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04/09/1996
TENTATIVE AGENDA SHAKOPEE, MINNESOTA CITY COUNCIL APRIL 9, 1996 LOCATION: City Hall, 129 Holmes Street South Mayor Jeff Henderson presiding WORK SESSION: 1] Roll Call at 5:00 P.M. 2] Approval of Minutes of March 26, 1996 3] Fire Station Project 4] Metropolitan Council Issues 5] Request for On-Sale Liquor License by Chuck Fuller, Shakopee Ballroom 6] Other Business a] Joint Meeting with SPUC - Select date options b] 7] Adjourn • ADJOURNED REGULAR SESSION: 1] Roll Call following the Committee of the Whole 2] Other Business 3] Adjourn to Tuesday, April 16, 1996 at 7:00 P.M. Barry Stock Acting City Administrator OFFICIAL PROCEEDINGS OF THE CITY COUNCIL WORK SESSION SHAKOPEE, MINNESOTA MARCH 26, 1996 Mayor Henderson called the work session to order at 5:00 P.M. with Councilmembers DuBois, Zorn, Sweeney, and Link present. Also present: Barry Stock, Acting City Administrator; Karen Marty, City Attorney; Judith S. Cox, City Clerk; Bruce Loney, Public Works Director/City Engineer; Paul Bilotta, Community Development Director; Gregg Voxland; Tom Steininger, Chief of Police; and Mark McQuillan, Parks and Recreation Director. DuBois/Link moved to approve the Minutes of February 27, 1996 Motion carried unanimously. Zorn/DuBois moved to approve-the agenda. Motion carried unanimously. Prior to the meeting, Councilmembers had submitted lists of short term goals to the Acting City Administrator. Mayor Henderson distributed the combined list of goals to Councilmembers and staff. He asked each Councilmember and each staff member to prioritize the goals by rating them from 1 to 4 with 4 being the highest and 1 being the lowest. Because staff outnumbers Council, the Council totals were multiplied times 2. Mayor Henderson then reviewed each item on the list. The goals were then ranked and tabulated by the Acting City Administrator and the City Clerk. Mayor Henderson identified the top ten short term goals in order of importance according to the number of points received: 1. Downtown Blocks 3 & 4 -Final Plan 2. Fire Station- Location/Structure Specs/Funding 3. Budget 4. Met Council Initiatives (Mayors Conference)(MUSA) 5. Building Department Staffing 6. Scott County Campus Project Planning and Impact 7. Employee/Staff Incentives/Customer Service 8. Establish Office of Economic Development Coordinator 9. Adopt Telecommunication Ordinance&Establish Fees w/SPUC 10. Schedule Semi-Annual Meetings with School Officials and County Officials Mr. Stock stated that although a number of goals are not included within the top ten, that doesn't mean that staff won't be working on them. He noted that staff would prepare work plans and time lines for the top 10 goals and submit them to Council at a later date. Sweeney/Zorn moved to adjourn at 6:15 P.M. Motion carried unanimously. e/?('unM� ud th S. Cox, City Clerk cording Secretary 443 MEMO TO: Mayor Henderson and City Council FROM: Barry A. Stock, Acting City Administrator RE: Fire Station Project DATE: April 4, 1996 INTRODUCTION: Over the course of the past month staff has been evaluating two sites for the possible location of a new fire station. On April 9, 1996 staff will be prepared to discuss key points with respect to the two sites. BACKGROUND: Site#1 - Vierling Drive In March, the Shakopee City Council directed staff to obtain an appraisal of the Hauer property located on Vierling Drive. (See attachment#1) The appraised value of the 14.51 acre parcel is $290,000. Shown in attachment#2 is a memorandum from the Fire Chief outlining the benefits of this site. The Fire Department clearly prefers this site over the other alternative. Shown in attachment#3 is a memorandum from the Public Works Director regarding the need for future public works space as it relates to this site. The Public Works Director believes that in the future this site will adequately meet their long term space needs in conjunction with their current facility. Shown in attachment#4 is an opportunity cost analysis comparing the potential property tax loss of site#1 as compared to site#2. The analysis clearly indicates that from a property tax standpoint that it would be more practical to acquire and take site#1 off of the tax rolls as compared to site#2. Site#2 - Valley Green The second site being considered for a station is located just South of Canterbury Downs along County Road 16 (attachment#5). While there maybe potential to reach an agreement with Valley Green to secure this site for a fire station at no direct cost to the City, the complexity involved in putting together a development agreement between the City of Shakopee and Valley Green that meets our time parameters maybe difficult. Staff is also working with Canterbury Downs to determine if they would be willing to dedicate their South access drive to the City of Shakopee for right-of-way purposes. This access drive would serve as a major East-West collector for the City connecting to Shenandoah Drive. The overall redevelopment of the Valley Green area from an economic development and tax base enhancement standpoint would seem to make sense on the surface. However, all of the cost parameters have not been identified. Additionally, we are a long way from developing agreement terms that are satisfactory to all parties. I am confident that an agreement could be reached with Valley Green to secure the fire station site at no direct cost to the City. However, indirect costs in terms of utilizing tax increment financing and the land trade maybe substantial given the amount of fill and infrastructure improvements that are needed on the site including fill for the proposed fire station site. Construction Manager/Architect Shown in attachment#6 is a preliminary development program that has been prepared by Greystone Construction at no cost to the City. The development program analyzes the space needs for the proposed station. If Council does select to proceed with the acquisition process for the Vierling Drive site, it would also be appropriate at this time to provide direction to staff with respect to an architect and/or construction manager. Staff would suggest that proposals be obtained from three construction management firms that have experience in managing fire station projects. If we proceed with the design build route, the construction manager would also be responsible for selecting an architect to complete the project. Proceeding with this approach would expedite the time process involved and reduce staff time. Shown in attachment#7 is a description of the three design/construction approaches and the advantages/disadvantages of each. SUMMARY Staff is seeking further direction from Council regarding their preference in terms of site. If Council favors the Vierling Drive site, staff would like to suggest that the appropriate City officials be authorized to initiate acquisition negotiations under the threat of eminent domain. Staff is also seeking direction on the process to be utilized for the development of plans and specifications. ACTION REQUESTED: 1. Provide direction to staff with respect to the finalization of a site. 2. If a final site is selected, provide direction to staff with respect to the process to be utilized for the development of plans and specifications: A. Design Build Team- Owner/Const. Mgr./Arch. B. Architect/General Contractor C. Architect/Const. Mgr. Aarn�pr (7� ICI o -t - .----........................./...••,- 1 zo o� O .. Flier �� � • 233770 •WMi^ Immo ma taste ... CA b zaza ` 'raoa�� o+_ Z = :2j3rs3 ,/a� aAA4 Z ° itir AV . 'Sas 41.4111441„ 6° n� al. Nei1;.• •• cr e .t. 3 - Aaa1A10 ® 3/ 8 _ v h� w .... r.1. et ...so titator • ,Ft, c. an !sem +° C w �— �aM. G V S CP 1 33 • a z 3rsPER • CI o !e. ar lat V 41 a �oi -4p, a oR aft, °, �z33> w p ;, Jett r b Y 0.0.31 - w • g 111 w - r ♦v a e k j1 113753 • d Mill • • - -.a•s— •.OIK CElatet. . 0/ SIUKO►Ef n impw ►w stet. Z 7 AI ns7xc m iY 1 rt i 33 CO .. M Y p ... G 2 23 ICx 1 z N 1 . ier 1 - , 7. 1 + w c .I' Z IIIIPA i fir( o/ E i ti ' 3 / / \N a' _ \ . V Y • ),/ (••• "41 + N./ I. - . / / • \ o^ / I iiiiii44 ... 1.\ / i ' • . ' / D tn rt % yj a / .//b -.„ " is m •/ V V 1 ,/ 1 ztP A,....___ _ ' 4 1, ___ _____________ _. _ _._1 \--‘ \— 4.4 Oc to.. I 1 Z To: Berry Stock Acting City Administrator From: Mark Huge Shakopee Fire Chief Date: April 4, 1996 Subject: Site selection for next Fire Station Below are the general concerns and points that have been considered by the Fire Department Station Site Analysis Team. Through our analysis we feel the site on Vierling DR is the most appropriate. -Not commercial tax base property. - Accessibility -Usable /Training etc. We are looking forward to discussing this with you at the April 9th Meeting. If you have any questions or concerns you can page me anytime at 539-0537 or leave a message in my voice mail at 282-6895 or call my home at 445-6735. MEMO TO: Barry A. Stock, Acting City Administrator FROM: Bruce Loney, Public Works Director RE: Public Works Building Needs Analysis DATE: April 4, 1996 INTRODUCTION: In conjunction with the siting process for the fire station, the Public Works Department has been asked to analyze the future space needs for the department. BACKGROUND: In reviewing the indoor and outdoor space needs at the Public Works Department, I believe that adequate space exists for the next five year period. However, as the City of Shakopee continues to grow, additional space will be needed. The fire station site alternative located on Vierling Drive is comprised of approximately 15 acres. The Fire Department has stated a need for 5 acres. I have analyzed the additional property on the site to determine if it would be a feasible site for future public work facility needs. I believe the site would be suitable for future public works expansion. Most notably, the site would be an ideal location for a future salt storage building. The current public works compound is surrounded on three sides by residential properties. A salt storage structure could be placed on our present site but it would look somewhat out of place given the adjacent land uses. On the Vierling Drive parcel, a salt storage structure could be tucked behind the fire station and would be barely visible to the public. The Vierling Drive parcel also presents other future public work facility possibilities including outdoor storage, tree nursery and building area for a future public works building. Future buildings on the site could be utilized for cold storage or park maintenance equipment. SUMMARY The 1996 CIP does include funding for public works site acquisition. I believe the Vierling Drive site is geographically well suited and would accommodate future public work facility needs. I would support the acquisition of the property to be jointly used by the Fire Department and Public Works Department. Attachment 4: Annual City Opportunity Costs Site Size Potential Buildout Potential City Tax Potential City Tax (Full Site) Loss (Full Site) Loss (Station Site) Site I (Vierling Dr.) 14.51 ac. 49 du's $14,100 $7,300 Site 2(CR 16) 5 ac. 54,450 s.f. $24,500 $24,500 Notes: "Station Site" column is for comparison of like sized (5 acre)sites. In addition to the annual taxes lost,the estimated resale value of the City's commercially zoned property involved in the Site 2 land swap should be included in the opportunity cost of that option. This land could be worth between $3 and $4 per s.f.to the City($650,000 -$870,000) if sold. Annual taxes lost is for City portion only. Estimated total taxes lost for the 5 ac. station sites would be$46,000 for Site land $153,000 for Site 2 (excluding fiscal disparities). Assumptions: Site 1 is developed at 5 dwelling units/gross acre(33%reduction to acreage due to topographic/other site issues). Site 2 is developed at 1 sf.of building area per 4 sf.of land area Annual City property taxes lost are$290 per dwelling unit and$.45/sf of comm.building area N:\USERS\PBILOTTA\FI RE.XLS /14- ,c!Mau- #S • A '/ '.�" tri' i_M, ,: /. . h ';1,449 (:).3.--\,____/‘ t. t. •, ;rte' : .f ___:: I '//• 1 _ v us i.., _< ..1 Illtvirr41.1!1 EA o e v / i / ,, V A P ; — f(/am , J. • . ` a Y1Zz • y •S / / /., �, / / NN ` ,. RCP z .{', A Al .a ,s‘'--i.. ,.:,vLyL _N..'...) ... •g A ' 2 t N I f •V/ • --1 /-_- "/ ' / 4/ 1 116.1<‘t„\\\\\ , •-• .4t .''' CI! % l':''• ,.I / ./5 ' ti •••••4 • 2 " ....• ‘//it. .. ....... .... . , ,, ...„,,, ,A , t , , & . . .., . ..... ,,-- ;0;2... r 1 i ,,..• . / ,, „qv 0 / ,;.(e ;•`:.. ‘:_.4;_. cT - _ iLpl•1 , I a_U I .N X • tti .yid yV ,, 42; a /' `. _ ,.:---: HT ! it ' ' v +'Z . 1 . � ,� 'to ,-'t y 0' � %ice r m_ ,:.•, ! .,,` Z 0 0 j r, I ti , p -` _ V) a `IX y0 Z : • JI rf1N!'7 ` 41\ i. .• .- . N II.i lir i . . I it/VA II / CIA ill- n iii)! ! O. Z b Nn}». ru UI y l .Z1 0 '/ • • Al `� /r.` z ,V /iHIiI • 'rlll1, r Tushie Montgomery Associates Inco Architects°Space Planners Landscape Architects 3300 Edinborough Way, #601 Interior Designers SHAKOPEE FIRE STATION NO. 1 Minneapolis, Minnesota 55435 612-830-8208°Fax: 830-8215 DEVELOPMENT PROGRAM- AUGUST ROGRAM AUGUST 8, 1995 SQUARE FEET AREA SIZE REQUIRED APPARATUS ROOM: A. Five (5) Drive Through Bays 92' x 82' 7,544 s.f. (Each Bay 16 x 40) B. Dispatch Room 10' x 15' 150 s.f. C. Turn-out Gear Room 10' x 82' 820 s.f. (44 Gear Lockers) D. Decon/Wash Room 15' x 40' 600 s.f. (Area long enough to wash hoses) E. S.C.B.A. Repair Room 10' x 10' 100 s.f. F. S.C.B.A. Refill Room 10' x 10' 100 s.f. G. Maintenance/Tool Room 10' x 10' 100 s.f. H. Mechanical Room 20' x 20' 400 s.f. (Contains emergency generator, compressor for S.C.B.A. and electric service) I. Hose Room/Tower 10' x 10' 100 s.f. (40' high) SUBTOTAL 9,914 s.f. ADDITIONAL REQUIREMENTS OF THIS AREA ARE AS FOLLOWS: o Emergency generator shall be natural gas. o Turn-out Gear Room shall be separated from Apparatus Room by a 6' high masonry wall. o S.C.B.A. compressor is 4' x 5'. o Area to be heated with infra-red radiant heat tubes - closed system. Heat source is natural gas. o Clear height to underside of roof structure to be 16' - 18' for all bays but one. One bay to have a clear height of 24'. ' • o Provide three (3) phase power 277/480. o Floor coating to be a non-skid surface. o Dispatch should have a view of Apparatus Room and of outside. • oim SHAKOPEE FIRE STATION NO. 1 DEVELOPMENT PROGRAM AUGUST 8, 1995 PAGE TWO OF THREE SQUARE FEET AREA SIZE REQUIRED II. OFFICE/TRAINING AREA: A. Chief's Office 12' x 16' 192 s.f. B. Assistant Chief's Office 12' x 12' 144 s.f. C. Conference Room 12' x 18' 216 s.f. (next to Chief's office with a door) D. Open Office Area for four (4) 24' x 20' 480 s.f. Workstations (8 x 8 each) E. Training Room (to accommodate 30' x 46' 1,380 s.f. 125 in a classroom environment) F. Training Storage 10' x 10' 100 s.f. G. Front Entrance and Lobby with Display 12' x 20' 240 s.f. Area - include Built-In Trophy Case H. General Storage Room 20' x 40' 800 s.f. I. Breakroom/Lounge (to accommodate 20) J. Kitchen (accessible to Lounge and 11' x 14' 168 s.f. Training Room) K. First-Aid Lounge 12' x 18' 216 s.f. L. Fitness Center 20' x 60' 1,200 s.f. M. Men's Bathroom/Locker Room 14' x 40' 560 s.f. (accommodate 40) N. Women's Bathroom/Locker Room 14' x 15' 210 s.f. (accommodate) 0. Circulation and Walls 10% 590 s.f. SUBTOTAL 6,496 s.f. ADDITIONAL REQUIREMENTS OF THIS AREA AREA AS FOLLOWS: o Men' Locker Room to have three (3) showers. o Women's Locker Room to have one (1) shower. o Fitness Center to have a high ceiling for lifting free weights (12'). o Area to accommodate the potential for resident voting. o This portion of building can be one or two story in height. o Provide easy access from Locker Rooms to Fitness Center. *magamciviteajootwie SHAKOPEE FIRE STATION NO. 1 DEVELOPMENT PROGRAM AUGUST 8, 1995 PAGE THREE OF THREE SQUARE FEET AREA SIZE REQUIRED III. MISCELLANEOUS AREAS: A. Janitor's Closet 5' x 8' 40 s.f. B. Mechanical Room 5' x 10' 50 s.f. C. Training Tower 15' x 15' 225 s.f. D. Public Restrooms 12' x 7' 84 s.f. (Men & Women 6' x 7' each) E. Circulation and Walls 10% 40 s.f. SUBTOTAL 439 s.f. TOTAL BUILDING REQUIREMENTS SURVEY: I. Apparatus Area 9,914 s.f. II. Office/Training Area 6,496 s.f. III. Miscellaneous Areas 439 s.f. TOTAL 16,849 s.f. IV. SITE REQUIREMENTS: o Parking requirements - 40 spaces expandable to 60. o Truck maneuvering area for training. o Entire paved area to be designed to 9 ton standards. o Wide entrance. o Separate entrance for trucks and autos. o Approximate site area - four (4) acres (to be verified). ff /- ,I Planning,Design and Construction Options Option#1 -Design Build Team-Owner/Const.Manager/Arch. Owner/Construction Manager/Arch.work as a design build team. The Construction Manger and Arch. are selected for both the design and construction phase.This approach was utilized for the Community Center Project in Shakopee. Advantages: - Team approach to design,value engineering,scheduling&procurement is utilized. - Realistic budgets are established early in the process. Cost control measures can be implemented during the design phase of the project. - The Construction Manager is working on the City's behalf to control costs. - Design Costs are reduced due to team approach in the design build process. - Schedules may be accelerated because design,finance,estimating,bidding,permitting and construction activities may overlap. - Costly change orders and claims can be reduced and managed. - City is constantly aware of the project status and cost factors. - Council does not get bogged down in dealing with all of the design decisions. - Cost savings typically incurred in bidding process. - Local contractors generally have greater opportunity for getting contracts. Disadvantages: - Council not involved in all aspects of construction and design. (Some see this as an advantage while others see this as a disadvantage.) Option#2-Architect/General Contractor City hires architect to complete building design,plans and specifications. City then bids out the construction of the Fire Station and hires one contractor. Advantages: -Entire Council typically involved in many more of the design decisions. (Some see this as an advantage and others see it as a disadvantage) Disadvantages: - More time consuming for staff since two separate and distinct selection processes have to be undertaken (Selection of Arch. and bidding for General Contractor) - City has to process all change orders. - General Contractor has no incentive to keep cost of change orders down. Option#3 -Architect/Construction Manager City hires architect to complete design,plans and specifications. City then hires Construction Manager to manage the project for the City. The Construction Manager bids out individual bid packages and takes steps to make sure work is done correctly and on time within budget. Advantages: -Many of same advantages as option#1. 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C)- Imik C4 V) v1 Imola • CD ....k • 1-1 P-i 3 CD `... CD � • O CD • tillgi CA C:IA CD r+ CD i CD 1 I 1 i ;; + :: s )71 CD CD i • • 3 1 ff111 1 ..C), E ,...p. 0 , cn e- - E Pp ° H O CD UQ � • � • CD CD �. CD ►--. • ` CD- era- 0 cD P o O. C4 • 3 MEMO TO: Barry Stock, Acting City Administrator FROM: Bruce Loney, Public Works Director SUBJECT: Public Works Building Needs Analysis DATE: April 9, 1996 INTRODUCTION: This memorandum is a further analysis for the Public Works Department's existing needs and future space for the department. BACKGROUND: The existing Public Works site is approximately 7 acres in size and has the following uses currently: 1. Active storage area for equipment. 2. A shop with three stalls for servicing vehicles for Shakopee Public Utilities, Police and Public Works Departments. 3. A small salt storage shed in the outside storage area. 4. Outside storage of materials and supplies. 5. Fueling facilities for propane, diesel and gas fuels. 