exceed these amounts without amendments to the TIF Plan in accordance with State Law. 71te budget in the 711F Plan should be refuted as actual applications of tax increment financing are undertaken. Modifying the TIF Plan budget to reflect actual use will assist in complying with statutory reporting requirements. Local Contribution In creating this TIF District. the HRA elected to make a qualit*g local contribution to avoid the loss of state aid (LGA/RACA). For this District. the local contribution is equal to Sib of the tax increment mv- enue. The maximum local contribution for all districts in the City in any year is limited to two percent of the City's net tax capacity, afar which point the City or HRA must make an additional contribution equal to the lesser of (a) 0.23 percent of the City's net tax capacity or (b) 3 percent of tax increment revenues for that year. to implementing the Downtown Plan, expenditures should be earmarked for the local contribution. The amount of the local contribution must be made out of unrestricted money of the City or HRA, such as the general fund, a property tax levy, or a federal or state grand -in -aid which may be spent for general government purposes. The local contribution may tutu A New DWV sswrsttr�rvodru..re.s.r be made, directly or inlitectly. with tax increments or developer pay meats. The local contribution must be used to pay project costs and can- not be used for general government purposes. • Timing Constraints The use of tax increment financing in this District is subject to some important timing constraints. The constraints must be carefully moni- toted to insure the rmx;m+nn effectiveness of this TIF district Within 3 years from the date of certification (approximately March 2000). the City or the HRA must undertaken activity within the District The stamtory criteria of activity includes issuance of bonds in aid of a project, acquisition of property. or the construction of public improve- ments. Without qualifying activity, no tax increment can be collected from the District Within 4 years from the date of certification (approximately March 2001), the Cityfii A or property owners must take qualifying actions to improve parcels within the District All parcels not meeting this statuto- ry criteria rust be removed ('knocked down) from the District Upon future improvement, any parcel so removed may be returned to the District. After 5 years from the date of em9wation (approximately March 20102), the use of tax incrernem is subject to new restrictions. Generally. fax increment can be used only to satisfy existing debt and contractual obligations. "IIs geographic area of the District can be reduced, but not enlarged, after 5 years from the date of certification (approximately March 2002). Other TW Districts Ire primary vehicle for TIF will be District 1-22. Other TEF districts located in the Central Monticello Redevelopment Project (Area) No. I may offer the capacity to provide financial support. The use of tax increment revenues from other Districts requires consideration of several questions: • Will tax increment revenues be available after accounting for existing obligations and changes in tax clan rates? • Will increments be needed to oddress needs within the District? • What statutory limits on pooling apply to the District? • Are TIF Plan amendments needed? • What other constraints apply to increment from this District? These questions can best be answered in evaluating funding options for specif• is Downtown projects. TAX Abatertted In 1997, the State Legislative gave local governments the ability to abate prop• erty taw. Minnesota Statutes Sectiom469.1812 through 469.1815 deaeribes AWW M* ioorverr==���7 ��pe�YOor��wlU�d the powers and process for tax abatement. Some highlights of the abatement authority include: • The abatement is granted individually by each political subdivision (city. county, school district). • Compared with TfF, the process to grant an abatement is simple. The basic process requirement is a public hearing. Following the hearing, the governing body adopt a resolution specifying the terms of the abate- ment. • Abatements may be granted for no longer than ten years. Abatements by school districts we subject to annual reauthorization. • Unless the authorizing resolution prohibits change, the abatement may be reviewed and modified every second year after its approval. Abatements pledged to pay boards are not subject to periodic review. • In any year, the total taxes abated by a political subdivision may not exceed the greater of 5% of the current levy or SI00.000. • Taxes cannot be abated for property located within a tax increment financing district • The statute grants the authority to issue general obligation bonds sup- ported by the collection of abated taxes. The proceeds of the bonds may be used to pay for (1) public improvements that benefit the property, (2) Land acquisition. (3) reimbursement to the property owner for improve- ments to the property. and (4) the costs of issuing the bonds. The actual application of the abatement legislation will require additional study and analysis. The bonding authority should be approached carefully. The statute does not specifically exempt this debt from a referendum. It may be possible to pledge abated property taxes as revenue to another type of debt. The Ant- will function more like a rebate. A property owners taxes will not be reduced. The amount abated is included in the tax levy, collected and paid to the pmp- erty owner or used by the political rubdivision purstrant to the statute and the enabling resolution. This process mattes timing an important factor. Since the estimated total abatement must be added to the proposed and final tax levy for the political subdivision. abatements become tied to the general levy process. You must understand the levy process to know when abatement revenue will first become available. Levy limits may complicate the use of tax abatements in 1998 and 1999. Public improvements aro often financed using the power to levy special Specht Ass ssrnatts assessments (Minnesota Statutes Chapter 429). A special assessments is a means for benefitting properties to pay for all or part of the costs associated with improvements and to spread the impact over a period of years, From a city perspective. this authority provides an important meats of raising capital. • Special assessments can be used to finance a wide range of public improvements. A New BrKF awtO�frYtrawYA>•ao �I Mwpw , t'+rs -4:1$ 0 'The table below lists the types of improvements that can be financed with special assessments. All of the public improvements needed to implement the Plan ate eligible for financing with special ••v ats. To acquire, open and widen any area sod to Improve the same by maswctim& eewawuesiq ad criaimioiag side, pavement gm- ters, cubs and vehicle parking strips of any mrsdat. or by gradin& paveliag, ailing or odxswite improving the aura lubding the beausti• fendm thereof and inctudiog storm sewers of other sum drainage scud eomoccuom from sewer, mater or amlu maim to curb liner. To inpdre, develop. eons&= extend and maintain storm and sanitary sewers mad systems, indoding outlets, bolding ams sad ponds, u= - mem plants. primps. Lift smiom. service mmeecoos and otter appurtenances of a sena sysrrnt, within sod with= the corporato ghat To construct.. reconstruet extend and nakdain steam begins maim. To install. reybm, externa and maintain aim ggba and met lighmag sfstemv; am tpocW Hgbdog syr To scpt6eimptove, eomwR recon. eumd and maintain water worts symms, including moSns, valves, hythaa[s. sarvim eonneu UM veils, pumps, reservoirs, tanks, aeom>em plants and other appravaaom of a wuw works system within and wahine the corporate omits. To acquire. isu rove and equip pada, opm spam utas playgrounds sod rocs l facilhie s within at withom the corporate Urdu To phm nets on streets and provide for their trimming, nee and temovat To abet m. s: and to drain swamps, marsbes and poaas on pubhe