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<br />PHASE 1: GETTING STARTED
<br />Task 1: Establish Steering Committee
<br />The Steering Committee might include a Plan-rung
<br />Commissioner, the City Administrator, members of
<br />the business community, and local institutions, and
<br />citizens. The Commitree will be engaged throughout PHASE 2: DEVELOP ALTERNATIV
<br />the COutse of the project at five Steering Committee Task 7: Conduct Consultant Work Sessiol
<br />meetings. With information learned from Phase 1 act
<br />Task 2: Collect and Anal}'?e Data the consultant team will prepare alternative
<br />Data, including existing land use and zoning mapping; planning and design concepts for the down
<br />information on building permits and housing starts; Th
<br />area. e concepts will represent key e1em(
<br />reports on the age, condition, and value of residential
<br />of downtown such as: community facilities
<br />properties; previous plans and studies; US Census
<br />information, and other materials will be collected and services, land use, transportation, infrastruc
<br />analyzed. A technical memorandum will be prepared town form (community design and image)
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<br />The scope of the information base will include socio-
<br />economics and demographics, development
<br />projections, the built environment, and the natural
<br />environment. Phase 1 will also include field
<br />reconnaissance activities; interviews with key
<br />stakeholders, elected officials and staff; and the first
<br />Community Meeting.
<br />
<br />PHASE 2: ALTERNATIVES DEVELOPMENT
<br />This Phase will focus on the development of
<br />alternative downtown plans. It is anticipated that
<br />Phase 2 will result in 2-3 alternative downtown plans,
<br />which will be further refined in Phase 3. The
<br />alternative plans will be:
<br />· Developed to respond to growth demand
<br />projections prepared in Phase 1 and
<br />· Developed hased on physical impacts to the
<br />study area specifically CSAH 14/21 and
<br />. Evaluated against economic/ fiscal impacts,
<br />environmental impacts, and the community
<br />vision and City goals and objectives in Phase 1.
<br />
<br />PHASE 3: SELECTION/REFINEMENT OF A
<br />PREFERRED DOWNTOWN PLAN
<br />This Phase will include tasks where the alternative
<br />Downtown Plans will be presented at a second
<br />Community Meeting. The Phase 3 process includes
<br />work with the Steering Committee to select a
<br />preferred Downtown Plan.
<br />
<br />This final Phase of the Downtown Plan process
<br />includes the refinement/completion of mapping and
<br />preparation of a draft plan and a final plan. The draft
<br />plan will be presented to the Planning Commission
<br />for review and approval. The final plan will be
<br />prepared for Council adoption.
<br />
<br />WORK PROGRAM TASKS
<br />
<br />for distribution to the Steering Committee tl
<br />summarizes findings from Task 2.
<br />Task 3: Conduct Field Reconnaissance and'
<br />Base Mappin!';
<br />The reconnaissance activities will be conducl
<br />two parts. The first part will require four hq
<br />Saturday morning where the con-sultant tearj
<br />guided through the community by rhe Steed/
<br />Committee. At the conclusion of the guided,
<br />Committee will meet to provide the consultal
<br />with an Infirmation T'ronsftr, focusing on the n
<br />important issues to address during the comp
<br />hendsive plan study.
<br />The second part of the reconnaissance activit
<br />be conducted by the consultant team indepe.
<br />of the Steering Committee. A technical
<br />memorandum will be prepared to document
<br />from Task 3. This memorandum, which will
<br />base mapping, will be distributed to Steering
<br />Committee members for review and commer
<br />Task 4: Conduct Stakeholder Interviews
<br />Interviews with up to 10 key stakeholdel
<br />(community members, consultant engine
<br />and Scott County representatives) will b(
<br />conducted. A technical memorandum
<br />documenting the interviews and summar:
<br />findings will be prepared for distribution
<br />Steering Committee members.
<br />Task 5: Facilitate Second Steering Committee
<br />Meeting
<br />The Steering Committee will meet with the COl
<br />team to discuss technical reports submitted to
<br />document Tasks 2, 3, and 4 and provide input
<br />planning the first Community Meeting.
<br />Task 6: Facilitate First Communil;y Meeting
<br />The consultant team will facilitate a Communi
<br />Meeting (Kkk-Off Meeting) where findings fr
<br />Tasks 2, 3, and 4 will be presented and the
<br />community will be actively engoged to define i
<br />and a community vision, goals and objectives.
