7.1 comp plan proposal and 2007 comp plan goals, policies, and strategiesWork Plan and Schedule
Participation Process
Task 1: Project Management
Ryan will serve as Client Service Manager to assure client
satisfaction on the project. Jane will serve as the Project
Manager, providing oversight and direction. She will serve
as the primary point of contact for the duration of the
project. We will provide:
• Monthly progress reports and invoices
• Project schedule with key milestones
Task 2: Project Initiation
The first step in the project is working with City officials
to establish specific goals. This includes:
• Meeting with City staff to review the scope of work
and existing information available
Conducting community visits, inventory physical
conditions, and visit with key stakeholders
Reviewing previously adopted planning documents
from various City Departments
�a
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\ u� pub\ic
\e� e
Public awareness
Purpose: To make the
public aware of the
comprehensive
planning project
Pledge to the public:
We will keep you
informed
Example methods:
Direct mail, news
releases and mass
media, displays and
exhibits.
evert
;taw 0\V
Public education
Purpose: To provide the
public with balanced
and objective infor-
mation to assist
them in better
understanding the
various steps in the
planning process
Pledge to the public
We will try to help
you understand.
Example methods:
Public education
meetings, websites,
newsletters.
University of Wisconsin-xtension, Citizen Participation
Team (2001). Citizen Participation Training Manual.
Work Plan and Schedule
Task 3: Public Outreach
There are many ways to incorporate public interest and
participation in a Comprehensive Plan project. We have
built these into the process, with the expectation that this
effort will provide an extensive opportunity for those
interested to participate, and provide City Officials with
a sufficient level of confidence there are no unanticipated
issues, not yet raised to public consciousness, that need to
be addressed in the Comprehensive Plan process.
The purpose of public participation is not an end in itself.
It is important to know what purpose is being pursued. It
may be public education about City issues and decision-
making, an outreach to find new or innovative ideas for
public consideration, and/or an effort to build consensus
around a chosen path, among many others.
Public input
Purpose: To obtain
public feedback on
issues, alternatives
and/or decisions.
Pledge to the public:
We will provide a
variety of opportuni-
ties for your input,
and will provide
feedback on how the
public input was
used in the planning
process.
Example methods:
Open houses, public
hearings, visual pref-
erence surveys,
opinion surveys,
focus groups.
Public interaction
Purpose: To work
directly with the
public throughout
the process to
ensure that public
issues and concerns
are consistently
understood and con-
sidered.
Pledge to the public:
We will work with
you to ensure that
your concerns are
directly reflected in
the alternatives
developed and
provide feedback on
how public input
influenced decisions.
Example methods:
Visioning
Public partnership
Purpose: To place
decision-making
responsibilities in
the hands of the
public.
Pledge to the public:
We will work to
implement what you
decide.
Example methods:
Citizen planning
committees
Submitled by Bolton & Menk. Inc. 2040 Comprehensive Plan Update i City of Scandia, Minnesota 11
City Staff Involvement. We expect Bolton & Menk staff
will lead the project, relying on City staff for feedback and
interpretation of local issues and choices. We will work •
closely with City staff in a shared lead role for purposes of
correspondence with the public and public officials.
Public Official Roles. With a long history of working
for local government in planning and zoning, we fully
understand both the role of public officials and the
information they need to make informed and effective
decisions. We work hard to build our relationship with
the community so we can quickly absorb the issues to
be addressed. This requires regular interaction with the
Planning Commission and City Council members to
understand their approaches to local government and land
use policy and ensure the updated Comprehensive Plan
truly captures the objectives they envision.
Public's Role. Public participation in this project
will directly and robustly engage the public through
a combination of face-to-face interaction and online
communication. The specific components of the public's
participation are listed below.
Task 3.1: Branding
Our team will work `�� or
with the City to develop WABASHA
a brand specific to the
Comprehensive Plan
Update. This brand will be used on all outreach materials,
both printed and electronic.