or private peopeny and to fill the same. To mmtruct reconstseset eatead and ®Irvin arta and over nood control works. To commrct =Dna ro t. exitnd and maiamin retaining watts and area walls. To ecgaire, construct retonstram Improve. &her, extend, operant, maintain and ptotrota a pedcwtan skyway system To ocgdm. eaastruu, remmova, extend. opetata mainain and promote undapo tad pod to cmcounts. To atgmre, eonmuet tmpsum atterextend, operate, anmtmn and pomote pubic malls. plain or courtyards. To mastrua. eeconstsner extend and rmiwin d1wirs boring systems. To comtsact. reconstruct, ahu extend. opasm, — and promme 6th peatrsdon systerns in existing hddnga, but cdy upon a petition pmauot to a:ectloa 429.071. sabdivisim l To arquite, emstmer. reconstruct. improve, alms extend and mountain freeway sound barriers To improve. emsuuu, rest mruet atmd and gwtn ala gas and chane disut0doo facilitles owned by a municipal gas or deeak anility. Types d4poatma , a,>anQ , wm specw • Special assessments provide a rneans to borrow money to fusance public improvements. Chapter 429 conveys the power to issue 'general obligation improve- ment bonds* to finance the design and eonsuuction of public improve- ments. Impmam faccros in the use of improvement bonds include: • A minimum of 20% of the cost of the improvement mutt be assessed against benefitted properties. • Beyond the 20% threshold, any other legally available source of municipal revenue may be used to pay debt service on improvement bonds. • Improvements bonds are not subject to any statutory debt limit • Improvement bonds may be issued without voter approval. • Careful consideration must be given to setting the amount of the assess - Meat. State Law sets one important Wait an the amount of a special assessment. 'Ilse amount of an assessment carmot exeexd benefit to property as measured by increased market value. Within this Iimimtioa. several factors will shape the amount of the asnument: • Reducing the amount of the assessment below 20% of the improvement cost impairs the ability to issue bonds. • Local improvement policies and/or decisions mode on previous projects "Nose Ysaa - I aatrrwwdaaaarw ►agrw often create parameters for assessments. • The assessment must strike a balance between equity and feasibility. Properties that benefit from improvements should pay a fair share of the costs. The assessment must be affordable for both the property owner and the City. Reducing the assessment to the property requires the City to allocate other revenues to the project. A special service district is a tool for financing the construction and mainte- Special Servke Dist id nanoe of public improvements within a defined are., Special legislation is required to access these powers in Minnesota Smautes, Chapter 428A. This legislation also defines the nature of special services that can be provided and financed. The nature of the applicable services can be tailored to meet the needs of Monticello. A special service district has several applications for the Plan. The district provides an alternative means of financing the construction of any of the pub- lic improvements discussed previously with special assessments. The service district approach avoids the "benefits" test imposed by special assessments. The test for the district is that the amount of service charges imposed must be "reasonably related" to the special services provided. The costs of parking improvements, for example, may be better spread across a district than through assessments to individual properties. An important use of the special service district is the maintenance of public improvements. Some of the improvements described in the Plan require a level of maintenance above the typical public improvement. Items such as banners and planted materials must be maintained and replaced. Higher levels of cleaning and snow removal may be needed. Without a special service dis- trict, these costs ate bome through the General Fund of the City. The use of a special service district is subject to sonic important constraints: • Process to create district and to levy taxa to use must be initiated by petition of property owners and is subject to owner veto. The use of a special service district requires a collaboration of property owners and the City. There am two separate steps in the process: (l) adoption of an ordinance establishing the service district and (2) adop- tion of a resolution imposing the service charges. Neither step can be initiated by the City. The City must be petitioned to undertake the processes to create a special service district and to impose service charges. At a minimum, the petitions must be signed by owners mpre- senting 7355 of the area that would be included in the district and 25% of the tax capacity subject to the service charge. The actions of the City Council to adopt the ordinance and the resolution are subject to veto of the property owners. To veto the ordinance or the resolution, objections must be filed with the City Clerk within 45 days of initial Council action to approve. The objections must esead 35% of A New BrUtP sourlarr�t�mnraea.nrw Par m4fl area tax capacity or individmllbtuiness organizations in the proposed district • The service charge applies solely to tion -residential property. State Law limits the application of a service charge to only property that is classified for property taxation and used for commercial, industrial or public utility purposes, or is vacam land zoned or designated on a land use plan for commercial or industrial use. Other types of property may be pan of the service district, but may not be subject to the service Charge - A potential special service district has not been developed. 7hx Increment Financing District No. 1-22 offers some insights on the fiscal capacity of a ser- vice district. The tux capacity of the parcels located within TF District No. I- 22 totals $1,293.033. Assuming that this amount represented the tax capacity of a service district. then each 1% of tax rare would raise $12930 in annual revenue. The actual taxable value of a service district would change as non- residential properties are deleted and parcels outside of the TIF District are added. General Property Bates General property taxes can be used to finance many of the services, improve- ments, facilities and development activities needed to implement the Plan. Taxes may be levied through the General Fund to pay debt service on G.O. Improvement or G.O. Tax Increment Banda, and as a levy for an Economic Development Authority or Housing and Redevelopment Authority. The appeal of the property tax is in ability to generate revenues. A tax tate of just 0.5% will produce almost $80.000 in annual revenue. Property taxes could play an important role in implementing the plan. The use of property taxes must be approached carefully: • The property tax is the primary source of revenue for fsmneing city ser- vices. The use of property taxes on the Downtown Plan must be weighed against other competing funding needs. • In 1997, the State Legislature established levy limits for fiscal years 1998 and 1999. Levy Ilmiu will cap the levy for general government purposes. A levy for debt service can be made outside of the levy limit restrictions. • The property tax system Is in a state of change. In 1997. the State A New &Wpe �:r�7 �uf��ato�Ea/rtOe•ra���sl�ar y o Legislature reduced the tax rates for all major classifications of real property. 'Me new rates lower the taxable value of property in Monticello. The table below compares current rates with the changes for 1998: clanif mim TICE Current Law Chante for Pay 1998 Residential Less than $72.000 1.0% 1.0% Homestead 572A00 to $75.000 2.0% 1.0% Class 1A Greater than $75.000 2.0% 1.85% Residential Less than 575.000 I3% 1.9% Non -Homestead Greyer than 575.000 2.3% 2.1% (single unit) Class 4bb Residential 23% 2.1% Non -Homestead (duplexAriplex) Class 4b Aparmreats Regular 3.4% 2.9% (market rate) Small Cuies 2.3% 2.3% Class 4a Low Income 2.0% to 23% 1.9%.1998 Housing 1.0%. 