HomeMy WebLinkAbout2021 01-04 CCPCouncil Worksession
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conducted by electronic
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Minnesota S tatutes, section
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6799 Meeting I D:
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010421
J anuary 4, 2021
AGE NDA
The C ity Council requests that attendees turn off cell phones and pagers during the meeting. A copy
of the full C ity Council pac ket is available to the public at http://c ityofbrooklyncenter.org/.
1.C all to Order - 6:00 p.m.
2.M iscellaneous Items
a.Continuation of Retreat P hase 2 with Common S ense Consultants
- Staff seeks to create a shared understanding among Council Members
regarding the team devel opment work and process that wi ll be provided to
the Council by Common Sense Consulting over the comi ng months.
b.O pportunity Site Update and Discussion
3.D iscussion
4.Adjourn
C ouncil Worksession
DAT E:1 /4/2 0 2 1
TO :C ity Council
F R O M:C ur t Boganey, C ity M anager
T H R O U G H :N/A
BY:D r. Reggie Edw ards , D eputy C ity M anager
S U B J E C T:C on+nua+on of Retreat P has e 2 w ith Common S ens e C ons ultants
B ackground:
Following the tw o day retreat led by C ommon S ens e C ons ul+ng there was a plan to con+nue the w ork of
building an effec+v e s y s tem of collabora+on and
Council leader s hip.
O n D ecember 14, the C ity M anager presented to the C ouncil that the ow ners expres s ed a desire to work
w ith the C ouncil and build on the work previous ly s tar ted. I n addi+on, they had agreed to honor the original
contract rates and will adapt their process to the cur rent virtual environment.
T here was a cons ens us of the Council to mov e for w ar d w ith Common S ens e C ons ul+ng. T he work with the
Council will involv e:
1. P rovide oppor tuni+es to prac+ce and make r ecommenda+ons to opera+onaliz e tools offered during
the retreats to achiev e decis ion-making clarity, more effec+ve communica+ons and conflict
res olu+on w ith minimal noise and nega+ve outcomes as well as us e of power that w orks for all.
2. Use coaching and check-ins to create a s afe and confiden+al third-party s pace for growth and
development for each council member
3. I ncreas e the C ouncils ability to unders tand each other and work together, as they res pond to the
challenges of the increasingly divers e community of Brooklyn C enter.
Common S ens e w ill be pr esent at the Council mee+ng and prepared to w alk through the project +meline
and deliverable in gr eater details (s ee a=ached). The deliv erables include: C omple+ng the I D I A s s essment,
Facilitated G roup C ons ul+ng Mee+ngs, I ndividual Coaching M ee+ngs , and Facilitated G roup C heck in
Mee+ngs.
AT TA C H M E N TS :
D escrip+on Upload D ate Ty pe
C ommon S ens e pr oject deliv erables 12/30/2020 Backup M aterial
C ouncil Worksession
DAT E:1 /4/2 0 2 1
TO :C ity Council
F R O M:C ur t Boganey, C ity M anager
T H R O U G H :N/A
BY:M eg B eekman, Community D ev elopment D irector
S U B J E C T:O pportunity S ite U pdate and D is cus s ion
B ackground:
I n A pril 2018, the C ity entered into a P reliminary D evelopment A greement w ith developer A latus that
w ould allow them 1me to develop a master plan for the E DA -owned 35 acres w ithin the O pportunity S ite
and to conduct due diligence on an ini1 al phas e of that development.
P rior to this, the C ity Council had s olicited inter es t fr om developers to propos e their v is ion for the s ite.
T hree developers came forward with concepts and a7er mee1ng w ith tw o of them, the C ouncil s elected
A latus becaus e their v is ion aligned with the C ity ’s vis ion to create a mixed us e, walkable town center that
exis1 ng residents could benefit from and u1 liz e.
By early 2019, A latus had refined their overall concept for the site and wer e moving forward with early
planning for an ini1 al phas e of development that w ould include approximately 3 0 0 units of hous ing and a
mix of commer cial on the ground floor. The concept was pres ented to Council and dir ec1 on w as made to
renew the P reliminary D evelopment A greement with A latus .