6. Police impound yard. The Public Works building is currently an L-shape building which contains space for offices, break room, locker room, bathroom facilities as well as a shop area and indoor storage for equipment and supplies. This building is currently shared with the Police Department and has adequate space for the next 5 year period. The Vierling Drive site is located in an area adjacent to Shakopee Mn/DOT Highway and Vierling Drive, a City street collector. This site would be a better location for the salt storage shed that the City will some day have to build. At this time, a salt storage shed is not required but more than likely will be required within the next 3 to 5 years. A salt storage shed would be approximately 35 to 45 feet in height. It is my recommendation that this building storage structure be orientated in such a way to be the least visible to residential property. The current site for outside storage and salt shed storage is located near residential property and is surrounded by three sides. The Vierling Drive site is situated in such a way that grading could be done to create a bowl affect on the property which would screen the outside storage of Public Works materials such as Class V aggregate, bituminous patching materials, wood chips, pipes, fence posts, signs and other such materials. A salt storage shed could also be screened from the residential property. Additionally, this site could be used for the outdoor storage of Police impoundment vehicles. Mr. Steve Gatlin, from MSA Consulting Engineers, was requested to view the two sites and render a second opinion on the sites. Mr. Gatlin was the Public Works Director for the City of White Bear Lake and the City of Roseville before joining the firm of MSA Consulting Engineers. He did concur that Vierling Drive is an ideal site for outside storage and salt storage facilities and could also serve as a good location for an auxiliary Public Works building for added storage. The existing building can be expanded and retrofitted to meet the City's future growth. This memo just serves as a follow up memo to further investigation of the Public Works building needs for current and future uses. BL/pmp SITE L\ MEMO TO: Barry A. Stock, Acting City Administrator FROM: V. Paul Bilotta, Community Development Director DATE: April 3, 1996 RE: Metropolitan Council issues The attached documents are some of the background materials that may assist the City Council in its study session. There are such a wide variety of issues that could be discussed that staff intends to provide only a brief introduction and then spend most of the time answering questions. Attached: • Memo from Lindberg Ekola • Excerpts from Regional Blueprint • Shakopee/Chaska Interceptor Agreement • Metropolitan Council Job and Household Forecasts • Excerpt from Minnesota Real Estate Journal 3/4/96 i:\commdev\cow\1996\cow0409\metcoun.doc Memo To: Shakopee City Council From: Lindberg S. Ekola, Planning Director RE: ori' aI _- - n and Met Council Review Procedures Date: February 28, 1995 NON AGENDA INFORMATION ITEM: Shakopee Long Range Planning History Exhibit A lists the major planning efforts undertaken by the City of Shakopee over the past 40 years. Clearly, the City has established a strong reputation for planning its future. Exhibit B illustrates the most recent long range planning efforts. The 1990 Comprehensive Plan prepared by BRW was completed in June of 1991, and submitted to the Metropolitan Council. After the submittal of the 1990 Comprehensive Plan, a four part approach was developed by the City to further analyze specific topic issues. These in depth studies or plans were pursued to better answer questions facing the growing city's needs or address issues with agencies such as the Metropolitan Council the Department of Natural Resources or the Pollution Control Agency. The 1995 Shakopee Comprehensive Plan is a beneficiary of the more detailed planning studies prepared since 1990. Staff has worked to incorporate knowledge from these planning studies directly into the 1995 Comprehensive Plan. It is anticipated that in the next several years additional planning studies should be considered or will be required to address other topics. For example, the Metropolitan Council will be requiring that each municipality prepare a water plan. Shakopee Public Utilities Commission (SPUC) will take the lead on this planning effort. Information from the 1995 Comprehensive Plan will be provided for this water study. Additional planning studies should be developed for a more detailed analysis of the City's park and recreation needs. Metropolitan Council Procedures and Submitals Exhibit C is a flow chart illustrating the Metropolitan Council's Comprehensive Plan review process. The 1995 Shakopee Comprehensive Plan represents a major amendment. State law established the 90-day maximum review period for major amendments. Exhibit D is a list of the three planning documents to be submitted to the Metropolitan Council by the City of Shakopee in the next month. The three plan amendments are independent but also related. Staff has been building dialogue with various Metropolitan Council staff members over the past several months to facilitate the plan review processes for these amendments. EXHIBIT A Long Range Planning Inventory City of Shakopee, Minnesota February 21, 1995 1960 COMP PLAN 1967 Valley Industrial Park Analysis 1970 COMP PLAN - 1972 Comprehensive Sewer Plan 1974 Sewer Capacity Report 1975 West Side Sanitary Sewer Report 1975 West Side Stormwater Report 1980 COMP PLAN (City Staff, Suburban Eng.) 1982 Infiltration Inflow Analysis (Bonestroo) . 1984 Downtown Plan (Westwood) 1936 Racetrack District Study (Hoisington) 1990 COMP PLAN (BRW) 1991 Electrical System Study (Beck) 1992 Citywide Sidewalk Trail Plan (City Staff) 1992 Comprehensive Water Plan (Schoell Madsen) 1992 Comprehensive Sewer Plan (SEH) - 1993 Comprehensive Stormwater Plan (OSM) 1993 Chaska Interceptor Agreement Land Supply/Demand Analysis (City Staff) 1993 East Shakopee Area Transportation Study- City wide Growth Analysis (City Staff) 1994 Trunk Sewer Policy Development (City Staff) 1995 COMP PLAN (coniplan.pd) /i EXHIBIT C • V E - 3 - O ` I 0aD a- E CC Alb co w 1., j CL Q - • oo w CC 0 01 Cr 0 0 Z 2 C< y cU N -.1 L m c o E , CL cd O J C C CY c o .41111mmemsomm us 0 L- "6 c" E 12 o -- O _ � oD V .� c� Q — ,-- 5m m 0 asci. at *11► " `).1 ozi > z p C? C U iii cc ci ...... , . 2 oO >- —+ Qjm cc � CD CD oo o ° � mW 'co'z oz � �, o> EXHIBIT D Met Council Submittals - • City of Shakopee, Minnesota February 28, 1995 Rahr Comp Plan amendment *Amendment to the 1980 Comprehensive Plan - City Council approved *Tier 1 document *Submittal items: 1. Cover letter 2. Policies 3. City Council Memos/Resolution 4. Facility Plan (per March 11, 1992 Met Council letter) *Issues: 1. No reduction in capacity or to Blue Lake Treatment Plant or allocation to Minnesota River 2. Financial assurance private plant will not be a MCOW liability *Time frame: Submit March 1, 1995. NPDES permit application to be submitted by Rahr. Comprehensive Sewer Plan (SEH) *Recommended task from 1990 Comprehensive Plan *Tier II document *Submittal items: 1. Cover letter 2. City Council Memo/Resolution 3. SEH Comp Sewer Plan (revised 1/24/95) 4. River Trunk Feasibility Report *Issues 1. L-16 design - 3700 gpm vs. 3200 gpm? 2. Reduction in River Trunk I/I -Methods, Cost • 3. Staging too generalized 4. On site septic systems - Inspection , maintenance of existing septic systems *Time frame: Submit first three submittal items March 1. Submit the River Trunk Feasibility Study after it is completed. 1995 Comprehensive Plan *Major amendment to replace the 1980 Comp. Plan *Tier I document - *Submittal items: - - - - 1. Cover letter 2. 5 copies of the 1995 Comp Plan 1 . 3. Attachment - Responses to Appendices A- G • Comprehensive Plan Amendment Package 4. Attachment -Responses to the Chaska Interceptor Agreement *Issues 1. Projections 2. Land Supply 3. Land Demand 4. Amount of requested MUSA 5. Staging Concepts 6. Regional transportation system inspects 7. Scott County Highway Department opposition to the East Dean Lake area MUSA expansion proposal due to differences on land values for future CR 21. 8. Burnsville School District extending into the eastern Shakopee area which includes a portion of the property owned by Shakopee Crossings. *Time frame: Submit after City Council approval (g:bffice\wpwin\wpdocs\shelIy mcsub.com) 2. II V Metropolitan Council Regional Ar Blueprint Twin Cities Metropolitan Area Adopted by the Metropolitan Council on September 22, 1994 This report was printed on recycled paper containing at least 10%post-consumer waste using soy-based ink. Upon request.this publication will be made available in alternative formats to people with disabilities. Please call the Metropolitan Council Data Center at 291-8140 or TDD 291-0904 ' Nletr politan Council :Mears Park Centre Metropolitan Council Districts 230 E. Fifth St. St. Paul MN 55101 291-6359 voice 291-0904 TDD •_.. • I orhing for the region ,.., -• Planning for the future AN KA • Publication no. 78-94-057 ••• •�� = '"' .< ,.... • cUpWAS ". 2TON .8 IR3121t CARER &t'W *IF karg isnot sa ;ccTT L AKO ....• ,a.,.. _..,.. ,'moi• ��•�• o ...Q. Metropolitan Council Members and Their Districts Dottie Rietow,Chair Roger Scherer,District 1,northwestern Hennepin County Bill Schreiber,District 2.Robbinsdale.Crystal.New Hope.Brooklyn Center.Frooklyn Park Mary H.Smith,District 3,Edina.Hopkins.eastern Lake Minnetonka con.:~:.:n::ics Julius C.Smith,District 4,Lakeville.Eden Prairie.Carver County.most of S:.::County Vacant,District 5,Shakopee.Savage.Bloomington.Richfield Martha M.Head,District 6,Golden Valley.St.Louis Park.southwestern Minneapolis Barbara Butts Williams,District 7.downtown and north Minneapolis.por::on of south Minneapolis Carol A.Kummer,District S.eastern half of Minneapolis David Hartley,District 9,Anoka County except Coon Rapids Patrick C.Leung,District 10.Coon Rapids.Fridley.Hilltop.Columbia He:e::s.St.Anthony.New Brighton.Mounds View Esther Newcome,District 11.several communities in northern Ramsey Co.tr. E.Craig Morris,District 12.almost all of Washington County. portions of St. Paul, \Iaplewood Diane Z.(Dede)Wolfson,District 13.southern half of St P.iul Stephen B.Wellington,Jr.,District 14.northern half of St fail. Laticlerda, ^.',on Heights Kevin Howe,District 15,Mendota Heights.Lhvdale.Eagan.Burns\tlle.•Apr' a!!ey Terrence F.Flower,District 16.south Washington County.and large !nor:, Dakota County action 7-1!" Executive Summary A Vital, Livable Region for Future Generations The Metropolitan Council Regional Blueprint serves as a guide or framework of ideas and program of action for a vital and livable Twin Cities metropolitan area. Regional directions and strategies, roles and actions outline policies and steps needed for the short-term and long- term health of the region. While the Metropolitan Council is the principal architect of the Blueprint, many have contributed to its shaping and development. More will need to participate in its implementation.The entire region plays an important role.The public sector, private business and corporations,nonprofit agencies,associations,civic and community groups and neighborhood residents all must work together as partners for the well-being of the region. Critical Directions for the Region The Metropolitan Council welcomes the new challenges of bringing together regional planning and policy development and direct operations of regional services in the areas of transit,wastewater treatment and affordable housing. The foundation of the Blueprint is based on the Council's new role to strengthen public support of the regional economy; in addition to the Council's historic role of coordinating regional development with regional systems and sound fiscal management. The Blueprint cites these critical policy directions for the region: • encourage regional economic growth. • foster reinvestment in distressed areas. • build stronger communities. • preserve the natural environment. • set directions for guided growth. • expand life-cycle housing opportunities and affordable housing choice. • provide financially sound regional public facilities. REGIONAL BLUEPRINT September 1994 4ID Action Steps to Build a Stronger Region The Blueprint is a"living action plan"that will adapt to the changing needs of the region. Policies and actions integrate regional planning and operations and emphasize regional collaborative action. The Blueprint cites these specific objectives and actions for the Council: Position the region • analyze and report regional economic growth and monitor progress toward to compete economic goals. • ensure a high quality regional infrastructure to meet economic/technological changes. • support local economic development initiatives. • support improving skills of the region's labor force. • work toward a strong business climate that balances business and public needs. • Create a climate • reduce barriers to redevelopment. for reinvestment • work with others to put contaminated sites into productive use. • explore creation of target economic development zones. • work with others in community redevelopment planning. • support solutions to turn around declining neighborhoods. Increase confidence • work with others to find comprehensive solutions. in neighborhoods • support broadening of economic and housing opportunities in areas of poverty. • encourage local efforts to enhance physical environment and flexibility. • foster full range of family activities in local community facilities. • make policy and siting decisions while considering effects on local communities. • promote regional citizenship and use of diverse resources in decision-making. Integrate • work to protect natural watercourses and adjoining land areas. environmental quality • pursue no adverse impact on water quality by year 2015. and economic growth • help manage orderly development and use of Mississippi, Minnesota and St. Croix rivers. • encourage protection of region's remaining woodlands and urban forests. A plan for action Support cost-effective • promote policies and planning to protect and improve air quality regional growth and • provide regional services for urban-scale development within urban service revitalization area. • retain current urban service area for year 2000,verifying land demand and supply. • work with others to designate areas for future urbanization. • support commercial agriculture,rural centers and general rural use. • plan higher-density development along selected transportation corridors and hubs. • promote a flexible"cluster"planning process to resolve common issues, tailor needs. Expand regional housing • provide leadership to meet life-cycle housing needs and affordable housing opportunities choice through financial and planning tools. • work with communities to jointly address local and regional housing needs. • use public funds to support affordable housing production throughout the region. Integrate environmental • make best use of funds region has already invested. quality and economic • ensure fiscally sound regional investments for services. growth REGIONAL BLUEPRINT September 1994 4101 S 1 Contents Index 6 Preface 8 Overview: Region at a Crossroads 10 The Twin Cities Area: Building from Strength 10 Challenges to the Region's Vitality 10 Mission of the Blueprint 11 Regional Economic Strategy 14 Positioning the Region to Compete 16 Regional Economic Objectives 16 Regional Infrastructure for Economic Development 17 Local Economic Development Efforts 18 A High-Quality Work Force 19 A Strong Business Climate 20 Regional Reinvestment Strategy 21 Creating a Climate for Reinvestment 22 Promoting Business Development 23 Increasing Confidence in Neighborhoods 27 Poverty Concentrations 28 Regional Strategy for Building Strong Communities 31 Charting Directions to Build Strong Communities 32 Using Land Use Planning to Create Community 32 Making Neighborhood Connections 33 Protecting Communities 34 Building a Civic Infrastructure 34 A plan for action Regional Environmental Strategy 36 Integrating Environmental Quality and Economic Growth 37 Protecting Natural Watercourses and Wetlands 39 Water Quality for the Future 39 Major River Corridors 41 Woodlands and the Urban Forest 42 Air Quality 43 Regional Strategyfor GuidingGrowth 44 Regional Setting the Direction for Guided Growth 45 The Urban Service Area 47 The Rural Service Area 51 Land Use and Transportation 55 Expanding Housing Opportunities in the Region 56 "Cluster" Planning 59 Priorities for Regional Investments 63 Special Facilities and Regionally Funded Programs 65 Fiscal Management of Regional Systems 65 Appendix 67 A. Guidelines Affecting Regional Systems 67 B. Proposed Land Planning Act Changes 74 C.Criteria for Changing the Urban Service Area 76 , D.Examples of Rural Area Land Uses 78 E. Population, Employment and Household Forecasts 79 F. Handbook for Local Comprehensive Planning and Other Referrals 79 G.Council Work Program 80 H. Council Policy Documents 84 REGIONAL BLUEPRINT September 1994 !I° Index to Policies and Action Steps Topic Policy/Action Page Topic Policy/Action Page Step Step Access to jobs, housing and training 2G 28 Environmental preservation Affordable housing 5F 56 Air quality 4E 43 Agriculture - River corridors, coordinating Commercial agricultural areas 5D 51 management of 4C 41 Agricultural preserves 5D 51 eater quality 4B 39 Air quality—land use, Watercourses and wetlands 4A 39 transportation impacts 4E 43 \\bodlands and urban forest 4D 42 Business climate lE 20 Freestanding growth centers 5A 47 Cluster planning 5G 59 General rural use area 5D 51 Commercial/industrial revitalization 2 23 Higher-density development 5E 55 Communities, strengthening 3 32 Housing opportunities, expanding Community connections 3B 33 Access to jobs, housing and training 2G 28 Impacts of regional decisions 3C 34 Life-cycle and affordable housing 5F 56 Physical environment 3A 32 Infrastructure and regional facilities Contaminated sites 2C 25 Cost-effective services 5 46 Coordination, local/regional planning 5G 59 Maintenance and replacement 5H 63 Cost-effective regional services 5 46 Supporting economic development 1B 17 Density of development Labor force skills 1D 19 Targets 5F 56 Land demand/supply 5B 49 Transportation corridors 5E 55 Life-cycle housing 5F 56 :Economic strategy 1 16 Minnesota Land Recycling Act 2C 25 Objectives 1A 16 MUSA (see "Urban service area") Economic growth, monitoring 1A 16 Neighborhood revitalization Local economic development 1C 18 Regional redevelopment strategies 2 23 Enterprise fund 2B 24 Collaboration, local/regional 2F 27 n-ironmental limitations Poverty concentrations, broadening for development 4 38 opportunities in 2G 28 BO A plan for action 3 Topic Policy/Action Page Topic Policy/Action Page Step Step Priorities for regional investments Regional decision-making, diversifying 3D 34 Housing performance 5F 56 Regionally funded programs, reviewing 5I 65 Regional infrastructureRiver corridors,coordinating High quality 1B 17 management of 4C 41 Housing performance 5F 56 Rural service area 5D 51 Serving existing urban development 5H 63 Commericial agricultural areas 5D 51 Resources for reinvestment 2 23 General,rural use area 5D 51 Targeted areas 2D 26 Rural centers 5D 51 Transit/transponation funding Special facilities, reviewing 51 65 Employment opportunities 2G 28 Staging/location of urban service area Higher-density development 5E 55 Local comprehensive plans/metro Redevelopment and reinvestment 2 23 system plans 5A 47 Barriers 2A 24 Long-term future urbanization 5C 50 Contaminated sites 2C 25 System facilities Enterprise fund 2B 24 Fiscal management 5J 65 Local plans, support for 2E 26 Maintenance, replacement 5H 63 Neighborhood revitalization Targeted reinvestment areas 2D 26 Long-term solutions 2F 27 Tax and regulatory structure 1E 20 Region-wide effort 2 23 Transportation and land use 5E 55 Resources, targeting Urban service area Distressed areas 2 23 Modifications to 5B 49 Targeted areas 2D 26 Staging for 5C 50 Poverty concentrations, Urban development within 5A 47 broadening opportunities in 2G 28 Water quality,no adverse impact 4B 39 Strategies 2 23 Watercourses and wetlands 4A 39 Targeted reinvestment areas 2D 26 Woodlands and urban forest 4D 42 Technical and planning assistance 2E 26 Work readiness 1D 19 REGIONAL BLUEPRINT September 1994 A !I'll Preface A Plan of Action for the Region The Regional Blueprint outlines a plan of action to sustain and improve the livability of the region for current and future regional citizens. The Blueprint takes a dramatically new direction to shaping the future of the Twin Cities area. • The Blueprint moves the Metropolitan Council beyond its traditional focus of regional systems planning and fiscal management to address complex economic and societal issues. • It draws on the Metropolitan Council's new responsibilities for operating Traditional Council Focus vital regional services for transit and wastewater treatment,and / Coordination of coordinating those services more effectively with regional planning. • It promotes a role for the Council as an active partner with both public development with regional and private interests to take actions benefiting the region as a whole. systems. • It supports and advocates incentives rather than penalties as the preferred / Sound fiscal management and most effective method for resolving regional issues. of regional systems. • It provides broad directions rather than detailed requirements to better encourage flexible, innovative approaches that respond to unique New Blueprint Focus circumstances,while achieving regional objectives. / Flexible approach to land In addition to the Council's historic role in coordinating regional development with use planning. regional systems,and sound fiscal management, this Blueprint provides general / Revitalization of distressed direction for the Council in five critical areas: areas. / A strengthened economy. • Regional economic vitality—economic growth and