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05-11-21 HRA Work Session Agenda Packet 7800 Golden Valley Road I Golden Valley,MN 55427 CltJ of 763-593-80121 TTY 763-593-3968 1 763-593-8109(tax) I www.goldenvalleymn.gov golden ne va Housing & Redevelopment y Authority May 11, 2021—6:30 pm Meeting Held Virtually WORK SESSION AGENDA This meeting will be held via Webex in accordance with the local emergency declaration made by the City under Minn. Stat. § 12.37. The public may monitor this meeting by watching on Comcast cable channel 16, by streaming on CCXmedia.org, or by calling 1-415-655-0001 and entering the meeting code 133 692 1130. Additional information about monitoring electronic meetings is available on the City website. For technical assistance, please contact the City at 763-593-8007 or webexsupport@goldenvalleymn.gov. If you incur costs to call into the meeting, you may submit the costs to the City for reimbursement consideration. Pages 1. Discussion of Modifications to D'Amico Lease 2-3 2. Capacity Building Project Update 4-63 This document is available in alternate formats upon a 72-hour request. Please call 763-593-8006 (TTY: 763-593-3968)to make a request. Examples of alternate formats may include large print, electronic, Braille,audiocassette, etc. tikECUTIVE SUMMARY Housing and Redevelopment Authority 763-593-8006 / 763-593-8109 (fax) Golden Valley Housing and Redevelopment Work Session May 11, 2021 Agenda Item 1. Discussion of Modifications to D'Amico Lease Prepared By Marc Nevinski, Physical Development Director Summary In 2009 the HRA entered into a lease agreement with D'Amico Catering, LLC for $1.00 per year in exchange for the use and maintenance of a small, vacant property, located at 1201 Turners Crossroad S, adjacent to the Metropolitan Ballroom. The parcel was previously occupied by a veterinary clinic that been demolished by the City, but had not been fully restored. In 2008 D'Amico approached the City about removing the remaining debris and grading the site. In exchange, D'Amico would install irrigation, sod, and maintain the site. The parties subsequently entered into a lease agreement. The lease had an initial term of three years, and was extended for an additional three years in 2012, 2015 and 2018. The arrangement to maintain the site has been beneficial, and staff believes it should continue. However, rather than extend the lease every three years, staff is recommending modifications that would annually renew the lease term automatically, and include provisions allowing termination of the lease with some period of reasonable notice. This would eliminate the need to take formal action on the lease every three years. If the HRA agrees, staff will prepare a new lease reflecting such terms for consideration at the June 11, 2021 HRA meeting. Financial Or Budget Considerations There is no budget impact to this proposal. Supporting Documents Map of site D'Amico Lease Golden Hills Dr 1201 Turners Crossroad S Tract B, R.L.S. 106 Ln Circle Down a v x 5411 — Circle Down co 0 NO i U N Leased Property 1201 Turners Crossroad S 5500 Wayzata Blvd 5418 5410 5426 i Wayzata Blvd Impi i i Interstate Hwy 394 i - i i i i i Interstate Hwy 394 0 50 ,00 20 by the City of Golden Valley, 5/6/2021 OmO9 Feet e citvof . _µ. - ' UTIV . SUMMARY Housing and Redevelopment Authority 763-593-8006 / 763-593-8109 (fax) Golden Valley Housing and Redevelopment Authority Work Session May 11, 2021 Agenda Item 2. Capacity Building Project Update Prepared By Jason Zimmerman, Planning Manager Myles Campbell, Planner Maria Cisneros, City Attorney Summary The City has identified a handful of parcels that had largely been acquired by the Minnesota Department of Transporation (MnDOT) for highway construction purposes and then subsequently turned back to City ownership. In 2018, the City Council and HRA directed staff to begin examining what potential there was to reuse these vacant parcels for affordable housing. This required answering a few questions: 1. Was the City legally allowed to convert these turnback parcels to housing? 2. What policy framework would need to be adopted to direct decision-making in regard to using the parcels for housing? 3. Given their location in existing neighborhoods, how should the City engage residents about the prospect of reusing these parcels? In an effort to bolster staff's effectiveness in answering these questions, in 2019 the City applied for and received a Capacity Building Grant from the Minnesota Housing Finance Agency (MHFA). Grant obligations include: legal review of the turnback question, drafting and adopting a Fair Housing Policy, drafting and adopting a Public Land Disposition Policy, and an initial round of engagement around three of the sites identified. Grant dollars funded the hiring of an external consultant to assist in the site engagement, while the Family Housing Fund partnered with Golden Valley and a handful of other first ring suburbs to work with a legal consultant to understand the restrictions around reuse of turnback parcels. Today the initial research and engagement work of the project is nearing its conclusion, and so the need arises to consider how this work will inform and direct the future steps that still need to be taken with respect to both the three pilot sites as well as the other turnback parcels. This Executive Summary provides a brief overview of the work to date in order to solicit feedback prior to the final product being considered by the HRA and City Council. Housing and Redevelopment Authority Work Session Executive Summary 2 City of Golden Valley May 11, 2021 Legal Research Through its collaboration with the Family Housing Fund, the City received a legal opinion from a real estate attorney about whether it is possible to reuse turnback parcels for affordable housing. The opinion concluded that it is possible to use public land, including turnback parcels, for affordable housing. In most cases, there will likely be additional investment required to clear up title issues resulting from the complicated chain of conveyances and MnDOT's acquisition of the properties through condemnation. As part of the City's work on its Public Land Disposition Policy, staff and Council should consider whether to charge for the parcels or donate them and how to cover any additional required title costs. Fair Housing The adoption and implementation of a City-wide Fair Housing Policy was identified in the City's 2040 Comprehensive Plan as a priority for the City. This policy is a critical tool in ensuring that residents in the City have the information and assistance from City staff in order to secure fair and equal access to housing. This was identified as a 0-5 year implementation action in the Comprehensive Plan. An opportunity to put this policy into action somewhat ahead of schedule was provided with the Capacity Building Grant, which made adoption of such a policy a requirement for receiving funds. Initial discussion with the HRA work group was held in March of 2020, with the Policy being approved in April. As a result, the City's website was updated to include a new page on the policy, including: information on filing a fair housing complaint, contacts for responsible staff persons who can provide additional assistance, and non-profit legal resources. Community Engagement In early 2020, the City posted a Request for Proposals for a community engagement consultant to lead efforts around the three pilot sites identified by the City. From that process, the City selected Moxie Urban Consulting. Initial plans to host engagement events and some form of art installation on each site were disrupted early on in the project by the COVID-19 Pandemic and associated emergency orders around gatherings. In response to the pandemic, the project team worked quickly to transition the engagement efforts into a virtual format, incorporating both broader efforts around surveying and education, as well as targeted digital design events with immediately affected neighbors. Details on the outcomes and the lessons learned from these events and engagement items were then cataloged and recorded in the consultant's Community Engagement Report. A draft of the report is attached and is expected to be presented to the City Council in June. Public Land Disposition As part of the Capacity Building Grant application, staff committed to work to develop a Public Land Disposition Policy which will help clarify when, why, and how the City and/or HRA will prepare, transfer, or sell land. The Environmental Commission conducted an early step in this process in 2014 with an evaluation of the City's vacant parcels and unimproved rights-of-way scattered through the city, we well as MnDOT turnback properties. At that time, the approximately 130 parcels were divided into three categories: 1. Preserve as open space Housing and Redevelopment Authority Work Session Executive Summary 3 City of Golden Valley May 11, 2021 2. Seek to transfer to adjacent property owner 3. Possible development potential In the City's Natural Resources Management Plan, adopted in 2015, updated in 2017, and included in the 2040 Comprehensive plan, roughly one third of the identified open space parcels were recommended to be preserved as open spaces. The remaining two thirds are therefore viewed as potentially appropriate to be transferred to adjacent property owners or to be developed. The land disposition policy will provide the City Council with a decision tree to help evaluate the suitability of a given piece of land for development. Land that is not suitable may then be transferred to adjacent property owners for private use. The use of land that is deemed to be appropriate for development—especially residential development—should align with the priorities of the City as documented in the goals and objectives of the Comprehensive Plan (such as the provision of affordable housing). The