T his agreement als o included the city taking the lead on master planning for the s ite, in partners hip w ith
A latus, and incorpor a1 ng the larger 80-acre O ppor tunity S ite into the mas ter plan. A latus for their part in
the agreement w ere tas ked w ith implemen1 ng an ini1al phase of development, and con1nuing their w or k
to bring a dev elopment forw ard.
T hroughout 2019 the city, along with the cons ultant team of Bolton & M enk and Cuningham G roup,
w orked to develop the O pportunity S ite Mas ter P lan. T his w as a mul1-phas ed approach that inv olved a
combina1on of technical asses s ment, ini1al community engagement, feas ibility analy s is , and further
community engagement to con1 nue to refine the plan.
I ni1 al engagement focus ed on iden1 fying the key values and guiding principles that w ould form the bas is
for the mas ter plan, upon which it was developed. Community input included ques 1 ons about what people
w anted to s ee on the s ite, w hat was important to them, how they envisioned the community in the futur e,
and what their needs were today that this s ite might help fulfill. A nswers to thes e ques1 ons w ere then
compiled and prefer ence s urv ey s w ere dev eloped that allow ed community member s to priori1ze w hat they
w anted to s ee on the s ite and point out topics or items that may have ini1ally been mis s ed. Engagement
w as distributed throughout the community thr ough a s eries of pop-up mee1 ngs at S un Foods, C E A P, C A P I ,
and other community events as well as in focus gr oup dis cus s ions and lar ger, community-wide mee1ngs .
I n addi1on, the C ity gathered a group of community -based organiza1ons to create an engagement task
force that guided s taff on how to develop an engagement s trategy that w as truly repres enta1v e of the
community. T he input fr om the group had a s ignificant impact both on the outcomes and community
benefits iden1fied w ithin the dra7 M aster P lan, but als o on the engagement plan that is being u1 liz ed to
mov e the w or k for w ar d.
T hrough their conv er s a1 ons , the Engagement Tas kfor ce recommended that the City u1lize the Equity
D evelopment S cor ecard to evaluate future development proj ects on the s ite. The s corecard is a tool that
can be cus tomiz ed for each community and is des igned to ev aluate and s cor e development projects. The
tool could be cus tomized to reflect the values and goals of the mas ter plan, thus cr ea1ng a method of
accountability to the mas ter plan that would las t into the future.
T he C ity entered into contracts w ith many of the community -based organiz a1 ons on the engagement
taskforce to have them as sist with deepening the community engagement w ork , and reaching out to
res idents who hav e his tor ically been marginaliz ed in planning and development proces s es. Brooklyn Bridge
A lliance for Youth completed engagement w or k with y oung people in the community and presented their
findings to the C ity C ouncil. J ude N nadi elected to engage w ith A frican-bor n and immigrant former and
current residents of B rook lyn C enter, to iden1fy w hat their needs are, why they chos e to mov e aw ay, and
w hat would hav e helped them stay. O L M organized tw o in-pers on focus group s es s ions w ith renters in the
community that allow ed s taff to have deep and meaningful dialogue with folks cur rently residing in
Brooklyn Center. A ll of the par1 cipants wer e people of color, with a s ignificant pr opor1 on iden1 fying as
A frican.
By the end of 2019, the pr oject team had dir ect interac1ons with approximately 1 ,350 residents of the
community, w hich included a deeply divers e and r epr es enta1 ve popula1on.
I n J anuary 2020, a dr a7 M aster P lan was completed based on the community engagement that had been
done, along w ith the technical asses s ment w or k. A n engagement strategy to evaluate the dra7 plan w as
dev eloped, the beginnings of w hich began to be implemented. The Engagement Tas kforce wrapped up in
February 2020. T heir final work included a deep dive into the dra7 M aster P lan and providing input and
comments on it. The inten1 on at that 1me w as to tr ans i1 on that group to an Equity D ev elopment
S corecard Tas kfor ce, w hich w ould be facilitated by the A lliance for Metropolitan S tability, focused on
dev eloping the Equity S corecard.
