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HomeMy WebLinkAbout2018 11-13 PRAAGENDA Brooklyn Center Parks and Recreation Commission Tuesday, November 13, 2018 Room #221, Brooklyn Center Community Center 1. Call to Order 6: 30 p.m. 2. Roll Call 3. Approval of Agenda 4. Approval of Minutes- October 16, 2018 5. City Council Liaison Report 6. New Business - Freeway Park- Master Planning Process - 2018 Holly Sunday Activities 7. Old Business - Comprehensive Plan- Implementation Chapter/Commissioner Comments? - Little League Improvements— Update 8. Other 9. Set Next Meeting Date and Agenda (January 15, 2019) 10. Adjournment MINUTES OF THE PROCEEDINGS OF THE PARK AND RECREATION COMMISSION FOR THE CITY OF BROOKLYN CENTER IN THE COUNTY OF HENNEPIN AND THE STATE OF MINNESOTA REGULAR SESSION OCTOBER 16, 2017 COMMUNITY ROOM #221, COMMUNITY CENTER CALL TO ORDER Chair Sorenson called the meeting to order at 6:30 pm. ROLL CALL Chair Sorenson and Commissioners Bonovsky, Dalton, Ebert, Shinnick, Thorbus and Witalka were present. Also present was City Council Liaison April Graves and Community Activities, Recreation & Services Director Jim Glasoe. APPROVAL OF AGENDA Chair Sorenson asked if there were any additions or changes to the proposed agenda. By consensus, the agenda was approved as presented. APPROVAL OF MINUTES — September 18, 2018 Commissioners Witalka and Dalton noted minor typographical errors. There was a motion by Commissioner Shinnick, seconded by Commissioner Witalka to approve the minutes of the September 18, 2018 meeting of the Park & Recreation Commission as amended. The motion passed unanimously. COUNCIL LIAISON REPORT Councilmember Graves reported the City Council had approved a community beautification and art initiative and noted one of the first projects involved the streetlight banners. Councilmember Graves noted that pictures of actual residents would be used, with youth being designated as the "Hope" for the Community, adults as the "Heart" and seniors as the "Wisdom" of Brooklyn Center. Councilmember Graves continued noting the City Council had approved changes to the rental licensing process and ordinance, noting the changes streamlined the process. Councilmember Grave also reported changes to the parking restrictions when snowfall exceeded 2.5 inches or greater. Councilmember Graves noted the associated ticketing and towing of vehicles might adversely affect some of our lower income residents. Commissioners asked how the city would inform the residents when the snow met the plowing threshold. 2019-2033 PARKS CAPITAL IMPROVEMENTS PLAN CARS Director Glasoe noted this item had been on the September agenda and that he would be looking for a specific recommendation on the parks CIP plan at tonight's meeting. After some discussion, there was a motion by Commissioner Dalton, seconded by Commissioner Ebert to recommend the City Council approve the proposed 2019-2033 parks portion of the Capital Improvements Plan as written. The motion passed unanimously. 2040 DRAFT COMPREHENSIVE PLAN UPDATE -PARKS CHAPTER CARS Director Glasoe reported the City Council had approved a draft of the 2040 Comprehensive Plan update and had authorized it being sent out for public comment. Mr. Glasoe noted the comment period would last and included soliciting comments from residents, as well as neighboring communities. CARS Director Glasoe continued that the Parks Chapter was only a small part of the document and that he encouraged the Commissioners to review the entire draft at http://brooklynceliterplan2O4O.com. Chair Sorenson noted that some of the trail maps appeared to be older versions. Commissioner Dalton indicated the map of the Three Rivers Trails noted the 57`x' Avenue trail as still proposed, even though construction had been completed. CARS Director Glasoe responded that the City Council was looking for big picture and small comments/corrections, so the document could accurately reflect the direction of the city. Mr. Glasoe noted that he would be happy to take any comments from the Commissioners and pass them along to City Council. DOG PARK -POTENTIAL LOCATIONS CARS Director Glasoe reported that Commissioner Ebert had reminded him about continuing the discussion regarding a dog park and potential locations. Commissioner Bonovsky indicated he had visited a number of locations and found Kylawn Park and Centennial Park to have the most potential. Commissioners discussed each location, noting parking, proximity to housing and access to each. Commissioner Thorbus indicated she was not convinced of the need for an off leash dog park, noting that Brooklyn Park and Crystal each had one very close to Brooklyn Center. After additional conversation, Commission consensus was to have staff examine both the Kylawn and Centennial locations and report back the Commission with cost estimates and a recommendation. LITTLE LEAGUE IMPROVEMENTS- UPDATE CARS Director Glasoe reviewed the progress on the Little League improvements, noting that the re -grading of existing fields, construction of a new t -ball field, replacement of all ball field fencing, parking lot sealcoating and irrigation updates had been completed. Mr. Glasoe added, work on the rehabilitation of the concession/storage building was set to begin this week or next. ICE RINK WARMING HOUSES CARS Director Glasoe reported that following the ice rink discussion at the last meeting he had shared the Commission consensus with Streets & Parks Supervisor Todd Berg and noted staff had a follow up conversation regarding warming houses. Mr. Glasoe continued that while warming houses were still planned for Evergreen and West Centennial Parks, staff was recommending staffing the warming houses on Friday nights, Saturday and Sundays. Mr. Glasoe noted the attendance figures for weekday visits for the last couple of years did not warrant staffing. The Commission discussed the issue and the consensus was that the staffing plan acceptable given the skating rink attendance numbers. OTHER Councilmember Graves indicated she had noticed the "Nice Ride" bikes and scooters in a neighboring community and wondered about Commission interest in having them in Brooklyn Center. Commissioners discussed the idea and noted the apparent success of the program in other areas. CARS Director Glasoe suggested Councilmember Graves contact Assistant City Manager Reggie Edwards, as he has hosted a meeting with the bicycle share folks within the past year. Commissioner Bonovsky asked about the reason for the removal of the decorative crosswalks on Bass lake Road. CARS Director Glasoe indicated he was not aware, but would ask. Chair Sorenson reported the crosswalk at 69t" Avenue and Perry was dangerous as a result of vehicle speed and vehicle passing on the right. SET NEXT MEETING DATE By consensus, the next meeting of the Park and Recreation Commission was set for November 13th, 2017 at 6;30 p.m. MEETING ADJOURNED A motion was made by Commissioner Shinnick, seconded by Commissioner Bonovsky to adjourn the meeting at 7:34 p.m. The motion passed unanimously. J�. PLANNING DESIGN SERVICES CITY OF BROOKLYN CENTER FREEWAY PARK MASTER PLAN ARCHITECTURE ENGINEERING ENVIRONMENTAL PLANNING Doran, Having a variety of public parks and outdoor recreation areas is a simple way to improve the health and happiness of City residents, However, to implement new parks requires the services of a firm with expertise in a wide range of disciplines, and the City of Brooklyn Center will need a committed