1999 for Class 4d qualifying pmpertyonly ComnmvW . Lets than 5100.000 3.0% 2.7% r_nd=wrist $100.0DOm$150.000 4.6% 2.7% Class 3a Greater than $150.000 4.6% 4.0% The Legislature not only made immediate changes in class rates. but also set a process for achieving future targeted reductions. Among the targeted redactions am the tad tier for commercial -industrial from 4.0% to 3.5% and nmrket rate apartments from 2.9% to 2.5%. Another tax system change on the horizon is the potential reduction or elimination of taxes on personal property of utilities. This action would reduce the tax base contributed by NSP's power plant. Through HRXs and EDXs. cities have brand powers to facilitate the revital• CmmnmW RdvblQtallotl ization of existing buildings. '!here is alto specific statutory authority for loans end Grants loans by cities. The City may establish a program to make loans to Mance the rehabilitation of small sad medium sired commercial buildings (MS. Section 469.184). The program can be funded through the iasuat>ce of bonds. Other revenues of the City (i.e« rax increment) could be used to assist the program. The creation of a loan/grant program will focus more on uses and funding than on the underlying authority. Alien 8rttigr Mal fMMkWbV D=e 08 AW&M Papr q:w Sales lac Some bf nnesota cities have sought and obtained special legislative authority for a local sales tax. The funding potential of a local mks tax would depend on its rate and application. Using 1994 tax revenue. a tax me of 0.5% would raise almost 2325,000 in revenue. In addition to its funding cgmcity. a sales tax offers other positive factors. Depending on the enabling legislation. it could be used to finance any imple- mentation action for the Downtown Plan. The availability of this revenue would Lessen the butdo on more traditional funding sources such as property taxes and special assesumcatt. This tar also passes a portion of costs on to non-residents. A local sales tax producers concerns about placing the community at an eco numic disadvantage. If the coat is passed an to the customer, they may choose to shop outside of Monticello. If the business absorbs the tax. then it may impair business development A UM WMV rrrr��7 �aaretaryne•ar��wrar Ns"'Q r l0 M", Understanding the tools that ate available to finance development activities Links t0 and public improvements is only part of the solution. Implementation requites Implementation connecting these tools to the Downtown Plan. Toe following section offers some strategies for making effective use of the financial resources need to implement the Plan. Tax increment financing is the essential piece of the finance plan. Making Use TIF wisely effective use of TIF will directly influence the ability to implement this plan. While it is impossible to predict the actual implementation steps. it is possible to offer some reasonable observations about development and TIF: • Development activities at the River and the Mall anchor the Plan. Development projects and related improvements at these locations are likely to require full use of resulting tax increment revenues. The City should not anticipate that these projects will produce excess tax iocre- ment that can be used for other projects. • Tax increment will be needed to fill the gap on Walnut Sum The pri- mary funding for the reconstruction and enhancement of Walnut Street will be City funds for stmt maintenance and special assessments to adjacent (and benefitting) properties. The use of special assessments must seek a balance between a fair share of improvement costs and a level that becomes an economic barrier to operating a business on Walnut. In this context, it is likely that general revenues and assessments will not be sufficient to finance the project. Tax increment holds the potential to fill all or a portion of the'gap. • Smaller projects play an important role in the revitalization of the Downtown. New facades and interior rehabilitation may not produce much tax increment revenue. For this reason. a loan sad grant program offers a more effective finance strategy. The tax increment revenue from these projects could. however. be targeted for replenishing the loan fund. • Plan for meeting local contribution requirements. Succurful implemen- tation of the Downtown Plan will create development and Were= the amount of the local contribution for TIF District 1.22. Funding of the local contribution should be considered as pan of overall implements. don. Other public funding for the Downtown Plan should be evaluated for its ability to meet the statutory criteria. • Implementation plans must account for TIF time constraints. Strategies to revitalize the Downtown must keep track of the limits that apply to TIF District 1.22 in the fourth and fifth years following certification. A New WO !tel Sxtwrrrswrtoawar•�rwwcr •`..77 o Create a revitalization loan Tax increment financing will not fn the need of every project. A program of and grant program loans and greats may be a more effective option for smaller preje= and for the rehabilitation of existing buildings. Creating a program will revolve around issues of objectives, structure and funding. A loan and grant program requires objectives. In general terms. the loan program is intended to assist in the revitaliza. tion of the Downtown area Vete are many facets to the revitalization effort. In designing a4oan program, the EDA must consider the results it hopes to achieve. It is unlikely that them will be enough money to fund all possible applications. Therefore, the prioritiraaoa of objectives helps to target the use of available funds. Setting objectives also influences other decisions about the loan pro- gram and about the overall iutnplertentation of the Plan. The list below identifies some potential objectives: • Enhance storefronts and facades in accordance with the design guidelines in the Plan • Encourage the rehabilitation of building interiors to bring them into compliance with local codes and ordinances. • Encourage building rehabilitation to provide space suitable for the proposed use. • Provide fundiog to close the "gap" between financing needed to undertake the project and the amount raised by equity and private loans. • Provide economic incentives to locate businesses in the Downtown. Public objectives are only one part of the equation. The program will am be successful if it fails to encourage private investment. The design of the loan program should cake into account the economic baniers to business development in the Downtown. A final objective is the assessment of risk. Commercial rehab loans carry snore risk than the loam made for industrial development. With small commercial projects, the applicant is likely to have a good idea and not a detailed business plat. Some good ideas may become viable businesses and others will not At the outset. careful consideration mum be given to the implications of the unsuccessful project The nature of the acceptable level risk will shape guidelines on the natam of the loan, the type of project and the aasainistration of the program • Design the administrative structure to fit local needs The nature of the loan program has implications for the time and effort required to support the program Processing loans to be adrtinlnered by the City (through the EDA or HRA) requires a commitment of staff Lime. This commitment could be reduced by a program that works in conjunction with A local hank It is also unpo tent to consider the steps, A P40 Ee1dp �.ry�e-n..,�774�,�� srr�t au■r.rrrur 7`= U9 0 time schedule and fees associated with processing an application for assistance. • The availability of funding will shape the program. It is inevitable that funding and design decisions will be made concur- rently. It is likely that an allocation of existing funds will be needed to start the program. The amount of available funds will shape decisions about the design of the loan program At the same time. the nate of the loan and grant program will influence