HomeMy WebLinkAboutCouncil Information Memorandum 07-21-2000Dummy
JULY 219 2000
1. COUNCIL MEETING SCHEDULE:
NOTE: Ward 1 Councilmember Tim Bildsoe is available to meet with residents and
receive their comments in the Council Conference Room, beginning at 6:00 PM
prior to Regular Council meetings.
2.
3.
4.
5.
6.
MONDAY, JULY 24, 7: 00 PM
TUESDAY, JULY 25, 7: 00 PM
TUESDAY, AUGUST 8, 7:00 PM
TUESDAY, JUL Y25, 6:00 PM
WEDNESDAY, JULY 26, 4:30 PM
MONDAY, JULY 31, 7: 00 PM
WEDNESDAY, AUGUST 2, 7: 00 PM
WEDNESDAY, AUGUST 2, 7: 00 PM
7. THURSDAY, AUGUST 3, 7: 00 PM
(Rescheduled from July 20)
SPECIAL COUNCIL MEETING: STUDYSESSION ON
CO. RD. 101 RECONSTRUCTION,
Council Chambers
REG ULAR CITY COUNCIL MEETING,
Council Chambers
REGULAR CITY COUNCIL MEETING,
Council Chambers
COMMUNITYHOUSING COALITION,
Medicine Lake Room
CITY EMPLOYEE SUMMER EVENT, Parkers Lake Park
YOUTHADVISORY COUNCIL, Medicine Lake Room
ENVIRONMENTAL QUALITY COMMITTEE,
Medicine Lake Room
PLANNING COMMISSION, Council Chambers
HRA, Medicine Lake Room
CITY COUNCIL INFORMATION MEMO
JULY 21, 2000
Page 2
8. THURSDAY, AUG UST 3, 6: 00 PM HUMAN RIGHTS COMMISSION ANNUAL PICNIC,
West Medicine Lake Park
9. July, August, and September calendars are attached. (M-9)
1. NEWS ARTICLES, RELEASES, PUBLICATIONS, ETC.
a) Prevention Forum "Tailoring Prevention Messages for Cultural Communities" on
Tuesday, July 25`' from 12:00 Noon - 1:30 p.m. at Depot Coffeehouse in Hopkins.
(1-1 a)
b) AMM Fax for July 17-21,2000. (I -1b)
c) Metropolitan Council's 1999 Annual Report. (I -1c)
2. STAFFREPORTS
a) Letters to residents from Barbara Senness, Planning Supervisor, regarding items
on the Plymouth Planning Commission Agenda at 7:00 p.m. on Wednesday,
August 2, 2000. (I -2a)
3. CORRESPONDENCE
a) Letter from Way 12 Halfway house acknowledging receipt of $46.00 check from
funds raised at Plymouth Youth Benefit Concert on June 3. (I -3a)
4. MINUTES
a) Minutes from Plymouth Advisory Committee on Transit. (I -4a)
(M-9)
OFFICIAL CITY MEETINGS
July 2000
Sunday Monday Tuesday I Wednesday Thursday Friday
Saturday
Jun 2000
Aug 2000
1
S M T W T F S
S M T W T F S
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27 28 29 30 31
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3
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INDEPENDENCE
7:00 PM
5:15 PM MUSIC
DAY - City
Offices Closed
PLANNING
COMMISSION,
IN PLYMOUTH,
City Center
Council
Amphitheater
Chambers
9
10
11
12
13
14
15
7:00 PM
7:00 PM PRAC,
7:00 PM
FERNDALE
REGULAR
Council
NORTH OPEN
COUNCIL
Chambers
SPACE TASK
MEETING,
FORCE,
Council
Mooney Lake
Chambers
Room
16
17
18
19
20
21
22
7:00 PM PACT -
Bass Lake Room
7:00 PM
PUBLIC
SAFETY
7:00 PM
PLANNING
COMMISSION,
Council
Chambers
ADVISORY
BOARD, Public
Safety Training
Room
23
24
25
26
27
28
29
7:00 PM COUNCIL
STUDY SESSION:
CO. RD. 101
RECONSTRUCTION,
Council Chambers
7:30 AM LOCAL
BUSINESS COUNCIL,
Radisson Hotel
6:00 PM COMMUNITY
HOUSING COALITION,
Medicine Lake Room
7:00 PM REGULAR
COUNCIL MEETING,
Council Chambers
4:30 PM CITY
EMPLOYEE
SUMMER
EVENT, Parkers
Lake Park
30
31
7:00 PM YOUTH
ADVISORY
COUNCIL,
Medicine Lake
Room
modified on 7/21/2000
OFFICIAL CITY MEETINGS
August 2000
Sunday I Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
Jul 2000
S M T W T F S
1
2
7:00 PM EQC,
Medicine Lake
Room
7:00 PM
3
6:00 PM
HUMAN
RIGHTS
COMMISSION,
est Medicine
Lake Park
4
5
1
2 3 4 5 6 7 8
9 10 11 12 13 14 15
16 17 18 19 20 21 22
23 24 25 26 27 28 29
30 31
PLANNING
COMMISSION,
Council
Chambers
7:00 PM HRA -
Medicine Lake
Room
6
7
8
9
10
11
12
7:00 PM
7:00 PM PRAC,
REGULAR
Council
COUNCIL
Chambers
MEETING,
Council
Chambers
13
14
15
16
17
18
19
7:00 PM
YOUTH
ADVISORY
7:00 PM
PLANNING
COMMISSION,
7:00 PM HRA -
Medicine Lake
Room
COUNCIL,
Medicine Lake
Room
Council
Chambers
7:00 PM PUBLIC
SAFETY
ADVISORY
BOARD, Public
Safety Training
Room
20
21
22
23
24
25
26
7:30 AM LOCAL
BUSINESS
COUNCIL,
Radisson Hotel
7:00 PM
REGULAR
MEETING,
MEENIG
Council Chambers
7:00 PM PACT -
Bass Lake
Room
7:00 PM
COUNCIL
BUDGET
STUDY
SESSION,
Public Safety
Training Room
27
28
29
8:00 AM
COUNCIL SEAT
FILINGS OPEN
30
31
Sep 2000
S M T W T F S
1 2
7:00 PM
COUNCIL
BUDGETSTUDY
SESSION, Public
Safety Training
Room
3 4 5 6 7 8 9
10 11 12 13 14 15 16
17 18 19 20 21 22 23
24 25 26 27 28 29 30
modified on 7/21/2000
OFFICIAL CITY MEETINGS
September 2000
Sunday Monday Tuesday Wednesday Thursday
Friday
Saturday
1
2
Aug 2000
Oct 2000
S M T W T F S
S M T W T F S
1 2 3 4 5 6 7
1 2 3 4 5
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22 23 24 25 26 27 28
27 28 29 30 31
29 30 31
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9
LABOR DAY -
City Offices
Closed
7:00 PM
REGULAR
COUNCIL
MEETING,
Council
Chambers
7:00 PM EQC,
Medicine Lake
Room
7:00 PM
PLANNING
7:00 PM
HUMAN
RIGHTS
COMMISSION -
Medicine Lake
Room
COMMISSION,
Council
Chambers
10
11
12
13
14
15
16
7:00 PM
YOUTH
ADVISORY
COUNCIL,
5:00 PM
COUNCIL SEAT
FILINGS
CLOSE
7:00 PM PRAC,
Council
Chambers
PRIMARY
ELECTION DAY
- Polls are open
7AM-8 PM
Medicine Lake
Room
17
18
19
20
21
22
23
7:00 PM
PLANNING
COMMISSION,
7:00 PM HRA -
Medicine Lake
Room
Council
Chambers
7:00 PM PUBLIC
SAFETY
ADVISORY
BOARD, Public
Safety Training
Room
24
25
26
27
28
29
30
7:00 PM
YOUTH
ADVISORY
7:30 AM LOCAL
BUSINESS
COUNCIL
Radisson Motel
7:00 PM PACT -
Bass Lake
Room
Rosh Hashanah
begins at sunset
COUNCIL,
Medicine Lake
Room
7:00 PM
REGULAR
COUNCIL
MEETING,
Council Chambers
modified on 7/21/2000
•
Tailoring Vreventic* ,Messages
for Cultural Communities
(I-1 a)
■ ■ ■ '* 4otAo -..
• • • Hennepin County O�On�
COMA® minnesota prevention
Community Health Department MINNESOTA
resource center
Minnesota's ethnic population is among the most diverse in
the country. Finding the right words and best strategies to
g g
promote prevention messages in different communities can be
Tom Draskovie
challenging. The Parent Messages Campaign is creating
Ginew/Golden Eagles
effective messages that speak to ethnic communities.
Program
The campaign has united members from the African American,
Kao Lee
Asian American, Caucasian, Hispanic/Latino, and Native
Hmong American
American communities to develop culturally appropriate
Partnership
prevention messages. Culturally specific Unity Groups from
each community have engaged parents and youth in creating
Carlos Morales
messages thatwill `be seen and heard by parents throughout :.
Chicanos Latinos Unidos
Hennepin County.
En Servicio (CLUES)
Come learn what parents and youth from these ethnic
Dennis Presley
communities say about which prevention messages work far
them. You will also have an opportunity for small group
African American
conversations with Unity Group leaders.
Family Services
When: Tuesday, July 25, 2000
Linda Cronk
12:00 Noon -1:30 p.m.
University of MN
Extension Service
Where: Depot Coffeehouse
9451 Excelsior Boulevard
Hopkins, MN
FREE - no need to pre -register
Community Prevention Coalition
c/o Hennepin County Community
Health Department525 Portland Avenue (MC 968)
V,&Cost:�.,.,
3
unCh: Bring your lunch.
Minneapolis, MN 55415
612/348-5618 FAX: 612/348-7548
Beverages will be provided at no charge.
■ ■ ■ '* 4otAo -..
• • • Hennepin County O�On�
COMA® minnesota prevention
Community Health Department MINNESOTA
resource center
uepot Voneeriuubu
9451 Excelsior Boulevard
Hopkins, MN
(612:) 938-2204
44'?` S ..4 • • -
NA
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E
10,
The Depot Coffeehouse is located just east of
Hwy. 169 on Excelsior Blvd. in Hopkins.
Jul ZB Z888 16:57:31 Via Fax
AMM FAX
NEWS
July 17-21. 2000
-> 61Z+589+5868 Dwight Johnson
A4#OCIatIDII Of
Metropolitan
Municipalities
Met Council staff presents budget
n anticipation of the formal budget
presentation in August, Metropolitan
Council staff presented an overview of
the Council's 2001 General Fund
Budget and tax levy.
The general fund, which includes the
Regional Administration and the
Community Development Division has
a 2000 budget of $29.0 million
The proposed 2001 budget is $31 3
million, or a 7 8 percent increase
Expenditures driving the cost in-
creases are salaries and "Smart
Growth" initiatives The general fund
budget accounts for less than 10
percent of the Council's annual
budget.
The total 2000 Council levy was
$129 0 million. The 2001 preliminary
levy is estimated to be $137 6 million,
or approximately $3 0 million below the
Council's combined levy limit The
Important TIF dates approach
wo important dates regarding
TIF will impact cities with districts.
First, the annual reports to the Office
of the State Auditor (OSA) for all
districts are due by Aug 1 Secondly,
a statutory provision related to the
duration of districts created prior to
Aug 1, 1979 becomes operative on
April 1, 2001
Minnesota Statutes 469 176 subdivi-
sion 1 c states that after April 1, 2001,
increment from a district certified prior
to Aug. 1, 1979 can only be used for
debt service payments for bonds
issued before April 1, 1990 Bonds
Wastewater rates
likely to be adopted
The staff of the Metropolitan Council
Environmental Services (MCES)
Division has proposed that the adopted
wastewater rates for 2001 be adopted,
but that the rates for subsequent years
not be approved at this time
Prior to the 2002 budget, the MCES
will meet with cities to review the multi-
year rate schedule
issued to refund the pre -April 1, 1990
bonds are also included in the defini-
tion of bonds In effect, after April 1,
2001 a pre -1979 district will not
receive any new increment and not
authorize new expenditures with TIF
from the district
If you have a pre -1979 district,
please review the application of the
provision to your district(s). The AMM
has requested the OSA to notify cities
and county auditors of the provision
preliminary 2001 levy is a $8.6 million
or a 6.62 percent increase over the
2000 levy. Of the total increase, $6.8
million is for transit operations and $1.
million is for debt service
The proposed unified operating
budget will be presented to the Metro-
politan Council on Aug 16 and the
Truth -in -Taxation hearing is scheduled
for Dec. 6.
New administrator
to be appointed
sometime this fall
pplications for the Met Council
F—Vegional administrator job were
due July 17. Approximately 20
applications have been received.
The selection committee will begin
meeting on Aug 9. A new adminis-
trator should be recommended to
the full Council by Sept 30.
AMM, LMC to respond to TIF report
The Senate Property Tax Division
will conduct a TIF hearing on
Wednesday, July 26 at 2 p.m. in
Room 15 of the Capitol to discuss the
recent Citizens' League TIF Report.
The AMM and LMC staff will
participate in a panel discussion that
will react to the report and related
editorial by Citizens' League Executive
Director Lyle Wray. The report
analyzes the annual propertytax
abstract prepared by the county
auditors
The report based its conclusions on
the total annual data and did not
segregate the data by such factors as
year of certification or district type.
The report concludes that TIF is
growing in terms of new districts and
market value within the district The
editorial suggests that TIF should be
part of a coordinated regional economic
development strategy and job training
should be a major focus of the strategy.
The AMM and LMC staff will attempt
to show the division members that
legislative changes have resulted in TIF
use that has resulted in smaller districts
with a focus on housing and redevelop-
ment.
Metropolitan Council <I1c)
Working for the Region, Planning for the Future
July 19, 2000
Attached for your information is a supplement to the Metropolitan Council's
1999 Annual Report, which was mailed out earlier this year. This
supplement further explains the Council's accomplishments during the past
year. If you have any questions or would like further information on the
Council, please call our Data Center at 651-602-1140, or visit our web site at
www.metrocouncil. org.
Sincerely,
Clifton Burns
Manager of Visual Communications
Attachment
19\
ext` •:•, ••...., rX`•:
230 East Fifth Street St. Paul, Minnesota 55101-1626 (651) 602-1000 Fax 602-1550 TDD/TTY 291-0904 Metro Info Line 602-1888
An Equal Opportunity Employer
COUNCIL FOCUSES ON SMART GROWTH
The Metropolitan Council's goals are to help achieve a
globally competitive economy and a high quality of life for the
people of the Twin Cities region. The Council sets its priorities
within the framework of Governor Ventura's Big Plan, unveiled
in 1999. In his strategic plan, Ventura gives clear direction to
the new Council, state agencies, and other government
partners for working together to fulfill his vision: healthy, vital
communities; the state as a world competitor; self-sufficient
people; and a government of service, not systems.
Ventura expects the Metropolitan Council to lead in several
areas, the foremost of which is growing smartto achieve healthy,
vital communities. Smart growth is championed by the Council
and endorsed by a growing number of communities,
government agencies, nonprofit organizations and businesses.
Smart growth means creative development and redevelop-
ment that prevents urban sprawl and uses land resources
wisely. It's about giving people more choices about where and
how to live, and how to get around their community and to
work; influencing growth patterns through incentives rather
than penalties; protecting the environment; rebuilding inner
cities; preserving agriculture; and working together to shape
the region we want to leave for coming generations.
With smart growth as its guiding principle, the Council is focus-
ing on four primary regional strategies to achieve its purpose:
Quality of life — Provide tools and support so that cities
can build communities where quality of life is first rate
Infrastructure — Provide high-quality, cost-effective
services
Communications and Constituency — Build
support among the public and decision -makers for
regional approaches to benefit a regional constituency
Alignment —Focus all the work of the members and staff
to align resources and achieve this purpose. This report
highlights the Council's achievements and progress in 1999
toward its goals of a globally competitive regional economy
and a high quality of life for everyone living in the region.
QUALITY OF LIFE
Provide tools and support so that cities can build
communities where the quality of life is first-rate
The Metropolitan Council worked closely with communities,
developers, businesses, nonprofits and environmental groups
on several fronts during 1999 to ensure that this region grows
smart and that people have choices in how their communities
grow. Council staff worked closely with the region's 186
communities to update local comprehensive land use plans as
required by state law. Staff sector representatives provided
technical assistance to community staff and served as liaisons
from the Council to communities.
The Council directs its resources, such as Livable
Communities Act grants, transportation funding and
adjustments in sewer access fees to support communities that
provide affordable housing and choose more livable, transit -
oriented and mixed-use development patterns. The Council
emphasizes incentives rather than penalties, using the success
of worthwhile projects to encourage other communities
around the region to choose similar paths. The Council also
works with local governments in several ways to enhance the
natural environment.
SUPPORTING COMMUNITIES TO GROW SMART
One of the Council's most effective tools for advancing
smartgrowth in the region is the Livable Communities Act (LCA).
TheAct provides state funds to preserve and create affordable
housing, catalyze redevelopment and job growth through
clean-up of polluted land, and create compact, mixed-use
developments that are transit -friendly and foster a sense of
community. In order to participate, local governments set goals
to produce affordable rental and ownership housing, and thus
become eligible to compete for Livable Communities funds
allocated by the Council.
From the Tax Base Revitalization Account, the Council awarded
nearly $6.2 million for 19 projects in 10 communities to clean up
and redevelop 170 acres of polluted land. The funds
leveraged an additional $240 million in private investment. The
projects are anticipated to create 2,300 new jobs at an
average hourly wage of $14.15, and create additional tax
capacity in the region of $6.5 million.
The Council awarded more than $5.8 million from the
Demonstration Account for planning or construction of
mixed-use, transit -oriented developments in 13 communities.
The largest award of $1.6 million went to Burnsville to help
redevelop a low-density, 1960s -era light industrial site of
40 acres into a compact town center with mixed uses and a
walkable environment. Adiverse mix of ownership and rental
housing is planned, with 20 percent of the housing to be
affordable to households with incomes at 30 to 50 percent of the
median. The LCA grant will be used to fund streets and
walkways, a community plaza, and removal of an old gas
station. A grant of $960,000 went to North Quadrant Urban
Village in downtown St. Paul. The project will develop a
mixed-use, predominately residential neighborhood centered
on a public green. The project integrates new infill construction
with rehabilitation and reuse of existing warehouse buildings,
preserving two existing churches and existing businesses.
LCDA funds will be used to realign Sibley Street and straighten
7th St. in the quadrant, and for first -phase green space
improvements. Three other developments in Minneapolis and
St. Louis Park were awarded a total of $1.85 million.
Several planning and predevelopment proposals were also
funded. Among these was a proposal from the multi -city 1-35W
Coalition to develop a smart growth development option for its
subregion.Two grants were awarded to multi -partner
community groups for planning related to proposed light rail
transit stations along the Hiawatha Corridor. In total, five
development and seven planninglpredevelopment proposals
were funded, leveraging $226 million in private and other
public investment.
The Council awarded more than $1.9 million from the Local
Housing Incentives Account in 1999. The funds leveraged an
additional $40.5 million in public and private funds to construct
or rehabilitate 199 affordable rental units and 140 affordable
ownership units in 12 communities around the region.
Applications are reviewed by the Metropolitan Housing
Implementation Group (MHIG), which includes the Council, the
Minnesota Housing FinanceAgency, the Family Housing Fund
and others. The group issues Requests for Proposals for
projects eligible fora variety of federal, state and regional funds,
thus streamlining the process and cutting "red tape" for
developers of affordable housing in the region.
The Minnesota Legislature in 1999 made a one-time
appropriation of $4 million to create an Inclusionary Housing
Account under Livable Communities. The funds are targeted
to the creation of economically integrated housing for which
local governments have reduced their local housing
regulations and requirements in order to reduce the cost of the
housing. The Council will use the MHIG process to review
proposals and award funds. In 1999, the Council approved
criteria for review of grant applications and awarded $348,000
to support a mixed -income apartment development
in Chanhassen.
PLANTING SEEDS IN THE ST. CROIX VALLEY
Communities on both sides of the St. Croix River impacted by
a proposed new bridge are exploring ways to "grow smart"
and preserve the unique beauty of the river valley. The Council
in 1999 hired a California-based consulting firm, Calthorpe &
Associates, to help communities shape their growth in ways
that use land efficiently and preserve the environment. The
planned bridge at Hwy. 36 is expected to feed growth of 50,000
new households and 34,000 jobs in nearby communities.
Local officials and residents attended two open houses and a
public workshop in September to hear about the study. In
November, Calthorpe returned with preliminary designs for
more walkable, transit -friendly streets and neighborhoods in
six communities: North St. Paul, Lake Elmo, Oak Park Heights
and Stillwater in Minnesota, and St. Joseph Township and
New Richmond in Wisconsin.