partner to see through the development of a master- plan for the Freeway Park project ISG is eager to take on this role and help the City determine its options for the Pari. ISG understands the City has a long-term lease with the adjacent cemetery to use the space as paridand, With the cemetery wanting to expand and end the lease, ISG is prepared to help the City identify how much space it needs for the parkland and how much land the cemetery will be able to use to expand as a result. ISG will provide this information so the City can be informed during the updates to the City's lease of the land. For the development of a master plan, ISG offers a number of key advantages, including the following: • Parks Experience, ISG has developed master plans for a number of parrs across Minnesota and the Midwest. ISG can determine the best amenities for parks while considering growing communities' needs for the future, • Multi -Disciplinary Resources. ISG offers a full range of resources and expertise, with 280+ professionals backing the project team, Because ISG is a full-service firm, the team can draw on a deep well of architectural and electrical engineering expertise to fully determine the Park's needs, • Community Engagement, Public support and input is integral to producing a quality master plan. With assistance from the marketing team, ISG will spearhead the creation of activities, forums, and materials that are intended to get feedback from the community and forge consensus for the future of Freeway Pari, • Responsive Team. The team assembled for this project is well equipped to take on this project and will serve as committed partners to the City. ISG will tend to any of the City's needs and the firms close proximity to Brooklyn Center means the team can provide in-person support ISG is excited about the opportunity to bring a new park to the Brooklyn Center community, We look forward to providing the City with responsive service, a collaborative approach, and timely delivery, Sincerely, Amanda Prosser, PLA, CPSI Associate Principal + Practice Group Leader 7900 International Dive f Suite 550 Minneapolis, MN 55125 : 5952426.0699 www,is•gp.com 1 _) r . 7. .J I rf �� '° $ E ", C� With the cemetery looking to expand, ISG will help the City identify how much space will be needed for the parkland. With the firm's wide range of experts, ISG and the City will work together to develop a master plan to facilitate updates to the lease with the Mound Cemetery Association, ISG's familiarity with the area and its residents will help the City determine how much parkland will be needed in the future. ISG's plans will incorporate the ever-changing nature of this community. Because the neighborhood is highly transitional with older residents selling their homes and younger, diverse families moving in, the Master Plan needs to reflect these changing demographics. Few improvements over the years and isolation with major freeways surrounding the park mean that it has not been used to its full potential. ISG's proposed improvements will consider the changing demographics to ensure that the Park is used fully in the future. The major shift in demographics over the last 5-10 years means that demands and requests for parks and recreation facilities and features are also changing. ISG will consult with community members and the City to identify what kinds of amenities will be used in the future and how much parkland it will take to facilitate them. This project is about delivering what this growing and changing community wants and needs moving forward, Ballfield Play area Open-air picnic shelter Portable restroom Basketball court Trails Parking lots Identify parkland needed for future use of the Park Update park amenities/facilities to fulfill community wants/needs Introduce new types of recreation features Revitalize space Ensure long-term nature of the City's lease Allow for universal use Embrace character of the area Provide multi -modal opportunities PAGE 2 WWW.IS-GRP.COM t 1 V f �) I �'J f . ,3 Familiar with the location and community, ISG has developed some preliminary opportunities for the Freeway Park site, This space provides many opportunities for improvements that inspire community engagement, and the aerial below outlines some possible improvements ISG could bring to the park, Moreover, the list to the right provides more WWW.IS-GRP:COIvI Protection of existing mature trees EADA -compliant future amenities and accessible routes to all existing activities within the Park Appropriate safety surfacing and ADA connections for all play areas Collaboration with local artists and MNDOT to integrate a mural along the sound wall EVI Centrally located pavilion/parking area for maximum buffer and equal access for neighbors to east and west of Park EInternal trail loop system and/or multiple loops ESocial/gathering and seating areas throughout the Park Central lawn that can be used for multiple activities and integration of native/pollinator plantings in remaining Park areas to minimize mowing and maintenance E' Safety measures, including clear sight lines across the Park, adequate lighting, and a good trail/driveway system for quick police scans DV Adoption of a Park cleanup day for the adjacent residents F/J Educational signage kiosks Activities for all demographics, ages, and abilities PAGE 3 The Plan is intended to serve as a guide for future decision-making, balancing demands and opportunities and providing a framework for evaluating land development and programming. Understanding process, organization, accountability, and schedule all play a critical role in the overall plan, ISG will follow the strategic work plan outlined below, which provides a high-level snapshot of services and deliverables. The project team will collect and review existing planning documents available from City O staff, aerial photographs, topographic maps, utility data, and other pertinent documents to conduct a thorough evaluation of the project site. Areas of observation are anticipated to include the following; DILIVERABLES • General state and condition • Aesthetics and design Inventory and analysis map Preliminary list of concems, • Compatibility with user groups opportunities, and potential recreation/ • Public access and parking Facility program • Program capacity Meeting summary • Safety and security Site visit +kickoff meeting • Connectivity • Review of current amenities • Environmental review • Water quality improvement opportunities • Relationship to adjacent land uses (specifically the cemetery and Interstate 94) ISG will facilitate a Site Visit + Kickoff Meeting with City Staff, Community Activities, Recreation, and Services (CARS) staff, and representatives of the Mound Cemetery Association, The goal of the kickoff meeting will be to confirm project schedule, key stakeholders, approach to Community Engagement, and to facilitate a visioning session with the group, including documentation of the items listed above, PAGE 4 WWW,IS-GRP.COM PROJECT SCOPE Based on information obtained from Step One, ISG will develop up to three concept plans. To convey the overall design character and intent, the plans created will address the a following: (A • Circulation routes and connections to adjacent roads, parks (including Palmer Lake D .. I Park), trails, parking areas, and other proposed park amenities • Placement of proposed features and their integration with the site, including but not Three concept plans (including revisions following