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05-03-11 WS Council Park Planning CITY OF SHOREWOOD 5755 COUNTRY CLUB ROAD WORK SESSION OF THE CITY COUNCIL COUNCIL CHAMBERS PARK COMMISSION & PLANNING COMMISSION 6:00 P.M. TUESDAY, MAY 3, 2011 AGENDA Attachments 1. CONVENE WORK SESSION MEETING A. Roll Call City Council Park Commission Planning Commission ____Mayor Lizée ____ Trent ____Garelick ____Hotvet ____Quinlan ____Davis ____Siakel ____Robb ____Arnst ____Woodruff ____Edmondson ____Geng ____Zerby ____Swaggert ____Hasek ____Kjolhaug ____Hutchins ____Hartman ____Charbonnet B. Review Agenda 2. STRATEGIC PLANNING Strategic Planning Report 3. SUSTAINABILITY – WHAT IT MEANS FOR THE CITY OF Reports (2) SHOREWOOD A. GreenStep Cities Program MN GreenStep Cities 4. SMITHTOWN CROSSING REDEVELOPMENT STUDY DISCUSSION Draft Smithtown Crossing Redevelop- ment Study A. County Road 19 Corridor County Road 19 Corridor Study 5. ADJOURN – 8:00 p.m. Dinner will be provided for this meeting City of Shorewood, Minnesota Strategic Planning Report February 23-24, 2011 STRATEGIC PLANNING SESSION PARTICIPANTS: Mayor and City Council: Chris Lizee, Laura Hotvet, Debbie Siakel, Dick Woodruff, and Scott Zerby. Staff: Brian Heck, Brad Nielsen, Bruce DeJong, James Landini, Jean Panchyshyn, Joe Pazandak; Julie Moore, Michelle Nguyen, Pamela Helling, Pat Fasching, Patti Helgesen, Twila Grout, Larry Brown, and Joe Lugowski Facilitator: Sharon Klumpp, Springsted Incorporated 1 Strategic Planning Session February 23-24, 2011 OVERVIEW Mission Statement The City of Shorewood is committed to providing residents quality public services, a healthy environment, a variety of attractive amenities, a sustainable tax base, and sound financial management through effective, efficient, and visionary leadership. Our session began with a review of the Mission Statement. We discussed what the Mission Statement means to us and identified things that set Shorewood apart from the others. What the Mission Statement Means to Us: Value of quality services Visionary and forward looking oo Doing what’s best for the community Sustainability oo Healthy environment Quality of life oo What Sets Shorewood Apart From the Others: Islands o Share zip codes o City staff and Council o Good snowplowing services o More shoreline per square mile than most communities o Joint power agreements o Diversity o i. Types of single family housing ii. Income iii. Topography Mostly residential o Schools o Education level o Physical, natural beauty and presence of wild life o Multi-generational o i.Good place to raise a family Active lifestyle o o Safe 2 Strategic Planning Session February 23-24, 2011 CORE VALUES Shorewood City staff began to identify core values nearly two years ago. They generated a list of 15 core attributes with the goal of selecting 5 to 6 attributes to serve as the organization’s focus. In preparation for the strategic planning session, the City Council and City staff participated in a survey to select 5 to 6 core values. The survey is attached in Appendix A. Survey results are shown below. 80% 70% 60% 50% 40% 30% 20% 10% 0% Adaptability Responsiveness Accountability TeamworkStewardshipUnderstanding LeadershipSharing of Resources Respect CommunicationPositive AttitudeIntegrity AccuracyEnthusiasmPersistence Communication, leadership, and teamwork were the highest-ranking values followed by accountability, positive attitude, and respect. During the planning session, we defined communication and leadership as core values; first defining each as a core value and then offering examples of how this value is currently practiced at the City of Shorewood. 3 Strategic Planning Session February 23-24, 2011 CORE VALUE: COMMUNICATION How We Define Communication: Providing information others need and seeking information we need o Two way exchange o Provide transparency and clarity o Requires listening and confirming our understanding o Always honest and delivered with respect o Timely o Responsive o Allows for different opinions to be expressed and debated o Environment supports opinions to be expressed freely without fear o Communication occurs at different levels—among staff, with staff and the City Council, with the City and community members and other o organizations How We Practice Communication as a Core Value: Our approach to working with residents on codes and policies o i. Welcome opportunities to communicate with residents ii. Approach conversations calmly iii. Consistent in what we tell people Public works interaction with the general public o Clearly and consistently communicate policies o Recognize that people process information in different ways o Understand the needs of our audience o 4 Strategic Planning Session February 23-24, 2011 CORE VALUE: LEADERSHIP How We Define Leadership: Taking proactive measured risks and working with others to move in a shared direction o Everyone has leadership capacity o Clearly articulated direction o Setting a positive example o Looking beyond obstacles; overlooking distractions o Being credible and willing to take responsibility o Making difficult yet informed choices for the greater good o Displaying confidence and trust in others o Non-judgmental; provides us with a reason to stay and the freedom to go o Encourages action and involves others o Participative , engages others, does not assign blame and should not be feared o Generates trust and reflects integrity o How We Practice Leadership as a Core Value: Shorewood’s management of the community center o Willing to do things differently o Leadership of department teams o Residents have positive interactions with the City o Advancing collaborations with other cities, leadership by example o Providing balanced perspectives on issues that have many sides o Setting aside time for Council and staff strategic planning o Recognizing the contributions and achievements of others o 5 Strategic Planning Session February 23-24, 2011 EXTERNAL FACTORS The survey was used to collect information on what the City Council and staff considered to be the major external factors that will impact the City’s ability to provide quality services. The facilitator expanded on the external factors, referencing comments participants provided in the survey. External Factors: These external factors overlap in many ways. Public concerns about the cost of government were noted as well as the perception held by many property Declining