Calthorpe developed computerized photo enhancements to
show what specific smart growth changes would look like at
specific streets and intersections. Asketchbook with generic,
prototype designs for the six sites -also intended for use by
communities regionwide-is available on the Council's web site.
COUNCIL ADVOCATES FOR CHANGE IN SAC FEE
To support the Council's smart growth objectives and to ensure
that new development pays the full cost of expanded
wastewater collection and treatment capacity, the Council in
2000 will again promote legislation to change the way itcharges
new users of the wastewater system.
A service availability charge (SAC) is a fee charged by the
Council for new connections or increased volume to the
Metropolitan Disposal System. Similar to "connection" or
"impact" fees, its intent is to recover the cost of expanding the
infrastructure needed to convey and treat the increased
volume. Under the current state -mandated system,
development is not paying the full cost of growth in the system,
and current users are making up the difference through their
sewer charges. The goal of any changes would be to improve
the equity between present and future users.
A group of local officials, builders, developers and
environmental representatives recommended, and the
Council concurred, changing to a growth/cost model for
calculating the SAC fee. Under the model, new system
users would pay all capital costs associated with
growth -related capital projects or portions of projects. The fees
to new users would increase from the current level but base
wastewater rates to cities could be reduced by an equal amount.
WATERSHED COORDINATORS SUPPORT
LOCAL GROUPS
Metropolitan Council Environmental Services (MCES) has an
outstanding record of reducing point source pollution in the
region's waterways. In recent years, MCES has focused
increasing attention and resources on reducing and
preventing nonpoint source pollution from surface water runoff.
For example, three watershed coordinators on MCES' staff
work closely with metro area watershed districts and local
governments to develop strategies to effectively handle
stormwater runoff to meet regional water quality goals. In
addition, MCES has grant programs that fund the nonpoint
source pollution reduction efforts of diverse groups.
FUNDING WATER QUALITY
IMPROVEMENT EFFORTS
MCES worked with state and federal agencies and nonprofit
groups to implement the new MetroEnvironment Partnership
grant program in 1999. The goal of the program is to improve
the water quality of metro area lakes and rivers by reducing
nonpoint source pollution through educational, technical,
research and development grants.
In February 2000, the Council awarded $1 million to
25 organizations for a variety of projects to improve water
quality. Inducted were educational funds for a Metro Watershed
Education Network, a countrywide Children's Water Festival,
and a neighborhood -based campaign to clean-up Como Lake.
Technical projects included a low -impact development
demonstration site, and wetland and grassland restoration.
Research efforts will assess street sweeping techniques and
ways to reduce phosphorus. Atotal of $7.5 million is available
throught 2003.
PROVIDING WATER QUALITY DATA
FOR THE REGION
The 1999 Minnesota Legislature reauthorized funding for an
inter -agency water quality monitoring initiative that measures
and tracks water quality along the Mississippi, Minnesota and
St. Croix Rivers and their tributaries. MCES is responsible for
30 water -quality monitoring stations in the seven -county metro
area. MCES uses the data to establish target pollutant loads for
all 46 metro area watersheds, to analyze how land use impacts
water quality and to advise communities on strategies for
improving water quality.
Volunteers collect and analyze water samples from
99 metro area lakes on behalf of MCES. The data is helpful as
communities draw up surface water management plans, and is
also used as part of environmental assessments for
development projects. MCES issues an annual report card on
lake water quality in the region.
COUNCIL WORKS WITH TAB TO ADVANCE
SMART GROWTH
Council Chair Ted Mondale in 1999 appointed six Council
members to a Transportation Advisory Board (TAB) Relations
Task Force. The goal is to strengthen the link between
transportation investments and Council policies advocating smart
growth and livable communities.
The TAB is a 34 -member body composed of elected officials,
citizens, representatives of government agencies involved in
transportation, and representatives of transit, freight and
nonmotorized transport modes. The TAB solicits projects from
local governments, the region and state for federal funding
for highways, transit, bikeways, pedestrian facilities and
better air quality.
FISCAL IMPACT STUDY NEAR COMPLETION
The fiscal impacts of the Council's Regional Growth Strategy
compared with the impacts of historic regional growth
trends are the focus of a major Council study scheduled for
completion in 2000. The study will compare the public costs
and revenues generated by current low-density, single -use
development trends with public costs and revenues
generated by moderately high-density, more mixed-use
development and redevelopment encouraged by the
Council's smart growth policies.
Four types of cities are examined in the study: central city
(Minneapolis and St. Paul); older, fully developed suburb
(Richfield and Roseville); mostly developed suburb
(Coon Rapids and Apple Valley); and developing suburb
(Shakopee and Cottage Grove). An in-depth analysis of these
case -study cities will help the Council interpret the fiscal
incentives and disincentives affecting local growth decisions.
The Council task force meets with TAB to discuss policy
objectives, the solicitation process and project selection criteria.
In July, both bodies approved an additional $15 million to fund
initial light-rail operating costs and land assembly around
transit stations in the Hiawatha Corridor. The funds were
earmarked from the total available for congestion mitigation and
airquality projects in the current round of project solicitation. In
2000 the TAB and Council will allocate approximately
$152 million in federal funds for a variety of transportation
projects to be implemented in 2001 to 2004.
COUNCIL COMPLETES MAJOR PARK
VISITOR STUDY
Parks and open space are essential to maintaining the high
qualityof life enjoyed by residents of the region and to preserving
the environment. In 1998 an estimated 16.8 million people
visited the seven -county metro area's network of 32 regional
parks, 11 park reserves, four special recreation features and
17 regional trails.
The Council completed a major four -season study of
regional park and trail use in 1999. Nearly 15,000 park
and trail users were interviewed. The Council collected
data on demographics, people's favorite activities and
their satisfaction with facilities and services. The data will
help managers at individual parks, the park implementing
agencies and the Metropolitan Parks and Open Space
Commission as they decide where to focus capital investments
and improve service.
In 1999, the Minnesota Legislature appropriated nearly
$2.5 million from the Environmental Trust Fund for capital
improvements across the regional parks system. The Council
authorized $550,000 in bonds as a partial regional match.
Among the projects to be funded are: bike and walking trail
rehabilitation and street modifications around the Minneapolis
Chain of Lakes; boat launch relocation and expansion at Lake
Byllesby in Dakota County; new trails, parking improvements
and natural habitat restoration at Battle Creek in Ramsey County;
and others. The Legislative Commission on Minnesota
Resources also earmarked $815,000 for projects at regional
parks in Minneapolis and Dakota County.
The Legislature's $9 million appropriation for regional parks
operation and maintenance will finance 9.1 percent of the 1999
operation and maintenance budget of the system, compared to
the 40 percent called for in the enabling legislation.
TRANSIT EXPANSION SUPPORTS
SMART GROWTH
Better bus service is the foundation of a new plan unveiled by
the Council in 1999 to double transit ridership by 2020. New
light rail and commuter rail lines as well as dedicated busways
will also play important roles.
Simply building more highways is not a solution to the region's
growing traffic congestion: with more and bigger highways
comes more traffic and more urban sprawl that adds even
more traffic in an expensive, never-ending spiral. An
enhanced transit system, however, will relieve congestion and
support the Council's goals to encourage more compact,
transit -oriented growth in the region, foster more efficient land
use, lower public facility costs, preserve air quality, protect
open space and farmland and keep the Twin Cities competitive
in the global economy. Under the Council's plan, transit service
will be tailored to different communities' needs and integrated
into a smooth -working system that will include:
■ Supercommuteservice: congestion -free, high-speed
express service on exclusive right-of-way between
major activity centers.
■ Constantly improving local service, with cleaner
buses, more routes, more frequent service, and
longer service hours.
■ Suburban transit hubs as the focus for neighborhood
circulators feeding into direct suburb -to -suburb
services.
■ More park-and-ride capacity and bus -only
shoulder lanes.
■ Exclusive busways built on abandoned rail lines
connecting St. Paul and White Bear Lake and
Minneapolis and Eden Prairie. .
■ Commuter rail connecting St. Cloud with Minneapolis
and Minneapolis with St. Paul and Hastings.
■ Light rail lines linking Minneapolis with the airport and
St. Paul with either Minneapolis or the airport.
The capital costs for all portions of the plan would be an
estimated $2.2 billion over 20 years. It would cost the region
$15 billion just to build all the highways needed for unrestrained
mobility through 2020, not including the environmental and
quality -of -life costs.
INFRASTRUCTURE
Provide high quality, cost-effective services
Smartgrowth is not anti -growth; it focuses on where and how
the region grows. It recognizes that preserving the
environment is crucial, otherwise our quality of life is greatly
diminished. At the same time, smart growth is fiscally
conservative, because it promotes more efficient use of
public investments.
The Metropolitan Council is committed to providing
high-quality, cost-effective wastewater treatment and transit
systems, and to expand and support efforts to create
affordable housing opportunities throughout the region.
Meeting these goals improves the region's competitiveness
in the global economy, protects the environment and
enhances our quality of life.
MCES IMPROVES EFFICIENCY WHILE MAKING
ENVIRONMENTAL IMPROVEMENTS
Metropolitan Council Environmental Services (MCES) cut its
budget by $10 million from 1998 to 1999, dropping wastewater
treatment rates charged to communities seven percent. This
was accomplished, in part, through 142 voluntary staff
reductions, workforce restructuring, and redesigning work
processes. Another $10 million planned in cuts from 1999 to
2001 will enhance MCES's competitiveness.
Despite budget -cutting, MCES' nine plants registered 99.8
percent compliance with clean water discharge permits in 1999,
while treating about 104 billion gallons of wastewater. The
Seneca Plant became MCES' fourth to earn a national
"Platinum Award"for five straight years of full compliance. All
other plants were honored for perfect compliance in 1998.
MCES is making good progress in its efforts to
reduce phosphorus and mercury levels in the region's
waterways. Consistent with a comprehensive strategy to
reduce phosphorus from both nonpoint and point sources, a
new phosphorus removal technology is being installed at the
Metro Plant, which treats 80 percent of the region's
wastewater. When the installation is complete in 2003, the
plant's phosphorus discharge will decrease 60 to
70 percent. Coupled with the Metro Plant upgrade, MCES is
dealing with phosphorus in surface water runoff by issuing
grants to projects aimed at reducing nonpoint source pollution
in metro area lakes and rivers. Through a mixture of high- and
low-tech approaches, MCES is addressing phosphorus
pollution in the most cost-effective manner.
Results ofajoint MCES/Science Museum of Minnesota study
completed in 1999 showed that after decades of increasing
The Council estimates its plan would eliminate 200,000 daily amounts of mercury entering the Mississippi River, improved
vehicle trips and each year reduce vehicle -miles traveled wastewater treatment in theTwin Cities has helped reduce
by 450 million miles, carbon monoxide emission
by 5,400 tons and save 22 million gallons of fuel. Without
the improvements, severely congested highway miles will
grow from 100 in 1995 to 210 in 2020, even with 25 miles
of planned highway expansion.
mercury levels by nearly 70 percent since they peaked in the
1960s. Point sources of mercury pollution to the river, such as
the Metro Plant and area industries, once accounted for 60
percent of the problem but now have been substantially
reduced. Nonpoint sources, such as surface runoff and mer-
cury from the atmosphere, now are the bulk of the problem.
MCES is installing new solids processing technology at the
Metro Plant that will reduce air emissions of mercury by 70
percent and substantially reduce carbon monoxide and par-
ticulates. The new technology, scheduled to go on-line in
2004, will result in the highest quality air emissions in the U.S.
MCES' mercury reduction strategy also focuses on keeping
mercury out of wastewater in the first place. This approach is
the safest environmentally, as well as the most cost-effective.
MCES is working with industry, businesses and communities to
identify sources of mercury and ways to reduce or eliminate its
disposal into the wastewater system.
Capital projects at two other wastewater facilities advanced in
1999. MCES obtained approval from the Minnesota Pollution
ControlAgency for its facility plan and environmental review for
the new South Washington County Wastewater Treatment Plant
in Cottage Grove. Construction will begin in 2000. MCES will
keep project costs down by building the new plant on the site of
the current Cottage Grove Plant and by selecting one firm to
both design and build the plant. The city is also expected to
choose a route for a major interceptor through Cottage Grove
to serve the plant, which is scheduled to come
on-line in 2002.
Construction began in July on wastewater solids
dewatering and final stabilization facilities at the Blue Lake Plant
in Shakopee. When the facilities begin operating in early 2001,
the solids will be heat -dried into fertilizer pellets for agricultural
use. Converting waste solids into a reusable product is part of
MCES' mixture of solids management approaches throughout
its nine treatment plants. MCES will attain cost-effectiveness by
having one private company design and build and then also
operate the final stabilization portion of the project. This is the
first such public-private effort for the Council, which will retain
ownership of the facility and provide operations employees
that will be trained by the private company.
TRANSIT RIDERSHIP EXCEEDS
LEGISLATIVE CHALLENGE
Making a bigger investment in transit reaped healthy
returns for the Twin Cities area in the 1998-99 biennium.
At the end of the two-year funding cycle, Metro Transit had
delivered 132.4 million riders, exceeding its goal by 7.4 million
riders or six percent.
The 1997 Legislature gave Metro Transit a boost and a
challenge: $4.7 million in additional funding tied to a goal of
producing 125 million rides during the biennium. Metro Transit
reached the ridership milestone five weeks early. In 1999
alone, ridership topped 71 million, the highest ridership in more
than a decade and the fastest-growing ridership in 24 years.
Ridership on bus service that the Metropolitan Council
contracts out to other providers, which represents less than
two percent of the region's total transit ridership, exceeded its
goal for the biennium by nearly 400,000 rides or 6.1 percent.
Aided by record low unemployment, the Council and its
partners pursued several strategies during the biennium that
led to the substantial ridership gains.
Metropass—Twenty-two employers in the Twin Cities with a
total of almost 35,000 workers were offering deeply discounted
annual bus passes to their employees through this program by
the end of 1999. Employers benefit because Metropass is
tax-deductible, attracts new employees and cuts demand for
on-site parking. Employees get a free or low-cost alternative to
driving to work, so they avoid traffic congestion, parking hassles
and higher costs. Ridership at American Express Financial
Advisors, which already had 2,800 regular bus riders in its
downtown Minneapolis offices, has increased 57 percent since
the program was introduced in 1998.
TransitWorks - Employers purchase monthly bus passes
from Metro Transit at a discount and pass on the discount to
their workers. Using a federal transportation grant, Metro
Transit offered the passes to new enrollee employers at half
price for six months, if those employers agreed to purchase the
passes for at least another six months. Participation in the
program doubled from 250 to 500 employers during the
three-month promotion.
New transfer policy - Riders on Metro Transit buses pay a
single fare and for two and one-half hours can make unlimited
transfers in any direction.
Service expansion - Ten new bus trips now serve Woodbury,
including nonstop service to Minneapolis. New park-and-ride
lots filled immediately, and additional expansion is planned.
All-night service on eight routes serving the urban core was
added, as well as a limited stop service on University Avenue.
Buses now come more frequently on many core routes, and
weekend service on routes system -wide was also made more
frequent. MnDOT and Metro Transit opened the 100th mile of
bus -only shoulders on freeways.
State Fair- Metro Transit delivered more than 800,000 people
to the State Fair in 1999, a 54 percent increase from 1998.
Nearly one in four State Fair attendees took the bus.
Service improvements - The number of bus breakdowns
decreased dramatically over two years from one every 4,000
bus miles to one every 6,000 bus miles. Metro Transit now
removes graffiti from buses overnight, providing a more
pleasant on -board experience for passengers. A 1999
customer satisfaction survey revealed that 78 percent of all
passengers are satisfied or very satisfied with Metro Transit
service, up from 68 percent two years earlier.
Diversified fleet - Part of improving service to transit users
means providing the right kind of vehicle for different kinds of
trips. In October 1999 Metro Transit initiated coach bus
service on two suburban express routes. The leased, 45 -foot
buses have reclinable seats and overhead racks for bags and
briefcases, and have only five fewer seats than 60 -foot
articulated buses. Initial reaction to the service was extremely
positive and the buses were filled. Purchase of coach buses,
which cost less than articulated buses and have substantially
better maintenance records, is likely in future fleet expansions.
To better serve local neighborhood routes, Metro Transit
sought bids late in 1999 for 25 new 20 -passenger buses with
wheelchair lift capabilities. These smaller buses will be used
on collector routes in neighborhoods near transit hubs.
Marketing efforts - The Metropolitan Council and regional
transit providers continued to market transitservices with print,
radio and television advertising aimed at boosting ridership. A
region -wide print and radio campaign during the winter
promoted transit as an alternative to driving in bad weather.
The fall Try Transit campaign offered two free ride coupons
and customized route information. During the promotion
requests for new rider packets jumped from an average of 30
to 70 per day.
The campaign also promoted the Guaranteed Ride Home
program. Bus riders and carpoolers who register with Metro
Commuter Services are ensured that in the event of an
emergency they can get a free ride home. Every year
enrollees receive two coupons to use in emergencies either for
a free bus ride or up to $20 reimbursement for cab fare. In
1999 an estimated 20,000 people were registered for the
program, almost double the previous year. As of Oct. 31, only
2,530 coupons had been redeemed, confirming that a majority
of enrollees view the program as an insurance policy that
provides peace of mind. A Metro Transit television ad featur-
ing a man washing his car in a trafficjam earned an award for
the "Best TransitTVAd in the Nation" from theAmerican Public
TransitAssociation. Two other marketing pieces, a print ad and
a brochure, won first place awards. Metro Transit was also the
only transit agency to receive a 1999 award from the Outdoor
Advertising Association of America.
Order online at:
www.metrocouncii.org
Simply link to Metro Area Info and
select Publications Directory.
Our shopping cart feature allows you
to place your order electronically.
Mail your request using the order form
in our Publications Directory Catalog.
LIGHT RAIL TRANSIT GAINS SPEED
Progress on the first light rail transit (LRT) line in the Twin Cities
area sped forward in 1999.
The Minnesota Legislature appropriated $60 million,
in addition to $40 million the previous year, for design
and construction of LRT in the Hiawatha Corridor. The line
will link downtown Minneapolis, Minneapolis -St. Paul Intema-
tional Airport and the Mall of America in Bloomington.
The Metropolitan Airports Commission committed $70 million
to the project.
If the Federal Transit Administration approves the preliminary
design and environmental review package for the line,
negotiations will open on a grant agreement for $274 million in
federal matching funds. The agreement must be reached by
August 2000, after which Congress has 60 days to review and
approve it. Once the President signs enabling legislation,
construction of the line can go forward.
The Corridor Management Committee completed the first phase
of the selection process for a firm to design and build the line.
Proposals were also solicited for manufacture of 22 rail cars for
the line. Contracts will be awarded by August 2000. The
Community Advisory Committee continued to meet with
residents throughout the corridor to hear their concerns and
get input on transit station designs and surrounding land uses.
The Council is working with communities to shape
development around the stations in a way that uses land more
efficiently and provides a more walkable environment. A
federally funded market study released in 1999 showed that
corridor -wide development potential to 2020 includes nearly
7,000 new housing units, more than 19 million square feet of
new commercial development and up to 68,000 new jobs.
When complete the Hiawatha line will be 11.4 miles in length,
have 15 stations and cost $548 million (in 2002 dollars).
Operation is scheduled to begin in fall 2003.
The Council is also involved with planning for
commuter rail in the region. (The major difference between
light rail and commuter rail is how each is powered; light rail, by
electricity; commuter rail, by diesel fuel. Commuter rail often
runs on existing freight tracks.) Council staff advise MnDOT,
the lead agency on commuter rail, as it develops a system plan
due to the Legislature in 2000. Council staff also serve on the
project management team for the Northstar Corridor, between
St. Cloud and Minneapolis. In 1999, a preferred alternative
was chosen for the corridor and an environmental impact
statement is under way.
PARKING STUDY RECOMMENDS INCENTIVES
TO USE TRANSIT
Working with a task force of business and government
representatives, the Council in 1999 completed a regional
parking study that recommends incentives for getting people
out of the habit of driving alone. Although parking is in short
supply in some areas, like downtown St. Paul, ramps continue
to be built, encouraging more automobile use even as
congestion is growing.
The study found that parking is often subsidized by employers,
but that similar incentives are rarely offered for carpooling or
using the bus to get to work. The study recommends that a
"Commuter Choice" program be offered among state agencies
that currently offer free or subsidized employee parking.
Under the demonstration program, state agencies would be
encouraged to offer free or reduced -price bus passes, or cash,
as an alternative to the parking subsidy. If successful, the
program could be promoted among other employers. Two
other demonstration programs to give commuters expanded
options were expected to get under way in 2000.
GROUND BROKEN ON NEW BUS GARAGE
Metro Transit broke ground for a new 185 -bus garage to
replace the aging Snelling Ave. facility in St. Paul. The new
garage, located at Mississippi and Cayuga Aves. near
downtown St. Paul, is expected to open in late 2001. The
Metropolitan Council will retain ownership of the Snelling Ave.
property, and is working with the city and consultants on
public-private redevelopment plans that would include a smaller
bus garage and commercial, retail and housing options that
embrace smart growth principles. Along -range garage needs
study will be completed in 2000. The study is expected to
identify bus garage capacity needs for the entire transit taxing
district through 2020.