the stakeholder meeting) limited to, play areas, buildings, storage space, open lawn areas, etc. High-level cost estimates • Relationship to the adjacent cemetery, interstate, and residences High-level phasing options • Area of impact (for use in updating the lease agreement with the cemetery) Stakeholder meeting ISG will also analyze and take into consideration any utilities and stormwater requirements Public input meeting (including a print Upon the conclusion of the development of concept plans, a meeting with stakeholders and electronic meeting invite that the will be held to review the concepts. The goal of this meeting will be to gather- preliminary City can use to promote the input meeting) feedback and to ensure the City is onboard with the proposed concepts. After the stakeholder meeting minor adjustments will be made to the plans, if necessary, in Meeting summaries preparation of sharing with the public. A public input meeting (at a location near the neighborhood would be preferred) will be held to present the comments and gather feedback from residents. After the public input meeting, a preliminary preferred design plan will be developed based upon the preference for alternative concepts or the combination of portions of each concept. The plan will represent the design solution that best responds to the needs and desires of the stakeholders and community. _ Upon conclusion of the development of preliminary preferred design plans, ISG will share the documents with City staff electronically for review and comment. If requested, any major adjustments will be made to the plans, if necessary, in preparation of sharing with the public, A public input meeting (at a location near the neighborhood would be preferred) will be held to present the comments and gather feedback from residents. The plan will be updated based on the feedback and the cost estimates and phasing plan will be updated as necessary. Upon approval of the final preferred design plan, an electronic copy of all final project documents in report format will be provided. One preferred plan exhibit One comprehensive edit to the preferred plan package Final prefened plan package Preferred plan Phasing plan Final cost estimate Summary of meeting discussions and public input Final preferred plan package to be complete by March 1, 2019 WWW.IS-GRP.CONI PAGE 5 Project Leadership Amanda Prosser PLA, CPSI will serve as Project Manager for the Freeway Park Amanda Prosser, PLA, CPSI Master Plan development effort. Amanda will also serve as the main point of contact P P Associate Principal, advocating on behalf of the City of Brooklyn Center in all matters, protecting the Practice Group Leader - vision for the Park's future, and providing a global perspective across each unique discipline. Through the multi -disciplinary expertise of ISG's full project team, the City can be confident in the integrity, accuracy, and full consideration guiding designs for the PROJECT park. RESOURCES Patrick O'Keefe Landscape Designer Multi -Disciplinary Team Rather than reaching out for landscape architecture, environmental, civil engineering. Tara Ketchum, AIA Architect and other design assistance to ensure balance across all project planning components are maintained, ISG's full-service team will streamline project processes and foster Andy Brandel, PE Vice President cohesive efforts. At any point during this comprehensive planning project, ISG is able to seamlessly pull resources from a team of 280+ professionals in fields like Travis Fristed, PWS architecture and electrical engineering to provide cross -disciplinary guidance, This Associate Principal, Practice Group Leader will prove invaluable by providing all services through a single partner with complete project involvement. Laura Sinn Graphic Designer Contingency Plans ISG is a growing firm, and building in strategies to remain agile throughout the course of each project has been key to that growth. Should Amanda become unavailable throughout the course of the project, the City will maintain local contacts within ISG and work directly with Landscape Designer, Patrick O'Keefe, or Vice President and PAGE 6 WWW.IS-GRP,COM EDUCATION Bachelor of Landscape Architecture; Bachelor of Environmental Design, North Dakota State University - Fargo, ND LICENSE MN License #46766 ASSOCIATE PRINCIPAL, PRACTICE GROUP LEADER Amanda serves as the leader of ISG's park and open space systems planning projects, and has designed a wide range of park, trail, and urban greenspace amenities. Working for a variety of cities and counties throughout the Midwest has familiarized Amanda with various governmental regulatory standards, planning best practices, and unique design strategies that she integrates into these central community projects. Dedicated to providing effective communication, Amanda enjoys receiving and responding to various stakeholder requests during master planning efforts, ensuring that the end product supports a cohesive vision for each community's parks and recreation system as a whole, She is continually looking for opportunities to easily integrate active recreation into the daily routines of community members, creating positive outdoor opportunities while promoting healthy lifestyles for project users. LANDSCAPE DESIGNER Patrick looks at landscape architecture as the design of experiences, considering how individuals will move through and interact with an outdoor space, His main areas of expertise are in park design, urban design, and waterfronts, where he does design work, construction documentation, client interaction, and is involved in the design and development process. PROJECT TEAM RECENT PROJECT EXPERIENCE East Medicine Lake Park Site Plan Plymouth, MN Glen Park Improvements River Falls, WI Keyes Park Master Plan Columbia Heights, MN Rockford Veterans Memorial Rockfovf, MN City of Rogers Comprehensive Parks, Open Spaces, and Trail System Plan Rogers, MN RECENT PROJECT EXPERIENCE Rogers Park System Plan Rogers, MN Cowley Lake Park Rogers, MN Triangle Park Rogers, MN The Bluffs Traverse Master Plan Winona, MN Jefferson Quarry Master Plan Mankato, MN Lake Washington Regional Park Le Sueur County, MN WWW.IS-GRP.COM PAGE 7 PROJECT TEAM EDUCATION Bachelor of Architecture, University of Minnesota - Minneapolis, MN; Master of Architecture, University of Oregon, Eugene - Eugene, OR LICENSE MN Registration #54011 EDUCATION Bachelor of Civil Engineering, University of Minnesota - Minneapolis, MN LICENSE MN Registration #47078 ARCHITECT Tara is a creative designer who enjoys developing innovative solutions to combine a client's needs together with existing site conditions. A detail -oriented problem solver, Tara likes to design ways to bring all of the client's needs together into one cohesive plan. Tara has a broad range of project experience including educational, hospitality, commercial, religious, sports and recreation facilities. She brings a fresh approach and insights from each of these experiences to every new project. ❑ ❑ �.ir.. flit s .bill 0 ,� 4 https;//bit.ly/2BZUogf ❑! VICE PRESIDENT As a responsive professional who brings a comprehensive civil engineering background to each project, Andy commits to representing the best interest of each client. Showcasing his abilities, he leads ISG's Minneapolis/St. Paul office, a position he was appointed in recognition of his natural leadership skills and dedicated professionalism. Andy's extensive civil engineering portfolio also includes