development,infrastructure, and work force issues. / Use of partnerships and • Reinvestment and redevelopment—revitalization of distressed areas, removal of incentives to achieve barriers to redevelopment, strengthened confidence in older neighborhoods, objectives. including a multi-part strategy to address the concentration of poverty / Operation of transit and • Strong communities—local land use patterns that support livable,safe urban and sewer systems to enhance suburban neighborhoods; more opportunities for people to invest time and regional vitality. energy in their neighborhoods; and a strengthened regional community. • Preserving the natural environment—water quality;urban woodlands and air quality. • Orderly regional growth—efficient regional services,joint local planning and investment priorities. To encourage economic growth and job creation, the Blueprint proposes to strengthen public supports of the regional economy The Blueprint both promotes and guides growth through prudent use of incentives and land-use planning. It removes barriers and targets limited public dollars to stimulate business al. .A plan for action development in distressed areas of the region. It encourages new development,but in areas where essential public services can most economically support new urban growth. The Blueprint serves as a tool for building environmental features into new development, to help sustain our region's high quality of life. By fostering the revitalization of distressed areas and the targeting public resources where they are needed most, the Blueprint facilitates greater economic opportunity The goals are new and stabilized private sector jobs,a better trained work force, revitalized neighborhoods, a competitive regional economy and a strong tax base to pay for public services to serve the people of the region. The Blueprint establishes broad policies and specific action steps to strengthen the metropolitan community The Council will carry out some action steps as the sole or primary implementing agency Others are carried out in partnership with public and private organizations,or support the efforts of others. Some of the action steps will be carried out in the next few years. Others may take many years to accomplish,and may be reevaluated in the meantime. The Blueprint sets an ambitious agenda,but one that the regional citizens of the Twin Cities area,working together,can achieve. The Blueprint is the Council's most important policy document—the foundation for the Council's planning and decision-making. The Blueprint will evolve as strategies are reassessed and circumstances change. More detailed strategies in the form of system plans,an annual Council work program,and a handbook will be refined in partnership with others that play a role and have a stake in the region's success. Authority 1he Regional Blueprint was prepared by authority of Minnesota Statutes,section 473.145. The law states: The Metropolitan Council shall prepare and adopt...a comprehensive development guide for the metropolitan area. It shall consist of a compilation of policy statements,goals,standards, programs and maps prescribing guides for an orderly and economic development,public and private,of the metropolitan area. The comprehensive development guide shall recognize and encompass physical,social or economic needs of the metropolitan area... The Regional Blueprint replaces the Council's Metropolitan Development and Investment Framework, amendments to the framework,policies for the rural service area,and the interim policies for reviewing metropolitan urban service area requests. Metropolitan Council Mission ith a charge of bringing together regional planning and operation of regional V V services more effectively the Council is well-positioned to accept the challenge of regional leadership. That includes serving the interests of the region as The mission of the Council a whole through regional research findings, providing trend analysis and outlining strategies for critical and emerging issues facing the metropolitan area. is to provide leadership in the effective planning for the The Council is the chief policymaker for regional systems such as regional highways, orderly growth and redevel- airports and parks.and coordinates these systems with the land use decisions and opment of the region and in economic development plans of 189 local governments. The Council also operates the delivery of regional both the region's transit system and its wastewater treatment system. Fundamental decisions about how this region should develop and how regional systems should wservices. support this growth are determined under the leadership of the Council. REGIONAL BLUEPRINT September 1994 9 >r SD Overview: Region at aCrossroads 1 ,..____ The Twin Cities Area: Building from Strength The Twin Cities metropolitan area is a regional community of 2.35 million people, 189 cities and towns, and seven counties. It stretches outward from the central cities of Minneapolis and St. Paul to the surrounding suburbs and rural areas. A beautiful natural setting is graced by three major rivers and more than , ` ' r Hyl, l<"; P , 900 lakes.A magnet for business, it Il,_�'_.' i . ~_ ` ` �; The Twin Cities area ranked is the headquarters for 17 Fortune ; �(� f- '.-,-.0.7-2_ a _ 1 high among 25 largest metro 500 manufacturing corporations x ; _ _ 'o ►r areas in 1990... and another 14 Fortune 500 service 4 .. / 8th in employment growth companies(1994). In 1990. the / 6th in median household region ranked high among the 25 income(about$36,700) largest urban areas in employment •>� growth(8th)and household income 1990 Census (6th). The region has a consistently lower unemployment rate than the •= -~ -~ national average. 4r ' t-11�.i t v e The region's cultural life is rich and vibrant—with theaters, museums and iir ...-z_.71 - :,-1,/.s galleries—and its major lea;ae sports teams have followings a .440 -�� -_ - ---,. y strong � znbs well beyond the " - state's boundaries. It is home to 16 four-year colleges and universities, including the Ow �` J state's major teaching and research institution—the University of Minnesota—as well as 12 two-year public colleges. New residents attracted to the region by job - opportunities have expanded the labor market that our growing economy can tap. The region is justifiably proud of its productive and expandinz workforce, and its But the region also... tradition of solving regional issues through joint civic efforts. / Ranked low(20th)in income per worker Challenges to the Region's Vitality / Had higher poverty rate in Despite its strengths, the region faces serious challenges to is continued Minneapolis and St.Paul economic and societal vitality Looking at the longer-range future of the region, than elsewhere in region some worrisome trends are apparent. 1990 Census The region's future place in the global economy is still an open question. Doubts are growing about maintaining the quality of worker skills. The re,:ion ranked low (20th)among the 25 largest urban areas ;n worker lnLonle l l CensLL). Business 10 A plan jot etc tion may need new kinds of infrastructure to help keep it competitive,as well as costly improvements to existing systems, like transportation. Our standard of living and our ability to meet the various societal needs of the region hinge on the future of the region's economy • Problems are emerging in the economic and societal profile of the region. Certain areas in the central cities, several suburbs and a few outlying towns are in decline or severely deteriorated. Some are marked by serious poverty; in others, the problem is just emerging. Increasingly poverty is becoming a problem passed from one generation to another. The region as a whole will not achieve its full economic potential,with the benefits of jobs, income and tax base,unless the problem of • concentrated poverty is addressed. Our expanding labor market makes it important that the region's economy continue to grow and create new jobs. We must also become more aware of the long-term effects of today's decisions,and how they will affect future generations. For example,building or maintaining the region's infrastructure must be guided so the cost does not prove a burden in the future. • Much of the region's economic development—residential,commercial and industrial—is occurring in suburban areas. This growth represents a major contribution to the economic life of the region and requires supporting regional infrastructure sewers and transportation.At the same time,it is also important to guide new growth to help preserve irreplaceable natural resources and agricultural lands,and opportunities for a rural lifestyle.A great deal of development is occurring beyond the seven-county area. The result is a heavy use of highways into the region for commuter trips,as well as loss of tax base and economic activity to the region. The region's natural environment is a highly prized feature of our quality of life. It makes the region an attractive place to live and do business. The region has made good progress in dealing with obvious pollution sources. But its environmental Blueprint Mission quality including its water supply runs the risk of being damaged. ✓ Jobs and economic growth In the past 20 years the region's population became more diverse—in race and ✓ Reinvestment ethnicity as well as age and household composition,as new residents moved here ✓ Sense of community from other countries and other parts of the United States. There is a greater variety ✓ Environmental of views,priorities and hopes for the future. The challenge is to find common goals preservation and shared concerns that allow us to work together when necessary Many factors ✓ Good public facilities determine whether people come together in a community of interest and support. Among the important building blocks to social cohesion are an adequate level of economic activity including jobs and economic opportunity,and a healthy civic t° infrastructure of partnerships,coalitions and networks of people and organizations to develop and carry out solutions. Mission of the Blueprint he Regional Blueprint is the Council's action plan for the region,with short-and 1 long-term strategies to meet the challenges of enhancing economic growth and development,bolstering reinvestment.strengthening environmental protection,and building stronger local and regional communities. The Blueprint lays out policies and action steps that will help guide the Council's decision-making.While the policies set general directions,the action steps are more specific measures. These steps may be carried out primarily or solely by the Council("Council actions"), by a !! partnership involving the Council and other organizations("partnership actions"). or by the Council in support of the efforts of others("supporting actions"). REGIONAL BLUEPRINT September 1994 4111 f As a -living plan"that will need to adapt to changing needs in the region, the Bhrepnnt's policy statements help define standards to keep our region among the most livable"regions in the country,and will work toward the following goals: • Encourage economic ■The region needs to strengthen its economy—made up of many successful, growth, increased private,independent enterprises—so it can compete effectively in the international productivity and job marketplace and improve the standard of living of the region's residents. creation through a regional economic strategy. Economic growth requires strong public foundations,including a supportive business climate, infrastructure that meets business needs and a work force that is well-trained. Successful local economic development efforts need to encourage the growth of local businesses and retain existing businesses. Cities should cooperate in encouraging new business development. Foster reinvestment in ■The strength of the region as a whole depends on the vitality of all its parts. distressed parts of the region, Distressed areas in the central cities and other older areas of the region need to be with a focus on supporting economically and physical revitalized—attracting new business development and and improving local business. expanding the tax base. Neighborhoods facing decline require bolstering to renew confidence in them as good places for people to live, raise children and invest in a home or business. Jobs,affordable housing and transportation need to be linked together. These links would open up access to new jobs where lower-income people live,more affordable housing where new jobs are located,better transportation to employment centers, and job training that improves work skills and work readiness. Expand life-cycle housing ■Many residents of the region cannot find housing in their neighborhood or city opportunities and housing that is suitable for their stage of life—for example,as students living away from choices for lower-income home,as young single wage-earners or as couples with grown children.While the people throughout the region. majority of the region's residents have good shelter,many others cannot afford housing outside concentrations of low-cost housing, or they may have to pay too much of their income for rent. In addition, many older housing units are in need of rehabilitation. • Strengthen the sense of ■Achieving some success in revitalizing distressed areas, more attention to land use community. and development patterns,and creating inclusive partnerships to do so can go a long way toward improving the quality of region's civic infrastructure. The Council will work to help achieve successes in economic growth, reinvestment, financing sound regional investment,environmental preservation and strengthened communities. They can only be accomplished in partnership with business,local and state government,schools,nonprofit agencies,community groups and others. • A plan for action Preserve the natural ■Correcting damage to the environment is less effective and more costly than environment and preventing the problem. The key is to balance economic growth and environmental incorporate quality—for example, through development projects that preserve environmental environmental features features like wetlands and woodlands by incorporating them into the project's into the development design.A goal of causing no adverse impact on the water that flows through the and redevelopment of metropolitan area would help mobilize efforts to make sure that the quality of water the region. leaving the region is as good as when it enters the region. Provide financially ■Public services are needed to support new growth but they must be provided sound public facilities cost-effectively and in ways that help contain urban sprawl. that support business growth and overall Orderly urban and suburban growth generated by the private market needs to occur regional development. concurrently with the provision of regional facilities like sewers and transportation. The needs of urbanization must be reconciled with preserving prime agricultural land and a rural life style. Innovative community-based solutions—developed individually and jointly by communities to deal with housing needs,environmental protection,redevelopment and other issues—need to be fostered. Increased-density development along certain transportation corridors would provide housing and commercial opportunities that are more transit-and pedestrian-oriented. REGIONAL BLUEPRINT September 1994 CS j The Urban Service Area REGIONAL SERVICES WITHIN THE URBAN SERVICE AREA Action Step 5A The Council will provide regional services for urban-scale development only within the urban service area, including the freestanding growth centers, consistent v ith local comprehensive plans and metropolitan system plans. The Council will work with local units of government to establish the location and staging of the metropolitan urban service area. • Council actions: 1. Ensure there is sufficient developable land in all sectors of the urban service area to: • Meet regional demand for economic development. • Establish land for life-cycle and affordable housing opportunities. • Reserve reasonable amounts of land for commercial-industrial development. • Prevent an artificial increase of land prices. • Discourage leapfrog urban development into the rural service area or adjacent counties. 2. Develop models indicating how local governments can meet the staging requirements in the Land Planning Act in ways that are consistent with regional goals and plans. 3. Seek changes to the Metropolitan Land Planning Act to ensure that local governments periodically update their comprehensive plans to reflect changes to metropolitan system plans that affect their community,changes in demographics and socioeconomic changes(see Appendix B,page 74). Partnership actions: 4. Plan and implement strategies to deal with unplanned development that leapfrogs beyond the seven-county area,in cooperation with representatives of adjacent counties, Minnesota and Wisconsin state agencies and regional development commissions. 5. Work with the Environmental Quality Board to coordinate sustainable development and statewide comprehensive planning initiatives with regional policies and plans. 'The reasons for the urban service area are still valid today.The urban service area helps ensure that urban services are provided in the most economical way to the region. It is more cost-efficient to provide regional services to development that expands incrementally from existing development.Also, focusing development in an urban service area and reserving land for staged future urbanization protects agricultural lands and preserves the option of a rural lifestyle.While growth continues in suburban areas, the Council and local government must work to ensure the continued stability and maintenance of the older areas of the region. The region has a diverse mix of different kinds of residential development—ranging from apartment buildings and townhouses to rural homes on sizable acreages, from suburban and central city houses to semirural homes on large lots. This diversity offers the region's residents a«ide range of lifestyles and settings. However,not all REGIONAL BLUEPRINT September 1994 41. Metropolitan Urban and Rural Service Areas ® 1992 Urban Service Area Freestanding Growth Centers • ANOKA Rural Centers As3 ..,.._e-i-,-„,4 i I Rural Service Area I, i,...+. rF;rr rl '.1`,-, . Tr:I:.t_.,.‘, 1,M •WASHINGTON aie' `3 4a. ssialaik+- ei L. ao is T4S 'A St Pau._ • iF CARVERF `- F F 1-iC F 6 SCOTT DAKOTA i I lb of these choices are amenable to providing urban services cost-effectively The urban service area is a mechanism for making this distinction. Most of the urban service area consists of one large,urban-suburban area in the central portion of the region.A number of cities lie outside this area but are also considered a part of the urban service area. These freestanding growth centers have a full range of services and thus are able to accommodate a full range of urban land uses. However, they are physically separated from the larger urban service area by undeveloped land;and they have an employment base within the community that is large enough to provide work for the local population.The Council has identified seven communities as freestanding growth centers: Forest Lake. Stillwater-Bayport-Oak Park Heights, Hastings, Farmington.Jordan,Belle Plaine, and Waconia. They are locations where development and redevelopment is encouraged and are the focus for growth in the rural area. The Council is committed to providing regional services to these cities under the same conditions as cities in the larger portion of the urban service area. For development or uses in an unincorporated area that requires or desires urban services such as wastewater treatment,orderly annexation to adjacent communities—rural centers, freestanding growth centers or urban service area communities—is preferred in order to provide those services. 48 A plain for action To be a freestanding growth center, a city must: Freestanding • Be physically separated from the metropolitan urban service area by Growth Center undeveloped,unserviced land. Criteria • Have a basic set of urban services including sewer and water,full-time police and fire protection. • Have schools from elementary through high school. • Be an economic center and provide a basic level of employment and retail. URBAN SERVICE AREA BOUNDARIES Action Step 5B The Council will retain the current urban service area boundary for the year 2000, making appropriate changes after verifying land demand and supply with local governments along the boundary line. Council actions: 1. Review the adequacy of the year 2000 urban service area boundary with communities along the boundary by the end of 1996. 