METRO MOBILITY OPERATING COSTS
LOWER THAN PEERS
Metro Mobility provides paratransit services for people with
disabilities through contracts with two private contractors and
three rural systems. This service, administered by the
Council, is the region's primary provider to meet the
requirements of the Americans with Disabilities Act (ADA). In
1999 Metro Mobility provided just over one million rides in the
seven -county metro area. The Council's 1999 draft Transit
PerfonnanceAudit found that from 1996 to 1998, Metro Mobility's
operating cost per passenger for ADA service was about 20
percent less than the average for peer -group transit systems in
the U.S. The cost per passenger rose only 6.5 percent over
the two-year period.
AFFORDABLE HOUSING SUPPORTS
ECONOMIC GROWTH
The regional economy won't be healthy or vital without
available, affordable housing for people of all ages, and
especially for new workers. Plant expansion and job growth
can grind to a halt if new employees cannot find housing they
can afford near their work. Existing businesses may not
reinvest in their current location if neighborhood instability or
deteriorating housing undermines the appeal of the community
for workers and customers. Housing that is durable and
well-maintained is an important part of the region's tax base
and infrastructure.
Housing is considered affordable if a person or family pays no
more than 30 percent of their income for rent or mortgage
costs. According to the Wilder Foundation, about one in five
Minnesotans are forced to spend more than they can afford on
housing, and the vast majority of these are working families.
The Council estimates that 118,500 renter households and
68,300 owner households with incomes of 80 percent of
median or less in the seven -county metro area paid more than
30 percent of their income for housing in 1998. Extremely low
vacancy rates, demolition of thousands of affordable units,
conversion of existing subsidized housing to market -rate units
and plummeting federal support for housing have all
contributed to a shortage of affordable housing.
Because the private sector cannot profitably produce the needed
housing, government must partner with communities,
developers, employers, lenders, churches, schools and
residents to meet the needs. In addition to allocating
Livable Communities funds (above), the Metropolitan
Housing Implementation Group is charged with reviewing
applications for the newly created Economic Development
and Housing Challenge Program. The program will award
grants and loans to cities, private developers, nonprofit
organizations or housing owners that make a financial or
in-kind contribution to address the housing needs of the local
workforce. The Minnesota Legislature allocated $20 million
statewide for the program.
In addition to partnering with others to support the creation of
affordable housing, the Council's Metro Housing and
Redevelopment Authority (HRA) administers Section 8
housing assistance.to about 4,800 households in over
100 communities in the seven -county area. The current
waiting list at Metro HRA consists of over 5,000
households. Because of low vacancy rates and rents that are
too high to meet Section 8 guidelines, about one in five
households who have a certificate or voucher are able to
locate a unit. Metro HRA serves another 700 households
through a variety of other specialized federal, state and locally
funded rent subsidy programs.
The Council continued its involvement in the
multi -partner Hollman Implementation Working Group, which
promotes the development of affordable housing throughout
the region to replace units torn down in Minneapolis. Several
projects are in the pipeline. For example, the Washington
County HRA is acquiring scattered sites with federal public
housing funds for rental to people with low incomes. More than
$73 million in federal funds are supporting the effort to create a
total of 770 units in the seven -county area as mandated by the
Holman consent decree. The Council at year's end was
considering a proposal to establish its own public housing
program in order to develop and/or own affordable housing
units. Action is expected in early 2000.
COUNCIL BEGINS UPDATE
OF AVIATION PLAN
High-quality air transportation services to major
domestic and international markets is essential to the region's
ability to compete in the global marketplace. The Metropolitan
Council works closely with the Metropolitan Airports
Commission (MAC) to ensure that the region's system of
airports provides state-of-the-art, safe and affordable service
for business and leisure travelers as well as freight transport
and other commercial aviation activities.
5
The Council in 1999 initiated a major update of its Aviation
Policy Plan, which guides development of the regional airport
system. The first amendment proposes a change in land use
compatibility guidelines around reliever airports. The goal is to
give communities, as the region grows, a little more flexibility in
determining how dose to place residences to airports. A public
hearing on the amendment was held in the fall and final
recommendations will be made in early 2000. The Council will
complete the entire aviation plan update in 2000.
The Council and MAC continue to implement the 2010 plan for
Minneapolis -St. Paul International Airport and work with
surrounding communities on noise mitigation issues. The
Council is participating on the Governor's Airport Community
Stabilization Funding Task Force. The multi -agency group is
exploring funding mechanisms to fulfill the noise mitigation
commitments made to local communities as partof the decision
to expand MSP at its current location.
The Council in 1999 also: worked with the MAC to connect
reliever airports within the metropolitan urban service area to
the regional wastewater treatment system; worked with the
MAC, Federal Aviation Administration, the Minnesota
Environmental Quality Board and Eden Prairie to prepare an
environmental impact statementfor an expansion of Flying Goud
Airport; reviewed the MAC's capital improvement program for
the regional airport system; and coordinated planning and
development efforts for light rail transit in the Hiawatha Corridor
and under MSP.
COUNCIL PROVES READY FOR Y2K
Thanks to extensive preparation, no disruptions of wastewater
collection and treatment, transit service or any other
Metropolitan Council services occurred as a result of the
calendar turning from 1999 to 2000. The Council upgraded
and replaced its major business systems including its financial
management system, and worked actively with utilities
and other suppliers to handle potential Y2K problems
outside the Council.
Environmental Services replaced or upgraded outdated
process control systems at the Metro, Seneca, Blue Lake and
Empire plants. The division also developed and tested a
contingency plan designed to address external problems such
as disruptions of power or telephone service, or delays in
delivery of fuel and other critical supplies. The plan provided
for manual operation of wastewater collection and treatment so
that MCES could continue operating and protect the public
health and environment.
Metro Transit addressed computer concerns in partnership
with the Council's Information Services staff. Noncompliant
hardware and software was updated, replaced or abandoned
in favor of Y2K -ready systems. In addition, a contingency task
force was created to ensure noncomputer systems and
vendor -partners would be functional following the calendar
changeover. Each Metro Transit facility was removed from the
commercial electrical grid to ensure mission -critical systems
could be adequately powered by back-up diesel generators.
Fuel tanks were topped off at year's end, resulting in a six-day
supply to operate bus service at full capacity. The agency
established cross -functional teams to test vital systems
overnight Dec. 31/Jan. 1 and placed other staff in an
on-call status should problems develop.
COMMUNICATIONS AND CONSTITUENCY
Build support among the public & decision -makers for
regional approaches to benefit a regional constituency
The Metropolitan Council is partnered with communities and
organizations throughout the region to advance smart growth
initiatives. The Council engages citizens in efforts to protect
the environment, improve and expand transit, and support
transit -oriented development and other initiatives that improve
the quality of life and economic competitiveness of the region.
BUILDING CONSENSUS ON A REGIONAL
ENVIRONMENTAL FRAMEWORK
In 1999 Metropolitan Council Environmental Services (MCES)
brought together more than 80 regional opinion leaders
representing public, nonprofit and private sectors interested in
the environment and other regional issues. They participated
in several breakfast meetings throughout the year to help
enhance awareness for sustaining the environment in a
growing region. The framework is expected to be the basis for
a new environmental policy plan to succeed the Council's
Water Resources Management Policy Plan. Wide support
now appears to exist to broaden the current plan's focus to
include the impacts of land use on water quality,
air quality and soils within the context of smart growth and
sustainable development. Priority issues and strategies
will be identified in 2000 by a regional environment
partnership facilitated by the Council.
PARTNERSHIP HELPS SHAPE RIVER'S FUTURE
The Council leads a unique collaboration of diverse groups
who work together for economic revitalization, historical and
cultural preservation, and environmental protection of the
Mississippi River in the Twin Cities area. The American
Heritage Rivers Initiative (AHRI) Steering Committee is
comprised of local, county, state and federal governments,
navigational interests, development groups, cultural institutions,
environmental groups and others. This and other partnerships
in and around the river corridor are expected to serve as a
demonstration of smart growth principles. The committee meets
monthly to keep each other up to date on river -related activities
and to identify issues to address in
collaboration. The Mississippi was designated in 1999 as a
National Millenium Trail, and the committee is working with
communities from the headwaters to St. Louis to map out
existing trails along the river, identify gaps, and begin to identify
potential resources for completing the trail.
In 1999, an AHRI work group also explored the issue of
brownfield clean-up and redevelopment along the river. It is
working with regional and state agencies, local governments
and various river interest groups to explore the need and
opportunities to convert brownfields into green spaces. In ad-
dition, another work group of diverse river interestes is actively
involved in creating a scope of work for a surface water use
management plan for the river.
MCES COORDINATES
WATER SUPPLY PLANNING GROUPS
Accommodating projected growth and ensuring
groundwater availability while protecting sensitive environmental
features is the focus of a partnership in the southwest metro
area. The Council is working with five cities—Burnsville,
Lakeville, Prior Lake, Savage and Shakopee—and the
Mdewakanton Sioux community and government agencies to
overcome long-term water supply issues that transcend their
boundaries. Several technical studies are finished or near
completion thatwill help the group determine the best strategies
for meeting water supply needs while preserving the unique
environment of the area.
The Council is also working with state agencies and
communities id the western, northwestern and northern parts
of the metro area to determine appropriate water sources to
serve projected development in coming decades.
WATER EDUCATION REACHES INTO HOMES,
CLASSROOMS
MCES is a regional leader in environmental education. In
1999 MCES continued to work with Watershed Partners, a
collaboration of community-based environmental groups,
academic and educational institutions, watershed management
organizations and districts, and local and state govemments.
Their mission is to promote public awareness that inspires
people to act to protect water quality in their watersheds.
In Spring 1999 WaterShed Partners continued its
Think Clean Water" public education campaign, which
used a variety of media to identify simple steps residents can
take to improve water quality. WaterShed Partners also
compiled a comprehensive Water Resources Education
Handbook that includes the best water protection education
materials available on topics ranging from lawn care to
household practices to erosion control. The handbook was
distributed to local governments and state agencies,
watershed organizations, environmental educators and
others. WaterShed Partners received the Minnesota
Environmental Initiative's 4999 Environmental Excellence
Award for Education.
MCES also funded and partnered with several organizations
to conduct the Children's Water Festival at the state
fairgrounds. The event drew an estimated 1,200 students
and teachers in 1999, and was given a Governor's
Commendation from Partnership Minnesota.
PUBLIC INVOLVED IN TRANSIT
IMPROVEMENTS
Residents in cities around the region are helping to improve
transit service where they live by becoming involved in a
major Council effort to restructure the bus route system.
Metro Transit in 1999 began work on a comprehensive transit
analysis. Planners carved the transit taxing district into nine
sectors, using geographic boundaries like freeways and
rivers. Sector by sector, routes are being analyzed to
determine where to change routes, make service more
frequent or eliminate little -used routes. Current ridership data,
demographics, housing density and land use are all being
examined as part of the study. Planners begin the process in
each sector by meeting with legislators, local elected officials
and city and county staff to hear their ideas and preferences.
Metro Transit completed the first restructuring plan for sectors 1
and 2 in the Twin Cities' northern suburbs. Public hearings
were planned for early 2000, with implementation beginning
late in the year.
Restructuring of service in all nine sectors is expected to take
four to five years. Plans are being made in each sector for two
scenarios: restructuring with no additional resources and with
25 percent more funding. Metro Transit's vision is to double
transit ridership by 2020, with bus service remaining the
backbone of the system.
GEOGRAPHIC DATA -SHARING
COLLABORATION MOVES AHEAD
MetroGlS, a collaboration of local governments, the
Metropolitan Council and other public agencies in the
Twin Cities area that develop, use and share geographic
data, is preparing a business plan to become a joint -powers -
governed, independent organization. Data sharing improves
decision-making and enhances efforts to implement
smartgrowth.
Consultants to MetroGlS in 1999 completed two federally -
funded studies to evaluate the benefits of participation in
MetroGlS and develop a model to equitably share the costs of
sustaining a long-term organization. Acost-allocation plan was
proposed to participants at a peer review forum and then
modified based on the feedback received. The
stakeholder -governed MetroGlS Policy Board then decided to
move ahead with developing a business plan.
The plan will propose a modest fee to support the
functions of MetroGlS most valued by participants:
collaboration, facilitation, communication and outreach.
A proposal for a subscription fee to finance integration of
differently -developed local data into seamless regional datasets
will not be implemented in the short term. For the time being,
development of regional datasets will rely upon grant funding
and project -specific partnerships. The Council in 2000 will
continue to provide the vast majority of funds for staffing to
support MetroGlS' coordination, outreach, research and data
distribution functions.
MetroGlS in 1999 continued to coordinate and refine
DataFinder (www.datafinder.org), the regional web
site that provides users with key information about available
regional geographic data and allows licensed users to down-
load the data directly.
COUNCIL ISSUES BONDS FOR RADIO BOARD
The Metropolitan Council in 1999 issued $13.3 million in
revenue bonds on behalf of the Metropolitan Radio Board to
help finance construction of a new region -wide public
safety radio system. The 17 -member Radio Board, with
representatives from local, regional and state government,
is planning and implementing the system. The new system is
needed to replace outmoded, incompatible and
overburdened local systems operated separately by
governments around the region.
The initial phase of the system will use 45 tower sites,
including two major ones in downtown Minneapolis and
St. Paul. The sites will house transmitters, microwave
facilities and computers that will makeup the "backbone" of the
system and provide day-to-day communications for Mn/DOT,
the State Highway Patrol, Metro Transit, Minneapolis, and
Hennepin and Carver Counties. Construction on the sites was
well underway in 1999.
Complete implementation of the first -phase system, when all the
bugs are worked out and users migrate from their current
systems, is scheduled for March 2002. The Radio Board's
cost for the first phase is $17.5 million, financed by revenue
and transit bond proceeds and cash reserves. Other local
units of govemmentwill be able tojoin the system once the first
phase in complete.
METROPOLITAN COUNCIL
1999 AMENDED SUMMARY
BUDGET COUNCIL OPERATIONS
General
Housing Redevelopment
Total
Environmental
Transportation
Capital
TOTAL
2000
Fund
Authority
Services Division
Division
Outlay
ADOPTED
EXTERNAL REVENUE
Property Tax
8,190,800
8,190,800
60,255,200
68,446,000
74,723,200
Federal Revenues
310,000
2,942,948
3,252,948
9,406,100
12,659,048
15,306,310
State Revenues
1,780,200
226,222
2,006,422
67,461,700
69,468,122
72,374,962
Local
53,000
53,000
3,077,000
3,130,000
553,087
Sewer Service Charges
67,520
67,520
84,507,000
84,574,520
78,826,000
Industrial Strength Charges
7,036,500
7,036,500
6,233,000
Passenger Fares
55,167,100
55,167,100
55,766,400
Contract & Special Event Revenue
7,720,000
7,720,000
9'342'800
Interest
200,000
100,000
300,000
2,280,000
850,000
3,430,000
3,922,000
Other
114,410
114,410
224,000
2,292,000
527,000
3,157,410
3,653,047
Total Revenue
10,534,000
3,451,100
13,985,100
94,047,500
206,229,100
527,000
314,788,701
320,700,806
EXPENDITURES
Salaries &Benefits
17,959,710
1,602,541
19,562,251
56,866,000
130,115,600
206,543,851
208,523,765
Contracted Services
14,497,209
344,000
14,841,209
5,088,000
5,277,250
25,206,459
19,379,441
Materials & Supplies
4,314,000
14,750,000
19,064,000
21,780,285
Chemicals
3,523,000
3,523,000
2,928,000
Utilities
10,554,000
2,613,000
13,167,000
13,360,202
Rent
1,922,325
112,000
2,034,325
232,400
2,266,725
2,149,738
Insurance
83,019
83.019
1,992,236
1,814,000
3,889,255
4,785,369
Other Operating Expenses
2,372,715
1,186,674
3,559,389
3,401,000
3,238,400
10,198,789
8,640,381
TransitAssistance
39,279,940
39,279,940
42,059,205
Pass -Through Grants & Loans
60,E
60,000
60,000
Memo of Understanding Expenses
1,500,000
Capital Outlay
93,500
93,500
1,623,000
1,765,000
3,481,500
1,949,400
Total Expenditures
36,928,478
3,305,215
40,233,693
87,361,236
197,320,590
1,765,000
326,680,519
327,055,786
Excess(Deficit)of
(26,394,478)
145,885
(26,248,593)
6,686,264
8,908,510
(1,238,000)
(11,891,818)
(6,354,980)
Revenue vs Expense
Cost Allocation
24,881,916
(514,233)
24,367,683
(12,556,284)
(12,778,399)
967,000
Total Other
(1,132,000)
(50,000)
(1,182,000)
3,779,000
100,000
271,000
2,968,000
2,697,500
Financing Sources(Uses)
Use of Fund Balance
2,644,562
418,348
3,062,910
2,091,020
3,769,889
8,923,819
3,654,480
Balance/Deficit
(3,000)
COUNCIL ISSUES BONDS FOR RADIO BOARD
The Metropolitan Council in 1999 issued $13.3 million in
revenue bonds on behalf of the Metropolitan Radio Board to
help finance construction of a new region -wide public
safety radio system. The 17 -member Radio Board, with
representatives from local, regional and state government,
is planning and implementing the system. The new system is
needed to replace outmoded, incompatible and
overburdened local systems operated separately by
governments around the region.
The initial phase of the system will use 45 tower sites,
including two major ones in downtown Minneapolis and
St. Paul. The sites will house transmitters, microwave
facilities and computers that will makeup the "backbone" of the
system and provide day-to-day communications for Mn/DOT,
the State Highway Patrol, Metro Transit, Minneapolis, and
Hennepin and Carver Counties. Construction on the sites was
well underway in 1999.
Complete implementation of the first -phase system, when all the
bugs are worked out and users migrate from their current
systems, is scheduled for March 2002. The Radio Board's
cost for the first phase is $17.5 million, financed by revenue
and transit bond proceeds and cash reserves. Other local
units of govemmentwill be able tojoin the system once the first
phase in complete.
SMART GROWTH FORUM ADDED TO
COUNCIL'S WEB SITE
aVisits
to the Metropolitan Council's web
.
site nearly doubled in 1999 from 1998,
the site became more interactive
•as
and more informative than ever. The web
.
site, at www.metrocouncii.org,
SMART
is one way the Council informs the public
GROWTH
of its activities and provides avenues for
publiccomment.
In 1999 the Council added a Smart Growth Forum to give
citizens a chance to talk with each other and the Council about
the new emphasis on growing smart to improve the region's
global competitiveness.The Council also expanded its web
section on light rail transit, and put its Regional Transit Master
Plan on line, along with a special bulletin board where
readers can post comments.
An MCES component was added to the site to help
improve communications with customers. The site includes a
tour of the wastewater collection and treatment process, and
provides extensive information on topics such as industrial
discharges to the sewer system, watershed coordination,
pollution prevention, rates and billing, and educational
resources. The site includes opportunities for customers to
ask questions and offer input, as well as for organizations to
apply for grants on-line. Further refinements are in the works,
including potential on-line processing of industrial customers'
permits and reports.The most popular feature of the Council's
web site continues to be the transit route index, which features
current bus routes, schedules, fare and other information.
Clicking on www.metrotransit.org will provide
direct access to the transit homepage.
ALIGNMENT
Focus all the work of the members and staff
to align resources to achieve Council goals
In concert with Governor Ventura's plan for Minnesota, the
newly appointed Council is aligning its policies and
focusing the work of the staff in order to achieve the vision of a
region that is growing smart to sharpen its position in the global
economy and maintain a high quality of life. Also in alignment
with the Governor's vision to have a government of service,
not systems, the Council is committed to minimizing
bureaucracy and providing cost-effective services to the
region.
As detailed above, the Council is using funding tools as
incentives to achieve smart growth policies. For example,
communities that make a commitment to develop
affordable housing are eligible to compete for Livable
Communities funds. Projects that are accessible to transit are
more likely to be funded. When the Transportation
Advisory Board (TAB) and Council evaluate applications for
federal transportation funds, they look at land -use and hous-
ing patterns in the areas where the projects are proposed and
focus resources where densities support the investments. A
TAB Relations Task Force composed of six Council members
works closely with the TAB to ensure that funding decisions
are linked to the Council's smart growth objectives.
In 1999 the Council approved a three-year $750,000
demonstration project that will provide new sewer users with a
waiver of the service availability charge (SAC) on a limited
number of affordable housing units. The units must be part of
inclusionary housing developments (housing for a mix of
incomes, including households at 30 to 60 percent of median).
