HomeMy WebLinkAboutJune 5, 2006 Work Session
590 40th Avenue N.E., Columbia Heights, MN 55421-3878 (763) 706-3600 TDD (763) 706-3692
Visil Our Websile al: \vww.ci.columhia-heighls.IIlIl.11s
Mavor
Gary L. Peterson
Councilmembers
Robert A. '"Vi/Iiams
Bruce Nawrocki
Tammera Ericsoll Die/un
Bruce Kel::enberg
City Manaqer
Walt Fehst
CITY OF COLUMBIA HEIGHTS
A DMINISTRA TION
NOTICE OF CITY COUNCIL MEETING
************
to be held in the
CITY OF COLUMBIA HEIGHTS
as/allows:
Meeting of:
Date of Meeting:
Time of Meeting:
Location of Meeting:
Purpose of Meeting:
COLUMBIA HEIGHTS CITY COUNCIL
JUNE 5, 2006
7:00 P.M.
CITY COUNCIL CHAMBERS
WORK SESSION
AGENDA
1. Joint meeting of Council/Planning & Zoning Commission/Heritage Heights Neighborhood
2. Activity Center Communication Plan.
The City of Columbia Heights does not discriminate on the basis of disability in the admission or access to, or
treatment or employment in, its services, pr~rams, or activities. Upon request, accommodation will be provided to
allow individuals with disabilities to participate in all City of Columbia Heights' services, programs, and activities.
Auxiliary aids for handicapped persons are available upon request when the request is made at least 96 hours in
advance. Please call the City Council Secretary at 706-3611, to make arrangements. (TDDI706-3692 for deaf or
hearing impaired only)
THE CiTY OF COLUMBIA HEIGHTS DOES NOT DISCRIMINATE ON THE BASIS OF DISABILITY IN EMPLOYMENT OR THE PROVISION OF SERVICES
EQUAL OPPORTUNITY EMPLOYER
MEMORANDUM
TO:
Mayor, City Manager, City Council, Planning Commission
FROM:
Jeff Sargent, City Planner
THROUGH:
Robert Streetar, Community Development Director
DATE:
June 1,2006
RE:
Citizen's Advisory Committee information regarding Heritage Heights
The purpose of this memorandum is to update the City Council and Planning Commission on
the work conducted by the Citizen's Advisory Committee regarding Heritage Heights to date.
The City has entered into a planning process with assistance from the planning firm of
Dahlgren, Shardlow and Uban (DSU) in order to create a redevelopment renewal plan for the
Heritage Heights neighborhood. One of the first steps in this process was the creation of the
Citizen's Advisory Committee (CAC) to gain input and observations, as well as suggestions from
citizens living in this neighborhood. Since its inception, the CAC has met three times to
determine goals for a plan and work out possible solutions for an area many feel is causing
major problems.
January 18, 2006. The first meeting provided the members with an opportunity to meet each
other and the representatives from DSU who would be taking them through the designing
process. This meeting also served to inform the CAC members about the public participation
process and their roles as members of the advisory committee. The members were asked
about what they felt were specific issues that needed to be addressed for the Heritage Heights
neighborhood, what types of opportunities the planning process for the area could present, the
major concerns the residents had regarding the area, and the vision they had for the
neighborhood. Exhibit "An outlines the citizens' responses for these topics.
The residents were also presented the opportunity for questions and concerns regarding the
entire planning process, and what they feel should be accomplished when the process was
complete. The main goals expressed by the CAC included: revitalizing the neighborhood with a
new housing stock, decreasing the crime in the area, improving the pedestrian linkages,
creating an effective buffer between Central Avenue and the residential neighborhood to the
east, and ultimately creating an environment where people would want to live.
March 8, 2006. The second CAC meeting gave the members an opportunity to give feedback to
five different concept scenarios proposed by DSU. These concept plans were very broad-
based, indicating only the potential land uses that the Heritage Heights neighborhood could
accommodate. The CAC members were encouraged to write down specific reasons why they
liked or did not like a particular scenario plan for the area. As a result of the meeting, it was
determined that the residents favored community green space, the incorporation of a public use
(i.e. community center, park, library, etc), and lower-density uses. DSU used the results of this
meeting to refine the broad-based scenario plans and further refine them into more specific
concept plans for the area.
May 17, 2006. At the third CAC Meeting, DSU presented the members with five details concept
plans for the Heritage Heights neighborhood. A brief description of each concept is as follows:
Concept A:
Concept B:
Concept C:
Concept D:
Concept E:
Mixed Use infill along Central Avenue, Large townhouse component (84
units), Incorporation of 27 new single-family houses, Prominent community
greenway.
Expanded mixed use infill along Central Avenue extending into the
neighborhood, Apartment/condo buildings, Mid-sized townhouse component
(50 units), Incorporation of 27 new single-family houses, Prominent
community greenway.
Incorporation of a Community Center along Central Avenue, Mixed Use infill
along Central Avenue extending into the neighborhood, Apartment/condo
buildings, Smaller townhouse development (34 units), 37 new single-family
houses, Prominent community greenway.
Prominent Community Center along Central Avenue, Some commercial infill,
Apartment/condo buildings, Small townhouse component (17 units), 37 new
single-family houses, community greenway.
Large Community Center campus along Central Avenue only, Public park.
At the third meeting, the members of the CAC were informed about the new state legislature
regarding eminent domain. In the midst of the planning stages for the Heritage Heights
neighborhood, the State Legislature passed a bill reducing the effective power of eminent
domain. The consequence of the bill is very significant for any planning in this area and other
areas throughout the City. Essentially, the bill has set the standards to meet criteria for blight
and contaminated property so high, that it creates a very significant challenge for redeveloping
this area. As a result, the first four concept plans would only be feasible if all the properties in
the project area could be assembled voluntarily.
NEXT STEPS
The next steps for addressing the residents' concerns regarding the Heritage Heights
neighborhood could be broken down into short, medium and longer-term solutions.
SHORT TERM
MEDIUM TERM
LONGER TERM
1. Heightened Police Coverage
2. Proactive code enforcement
1. Community Center 1. Private redevelopment
2. Pierce Street rental units 2. Implement Concepts
A-D
SHORT TERM. The Police Department has implemented a summer program for more police
coverage in Grid 8 (Heritage Heights) starting in the summer of 2005 and again for the summer
of 2006. A summary of this program written by Police Chief Johnson is attached as Exhibit "B".
MEDIUM TERM. One possible medium-term solution would be locating the Community Center
in the area per Concept plan "E". Concept "E", incorporating a large Community Center campus
with a public park and other public entities, would best resolve the problems that Heritage
Heights faces today, given the current status of the eminent domain bill. Concept "E" would
remove blighted buildings, diminish crime and poor property values, establish an effect buffer
between the rest of the neighborhood and Central Avenue, create a place for residents to go for
recreational activities, and add an amenity for new potential property owners in the city.
A second medium term solution would be addressing the rental units on the east side of Pierce
Street in the project area. This could range from working with the landlords on improving the
tenants, to propagating funds towards the owners for property upgrades, to the City acquiring
the properties for teardown and rebuilds.
LONGER TERM. This solution would consist of the private redevelopment of the Heritage
Heights area, consistent the concept plans A - D proposed by DSU. Depending on the status
of the eminent domain bill, the City Council would have to make a decision on a concept plan
that would best suit the needs for the area at the time of adoption. The Concept plan would act
as a guide as to the types of redevelopment that the City would like to see for the area.
CONCLUSION
The City of Columbia Heights and the Community Development Department has made the
Heritage Heights redevelopment a number-one priority for planning-related activity. Given the
issues that the neighborhood presents to the city, it is imperative for the city to come up with
feasible solutions to achieve the goals outlined for the area.
At this time, City Staff is requesting feedback from the City Council on the five concept drawings
for the neighborhood as well as the possible next steps for solving the challenges that the
Heritage Heights neighborhood presents.
6x!-tlglT A
Sheffield Neighborhood Redevelopment Plan
Advisory Panel Meeting Number One
January 18,2006
Issues
. Rental properties - amount of, condition, tenants, management
. No positive place for kids to be
. West side of Central (Hilltop)
. Lack of street lights
. Overcome perception in marketplace
. Need for new retailers
. Take advantage of Central Avenue Corridor
. No sidewalks
. Nuisance characteristics of alleys
. Need to make a safe enviromnent for kids to move back and forth to school and home
. Realistic expectations on housing types
. Avoid the tendency to resort to "affordable" or rental when the market doesn't pan out
. Need to protect existing investment
. The need to recruit former and/or younger residents and instill pride in their city
. Overcome image and character of current commercial
. Honor the commitment to implement the plan
. What do families need/want to move into this area
. Make parks more user friendly
Opportunities
. Improve housing value
. Build larger single family homes
. Build housing that will attract families
. Establish pattern of lifestyle housing for variety of households
. Build housing with outdoor storage
. Potential for bigger or higher priced houses
. Opportunity to build housing that can be expanded upon as families grow or increase
household income
. Opportunity to attract people who had grown up here but moved away
. According to census, Anoka County residents have spending power and could afford
more
. More retail and restaurants
Concerns
. People (renters) who don't have stake in community
. Length of time required to do the plan development
. Edge beyond study area east of Fillmore, near school
. That vision is not an ongoing commitment
. Too much high density housing - too little single family
. Potential to fail to provide other amenities to go along with redevelopment
. Concern that new residents don't have a stake or contribute to cOlmnunity/share
common values with the neighborhood
. Concern redevelopment/study area isn't big enough - not going far enough east
. 45th_46th, Central to Fillmore - concern this area has same problems as redevelopment
area, yet won't be addressed
. A failure to provide enough single family housing
. Concern that right decisions are made about Phase I so they positively affect future
phases
Vision
. Single family homes for families with commitment to community, keep up properties
. High quality single family homes
. Build skywalk around City
. Chance for all ages to be together - community center of YMCA
. Schools to work together in this process
. Neighborhood full of households who have a stake in community
. Place where kids ride bikes, families can go for walks, people go jogging
. Respect for community, where people look out for each other
. Sidewalks and places to walk
. Community center could build sense of community
. Streetlighting - well lit and safe neighborhood
. Grouping amenities (parks, schools, conununity center) make them accessible and are
good adveliisement
E)(H/~II .e
City of Columbia Heights
Memo
To: Jeff Sargent
From: Police Chief Tom Johnson
cc: Bob Streetar
Date: 6/2/2006
Re: Heritage Heights Police Coverage
In May of 2005 a group of concemed citizens from the Grid 8 area approached the Mayor
and City Manager about the criminal activity and the degrading housing (apartment
buildings) situation in the area. The Mayor, City Council and City Manager responded
with up to $25,000 in overtime dollars. This would allow the police department to have an
additional officer in the Grid 8 area from 7:00 PM to Midnight, Thursday through Sunday
Night. Officers are to take a zero tolerance approach to any crimes observed and any code
violations observed. Officers were directed to get out of the squad and interact with the
public. All of this activity would be logged and reported back to the City Council in the
Green sheet each week. This pro-active activity resulted in a much safer and more secure
Grid 8 during the SUlmner of2005.
In 2006 the City Council was approached by the police department requesting that we
provide this very successful program once again. The City council agreed and using
Ullexpended funds fi'om the 2005 effort and adding new funds from the budget reserve the
City Council has dedicated $15,000 dollars for overtime work in the Grid 8 area tins
SUlmner. Once again Officers will work from 7:00 PM to Midnight, Thursday through
SUllday night, starting in May and ending in September. Our Goal for the program is to
give ol11l1i-presence to the Grid 8 area and make for a safe and enjoyable summer for all!
Welcome to the City of Columbia Heights
Page 1 of 1
Departments:
Heritage Heights Redevelopment and Renewal
Welcome to the information page on the Heritage Heights
neighborhood. The City and a Council-appointed Citizens Advisory
Committee are planning for redevelopment and renewal of this area,
formerly known as Sheffield, and posted here will be information
relevant to this process.
In the summer of 2005, residents of Heritage Heights brought their
concerns about crime, quality of life and property values and
conditions to the They felt that conditions there were
deteriorating. Problems had persisted since the early 1990s,
wherein the City Council had responded with the 1994 Sheffield
Neighborhood Redevelopment and Housing Development Plan.
However, the only action resulting from this plan was the acquisition
of a city block and subsequent redevelopment of 18 single-family
houses. A decade and a half later, residents reported that
conditions had not improved and petitioned the City Council to
revive its redevelopment and renewal efforts. The Council started
by allocating funds for additional police patrol in the neighborhood
throughout the summer and fall of 2005. In anticipation of the time
and staffing levels required for an extensive redevelopment and
renewal process, it approved the hiring of an additional staff person
in the It officially started the
planning process by approving the hiring of a consulting firm and
dedicating funds towards the neighborhood's longer-term
redevelopment and renewal goals.
. (CAC)- Residents and
Neighborhood stakeholders Committee
. View actions affecting Heritage Heights
. Summaries of work session
discussions
.
View articles
History of the former Sheffield
.
Neighborhood
.
Please check back regularly, as this site will be updated as new
information becomes available.
Contact Kirsten Partenheimer, 763.706.3674
httn: / /www.ci.columhia-heiQ"hts.mn.us/denartments/HH.asn
5/31/2006
Welcome to the City of Columbia Heights
Page 1 of 1
News 8: Events
About the City
City Council
Departments ~
City Services
Library
Murzyn Hall
Employment
Contact
Home I Search
City Council Actions
. June 13, 2005-11'1 response to residents complaints about
rising crime and the quality of life issues,
approved spending $25,000 for extra Police presence in
Grid 8, which encompasses the Heritage Heights
neighborhood. The patrols continued through November,
2005.
. July 11, 2005- Authorized the request by the
for an additional staff member,
who was needed to take on additional projects related to the
redevelopment and renewal of the neighborhood.
. October 10, 2005- Authorized a six month planning process
with (DSU).
. December 12, 2005- Designated $700,000 for on-going
redevelopment.
. April 10, 2006 - Authorized $15,000 in overtime costs for an
additional police officer to patrol Grid 8 in the evening and
late evening hours, Thursday through Sunday, from mid-May
to the end of September 2006.
590 40th Ave NE Columbia
Phone: 7637063600 . Fax: 763 706 3601 .
http://www.ci.columbia-heights.mn.us/departments/HH CouncilActions.asp
5/31/2006
Welcome to the City of Columbia Heights
Page 1 of3
News 8: Events
About the
City Council
Services
Contact
Heritage Heights
City Council Work Session (Summaries)
;.
Hall
June 21, 2005
Discussion on Heritage Heights started with a mention of
investments made in the neighborhood, notably the one-block
development of new homes in 1995 and, recently, the $65-million
Grand Central Lofts. There is disappointment that despite these
investments, drug and crime problems still exist. Concern on how
these problems are affecting sales at Grand Central Lofts, as well
as questions on whether there is the potential for commercial
redevelopment along Central and the renovation or redevelopment
of blighted apartment buildings, were addressed.
Additionally, residents spoke about frustrations over crime, bad
behavior by fellow residents and poor property maintenance and
their embarrassment by the state the neighborhood is in. Some
reported feeling that their neighborhood is going further downhill,
while others felt their property values are affected by the above-
mentioned grievances. They spoke of wanting to regain pride in
their neighborhood and restore a better quality of life. There was
also significant discussion on what should be easily correctable
problems, such as un-mowed grass and junk vehicles, both
violations of city ordinance. One resident spoke of the need for
spending money on redevelopment, because by removing the
problem, additional police presence would not be needed [in
reference to the Council's June 13th resolution to spend $25,000 on
extra police patrol in the neighborhood].
July 19, 2005
The meeting started with a report on the additional patrols that have
occurred in Heritage Heights since June 18, 2005. Officers have
been making positive contacts with residents and have been well
received. In just this first month, there were a reported four felony
arrests and weapons and a pound of marijuana removed from the
streets. Officers were also busy enforcing ordinance violations,
including the new junk vehicle ordinance.
A presentation was given on the redevelopment work that has been
done in the Heritage Heights neighborhood. The presentation
highlighted the 1994 Sheffield Plan, with the mention that the only
goal accomplished from the plan was the redevelopment of a block
1 -_ L _" _1~..J__ _~___ ___I..-1___~_-t.._~_~_~4..~/TTTTIi"""H.........":l,{"TC1 .................
::: /"11 f'")(\(\t::.
Welcome to the City of Columbia Heights
with new single-family homes,and that the same problems that
existed in 1994 still exist today.
In addition to the $25,000 that the Council has already authorized to
spend on overtime patrol of the neighborhood, it was recommended
that over the next 60 days, the Council complete the hiring of an
additional staff person for the Community Development Department
and that department heads identify City concerns from the last three
to five years and come back in two months with strategies and
identified financial resources to implement these strategies.
At the end of the meeting, many of the residents in attendance
voiced their concerns, which included that the redevelopment area
isn't big enough and that they're afraid the City won't finish what it
started. Participants were reminded that planning, redevelopment
and renewal comprise a process that takes place over a number of
years.
The City Council directed staff to recommend a planning process for
the potential renewal and redevelopment of the Heritage Heights
neighborhood.
September 28, 2005
The City Council held a special work session in council chambers
on Wednesday, September 28 to update residents on
redevelopment and renewal plans for the Heritage Heights
neighborhood and to discuss further action. Approximately 20
community members, the majority from the Heritage Heights
neighborhood, were in attendance.
Residents were updated on the outreach performed by the City's
officers over the summer in what is known as Grid 8, which
encompasses Heritage Heights. In early June of 2005, the City
Council approved allocating $25,000 to pay additional officers
overtime to patrol Grid 8 in the even evenings, Thursday through
Sunday. Additional patrol has been extended through November.
Officers have had positive contact with residents, because the
patrols have allowed officers to better get to know residents, instead
of being simply a reactive police force. Residents spoke in support
of the extra police presence, but still had concerns about the
juveniles loitering in the middle of streets and whether problem
tenants were being swiftly addressed.
While residents and City Council members strongly support the
extra police presence in the neighborhood, meeting attendees were
reminded that this is a short-term solution. The Community
Development Department staff is working to put together a course of
action for the redevelopment and renewal of the Heritage Heights
neighborhood. Initial recommendations include buying problem
properties as they come on the market and hiring an additional staff
httn ://www.ci.columbia-heiQhts.mn.us/deoartments/HHCouncil WS .aSD
Page 2 of3
5/31/2006
Welcome to the City of Columbia Heights
Page 3 of 3
person, which was fulfilled when the Community Development
Specialist was hired in early September. Finally, it was
recommended that the City Council allocate $50,000 for a planning
study to be performed by the firm of Dahlgren, Shardlow and Uban
(DSU), the same firm, which produced similar plans for the K-Mart
redevelopment site (now the Grand Central Lofts) and the Industrial
Park (now the Park View development). Hiring DSU allows the City
to move quickly (commencing in the next 30 to 40 days) in order to
be ready by spring when grant applications are due and
construction season begins. Otherwise, a drawn-out process does
little service to residents who have waited for so long for change in
their neighborhood. Community Development has increased its
staffing level in response to an increase in Council-directed
redevelopment projects. However, the department does not include
landscape architects, engineers and market analysts who are
needed to produce a plan based on market realities and site
logistics.