the amount of funding need- ed. The end result will reflect a balance between funds and perceived ability to influence development in the Downtown. Tax abatement may offer a more attractive ahemative to tax increment finatrc- Evaluate the use of ing for the rehabilitation of smaller buildings. Tax increment financing creates tax abatement revenue only on the taxable value in excess of value in existence at the time of District creation. Rehabilitation may not add significant value. Tuning is another issue. The mechanics of the property tax system may create a two year lag between improvements and the receipt of tax increment revenues. Tax abatement addresses both of these issues. It is possible to abate the entire tax bill, not just the incremental value from rehabilitation. The abatement takes effect sooner — with the next available tax year. Issues to consider in planning for use of tax abatement in the Downtown area include • Coordinate with School District and County. Each political subdivision must separately abate its share of property taxes. At an early stage in the planning process, it would be important to meet with the School District and County to determine their interest in participating in an abatement program for the Downtown and if so, how to step up a process for considering projects. • Coordinate with other local efforts. The use of tax abatement should be part of an overall economic incen- tive package. Since abatements an granted by the City Council, the EDA operates loan and grants and the HRA administers the TER dis- tricts. coordination of local efforts will be important to malting best use of financial resources. • Target properties. Key redevelopment parcels in the Downtown ore located within a TIF district. Tax abatement cannot be granted to property in a 71F district Therefore, some consideration should be given to the properties that could receive greater benefit from abatement than from tax increment Target parcels might include existing buildings requiring facade and interior renovation. A New RUIP ft""NobalwwM Pat•«4 :Ll =11 Create a plan for As noted earlier, the City will hely face a gap in financing the proposed Walnut Street improvements to walnut Street. Starting the financial planning pm= at the earliest opportunity odds to the time available to find solutions. How mach is the gap? What options are available to fund the gap? What steps are needed to implement the fmance plan? A proactive approach increa the chances for a successful and affordable project Part of creating a plan for Walnut Street would be obtaining special legislation to establish a special service district The service district can be used to finance the construction and maintenance of the Walnut Street improvements. Legislative authority only adds this tool as an option. The process to create a district can only be started by a petition of affected property owner. A New bft rasssq arraa>rt, ae�. rs as.a.r hn� Q•, r'i It. 9 o An implementation strategy has been defined to guide the evolution of M Overall Strategy Monticello's downtown and riverfront over a period of about twenty years. The strategy has been framed around those principles that are intended to guide to development of the arra consistent with the community's vision. Strategy 1: A good place to do business Actions Strategy la • Work with Ivey existing merchants to ensure that they stay in Create a alely of reasons for people downtown. are key to a vital and active downtown and under- to metre to dwnto m stand the plan, and are able to find expansion sites within downtown if necessary. • Develop centers of activity to draw more people into down- town throughout the day and evening. • Program activities to bring people to downtown for regularly scheduled evens. • Establish business hours that are generally common to all retail businesses so that most states are open when there is a concen- tration of potential customers in downtown. • Maintain contact with the Post Office to ensure its needs are satisfied and it remains in downtown. • Plan for the eventual move of City Hall into the center of downtown, creating a visible symbol of the City in downtown and to allow the business of the City to be conducted as a part of the business of downtown. • Study the idea of a family center as a part of downtown, to make it a center of activity that is different than commercial activities of downtown and to create an attraction that extends the life of downtown throughout the day and evening. Actions Strategy lb • Work to develop streets that are comfortable for strolling using Crenate an ;aattlye, mnvenlent and wide sidewalk wad pedestrian -scale amenities• tmdWable erwharnerd fm as - s•Provide Provide parking on the street of downtown that is meant for trona and workers customers and encourage business and property owners to share customers by sing pig >7wx& • Develop mid -block pedestrian "pass-throughs" to connect park- ing areas behind buildings to struts and storefronts. • Develop a lighting program for downtown greets and parting areas that provide uniform light at levels appropriate for a downtown environment • Work with local/county law enforcement as activity grows to make certain that they have a visible presence in downtown. • Encourage business owners and employees to park in remote locations. reserving parking spaces nearest the business for cus- tomers. A New ftmkge l A� drrsst rY�oiitoa�rr wr Or•rs �v�v.::�ii are s.4 �I 7-5a Strategy It Actions Develop a cotuBtsd tp,alay In saes Create design guidelines for sites, buildings and signs that and bndldbW to ptoted the encourage consistency (bat not uniformity) in materials soak, "Vtv6lntett fhet properly and hdness construction quality and details from one building to the nen owners rrake In downtown Establish a process for reviewing proposals for change to downtown through the MCP Design Committee (as an advisory group to developer and the City). • Establish a loan program for storefronts and building inftatnu- ture to encourage investment in downtown buildings and sites. • Identify five downtown businesses for participation in the loan 1m9ram Strategy ld Actions Maltttaln downtown Create a maintenance program to address street and sidewalk In a CMSisW mamte cleaning and arrow removal, fitter collection, amenity tare and other factors that keep downtown "clean" and protect the investment the businesses and community make in tkw down- town. • Pursue a downtown nwinr•n.TM. association or a special ser- vice district to achieve consistent mainteaanee. Strategy 2a Cr®te a dvlc and InstfUlonal core to how Ute hmNorts of the doamlaxm OW f&M dtre m the soda] and dvic needs of the Montkdlo omm unlry, mad to Aotdlon as the •new bridge' between the dome tovin/ tvettont area and the hlg may -ale ted commerdal ansa A New &lap Mrr Re s8 t Iir Strategic Outcome • A downtown that meets the needs and desires of its customers while respecting the financial needs and investment of business and property owners. Strategic Target • Establishment of a maintenance program and vehicle by the beginning of 1998. • Establishment of design guidelines and a review process by September 1997. • Establishment of a loan program by June 1997. • Reconstruction of downtown streets with added pedestrian amenities coordinated with major reeoosmrction (based on life cycle of seem or related infrastructure). • Five downtown businesses participating in storefront and/or infrastructure lam program in 1997. with improveumnts eom- pleted by end of 1998. Strategy 2: A center for community Ardo • Establish control of parcels that encompass the civlctinstitts- tional core as indicated in the plan. • Establish land use controls permitting civic and inAitutional uses in the part of the plan designated at the civirlisutitutional core • Relocate Ferre 1p3 and bulk tank facilities to crena: load for development of civic and institutional facilities and to elirnl- nate visually undesirable uses. • V=u 5.1/2 Smut to provide additional Ind for new