To qualify for the SAC waiver, local governments must help
lower the cost of housing by using local incentives such as
waivers of local SAC fees and water access charges, density
bonuses, and relaxed parking requirements. The project
was designed to be as simple as possible with as few
conditions as possible. It will be funded from SAC reserves.
The Council is also continuing its record of providing efficient,
cost-effective services. For example:
■ Metropolitan Council Environmental Services is
cutting its budget by $20 million from 1999 through 2001,
reducing wastewater treatment rates to communities by
approximately 15 percent. At the same time, MCES is
maintaining an excellent record of compliance with
environmental permits and reducing pollutants in area
waterways with a mix of approaches.
Metro Transit ridership is growing faster than ithas in
more than two decades, reflecting both strategic
expansion of service and improvements in quality of
service. Ridership satisfaction with the service grew
from 68 to 78 percent from 1997 to 1999. Governor
Ventura has also called on state and regional agencies
to increase their effectiveness by collaborating with
local governments and other partners. The Council
has an excellent track record of working in partnership
with public, nonprofit and business organizations to
achieve its goals. Collaborations in several areas,
including affordable housing, urban revitalization, agri
cultural preservation, water quality and supply,
environmental education, light rail transit and transit -
oriented development, geographic data sharing, public
safety and other areas leverage the Council's resources,
increase government efficiency and lead to greater
regional cooperation.
Ted Mondale - Chair
Saundra Spigner - District 1
Todd Paulson - District 2
Mary H. Smith - District 3
Julius Smith - District 4
Phil Riveness - District 5
Caren Dewar- District 6
Matthew Ramadan - District 7
Carol Kummer - District 8
Natalie Haas Steffen - District 9
James Nelson - District 10
Roger Williams - District 11
Marc Hugunin - District 12
Fred Perez - District 13
Lee Pao Xiong - District 14
Carolyn Rodriguez - District 15
John Conzemius - District 16
General Offices
Regional Administration and Planning
(651) 602-1000
Chair/Regional Administrator's Office
(651) 602-1554; by FAX (651) 602-1358
Environmental Services
(651)602-1005
Metro Transit
(612)349-7400
Metro Mobility Service Center
(651) 602-1111
Customer information on transit services for people
with disabilities '
Transit Information Center
(612)373-3333
Bus route and schedule information; trip -planning services"
Metro Commuter Services,:
(651) 602-1602s
Van and carpool registration; employer outreach
transit promotion
Web site: www.metrocommuterservices.org
Metro' A
(651) 602-1428
Affordable housing services for people with low incomes
Regional Data Center
(651) 602.1140 -
Reports, publications, maps and custom research services
Email: data.center@metc.state.mn.us
Metro Information Line
(651) 602-1888
24-hour regional public information
Public Comment Line
(651) 602-1500
24-hour public comment line on regional issues
Council Web Site
www.metrocoundi.org " p
For direct link to transit information: www.metotransitor
9u 5
MetroGIS Web Site f:
www.metrogis.org
To learn about available geographic data
www.datafinder.org s;
To request a full version of the 1999 Annual Reportl
call the Data Center at 651-602-1140.:')
The mission of the Metropolitan Council is to improve
regional competitiveness in the global economy so that
the Twin Cities area is one of the best places to live,; '
work, raise a family and do business.
44� Metropolitan Council
i� rmpmu regior al competftiueness in a global economy
(1--2a)
CITV OF
July 21, 2000 PLYMOUTR
SUBJECT: ` SITE PLAN AND CONDITIONAL USE PERMITS FOR RELIANCE
DEVELOPMENT CO., LLP (20004)
Dear Property Owner:
Pursuant to the provisions of the Plymouth Zoning Ordinance, this is to inform you of a
request by Reliance Development Co., LLP, under File 20004, for Site Plan and Conditional
Use Permits for retail development to include a bank, convenience store with fuel and car
wash, two drive-through restaurants, and a day care facility on property located at the
northwest corner of Highway 55 and Peony Lane.
Hennepin County records indicate your property is within 500 feet of the site of this proposal.
You are hereby notified of, and cordially invited to attend a Public Hearing to be held by the
Plymouth Planning Commission at 7:00 p.m., on Wednesday, August 2, 2000, in the Council
Chambers at the Plymouth City Center, 3400 Plymouth Boulevard. The public will be invited
to offer questions and comments concerning this application at that time, or feel free to call the
City Planning Department at 509-5450 for more information.
INFORMATION relating to this request may be examined at the Community Development
Information Counter (lower level), on Mondays and Wednesday through Friday from 8:00
a.m. to 4:30 p.m., and Tuesdays from 8:00 a.m. to 6:00 p.m., except holidays.
Sincerely,
ft �& (/ , '61 V1 W�
Barbara G. Senness
Planning Supervisor
20004propnotice3
Location Map -40000
Reliance Development
Company, LLP.1
Hwy 55 8 Peony La N. c. c-'
Request for a Site Plan 6 CUP's Co;
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City of
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Plyrtnuth, Minnesou c -i. Pueec se w•.vn�.,•�i„annow
PLYMOUTH A BeautifufPfaee 7o Line
3400 PLYMOUTH BOULEVARD • PLYMOUTH, MINNESOTA 55447-1482 • TELEPHONE (612) 509-5000
0;_1_-.,. www.d.plymouth.mn.us
CITY OF
July 21, 2000 PUMOUTR
SUBJECT: 'PRELIMINARY PLAT AND CONDITIONAL USE PERMIT FOR DUANE
STEGORA & VALERI NOSSOV (20098)
Dear Property Owner:
Pursuant to the provisions of the Plymouth Zoning Ordinance, this is to inform you of a
request by Duane Stegora & Valeri Nossov, under File 20098, for a preliminary plat and
conditional use permit for Stegora Addition for property located east of South Shore Drive and
north of 11'' Avenue. The preliminary plat would replat two existing lots into four lots, and
the conditional use permit would allow two new single family homes in the RMF -2 Zoning
District.
Hennepin County records indicate your property is within 750 feet of the site of this proposal.
You are hereby notified of, and cordially invited to attend a Public Hearing to be held by the
Plymouth Planning Commission at 7:00 p.m., on Wednesday, August 2, 2000, in the Council
Chambers at the Plymouth City Center, 3400 Plymouth Boulevard. The public will be invited
to offer questions and comments concerning this application at that time, or feel free to call the
City Planning Department at 509-5450 for more information.
INFORMATION relating to this request may be examined at the Community Development
Information Counter (lower level), on Mondays and Wednesday through Friday from 8:00
a.m. to 4:30 p.m., and Tuesdays from 8:00 a.m. to 6:00 p.m., except holidays.
Sincerely,
Barbara G. Senness
Planning Manager
20098propnotice
LocaOon Map 20098
Valeri Nossov 8 Duane Stegora w ww vw
10700 d 10704 11th Ave N. c' �""•tl"
a. cq aM.
Request lora PP/FP/CUP.
w. w.re ow.aw
].IMp M•.l
Wl. u.+q NM- eu.Y
Pl,nauth, Minnaou � •r, v,cwws.�waKn�.wm+
PLYMOUTH A Beautif of Place ?o Live
3400 PLYMOUTH BOULEVARD PLYMOUTH, MINNESOTA 55447-1482 • TELEPHONE (612) 509-5000
www.b.plymouth.mmus
CITY OF
July 21, 2000 PLYMOUTH+
SUBJECT: ' CONDITIONAL USE PERMIT FOR MARY LEUER (20099)
Dear Property Owner:
Pursuant to the provisions of the Plymouth Zoning Ordinance, this letter is to inform you of a
request by Mary Leuer, under File 20099, for a conditional use permit for more than one
accessory building located at 17435 Medina Road.
Hennepin County records indicate your property is within 500 feet of the site of this proposal.
You are hereby notified of, and cordially invited to attend a Public Hearing to be held by the
Plymouth Planning Commission at 7:00 p.m., on Wednesday, August 2, 2000, in the Council
Chambers at the Plymouth City Center, 3400 Plymouth Boulevard. The public will be invited
to offer questions and comments concerning this application at that time, or feel free to call the
City Planning Department at 509-5450 for more information.
INFORMATION relating to this request may be examined at the Community Development
Information Counter (lower level), on Mondays and Wednesday through Friday from 8:00
a.m. to 4:30 p.m., and Tuesdays from 8:00 a.m. to 6:00 p.m., except holidays.
Sincerely,
Barbara G. Senness
Planning Manager
20099propnotice
PLYMOUTH ABeau tifulPfaceToLive
3400 PLYMOUTH BOULEVARD • PLYMOUTH, MINNESOTA 55447-1482 • TELEPHONE (612) 509-5000
www.d.plymouth.mn.us
July 21, 2000
CITY OF
PLYMOUTFF
SUBJECT: ' CONDITIONAL USE PERMIT FOR U.S. WEST WIRELESS, LLC (20102)
Dear Property Owner:
Pursuant to the provisions of the Plymouth Zoning Ordinance, this letter is to inform you of a
request by U.S. West Wireless, LLC, under File 20102, for a conditional use permit to install
a 60 foot monopole antenna and related ground equipment located at 15395 31" Avenue North.
Hennepin County records indicate your property is within 500 feet of the site of this proposal.
You are hereby notified of, and cordially invited to attend a Public Hearing to be held by the
Plymouth Planning Commission at 7:00 p.m., on Wednesday, August 2, 2000, in the Council
Chambers at the Plymouth City Center, 3400 Plymouth Boulevard. The public will be invited
to offer questions and comments concerning this application at that time, or feel free to call the
City Planning Department at 509-5450 for more information.
INFORMATION relating to this request may be examined at the Community Development
Information Counter (lower level), on Mondays and Wednesday through Friday from 8:00
a.m. to 4:30 p.m., and Tuesdays from 8:00 a.m. to 6:00 p.m., except holidays.
Sincerely,
Barbara G. Senness
Planning Manager
20102propnotice
Location Map -20102
US West Wireless / um U. cea. Pun
15395 31st Ave N. mc. c°n'n'er"�
C.GryURequest /or a CUP. 'P. Unmvriei orrIP, PlsnneE IrEy.inal .q-3Ciu�n+as oCiry of��'Ply—th, Mi--,.Ic
P-I, PudrlSan�:PeWWlnsiitu.aW
PLYMOUTH A Beautiful Pface To Live
3400 PLYMOUTH BOULEVARD • PLYMOUTH, MINNESOTA 55447-1482 • TELEPHONE (612) 509-5000
® www.ci.plymouth.mn.us
CITY OF
PLYMOUTFF
July 21, 2000
SUBJECT: VARIANCE FOR MICHAEL REGET (20111)
Dear Property Owner:
This letter is written to inform you that Michael Reget, under File No. 20111, submitted a
planning application requesting approval for a shoreland variance to exceed the 25 percent
impervious surface coverage to put in an at grade swimming pool for property located at 5775
Annapolis Lane North.
Hennepin County records indicate your property is within 200 feet of the site of this proposal.
You are hereby notified of and cordially invited to attend a meeting to be held by the Plymouth
Planning Commission at 7:00 p.m., Wednesday, August 2, 2000, in the Council Chambers at
the Plymouth City Center, 3400 Plymouth Boulevard. While a formal Public Hearing is not
required, it is the City's policy to inform adjacent property owners/occupants of such
applications.
INFORMATION relating to thi' request may be examined at the Community Development
Information Counter, at Plymouth City Center on Mondays and Wednesday through Friday
from 8:00 a.m. to 4:30 p.m. and Tuesdays from 8:00 a.m. to 6:00 p.m., except holidays. If
you have any questions about the specifics of this proposal, please contact the Community
Development Department at 509-5400.
Sincerely,
Barbara G. Senness
Planning Manager
20111propnotice
PLYMOUTH A Beautiful Place To Live
3400 PLYMOUTH BOULEVARD • PLYMOUTH, MINNESOTA 55447-1482 • TELEPHONE (612) 509-5000
o'..., www.ci.plymouth.mn.us
sit
A
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Location Map -20111
Michael Regal /
-u
Annapolis Ls N.
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uest fora Variance.
Request
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City of
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P.1, Pugir/SwnPWicinstii�ionai
PLYMOUTH A Beautiful Place To Live
3400 PLYMOUTH BOULEVARD • PLYMOUTH, MINNESOTA 55447-1482 • TELEPHONE (612) 509-5000
o'..., www.ci.plymouth.mn.us
a1v of
PLYMOUTFF . .
July 21, 2000
SUBJECT: VARIANCE FOR SKYLINE DESIGN, INC. (20112)
Dear Property Owner:
This letter is written to inform you that Skyline Design, Inc., under File No. 20112, submitted
a planning application requesting approval for a shoreland variance that exceeds 25 percent
surface coverage for construction of a three -season porch for property located at 1224 Archer
Lane North.
Hennepin County records indicate your property is within 200 feet of the site of this proposal.
You are hereby notified of and cordially invited to attend a meeting to be held by the Plymouth
Planning Commission at 7:00 p.m., Wednesday, August 2, 2000, in the Council Chambers at
the Plymouth City Center, 3400 Plymouth Boulevard. While a formal Public Hearing is not
required, it is the City's policy to inform adjacent property owners/occupants of such
applications.
INFORMATION relating to this request may be examined at the Community Development
Information Counter, 'at Plymouth City Center on Mondays and Wednesday through Friday
from 8:00 a.m. to 4:30 p.m. and Tuesdays from 8:00 a.m. to 6:00 p.m., except holidays. If
you have any questions about the specifics of this proposal, please contact the Community
Development Department at 509-5400. , _, i I I I I I I , , , ,
Sincerely,
Barbara G. Senness, AICP
Planning Manager
20112propnotice
Location Map 20112
Skyline Design / i.ne uw oaa. Pw
1220 Archer 1-8N. cccoy C~
Request /ora Variance. cc, c� oe,
_ IP. P4meE IMnIriY
1�1y 0( •�• LAJ.I^�ni Nms
Phmoulh, Minnesota LhinpR
:::;, P -I, PudiUSami-PuplrllnsLiwora
PLYMOUTH ABeau ti}utPtace?o Live
3400 PLYMOUTH BOULEVARD • PLYMOUTH, MINNESOTA 55447-1482 • TELEPHONE (612) 509-5000
www.6plymouthnn.us
July 21, 2000
atv OF
PLYMOUTFf
SUBJECT: CONDITIONAL USE PERMIT FOR DAVID AINSWORTH (20113)
Dear Property Owner:
Pursuant to the provisions of the Plymouth Zoning Ordinance, this letter is to inform you of a
request by David Ainsworth, under File 20113, for a conditional use permit to construct a
1,170 square foot attached garage for property located at 950 Garland Lane.
Hennepin County records indicate your property is within 500 feet of the site of this proposal.
You are hereby notified of, and cordially invited to attend a Public Hearing to be held by the
Plymouth Planning Commission at 7:00 p.m., on Wednesday, August 2, 2000, in the Council
Chambers at the Plymouth City Center, 3400 Plymouth Boulevard. The public will be invited
to offer questions and comments concerning this application at that time, or feel free to call the
City Planning Department at 509-5450 for more information.
INFORMATION relating to this request may be examined at the Community Development
Information Counter (lower level), on Mondays and Wednesday through Friday from 8:00
a.m. to 4:30 p.m., and Tuesdays from 8:00 a.m. to 6:00 p.m., except holidays.
Sincerely,
MOW L(Xfin&"
Barbara G. Senness
Planning Manager
20113propnotice
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Locatfon Map -20113
David Ainsworth / tasa uw ewes wn
950 Garland La N. ccs
Request for a CUP.
a -t ass t
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Plymouth, Minnesota ;::., v -i, rwassm-vw�o��sswaaw
PLYMOUTH A Beautiful Place To Live
3400 PLYMOUTH BOULEVARD • PLYMOUTH, MINNESOTA 55447-1482 • TELEPHONE (612) 509-5000
www.6plymouthnn.us
645 East Wayzata Boulevard Wayzata, Minnesota 55391
1.877. WAY 1212 Toll Free www.wayl2.org
r .T •,
City of Plymouth
3400 Plymouth Blvd.
Plymouth, Mn. 55447
To Whom It May Concern:
952.473.7371
(I -3a)
WAY
IL2
Halfway House
July 19, 2000
This is to acknowledge receipt of your recent
check in the amount of $46.00 from funds raised at
the Plymouth Youth Benefit Concert on June 3rd.
There are many needs at Way 12, and this all
helps us to fulfill these needs. Thank you so much.
Sincerel ,
1 a Car 11
Administ tive Mgr.
25 years serving chemically dependent young people
(I -4a)
MINUTES
PLYMOUTH ADVISORY COMMITTEE ON TRANSIT
May 24, 2000
PRESENT Mike Cagley, Ralph Durand, Bill Magratten
Others Present - Barb Roberts
Councilmember Scott Harstad
Representing Metro Transit - Jeff Wostrel
Representing Laidlaw Transit Services, Inc. - Jim Baldwin
Representing Plymouth Metrolink - George Bentley
Committee Secretary - Patty Hillstrom
I. INTRODUCTIONS
II. APPROVAL OF MINUTES OF APRIL 26, 2000 MEETING
The minutes for the April 26, 2000 meeting were approved as written.
III. STATUS REPORT AND DISCUSSION ON ACQUISITION OF NEW
TRANSIT VEHICLES
Plymouth Metrolink is in the process of replacing the current fleet of vehicles and also
purchasing additional vehicles for the fleet.
The current fleet will be replaced with 10 Bluebird CS buses which are under
construction right now and five El Dorado buses. Six more medium sized buses (Trans
Shuttle) and two more El Dorado buses will be purchased.
The ten Bluebird CS buses are under construction right now and should be arriving in
September or October. The other buses have not been ordered yet because of the
funding process and timing concerns with the availability of federal funding.
IV. RIDERSHIP INFORMATION AND REVIEW OF RIDERSHIP STATISTICS
FOR APRIL, 2000
Bentley distributed ridership information to all in attendance and reported the following
statistics:
MINUTES - PLYMOUTH ADVISORY COMMITTEE ON TRANSIT
May 24, 2000
Page 2
• Dial -A -Ride has been steady and fairly consistent this year. Another Cable
Channel 12 TV commercial has been done promoting the summer fare card.
• There was a grand opening at the new activity center in May and hopefully the
ridership numbers on the Plymouth Flyer will increase.
• The Route 91 has shown a big upturn in ridership.
• The Route 92 ridership has stayed even.
• The ridership on Route 93 is down a little. There seem to be fewer riders on
Fridays.
Overall, ridership is very strong and at a high level compared to previous years.
V. IDENTIFICATION OF AREAS OF CONCERN AND/OR
RECOMMENDATIONS
Barb Roberts' Comments
• Roberts' inquired about the possibility of the 91C using the shoulder along
Hwy. 55 in the p.m. between Xenium and Fernbrook to avoid backups at the
traffic lights. Some drivers are already doing this.
Wostrel will refer this to Aaron Isaacs at Metro Transit for review.
• Roberts' gave accolades to Carmen Garcia who drives the 91C at 7:45 a.m.
Ms. Garcia is the best driver they have ever had.
Mike Cagley's Comments
• Cagley reported that he is hearing many comments from passengers about the
seats on the graffiti -proof buses. They are very uncomfortable.
Wostrel will check into possible replacement of the seats.
Bill Magratten's Comments
• Magratten distributed a copy of the Summary of Transit Commuter Benefit
Program from the American Public Transit Association describing the
Transportation Equity Act for the 21' Century. The new law allows employers
a deduction on their business income tax for benefits paid to employees that
commute to work by transit or eligible van pools.
DATEMP\052400.doc
MINUTES - PLYMOUTH ADVISORY COMMITTEE ON TRANSIT
May 24, 2000
Page 3
VI. DISCUSSION OF ROUTE RENUMBERING
The entire region will be going to three digit numbers before the end of the year.
Plymouth Metrolink is in the part of the region assigned numbers between 700 and 799.
The proposal from Bentley is to renumber Routes 91ABCDL to #770-774, Routes
92ACDRT to #740-744, and Routes 93ABCSL to #790-794. These numbers meet the
regional renumbering criteria and are currently available.
The renumbering has become necessary because the current system is running out of
numbers and has resulted in route number duplications in some cases.
By consensus, the Committee agreed with the proposed route renumbering effective
with the September, 2000 pick.
VII. REPORT ON STATUS OF BUS OVERCROWDING AND SERVICE ISSUES
FROM LAST MEETING
Bentley stated that the worst overcrowding is occurring on the Route 91C at the 4:35
p.m. and 4:40 p.m. pickups. Most of the passengers get on the first bus and avoid the
second bus. A survey was distributed on May 22, 2000 asking for riders input on
different options for resolving the overcrowding problem.
There are standing loads every morning on the 7:40 a.m. bus out of the Hwy. 73 and
Hwy. 55 park and ride.
The Routes 91C and 93A at 5:10 p.m. have overcrowding problems and will continue
to be monitored.