policy document will offer support for these efforts. Next Steps Staff plans to fulfill the obligations associated with the grant by bringing forward to the HRA and the City Council the completed Public Land Disposition Policy as well as the Community Engagement Report for consideration in June. This will allow the City to move forward and make decisions about the future of the three pilot sites, as well as consider the disposition of other vacant properties across the city. In addition, staff and the engagement consultant will present the findings from this grant work at the State planning conference in September. Financial Or Budget Considerations Not applicable Supporting Documents • Adopted Fair Housing Policy (2 pages) • Draft Housing Engagement Initiative Report (43 pages) • Open Space and Unimproved ROW Map (1 page) • Prioritizing Public Lands for Affordable Housing and other Public Benefits (12 pages) Golden Valley Housing & Redevelopment Authority Fair Housing Policy I. Purpose and Vision It is the policy and commitment of the City of Golden Valley, through its Housing and Redevelopment Authority, to ensure that fair and equal housing opportunities are available to all persons in all housing opportunities and development activities funded by the City regardless of race, color, religion, immigration status,gender,gender identity,sexual orientation, marital status,status with regard to public assistance, creed, familial status, national origin, cultural background, age, or disability. Title VIII of the Civil Rights Act establishes federal policy for providing fair housing throughout the United States. The intent of Title VIII is to assure equal housing opportunities for all people. The Housing and Redevelopment Authority in and for the City of Golden Valley (the "HRA") is dedicated to advancing inclusion and equity for all residents by developing this Fair Housing Policy to further the goal of creating a safe, healthy, and accessible community where all residents will thrive. The HRA is also committed to upholding the federal Fair Housing Act and the Minnesota Human Rights Act, both of which prevent discriminatory practices in housing. As a recipient of federal community development funds under Title I of the Housing and Community Development Act of 1974, the City, through its HRA certifies that it will affirmatively further fair housing. II. External Practices a. Intake and Referral The HRA has designated the HRA Director or their designee as the responsible authority for the intake and referral of all fair housing inquiries. At a minimum, the responsible staff member will be trained in state and federal fair housing laws, the complaint process for filing discrimination complaints under state and federal law,and the state and federal agencies that handle such complaints.The HRA will document the date,time,and nature of the fair housing inquiries it receives and any referrals or information given in response to such inquires. The responsible staff person will maintain relevant supporting information according to the HRA's Document Retention Schedule. The HRA may use the information collected to inform their decisions with respect to programs, policies, issues, and concerns relating to fair housing.The HRA will not represent or provide legal advice to any members of the public. b. Meaningful Access i. Online Information The HRA will clearly display information about fair housing on its website, including the contact information for relevant HRA staff to receive fair housing inquiries. The website will include links to various fair housing resources, including the Department of Housing and Urban Development, Minnesota Department of Human Rights and others as well as links to state and federal fair housing complaint forms. ii. In-Person Information HRA staff will provide in-person fair housing information to community members including: • A list of fair housing enforcement agencies; • Frequently asked questions regarding fair housing law; and • Fair housing complaint forms for enforcement agencies. c. Languages The HRA is committed to providing information in the native language of its community members. The HRA will provide information in languages other than English to individuals with limited English proficiency. M. Internal Practices The HRA commits to the following steps to promote awareness and competency regarding fair housing issues in all of its government functions. a. Training.The HRA will train its staff and officials on fair housing considerations. b. Housing Analysis. The HRA will review its housing stock periodically to examine the affordability of both rental and owner-occupied housing to inform future HRA actions. c. Code Analysis. The HRA will review its municipal code periodically, with specific focus on ordinances related to zoning, building, and occupancy standards,to identify any potential for disparate impact or treatment. d. Project Planning and Analysis. HRA planning functions and development review will consider housing issues, including whether potential projects may perpetuate segregation or lead to displacement of protected classes. e. Community Engagement.The HRA will seek input from underrepresented populations in the community and the community at large. Conversations regarding fair housing, development, zoning, and land use changes may be facilitated by the City or the HRA. f. Affirmatively Furthering Fair Housing. As a recipient of federal funds, the HRA agrees to participate in the Regional Analysis of Impediments,as organized by the regional Fair Housing Implementation Council (FHIC), an ad hoc coalition of Community Development Block Grant (CDBG) entitlement jurisdictions and others working together to affirmatively further fair housing.The HRA will review the recommendations from the analysis and,where appropriate, recommend integration into City planning documents, including the Consolidated Plan, the Comprehensive Plan, and other related documents. g. Fair Housing Review.The HRAwill monitor city activities affecting fair housing and raise issues and concerns where appropriate. The HRA may also expand the list of protected classes of citizens to be included under its Fair Housing Policy. city of f oldeno, valley Housing Engagement Initiative jF Report lo- �17 i I� April 2021 F �w. This project was funded by the Minnesota Housing 203.9 Capacity Building Initiative - m an MINNESOTA HOUSING Report, Contents Executive-Summary------------------------------------------------------------------ Page -3. Project Background-------------------------------------------------------------------Page -4. Keys Steps for Engagement Page--.5. Engagement Results-and Site-Design Concepts----------------------Page-17. Genera.l........................................................................................Page 17 ■ 2415 Douglas Drive Page 24 ■ 300 Turners Crossroads Page 27 ■ 504 Lilac Drive Page 30 Findings and Next-Steps...........................................................Page 33 Appendices------------------------------------------------------------------------------- Page_3S. Acknowledgements The following people worked closely on project planning, engagement, and preparation of this report: Golden Valley Staff ❖ Myles Campbell, Planner ❖ Jason Zimmerman, Planning Manager Moxie Consultant Team ❖ Merritt Clapp-Smith, Moxie Consulting LLC ❖ Antonio Rosell, Community Design Group •'• Emily Stover, +/& •'• Mary Cutrufello moxie URBAN CONSULTING 2 DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report Executive Summary The City of Golden Valley is working to address its need for affordable housing. This report describes one specific effort to do so, funded by a Minnesota Housing Finance Agency (MHFA) Capacity Grant. The two main goals of the project were to: • Provide guidance to the City on types of housing that can be developed in several identified parcels; and • Develop innovative tools and approaches for engaging neighbors and the entire community in conversations about housing in the city. The three sites studied for this project are shown below. 2415 Douglas Drive N 300 Turner's Crossroad North 504 Lilac Drive N -- .. .2429 p � , see rn«•C.awrwe■ "'w"'X«` sa wa w 11 NIt e«ew.a M M a I . o v z .oc.ala+ae C1s1 30 a roo e�ao ,.I P ea s" t Rq z i AsWTy°ei*d Aadms� , \ oro R, •"•°i J eex euo ,� n I �Q zuo- 1 F b a zn ... : -_.....A zoo2411 awe fi y 1 . A ----- - "I•percrac wwr..'+a>xn ".....• .... e An important (and unforeseen) component of the project was that its start coincided with the onset of COVID-19, making in-person meetings and engagement activities imprudent.Thinking through and developing innovative online and social distance-compliant tools for genuine engagement became a key goal of the project.The creation and use of online engagement tools went smoothly and at least 300 people participated in some form or another, with the online survey tool being by far the most successful means of engaging many people.Good online tools are effective for engagement. In person engagement is even better— it connects people at a personal level, creates a more dynamic interaction, and can enhance collaboration. Another benefit of in person activities is they can be brought to places where people are, regardless of people's opinions on the topic. Therefore, the sample engaged is more likely to represent the diversity of community opinion on the subject, instead of people who choose to attend based on an already strong opinion. Years of public meetings in communities of all sizes has demonstrated that commonly the most engaged people, who are energized to participate, tend to be those in opposition. Online engagement, by virtue of being a medium that people must choose to access, is likely to see a similar slant to concerned and negative opinion. 