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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 1 2 3 1 2 3 4 5 4 5 6 7 8 9 10 6 7 8 9 10 11 12 11 12 13 14 15 16 17 13 14 15 16 17 18 19 18 19 20 21 22 23 24 20 21 22 23 24 25 26 25 26 27 28 29 30 27 28 29 30 31 2 3 4 5 6 7 8 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 6 7 8 9 10 11 12 8 9 10 11 12 13 14 13 14 15 16 17 18 19 15 16 17 18 19 20 21 20 21 22 23 24 25 26 22 23 24 25 26 27 28 27 28 29 30 31 29 30 31 3 4 5 6 7 8 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 W 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; IP. RwW Yy„svi4 W3. LmrqLmrp Ma 3 Area ] City of LAR. Lm.q A 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 LAR MUSA Boundary LAR Location Map -20111 Michael Regal / -u Annapolis Ls N. —U— c—Req5775 uest fora Variance. Request ^" ca an— co. car of.. City of u. LNYp Mua a 1 Plymowh, Mimewu Ute. LMiq N.. a 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 ®osa,w�sacPw' Locatfon Map -20113 David Ainsworth / tasa uw ewes wn 950 Garland La N. ccs Request for a CUP. a -t ass t U-], —V llvina Mu Z lA], C-L.V Rrsa ] Cl of - u�.0sea. b ua, uwq a.. avr 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. w w U a4 o 0 o 4� �_ 1-1 �* +V•' a� IM U N U o el 4? N O cqs NN > N > N O « O .- `z � }'. U :- o b a' 4-4 0 N O O N 14-4-, --� - a N v� H U -- s-4 v� c� U Q O O v' a� y d U •� U O �• .O �, U •-� 0 O .a�O� `n O N - o aO �d a -, a 0A a� x x � > a �,° fir. o o Q 0 > U y w ''O � � 4.) �� aa 4a.- .o a -5 3 u w� .� �' o a �" N Q. o o a o o c o m A o 4)u "o o " .°? 0 .� a� 4)� w °�' °�' cz N 3 0 O _ � W 04 O o 3 3 CczW 3 64 x x x o I -q 1 N U o 0 o .2 a� IM U N 04 4.N O cqs NN O co o b a' 4-4 0 .0 CIS ;b 04 O O H U U I -q 1 N ro 4-4 cz U ~ > - W N o C.. w 3 O (U R 1-4 a� C U N �O b n bq cd o a °' 0 0 _ Cd U o a � o o C'. c�• i CA ° o0 3 I - CIS .— o (1) Cd U 4-i O 4. 0 .� O OC'• M b 0 U � a a >, Aa C aU >, r. 0 O .�° y �U s v° U r, a� b �• C/j a� 1-4 °: � o icz m3 64 m U -d b .°° W '►7�, 'a: co h b C) 'r�i A • • • • • • • • • • • 0 bUA 'b O cz u ai O U CIO`. CIO b 64 a a 3 0 3 cq3 0 o U a a U cz o U i � O 03 .> U O O U U U m "d acn ° 4° _Cd ~ U mw cz Q o w cz 4 h U ^� N ai U U w w" Q ro M CA cl.``" 64 N U 1 1.4' cz ' � a 'd > `" mai a� is �^ °c' o N m U 44"'•, Cid .0 - 4, O M 0 .r 3 CIO au 0 Cd W ° •L"i U h W O U4) 0 W O U W , Lr vs CSC �"cz 4. N ° o o a 1-4 0 i o '�. 4'.> O 6.O o o_ o �• .� a o o o o moo°, .o ,� 3 .