<br />memorandum documenting findings from the
<br />Community Meeting will be prepared for clistti
<br />to the Steering Committee.
<br />
<br />The Downtown Redevelopment Master Plan study
<br />should additionally be informed by the community's
<br />zoning regulations, development of zoning standards
<br />and coordination with Anoka County's
<br />comprehensive plan.
<br />
<br />Centerville's Downtown Redevelopment Master Plan
<br />should not only address immediate concerns, but also
<br />provide the community with design srandards,
<br />development policies, and an implementation plan
<br />that can be used to stage future development. One of
<br />those future stages is dealing with the private
<br />development community. We have had recent
<br />success with assisting Cities with public/private
<br />development coordination in terms of planning and
<br />design efforts and assisting with developer selection
<br />and plan implementation.
<br />
<br />Our planning/design process will track that of a
<br />typical comprehensive plan with the focus being the
<br />downtown and associated influence zones around the
<br />existing downtown. The identified planning and .
<br />design issues include:
<br />
<br />. Communil;y Image and Identit;y
<br />What and where is Centerville? A critical first
<br />question is what does Centerville have to offer
<br />and how can that message be transmitted to the
<br />region. This is a community visioning exercise
<br />not dissimilar to process and exercises conducted
<br />during the Design Team visit. It is important to
<br />recognize those efforts and reinforce them
<br />through this Master Plan effort. Past work will
<br />form the foundation for answers to the what and
<br />where question.
<br />
<br />. Complete Inventories
<br />We will conduct complete inventories of existing
<br />systems including housing, husiness,
<br />transportation, trail, shore land, building
<br />conditions, city properties, County Highway land
<br />takings and environmental to assess Plan needs to
<br />address specific topics. This task will be further
<br />refined as we move through the planning and
<br />design process.
<br />
<br />. Land Use and Growth Management
<br />The City needs to ensure that land is being
<br />consumed in a logical and sustainable manner in
<br />order to conserve resources and provide residents
<br />the greatest efficiencies and economies possible.
<br />Growth is not a problem. Unbridled growth that
<br />occuts where it should not occur and in a manner
<br />that does not reinforce the community's vision,
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<br />goals, and objectives is a problem. Growth thar
<br />is not reflective of the vision, goals and objectives
<br />for the downtown area is counterproductive.
<br />
<br />Smart Growth philosophies and practices apply
<br />well to CenterviUe. Centerville would do well to
<br />investigate and embrace the practices of Smart
<br />Uving, prior to and together with the stated
<br />desires to incorporate Smart Growth principals.
<br />Smart Living embraces those activities that we
<br />can all enjoy and use today that help to reinforce
<br />Smart Growth principals. One example would
<br />include opting to bike or walk for some daily
<br />errands even though there might not, as yet, be a
<br />dedicated biking or walking path available.
<br />Another example is opting to live near
<br />employment. Granted, not all can afford to
<br />move based solely on employment, but great
<br />benefits can be derived to reducing commuting
<br />time and energy consumption.
<br />
<br />Economic Development and Market Analysis
<br />Protecting that which exists and augmenting
<br />existing ventures with complementary uses is vital
<br />to the success of any downtown area. Centerville
<br />must identify its role in the area and region and
<br />approach market and economic development
<br />opportunities that are realistic given surrounding
<br />influences and the needs of the local communiry.
<br />
<br />We will rely on existing market data and studies
<br />prepared by The McComb Group to assess
<br />market conditions and make recommendations to
<br />adjust the economic development focus to better
<br />respond to influences. The end result will be ro
<br />determine the direction of business activities, and
<br />evaluate the potential for strengrhening the
<br />downrown through economic development
<br />opportunities.
<br />
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<br />Housing
<br />There is general understanding that a mix of
<br />housing options contributes to the health and
<br />diversity of a community. Housing, arguably the
<br />most expensive investment a community's
<br />residents will ever make, is the single most
<br />important factor that contributes to a
<br />communiry's identity.
<br />
<br />An inventory will be conducted as part of the
<br />planning process to assess the current state of
<br />housing supply, location, condition and value
<br />based on available data and studies. Analysis will
<br />also be conducted to assess future demand for
<br />various types of housing (single family and multi-
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