At this time, the Council initiated the formation of a
to be involved in the planning study.
It was noted that grant money is what has helped the City remove
obstacles to attract private developers to difficult-to-redevelop
parcels and grantors will not give any entity money unless it has a
realistic and well-thought-out plan in place. Grantees must also
show that residents have played an active role in the planning. It is
inaccurate to describe the plan DSU would produce with the CAC as
a wish list for residents. Community member will discuss options,
which a data-backed market analysis indicates the neighborhood
can support, as well as articulate what areas should be considered
in the study area and what redevelopment should look like. This
input is important to developers, because they look for direction
from the community in which they are building.
The City Council heard from the housing director for Anoka County
Community Action Program, Inc. (ACCAP) about the rental housing
the organization successfully operates in the neighborhood.
The public spoke in overwhelming support of hiring DSU to conduct
a plan for the neighborhood. Some are disappointed by the inaction
after the Sheffield Plan of 1994 and they want to see action taken
quickly. One resident questioned how they could be assured that
the recommendation made to the City Council regarding the
neighborhood were really going to happen. Another resident
believes that a small investment now (of proper planning) will pay
for itself a thousand times over.
Home I Search
590 40th Ave NE Columbia Heights, I
Phone: 763 706 3600 . Fax: 763 706 3601 . inro@cLcolumbia-heig
1" II
. __l___uL~_ L_~_l_.._ .__._ H_/-1___...___+_/UU0~'H,~;11lTC' ~n~
::;11 1 nnnr:.
City of Columbia Heights
Page 1 of 1
Departments:
Heritage Heights History
The Northeaster article , documents the history
of the neighborhood, formerly referred to as the
Sheffield Neighborhood, after the original landowner, Benjamin
Sheffield.
As reported in the article, although the neighborhood with its mix of
single-family homes, duplexes and small apartment buildings
offered opportunity for young families or folks just starting out, fear
of crime, drugs and nuisance issues were plaguing the
neighborhood by the 1990s. The City responded with the 1994
Sheffield Neighborhood Redevelopment and Housing Development
Plan.
The plan included a five-part strategy:
1. Acquire 20 duplex properties in the target block area (10
properties along the East side of the 4600 block of Fillmore
Street and 10 properties along the West side of the 4600
block of Pierce Street), and remove or renovate to create
single-family homes.
2. Promote the turn-back of the rental duplexes mixed in with
single-family homes to owner-occupied units.
3. Make low-interest rate and/or deferred loans/grants available
to homeowners and rental property owners.
4. Provide incentive programs for the construction of buffer
areas between the commercial properties along the East
side of Central Avenue and the residential properties to the
rear.
5. Acquire and remove or renovate multi-family structures to
reduce the density and blighting conditions in the
neighborhood.
Of the five strategies, the City only implemented the first one, which
resulted in the acquisition and demolition and 18 single-family
homes were built on the land.
httn '//www ci _ co lum hi a -hei rrhts.mn. us/ deoartments/HHHistorv .aso
5/31/2006
Extra
policing
approved
again for
Heritage
Heights
neighborhood
Columbia Heights
council also
looking at
redevelopment
options
By ERIC HAGEN
Sun Focus
With the success of extra
patrolling in the Heritage
Heights neighborhood last
summer, the Columbia Heights
City Council has approved the
presence of an additional
officer for a longer period
this year.
According to police reports,
there were 822 calls for
service in Grid Eight, the
Heritage Heights neighborhood,
in 2004. This was the second
highest area behind Grid 19,
Central Avenue from 37th to
45th avenues. The Heritage
Heights neighborhood is located
between 45th and 47th avenues
and between Central Avenue and
Johnson Street.
In 2005, the number of calls
from Grid Eight dropped to 708
even though the Columbia
Heights Police Department
estimated there would be up to
900 calls considering the level
of calls they were receiving
before the program started in
,Tune.
Due to this success and the
desire of Heritage Heights
residents, the City Council
authorized up to $15,000 in
overtime to be spent for extra
patrolling between May and
September this year.
The Police Department first
initiated extra patrolling
between June and August last
year. The neighborhood made
this request during a joint
meeting on May 18, 2005, with
the City Council and Police
Department leaders. Authorities
also assisted residents in
setting up a neighborhood watch
program.
Columbia Heights Police Chief
Tom Johnson said at the April
10, 2006, council meeting that
he is concerned that the $2
million Gov. Tim Pawlenty
approved to pay for extra
patrolling in downtown
Minneapolis due to the shooting
in Block E will divert crime to
inner-ring suburbs like
Columbia Heights.
"We have to find a way to
counteract that," Johnson said.
The council is also
contracting with the planning
firm Dahlgren, Shardlow and
Uban (DSU) to look at
development scenarios for
Heritage Heights.
This planning process is just
as if not more - important to
some residents than the extra
patrolling itself.
A group of residents has met
twice with DSU to hash out
redevelopment concepts for the
neighborhood. DSU presented
five proposals to the group
last month with the concepts
including varying amounts of
low-density housing, medium-
density housing, commercial and
office space and parkland.
Kirsten partenheimer,
Columbia Heights Community
Development Specialist, told
Sun Focus that DSU would
present the five concepts to
the City Council in the next
month to get its input before
moving forward with more
detailed designs.
"I think the increase in
police presence is wonderful,
but it's really only putting a
Band-Aid on our problems," said
Heritage Heights resident Cris
Frenette.
Frenette added that it seemed
like crime increased once the
extra patrolling ended after
August last year.
"Our neighborhood
exploded with activity,"
said.
According to police records,
the number of incidents in Grid
Eight peaked at 18 in both
August and September and
decreased to 10 incidents in
December. Crime typically drops
as the temperature drops,
according to many police
officials.
The number of reported
incidents in the area in March
this year was 17, however. The
biggest increases came
burglaries and larceny.
Heritage Heights has
maintained its number-two
ranking among crime incident
areas in Columbia Heights
behind Grid 19.
Johnson told Sun Focus
he would re-evaluate the
for extra patrolling past
summer at a later date.
in
that
need
the
has
she
Heritage
Heights
redevelopment
being
explored
Neighborhood has
been a sore spot,
back to its days as
the Sheffield
neighborhood
BY ERIC HAGEN
Sun Focus
It's tough for kids to
grow up in a neighborhood
where they can barely play
outside without parental
supervision. Three mothers
in the Heritage Heights
neighborhood deal with this
issue every day.
The City of Columbia
Heights and neighborhood
residents hope
redevelopment, extra
policing and stricter code
enforcement will reduce
crime in a neighborhood that
helped earn Columbia Heights
the name "crack Heights" in
the late 1980s and early
1990s and now "crumbling
Heights."
The Heri tage Heights
neighborhood encompasses
everything between 45th and
47th avenues and Central
Avenue and Johnson Street.
The neighborhood was set
to receive a full renovation
11 years ago and developer
Bruce Nedegaard did tear
down approximately 20
duplexes to replace them
with single-family homes.
More recently, Nedegaard
developed Grand Central
Lofts at the former K-Mart
site, which overlooks
Heritage Heights.
Other 1994 strategies did
not gain ground, though.
They included turning rental
duplexes into owner-occupied
units, providing loans or
grants to encourage property
owners to improve their
properties, and demolishing
or renovating multi-family
buildings.
An analysis of records
provided by the Columbia
Heights Police Department
shows that crime has
fluctuated since the 1994
council approved the
redevelopment plan, but
crime has generally gone
down. In 1994, the reported
number of Part 1 (the most
serious) crimes was 247. In
2004, there were 170 Part 1
incidents reported.
The numbers may have gone
down, but according to
Columbia Heights Police
Department records, Grid 8,
the Heritage Heights
neighborhood, was the second
most crime-infested area in
2004 behind Central Avenue
from 37th to 45th avenues.
This area had 255 Part 1
incidents reported.
The City Council
wi th the hiring of
police officers,
extra patrolling
Heritage
neighborhood.
Three residents who sat
down for an interview with
Sun Focus said they have
noticed a reduction in crime
since June, but they say the
fixes need to be permanent.
They would like to see more
owner-occupied housing or at
least stringent enforcement
on owners who live in other
parts of the metro area
while renting out in
Columbia Heights to people
constantly in trouble with
the law.
"Columbia Heights is great
for putting Band-Aids on
things," said Cris Frenette,
a 28-year resident who grew
up in the neighborhood. "To
me the moratoriums (that the
City placed on duplex
development in single-family
home neighborhoods) is good,
but they miss everyday
things."
Each mother has her own
horror stories.
Frenette's 8-year-old
daughter was unsteadily
riding a bike when a car
driven by young men drove by
and swerved, teasing they
would hit her daughter. They
missed by inches so they
could see her daughter
topple. Her daughter cried
and said one of the
passengers was a kid who
rides her school bus.
Jill Voelker, who has
lived in the neighborhood
in June,
two new
approved
for the
Heights
for nine years, remembers
when she walked in her
living room to see an
unknown woman sitting on her
couch and talking to her
children. She now locks the
doors and warns her children
not to even let in children
they know from school.
Another resident asked her
name not be used for fear of
retribution. She is
surrounded by rental
properties and said she
often sees people coming and
going in the middle of the
night.
Another study to commence
Community Development
Director Bob Streetar told
Sun Focus that he could not
say for sure that another
development plan would be
successful, but that it is
important to look at doing
something.
The City Council recently
agreed to move forward with
Dahlgren, Shardlow and Uban
(DSU) of Minneapolis to plan
the latest redevelopment of
the area to see what the
housing market would
support. Streetar said the
study should be complete by
April.
Nawrocki voted against the
DSU agreement, saying he
felt the City should have
advertised for bids in the
legal newspaper, the Sun
Focus, to get more
proposals. The DSU agreement
will cost Columbia Heights
$50,000.
City Manager Walt Fehst
said the reason DSU was
chosen without going out for
bids was because the
planning firm is working
with Hilltop to redevelop
the west side of Central
Avenue from 45th to 49th
avenues and it provided some
consistency to have one
company work in the area.
DSU also worked with
Columbia Heights on the
redevelopment of the former
K-Mart site, and DSU is
working with the City on re-
developing the former Burger
King site (south of the
Heights Theater) and the
northwest corner of Central
and 37th avenues.
ortheaster
Vol. 27, No. 21
Northeast Minneapolis, St. Anthony, Columbia Heights, Hilltop
November 10, 2005
The 8th Annual 'Art Attack" was held at the Northrup King Building, t 500 Jackson St. NE the
weekend of Nov. 4-6. More than 150 local professional artists participated in this open studio
event. Above, jewelry artist Daphnae Koop helps Beth Baker try on a necklace that she created.
Below, Lou Duhan from California watches artist Jack Pavlik demonstrate his "4 high, 4 low"
sound sculpture. The large metal ribbons of this work move up and down and are randomly
struck by a small pieces of steel, generating a musical sound. (Photos by Carol Jensen)
Middle school football
team wins all games
by Gail Olson
According to the assistant
coach, the Northeast Middle
School's football team's star
player taught him a lesson this
season.
"I was focused on winning our
last game," said Leando Sudduth,
a special education assistant
and coach at Northeast Middle
School (NEMS). "But Mar-cha
[Wade] was thinking of the other
kids. He wanted them to play, so
they'd know how it feels to score
a touchdown."
NEMS won all of its games
this year, beating Sanford 20-0,
Olson 40-6, Anwatin 18-14,
Folwell 24-14, Lake Harriet 46-
o and Anthony 48-6.
Sudduth said he and head
coach Geri Cook, Sr. (an NEMS
and Edison alumnus, agreed
that the team has come a long
way together, starting with the
disadvantage of not having a
field to practice on.
"We had to use the side of the
building, which is like a play-
ground area, for our practices,"
Sudduth said. NEMS' football
team had a "history of losing,"
he added, and at the start of the
year, a lot of the players didn't
know each other. "Before we
played our first game, kids were
coming up to the team members
saying, 'You're gonna lose.
Sanford's going to beat you:"
But the coaches were opti-
mistic, because they knew they
had at least seven good, skilled
FOOTBALL
-turn to page 6
Concerned about area
south of Heights school
by Gail Olson
The area has had three
names in the last decade: Her-
itage Heights, Sheffield, Grid 8.
It lies just south of Columbia
Heights High School and in-
cludes many rental properties
and duplexes. And for the sec-
ond time in its history, city offi-
cials are talking about redevel-
opment, specifically the blocks
bordered by 48th on the south,
Central Avenue on the west,
Fillmore on the east and 47th
on the north.
"Crime has gone way up,"
said Columbia Heights resident
Rich Davies, who lives on 48th
Avenue NE. "I had a shooting
right outside my door here last
summer. Our children are the
most important thing, and the
area right by the schools should
be our cleanest, best area.
Instead, it's probably the rough-
est area in the city."
Davies is one of 12 residents
who is serving on a citizens ad-
visory committee. According to
Columbia Heights Community
Development Director Robert
Streetar, the city council recently
hired DSU (Dahlgren, Shardlow,
Uban), Inc. consultants to work
with the committee and identify
their concerns and vision for the
area.
Streetar said he expects the
planning process and site plan-
ning to take about four to six
months. "At the end of the
process we'll have a much bet-
ter idea about what will occur,
and [we'll know more about] its
market feasibility. In terms of re-
development and renewal, it'll
be a three to seven year process
for that area."
The issues go back to 1993
and 1994, when the city first
took steps to ease the concen-
tration of rental housing in the
area. Neighbors were complain-
ing about crime-including drug
dealing-decreasing property
values and a high concentra-
tion of low income housing.
After the city besfed up its police
HERITAGE HEIGHTS
-turn to page 11
Inside Northeaster
New life for the Ritz
Theater in Northeast
City sells building to Ballet of 3.
the Dolls dance theater
Yes, but will it ever be
done done? Realfy done?
Finishing touches prove 7
elusive on Central Avenue
A voice heard around the
world is silent
Tony Maciaszek, 88, was 13
active in ham radio
Items of Note in Business...........8
Let's Go Out to Eat & Play.............6-7
Events Calendar............starts on 16
Classified Advertising...starts on 19
Items of Note in the News...........22
November 10, 2005
NORTHEASTER
11
Some say earlier project didn't go far enough, nice
new neighborhood will now sit next to the worst
HERITAGE HEIGHTS
-from page 1
patrols, it bought double bun-
galows in the 4600 block of
Pierce and Fillmore streets,
moved them off the property and
sold the lots to a developer to
build new single family homes.
But now, some people are
saying the project didn't go far
enough. There are still blighted
buildings that are "garnering
some of the lowest rents in the
market and nearing their eco-
nomic end of the line," Streetar
said. The police department re-
ported that about 11 percent of
its calls were coming from the
area, and neighbors complained
of other residents' bad behav-
ior-including loud parties and
music-and ill-kept properties.
"There is an image of crime,
bad personal behavior, loud-
ness, poor property mainte-
nance. One person said he was
too embarrassed to bring his
boss to his home, because of
the way the neighborhood
looked. There are a lot of ab-
sentee landlords who do a poor
job of managing their property,"
Streetar said, adding that he had
just heard from a resident with a
young daughter, who decided
to move to Blaine because she
felt the area wasn't safe.
Streetar said the city has to
consider the area's viability,
which includes its ability to at-
tract and keep people there.
"This is going to be a major
undertaking," he added. "It is
complex and challenging. I
know the council is serious
about doing something there. A
project of this scope will require
funding partners, including the
Metropolitan Council and Anoka
County."
Anoka County Commissioner
Jim Kordiak, who lives in
Columbia Heights, said that as
a boy he had a paper route in
the Sheffield area and knows it
well. "The area was originally
overbuilt with multi-unit hous-
ing. Now we've got a large num-
ber of police reports coming
from there. It's one of the more
criminally significant areas of
the city."
And with the opening of
Grand Central Lofts at 47th and
Central, he added, "You've got
one of the nicest neighborhoods
in Columbia Heights looking
down on one ofthe worst. '
Kordiak said he supports the
city's decision to redevelop the
area, adding, however, that it
might not be economically fea-
sible to build only single family
homes this time. "It might have
to be multi-ownership units in a
variety of fonms. There might be
some rental units, but they'd be
brand new buildings."
Resident and committee
member Karen Drew, who lives
on 45th, said she was active in
SHINE (a city-sanctioned neigh-
borhood group) during the last
redevelopment. She said she is
concerned about the way the
area between 46th and 47th
looks. Barb Reed, also on the
committee, said she got involved
because of a recent arson near-
by. Properties are not being kapt
up, she added. She has lived
on Fillmore Street for 16 years,
and said she was very happy
with the last redevelopment ef-
fort. "When the buildings were
moved out it made the neigh-
borhood livable again. The new
homes were a definite improve-
ment."
Columbia Heights Police
Chief Tom Johnson said crime in
the area dropped after the city
council approved $25,000 for
overtime for the police depart-
ment early this summer. The
majority of the crimes are juve-
nile-related, he added. "There
were kids walking down the
street, blocking traffic. There is
loud music, parties. We have
had some domestic [assault]
calls."
Officers also discovered some
drivers with suspended or re-
voked drivers' licenses. "Our of-
ficers know that because they
have computers in the cars and
they run the plates. There have
been a fair amount of warrant
arrests. "
Columbia Heights Police
records of Part I (most serious)
crimes in Grid 8 in June, 2005 ,
show one assault, two burgla-
ries, seven thefts and one auto
theft. In July, 2005, there were
two robberies, two assaults, one
burglary, eight thefts, one auto
theft and one arson. In August,
police responded to one assault,
two burglaries and 10 thefts. In
September, when school re-
opened (the high school and
Highland Elementary School are
included in Grid 8) there were
two robberies, three burglaries,
11 thefts and two auto thefts.
Johnson said other nearby
communities such as Brooklyn
Park have torn down many of
their rental properties in urban
renewal projects. "That dis-
placed many renters, who came
here. Our rental housing [in
Heritage Heights] is equal to the
age [of the other communities'
properties] and the rents are the
same."
When asked ilthe police have
encountered problems with ab-
sentee landlords, he said, "We
haven't had anybody refuse to
work with us. In our city, they
have to have a rental license to
rent property." After a property
incurs its third ordinance viola-
tion, Johnson added, the city
council can revoke a landlord's
rental license.
For information on Heritage
Heights development efforts or
the citizens' advisory commit-
tee, call Robert Streetar, 763-
706-3672.
