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HomeMy WebLinkAbout062005 Work Session16200 Eagle Creek Avenue S.E. Prior Lake, MN 55372-1714 Date: To: From: Subject: 20, 2005 ~an~or Haugen and Membe_frf~e Frank Boyles, City Managek}~ June 20, 2005, City Council City Council The City Council has scheduled a work session for Monday, June 20, 2005 at 5:30 p.m. to discuss two important topics outlined below: Altemative Urban Areawide Review (AUAR) We anticipate that Environmental Assessment Worksheets (EAW) will be required for various development proposals in the Spring Lake Township annexation area. Instead of conducting these many EAWs we are proposing that a single AUAR be completed. A single AUAR can address all properties in the annexation area. With the participation of developers who have a stake in developing in this area, the costs of the study can be kept reasonable. Jane Kansier and Steve Albrecht will review this subject with the City Council. We would like Council direction about whether an AUAR should be pursued. Communications Plan The 2030 Vision and Strategic Plan under Communication, Goal 2, states that we will, "develop, approve and implement a City-wide communication Plan." Six objectives are associated with this goal. Attached is an excerpt from this vision element regarding the communication plan. Also attached is a narrative prepared by Nathan, which outlines a 2005 communication plan. In addition to describing each of the major communication plan documents, he has supplied a calendar identifying each communication effort and its intended completion date. Council input on the plan is desirable as these are the document we use to schedule and prioritize our communication efforts. Phone 952.447.4230 / Fax 952.447.4245 16200 Eagle Creek Avenue S.E. Prior Lake, MN 55372-1714 CITY COUNCIL WORKSHOP MEMORANDUM TO: FROM: DATE: City Council Jane Kansier, Planning Director Steve Albrecht, City Engineer Potential AUAR Workshop June 20, 2005 BACKGROUND: One of the Vision Elements of the 2030 Vision and Strategic Plan is Quality Community Growth. In order to accomplish this, the following goals and objectives were adopted: Goal 1: Implement and periodically update the 2030 Comprehensive Plan to guide growth of the City. Objective 1: Incorporate changes in the document necessitated by development, annexation, metropolitan or state mandates to assure continuing accuracy of the document. Objective 2: Implement and periodically update zoning and comprehensive plan guidelines to preserve the small town feel. Goal 2: Assure that urban expansion occurs in a well-planned and orderly manner and that annexed property is developed in accordance with the City's planning and zoning requirements. Objective 1: Identify and preserve through comprehensive planning and zoning, acreage for future needs, e.g. commercial, school, park, open space and residential uses. Objective 2: Plan infrastructure improvements and identify available revenue sources in the Capital Improvement Program in accordance with the annexation schedule in the orderly annexation agreement. At least two developers and several property owners have been contacting City staff about concept plans for development of land within the orderly annexation area. Most of these developments will require some sort of environmental review, due to the size of the properties. It seems to makes sense, from the staff perspective at least, to do the environmental review for the entire orderly annexation area. This can be done through the Alternative Urban Areawide Review (AUAR) process, which is a substitute review process based on review of development scenarios for an entire geographic area rather than for a specific project. www. cityofpriorlake, com ~.:m,~,mX~u~Xwork,hopm~mo.aoc Phone 952.447.4230 / Fax 952.447.4245 1 AUAR vs. EAW: The regular EAW review process is best suited for distinct projects with environmental impacts that do not overlap. The AUAR process, on the other hand, was developed to review incremental impacts accumulating from a series of sequential projects, development typical of the rapidly growing suburbs of the Twin Cities metropolitan area. The key feature of the AUAR process is that its subject is a development scenario or several scenarios for an entire geographical area rather than a specific project. Development scenarios are established by the City based upon the Comprehensive Plan, Zoning Ordinance, developers' plans and other relevant information. More than one scenario can be reviewed, providing at least one is consistent with the adopted Comprehensive Plan. A maximum development, "worst case" scenario is usually included. Development scenarios chosen by the City serve as the project description for the AUAR. Specific