3 DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report With this project, the city attempted to engage people to consider housing ideas for the three sites before any specific proposal was in place. However, with only online tools to engage people, and during a year when many people were struggling and pre-occupied, those with the energy to engage were largely neighbors opposed to new housing. Neighbors concerned about infill housing did not want to discuss what type of housing might be best. They felt that any collaboration with the city on design ideas might imply they would support housing there. This report describes and evaluates each type of engagement used, shares the input received, provides basic design concepts for each site, and ends with key findings and next steps. 4 DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report Project Background The City of Golden Valley and its leadership are committed to expanding the supply and type of affordable living options across its many neighborhoods. It has demonstrated this commitment over the past decade with the addition of several large multi-family housing projects with affordable rents. What has been elusive is finding infill lots within established neighborhoods on which to construct affordable single-family, townhomes or small multi-unit housing. Golden Valley realized that some of its remnant land parcels across the city might provide unique opportunities for small-scale affordable infill housing.The City identified eight publicly owned sites that it is considering for use as affordable housing.The parcels are mostly remnants from the construction of highways and are now vacant. City staff prioritized three of the eight sites as the most likely candidates for infill, given their size, shape and location.The three parcels, located at 504 Lilac Drive, 300 Turners Crossroads, and 2415 Douglas Drive, are within largely single-family areas, but two of the sites have enough land to accommodate more than one home. Instead of pursuing the typical development path of designing a project and moving it forward, with little or no opportunity for public comment, the city opted to invite the public to assist in concept planning for each site. In June 2019, the City applied for a Capacity Building grant from Minnesota Housing Finance Agency (MHFA). MHFA's Capacity Building Initiative is intended to build organizational capacity to address housing disparities, empower underrepresented communities, pilot innovative solutions to housing challenges, and support inclusive communities. Funding is available to organizations and communities to use their local knowledge and creativity to develop strategies that work for them.The city was awarded the grant in August 2019. The primary goal of the project was best articulated in the city's Request for Proposals for the project: "Any change that occurs in a neighborhood will have an impact on that community, and the City hopes that a thorough engagement process in advance of any disposition and redevelopment of these sites will help to create more support for these crucial housing projects." Using the grant funds, the City Council approved hiring of a consultant team to assist Golden Valley staff in designing an early engagement process focused on the three sites, conducting the engagement, and providing a report on input received and effectiveness of the engagement methods used. 5 DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report Key Steps for Engagement Any successful engagement project follows a series of key steps from inception to conclusion. At each step you identify and document ideas and information, creating a guide for reference throughout the project. The steps are listed below and in the following pages each step is explained as it applied to this Housing Site Engagement project. Step 1: Project Goals and Objectives Step 2: Project Resources and Limits—staff, schedule, funding Step 3: Stakeholder Identification —team members, Step 4: Final Product and Consumers (Audience) Step 5: Prepare a Community Engagement Plan Step 6: Conduct Engagement Step 7: Share Input Results— raw form, summary form, how it will be used Step 8: Findings and Next Steps—communicate this to key audiences Step 1: Project Goal and Objectives Goal— Engage and collaborate with the community to prepare concept plans for new affordable housing at three city sites. Objectives ➢ Examine a subset of small, vacant parcels owned by the city for redevelopment as single- or multi-family homes. ➢ Organize and identify an engagement procedure to work with the city's demographically and ideologically diverse residential population. ➢ Engage persons in a manner that brings them together and builds greater consensus among them for affordable housing. ➢ Research opportunities to support affordable housing initiatives via public land disposition, including the use of City-owned remnant land. ➢ Test, learn from and document engagement methods for proactive and constructive community dialogue on affordable housing projects. Step 2: Project Resources and Limits—staff, schedule, funding Funding City planning projects and community engagement are typically undertaken by city staff with no additional funding; staff who have limited time and expertise. If a large or specialized project is desired, then funding to provide outside assistance is required. Funding my come in grants from local foundations, other government agencies, or private sector contributors. It is always 6 DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report prudent for a city to have a list of potential funding partners and programs to reference for match to projects under consideration. Funding for this project The City applied for and secured a Capacity Building grant from Minnesota Housing Finance Agency (MHFA).This grant would cover the cost of a community engagement consultant and materials, while City Staff would handle administrative aspects of the project such as title research. Schedule Projects move most effectively when there is a clear project schedule identifying start, key milestones, and finish. The schedule should include dates, expected hours for activities, responsible parties, and expected deliverables at each stage. Typical factors that shape project schedules are: • Staff availability relative to other work program priorities • A grant or funding cycle • Political considerations such as changes in leadership or elections • Schedules of other project partners or reviewers such as neighborhood councils, Planning Commission, City Council, or legal parameters on project review Schedule for this project A detailed project schedule was prepared for this project and all parties were ready to proceed based on tasks and due dates. Unfortunately, the start of the project exactly coincided with the beginning of Covid-19 awareness and activity restrictions. This caused three major delays—(1) time needed to identify new engagement activities for virtual settings, (2) city staff time was redirected to helping the city manage Covid-19 protocols and assist with emergency services, and (3) consultants and city delayed activities in hopes that it would be possible to do at least some of them in person. As the Covid pandemic drew on, plans for any in-person engagement activities (described in the appendices) were replaced with online engagement. The second major event that delayed the project was the murder of George Floyd. In its aftermath, staff time and energy were redirected to preparing for potential civil unrest, prioritizing community conversations about social justice, and focusing on the economic needs of groups disadvantaged by discrimination and the pandemic. It became clear through the months of 2020 that the compounding stress of Covid, social unrest, and the economic downturn, were compounded by political turmoil at the state and national levels. Individuals on the consultant team, staff team, and in the community faced 7 DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report stressors that left people less focused on the project than they would be under normal circumstances. Staff Successful projects clearly identify staff to be involved and expected time commitment for all phases of the project. Ideally, these expectations are communicated to and approved by managers and other leadership who may call of staff for other duties. Unfortunately, these steps are often short-changed in a fast-paced and crisis driven workplace. Projects often take more staff time than assumed, thereby delaying the project, or displacing other work. This is turn causes inefficiencies in project delivery that consume more time than proper planning at the beginning would have. Taking the time to build a strong schedule and work plan at the start, and getting that approved by others, is likely to save you time in the long run. Staff for this project The staff for this project were Planner Myles Campbell, Planning Manager Jason Zimmerman, and Communications Director Cheryl Weiler.Their roles were to: • Guide key decisions and the overall direction of the project • Provide support with gathering data • Facilitate communication with stakeholders and the public • Provide initial review of key items prior to wider distribution • Promote the project and project events through city communication channels, social media, and key stakeholders • Offer guidance for development of project recommendations and the draft plan • Ensure that the final report is compatible with the current City plans and policies Additional staff might have been needed on a limited basis Stakeholder Mmr,: Who Needs What? to help host and support in- person community events, but + Covid restrictions prevented KEEP MANAGE any such events. wCO • ST o •• THOROUGHLY Step 3: Stakeholder UJ Identification0 REGULAR Q ANTICIPATE Stakeholders for a project canMINIMAL AND N be thought of as people or W CONTACT entities that might be impacted z by a project or who can influence the outcome of the — INFLUENCE of STAKEHOLDER project. You can begin by 8 DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report thinking about potential stakeholders from different arenas of your community— residents, businesspeople, visitors, elected officials, advocacy organizations, educational or religious institutions, etc. Create a list of all potential stakeholders with a small group of folks who know players from the different arenas. Next, assess each stakeholder by level of impact and influence. The quadrant organizing system shown is a classic tool that helps you better understand the role of each stakeholder and how to engage them. Stakeholders for this Proiect Staff worked with the consultant team and members of a community taskforce to create a Stakeholder Identification Matrix. Steps to such a create matrix are: 1) Identify general categories for types of stakeholders. 