2006 u
ft:ut ~
tk~1
Northeaster
Publication Schedule
All publication dates
Wednesdays
2006
January 11 & 25
February 8 & 22
March 8 & 22
April 5 & 19
May 3 & 17
June 14 & 28
July 12 & 26
August 9 & 23
September 13 & 27
October 11 & 25
November 8 & 22
December 6 & 20
Deadlines
one week prior to
publication dates
612- 788-9003
[~i::r, ?rlW!
(With some help from River Liquor Store)
Northeast's best selection of:
* Domestic Wines
* Imported Wines
* Cordials
* Liquor
* Beer
Chateau
Ste Michelle
Jo-Riesling
$7~5~ml
Lowry & Marshall NE
Open Nov. 23 'til 10 pm · Closed Nov. 24
MAJOR CREDIT CARDS ACCEPTED
612-781-4545
Tired of the grocery store?
Try an old-fashioned meat market!
All Natural
Minnesota
Grown Turkeys.
Order Your
Turkey TODAY!
Celebrating
Over 50 Years NE
"FAMILY OWNED
& OPERATED
SINCE 1946"
I ~l()SED ON THANKSGIVING DAY I
Featured on the Food Networks
"The Best of Butcher Shops"
We accept Visa & MasterCard
3550 Johnson Street NE 612-789-2484
I-lOURS, TUES.-ERI. 6,00-6,00 SATURDAY 8,00.5,00 CLOSED SUNDAY & MONDAY We Accept EBS c.,ds.
::1: ::!~.:i::.'::::;:y.,,~..::.".8,U:'J' '.' ,'.:::'i::: .....m......
U4".ty' "'H'()U'~~
,_.. .,' .. '.'_"_""""'.' c';',,,
'.'," .. ",',"";" ,- -,
,_ :.; ~::. :.. ,:;:';-:; :0" " ." .. ..i: .."',; ,; ;: :: ;
: - :", ~ ",.., :. ,.,. .. ,., ': -,_...., ..; :. ,', .' , " : ;
., . ",' .:::,'..... .,.," '.' ." . .'. -, .
".::";,...:.;:,:,,.. t\".:',.O::,_....,',',;"",:",;",;:",_,,;;,',"';:'.;".....;....<..:.'i.:..:.,.,."..:.;.....,." ,.i',",::",;,:,:,.':::, ..,.;
'c""""""""'-' ........,'."......",.,...,..,.,.,."..,.,..,....,.,..'.,...'",..".,.,.,.,........,.,_.,." .",_,.,..L."." ',,-,.
,......,.......",.",..,......,."......."..".,..,.....'..-..."""........."...,.."",...,...."...,...".,., ...,...".,.,.,."...... p...,.,,'.......'. ".,.".."
;;H Problem RentHouses; Inheritances
. Vacant Houses · Repair Problems
. Foreclosure Prevention
"IIoMEvt810nS~
_1lIlHt~IIJ'-tintntl,~:
bdl oIliclII 1nclt!lti1l!fntly lWlItcllllll QllIra!Id
Heritage Heights
Citizen Advisory Committee (CAC)
Meeting # 1
January 18, 2006
City of Columbia Heights
Page 1 of2
Departments:
Heritage Heights Meeting of January 18, 2006
Agenda
. Welcome and Introductions.
. Background
o History; Summary of related activities, Community
Objectives.
. Agenda for the Evening.
. Orientation to the Redevelopment Process and Project
Timeline.
. Summary of Preliminary Site Analysis.
. Summary of Preliminary Market Research Analysis.
. Issue Identification and Prioritization.
o Visioning exercise to define project vision statement.
. Questions and Answers.
. Schedule for future Redevelopment Advisory Committee
Meetings.
. Adjourn.
Minutes
Staff from the planning firm of (DSU)
conducted the first Citizen Advisory Committee (CAC) meeting for
the renewal and redevelopment of the Heritage Heights
neighborhood. Sixteen residents, along with an administrator from
Hilltop and a host of others with a stake in the project, attended the
meeting held in the Community Center at
The meeting included presentations on the history of the
neighborhood, the City's renewal efforts to date, the positive
outcome of the increased patrolling in the neighborhood
and a presentation by DSU staff on demographic trends,
market analyses, site and area valuations. Finally, participants had
an opportunity to hear about and look at concept plans for the
proposed retail component of the Grand Central Lofts project.
Concluding the informational portion of the meeting, residents of the
neighborhood took part in an exercise that asked them to discuss
what they feel are the issues, opportunities, concerns and vision for
the Heritage Heights neighborhood.
The general consensus from residents was that they are pleased
with the initiative the is currently taking to keep the
project moving.
The CAG will reconvene on March 8th at 7:00 pm.
Documents Provided at Meeting:
nttn"//UTUJUT ri rnlnmni:::J-nf'iant<: mn ll<:/rlf'n:::Jrtmf'nt<:/HHMf'f'tinaOll ROh :::J<:n
'in 1 /?OOh
City of Columbia Heights
Page 20f2
.
.
.
.
.
.
.
.
. Sheffield Revisited
o
o Part 2
o Part.~
.
.
httn:/ /www.ci.columbia-heiQhts.mn.us/denartments/HHMeetinQO 11806.asn
5/31/2006
Sheffield Neighborhood
Planning Study
Radevalopmanl Adw.o'Y CommilloB Moaling
- January 16, 2006
7:00-9:00pm
Agenda
-
Welcome and Introductions
Background
History; Summary of Related Activities,
Community Objectives
Agenda for the Evening
Orientation to the Redevelopment Process
and Project Timeline
Summary of Preliminary Site Analysis
Summary of Preliminary Site Analysis
Site COn1sJd
Zoning and Development Pattern
Access and Qrculation
Site Features
Constraints
Opportunities-
-
Welcome and Introductions
-
Agenda
Summary of Preliminary
Analysis
~ Issue Identification and Prioritization
Visioning exercise to define project viSion
statement
Questions and Answers
Schedule for future Redevelopment
f-- Advisory Committee Meetings
f) Adjourn
Backgroulld
History
Summary of Related Activities
Community Objectives
I-
Orienmtion to the Redevelopment
Process and Project Timeline ~
ccc_l
1
Existing Development Pattern
Access and Circulation
Existing Views
Existing Housing
Slopes and Existing Trees
-':':-'
(;; ~
2
Summary ofPreliminnry Market
Research Analysis
Tom Q'Neil- Director of Market Research
Sam Newberg - Senior Market Analyst
I-
Sile Assessment: Housing Markel Value
Residential Market Demographics
I-
Purpose of Market Research
Assess sile characleristics for various redevelopment
Resldennal
Commert:lal; office, relail
Identify market oppOfiuniliesil:ontrainls relevant to
thesile
Wort with planners, designers and stakeholders, to
develop market-based redewlopmentsoluUons
I--
Housing Markel Value: Key Factors
Neighborhood walkability
Development momentum
Employment proximity
Public amenities/transit
-
Residential Market Demographics
"',-.,.......
u...._~~~
_~...'J....I
,-
-,
~-
-
-,.
~ 0dI0I:0" N_ s..p. __I
,...... '-1 "'" 1'..- a.;u".,
\H~ n~JlOO
~'l. ~~~
~~
1~ ~~:
'l>oW u.=--
(<~..... 10\l,P0\l U.J>l'>
;;~."..
~~:~
:: ~ [~
m.._ lU,lI:aJ (l~_l
c:.:::::;:......~........
Site Assessment Curren! Conditions
Columbia Heights on dense urban grid connacting
NE Minneapolis with 1_694
Central Avenue key arl.erial- 29,000 vehicles per day
(similar to Hiawatha Avenue)
Surrounding uses include rnl.aiVservice :;.IIon9 Central
_ many are older and lower-maryin
Rental and owner-occupied on surrounding streets-
Grand centrallofis Es notable new development
I-
Site Assessment: Commercial
strong Traffic Counts
Development momentum
Employment proximity
Public amenitie5ltransit
Residential Market Demographics
v_ M__1)ad<.
,--;:-__n_/,.........,)
~lkl:"="'--A<a
-~~..................
......,... ,...... ..... \""
""'...Jl"b>................................... I'"
....-- ...-...............,.",
---.....-
~~- .........-... -~..,~
.......(,0.)...
............... .... m-
. ... I'" ...... I'" ~...
3
Residential Market Conditions
.......,......,..............._.....".1
--...............
..-..........----.......--""'-.......
----
Recent For-Sale Housing in Area
.......-_....._._~.-..........~
'''"....-'-~....'-_..~.,'"''..--_..........,~--
~.-
T'''"'''~
::: "';:" -7 ""...._... <-....,::~........~.........
.......-........-.....
"'~ ." ~- -_.~-- g~"fJ::~~
..~..., '''''........- ~,,~_.,"'_."""
...,.......,.._,--'..........
"-~.... ....."...,...._uoo,"\U.....
- --. :.. .--..- ::.::::=...-.
~:~~~
1_
... ~- ..-...,
v/
Key Housing Issues
Current apartments and their potential:
Strong ongoin9 marl(et for affordable housing
Excellent affordable housing location
Management and housing affordability (rehab
opportunity)
-
Residential Market Conditions
Project Examples
v
Key Housing Issues
Current single-family homes:
Renlal to homeowner conversion (city
programs)
Upgrade/expansion programs (ex. Richfield
Rediscovered -$50,000 development credillo
replace home)
-
e,""pliu_ri.s- en'!
/'1:'-10;" I
/1'.1 ..r- . 1
v t--v(J'{j - () (' c..:'L~ r f-:! ~
-
Residential Market Conditions-
Realtor Interviews
Untapped market - especially among empty~
nesters and seniors
Slight gap exists between median sale price
and new housing offerings
Price sensitivity over $225,000
Some negauve press and stigma in area
Opportunity for first-time homebuyelS
Residential Market Conditions-
Pending Development
Northwest Quadranl New Brighton - 75ri-~nits of
townhomes and condos, priCl:!d from $180,000 to well
over $300,000, begin marketing in 2006
54 senior condos at Central Avenue and Mississippi
street in Fridley, priced from $230,000 In $300,000,
begin marketing in 2006
Several condo projects in northeast Minneapolis
-
1//
Key Housing Issues
-
New development
Strong marke\-(ste rental site: general occupancy or
senIOr
very strong affordable hOl.f3ing site
TrnnsilproXlmi\Y
Aparlmentsty19 or !amily lownhomes
Qvmed housing
Denslyrnqulred due \t1 rediwelopmenl costs
SignlflClJl11 price conzlrainlS ($250.000 Il1rC'Shold)
Sul.lstanlia! p,GdUCloiroadyinpipulif19
4
Next Steps: Housing
Need to fully understand current building
condlUons, site by slte
Need 10 understand city's goals with respect
to affordable housing preservation
Test waters with private developers
-
Retail Vacancy History
!U.QilSpo.=V..""...".
c..1f1(tUU1il'ykN~~I_dft.<,...l!.C~...,."
TwinCUim, t99S~
l-
""I ~~---
1:~ / "'/'""'~'
"::: t =1
~: <>-11 "'..
Iv" I'" "'''' ="'" = :001 """
J-=tTooO>t>'nj"""'mt1_....
Office Space
Construction History
DffiN>SpR"~
NoJth1=1Sl>l:rI..1l.-..t:T"""Cil!.::.l
"'~M
Commercial
Market
Conditions:
Site in
Regional
ontext
Retail Issues
Neighborhoods outside the 1.5-mile radius
around the sHe have ample, intervening
competitive options.
The Primary Trade Area for retail space on
the site is limited '10 the 1.5-mile buffer area.
This implies a "neighborhood-scaleft of fetall
space.
~
Office Space
Absorption History
OIko-5~u,",'oqu....
N_~"Sd.._dIi<T_C_
l~".;lJn
Retail Trade Areas
r "--"n.o..._....--..~
- --
- ~
-- l__
,- '''''-.r..-..''''"'''1' ~~ J.....u~ .u .,
-- ..........."'- ""p"'._ "......../100 ~..,. . .1~
- =-- .......-:lDOJ"'O """",.00,- '0.)' 0.'
- :::;:::'- -.- - 1101'0'>+ ,'.LuI ...
5_"'U~~:"'" ..,.
Retail Issues
Certain high-profile locations along Central
could be attractive to national retailers
seeWng to acquire a high-profile location on a
major transportation corridor.
The appearance of the corridor is important to
new retail; many current uses are worn.
-
..//
Office Market Conditions - Leasing
Professionals
The maritel is rer:overing, but slowly.
DevelopefS are very hesitant to build any speculative
buildings wilhoula majority oflhe space pre-leased.
,.,A Current 91ul ofvacant space will take years to lease-
~t~~~~~\~M~~:~~~p~:SOrb substantial amounts
Smaller..space complexes in region are silualed in
close to relalVservk:e USBS.
-
5
Office Market Conditions - Pending
Projects
TCAAP site in Arden Hms
1 Interstate crossings In Arden Hills
Northwest Quadrant in New Brighton
Lakeview Corporate Center (New Brighton
As much as 2 million square feet of office
space is planned long-term for the larger
region.
-
-
k'.'"
Adjourn
-
Next Steps: Commercial
Need to fully understand site redevelopment
potential (parcels sizes and locations)
Need to understand dty's goals "toward new
commercial development and where this site
fi1s within the context of other sites
Test waters wHh private developers
-
Questions and Answers
-
Issue Identification and prioritization
Visioning exercise to define projoct vision
statement
-
Schedule for future Redevelopment
Advisory Committee IvIeetings
I-
6
Legend
o Primary intersection
o Secondary Intersection
C} Non-signalized Intersection
c;> Site access! driveway
Project Boundary
o Bus Stop
10 Bus Route
City of Columbia Heights
Sheffield Neighborhood Redevelopment Plan
(Access and Circulation
Dahlgren Shardlow and Uban, Inc.
1.12.2006
829 Bus Route
Existing Sidewalks
Figure 2
Legend
o Primary Intersection
o Secondary Intersection
() Non-signalized Intersection
Site access! driveway
Slopes
City of Columbia Heights
Sheffield Neighborhood Redevelopment Plan
(Constraints
Dahlgren Shardlowand Uban, Inc.
1.17.2006
Buffer along Central Ave
. Commercial Properties
Owner Occupied Properties
Project Boundary
~ Rental Properties
Figure 6
t)J4OWI438$.11:graphlcs'4388 ,1constrllint cOl
Legend
o Primary Intersection Views
o Secondary Intersection <;.---.- Sidewalks
() Non-signalized Intersection Existing Street Trees
Boundary 0 Proposed Street Trees
City of Columbia Heights
Sheffield Neighborhood Redevelopment Plan
( 0 ortunities
Dahlgren Shardlow' and Uban, Inc.
1.17.2006
r."-: Central Ave frontage for
n___ development
829 Bus Route
10 Bus Route
Figure 4
O/4000/4385,11Igmph!C1\!4JS811opportUrlll)l>!;cdr
Legend
Project Boundary
_ MXD - Mixed Use
_ GB - General Business
LB - Limited Business
R-3 - Multiple Family Residential
R-2 - One and Two Family Residential
R-1 - Single Family Residential
City of Hilltop
. Commercial Properties
Owner Occupied Properties
City of Columbia Heights
Sheffield Neighborhood Redevelopment Plan
( Zonin and Develo ment Pattern
Dahlgren Shardlow and Uban, Inc.
1.12.2006
~ Rental Properties
Figure 3
Legend
Views
City of Columbia Heights
Sheffield Neighborhood Redevelopment Plan
(Site Features
Dahlgren Shardlow and Uban, Inc.
1.17.2006
Existing Street Trees
Slopes
Project Boundary
Figure 5
Oj40OCi143S811iglaphlcs.i4388111oIlafeaiur~cd.
nt
I . Legen(f~
;"1 Columbia Heights City Limits
.....-
ftJJj Heritage Heights Redevelopment Study Area
D Schools (2 schools)
. Parks (19 parks)
~ Public
Primary Streets
Secondary Streets
o Columbia Heights Transit Center
City of Columbia Heights
Heritage Heights Neighborhood
Redevelopment Project
ce Regional Context
DSU, Inc.
1.12.2006
Phase 1 :
Issue Identification/Community
Goals/Articulation of
Public Purpose
Phase 2:
Preliminary Concept
Plan Development
Phase 3:
Evaluation of
Alternatives
Phase 4:
Implementation
Phase 5:
All Phase
Activities
Task 104:
Synthesis ofTasks
101-103
Task 501:
Project
Communicution
Task 201:
Preliminary Goals
& Objectives
Task 102:
Analysis of Existing
Conditions
Task 103:
Conduct Market
Analysis
Task 303:
Preparation of
Key Planning
Issues
Task 203:
Development of
Concept Plans
PRELIMINARY WORK PROGRAM AND SCHEDULE
City of Columbia Heights Sheffield NeighborhoodArea Plan
c:::J DSU II City Council Meeting
II Advisory Committee Public Meeting
Meeting -
January 2006
DAHLGREN, SHARDlOW, & UBAN, INC.
Grid 8 Detail, June-November 2005
Aggravated assault - 1
Alarm - 2
Assaults - 4
Attempt warrant arrest - 3
Bike theft report - 1
Bike violations - 11
Citizen contacts - 461
Curfew violations - 7
Damage to property - 5
Disorderly conduct - 5
Disturbance call 1
Dog at large - 1
Dog bite report - 1
Domestics - 31
Driving after cancellation - 2
Driving after revocation 7
Driving after suspension - 5
Driving after suspension - 6
Driving while intoxicated - 1
Dumping complaint - 1
Equipment violations 4
Expired driver's license - 1
Expired license plate - 3
Felony arrests - 6
Fight calls - 5
Fire call- 2
Fireworks complaint - 4
Found child - 1
Found property - 3
Group loitering - 9
Illegal parking - 18
Intoxicated subject - 4
Junk vehicle - 2
Juvenile complaints - 14
Juvenile fight - 3
Lost person - 1
Medical - 3
Medical 4
Minor consumption - 1
Motorist assist - 2
Neighbor complaint - 1
No Minnesota DL - 3
No proof of insurance - 4
Noise complaint - 11
Open garage door - 1
Parked on landscaped area
Possession drug dealing - 4
Possession of Marijuana 3
Property damage accident 4
Recovered stolen auto - 2
Revoked license plate - 1
Robbery of person 1
Scavenging -1
Speeding 5
Stop sign violation - 13
Stray shopping Cali retrieved - 3
Suspicious activity - 41
Theft follow-up 1
Theft from vehicle - 1
Tobacco violation - 2
Traffic stops - 71
Trespass - 1
Underage consumption - 1
Unlawful discharge offireanll- 5
Unwanted guest - 1
Vehicle in park after closing 1
Vehicle lockout - 1
Warrant arrest - 12
Admin: 01-18-06
SHEFFIELD NEIGHBORHOOD REDEVELOPMENT PLAN
Advisory Panel Meeting Number One
January 18, 2005
Issues and Vision Worksheet
This worksheet is provided to help you gather and organize your thoughts in preparation
for the facilitated discussion at the conclusion of the meeting. Please feel free to write
down your ideas whenever they come to you during the meeting. There will also be a
short time period provided for this purpose.