projects ready for review within the area can be included; however, the review can also be done before any specific projects are proposed. The process offers several significant advantages to developers and the City, as well as the reviewing agencies and the environment. It is an excellent tool for review of cumulative impacts of multiple projects in a given area. A single review process can address both public infrastructure construction scheduled in the near future as well as the ensuing residential and commercial development slated for later years. By examining multiple development scenarios through the AUAR process, we can evaluate how much development can be accommodated in an area without significant environmental impacts. Moving review to an earlier planning stage also helps anticipate and correct potential problems while project plans are still flexible. Specific projects proposed after an AUAR is complete will not be subject to individual environmental reviews if designers conform to AUAR assumptions and mitigation plan requirements. There are two major disadvantages to the AUAR process. The first is timing, the second is cost. Each of these aspects is discussed below. PROCEDURE: An AUAR is basically an expanded Environmental Assessment Worksheet. According to Minnesota Rules {}4410.3610, the City may use the AUAR procedure, rather than an EAW, to review anticipated residential, commercial, warehousing, and light industrial development and associated infrastructure in a particular geographic area within its jurisdiction, if the City has adopted a comprehensive plan that includes at least the following elements: A. A land use plan designating the existing and proposed location, intensity, and extent of use of land and water for residential, cormnercial, industrial, agricultural, and other public and private purposes. B. A public facilities plan describing the character, location, timing, sequence, function, use, and capacity of existing and future public facilities of the local L:~dqNEX~auar\workshop memo.doc governmental unit. The public facilities plan must include at least a transportation element and a sanitary sewer element. C. An implementation program describing public programs, fiscal devices, and other actions to be undertaken to implement the comprehensive plan. The implementation plan must include a description of official controls addressing the matters of zoning, subdivision, and private sewage treatment systems, a schedule for the implementation of those controls, and a capital improvements program for public facilities. These are the same elements included in the recently completed 2030 Comprehensive Plan. This, along with the size of the Orderly Annexation Area seem to indicate the AUAR process will be the most effective and proactive environmental review process for this area. The procedure for the preparation and adoption of an AUAR is very similar to that of an Environmental Assessment Worksheet (EAW). The Environmental Quality Board's Guide to Minnesota Environmental Review Rules lists the steps of an AUAR as follows: Step 1. The RGU selects area boundaries to be reviewed and defines anticipated levels of development on various parcels. Step 2. An Alternative Urban Areawide Review document is drafted. Guidance on contents and format is available from Environmental Quality Board. A draft mitigation plan may be included. Step 3. The draft document is reviewed in a manner similar to an EAW. The basic comment period is 30 days, but any state agency or the Metropolitan Council must be granted a 15-working day extension upon request. Step 4. Based on comments received, the RGU revises the document and adds a "mitigation plan," specifying mitigation measures or procedures to protect the environment from identified potential impacts. The RGU may also need to revise development assumptions or set development limits to protect environmental resources. Step 5. The finalized document and mitigation plan is distributed for review. Step 6. If objections are filed by any state agency or the Metropolitan Council, negotiations ensue after which, if no resolution can be reached, the Environmental Quality Board decides if the review is adequate or must be revised. If revised, the documents are again reviewed according to procedures above. The end and most important result of the AUAR is the mitigation plan. This plan must specify not only physical mitigation measures but also the legal and financial measures and institutional arrangements to ensure mitigation. The mitigation plan is not merely a list of ways to avoid significant environmental effects, rather an action plan for how the effects will be avoided. It is a commitment by the City and other agencies to take action to prevent impacts that