°b ��'° b ` A to ch x x° ox x° �x h ti C. 4-+ W O viU a o o •� C CA cd �+ y Cd O Q" 2�, a s w co Cd 3 _ w _� � 0 0 a - 00 0� M 1, w 0 U U cC QJ i-� — N O N U cC � b N N Q N O U U Q 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 Enclosures the/wkulesa/willegalle p Mm' O ai y C1 4y p • 61 m C • G oo O G N EO • C• M i� .Y D of a.• C R..�a a0i OC > O r O M A U A N m G` M m r7 P. :; U O t V OO cn o UrOIx.L cO^.0 t. v 0 U D u3i I M, O ) `t 0. - -O E. o0i > a ac m a ,O, ^� 7 a r_ O O •^t y• m N a C> c. o o r1 y a c ar m ff)-1 a) t� x o, N J U b A > O N' K L C lal tTl m - t. C. K m O Sri O x>• mw O^.� O M m El •H 41 I M C m t N 1 't1 m C O r O_ O I� U •y .+ O r! n m 'C + •�'t m F. U 'a^ 5 t. a� .O 'L• N M •c r1 U C x t. 3 V > .] • t• 0' .:. C C - O O` L. •O t. 7 -H r1 O H ti N X m P. J J O r-1 m H m of W v M $- 1 •.1 d F r, b O ^ u .. •-1ZD J qi � t 'L' r: .> Q, C ti N M m vyi m 'D A m - D ^ 0. t: N S• d m u] :J Q, K R a, L' C C A 1 _ Ls_1 m O » E R( i �. •ri U A N C +� O .0 J 'O Gy >` t• .n m r1 +� C C O J :� t.. N m U r-1 O m .1.-1 r. O— av C L. •.`o R 'U 'o CD P,,, `r U • ti • f :1 U .y •-t .r C •'+ .: D •� :U Y t. > ^ C m m ¢." J to C x4 rf •OS r C. :.> O C 1: O o •• ? t. 4 m t{ :7 J .J j: 1_' U m m t. m TL X r C t•? i U O ::. a m a: >•t0 1_ P C i s t. O O > 0.0 A F! •r-� t'C r.l P. t. C > r .p ,C L O C ri O 4 V O F Q C ;.e, •• .-• .A .•1 ] ti m .-- J r♦ m >• 4a 4j, ,m :C 4a f• ri -4 > S. J U N R r7 ,� p., •d U �y rt♦ / ( c m m 10 O ? R .0 m O N Com: '<: C 'U .� J TJ C L `J Ni _ U 4. � m 4� J [� 4 E N to O FI i+l C: t•• M +� C Ci G- -D .� _ fn q G O IC m m m .c N >. I I 1• '" O J • M m m N 1. cz m m �7 M m m m t. -J J . 1, -- U o m m m N >> O C i D � U �] J t A X >> m n J R m- u 1 O C mO to a m O m m A G L. 0 41 1. C m r- t F N ri K b C C i_ m t 4. m •A M J H 0. N C :t b 5 H �rj O .a m O m C C ri 0. O N m 71 ..] a2 i - R .J •� C ^ t. A m C. m t. m U O F m t• O -� m 0 .0 0. m m v V -- 7 r/ P. O 4m. ..+ Al m am-+ O D H 14 .p r1 m r-1 m C 4 m m +] •] O ] E/i O m U t: O 0l m C' C .0 rl m m y L C X t. 1. h. F. H C m r -I lC' V 41+ •^ m 7 >': m ~ c. _ U J A w m o :c 4 o m V F al U 7 ft: a+ a l m 4 t 6 C y .m 7 0 y O m t >. m m 1 A -- r W t A D 1• .. m f 1 C: o t7 • ..a >. F I 11 R m • J m W m 'c1 C. -a y O R t. u -- o./.--1 ;.: X ./ o > m m m 4. 5 to rj r/ m m _ / .♦ •O j T C' y • ..� U r1 t. 4y U -j u' '7 K .a k: O 7 <- •rt m O crLA, r' E. ❑ O m C >• O� U C> C C: 1 1 rut •> ^ y 0.. - •• j; o IV C o J U m o O .� U m G] 7-: M m p ^. U M •c ..t 'C :: 'C :.+ O — m U m C m U C .• as m A y CGU F C .� m C m J m C m c •v r m m m V �P. Or1«+4) O m O R �J ami m .