ISSUES:
When you think about the prospect of redeveloping the Sheffield Neighborhood, what do
you think are the biggest issues that will need to be addressed?
OPPORTUNITIES:
This redevelopment would mean major change for Columbia Heights and its surrounding
communities. If it is done successfully, what opp011unities do you think could be
realized?
CONCERNS:
Change is always hard and this will be major undertaking. With this in mind, what
concerns you most about the project?
VISION:
If this project is properly planned and successfully implemented, managed and
maintained over the next ten to twenty years, what could this neighborhood become?
Please describe this successfully redeveloped neighborhood. What does it consist of?
What does it look like? How does it relate to its surroundings? Who lives there? What
other important characteristics does it have?
4
NORTHEASTER
ro~~y~
FUNERAL CHAPELS ~
& CREMATION SERVICES
2901 j<>JUNJll SI. l'iE 4]01 f:'~lIlr,.J Aw. NE
(6121 7111_fif~n 063) 7l:t9..H3b
'w",w. wllshl'11rIl-llltT,>m"y .com
F(lmi~l' Owned ami Opt'ruled
148 leurs
PO;dTOlby Pogemilleltcrs..r.::tteWiunt...."CcrrmM.."
~Ol UnMllSlt'{Avenwo, 1~",rK'<lOOIs. Mil ,.5413
Dr. Leanne
WARNER
CHIROPRACTOR
2726 Johnson Street NE
612-789-1010
Man, Weds., Frl. 8 a m 6 p,rn
Sat. 850 a,m. . 1030 Ci,m
NORTIEAST
EXTERIORS
Roofing, Siding and Windows
612-789-800F
Pallace.
NOItheast SpOlts Central!
2S00 4th 51.. NE. 612.788-9535
_'I Northeast
. Bank
M~mhcr FDIC
www.nOrlheastbank-mn.com
Minneapolis 612-379-8811
Columbia Heigbts 763-788-9351
Coon Rapids 763-784-3533
. t1ld\. ... Sin"
~,19JS
c.~f' "':~..
01~"
East Side
Neighborhood Scn'iccs
612.781-6011
\+ww.esns.org
E..4klide-
November 24, 2005
~1Il Culumbia Park
''l.~Medical Group
40th & Cenual Ave.
Columbia Heights
-SgV:EJR
----" [1jjiIXs5G!t5
Sheffield revisited
by Gail Olson
In the early 19oos, Columbia
Heights land owner Benjamin
Sheffield served as mayor of
Faribault, president of Security
Banks of Faribault and Owa-
tonna and president (until he re-
tired in 1930) of the Larabee
Flour Mills of Kansas City,
Missouri.
Sheffield was renowned for
his commitment to helping peo-
ple work together. Today, in the
part of Columbia Heights that
still bears his name, that quality
might have proved especially
useful.
Neighborhood
history
According to
Anoka County
records, two
Sheffield subdivi-
sions were platted in
1913 on land that
stretched roughly
from what is now
45th and 47th av-
enues between
Central Avenue and
Johnson Street
Pierce Street was
called Smyth Street,
and Fillmore was
Moon Street The
Sheffield family sold
their property to the
Empire Lot
Company of
Watertown, South
Dakota. Over many
years, Empire sold
the land to many
people.
The area started
filling up with a mix
of single-family
homes, duplexes and small
apartment buildings. In the
1940s and 195Os, many young
couples rented units there, as
their first step before buying a
house and starting a family.
from Johnson to Central-there
were 239 residential properties
with 528 housing units.
That included 119 single-fam-
ily homes, 92 duplexes, 14 four-
plexes, one six-unit building, four
seven-unit buildings, two eight-
unit buildings, three ll-unll build-
ings, one 16-unit building and
three 20-unit buildings.
Some said, at the time, that
the number of units wouldn't
have been a problem if the prop-
erty owners had maintained
them well and screened tenants
carefully. But according to
Columbia Heights housing in-
police, public works, housing in-
spectors, fire department and
Housing and Redevelopment
Authority were all involved in
"planning efforts."
A city staff report presented
to the council on July 6, 1993
noted that a majorily of the hous-
ing in Sheffield was 35 years old
or older, and much of it was not
well-maintained. "The snow-
balling effects of rental mis-
management, deferred mainte-
nance and relaxed tenant
screening practices contribute
heavily to the decline," accord-
ing to the report.
It went on to add,
"Poor maintenance
and poor tenant
screening create low
rents, which attracts
low-income house-
holds. Those house-
holdS have other
needs...including
employment prox-
imity, public trans-
portation, day care,
housing designed to
accommodate larg-
er families and ac-
cess to special social
service resources."
Almost half of the
city's subsidized
housing was in
Sheffield.
By the time the re-
port came out,
Columbia Heights
Police Officer Val
Dietz had already
been assigned to
the neighborhood
for about a year. He
was the city's first
beat cop.
And there was another prob-
lem in the mostly white com-
munity. The city report called II
a "cultural-diversity" issue. Many
Sheffield-area tenants were peo-
ple of color with large families.
Most had low-incomes and were
eligible for Section 8 federal sub-
sidized housing assistance. The
report said, "The neighborhood
is not prepared to deal with un-
traditional family lifestyles, so-
cial and educational needs and
cultural difference of people
trapped in poverty or hindered
HISTORY
-turn to page 15
Trouble in the early '90s
In recent years, the density of
rental properties became an
issue. A city tally in July, 1993,
showed that-in the area be-
tween 45th and 47th avenues
from Central Avenue to Keyes
Park, Johnson Street and Res-
ervoir Boulevard; Central be-
tween 45th and 47th, and 47th
Benjamin Sheffield
spections and police records, in
many cases that wasn't hap-
pening.
In a 28-month period ending
April 30, 1 993, in one square
block between Pierce and
Fillmore streets and 46th and
47th avenues, housing code in-
spectors noted 433 violations
and police logged 749 calls.
In May, 1993, residents said
they were worried and fright-
ened by recent drug arrests. The
city, which was gelling many
housing nuisance complaints,
started paying attention. City
Manager Pat Hentges said the
Northeast...
Still
Making
History!
t)haw's
BAR & GRILL
A Northeast Institution!
1528 University Ave. NE
612-781-4405
"Servillg Northeast sillee 1919."
J]NOW accepting new patients
arson
Dental
612-789-2853
1632 Washington Street NE
Mary Ann Ringwelski
Attorney
Family Law, Wills and Probate,
Criminal Defense
Living and Working Northeasl
612-789-5600
Se Habla Espanol
... MaIre Your Horne
Iloi Your Castle
/1' Castle
Building & Remodeling
telephone 6127898509
web www.castJebri.com
AINLicClJUi: 115657
0~FIR~~J''''n",
C:>lumb1, Hel~h!, GOl',tMUNITY
(i~') 7hk"i700 fOflFDfT ":-<"101'1
Cc"'lll R3t'id- "Real People
(Iii:;) 75S8/l\: You Can Bank On."
Ch,q'lih
17~1)42nC,1S
m,;,,~
(i6.l)iiiQ.C7C(1
~~~~ fW~~ -r-;';:"-, - ;;~:F~
~'''u''''_.......
'llR". .
SIW K
LUMBER &MIlLWORKING.
NE MINNEAPOLIS 612-781-3333
BILLMAN-HUNT
Independellt and .Family Owned
Cremation' Pre-Need
Traditional Funeral Servie..,s
612-789-3535
~re~;~~::
SENIOR COMMUNITIES
The Boulevard' Royce Ploce
Columbia Hllage . CrYst View Oil .JJnd
Crest View Home Jle4ltb Cart
Crest VIeW Lutheran Jlome
Call 763-782-1606 for a tour ~
Science and Health ~1;
wirh Key to rhe Scriptures
by Mary Baker Eddy
~A.vA/L1BLE IN 17 LANGUAGES-
AT
Christian Science Reading Room
2217 Central Ave. NE
o Pbone 612-789-8025
~ www.Spirituality.com
Michael E. Ojile ,
1-800-950-2233
PrJcticing in the areas of.
. Business and Corporate Law
. Real Estate
. Wills, 'frusts, Estate Planning
. General Matters
MICHAEL E. OJILE
ATTORNEY AT LAW
... ............... ...
: Offering Financial Solutions :
: to the EducatIOn Community :
~ rE~ATORS ~
: le..DIY ORIOW :
: 4111 Central Ave. NE :
. 763-706-3950 .
: www.uecu.coop :
.................... .
Just ask, I'm
at your service!
1lJ.. .-
.. G:J t
!!iIiiii ,
Margo Ashll!~,~~ <<~
612-867-4874 79 NE 131h Ave. #113
www.sandygreenrealty.comOffie<&GAU.ER.l.
November 24, 2005
NORTHEASTER
15
Some want to raze more duplexes
HISTORY
-from page 4
by discrimination." It suggested
that the city's Human Services
Commission provide public ed-
ucation on cultural diversity is-
sues.
Some residents formed a
Sheffield neighborhood associ-
ation (known as SHINE,
Sheffield Interneighborhood
Network Endeavor) in October,
1993. It was Columbia Heights'
first neighborhood group. About
45 people met with police and
city officials on Oct. 12 to air
concerns and, in some cases,
demand immediate change.
"We have no sense of time. It
seems like there's so much
process," one resident said. "We
can't wait another two months.
A lot of people are feeling like
they need to flee Columbia
Heights. "
By that time, although the city
staff report had recommended
replacing blighted housing with
new townhomes, "senior rental
cottages," and side-by-side du-
plexes "in which each occupant
is an owner," residents and other
homeowners throughout the city
were calling-loudly-for re-
moving the rental properly and
building single-family homes.
The city started buying prop-
erty on Pierce and Fillmore
streets. It put forth a Sheffield
Revitalization Plan, reviewed by
neighbors in January, 1994, that
called for redeveloping housing
in the "target block" on the east
side of the 4600 block of
Rllmore and the west side of the
4600 block of Pierce. At a Jan.
31 meeting (as reported in the
Feb. 9, 1994 Northeaster'), one
resident said that since the city
had bought some of the build-
ings and they were now vacant,
she was able to let her children
walk to school.
"I am for razing them [the du-
plexes]." she said. "I think we
do need to eliminate a percent-
age of our rental properties in
Columbia Heights to get back
to a neighborhood-type atmos-
phere that people want to live
in."
Another resident, in what
seems now to be a prophetic
statement, said, "I feel that the
only conclusion to the Sheffield
Plan is to remove those duplex-
es and sell the lots to a builder
with the stipulation that tradi-
tional single-family homes be
built. I'm afraid if this doesn't
happen, in five or 10 years we'll
find ourselves back to square
one with this problem."
And so it began.
The city, concerned because
property values in and near
Sheffield were declining, moved
forward. It had already refused
to re-issue rental licenses in
1993 to landlords Leland,
Audrey and Matthew Stauch
(husband, wife and son) after
inspecting their properties in
1992 and 1993 and ordering
them to make repairs, which
weren't done. The city posted
notices informing tenants they
had 60 days to move or be pros-
ecuted for living in an unli-
censed dwelling.
The city issued the Stauches
numerous citations for operat-
ing rental properties without a
license. Months later, Columbia
Heights bought 13 of the
Stauches' duplexes and re-
moved them.
In all, the city bought 20 du-
plexes in the target block as well
as eight other duplexes, one sin-
gle-family house and one four-
plex that were not in the target
area but still within the Sheffield
neighborhood.
The HRA re-platted the 20 tar-
get block sites into 18 single-
family home sites. A developer,
First Choice, bought the prop-
erly and built new single-family
homes there, which sold for be-
tween $107,000 and $135,000.
When the revenues and ex-
penses were tallied, Columbia
Heights taxpayers ended up
subsidizing each house by more
than $60,000.
The lawsuits
Three tenants sued the city in
1993, claiming they were forced
out of their homes without due
process. The city settled with
them-and Mayor Joseph Stur-
devant signed the settlement
agreement June 16, 1994--for
a total of $4,000. The city also
adopted new ordinances saying
tenants would be notified when
city officials act on complaints
against their landlords and ten-
ants would also be notified if
there is an appeal or rental prop-
erly license revocation hearing.
If a landlord's license is revoked,
tenants have 60 days to vacate
before city officials can charge
them with a misdemeanor for
living in unlicensed properly.
The city sued the Stauches
for operati ng rental property
without a license. Although a
district court convicted the
Stauches, the Minnesota Court
of Appeals reversed the convic-
tion. The Stauches' attorney
pointed out that although the
city ordinance required that
properties be inspected period-
ically, it didn't say properties had
to pass the inspection. The ap-
..
The original
Sheffield
family property
was roughly in
this area;
present day
school buildings
are the boxes at
the top (north).
471 AVE
w 46TH AVE
il
I
=
:3
11
=
!
valuing of houses and $15,000
for emotional distress; and
$6,000 to Matthew for under-
valuing of the house he owned.
The court did not award any
damages toward the Stauches'
claim that the city's actions were
racist.
And now this
In recent months, Columbia
Heights city officials have again
been talking about redevelop-
ing the Sheffield area. Residents
are complaining about rising
crime and livability issues-bad
personal behavior, loud parties,
poorly maintained properly, ab-
sentee landlords. Police reports
include assaults, burglaries, rob-
beries and thefts.
Some families who moved
into the new houses are threat-
ening to leave if the city does-
n't do something. Others say
the 1990s redevelopment did-
n't go far enough. Because only
one side ofthe target block was
redeveloped, people in new
houses look across the street
not at more new houses, but at
the aging multi-unit low-rent
housing that was part of the
problem in the first place.
In an instance of history re-
peating itself, the city council
beefed up its police patrol in the
area, approving money for a
special patrol this summer. The
city also formed a citizen
HISTORY
-turn to page 17
151 SILVER LAKE ROAD SUITE 3B
NEW BRIGHTON, MN 55112
651-636-7050
Is your
Furnace old
but not broken?
Home Energy Center is looking for CenterPoint or Xed Energy
customers who: 1) arc thinking about replacing their old furnace. or 2)
want central air conditioning. You will receive up to $750 for
participating in this program. Call for details.
You will receh'e: To qualify you mw;t:
Dp to $450 cash from utilities . Be a CenterPoint Energy or
Up to $300 cash on selected models Xeel Energy residential customer
Up to $600 guaranteed energy . Reside in our service area
savings . Install a qualifying model
Up to $750 installation savings . Arrange for an immediate
100% financing with 0 down and low installation
monthly terms, OAC
Call Today
763-476-1990
Home Energy Center 2004 I!)
45TH AVE
peals court agreed, saying the
Stauches had met all the city's
licensing requirements and
should have been granted their
licenses.
The city tried to take the case
to the Minnesota Supreme
Court, but the court refused to
review it. Columbia Heights
rewrote its housing ordinance to
make it clear that a property has
to pass inspection before a land-
lord can apply for rental license
renewal.
Then another group of ten-
ants sued the city, bringing a
class action suit for due process
violation and housing discrimi-
nation. The case ended in 1997,
when they were awarded money
for due process violation-a total
of $25, 750-but did not receive
money for housing discrimina-
tion.
In July, 1994, the Stauches
sued the city, alleging that the
city illegally revoked their li-
censes, in part, because city of-
ficials didn't want low-income
and minority people living there.
Once their tenants moved out,
they said, their income was lost
and they were forced 10 sell their
duplexes to the city below mar-
ket value. The city denied that,
as well as the charges of racism.
But in 1999 a federal court
awarded a total of $120,000 to
Leland, Audrey and Matthew
Stauch-$47,000 to Leland for
the under-valuing of houses and
$5,000 for emotional distress;
$47,000 to Audrey for under-
Medica would like to invite you to a FREE community meeting to learn basic information
about Medicare and Medica Medicare Solutions~ It is a great way to find out what
coverage you may want beyond Original Medicare plus what options are available to you. A
sales representative will be present to answer your questions and provide you with
information and applications. Meetings in your area will be held at the following
locations and times:
The Senior Place
1801 Central Ave. NE
Minneapolis, MN 55418
December 6, 2005, 3:00 p.m.
Crystal Community Center
4800 Douglas Drive N
Crystal, MN 55429
December 7, 2005, 2:00 p.m.
Solutions as individual as you are.
MEDICA@
Please call1-BOO-SOLUTIONS (1-800-765-8846) and ask to schedule the meeting time
of your choice. Call anytime Monday-Thursday, 8 a.m. to 5 p.m. and Friday, 9 a.m. to
5 p.m. Persons with a TTY phone may call 952-992-3650 or 1-800-234-8819.
Medica Medicare Solutions'" is a service mark of Medica. @Medica 2003 CMS File #548
November 24, 2005
NORTHEASTER
17
"We want to eliminate the people who use places up until they're crumbling"
HISTORY Resident Kelly James, who We've seen a huge turnover in James added. "This also isn't a places up until they're crum-
-from page 15 moved to a new home on the the people who lived here [in race issue; we have a diverse bling, people who don't care for
advisory committee to work with target block two and a half years the new houses]. We're trying neighborhood with Asians, the homes and the property
a consultant to identify concerns ago, said crime has gotten to work with the city to work Tibetans, Middle Easterners around them."
and develop their vision for the worse since they moved in. "It's through these issues, because who are as upset as we are. For information about the re-
area. very depressing, and it makes our neighborhood has amazing We're happy about the diversity. development plans or the citi-
The city is seeking funding us not want to stay. There have potential and Grand Central But we want to eliminate the zens advisory committee, call
partners for redevelopment, ac- been shootings, stabbings, Lofts is a wonderful benefit. people who come in and use Robert Streetar, 763-706-3672.
cording to community develop- thefts. We're hassled all the time "I'm not prejudiced against
ment director Robert Streetar. [by tenants in the rental units]. renters; I've been one myself,"
Miller lite, Genuine Draft &
Genuine Draft light
24 pak cans
$1399
Beringer
Wines
(Chenin Blanc,
Pinot Grigio,
White Merlot
& White Zinfandel)
750 ML bottle
$399
694
49th
Wal9,eens 0 i
~
z
m
FlameburgerO
WHY SHOP ANYWHERE ELSE!
r-----------------------,
MATT'S :
I
TREE:
I
SERVICE :
I
I
QUALITY WORK AT AN AFFORDABLE PRICE
REMOVAL. TRIMMING
STUMP GRINDING
FREE ESTIMATES
FULLY BONDED & INSURED
BIG OR SMAll- WE DO THEM All!
~~~.w~.....~.
,,,",,,',,(,,".i..
EJ
5% Winter Discount
Offer good with this ode Expires 12/31/05.