2. Establish comprehensive plan amendments or formal agreements where appropriate and needed with local jurisdictions for changes to the urban service area boundary including freestanding growth centers,to: • Integrate regional and local plans for highways,parks,schools,local sewers and other investments. • Ensure housing is available in a variety of types and prices for current and future residents of the community. • Preserve environmental resources. • Maintain agricultural land and support the Council's rural area-policy. 3. Use local geographic information system(GIS)databases where available and consistent with regional guidelines in reviewing local comprehensive plans and proposed urban service area changes. The Council will improve its own GIS capability to further this process. In the interim,the Council will continue to verify land use with communities using its current process but with updated data. Each time the Council expands the metropolitan urban service area,it makes a commitment to provide regional services to that area. In addition, the local government makes a commitment to provide local services to that area.To minimize public expenditures for these services and to ensure orderly and economic development of the region, the addition of new land to the urban service area should be timed and staged in an orderly manner.The criteria the Council will use to consider requested changes to a local urban service area boundary are contained in Appendix C,page 76. When a local government requests a change in staging in its comprehensive plan, by either adding more land to its urban service area or changing the urban service area boundaries, the Council will use the following guidelines to ensure that orderly and contiguous development occurs: a.The Council will support local comprehensive planning that carefully stages development. When a local government submits a request for a change to its urban REGIONAL BLUEPRINT September 1994 49. service area it must analyze how that change will affect regional forecasts,system plans and operations. Because this analysis is most effectively accomplished when changes are considered in aggregate,the Council prefers that a local government • limit its requests for such changes to one per year rather than seeking piecemeal amendments. b. Based on the currently established year 2000 urban service area boundary, the extension of wastewater treatment service will be limited to those communities • already receiving some service. The Council will reevaluate the need to add a new community to the urban service area as it works with local communities to establish the location and staging of the metropolitan urban service areas for 2005 and 2010. • c. Expansions of a local urban service area will be allowed only where appropriate and sufficient regional wastewater treatment and transportation capacity exists or is planned to coincide with the requested expansion. Redevelopment potential within each sector will also be considered when reviewing expansion requests. d.Amendments to a local government's comprehensive plan will be the usual method of reflecting agreements between the Council and the local government for the provision of regional urban services or urban service area boundary changes. However,in some cases,because of unusual circumstances or issues,it may be more appropriate for the Council and the local government to develop a special agreement or compact outlining their respective roles,responsibilities and commitments regarding a service or urban service area boundary expansion. For example,special agreements have been developed with the cities of Eden Prairie and Shakopee.Agreements/compacts will be tied to performance through local comprehensive plans. The Council will review progress toward implementation of the agreement in future decisions involving the community. Action Step 5C The Council will 1%ork with local communities through the comprehensive planning process to designate areas for longer terns future urbanization by establishing 2005 and 2010 urban service area boundaries. Council actions: 1. Establish urban service areas boundaries for 2005 and 2010(and for 2020 if desired by local communities)that are consistent with regional policies,regional growth forecasts, local needs and plans,and aggregate land demand and supply within regional sectors and appropriate clusters of communities. The boundaries established should fit capabilities for existing and planned regional service Regional Data Sectors systems,and should be set in consultation with local communities. North Of the eight regional sectors,the North St.Paul following four have general priority „ ` Mhn•woKA — and are listed in order(1) Northwest Northwest J -- —S�pal's Ml nneapolts WASHINGTON Minneapolis, (2)North Minneapolis, �, HEhN E1N ig RAP (3)Southwest Minneapolis and(4) s-1 __. South St. Paul(see map,right). CARVER V}r6�- •r „- `` r f Southeast For regional systems planning, when Southwest ro � � St.Paul •Minneapolis s¢--. no geographic staging is set for the _ _ _ 2010-2020 period,estimates of : SCOTT bib. DAKOTA 2010-2020 urban land demand using South Minneapolis-- South St.Paul - regional long range forecasts will be - used. 50 A plan for action 2. Explore designating long-term urban reserve lands for potential inclusion within the urban service area over the next 50 years. Work with local communities to establish a hierarchy of criteria that could be applied to select and preserve land currently outside the urban service area as most appropriate for future urban development. Urban reserve lands could be incorporated into the next revision of the Regional Blueprint. 3. Share,review; and update the Council's land use information to improve its quality Monitor and regularly publish data on vacant developable urban land supplies in the region. Evaluate the potential of using county GIS systems as the source of regional land use information. Partnership actions: 4. Establish a working group made up of representatives of local communities, builders,developers,planners,environmental interest groups,and academic community to help the Council evaluate and propose improvements to the urban land supply and availability methodology/process,including land use data specifications/definitions for the regional GIS.Also,the Council will work with representatives from local communities in the older,developed portion of the region to establish a process/methodology to determine land available for"reuse, redevelopment and infill."After review and comment by all communities a revised methodology/process will be incorporated into the handbook(Appendix F page 79). 5. Annually monitor land use consumption,wastewater treatment system use and traffic counts and assess at least every 3-5 years the need for services and urban service area changes/expansions. Reexamine the boundaries of the urban service area each time the Council adopts new forecasts of population,households and employment. The Council's preliminary land supply estimates for 1990 and projected land demand from 1990 to 2020 show for the region as a whole and for the quadrants and sectors that sufficient serviced land currently exists to meet needs through 2005 in the metropolitan urban service area. The year-2000 urban service area boundary factors in an additional five-year supply of land to avoid undue increases in land prices,provide greater choice in development locations,and accommodate unexpected growth. These estimates of land supply are based on the assumption that the region will continue to develop according to today trends in density and general geographic patterns. The Council does not expect that development will occur evenly across the region. The Council needs to better ensure that developing communities have adequate land for new development and also to better recognize the potential for redevelopment and reinvestment. The Rural Service Area Action Step SD Tile Council will support three land use types outside the metropolitan urban seri ice area:commercial agriculture, rural centers and general rural use. The rural service area includes the commercial agricultural area,rural centers and the general rural use area. The commercial agricultural area includes "agricultural preserve"land under the Metropolitan Agricultural Preserves Act that is certified by the local government as eligible for the agricultural preserves program. REGIONAL BLUEPRINT September 1994 SHAKOPEE/CHASKA INTERCEPTOR -. COST SHARING AGREEMENT THIS AGREEMENT, is made and entered into between the MI✓TROPOLITAN COUNCIL (hereinafter"the Council"),the ME-1 ROPOLITAN WASTE CONTROL COMMISSION(hereinafter "the Commission"), and the CITY OF SHAKOPEE (hereinafter "the City"). WHEREAS, the Council and Commission, following review and analysis, have amended the Commission's 1992-2010 Implementation Plan to include the construction of an interceptor sewer(the "Facility"),generally depicted on Exhibit A attached hereto and made a part hereof, to convey sewage from the City of Chaska to the Commission's Blue Lake Wastewater Treatment Plant; and WHEREAS, aportion of the FacilityservingChaska will be located within the boundaries of the City, and could, with certain design changes, simultaneously serve as a Commission interceptor and a local trunk sewer for the City; and WHEREAS, the Council, the Commission and the City have agreed that the Facility can be designed and used simultaneously as a Commission interceptor sewer and a local trunk sewer for the City. In consideration of the Council and Commission modifying the design of the Facility to accommodate the City's need for a local trunk sewer, the City agrees to pay for a portion of the project costs of the Facility over and above its SAC charge cost contribution and the City further agrees to make necessary amendments to its comprehensive plan, comprehensive sewer plan and official controls to ensure the avoidance of premature growth or urbanization in accordance with Council policies. NOW,THEREFORE,the parties to this agreement,in consideration of the mutual covenants contained in this agreement, agree as follows: SECTION 1. RECITALS 1.1 Council and Commission. Pursuant to Minnesota Statutes, section 473.146, the Council has adopted a Wastewater Treatment and Handling Policy Plan for the collection,treatment, and disposal of sewage in the Metropolitan Area. Minnesota Statutes Section 473.511 authorizes the Commission to acquire, construct, equip, maintain and operate all interceptors and treatment works needed to implement the Council's Wastewater Treatment and Handling Policy Plan. 1.2 Chaska/Shakopee Interceptor.Shakopee Segment. The Council and Commission have determined that the Facility is necessary for and shall be constructed pursuant to the Council's Wastewater Treatment and Handling Policy Plan and the Commission's 1992-2010 Implementation Plan. This work is identified as Commission Project Number 920601. 13 City Sewer. The City has planned the construction of a trunk sewer along the general route of the Facility. The City has determined that the joint use of a single sewer pipe to be constructed, owned, and operated by the Commission will satisfy certain sewer service needs of the City. The City agrees that it will conduct all proceedings necessary under law and ordinance so as 1 _ _ f • to authorize it to participate in the cost of the construction of the Facility. 1.4 Construction. The interceptor and trunk sewer can be constructed as a single pipe and the design of the Facility and its construction can best and most economically be undertaken by the Commission. Construction of the Facility will be carried out by the Commission through an agreement with the Minnesota Department of Transportation (hereinafter "MnDOT"). That agreement will provide that MnDOT will construct the Facility in conjunction with its construction of the Shakopee Bypass with the costs thereof to be billed by MnDOT to the MWCC at the time of construction. After construction, ownership and operation of the Facility will be turned over to the MWCC. SECTION 2. FACILITY CONSTRUCTION AND CAPACITY 2.1 Plans and Specification. The Commission will prepare plans and specifications for the construction of the Facility. The plans andspecifications for the Facility shall include adequate design capacity to enable the City's use of the Facility as specified in this Agreement for trunk sewer purposes, as well as use of the Facility as a Commission interceptor. The Commission shall design the Facility to provide capacity for planned growth to the year 2040 of the land within the City tributary to the Facility. This capacity shall be determined on or before Commission approval of the plans and specifications for the Facility. Specifically, the Facility shall, at a minimum, be designed with 17 cubic feet per second peak capacity for City trunk sewer use. The Commission agrees to allow the City to review and comment on the plans and specifications for the Facility so as to insure that adequate trunk sewer capacity is provided. Notwithstanding any other provisions of this Agreement, the Commission shall be solely responsible for approving plans and specifications for the Facility. 2.2 Contract Administration. Facility construction will be carried out by the Commission through an agreement with MnDOT. That agreement will provide that the construction project will be completed in accordance with the design plans and specifications described in section 2.1. The Commission retains sole authority to determine whether construction is consistent with the design plans and specifications. SECTION 3. PROJECT FINANCING 3.1. Shared Costs. The Commission and City shall share the costs of constructing the gravity sewer portion of the Facility as set forth in this Section 3. Costs to be shared (hereinafter "Shared Costs") shall consist of the following: A. The total of unit price costs for the gravity sewer portion of the Facility as determined by the award to the general contractor on the project on a competitive bid basis. B. A pro rata share of common or project-wide costs (e.g. mobilization, seeding, erosion control,etc.) as determined by the project bid, allocated to the gravity - 2 sewer portion of the Facility on the basis of length of that portion versus the length of the entire sewer interceptor as well as a pro rata share of the actual costs incurred by the Council and the Commission to issue the bonds. C. Any additions or subtractions to the costs set forth in paragraphs A or B resulting from project change orders. D. Fifteen (15) percent of the total costs as determined in paragraphs A, B, and C as engineering, construction inspection/management, and administrative overhead. "Shared Costs" are currently estimated at approximately$ 4,000,000. Howev:,r, it is expressly agreed by the City that said figure is an estimate only and that actual final Shared Costs will be determined as provided in this section 3.1. The Commission agrees to notify the City of the actual final shared costs after they have been determined by the Commission and provide the City with a repayment schedule for the City's principal and interest payments as determined in sections 3.3 and 3.4. 3.2 City Portion. The City agrees to pay the Commission the City's portion of the Shared Costs as calculated by applying the following percentages to the total cost paid by the Commission for each of the corresponding pipe sections: Pipe Section Shakopee % of Total Cost A 00.00 B 29.00 C 31.00 D 33.00 E 39.00 F 39.00 G 44.00 H 46.00 I 46.00 These percentages are based on the formulation depicted in Exhibit B in which the City reimburses the Commission for a percentage of the total cost paid for the Facility which is proportional to the amount of wastewater flow from the City as compared to the total wastewater flow. The City shall receive a credit to its portion of the Shared Costs in the amount of $1,325,000. The amount so calculated based on the percentages minus the credit shall constitute the principal portion of the Shared Costs and is hereinafter referred to as the "City Share Principal." The City Share Principal shall be paid in installments by the City in accordance with the provisions of section 3.4. The City shall also pay interest on an annual basis to the Commission in accordance with the provisions of section 3.3. 3.3 Interest Rate. The City Share Principal shall bear simple interest on the unpaid principal balance from the date payment is made by the Commission to MnDOT for the Facility at a per annum rate which is equal to the interest rate charged to the Council and the Commission on the bonds issued for the project. The first interest payment shall be due December 1 of the year following the date of completion. The date of completion for this section 3.3 is the date the Facility is placed into operation. Thereafter, interest payments from the City will be due on December 1 of 3 • each subsequent calander year until all principal payments have been made pursuant to section 3.4. 3.4 Principal Payments. The City shall make payments of City Share Principal in four equal installments over 20 years. The first principal payment shall be due on December 1 of the fifth calander year following the date of completion. The date of completion for this section 3.4 is the date the Facility is placed into operation. Thereafter, principal payments from the City will be due on December 1 of every fifth calander year. The City may prepay all or any portion of the outstanding City Share principal at any time. 3.5 Method of Payment. Payments under section 3.3 and section 3.4 shall be made payable by check or wire to the"Metropolitan Waste Control Commission" at the following address: Chief Administrator Metropolitan Waste Control Commission 230 East Fifth Street St. Paul, Minnesota 55101 If the City makes a payment to the Commission by wire, the City will notify the Commission two days before wiring the payment. 3.6 Acceleration of Payments. If any default is made in the payment of any installment principal and/or interest due and owing pursuant to section 3.3 or section 3.4, the Commission may at its option and upon ninety(90) days written notice to the City, elect and declare its intent that the entire unpaid City Share principal amount (plus accrued interest) shall become immediately due and owing. Following delivery of the notice, the City shall be given ninety (90) days, to cure the default. If the City fails to cure the default within the ninety (90) days, and following formal consideration during which the City shall be given an opportunity to state its position, the entire unpaid City Share principal plus accrued interest shall immediately become due and owing on the first day following the expiration of said ninety (90) day period. 3.7 Collection of Installments. The parties to this Agreement expressly agree that the City's payment obligations pursuant to this Agreement constitute a charge payable pursuant to Minnesota Statutes, section 473.521. In the event the City fails to make any installment payment or portion thereof, and accrued interest, pursuant to this Agreement, the Commission at its option may recover or collect any such amounts due and owing by one or more of the following methods: A. A deficiency tax levy pursuant to Minnesota Statutes, section 473.521, subd. 4. In such case the City expressly represents and agrees that such charges are a legitimate and necessary charge. B. Addition of the amounts owed to the City's regular sewer bills from the Commission for sewer service. C. By any other appropriate legal proceedings. • • 4 - SECTION 4. OWNERSHIP AND USE 4.1 Ownership of the Facility. The Commission shall be the sole owner of the Facility and shall be responsible for its operation, maintenance, repair, and reconstruction. The Commission shall operate and maintain the Facility in good, working order, and shall preserve and maintain that portion of the capacity of the Facility as described herein for use by the City as a trunk sewer so long as the Facility is needed and utilized by the Commission as an interceptor sewer. If the Facility is no longer needed by the Commission as an interceptor sewer, the City, the Commission, and the Council may negotiate an agreement to sell or otherwise convey the Facility to the City. The Commission may utilize any portion of the capacity assigned to the City pui.uant to this Agreement and not currently being utilized or needed by the City for trunk sewer purposes. The Commission shall not be responsible for construction, operation, maintenance, repair or reconstruction of any connection to the Facility which is not constructed by the Commission as part of Commission Project Number 920601. 