-t m a ,c •0 y .� ti m M t. N m _ .r r 4- 4 t. "- 1, t..'. m m K u N a C C 7 .� m m +•> .� O E. a C y C m A +-] t..-1 •11 m o)t D m o -H L. C O U A O o O �• E 0. r1 Itl x a .1 .: m X o m m •H «+ F O - x r1 F] ]. D x ;L •-•/ .- m o .m o C v a M Or-jo O > o _ o a• X m '� R+ .� m O• .0 o +� a+ O m • 3+ A �+ •� m m m C U �4 D Ari ri F• t. o. m .n 'C+ m O m 0 V C 4 4- :� v r-/ U 'O M C G, m C r3 Im 4a m- K c� m o. 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J J O r-1 m H m of W v M $- 1 •.1 d F r, b O ^ u .. •-1ZD J qi � t 'L' r: .> Q, C ti N M m vyi m 'D A m - D ^ 0. t: N S• d m u] :J Q, K R a, L' C C A 1 _ Ls_1 m O » E R( i �. •ri U A N C +� O .0 J 'O Gy >` t• .n m r1 +� C C O J :� t.. N m U r-1 O m .1.-1 r. O— av C L. •.`o R 'U 'o CD P,,, `r U • ti • f :1 U .y •-t .r C •'+ .: D •� :U Y t. > ^ C m m ¢." J to C x4 rf •OS r C. :.> O C 1: O o •• ? t. 4 m t{ :7 J .J j: 1_' U m m t. m TL X r C t•? i U O ::. a m a: >•t0 1_ P C i s t. O O > 0.0 A F! •r-� t'C r.l P. t. C > r .p ,C L O C ri O 4 V O F Q C ;.e, •• .-• .A .•1 ] ti m .-- J r♦ m >• 4a 4j, ,m :C 4a f• ri -4 > S. J U N R r7 ,� p., •d U �y rt♦ / ( c m m 10 O ? R .0 m O N Com: '<: C 'U .� J TJ C L `J Ni _ U 4. � m 4� J [� 4 E N to O FI i+l C: t•• M +� C Ci G- -D .� _ fn q G O IC m m m .c N >. I I 1• '" O J • M m m N 1. cz m m �7 M m m m t. -J J . 1, -- U o m m m N >> O C i D � U �] J t A X >> m n J R m- u 1 O C mO to a m O m m A G L. 0 41 1. C m r- t F N ri K b C C i_ m t 4. m •A M J H 0. N C :t b 5 H �rj O .a m O m C C ri 0. O N m 71 ..] a2 i - R .J •� C ^ t. A m C. m t. m U O F m t• O -� m 0 .0 0. m m v V -- 7 r/ P. O 4m. ..+ Al m am-+ O D H 14 .p r1 m r-1 m C 4 m m +] •] O ] E/i O m U t: O 0l m C' C .0 rl m m y L C X t. 1. h. F. H C m r -I lC' V 41+ •^ m 7 >': m ~ c. _ U J A w m o :c 4 o m V F al U 7 ft: a+ a l m 4 t 6 C y .m 7 0 y O m t >. m m 1 A -- r W t A D 1• .. m f 1 C: o t7 • ..a >. F I 11 R m • J m W m 'c1 C. -a y O R t. u -- o./.--1 ;.: X ./ o > m m m 4. 5 to rj r/ m m _ / .♦ •O j T C' y • ..� U r1 t. 4y U -j u' '7 K .a k: O 7 <- •rt m O crLA, r' E. ❑ O m C >• O� U C> C C: 1 1 rut •> ^ y 0.. - •• j; o IV C o J U m o O .� U m G] 7-: M m p ^. U M •c ..t 'C :: 'C :.+ O — m U m C m U C .• as m A y CGU F C .� m C m J m C m c •v r m m m V �P. Or1«+4) O m O R �J ami m .-t m a ,c •0 y .� ti m M t. N m _ .r r 4- 4 t. "- 1, t..'. m m K u N a C C 7 .� m m +•> .� O E. a C y C m A +-] t..-1 •11 m o)t D m o -H L. C O U A O o O �• E 0. r1 Itl x a .1 .: m X o m m •H «+ F O - x r1 F] ]. D x ;L •-•/ .