2) Identify specific groups or people within each category and their contact information. 3) Note which site(s) each stakeholder might have an interest in. Below is a sample matrix header showing column groupings and identifying information. CONTACT INFO TYPE OF STAKEHOLDER APPLICABLE SITE Contact Reason Non- 300 2415 504 Name Organization Info for Civic Business Public Education Religious Profit Other Turners Douglas Lilac Interest The matrix can be further built out to identify who will contact different stakeholders, the status of contact, and specific ways they will be engaged. For this project, special attention was paid to identifying specific organizational groups that might have an interest in the project.These groups included: • Neighborhood or Resident Organizations • Schools in Golden Valley • Golden Valley Area Chamber of Commerce • Golden Valley Human Rights Commission • Community Action Partnership of Hennepin County • Global Golden Valley • Jewish Community Action • League of Women Voters • PRISM • Prospective Tenants • Rising Tides • Spirit of Hope (Methodist) • Suburban Hennepin County Housing Coalition • Sweet Potato Comfort Pies • Valley Allies 9 DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report • Non-English language groups The intent was to make a proactive effort to keep each group informed of upcoming engagement events and focus group conversations. This was done to some extent through general emails and social media. However, there was not the capacity in 2020, given other important staff commitments, to spend extra time doing personal outreach with each group. Personal outreach is often the most effective way to bring people to the table because it makes people feel more valued for their participation As the three project sites progress, city staff and partners can use and build out the stakeholder matrix for ongoing outreach and engagement. Other types of information can be added to the matrix to assist engagement, such as how responsive people are, if there are certain times and days that are better for people to participate, what form of communication each stakeholder prefers, and which stakeholders are willing to help with outreach. Since outreach takes time, the city might consider collaborating with existing community organizations that have strong outreach systems, or hiring an intern who likes people, outreach and organizing. Ideally, the city can create an outreach list specific to these three sites and work with partners to build out the list. Those on the list can be sent periodic project reports, engagement opportunities, and asked if they have ideas for outreach. Step 4: Final Product and Consumers (Audience) Once you identify your stakeholders, you have a good sense of the "audience" for your project findings. What will they want to learn or see? What form should the data and findings take that will appeal to and make sense for stakeholders. For example: • Elected officials will need a thorough yet concise document that spells out the main points and identifies what action they are being asked to take. • Neighbors are best served by a brief inventory of key findings, next steps, and specific information on whether and how they can engage further. Charts, bullet points and graphics can make the information more accessible to a range of people. If there are community populations whose first language is not English, then provide text in those key languages. Providing alternative formats for the final product is prudent to reach diverse audiences, while recognizing the participation of stakeholders and their interest in the outcome. When you identify the format(s) for your project products, you can use that to plan for engagement that creates the right type of materials for those formats. For instance, if you want to share input that is highly engaging to your audiences, consider doing short video interviews of stakeholders sharing their ideas. Or, if the elected officials want the project to have broad support, then be sure to engage and document a wide range of stakeholders, particularly in formats where they interacted with one another. 10 DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report The foresight to identify your destination and what it looks like will make planning and taking the [project] trip more efficient and productive. Step 5: Prepare a Community Engagement Plan A Community Engagement Plan (CEP) provides a construct for thinking through various elements of engagement in a manner that is thoughtful, intentional, creative, and inclusive. The Community Engagement Plan (CEP) prepared for this project is provided in Appendix 4. The CEP was heavily modified following the outbreak of Covid to shift from in-person events to online events. Step 6: Conduct Engagement Typically, the best engagement occurs across a varied platform of in-person and online activities. However, the year 2020 was not typical and all project events occurred online. The engagement activities used for this project are described on the following couple of pages. Each activity is then evaluated according to level of participation, what worked, what did not, and recommendations for future use. A project website was created (URL: www.gvmnhousing.org) and used to: • Provide an introduction and overview of the project. • Provide detailed information about each site, its potential uses, configurations, and applicable City zoning and land use guidance. • Share project progress. • Provide access to online surveys for each site and a more detailed "open house" survey. • Offer a platform for commenting on the project. The website served as the central online resource for the project. The consultant team developed the website and updated its content. A link to the project website was provided on the City of Golden Valley's official website and shared by the city through social media. Level of Participation Over the course of the project there were 1,075 "unique visits" to the project webpages. "Unique visits" are the number of different IP addresses that connected to the website; repeat visits are not counted. 11 DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report Unique Visits Page Views Avg.Pages Per Unique Vistt 1,075 3,159 1.76 +8169%from last 261 tlays +1874%fi—last 261 tlays ♦224%from last 261 days Compare your data Unique Vlslts - I Page Views �/ I Includepre—uspenm ------------------ •Unique Visits •Gage Views 90 240 60 160 30 d0 0 0 What Worked • Webpages were well designed and easy to use. • City promoted the webpages through its newsletter and social media platforms. • City was supportive of the project webpages and did not require time consuming, bureaucratic review from city staff and officials, as sometimes happens in other cities. • Content for the webpages could be drafted and tested by approved users before posting, thereby ensuring quality and useability. • Consultant team had the skills and experience to design good webpages for public information and engagement and was able and willing to set up a "hosting" platform for the pages. • There was strong participation in the surveys provided through the webpages. Challenges • Project updates were not posted as often or as quickly as originally intended. • Website based engagement has a limited audience of users and certain stakeholders who lack the technology or skills to engage are missed. General Evaluation of Engagement Tool The website worked well as an engagement tool. While it was planned pre-Covid, it ended up providing a particularly useful means of connection in the pandemic reality. It provided a good format to share information about the project, to invite people to engagement activities, and to post surveys for public input. The limitations of the website are ubiquitous to web engagement as a tool. Only a segment of the population goes to municipal websites looking for project information and even fewer are willing to provide input online. Second, webpages can never 12 DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report provide the intimacy of connection and relationship building that happens through interpersonal communication. Recommendations for Future Use • Use the webpages as just one of multiple engagement tools. • Set aside scheduled time for webpage content review and updates. • Provide as much content for people to respond to as possible, given the capacity to create and process the input. • Create small cards advertising the project website to distribute widely at community events and gathering places (this was not feasible during the Covid period). General Survey and 'Mrtual Open House" Survey ey Two surveys were conducted during the project to understand people's attitudes about housing in general and specifically to the three project sites.The first survey was brief and included just a few questions. The second survey was more detailed and asked people to look at images of housing and open space to indicate which they most preferred for each of the locations. The inclusion of images was intended to replicate visual preference questions that are common to in-person open houses. We called the survey a "virtual open house", though it lacked any person-to-person communication that open houses are known for. Level of Participation Simple survey • 83 people— replied re: 2415 Douglas Drive • 118 people— replied re: 504 Lilac Drive • 168 people— replied re: 300 Turners Crossroads • 17 people— replied re: Accessory Dwelling Units Detailed "Virtual open house" survey • 300 people participated in the "virtual open house" survey • 100 of those answering all questions for all sites and 200 completing only part of the survey, perhaps because they only wished to comment on one of the sites. What Worked • The surveys drew a good number of respondents. • People actively used the open comment sections of the surveys and the city received a lot of good information from people about their opinions and ideas. 