Technical review of the dra7 Mas ter P lan als o began in early 2020. This included a tr affic s tudy,
dev elopment of a s tor mwater plan, and a financial feas ibility analysis.
W hen the pandemic hit in March, the engagement s tr ategy w as significantly affected. I t was not pos s ible to
mov e forw ard w ith that phase of the work. W hile the technical studies con1 nued, the decis ion w as made to
hold off on any community engagement ac1v i1es , es s en1 ally pausing the proj ect for the 1 me being. W hile
the original inten1on had been to complete the mas ter planning work by mid-s ummer, it became clear that
this w as no longer pos s ible. The 1meline for comple1ng the work has been extended and now a final dra7
is an1 cipated by the end of A pril.
O pportunity S it e M ast e r P lan Update and N ext S t e ps
C ommunity Engagement
S taff has been in con1nued communica1on w ith the community-bas ed organiza1ons that w ere involved
w ith the Engagement Tas k force. The intent has been to determine w hat a community engagement strategy
might look like moving forward and w hen the appropr iate 1me to ini1 ate it w ould be.
T he engagement plan has been developed in par tner s hip w ith these organiz a1 ons and ov erall has not
changed a s ignificant degr ee from before the pandemic, though the engagement techniques will be alter ed.
T he plan involves con1nued engagement ar ound the dr a7 M aster P lan, w ith a focus on dev eloping and
deliv ering a cus tomiz ed Equity D ev elopment S corecar d and a Community B enefits D ocument. Both of thes e
documents w ill be incorporated into the final M as ter P lan and w ill be par t of the implementa1on strategy of
the M aster P lan.
T he C ommunity Benefits D ocument w ill iden1fy in one table all of the community benefits that are des ir ed
as part of the ov er all development of the O pportunity S ite area. Know ing that no one proj ect can deliver all
of the des ired community benefits , the inten1on is to iden1fy w hat the community w ants through the
project as a w hole in the Mas ter P lan, then have each individual development enter into something like a
Community B enefits A gr eement that iden1 fies how it is contribu1ng to the overall mas ter plan goals. This
w ill build trans parency into the proces s that w ill be s us tained ov er 1me.
I n order to complete thes e documents , staff intends to enter into a contract w ith Br ookly n Bridge A lliance
for Youth to facilitate the proces s . They will gather together community-bas ed organiza1ons, many of
w hom the City is wor king w ith or has w orked w ith in the past, to lead the w ork , along side community
youth and the P lanning C ommis s ion. The P lanning Commission will play a cr i1cal role in the implementa1 on
of the Equity S corecar d and so will need to be inv olved in its dev elopment. The C ity, in turn, w ill enter into
individual engagement contracts w ith each community -based organiza1on as needed for the engagement
w ork to develop the S cor ecard. The details of this proj ect are being developed by Br ookly n Bridge A lliance
for Youth and w ill be pres ented at the January 4 w ork s ession.
I n addi1on to Br ookly n Br idge A lliance's w or k, the consultant team intends to gather addi1onal input fr om
the community on the dra7 Mas ter P lan. Ther e are various approaches to engagement, each w ith its ow n
benefit and cos t. I n addi1 on, with a document as compr ehens ive as the M as ter P lan, it w ill be necessar y to
iden1 fy specific pr iority ar eas to focus community input on in order to maximize the effec1v enes s of the
engagement. At the J anuary 4 w ork s ession, S taff and the consultant team w ill pres ent more detail on w hat
the scope and s cale of community engagement could be going forward. S taff would like direc1on from the
City Council on w hat approach to community engagement is preferred for this pr oject.
Technical A naly sis
T he traffic s tudy and s tor mwater plan are largely completed. S taff has met w ith the consultant teams to
review the analys is and dis cus s next steps . T he tr affic s tudy will now be s ent to H ennepin C ounty and
MnD OT for r ev iew and comment. The stormw ater plan w as prepared in partners hip with the S hingle C reek
Waters hed D is tr ict and an implementa1 on s tr ategy is now being developed.