studies, planning, and design for park infrastructure improvement projects, In addition, Andy works closely with government entities to provide feasibility studies and recommendations for transportation and utility extension projects. RECENT PROJECT EXPERIENCE Bethany College Athletic Fieldhouse Mankato, MN Umore Park Rosemount, MN East Medicine Lake Park Plymouth, MN Hammer Athletic Complex Albert Lea, MN RECENT PROJECT EXPERIENCE East Medicine Lake Park Site Plan Plymouth, MN Lake Washington Regional Park Site Plan Le Sueur, MN Minnesota River Valley Recreation + Conservation Plan Redwood + Renville Counties, MN Faribault Soccer Complex Design Fanbault, MN PAGE 8 WWW,IS-GRP.COM EDUCATION Bachelor of Science in Ecology, Minor in Environmental Science, Minnesota State University, Mankato - Mankato, MN LICENSE Professional Wetland Scientist; Registration #2360 EDUCATION Bachelor of Arts in Graphic Design, University of Wisconsin, Stout - Menomonie, WI ASSOCIATE PRINCIPAL, PRACTICE GROUP LEADER Managing complex environmental projects for a wide variety of public and private clients, Travis routinely works with engineers to identify and minimize impacts in the planning stage. In addition, Travis helps contractors and construction managers address environmental compliance in the field to ensure safe and responsible construction operations. Travis brings a working knowledge of regulatory permitting with local, state, and federal agencies that makes him an invaluable resource for clients as they navigate complex compliance structures. Travis' project experience includes stormwater management, wetlands, natural resource evaluations, compliance inspections, and plan development for everything from rural trail development to urban park infrastructure, GRAPHIC DESIGNER Laura has a wide range of experience as a graphic designer and visual leader, having produced a wide variety of custom products and digital illustrations. Laura has worked on several projects at ISG, which include branding and promotional materials intended to engage the public and build informed consensus, PROJECT TEAM RECENT PROJECT EXPERIENCE Arborist Consulting Services Washington County, MN Dean Parkway Trail Improvements Minneapolis, 111N Mississippi River Regional Trail Dakota County, MN Minnesota OHV Park EAW Renville County, MN Lake Minnewashta Regional Park Carver County, MN RECENT PROJECT EXPERIENCE City of Rogers Comprehensive Parks, Open Spaces, and Trail System Plan Rogers, MN Levee Park + Main Street Master Plan Winona, MN Lake Washington Regional Park Site Plan Le Sueur. MN WWW.IS-GRP.COM PAGE 9 A The following table outlines the task -by -task summary of the Project Scope, including an hourly breakdown of each ISG team member. 13asemap (-ollecton anci ueveiopment b U V? Kickoff/Visioning Meeting with City + Stakeholders 6 6 12 Three Concept Plans 12 40 12 2 2 2 70 Preliminary Cost Estimates 4 4 1 1 10 Phasing Options 2 2 4 City + Stakeholder Meeting 6 6 1 13 Public Input Meefing 6 6 1 2 15 4.0 Preferred Plan 12 16 8 1 1 1 39 Final Cost Estimate 4 4 2 10 Phasing Plan 2 8 1 11 Summary of Meetings and Input 1 6 1 8 City + Stakeholder Meeting 3 3 1 7 Public Input Meeting 3 3 1 2 9 sm EM EMOMMMOMOM PAGE 10 WWW,IS-GRP,COt'i INVENTORY, ANALYSIS, AND VISIONING COMMITMENT TO COMMUNICATION PREFERRED PLAN DEVELOPMENT CONCEPT PLAN DEVELOPMENT ISG fully understands the importance of client communication - so much, in fact, that we continue to refine and customize the firm's approach to maintaining and nurturing positive coordination with each individual client. The graphic below represents a general flow of communication and project progress reports from initial project kick-off through to close-out and post occupancy follow-up. PLANNING/ENGAGEMENT SCHEMATIC DESIGN PUNWIIINBUJIJINI I'1' a Imr, ;nr,,10'-. 11,1'., ."s,,, _. ,,, i, A" PI�,s CONSTRUCTION DOCUMENTS BIDDING PHASE RD ORTfhIG ♦ fEE D[ttb.v 1 CHEI IT TO JAKEHOLGER SI.IPPORT CONSTRUCTION ADMINISTRATION O P...lnrh.lhrn7 o f I'd 1--1 F'r. .,.. o Proyr i Pr, -i-11 InsrGut OpPorlondrec i lamisnun�e f + P.illn.. up 6rrl�cll t 6�.Ea�.�m.'ni -� ,a rnlem 1_l1iPo,i inrlres _ nun KEY FOCAL POINTS Community engagement Stormwater management Aesthetic/sustainable balance CONTACT Kevin Hansen nirartnr of R ihlir Wnrlrc PROJECT EXPERIENCE COLUMBIA HEIGHTS, MN Keyes Park has been a neighborhood destination in the Columbia Heights community for years, The City of Columbia Heights desired to make improvements to the Park ' and partnered with ISG to develop a master- plan for the renovations. ISG led a process to gather input from the local residents to determine the wants and needs of the community directly impacted by park upgrades were, ensuring a positive reception and optimal use. Through a highly collaborative project approach, ISG carefully reviewed individual design components and provided sound solutions that positively impact the Park. The result was a master plan that combined critical stormwater management features into park amenities that were identified as valuable to the residents. The master plan integrated the aesthetic eye of landscape architects and sustainable technical services of engineers to provide the City with a plan for improvements that offer additional environmental benefits to the entire neighborhood. ROGERS, MN ISG provided a updates to the City of Rogers' existing Master Plan for the parks within the City's system. The plans created in this project were integrated into the 2017 Park, Trails, and Open Space System Plan that the City was updating. The updates considered four parks, and provided key improvements the City can implement in the future. Considering the different sizes and primary uses for each of the four parks, ISG developed individual plans for each space based on public input gained through different community engagement efforts. KEY FOCAL POINTS Multi -modal integration Funding strategies Highway + metro connection Contemporary design/planning CONTACT John Seifert Public Works Director City of Rogers jseifert@rogersmn.gov 763.428.8580 WWW,IS-GRP.COIrI PAGE 17 PROJECT EXPERIENCE KEY FOCAL POINTS City review and collaboration Improved wayfinding, lighting, and visitor- accessibility Regional trail connection U.S. Army Corps of Engineering permitting coordination CONTACT Chad Ubl Community Services Director/ Assistant City Manager City of Winona cubl@ci.winona.mn.us 507.457.8258 WINONA, MN After decades of fractured attempts and citizen demands to remodel Levee Park, which overlooks the Mississippi River, the City of Winona spurred these dreams into action by dedicating $2.2 million to the project in 2016. Providing a functional and aesthetic space within budget for community members was a primary concern from the onset. Cost estimates, phased planning, and construction administration ensured that proposed changes could be completed within budgetary confines. A major feature of Levee Park was the construction of an elevated plaza with both indoor and outdoor usage. The elevated design created a sloped lawn that permitted seating for up to 390 individuals. The upper portion of the plaza can accommodate 485 additional individuals, and was also designed to accommodate an outdoor amphitheater and dining area. Throughout the park, wayfinding, lighting, and visitor accessibility were improved to enhance the visitor experience and make the Park easy to navigate. Bike paths were also added to preexisting ones, linking visitors to larger regional and state trails. Changes were also made to surrounding areas, such as mapping out parking on Main Street and adding vegetation to the railroad corridor, and a gateway park entrance was added. Following initial research, a site visit to the current Park, followed by an in-person meeting with City staff, solidified an understanding of the project. The City was also consulted during the schematic design process and three feasible options of updating Levee Park were presented to the City Council. FJJ PAGE 18 WWW.IS-GRP.COM PROJECT EXPERIENCE - Ftiv%,ir trobPx,.l og L,_un„ivre•v55 L , x.,erts vvn��T a cP tn% sH stgo5yr WWW,IS-GRP.COM PAGE 19 , r.i x rr _ t got At:. ■ A, ,.Vn , a . 