revenues o owners that lower property values will reduce property taxes. Revenues Economic conditions o generated by permit fees and interest earned on municipal investments are State and federal government impacts o also declining. State and federal mandates could create a further drain on Fiscal impact on joint powers organizations o revenue. Moreover, there are concerns that other levels of government may transfer the costs of some public services to local governments. Residents are likely to resist increased taxes, in part because they expect that their taxes will decline if their property values are lower. Service level expectations are not likely to decrease; services that are nice to have may not continue to be provided. Also, service level expectations are likely to change Resident expectations and resistance to change or increase as residents age. Many residents are not engaged in city o government, which may indicate overall satisfaction with services. It will be important for the City to get ahead of the curve in its communications with residents and to explain the choices that will need to be made. It is human nature to resist change. Shorewood and other South Lake Minnetonka communities have a history of cooperation. The financial climate may have impacts on joint powers organization, particularly if the cost-sharing arrangements of those Local government cooperation and resistance o organizations and member organizations become distressed. Some give and take is expected, but a larger issue may be the interplay of the larger “sense of community” and the existing government structure. As Shorewood residents age, new services may be needed. Housing policies Demographics o that allow for independent senior living could be explored. Environmental concerns, particularly the health of Lake Minnetonka, were Environmental concerns o noted in survey responses. This external factor relates to such things as the need for a cohesive vision Sense of community and community direction o and the quality of resident-staff interactions. 6 Strategic Planning Session February 23-24, 2011 INTERNAL FACTORS The survey was used to collect information on what the City Council and staff also identified major internal factors that could impact the City’s ability to provide quality services. Internal Factors: These internal factors not only overlap but they can also be addressed in the strategic planning sessions. The importance of having agreement on shared priorities was noted; clear goals would provide greater clarity, increase the Council-staff alignment o alignment between the City Council and advisory boards and commissions, Shared goals (needed) o and build trust among Council and staff. Similarly shared goals would Teamwork o promote increased teamwork between departments and encourage interdepartmental problem solving and out-of-the box thinking. Staff cohesion is important even though staff have different work sites. This internal factor relates to measuring performance and determining successes and failures as well as continuous improvements. How to measure Measuring performance o performance, define service levels, and communicate results to residents are ongoing areas for discussion. This factor addresses the importance of staff being up to date on current Workforce o practices and fully engaged and the importance of succession planning. Shared goals and a common sense of direction are most important in times of Staff resistance to change o uncertainty. Communication needs to be increased, even if it is telling people Uncertainty o what you do not know. Trust /lack of trust o These internal factors are paired to reflect structural budget issues that are Budget limitations being addressed at all levels of government and the corresponding impact on o workload. If workload is perceived as being overwhelming or Time restrictions o unmanageable, it also affects the level of uncertainty in the organization. There are some concerns about not having proper equipment and possibly Work environment issues pertaining to the physical workspace. One respondent noted that the o City’s work environment is positive. Having pride in the City’s work and in serving the community; having a Community-focused o customer service orientation. 7 Strategic Planning Session February 23-24, 2011 STRATEGIC ISSUES Participants were assigned to three small groups for the purpose of identifying strategic issues. To identify strategic issues, the small groups were asked to consider:  External and internal factors identified in the pre-workshop participant survey  Long term needs through 2013  Related to the mission  Could improve the organization  Could respond to citizen needs After meeting in small groups, the participants reconvened and shared their ideas. Following discussion and synthesizing ideas, seven strategic issues were discussed. The strategic goals emerging from the discussion are shown below. Strategic Issues: Improve community engagement in Shorewood and among the South Lake Minnetonka communities, recognizing the shared interest in preserving o Lake Minnetonka and other area lakes Identify and respond to service needs for changing community demographics o Meet the public transportation needs of residents o Expand recreational opportunities o Address water quality and other natural resource challenges o Identify City economic development and redevelopment opportunities o Define and address sustainability o The strategic goals are presented on the following pages using a template that supports integration of the strategic goals with the City’s policy activities and day-to-day operations. The template provides space to clearly state objectives and actions, to identify outcomes that will be used to measure progress, to assign responsibility for actions, and to establish an estimated target date for each action. The template can be used to provide updated quarterly or semi-annual updates. 