13 DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report • Online surveys are easy to promote —survey information and active links can be quickly shared through emails and social media channels. • Surveys offer anonymity and make some people more comfortable sharing their opinions honestly, as opposed to in person events where social norms and tensions make many people reticent about being completely open with their opinions. • People commented that the surveys were easy to use. • It was easy to gather basic information about people and their own housing experience, which provides some context for why they may show certain preferences for one type of housing or another; gathering this background information would be challenging at an in-person event since it is not anonymous. Challenges • Surveys do not prevent double voting. A detailed analysis of the response data found that about 15%of survey responses were duplicates. Duplicate answers were more prevalent among (although not exclusive to) respondents who opposed housing at the sites. • Online surveys cannot replace the unique experience and benefits of engaging people in person. • Surveys do not allow an exchange of information or the level of discussion that complex community issues deserve. General Evaluation of Engagement Tool The format of yes-or-no questions provided a good overview of peoples' attitudes toward housing development, and the comment box provided space for participants to express other opinions about what might work in the various spaces. However, the comments showed a level of thought and nuance that might have been better probed if there were more options than just 'yes-no'. Some survey respondents indicated that the lack of non-housing options suggested that the City would not be interested in any other kind of development on the sites, regardless of how popular those options might be among participants. Those opinions only showed up in the comments; looking at the question results did not give a full picture of the range of opinions expressed. Virtual Design Workshop - collaborative site concepts development This project used an interactive online design tool (Miro) to host a Virtual Design Workshop for each of the three sites. Using the tool, members of the community came together for a collaborative workshop online, while sitting in the comfort of their own home. The consultant 14 DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report team created the format and reference materials for each site in the Miro platform, and coached users through using the tools throughout the design workshop. The goal of the workshops was for a group of people to work together in designing 2 to 3 residential concepts for each site. Utilizing Miro required purchase of the software platform (which was very inexpensive) and familiarity with how to use it. The consultant team decided to use Miro when it became clear that online engagement was the only option for the project. Providing a collaborative design experience can be a fun and effective tool for in-person engagement, and the team hoped to replicate that experience virtually to the extent possible. Level of Participation Approximately 23 people attended the three Virtual Design Events. The figure is approximate for two technology-related reasons. First, some participants attended by phone and it was not always possible to verify if they were also attending by video. Second, some of the Zoom account names appeared to be couples, but it was not always clear if both people were participating. • 504 Lilac virtual design event—4 people approximately • 2415 Douglas Drive virtual design event—7 people approximately • 300 Turners Crossroads virtual design event—12 people approximately What Worked • Once people learned the basics of the tool, they enjoyed the activity of using virtual "post its" to provide comments on a virtual "board" at the same time as other people. It was a fast and efficient way to get a lot of comments. • It was a new and novel engagement tool, which some people found fun. • Younger users were generally more comfortable with the tool and might find it a convenient and satisfactory engagement alternative to attending meetings in person (particularly during the workday or evenings if there are children at home). • It is easy to save the images and input from the meeting directly into a pdf, as opposed to the time it takes to convert post-it note comment on a large poster board into input results that can be shared digitally. Challenges • Tool takes time to learn for the event host. It is a good tool if used repeatedly with people who can build their skills on it (such as a group that meets multiple times) and make the most of its features. In this project, the tool was used in only a few meetings and with different people, so the time to use it after introducing it was limited. • The design element of the Miro event was challenging for some people and therefore they watched instead of participating. 15 DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report • People who attended the event did not have much background on the project overall. Therefore, they wanted to ask a lot of questions and express their opinions before doing a design activity. Miro or any focused activity on a sensitive topic should be introduced after people learn about the issue at a high level and express themselves. Then they can settle into more focused activities and dialogue. General Evaluation of Engagement Tool The virtual design workshops were a last-minute, Covid-driven replacement for traditional in- person events. As such, they provided an opportunity for community engagement that would otherwise have been lost. Participants seemed game to try the online collaborative tool, although in every case, the tool served as a springboard for conversations that were much broader in scope than the drawing tool provided for. The original structure of the events did not fully anticipate this development, but the facilitators were able to provide space for these robust conversations on the fly. However, it is not clear that the results of the tool itself convey the nature of those conversations, and how they impacted the tool results. Some of the participants had trouble with the software or were unable to connect on a laptop. While facilitators were able to help those participants access the tool, it does point to a potential equity issue with this online engagement method going forward. City staff used their Facebook and Twitter channels to share project information and event announcements. Level of Participation The project information and event announcements published on social media received a moderate amount participation from Golden Valley residents. Some topics proved to be more engaging online that others, but the number of posts and the impacts of COVID-19 may have hindered the participation of some. What Worked • The post that performed the best by far on both Facebook and Twitter was published Sept 24. The post shared a very brief description of the project and the City's intentions and included two links: one to take the survey and one to register for a virtual design workshop. o The Facebook post reached over 1200 users and 296 users engaged with the post. 16 DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report o The tweet reached 180 users and 28 users engaged with the tweet. Challenges • As we got closer to the survey deadline and the final design workshop, social media participation tapered off. o The final three posts on Facebook reached a combined 1386 users and a combined 51 users engaged with the posts. o The final three tweets reached a combined 637 users and a combined 33 users engaged with the tweets. General Evaluation of Engagement Tool • The challenges of COVID-19 greatly impacted what could have been high participation numbers through social media. With no in-person events, social media was relied on heavily to spread information and awareness of this topic. It is possible that over time the Golden Valley audience lost interest in the topic and the Facebook and Twitter reach and engagement numbers showed that. Step 7: Collect and Organize Input Results It is vital to collect all stakeholder input, organize it in an easy-to-understand format, and then share it in an accessible location for all stakeholders. A summary of input is quick to review and understand but does not give full voice to people's input. People who provide input take their role seriously and want their voice to be heard. Summarizing input will not satisfy some commentors—they may feel their opinion was watered down or missed the point by being grouped into a generalized statement. Therefore, sharing the feedback in full form, in addition to summary form, can be a vital step for showing respect to stakeholders and building trust in the process. Public staff or officials are sometimes concerned about showing unfiltered input and the rough edges that go with it, but the downside of that is often less than the ire of stakeholders who claim the city is hiding what it heard and was not genuine about wanting input. Feedback from each engagement activity for this project is summarized in the following section of this report, and the complete input is provided in Appendices 1, 2 and 3. Step 8: Project Findings and Next Steps When a project is complete, it is very important to wrap up any loose ends, document the key findings and lessons learned, and identify next steps. There are multiple audiences for this information —city staff(current and future), city leaders, external stakeholders, and the public. 