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03-12-18 PC Agenda AGENDA Planning Commission Comp Plan Conversation Golden Valley City Hall, 7800 Golden Valley Road Council Conference Room Monday, March 12, 2018 7 pm 1. Comp Plan Work Session — Intro/Community Profile Chapter 2. Planning Articles This dacu�7�ent is availahle i�7 G�lternate formats upan a 72-ha��r req�iesfi. Pl�ase ca(I � 763-593-�006(TTY: 7ta3-�93-396�}to make a request. Exam�7les of afternate formats ; � r7jay includ� large print,el�ctronic, Braille,autiiacass�fite,etc. �,_ �� .. �:: ¢ � ,m ' ., � �.� , . �•� 4 �.. i .g. � �'hysical De�v�e�o�m.ent �lep�rtrnent ��-��-so��»�-��-��ca��) Date: March 12, 2018 To: Golden Valley Planning Commission From: Jason Zimmerman, Planning Manager Emily Goellner, Associate Planner/Grant Writer Subject: Comprehensive Plan Work Session —Intro/Community Profile Chapter The final chapter of the 2040 Comprehensive Plan has been drafted and distributed to the City Council and the members of the Environmental, Open Space and Recreation, Human Rights, and Planning Commissions for review and comment. Please submit comments no later than 4:00 pm on Monday, March 12th by email or phone. Staff will compile all of the comments and provide a summary with initial reactions at the meeting. An informal Work Session will provide an opportunity to discuss any revisions that should be considered as the full Comp Plan is drafted. A complete draft is anticipated to be ready for review by the City Council and Planning Commission in early May and will be released for public comment on May 16. Attachments • DRAFT Intro/Community Profile Chapter—2040 Comp Plan (15 pages) Introduction/Community Profile DRAFT released March 5, 20�8 OUTLINE � Introduction --,g,�t..,.,; • What is a Comprehensive Plan? ,,a�� • Why does Golden Valley need one? • What have past plans said? � � � � Community Profile ��M p • Who are we? • What do we want to be? � �� INTRODUCTION What is a Comprehensive Plan? A Comprehensive Plan is a document that is a reflection of a community's vision for the future. It guides decision makers over time by providing a series of goals, objectives, and implementation actions to ensure a logical and cohesive pattern of development within the city. Minnesota state statute requires that all government units in the seven-county metro area have Comprehensive Plans in place to ensure that growth and redevelopment is consistent with regional plans and systems. Before adopting a Comprehensive Plan, a City Council is required to take input from the public, surrounding cities, and relevant agencies. All Comprehensive Plans are ultimately reviewed and approved by the Metropolitan Council. Once adopted by a City Council, the Comprehensive Plan becomes the basis for enacting land use decisions that shape development and redevelopment. In addition to providing direction regarding possible growth, the Comprehensive Plan also guides officials in regulating and administrating a number of other community elements, such as housing, local transportation systems, parks and other open spaces, water and sanitary sewer infrastructure, and more. As demographics and trends change over time, the Comprehensive Plan must be reviewed and revised to ensure it remains relevant to the conditions and the community vision. This typically occurs every �o years. Because the Comprehensive Plan affects each resident and business in Golden Valley, public participation is necessary with every update of the plan. Why does Golden Valley need one? Comprehensive Plans generally conceive of a vision 2o to 3o years in the future. Golden Valley implemented its first Comprehensive Plan in �959. Since then, the plan has been updated several times with the last revision taking place in 2009. Through careful planning and with community participation, the City initiated redevelopment of a downtown hub at the 1 crossroads of Winnetka Ave and Golden Valley Road, facilitated the reconstruction of roads and highways, and completed many parks and infrastructure projects that make Golden Valley a desirable place to live. The Comprehensive Plan helps ensure that Golden Valley remains a dynamic city that offers a wide range of amenities and services while implementing goals and objectives that work to preserve and