8 Strategic Planning Session February 23-24, 2011 ORGANIZATION MISSION AND VISION Mission Statement The City of Shorewood is committed to providing residents quality public services, a healthy environment, a variety of attractive amenities, a sustainable tax base, and sound financial management through effective, efficient, and visionary leadership. CORE VALUES Values Description We will communicate clearly and honestly with residents, colleagues, collaborators, and Communication others. We will foster an environment that encourages and respects discourse and supports a free expression of different opinions. We will work together towards clearly articulated goals, setting a positive example that generates confidence, trust, and integrity. We will actively engage others and encourage Leadership action. We will make difficult yet informed choices for the greater good of our community. Teamwork TBD Accountability TBD Positive Attitude TBD Respect TBD 9 Strategic Planning Session February 23-24, 2011 GOALS, OBJECTIVES, MEASURES, ACTIONS, AND TARGETED COMPLETION DATES GOAL 1: FOSTER GREATER COMMUNITY INVOLVEMENT THROUGH OPEN AND TRANSPARANT DECISION MAKING ASSIGNED STAFF: Assigned Targeted Actual Objectives Measures Actions Responsibility Completion Date Completion Date 1.1 citizen awareness Build a. Utility billing statements b. Calendar sync c. Facebook page d. Newsletter e. “All Call” system (reverse 911) f. Serving as an information ‘clearing house’ 1.2 Develop marketing plan and coordinate with a. Calendar sync South Lake area partners b. Sync programs c. Cross promote d. Sustain budgets, volunteers, eco-efforts 1.3 1.4 LINK TO MISSION – VISIONARY LEADERSHIP 10 Strategic Planning Session February 23-24, 2011 GOAL 2: RESPOND TO SERVICE NEEDS FOR CHANGING COMMUNITY DEMOGRAPHICS ASSIGNED STAFF: Assigned Targeted Actual Objectives Measures Actions Responsibility Completion Date Completion Date 1.1 Evaluate housing needs a. Zoning regulations to address changing housing needs b. What mix of housing 1.2 Volunteer coordination a. Senior service clearing house 1.3 Senior programs 1.4 Community surveys 1.5 Seek partnerships with neighboring communities, state agencies, and non-profit groups. LINK TO MISSION – QUALITY PUBLIC SERVICES 11 Strategic Planning Session February 23-24, 2011 GOAL 3: PROVIDE SAFE AND DIVERSE TRANSPORTATION OPTIONS TO MEET THE NEEDS OF RESIDENTS ASSIGNED STAFF: Assigned Targeted Actual Objectives Measures Actions Responsibility Completion Date Completion Date 1.1 Assess public transportation needs a. Survey residents to determine need of commuting bus service b. Survey seniors regarding need for local shopping activities b. Flexible, local trips c. Survey seniors w/ target questions d. Connect w/ churches and other community groups a. Update Trail Commission 1.2 Enhance community walk ability Report and incorporate in to the CIP and 12 Strategic Planning Session February 23-24, 2011 GOAL 3: PROVIDE SAFE AND DIVERSE TRANSPORTATION OPTIONS TO MEET THE NEEDS OF RESIDENTS ASSIGNED STAFF: Comp. Plan b. Work with boarder cities to ensure intercity trail connections c. Continue to work with TRPD, HC, Tonka Bay, and Orono on County Rd. 19 trail planning. LINK TO MISSION – QUALITY PUBLIC SERVICES, HEALTHY ENVIRONMENT, ATTRACTIVE AMENITIES. 13 Strategic Planning Session February 23-24, 2011 GOAL 4: PROVIDE AND EXPAND RECREATIONAL OPPORTUNITIES FOR RESIDENTS OF ALL AGES ASSIGNED STAFF: Assigned Targeted Actual Objectives Measures Actions Responsibility Completion Date Completion Date 1.1 Increase cross promotion/central communication of recreation programs 1.2 Assess community needs to expand age groups and provide year-round programming 1.3 Incorporate participation from other cities in planning and development of programming a. Set up meetings with 1.4 Assess potential to create more family and South Lake intergenerational activities. cities, police, fire, schools, 1.5 Make better use of the Southshore Community Three Rivers, Center, Manor Park, and Freeman park Arboretum, facilities. clubs, SSSP, Courage 1.6 Identify recreation programming needs and Center, desires of local organizations Hennepin County, MCWD, humane society, dog park and others LINK TO MISSION – ATTRACTIVE AMENITIES, QUALITY PUBLIC SERVICES 14 Strategic Planning Session February 23-24, 2011 GOAL 5: ADDRESS WATER QUALITY AND OTHER NATURAL RESOURCE CHALLENGES ASSIGNED STAFF: Assigned Targeted Actual Objectives Measures Actions Responsibility Completion Date Completion Date 1.1 Ensure the viability of the community’s trees a. Review and and woodlands evaluate tree ordinance. b. Conduct inventory of trees on public property to identify at risk species. a. Monitor MDH 1.2 Address and plan for treatment of City water Rules and (arsenic) regulations regarding acceptable arsenic levels. b. Evaluate the feasibility of extending municipal water service at time of road improvement 1.3 Increase AIS enforcement c. Evaluate potential for “sub-regional” water service a. Work with municipal 15 Strategic Planning Session February 23-24, 2011 GOAL 5: ADDRESS WATER QUALITY AND OTHER NATURAL RESOURCE CHALLENGES ASSIGNED STAFF: marinas and DNR to train volunteers. b. Evaluate the 1.4 expansion of AIS prevention and control to other water bodies in the City. LINK TO MISSION – HEALTHY ENVIRONMENT, ATTRACITVE AMENITIES 16 Strategic Planning Session February 23-24, 2011 GOAL 6: IDENTIFY CITY ECONOMIC DEVELOPMENT AND REDEVELOPMENT OPPORTUNITIES ASSIGNED STAFF: Assigned Targeted Actual Objectives Measures Actions Responsibility Completion Date Completion Date 1.1 Determine appropriate financial role for the a. Use of City Community Investment Fund b. TIF c. City EDA 1.2 Coordinate Council and Planning Commission roles and vision in redevelopment areas 1.3 Coordinate Shorewood planning and vision with other communities along County Rd 19 corridor. a. Re-examine Comprehensive 1.4 Identify opportunities for redevelopment Plan in and business development Smithtown Crossing and Garden Patch areas b. Evaluate market need for different businesses in Shorewood and South Lake area LINK TO MISSION – SUSTAINABLE TAX BASE, SOUND FINANCIAL MANAGEMENT 17 Strategic Planning Session February 23-24, 2011 GOAL 7: IDENTIFY OPPORTUNITIES TO COLLABORATE WITH OTHER COMMUNITIES IN THE DELIVERY OF SERVICES. ASSIGNED STAFF: Assigned Targeted Actual Objectives Measures Actions Responsibility Completion Date Completion Date 1.1 Hold regular meetings with key city staff a. Establish time such as Administrators, Public Works, for meeting Finance, Mayor’s, etc. w/ other cities b. Consider meeting with administrators and mayors only c. Outline areas where current collaboration is taking place and develop 1.2 Discuss and implement the shared storage marking plan. and purchasing of salt / sand mix for winter road maintenance a. Meet with and discuss needs with other cities. b. Outline basic agreement for the storage and purchasing of materials c. Develop long term agreement for the storage and access of 18 Strategic Planning Session February 23-24, 2011 GOAL 7: IDENTIFY OPPORTUNITIES TO COLLABORATE WITH OTHER COMMUNITIES IN THE DELIVERY OF SERVICES. ASSIGNED STAFF: material during on and off season. 