4.2 City Use. The City shall be authorized to make use of the Facility as a trunk sewer for flows in cubic feet per second not exceeding the following amounts for each section of pipe as indicated on Exhibit A: Pipe Section Maximum Shakopee Flow A 0.0 B • 3.0 C 3.9 D 4.7 E 8.0 F 8.0 G 14.3 H 16.3 I 17.0 Any such use shall be consistent with the provisions of the City's Comprehensive Plan and Comprehensive Sewer Plan, and the design plans for the Facility when areas tributary to the Facility are brought within the City's urban service area including lands which the City may annex in the future. Provided, however, that no such use is available for land annexed by the City after the date of this agreement unless there is an agreement among the parties on a recalculation of the City's cost share for such additional use. The City's portion of the cost share for such additional use shall be determined consistent with the formula used in section 3.2 in which the City's portion is calculated as a percentage of the total cost paid for the Facility which is proportional to the amount of wastewater flow from the area annexed by Shakopee as compared to the total wastewater flow. This formula is depicted in Exhibit B. An illustration showing how the formula would apply for adding flow at point A from land annexed by Shakopee is included as Exhibit C. However, it is expressly agreed that Exhibit C is an illustration only and that the City's share will be based on the actual final costs for the Facility. The first illustration on Exhibit C represents the"base case" for the costs that the City is required to pay under the terms of this agreement. Whether or not the City annexes land, the City is required to pay the basic amount of$5,283,190. Up to 3.0 c.f.s. of flow can be placed in the pipe at point B. All or a portion of this flow could come from land annexed by the City which - 5 would not require a recalculation of the shared costs of this agreement. Total flow at_point B, however,cannot exceed 3.0 c.f.s. under the terms of this agreement. If the City seeks to add any flow at point A or add flow at point B in excess of 3.0 c.f.s., the parties will need to rcalculate the shared costs based on the formula discussed above. In addition, if the City wishes to decrease flow at one point and add flow in excess of what has been agreed to under the terms of this agreement, the parties will need to recalculate the shared costs based on the formula as discussed above. The City shall apply for a connection permit for all direct connections to the Facility and shall comply with the Commission's technical and engineering requirements for such connection. All costs of such connections shall be paid by the City except for connection I as depicted on Exhibit A. Nothing in this agreement shall be interpreted as abridging or limiting the Commission's enforcement of Waste Discharge Rules regulating the use of the metropolitan disposal system. 4.3 Indemnification. The City agrees to indemnify and hold harmless the Commission, its employees,or agents from and against all claims,damages,losses and expenses,including attorney's fees, attributable to any claims arising out of or resulting from the City's use of the trunk sewer capacity in the Facility provided that any such claim,damage,loss,or expense is attributable to bodily injury,sickness, disease or death, or to injury to or destruction of tangible property including the loss of use resulting therefrom. The Commission agrees to indemnify and hold harmless the City, its employees, or agents from and against all claims, damages, losses and expenses, including attorney's fees, attributable to any claims arising out of or resulting from construction, operation, or maintenance of the Facility, except for any such claims attributable to the City's use of the trunk sewer capacity in the Facility provided that any such claim, damage, loss, or expense is attributable to bodily injury,sickness,disease or death,or to injury to or destruction of tangible property including the loss of use resulting therefrom. SECTION 5. RIGHT-OF-WAY ACQUISITION 5.1 Duties of City. The City shall assist the Commission in acquiring the necessary property, rights of entry and other property interests or permits needed for construction of the Facility and that portion of the Facility lying within the boundaries of the City. Such assistance shall include: A. Conveyance to the Commission at fair market value,of the following easements along the final route of the Facility: 1. all sanitary sewer easements now owned or hereinafter acquired by the City; and 2. all sanitary sewer easements on city-owned property which the Commission determines are necessary for construction, operation, or maintenance of the Facility. B. Conveyance to the Commission,without charge,of any easements located on property conveyed by MNDoT to the City as part of the Project which are determined necessary by the Commission for construction, operation, or maintenance of the 6 Facility. C. Approval and authorization for use,without charge, of public rights of way within the City along the final route of the Facility. D. Cooperation with the Commission in acquiring easements or other property interests from governmental subdivisions, business entities and private individuals determined necessary by the Commission for construction of the Facility. 5.2 Public Purpose. The City stipulates and agrees that construction of the Facility is for a public purpose and that acquisition of property therefore is necessary and authorized by law pursuant to Minnesota Statutes Chapter 117 (1992). SECTION 6. LAND USE PLANNING AND CONTROL 6.1 Growth Control. In accordance with the Council's Metropolitan Development and Investment Framework and the metropolitan system plans, the City agrees to use its best efforts to prevent the premature urbanization of areas outside the year 2000 Metropolitan Urban Service Area. Specifically, the City agrees that it shall do and perform the following on or before January 1, 1996: A. Submit to the Council for review a comprehensive plan or comprehensive plan amendments, including a comprehensive sewer plan, to comply with the following provisions of this Agreement. Amendments to the City's comprehensive plan shall be submitted to the Council for review pursuant to the Metropolitan Land Planning Act following approval by the City's planning commission and after consideration but before final approval by the City's governing body to meet the following objectives: 1. A provision designating a reconfigured year 2000 urban service area containing no more than 2311 acres of vacant developable land which includes platted lots and undeveloped portions of certain large industrial holdings,but does not include lakes, streams, or other waterbodies, wetlands, floodplain, and other lands used for public purposes as mutually agreed to by the City and the Council. Because the City's supply of vacant developable land within the urban service area is sufficient to meet the demand for future development beyond the year 2000, the reconfigured year 2000 urban service area will include a land trade taking approximately 180 acres of industrial land out of the urban service area, as indicated on Exhibit D, and adding approximately 360 acres of residential land to serve the demand for residential development. 2. A provision regarding the existence of the Facility which will ensure conformity with metropolitan system plans. 3. A provision that the City will not exceed the Council's year 2000 sewer flow projection of 5.94 cubic feet per second average annual flow or such final - sewer flow allocation as may result from revisions to the Council's 7 Metropolitan Development and Investment Framework or the successor to that document. - 4. A provision designating rural service density standards of one residential unit per ten (10) acres consistent with the following: a. In those sections of the City where, as of the date of this agreement, the number of 1.) existing dwelling units; 2.) developable lots shown in applications accepted by the City as of January 18, 1994 for preliminary or final plats or preliminary or final planned unit developments (PUDs); and 3.) unsubdivided parcels exceeds the one (1) unit per ten (10) acre density computed on the basis of 640-acre parcels (sixty-four (64) units per six hundred and forty (640) acres): •developable lots shown in preliminary or final plats approved by the City as of the date of this agreement may continue to be developed as zoned and platted; •unsubdivided parcels of ten (10) acres or greater may continue to be platted and/or developed provided that the parcel meets the one (1) unit per ten (10) acre density standard; *developable lots shown in preliminary or final plats approved by the City as of the date of this agreement and unsubdivided parcels must meet the conditions contained in the Appendix entitled"Criteria for Council Approval of Local Plans that are Inconsistent with MDIF Rural Area Policies" to the Amendments to the Metropolitan Development and Investment Framework Policies for the Rural Service Area, adopted by the Council on December 5, 1991. The Council encourages communities to allow lot sizes of less than 2.5 acres consistent with rural development standards to better provide for clustering of development to more efficiently provide future urban services. This provision shall apply to sections 9, 13, 18, 19, 24, 30, and 32 in the City. b. In all rural area sections where, as of the date of this agreement, the number of existing dwelling units, developable lots, and unsubdivided parcels is less than one(1)unit per ten (10) acre density the city must adopt policies and official controls consistent with the Amendments to the Metropolitan Development and Investment Framework Policies for the Rural Service Area, adopted by the Council on December 5, 1991. c. The parties recognize that this provision may include elements to address unconstitutional takings, hardships and unique circumstances. 8 S. A description of adopted on-site sewage disposal ordinance provisions consistent with applicable requirements set forth in the Council's Water Resources Management, Part 1, Wastewater Treatment and Handling Policy Plan. 6. A policy and ordinance adopting the Council's Interim Strategy to Reduce Nonpoint Source Loading to the Minnesota River. Within 30 days following the completion of review of the comprehensive plan or comprehensive plan amendment by the Council, the City agrees to adopt the above- described comprehensive plan amendments. Notwithstanding any other provisions of this Agreement, no use of the Facility as a trunk sewer shall be permitted until the City has finally adopted the above-described comprehensive plan amendments following the completion of Council review. B. Within one year following the date of this agreement, the City agrees to transmit to the Council a description and analysis of the difference between the City's comprehensive plan and its zoning ordinance provisions with respect to item A.4. above and a method approved and adopted by the City for reconciling the two which is acceptable to the Council, if different from one another with respect to land use types, densities, and urban service timing and staging. The City further agrees that by January 1, 1996, it shall repeal or appropriately amend any official control or fiscal device that is in conflict with item A4. above of its comprehensive plan. C. The City agrees to use its best efforts to work with Scott County to limit the spacing of access points on County Road 18 consistent with the Minimum Access Spacing Guidelines included as Exhibit E to this agreement and incorporated as part of this agreement. The City further agrees that it will follow Scott County's recommendation, if any, following the County's review of plats for access to County Road 18. 6.2 Future Urban Service Area Expansions. Future changes to the urban service area must occur under the applicable requirements and procedures of the Metropolitan Development and Investment Framework or the successor to that document as it is revised over time. The Council agrees that, as consistent with Council policies,if the City gets the planned household and job growth and needs additional land within the Metropolitan Urban Service Area, expansions of the Metropolitan Urban Service Area will be granted in areas where metropolitan systems are not adversely impacted. 63 County Road 18. Following the City's compliance with section 6.1(A) of this agreement and the Council's review and acceptance of Scott County's Transportation Plan which limits the spacing of access points on County Road 18 within the City, Scott County can resubmit, and the Council will approve, the controlled access request for direct access between CSAH 18 and the new County Road 18 in Shakopee (south of the Trunk Highway 101 By-pass). 9 SECTION 7. - SANCTIONS FOR BREACH OF CONTRACT 7.1 Limitations on City's Right to Use. It is expressly agreed that in the event that the City commits a material breach or violation of any provision of this Agreement, the Council or Commission may, following formal consideration during which the City shall be given an opportunity to state its position, delay or limit the City's right to use the Facility for trunk sewer purposes or take such other action as may be appropriate, provided, however, the Council or Commission shall not disconnect any connection by the City to the Facility for which a connection permit has previously been granted pursuant to Section 4.2 of this Agreement. Prior to any such delay or limitation, the City shall be given a reasonable time which shall not be less than ninety (90) days after notice in writing of the claimed violation, to achieve compliance with the terms of this Agreement. Nothing herein shall be construed to remove or modify the liability of the City under Section 3 of this Agreement. Notwithstanding the provisions of this Section 7.1,the City shall have the right to initiate such action or actions that the City shall deem appropriate requesting a judicial determination of whether a material breach or violation of any provision of this Agreement has occurred and, if so, whether the delay or limitation on the City's right to use the facility for trunk sewer purposes as imposed by the Council or Commission or any other action taken by the Council or Commission is appropriate and equitable under the circumstances. 7.2 Design of Facility. Upon any breach of this Agreement by the City, the Council and Commission may determine to design the Facility without capacity for the City,and/or take such other action as may be appropriate with respect to the design of the Facility. 73 Fact Stipulations. To assist in the enforcement of Section 6 of this Agreement, the parties hereto agree and stipulate to the following finding of fact: Any amendment to the City's comprehensive plan that does not comply with the provisions of Section 6 of this Agreement constitutes a substantial departure from a metropolitan system plan within the meaning of Minn. Stat. § 473.175. The parties hereto have entered this Agreement in express reliance on the above-stated facts and the parties shall be estopped from denying or contesting the truth of said facts. It is expressly agreed that if the City fails to perform the tasks specified in Section 6 of this Agreement, the Council may obtain a court order under Minn. Stat. § 473.175 requiring the City to perform those actions specified in Section 6 of this Agreement. No action or inaction by the City pursuant to any order,judgment or decree of any court, governmental or administrative agency shall constitute a violation on the part of the City of any provision of this Agreement, provided that if the City cannot meet its obligations pursuant to Section 3 because of such order,judgment,or decree, the Council and Commission shall have no obligation to provide trunk sewer service to the City under this Agreement. 7.4 City's Remedies. It is expressly agreed that in the event that the Council or Commission violates any of the provisions of this Agreement, the City may, in addition to any other remedy at law, seek specific performance of this Agreement. 10 . / . IN 'FISS WHEREOF, the parties hereto have executed this Agreement on the .4„/- day of n'I ,,,civ , 1994. _ Approved as to form METROPOLITAN COUNCIL ---- (-0 / BY /– sistant Counsel Chair By4,:(l../erNo.V".4.„.7 Exec{itive Director Approved as to form METROPOLITAN WASTE CONTROL COMMISSION il Genera Counsel Chair / •/ U By A .Chief Administrator Approv-• as to form CITY OF SHAKOPEE 1-12-97 l 4L1d / — sus. BY City Attorn-y Mayor t / / v 4,44.44:4 poei - By City Administrator By t�17,c • P/)1, CttOlerk 11 ._.., i - .-N7-.: '4: .•\'.......--1--' ,-.V171. '., -1.".•_•-:•,_..i.,#-\-% —<---,,) t ,:..1>...: ('-.',•\ ,...,11; - I - , • _ ,..1:, ,,, ........ . . 1,. .e.p.1 •: - ,,3• ,.. .!..-... s....-.•!,/f . . 2... 1 •i 3:0 . •N , .\,, I I-`,-.• !-,;. ,•.> , \•-:=- e, 11,.tL\..4\-' • ‘t.hP,.4 . .%\ '72--t\i_‘.,1 . 1H ' 1i' \- ,.).\,,, ,J/.7. ..-= -1-k t'-\.\-• .k, • 1;%\ 47/ki 0 1—r,:• :7 , -,,,,....r.i.t• —:-.,- -...,...‹,- k.,. I' N. 1 .\\ • - til ifiLL. 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' -4! a ! • . ,4 1 1\--r1 i .11 . t :. jj,„" ?1,.• III EXIIIBIT A —v-,4t7,1 i i I;•;' ,t !i ).:0,1, - ../1-- - . • /:,4 \71--: 1 • i: 1- f _,1---Q•is r,,,t,..;?.! ,--,-? ! ci'e .i— hi,11-Ami.n.i II; • :•,..7,;.7:-..--.-1-, •-..........,...,, .,• • 1 . i e COST vs. % FLOW INSTALLED COSTS CONSTANT SLOPE = 0 . 20% • • 50 40 �. / . I / O 30 J 20 • %FLOW %COST 10 - 5 22 '10 29 15 33 20 37 25 30 40 0 10 20 30 40 50 35 .44 40 46 0/0 COST 45 48 '50 50 C-36 EXIIII3IT B SH:KOPEE COST SHARING BREAKDOWN . SHAKOPEE/CHASKA INiERCEP'TOR MWCC PROJECT NUMBER 920601 . PIPE SHA}K FLOW SHAKOPEE % SHAKOPEE % SECT PIPE SHAKOPEE - SECT (CFS) OF FLOW OF COST COST (MILL) COST A 0. 0 0. 0 0. 0 2. 159 $0 B 3. 0 10. 64 29. 0 0. 223 $64, 670 C 3. 9 13. 40 31. 0 1. 054 S326, 740 D 4. 7 15. 72 33. 0 0. 664 $219, 120 E 8. 0 24. 10 39. 0 0. 260 $101, 400 F 8. 0 24. 10 39. 0 1. 280 $499, 200 G 14. 3 36. 20 44. 0 1. 971 $867, 240 H 16. 3 39. 28 46. 0 3. 796 $1, 746, 160 I 17. 0 40. 28 46. 0 3. 171 $1, 458, 660 • 14. 578 $5, 283, 190 EXAMPLE 1 - SHAKOPEE ANNEX PART OF JACKSON TOWNSHIP FOR ADDITIONAL 1 CFS OF FLOW PIPE SHAK FLOW SHAKOPEE % SHAKOPEE Y. SECT PIPE SHAKOPEE SECT (CFS) OF FLOW OF COST COST (MILL) COST A 1. 0 3. 85% 19. 0% 2. 159 $410, 210 B 4. 0 14. 13% 32. 0% 0. 223 $71, 360 C 4. 9 16. 84% 34. 0% 1. 054 S358, 360 D -1. 7 19. 06% 36. 0% 0. 664 $239, 040 E 9. 0 28. 04% 41. 0% 0. 260 $106, 600 F 9. 0 28. 04% 41. 0% 1. 280 $524, 800 G 15. 3 38. 73% 45. 5% - 1. 971 S896, 805 H 17. 3 41. 69% 46. 5% 3. 796 $1, 765, 140 I 18. 0 42. 65% 47. 0% 3. 171 $1 , 490, 370 EXHIBIT C . c--, -c ecc cow ! '- r - EXAN;LE 2 - SHAKOPEE ANNEX PART OF JACKSON TOWNSHIP FOR ADDITIONAL 2 CFS C= FLOW PIPE SHAK FLOW SHAKOPEE '/• SHAKOPEE % SECT PIPE SHAKOPEE SECT (CFS) OF FLOW OF COST COST (MILL) COST A 2. 0 7. 69% 25. 5% 2. 159 $550, 545 .J5Ci B 5. 0 17. 67% i 0. 223 $78, 050 C 5. 9 20. 27% 37. 0% 1. 054 $389, 980 D 6. 7 22. 41% 38. 5% 0. 664 $255, 640 E 10. 0 31. 15% 42. 5% 0. 260 $110, 500 F 10. 0 31. 15% 42. 5;: 1. 280 $544, 000 6 16. 3 41. 27% 46. 5% 1. 971 $916, 515 H 18. 3 44. 10'/• 47. 5% 3. 795 $1, 803, 100 I 19. 0 45. 02% 48. 0/ 3. 171 $1, 522, 080 • 14. 578 $6/ 170, 410 • EXAMPLE 3 - SHAKOPEE ANNEX PART OF JACKSON TOWNSHIP FOR ADDITIONAL 3 CFS OF FLOW PIPE SHAY. FLOW SHAKOPEE /. SHAKOPEE '/• SECT PIPE SHAKOPEE SECT (CFS) OF FLOW OF COST COST (MILL) COST A 3. 0 11. 54% 30. 0% 2. 159 • $647, 700 B 6. 0 21. 20'/• 38. 0% 0. 223 $84, 740 C 6. 9 23. 71% 39. 0% 1. 054 $411, 060 D • 7. 7 25. 75/ 40. 0% 0. 664 $265, 600 E 11. 0 34. 27'/• 43. 5% 0. 260 $113, 100 F 11. 0 34. 27'%• 43. 5% 1. 280 $556, 800 G 17. 3 43. 80'/• 47..0% 1. 971 $926, 370 H 19. 3 46. 51% 48. 5% 3. 796 $1/ 841, 060 I 20. 0 47. 39% 49. 0% 3. 171 $1, 553, 790 14. 578 $6, 400, 220 1 • - • '- • . .. . ' • - . • - ••• ' _ • 1 -. •V . ,. 4 . r • • •, •. ._...._._ ,•,•• _. ,._.,„,..........\.„.......___•‘-,._.._.._..._,......... ••—-.:.:7- — , , . :: • • '..\?..... \••-•••-s—•,\ .\\...." \ . 1 : , .• f 1 - . • . • • - .1 2. - ii .- / 7:-P,a..77.: .. •:, I• : • •• .•. - ! ....• . •- . I, 1 - _ - /..:•• i • . :1 . • ,._._. • IN.I.m. i."1 '111r. -..: . ri 1 l' ... ... ••i• ••, :.; •J N . ,• k.....i__ . • . . 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Z X o $ .E; 2'3 -X El ♦ V J• 0 4E Ni1v, qFg -R.1 CC H r V C iO 1p Q5Q g N • -NJ • 4. � r cE .2 N ti QO rC WwU _ ri. t- - • S Q 8811- • Y U lb lb Hv C0O IL W 1.x..1.' 3 13 n „.- V O hin 2 . W o m > gSs > Z < N 3 F El • - s > $> m WhI 5., IN li i-a- • • H HH0 1 g E 8 Ell ERA E 2 ZS > 9g- 5. 1 .5 9E QiE EE .