upgrade infrastructure. It helps support the sustainability of the region by encouraging growth and redevelopment in targeted areas while simultaneously protecting the environment through regulation and preservation. What have past plans said? The Comprehensive Plan the City adopted in �q77, which planned through the year�990, focused on coordinating land uses and new development with transportation improvements and community facilities to ensure anticipated growth could be accommodated. Many of the goals included in that document remain relevant today, including: • Develop a transportation system in which highways are designed to facilitate rapid movement while local streets accommodate slower moving traffic. • Provide a safe and convenient means to reach all areas by foot, bicycle, or public transportation. • Set aside a large proportion of land for wildlife and maintain high air, noise, and water quality. • Provide a recreation facility convenient to each neighborhood resident. • Develop an attractive community focal point which provides an optimum mix of shopping and community facilities (between Bassett Creek, the Golden Valley Golf Course, and Nwy 55)• • Provide housing opportunities for citizens of all income and age levels. The 200o Comprehensive Plan (adopted in �q82), while maintaining many of the same goals, acknowledged that Golden Valley was approaching full development and that it lacked sufficient affordable housing. In addition, it stated that overseeing the sanitary sewer system was becoming a matter of preservation and revitalization rather than expansion. A plan adopted in �999 was meant to anticipate land use needs through 2030, while other chapters developed goals for the year 2020. The language of that document centered on finding the proper balance between different uses, between quality and diversity, between development and redevelopment, between nature and humans, and between local and regional interests. Beginning in 2002, Golden Valley went above and beyond the usual community participation involved in revising a Comprehensive Plan by preceding the formal process with a wide- spread and inclusive community-led visioning exercise called Envision Golden Valley. Through this multi-year engagement process, more than boo people weighed in to provide their thoughts on the city's future. The two core ideas that emerged were Creatively Connecting People and Places and Inspiring Care for Community. 2 Creatively Connecting People and Places Golden Valley's location at the axis of urban density and suburban tranquility makes us acutely aware of our connections to a greater whole. We enjoy the access afforded by the highway system that intersects our community but want to reduce its impact on our neighborhoods and natural spaces. "Connecting" isn't just about getting from place to place. It's also about bringing people together—by fostering inviting public spaces, vital businesses, and community institutions where people work and play, encounter their fellow citizens, and discover common interests. (nspiring Care for Community True community is defined not by borders, but by its common ground. As individuals, families, neighborhoods, and organizations, our actions protect and enhance the public assets for which we share responsibility: � air, water, wildlife, and landscape • playgrounds, parks, streets, and pathways • good government, education, and public services • safety and welfare of our fellow citizens Envision summary document: a shared vision for golden valley's future Though developed �5 years ago, these ideas continue to guide much of the approach to civic life in Golden Valley today and the basic themes are woven throughout the goals and objectives of the 204o Comprehensive Plan. COMMUNITY PROFILE Who are we? Golden Valley is an inner-ring suburb located just four miles to the west of downtown Minneapolis. Its 10.5 square miles encompass large areas of single-family neighborhoods, concentrations of commercial and industrial activities, scattered educational and religious facilities, and generous swaths of open space in the form of parks, golf courses, and other natural areas.The city is bisected by two major transportation corridors while two others sit on the western and southern borders. Originally settled as farmland