H ousing S tudy
T he C ity has enter ed into a contract w ith Res earch in A c1 on and C U R A to complete a city -w ide housing
s tudy. Part of the s cope of w ork includes early analys is that w ould inform the affordable housing
implementa1on s tr ategy for the Mas ter P lan. T hat wor k has begun and w ill be included in the final Mas ter
P lan. S taff has pr ovided res earch ques 1ons to C U R A to guide their work over the next few months as it
relates to the O pportunity S ite M aster P lan.
L and U se
I n light of the pandemic and other events of the pas t year, staff is evalua1ng the land us e within the dra7
Mas ter P lan to ens ure that it not only s uppor ts the mos t vibrant and dynamic redev elopment on the s ite,
but also supports and enhances the community as a w hole. T he concept of a s ignificant, regional amenity
that would driv e people to the s ite and create a unique facility that benefits the community is s1 ll included in
the dra7 M as ter P lan. S pecifically, the concept of a regional outdoor adventur e park that included year-
round phys ical ac1 vity and entertainment opportuni1 es has been part of the planning and feasibility
proces s . W hile ini1 al analy s is on s uch a use has been pos i1v e, the reality is that geHng s uch a large-scale
endeavor completed would be a complex tas k and a heavy li7 for the city.
More recently, s taff has begun to explore if there ar e other land us es that might offer benefit to the site and
city as a whole, ev en if they do not provide the regional aIrac1 on the adv entur e park might offer. Focus ing
on building out res ilient tax base and jobs may als o pr ovide long las 1ng community benefits . L ight indus trial
and manufactur ing us es are booming in the cur rent economy, and the demand for s ites closer into the
urban core is v er y high. P laces like N orthern S tack s in F ridley have s how n that 2 1 s turban indus trial s ites
look v ery different from the busines s parks of the 1990s, and can create their own mixed-use neighbor hood
feel. The form of thes e places is j us t as impor tant as their func1on, and s trong urban design that integrates
res iden1 al and indus tr ial together has the poten1 al to cr eate unique places that s er ve the community.
At the s ame 1me, the intr oduc1on of indus trial land us es to the site, would need to prov ide not only an
economic driver to the dev elopment, but als o aIempt to create v ibrancy and place as w ell. I ndustrial land
us e benefits include j obs and tax base, but if done well, can also provide envir onmental benefits that as s is t
the development with mee1ng its s us tainability goals through roof top solar and green roofs . O ther
community benefits s uch as local hiring and s et as ides for local busines s es ar e pos s ible.
Cuningham G roup has dev eloped a several documents that aIempt to des cr ibe what a mixed-use
hous ing /indus trial s ite might look like, and w hat s ome of the community benefits to s uch a development
might be. Thes e are aIached. S taff has begun mee1 ng with several indus tr ial developers to dis cus s the
concept and gauge the market interest in such a development mix, and the addi1onal community benefits
that the City w ould likely as k for if s uch a us e w ere to mov e forw ard.
T here are many pros and cons to any land us e s cenar io. There is no one per fect ans w er, but the goal w ill be
to iden1 fy a path forward that most closely aligns w ith the goals of the development and the community.
Next S teps
S taff w ill con1 nue to gather informa1on and r efine the M aster P lan. The community input and
dev elopment of the Equity D ev elopment S corecar d and C ommunity Benefits D ocument w ill be
incorporated into the final M aster P lan as it is completed, as w ill the technical s tudies and hous ing analys is .
I nforma1on from the financial feasibility analy s is of the adventure park, tr affic s tudy, and informa1 on
gathered from indus trial dev elopers about the market feas ibility of industrial w ill be gathered together. S taff
intends to engage the City Council in this dis cus s ion, to iden1fy the bes t futur e land us e strategy for the s ite.
A ll of this infor ma1on will be dis 1lled into a final M as ter P lan that is an1cipated to be in final dra7 form by
the end of A pr il. This will allow 1me for public comments and final review before it w ould go to the City
Council for cons idera1on in J une.