§ i - . • 22 g A c.,- — e 2 5 VI 4 C17 1il !JIHi >mE �„ © o Q v iI § S] oD g F3 > › S S. LLL Ta 1 — g g 3 -7 �-.5 � W Z O 3- O -0 `y• ±.' O c 7 CL 111 C D L . J S F- aLL. C] ai c3 6 LII tt_ cci v N Metropolitan Council Working for the Region, Planning for the Future February 14, 1996 TO: City Managers/Administrators, Township Clerks, County Managers in Region SUBJECT: Revising Local Household and Job Forecasts The Metropolitan Council is currently revising its forecasts of population, households and jobs for all counties, cities and townships in the Seven-County Metropolitan Area. Our most recent ones were adopted in 1992 as part of the Council's Regional Blueprint. We update our forecasts about every five years. The forecasts provide a basis for planning regional sewer, transportation and other regional services. The forecasts are based on past trends, anticipated demographic changes, regional policy and, importantly, input from local units of government. In the past, the Council has given you one preliminary set of numbers to react to before they become final numbers. This year we are asking you to react to three sets df numbers,which are enclosed. The forecast allocations at the community level are based on three growth options for the region as a whole. One of the options is based on the continuation of current development trends. A second assumes no expansion of the current Metropolitan Urban Services Area until after 2020. The third focuses some of the region's expected growth into "growth centers." The options are described in the enclosed report, Growth Options for the Twin Cities Metropolitan Area. Please review the options and the forecasts for your jurisdiction. How do the options (translated into households and jobs) fit your vision of your community or county? Do they reflect your growth aspirations and expectations? How do they fit your part of the region? To help you understand the forecasts, you are invited to a staff briefing at 10 a.m., March 1, in the Metropolitan Council chambers, 230 E. 5th St., in downtown St. PauL We will brief you on the forecast methodology, the options and answer your questions. We would like to get your reactions by May 1 so we can select a preferred option in June/July. After the Council selects an option, the revised forecasts will be incorporated as an amendment to the Regional Blueprint. This will represent another opportunity to have input into the forecasts. A letter about this process has also been sent to your mayor, township chair, or county board chair. Sincere Jim em egion• Administrator en ' 230 East Fifth Street St.Paul,Minnesota 55101-1634 1612) 291-6359 Fax 291-6550 TDD/TTY 291-0904 Metro Ink;Line 229-3780 An Equal Opportunity Employer Q N O O O O O 555555F: 5 ''% 555 .5. 0 O O O O O O O O O O en O O O O O 0 F O O N Fl O 00 O O 0 O b Fn O �n O O O O 00 C' '0 N O WI P1 Q 7 en 0� h Pf e+. 00 t�1 T P1 .•. 7 00 .... 00 00 N — of y 7 - � en C 0% N N N Q 00 O' VD 1 N CM N Oal 6 N 0 C — e•--e p C p p p p C p CCI �+ e0+f 000 0 O n �1Opp n 000 O b O O O b O� vOi vCi 000 O b n a 0 N O ••• G 7 O en - b b O en e1 N. en 00 7 O 00 — en N y — en N — CO .I O C 0. eri — N b N N N N e•'1 en re.. — V-4 N Q pCCp OQ V. F b b S F 7 S el v0i 0v O 000 N 000 CV e'. ^ e'1 en 0 CO e00 en — — b b N O en — N en — eri N — — N N en U N O n O O 0% en 0 0 O O O p N p p !On O O p 0 0 0 O O 00 0 N y O b n N 7 7 N. 01 N •eeN. N00 en 0 — •-• 7 00 N F. 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Rather than striving for an unattainable and costly level of precision, the Council forecast process focuses on understanding the forces at work and the range of possibilities they present. Despite uncertainty planning decisions must be made. These decisions are based on future expectations of growth and have long-term consequences. These expectations have not always proven to be correct, nor will they be in the future. It is this uncertainty that requires us to think of forecasts as a range. We need to consider the impacts of using the higher side of the range versus the lower end. The possible impacts will vary with the service or facility being planned. Roads, transit, sewer lines, waste treatment_facilities, landfills, schools, social programs, etc., are each different in how much flexibility(over-building) can be economically provided to deal with uncertainty. Forecasting also implies that we have some ability to influence the course of events in the future. Instead of designing for maximum flexibility, which can be very expensive, we may want to establish policies that use the forecasts more directly as a guide in shaping development. One of the crucial issues facing the Council in selecting a future growth option for the region is deciding how much influence they want to exert in determining future development patterns--which are reflected in the forecasts. BASIC ASSUMPTIONS UNDERLYING COUNCIL FORECASTS I. No wars or disasters. Although these events have profoundly influenced the demographics throughout the past--the post-war baby-boom being a particularly profound recent example--these events are simply not predictable. II. No major human behavioral changes assumed regarding: A. Family size B. Marriage and divorce rates C. Housing preferences ' D. Labor force participation rates by age and sex E. Age at retirement III. No major changes in the U. S. economy. IV. The Twin Cities Metropolitan Area will not experience social and economic change that is significantly different than the rest of the nation. 1 OUTLINE OF COUNCIL FORECAST METHODOLOGY REGIONAL FORECASTS A. Regional population forecasts(cohort-survival model). The model is based on assumptions regarding: 1. Birth rates by age of mother. 2. Death rates by age and sex. 3. Migration rates by age and sex. B. Step-down from U. S. Census Bureau's national population forecasts as check on demographic model results. C. Regional household forecasts generated from regional age forecasts. D. Forecast of housing demand by type(single-family, apartment and other). E. Regional employment forecasts stepped-down from national forecasts of U. S. Bureau of Economic Analysis(BEA). G. Labor force forecasts. Demographic-based employment forecasts to assure consistency between the population forecasts and the job forecasts. II. SUBREGIONAL ALLOCATION A. Household allocations to major subareas. Households rather than population are allocated because they relate most closely to development and land consumption. 1. Allocation of households to central cities and four major quadrants. 2. Allocation of households to planning areas within quadrants. B. Employment allocations to major subareas. A process similar to the household allocation process is applied. C. Allocation of subarea(quadrant/planning area) household forecasts to city and townships. D. Allocation of subarea employment forecasts to cities and townships. E. Conversion of household forecasts to population for cities and townships. F. Local Review. G. Allocation of city and township forecasts to traffic analysis zones (TAZs). 2 DETAILED DESCRIPTION OF COUNCIL FORECAST METHODOLOGY AND ASSUMPTIONS I. REGIONAL FORECASTS A. Regional population forecasts. The Council employs a basic demographic forecast model built on cohort-survival methodology. Such a method simply replicates the way a population changes,by making assumptions(by age and sex)about future birth rates,death rates and migration rates. The model produces future regional population forecasts for individual 5-year age and sex groupings. The individual age data is a far more useful product than simply having a total future population forecast for the region. 1. Birth assumptions. To forecast births,the total fertility rate(the total number of children a female will have in her life time)was determined from actual birth records in the Metro Area for the past 15 years. For 1980-1984 the rate was 1.66,for 1985-1989 it was 1.80 and for 1990-1994 it was 1.86. It was assumed that the rate would not change much from the current level,consistent with national forecasts. It was increased from 1.85 for 1995-1999 to 1.88 by 2015-2019. If the fertility rate was increased to 2.1 (the rate needed to maintain population stability for a population with a balanced age-structure)for the entire forecast period,it would increase the region's 2020 population by about 125,000 people. Reducing the fertility rate to the 1.66 level of the early 1980s would lower the region's population in 2020 by a little over 100,000. 2. Death assumptions. The 1980 survival rates were constant through 1990,but needed to be raised slightly to reflect death rate trends of the early 1990s. These adjusted rates were then held constant throughout the forecast period. Death rates have not played a significant role in determining the size of the Twin Cities Metro Area population for many decades. Although major changes are possible,the minor variations of our recent trends make little difference in the overall population. Great increases in life expectancy could greatly increase the elderly population,and that would have significant regional impacts. However,it would still not make much of a difference in the overall population by 2020. 3. Migration assumptions. Migration is the major wild card in the region's future growth. Although migration typically has accounted for about a third of the region's growth,it has the potential for large and rapid shifts. The model used age-specific rates based on 1980 to 1990 trends. Data for the 1985 to 1990 period was taken directly from the 1990 U. S. Census. For the 1980-1985 period age-specific rates had to be inferred from 1980 to 1990 age changes and the direct measures of migration from 1985 to 1990. The 1985 to 1990 period was given double the weight of the 1980 to 1985 period in projecting future migration rates by age. The late 1980s was a period of very high in-migration,so our migration assumption is fairly optimistic. However,the aging of the population into less mobile groups should result in a general decline of overall migration throughout the country. There is no force that dictates any overall migration level. Rather,it is the collective result of individual decisions. Several migration alternatives were tested in the forecast model,but it is more instructive to look at historic variation in migration to get an idea of the possibility for forecast variation. The Twin Cities Metro Area has gained about 100,000 people from migration in three of the last four decades. The 1970s was a major departure from that trend. The region lost about 40,000 people due to migration in that decade. 3 B. Regional population forecasts using national step-down approach. This approach relates the region's historic population growth trends to national trends,and then applies this relationship to national forecasts to forecast the Twin Cities Metropolitan Area's population. Reliable national forecasts are needed and these are provided by the U. S. Census Bureau on a regular basis. It is a generally accepted forecasting principle that the larger the geographic area,the more accurate that it can be forecasted. That is because smaller areas tend to be subject to the same factors which cause variation in the larger area,as well as local factors which specifically affect them. The step-down method provides a"reality"check on the model results which are generated wholly from local demographic trends. This approach showed a high degree of consistency with the demographic model results. Twin Cities growth trends,although varying considerably over the past several decades,have remained"relatively"stable in a national context. Specifically,among the largest twenty-five metro areas the Twin Cities has been near the middle in terms of growth rate for the past 50 years. Since 1950,the Twin Cities has outgrown all of the dozen northern and eastern large metropolitan areas, but has seldom grown faster than any of the dozen largest Sunbelt or western metro areas. In the 1980s the Twin Cities growth rate was closer to the rates of several sun-belt/western metro areas (Miami,Houston,San Francisco and Seattle). Although our growth rate has remained stable, national estimates as of 1994 put the Twin Cities growth rate slightly above several sun belt areas (Los Angeles,San Diego and San Francisco and Tampa). Such a stable long-term relationship makes a step-down approach particularly appropriate for the Twin Cities Metro Area. The Twin Cities Metro Area's historic share of national growth was looked at in several ways. It was related to the total U. S.population growth,all metro area growth in the country and growth in the 25 largest metro areas. These trends all yielded about the same results,so the relationship to total U. S.population was projected. Forecasts at this level were readily available. The Twin Cities Metro Areas share of national growth has been: 1940s .97% 1950s 1.21% 1960s 1.46% 1970s .48% 1980-85 1.12% 1985-90 1.62% 1990-94,est. 1.18% Twin Cities shares of national growth using the Council's demographic model were: 1990s 1.19% 2000s 1.04% 2010s .99% The demographic model's forecast shares are a little below recent trends,but reflect the average of the region's longer term trends. Raising the Metro Area's share of national growth to 1.2 percent would add less than 100,000 people over the next 25 years. C. Region level household forecasts. Households were forecasted by converting the regional age forecasts to households. This is done because the rate of household formation varies by age,but within each age group the household formation rate was fairly stable over the 1980 to 1990 period. a number of different assumptions using 1980 and 1990 formation rates were tested,but none of the assumptions made much difference. Selecting the higher formation rate for a specific age group from 4 , • whichever year was highest, 1980 or 1990,yielded 1,306,000 households in 2020. If the lower rate was selected,the 2020 household forecast was 1,259,000. This provides a range of less than 50,000. The assumption that was selected used the average of the 1980 and 1990 rates for age groups where the formation rate had increased. Where there had been decreases between 1980 and 1990,the rates were averaged with the 1990 rate double-weighted. The declines affected age groups under age 35. This assumption was used because it best replicated the 1995 household projections. D. Forecast of housing demand by type. Because of the vast differences in land requirements of different housing types,housing demand was projected for three housing types: single-family detached,apartments in buildings of five or more units and other housing types(duplex,triplex, townhouse and mobile homes). These demand projections were based on the forecasts of households by age of head. Housing preferences can be projected more accurately than simply extrapolating current market trends and conditions by relating them to the age of the household head. That is because of the very unbalanced and continuously changing age composition created by the baby- boom and because there are significant differences in housing preferences by age. There is a high potential for variation in forecasting housing type mix,however. The reason is that new housing of each type is not simply built to meet the demands of the new households that are being formed. Different types of housing are added to the existing stock which,in totalmeet the housing type demands for all households at that point in time. Satisfying this aggregate housing demand potentially involves all housing and population in the region. There are limits that keep these trends from fluctuating too wildly(the mix of the existing stock,housing market factors and the amount of effort it takes individuals to move). Two housing type assumptions based on recent trends were considered. One holds the 1990 housing type preferences by age constant over the forecast period and the other projects the trends from 1980 to 1990. Holding the 1990 rates constant fairly closely replicates housing construction trends over the past five years. The 1980 to 1990 trends revealed a slight shift away from single family housing preferences for all age groups up to age 60. These modest trends were projected at a dampened rate over the forecast period. The results of these different trends on housing change is significant, because it involves the entire population. Holding the housing type preferences constant by age over the forecast period would result in demand for 66 percent of all new housing added by 2020 to be single family. This is close to the split of the current housing stock. If the trends of the 1980s continued,but at a slower rate,it would result in a demand for only 42 percent of new housing to be single family. The difference between these two forecasts in terms of number of new single family units needed in the next 25 years would be sizable--over 85,000. That is out of a forecast of about 350,000 new households to be added between 1995 and 2020. The allocation to cities reflects the average of these two assumptions. The aging of the baby-boom population into the age groups with a high single family preference has already occurred. As they become elderly in the next century,their preference for single-family housing is likely to drop. The "echo boom"(the children of the baby-boomers)are now starting to reach adulthood,and this should also provide a boost to multifamily housing demand in the near future. E. Regional employment forecasts using national step-down approach. As with population,this approach relates the region's employment growth trends to national trends and then forecasts the region's employment by applying this relationship to national forecasts. The national forecasts are from the U. S. Bureau of Economic Analysis(BEA)and are reconciled with Census Bureau demographic forecasts. They are the most frequently used national source of employment data and are regularly updated. 5 Twin Cities economy has long been dependent on U. S.economic trends,but as the Metro Area increasingly competes in a global economy it is subject to more forces that can affect its overall growth trends. That is because the more traditional and stable economic factors related to an area's competitive economic position and growth,such as its natural resource base and locational advantages,are likely to be less important in the information-dominated economy of the future. The factors that affect an information economy are not"givens,"but factors an area must constant work at maintaining. These include the skills of its labor force and wage rates,the area's perceived quality of life,external demands for it goods and services and its communications linkages. The step-down approach has particular validity for the Twin Cities Metro Area for two reasons. We have a very stable historic relationship with national employment trends. Secondly,our economy has a balance and diversity that is similar to the U. S. industrial mix. Thus what happens to the U. S. economy will tend to happen to the Metro Area. If our economy were not so similar to the U. S. economy,a more elaborate approach would be needed,such as relating our employment trends to U. S.trends on an industry by industry basis. A major element underlying not only the employment forecasts,but supporting a continuation of current migration trends is that the Twin Cities'economy will remain strong. Several national sources were used to look at the relationship between the region's and the nation's employment growth. Most of these sources define the Twin Cities as an 11-county area(the Census-defined MSA),but since the overwhelming majority of this employment is in the seven Metro counties and most of the growth will occur there,use of this larger area does not affect the analysis significantly. The Twin Cities' MSA share of national growth in the 1970s was 1.6 percent. It dropped slightly to 1.4 percent in the 1980s. These shares are well above the region's historic share of population growth. The region's share of national employment growth surged to 2.1 percent in the 1990s. The reason for this is that the Twin Cities was not as severely affected by the recent national recession, and also began a strong recovery before the nation on average. Employment trends can be very volatile in the short run,and that is why the Council forecasts reflect a share of the nation's growth consistent with our longer term historic share--1.5 percent. This share is consistent with forecasts by other national forecasting organizations,such as Woods and Poole and the National Planning Assoc. F. Labor force forecasts(demographic-based employment forecasts). The labor force approach is needed to make sure there is consistency between the population forecasts and the job forecasts. This approach relies on converting population forecasts(by age and sex)to labor force,using projected labor force participation rates by age and sex. These participation rates were fairly stable in the 1980s and have been held constant for the forecast period. Deviation from the employment forecasts could occur if the trends toward earlier retirement were reversed. This would allow for higher employment growth levels without needing to increase in-migration assumptions or the population forecasts. This would be similar to what happened in the region in the 1970s,when employment growth far outstripped population and household growth because large numbers of baby-boomers entered the work force and the female participation rate increased dramatically. The number in the labor force is then converted to jobs by assuming unemployment rates for specific age groups. The Twin Cities Metro Area has consistently had unemployment rates well below the nation. In recent years,the region's rate has dropped to historically low levels,near the three percent level. These may not be sustainable in the long term,but a difference of a few percentage points in unemployment would not directly affect the regional employment total much--one percentage point is only about 15,000 jobs. However,since our low unemployment rate is one of our competitive advantages,if we experienced a prolonged higher unemployment rate(relative to other metropolitan areas),it could significantly reduce in-migration. 