in the mid-�800s, Golden Valley was established as a village in �886. Pockets of commerce sprang up along the railroads that crossed the area and local highways became the backbone for new residential growth. Post-war expansion in the �q5os and 6os brought significant growth in single-family neighborhoods. By the �97os, the City began to explore ways to encourage redevelopment of tired and underutilized properties. A Nousing and Redevelopment Authority (NRA) was created to acquire and prepare land for redevelopment. These significant undertakings paved the way for the establishment of the current downtown at Winnetka Ave and Golden Valley Road and the business district north of the new I-394 at Xenia Ave. By the late �q8os, most of the vacant land in the city had been 3 developed. The last large residential project,the Nidden Lakes development, was approved and constructed in the late �qqos and early 2000s. Golden Valley is fortunate to have over�,�oo acres of parks, wetlands, and other protected natural areas spread throughout the city. In addition, Sweeney, Twin, and Wirth Lakes, as well as Bassett Creek and numerous ponds, provide attractive and ecologically important water features. There are three golf courses (two public and one private) located within the city limits. Brookview Community Center offers a gathering place for residents and visitors as well as a focal point for senior activities. Two school districts - Nopkins and Robbinsdale - split the city north and south (see Figure �.�: School Districts) and other public and private elementary and high schools are spread throughout the area. Religious institutions and other non-profits offer opportunities for fellowship and social services. Fi ure �.�: School Districts �;• i-. ; ia �� } : ' i� j '� �IA�� (i", �� : __ � � �._ ; �i K . �� i_ + , .. ... ..... ,' . . . .x�,,. � .�,� . . .,, . .. i • .� � �-�� i f �. � � L..�s � s , � � 1 {� � �---( � ,�, . ,.«�,.� �' �r.4 i— �`j k I s.. _ .� �'4 • { ' � ' .. . �r`� t ' '� ; j� � _ .�._�. � "i: �11�'�`��• (, ` i f � �� ,�. �k�� ^" �+ir � .. . -• . � ,� i �.r .. , . . , . _ .. :. . • .,..,.. . __. " r ;��.7 I 1 � 1�`. {'"•� l .... .. .. .... ...?+ \ i . • � � . .. . ..., . . , � .. • - , . , � •T , , ; ,- �. �. �.. _ � , i� ROBBII��D�LE �28� y� , � �:9�� -: . � . , � . �. . , _ ,•. ;;,,� � f � �..� . _ . � , . . . , ._. , . - ,__ -� �.�.t ' �� 1 } s } � r "��':..... �` . —'� �� . . � � �-"�� -'. . , r ) ;1 z, "�' �;� tii y< �_�. � �� = ! � ��, j , " --. � W ._, � �� " y '� 1 �.�., i _, t .�.. . � . � �� '+� 1 �) �`, �'.- _. f ,,�`i� �'' ' �'• �i?�,;� 1 � �. � �l� � � .... �! � y f,_,.. �I '4 � . ._'{ �"� � � � � �� t�� ? E�:. .O ,_... 1� .� � - a..e w _ .. .r" j j %�� I 1 . Q .� �1 E i � � .... �� . ...a�...i" i� �---`._: . _. . ,.�,�, _...� ._,_,..,�^., 3•i � � � a f j 3 � . t �� W �. � � � �., , , -.. , � �,� . : ,; � , � �. _. _. -:.__.____ : .�. �. �', � ; j} tZ ,� ; f —� + • �, _._ ...... G � �. .., x✓' � t �r , � � � 3 � _ �� .m,� -�,... . . �; � jii�� i__ ,r3- ' �. �'. f 1 , ! r � _ i '�__ , �5�, a=' i _ - ... � �: � << �" ' - ,`�- ,�`��{ r ! � j� ,a,�. � y, � �� _�. E � _j y �, _ � ° ' .~, -- �'- •- , -T� ' � ,�. _�_ � � ! ; � 3 �;. v E - �... Q�., r ��J B _ • � t-- -• � , •' /' / _. i _� .~ � j `. � �'�'� � � I .��f -'. ; , � .�, : � ,` �-,.� .�.a � � -�., , ' � � , , .. :,' � s; �� . ' ti. _ ._. � , .�: !' i i �di � r - . _ . t�, = j� �HOP�C#�S'#27�1 ..- II _; �w -�, � )t _ . _- ; _ _ ' �� ' _.'�; ' i �'- ' �ei _ __ ' t , .. , � ---� � -- e t � � 4_s..�'' j _ _,.. � � a e " , f i j . •, � j,.} �"•,-�.,,p,:.• -� ._�_ �� . ~ �... c� ....... ``:�i,��_._.�...»...,_...,._��~ R .. ,.j+�l�y `r . , ��.... �... w.snwoa � � � . . . ..� '.*�` � ..��" .�:�W -' ST. LOUIS PARK #283 � .�.