VIII. LEGISLATIVE UPDATE
The legislature approved and the governor signed the public finance bill which contains
language that gives Minnetonka and Shorewood until June, 2003 to decide whether or
not they want to opt -out. This action may have an effect on Plymouth Metrolink in the
future.
The legislature approved 19.4 million in regional bonding authority. Plymouth
Metrolink has no projects at this time that are dependent on those dollars but there are
other regional projects that use those dollars as matching funds for federal dollars. If it
had not been approved, there was a possibility that the Metropolitan Council would
DATEMP\052400.doc
MINUTES - PLYMOUTH ADVISORY COMMITTEE ON TRANSIT
May 24, 2000
Page 4
have been forced to go back through the evaluation process and Plymouth could have
been bumped off of the list for vehicle replacement.
IX. OTHER COMMENTS
Four applications have been received for open positions on the Plymouth Advisory
Committee on Transit. The applications will be reviewed at a City Council workshop
which is tentatively planned for sometime in June.
The next PACT meeting will be held on June 28, 2000 at 7:00 p.m. in the Bass Lake
Room on the lower level of the Plymouth City Hall.
Respectfully,
Patty Hillstrom
Committee Secretary
DATEMM052400.doc
DATE: July 21, 2000
TO: Dwight Johnson, City Manager
FROM: Laurie Ahrens, Assistant City Manager,�.�
SUBJECT: Update on Work of Fire Service Task /Force
You requested an update for the City Council on the work of the Fire Service Task Force.
On April 28, you appointed the following members to an ad-hoc Fire Service Task Force:
Anne Hurlburt, Community Development Director Co -Chair
Laurie Ahrens, Assistant City Manager Co -Chair
Rick Kline, Fire Chief
Dale Hahn, Finance Director
Jeanette Sobania, Human Resources Manager
Gretchen Hurr, Fire Administrative Officer
Tom Vetsch, Public Works Superintendent
Scott Webb, Police Lieutenant
The first meeting of the Task Force was held with the City Manager and Public Safety
Director to discuss and clearly understand our charge. We were asked to provide
information and recommendations on the following issues:
• How will fire services be delivered? Should we use a paid -on-call, duty crew,
full-time, or some other combination of approaches to provide service? What
will be the approach to maintain current levels of service? What could be the
approach to increase levels of service if that is desired?
• What steps should be taken to ensure that the City has the work force required
to staff the fire service, whichever approach is taken?
• How does our approach to providing fire service affect the need for and/or
location of a fourth fire station?
We began by developing a process for our study and established "ground rules" for the
conduct of our meetings. One of these ground rules was that no communication would
go to the City Manager, Public Safety Director, or firefighters until it had been reviewed
by and agreed upon by the Task Force. I mention this particular rule to identify that this
status report is solely from me and has not been reviewed by the Task Force.
The other ground rules are:
• Open and honest discussion; everybody participates.
• Communicate outcomes as a group.
• All ideas are to be considered.
• Open process and records.
• Respect areas of expertise (deal with issues; not people).
• Decisions made by consensus, support decisions of the group.
• Commit to attend meetings: At least 1 of the co-chairs must be present and
6 of 8 members.
• Have meeting agendas.
• Start and end meetings on time.
• Do your homework; respect deadlines.
Our next several meetings involved getting all members up to speed on issues and
concerns relating to the Fire Department. We reviewed and heard presentations on the
Sumek Fire Department study done in 1991, and on the three subsequent Fire Department
Profile Reports, as well as the most recent presentation made to the City Council. We
also developed the list of our evaluation criteria, by which all proposed solutions would
be evaluated (copy attached).
The Fire Service Task Force used a brainstorming process called "snowcards" to develop
a list of all possible, reasonable options. After preliminary discussion, a list of 62
possible ideas were prepared to address staffing (attached). This list has been amended
substantially over the past six weeks due to firefighter feedback, group analysis, and
further study.
Throughout the process, we communicated with all firefighters, as well as provided the
City Manager and Public Safety Director copies of all materials. Attached are copies of
three of the communications that were mailed to all firefighters. We also attended two of
the firefighter quarterly meetings to receive their feedback on the list of 62 ideas, as well
as additional suggestions. The Task Force met with firefighters for a total of 6 hours and
gained significant feedback. About 45 firefighters attended the meetings, and we
received e-mails from firefighters who were unable to attend. A copy of their comments
is attached.
Over the past three months, the Fire Service Task Force has met 15 times, for 2 to 3 hours
each meeting. We are currently on a schedule of Tuesday and Thursday meetings from
12:30 to 3:30 p.m. In addition to the meeting times, we are spending considerable time
outside of the meetings conducting surveys, assembling and analyzing data, running
financial projections, doing research, and reading. I mention the amount of work that the
members have put into this project for two reasons. First, to assure you that the Task
Force has taken this project very seriously and that a well-founded and well -reasoned
recommendation is our goal. And second, to let you know that the Task Force has made
one conclusion -- there is no "magic pill" or one simple solution that will solve our
staffing problems in a long-term way. For every solution that is found, two more
questions are asked. I believe our recommendation will involve an ongoing, multi-
faceted approach to address various staffing needs. Monitoring and analysis will need to
continue in the future.
Although you had initially requested that the Task Force provide a recommendation by
July 1, Anne and I discussed with you in late June that we simply were not far enough
along with our research to meet that deadline. At our meetings next week, each Task
Force member will present their recommended proposal for resolving the issues, using
the criteria for evaluation. Our goal is to make a preliminary recommendation to you in
about a week, so that you can consider our recommendation for possible incorporation
into the 2001 proposed budget. Our final report with documentation and analysis could
take another couple of months to complete.
As I said earlier, we view this problem as long-term in nature, and it will need to be
monitored and evaluated in the years ahead. A complete and well-founded record of the
Task Force's work will aid the Fire Department, the City Manager, and future City
Councils in considering these issues.
DATE: April 28, 2000
TO: Rick Kline, Gretchen Hurr, Laurie Ahrens, Anne Hurlburt, Dale Hahn,
Jeanette Sobania, Scott Webb, Tom Vetsch
FROM: Dwight D. Johnson, City Manager
SUBJECT: Fire Service
The Council received a lot of new information on Tuesday, April 18`", relating to staffing
in our Fire Service. The Fire Chief expressed his concern both with overall staffing
levels and, more specifically, with our ability to respond appropriately to daytime
weekday fires. The options presented at that study session for further evaluation
included:
• Use of additional City Workers
• Enhancement of the Duty Crew Program
• Addition of Full -Time Staff Members
• Expansion of Recruitment Efforts
• Renovation of One or More Fire Stations
• Partnership with Area Businesses
In addition to the options presented, several additional options could be considered:
• Pool daytime firefighters (either career or paid -on-call) among two or more area
cities
• Examine the turnover rate in the Fire Department and devise strategies to mitigate
it. Look at current demographics of firefighters to see is high turnover is likely to
continue.
• Survey the firefighters or use focus groups to see what barriers exist for daytime
response and devise a strategy to address them.
• Consider significantly higher pay rates for firefighters.
• Consider adding benefits for firefighters
• Development of affordable housing near fire stations could be reviewed further
The Council has asked that the staff have its recommendations on these or other options
ready for the 2001 budget process. The Fire Department provides an indisputably vital
public service. It is important that all City Departments cooperate on a solution. Various
City departments have expertise and resources that could help make one or more of the
options a reality. I believe that with key staff members from different departments
working together with the Fire Department, we can craft the best possible solution(s) to
the problem.
Accordingly, I am appointing each of you to a task force to work on this issue. I am
appointing Laurie Ahrens and Anne Hurlburt as co-chairs of the work group. The charge
to the task force is to
1. study and identify the staffing problems with factual data and evaluate the current and
future risk to life and property in the City;
2. evaluate the options noted above as well as any others, and,
3. make at least a preliminary report on recommendations to the Public Safety Director
and myself by July 1, 2000.
I would encourage all of you to think "outside the box" and to discard any initial
inclination you may have for or against any solution. The Council and I share the view
that an ineffective Fire Department is not an option for the future.
Thanks to all of you for being willing to work together to provide the Council and the
public with the best possible solutions. I will look forward to your recommendations
with interest.
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DATE: May 24, 2000
TO: Plymouth Fire Department
cc: Dwight Johnson, Craig Gerdes
FROM: Fire Service Task Force
SUBJECT: Communications from the Task Force
The Fire Service Task Force was recently appointed by City Manager Dwight Johnson to study
Fire Department staffing options. The Task Force had its first meeting on Tuesday, May 9, to
review its charge and get organized. We will be meeting almost every Tuesday between now
and July 1, when our preliminary recommendations are due to Dwight and Public Safety
Directory Craig Gerdes. The Task Force is not a decision-making group, we will only be
making recommendations.
Members of the Fire Department may have concerns and questions about this study. All of the
Task Force members agree that regular communications with everyone involved is key to a
successful outcome—creatively working together to find ways to staff effective fire services for
the City of Plymouth.
In the future, we will be posting the notes of each of our meetings at all fire stations, as a way
to share information about our progress. We may be seeking out some of you for more direct
participation, as we determine what information we need. We encourage anyone who has
ideas or input on the staffing issue to share your ideas with any one of the Task Force
members. We've agreed, as part of our "ground rules", to give all options due consideration
and to have open and honest communications.
Feel free to contact any one of the Task Force members with your questions or comments:
Name
Title Phone
E -Mail
Rick Kline
Fire Chief 509-5121
rkline@ci.plymouth.mn.us
Gretchen Hurr
Admin. Fire Officer 509-5132
ghurr@ci.plymouth.mn.us
Laurie Ahrens
Assistant City Manager 509-5052
lahrens@ci.plymouth.mn.us
Anne Hurlburt
Community Development 509-5401
Director
ahurlbur@ci.plymouth.mn.us
Dale Hahn
Finance Director 509-5301
dhahn@ci.plymouth.mn.us
Jeanette Sobania
Human Resources Manager 509-5070
jsobania@ci.plymouth.mn.us
Scott WebbPolice
Lieutenant 509-5188
swebb@ci.plymouth.nm.us
Tom Vetsch
Public Works Su erintendent 509-5991
tvetsch@ci. 1 mouth.mn.us
DATE: June 4, 2000
TO: Plymouth Firefighters
FROM: Fire Service Task Force
SUBJECT: Communications from the Task Force
The Fire Service Task Force has heard presentations by Rick Kline and Gretchen Hurr on the
past profile committee reports and the most recent staffing report.
We have decided that in order to consider options to address staffing, we need to first clarify
the task force goals and establish criteria by which all proposed solutions can be evaluated.
The Task Force has received some direction from the City Manager and Public Safety Director
about their expectations of the Task Force. As we see it, we have been asked to provide
information and recommendations on the following issues:
• How will fire services be delivered? Should we use a paid -on-call, duty crew, full-
time, or some other combination of approaches to provide service? What will be
the approach to maintain current levels of service? What could be the approach to
increase levels of service if that is desired?
• What steps should be taken to ensure that the City has the work force required to
staff the fire service, whichever approach is taken?
• How does our approach to providing fire service affect the need for and/or location
of a fourth fire station?
At our last meeting, we developed and agreed on criteria by which we will measure and
evaluate all options. Those are:
1. Type and level of services offered meets expectations of the City Council and
residents.
2. Comparison of type and level of services with those of communities of Plymouth's
size and type (meeting "industry standard").
3. Financial impact on City of Plymouth taxpayers/City budget.
4. Financial impact on private property owners (i.e. insurance costs, fire loss, etc.)
5. Deliver services in the most efficient way possible (get the most bang for the buck).
6. Recognize the changing characteristics and needs of the labor force.
7. Protect the safety of fire service personnel.
8. Good "fit" with physical layout of the City and its facilities.
9. Legal
10. Acceptability and practicality.
11. Accountability.
Discussion has been held on acceptable service levels. At upcoming meetings we will
brainstorm a list of all possible solutions and begin the evaluation process.
We encourage anyone who has ideas or input on the staffing issue to share your ideas with the
Task Force members. We've agreed, as part of our "ground rules", to give all options due
consideration and to have open and honest communications.
Feel free to contact any one of the Task Force members with your questions or comments:
Name Title
Phone
E -Mail
Rick Kline Fire Chief
509-5121
rkline@ci.plymouth.mn.us
Gretchen Huff Admin. Fire Officer
509-5132
ghurr@ci.plymouth.nm.us
Laurie Ahrens Assistant City Manager
509-5052
lahrens@ci.plymouth.nm.us
Anne Hurlburt Community Development
Director
509-5401
ahurlbur@ci.plymouth.mn.us
Dale Hahn Finance Director
509-5301
dhahn@ci.plymouth.nm.us
Jeanette Sobania Human Resources Manager
509-5070
jsobania@ci.plymouth.mn.us
Scott Webb Police Lieutenant
509-5188
swebb@ci.plymouth.nm.us
Tom Vetsch Public Works Superintendent
509-5991
tvetsch@ci.plymouth.nm.us
cc: Dwight Johnson
Craig Gerdes
2
MEMO
CITY OF PLYMOUTH
3400 PLYMOUTH BOULEVARD, PLYMOUTH, MINNESOTA 55447
DATE: June 23, 2000
TO: Plymouth Firefighters
FROM: Fire Service Task Force
Name
Title
Phone
E -Mail
Rick Kline
Fire Chief
509-5121
rkline@ci.plymouth.mn.us
Gretchen Hurr
Admin. Fire Officer
509-5132
ghurr@ci.plymouth.mn.us
Laurie Ahrens
Assistant City Manager
509-5052
lahrens@ci.plymouth.mn.us
Anne Hurlburt
Community Development
Director
509-5401
ahurlbur@ci.plymouth.mn.us
Dale Hahn
Finance Director
509-5301
dhahn@ci.plymouth.mn.us
Jeanette Sobania
Human Resources Manager
509-5070
jsobania@ci.plymouth.mn.us
Scott Webb
Police Lieutenant
509-5188
swebb@ci.plymouth.mn.us
Tom Vetsch
Public Works Superintendent
509-5991
tvetsch@ci.plymouth.mn.us
SUBJECT: Options under Consideration to Address Staffing Issues
The Fire Service Task Force has completed the initial identification of options to address staffing
issues. Although none of the options has had in-depth study, each has received some discussion
and debate by the task force members. This list is the result of several brainstorming sessions,
and several suggestions forwarded by firefighters have been incorporated in the list.
We would very much welcome your input. At this stage of our task force work, we would like to
hear if you have any ideas that do not appear on this list. We would also like to know if there are
options on this list that you particularly favor, as well as items that you would like to see
removed from consideration. These options are in no particular order, and you may see some
overlap of topics. The list is numbered only to aid in reference and discussion.
We plan to attend your quarterly department meetings on June 28 and look forward to receiving
your comments. We have also attached a comment form if you prefer to submit your comments
in writing. You can complete the form and mail it in, or turn it in at the quarterly meeting.
Wages and Benefits
1. Increase paid -on-call wage.
2. Longevity pay and incentives after 10 years of service.
3. Expand pension, i.e. 21 years = 105%; 22 years = 110%, etc. for 5 years.
4. Shift differential for day -time response.
5. Performance-based bonus (lump sum end of year).
6. Expand deferred compensation through City contribution.
7. Expand child care to more providers and promote it as a benefit.
8. Tuition reimbursement program.
9. Cafeteria benefit plan.
10. Health insurance, life insurance, disability insurance.
Hiring/Recruitment
11. Give incentives for hiring firefighters with previous experience.
12. Welcome Wagon = Fire Truck.
13. Work with local businesses.
14. Target people relocating; new residents; homesteads.
15. Expand recruitment to target demographic most likely to sign up (younger, students, etc.)
16. Focus on second and third shift Plymouth businesses.
17. Hiring/signing bonuses.
18. Develop program to rehire the retired.
19. Periodically survey other departments and do successful things.
20. Hold mini open houses at each station.
21. Put the telephone number on the fire trucks.
22. Assign duty crew recruiting activities.
23. Award cash for a successful referral.
24. Recruit at major events.
25. Recruitment video.
26. Recruitment brochure in New Resident Packets.
27. Recruit former firefighters.
Increase # Personnel
28. Hire one full-time person to do recruitment, training, and supervise duty crew.
29. Add 2 paid firefighters for duty crew coverage.
30. Hire 8 or 12 full-time firefighters (8 hr. shifts or 12 hr. shifts).
31. Add 2 full-time job sharing positions (i.e. firefighter/CSO).
Duty Crew
32. Advertise and hire firefighters to strictly staff the duty crew.
33. Add supervision for duty crews (full-time or paid -on-call supervisors).
34. Add "stuff' available to those on duty crew (computers, resources, food, telecommuting).
3 5. Expand duty crew from 12 to 24 hours per day.
36. Increase in-house training during duty -crew hours.
37. Allow increase in weekly scheduled shift time for duty crew members beyond current 18
hour limit.
38. Allow duty crew participants to live anywhere.
39. Joint duty crew with other department(s).
Retention
40. Reduce the required time commitment of paid -on-call firefighters.
41. Look at education incentives (like military - build up a fund over time).
42. More recognition (ie. include fire personnel in City employee recognition events, and/or
increase family involvement in events.)
43. Increase efficiency of training.
Joint Powers
44. Create firefighter pools with adjacent cities and include duty crew.
45. Daytime response with another department - expand automatic mutual aid.
46. Full-time firefighters in partnership with another City - Maple Grove.
Operations
47. Reduce extra duty (no hazmat or rad); basic service only. Should hazmat be mitigation or
operational level?
48. Renew program to reduce false alarms.
49. Have others (police, CSO, ?) respond to some calls that now go to fire department.
50. Increase fire prevention and education to decrease need/demand for fire response (i.e.
detectors in every house, alarms, increase use of sprinkler systems).
51. Computers in the stations (city use and telecommuting).
52. On-line training.
53. E-mail for firefighters for increased communications.
54. Decentralize administration.
Housing
55. Underwrite rent cost for firefighters.
56. Help firefighters with downpayment for house purchase.
57. Remodel station(s) to have living quarters.
58. Addition of dorm style housing for night response.
59. Develop housing with new fire station.
Use City Employees
60. Allow/encourage city employees to become Plymouth firefighters, respond to working
fires, and work duty crew shifts.
61. Incentives for existing city personnel to train (tuition reimbursement) and respond to calls
during day -time hours.
62. City employees from other fire departments with Firefighter I training could respond to
day -time fires and/or work "x' duty -crew shifts per month.
Please complete and return to: Laurie Ahrens, City of Plymouth, 3400 Plymouth Blvd.,
Plymouth, MN 55447 or drop off at City Hall. Thank you for your input!
Comment Sheet:
Please list additional ideas that you believe could address staffing that do not
appear on this list:
Please indicate the first 3 or 5 options that you believe the Fire Service Task
Force should study to most effectively address staffing issues:
Please list any options that you believe should be removed from the list
without additional study and a brief reason why:
Other comments:
Comments from Firefighter Meetings
11 a.m. Meeting with Firefighters
Support incentive pay for qualifications (ie water rescue, EMT, similar to hazmat).
Increasing the paid -on-call wage will not address the staffing problem.
Firefighters are drawn in by the excitement of the job.
Time commitment is biggest difficulty.
The child care benefit is good.
10 firefighters have left in the past 5 months due to time commitment problem.
Firefighter with 20 years in stayed on the department because of the duty crew program.
There is a lot of training in this department; the first year has a particularly big time commitment.
Time expected of firefighters is 6 to 10 hours per week. First 2 years are huge time commitment.
In-house training would be better and would save time.
It's good to have a tough first year or so, so you know people are really committed.
We get a lot of calls, but the real fire activity has significantly dropped off over the years.
We are not over -trained.
Expanding pension is a big one for keeping 20 -year people.
The possibility of pension increase has helped me stay after 20 years.
People with less than 8 years don't care about the pension; that comes later.
Cafeteria benefit plan and health, life, and disability insurance could be good for recruiting and
attracting students.
We fill the duty crew the best we can. Duty crew spots that are open, will just be open because
there is no one to do it.
A firefighter's family and their primary job come first before being a firefighter.
Within the next 5 years, 20 to 25 new firefighters will be needed.
The duty crew has their hands full.
Recruitment doesn't work by having firefighters sit at a table in front of Rainbow.
A number of firefighters have moved out of the City, but would come back to work duty crew.
There is a problem with firefighters who have left and now want to come back because of the
pension amount. Perhaps current years of service would be at the new pension rate and old
service years would remain at the old rate when they left the department.
More firefighters would come back with a higher wage, rather than pension increase.
Allow first 5 years at higher hourly rate with no pension, then allow firefighter to choose
whether to switch to pension system after 5 years and stay another 20 years.
Enter into 10 -year contract with firefighters.
Police/CSO could respond to illegal burn calls.
Police/CSO could respond to calls where a woman has been hearing her alarm for 6 hours.
Police/CSO could respond to alarm sound next door in apartment/townhome.