Task 3.1: Face -to -Face Outreach
We offer the following
public engagement
activities for the
Comprehensive Plan
Update process:
• A Comprehensive
Plan or Steering
Committee, consisting of 10-12 members from a mix
of staff, elected and appointed officials, and community
volunteers (3 meetings)
• Personal interviews with community leaders, utilizing
a focus group approach. We anticipate four focus
groups, including:
• Local government officials (City Council, Advisory
Boards and Commissions, and Staff)
• Business community
Work Plan and Schedule
• Agricultural and rural residential community
• Youth groups (Scouts, students, other)
Unlike traditional public meetings, "pop-up" meetings
go where the public is already gathering, such as
community events, local coffee shops, or the library.
People are provided with written materials, asked to
complete a short survey, and have the opportunity to
ask questions. Our proposal includes two "pop-up"
meetings:
• Vinterfest
• Farmers Market `
(or another event
recommended by the
City)
Concept -review public open house (1)
Planning and Zoning Public Hearing on Draft
Comprehensive Plan Update.
City Council meeting (Review and Adoption)
Task 3.3: Online Outreach
According to the Pew Research
Center, 86% of adults go online
Riverfront- Public Comment regularly, and 74% of online
adults are social network users.
Those numbers are higher for
teens and young adults. Online
outreach is necessary to reach
more community members. Our
proposal includes:
• Website
• Web -based comment forum
• An online interactive community issues map that
allows the public to identify specific issues or
respond to specific questions with pins on a map
• Online survey of issues and comment
• Facebook Page specific to the Comprehensive Plan
Task 3.4: Targeted Outreach (optional)
In the event the City wishes to pursue more extensive
public involvement, there are additional methods to
build on the foundation laid above. Additional public
participation options could include any or all of the
following efforts:
• Random -sample telephone survey of community
opinion (outside contractor)
• Mailed survey of community opinion
• Focus group meetings on individual issues and/or
concepts
• Community design charrette
Submitted by Bolton & Menk, Inc 2040 Comprehensive Plan Update I City of Scandia, Minnesota 12
Interactive workshops with local schools, civic groups,
and others
• Informational door hangers
These options are highly customized, and depend on
a variety of options, including sample size, number of
expected participants, etc. We welcome meeting with City
Officials to discuss and design specific options to develop
cost estimates and community official roles for any of the
chosen alternatives.
Planning Services
Task 4: Existing Conditions Analysis
Task 4.1: Review Existing Plans
Utilizing information from previous plans, public
involvement, City input, and consultant review, we will
identify issues and needs across all segments of the Plan.
This review will serve to inform changes and adjustments
to the new Plan.
Our team will also review the existing Plan for form and
content to identify inconsistencies with current conditions,
requirements, and goals. This review will provide a
framework for the new Plan.
Task 4.2: Community Designation
The City of Scandia has expressed an interest in exploring
the possibility of changing the community designation
from "diversified rural" to "rural center." Changing
the designation will require coordination with the Met
Council. Our goal is to accomplish this task in a timely
manner; however, depending on the process required by
the Council, additional time may be required.
Task 5: Vision, Goals, and Objectives
Task 5.1: Analysis of Future Issues
The initial stages of the public engagement process
will be key in evaluating the existing vision statement
and identifying changes as necessary. Our team will
work closely with City staff and appointed and elected
officials to draft a vision statement and goals to guide the
development of the Comprehensive Plan.
Task 6: Plans and Policies
Task 6.1: Metropolitan Council Requirements
The Metropolitan Council's System Statement for the City
of Scandia lists the specific requirements to be included
in the Comprehensive Plan Update. We will examine the
Local Planning Handbook checklist for the City to ensure
Work Plan and Schedule
all elements are included in the updated Plan. We will
prepare the necessary tables and figures required by the
checklist.