19 Strategic Planning Session February 23-24, 2011 IMPLEMENTATION AND NEXT STEPS The Shorewood City Council and staff made great strides in reviewing the City Mission Statement, defining core values, and identifying strategic goals. The template provides the City with a tool to integrate the strategic goals into the City’s policy activities and day-to-day operations. Listed below are recommended next steps to assist the City in implementing the strategic goals. 1. Forward the strategic planning report to the City Council along with a process for providing comments and feedback to staff. Staff will make revisions to the report and then bring it to the City Council for adoption. 2. Assign a City staff member to take primary responsibility for coordinating each strategic goal. Responsibilities of the primary staff person should include: a. Coordinating the development of an action plan with target dates for activities b. Convening cross-departmental meetings as needed to coordinate implementation activities c. Developing resource proposals needed to advance the strategic goal and action plan in annual operating and capital budgets d. Providing periodic progress reports to the City Administrator 3. Schedule staff time each month to discuss strategic goals and implementation of action plans a. Consider setting aside one staff meeting per month to devote to strategic goal implementation 4. Keep the City Council informed and engaged in implementing strategic goals a. Make sure that agenda reports clearly indicate when an item is related to one or more of the strategic goals b. Determine how often progress reports will be prepared and distributed to the City Council (quarterly recommended) c. Hold two strategic workshops with the City Council each year; one of the workshops should occur before budget development gets under way. 5. Items to be addressed as time permits a. Develop an approach for addressing sustainability as an issue of City-wide importance. b. Review and revision of the mission statement, if needed c. Define teamwork, accountability, positive attitude, and respect as core values 20 APPENDIX A: Strategic Planning Session Participant Questionnaire 21 APPENDIX A: Strategic Planning Session Participant Questionnaire 22 APPENDIX A: Strategic Planning Session Participant Questionnaire 23 APPENDIX A: Strategic Planning Session Participant Questionnaire 24 Minnesota GreenStep CitiesPage 1 of 3 Home | The 28 best practices | How to become a GreenStep City | City log-in | Contact/Feedback What is GreenStep Cities? Minnesota GreenStep Cities is a voluntary challenge, assistance and recognition program to help cities achieve their sustainability goals through implementation of 28 best practices. Each best practice can be implemented by completing one or more specific actions from a list of four to eight actions. These actions are tailored to all Minnesota cities, focus on cost savings and energy use reduction, and encourage innovation. [Read more] IS YOUR CITY A GREENSTEP CITY? Be a GreenStep City GREENSTEP CITIES Learn about the benefits and what's required, and then ... Build some interest (anyone can do this); have Blackduck someone visit your city Breezy Point Eagan Have your city council approve a resolution to Elk River work toward Greenstep recognition (use a sample Falcon Heights resolution) Hoffman Hopkins Post some info about your city and what you've La Prairie already done (easy) Luverne Mahtomedi Work on GreenStep best practices (the hard and Mankato rewarding part) Maplewood Milan Get recognized for your work each year and Northfield share knowledge on this web site with other cities Pine River (easy) Rochester Map data ©2011 - mhtml:file://C:\Documents and Settings\cos.jpanchyshyn\Local Settings\Temporary Internet Files\Content.Outlook\5VI7W0RC...4/28/2011 Minnesota GreenStep CitiesPage 2 of 3 Map data ©2011 - [ Read more: Steps ] Royalton Saint Anthony Saint Cloud News Who can help? Show all Cities March 15 New Ulm GreenStep 101 Seminars -- 3:00 - 4:45 and  6:00 - 7:45; light dinner between; RSVP to Sue Kimmel at Talk to best practice advisors. Sort the database of implemented skimmel@newulmtel.net best practices. March 1: Green Streets as a Community Revitalization  Strategy -- Free webinar from EPA & FHA; http://tinyurl.com/67rn46r GreenStep Program Review Feb. 25 - April 1 -- See  www.nextstep.state.mn.us/calendar_detail.cfm?eventID=5088 for details. Suggested changes, criticism, edits welcomed. NEW! Share/Edit a Best Practices Inventory -- See the BP page  for an online version of all BP actions that can be shared with, and edited by, multiple staff members, citizens and elected officials. GreenStep’s Best Practices mhtml:file://C:\Documents and Settings\cos.jpanchyshyn\Local Settings\Temporary Internet Files\Content.Outlook\5VI7W0RC...4/28/2011 Minnesota GreenStep CitiesPage 3 of 3 [ Read more: See all 28 Best Practices ] Transportation Buildings and LightingLand UseEnvironmental ManagementEconomic and Community Development Complete Green  Efficient Existing Public Comprehensive Plan and Purchasing  Streets Buildings Implementation Urban Forests Benchmarks & Community  Mobility Options  Efficient Existing Private Higher Density Efficient Stormwater Engagement  Efficient City Fleets  Buildings Efficient and Healthy Management Green Business  Demand-Side Travel  New Green Buildings Development Patterns Green Infrastructure Development  Planning Efficient Building & Street Efficient Highway-Oriented Surface Water Quality Renewable Energy  Lighting and Signals Development Efficient Water and Local Food  Building Reuse Conservation Design Wastewater Facilities Business Synergies  Septic Systems  Solid Waste Reduction  Local Air Quality  Minnesota GreenStep Cities grew out of a report to the 2009 Legislature. Governed by a public-private partnership of the Minnesota Pollution Control Agency (MPCA) and several non- governmental organizations, the program is led by the MPCA. [ Read more ] Minnesota Pollution Control Agency | Contact | Web site policy mhtml:file://C:\Documents and Settings\cos.jpanchyshyn\Local Settings\Temporary Internet Files\Content.Outlook\5VI7W0RC...4/28/2011 Minnesota GreenStep CitiesPage 1 of 2 Home | The 28 best practices | How to become a GreenStep City | City log-in | Contact/Feedback Buildings and Lighting Land Use The GreenStep 28 best practices 1. Efficient Existing Public Buildings: 6. Comprehensive Plan and Implementation: Work with utilities and others to assess Adopt a Comprehensive and finance energy and sustainability Plan and tie regulatory ordinances to it. Make planning and tracking easier: download  improvements of existing structures. this spreadsheet that lists all 168 unique 7. Higher Density: Enable and encourage a higher actions for all 28 best practices. 