�j '".:,' � ��r _ F� j;i 1 r A number of international corporations call Golden Valley home, including General Mills and Tennant Company. Other businesses have a significant presence in the city: Noneywell, Allianz Life, Mortenson Construction, and Courage Kenny Rehabilitation Institute among 4 them. Commercial nodes in the downtown, along I-Iwy 55, at the intersection of Nwy�oo and Duluth St, and north of I-394 provide space for restaurants, shopping, auto-oriented services, and other retail destinations. Three industrial areas continue to support manufacturing and warehousing enterprises that contribute to the city's tax base. Throughout the �qqos and early 2000s, the city's population hovered atjust over 20,000, dipping in 200o due to decreasing household sizes and a stagnation in the housing market. Pent up demand caused by the Great Recession resulted in a number of new apartments being approved in the 2olOs and a corresponding surge in population. City estimates now surpass those forecast by the Metropolitan Council (2�,30o in 202o and 22, qoo in 2040), predicting a population of 26,50o by 202o and 28,30o by 2040 (Figure 1.2: Golden Valley Population, 7qqo-2o40). This increase is consistent with the larger demographic trends in the Twin Cities, which anticipate a 27 percent increase in population between 20�o and 2040. Figure �.2: Golden Valley Population, �990-2040 28,300 28,000 27,400 26,500 26,000 24,000 � � 22,900 22,000 21,571 22,000 20,971 21,300 20,281 Z0,510 20,371 20,000 18,000 ;� f 16,000 E ,1 14,000 ! � 12,000 1990 2000 2005 2010 2015 2020 2030 2040 ■Census/Met Council City Forecasts On average, the city's population is aging. The 20�o Census showed a significant segment of residents reaching their bos. This trend will require necessary shifts in thinking by the City in order to provide the services and meet the needs of a growing senior population. Nowever, 20�5 census data hinted at a sizable segment of residents in their late 2os and early 3os, suggesting that a wave of younger families may be on the horizon. 5 Overall, the population of Golden Valley is less diverse, more highly educated, and has lower levels of poverty than other inner-ring suburbs in the metro area. Consistent with regional trends that show a significant increase in the percentage of persons of color by 2040, recent local trends show that diversity is increasing with a shift from b percent non-white in �990 to �8 percent in 20�5 (Figure�.3: Population by Race and Ethnicity, �qqo-2o�5). Education levels remain high (Figure �.4: Educational Attainment,�990-20�0) but the percentage of the population living below the poverty line has almost doubled from 4.3 percent in 1990 to 8.2 percent in 2015. Figure�.3: Population by Race and Ethnicity,199o-2015 iooio �� 90% ,., ��.- � - 80% 70% 60% 50% 94.0% 89.9% 40% 84.0% 81.7% 30% 20% 10°/a 0% 1990 Census 2000 Census 2010 Census 2011-2015 ACS ■White alone Two or more races ■Some other race alone ■Native Hawaiian and Other Pacific Islander alone � ■Hispanic or Latino � Black or African American alone �Asian alone ■American Indian and Alaska�lative alone 6 Figure �.4: Educational Attainment, 2990-20�0 soor Graduate/Professional Graduate/Professional 90o� Degree, 15% Degree, 17% Graduate/Professional Degree,20% .�_. n �. . _ , 80% 70% Bachelor Degree,27% Bachelor Degree,30`�0 "` " �`' Ba:helor Degree,34% 60% Associate Degree,7% 50% Associate Degree,7% Some College or No Associate Degree,6% 40% Degree,21% Some College or No Degree,23°/a Some College or No 30% Degree, 18% 20% High School Graduate, 23% High School Graduate, High School Graduate, 18% 18% 10% Did Not 6raduate High Did Not Graduate High Did Not Graduate High School,7% School,6% School,4% 0% 1990 Census 2000 Census 2010 Census 7 The combination of rising housing costs and a flattening of income has resulted in a significant increase in the percentage of Golden Valley households facing a high cost burden, defined as paying more than 3o percent of a household budget for housing. There has been a slight shift from home ownership to rental living(Figure 1.5: Nousing Tenure and Vacancy,�qqo-2o�5). Vacancy rates are low and contribute to high housing prices. This trend is consistent with data from across the metro area and housing affordability continues to be an issue that must be addressed regionally, not just locally. Figure 1.5: Nousing Tenure and Vacancy, �990-2075 iooro 0 90/0 18.68% 18.21% 80% 20.95% 22.05% 70% 60% 50% 40% 0 80.16% 78.28/ 73.34% 73.55% 30% 20% 10% 0% 1990 Census 2000 Census 2010 Census 2011-2015 ACS ■Owner occupied �Renter occupied =�Vacant 8 Over recent decades, Golden Valley has shown steady though incremental housing growth. The approval of several new multi-family projects in the 2o�os has resulted in a sudden rise in new households with more anticipated in coming years. The Metropolitan Council