Task 6.2: Land Use
• Review and analyze existing land uses
• Review existing land use designations and recommend
changes or modifications
• Identify appropriate future, long-tenn land use
designations for all parcels, regardless of existing use
• Provide a land use capacity analysis to identify
potential future growth areas in the City
• Identify areas appropriate for more indepth planning
studies
• Provide a Future Land Use Map
• Review current Zoning Ordinance and Zoning Map
and identify changes required for consistency with the
new Plan
Task 6.2.1: Staged Development
The Rural Center classification requires a plan for staged
development in I0 -year increments. The Staging Plan will
be carried through all elements of the plan.
• Provide a table identifying staged development
including future land uses, acres, and density ranges
for each 10 -year increment
Provide a map identifying the staging
Task 6.3: Housing
Complete an existing housing assessment including
total number of units, number of units by type, owner
occupied and rental units, and housing values
Provide an analysis of existing housing needs and an
analysis of future housing needs
The City of Scandia does not have a share of the
Region's need for low and moderate income housing
Task 6.4: Economic Development
Provide an analysis of the number and character of jobs
and businesses within the City
Identify areas for new business within the City
Recommend goals, policies, and strategies to maintain
economic competitiveness
Task 6.5: Parks and Trails
• Identify and describe Big Marine Park Reserve and its
impact on the City
Submitted by Bolton & Menk, Inc 2040 Comprehensive Plan Update I City of Scandia, Minnesota 13
i
ED Goal 1: Strengthen the village center of Scandia as the focal point of economic and community activity.
ED Policy 1.1: Work with village center land and building owners to maintain and upgrade their
building facades and properties consistent with the village's small town image and historic character.
ED Implementation Strategy 1.1.1: Create architectural design guidelines with examples
to guide facade improvements.
ED Implementation Strategy 1.1.2: Investigate incentive programs such as small grants or
free design assistance to encourage building and property improvement.
ED Policy 1.2: Identify in -fill opportunities and promote new commercial investment that creates
synergy with existing businesses.
ED Implementation Strategy 1.2.1: Work with local banks and economic development
entities to create opportunities for entrepreneurs to use empty or underused commercial
buildings in the village.
ED Implementation Strategy 1.2.2: Consider redevelopment strategies in the village core
to reassemble land and develop buildings that both meet desired design standards and are
attractive to businesses starting, expanding, or relocating to Scandia.
ED Policy 1.3: Continue to encourage public and private investment in community -oriented institu-
tions including the community center and city hall, church, cemeteries, and Gatnmelgarden.
ED Implementation Strategy 1.3.1: Make investments in nein public facilities adjacent to
or connected with the village core area.
ED Policy 1.4: Create land use standards that guide development into the village center and away
from a linear pattern along the highways or undeveloped rural intersections.
ED Implementation Strategy 1.4.1: Restrict new non-agricultural corrnnercial develop-
ment to the village or other designated commercial nodes.
ED Implementation Strategy 1.4.2: Restrict creation or extension of community water or
wastewater infrastructure outside designated commercial areas in the village.
ED Policy 1.5: In the review of new business developments or expansions, require the use of high-
quality materials, building designs that are compatible with the historic character of the area, and
landscaping that restores the natural rural character of the area.
ED Implementation Strategy 1.5.1: Create design standards including architectural and
landscaping standards consistent with a historic design pattern that provides continuity with-
out restricting individuality.
ED Implementation Strategy 1.5.2: Consider forming a design standard advisory
committee to review proposals and make recommendations on design to the Planning
Commission.
co SCANDILA rs�r
Ely
ED Goal 2: Encourage small businesses and entrepreneurs in and around the village center.
ED Policy 2.1: Create land use and zoning standards that encourage businesses with size and struc-
tures appropriate for village center's building infrastructure.
ED Implementation Strategy 2.1.1: Set maximum size limitations for commercial building
footprints.
ED Implementation Strategy 2.1.2: Investigate standards that discourage formula food
establishments.