6 • II. SUBREGIONAL HOUSEHOLD,EMPLOYMENT AND POPULATION ALLOCATIONS • A. Major subarea household allocation. Households,rather than population,are allocated because they relate most closely to development and land consumption. There are two main reasons for using subregional areas to allocate(as opposed to independently forecast)the regional forecast. One reason is that large subareas of the region have much more stable,and thus predictable trends than individual municipalities. This the same reason a national forecast is used to"control"region-level forecasts. The second reason is that subareas can be related to regional policy. The first step is to allocate households to the central cities and four major quadrants based on very stable historic trends. The quadrants break the region into four areas:Northwest,Northeast, Southeast and Southwest. The north-south break is roughly Highway 12 and the east-west break is about at the Minneapolis-St.Paul boundary. This configuration was used because it best fits the geographic grid pattern of Twin Cities Area cities and townships. A four-part breakdown was chosen because it created areas of uniform size that could evenly reflect the outward spread of development from the center of the region over time. This is necessary to make long-term extrapolation of these areas trends valid= The quadrant trends for household growth have been extremely stable over the past three decades as a share of regional growth. Most of the"errors"of past Council forecasts are due to major changes in overall regional growth trends and local variation,not changes in the broad patterns of growth within the region. The quadrant trends were expressed as shares of regional household growth and extrapolated, assuming a tendency toward convergence. Since these quadrants are of roughly uniform size(in terms of development capacity over the next forty or more years),it is unlikely that any one quadrant will capture an increasing share of growth for an extended time period. Different assumptions regarding how these past trends should be projected were tested,but because of their great stability, the result on the overall household forecast for the quadrants was negligible. The next step is to allocate households to planning areas within quadrants. The planning areas are: fully developed area,developing area,freestanding growth centers and rural service area. These areas were used for two reasons. One was to reflect Metro Council policies and the other was to be able to relate growth forecasts to the movement of urbanization outward from the core of the region. The planning area household control forecasts were determined using a similar method as was used for determining quadrant shares--past trends were extrapolated. The planning areas do not show quite such stable trends as the quadrants,but these forecasts are not used as rigid controls. The reason for this is that as cities in the inner area fill up,and can no longer sustain their growth trend, growth moves further out--into the next planning area or beyond. In rural areas,Council policies have been used as a basis for lowering trend-based forecasts. B. Major subarea employment allocation. A process similar to the household allocation process was applied at the quadrant and planning area level. However,the results were not as rigorously applied as they were for households. That is because of other factors relating to the strong tendency of employment to cluster. For this reason,individual city level forecasts(described in the next section) were more strongly relied on. C. Allocation of subarea(quadrant/planning area)household forecasts to cities and townships. These allocations are based on: 7 1. Past growth trends. Conditions change,particularly at the local level<which can greatly alter past trends,but historic trends provide a realistic starting point for forecasting. 2. Historic density and land-use mix. While assumptions based on historic data are reasonable,they do not necessarily reflect local policies and zoning. However,these assumptions do reflect the reasonable expectations of housing demand by type that are determined from regional demographic forecasts. 3. Land supply. Holding capacity for residential development is a critical component of the forecasts. Although land use has not been measured since 1990,estimates of 1995 land use, based on building permits(by type)and employment estimates,were made to provide a more current forecast base. If the land supply is not adequate within a city to accommodate the trend-based forecasts,future residential growth is assumed to move to adjacent areas, primarily outward in the same direction. This alters the planning area control forecast. 4. Local policies/attitudes relating to growth. Local action can be a decisive factor in determining a community's growth,particularly in limiting it. There are a number of difficulties in factoring in local policies,however. Sometimes the local planning process is simply not in synch with the timing of Council forecasting work There may also be policy conflicts between local and regional policies. The Council forecasts are also very long range. As a community develops and matures,local development policies often change. Another issue is the need to maintain a reasonable regional control forecast Adding up all local expectations may not result in realistic regional forecast. Historically,there has been a tendency for many communities to believe they were going to grow more than the Council had forecast. These issues arose: in older suburbs that did not believe they would lose population;in the faster growing and emerging suburbs,who believed that high rates of growth would be sustained resulting in ever larger amounts of growth; and in rural communities,who resisted the Council's policy-based forecasts of reduced growth levels. Sometimes the local forecasts were right--at other times they were not. Local trends are very volatile. We have recently seen some major shifts in attitudes about growth. Many communities now want less growth and at lower densities. Many of the cities that might be considered the next century's developing ring of suburbs want to continue as areas of low density residential development--mostly with rural estates and hobby farms. A number of current developing suburbs see themselves filling up at densities lower than what is now on the ground. This is unlike what occurred in the first ring of suburbs who filled up at increasing densities. Even older areas looking for redevelopment want to maintain or even reduce residential densities in many of their neighborhoods. Although some of the rural areas that in the past have had the most growth are attempting to manage growth,other rural areas are seeing new growth pressures and are planning for it to increase. D. Allocation of subarea(quadrant/planning area)employment forecasts to cities and townships. A process similar to the household allocation was employed,looking at past trends,land supplies and local polices. More judgement was used in the city-level employment allocation process because densities can vary enormously and thus are not as tied to land supply. Employment also tends to expand from existing concentrations--typically along freeways,or forms in new concentrations. Over the long-run these patterns are not necessarily very reflective of past trends at the city level. 8 E. Allocation of population forecasts to cities. Household forecasts are converted to population using simple extrapolations of household size trends. The results are reconciled to regional population forecasts. The population conversion process has worked fairly well in the past because virtually all cities and townships were on the same downward household size trend,some being further along than others. It may not work as well in the future as some mature communities see younger,larger households replacing the elderly who have moved or died. But applying age-specific cohort-survival modeling techniques for each city is not a reasonable option. Each city is unique and requires its own demographic assumptions. In most cases it would be more difficult to make demographic assumptions for a city than making them for the region as a whole. It would be prohibitively expensive and not necessarily provide great accuracy. Because population at the local level is generated from the household numbers,and does not provide any additional information reflecting development trends,we are deferring the conversion of households to population until the Council selects a single preferred growth option. F. Local Review. Forecasts need local review,particularly to determine whether communities have capacity to hold forecasted growth._In the fully developed areas,where land supplies are very limited and little additional growth is likely to occur,city input is very much relied on. In this particular forecast effort the cities and townships will have ample opportunity for input. The first step is to help the Council select a preferred growth option. Once that has been selected and a single" set of forecasts has been prepared that reflects it,communities will have an opportunity to review these numbers before they are adopted as part of a Regional Blueprint revision later in the year. G. Traffic Analysis Zone(TAZ)Allocation. In Council's previous forecasting work,we asked communities to allocate the forecasts for their city or township to TAZs. The Council supplied 1990 census base year TAZ data. We believe this provided a much more accurate and cost-effective way of doing household and employment forecasts at the TAZ level. When a single set of community- level forecasts is agreed on,communities will be asked to review and update their existing TAZ forecasts using the new forecast for their city or township. 9 BRIEF HISTORY OF COUNCIL FORECASTING I. The Council's predecessor,the Metropolitan Planning Commission,working with the State Highway Department and others,prepared forecasts in the mid-1960s. This"Joint Program"produced the frequently cited and now seemingly outlandish forecast of four million by 2000. This was not so unreasonable at that time. The baby-boom had not slowed any clear signs of ending,birth rates turned up in the mid-1960s after some modest declines earlier in the decade. What is most remarkable is that although the population forecast will be off by nearly one and a half million people by 2000,not much more household growth was forecast than has actually occurred. The Joint Program household forecast for 2000 will be high by only about 60,000(four moderate years of growth). No one anticipated the enormous decline in household size which resulted in so much more household growth than population growth. II. Early 1970s--basic cohort-survival and economic base methods were used for region-level forecasts. III. Following regional forecast work in the early 1970s,federal transportation funding was provided to support a complex urban activity allocation model(EMPIRIC). It used many variables within a large set of simultaneously solved regression equations. It represented the pinnacle(last gasp)of modeling sophistication. It could not predict the future any better than simpler approaches,but was so complicated that nobody could understand it and it was of little value in helping us understand and monitor trends. IV. The federal Environmental Protection Agency's "201"money provided substantial funding for the next round of forecasting in the mid-1970s. a more simplified and understandable allocation process was developed,much like the current forecast methods. V. In the early 1980s,existing forecasts were adjusted to reflect 1980 census results. The intent was to incorporate this into a revision of the Council's Metropolitan Development and Investment Framework(Ml)IF)and then update the forecasts in mid-decade using more detailed regional demographic analysis. But the MDIF wasn't adopted until 1986,so interim adjustments were made throughout this period and no full scale revision was made at that time. VI. A boom in regional growth in the late 1980s resulted in the MDIF forecasts being somewhat low already in 1990. The current forecasts were done to reflect this growth,again using 1990 census data for a timely adjustment. g:\user\xne1106m\f method.01 10 Metropolitan Council CITY PLANNERS FORUM ON FORECASTS March 1 , 1996 PRESENTATION GRAPHICS Michael Munson 291-6331 I • : : o CC N0 OO CO Cl) L.1J • Q Oo , 7" O 2 U E.L.°6); • o IoW = ( . :p (n O as0 . . ,i, ____:__cfor-,_...._...._.._._..._.....::::_. .... .... ...... •........................,.... _,_„ o Qc� LI' . o C G O .f _ _ -- CZ uj 111 , co O Z cc 2pz _ p 1 m a� ":--I • o p U = w d- C W ' CO •3 (� Ln H Z p O , O O Ll.l Co o_ . Z03 o \-- 0Q : Oo • N. Ln __J : to CL o 0 0 0 0 0 0 0 0 0 co ti Co Nr 0No 0 Twin Cities Metropolitan Area POPULATION, HOUSEHOLD AND EMPLOYMENT FORECASTS BASED ON PRELIMINARY NEW FORECASTS 1 3,100,000 2020 •• 2,450,000 1995:.... .. 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Twin Cities Metropolitan Area BLUEPRINT AND NEW FORECASTS COMPARED TO DIFFERENT SHARES OF U.S. GROWTH FORECAST Millions 4 3.5 ' • 3.5 million 1985-90 Share .•.•. • 3.2 million • NEW 3.1 million 3 1960-1990 share 7.2--•*, � BLUEPRINT 3 mil. . 2.7 million 2.5 ' • • • • 1970's share 2 1 .5 1 0.5 0 1940 1950 1960 1970 1980 1990 2000 2010 2020 Twin Cities Metropolitan Area PRELIMINARY FORECASTS BY AGE • Thousands • 800 700 • , . . . . , • • . / . . . . :: 35-49 ` . • 600 • : :, ':Move-up: Buyers•:- - -� • 500 . : • 400 . : : i. 25-34 First;TiBuyers 300 '" . •: . t=Ti : • • 200 .• . . •.: : . : 100 ' : • • : 0 1970 75 80 85 90 95 2000 05 10 15 20 Year May 1995 , Twin Cities Metropolitan Area PRELIMINARY FORECASTS BY AGE Thousands 500 . , • • . , - - ` . i 400 > • •-• : : • ,' . • : 20-29 : v : ': . ,' Apartment Dwellers • 300 • :: . : . • • 200 • : : : : i • 50-59 Empty Nesters 100 : : : : o 1970 75 80 85 90 95 00 05 10 15 20 Year May 1995 + . . c • / I O co co t a) W N. N. O : Q O 'd. 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Li. . 13 a) . --,i- ca C•1 0 0 TI* 0 CO CO 0 0 CV ..-- T''' • Twin Cities Metropolitan Area Metropolitan CouncilEll P"'""' LJ uNw000 EA ST BURNS OAK BETHEL PI -nning Areas GROVE and Quadrants Northwest MAY COM/NOUS �;4 / Fully:.'Develo �d-Area RAM=[T ANDOVER ,`���� 1 5 LAK[ �eroOw�Q NEW SCANDIA PO T LAKE Developing Area YA N[ 9�®�� Freestanding Growth RO ill DAYTON LINO'.LKL► OWI Center^) COON ELAINE e RAPIDS HUGO WY NAESAN CIRCLE ES CH M►LIN = Rural Area Includes LE ENGTON c C[NTERYILLL Northeast Rural Centers) OS ENFIELD OL,L, •T, ... p5LW M'S RoevORO� CORC011AN MAPLE OROYL OROOKLYN _; MORIN- DOD sTKCwATER PARK f, f OAKS idit.GRAN? �F+ 4mi #Kt MAN ONEDI *'�� T I OEs • Nt �q �.; '74% TER { L i'5:',1;,:7' ISA , L, E' GST �•�.� ' Y[DIMA ---. TN'''''.,,'-':--:,,'I=.-`, I ,. -- d RR NTL. MAIL[ 1140 y a ..':`"'T ►LAIN � c��1 ? � PORT j� fT lJ l I Y E5: ¢►AI 1 . - AYE [LVO t LONG LAKE q .s wen � L, u., —mss P [wb•: O COAL iir.il TERTOWN NINNLTRILTA '- ..._ 1 _ � . LAKEL•MD /�L�/�I DRd1O - - ELAND tE EI INNETON"A r I Nq•LTW000 S® "VL �E' �.-, [LANA SHORES WATERTDWN SO:IIACIUS MOUND .:::..71T.4Nltir k — T NOPR[ 1 J FF R.CROIX REACH [ �S t OQMYWY -ST.MARY'S POINT ENONEWDOD '.-i' yR ry 521 VIC OIIIA , 1 RT- QHAiMHlL/[N r! -' t OT#NTS- NEW WACONIA AIRI � _ GERMANY ►RAIN:[ _ WACONIA LAKETOWM - �,.,{.� - _ '- CAMDEN HALKA - '- I N'y'� LOAN GROVE >•ARK DENMARK Southwest "T" DOiiFfitTTAGE 4 YWNO AM[RwA CMA -- _.. ' MORWOO MENTON L [Y"MLYLLLE - .. OIIOY[ OAHLOREN GARY APPLE 04 0 NI YOUNG AMERICA iiii..,,.,,,7,.. VALLEY ROSLYOYRT - COLOGNE LOUISVILLE PRIOR NNYINCER � � [e�NAYSY R6 ;1!! YOATES LAK[ NAMCOCK DAN .EAX[YSLL[ FRANCISCO SAND CREEK VERMILLION CREDIT EMPIRE O MARSHAN AVENNA ® JORDAN SPRING LAKE RIVER _; . • / RE ►� VERMKLIDN Southeast uwST. NT.)66.. S[16I AA.. 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N w OCo ._ N N _� CC C • : • +' m mV o :- In c = N 0 N 'a .0 = d I U cc OO O 0 O O O O .,:rN O 00 (o '4t N T T T JOBS TO HOUSEHOLD RATIO Twin Cities Metropolitan Area Metropolitan Council " AA.4... w" ti 1.4 44000 1401.$ J1C4C IeT.eL '�I Planning Areas Northwest 1990 - 1 .32 and Quadrants I .--1 w,N _202 -tO(YN. 01 .31 -A`..- Fully;Oevelopad••.Area 1990 - 1 .14 , 1.1 l I Developing Area 2020 - 1 .13It � RC [R, • %jC� Freestanding Growth *-1`0“ LINO LARIL eeew. I .742C Centers I 441.10* .Yee N• N.w (w N.G1r Northeast Rural Area (includes t LC CTOw Rural Centers) el( Irmo 0.521101: e(rrpvu( ' - T I Ylr CeACO. **Puy ORGY(:'' (ROOKGT ::4g.....,,,,,,,._. „yam� a` ” :;0 OCK/0.O ..O•Ka S(OC r000M .IA'Tnt IOMT. •K(..._. 140......4 CC - W Aki '• 'RTa A. Q .1 •1p.?CM Y(014• 4LT/404TN VV. io. AK wTf. ibi �Nxy'a,�IRIC(v Ms--C • O_ [ 1L•14 _ wmo.. ,R "4-, • "• N e K 58 • OCMJay ( kGOMOG•K( Ot �. G� 1Ltwo-eAYO04 46:1'1 •vTOrw !`•e( C 'C era ruACT•l,T• n .......0L./� OAOrO . ,, s5. "Int..4KA :':..1i7,././ 1 CA10Gter; _ .f..` f 1. ti Y _ .. • Ct•RO 1aYt. e[t4r0 in ORCf..0,,,.....000 ►4114• F4F ....a..-ivr,e Y.. .4/14/C.. ■o.la•'clua Nou4o Ir s ) � r 'F: �) , C#•:• ST C•O•i!CACI.w01R4 7 4l C \ fwe.cwoo0 ( CT• ,r •rtR V' I C OAI•(• ... • 1 ' s, •OTA ATII.l.. 1 NCr10RT Rev .45,C3...•.45,C3...••ty feten -- I CCRN•R• �2J �� - ►R•IRI6 ' 4•COr.• L..ETOwR .w ...NOEr �etO0Y1N0TOK _ 1w 6l( aT, L 1•RK. CM ASK• / • 4eA4 *1105C 0- S . Southwest Ta• LOYO ORC" TOYRO.NY(•lG• lw.KON.( ~'yw, ••H wOR 00 f f(rTOM ^ O.RI°Rtr IGGC rr '' C•AYtR •..R:OA $04000 I •Cure•40104 I Y•uCT rr COtoC.t GOWiYRiE 1RIOR I n�Ea / =/...43YRC I GCO•T 4RC CC its 'r"" 1990 1 .90 "" _ YtAILGI CR CREmr YQ ••f. 1.440.1.4 1/....0:••E M.O. 2020 - 1 .75 _ °4 Southeast .. N•N��e,1 . NMEM MAA4(T .k"�I J .a ham'. L� r; 1CO.. rtr •ReT E„•E.. 3.3 4., ; °E' .w.E A .9 4..eY! _L�i ,)r.,,....[ r .Inn 0 10 20 30 R4•eet.. 1 Miles ST. PAUL City i"d`N(;i;i: Township 1 :.f AINC UAE wail( II FALCON..e.nwrs 21 WOOOCANO :.COLUMBIA t,c.lGNr: 12 LII.YOALE 22 WAY:A IA 3.WILLEMIIE 13 MENUOTA :7 AII11I)115 • IONCIIW000 I• :)1IN1,5)1.IARC 24 I)3 40v1' a I•ITlE•)w1t•1.1 11.•51.4.1.1 1.0110 Za MI.UK:1N1i.IARC _ 4 1.4N1)(41.1. IK MINNI?ON.A'ICAGII :4 III) :2)45n / A4i)N0:)4Il5.1 •/ IQNA.lAY :/.:IW)rA, •,'N141r1i 11Eo,,/WO IK 'ACCl.(N)1. :N Ntw•4)4(. 'I )rM IA.E .v .211E I:NWI)t)U IV I1IO()0L'IN.:1:1,rF,N • n) I Ai/171E11OAI l .v) I)tin...vE4 Top 12 Cities in Household Growth (current trend option) 1970 - 1995 1995 -2020 1. Eagan 18,293 1. Lakeville 18,100 2. Plymouth 16,855 2. Woodbury 16,200 3. Bumsville 16,021 3. Maple Grove 13,900 4. Eden Prairie 15,247 4. Rosemount 9,850 5. Brooklyn Park 14,557 5. Eagan 9,700 6. Coon Rapids 13,923 6. Blaine 9,500 7. Bloomington 13,676 7. Plymouth 9,500 8. Maple Grove 13,097' 8. Inver Grove Hts. 9,400 9. Apple Valley 11,469 9. Savage 9,150 10. Minnetonka 11,212 10. Andover 9,100 11. Woodbury 9,372 11. Shakopee 9,050 12. Lakeville 9,017 12. Eden Prairie 8,600 Top 12 Cities in Job Growth (current trend option) 1970- 1995 1995-2020 1. Bloomington 48,800 1. Eden Prairie 21,246 2. Plymouth 39,330 2. Minnetonka 18,725 3. Eden Prairie 38,334 3. Bloomington 17,470 4. Minnetonka 35,035 4. Maplewood 15,642 5. Edina 32,823 5. Maple Grove 15,048 6. Eagan 27,709 6. Bumsville 15,013 7. Bumsville 25,077 7. Eagan 13,891 8. Minneapolis 19,280 8. Roseville 12,318 9. Brooklyn Park 17,785 9. St. Louis Park 11,431 10. Fort Snelling 16,862 10. Lakeville 10,934 11. Maplewood 16,398 11. Plymouth 10,560 12. Roseville 15,112 12. Brooklyn Park 9,745 . . d d C vO C V N . y •O L OiV- •+ : •.. CQCO. 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' " t" ,..- F ,'4 .� 1. .,..: ,. :::: .4 > F..,.--_f. u) _ m — CA 0 ........,, pail . cl...1 --cc' r, _ _•cr e, ,••= —••-::-u — 7.-.. rT - ,-, cc), 5 ,:::, ,: ,. .. . ::::.,,-. .,.__ ,,:.: ,..c),:it_:.„ r:, 'r. "" —,-:- ' z'7= -* = r: - :1 6 , h` 4 h,,,:::.,. ..♦ . 