forecasts a household count of 9,80o by 2040; due to the number of multi-family projects in the pipeline and additional opportunities for redevelopment in the future, the City predicts a count closer to �2,400 (Figure �.b: Golden Valley Nouseholds, �9qo-2o40). Figure�.b: Golden Valley Nouseholds, �990-2040 12,500 12,400 iz,000 11,600 i l,500 10,500 9,800 9,600 9,500 9,171 9,300 8,905 8,816 8,449 "� 8,500 8,273 ;�§ � � 7,500 � � ' 6,500 1990 2000 2005 2010 2015 2020 2030 2040 ■Census/Met Council City Forecasts 9 Employment numbers in Golden Valley have consistently increased throughout the�qqos and early 2000s (Figure �.7: Golden Valley Employment, �9qo-2o40). While the Metropolitan Council is forecasting an additional 5,00o jobs by 2040, recent trends for office and retail uses and a greater demand for housing than for other types of redevelopment suggest the actual amount of growth may be lower. Although Golden Valley boasts the greatest per capita job numbers in the metro area due to the large inflow of employees each work day, only around three percent of employees who live within the city also work here. This results in added congestion of the transportation system. Eighty percent of Golden Valley workers drive to work alone—a number that has remained unchanged in 25 years (Figure �.8: Means of Transportation to Work, �qqo-2o�5). With very little ability for an increase in roadway capacity, the City will be looking for opportunities to increase transit service (both bus and light rail) as well as to support new bicycle and pedestrian options in the future. Figure�.7: Golden Valley Employment, �990-2040 40,000 38,900 38,000 37,500 36,000 36,000 35,700 34,650 34,000 33,885 33,600 32,908 33,194 32,000 30,142 30,000 28,589 28,000 26,000 24,000 22,000 20,000 1990 2000 2005 2010 2015 2020 2030 2040 ■ DEED/Met Council City Forecasts 10 Figure �.8: Means of Transportation to Work, 7990-20�5 iooio � Worked at Worked at home,5% Walked, 1% home,6% Walked,1% 90% ' ,- : , �- Pubiic a�', '�; Other Public - - 80/ transp�j ation, �, means, 1% transportation, ° � � 4/o P Other , °� � means,2% �% 70% f' 60% , 50% Drove atone,80% Drove alone,80% 40% �' 30% � Y: Z��o 10% . .. . .._. . . Carpooled,9% Carpooled,7% 0% 1990 Census 2011-2015 ACS What do we want to be? In order to help inform the goals and objectives of the 204o Comprehensive Plan, staff worked to gather feedback from the community and incorporate it into the theme of the document. A community survey, conducted in the summer of 2o�b, provided information about numerous aspects of City services as well as various systems including transportation, housing, parks, economic development, and environmental issues. Results showed an overall satisfaction with City services and the perceived value received for the level of taxes paid, concerns regarding aging infrastructure, and continued interest in expanding opportunities for outdoor activities such as community gardens, off-leash dog areas, and off-street trails. Through an open house held in September of 20�6 and via an online questionnaire posted on the City's website, staff collected additional comments and ideas from residents. Participants were asked to provide words that described what they value about Golden Valley today and how they would like Golden Valley to be described in �o or 2o years. The results were organized into two word clouds, with the size of the text proportional to the frequency with which the words were used (Figures �.q and �.�o). 11 Figure�.9: Word Cloud - Golden Valley Now �� ,, GREAT PEOPLE INCLUSIVE ��e�� . W o .� SCHOOLS ��l��- � LL Q RESIDENTIAL W o � � � = o � NEIGHBORHOODS � � ° Z V CENTRAL V � Z W � � � W � � z � "'� � W 1— Z C LASS 1� �.. � � oo ,� oc � W C7 W GROWING W � � V J a V TOLERANT �. = O � � Q � m tI� CLO E � � W 'Q � Z S �� 1— _ � �. a � �— Q v� oW V p� m W J V 0 � Qo3 Q a � � R O A D-O R I E N T E D G R E E � N � � �NSERVATIVE URBAN PLANNIN� � � W �usN � � �� W � � � � V , � � � GOOD � CONVE I E � � � - � � �� . N NT ; > �� IEAR THE ACTION '� W Z a _ Z OPEN � TRANSITIONING ••1 TREE �► . .., Gv2o4o COMMUNITY (� ,�� ',� �� ... ... � 12 Figure �.�o: Word Cloud - Golden Valley of the Future Z �VE � .. a �5�:.: F � SUSTA � �� INABILITY � �� .. � REHAB HOUSING Q � � 0 CO M P �c z OSTiORGANICS a _ � � W � � � co N N ECT� _ � � VITY _ W ZZ WW — SMALL BUSI W N � W � NESSES � > � � � m � Z �c � LIGHT RAIL �. �s � W � � � � aaW �n _' � ��. 