ED Implementation Strategy 2.1.3: Prohibit franchise architecture or signage.
ED Policy 2.2: Work with local and area banks to encourage and support entrepreneurs.
ED Implementation Strategy 2.2.1: Identify financial and technical barriers to entrepre-
neurship, coordinate efforts to remove those barriers, and promote Scandia as a place for
entrepreneurs.
ED Policy 2.3: Encourage small niche businesses that serve regional markets.
ED Implementation Strategy 2.3.1: Identify existing niche businesses and create a pro-
motional strategy to expand the visibility (within the larger region) of Scandia Village as a
unique retail or service center.
ED Implementation Strategy 2.3.2: Explore the opportunities to link Scandia and it's sur-
rounding communities and small direct market agricultural producers to retail and services in
the village center.
ED Implementation Strategy 2.3.3: Strengthen artist communities, arts incubators and
arts as ecological development.
ED Goal 3: Encourage home-based entrepreneurs and businesses.
ED Policy 3.1: Create zoning and land use standards for home-based businesses that support
Scandia's self-employed households and encourage new home-based business that can function as a
secondary use in residential areas.
ED Implementation Strategy 3.1.1: Identify specific types of home-based businesses that
generate few nuisances and identify these in the zoning district land use tables.
ED Implementation Strategy 3.1.2: Set performance standards such as the number of
customers per day to encourage home-based businesses to transition to a storefront when its
market is adequately developed.
ED Goal 4: Recognize the economic importance of agricultural businesses.
11Z
ED Policy 4.1: Encourage new and existing agricultural businesses that take innovative advantage
of Scandia's agricultural resources, including agricultural tourism, certified local or organic food pro-
duction and processing, and niche or local markets for fiber, fuel, or other agricultural product.
ED Implementation Strategy 4.1.1: Define agricultural uses in zoning regulation to in-
clude the unique mix of agriculture found in Scandia.
�•.. _4.�' E 1.
SC �\DI1
lifJ� wtli �Oa&�"-OC�tritP/J�ED Implementation Strategy 4.1.2: Create incentives to attract new agricultural produc-
ers that fit a description of being oriented to local markets.
ED Implementation Strategy 4.1.3: Consider agricultural development incentives in tax
structure, development regulations, and economic development programs.
ED Policy 4.2: Set standards for allowing agricultural support businesses in areas where agriculture
is the designated primary or secondary use.
ED Implementation Strategy 4.2.1: Identify types of businesses (specifically businesses
accessory to the primary agricultural activity on a parcel) that support the kind of agriculture
encouraged in Scandia and make them conditional uses.
ED Policy 4.3: Create agricultural protection areas and agricultural protection programs to limit the
impact of development pressure on the economic viability of agricultural practices.
ED Implementation Strategy 4.3.1: Create zoning districts that match the intent of the
agricultural core area, limiting non-agricultural land uses.
ED Implementation Strategy 4.3.2: Continue to encourage land owners to participate in
the Metropolitan Agricultural Preserve Program. (See LU Implementation Strategy 5.4.2)
ED Implementation Strategy 4.3.3: Consider Purchase of Development Rights program
options for proactively protecting key agricultural lands.
ED Implementation Strategy 4.3.4: Evaluate the potential market size for Transfer De-
velopment Rights (IDR) within Scandia.
ED Implementation Strategy 4.3.5: Consider options for multi -jurisdictional TDR
programs.
ED Implementation Strategy 4.3.6: Consider incentive -based TDR programs, for
instance, where subdivisions are given expedited regulatory review or more flexibility for
rezonings or conditional use permits with participation in the TDR program.
ED Implementation Strategy 4.3.7: Consider a "bank" for development rights as part of
a Purchase of Development Rights program.
ED Implementation Strategy 4.3.8: Explore the interest of local agricultural land owners
in participating in the agricultural land trust/cooperative concept now being developed in
the metropolitan area.
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