2. Efficient Existing Private Buildings: Work with density of housing or commercial land use. utilities and others to assess and finance energy and An online version (see view-only example) can 8. Efficient and Healthy Development Patterns: sustainability improvements of existing structures. Mix be shared with, and edited by, multiple staff land uses. members, citizens and elected officials. E-mail 3. New Green Buildings: Construct new buildings to Amir Nadav, Great Plains Institute, for online 9. Efficient Highway-Oriented Development: meet or qualify for a green building standard. Adopt access rights. commercial development and design standards for 4. Efficient Building & Street Lighting and Signals: highway road corridors. Cities that implement a minimum number of best  Improve the efficiency of public and private lighting practices organized into these five topical areas 10. Conservation Design: and signals. Adopt development will be recognized as a GreenStep City. See ordinances or processes that protect natural systems. What's required to be a GreenStep City? 5. Building Reuse: Create economic and regulatory Cities should claim credit for best practices  incentives for redeveloping and repurposing existing already implemented. Adding best practices over buildings before building new. time will garner additional recognition. For each best practice, and depending on city  category (A, B or C), a city needs to complete one or more actions from a list associated with the best practice. See What category is my city in? Transportation Environmental Management Economic and Community Development 11. Complete Green Streets: 15. Purchasing: Create a Adopt an environmentally 24. Benchmarks & Community network of multimodal green streets. preferable purchasing policy. http://greenstep.pca.state.mn.us/bestPractices.cfm4/28/2011 Minnesota GreenStep CitiesPage 2 of 2 Engagement: Adopt outcome measures for 12. Mobility Options: 16. Urban Forests: Promote active living and Increase city tree and plant cover. GreenStep and other city sustainability efforts, and alternatives to single-occupancy car travel. engage community members in ongoing education, 17. Efficient Stormwater Management: Minimize the discussion, and campaigns. 13. Efficient City Fleets: Implement a city fleet volume of and pollutants in rainwater runoff. 25. Green Business Development: investment, operations and maintenance plan. Document the 18. Parks and Trails: Enhance the city's green use of assistance programs for green business and 14. Demand-Side Travel Planning: Use Travel infrastructure. job development. Demand Management and Transit-Oriented Design. 19. Surface Water Quality: 26. Renewable Energy: Improve local water Remove barriers to and bodies. encourage installation of renewable energy generation capacity. 20. Efficient Water and Wastewater Facilities: 27. Local Food: Assess and improve drinking water and wastewater Strengthen local food and fiber facilities. production and access. 21. Septic Systems: 28. Business Synergies: Implement an effective Network/cluster businesses management program for decentralized wastewater to achieve better energy, economic and environmental treatment systems. outcomes. 22. Solid Waste Reduction: Increase waste reduction, reuse and recycling. 23. Local Air Quality: Prevent generation of local air contaminants. Minnesota Pollution Control Agency | Contact | Web site policy http://greenstep.pca.state.mn.us/bestPractices.cfm4/28/2011 SMITHTOWN CROSSING REDEVELOPMENT STUDY Smithtown Crossing Redevelopment Study Table of Contents Page Introduction …………………………………………………………………….1 Planning Issues …………………………………………………………………7 Vision Statement ………………………………………………………………11 Plan ........................................................................................................................13 Zoning Parameters -Commercial: C-1 -Residential: R-3B Update Regulations -Mixed Use -Building Height -Senior Housing Density Design Criteria -Pedestrian/Bicycle Circulation -Landscaping -Architecture/Materials City Participation ……………………………………………………………..…………17 Tax Increment Financing Land EDA Appendix Planning Inventory List of Meeting Dates Traffic Volume Map Introduction Geographically, the intersection of Smithtown Road and County Road 19 (Smithtown Crossing) is relatively centered in the City of Shorewood. The City considers the area surrounding the intersection to be somewhat of a northern gateway to thecommunity. As such, considerable time, energy and money have been invested to enhance the area. The City has developed a “civic campus” including the Shorewood Public Works Facility, the South Lake Public Safety Building, the South Shore Community Center, and a newly remodeled City Hall. Badger Park and the Gideon Glen Conservation Open Space area provide active and passive recreational opportunities for the area, and proximity to the Lake Minnetonka Regional LRT Trail provides pedestrian and bicycle access for South Lake Minnetonka residents. Finally, the intersection itself was redesigned and reconstructed in 2005. To date, private investment adjacent to Smithtown Crossing has not kept up with public investment. Commercial properties in the area arecharacterized as disjointed, with buildings that are low-valued and underutilized and, in many cases do not comply with current Shorewood zoning standards. In this regard, the Shorewood Comprehensive Plan has identified the area as being prime for redevelopment. In order to facilitate redevelopment that makes better use of land, better serves the residents of the community, enhances tax base, reflects the quality and character of the community, and is commensurate with the highly desirable, highly visible Smithtown