facilities between Pine Street and Walnut Street, and to create more available and developable land between Walnut Street and Maple Street (maintain serviceability for sanitary sewer line between Pine Street and Linn Street. • Agree an the creation of an architectural style for public facili- ties in the civichastitutional core (and at other locations in downtown) that might reflect a consistent 'civic' quality. • Plan for the eventual relocation of City Hall to the civiclutstim- tional core in a location that gives the building prominence from Pine Street and Walnut Street. • Pursue the development of a multi -use Family Center ('includ- ing facilities for organizations such as Minnesota Army National Guard, Early Childhood and Family Education, Special Education, Adult Basic Education, Preschool, Head Start, community computer resource center, Jobs training center and other programs related to the local community). • Investigate the opportunities for a county services facility, which might include county offices, court spaces and other county fractions as well as a Deputy Registrar. • Preserve space in the civic/institutional core for the develop- ment of a Public Safety facility to house county sheriff' offices, fire and emergency services offices, and, if desired in the future, a Monticello police department. • Create a center for Monticello history, arts and culture in a prominent location within the civic/utstitutional core. Acriont • see "A celebration of community, everyday" below Strategic Outcome A place in downtown that belongs wholly to the community where the people of Monticello gather for their social and civic activities. Strategic Target • Gain control of key parcels in the cividinstimdonal cote and relocate Femellgas and WA tank facility by 1999. • Pursue feasibility of a Family Center developed in concert with o training facility for the Minnesota Army National Guard in 1997. • Establish a policy on the relocation of City Hall in 1997. Strategy 3: A compact center Actions • Establish land use controls to prevent the "creep" of eommter- cial, retail and office uses beyond limits established in the plan. • Investigate options (Iand use controls, financial incentives) for directing commercial, retail and office development to sites within the downtown boundary. StratM 2b Rdnfmm Vkst tirtdge Park as a slBd = pubk gatftertrtg space Wth regidarly schedWed vents Strdeu 9a Ddhe a batum1 Ty for mrutn dal, reW and Om uses In m ti to tztuoeutrate Oise use In a pmdvtk•dam" A New BNP me+q ftmaw ot■s..s sass Serate® 31; Acmes bxmrdp the highest passible Require design review of every new development or rehabilita- densty of develaprreitt within the tion within downtown to ensure conformance to the design tohmdarks of downtown guidelines outlined by this plan <by who>. • Redux on-site parking reqirentem• for downtown uses by allowing on -street parking along a site's public periphery. • Fuge the development of multi -story buildings m down- town. Shategyr 3C dctiatt Define transition encs at the Establish land use controls for an area lying generally one paWM of do nntown for rises wit block beyond the downtown boundary that will allow for "tran- as rmalN tnty resident and horne-based bugnews sition" uses and development Strategic Outcome • A downtown that is recognized as the anter of the Monticello community due to its built panems, and one that is interesting for pedestrians and encourages pedestrian activity on the street of downtown. Strategic Target • Revised land use controls adopted within one year of =ep- tance of the plan. Character Strategy 4: An identity related to Monticello Shute® 48 Actiam Build or renovate fxlldings to create a work to identify and understand the community's special char- relatlonshlp to the mmnwdty of well act er and qualities so that time ideas can be passed on to those as to their hmnedlate purpose private sector that might contemplate change to their buildings or new buildings. • Require adherence to the design guidditm for all new build- ings. for all renovations that receive any degree of city oasis- tance and for all other improvement thst total more than $10,000 in value or effect more than one-quarter of a building's gsou floor area or more than 25% of total facade of a building. • Encourage the creation of buildings that an flexible enough to accommodate a variety of uses over time, and that arc con- structed with a life span of at Least 30 years. • Mandate that any improvement that requires a building permit have a building maintenance program submitted and approved Sttateg Q before issuance of a certificate of occupancy. Create pLNl(bt &V Nat stand %d dcdons hUm other dmntm rt butd V lad Agree upon an architectural style for all public buildings that is that have a Cotmmts dwacter and qMW based on character of the community. place public buildings on sites that me prominent within down- A New WV IS MMIN V mom= 4W town. �d Nr � •4 7I 99 Acdan t strategy 4c • Extend Walnut Street past River Street to trate a direct vehicle Mate the bllzts:sippl Riva an and pedestrian connection between most of downtown and the MVW part tddowntwyn river. Introduce uses along and north of River Street that complement the park and attract people to the riverfront area. Establish guidelines for planting on downtown streets and side- walks that utilize. to the greatest degree possible, plants that art a pan of Moaticello's river and savanna environment Redevelop West Bridge Park to serve as downtown's major outdoor event space, able to easily accommodate 1000 people for a single event. Actions strategy 4d • Use the first major public improvement project to study and Make l rtpmverru s througttoW define the elements that will be used at all downtown streets downtown's public Spaces tftal utlltm and public spaces. consistent patterns, matefaLs and • Review fife cycle costs and efficiencies for all new elements detalls introduced into downtown's public spaces beforo implementa- tion (for example, the cost of furnishing electricity to lights, the cost of maintaining street trees, the lifespan and maintenance costs of a concrete walk). • Establish a common lighting program for all downtown park- ing areas (public and private). Strategic Outcome • A downtown that evolves to reflect qualities and character de- ments that are appropriate to the Monticello landscape and community — a downtown that is not a copy, but an original — and uses elements that endum Strategic ihrget • Establishment of design guidelines and a review process by September 1997. • Implementation of improvements to streets eootidinated with major Edon or reconstruction. • Initiation of enhancement to West Bridge Park in the summa of 1997. Strategy S: A transportation "web" Acdo sntev SA • Develop a network of sidewalb reaching from downtown into Create a mage or options fur moving surrounding neighborhoods. 