otherwise could occur from project development. Any specific development project proposed within the AUAR area must comply with the mitigation plan. L:XANNEX~auar\workshop memo.doc The AUAR process does take longer to complete than an EAW. The entire process takes at least 6 months to a year. However, since this is a comprehensive environmental review, it can save time in the long mn, since an EAW will not be required for individual development projects within the review area. COST: The cost of the AUAR process is significantly greater than the cost of an EAW. The staff is estimating the cost of this process will be in the range of $250,000.00. This is a conservative estimate; we will need to solicit proposals for a better cost estimate. When an EAW is required, the City collects the cost directly from the developer. However, since no specific project is proposed, this is not generally possible as part of an AUAR. The City will be required to prepare an EAW prior to construction of the lift station on CSAH 12 in 2010. We have budgeted $25,000 for this task. The staff believes this amount can be contributed to the overall cost of the AUAR. Tollefson Development has advised the staff they have purchased options or an interest in about 400 acres within the Orderly Annexation Area. Tradition Development has apparently obtained an interest in about 100 acres within this area. Both of these companies have indicated a desire to contribute to the cost of an AUAR. Part of our process includes negotiating with these and other interested developers the amount of their participation in the cost of the project. The staff is also reviewing other funding alternatives. The staff does not believe the City should front the cost of the AUAR. If the developers are not willing to significantly contribute to the cost, we will recommend the City proceed with the EAW for our sewer project. Any other development will then be required to go through the EAW process. CONCLUSION: The staff believes the AUAR approach is an opportunity to partner with developers and other agencies. This process will save both the City and the developers time and money in the long run. The process will also enable the City to provide some better information to future developers about how we expect this area to develop. Attached is a potential timeline for an AUAR project. The staff is seeking direction from the City Council on whether to proceed with discussions with the potential developers in the area. As part of this discussion, staff would like some input on the following: · What is the City Council's feeling about this process? · Should we explore the feasibility of the AUAR process? · Should we explore funding opportunities and other alternatives? L:L~uNNEX~auar\workshop memo,doc Schedule for AUAR Process April, 2005 June, 2005 July, 2005 August, 2005 August- September, 2005 September, 2005 October, 2005 November - December, 2005 January, 2006 City Council approved Comprehensive Plan; Staff forwards plan to Metropolitan Council Staff meets with the City Council to discuss the AUAR process, including funding, timing, and so on. Staff will meet with Tollefson Development and Tradition Development (2 major developers in OA area) to discuss their contribution. Staff meets with City Council to receive project authorization. Staffprepares and distributes Requests for Proposals to consultants. Staff reviews proposals. City Council approves selection of consultant. Process to gather data and information for AUAR begins. Preparation of AUAR begins. The entire AUAR process will probably take about one year. L:~ANNEX~auar\workshop memo.doc Prior Lake will achieve its Vision 2030 and Strategic Plan through people who are aware of and actively involved in their community's plans and partnerships necessary to make great accomplishments happen. Citizens who are energized, mobilized and engaged in providing positive direction for the City are the key to "Advancing our Vision and Community Together." Integral to this effort is a systematic means of objectively assessing progress being made toward achievement of Vision 2030 and addressing issues identified by our citizens. '~.o. al 1: Expand community awareness of the 2030 Vision and Strategic Plan's '~,.. projected goals and the actual achievements made annually toward ""-Q~rnplementing the goals. Goal 2: Obje~l'i.v.9. 