T he final Mas ter P lan will des cribe an overall vis ion for the site, along with the v alues and guiding principles
that will guide future dev elopment. I t will include development goals and community benefit goals. I t w ill
include housing goals . I t will include implementa1on tools such as the Equity D evelopment S corecard and
Community B enefits D ocument, along w ith a regulatory s trategy for how the dev elopment can occur. I t w ill
also by a dynamic document that change over 1 me, r ecogniz ing that the s ite is v er y likely look tow ards a 1 5
to 20 year build-out hor iz on w hich w ill bring mar ket changes and altered community needs as 1me goes on.
A s a result the plan w ill need to be revis ited regularly to ensure it con1nues to s er ve the community.
A latus D evelopment P roject Update and N ext S t e ps
A latus' ini1al dev elopment phas e is not a topic for the J anuary 4 City Council w ork s ession. S taff is w or king
w ith A latus and N EO O Partners on a feas ibility s tudy for the retail incubator por 1on of the project, and a
full project update w ill be provided to the C ity C ouncil once that work is completed, w hich is an1 cipated in
February.
H owever, s taff has prov ided a brief update here. The ini1al dev elopment concept for the site has shi7ed
over the last tw o year s from a mul1-family apar tment w ith no addi1 onal commer cial uses , to a very large,
mul1 -phased pr oject w ith tw o hous ing dev elopments , mov ie theater, and commer cial; back to s omething
much closer to the or iginal concept. The pandemic has had an effect on the mar ket, par1cularly
commercial/r etail dev elopment. A s a result the movie theater and much of the retail has been eliminated
from the development concept.
A latus is now an1 cipa1 ng a three phas e ini1al dev elopment propos al on three new blocks in the s outhw es t
corner of the O ppor tunity S ite. Building 1 w ould be an approximately 300-unit mul1-family dev elopment
w ith approximately 14,0 0 0 s quare feet public market/entrepreneurial incubator and maker space, along
w ith outdoor plaza and gathering s pace that w ill s er ve the public market and incubator. Building 2 w ould be
an approximately 2 3 0 -unit mul1 family building with ground floor commercial s pace. This building is
currently planned to be mixed-income w ith a per centage of units at varying affor dability lev els. Building 3
w ould be an approximately 120-unit building that is curr ently planned to be 1 0 0 % affordable u1 liz ing L ow
I ncome H ous ing Tax C redits to finance. This proj ect is s 1 ll very much in preliminary dev elopment and
s ubject to change befor e they are s ubmiIed for city r ev iew and approval.
W hile the developer w ould deliv er the phys ical buildings and s paces in the proj ect, the C ity is working on
the feasibility and oper a1 ons of the public market and maker space itself.
T he concept for a public market/incubator came directly from input that the community and local busines s
ow ners provided. D uring engagement, one of the things heard mos t frequently fr om small busines s ow ners
and local entrepreneur s is about the need for s table and affordable commercial s pace. M arket analys is
confirms this need. F urther, w hen community member s hav e expres s ed w hat they want dev elopment to
look like on the opportunity s ite, again and again they talked about wan1ng the dev elopment to have local
bus inesses , w an1 ng the bus inesses to repr es ent the div ers ity of the community, w an1 ng the places and
s paces to “feel” like Br ookly n Center. D uring dis cus s ions many people w ould make reference to Midtow n
G lobal Market as an example of the authen1 city they were describing.
F rom this input, dev elopment goals were incor porated into the mas ter plan to create graduated
entrepreneur ial s paces . S imilar to life-cycle hous ing, this would create spaces for bus ines s es to thrive fr om
their very beginnings and as they grow. I mplementa1 on s trategies in the plan als o iden1fy financing
mechanisms to make the spaces affordable.
A n entrepreneur ial mar ket or incubator imbedded w ithin an early development on the s ite can also become
a feeder as futur e development phases occur ; bus ines s es can grow out of it and into their ow n s paces if
they w is h, crea1 ng an en1 re local busines s dis tr ict.