- m o .m o C v a M Or-jo O > o _ o a• X m '� R+ .� m O• .0 o +� a+ O m • 3+ A �+ •� m m m C U �4 D Ari ri F• t. o. m .n 'C+ m O m 0 V C 4 4- :� v r-/ U 'O M C G, m C r3 Im 4a m- K c� m o. G •.-+ m N t. b` a-+ 1. m U •r' L ti O O 'q O m Fa S' m Iti r1 6 •rl :�[ m -i F v m m r o E- E- 14 14 •o arr •• •1 p.bo {bpp� yH �q•Q v q 41 3 p A q x 8110 of�.8n .40 • 0. S o�>, ao�oho''ol:aQ�aoom.4p�h.5 roIP T -t r. 1 ~ o ] P T�m or K, k 1 LZ we .ti Phonr t..e:. GRe'ev" f"A .L JL RLEIGqL JL r �14niurv- s' qyor:... 16215 Wayxata 116u1;vard -"'.'Wayza.1i4. Minnesota .:PLAT *Fi':SURVEY At Ll P'Rpi� OF'k -N 4 N deseflibed as follows: S �" p, c.A., 1 im-h- feet. -7 L 7.1 10 � L- � C- k-,- -1 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 V O U 0 cd 4J O a 0 J W rr ct Lm C U L c 0� L+ w u V • V w p O .° O N y " uNO •0 O C % ZS �• O 'O y •� eyi � O v y Ntl U v v � •N �y s'^^ U� o,144 tn O C Z" 't t ! r \ U v•�qO C �'� y '� v ods Q ti w c� ° �' ,o �� o� W c •° o z ° � h c yo aQ r c v it o C7 obi o Lt Oh� SCS •N ZZ .O y eC h S Y CS ~ Y o r Oi ti 0� h 0� h 0) V � O ey i r o y C '� •� O O Q .� C� v V O ��yV O O eiQi b9 v h 4. pr A i i e� v v o cClc a o L N O .tj N Cl ry) "" .a p. •~ bio y C �. CC .� n •O CeS "C '~n N V bA O .b Q U cu to a 0 o c w o a o m M a; U w U Kn Gp' W� '> N s67, • • • • N GC vj O O CeS y W O N •� � 0 'O � •� N r� M O eef v, v, � '«•� b0 C `� Ger '� � a. d 0 to O V GeS � V] V ~ La 09 O V p V V O U 0 cd 4J O a 0 J W � ■ ■ 0 U V4 Cd � 0 A 0 4) \ tz ƒ ƒ q 2 / m J g / m? l g ° ƒ [ 3 k 2 k « 2 k 2 u = 2 c A q «'CS, / ti A■ 2 0 0 2 2 \�/229:4� / k k 3 a� � 2 t� \ ■ m a t§ �\ //W t _§ rz. � 0 t&S �»� clcl2 ��— k � k� � 3§/ (m/ / � � Ak\ [�2 � _ � A o t / \tea 2 cl / �kt cl � w � O h ƒ k k W k � / 2 � 2 O � U � ■ ■ 0 U V4 Cd � 0 A 0 4) 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 ►l MEN 5� Figure 5. 2020 Urban Expansion Area City of Plymouth, Hennepin County 00 eA MEMO ^AH • airy'„'„Tco'�� t: - . ' ,r., �; a .-....rte �/•»i 2 z ,� q .—H �_ r:15,ao^*:t= ■rf>'L • i�i:�' i�J' - :� m i iJ1,1,.r�tl�llali}�7IIG� ��Zi..11 au .r% ���",e�•.�1. � 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 u} cv..c,sy� Pis•.--'1^r 1IM ,�,c,..,.. �1r w P 'S�_`.1!...-.✓ (�+1' ii.�c,•Ir-C/ r �—_�� JYY� ,' j'D: OSfr� ��! % 'ii9 tl• YI. �•r qi L,-r .y gwaw ¢ y f 1� J ��. ��,a�r'3Ct3ri �^d P`-? .. •�sP• `ti�� . �� � �� '� tli�....1 I •�n�11M . / �YI•w'i. :.k%�� �7gyi'.:� ♦ -�! 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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 y 0