'WO -Irs n v. fr ��iiL�rr m " • � .. .. -' ,'. � � fiee, �' yy m. �. `�... � p, Co , t m _ _ T �r � E • t r owl.. VN wow ft it �r r � F � a f 4 L • w A v# i w s m �' " � '�• a =- `�-v..,..�.€,r. _ ��Q ¢k �r ;6'' � � , � � ��. • ��,�..-,.ti ``nom �� �� z • fl • i ' � ��� l, R � r s � DRAFT Revised 9/21/2018 IMPLEMENTATION CHAPTER Description & Annotated Outline for Discussion Introduction This chapter is a critical part of the Comprehensive Plan Update process providing a roadmap for the City of next steps and implementation strategies to help bring this Plan to reality. The implementation strategies contained in subsequent sections of this Plan are specific to the chapters, goals and strategies, and feedback heard throughout this planning process. Throughout this planning process consistent themes and messaging emerged that became the foundation for plan development, including the implementation strategies found in this chapter. At key milestones in this process the City solicited targeted feedback from residents, stakeholders, commission members and the City Council in an effort to establish Brooklyn Center's top priorities for the next 10 — 20 years. The following top priorities, including those characteristics of the community that are important to maintain, emerged from the planning process (unordered): • Our location is exceptional but a consistent brand for the community has yet to be recognizable in the region since Brookdale closed. We have an opportunity to reimagine and redevelop this area — we have to design and implement a plan that is innovative, forward thinking and creative. • Brooklyn Center's population is diverse and will be into the future. The City should embrace its diversity and use it as a differentiator that makes the City a desirable, exciting and vibrant place to live, work, and recreate. • Creating an economically competitive, accessible and stable business climate is important to developing a stable, vibrant and sustainable community long-term. • Brooklyn Center's accessible regional location in conjunction with the available redevelopment areas in the center city provide an opportunity to create a dynamic and vibrant sub -regional job center that provides employment opportunities to the City's residents and the larger region. • Our youth is our future and we need to focus on their needs today, and in the future. We should partner with schools, work -programs, public and private post -secondary institutions to ensure kids have opportunities to work and live in the City as they become adults. • The City's housing stock is aging and lacks economic diversity. We need to find ways to integrate a range of housing types, sizes, affordability, and market rate into redevelopment to expand the choices available to new and existing residents. • We need to establish clear standards and regulations for areas designated or identified for redevelopment. It is important to consider massing, setbacks, relationship with existing homes, open spaces, trails, and natural resources. • We should capitalize on the transit improvements, particularly the C -Line, that could be an amenity to any new development in the center city if designed and planned for appropriately. The City should establish and enhance key relationships with partner agencies such as Metropolitan Council, DEED, MnDNR, Three Rivers Park District and Hennepin County to create a more integrated region that provides improved connections within the City and to the region. Safety of transit users was repeatedly mentioned particularly for users that would like to use the main transit station in the community. Community members identified concerns such as loitering, lighting, accessibility, and lack of consistency with routes as concerns. This transit 'hub' will likely become busier as the C -Line opens, and it is important for the City to partner with Metro Transit to plan for this station to ensure residents feel comfortable and safe at the station. Based on these guiding priorities and principles the following implementation strategies were derived. Most chapters' implementation strategies can be found in the following sections with the exception of some the Housing Implementation Strategies that are partially included within the individual chapter for consistency with the Metropolitan Council's checklist. The following implementation strategies are meant to identify a set of high-level steps and considerations that will help guide the City to achieve the goals and objectives of this Plan. The strategies are not all encompassing, but instead are meant to serve as a guide and roadmap to describe the methods, steps and types of questions the City will tackle throughout this planning period. Just as this list may not include every strategy, Brooklyn Center may not complete every strategy on this list based on market dynamics or other external factors. But generally the City will use the following strategies as a guide to work towards implementing the Vision and Goals that this Plan has established for the City as it continues to evolve and change into 2040. Capital Improvement Plan The Capital Improvement Plan is a flexible plan based upon long-range physical planning and financial projections, which schedules the major public improvements that may be incurred by the City over the next five years. Flexibility of the Capital Improvement Plan is established through annual review, and revision if necessary. The annual review assures that the program will become a continuing part of the budgetary process and that it will be consistent with changing demands as well as changing patterns in cost and financial resources. Funds are appropriated only for the first year of the program, which is then included in the annual budget. The Capital Improvement Plan serves as a tool for implementing certain aspects of the City's comprehensive plan; therefore, the program describes the overall objectives of City development, the relationship between projects with respect to timing and need, and the City's fiscal capabilities. The full Capital Improvement Plan is available at Brooklyn Center City Hall and on the City's website. It is also included as an appendix to the Comprehensive Plan. Specific implementation strategies for water, sewer and transportation infrastructure are also described in those chapters. Chapter 3: Land Use, Redevelopment and Economic Competitiveness The following list of Implementation Strategies is provided as a guide to implement the goals and strategies identified in Chapter 2 of this Comprehensive Plan Update. Land Use 1. The City will complete a full update of its zoning ordinance to support the modified land use designations identified on the Future Land Use Plan. a. The update at a minimum will include a full review of all residential, commercial, and