It would be nice to have multiple location duty crews.
It is not a need to decentralize administration; believe Rick and Gretchen have their hands full.
Housing in the stations a good idea; build barracks into Station 4.
Offer City jobs to existing firefighters.
Businesses used to have more community involvement and allow their employees to respond to
fire calls; few/none do today.
Someone other than the Fire Chief should approach businesses about new firefighters and
allowing them to respond.
-1-
Support for reduction in water/sewer bills or tax cut for businesses that allow firefighters to
respond and for firefighters.
The ISO rating may be a selling point to get businesses to participate.
We're not particular or greedy about who new firefighters are; we need people.
Support for personal use of computers in stations.
Don't like to sell raffle tickets to support Relief Association fund. Would City give this $
instead?
Need help with recruitment; duty crew can't do it all.
Everyone wants to be a full-time firefighter, and people talk about Plymouth going to full-time
one of these days.
Feel we supervise each other well and the duty crew works well -- we don't need more
supervisors.
We know what to do; don't need to be babysat.
We need more firefighters; 2 in/2 out; someone will get hurt.
Minnetonka has over 100 firefighters; Golden Valley and Maple Grove can get firefighters; don't
know what Plymouth's problem is.
Support for supplementing the duty crew with two paid positions; need dependable force; just
don't have people available during the day.
Don't believe there would be a problem mixing full-time with paid -on-call; Gretchen does it
now. Good incentive for paid -on-call who want to become career firefighters.
Extra supervision is not needed; new positions should be workers; not supervisors.
It is important that the same duties are done by full-time and paid -on-call. Different pay is not as
much an issue as the same work being done.
75% of our firefighters would want to be full-time; I'd sell my first kid to be a career firefighter.
If duty crew is fully staffed, the service level is good.
Support allowing firefighters to work more than 18 hours in duty crew; this should be the first
thing considered.
The 6 a.m. to 9 a.m. shift is a problem.
Ron Lymer was a good recruiter; retired now.
Support for expanding the duty crew from 6 a.m. to midnight.
There has always been a split between day and night responders.
Firefighters don't currently run medicals, but are trained to do so.
Duty crew should automatically respond to critical medical calls (heart, personal injuries,
difficulty breathing).
In the past, firefighters have responded and "rubbed noses" with police.
We're bored now; we do training but need actual experience.
Firefighters are all trained First Responders, and a couple of EMTs.
Fire has defibrillator same as police.
Fire should get only higher priority medicals; let police respond to "bee stings."
Education incentives should only be considered for high performers.
A lot more emphasis should be placed on spouse and family; spouse dinner. Plymouth used to
have a firefighter spouse group.
Firefighters used to socialize together more; softball teams; party on weekends.
Use firefighter and spouse for recruitment; there is a family commitment.
Are exit interviews done and what do they say?
-2-
It is tricky to coordinate joint powers with other cities. A joint fire station would have a lot of
issues.
While we work a lot with Maple Grove, we should explore other cities as well; don't tend to
work with others as much.
Every department is operationally different and have different equipment; challenging.
Computers in the stations are good idea; e-mail for firefighters good idea; Firefighters could do
their own fire reports in the station.
Hazmat/rad is optional for firefighters; would take a step back as a department to reduce this
service. It is something we do that other cities don't. There are currently 15 people on haz mat.
Regular firefighters can get 30 days in a year not to meet the response commitment; duty crew
doesn't get the same deal.
7 p.m. Meeting with Firefighters
Would like to see no 3 -day waiting period for work comp, police officers have this in their
contract.
Two firefighters were injured recently and relief is limited by statute.
Support for increase in hourly wage each year.
Support cafeteria benefit plan.
What is our status? Volunteer? Part-time? Confusion among new firefighters and the public.
Supplemental insurance is important.
As state allows maximum pension to increase, City should contribute to Relief Association to
support the maximum pension.
Relief Association is getting new actuarial study done now and working on bylaws. Support
City contribution to stay at max of pension.
It is difficult to stay in Plymouth due to housing costs (student). I would like part-time job and
benefits rather than a pension.
Encourage City to participate in actuarial study.
Reduce the vesting years.
Shift differential is a bad idea; it will set up an "us versus them" situation.
Opposed to shift differential. Those of us not available during the day won't have opportunity to
participate.
Most industry pays shift differential for 3rd shift; this would just be the reverse.
I'm self-employed and my available relates to how I control my own time. If hourly wage was
closer to my full-time job, I would work some day -time duty crew hours.
Higher hourly wage option with no pension would be good option for new firefighters who
would have more $ for school.
My son is getting a higher hourly wage than I am; benefits should also be considered.
It is important to give options; support cafeteria plan.
Important to allow change in plan as life changes.
Support recruiting at major events; had to pay for booth at Music in Plymouth.
Tonight two firefighters left after 10 years, what would have kept them?
Department has gotten involved in specialized services that pull us away from our primary job of
fire suppression.
-3-
Need to consider the level of service desired; then decide how to get there. We don't know what
level of service is desired.
Believe that residents assume we have a full-time department; city should engage in greater PR
campaign that we are paid -on-call.
Firefighters who start working their job in Plymouth in the morning, may be traveling elsewhere
during the day; not all jobs are conducive to responding to fires.
Recognize businesses for their support of the fire department.
I work at Wayzata Schools and it is a union issue which doesn't allow me to respond to fires.
When I started working at a private company I could respond to fires; now we're too busy.
Recognize employers of firefighters whether or not they allow them to leave work to respond to
fires; firefighters are tired at work after responding during the night.
Hold recognition breakfast for employers.
I was a finalist for a job in Brooklyn Park, but was not selected when they learned I was a
firefighter.
Progress Casting and Dana didn't let me leave work to respond to fires.
Compliment to City of Plymouth for allowing employees to respond to fires; how can we expect
other businesses to do it when we don't show example.
Assigning the duty crew recruitment activities is a good idea.
There are citizens who have a number of years in with other departments; they should be
recruited; transfer and years of service/pension becomes an issue.
A lot of schools in area with janitors; might be good recruitment.
Rehiring the retired is a good idea.
Don't put telephone number on the trucks; people will think they should call it instead of 911.
Believe we need a few full-time personnel to work from 6 a.m. to ?
I'm a rookie and several times I've been the only one to respond at 6 a.m.; I'm not yet at a level
to do everything.
Police handle medical calls now; golden hour; significant difference the sooner we get there.
Good recruitment tool to hire within; should only hire from within.
Good incentive for paid -on-call to move into full-time.
Don't hire any outside person for full-time positions.
Support for hiring 1 to 2 full-time people on day shift to fill the shifts. We have crisis during
daytime response.
City needs to first set the level of service desired.
We have early morning holes.
In the past, firefighters couldn't get public works jobs with the City.
Edina pays their full-time and paid -on-call the same wage.
People have a full-time department expectation of service.
Longer duty crew shifts would help; there are firefighters who would sign up for an 8,9, or 12
duty crew shift.
Strong support for allowing increase in weekly scheduled shift time for duty crew beyond 18
hours.
Computer in stations would be benefit to firefighters who do computer work for the department,
i.e. inventory.
Hiring firefighters to strictly work duty crew and allowing duty crew participants to work
anywhere, doesn't help with call backs.
Do not support joint duty crew; pay taxes in Plymouth and want to donate my time here.
-4-
We don't need more supervisors.
Reducing the required time commitment of paid -on-call firefighters and increasing efficiency of
training are important to address time concerns.
Could be a problem with duty crew personnel, not knowing their level of training.
Have more full-time help with training; efficiency has been improved greatly by Gretchen with
training outlines, but could be even better.
Training should be consistent.
Support internal training.
Joint powers is good on paper; training issue with equipment and operations.
Maybe our level of service is to have one duty crew on at all times in the City.
All departments have low daytime response so doing daytime response with another agency
won't work.
Joint powers is messy and hard to administer.
How would feel if you called for the fire department and another city's truck pulled up?
Have we exhausted all possibilities of how other departments work? Staffing problem isn't new.
Has City Manager or City Council seen the reports about the staffing problems?
Support task force work; as a taxpayer I appreciate a multi -disciplinary approach to problem
solving. Firefighting is proud, volunteer tradition. We need help; hard to swallow that.
If we build Station 4, don't believe we could staff it.
Afraid we won't expend significant $ and not be able to use the station.
It is better to put $ toward staffing than building another station.
I live in that area and believe station is needed.
If there was a 24-hour duty crew, could they sleep? suggested work first 2 hours, then sleep rest
of shift.
Support longer shifts and sleeping facilities available.
Some people will only show up for calls and not work duty crew.
My wife sleeps through night calls; my wife wouldn't like me gone for the whole night.
We need to do what other cities have done successfully.
Focus on the day -time problem.
There are also some night response problems; officers have experienced problems around the
clock at times.
Don't go back to mandatory duty crew.
Don't go to night duty crew; I joined to respond to fires; problem getting in minimum response
requirement if not paged for night calls.
False Alarms are a problem - we get penalized if we don't go to the stations; frustrating to
respond to false alarms; not many people respond to false alarms.
Need to aggressively address false alarms; send fire inspectors out after each call.
$ from false alarms should go to fire budget.
Hazmat/Rad is voluntary commitment.
Police already took away the CO alarm calls.
Have fire department respond to some calls that now go to police.
We need more to do; let us respond to medicals.
On a lot of calls, police come to firefighters and say they're busy, can we clear from scene; we
have good relationships between fire and police.
Many times I'm on the duty crew and there is a serious medical a few blocks away. I was denied
to respond by the police. We're in-house and trained, why don't the police use us?
-5-
Not as good of working relationship with police department as it could be.
We have good relationship with police and they are appreciative of our assistance.
Support telecommuting, but there have been times when firefighter had to bring other work to
duty crew and instead washed trucks or mopped the floors.
Concern that telecommuting would be in-house trouble; take off the list.
Give the duty crew more assigned projects.
You're paying me so I should be working the whole time I'm there versus work for the first hour
and then do your own work.
Need a structure at Fire Station 2 to do training; City doesn't want us to construct permanent
structure.
We need to do live fire training; perhaps combine with other cities.
Consider tax rebate or reduction in utility bills for firefighters.
All options related to housing are for people who don't already own a home.
Consider the Mankato firefighter housing model.
Support allowing firefighters to become city employees.
Post City jobs listings at the fire station.
I was told that if I'm a firefighter, I can't work full-time for the City.
For larger incidents, have City bring in support crew (public works) to help pickup hose, cleanup
and restore equipment to service.
We are using a maintenance person for full-time for fire equipment; one person could be hired as
fire mechanic and also respond to fires; help public works on as needed basis.
Hiring one person to do training is a good idea.
Consider shared maintenance/firefighter position; Minnetonka has this.
Consider extra pay for working on holidays.
INN
CITY OF
July 19, 2000 PLYMOUTH
Henry Willegalle
1525 Juneau Lane
Plymouth, MN 55447
SUBJECT: Residence at 1517 Juneau Lane
Dear Henry:
Recently you made several inquiries of City Council members and staff concerning the
property located at 1517 Juneau Lane. Council Member Kelli Slavik has asked that we
prepare a letter to you setting out the status of the property based on our review of City
records and ordinances.
Foremost among your concerns has been the manner in which the property is allowed to
operate as a duplex. In order to explain why the property is allowed to operated as a duplex
we must review the history of this property.
The current structure at 1517 Juneau Lane was moved from Minneapolis to the property in
1962. Enclosed is a copy of the minutes of the Town of Plymouth board meeting which
approved the moving of the home on January 9, 1962. The approval was subject to agreement
between the owner and the Building Inspector "as to the set -back for the home from the road
right-of-way line."
The Town of Plymouth Zoning Ordinance, which was adopted in 1949, would have governed
the relocation of this structure. The provisions of that ordinance allowed for private dwellings
or two family dwellings if the lot was `/2 acres or larger. The minimum lot frontage was 60
feet. The minimum front yard setback was 35 feet, and the side yard setback was a minimum
of 10 feet. This property is less then %2 acre, and it has a frontage of only 50 feet. The side
yard setback on the south side is only 6 feet. The 1949 ordinance did allow the Town Board to
grant exceptions from any of these requirements by "Special Use Permit." While the Town
Board minutes do not refer to any particular exceptions or even to a Special Use Permit, it
does appear that the structure that they approved is the one that exists today, based upon the
survey dated prior to the Town Board action (December 7, 1961) found in City files (copy
enclosed.)
PLYMOUTH A Beautijuf l'iace To Live
3400 PLYMOUTH BOULEVARD • PLYMOUTH, MINNESOTA 55447-1482 • TELEPHONE (612)S09-5-_-)0
�,..�:.,.•v . www.6plymouth.mn.us
Whether the structure had three dwelling units in it when it was moved onto the property, or
altered at some later date, cannot be answered from reviewing city records. The structure as
shown on the survey is of the same square footage as now exists. City building inspection
records include the building permit that allowed the moving of the house to the site, and for
an addition to the front of the house to create an entry facing Juneau Lane. There are no other
building permits on file that would indicate other (permitted) alterations to the property.
In our conversations with you about the property, you indicated that the former owner used
the property for more than one dwelling unit, usually for family members. So it appears that
the use of the property as a multiple -unit dwelling had been known by neighbors for some
time prior to the former owner's sale of the property in 1997.
In 1997, the current owner, Jafar Qurbanzadeh, requested that the city determine how many
dwelling units could legally exist at 1517 Juneau Lane. Mr. Qaurbanzadeh's mortgage
company required this information in order to provide financing for his purchase of the
property. At that time city staff reviewed all known records concerning this property as well
as the zoning ordinance of 1949. As city staff was unable to determine that three dwelling
units had ever been approved, a decision was made that the maximum number of dwelling
units allowed would be two. This was the maximum allowable number of dwelling units
under the zoning ordinance in effect at the time the Town Board approved the moving of the
house to this location. As such, the current structure and its use as a two-family dwelling is
considered as legally non -conforming, often referred to as "grandfathered", under the City's
zoning regulations.
You have indicated that you believed that there was a conditional use permit or some other
such zoning permit issued to allow the use of this structure as a rental property, and that such
permit would be expiring or could be revoked by the City. Other than the 1962 Town Board
approval, we can find no record of any such permit. The status of the property as a non-
conforming use cannot be revoked by the City and must be allowed to continue consistent
with section 21100 of the current zoning regulations. If the building would be damaged.to the
extent of fifty (50) percent of its value the City could require restoration in conformance with
current ordinances.
Housing Inspector Warren Kulesa has inspected the property at 1517 Juneau Lane at least six
times since Mr. Qurbanzadeh purchased the property in March 1997. During these
inspections he found that the property was being used as a two-family dwelling. The rental
housing license for the property is current and code requirements are met. Additionally, city
Assessing Division staff members have also been inside the building, and have noted that the
third dwelling unit is not occupied. The taxes for this property are based on its current use as
a two -unit rental property.
With regard to the complaints you have concerning the behavior of the tenants I would
strongly advise you to contact the Public Safety Department if you feel the behavior violates
the law. Vehicles parked over the lot line, loud parties and other such activities should be
reported to the Police Department. With regard to bon fires, the City Code does alloNv
recreational fires without the issuance of a permit. These fires are to be located in a fire ring
or border which is no more then 3 foot in diameter. Again, should the occupants build a fire
which you believe to exceed this size, I would recommend that you contact the Police
Department.
This letter should document our answers to many of the questions you have raised regarding
the history and use of this property, as well as identify the actions for you to take when you
believe a violation of city code is occurring. If you seek need additional information or have
other inquiries please contact me directly at 509-5401.
Sincerely,
Anne W. Hurlburt, AICP
Community Development Director
Cc: Mayor and City Council
Dwight Johnson, City Manager
File
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CERTIFICATE OF, LOCATION OF BUILDING
I hereby certify that om1Q----7 19-Gi- I
inade a survey of. the proposed location of the building
on the above described property and that the location
of said building is correctly. shown, on the above plat.
CERTIFICATE OF SURVEY
I hereby certify that'o �) Fla , -7 —9J2 ( I
surveyed the property described above and that the
above plat is a correct representatibn of said survey.
Metropolitan Council
Working for the Region, Planning for the Future
I. CALL TO ORDER
II. APPROVAL OF AGENDA
III. APPROVAL OF MINUTES
IV. PUBLIC INVITATION
METROPOLITAN COUNCIL MEETING
Wednesday, July 26, 2000
Council Chambers
3:00 P.M.
AGENDA
Metropolitan Council Meetings of July 12 and 19, 2000
Invitation to interested persons to address the Council on matters not on the agenda
(each speaker is limited to a five-minute presentation).
A. 2000-337 Resolution Recognizing the Contributions of Todd Morrison; Resolution No. 2000-23
V. BUSINESS Note: The Council always attempts to honor requests by the public to move individual items
earlier on the agenda when appropriate. Requests can be made through Sandi Lindstrom,
Council Recording Secretary, prior to the meeting at (651) 602-1390.
A. Consent List
Committee Consent List
SW 1. 2000-217 City of Minneapolis Joint Powers Agreement for 46`x' Street & 135W Traffic Study and
Community Input Process (Rich Rovang, 612/349-7684; Bill Foster, 612/349-7511)
2. 2000-277 Carver County Request for Land Acquisition Funds (Arne Stefferud, 602-1630)
3. 2000-329 Amend Scope of Work for Como Park Development Grant SG -96-25, City of St. Paul (Ame
Stefferud, 602-1630)
4. 2000-330 Request by City of St. Paul for Future Reimbursement for the Como Park Trail Tunnel Under
BNSF Railroad (Arne Stefferud, 602-1630)
Non -Committee Consent List
1. 2000-342 Crystal Comprehensive Plan Update, Referral No. 18112-1 (Linda Milashius, 602-1541)
2. 2000-345 Mendota Comprehensive Plan Update, Referral No. 16940-3, and Critical Area Plan, Referral
No. 16940-2 (Ciara Schlichting, 602-1380)
B. Report of the Livable Communities Committee - No Action Items
C. Report of the Management Committee
SW 1. 2000-347 Authorization to Enter into Contracts for Employment and Human Resources Legal Services
(Mark Thompson, 602-1105)
D. Report of Environment Committee
1. 2000-311 Authorization to Award Project and to Amend the Capital Budget for Minneapolis Meters
Improvements, Project 920700 (Bill Moeller, 602-4504)
E Report of the Rail Transit Committee
1. 2000-321 MAC/Metropolitan Council Funding Agreement (Mark Fuhnnann, 612/349-7701; Julie
Johanson, 612/349-7514; Gary Erickson, 612/215-8254)
F. Report of Transportation Committee
1. 2000-296 Grafitti Abatement & Resolution Concerning Recovery of Damages; Resolution No. 2000 -
(Dean Mooney, 612/349-7201; Vince Pellegrin, 612/349-5000; Art Leahy, 612/349-7510)
2. 2000-307 Approval of Pre-employment Background Investigations Contract with Tena InfoBureau
Services, Inc., Project No. 99060 (Art Leahy, 612/349-7510; Julie Johanson, 612/7514; Joe
Richardson, 612/349-7550)
3. 2000-319 2000 Quarterly Regional Transit Capital Budget Amendment (Mark Fuhrmann, 612/349-
770; Julie Johanson, 612/349-7514)
SW 4. 2000-336 Authorization to Award Control Center Construction Contract (Bill Foster, 349-7511; Rich
Rovang, 349-7684)
G Report of the Legislative Strategies Committee None
VI. OTHER BUSINESS
1. 2000-305 Plymouth Comprehensive Plan Update, Referral File No. 18208-3 (Jiro Uttley, 602-1361)
2. 2000-344 Oakdale Comprehensive Plan Update, Referral File 18148-1 (Greg Pates, 602-1410)
3. 2000-346 Briefing on Transportation Policy Plan Revision (Carl Olin, 602-1719; Nacho Diaz, 602-
1754)
VII. REPORTS
Chair
Council Members
Regional Administrator
VIII. ADJOURNMENT
SW Action taken by the Council and Committee the Same Week
* Additional materials included for items on published agenda
** Additional business items added following publication of agenda
RRegional Growth Policy
Committee
Meeting date: July 26, 2000
Agenda Item: 2000-305
Date: July 17, 2000
Subject: Plymouth Comprehensive Plan -- Referral File No. 18208-3
District(s), Member(s): Metropolitan Council District 1 (Saundra Spigner, 763-544-3049)
Policy/Legal Reference: Minn. Stat. § 473.864, Subd. 2 and § 473.175, Subd. 1
Staff Prepared/Presented: Jim Uttley, AICP, Principal Reviewer, 651-602-1361;
Eli Cooper, Director, Planning & Growth Management Dept, 651-602-1521;
Tom McElveen, Director of Community Development, 651-602-1306
Division/Department: Community Development Division/Planning & Growth Management Dept.
Proposed Action/Motion
That the Metropolitan Council adopt the attached Review Record and recommendations.