17 DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report Sometimes when a project ends, there are no follow up activities, such as a change in zoning or completion of a development. Other times, the project may only be one phase of an ongoing activity, such as creating a strategic plan to do something. People who have been engaged in the project want to know when it ends and if there is any role for them moving forward. If the project has subsequent phases, those phases, activities, and roles should be documented and available for review by all stakeholders.This demonstrates respect for what the stakeholders have contributed to date, and recognizes their potential value moving forward. A common format for identifying next steps is an implementation plan or matrix. These are a helpful reference point and hold people accountable. If a project is the final point of activity and has no follow up phases, it can be harder (and less motivating) to do wrap up documentation. It is very common across municipal websites to find project web pages lingering for months and even years after project completion, with the last update being prior to final city decision making. Someone happening upon the web page does not know if the project is done, if it was approved or rejected, and cannot find final documents or plans. Although common, it is worth the extra staff time to post final information on such public platforms, as a matter of good customer service and respect for engaged stakeholders. A final step, which is rarely done and particularly tempting to skip in the busy lives of municipal employees, is a project debrief memo. This gives a quick record to future staff or policy makers on the history of the project and how it might inform things they are looking into. In figuring out what to document, consider what a person unfamiliar with the project would need to know 1, 5 or 10 years from now, such as: 1. Why was the project done? 2. What was the project result? 3. Were there important things learned that can save someone the time of doing them over again in the future? 4. What would you do differently? Project close out activities are a short-term nuisance with an important long-term gain.This report serves as the wrap up documentation for this project. 18 DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report Responses to general questions on housing. Full results are available in Appendices 1, 2 and 3. Which types of homes do you think are needed in Golden Valley over the next decade? (# of replies) Accessory Dwelling Units Townhomes Duplex or Triplex Single-Family i � '"' 0 20 40 60 80 100 120 140 ■Very Needed ■ Needed ■Somewhat Needed a Not Needed What size of multi-family buildings do you think are needed in Golden Valley over the next decade? (# of replies) High-Rise pan Medium-Rise W®I , �, Low-Rise 0 20 40 60 80 100 120 140 ■Very Needed ■ Needed ■Somewhat Needed a Not Needed 19 DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report Which types of housing, by price, do you think are needed in Golden Valley over the next decade? (# of replies) High End I Medium Price Affordable Deeply Affordable 0 20 40 60 80 100 120 140 ■Very Needed ■ Needed ■Somewhat Needed ■ Not Needed How much are these housing types needed in Golden Valley over the next decade? (# of replies) Cooperatives Rental Ownership 0 20 40 60 80 100 120 140 ■Very Needed ■ Needed ■Somewhat Needed ■ Not Needed 20 DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report 6.Whichof the following characteristics make new housing fit in with nearby houses? Please select up to three(3) items that are most important to you. 60 50 40 30 N IL 20 10 - 0 New housing New housing is Distance from Distance from Height Amount of the looks similar to same type adjacent the street lot that remains nearby housing (single-family, housing open space duplex,multi- (not buildings family)as or parking) nearby housing 7.What aspects of new housing in your neighborhood are most important to you in deciding whether or not you support it? Please select up to four(4) items that are most important to you. 80 60 c a� i 40 IL 20 0 `c0, eye co, e c ore ��e a°e ��e1 �Je 'Je °fir°J�o°moo\O�er e� o ec .`cA o �o0r o�oQ ,eo Q�oQ Q�°Q �'S3, Xh Q a0 yea ace Qe ao Fe oell e r o 21 DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report 8.Which potential benefits of new housing are most important to you in deciding whether or not you support it? Please select up to three(3) items that are most important to you. 50 40 (D 30 U 0 20 10 0 e om re ova zy �Qe Ja\° `ace ro° &° ,occo�`° o°a o`cpr°F aoa ec j`e �`'o ye ze cGA or Qua 2� ey °�a Qo ors A�e��`c ems\ `°� �yJQ aca e e1' ca ce oo,F e deec�y ,o0,ae °oa °a�� Fe '�• .,A �o Qe °oe aoa cep a° e`er ecQQ i r Me ,10 ae `ea ee `r `o oQ JQA \co roF `ea�a ��\ae `eQe eye Cj oe �o �10. o��ccAe y�c �e�ro�ee P'aaear°o IF ACCESSORY HOUSING UNITS WERE ALLOWED IN GOLDEN VALLEY...? WOULD YOU BE INTERESTED IN BUILDING AN WOULD YOU BE INTERESTED IN LIVING IN ACCESSORY HOUSING UNIT? AN ACCESSORY HOUSING UNIT? (17 REPLIES) (16 REPLIES) No No Yes 69% 22 DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report Housing Style Preferences for each site Open House survey respondents were asked to select up to 3 types of housing from the options below which they thought could work at each site. The results show the number of people who selected each.The housing options are ordered from most popular overall to least popular. r � Option 2 - Douglas 21 /Turners 23 / Lilac 26 Option 1 - Douglas 23 /Turners 17 / Lilac 19 s Option 3 - Douglas 21/Turners 20/ Lilac 17 Option 4 - Douglas 15/Turners 20 / Lilac 5 '11 e- Option 8 - Douglas 12 /Turners 11 / Lilac 12 Option 9 - Douglas 13/Turners 15 / Lilac 5 23 DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report }F r� ti Option 10- Douglas 6/Turners 12 / Lilac 10 Option 5 - Douglas 10 /Turners 13 / Lilac 5 p■ JLW Option 7 - Douglas 7/Turners 10/ Lilac 10 Option 6 - Douglas 8/Turners 8/ Lilac 6 Diu uuv^ Option 11 - Douglas 6/Turners 9 / Lilac 3 24 DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report Landscaping and Public Amenity Preferences for each site Open House survey respondents were asked to select which type of landscaping and amenities they thought could fit and be a nice addition to each of the sites, in addition to new housing. The results show the number of people who selected each. Types of Landscaping Appropriate to Each Site Types of Amenities Appropriate to Each Site M► Rain garden Pocket park 5_ p k N � Douglas 34 Turners 38 Lilac 30 Douglas 28 Turners 44 Lilac 24 � n PW Decorative garden ` r Douglas 29 Turners 41 Lilac 29 Douglas 24 Turners 23 Lilac 22 w u pia r * Boulevard garden I, • • park (small) Douglas 15 Turners 21 Lilac 15 Douglas 21 Turners 30 Lilac 18 25 DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report Site i—243.5 Douglas Drive North Site Description ZI W zaooEd 2415 Douglas Drive North is a small parcel on the west " side Douglas Drive North, between Sandburg Road and Assigned Address a �I 2415 Douglas Or N { .. ___... the city's northern boundary at 27th Avenue North. It sits "` I_ 2430 ` within a residential neighborhood and adjacent to n2429 2422 Sandburg Middle School. A 2415 2Z �'I The lot is about 0.5 acres in size. It is zoned as R-1 Low 2410 Density residential but is recommended for R-2. The f' z property is mostly flat and grassy with one very large zaoo 6150 0 tree in the middle. --------------------------------------------------- I`iR` i7tYiA""Rtl�` h 1 l• Community Input from Survey, Virtual Open House and Virtual Design Event Full results are available in Appendices 1, 2 and 3 GOOD LOCATION FOR SINGLE-FAMILY HOUSING? GOOD LOCATION FOR APARTMENTS? (82 REPLIES) (82 REPLIES) ,rNo — —441, r— __ -7 24% Yes No 35% Yes 65% 26 DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report Site i—2415 Douglas Drive North Landscaping and Public Amenity Preferences Which types of landscaping do you think are most appropriate for this site? (select up to 2) 40 35 30 25 20 15 10 5 0 Rain garden Boulevard garden Decorative garden Which of these amenities might fit on the site, in addition to new housing? (select up to 2) 30 25 20 15 10 ,j 5 0 Dog park (small) Pocket park Small community garden 27 DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report Site i—2415 Douglas Drive North Virtual Design Event This was the second most well-attended Virtual Design Event, with about 7 people in attendance on a Zoom call. There were technical difficulties with the online collaborative tool for some of the participants. Resolving them in real time seemed to be a drag on the overall flow of the event. Not much discussion occurred, either in the breakout rooms or when the group reconvened at the end. Site Design images To be inserted by Antonio 28 DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report Site z—Soo Turners Crossroads Site Description Pow+ g 300 Turners Crossroads is a large site just west of Highway 100 and halfway between Highway 55 and ' e � .