W hile many people think of the M idtow n G lobal M ar ket is a local example of a public market, there are
doz ens of examples throughout the C ountr y, and each modeled a bit differ ently. T he tas k with this public
market w ill be to w ork w ith local busines s es and the community to determine not only w hat model will
ensure the s ucces s of Br ookly n Center ’s local bus ines s es, but also what w ill be a s ucces s w ithin the context
of our region. I n or der to bring a project like this together, staff has put together a dev elopment team
compris ed of individuals w ith a div ers e and mul1-faceted s kill set.
Juxtapos i1on A rts and Cuningham G roup are w ork ing with A latus ’ architect B K V to des ign the physical and
outdoor spaces . J uxtapos i1 on is leading the community engagement for this por 1on of the project and is
tasked w ith pr ogr amming the phys ical elements of the public spaces around the public market. I t is
an1 cipated that thes e public s paces and plaz as w ill s er ve the indoor public mar ket/incubator w ith
community gather ing s pace, entertainment, public ar t, play, and outdoor pop-up market s pace. To begin to
dialogue about this , J uxtapos i1on A rts w or ked with local youth to des ign and ins tall a pop-up sculpture on
the site. Each tree is a different ques1 on and people can write their ans w ers on r ibbons and 1 e them to the
trees. They are als o dis tr ibu1ng an online s ur vey and held a community dialogue on S aturday, O ctober 2 4 .
A C E R and N EO O Par tner s are working together on the visioning, purpos e and br anding for the market.
T hey are als o comple1 ng a feas ibility study, opera1ng proforma, and opera1ons /management model.
A C E R is leading the community engagement for this por 1on of the w ork.
N D C, w hich ow ns and operates the M idtow n G lobal M arket, has als o been r etained as a consultant to lend
their exper1s e in the des ign and layout as w ell as oper a1 ons and management.
T his w ork w ill be incorpor ated into the plans for the ov erall development as A latus con1 nues their due
diligence. A latus has nego1 ated a term s heet for financing of the development. T his has allow ed them to
mov e forw ard w ith s ite planning. They have als o ini1ated an Environmental A s s es s ment Works heet (E AW )
proces s . This is an envir onmental review of the pr oject that takes 4-6 months to complete. A formal
applica1on for land us e approv als is an1cipated follow ing the comple1on of the E AW.
Policy D iscus s ion
S taff w ill pres ent an update on the O pportunity M as ter P lan work. S pecifically, S taff is s eeking direc1on on
tw o primary policy ques 1ons related to the mas ter planning work:
1 ) W hat community engagement approach is the C ity C ouncil comfortable w ith moving forward for the
Mas ter P lan? W hat elements of the Mas ter P lan are most cri1cal for community to inform?
2 ) W hat is the appropr iate land use approach for the O pportunity S ite? O f the tw o s ignificant land uses
being contemplated for the site; outdoor regional r ecr ea1on v ers us a jobs /tax bas e land us e, w hich w ould
the C ouncil like to s ee s taff focus on?