Crossing area, the City has begun exploring options and incentives to assist the area in realizing its true potential. The Planning Commission began working on the Smithtown Crossing Redevelopment Study in early 2010. The study area boundary was established as shown on Figures 1 and 2in the following pages.The study area contains a total of 23.46acres(not including the Gideon Glen open space property) and consists of three locations: 1) the northwest quadrant of the intersection; 2) the southeast quadrant of the intersection; and 3) the area north of County Road 19, just west of Shorewood Lane. The study focused primarily on the northwest quadrant of the intersection, which contains anywhere from 4.52 to 6.56 acres, depending on how far west a project might extend. The southwest quadrant of the intersection contains another 2.74 acres. While the area to the north of County Road 19 has 14.16 acres, 12.56 acres of that is occupied by the Shorewood Public Works Department and the South LakeMinnetonka Public Safety facility (police and fire). A brief planning inventory, examining the various uses in the district, property ownership, zoning and values was prepared and is contained in the Appendix of this report. With the exception of the American Legion, a retail/office building and a small, nonconforming apartment building, the area is predominantly occupied by auto-oriented uses (sales, auto repair,fuel station, car wash, etc.). Three single-family homes are also included in the study area. Page 1 Í³·¬¸¬±©² Ý®±·²¹ q Î»¼»ª»´±°³»²¬ Í¬«¼§ ß®»¿ ðêðïîðîìð Ú»»¬ Í¸±®»©±±¼ Í±«¬¸ Ô¿µ» Ð«¾´·½ É±®µ Ð«¾´·½ Í¿º»¬§ Ì±²µ¿ Þ¿§ Ù·¼»±² Ù´»² ëêêð Þ¿¼¹»® Ð¿®µ Ú·¹«®» ï Í³·¬¸¬±©² Ý®±·²¹ q Î»¼»ª»´±°³»²¬ ß»®·¿´ Ê·»© ðêðïîðîìð Ú»»¬ Í¸±®»©±±¼ Í±«¬¸ Ô¿µ» Ð«¾´·½ É±®µ Ð«¾´·½ Í¿º»¬§ Ì±²µ¿ Þ¿§ Ù·¼»±² Ù´»² ëêêð Þ¿¼¹»® Ð¿®µ Ú·¹«®» î Planning Issues One of the first steps taken by the Planning Commission in its study was to identify planning issues associated with the study area. Following are a list of issues identified to date. These are also illustrated on Figure 2on the following page. Study Area west boundary (it was decided that this edge of the study area could remain somewhat flexible, in the event a developer chooses to acquire one or more of the single-family residential lots that lie west of the commercial area) Land uses (considerable interest has been expressed in exploring mixed use for the Study Area Buffering and land use transitions Taking advantage of views into Gideon Glen while preserving natural views from across and within Gideon Glen Access (vehicular) –to and from County Road 19 and to and from Smithtown Road Internal circulation –vehicular and pedestrian Possibility of contaminated soils Phasing Redevelopment of lots on an individual basis Future development of golf course property Land use and zoning of s.f. residential property at 24250 Smithtown Road Pedestrian connection from Badger Park to north side of Smithtown Road Drainage* *Note. This is a significant issue and supports the concept of a unified development effort. The City Engineer advises us that properties within the study area not only need to address rate control, but also the new volume of water that comes from redevelopment. This supports the concept of a coordinated redevelopment scenario versus piece-meal redevelopment of individual sites. Individually, the properties would have to come up with their own ponding for each site. Page 7 Í³·¬¸¬±©² Ý®±·²¹ Î»¼»ª»´±°³»²¬ q Ð´¿²²·²¹ ×«» ðêðïîðîìð Ú»»¬ a Í¸±®»©±±¼ Í±«¬¸ Ô¿µ» Ð«¾´·½ É±®µ Ð«¾´·½ Í¿º»¬§ ó Ô¿²¼ Ù·¼»±² Ù´»² Ë»ñ Æ±²·²¹ ó Þ«ºº»®ñÊ·»© Ì±²µ¿ Þ¿§ ó Ð¸¿»á ëêêð ó ß½½» a ó ×²¬»®²¿´ Ý·®½«´¿¬·±² ó ª»¸ò ó Í±·´ ó °»¼ò ó ß½½» ó Ú«¬«®» Ü»ª»´±°³»²¬ Þ¿¼¹»® Ð¿®µ Ú·¹«®» í Vision Statement Having identified issues associated with the study area, it was determined that a clear picture of what the City hopes to see for the subject area should be formulated –for lack of a better term, we will use “vision statement”. This isthe point where we step back and view the area as we would like to see it, say in the next 10-15 years. The vision statement should be a positive expression of what the City wants, rather than a list ofwhat we don’t want to see. The proposed vision statement starts with the Shorewood Comprehensive Plan, which identified an interest in the following: Unified/coordinated development; assembly of land parcels Planned unit development Possible mixed use –commercial/residential Opportunity for additional senior housing Predominant retail and office uses versus service commercial* *Since this was written, the Planning Commission held a meeting with real estate development professionals, the consensus of whom indicated that there may not be a strong market for retail. It was suggested that a stronger market may exist for personal service commercial (i.e. banking, health and beauty services, etc.). In addition to the above, the Planning Commission discussed other factors such as pedestrian/bicycle circulation and connectivity, architectural treatment (e.g. residential character and natural materials), natural landscaping, and compatibility with surrounding land use activities as parameters for the redevelopment of the area. From this, the following was derived: Vision Statement –Smithtown Crossing “The redevelopment of the area described as “Smithtown Crossing” will create a high quality, unified, planned mixture of residential and commercial uses that take advantage of views afforded by existing natural areas and parks, as well as the exposure to high volumes of vehicular traffic on the adjacent minor arterial street. The residential component should add to and enhance the variety of housing choices in the community. Commercial activities should serve not only residents of the project area, but the community as a whole. Access to, egress from, and circulation within Smithtown Crossing must be pedestrian/bicycle-friendly, to the point of encouraging little side trips from the LRT to the north or Badger Park to the south. Attractive and articulated architecture with pitched rooflines and natural materials will reflect the residential character and quality of the community. Landscaping will be natural and substantial, diminishing parking lot massing and softening and framing buildings on the site.” It must be realized that this vision statement will likely evolve as it is subjected to public input. Page 11 Smithtown Crossing –Plan From the