Issue(s)
• Should the Council permit the Plymouth comprehensive plan to be put into effect?
• Plymouth's household forecasts are 2,795 fewer than the Council's forecasts for 2020
• Plymouth's plan withholds 1,800 acres in the northwest part of the city from urbanization before 2020
Overview and Funding
Plymouth is an LCA participant. It is ranked 7`h in anticipated growth to 2020 according to Council forecasts. It
has an existing population of approximately 63,000 people and 47,000 jobs. The Regional Growth Strategy
identifies the city of Plymouth as largely within the Urban Area (existing 2000 MUSA). The Council encourages
cities to plan to accommodate Council forecasts through urbanization of as much of the urban reserve area as may
be needed to accommodate Council forecasts at densities of three units per acre or more. Any portion of the urban
reserve area not needed to accommodate urban growth to 2020 should be planned in such a way as to permit future
urbanization, by allowing only agricultural and very low-density rural residential uses at densities of one dwelling
per 40 acres or a suitable alternative. Plymouth has based its plan on its own forecasts. It plans to add 13,300 jobs
and 5,300 households by 2020. This is 9,300 more jobs and 2,795 fewer households than the Council forecasted.
The city proposes to expand its MUSA, but unlike the Council's Regional Growth Strategy, it does not propose to
urbanize the entire city by 2020. Approximately 1,800 acres are proposed to stay rural residential (1 dwelling per
20 acres) through the planning period. The city's plan assumes that if the remaining 1,800 acres urbanizes after
2020, the ultimate build -out would result in Plymouth's having 73,390 people in 32,773 households and 62,444
jobs. The rural residential density proposed is acceptable as a means of protecting the area for future urbanization,
as it will permit little additional development to occur in the area.
The city's existing residential densities are 3.24 units per acre overall. The city proposes to increase its residential
densities in the MUSA expansion area through 2020. The proposed increase in residential densities (3.9-7.4 units
per acre), coupled with an intensification of commercial and industrial uses is consistent with the Regional Growth
Strategy. With the exception of the lower household forecast through 2020 and the corresponding pullback of
urbanization in the northwest part of the city, the plan is generally consistent with the Council's Regional Growth
Strategy. The lower household forecasts and corresponding lower sewer flows represent a departure, but not a
substantial departure, from the metropolitan system plan for wastewater services adopted by the Council in 1996.
This is because other communities in the sector are fast growing and are expected to make use of the additional
capacity freed up by the Plymouth plan. The city should understand that sewer capacity for possible future
urbanization of the northwest area after 2020 is not guaranteed by the Council at this time, and that such
determination will be made by the Council following the completion of the Elm Creek Interceptor Study now
getting underway. The city is encouraged by the Council to actively participate in the study.
In December 1997, the Council provided the city with a planning assistance grant for $7,410 to help underwrite
some of the city's costs of updating its comprehensive plan.
LINKAGE TO COUNCIL STRATEGIES
21 Infrastructure: currently there are adequate existing highway and sewer capacities to serve the city
consistent with the city's comprehensive plan
21 Quality of life: plan proposes that city will be not be fully urbanized by 2020; city proposes to add
approximately 5,300 households and 13,000 jobs between 2000 and 2020; this is not fully consistent with the
Regional Growth Strategy, but its plan to increase the density and intensity of land uses inside the urban area
will help contain sprawl
H Communication/constituency building: city is encouraged to actively participate in the Council's Elm
Creek Interceptor Study
B Alignment: linkages to Hennepin County for ISTS, recreation open sace and highways
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ATTACHMENT A: REVIEW RECORD
REVIEW OF THE CITY OF PLYMOUTH COMPREHENSIVE GUIDE PLAN
BACKGROUND
The city of Plymouth is a fast growing suburban community located in central Hennepin County,
immediately west of New Hope and Golden Valley, north of Minnetonka and Wayzata, east of Medina
and Orono, and south of Maple Grove. Plymouth surrounds the city of Medicine Lake, which is located
immediately south of the lake of the same name in the southeastern corner of Plymouth. (See Figure 1)
The city is 22,840 acres (35.7 square miles) in area. Plymouth had an estimated 62,979 people in 23,211
households in 1998, and in 1997 it had an estimated 46,994 jobs according to Council estimates. The
Council forecasts that Plymouth should plan to accommodate 8,000 additional households and 4,000
additional jobs between 2000 and 2020. The Council's forecasts rank the city 7"' in household growth
between 2000 and 2020. The city's Comprehensive Plan establishes policies to guide growth to the year
2020 and replaces the former comprehensive plan, prepared by the city in 1980 and reviewed by the
Council in 1981.
AUTHORITY FOR REVIEW
The Metropolitan Land Use Planning Act requires local units of government to submit comprehensive
plans and plan amendments to the Council for review and comment (MN. Stat. § 473.864, Subd. 2). The
Council reviews the plans to determine their conformity with metropolitan system plans, apparent
consistency with other adopted plans of the Council, and compatibility with the plans of other local
jurisdictions in the Metropolitan Area. The Council may require a local governmental unit to modify any
comprehensive plan or part thereof, which may have a substantial impact on or contain a substantial
departure from metropolitan system plans (Minn. Stat. § 473.175, Subd. 1).
PREVIOUS ACTIONS:
The Council reviewed Plymouth's last complete comprehensive plan in 1981 (Referral File # 8492-2).
Since then, the Council has reviewed several major additions and partial updates, and over 90 other plan
amendments from the city.
ANALYSIS
Staff reviewed the plan update for conformity with regional system plans for aviation, recreation open
space, transportation and wastewater services, for consistency with the Regional Blueprint and other
chapters of the Metropolitan Development Guide, and for compatibility with the plans of adjacent
governmental units and school districts. Materials received for review included:
City of Plymouth Comprehensive Plan, dated February 12, 2000. This is a two -volume set. Volume
one includes chapters dealing with community background, policy plan, land use plan, housing plan,
surface water management plan, transportation plan, parks, open space and recreation plan, water
supply and distribution plan, sanitary sewer plan, public facilities plan, and implementation plan.
Volume two includes appendices to the policy plan, land use plan, surface water management plan,
transportation plan, parks, open space and recreation plan, water supply and distribution plan, sanitary
sewer plan, and implementation plan. The city provided a copy of its 41 -page capital improvement
program for the period 2000-2004.
• Water Resources Management Plan
• Ordinance 95-18 (Erosion Control and Storm Water Ponds)
• Intercommunity Agreements for sanitary sewer
• Zoning Map and Zoning Ordinance Text (on computer diskette)
• 2000 Land Use Inventory
0 Supplemental Future Land use Data for the Urban Expansion Area
A-. 1
• Future Land Use Map (Figure 4-3) and Staging Plan Map in Arc E_vport Format (zip disk)
Regional Blueprint (Jim Uttley, AICP, Planning & Growth Management, 651-602-1361)
The Regional Growth Strategy identifies the city of Plymouth as a growing suburban community located
substantially within the Urban Area (inside the existing 2000 MUSA). The remainder of the city is
designated as "urban reserve," and as "illustrative 2020 MUSA" The Council encourages communities
within the Urban Area to plan to accommodate Council forecasts, and if possible to plan to increase
densities and intensities of land use to accommodate even more households and jobs, if regional system
capacities can accommodate additional growth. (See Figure 2) The Council encourages cities to plan to
accommodate Council forecasts through urbanization of as much of the urban reserve area as may be
needed to accommodate Council forecasts at densities of three units per acre or more. Any portion of the
urban reserve area not needed to accommodate urban growth to 2020 should be planned in such a way as
to permit future urbanization, by allowing only agricultural and very low-density rural residential uses at
densities of one dwelling per 40 acres or a suitable alternative.
Plymouth has based its plan on its own forecasts for population, households and employment, which are
shown in the following table. The city's forecast for employment in 2020 is 62,266, which is 9,266 jobs
(17%) higher than the Council's employment forecast. The city proposes adding a total of 13,266 jobs
between 2000 and 2020. The higher employment forecasts in Plymouth are not considered a problem in
terms of the Regional Blueprint or impacts on regional systems. The city's plan proposes to accommodate
28,705 households by 2020, which is 2,795 fewer households than the Council forecasts that the city
should plan to accommodate. Plymouth plans to accommodate approximately 5,200 additional
households between 2000 and 2020 instead the 8,000 forecasted by the Council. In doing so, the city
proposes to urbanize only about half of the area of northwestern (NW) Plymouth that is currently outside
of the MUSA. The remainder of the NW area is planned to remain as rural residential (1 unit/20 acres)
during the planning period. This is not fully consistent with the Regional Blueprint, which shows the area
as Urban Reserve -- Illustrative 2020 MUSA. The illustrative 2020 MUSA area in the Regional Blueprint
does not require that all of the illustrative area must be inside a city's 2020 MUSA; however, the Council's
expectation was that communities should, in any case, plan to accommodate the Council's 2020 forecasts.
In this case, Plymouth has planned to accommodate less growth and thereby urbanize less land than
Council forecasts during the period through 2020. However, the plan does contain information implying
that full urbanization may occur in the city after 2020, and that the ultimate build -out of the area would
result in 32,773 households, 1,273 households more than the Council's 2020 forecast, and a growth of
4,068 over the city's planned 2020 households. In effect, the city's plan expresses some uncertainty as to
whether the city will "fully urbanize" and reserves that judgment for future city councils and future
comprehensive plans. But in so doing, the city's present plan proposes to minimize future development in
the NW area by limiting non-farm development to one dwelling per 20 acres. This is generally consistent
with the intent of the Council's urban reserve guidelines, which is to protect lands in urban reserve for
future urbanization by not allowing the land to be subdivided into smaller 2.5, 5 and 10 acre parcels that
are more difficult to acquire and re -subdivide at urban densities. Much of the NW area is still actively
farmed, although some large lot subdivision have been permitted in the past. The plan also presents
information on possible "ultimate" build -out, so that sewer flows can be calculated and regional facility
capacity can be planned. If the NW area were to urbanize after 2020, the timing would not be fully
consistent with the Regional Blueprint, but it is considered an acceptable alternative. However, this
postponement of urbanization does have other planning considerations and potential impacts.
The lower household growth forecasts through 2020 do not adversely impact regional systems, but they
are also not in conformity with the regional system plan for wastewater services, which was based on
providing sewer capacity to accommodate Council forecasts. The lower forecasts in Plymouth will free
up sewer capacity allocated in the system plan to Plymouth before 2020. Because the NW sector of
Hennepin County is a fast growing sector, the unused capacity can be reallocated to other cities to meet
higher demand elsewhere in the sector. Thus, while the city's plan is a departure from the regional system
A-. 2
plan for wastewater services, it does not represent a substantial departure and a plan modification is not
recommended.
However, because the Council may reallocate the planned system capacity for 2,795 households from
Plymouth, this capacity will no longer be considered "available" to the city during the planning period.
The Council is undertaking a study to determine future demands and timing for regional wastewater
services to be handled by the proposed Elm Creek Interceptor and to determine what other future system
improvements may be needed to serve this area. Because Plymouth is not planning to be fully urbanized
and therefore to be fully serviced by the Regional Disposal System by 2020, the timing and extent of the
provision of regional services needed to accommodate full build -out (ultimate development) will be
considered as part of the Elm Creek Interceptor study.
*The city's plan does not include forecasts for 2000 or 2010. The plan indicates that the 2020 forecasts
may be achieved earlier than 2020 depending on market demand. The plan proposes that new
development be staged as shown in Figures 5 and 6 (attached), which lays out the sequence of the staging
but does not tie the staging to a particular timetable.
Land Use and Local Urban Service Area and Development Staging
Fifty-eight percent of the city's existing residential units are single-family detached. In 2000, single
family residential units used 6,966 acres of land in the city or approximately 31 percent of all land in the
city. Multiple family units accounted for 42 percent of the residential units in the city but occupied 4.1
percent of the land. The plan identifies 1,991 acres of vacant land in the city as of May 2000. (See
Figures 4, 5 and 6)
The plan uses different land use designations for inventorying existing and planning future land uses
making comparisons somewhat difficult. Where the existing land use inventory identifies single family,
townhomes and multiple family residential, the future land use plan separates residential uses into five
designations LA -R, LA -1, LA -2, LA -3, LA -4. Single-family detached housing is allowed in all districts.
Two-family, townhomes and apartments are allowed in all districts except the LA -R district. The
differences between the districts have to do with allowable densities. LA -R permits 1 dwelling per 20
acres. LA -1 permits 2-3 units per acre. LA -2 permits 3-6 units per acre. LA -3 permits 6-12 units per
acre. LA -4 permits 12-20 units per acre.
The city's existing residential densities are 2.13 units per acre for single-family detached, 11.64 units per
acre for multiple -family residential uses, and 3.24 units per acre overall. The city proposes to increase its
overall density in the 2020 MUSA expansion area into a range of 3.9 to 7.4 units per acre overall. This
calculation is based on the city's estimate of 565.5 net acres available for residential uses in the land use
categories LA -1 to LA -4.
Sub -Regional Analysis:
Plymouth is part of a subregion that includes much of NW Hennepin County, including the cities of
Brooklyn Park, Champlin, Corcoran, Dayton, Hassan Twp., Loretto, Maple Grove, Medicine Lake,
Medina, Osseo and Rogers. The Council has completed review of two of the comprehensive plans --
A-3
Com
arison of Cityand
Council Forecasts
Population
1990
2000
2010*
2020
Ultimate
Plymouth
47,409
62,549 1999)
64,720
73,390
Council
50,889
62,979 1998
62,500
67,500
72,000
Households—
ouseholdsPl
Plymouth
outh
17,427
24,775 1999
28,705
32,773
Council
18,361
23,211 1998
23,500
28,000
31,500
Emoloyinent,-
th
26,00
51,773(1999
19)
62,266
62,444
Council
38,103
46,994 97
49,000
51,50
53,00
*The city's plan does not include forecasts for 2000 or 2010. The plan indicates that the 2020 forecasts
may be achieved earlier than 2020 depending on market demand. The plan proposes that new
development be staged as shown in Figures 5 and 6 (attached), which lays out the sequence of the staging
but does not tie the staging to a particular timetable.
Land Use and Local Urban Service Area and Development Staging
Fifty-eight percent of the city's existing residential units are single-family detached. In 2000, single
family residential units used 6,966 acres of land in the city or approximately 31 percent of all land in the
city. Multiple family units accounted for 42 percent of the residential units in the city but occupied 4.1
percent of the land. The plan identifies 1,991 acres of vacant land in the city as of May 2000. (See
Figures 4, 5 and 6)
The plan uses different land use designations for inventorying existing and planning future land uses
making comparisons somewhat difficult. Where the existing land use inventory identifies single family,
townhomes and multiple family residential, the future land use plan separates residential uses into five
designations LA -R, LA -1, LA -2, LA -3, LA -4. Single-family detached housing is allowed in all districts.
Two-family, townhomes and apartments are allowed in all districts except the LA -R district. The
differences between the districts have to do with allowable densities. LA -R permits 1 dwelling per 20
acres. LA -1 permits 2-3 units per acre. LA -2 permits 3-6 units per acre. LA -3 permits 6-12 units per
acre. LA -4 permits 12-20 units per acre.
The city's existing residential densities are 2.13 units per acre for single-family detached, 11.64 units per
acre for multiple -family residential uses, and 3.24 units per acre overall. The city proposes to increase its
overall density in the 2020 MUSA expansion area into a range of 3.9 to 7.4 units per acre overall. This
calculation is based on the city's estimate of 565.5 net acres available for residential uses in the land use
categories LA -1 to LA -4.
Sub -Regional Analysis:
Plymouth is part of a subregion that includes much of NW Hennepin County, including the cities of
Brooklyn Park, Champlin, Corcoran, Dayton, Hassan Twp., Loretto, Maple Grove, Medicine Lake,
Medina, Osseo and Rogers. The Council has completed review of two of the comprehensive plans --
A-3
LAND USE
Existing
%
2020 Acres
%
Rural Residential (LA -R; 1/20 Units/Acre)
205.13
0.90
Single Family
6,966.46
30.50
Townhomes
219.77
0.96
Multiple Family
707.78
3.10
LA -1 (2-3 Units/acre)
7,034.87
30.80 -
LA -2 (3-6 Units/acre)
2,103.39
9.21 -
LA -3 (6-12 Units/acre)
592.23
2.59
LA -4 (12-20 Units/acre)
503.32
2.20
Subtotal - Residential Inside MUSA
7,894.01
34.56
10,438.94
45.70
Commercial Office (CO)
619.91
2.71
Commercial (C)
481.77
2.11
City Center (CC)
132.22
0.58
Commercial (all types)
920.31
4.03
1,233.90
5.40
Industrial (all types)
1,530.34
6.70
1,812.09
7.93
Parks & Open Space
2,773.24
12.14
Public Land and Buildings
280.56
1.23
Church
208.48
0.91
School
471.46
2.06
Railroads
86.54
0.38
Utility Property
56.87
0.25
Public/Semi-Public/Institutional (PI)
2,856.05
12.50
Rights -of -Way, Lakes, etc.
4,611.35
20.19
4,684.96
20.51
Total - Developed Inside MUSA
18,833.16
82.46
21,025.94
92.06
Vacant inside MUSA
939.27
4.11
Total - MUSA
19,772.43
86.57
21,025.94
92.06
Rural Residential (LA -R; 1/20 Units/Acre)
1,655.85
7.25
Single Family
1,496.33
6.55
Townhomes
0.00
0.00
Multiple Family
0.00
0.00
Subtotal - Residential Outside MUSA
1,496.33
6.55
1,655.85
7.25
Commercial (all types)
23.29
0.10
Industrial (all types)
0.00
0.00
Parks & Open Space
406.77
1.78
Public Land and Buildings
19.47
0.09
Church and School
0.00
0.00
Railroads
17.67
0.08
Utility Property
0.00
0.00
Public/Semi-Public/Institutional (PI)
158.11
0.69
Rights -of -Way, Lakes, etc.
52.32
0.23
Total - Developed Outside MUSA
2,015.85
8.83
1,813.96
7.94
Vacant outside MUSA
1,051.65
4.60
Total - Outside MUSA
3,067.50
13.43
1,813.96
7.94
TOTAL
22,839.93
100.00
22,839.90
100.00
A- 4
Maple Grove and Osseo; and has one more in process -- Medina. Six other plans, those for Brooklyn
Park, Champlin, Dayton, Hassan Township, Loretto and Rogers, have been found incomplete and review
suspended. The remaining two cities -- Corcoran and Medicine Lake have not yet submitted their plans to
the Council for review. This subregional area will be the subject of a special study later this year and into
2001, which will examine regional sewer demands relative to the Elm Creek Interceptor. In both the
regional and the sub -regional context, Plymouth is a high-growth community, but its growth is expected
to be lower than it was in the past two decades when it was the third (1980s) and fifth (1990s) highest
growth community in the region.
By 2020, under its plan, Plymouth would become the ninth most populous city in the metropolitan area.
Transportation access to Plymouth is very good. I-494, State Trunk Highways (STH) 169, and STH 55
east of 1-494 are all principal arterials. All other major roads are currently classified as A -minor arterials.
*Plymouth's plan allows single-family, two-family, townhomes and apartments in all residential districts
except LA -R, as a result its housing mix will depend largely on market demand. See page A-3 for more
discussion of this.
Historic Site Preservation; Solar Access Protection
The Plymouth plan contains a section on historic preservation that discusses the city's limited historic
assets including the Old Town Hall, which dates from 1885. The plan also contains a section on solar
access protection.
Plan Implementation
The plan contains copies of the city's existing zoning district map and zoning ordinance. The plan
identifies a variety of implementation strategies in the areas of land use, housing, surface water
management, transportation, parks and trails, water, sewer, and public facilities.
The plan includes a Capital Improvement Program totaling $53.9 million for the period 2000 through
2004. Principal funding sources include Utility Trunk Fund, MSA Fund, Infrastructure Replacement
Fund, special assessments, and other funds. The CIP is consistent with the requirements of Minn. Stat.
473.859, subd.4.
Regional Systems (See Figure 3)
Aviation (Chauncey Case, Transportation and Transit Development, 651-602-1724)
The Plymouth comprehensive plan includes an aviation element. It addresses both seaplane & helicopter
planning considerations. It adequately addresses protection of the region's general airspace. The
Plymouth Plan is in conformity with the Aviation Policy Plan
Recreation Open Space (Phyllis Hanson, Planning and Growth Management, 651-602-1566)
The Plymouth Comprehensive Plan is in conformity with the Regional Recreation Open Space Policy
Plan. Regional recreation open space in Plymouth includes French Regional Park, part of Eagle Lake
Regional Park, and portions of the North Hennepin Regional Trail including connections to the Luce Line
State Trail, Fish Lake Regional Park, and Wirth Regional Park. In addition, the Luce Line State Trail has
its eastern terminus in Plymouth. Hennepin Parks, headquartered in Plymouth, is the implementing
A- 5
Existing
Proposed Plan*
Housing Mix
• Single-family
58 percent
NA
• Multiple -family
42 percent
NA
Density
• Single-family
2.13 units/acre
NA
• Multiple -family
11.64 units/acre
NA
Overall
3.24 units/acre
3.9-7.4 units/acre
*Plymouth's plan allows single-family, two-family, townhomes and apartments in all residential districts
except LA -R, as a result its housing mix will depend largely on market demand. See page A-3 for more
discussion of this.