~ 612 998-3157 @
~-----------------------~
r- - - ..,COUPONr- - -,
I c-e I
~ !?~~.~~~~ :
: 95:
I + Tax I
I
I
I Full Service Car Wash I
Now offering Ugrade to our
I exterior wash $8 25 Protection Package I
only for . + Tax for only $21
I RAINBOW W1AX I
I or VELOCITY It I
I $2 0 OReg. $3.50 I
Expires 12/20105 NE
L. . Not valid with other coupons or Offe:J'"
, Oversized vehicles extra.
- - ~COUPON~ --
Expires 1212~/05 NE I
Not valid WIth other
coupons or offers. I
Oversized vehicles extra.
Heritage Heights
Citizen Advisory Committee (CAC)
Meeting #2
March 8, 2006
City of Columbia Heights: Citizen Advisory Committee Meeting March 8, 2006
Page 1 of2
Departments:
CAC Meeting of March 8, 2006
Agenda
. Welcome
. Agenda for the Evening
. Summary of Advisory Panel Input -
. Summary of Market Research Analysis
. Preliminary Goals and Strategies
o Project Vision Statement
o Redevelopment Evaluation Criteria
o Alternative Land Use Scenarios
. Questions and Answers
. Next Steps
. Adjourn
(1/18/06)
Minutes
The (CAC) convened its second
meeting with staff from the consulting firm
Uban (DSU). After a recap of the information and ideas presented
in the first meeting, a DSU staff member reviewed the market
research from the first meeting, as well as offered a more detailed
analysis of both City and neighborhood conditions. It was stressed
that the purpose of market research is not to present an answer, but
simply as a series of facts.
Participants received a sheet with the input compiled at the first
meeting on what they thought were the issues, opportunities,
concerns and vision for the neighborhood. DSU staff had used their
input to develop for the
redevelopment and renewal of the neighborhood, after which, CAC
members had the opportunity to reword or add goals.
The formal presentations concluded with the display of five land use
maps of the neighborhood. Using the preliminary goals as a guide,
DSU staff members developed five proposals that balanced low,
medium and high density residential uses, mixed-use, commercial
uses, public uses and/or quasi-public uses and open space. CAC
members had the opportunity during and after the presentation to
share their comments on what they liked and disliked about each
plan and offered suggestions on how the uses on the maps could be
adjusted.
Documents and Information Presented at Meeting:
.
http://www.ci.columbia-heights.mn.us/departments/HHMeeting03 0806 .asp
5/31/2006
City of Columbia Heights: Citizen Advisory Committee Meeting March 8, 2006
Page 2 of2
.
.
.
.
.
.
.
.
http://www.ci.columbia-heights.mn.us/departments/HHMeeting03 0806.asp
5/31/2006
, ",
Sheffield Neighborhood
Planning Study
Redevelopment Advisory Committee Meeting
- March 8, 2006
7:00 - 9:00pm
Agenda
I.
2.
Welcome and Introductions
Agenda for the Evening
Summary of Advisory Panel Input- Meeting #1
( 1.18.2006)
Summary of Market Research Analysis
Preliminary Goals and Strategies
Project Vision Statement Outcome ojli1i.r meeting
Redevelopment Evaluation Criteria
Alternative Land Use Scenarios
Questions and Answers
Next Steps
Adjourn
3.
~.
5.
- 6.
7.
8.
Summary of Market Research
A
Sam Newberg - Senior Market Analyst
-
Welcome and
Introductions
Summary of Advisory Panel Input -
Meeting #] (1.18.2006)
".
See Handouts
!--
Purpose of Market Research
. Assess viable redevelopment strategies for
the area
Residential
Mix of uses - public and private
. Test various development scenarios
. Do not have THE answer, but provide factual
-- information about market conditions, key
issues, parameters and examples that have
been proven to work in the market.
1
Metro Area
Context
Metro Area Context
. 2/3 of growth (300,000+ housing units) will
need to be infill within developed area
. Key corridors such as Central Avenue could
potentially accommodate much of this growth
. Thus, demand exists for redevelopment sites
in cities such as Columbia Heights
~
Rental Housing
Metro Area Context
. 1 million new persons by 2030
475,000 new households
" 2/3 within existing developed area
. 300,000+ households
t--
Present Day Columbia Heights
. 71 % owner-occupiedlin line with metro and state
(Sheffield Neighborhood has disproportionate amount
of rental housing compared to rest of City)
. Homes mostly built between 1951 and 1965
. Very little new development in city in past 20 years -
only recently have Grand Central Lofts and Park
View begun, very exciting for city
. Existing homes small and affordable, some in need of
renovation or expansion
Rental Housing
2
Age of Structures
Age of Structures
ctty of Columblc He1ghts
Age of Structures
....~d
'i-.-B"""
_~l!lOCl
lOOillt>:~
~.:.".,.;.. 10:.11<> 19!15
.11111!lJl>1980
~11lll11<>1lXl5
.11'0011>1''',",,'''
~:l.-n
Cunent Conditions
Current Conditions
CUlTent Conditions
Cunent Conditions
3
Cunent Conditions
Current Conditions
Current Conditions
Site Assessment: Housing Market Value
She Ranking. Competitive Condominium Pt<Jjects
in the Grealer Columbia Heights Area
M,M',flJPI'M 1.I,,'<ll. [ori"n;:
o.l""t"",V,"'Il" W""..,"clbr~",a",,,,,,,,,",,
g ~
j ;0
~
)1 l~
"
~ '''&"1;;''
P,,"R......ofr
~1,0...'F,;,-d,"''''1''''
WQ"hl' "rMi,w,/Upl'.,.M;..t.
~!it>o.,v.u.g...
liono=.Eo._
~;~:.".u~~~~:.,
Pri""PcrSq",",,,FO"I.Pr<>iecIAv..r~i:"
4
Assessment: Housing Market Value
Residential Market Demographics
.. Public and private improvements can help
to support higher valued housing
.. Critical mass of investment can start
positive trend
.. Additional investment is needed to
support Grand Central Lofts and
continued revitalization
M~rried
w/" Single Other Single- M,.rriedwf
Childn::n Pen"',, Family F,.mily PMcnl a.ild",,,
Total
Gr",,~hl
Ago Pecli"e
15-24
25.34
3~...!4
45.54
55-64
65-74
To,,.l 11,732,nnO
5,2iC,f)()O ~.948,Ollll 1,1l23~Jl}O S72,IlOij (11,000) (76,00ll)
~-=-.::> H:r;/'G,",-thM",h.-, ~L..,x,D..-i>,,,,,tlA"'''''..
Saomr US 0""", J..!..",.. ,'" 4""...,,,,, DSU n,,""n~
Residential Market Demographics
Sales since 2000
Y ellr Owners M,,,,,,d Imo Un'"
Long-Time O"',,ers (Pre-I97Il)
Columbi.. H..ij,'l' Redevelopment Are..
2000
a",NiIl<(pl.)
>pWlf,.l.aU-I'.,;;
Residential Market Conditions
Residential Market Conditions
Sold Uni,. hj-!'rice ""dSi~e {5'l""'" Foo1o.ae)
~ingb.r-lUI1il,' Uo""", (MLS SnI", Only)
Columbia neiglu. Hed""elopmrnl Art,. HOU"fll: Dr.w A",,,
;\""".t200.f..-Jwj'2110;
.. Untapped market - especially among
empty-nesters and seniors (move backs?)
.. Price sensitivity over $225,000
.. Some historical negative perceptions of area
but positive changes nearby should help site
fo-- .. Opportunity for first-time homebuyers
'.. ....
1 ~.sro
.
:5 :.'W
. .. '. '.: ......
, ,.;V '":;'::I}~i~~;~~~r: ,;:~ ,', '
;:.~ .' .
~
lICj\:W
5
Recent For-Sale Housing in Area
('."m"'l..N"",.!Aoi,I,,,..
S3:';.;~,~1~;~~'D"
SkM.~"~"f
t>...T"u.llJ";..~
~...l!.!:i!!..~~.!:!..!t!!.....("'<'<f""'n"
'm.l);) :00 .~ i17~.0i.)(J_t4:>!..iXl(] r....l"P""H....''''',om,..
(0""'''''''1 !!4Ty?"...."'orrCene,,'I;l.'-\il<l>.o<'-J
",.IT1", !lr..''''tql15Fi~bb;
.~bc'p"o,. "-"..Olii<< O["'fl',j ~I['"
'<l'.ll, 11 i:WG,(:oti.(l,=,ca;
0""""'0)
S,,?OO :'I
'.lUllO(lij~S111OO.lW~j
o "",,-,<<l!
J"""", ~S:kOJfi<>c.Ntrl"..MLS;Lln]""''''''''
Project Examples
Grand Central Lofts
Project Examples
Bottineau Commons THs
Project Examples
Park View
Project Examples
Bottineau Commons Apts.
Key Development Issues
. Price Sensitivity:
Price sensitivity over $225,000
Due to:
Small homes
< Limited, tangible evidence of City reinvestment
until recently
As a result, generally speaking very little new
housing in decades
" Limited variety of product choices for buyers
6
Key Development Issues
-
. Solution:
Strategy of existing home
upgrades/renovations
Remove blight, correct maintenance problems
Add new development to provide variety of
product choices in market
Public improvements - parks, amenities,
community facilities, and services
Development Strategy
.. Upgrades to existing single family
homes, selective replacement - Low
Risk
. Affordable Rental - Low Risk
. Moderately-priced town homes - Low Risk
'-- . Additional condos - medium to high risk
presently; feasible in the mid- to long-term
. All scenarios enhanced by public investment
Development Strategy
Variety of uses and prices viable in marketplace;
some in short-term, some longer term
Stigma/price sensitivity can be overcome through
public and private investments, including
renovations and new development
,
Development momentum/critical mass of
.......... investment will push market up
Patience and perseverance will be KEY!
Development Strategy
. New development:
Balanced housing options and variety of product
Very strong housing site
Transit access
, Apartment style or family town homes
Owned housing
Significant current price constraints ($250,000
threshold)
Upgrades to existing single family homes, selective
replacement
Substantial condo and town home product already in
pipeline, so absorption may be slower, but good option
in long tenm
" Senior co-ops or condos could be viable
Development Strategy
To build may have to be the slow and
laborious task of years. To destroy
can be the thoughtless act of a single
day.
- Winston Churchill
-
"""'",""',,',
Preliminary Goals and
Strategies
!"--
7
General Goals
1. Prepare and implement a redevelopment plan for
the Sheffield Neighborhood that will correct existing
problems, support and protect recent investments in
adjacent areas and promote continued public and
private reinvestment.
2. Determine the optimum land use pattern to support
the redevelopment of the Sheffield Neighborhood.
3. Fully evaluate the potential benefits of locating a
community facility as an anchor within the
redevelopment plan.
4. Establish a strong image along the Central Ave
Corridor, building upon the Grand Central Lofts
development precedent.
General Goals (continued)
9. Reinforce the positive qualities of the
Sheffield Neighborhood to define a
redevelopment strategy that will result in a
more livable, viable and safe neighborhood.
Work with stakeholders throughout the
planning process to create a feasible and
realistic plan for the neighborhood.
Allocate adequate financial resources to the
make the plan implementation successful, by
whatever available means.
General Goals (continued)
11. Enhance the image and viability of the uses along
the Central Avenue corridor within the project area, while
protecting and enhancing adjacent residential uses.
Coordinate with existing business owners to maintain and
improve the appearance of their property.
Explore the opportunity to integrate more neighborhood
oriented commercial and office uses along Central
Avenue.
The city should support beautification efforts that
strengthen the Central Avenue commercial corridor by
creating a unified image, pedestrian linkages, and
improved physical appearance.
Explore the need for additional lighting along Central Ave
and within the neighborhood to promote a safer physical
environment.
General Goals (continued)
i--
5. Incorporate an open space amenity into the
redevelopment plan to add value and establish a
design framework for successful redevelopment.
6. Greatly improve the walkability of the Sheffield
Neighborhood design to promote community health
and the vitality of the area in the market place.
7. Protect and enhance the redevelopment and
reinvestment that has already occurred in the
Sheffield Neighborhood.
8. Adopt and implement a redevelopment plan for the
Sheffield Neighborhood that compliments and
supports the redevelopment of Hilltop's frontage
along Central Avenue.
General Goals (continued)
10. Improve the overall image and character of
the Sheffield Neighborhood through the
improvement of the existing housing stock.
Support the development of higher valued
owner-occupied housing alternatives in the
neighborhood.
Provide Iifecycle housing stock with a variety
of amenities to attract former residents to
move back to the community.
General Goals (continued)
12. Promote pedestrian linkages between the Sheffield
neighborhood and adjacent commercial, residential
and public use areas.
Create safe paths fDr walking and biking that will link
neighbDrhDDds and cDmmercial areas tDgether.
PrDvide safe rDutes fDr children tD walk back and
fDrth frDm schDDI and shDpping.
13. Create a focus for activities within the neighborhood
to reinforce a sense of community.
Create a pDsitive, healthy, and safe place fDr children
within the cDmmunity tD gather and play.
WDrk with nDn-prDfit DrganizatiDns tD explDre the
pDtential Df building a cDmmunity center.
8
Pol icies, Strategies, Potential
Implementation Steps
-
. Amend the Comprehensive Plan
. Change the Zoning
. Strategically invest the money already allocated to the
redevelopment effort
. Pursue other grants and every potential funding source
. Seek development partners
. Evaluate potential public/private community facilities that might
fit in the neighborhood
. Actively pursue programs that support the rehabilitation of
property and the conversion back to owner occupied
. Aggressively pursue licensing and property maintenance
programs
. Support Hiiltop in the adoption and implementation of its
redevelopment vision
Redevelopment
Evaluation Criteria
'--
. Improve pedesbian r..lm with sldewalk1,
street trPI and CfOI&/ng1i an,d slgnage
" .
9
10
Key - Land Use Scenarios
Low Density
Medium Density
High Density
Mixed Use -
Commercial! Office
Commercial
i i Public! Quasi-public
Lii.;S:.;,i,S;;;;;..;J
..., Parks! Open Space
...
Medium Density Residential
Land Use Scenarios
Low Density Residential
High Density Residential
11
Mixed Use Commercial/Office
Public/Quasi-public
City Offices, Community Center, Schools
Land Use Scenario A
1!!iI_
:::P...../~~
Commercial
Parks/Open Space
-.'"
- , -~ ..".
, .,..;,."-
Land Use Scenario B
ELl C--..I
::: _0.-",""
12
Land Use Scenario C
J
.......IIM.
!;ITJ~
_H...Botnolty
:::P.ml~~
Land Use Scenario E
J
Next Steps
-
Land Use Scenario D
J
Questions and Answers
-
Adjourn
-
13
Sheffield Neighborhood Redevelopment Plan
Advisory Panel Meeting Number One
January 18, 2006
Issues
. Rental properties amount of, condition, tenants, management
. No positive place for kids to be
. West side of Central (Hilltop)
. Lack of street lights
. Overcome perception in marketplace
. Need for new retailers
. Take advantage of Central Avenue Corridor
. No sidewalks
. Nuisance characteristics of alleys
. Need to make a safe environment for kids to move back and forth to school and home
. Realistic expectations on housing types
. Avoid the tendency to resort to "affordable" or rental when the market doesn't pan
out
. Need to protect existing investment
. The need to recruit former and/or younger residents and instill pride in their city
. Overcome image and character of current commercial
. Honor the commitment to implement the plan
. What do families need/want to move into this area
. Make parks more user friendly
Opportunities
. Improve housing value
. Build larger single family homes
. Build housing that will attract families
. Establish pattern oflifestyle housing for variety of households
. Build housing with outdoor storage
. Potential for bigger or higher priced houses
. Opportunity to build housing that can be expanded upon as families grow or increase
household income
. Opportunity to attract people who had grown up here but moved away
. According to census, Anoka County residents have spending power and could afford
more
. More retail and restaurants
Concerns
. People (renters) who don't have stake in community
. Length of time required to do the plan development
. Edge beyond study area east of Fillmore, near school
. That vision is not an ongoing commitment
. Too much high density housing - too little single family
. Potential to fail to provide other amenities to go along with redevelopment
. Concern that new residents don't have a stake or contribute to community/share
common values with the neighborhood
. Concern redevelopment/study area isn't big enough - not going far enough east
. 4Sth_46tt, Central to Fillmore - concern this area has same problems as redevelopment
area, yet won't be addressed
. A failure to provide enough single family housing
. Concern that right decisions are made about Phase I so they positively affect future
phases
Vision
. Single family homes for families with commitment to community, keep up properties
. High quality single family homes
. Build skywalk around City
. Chance for all ages to be together - community center of YMCA
. Schools to work together in this process
. Neighborhood full of households who have a stake in community
. Place where kids ride bikes, families can go for walks, people go jogging
. Respect for community, where people look out for each other
. Sidewalks and places to walk
. Community center could build sense of community
. Streetlighting - well lit and safe neighborhood
. Grouping amenities (parks, schools, community center) make them accessible and are
good advertisement
Preliminary Goals and Strategies
General Goals:
1. Prepare and implement a redevelopment plan for the Heritage Heights Neighborhood that will correct existing problems,
support and protect recent investments in adjacent areas and promote continued public and private reinvestment.
2. Determine the optimum land use pattern to support the redevelopment ofthe Heritage Heights Neighborhood.
3. Fully evaluate the potential benefits of locating a community facility as an anchor within the redevelopment plan.
4. Establish a strong image along the Central Avenue Corridor, building upon the Grand central Lofts development precedent.
5. Incorporate open space amenity into the redevelopment plan to add value and establish a design framework for successful
redevelopment.
6. Greatly improve the walk-ability ofthe Heritage Heights Neighborhood design to promote community health and the vitality
of area in the market place.
7. Protect and enhance the redevelopment and reinvestment that has already occurred in the Heritage Heights Neighborhood.
8. Adopt and implement a redevelopment plan for the Heritage Heights Neighborhood that compliments and suppOlis the
redevelopment of Hilltop's frontage along Central Avenue.
9. Reinforce the positive qualities of the Heritage Heights neighborhood to define a redevelopment strategy that will result in a
more livable, viable and safe neighborhood.
· Work with stakeholders throughout the planning process to create a feasible and realistic plan for the neighborhood.
· Allocate adequate financial resources to make the plan implementation successful, by whatever available means.
10. Improve the overall image and character ofthe Heritage Heights neighborhood through the improvement of existing housing
stock.
· Supp0l1 the development of higher valued owner-occupied housing alternatives in the neighborhood.
· Provide a life cycle housing stock with a variety of amenities to attract former residents to move back to the
community.
11. Enhance the image and viability ofthe commercial uses along the Central Avenue corridor within the project area, while
protecting and enhancing adjacent residential uses.
· Coordinate with existing business owners to maintain and improve the appearance oftheir property.
· Explore the opportunity to integrate more neighborhood oriented commercial and office uses along Central A venue.
· The city should supp0l1 beautification efforts that strengthen the Central A venue commercial corridor by creating a
unified image, pedestrian linkages, and improved physical appearance.
· Explore the need for additional lighting along Central Avenue and within the neighborhood to promote a safer physical
environment.