00 and Ih'mngit the downtown In • Expand the service provided by the Heartland Express to create order to ease, as muot as passable. a regularly scheduled "local circulator." concentrating service Wit congesUonand to encourage at peak transport hours (such as croon and early evening). people to move between downtown • Study the feasibility of utilizing the railroad for a local service de cellons without Utdr ors trolle or linear parkway, with destinations including schools. downtown and Montissippi Park. A New BAdgs M�tr te•a'rtW�r��o/RlMd , hfts9 • — 7� Strategy 5b ecrio Devdop HVatrnzt Street as a new 'nab Highlight the locations of municipal parking lots at all cross Street- er cluagtrlg Iotal streets lading from Pine Street to Walnut SfteL At irNsoulh talk to utDtte ft street Institute a signage program to direct people in can and on foot and using am Streets for to Walnut Strom, Broadway, the riverfmat and other key down- aat ss front Pine Streik town locations • Reconstruct Walnut Street as a main street for can and people, and with a character that fits Monticello. Strategic Outcome • A recognition that traffic concerns can only be managed (not solved) by utilizing other modes of transportation (even in a town the size of Monticello). • A downtown which is not dependent on automobiles for every trip into or within downtown. Strategic Target • To develop an expanded local circulator service by 2000. • To create an extension of the pedestrian network at every pro- ject opportunity (new development project; and meet recon- structions). • To have Walnut Street functioning for traffic as a new main meet by 2000. Strategic Outcome • A downtown that works together in spite of the kinds of use conflicts most zoning ordinances strive to prevent. creating a downtown that is alive with activity becmua people come hem A New &Wp Pal, WE&aewNa.an+ro.r..ro.wr '/�a/� /j/ Strategy 6:A mit of uses Strategy 6a dcHoat Allow a varlety of toes Wdhtn Ste Permit uses in downtown according to a general pattern of uses Bamdaries of downtoum to et amitge based on 11 downtown "districts" — zones that am based more use of damtawn Ihmt hotel the day on size and character titan separation and definition. and evetttg Establish proems of land use that ate not single use oriented, focusing instead on the general use, size and character of devel- opment within each downtown "district" • Require developers to demonstrate how their proposal fits the general patterns of use, size and character of the "district" where their pmjeet would be located. • Require developers to implement some degree of joint use parking in thein projects. Strategy 6b Artier Emmrrage null 1ple story bufldlp 0 Allow residential uses over retail or office uses throughout mix uses vuticaN MM dowrtttawn downtown. • Calculate parking provided for all sites in downtown by using the parking available along a site's street frontage. • Require multiple story buildings in the River and Broadway districts of downtown, Strategic Outcome • A downtown that works together in spite of the kinds of use conflicts most zoning ordinances strive to prevent. creating a downtown that is alive with activity becmua people come hem A New &Wp Pal, WE&aewNa.an+ro.r..ro.wr '/�a/� /j/ for a variety of purposes. Strategic Target • Ongoing Strategy 7: Embracing the River Actions Strategy 7a - Implement the Walnut Street connection to River Surd in con- Efttd VMud Street to make a diced cert with the programmed resurfacing of Walnut Street. tmmetUm between do ntawn and • Redevelop parcels on Walnut Street next to River Street (if MerlveArmd roadway construction affects the buildings or properties) with the rim is &Mvnmt uses that orient to the river and the part activities (see xx below). Actions Strategy 7b • Establish control of parcels surrounding the pant (especially the Wkime Vial Bridge Park to make block an the west side of the park) in order to encourage cede- t the tender of Mdoor adMty velopment of those sites to focus on the river. In downtown • Surround West Bridge Park with uses that encourage activity the rim is &Mvnmt on River Street and Walnut Street (retail with second story office or residential. multi -family residential hotel and enter- tainment uses). • Encourage an architecture for buildings that face West Bridge Park that has addresses the qualities of the park and the river. • Develop a capital improvement program for West Bridge Park to provide for anticipated performance and gathering activities and that establish a stronger visual connection to the river (with special attention given to upgrading the condition of river bank). Actions Strategy A • Develop a streetaeape for Walnut Street and River Street that peA* pCers of Wr&CW for recalls the character of the river. wells mrd 05 to Create • hie • Extend srreetscape elements of Walnut Street and River Street mrmedlors bet m dmvntotm and into adjacent sites. the rim is &Mvnmt Ammons Strategy 1d • Initiate meetings with other jurisdictions to discuss the devel- fstablfstl ptoadiaes with Big lake opment options for land on the north bank of the river. and Better townshlps for etauraging • Meet with existing land and business owners to discuss short developmed on the north bank of the and long term plans for their properties on the north bank of the tNer that ran' ' m the tnveSUned river. made by Monticello on the south batik Strategic Outcome • A relationship between downtown and the Mississippi River that is the major focus for public gathering in downtown and true celebration of Monticello's river. Strategic Target • Extend Walnut Street to rhea River Street as part of the pro- grammed resurfacing of Walnut Street A New ltrdp �dR ldrtM6110=008SC Aftew /� Post M4 11- 9e Come to agreement on the ultimate use of land on the north side of the river by 1999. Establish a capital improvement program for West Bridge Pat and begin enhancements in 1997. Establish a program of acquisition for parcels surrounding West Bridge Park as they become available, concentrating on the block west of the park. work with interested developers to gain control of sites if their development program matches the vision for this area. Strategy 8b Strategy 8: Downtown's neighbors Strtdeg9 ga Actions fnad polldeS M 11 t11dall mt Prohibit encroachment of downtown uses past the defined gtta00es of a ftntavm boundaries of downtown. nesldettalal ndeborbood Establish perrnit parking for neighborhood streets nearest the downtown boundary to limit parking for downtown uses within the neighborhoods. • Recognize long term redevelopment of the transitional zone around downtown by encouraging multi -family dwellings to downtown's perimeter. • Study the needs of the neighborhood as a whole and develop a program tailored to the needs of this well-established Monticello neighborhood. The City of Richfield might be seen as a good example of a community with an active housing rein- ventilm program. • Consider the potential of narrowing neighborhood streets to reduce traffic speeds and more definitively marls the edges of the neighborhood for drivers. Strategy 8b Actions Take steps W maintain Ste stodt of Acquire properties that diminish the overall quality of the hotnes hl these rxtg ft toodf, peep neighborhood and rehabilitate the structures or contract new Ing then de table planes to Ore homes that are nubW of the character of the mighlrorhood. • Establish (or enforce) codes related to the upkeep of homes and yards - Utilize low-interest loans of other itnancial incentives for mha- bilitation or renovation of homes in the downtown neighbor- hoods (especially because these homes are already connected to city services. c ANew Bridge r, poptaartNaee�.Ya.r..rn.as . 4, 7 i Strategic Outcome • Neighborhoods in areas already served by urban services near the center of the community, with a strong relationship to downtown and its activities but protected against any of its negative influences. Strategic Thrget • Accomplish neighborhood needs study by 1999. • Other action zee on-going. '7 - T9 Strategy 9: A celebration of community, everyday Actions Strategy 9a • Plan for performance spaces in concert with the development Utablsh a series of frequent and of key civic facilities, especially West Bridge Park and pro- revAirlyscheduled everts omurtng posed City Hall Plaza. In downtown which draw people of • Identify and invite local individuals and groups to perform at March together and hgghQght the these events. talents at the ownrnunity • Develop and promote the events. • Develop a capital improvement program for West Bridge Park focusing on the creation of permanent facilities to support the events. • Implement other event spaces over time at key locations, with each space suited for a particular type and sire of event Actions • Establish control of a site in downtown that suits such a facility. SbatM 9b • Investigate the potential of creating a community foundation as ate a history, arts and aftcre center a vehicle for funding such a center. In downtown which provides a space • Research similar facilities in other commmities (such as the tv odbaal adMtg to omir on a New York Mill Cultists Center