industrial zoning classifications that consider the following: i. Setbacks ii. Parking iii. Height Restrictions iv. Coverage v. Performance Standards vi. Permitted/Un-permitted Uses vii. Conditional Uses viii. Accessory Structures/Uses ix. Fencing/Screening b. To support the individual zoning district update process, a full review of the City Code as it may pertain to the administration of the Zoning Code will be completed. This process may result in changes and updates or may find that the existing ordinances are adequate. At a minimum, the review will consider the following: i. Sign Standards ii. Public Nuisances iii. Special Use Permit (SUP) will be brought into Compliance with Minnesota State Statute requirements for Conditional Use Permits iv. Variance process and language will be updated and revised to reflect 'Practical Difficulties' if not already completed. v. Platting ordinance will be reviewed for platting process compliance and proper reference to revised zoning ordinance. vi. PUD process and procedures will be reviewed for consistency with the City's stated goals and objectives, particularly as it relates to redevelopment areas identified within this Plan. vii. Addition of a Shoreland Ordinance to comply with MRCCA requirements. c. The process to prepare the zoning ordinance update will be led by the City's staff, with support and assistance from a Consultant and input and direction from the City Council. i. The City may establish a community engagement plan for the Zoning Code update process. This may include a sub -committee or task force to provide feedback and input on key issues throughout the update process to ensure a broad spectrum of perspectives is represented and addressed within the process. 2. The City will continue to support and explore incorporating policies within ordinance updates that address community resiliency and long-term sustainability. a. As ordinances are updated, the City will explore opportunities to encourage through incentives or regulations energy efficiency in redevelopment and site design. b. Addressing resiliency with respect to the City infrastructure and PTOS systems can be cost-effective when incorporated into initial site design requirements. The City will explore opportunities to address and incorporate such site design standards into its ordinances, particularly within new zoning districts. Redevelopment 3, The City will create zoning districts to support the new land use designations identified on the Future Land Use Plan. a. At a minimum seven new zoning districts will be developed for consistency with the Transit Oriented Development (TOD), Neighborhood Mixed -Use (N -MU), Commercial Mixed -Use (C -MU), and Business Mixed Use (B -MU) land use designations. b. The process to prepare the new zoning districts will be led by Staff and a Consultant with direction from the City Council and City Commissions. The process should be initiated immediately upon adoption of this Comprehensive Plan and should be completed within nine (9) months of its adoption. Each zoning district will address, at a minimum: i. Massing and architectural design ii. Setbacks iii. Height restrictions iv. Site design/landscape standards v. Permitted, conditionally permitted and not permitted uses vi. Accessory structures/uses vii. Transition of uses viii. Mix of uses ix. PUD process or other incentive process x. Establishment of how mixed-use will be applied (i.e. through a master plan approach, parcel -by -parcel basis, etc.) 4. The City will develop a process and methodology for tracking the mixed-use and redevelopment projects to achieve the mix of uses as contemplated within this Comprehensive Plan. The ordinances should be developed with graphic representations of the standards to be more user friendly. The process may include exploration of ghost -platting, development of a database/tracking spreadsheet, and the development of `cheat -sheet' or development reference guides for developers and land owners that describe the mix of uses contemplated and the process to ensure compliance with the ordinance and this Plan. 5. The City will establish guidelines and procedures for the sale of EDA -owned property. This may include creating marketing materials and promoting revised ordinances that highlight the ease of developing in the community. 6. The City will continue to evaluate opportunities for additional land acquisition particularly within proximity to land holdings in the center city that may offer larger redevelopment opportunities. 7. The City will participate as an active partner in any redevelopment effort that includes City financial participation including as the land owner, or TIF, tax abatement, grant partner, etc. 8. What has historically been known as the "Opportunity Site" is re -guided in this Plan to allow for mixed-use development of the site. At the time of this Plan the City is working with a developer on a master plan for the redevelopment that will add a significant number of new households to the community. Understanding that this redevelopment effort is in -progress, the new zoning districts that are created to support the land use designation must be prepared for consistency with the anticipated development. In an effort to minimize duplication of the process, the City will create a minimum of one supporting zoning district that is consistent with the known redevelopment plans. The zoning district will address, at a minimum, the following: a. A minimum percentage of a project that must contain commercial, office or retail uses that support and are consistent with any developed housing. b. The ordinance development process should consider how to incorporate a range of housing types, including considering incentives and/or standards that encourage the construction of new affordable housing c. The ordinance will incorporate architectural and landscape design standards that support the goals and strategies contained within Chapter 2 of this Plan. d. The ordinance will incorporate incentives, and where applicable standards, that are focus on sustainable site improvements and resilient infrastructure improvements such as: transit, trail and sidewalk connections, pervious pavers and other innovate landscape products, localized surface water management and other low impact development techniques. e. The ordinance will require development that incorporates best practices for creating transit oriented places, including density minimums, parking maximums, pedestrian -oriented design, and accommodates a mix of uses. Chapter 4: Housing The Implementation Strategies that support the Metropolitan Council's checklist to achieve the City's Housing goals and objectives can be found in Chapter 4 of this Plan. The following implementation strategies support those contained within Chapter 4. 1. As part of the zoning ordinance update process the City will evaluate the rules and regulations to ensure that they allow existing and future residents to improve their homes in ways that add value and are desirable, and allow for infill housing that offers a range of housing types and products. a. Residential zoning districts should be written to allow for a mix of housing types, with various setbacks and massing standards to allow for diversity within an individual development. b. Ordinances should be written to define 'family' consistently with current demographics. This may require additional study to fully understand the greatest needs anticipated in the community over the next planning period. c. Setback requirements should reflect existing conditions and allow reasonable expansions and additions to homes. 