1- Develop new 2030 Vision and Strategic Plan logo and use it in ' newsletters, on the Website and in promotions to inCrease "'a,~..a. reness. Objective 2:Publ~s~ewsletter that summarizes the plan and explains each vision elem~m.... Objective 3: Provide updates in eCei~7. Wavelength about one of the vision elements. Objective 4: Launch promotional effort includin~g~contests (through Website and cable TV) that reward residents for thei. r knowledge of the 2030 Vision and Strategic Plan. ~' .......... . Objective 5' Redesign Website creating a separate section for the ~2'03.0 Vision and Strategic Plan that includes details and explanzltio,n of all aspects of the plan, Q&A section, greater graphic detail and a "Partnership of the Month" feature. Develop, approve and implement a City-wide communications plan. Objective 1' Expand usefulness of the Prior Lake American through publishing: o 2 columns per month. o Press releases about City programs and services, events, etc. o Newsletter as PLA insert. Objective 2: Expand outreach to community members through various work 33 and neighborhood groups. o Expand production of small publications ("quick-hitters") and distribute in brochure holders around City. o Complete a new State of the City tour for 2006. o Provide earlier and more complete notification to residents,of improvement projects in the CIP which will affect them. o Conduct neighborhood town hall meetings at different parks within the City. Objective 3: Expand direct e-mail, Website and telecast interactions between citizens and the City Council, City Manager and City employees. o Redesign Website to include more information in a more user- friendly fashion. o Provide sign-up on Website for e-mail distribution lists. o Broadcast meetings of the PAC, LAC and Watershed District. o "Coffee with the Council" - a new program on PLTV. o Survey Web users. o Interactive forms. Objective 4: Expand cable television coverage of public meetings. o Broadcast: · City Council · Planning Commission · LAC · PAC · Watershed District o Evaluate potential of Web casting public meetings as an effort to tap new market. o Provide more on-screen displays during meetings. Objective 5: Reformat City newsletter. o Publish monthly o Greater emphasis on features and less news (which will be provided in press releases to PLA) o 2030 Vision and Strategic Plan updates each month o Features that reinforce small town values o Inform about new development Qb..J.~e~_t_iy~.6:_ .... C.om.p!etean annual co~unicati.ons Goal 3' Assess residential and business perspectives regarding issues facing the ' y ....... -ODocti~,~ 1!~. Conduct residential and business/commercial~~ers survey in the ..... ~'--firsl_~arter of 2007 .... Objective 2: Integrate survey-?'eml, t~~pdate of 2030 Vision and Strategic Plan. ..,.//~"~"~ 34 16200 Eagle Creek Avenue S.E. Prior Lake. MN 55372 Date: Monday, June 20 To: From: Subject: Frank Boyles, City Manager Nathan Oster, Communications Coordinator Communications Plan for July through December of 2005 As you requested, I have prepared a communications plan that covers the remaining months of 2005 and sets the stage and tone for the year 2006 and beyond. The plan is broken down in this memorandum, in the attached communications calendar, and in the sample documents I will be providing for you at the Monday, June 20 work session, In putting this plan together, my top priority was to evaluate existing communication efforts and to make any modifications necessary to help us achieve the goals and objectives outlined in our new 2030 Vision and Strategic Plan. Fortunately for me, I had considerable community input on which to base these recommendations, as both the 2005 Resident Survey and the two meetings of the Long-Range Planning Committee held in April and May of 2005 provided great insight into the perceptions out there in our community. Major themes of the Resident Survey, Planning Meetings The public and our stakeholders have spoken ... and here are a couple of the major themes to emerge: 1) Market dominated by the Prior Lake American ... followed by Wavelength, Grapevine, Cable TV, and the new electronic media (Website and E-mail newsletters). The message: maximize usage of the PLA 2) When asked where residents would like to get their city news, they responded, in order, PL American, Wavelength and then Web site, e-mail 3) Greater emphasis must be placed on marketing the 2020 (now 2030) Vision & Strategic Plan 4) Meetings were the most watched programs on cable television .~ . 