very beginning of this study, it has been realized that properties within the study area may develop or redevelop individually. It is not the City’s intent to stand in the way of property owners wishing to improve theirland. Individual site development will be expected to adhere to the development regulations currently in place. What isthe intent of this study is to encourage a higher level of quality than might occur with piecemeal development under the current rules. In this regard, there are a number of ways that the City can reduce regulatory obstacles and even incite or reward development built to the higher standards envisioned by this study. The greater a project complies with the City’s vision for the area, the greater the incentive with respect to zoning flexibility and even City participation in the project. Zoning Parameters With the exception of the public facilities located north of County Road 19 and the three residential properties in the study area,all of the subject lots are zoned C-1, General Commercial. Individual lots must adhere to the standard of that zoning district, including height limitations. Any coordinated development of several or all of the subject properties should be done by Planned Unit Development (P.U.D.), using the C-1 District and the R-3B, Multiple- Family Residential District as the underlying standards for the project. The single-family residential property on the north side of County Road 19 is surrounded by commercial development in Tonka Bay and public facilities (public works, police and fire). The City should be open to a rezoning of this site to R-C, Residential/Commercial. Update Regulations While the City’s current P.U.D. provisions could be used to process a mixed use type of project, involving a mixture of commercial and residential development, it is recommended that the Shorewood Zoning Code be amended to specifically address mixed use. This update of the Code would include provisions tying flexibility and reward to the level of compliance with City’s vision for the area. One such provision might include an allowance for additional building height based on architectural design and extent and type of landscaping. For certain types of housing in a mixed use project, higher densities than what current regulations allow might be considered where it could be demonstrated that the density would be compatible with surrounding uses and where resulting traffic volumes would not adversely affect existing streets. In this regard, a mixed use project would be required to submit a traffic study as part of its application submittals. Design Criteria Inherent to any mixed use development project is attention to pedestrian and bicycle circulation. Site planning should include both internal circulation as well as connections to existing and Page 13 future trails and sidewalk systems. Sidewalks built with the reconstruction of the intersection in 2005 will ultimately provide connection with the LRT Trail to the north and to the City Hall/Badger Field complex south and east of the intersection. The County Road 19 Corridor Study illustrates an entire network of pedestrian/bicycle segments to the east of the study area. Smithtown Crossing should link to that system as well as extend west along Smithtown Road to the westerly extent of the project. Landscapinghas long been recognized as an effective means of creating buffers, diminishing the impact of building massing, enhancing architecture and screening and cooling of parking lots. The County Road 19 Corridor Study, adopted in 2003 sets forth concepts for streetscaping along the corridor as it passes through Shorewood.These concepts should be implemented on both the County Road 19 and Smithtown Road sides of the project, converging at the Example: Landscaping, screening/cooling parking lots northwest corner of the intersection. This public right-of-way area should be redone and incorporated into the Smithtown Crossing design. Current landscape practice focuses on natural designs that require low to no maintenance, minimizing sprinkling and conserving water. Developers hoping to achieve additional density or building height will want to substantially exceed the minimum landscaping requirements currently found in the City’s zoning regulations, both in terms of size and quantities of plant materials. Site planning and landscaping for SmithtownCrossingshould incorporate some sort of public space or common area that invites visitors to spend a little more timein the area, relaxing or connecting with others. Example: Landscaping, public space Page 14 It is not the intent of this report to dictate a certain type of architecture. This does not, however, diminish the importance of this critical design element. Shorewood has in the past placed great value on buildings that are in keeping with the residential character of the community. While no formal definition of “residential character” exists, certain characteristics have been identified that begin to describe what the City is looking for. Well articulated buildings with pitched rooflines, tiered levels and interesting shadowing go far in mitigating the Example: Architecture—pitched roofs, natural materials, shadow, articulation visual impact of larger, taller buildings. Similarly, features such as awnings, natural building materials, balconies and lighting help to diminish building masses and create a human scale for the project. And, as mentioned in the previous section, nothing does more to soften and enhance building than landscaping. One of the incentives that can be explored in Smithtown Crossing is allowing somewhat taller building height than what is allowed by Shorewood’s current regulations. At present, the C-1 zoning district allows buildings to be three stories or 40 feet in height, whichever is least. It has been suggested that the right project could be built to a height of 45 feet, regardless of the number of stories. The visual impact of such a building can be mitigated by the means discussed above as well as by building placement on the property and use of the natural terrain. For example, the topography found in the northwest quadrant of the intersection may lend itself to partially below-grade levels or underground parking. Example: Architecture—diminish visual impact of building height with construction materials, landscaping Page 15 City Participation While the plan for the redevelopment