2. The City will evaluate the housing stock for consistency with current and projected demographics. This includes understanding appropriate mix of bedrooms, unit types, etc., that match the changing needs of the City's residents. The following examples may require additional study: a. Unit mix, such as studios, 1 -bedrooms, 2 -bedrooms, 3 and 3+ Bedrooms b. Private entry rental opportunities such as town homes, row homes, etc., versus standard multi -family apartments and condominium development. 3. The City will continue to operate its Rental Licensing Program, which has proven to be highly effective in maintaining the City's rental housing stock. 4. The City will continue to operate a robust code enforcement program that incorporates both complaint -based enforcement and proactive sweeps. The City will continue to engage residents and business owners to ensure code compliance and to provide information in a way that is understandable and clear. 5. The City will continue to operate its Vacant Building Program, which tracts and monitors vacant properties in the City, as well as ensuring adequate upkeep and maintenance. 6. The City will explore programs and policies that promote home ownership in the City. 7. The City will explore programs and policies that provide assistance with single-family housing rehabilitation and maintenance, including low and no -cost loans and grants, project consultation, and other resources. This may include partnerships with outside agencies as well as programs administered by the City. 8. The City will explore polices and ordinances, including incentives and standards, that encourage the construction of new affordable housing. 9. The City will explore partnerships that provide sources of financing and incentives to preserve existing multi -family housing, particularly ways to preserve naturally occurring affordable housing that maintains its affordability. 10. The City will explore programs and policies that encourage landlords to invest in their rental properties. 11. The City will consider creating a housing coordinator position to build relationships with existing landlords and tenants, administer programs, seek funding opportunities, and promote the City's housing goals. 12. The City will consider adopting policies that promote further the goal of providing safe, secure, and stable housing for renters. This may include adopting ordinances and/or policies that protect the rights of renters. 13. The City will consider inclusionary housing policies that ensure that affordable housing is a component of new housing development when the market strengthens to the extent that it would not deter investment. a. For example, if market rents rise to levels that are affordable to those making 80% AMI then the City would consider adopting an inclusionary housing policy. 14. The City will consider adopting a public subsidy policy that gives greater consideration to projects that forward the City's housing goals. This includes the option of TIF Housing Set -Aside funds or new TIF Districts that support mixed -income and affordable housing. The City will support grant applications to outside agencies to benefit projects that forward the City's housing goals. Chapter 5: Community Image, Business Stability & Economic Competitiveness The following list of Implementation Strategies is provided as a guide to implement the goals and strategies identified in Chapter 2 of this Comprehensive Plan Update. 1. The City will work to create strategies and supporting resources to incorporate affordable commercial, retail and office space into new redevelopment areas. 2. The City will actively pursue a branding and marketing strategy that leverages the community's diversity as a key asset from which new businesses can be developed. 3. To promote and support local businesses the City will explore the development of a local procurement policy. 4. The City will form a task force or steering committee to study local entrepreneurial needs, gaps and opportunities of residents. Study and research will focus on: a. Identification of barriers to growing or starting a business in City. b. Review of existing ordinances and policies to ensure they support small, start-up and pop-up businesses. c. Understand what opportunities exist locally and regionally, and what strategies the City might employ to further support local entrepreneurs. 5. The City will explore the feasibility of a commercial land trust model that promotes perpetually affordable commercial space. 6. The City will review its existing business and industrial zoning district designations and revise and update, as necessary, language and policies to ensure regulations support and incentivize: a. Local businesses to stay and grown in the City b. New businesses to locate in the community c. A mix of land uses that reflect current market needs and desires 7. The City will explore opportunities to enhance partnerships with local secondary and post -secondary education institutions that support school -work opportunities, skills and job training, and matching local companies with young talent. 8. The City will partner with DEED and Hennepin County to offer entrepreneurial resource and support programs such as WomenVenture and Open to Business. 9. The City will create a Business Retention & Expansion Program to work directly with the businesses within the community to ensure that their needs are being met. 10. The City will amend its Business Subsidy Policy to prioritize the creation of livable and high wage jobs. 11. The City will create and fund a revolving loan/grant program to assist property and business owners with expansions, interior buildouts, equipment purchasing, and exterior enhancements. 12. The City will explore other economic development programs, including with outside agencies, which would incentivize business expansion and attraction. 13. The City will explore job training and career pathways programs and policies that would benefit residents. 14. The City will explore options to connect the local workforce to employers. 15. The City will continue to support partnerships that promote workforce readiness and removing barriers for existing residents to access education and workforce training, such as the Brooklynk partnership with Brooklyn Park. 16. The City will explore partnerships and programs that promote financial literacy and wealth creation amongst residents. 17. The City will continue to explore ways to reduce racial disparities that exist as they relate the economic stability of its residents, including access to livable wage jobs, home ownership opportunities, financial literacy and wealth creation, and job pathways training. Chapter 6: Parks, Trails and Open Space (PTOS) The following list of Implementation Strategies is provided as a guide to implement the goals and strategies identified in Chapter 2 of this Comprehensive Plan Update. a. The City will continue to prioritize the completion of the PTOS system within redevelopment areas and will work with developers to identify appropriate and reasonable opportunities to enhance and improve access to the system by all residents. 