�� r ��,'� CL(YJ[i1 Glenwood Avenue, and just north of the railroad. It is in aI t residential neighborhood, with shopping and important transportation corridors nearby. However, the area is not easily walkable, and the site is next to a highway. The lot is approximately 2.2 acres and could qualify fora ,�� 'I f few zoning designations and host multiple residences. , The site used to be Blazer Park and retains a parklike feel, '` with native perennials, shrubs, and large spruce trees. It has moderate slopes and some existing utility easements. ,,j' 300 Tumors Crossrostl N •^ Community Input from Survey, Virtual Open House and Virtual Design Event GOOD LOCATION FOR SINGLE-FAMILY HOUSING? Full results are available in Appendices 1, 2 (163 REPLIES) and 3 nnnnnnnn Unnm h d w .. GOOD LOCATION FOR APARTMENTS? (164 REPLIES) No 13% M ut..tlY..K c DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report Site z—Soo Turners Crossroads Landscaping and Public Amenity Preferences Which types of landscaping do you think are most appropriate for this site? (select up to 2) 45 40 35 30 25 20 15 10 5 0 Rain garden Boulevard garden Decorative garden Which of these amenities might fit on the site, in addition to new housing? (select up to 2) 50 45 40 35 30 25 20 15 10 5 0 Dog park (small) Pocket park Small community garden I 30 DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report Site z—Soo Turners Crossroads Virtual Design Event This was the best-attended event of the Virtual Design Workshop series, with approximately 12 attendees. They were a contentious group. As in other events, there was frustration with the online collaborative tool, with several people unable to use it in the way it was intended. This frustration led to a passionate conversation, not captured in the tool, about why the design tool took it as Site Design images To be inserted by Antonio 31 DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report Site 3—504 Lilac Drive Site Information low Assigned Address 504 Lite Dr N 504 Lilac Drive is a small site just east of Highway 100, along Lilac Drive North and between Olson Memorial Highway (Highway 55) and Woodstock Avenue. g� 0 9 (20j (25) The 0.48-acre lot is tucked into a single-family DOC NO M32816 residential area and is zoning R-1 Single Family. It is e 5�504 8 20.070sgn (24) slightly sloped with naturalized vegetation and a (21 e DOC N0 27 2740 mix of medium and large trees. 414BB ` z pp DOC NO 6%7782 5017 1�9r5 B < � (22)6 Z. (23) ?01).-- 60 243 •l R_15 t3n 62 Jo t24 31 I r1 Woo6stock Ave- -� • 352.53 Potential Property Boundary a6 t20 � Bally Described Line by the City of Golden Valley,11/292017 ® e Community Input from Survey, Virtual Open House and Virtual Design Event Full results are available in Appendices 1, 2 and 3 GOOD LOCATION FOR SINGLE-FAMILY HOUSING? GOOD LOCATION FOR APARTMENTS? (115 REPLIES) (116 REPLIES) es t' No 32 DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report Landscaping and Public Amenity Preferences Which types of landscaping do you think are most appropriate for this site?(select up to 2) 35 30 25 20 15 10 5 0 Rain garden Boulevard garden Decorative garden Which of these amenities might fit on the site, in addition to new housing? (select up to 2) 30 25 20 15 10 5 0 Dog park (small) Pocket park Small community garden 33 DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report Site 3—504 Lilac Drive Virtual Design Event This was the first Virtual Design Event. It was also the most poorly attended, with about 4 people in attendance on a Zoom call. However, all the attendees lived in the neighborhood around the site, and the discussion had a passionate neighborhood intensity. Only one participant had trouble with the tool, but a facilitator was able to represent her ideas on the sheets. Perhaps because of the insular nature of the participant group, their discussion is the one most accurately reflected in the tool output. Generally, the participants were pleased with the tool, especially as a community engagement alternative during the pandemic. The discussion, while it did occasionally address larger housing issues, was mostly concerned with the 504 Lilac lot specifically, and how it might be best used for the benefit of the neighborhood stakeholders. Site Design images To be inserted by Antonio 34 DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report f-Inrlilitiqs and Next, Steps The engagement and community input achieved during this project provides a solid base of information from which to proceed to the next steps of housing considerations for the three subject sites. Findings The findings from this study highlight the success and limitation of certain engagement techniques and processes. Familiar is favored— It is well known that people generally like where they live and will be concerned about proposed changes nearby. Even when a city is proactive and thoughtful in engaging neighbors, and even when the change seems positive, opposition can be expected. This is particularly true if the neighbors like the existing use on the site. Vacant properties covered with vegetation are among the hardest for people to see developed, regardless of the development type (other than a park). Affordable housing is a hot button issue—There are many negative preconceptions about affordable housing that makes it one of the most hotly contested issues in our communities. Many people —community organizers; housing advocates; researchers—have recommended strategies to navigate affordable housing debates. Nevertheless, the opposition and arguments continue. After decades of negative and often misleading press about "projects" and crime ridden public housing, it will take time to shift public perception to view affordable housing more favorably. In the meantime, strong leadership and active allies must champion and advance affordable housing projects, which are so desperately needed to meet demand. There is no avoiding loud voices of opposition. The only remedy for those is the continued introduction of affordable housing, to demonstrate how similar it is to any other housing that might come to the community. Housing is a citywide issue with many stakeholders—We expect stakeholders closest to or most impacted by a proposed change to be the most interested and vocal. After decades of NIMBY (Not in My Backyard) experiences, policy makers and citizens are talking more about the citywide value of projects and harnessing engagement that that brings a broader perspective to project review. For this project, several stakeholders were identified who think about housing as part of the citywide economic system and social fabric. Community based groups such as schools, religious institutions and business groups were also noted. The intent was to reach out and engage members of these groups in addition to immediate neighbors, in the hopes of balancing the interests of immediate neighbors and community stakeholders in housing decisions. Unfortunately, this outreach was less effective than it might have been during non- Covid times, given the limitation on in person engagement and other priorities for staff. 35 DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report Online engagement is good at some things and weak at others— Engagement that focuses on individual review and input, such as a survey, is accomplished very well and sometimes better than in person engagement, because it is easy— it allows people to participate from home, quickly, and on their own schedule. Presentations and question and answer sessions are also effective for online platforms such as Zoom which gained prominence and widespread use during Covid. Small group conversations are also productive in platforms that allow break out rooms from the larger attending audience. The primary weaknesses of online engagement are the inability to do spontaneous engagement (interacting with people who have not already decided to engage because they have a strong opinion), and deeper, collaborative work that is better cultivated through in-person interaction. Online engagement tools limit participation to the digitally adept —Online tools vary in usability. Most people are web proficient these days and can readily complete a simple online survey, thus its status as the most effective tool in this project. Tools that allow deeper interaction, such as the Miro tool used in this project, are quickly embraced by certain people while being a limitation or deterrent to others. If such tools are desired to solicit more detailed engagement than surveys enable, then expect an investment of time to familiarize people with it. Then use that investment of time to deploy the tool on multiple occasions with your audience. People can choose not to collaborate —This project tested an important hypothesis—that inviting people to work with others on a solution may reduce their opposition and increase collaborative problem-solving. In this project, that did not occur. People who chose to engage to express opposition to new housing did not want to collaborate on housing ideas. They felt that talking about housing options would suggest they were okay with housing going there and undermine their 'no housing' message. Even if in-person engagement had been possible and attracted wider audiences, it is doubtful that people opposed would have acted any differently. The City's idea of reaching out to involve people in the housing concept phase was a good one, but it is unlikely that people who are opposed to the housing will feel any differently about it whether engaged early or later. Robust engagement is staff and resource intensive —There are no short cuts or clever tools to get broad and deep engagement. It takes a lot of work to design events, get people there, run them and compile results. The availability of staff and consultant time for that level of activity was in place for this project. However, just as the work was about to begin, that capacity was redirected to the vital activities of responding to Covid and the economic and social stresses