12. Promote pedestrian linkages between the Heritage Heights neighborhood and adjacent commercial, residential and public use
areas.
· Create safe paths for walking and biking that will link neighborhoods and commercials areas together.
· Provide safe routes for children to walk back and forth from school.
13. Create a focus for activities within the neighborhood to reinforce the sense of community.
· Create a positive, healthy, and safe place for children within the community to gather and play.
· Work with non-profit organizations to explore the potential of building a community center.
2
Q) Q)
(.) (.)
== III
Q.
0 en
~ - s::
'ns ns
'w Q)'- 'u Q)
1/1(.) Q.
s:: :::>; ... 0
Q) Q)
0 -cE E (;j
3: ~E E .:.::
...
0 ,- 0 0 III
..J :Eu u a..
01 01
(.) (.)
E Cll
Q.
0 rn
.;:- - C
'iij iij
-in 01-- "u 01
In (.) Q.
C ::l~ ... 0
01 01
0 "CE E ~
;l: ~ E E ...
0 -- 0 0 Cll
...J :!Eu u ll.
III III
U U
~ == lTl
Co
'iii 0 CI)
~ c - iii ~ c
.-
III Ill'!!! 'iii III
'iii c UjU '(3 C Co
c ::); ... 0
III E III III
C :I "ClE E c ~
:l: :c ~E E .c
C) ...
0 III .- 0 0 J: lTl
..J :lE :lEu u D-
O 0 0 [l
.'
Cll ,~ Cll
(.) :c (.)
!E ::I III
0 Co Co
, en
~ - iij '(jj C
'iij III Cll
'(jj Cll'- 'u ::I Co
rJ'/ (.) CJ
c ::>:ii .. 0
Cll Cll ~
C -cE E Iii
== ~ E E :c .ll::
..
0 ,- 0 0 ::I III
..J :!Eu u 0.. 0..
D D Oil
Cl) "~ Cl)
() :c ()
5:: ::I n:s
0 Q. Q.
I II)
~ - "iij c
'ili ili n:s Cl)
"iij Cl)'- 'u ::I Q.
III () 0
c ::Jli; .. 0
Cl) Cl)
c -cE E ~ ~
:= ~E E :c ..
0 .- 0 0 ::I n:s
-l :!:u u a. a.
0 D DO
Heritage Heights
Citizen Advisory Committee (CAC)
Meeting #3
May 17,2006
ce
Redevelopment Advisory
Committee Meeting
Sheffield Neighborhood Redevelopment Study
May 17, 2006
7:00-9:00 pm.
Agenda
1. Welcome
2. Agenda for the Evening
3. Presentation by Police Chief - crime reports, summer patrol hours, etc....
4. Summary of Advisory Panel Input - Meeting #2 (3.8.2006)
5. Refined Goals and Strategies
6. Redevelopment Concept Plans
7. Questions and Answers
8. Next Steps
9. Adjourn
COLUMBIA HEIGHTS POLICE DEPARTMENT
TO:
Heritage Heights Neighborhood
Thomas M. Johnson, Chief OfPOliC~
FROM:
SUBJECT:
Part I Criminal Activity from December 2005 to May 2006 for Grid 8
DATE:
May 17,2006
I have looked at the Part I criminal activity for Grid 8 from December 2005 to May 2006. During this
time there were 71 Part I crimes committed in the Grid 8 area. These crimes break down as follows:
There were 15 thefts reported at the High School. This was everything from thefts from
lockers to a theft of a Proxima overhead projector.
There were 33 thefts committed in other areas of Grid 8. These included 8 shoplifting, 5 auto
thefts, 5 theft from auto, 9 thefts from property or yards, and 6 others.
There were 13 burglaries committed in Grid 8. These included 2 business burglaries, 5
attempted burglaries, 3 unfounded burglaries, and 3 home burglaries.
There were 4 robberies committed during this time in Grid 8. Two of the robberies had
suspects identified and arrested. One robbery had the suspect identified, but there was not
enough probable cause for an arrest and the fourth did not have a suspect identified.
There were 3 assaults committed in Grid 8 during this time. Two of the assaults resulted in
arrests and the third was determined to be unfounded.
As of May 18, 2006, we will continue our overtime patrols in Grid 8. The times for these patrols will
be from 7 :00 p.m. to midnight. Our officers will take a zero tolerance approach to any violations they
find and they will be out of the cars meeting the public when time permits.
TMJ :mld
06- 089
Grid 8 Detail, June-November 2005
Citizen contacts - 461
Driving after cancellation - 2
No proof of insurance - 4
Driving after suspension - 5
Tobacco violation - 2
Illegal parking - 18
Revoked license plate - 1
Minor consumption - 1
Speeding - 5
Possession drug dealing - 4
Assaults - 4
Dumping complaint - 1
Suspicious activity - 41
Unlawful discharge of firearm - 5
Junk vehicle - 2
Fight calls - 5
Group loitering - 9
Medical - 4
Juvenile complaints - 14
Vehicle in park after closing - 1
Domestics - 31
Driving while intoxicated - 1
Curfew violations-7
Vehicle lockout - 1
Fireworks complaint - 4
Unwanted guest - 1
Attempt warrant arrest - 3
Alarm - 2
Expired license plate - 3
Disturbance call - 1
Equipment violations - 4
Possession of Marijuana - 3
No Minnesota DL - 3
Traffic stops - 71
Felony arrests - 6
Bike violations - 11
Driving after revocation - 7
Noise complaint - 11
Stop sign violation - 13
Recovered stolen auto - 2
Underage consumption - 1
Dog bite report - 1
Expired driver's license - 1
Aggravated assault - 1
Scavenging -1
Intoxicated subj ect - 4
Warrant arrest - 12
Motorist assist - 2
Lost person - 1
Driving after suspension - 6
Open garage door - 1
Medical- 3
Juvenile fight - 3
Found child - 1
Found property - 3
Damage to property - 5
Disorderly conduct - 5
Robbery of person - 1
Dog at large - 1
Theft follow-up - 1
Stray shopping cart retrieved - 3
Property damage accident - 4
Trespass 1
Bike theft report - 1
Fire call-:- 2
Neighbor complaint - 1
Parked on landscaped area 1
Theft from vehicle - 1
Admin: 01-18-06
COLUMBIA HEIGHTS POLICE DEPARTMENT
SUBJECT:
All Police Officers
Thomas M. Johnson, Chief OfPOliC~
Grid 8 Special Patrol 2006
TO:
FROM:
DATE:
April 4l 2006
Purpose:
In an effort to deal vl'ith the anticipated increase .of activity in grid 8 over the summer months, I have appraached
the City Council for additional funds to finance a concerted patral effort in this area, and also Circle Terrace and
the 4600 black of Washington Street. The goal .of this effort is to increase police presence in these areas, foster
positive interactian with the residents, and ta enforce laws, with zero tolerance far any violations that occur.
Duties:
The special patrol shift will run Thursday through Sundayeveningsl 1900 to 2400 hours. Officers will work the
patrol in a marked car in unifarm and handle as the primary response any calls far service in these designated areas.
The district cars likewise will respond as the back-up car far any situatians requiring multiple officer response.
Officers working this detail are to make a concerted effart to make contact with citizens in the area. Officers are
encouraged to leave their patrol car as necessary to initiate face-te-face interaction with the residents. By assuming
a praactive effert, we hape to instill a sense of security and canfidence in the neighborhood. Officers will:
. complete a lag sheet for each patral shift warked on this special detail.
. document contacts with residents, both positive and enforcement related, on their log sheets,
. patrol Circle Terrace and Washington Street at least twice during this designated shift,
. encourage positive police-community relatianships with the homeowners of the area,
. enforce laws V\~th zero tolerance for any vialations observed,
. repart any significant problems encountered to Captain Roddy, along with any suggestions that you might
have for solutions to the issue presented, and
. report ordinance vialations, taking initial action where applicable.
The summation of the project that was presented to the City Council is attached to this memo. The Council
endorsed the concept in full support of additional police/community relations in this area. In show of this support,
they authorized an additional expenditure of $15,000 to $25,000 as needed to accomplish this endeavor.
'This concept has been implemented previausly in high call locations and has been quite successful in reaching the
above listed goals. I hope that a concerted effart in this area will obtain similar results.
Note: Since this detail has been authorized by the City Council, the Police Department has the expectation to field
an officer for this detail on all posted dates and that the officer working the detail will be actively working at
accomplishing the above listed goals. \Vhen working the detail, please mark your overtime slip "grid 8 detail" so
that Mary Dugdale will know what fund to charge.
1M] :mld
06-064
Attachment
Meetmg 0 Apnll0, 2 0
AGENDA SECTION: Consent ORlGINA TING DEPARTMENT CITY MANAGER
NO. POLICE APPROV AL:
ITEM: Authorize up to $15,000 in O.T. funds for BY: Thomas M, Johnson BY:
NO. additional police officer in Grid 8 area DATE: April 5, 2006 DATE:
CITY COUNCIL LETTER
f 0 6
BACKGROUND
As you may recall, last year on May 18,2005, members of the City Council, City Manager WaIt Fehst, Police Chief
Thomas Johnson, and Corporal Lee Okerstrom met with residents of the 4500 and 4600 blocks of Polk Street
Northeast. At this meeting, the residents advised the City that they were concerned with the behavior of the people
who live in this area and the criminal activity they felt was taking place. During this meeting, it was decided the Police
Department would assist the neighborhood with the setup of organized Neighborhood Watch programs. The Mayor
also stated that we would look at additional resources for the area during the summer months. The City Council
approved up to $25,000 in overtime funds to be used to pay for additional uniformed patrol of the grid 8 area, in the
area of Circle Terrace, and 46th and Washington StreetN.E, at the June 13,2005 City Council meeting, We feel that
this officer had a significant effect on this area. In 2004, we had 822 calls for service in the grid 8 area. At the time of
the request for overtime funds, we had 374 calls for service and we projected we would handle some 900 calls for
service in this area in 2005, The actual number of calls for service in 2005 was 708, showing that the additional
presence was significant-a 13.8% decrease in calls for service in the grid 8 area from 2004 to 2005.
At our supervisors meeting on March 29,2006, one of the sergeants asked if we were planning to have the enhanced
presence in the grid 8 area again this summer. They mentioned how wen it worked to have that additional presence for
five hours a day four days a week. It gave us the opportunity to do "zero tolerance" for any violations observed and for
the officers to be able to have the time to get out of the car and talk to the residents. They felt that those who live in the
area greatly appreciated this extra effort, The high visibility also helped in our two other problem areas-46th and
Washington Street N.E. and Circle Terrace.
I explained to the supervisors that we should have two more officers trained and on the streets to assist us by at least
the end of June or at the latest, the first part of July. They stated they realized this and appreciated that fact but they
felt the grid 8 detail would be a great help until permanent changes can be made in the grid 8 area itself. They also felt
for the summer months, the omnipresence of a car in this area would be money well spent. They also pointed out the
enhanced efforts Minneapolis Police will be making this summer, displacing the crime from Minneapolis to the first-
ring suburbs such a ours.
I have checked on the expenditures for this detail in 2005 and found that we spent $18,213.86 of the $25,000 allocated.
In 2005, we worked this detail through the end of November.
ANALYSIS/CONCLUSION
Based on the success of our overtime detail in 2005, the Columbia Heights Police Department is asking for City
Council support in financing this detail again in 2006. We have reviewed and updated our plan of action and propose
the following for 2006:
An additional police officer is placed in the grid 8 area from 7 :00 p.m. to midnight on Thursday through Sunday each
week. The goal of this officer is to be higWy visible (omnipresence) in order to deter and detect any criminal activity
taking place. The officer(s) working this area would work at getting to know the residents-and especially the
juveniles. All laws would be strictly enforced, including city ordinances. If problem areas are discovered, the officer
would report this to the Police Captain and a course of action would be developed to deal with the issue. At least twice
during the five-hour shift the officer assigned this detail would go to the Circle Terrace area and the area of Washington
Council Letter
Page 2
April 5, 2006
Street N.E. between 46th and 47th Avenues. The officer would spend up to 30 minutes in each of these areas, being
visible and looking for law violations. The officer will then return to the grid 8 area. All activity performed by this
officer, times, dates, and locations will be logged and a copy of the log forwarded to the Captain and Chief of Police.
The Police Department would work closely with the Fire Department, Public Works, Community Development
(Building Inspector), and the Special Projects Coordinator through the Code Enforcement Connnittee to abate issues
brought to our attention.
It is suggested that the 20 hours of overtime work per week would be paid via funds not expended in 2005 ($6,786.14)
and a special fund ($8,213.86) set up by the City Council. The fund would be authorized to spend up to $15,000 in
overtime.
The Police Department would report in the weekly green sheet the activity of the officers involved in this special detail.
RECOMMENDED MOTION: Move to authorize up to $15,000 in overtime funds to be used by the Police
Department to place an additional officer in the grid 8 area for up to 20 hours per week from May to September 2006
and to appropriate $6,786.14 from unexpended 2005 funds and an additional $8,213.86 from the General Fund,
unreserved fund balance for this purpose.
TMJ ;mld
06-063
COUNCIL ACTION
PART 1 CRIMES
CODE DESCRIPTION 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 11 18 19 20 OA TOTAL
1 Murder 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 (I
2 Rape 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 1
3 Robbery 0 0 0 0 0 0 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0 2
4 Assault 0 0 0 0 0 0 0 1 0 0 1 0 0 0 0 0 1 0 0 1 0 4
5 Burglary 1 2 0 1 1 0 1 2 1 1 1 0 1 0 1 0 2 0 1 3 0 19
6 Larceny 2 2 4 1 0 1 0 2 1 2 1 2 3 2 2 5 0 1 12 1 0 44
7 Auto Theft 1 1 2 1 0 0 0 3 0 3 0 0 0 1 0 1 1 0 1 3 0 18
8 Arson 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
TOTAL 4 5 8 3 1 1 1 10 2 6 3 2 4 3 3 6 4 1 14 9 0 88
Percent of Total by Grid 5'Y. 6% 1% 3'Y. 1'Y. 1% 1'Y. 11'Y. 2% T'Y. 3% 2% 5% 3% 3"10 To/. 5'Y. 1% 16% 10"10 0% 100"10
PART 2 CRIMES
DESCRIPTION 1 2 3 4 5 6 T 8 9 10 11 12 13 14 15 16 17 18 19 20 OA TOTAL
9 Other Assaults 0 0 2 0 0 0 1 3 1 0 1 0 3 0 2 1 0 1 2 2 0 19
10 Forgery/Coullterfeit 1 0 0 0 0 0 0 4 0 0 0 0 0 0 0 0 0 1 1 '0 0 1
11 Fraud 2 0 1 0 0 0 0 1 1 0 0 0 2 0 0 0 1 0 1 1 0 10
12 Embezzlement 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
13 Stolen Property 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1
14 Vandalism 0 3 0 0 0 3 0 3 1 0 2 0 3 1 1 3 2 2 2 0 0 26
15 Weapons 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
16 ProsutuUon 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
11 Other sex offenses 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 1
18 Narcotics Total 3 3 0 2 0 1 0 2 0 0 0 0 1 0 0 0 0 1 0 2 0 15
19 Gambling Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 (I
20 Family/Children 0 2 1 1 0 0 1 5 0 10 0 3 0 8 1 0 0 2 0 1 0 35
21 D.UJ. 0 0 0 0 0 2 0 1 0 0 0 0 2 0 0 4 0 0 5 4 0 18
22 LIquor Laws 0 0 0 0 0 0 0 0 0 0 0 0 2 0 0 0 0 0 0 0 0 2
24 Disorderly 0 1 2 1 0 1 2 4 0 1 () 1 2 0 2 3 4 1 2 4 0 31
26 Other 1 13 2 5 3 9 4 13 4 3 5 4 6 5 1 2 3 0 24 ' 3 0 110
TOTAL 7 22 9 9 3 16 8 36 7 14 8 8 21 14 7 13 10 8 31 18 0 275
Percent of Total by Grid 3% 8'Y. 3"!. 3% 1% 6"10 3% 13'Y. 30/. 5% 3% 3'Y. 8% 5% 3% 5% 4% 3"1. 13"10 1% 0"1. 100%
GRAND TOTAL 11 27 15 12 4 17 9 46 9 20 11 10 25 11 10 19 14 9 51 27 0 363
Percent of Grand Total by Grid 3"10 1% 4% 3"10 1"10 5% 2% 13% 2% 6"10 3% 3% 7% 5% 3% 5% 4% 2% 14% 7% 0% 100o/G
PART 1 CRIMES
CODE DESCRIPTION 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 OA TOTAL
1 Murder 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
2 Rape 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 1
3 Robbery 0 0 0 0 0 0 0 1 0 0 1 0 0 0 0 0 0 1 1 1 0 5
4 Assault 0 0 0 0 0 0 0 0 0 0 0 0 1 1 0 0 0 0 1 0 0 3
5 Burglary 0 0 1 1 0 0 1 4 0 3 3 2 1 2 0 1 0 1 3 3 0 26
6 Larceny 4 2 1 1 1 2 1 11 0 3 3 1 1 1 0 0 1 5 16 1 0 55
7 Auto Theil 0 0 0 0 0 0 0 2 0 1 0 0 0 1 0 1 0 0 0 1 0 6
8 Arson 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 1 0 2
TOTAL 4 2 2 2 1 2 2 18 0 8 7 3 3 5 0 2 1 8 21 7 0 98
Percent ofT otal by Grid 4% 2% 20/0 2% 1%, 2% 2% 18% 0'/. 8% 1% 3% 3% 50/. 0% 2% 1"1. 8"/. 21% 7.1. Or. 100%
PART 2 CRIMES
OESCRIPTION 1 2 3 4 8 6 T 8 9 11;1 11 12 13 14 15 16 17 18 19 20 OA TOTAL
9 Other Assaul15 0 0 1 0 0 1 0 5 0 1 3 0 0 2 0 1 2 1 2 6 0 25
11;1 Forgery/Counterfeit 1 0 0 0 0 0 0 3 0 0 0 0 0 0 0 0 0 0 0 0 0 4
11 Fraud 0 0 1 1 0 1 0 2 0 0 0 0 0 1 1 0 0 0 3 0 0 10
12 Embeu:lement 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
13 Stolen Property 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
14 Vandalism 0 4 0 1 0 1 1 12 0 3 2 2 2 1 0 1 4 3 3 1 0 41
15 W..apom; 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 1 0 0 0 0 0 2
15 Prostitution 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
17 Other sex ollen.e. 0 0 0 0 0 0 1 0 0 0 0 1 0 0 0 0 0 0 0 0 0 2
18 NarcotiCS Total 0 0 0 0 0 0 0 1 0 0 0 0 0 1 0 0 0 0 2 0 0 4
18 Gambling Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
20 Family/Children 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1
21 D.U.L 0 0 4 4 0 0 0 1 0 2 2 4 0 0 0 3 0 1 15 0 0 36
22 Uquor Law" 0 0 0 0 0 0 0 1 0 0 1 0 1 0 0 0 1 0 1 0 0 5
24 DIsorderly 1 0 3 0 0 1 4 5 0 4 2 0 0 2 0 1 0 0 1 5 0 29
26 Other 0 4 6 6 1 3 4 12 4 8 9 1 1 8 3 5 7 8 39 5 0 134
TOTAL 2 8 15 13 1 7 10 42 4 18 19 8 4 16 4 12 14 13 65 17 0 293
Percent of Total by Grid 1% 3% 50/0 40/. 0% 20/. 3% 14% 1% 5% 6% 3% 1ey. 5% 10/. 4% 50/. 4% 23,.. 5% 0% 100%
GRAND TOTAL 6 10 17 15 2 9 12 60 4 26 26 11 7 21 4 14 15 21 87 24 0 391
Percent of Grand Total by Grid 2% 3"1. 4% 4"10 1"10 2% 3"1. 15% 1% 7"10 T% 3% 2"1. 5% 1% 4% 4% 5% 22% 6% 0% 100%
PART 1 CRIMES
CODE DESCRIPTION 1 2. 3 4 5 6 1 8 9 10 11 12. 13 14 16 16 17 18 19 2.0 OA TOTAL
1 Murder (/ (/ 0 l) l} (/ (/ (/ 0 0 l) 0 0 0 (/ 0 (/ () () () () ()
2. Rape 1 () l) l} 0 0 0 0 (/ (/ (/ l) 1 (/ 0 (/ 0 0 0 0 0 2.
3 Robbery 0 0 (/ 0 0 0 0 1 0 (/ (/ l) 0 0 1 0 0 0 0 l} 0 2.
4 Assault l} 0 0 0 0 0 0 1 0 0 0 0 (/ 1 0 0 1 (/ 1 1 () G
5 Burglary 0 (/ 1 0 0 3 3 0 l) 0 0 4 0 1 0 0 0 0 0 2 0 14
I; Larceny l} 2. 0 0 0 2 1 11 () 1 2. 1 0 3 2. 2 0 0 13 4 0 44
7 Auto Theft l} 3 0 0 0 () 0 1 0 () 0 0 () 0 0 0 1 0 0 2. 0 1
8 Arson 0 0 0 0 0 0 0 () 0 0 0 0 0 0 0 0 0 l} l} 0 0 0
TOTAL 1 5 1 0 0 5 4 14 0 1 2. I; 1 I; 3 2. 2. 0 14 9 0 74
Percent of Total by Grid 1% 1% 1% 0% 0% 7% S't. 19"1. 0% 1% 3% 1% 1% 1% 4Y, 3% 3'1', 0% 19% 12.% 0% 10DY.