S trate gic Priori"es and Values:
Targeted Redevelopment
AT TA C H M E N TS :
D escrip1on Upload D ate Ty pe
U rban indus tr ial 12/31/2020 Backup M aterial
BROOKLYN CENTER, MINNESOTAPAGE 1Opportunity Site Master PlanOctober 2020Orientation of site so trucks access regional roadwaysTwo (multi) story light industrial buildings wherever possibleRooftop community solar and micro gridPervious pavement to encourage infi ltrationBusinesses with public interface located at activity nodes that face the neighborhooodClear and simple pedestrian connections to the neightbohoodSupport transit access along the neighborhood seamGreen edge for stormwater, trails, habitat public art and other shared amenitiesSmaller scale employment uses in the neighborhood - maker spaces, live work units BENEFITSLiving wage jobs with low barrier to entryJobs that are matched to the skills of the neighborhoodHigher than average job density (minimum 25 jobs/acre) Local hiring and local job development Incubator / Accelerator / Collaboration space for small business and start upsINTEGRATING LIGHT INDUSTRIAL AND EMPLOYMENT USES INTO THE OPPORTUNITY SITENet Positive tax baseWorkforce development and trainingLocal and distinctive business mix that share resoucesBusinesses that complement existing industrial baseEmployee base supports local retail and restaurantsLight industry, assembly, production, repair, and distribution can off er low barrier middle class jobs for residents of Brooklyn Center. On average, they tend to pay well, are stable, and serve an important role in a modern economy. Conventionally these uses favor access to logistics (highways and rails) over access to community ammenities. However with the increasing need to to locate employment opportunities close to the workfoce, there is an opportunity to establish a new model in which they co-exist and co-locate for mutually benefi cial reasons. Instead of using generous buff ers or distance separating the uses, there are opportunities design and manage the land uses so they are well-integrated. Employment areas that are well integrated with residential areas can support enhanced transit service, generate on site energy, support district stormwater, encourage walking and biking to work, and create unique placemaking. Back room inventory and logistics for local retailPotential event space for community gatheringFood production / restarurant / breweryOn Site Material Recover and Closed loop systemsWWOORRKKIINNGGLLIIVVIINNGGINTEGRATING LIGHT INDUSTRIAL AND EMPLOYMENT USES INTO THE OPPORTUNITY SITE
BROOKLYN CENTER, MINNESOTAPAGE 2Opportunity Site Master PlanOctober 2020LIGHT INDUSTRIAL (15-25 jobs/acre)USES: Light Manufacturing, assembly, artisinal, fabrication, offi ce, R&D, small wholesale, local distributionCHARACTER: Mid to large footprint, well-buff eredIMPACTS: Permissive - noise vibration, odor, hours, INDUSTRIAL COMMERCIAL MIXED USE (25-35 jobs/acre)USES: Commercially driven mix of local serving quasi industrial (eg food wholesale, local, fabrication and repair, construction supply) and commercialCHARCTER: Variety in scale an duseTypically smaller footprint, located along commercial corridorsIMPACTS: Localized noise, traffi c, activityINDUSTRIAL RESIDENTIAL MIXED USEUSES: Artisinal, creative, workshop, small mfg and fabicationCHARACTER: Small scale, fl exible, often adaptive use of existing building stock, garage, workshopIMPACTS: MinimalINTEGRATING LIGHT INDUSTRIAL AND EMPLOYMENT USES INTO THE OPPORTUNITY SITE
BROOKLYN CENTER, MINNESOTAPAGE 3Opportunity Site Master PlanOctober 2020+/- 22 AcresINTEGRATING LIGHT INDUSTRIAL AND EMPLOYMENT USES INTO THE OPPORTUNITY SITE0400The SeamThe SeamWORKINGLIVINGWORKING WORKING + LIVINGTHE SEAMPLACEMAKING, PUBLIC ART, RECREATION, GATHERING, ACTIVITIES, PROGRAMSLIVINGDISTRIBUTION ASSEMBLY / PRODUCTIONOFFICE / RESEARCHSHOWROOM / RETAIL , EVENT / ACTIVITYLIVINGSMALL BAY FLEXLARGE BAY FLEXLIVE / WORK MIXED USE TOWNHOUSE APARTMENTOFFICET H E S E A MT H E S E A M
BROOKLYN CENTER, MINNESOTAPAGE 4Opportunity Site Master PlanOctober 20200400INTEGRATING LIGHT INDUSTRIAL AND EMPLOYMENT USES INTO THE OPPORTUNITY SITE
BROOKLYN CENTER, MINNESOTAPAGE 5Opportunity Site Master PlanOctober 2020+/- 22 AcresINTEGRATING LIGHT INDUSTRIAL AND EMPLOYMENT USES INTO THE OPPORTUNITY SITE
BROOKLYN CENTER, MINNESOTAPAGE 6Opportunity Site Master PlanOctober 2020INTEGRATING LIGHT INDUSTRIAL AND EMPLOYMENT USES INTO THE OPPORTUNITY SITE