in New York Mills, Minnesota). year-round basis • Develop a preliminary space and f mction program. • Seek initial fuading for a feasibility study and concept plan. • Seek permanent funding through grants, gifts and endowments. • Hite a firm to design the facility. Strategic Outcome • An outdoor and indoor centerpiece for the preservation and enhancement of Monticello culture as a catalyst for attracting people to downtown. Strategic Target • To have a well-established and recognized performance pro- gram in place within three years of acceptance of the plan. • To establish a history, arts and culture center in downtown within 20 years. Strategy 10: Life after dark Actiomt Stratev 10a • Enact ordinances that allow alcohol services for food and bev Km ftnips to ndes to erage establishments that might choose to locate in tate down- aWZW etertainmertadMUes town and riverfroat area. during mft hours or • Strategize the use of shared parking for activities that have dif- oar gpwttme times ferent peak parking demands (aa office building and a bar, for instance). Acriatm • Provide incentives to busioesses with an 'entertainment' focus (eating and drinking) to locate in downtown. • Identify and obtain purchase rights to properties that would be Strategy 10b Encamp new rte, bars, refeS and cWtihmse to bite in downtown A New ttrtopt fta tt ara>Wr OaOMd antero Page W4 7—Qo well-suited to these kinds of uses; follow-up with contacts from teuwmntears or other food and beverage operators. Whenever possible, aggregate these uses to create a sit g rela- tionship between establishments (an'mtenainmem' precinct in downtown) Investigate the potential of a hotel facility on the river as one the the major focal points for night fife by initiating discussions with developers. strategy 10C Actions PmWdefree mrnmRmly Provide benches at key locations throughout downtown. where erderta6orod In dmuntOum people can watch the activity, and especially at the riverfront. where the attarntion of the river is so strong. Utilize beaches that encourage lingering, such as the swinging benches or the bench and table arrangements at Centennial Lakes in Edina • we 'A Celebration of Community, Everyday' above Strategic Outcome • A downtown and riverfront tura that is 'alive' for at least 18 hours per day. with activities that draw people together for rea- sam other than shopping or work. Strategic Target • Community entertainment activities shoald be initiated imme- diately; bench building should be initiated immediarely • Discussion with entertainment developer will be ongoing. • Investigation of ordinance or legislative changes by September 1997; changes in place by January 1998. Strategy U: Partnerships for mutual benefit strategy Ire dctfoas Keep uta •mnnaadty Invested in ik Use MCP rut the focus for communicating downtown events acUats and Oedlmu of this plan and changes to the public. • Recognize the base of knowledge related to the downtown area that exists in MCP committees as decisions are made regarding the Rtwre of downtown. • Review progress and conformance to the plan on a regular hasis, using the 'indicators' identified in the plan as a 'yard- stick.' Strategy tib Actions Ech &vdoppmabout the Meet with developers before they initiate a project. ensuring cairmtnlly's Wffdl= for us that they understand the logic and intent of the plan for the downtown and r1vertmnt downtown and riverfront area. • Research development projecu in other communities, and invite developers of worthy projects to visit Monticello and team of the opporruntiet available hetes Strategic Outcome A New Brft as•etelft mm�l��s�r �r�%�77�a • An Informed public and development community that 1s poised � to act (rather than coact) to proposals for the downtown and riverhont area Strategic Target ' Annual or bi-amaal reviews of progress ' Quarterly or semi-annual newsletters to the public Initial list of 'worthy' developers by September 1997, with invitations offered within one month of'malong the list' • Other actions are ongoing A New M* W erns nra bl o�.�� hp r4.�l 7'pa. Indicators As we look forward we can envision the changes that result from this plan for Monticello's downtown and riverfrom. It will be u W also to look back as we proceed, understanding what change has occurred and how succusftil we have been in this endeavor — and even when a change in course might be required. The following List of indicators will demmstraw the incremental change from 1991's downtown and riverfront eoodiaoar • Attendance spates for downtown events • Saks receipts for downtown entertainment venues • Numbers of outof-town visitors at downtown bumesses (recorded by zip codes at point of sale) • Downtown i aff c and pedestrian counts after 6 pxL weekdays and all day on weekends • Record of all new activitin and events each year • Assessed and taxable vahnion of downtown as a whole and by area • Employment by SIC. code • Absorption rates for office and retail use • Vacancy rates for office and retail use • Business expansions and businesses attracted • Lease raw for retail and office use • Demographic data for dmw area and for downtown neighborhoods • Number and type of downtown dwelling mita • Assessed valuation and cele prices of homes in downtown neighborhoods One of the key fim steps will be to establish base line data for each of the imdi- caton listed above. '[he development and maintenance of this information is a task well-suited to each of the MCP committees A Mea tl P ftvOtl f "006.1 ANON MW�a�l Nj• wb ; 0 7- ®o 3 USE Monticello ' Downtown and Riverfront 4 Revitalization Flan ® cam= �fe ©.,.,....... ra..�. MA •,.r rw ' ® r����r 7 o of V ©mruraru«.m DESIGN DIRECTION Monticello Downtown and Riverfront Revitalization Plea "60 .�..�,. ® rte.. 9-0."0r 1QE:ti.- 7-ms w TLA -M uPD67ES 'r Y Churn Soled u (w Laa4 Ft+ $ zed Desip MIN Hoisington Koegler Group Inc. 88 S August 1997 Ms. Rim Ulrich Monticello Community Partners P.O. Box 994 Monticello, Minnesota 53362 Re: Board Input on Downtown and Riverfront Revitalization Plan Dear Rita. I have compiled the input received from the MCP Board at their meeting of 30 July 1997. Their input and my actions for changing the plan ate as follows: Board CommentThe issue of linking the recommendation of the plan related to land use changes and the need for updating zoning of the downtown area was raised. It was suggested that a list of primary amendments to the zoning be created and incorporated into the Jmplementadon portion of the plan. In addition. the timetable for making the changes was questioned. Action: HKGi will meet with the city's plaouer to define the best approach to malting the accessary changes to zoning. The actions for making changes will be revised in the Implementarioa section will be adjusted so that maiag changes will occur during 1997. (Strategy 3. mat gic outcotrm; page 418) Board Comment: To pian should nor commit the idea of a community center to one site (the site identified in the "civichassiturionar core in the plan. Action: The narrative will be adjusted to reflect the possibility of the community center being located on this site. It wiu be noted that other sites are being considered and that a Task Fore has been formed by the city to evaluate site options and dewrome the most favorable site far such a facility (Strategy 2a; page 4:25) Board Comment: The relocation of City Hall to the Marquette Bank building is proceeding. This is contrary to the recommendations of the plan. Action: The relocation of City Hall to the MaMutte Bank building is as entirely contrary to the directions of the pian. The plan Indicates mar City Hall should be prominent in the downtown and recognized as a civic feature of the community. The Marquette Bank site is certainly mora Integml to downtown than the current City Hall, and will likely servo the needs of the city better. rxo MM Boalsvmd gain rJ. minoetpoas. MW== 33479 (61:) 03s~ Pu (612) 833.7160 ? .Io<o Rte Ulama s Aegnt 1997 Pop The move to Marquette Bank might also be considered one