in communities. The consultant team shifted to finding effective online engagement methods and we deployed those with reasonable success given the circumstances. Most of the time, projects can proceed with the time and resources dedicated to it. If something comes up to hinder that, take a moment to consider realistically if the project objectives can be achieved 36 DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report under the changed circumstances or if the project should wait until it can proceed as originally planned. Site Design Preferences- minimal housing density and vegetative amenities -The input for each site gathered in this study, favored doing nothing on the sites or very limited housing Traditional residential design (as opposed to modern design) was preferred, as was retaining or creating an attractive green, open space area. Site specific recommendations are identified previously in this report and can serve as the steppingstone to further site design. Next Steps This report provides a solid body of input and findings, and high-level site concepts based on that input. Given the engagement limits of Covid, further community conversation on the sites should wait until in-person dialogue and activities are possible. With this information in hand, city leaders and staff can evaluate the concepts and estimate their financial feasibility. Potential funding and development partners can be considered, for the housing itself and for creating site-based amenities such as rain gardens, a small dog play area, or a community garden.This analysis will inform what concept refinement is needed. As site development opportunities emerge, the city can return for a second round of community engagement to evaluate the concepts. It is essential at this time that the city clearly communicate what the input can impact and what it cannot. Setting clear expectations and sticking to that reduces confusion and enables more constructive and productive dialogue. At a broader level, the city can set clear expectations about affordable housing growth in the city. If residents hear a clear and consistent message from the city that preserving and adding affordable housing is a priority, then efforts to fight it will dissipate over time, and allies will be buoyed by the commitment and step up to help the city achieve its goals. 37 DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report Appendix 1: Online Survey— Detailed Results Full results pdf can be inserted here or provided as a distinct link. Appendix 2: Virtual Open House (survey format)— Detailed Results Full results pdf can be inserted here or provided as a distinct link. Appendix 3: Virtual Design Event— Detailed Results Full results pdf can be inserted here or provided as a distinct link. Appendix 4: Community Engagement Plan for this project Full plan pdf can be inserted here or provided as a distinct link. Appendix 5: Example of a Detailed Event Plan NOTE: This activity was not conducted due to Covid health risks. However, on site open houses can be a great engagement when conditions are right. These notes provide an overview and details on conducting an on-site open house. Purpose: Provide an opportunity for members of the public to receive project information, express preferences, and ask questions of the project team. Early and proactive outreach using social media, press releases, and communications with community partners, will be an important contributor to higher levels of participation by members of the public. Open house events provide opportunities for residents to drop by and provide input through on-site interaction and discussion, while respecting social distancing. An open house can include a few activities for people to engage in. Description: Open house style event for people to drop by and provide input through on-site interaction and discussion, while respecting social distancing. The open house can include a few activities for people to engage in. Location: At each housing site property Duration: 2-hour Open House 38 DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report Time and Day: Saturday late morning, Sunday late afternoon, or weekday evening Activities 1. LEARN THE BASICS-- Information sheet or board about the property with site image -identify use options under zoning, development envelope on the property, and any development limitations 2. WHAT'S THE NEED?—Provide information on housing need.Tell the story about how many people in GV are house poor.What is the current mix of housing types and price points and ownership vs rental? 3. WHAT'S OUT THERE?— Information on examples of housing types and models in GV already and in other communities. 4. WHAT DO YOU CARE MOST ABOUT?—Visual preference survey. Or take your own pictures of things you like. 5. WHAT'S POSSIBLE? a. Reactive Input-- Information sheet(s)or board(s) or 3D visual that shows design elements to be considered for the site. Ask people what they like/prefer for the different elements and why. b. Proactive Input—With the basics from #1 in mind, ask attendees to imagine and communicate what they would want.This can be done a few ways: i. Blank paper to draw or write what they imagine (pens, colored markers, or crayons). ii. Building blocks kit, with photo of each creation recorded. (This may be too germ intensive for some,though fresh gloves could be provided for each person.) iii. Verbal description by attendee, recorded by staff. 6. HOW CAN THIS SITE BE SPECIAL?—Very similar to "What's Possible" exercise but focused on site amenities that bring interest or value to the property for people not living there. Site amenity ideas to propose or have in mind include: • a pollinator or rain garden near the street • ornamental trees or shrubs • art that is publicly visible • a bench or decorative wall • other ideas... 7. KEEP WHAT'S SPECIAL—Ask people to identify what they most like about the site now and ideas to preserve or recreate that in some way when the site develops.This may include: • Existing vegetation or trees (if this, people could be invited to walk around the site and tag with stickers or ribbons, what they want to see remain/be recreated) • Distinctive features like a boulder, a small knoll, or a little wetland • Something that provides a visual or noise screen for neighbors and passersby from unwanted impacts such as roadway noise or a view to a large parking lot 8. STAYING ENGAGED—Provide information on next steps for the site planning and how people can stay involved. Ask people for any suggestions they have for future engagement. Ask people if they think there are other people to reach out to and their contact information. • Using the Reactive or Proactive Input option from activity • Business card of staff lead for future comments or questions DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report • Site information and website URL on post card or business card Invitees 1. Neighbors within 1,000 feet 2. Institutions within 1 mile a. Schools b. Religious c. Community centers Promotion/ Invitation Method 1. Posting on project webpage 2. Mailing to people within 1,000 feet of project 3. Personal email invite to identified stakeholder reps. 4. Other...? Materials 1. Folding tables (1-2)—for sign in and information boards 2. Folding or camp chairs (2-4)—for people to rest in 3. Inexpensive pens (20-30)—for single use and then set aside for post event cleaning 4. Hand sanitizer(2-3) 5. Disposable masks (10-15)—for people who may come unmasked 6. Disposable gloves(box)—for people who would feel safer wearing those 7. Trash bags (2)—waste and recycling 8. Portable rain canopy, if needed 9. Sign-in sheet 10. Colored dots --for people to put on identifying if they are a resident, businessperson, or organizational representative 11. Name tags (OPTIONAL)—for person to write first name and an adjective describing what they would like the site to be (provide example adjectives) 12. Information pages (during Covid) or boards (post Covid)—providing basic information about the property, constraints, and opportunities 13. Post-its—for people to write comments 14. Preference posters/boards— For people to identify preferred items from a set of options (people can use dots to mark things or staff can place dots for them) 15. First Aid Kit 16. Sunscreen and bug spray Staffing 1. Welcome/event info table— 1 person 2. Roaming staff to engage people in activities—2-4 depending on activities and expected attendance 3. 1-2 community/stakeholder representatives to provide a friendly face and assist people with activities or engage them in conversation DRAFT 02.17.21 -- Golden Valley Housing Sites Engagement- Final Report Event Preparation 1. Create list of expected Q&A(can trees be cut down; can neighbors determine the design; where will the driveway be...) and have answers. 2. Do pre-event team prep that includes review of anticipated questions, comments, issues, and how to respond. 3. Prepare all materials 4. Assign responsible parties for bringing materials Attendance Record 1. Sign-in sheet for name, address, and whether resident or other 2. Dotson a map (where people live,work, or go to church—color coded by which one) 3. Visual counts and descriptions (age range, neighbor, not sure...) 4. Data entry into laptop, done by staff based on verbal information provided by attendee Record of Input 1. Document all input in its raw form, such as photos of marked up posters, a typed-up list of post- it comments, photos or video taken at event, and attendance (retain this documentation for project records and inquiries) 2. Create summary of input—key themes, select quotes, data on responses, select photos, etc. 3. Post engagement summary on project webpage and at future events Info for People Who Did Not Attend 1. Summary of input from in-person event, posted on project website 2. 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