2. Redevelopment projects will be required to provide trail connections that align with the surrounding local and regional trail system that are existing or planned within this Plan. 3. Redevelopment projects will be required to plan for parks and open spaces consistent with this Plan, and the City will work with developers to identify and prioritize improvements to the PTOS system. 4. The City will continue to maintain and manage the existing parks, trails and open space plan consistent with past and current practices. Current management includes: a. Annual CIP budgeting and planning to support current park, trail, and open space function. b. Continue to support the City's Park and Recreation division through appropriate capital investments. c. Periodic survey of residents and stakeholders to understand appropriate and needed parks, trails, and open space programming within the system. d. Prepare and plan for system improvements that respond to the needs of the community. This includes improvements such as park system component conversions including transitioning baseball fields to multi-purpose fields (example) 5. Brooklyn Center will continue to support opportunities for community gatherings at each of its parks, including, but not limited to the summer markets, pavilion rentals, Brooklyn Center's entertainment/movies in the parks, and Cetennial Park events that unite the community. 6. The City will continue to complete the sidewalk and trail network consistent with previous planning efforts. This plan acknowledges that trails and sidewalks are a critical component of the Park and Recreation system but are equally as important to the transportation system. Chapter 7: Transportation The following list of Implementation Strategies is provided as a guide to implement the goals and strategies identified in Chapter 2 of this Comprehensive Plan Update. 1. The City's accessibility to the region, and within the region, is an important differentiator and asset to the community. The City will continue to prioritize roadways as an important part of the transportation network. 2. The City will continue to partner with Hennepin County and MnDOT on planned road reconstruction projects to ensure safety and accessibility of the road system within the City are prioritized. 3. Any roadway reconstruction or improvement will consider the incorporation of a stormwater assessment, and any plans should incorporate and implement the Minnesota Pollution Control Agency's Best Management Practices to improve stormwater quality, recharge local aquifers, and reuse and conserve stormwater where possible. 4. The City will continue to budget for regular maintenance of roadways, including seal coating, every approximately five to eight years, and include such plan within the City's Capital Improvement Program. 5. Brooklyn Center will plan for completing the Regional Bicycle Transportation Network (RBTN) that is currently planned within the City to connect to other regional and sub - regional job centers. As redevelopment and reconstruction of roadways occurs RBTN segments or gaps will be constructed to help complete the system. 6. Many of the City's residents use Transit, and many more could if service were improved in the City. Currently the City is divided into Transit Market II and Transit Market II, which provides varying levels of services. The following summary of considerations is provided: a. The City will work with Metro Transit over this planning period to evaluate the appropriate Transit Market areas for the City per the Metropolitan Council. i. The mapping completed for this Plan demonstrates that some of the residents that may benefit most from frequent and reliable transit may be underserved. ii. The City is developed with a similar urban grid pattern for the majority of its neighborhoods without much distinction. Therefore, it seems inaccurate to identify some areas as more typical "suburban" development. b. The City's Future Land Use Plan has identified the 'central spine' for possible redevelopment in this planning period. The redevelopment pattern contemplated embraces the Transit Station and uses it as an organizing feature. Chapter 8: Sewer and Water (Utilities) The following list of Implementation Strategies is provided as a guide to implement the goals and strategies identified in Chapter 2 of this Comprehensive Plan Update. 1. The City will continue to plan for water and sewer infrastructure improvements to occur concurrently with any planned roadway improvements and redevelopment projects. 2. The City prepared a full sanitary sewer plan and supportive modeling in conjunction with this Plan update. As redevelopment occurs, the sewer plan will be used to guide proper infrastructure improvements including sizing and capacity recommendations, timing and consideration for future phases of redevelopment. 3. The City prepared an update to its water plan and supportive modeling in conjunction with this Plan update. As redevelopment occurs the water plan will be used to guide proper/necessary infrastructure improvements. a. The water supply permit from the DNR will be updated once this Plan and Future Land Use Plan are adopted to reflect projected housing and employment forecasts contained in this Plan. 4. The LSWMP identifies several capital and administrative projects that are incorporated into this implementation plan by reference. The City will properly manage and schedule such improvements to be included within its CIP for on-going planning and action. 5. The City will continue to work with its regional partners, including the Metropolitan Council, on sewer and water infrastructure planning and development so that regional coordination is maintained throughout this planning period. 6. Consideration for how to incorporate sustainable and resilient infrastructure through new development will be addressed at the specific site redevelopment level. This will first be accomplished through the ordinance review, creation and update process and described within previous sections; and will then be implemented through site and redevelopment plan sets and engineering. a. The City's public works department and its staff will work collaboratively with the Community Development department to identify potential ordinance revisions that would support the development of an integrated green network that not only supports the PTOS system but the City's infrastructure. Appendix: Mississippi River Critical Corridor Area Plan The following list of Implementation Strategies is provided as a guide to implement the MRCCA Plan contained within Appendix B of this Plan. The City will develop ordinances to support the Minnesota Department of Natural Resources (MnDNR) requirements to regulate property contained within the MRCCA overlay designations. a. At a minimum the City will develop a shoreland ordinance for properties that abut the Mississippi River and will structure the ordinance to comply with MnDNR requirements. b. The City will work collaboratively with the MnDNR to establish appropriate setback and height standards based on specific parcel locations and potential redevelopment. L The City may seek flexibility from the MnDNR's standard requirements, particularly on sites identified for redevelopment. The City will work with the MnDNR to identify appropriate standards. c. The City will engage residents during the ordinance development to provide education about the MRCCA standard requirements and ordinance development process. L The public engagement process will also solicit feedback regarding specific standards development include appropriate setbacks, height, coverage requirements, etc.