of Smithtown Crossing includes reducing regulatory obstacles, that alone may not be enough to entice the type of development envisioned in this study. Since the City’s vision for the area requires development to substantially exceed current regulations (e.g. extra landscaping, architectural standards, acquisition and combination of land parcels), it will likely take some investment on the City’s part.The greater the City’s involvement, the greatersay the City has in how the property develops. Following are possible ways in which the City can be involved. Tax Increment Financing Early on in the conversations about redeveloping the Smithtown Crossing area, tax increment financing (TIF) was mentioned as a possible tool for enticing developers to invest in a project. TIF is a financing tool that uses future gains in tax revenues to finance the cost of current improvements, including -in some cases-writing down the cost of land. Shorewood has used TIF successfully in the past when building the intersection at Old Market Road and Highway 7. In that case, the City opted for a “pay-as-you-go” method where any future risk is assumed by the developer. This is what is recommended for Smithtown Crossing. While there are projects done involving citiesassuming some or all of the risk, this method is not recommended for the Smithtown Crossing redevelopment project. Acquisition of Land One of the most difficult obstacles to overcome in aredevelopment project is assembling land for a unified,cohesive development. It is strongly suggested that, as parcels within the redevelopmentarea become available on the market, the City consider acquiring them. These properties should be viewed as an investment inthe redevelopment and could be sold to an ultimate developer “at cost” as a demonstration of the City’s commitment to the project.This would also provide leverage toward the City having more input on thetype,quality and design of the project. Economic Development Authority Shorewood already has an Economic Development Authority (EDA) which has been used successfully in the redevelopment of the property currently occupied by the South Lake Public Safety facility. The EDA can be useful with regard to tax increment financing as well as in the acquisition of property. Assisting in the correction of problem soils is yet another function of an EDA. Page 17 Appendix Smithtown Crossing Planning Inventory Ð®±°ò ß¼¼®»Ñ©²»®Ë»Æ±²·²¹ß®»¿Ô¿²¼ Ê¿´òÍ¬®«½¬ò Ê¿´òÌ±¬ò Ê¿´òÒ±¬» îìêîð Í³·¬¸¬±©² Î¼Ó»»²¹»®ÍòÚò Î»ÎóïÝìëéíïüïïëôðððüêðôðððüïéëôððð îìëçð Í³·¬¸¬±©² Î¼Ø·®½¸ÍòÚò Î»ÎóïÝìííðíüïïëôðððüïèêôðððüíðïôððð îìëêð Í³·¬¸¬±©² Î¼ß³»®·½¿² Ô»¹·±²Ê¿½¿²¬Ýóïìîïðéüîððôððð²ñ¿üîððôððð îìëíð Í³·¬¸¬±©² Î¼Ú»³®·¬»ÓòÚò Î»ÝóïïìêíîüçðôðððüîçëôðððüíèëôðððÒ±²½±²º±®³·²¹ «» îììéð Í³·¬¸¬±©² Î¼Ì®·°´» Þ Û¯«·¬·» øÞ«®§÷ß«¬± Í¿´»ÝóïìïîëèüìïðôðððüïçðôðððüêððôðððÍ«¾¬¿²¼¿®¼ ¾«·´¼·²¹ îììëð Í³·¬¸¬±©² Î¼ß³»®·½¿² Ô»¹·±²Þ¿®ñÎ»¬òÝóïëïìíïüîêìôðððüïíêôðððüìððôððð ëêèð Ý±«²¬§ Î¼ ïçß³»®·½¿² Ô»¹·±²Ú«»´ Í¬¿¬·±²ÝóïïëèðìüïçëôðððüïðëôðððüíððôðððÍ±·´á ëêêð Ý±«²¬§ Î¼ ïçØ±°Ø»®® Ð®±° øØ»¿®¬¾®÷Î»¬òñÑºº·½»Ýóïíïêçìüíëëôðððüìëôðððüìððôððð Í«¾¬±¬¿´îèëçêðüïôéììôðððüïôðïéôðððüîôéêïôððð îìíêë Í³·¬¸¬±©² Î¼Ì Ý Í¬±®» øÑ¿·÷Ý Í¬±®»ñÚ«»´Ýóïêîçéðüééðôðððüïéðôðððüçìðôððð îìîèë Í³·¬¸¬±©² Î¼Ó±±®»ß«¬± Í¿´»Ýóïïèïççüïéïôðððüïêçôðððüíìðôððð îìîéë Í³·¬¸¬±©² Î¼Ø±©»ß«¬± Î»°¿·®Ýóïïéèéïüïêêôðððüïëìôðððüíîðôððð îìîìë Í³·¬¸¬±©² Î¼É¿¸ Ò Î±´´Ý¿® É¿¸Ýóïîðîïèüïééôðððüïíèôðððüíïëôððð Í«¾¬±¬¿´ïïçîëèüïôîèìôðððüêíïôðððüïôçïëôððð îìîëð Í³·¬¸¬±©² Î¼Ö«¬·²¿µÍòÚòÎ»Îóîßêçïëìüîïêôðððüîìíôðððüìëçôððð îìîðð Í³·¬¸¬±©² Î¼Ý·¬§ ±º Í¸±®»©±±¼Ð«¾ò É±®µÎóîßîëíìîç²ñ¿²ñ¿²ñ¿ îìïðð Í³·¬¸¬±©² Î¼Ý·¬§ ±º Í¸±®»©±±¼ »¬ ¿´Ú·®»ñÐ±´·½»Îóîßîçìïïë²ñ¿²ñ¿²ñ¿ Smithtown Crossing Meetings The Shorewood Planning Commission has spent many months preparing the Smithtown Crossing Redevelopment Study. Following is a list of Planning Commission meetings at which the Study was discussed. Some of the “milestone” meetings have been highlighted and summaries of selected meetings are provided below. It is worth noting that some of the early discussions referred to Planning District 3 from the Shorewood Comprehensive Plan. February 17, 2009 April 7, 2009 January 19, 2010 February 16, 2010 March 2, 2010 March 16, 2010 April 6, 2010Tax Increment Financing (T.I.F.) April 20, 2010Vision Statement May 4, 2010Joint Meeting with City Council May 18, 2010Meeting with Landowners* June 29, 2010Meeting with Developers (Forum)** July 20, 2010 August 17, 2010Discussion of Mobile Tour*** September14, 2010Mixed Use February 15, 2011 March 1, 2011 *The Planning Commission met with a number of owners of land within the study area. The purpose of the meeting was to get feedback from them on issues related to redevelopment and to illustrate to them the advantages of a unified, cohesive redevelopment versus a piecemeal approach. The consensus of those attending the meeting appeared to agree with the direction the Commission was proposing. **Early on it was determined that input from people who actually do projects was important to the ultimate success of the project. A panel of development professionals was asked to comment on the Vision Statement and the concept drawingsthat had been reviewed by the Commission. The panel members all commented on the materials and then answered questions from the Meetings (continued) Commission. The general consensus of the panel was that Shorewood’s development regulations are in need of revision in order to make a redevelopment project viable. Four key points were made: 1)The site is not well suited for retail commercial. Rather, some sort of service commercial development (e.g. banking, personal services, possibly office, etc.) should be expected. 2)The City should consider allowing something higher than the three stories allowed under the current regulations. 3)Whether the housing element was market or senior, Shorewood’s current density limits are too low. 4)In this economy, redevelopment may not occur for some time. ***The Commission spent an evening visiting mixed use and senior housing projects. There was consensus that two projects in Golden Valley, Town Square and the Commons, contained elements that would be desirablefor Smithtown Crossing. A mixed use redevelopment project in Glen Lake (Minnetonka) illustrated how the impact of building height could be mitigated with construction materials, siting, and landscaping. Some of the photographs used in this report came from the mobile tour.