step in a sequence of events. and that altimuely. mu site and building might serve another use beset: In the long term, a site for City Hall might be foamd in the 'civic/institutional" cote when a building can be an integral part of the "xw bridge" concept. While the current relocation plans will be noted. the direction of the plan relating to principles for City Hall are still valid and desired. Board Comment: The SCFE program will be housed is the Pinewood Elemenary School. The plan indicates that it would be a component of the com®nity ants Action: Mraimtion of the ECFE from the development program for this facility will be noted The ECFE program would have been tan of several components of the community antes While it woaW be desirable to have this fnci in the community center, the ECFE program needed to establish a permanent locution in advance of the implementation of the commuaity cents Other programs of a similar nature should still be considered u the community center is studied by the local Tart Force. (Strategy Za: page x:26) Board Coromnr Maintenance of pedestrian arta in downtown was indicated as a Concern. There is a need for consismat care of areas meant for pedestrians in downtown. Action: The plan addresses —i -ten -a -I of public spaces and ,paves for pedestrians in the downtown. Recommencisdom include the establishment of a special service district or a dowmown association with maintenance respoadbdity to provide for consistent mainteaaxe in all areata of downtown. (Strategy Id: page 4= Board Comment The width of streets in arena new downtown and their telatioeahlp to downtown caeca was questiaand. Reforestation after the July I :tette will become an issue. Action: The width of streets was disensaed. noting that the plan addresses the configuration of saeea In downtown. As a whole. the width of seas must remain a policy issue for the airy. It was noted that wider artats con more to maintain and rebuild. promote additional runoff and increase beat gain. and encourage higher traffic speeds (all of which are undesirable). The plan can reasonable address roadway widths for areas the abut dowam m. Narrower streets In neighborhoods might provide an added benefit in defining the limits of downtown. and discouraging commercial traffic from using neighborhood areas. Tbese Ideas will be iompormad into the plan. 7-/07 Rita UWCb Asp st 1997 PRPI Board Comment: The section of the Re -Use of Buildings in the Design Guidelines was questioned. It requires another level of review. with a body that is act a city board at commission. Terms like 'historically significant' were questioned. as well as the requirements for re -using buildings for their historic purposes. A suggestion was made that Design Guidelines Section 4.0 and 3.0 be eliminated from the plan. Action: Discussion focused on the need for design guidelines. Although some board members considered the design guidelines to be another level of legislation imposed on businestes. most people undertaking redevelopment activities will desire some level of assurance that their inveatmeat will be matched (or at least approximated) by their neighbors. The city. as well. would want to have some guarantee that funds loaned to developers or businesses would be used in ways that further the gods of the plan. At this point. only those developers who seek city assistance would be required to conform to the design guidelines (or potentially those who purchase property from the city. who might be required to follow the design guidelines depending on the specifics of a development agreement). The use of the MCP Design Advisory Tear. as suggested by Section 6.0, is a benefit to both developers and the city. Developers often want community support for their projects from the outset: the use of the Design Advisory Team would be seen as an advocacy group by developers rather chart another layer of review. The city, in its review of development proposals. lacks the expertise on staff or r1 the planing commission to discern whether a proposal mats the full intentions of the plan. As a group with advisory, authority to the planning commission (much like the park commission reviews development plans in advance of planning commission reArw). the Design Advisory Team would be a real benefit to the planing commission. It was explained that none of the design guidelines hos samnary mesdng at this point. They are recommendations for developers and ben no relation to rales imposed ander the city's toning code. Paragraph fete on page 3:23 morn fully explains the relationship between various levels of "min.' While some of the design guidelines might be codified. it is not reasonable to assure that all will become "bard and fast' rules. Narrative describing the character desired as a result of the application of the design guidelines (created by the MCP) will be incorporated Into the plan.by Iwas noted that the plan attempts m preserve the integrity of dam 0through the establishment of an urban design patem. but not necessarily controlling the fats of every building. The fire point in Section 3.1 of the Design Guidelines (page 3:34) will be revised to tend 'A property should be reused in ways that require minimal change to its character defining elements.' 7402 RIM Mid e baa 1997 Papa Visual clues to the desired pattern of downtown will be provided in the final drat of the plan. Mimi—ion of sections 4.0 and 5.0 of the Design Guidelines would severely limit the effectiveness of the plan. There would be on, measures for acceptability of building modifications that receive city hording and no direction provided to developers seeking to create projects that ftafill the community's vision. If these portions of me design guidelines are etinninued the plan (and the community's effort at scaring a downtown and riverftoot as a tum ssflection of Monticello) will not occur, Board Commenr The plan suggests it hotel on the block west of West Bridge Park. A board member wondered whether it would be possible to move the hotel to Wen Bridge Park and redevelop the park on the block to the west Action: The plan, although it Must= a particular pnsem of development does not assume to be the ultimate guide in site design or facility location. The development d a hotel (or any "anchor^ use) near the river should aadbete to the vision and guiding principles of the plan. Ultimately. those become mote important in achieving the community's goals for the downtown and riverfront It was noted that the entrance to Monticello from the north (crowing the river and "landing" in the wide of two parts) is a very groca tl anival. Few communities have this oppormairy and it should not be neared lightly. Board Comment: The plan is Intended to become a chgna of the city's Comprehensive plea. The board raised the question of changing the plan coxa it becomes official as a part of rho comprehensive pian. Action: The mma for incorporating the plan as an element of the City's compmbensive plan is that It becomes city policy. and therefore, hu the ability to endure changes in adminittrndon and the capacity for guiding the community ova a very long period of time. The methods of adjusting the plan once it is adopted as a pert of the city's compmhensive plan would be wdlned in the comprehensive plan. like any developer seeking a chasge. an amendment would be sought. The public hearing process of the comprehensive plan amendment process allow the proposed amendment to be put to public scrutiny. The MCP will treed to be watebfW to ensure this the plan is not compromised by an amendment The plan. as It is only a plan, might prove to be wrong. In this eau the process of amending it would be the same. A public bearing would be conducted to we U a change in warranted. and, if it is, the plan would be modified accordingly. 9Jre Ubdce An= 1997 Paps These changes wW be made to Draft Three of the dow=wn and riverfmnt plea. Plrasa all tan if yon have any gaestiom Sincerely, Hoisiagraa Jnc Nriichael Schroeder e: Jeff O'NeilL Gry of MmdceUo