4, x r,' - = r=, C i - L = r _ 1a°1 ' -t'1•z s4 b fi,Sr`S� ti+i ;/;- r' !1: r; - _ - .r - .. ^� _ , .4 Page 6 Minnesota Real Estate Journal March 4, 1996 REPORTS ]\/JTJS..A_ growing metropolitan region from the northern plains to the eastern seaboard, Ronning says. from page 1 Ronning says building more sewers 111:111 e le should be able to pursue the lies le they and roadways out farther when there is allows development to flourish within the " already enough existing infrastructure seven-county region and how far it want to pursue. Low-income�ie0�ile should be able to severely costs taxpayers financially,envi- expands the Metropolitan Urban Serviceronmentally and socially. She says the Arca(MUSA) bound kind of development occurring in the out- Since land within the is provid- live in the suburbs f they want to. And f people with lying suburbs destroys a sense of com- ed with adequate sewer and roadway munity in favor of strip malls and capacity for development,the Met Coun- more money want to live in downtown Minneapolis or streetscapes geared toward the automo- cil uses it as a tool to guide growth.The bile. Environmental impacts include 1 Council has planned the MUSA out to the out on five acres in Washington County they should be groundwater pollution by on-site septic year 2000.The recent study and subse- / systems, loss of valuable farmland and quent discussion will help the Council able to." top soil, air pollution, destruction of plan for up to 2020 and possibly even fur- wildlife habitat and more. they. -Kevin Frazell As far as the growth scenarios, Ron- Of the Met Council's three growth sce- cityadministrator ning says none of them mean much with- narios,the current trend or"spread devel- out strong land-use policies in place and opment"option would mean business as Cottage Grove a Met Council with more power to usual with an additional ring of suburbs enforce those policies.However,LSP and developing around the region.The con- 1000 Friends of Minnesota favor the con- centrated development option would centrated option as long as it is accompa- restrict growth to existing urban areas, son says. ing a regional growth plan,cities on the nied by potent rural-land policies. Ron- encouraging higher densities and rein- The Met Council is gearing up for a edge of the seven-county area continue to fling points out that the current Met • vestment in the inner-core cities and major outreach effort to elicit responses push the circle of developed land out- Council rural policies are only optional. existing suburbs. from not only legislators, but all munici- ward. The most recent example of a Finally, the growth centers or"chan- palities, counties, interest groups and MUSA expansion is in Cottage Grove, neled development" option identifies neighborhood organizations. It will use where the Council granted a MUSA areas in the region where growth is this information to help form a workable extension in the city's West Draw neigh- expected and encourages mixed-use, growth plan to adopt into its Regional borhood for more housing development. cc they do community-oriented development. The Blueprint — a map with forecasts and However, in exchange for the expansion, idea is that these growth centers would policies. city officials agreed to make necessary , provide not only housing and retail ser- In addition, the Council will present improvements and control development with the MUSA doesn't vices, but jobs and transportation hubs, the final plan to the 1997 Legislature and within Cottage Grove so as not to over- requiring less dependence on automo- ask for legislative tools to help enforce tax its existing sewer and roadway capac- matter to me at all f we biles. policies and carry out the Blueprint. itics. "But even these three options arc only Cities on the edge That compromise is the first of its kind don't have a good strong meant to ignite the conversation,"John- As the Met Council works on develop- and perhaps a preview of a more go-slow attitude from the Council in the future. land-use policy out here Kevin Frani!,city administrator for Cot- tage Grove, says the agreement is also IFO��.ECLO SURE SALE evidence of how the Council is trying to (in rural areas. Anl foster a partnership with local units of , • • : government rather than acting only as an clearly, we don t. So, we overseer. March 22 1996 at 10:00• a.m. presentlled says that ofc the ree options ns can't just focus on one � bythe Council,thegrowth cen- ters scenario makes the most sense. He thing... The MUSA is not says the concentrated option, which LEXINGTON PLAZA SHOPPING CENTER would orreeze the higher densitiesAwithin theime�o the problem and it's not area, would cause even more leapfrog the solution." development over the MUSA line than is will be sold at a foreclosure sale to be conducted byseen today' -Lee Ronning Expanding urbanization is fine,Frazell the Ramsey County Sheriff pursuant to a Judgment says,as long as transportation is account- director ed for, which is why he favors an option Land Stewardship Project rendered on behalf of the Mortgagee. that links jobs and services to housing development. In addition, it is important to preserve farmland outside the MUSA LEXINGTON PLAZA SHOPPING CENTER and reinvest in the core cities, Frazell a retail shopping center consisting of approximately "People should be able to pursue the lifestyle they want to pursue. Low- "Whatever they do with the MUSA 92,351 rentable square feet located at: income people should be able to live in doesn't matter to me at all if we don't the suburbs if they want to. And if peo- have a good, strong land-use policy out plc with more money want to live in here (in rural areas). And, clearly, we 1682 - 1754 North Lexington Avenue downtown Minneapolis or. out on five don't. So, we can't just focus on one acres in Washington County, they should thing... The MUSA is not the problem 1080 - 85 Dionne Street be able to." and it's not the solution." Sobering consequences Just as important, says Ronning, arc Roseville, Minnesota But you can't have it both ways, says statewide guidelines for land use because Lee Ronning of the Land Stewardship so many counties circling the seven- Project (LSP)and 1000 Friends of Min- county region and throughout Minnesota Before the sale, interested bidders who have nesota. LSP promotes sustainable farm- are not doing adequate land-use planning. ing and farmland preservation. 1000 Land-use policies are weak questions should call: Friends deals with growth management Rick Packer,Met Council member and issues and promotes regional and project manager at Arcon Development, Valdis A. SilinS Esq. statewide land-use planning. Edina, agrees with Ronning that without q Ronning and the organizations she strong development policies, the MUSA Attorney for the Mortgagee works or arc concerned about the spread boundary cannot control sprawl. Packer of the Twin Cities metro arca. As she says that the Council's current rural poli- (612) 344-1600 points out, the region is the third least cies are not working. densely populated — meaning most "They're not stringent enough. You sprawling—of the 25 largest inetropoli- look all around the Twin Cities and you This is not a legal notice of foreclosure sale. The Sheriff's tan regions in the United States, with see all of these 2.5-acre lot developments. Notice of Foreclosure Sale was published In the St. Paul Legal Phoenix and Houston still ahead. Mean- You can tell that we don't have policies while, the 20-count• corridor from Ledger on February 6, 13, 20, 27 and March 5 and 12, 1996. Rochester to St. Cloud is the fastest- rontinued on pagr 9 S .1u„n,.e0... ..au. ...16..a,.Ju 1.i iuu Page t) 77{{ r • . ,i continued from page of St. Paul-based Wellin ton Mana e- P 8 g g growth centers option because it is the tem is $1.7 billion and that maintaining in place that preserve land for future Ment Inc., says people need to begin one most likely to be accepted. If it is and improving existing roadways is thinking of the Twin Cities as a big city. chosen, he says he will recommend cre- extremely expensive. "I feel we arc j development. So the MUSA means noth- "We're going to be the size of Atlanta ating incentives for high-density devel- reaching our limits in terms of infrastruc- ing to mc. It's the policies in closer to the in 20 years and Atlanta is a great big opment within the growth centers. turc,"he says. core and the policies that you have fur- urban area,"Wellington says."Well, let's Minnesotans,Wellington says, need to "I think we could indeed push density they out that preserve options for the not look like Atlanta. Let's do a better realize that higher-density living has a lot more and make ourselves more cffi- future." job." Packer says that although none of the many advantages, including sense of dent," Wellington says. "But it's fair to options arc perfect, he thinks the growth For Wellington, doing a better job community,safety and economic benefits say that this single-level suburbanization centers is the most realistic, means reinvesting in the inner-core cities for everyone. is an approach that a lot of people like. "It's not realistic to say let's just con- to keep them vital and ensuring efficient Wellington says he thinks density will And I don't know whether we're going to untie business as usual, which is s read :development around them. soon become a key issue for both the have the foresight to limit that sprawl. development... The concentrated one is Although he personally prefers the inner-core cities and the suburbs. He Once you set something in motion, it's don ethe other end of the spectrum, where concentrated growth option, Wellington points out that the Met Council's 20-year hard to get people to change their val- says he will probably recommend the capital budget for the existing sewer sys- ties." Sri you're trying to force everything in.And I think that bad things are going to be cre • - ated a result as of that, that would out- weigh the good." NEVER CONFUSE EFFORT WITH RESULTS Packer says he believes farmlands should be preserved in areas such as southeastern Dakota County or parts of Wright County. But as for a farmer with 40 acres in Maple Grove, "That's not a viable commercial agricultural site," he says. Creating statewide land-use guidelines Ifl the last 90 days we have is a good idea, Packer says, adding that he also thinks the MUSA should be planned out much further, perhaps to 205Lctting the market lead the way 0. completed financings in excess of While many say the growth centers option is the one most likely to be adopt- ed by the Met Council, developer Dan Herbst of Pemtom Land Co., Eden Prairie, says the concept would fail as it has in the past. Herbst says projects similar in philos- ophy failed all over the country during the 1970s, and that the concept is not working well in Portland, Ore. today. "It's a great theory,"he says. "It works in Switzerland and France... but I think there's just an overall resistance to that $ 80/000/000 , kind of density here." Letting the current trend continue, • allowing the marketplace to shape the region, is the option Herbst favors. "Because no matter how hard you try to tell people where to work and where to live,they're going to seek their own level • as the market always does.Which is what it's doing now.The market is seeking its level by going out of the seven-county area to find the lifestyle they want and the Apartment Projects (6) Retail Projects (7) affordability they want." Herbst, who is also chair of a public $22,100,000 $21,125,000 policy committee for the Builders Asso- ciation of the Twin Cities (BATC), says • one way to ensure less sprawl would be • to provide enough land within the MUSA Industrial- (5) to supply the current demand. He says ' that the Met Council is mistaken in think • - ing there is more developable land than 24125,000 actually exists within the MUSA. "And • therefore, land prices are so intensely high inside the MUSA that people are Office Projects (6) Miscellaneous opting to go farther out to get land," he says. $15,630,000 $1,800,000 "The next critical thing is what do you do with the land between the end of MUSA and where people are opting to go?" Herbst says. "If you've got seven counties that you're only going to focus on,and you limit the use up to here,what • should you do with the remaining land that doesn't have MUSA?" The BATC is conducting a study to determine the amount of available,devel- opable land in the MUSA.The BATC's study, which the organization hopes to present to the state Legislature next ses- TOWLE 330 Second Ave. S. Suite 800 Minneapolis, MN 55401 sion, is also looking at how the MUSA has affected land costs and how city ordi- (612) 341-4444 minces have affected housing costs. FINANCIAL SERVICES Herbst says the report will also commu- nicate the BATC's belief in strong rural policy and keeping the core cities vital. Start thinking big In any case, Met Council Member Mortgage Loan Correspondents for Leading Life Insurance Companies, Wall Street and Government Agencies Steve Wellington, who is also president k., i N y�,k*aonev*:c,'�;ih3".1-.uRx•t.ot'otrr.:9 ?+ra';»,..s.�;a,r:r._ - =WS- MEMORANDUM MEMORANDUM TO: Barry Stock, Acting City Administrator FROM: Judith S. Cox, City Clerk SUBJECT: Liquor Licenses DATE: April 3, 1996 INTRODUCTION: At the regular meeting on February 20th, City Council received a communication from Charles Fuller, Shakopee Ballroom and Banquet Center, expressing his desire to obtain a liquor license. After discussion, City Council directed staff to describe in a Council work session, how Shakopee classifies liquor licenses compared to the way in which neighboring cities allocate their liquor licenses. This memo is in follow-up to that direction. BACKGROUND: The City of Shakopee is a city of the 3rd Class and may issue up to 12 on-sale intoxicating liquor licenses plus on-sale intoxicating club liquor licenses and the special license for the race track. (This number can be increased by a successful referendum. ) The City Council has established classes of liquor licenses in an attempt to reserve licenses for larger restaurants and for hotels/motels with a restaurant/lounge. This was done because the City had a lot of smaller bars and did not want all of the available licenses to be granted to small establishments leaving none available for larger establishments that might locate within the community. This classification system was set up prior to the construction of the race track, in anticipation of the new businesses that would result after the race track opened. The City's on-sale liquor licenses are apportioned as follows: Class "A" - establishments under 4,000 sq. ft. customer floor area - 7 (seven) [seven currently issued] Class "B" - establishments over 4,000 sq. ft. customer floor area - 3 (three) [one currently issued] Class "C" - hotel/motel restaurant/lounge with restaurant/ lounge containing over 4,000 sq. ft. customer floor area - 2 (two) [one currently issued] Liquor Licenses April 3, 1996 Page -2- According to the information provided to me by Mr. Fuller, it appeared that the ballroom contained under 4,000 sq. ft. of customer floor area (Class "A") . This area excluded the offices, kitchen, restrooms, and the actual dance floor. (This was based on the fact that Mr. Fuller does not allow food or drink on the dance floor. ) Since the City has already issued its full allotment of Class "A" on-sale liquor licenses, I advised Mr. Fuller that there was no need for him to apply for a license under the current apportionment of licenses. He could, however, ask City Council to amend its current apportionment of licenses making one available in his class. This was previously done in 1991 when Pablos desired a Class A license. (Since the race track has been constructed, there have been only three new liquor licenses issued: Canterbury Inn, Turtles Bar and Grill, and Pablos. ) [In 1979 there were eight licenses issued. Since that time some establishments have come and gone. There are currently nine licenses issued. ) RESEARCH: Pursuant to Council direction, I have contacted eight neighboring communities to learn if they limit the number of licenses that they will issue to certain classes of licenses. (Please see Exhibit "A" attached) Of the eight communities contacted only Burnsville limits the number of licenses that they will issue within their two classes, and three communities do not issue licenses to bars. Based upon this information, it appears that Shakopee is unique in setting aside a specific number of licenses for three identified types of businesses. DISCUSSION: The problem facing City Council is how to issue a liquor license to Mr. Fuller, if Council desires to do so. There are a number of ways this could be addressed. 1. The number of liquor licenses in each category could be changed to allow more Class "A" licenses. A license would have to be removed from Class "B" or Class "C" to do this. This would be the quickest way to make a license available to Mr. Fuller. 2. The liquor establishments currently holding Class "A" licenses could be reviewed. At least two of the restaurants have expanded recently and may fit under the size for a Class "B" license rather than a Class "A" license. If liquor licensees are required to submit floor area measurements at the time they apply for license renewals this June, only minimal staff time would be Liquor Licenses April 3, 1996 Page -3- required to determine the correct classification of each establishment. This could result in an increase in license fees for the City as well as "freeing up" one or more Class "A" licenses. 3. The liquor license classifications could be eliminated. This would eliminate any control the City has over the size of licensed establishments serving liquor. This also would be a quick way to grant a license to Mr. Fuller. 4. The way the classifications are set up could be changed. The number of square footage per class could be changed, or the way that the "customer service area" is measured could be changed. Staff time would be required to research a reasonable new number or to develop a new area to be measured. LICENSE FEES: Keep in mind that Shakopee charges its license fees based on customer floor area. Any establishments that have expanded more than 1,000 sq. ft. would have their license fee increased, based on Shakopee's license fee structure. (Although the state law requires a public hearing when beer and liquor fees are increased, since in this case an increase in a fee would be based upon expansion and not an increase in the fee structure, a public hearing would not be required. ) REQUESTED ACTION: This is a Council policy. Please discuss and give staff direction. h:judy\ballroom EXHIBIT "A" On Sale Intoxicating Liquor Licenses Number of Licenses Classes or License Municipality That Can Be Issued Apportionment by Size Fees Savage (Jan) 12 No Classes $7,500 Must be restaurant or None issued at this time hotel/motel No bars Eagan(Liz) 21 1)Hotel - 1 issued $4,000 19 issued at this time 2) Small establishments (Going to legislature -under$350,000 for 4 add'1. licenses) value of structure- 9 3) Large establishments - over$350,000 value of structure- 9 No apportionment of licenses between the three Eden Prairie (Pat) 26 Must be restaurant with $7,500 17 issued at this time seating for 150 or Hotel with seating for 100 No apportionment of licenses between the two Prior Lake (Lori) 12 No classes $5,300 5 issued at this time No restrictions 1st come Chaska(Sue) Unlimited licenses available No classes $3,938 as a result of a referendum No restrictions in addition to state law Chanhassen(Karen) 12 Restaurant to seat 125 $6,115 to 4 issued at this time with food sales at least $14,851 60% of gross depending Non-restaurant with upon size food sales less than 60% Hotel - looking into a license for this No apportionment - 2 - Municipality Number of Licenses Classes or License That Can Be Issued Apportionment by Size Fees Bloomington Unlimited licenses available No classes $8,699 (Shelly) as a result of a referendum All licensees must sell food and their receipts must be 40% from food sales except bowling alley must be 30% from food sales (Mall of America $17,399) Burnsville (Sue) 25 for Class A- all others $5,000 (20 licenses issued) 3 for Class B - restaurant contiguous w/hotel motel (2 licenses issued) Brooklyn Center(Kim) 18 6 Classes depending $8,000 to 9 issued at this time on percent of revenue $11,000 from food sales depenting No apportionment on food sales Less food sales the higher the fee Shakopee 7 Class A- -4,000 $3,705 to customer floor area $10,570 3 Class B - 4,000+ depending customer floor area upon size 2 Class C - restaurant/ bar, hotel/motel 9 issued at this time i:clerk\judy\liqclass ON SALE LIQUOR LICENSEES 1995-1996 (12 Licenses Available) Name/Address Parcel Number License Fee Sq.Ft.Category Current Size Fee Based On CLASS "A" (7 licenses available) Arnie's Friendly Folks $ 3,705 Under 1,000 Babe's Place $ 3,705 Under 1,000 Pullman Club $ 4,390 1,000 - 2,000 Rock Spring Restaurant $ 4,390 1,000 - 2,000 Pablo's Mexican Restaurant $ 4,390 1,000 - 2,000 Turtle's Bar& Grill Inc. $ 5,765 3,000 - 4,000 Main Event Sports Bar $ 5,080 2,000 - 3,000 CLASS "B" (3 licenses available) Dangerfield's Restaurant $ 6,445 4,000 - 5,000 CLASS "C" (2 licenses available) MIN Hotel Corp. $10,570 Over 10,000 is clerk\j udy\liquor#s