Historic Site Preservation; Solar Access Protection
The Plymouth plan contains a section on historic preservation that discusses the city's limited historic
assets including the Old Town Hall, which dates from 1885. The plan also contains a section on solar
access protection.
Plan Implementation
The plan contains copies of the city's existing zoning district map and zoning ordinance. The plan
identifies a variety of implementation strategies in the areas of land use, housing, surface water
management, transportation, parks and trails, water, sewer, and public facilities.
The plan includes a Capital Improvement Program totaling $53.9 million for the period 2000 through
2004. Principal funding sources include Utility Trunk Fund, MSA Fund, Infrastructure Replacement
Fund, special assessments, and other funds. The CIP is consistent with the requirements of Minn. Stat.
473.859, subd.4.
Regional Systems (See Figure 3)
Aviation (Chauncey Case, Transportation and Transit Development, 651-602-1724)
The Plymouth comprehensive plan includes an aviation element. It addresses both seaplane & helicopter
planning considerations. It adequately addresses protection of the region's general airspace. The
Plymouth Plan is in conformity with the Aviation Policy Plan
Recreation Open Space (Phyllis Hanson, Planning and Growth Management, 651-602-1566)
The Plymouth Comprehensive Plan is in conformity with the Regional Recreation Open Space Policy
Plan. Regional recreation open space in Plymouth includes French Regional Park, part of Eagle Lake
Regional Park, and portions of the North Hennepin Regional Trail including connections to the Luce Line
State Trail, Fish Lake Regional Park, and Wirth Regional Park. In addition, the Luce Line State Trail has
its eastern terminus in Plymouth. Hennepin Parks, headquartered in Plymouth, is the implementing
A- 5
agency responsible for the planning, acquisition, development, operations and maintenance for these
regional facilities. The development of Plymouth and the implementation of the regional facilities have
been coordinated closely between the agencies over the past 25 years. During this time, the regional
properties were acquired and are either developed or in the development phase.
Transportation (Ann Braden, Transportation and Transit Development, 651-602-1705)
The transportation element of the Plymouth comprehensive plan is in conformity with the regional
Transportation Policy Plan and addresses all the applicable transportation and transit requirements of a
comprehensive plan. The plan has no unanticipated impacts on the metropolitan transportation system.
Plymouth is directly served by three elements of the metropolitan highway system: I-494, TH 169, and
TH 55 east of 1-494. The community is also served by a system of minor arterial roadways: Plymouth
Metrolink has provided transit service in the community since 1984. Current Metrolink services include
express bus service to downtown Minneapolis, feeder bus service, reverse commute bus service, and
demand response bus service.
Wastewater Services: (Donald Bluhm, Manager, Municipal Services, 651-602-1116)
The comprehensive sewer plan element of the Plymouth plan is in general conformity with the
Wastewater Services Policy Plan of the Council, except that it proposes to allow fewer households during
the planning period to 2020 than the Council forecasts and thereby proposes to contribute lower sanitary
sewer flows than those on which the Wastewater Services Policy Plan is based. Consequently, the plan
represents a departure from the regional system plan for wastewater services, but the departure in this
case is not considered significant because the excess capacity can be made available to other fast growing
communities in this sector.
The Council provides sanitary sewer services to the city of Plymouth via interceptors 1 -PM -466 and I-
PM -467. The wastewater is treated at the Metro WWTP in St. Paul. The city projects a 2020 wastewater
flow of 10.54 mgd. Plymouth's plan shows a portion of the city within the 2020 MUSA to be served by
the Elm Creek interceptor. With the completion of the Elm Creek interceptor in 2002, there will be
adequate capacity to provide this service. The city's plan indicates that the NW area, located outside of the
2020 MUSA, will also be served via the Elm Creek interceptor.
The Council is currently preparing a sub -regional plan for the northwestern Hennepin County area to
determine long-term land uses and wastewater services needs. Wastewater services to this portion of
Plymouth will be determined as part of the sub -regional plan. Because this comprehensive plan for
Plymouth is not based on Council forecasts and because a portion of the community is not planned to
urbanize until sometime after 2020, the Council will not reserve capacity in the Metropolitan Disposal
System (MSD) for wastewater service to the NW area at this time. The Council cautions the city that
although the MDS has adequate capacity to provide for the needs of the city as projected in its
comprehensive plan through 2020, capacity in the Elm Creek Interceptor may not be adequate to serve all
of the growing communities in northwestern Hennepin County to the extent they may wish to grow.
Other Metropolitan Development Guide Chapters:
Housing (Guy Peterson, Housing and Redevelopment, 651-602-1418)
The housing element of Plymouth's local comprehensive plan is consistent with Council housing policy
and meets the housing planning requirements of the Land Planning Act (LPA). This comprehensive plan
addresses the housing planning requirements of the LPA with exemplary thoroughness and thoughtful
analysis of the principle forces affecting the housing market in the city. From a housing planning
perspective, it is a model document that other cities should emulate.
In both the housing plan chapter and the community background chapter, the document takes a very
thorough look at data about the city's housing, households and employment to analyze Plymouth's
current and future housing situation and provide the basis for housing policies and goals set forth in the
plan. The plan's look at housing data includes information about the type, value, cost, affordability, age
and condition of Plymouth's housing stock. Its look at people and households in the community includes
their age, their changing characteristics in terms of composition and size, income and special or evolving
Im
housing needs and expectations. It also includes data about employment in the community including not
only the number of jobs, but data about the relationship of the income from these jobs to ability to pay for
housing in the community.
The plan's policy chapter includes a series of housing policies that call for the development and
preservation of housing affordable to all income levels and at all stages of the life -cycle. They promote
development patterns and development densities that can effectively link housing, services, employment
and transportation, and they make maintenance and physical enhancement of housing and neighborhoods
a community priority.
The housing element includes the city's LCA affordable and life -cycle housing goals negotiated with the
Metropolitan Council through 2010 (see below) including a suggested goal revision regarding
multifamily housing densities to more clearly present the city's objectives for housing density in each of
three multifamily categories. The plan includes a description of several housing development, assistance
and rehabilitation programs used in Plymouth to create and preserve affordable housing opportunities.
The land use section of the plan and subsequent correspondence clarifying acreage numbers and staging
timelines indicate that Plymouth has or will have through 2010 more than sufficient land guided for
attached housing development to accommodate the city's substantial affordable and life -cycle housing
goals to the end of the decade.
*The city's plan proposes revised multifamily density goals of low — 4.5/acre, medium — 9/acre
and high — 12/acre
Water Resources Management:
Individual Sewage Treatment Systems (ISTS) (Jack Frost, Environmental Planning. & Evaluation, 651-
602-1078)
Approximately 270 ISTS remain in -use serving residences in the city. In late May 2000, the city adopted
a resolution that turned over its program to manage individual sewage treatment systems (ISTS) to
Hennepin County. The Council has reviewed Hennepin County's ISTS management program and found
it acceptable. Therefore, the city's ISTS management program is acceptable.
Storm Water Management (Jack Frost, Environmental Planning. & Evaluation, 651-602-1078)
In January 1999, the Council commented on the city's Water Resources Management Plan. At that time
the Council found the plan meeting Council requirements as long as the city followed through on
adopting its environmental protection ordinance. The city should forward a copy of this ordinance to us
for our records.
A 7
City Index
Benchmark
Goal
Affordability
Ownership
42%
67-77%
21%
Rental
15%
35-41%
35%
Life -cycle
Type: (non Single-
Family detached)
39%
34-35%
34%
Owner/renter mix
74/26%
(72-75)%/(25-28%)
75/25%
Density
Single Family
1.8 / acre
1.9 — 2.4 / acre
2 / acre
Multifamily
1 8 / acre
10 — 11 /acre
10 / acre*
*The city's plan proposes revised multifamily density goals of low — 4.5/acre, medium — 9/acre
and high — 12/acre
Water Resources Management:
Individual Sewage Treatment Systems (ISTS) (Jack Frost, Environmental Planning. & Evaluation, 651-
602-1078)
Approximately 270 ISTS remain in -use serving residences in the city. In late May 2000, the city adopted
a resolution that turned over its program to manage individual sewage treatment systems (ISTS) to
Hennepin County. The Council has reviewed Hennepin County's ISTS management program and found
it acceptable. Therefore, the city's ISTS management program is acceptable.
Storm Water Management (Jack Frost, Environmental Planning. & Evaluation, 651-602-1078)
In January 1999, the Council commented on the city's Water Resources Management Plan. At that time
the Council found the plan meeting Council requirements as long as the city followed through on
adopting its environmental protection ordinance. The city should forward a copy of this ordinance to us
for our records.
A 7
Water Supply (Chris Elvrum, Environmental Planning & Evaluation Department, 651-602-1066)
The plan provides a very thorough assessment of current water supply issues and provides a solid plan for
providing for projected water demands. The emergency and conservation plans provide procedures for
dealing with emergencies and reducing overall water demand. The following are some minor technical
comments:
The population and household forecasts presented in the section are lower than projections made by the
Council. The employment forecasts are higher than those of the Council. The city should continue to
assess growth trends to ensure adequate planning for water supply. The emergency telephone list is not
included in the plan. The city should be sure that the list is included with the emergency plans that are
utilized within the city. There are recommendations at the end of the emergency plan section and the city
is encouraged to follow through with them.
Compatibility with Adjacent Jurisdictions and School Districts
The plan was forwarded to the adjacent jurisdictions and school districts for review. Plymouth received
comments from New Hope and a letter from Brooklyn Park indicating that it had no comments. Four
residents of the city sent letters regarding the plan to the Council. Two of the letters are critical of the
city's proposal to leave part of the NW area rural during the planning period. The other expresses some
concerns about affordable housing. Copies of the letters are attached.
PLYMOUTH COMPREHENSIVE PLAN GUIDE FINDINGS AND CONCLUSIONS
1. Plymouth is a third -ring suburban city of more 63,000 people in 23,000 households, and more
than 47,000 jobs. It is substantially developed, having an estimated 1,990 acres (8.7 percent) of
land vacant. The city's current overall development density is 3.24 units per acre, and residential
development in the proposed 2020 MUSA addition is planned to be in the range of 3.9 to 7.4
units per acre. Plymouth is proposing to add 5,200 residential units between 2000 and 2020,
which are approximately 2,800 units less than Council forecasts. As a consequence, the city
proposes to urbanize only about one-half of the non -urbanized NW area of the city by 2020.
However, the city's plan does indicate that ultimately the remainder of the non -urbanized land
may urbanize. If that happens, the city expects that it will exceed the Council's household
forecasts for 2020. Plymouth's Comprehensive Plan is generally consistent with the Council's
Regional Blueprint with respect to development densities, land use and development policies. It
is not consistent with Regional Blueprint forecasts for 2020; and does not proposed to fully
urbanize by 2020 as the Regional Growth Strategy anticipated. Full urbanization of the city
would not occur until after 2020, if then.
2. The Plymouth Comprehensive Plan meets all of the Metropolitan Land Planning Act
requirements for 1998 plan updates.
3. Plymouth's Comprehensive Plan is in conformity with the metropolitan system plans for
Aviation, Recreation Open Space, and Transportation.
4. Plymouth's Comprehensive Plan is not in conformity for Wastewater Services. The city's plan
proposes to urbanize by 2020 only a portion of the city's available non -urban NW area. Although
the city plan provides information about the likely sewer flows if the whole NW area were to
ultimately urbanize after 2020, the_Council cannot at this time guarantee that long-term
wastewater service capacity will be available for the non -urban remainder of the NW area at this
time. The Council is initiating a study of 12 NW Hennepin County communities to determine
their long-range planning objectives and wastewater service capacity needs, and the decision on
how and when to provide wastewater service capacity to the remainder of Plymouth will be
addressed in that study. The city's plan for 2,795 fewer households through 2020 represents a
departure from the metropolitan system plan for Wastewater Services. However, this is not
considered a substantial departure because the unused capacity can be reallocated to other
communities within the sector. A plan modification is not recommended in this situation.
A_ 8
Plymouth's Comprehensive Plan is consistent with the Council's housing policy.
Plymouth's Comprehensive Plan is compatible with the plans of adjacent jurisdictions and school
districts.
RECOMMENDATIONS:
That the Metropolitan Council adopt the executive summary and review record with the following
recommendations:
1. The city of Plymouth may put its Comprehensive Guide Plan into effect and no plan modification is
required.
2. If the city has plans to alter, expand or improve its sewage disposal system it must first submit the
Tier II comprehensive sewer plan to the Council for its approval before any sewer additions or
alterations can be initiated (Minn. Stat. Sec. 473.513). Upon adoption of the comprehensive plan by
the city following Metropolitan Council action, the sewer element of the plan should be resubmitted
to the Council to fulfill this requirement.
ATTACHMENTS -- Letters, Maps
Letter from Allen J. Schnurr and Frank Greamba
Letter from Leonard Luedke
Letter from Ken Wendinger
Figure 1 - Location Map, City of Plymouth, Hennepin County
Figure 2 - Regional Growth Strategy Policy Areas, City of Plymouth, Hennepin County
Figure 3 - Regional Systems, City of Plymouth, Hennepin County
Figure 4 - Land Use Inventory Map, January 1, 2000, City of Plymouth
Figure 5 - 2020 Land Use Guide Plan, January 10, 2000 City of Plymouth
Figure 6 - Northwest Plymouth, January 31, 2000, City of Plymouth
Figure 7 - Development Staging Plan, 2020 Urban Services Area, January 31, 2000, City of Plymouth
V:\ComDevRp\2000reports\Plymouth CPU 18208-3.doc
A- 9
April 27, 2000
Mr. Tom McElveen
Development Director
Metropolitan Council
Mears Park Centre
230 East 5"' St
St Paul, MN 55101
Dear Mr. McElveen:
We read the March 23 Star Tribune article entitled "Outer suburbs to get more room
to grow". We and other land owners in northwest Plymouth have been fighting the
Plymouth City Council to develop this remaining unsewered area of Plymouth. For over
twenty years their council has remained firm in keeping this area undeveloped,
contributing to the current shortage of raw land.
During open forum meetings the constituents were evenly split between full
development, partial development and no development. Even though the planning
commission recommended full development the council voted for partial development,
which is leaving an island of undeveloped land bordered by Maple Grove's development
to the north and Plymouth's partial development stopping at Vicksburg Lane, their newly
proposed western MUSA boundary.
We see this as directly opposed to the Metropolitan Council's development direction.
The island in northwest Plymouth is further facilitating the "leap frogging" effect of new
home owners having to go out further to purchase land for building. This is creating
transportation problems by raising commuting distances, in addition to contributing to the
skyrocketing of raw land prices, since the current supply is so low.
We just wanted to bring your attention to this specific area to see what the Metropolitan
Council's stand is on situations like this. Could you please spare the time to respond to
us in writing?
Sincerely,
Allen J. Schnurr
7100 Harriet Av So
Richfield, MN 55423
Frank Greamba
14920 45th Av N
Plymouth MN 55446-3416
July 9, 2000
Mr. Torn McElveen
Development Director
Metropolitan Council
Mears Park Center
230 East 5th St.
St. Paul Mn. 55101
Dear Mr_ McElveen:
As you will soon be reviewing Plymouth's comprehensive plan, I would like to draw your
attention to the area, they have designated as Rural Area, not to be developed until after
2020. There are only a few parcels in that Rural Area that exceed 20 Acres. Of those
parcels several of the owners wish to develope as soon as possible.
In my case, I own three adjoining parcels, totaling 52 acres. I would like to have sewer
and water services. Our property and also other property adjoining ours drains naturally
into an area of Maple Grove, which is scheduled to receive sewer services approximately
2005 - 2010. The land in Plymouth, that drains naturally into another city, should be
developed at the same time, in order that the proper pipe size is installed, and that an
efficient gravity system can be provided.
The cities are working independently, and we need your help. The Wayzata high school
is only a half mile from us, with capacities to handle increased population. Environmental
and financial impact studies were done, with favorable results -
The comprehensive plan that Plymouth has submitted to you, does not conform to the
guidelines, you have given them. For you to approve it as it is, condones leapfrogging.
I would like to testify at the meeting of your council members, when the plan review is
presented. Please inform me when that meeting is to take place_
Sincerely,
Leonard Luedke
17910 Co. Rd. 47
Plymouth; Mn. 55446
Ken Wendinger
5465 Orleans Ln #1
Plymouth, MN 55442
763-550-1028
July 14, 2000
Dear Mr. Utley,
Recently the City of Plymouth asked you to review their 20 year
Comprehensive Land Use Plan. Our city has made several
important revisions to encourage affordable housing but we have to
have more specific language to make sure that it happens.
Inclusionary housing language is one tool that should be used on a
broad basis for all future developments.
It is unrealistic and unfair that those who want affordable housing in
proposed developments have to advocate for this at every City
Council meeting. Yet this is what residents have to do unless the
Council agrees to and follows specific affordable housing
guidelines. This is what the Met Council can help the City Council
develop before approving Plymouth's Comprehensive Land Use
Plan. Thank you for any help you can give us on this critical housing
issue.
Sincerely,
Ken endinger
Wwm
lon
Mum
w
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Figure 5. 2020 Urban Expansion Area
City of Plymouth, Hennepin County
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SRF NO. 0003351
January 31. 2000
C ON 1Ut. TIYl.2 GRQCITINp.
NORTHWEST PLYMOUTH
IIVVRE 4-1
rib, Plymouth Comprehensive Plan
Figure 6. Development Staging Plan
City of Plymouth, Hennepin County
SRF NO. DW3351 DEVELOPMENT STAGING. PLAN, FIGURE 4-2
2020 URBAN SERVICES AREA
CROUP, IWC, Up- Plymouth Con-prehensive Plan
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DATE: July 21, 2000
TO: Mayor and City Council
FROM: Dwight D. Johnson, City Manager
SUBJECT: Summary of Agenda Items for July 24-25, 2000
July 24th Study Session -County Road 101. The design is about 95% complete. The
three remaining issues are the median options, a possible yellow flashing warning signal
near Greenwood School, and landscaping/berming adjacent to Heather Run. The County
staff feels strongly about keeping the medians as proposed, and City staff agrees that the
medians will help the road aesthetically as well as provide traffic calming. The flashing
yellow lights are not in the plan, but several residents have suggested them near the
school. The County may allow them if we want them, but probably at City cost. Finally,
Heather Run residents appear to want the proposed berm raised four feet and have
existing landscaping in the way of the berm replaced. The current landscaping budget
will not allow that, but staff supports an increase in the landscaping budget to cover this
as well as median plantings. The main change in the plans in the last few months is a
new frontage road proposal for the north end that will meet the needs of the commercial
properties, the Church, and Len Busch Roses. All parties are in conceptual agreement
with new frontage road alignment, subject to final agreements on economic issues.
July 25th Regular Council Meeting.
6.03 Charter Amendment language for mail ballot elections. The council's action is
ministerial and not discretionary, unless you wish to change the technical wording of the
ballot language prepared by the City Attorney.
8.1 Speed Humps on 8th Avenue. The council has previously approved a policy on
speed humps. It provides that where speed studies show a speeding problem, residents
can submit a petition for speed humps. If 75% of adjacent residents sign the petition, the
matter is to come before the City Council. The original petition had just over 75%, but
there are some reports that some residents may now want to remove their names. There
appears to be organized support for and opposition against speed humps. Staff is not
recommending either for or against speed humps in this case; it is simply one tool a
neighborhood can consider. Other options include public education/awareness and
enforcement.
8.2 Charter amendment for a four year Mayor term. The charter commission
recommended against this proposed amendment on a 7-5 vote. The Council can now
decide whether to proceed to put the matter on the ballot anyway, or withdraw the
proposal.
9.1 Audit report. Mr. Cliff Hoffman of our auditing firm will make his normal 15-20
minute presentation. Please bring your books from a few weeks ago.
9.2 Appointment of Public Safety Advisory Board. The council can choose one of
two candidates from last Winter's recruiting, or direct staff to advertise again. One of the
current applicants, Mr. Haseman, is the father of a current officer, but staff sees no
inherent conflict of interest because the PSAB does not deal in personnel matters.
9.3 Possible change to second budget study session date. Councilmember Black has
indicated that she has a conflict with the second budget work session now scheduled for
August 29th, and wishes to determine if other council members might consider moving
the meeting to Thursday, August 31St. It is best to have as many council members present
at both study sessions as possible. The first budget session is planned for August 21 Sc
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