PART 2 CRIMES
DESCRIPTION 1 2. 3 4 5" 6 T 8 9 10 11 12 13 14 15 16 11 18 19 20 OA TOTAL
9 Other Assaults 1 l} 2. (/ (/ 0 2. 3 1 3 2. l) l} 2. 2. 2. 0 1 2. 4 0 2.7
10 FOTgefY'Counlerfelt l} 0 0 0 0 0 0 0 0 0 0 0 l} 1 (/ () (/ 0 4 1 0 I;
11 Fraud 0 1 0 1 l) 0 0 3 l} 2 l} l} 1 0 (/ 0 1 (/ 1 1 0 11
12. embezzlement 0 0 0 (/ 0 0 0 0 0 0 0 0 l) () () (/ () 0 (/ 0 () 0
13 Stole" Property 0 1 0 0 (/ (/ 0 2. l) 0 0 0 0 0 0 0 0 0 0 l} l} 3
14 Vandalism 1 1 1 0 0 1 0 1 2. 0 3 2 2. (/ 0 2. 3 0 1 2. l) 22
15 Weapons l} 0 (/ 0 (/ 0 0 0 1 (/ l) (/ l) 0 0 0 1 (/ (/ 0 l) 2.
16 Prostitution 0 0 0 0 (/ 0 0 0 () 0 () 0 l) (/ (/ 0 0 (/ 0 (/ l) 0
11 Other se" offenses (/ (/ (/ (/ (/ (/ 1 (/ () 0 0 0 (/ 1 0 1 (/ 1 1 0 () S
18 Narcotics Total 0 0 l) 0 0 (/ 0 2 1 2. 0 0 (/ 0 0 0 1 0 4 0 0 10
19 Gambling Total 0 0 0 l) 0 0 0 0 0 0 l} l} 0 0 0 0 0 l} 0 l} 0 0
2.0 Family/Children 0 l} 0 0 0 0 0 1 0 0 l} 0 0 0 0 0 0 0 0 0 0 1
2.1 D.U.!. l} 2. 5 0 0 0 0 4 2. 0 0 0 0 0 0 0 2 \) 2.1 5 0 41
2Z Liquor Laws 0 0 1 \) l} 0 0 1 0 0 l} 2. 0 l} 0 0 0 0 1 1 0 &
24 Disorderly 0 0 0 1 0 0 2. 2. 1 1 1 0 0 0 0 0 1 0 6 7 0 2Z
26 Other () 4 4 3 1 6 4 14 1 1 3 3 2. 4 5 3 " 3 52. 7 0 123
TOTAL 2. 9 13 5 1 7 9 33 9 9 9 7 5 8 1 8 12 5 93 28 0 219
Percent of Total by Grid 1% 3% 5% 2% 0% 3% 3% 12% 3% 3% 3% 3% 2% 3% 3% 3'l'. 4% 2% 33% 10% 0% 100%
GRANO TOTAL 3 14 14 5 1 12 13 47 9 10 11 12 6 13 10 10 14 5 107 37 0 353
Percent of Grand Total by Grid 1'1'0 4% 4% 1% 0% 3% 4% 13% 3% 3% 3% 3% 2% 4% 3% 3% 4% 1% 30% 1 0% 0% 100%
PART 1 CRIMES
CODE DESCRIPTION 1 :z 3 4 5 6 T 8 9 10 11 12 13 14 16 16 11 18 19 20 OA TOTAL
1 Murder (I 0 0 (I 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
2 Rape 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
3 Robbery 1 1 0 0 0 0 0 0 0 0 1 0 0 2 1 0 0 0 2 0 0 8
4 Assault 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 4 1 0 S
5 Burglary 0 2 1 0 0 2 Z 7 0 0 Z 3 4 1 0 0 1 1 0 0 0 26
6 larceny 0 1 2 1 1 0 1 9 0 1 Z 0 3 2 0 4 0 1 19 7 0 64
1 AutO' Theft 0 0 0 0 0 1 0 1 0 0 0 2 1 0 1 0 0 0 3 1 0 10
8 Arson 0 I) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Q 0 0 0
TOTAL 1 4 3 1 1 3 4 11 0 1 6 6 8 5 2 4 1 2 28 9 0 104
Percent of Total by Grid 1% 4% 3% 1% 1"1. 3% 4% 16% 0% 1% 5"/. 5% 80/. 5% 2% 4% 1% 2% 21% 9% 0% 100%
PART 2 CRIMES
DESCRIPTION 1 2 3 4 5 6 1 8 9 10 11 12 13 14 15 16 17 18 19 20 OA TOTAL
9 Other Assaults 1 0 0 I) 0 0 0 6 0 " 1 0 0 2 0 0 1 0 2 7 0 23
10 ForgllryfCounterlell 0 0 0 0 0 0 0 2 I) 0 0 0 1 0 0 0 0 0 1 1 0 5
11 Fraud 2 0 0 1 0 0 0 2. 1 0 0 0 1 0 0 0 0 0 0 2. 0 9
12 Embezzlement 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
13 Stolen Propllrty 0 0 1 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 (I 0 2
14 Vandalism 1 1 1 1 1 1 5 7 0 3 1 1 2 3 1 2 0 1 6 1 0 39
1& Weapons 0 0 (I (I 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
lS proslltullon 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
17 Othe'r lie" 0llens9s 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 (I 0 0 0 1 0 2
18 "'arcoth:s Total 0 0 0 0 0 2 0 0 0 0 0 0 0 0 1 2 0 3 3 1 0 12
19 Gambling Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 U
20 FamllyfClllldren 0 0 0 0 0 0 0 0 0 0 1 1 0 0 U 0 0 0 0 2 0 4
21 O.UJ. I) 1 2 0 0 0 0 2 0 0 0 2 0 2 U 4 2 0 17 0 0 32
22 Liquor Laws 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 3 1 0 6
24 Disorderly 1 0 2 1 0 1 1 2. 0 1 4 0 0 2 0 0 1 0 2 6 0 24
26 Olher 1 Z 6 3 1 1 6 12 1 2 9 8 3 2 1 11 2 0 31 2 :3 107
TOTAL 6 4 12 6 2 S 12 33 3 10 17 12 7 11 3 19 S 4 65 24 3 264
Percent 01 Tolal by Grid 2% 2% 6% 2% 1% 2% 5% 13% 1% 4% 6% &% 3% 4% 1% 1% 2'Y. 2% 26% g'Y. 1% 100%
GRAND TOTAL 7 8 15 7 3 8 16 50 3 11 22 17 15 16 5 23 7 \; 93 33 3 368
Percent of Grand Total 2% 2% 4% 2% 1% 2% 4% 14% 1% 3% 6% 5% 4% 4% 1% 6% 2% 2% 25% 9% 1% 100%
. PART 1 CRIMES
CODE DESCRIPTION 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 OA TOTAL
1 Murder 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
2 Rape 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 1
3 Robbery 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1
4 Assault 0 0 0 0 0 1 0 1 0 0 0 0 0 2 0 0 0 0 1 2 0 7
5 Burglary 1 1 0 0 0 0 2 1 0 4 1 1 1 1 1 3 1 0 0 2 0 20
6 Larceny 3 2 2 0 0 2 1 7 1 1 4 1 0 2 3 7 0 1 14 3 0 54
7 Auto Then 0 0 0 0 0 0 0 1 1 0 0 2 0 0 0 0 0 0 0 1 0 5
8 Arson 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
TOTAL 4 3 3 0 0 3 3 10 2 5 5 4 1 5 5 10 1 1 15 8 0 88
Percent or Total by Grid 5% 3% 3% 0% 0% 3% 3% 11% 2% 6% 6% 5% 1% 6% 6% 11% 1% 1% 17% 9% 0% 100%
PART 2 CRIMES
DESCRIPTION 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 OA TOTAL
9 Other Assaults 0 0 0 0 0 0 2 2 0 1 2 1 1 4 1 1 2 1 2 3 0 23
10 Forgery/Counterfeit 2 0 0 1 0 0 0 1 0 0 0 0 0 0 0 0 1 0 1 0 0 6
11 Fraud 0 1 3 3 0 0 0 1 0 0 0 1 1 0 0 0 0 0 2 0 0 12
12 Embezzlement 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 1
13 Stolen Property 0 0 0 0 0 0 0 0 0 1 0 0 1 0 0 0 0 0 0 0 0 2
14 Vandalism 1 1 0 0 0 1 2 12 1 1 3 2 2 4 5 5 0 4 3 0 0 47
15 Weapons 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 1
16 Prostitution 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
17 Other sex offenses 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 1
19 Narcotics Total 0 0 0 0 0 0 0 1 0 0 0 1 1 0 0 0 0 0 5 2 0 10
19 Gambling Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
20 Family/Children 0 0 0 0 0 0 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0 2
21 D.U.l. 0 0 6 0 0 1 2 4 0 0 4 0 0 0 0 0 0 0 14 0 0 31
22 Liquor Laws 0 0 0 0 0 0 0 1 0 1 0 0 0 0 0 0 0 2 0 1 0 5
24 Disorderly 1 1 2 0 0 1 1 7 0 0 0 1 0 3 1 0 1 1 1 4 0 25
26 Othe r 3 0 4 1 1 1 7 9 0 3 3 6 3 4 4 0 3 2 29 6 0 89
TOTAL 7 3 15 5 1 4 14 39 1 7 13 13 10 15 11 G 7 10 58 16 0 255
Percent or Total by Grid 3% 1% 6% 2% 0% 2% 5% 15% 0% 3% 5% 5% 4% 6% 4% 2% 3% 4% 23% 6% 0% 100%
GRAND TOTAL 11 6 18 5 1 7 17 49 3 12 18 17 11 20 16 16 8 11 73 24 0 343
Percent of Grand Total by Grid 3% 2% 5% 1% 0% 2% 5% 14% 1% 3% 5% 5% 3% 6% 5% 5% 2% 3% 21% 7% 0% 100%
Sheffield Neighborhood
Planning Study
Redevelopment Advisory Committee Meeting
- May 17, 2006
7:00 - g'OOpm
Agenda
1. Presentation by Police Chief - crime
reports, summer patrol hours, etc.
2. Summary of Advisory Panel Input - Meeting
#2 (3.8.2006)
Refined Goals and Strategies
Land Use Scenarios
3. Redevelopment Concept Plans
- 4. Questions and Answers
5. Next Steps
6. Adjourn
- .... -~.."".'- "._,.."_H"n.'~__
Summary of Advisory
Panel Input - Meeting #2
(3.8.2006)
- Refined Goals and Strategies
Welcorne and
lntroducti ons
----
Presentation by Police Chief
. Crime reports
. Summer patrol hours, etc.
-
General Goals
"--
1. Prepare and implement a redevelopment plan for
the Sheffield Neighborhood that will correct existing
problems, support and protect recent investments In
adjacent areas and promote continued public and
private reinvestment.
2. Determine the optimum land use pattern to support
the redevelopment of the Sheffield Neighborhood.
3. Fully evaluate the potential benefits of locating a
community facility as an anchor within the
redevelopment plan.
4. Establish a strong image along the Central Ave
Corridor, building upon the Grand Central Lofts
development precedent.
1
General Goals (continued)
-
5. Incorporate an open space amenity into the
redevelopment plan to add value and establish a
design framework for successful redevelopment.
6. Greatly improve the walkability of the Sheffield
Neighborhood design to promote community health
and the vitality of the area in the market place.
7. Protect and enhance the redevelopment and
reinvestment that has already occurred in the
Sheffield Neighborhood.
8. Adopt and implement a redevelopment plan for the
Sheffield Neighborhood that compliments and
supports the redevelopment of Hilltop's frontage
along Central Avenue.
General Goals (continued)
-
10. Improve the overall image and character of
the Sheffield Neighborhood through the
improvement of the existing housing stock.
Support the development of higher valued
owner-occupied housing alternatives in the
neighborhood.
Provide Iifecycle housing stock with a variety
of amenities to attract former residents to
move back to the community.
General Goals (continued)
~"",;','..,"";",'",."'.."".,."","'.,,....,,,'"
12. Promote pedestrian linkages between the Sheffield
neighborhood and adjacent commercial, residential
and public use areas.
Create safe paths for walking and biking that will link
neighborhoods and commercial areas together.
Provide safe routes for children to walk back and
forth from school and shopping.
13. Create a focus for activities within the neighborhood
to reinforce a sense of community.
I-- Create a posftive, heafthy, and safe place for children
wfthin the communfty to gather and play.
Work wfth non-profrt organizations to explore the
potential of building a communfty center.
General Goals (continued)
9. Reinforce the positive qualities of the
Sheffield Neighborhood to define a
redevelopment strategy that will result in a
more livable, viable and safe neighborhood.
Work with stakeholders throughout the
planning process to create a feasible and
realistic plan for the neighborhood.
- Allocate adequate financial resources to the
make the plan implementation successful, by
whatever available means.
General Goals (continued)
-
11. Enhance the image and viability of the commercial uses along
the Central Avenue corridor within the project area, while
protecting and enhancing adjacent residential uses.
Coordinate with exisHng business owners to maintain and
improve the appearance of their property.
Explore the opportunity to integrate more neighborhood
oriented commercial and office uses along Central
Avenue.
The city should support beautification efforts that
strengthen the Central Avenue commercial corridor by
creating a unified image, pedestrian linkages, and
improved physical appearance.
Explore the need for additional lighting along Central Ave
and within the neighborhood to promote a safer physical
environment.
Policies, Strategies, Potential
Implementation Steps
-
. Amend the Comprehensive Plan
. Change the Zoning
. Strategically invest the money already allocated to the
redevelopment effort
. Pursue other grants and every potential funding source
. Seek development partners
. Evaluate potential public/private community faciliHes that might
fit in the neighborhood
. Actively pursue programs that support the rehabilitation of
property and the conversion back to owner occupied
. Aggressively pursue licensing and property maintenance
programs
. Support Hilltop in the adoption and implementation of its
redevelopment vision
2
Summary of Advisory
Panel Input Meeting #2
(3.8.2006)
- Land Use Scenarios
...l'orklOlOpo~Ii_
L:~~
~ 11....-.,.
::: _ot-s,-.
3
Redevelopment Concept Plans
. Concept A
. Concept B
. Concept C
. Concept D
. Concept E
-
Concept B
~
.~-~:;:;'-
Concept A
Concept C
Concept E
-~
'-,-,."".......*
-~~::!~~~
Q)
4
Questions and Answers
I--
Adjourn
I--
Next Steps
I--
5
47th Avenue
. Reinforce as Connection
to High School and
Neighborhood
. Provide Sidewalks and
Overstory Street Trees
. Provide enhanced
crossings at intersections
. Provide lighting
Mixed Use Infill
. 2 Stories
. 37,000 sf
. Shared Parking lot and
On-Street Parking
Community Greenway
. Link Central Avenue to
Taylor Street
. Passive Open Space with
Stormwater Management
Mixed Use Infill
. 2 Stories
. 26,000 sf
. Shared Parking On- Street
McDonald's to Remain
. Buffer Parking Lot Edges
with Landscaping
Central Avenue
Streetscape Enhancements
. Boulevard! Median Overstory
Trees
. Enhanced Sidewalks and
Crosswalks
. Streetscape Elements: banners,
benches, trash receptacles, etc.
Commerciallnfill
. 2 Stories
. 9,000 sf
. Buffer Shared Parking Lot Edge
Existing Uses to Remain
. Enhance Parking Lot Edges
with Landscaping
. Provide Streetscape
Enhancements along Central
Avenue
10 Single Family
. Update Condition of Housing
Stock with Single Family
rn
North
SO 0 50 100 150 Feet
1
Q-J4000/438B.ll/glaphKs!concept a.al
17 Townhome Units
. Private Driveway Acc.ess to
Garage
. 2 Stories
. Stormwater Management
17 Townhome Units
. Private Driveway ^cccss to
Garage
. 2 Stories
. Stormwater Management
.-.:J
10 Single Family
. Update Condition of
Housing Stock with Single
Family
16 Urban Townhomes
.2 Stories
. Detached Garage
7 Single Family
. Update Condition of
Housing Stock with Single
Family
17 Townhome Units
. Private Driveway Access to
Garage
. 2 Stories
. Stormwater Management
17 Townhome Units
. Private Driveway Acces5 to
Garage
. 1 Stories
. Stormwater Management
Redevelopment Summary
Single Family 27 lots
Townhomes 84 units
Mixed Use 63,000 sf
Retail! Commercial 9,000 sf
City of Columbia Heights
Sheffield Neighborhood Redevelopment Plan
(I, Concept A
Dahlgren Shardlow and Uban, lrv:.