3 �n 0 a W � G � t� W ui Z �� J � W � Qo0 m � Z a �, W Qo �,. W F- �- �c � Z � � o � �.ua WWZ � � ,� NEIGHBORNOODS "� n (' W � � �, > > � � � Q � o � � � NATIVE PLANTINGS ,� � W O '� Q � . WATER QUALITY �� 1� v �� ::: .., � TRANSIT FRIENDLY.�° �� . �v2o4o INFRASTRUCTURE INVESTMENT A quick comparison of the two images reveals that while many of the impressions of Golden Valley today carry over to an envisioned Golden Valley of the future (Safe, Quiet, Green, Parks, Friendly), other new ideas and priorities begin to emerge when the city is reimagined in the year 2040. Phrases such as Diversity, Transit Friendly, Light Rail, Vibrant Downtown, and Targeted Density—in addition to the prominent presence of a Bicycle and Pedestrian Network—rise to the top of the list. City staff also developed a mobile tool to prompt users to consider a range of topics and to record their responses. This Comp Plan in a Box was shared with interested groups and those who were unable to attend the open house (Figure �.��: Comp Plan in a Box Worksheets). 13 Figure �.��: Comp Plan in a Box Worksheets I�i;�c;1.C C ,�► Ct G� -��-� ��, P.� � G� C N IN A ��X � P.� � C��„�p p�p Economit � vopp�"x� 5 811d _ De1 �P�rennial Favorites:{deaa Tha!Keep c�,�,M� Park - �- , .�,�-�,d Land Use ��- ,.��,..v �E �G�. R.a..� `I'ransp+�;� r Re� �� d Resilience %w'"" Wate An � � <.,.�� ,�„ Gdd•r 5ustainsbility .. p.d�.+��...s..d {,.�.,.�.:ti� ,��a..�K D'E"". ._.,.�M.. F>,df.a�z�mob�l �. ._.......�� Bringing together the results of each of these outreach efforts—the community survey, the open house, the web page, and the Comp Plan in a Box feedback—along with input from the City Council and other City Commissions, clear themes begin to emerge to provide a common thread throughout all of the chapters of the 204o Comprehensive Plan: ❑ Support a dynamic town center ❑ Showcase Golden Valley as a "green" community • Preserve parks and nature areas • Embrace sustainability ❑ Emphasize all aspects of a multi-modal transportation system ❑ Ensure policies, procedures, and decisions are inclusive • Support racial, cultural, and economic diversity • Accommodate the needs of an �in� population ❑ Make important investments in infrastructure As inner-ring suburbs such as Golden Valley age, many reach a point in their life cycle that can be identified as a critical tipping point in determining a path forward. For communities that developed as post-war bedroom suburbs, undeveloped land is likely rare. Some buildings and much of the original infrastructure (streets, water and sewer lines, etc.), if they have not been rebuilt, are close to reaching the end of their expected lifespan. As population growth from the urban core moves outwards, the inner ring suburbs begin to lose the homogeneity they one had, creating a new and sometimes unexpected demographic mix. Finally, newer communities at the developing edge now hold some of the attraction that once belonged to the inner ring suburbs, including large, affordable, residential lots and access to new job centers. For those cities that are caught unprepared or lack the resolve to compete in this new reality, these changes can lead to a downward spiral of disinvestment and irrelevance. Those that are able to capitalize on their assets, reinvest in their infrastructure, and reinvent themselves as appealing alternatives to both the urban core and the developing edge can evolve into suburbs that remain attractive and relevant and that can provide a high quality of life to residents and the business community. Golden Valley is well-positioned to capitalize on its advantages—desirable location, ease of access, strong neighborhoods, abundant open space, and high resident satisfaction—in order to remain strong and to continue to flourish over the coming decades. 14 Given these issues and the priorities that have been identified by those participating in the comprehensive planning process, what specifically can Golden Valley do to ensure it selects the correct path forward? The 204o Comprehensive Plan attempts to provide answers by using the lens of Suburban Evolution to evaluate and advance implementation actions for each of the chapters that follow. 15