5) More opportunities for input, face-to-face commumcabon are sought by the public 6) Increase the frequency of contacts - monthly newsletters, electronic dispatches www.cityofpriorlake.com Phone 952.447.4230 / Fax 952.447.4245 The 2005 Plan Attached to this memo is the Communication element of the new 2030 Vision and Strategic Plan. It outlines the communications course that has been set not only for 2030, but for the more short-term, including 2-year Performance Objectives. By the end of this year, most of these objectives will be done. Here's more information about some of the projects you see on the calendar and proposed changes: 2030 VISION & STRATEGIC PLAN NEWSLETTER: To better communicate this document to the public, I plan to produce a 2030 newsletter and mail it to every household in the city in EARLY JULY. That way, every resident will have a copy of it. The newsletter will have a look and feel similar to the Wavelength, but totally dedicated to the 2030 plan and including many pictures, graphics. This publication is intended to replace the 2020 tri-folds that have been in circulation for a couple of years now. I will print 15,000 and distribute between now and next plan update in 2007. WAVELENGTH DISTRIBUTION: In our survey, the PLA was considered a major or minor source of by 97 percent of city residents. One of the questions specifically dealt with a potential change in the delivery of the Wavelength. By a large margin, the switch to a two-page insert in the PL American was the top choice of respondents (50 percent). The long-range planning committee also supported this change, particularly the switch from a bimonthly to monthly newsletter. Without sacrificing quality, the most cost-effective way to produce monthly newsletters is as an insert in the PL American. The new newsletter inserts will cost more to print (because there are 12 issues instead of 6), but less to mail because they're being inserted in the PLA. The bottom line is this ... for 2005, I expect to spend right around 26,000 to print and mail six Wavelengths. For 2006, I'm budgeting the same amount. Each Wavelength will contain an update on progress toward the 2030 V&SP, reinforcement of the small- town values theme, info on New Development, features on city programs and services, contact info, and all the usual Parks and Recreation listings. NO TE. . .Because my current year budget did not carl for the special 2030 newsletter or the change in the Wavelength delivery, I will not be able to begin the monthly Wavelength production until January of 2006. WEBSITE REDESIGN: Our Web site is being redesigned this summer, with launch planned for the early part of July. I am doing this update with Eric Schmid of Bufflehead Web Design. To use a construction analogy, I've told him what I want, he's building the framework, and I'll be doing all the finishing work (writing, editing, photos, etc.). This was budgeted and planned for this year anyway - but many of the changes are a reflection of long-range planning committee input obtained in April and May. Here's a quick overview ... 1) 2030 Vision and Strategic Plan section will contain Progress Reports, Q&A, "Partnership of the Month", Web Poll, as well as point-by-point analysis of the 2030 document. 2) Signup boxes for city's electronic newsletters. 3) One-touch access to the Document Center 4) At This Minute box - easier to use calendar, weather/time display, scrolling announcement, and possibly LakeCamera 5) E-Documents Access - one-stop shopping if you're looking for a permit, handout, brochure 6) Weblogs - they're the new thing, being used with great success by several cities in Minnesota. Eden Prairie is the greatest example. Frank has agreed to author the first one. 7) All information will be updated. Photos, too. These changes are intended to better service the growing number of our site's users. (FYI ... May was the best month ever for the site, as it now averages above 500 visits per day). CABLE TV: PLTV-15 will soon begin broadcasting meetings of the Watershed District, the Parks Advisory Committee and the Lake Advisory Committee. ROUTINE THINGS:I have outlined the projects above because the changes in these areas are the most significant. Sprinkled throughout the 2005 calendar are references to other responsibilities that are tied to this job, including: · SCALE Promotion · Maintenance of brochure holders around city · Newsletters for Public Works Department, including Construction Zone, Downtown Dispatch, misc. publications. Coming soon: PS/CH Construction Zone · Scheduling and promotion for PLTV-15 and the scrolling bulletin board · Production of meeting broadcasts, City Council Wrapup, Inside City Hall, and PLTV-15 News · Web site updates approximately three times per week · Plus, the City Current newsletter, writing of mayor's PLA and Wavelength columns, design and production of brochures and flyers, and press releases for the PLA. The 2006 & Beyond Plan What I have outlined for you in this memo are the most significant projects that I plan to undertake in the final months of 2005. In 2006, you can expect monthly newsletters, our first ever annual report published in the spring, further tweaks of our new Web site, and for a stepping up of our cable television offerings (PAC, LAC and Watershed meetings) and community face-to-face interactions, consistent with the 2030 Vision and Strategic Plan.