5.162006
47th Avenue
. Reinforce as Connection
to High School and
Neighborhood
. Provide Sidewalks and
Overstory Street Trees
. Provide enhanced
crossings at intersections
. Provide lighting
Mixed Use Infill
. 2 Stories
. 37,000 sf
. Shared Parking Lot and
On-Street Parking
Community Greenway
. link Central Avenue to
Taylor Street
. Passive Open Space with
Stormwater Management
Mixed Use Infill
. 2 Stories
. 45,000 sf
. Shared Parking On- Street
Central Avenue
Streetscape Enhancements
. Boulevardl Median Overstory
Trees
. Enhanced Sidewalks and
Crosswalks
. Streetscape Elements: banners,
benches, trash receptacles, etc.
Commerciilllnfill
. 2 Stories
. 9,000 sf
. Buffer Shared Parking lot
Edge
Existing Uses to Remain
. Enhance Parking Lot Edges
with Landscaping
. Provide Streetscape
Enhancements along Central
Avenue
10 Single Family
. Update Condition of Housing
Stock with Single Family
rn
North
50 0 50 100 150hct
]
OillOOO/4388.ll/graphialcontept b.al
17 Townhome Units
. Private Driveway Access to
Garage
. 2 Stories
. Stormwater Management
10 Single Family
. Update Current
Housing Stock with
Single Family
7 Single Family
16 Urban Townhomes
. 2 Stories
. Detached Garage
17 Townhome Units
. Private Driveway Access
to Garage
.2 Stories
. Stormwater Management
Apartmentl Condo
. 4 Stories
. 38 Units
. Underground Parking
. Access to Public Open
Space
Mixed Use Infill
.2 Stories
. 19,ooosf
. 8uffer Shared Parking
Lot Edge
Redevelopment Summary
Single Family 27 lots
Townhomes 50 units
Multi-Family 76 units
Mixed Use 120,000 sf
Retaill Commercial 9,000 sf
City of Columbia Heights
Sheffield Neighborhood Redevelopment Plan
CI~ ConceptS
Dahlgren Shardlow and Uban, Inc.
5.182006
47th Avenue
. Reinforce as Connection
to High School and
NeighboJhood
. Provide Sidewalks and
Overstory Street Trees:
. Provide enhanced
crossings at intersections
. Provide lighting
Community Center
. 35,000 - 40,000 sf
. 220 Parking Stalls in Parking Lot
. DfOP off
. Public Open Space
Tot Lot
. Passive Recreation Areas
. Gardens
Community Greenway
. link Central Avenue to
Taylor Street
. Passive Open Space with
Stormwater Management
Mixed Use Infill
. 2 Stories
. 26,000 sf
. Shared Parking On- Street
Tyler Street
. Close Portion of Tyler Street
. Enhance Streets-caping along
Tyler
Sidewalks
. Crosswalks
. Landscape Enhancements
McDonald's to Remain
. Buffer Parking Lot Edges
with landscaping
Central Avenue
Streets cape Enhancements
. Boulevard/ Median Overstory
Trees
. Enhanced Sidewalks and
Crosswalks
. Streetscape Elements: banners,
benches, trash receptacles, etc.
Commerclallnflll
. 2 Stories
. 9,000 sf
. Buffer Shared Parking Lot Edge
Existing Uses to Remain
. Enhance Parking Lot Edges
with landscaping
. Provide Streetscape
Enhancements along Central
Avenue
10 Single Family
. Update Condition of Housing
Stock with Single Family
17 Townhome Units
. Private Driveway Access to
Garage
. 2 Stories
. Stormwater Management
20 Single Family
. Update Current Housing
Stock with Single Family
7 Single Family
17 Townhome Units
. Private Driveway Access to
Garage
. 2 Stories
. Stormwater Management
Apartment! Condo
. 4 Stories
. 40 Units
. Underground Parking
. Access to Public Open
Space
Mixed Use Infill
. 2 Stories
. 18,000 sf
. Buffer Shared Parking
Lot Edge
EE
City of Columbia Heights
Sheffield Neighborhood Redevelopment Plan
OJ4000i43BS.l1/gfilphlo/l;;Qfl(ept Ul
Redevelopment Summary
Single Family 37 lots
Townhomes 34 units
Multi-Family 4{) units
Mixed Use 44,000 sf
Retail! Commercial 9,000 sf
Community Center 40,000 sf average
North
50 0
50 100 150Feet
]
CI~ ConceplC
Dahlgren Shardlow and Uban. Inc.
5,162006
Public Park
. Passive Recreation
. Public Amphitheater
47th Avenue
. Reinforce as Connection
to High School and
Neighborhood
. Provide Sidewalks and
Overstory Street Trees
. Provide enhanced
crossings at intersections
. Provide lighting
Community Center
. 35.000 - 40.000 sf
. 220 Parking Stalls in Parking Lot
. Drop off
. Pubiic Open Space
Tot Lot
Passive Recreation Areas
Gardens
Tyler Street
. Close Portion of Tyler Street
. Create Round-About to Direct
Traffic to Community Center
. Enhance Streetscaping along
Tyler
Sidewalks
Crosswalks
Landscape Enhancements
McDonald's to Remain
. Buffer Parking Lot Edges
with landscaping
Central Avenue
Streetscape Enhancements
. Boulevard/ Median OVerstory
Trees
. Enhanced Sidewalks and
Crosswalks
. Streetscape Elements: banners,
benches, trash receptacles, etc.
Commerciallnflll
. 2 Stories
. 9.ooosf
. Buffer Shared Parking Lot Edge
Existing Uses to Remain
. Enhance Parking Lot Edges
with landscaping
. Provide Streetscape
Enhancements along Central
Avenue
10 Single Family
. Update Condition of Housing
Stock with Single Family
rn
North
50 0
17 Townhome Units
. Private Driveway
Access to Garage
.2 Stories
. Stormwater
Management
Community Greenway
. Link Central Avenue to
Taylor Street
. Passive Open Space with
Slormwater Management
Apartmentl Condo
. 4 Stories
. 40 Units
. Underground Pal king
. Access to Public Open
Space
20 Single Family
. Update Current Housing
Stock with Single Family
7 Single Family
50 100 150 Feet
1
Redevelopment Summary
Single Family 37 lots
Townhomes 17 units
Multi-Family BO units
Retail! Commercial 9,000 sf
Community Center 40,000 sf average
City of Columbia Heights
Sheffield Neighborhood Redevelopment Plan
CI~ ConceptD
D<thlgren Shardlow and Uban, Inc.
5.162006
Oi4000l43SB.ll/graphks/concept d.ai
Public Plaza
Water Feature with
Interactive
"Mississippi River'
Stream
Butterfly Garden
Tal Lot
Grand Promenade
Drop off Area
Rain Galden
Public Amphitheater
Public Shelter
Picnic Shelter
Parking Lots with
Stormwater Treatment
Areas
Rain Garden
~
Nunh
40 0 40 80 120~et
- - I
OJ4OOOf<0B8.ll'gr.JplUaIOj)msp.l,l!pIan..>l
Redevelopment Summary
Community Center 3S,000 - 4S,000 sf
Parking Lot 2.7 acres
Open Space! Park SA acres
City of Columbia Heights
Sheffield Neighborhood Redevelopment Plan
(I) DDhlgren Shar~o~:::~~tln~
5.162006
TO:
Mayor, City Council Members and City Manager
FROM:
Kirsten Partenheimer, Community Development Specialist
THROUGH: Robert Streetar, Community Development Director
DATE:
May 30, 2006
RE:
Activity Center Advisory Committee (ACAC) information
The purpose of this memorandum is to update the City Council on the work produced by the Activity Center
Advisory Committee (ACAC) to date. Dan Thompson and facilitator Mark Ruff will present on the behalf of
the ACAC. Significant work went into the preparation of a communications plan, which will be presented to
you for review and feedback at the June 5, 2006 Work Session. Lastly, at the Work Session, the Council will
be asked whether it would like to include a library as part of the activity center plan.
The Activity Center Advisory Committee (ACAC) has met three times since its inception. The first meeting on
April 26, 2006 provided the members the opportunity to meet each other and the consultants with whom they
would be working with and learn about the public participation process and their roles as ACAC members.
Their first assignment was to break into groups and brainstorm the advantages and disadvantages of four
proposed sites for an activity center.
On May 6, 2006, members of the ACAC toured community centers in Andover and New Brighton. The
Andover facility provided an example of a partnership between a city-owned community center with gym
space, community rooms and a hockey rink and a YMCA, which housed a pool, daycare center and fitness
rooms. While visiting the New Brighton Family Service Center, members saw an example of a smaller, city-
owned facility. The facility offers weight and fitness rooms, a walking track, a gymnasium and an indoor
playground. Meeting rooms and a large community room with full-service kitchen may be reserved for a fee.
Senior programs are housed in the community center and seniors may use this space free of charge. A 190-
student, K-8 charter school rents space, as do some social service programs, such as Meals on Wheels.
The focus of the meeting on May 24 was to prepare for the first open house, tentatively scheduled for July 26,
2006. However, some members also discussed the possibility of including a library in the activity center plan
and brainstormed advantages and disadvantages:
Advantages
1. Brings larger support base for the facility
2. Library needs an upgrade
3. The facility would be better utilized.
4. There could be shared capital and operating costs.
5. Activity center could be built with larger HVAC systems and parking lot to accommodate an
addition to the facility at a later date.
6. Could be a benefit to the school if located near the schools
7. Seniors use of the facilities may be higher if they are co-located.
Disadvantages
1. Added cost
2. Limits the number of sites due to needed size of building and parking lot.
3. Lengthens the timeline for planning for the facility.
4. The planning process would lose focus and make it harder to communicate to the public the
needs.
5. Not sure what library board wants and how they fit into the planning process
6. Not sure what to do with the old building
7. If only one good site which is smaller, would have to choose between the library and the activities
center.
8. We have a library now but we do not have gym space.
If the Council should decide to build the activity center, an alternative option is to opt to build the facility in
such a way that a library could be feasibly added during an expansion phase. The ACAC requests direction
from the Council regarding the issue of including a library in the plan.
At the May 24 meeting, members also reviewed the communications plan, including what is referred to as a
"needs statement." The purpose of this plan is to "organize communications and public participation for the
Columbia Heights Activity Center study process." The ACAC requests feedback from the Council regarding
this plan. For instance, does "The Need" accurately reflect the myriad needs of the community? Is the
description of "The Process" accurate? Have all key target audiences been identified?
An additional meeting to continue preparation for the first open house has been scheduled for June 20 at the
Grand Central Lofts community center. The open house is tentatively scheduled for July 26, 2006 at 7:00
p.m. in the main hall of Murzyn Hall.
You are receiving all the materials handed out to ACAC members. In addition, this information can be found
on the City's website at: http://www.ci.columbia-heights.mn.us/departments/CommCenter.asp.
City of Columbia Heights: Community Activities Center
Page 1 of 1
Columbia Heights Begins Community
Activities Center Study
The has appointed a 36-member
to study the potential development of a
community activities center for Columbia Heights. The
committee's comprehensive nine-month study will examine
community needs and goals, potential facility options, and
funding options. The public participation process will involve
three community open houses to receive the community's
feedback at each stage of the process, as well as project
newsletters to provide information and alert residents to the
open house dates, times and locations.
"Community involvement and feedback will be critical to this
process," said Mayor Gary Peterson "We want people to turn out
at the open houses and have the opportunity to ask questions
and provide comments." The Community Advisory Committee is
expected to make a final recommendation to the City Council in
early 2007.
The committee's kick-off meeting is April 26. On May 6
members will be viewing other communities' recreational
facilities on a bus tour. The committee will be meeting
periodically throughout the rest of the year.
httn ://www.ci.columbia-heights.mn.us/departments/Comm Center .asp
5/30/2006
City of Columbia Heights: Community Activities Center Advisory Committee
Page 1 of 1
Activities Center Advisory Committee (ACAC)
At a March 2006 Work Session, the City Council proposed the
idea for an advisory committee to help obtain public input and
assist the Council in establishing the need for a new community
facility and reviewing different options for any proposed facility. At
its April 10, 2006 meeting, the Council appointed a number of
Columbia Heights residents, civic leaders and business owners to
an Activity Center Advisory Committee (ACAC). These
stakeholders have devoted their time to dialogue and fact-finding,
and, working alongside consultants, they also have the
responsibility of informing the greater public in this process. This
opportunity will arise when they host their first open house to
discuss with other members of the community the research and
ideas that have come out of the committee.
Meetings
.
.
http://www.ci.columbia-heights.nm.us/departments/CommCenterACAC.asp
5/30/2006
Activity Center Advisory Committee
Meeting # 1
April 26, 2006
ACTIVITIES CENTER ADVISORY COMMITTEE (ACAC), MEETING #1
WEDNESDAY, APRIL 26,2006
7:00 TO 8:30 p.m.
MURZYN HALL, MAIN HALL
AGENDA
.:. Introductions
.:. Overview of Public Participation Process
'r What is public participation?
'r What is the overall process?
· Three newsletters
· Three open houses
· Periodic "check-ins" with the City Council
· Generally a six- to seven-month time frame
'r Role of Ehlers, Staff, and JMS Communications
.:. Role of Committee
'r Plan the open houses
'r Raise issues heard in discussions with others in the community
>- Ensure that questions raised in the process are addressed
>- Advocates of the process
.:. Role of City Council
>- Gives guidance to the committee throughout the process during work
sessions
>- Makes final decisions on location, scope of project, and means to pay for
project
.:. Elect Committee Chair
.:. History of Process to Date and Maxfield Study - Bob Streetar
.:. Group Activity
>- Advantages and disadvantages of potential sites
>- Components of an activities center
.:. Next Meetings
>- Tour on May 6 from 1 :00 to 4:00
>- ACAC meeting on May 24th at 7:00 p.m. to plan first open house
City of Columbia Heights: Community Activities Center Advisory Committee
Page 1 of 1
Activities Center Advisory Committee
Meeting Minutes
The first meeting of the Activity Center Advisory Committee (ACAC)
was held on Wednesday, April 26 in Murzyn Hall. Staff from the
consulting firm provided the ACAC with an
overview of the public participation process and their roles as
committee members, and discussed the market
study, an analysis conducted in November 2004 to evaluate the
feasibility of a community recreational facility in Columbia Heights. The
study is a good resource to facilitate discussion on costs and
amenities.
The ACAC nominated Pastor Dan Thompson as ACAC Chair and
Denny O'Connell and Gerry Herringer as Co-Vice Chairs.
At the conclusion of the meeting, members broke out into groups and
brainstormed the of four
sites: Valley View Elementary School, the Heritage Heights
Neighborhood, the former N.E.1. site and the Huset Park area. It was
clear that no one site stood out as obvious best location and all sites
remain open for discussion. The consultants explained that the chosen
site will influence the type of facility that can be built, yet the type of
facility the ACAC recommends to meet the needs of the community will
also influence the choosing of the site. Thus, site constraints and
facility specifications need to be weighed in conjunction with each
other.
Meeting Handouts
.
.
.
.
.
.
http://www.ci.columbia-heights.mn.us/departments/Comm CenterA CA CMeeting04 2606 .asp 5/30/2006
xfield
Research Inc.
t
January 13,2005
MEMORANDUM
TO:
Mr. Robert Streetar
City of Columbia Heights
FROM:
Ms. Mary Bujold
Maxfield Research Inc.
RE:
Key Findings of the Market Analysis for the Proposed COllli11Unity Center in
Columbia Heights, Minnesota
Draw Area
The majority of the potential demand for facilities at the community center will come from
Columbia Heights and the inu11ediate surrounding area including northeast Mim1eapolis and
Fridley. New Brighton and St. Anthony also have community centers. Some of the facilities
such as the gynmasiums and child care are more likely to have a higher proportion of their use
generated by groups and households that are from outside of the immediate draw area.
Demographic Analysis
Overall, the population and household base in Columbia Heights is aging. School emollment is
declining as the initial edge of the echo boom generation is now moving into the workforce and
forming households of their own. The baby boom generation is generally now past its prime
child-bearing years. School emollments may increase slightly in the future as housing units turn
over in Columbia Heights from older households to young families with children. At this time,
we are uncertain of the timeframe for a general turnover that would bring a significant number of
fan1ilies into the area to reverse this trend.
New housing developed in Columbia Heights is targeted primarily to households that do not
have children.
615 1 st Avenue NE, #400, Minneapolis, MN 55413
(612) 338-0012 (612) 904-7979 fax
www.maxfieldreseaTch.com
Mr. Bob Streetar
City of Columbia Heights
January 13,2005
Page 2
More people are living alone, both younger and older ages. This fuels the demand for facilities
that will provide fitness-related activities such as classes, weight-training, exercise machines, etc.
Household incomes in the Draw Area are generally modest. As such, it will be important to keep
membership fees moderate.
Market Competition
Within the Primary Market Area, there is only one privately-owned fitness facility in St.
Anthony and two public community centers, one in St. Anthony and one in New Brighton. We
exclude the women-only facilities.
There is only one pending facility in the Primary Market Area, the proposal to develop the
Salvation Army Kroc Center. Five cities have applied for the $12.0 million to fund this facility.
The five Milmesota cities are also competing against cOl1llimnities in other states. At this time,
there is no indication that the Kroc Center would be built in Milmesota.
Recommended Amenities
We recommend the following amenities for the community center:
Gymnasium: Two gynmasiums, either built in one location or in two separate locations that
would serve the following groups:
Recreation center members and guests
School sports groups
COl1llimnity recreation groups
We estimate that two gYl1U1asiums would achieve an 85% usage rate during the peak winter
months including usage by groups from the School and community recreation. This usage rate
includes time allotted for family gym and some minimal open gym time during the daytime
hours. There would be an increase in time available for open gym during the spring and summer
months, but little availability during peak periods (5:00pm to 9pm) on weekdays during the
winter months. Our analysis found that excluding school use during the weekday daytime hours
reduces the projected combined usage of the gymnasiums to roughly 60%.
We caution that an appropriate strategy must been implemented to ensure that members and their
guests are not excluded from using the gymnasium at least some evenings during the winter
months when usage of the recreation components will be highest.
If the gynmasiums are built together, there are some synergies afforded with being able to use
both gyms simultaneously for tournaments and sports camps. There would also be lower
construction costs associated with this option and a likely greater availability of parking.
MAXFIELD RESEARCH INC.
Mr. Bob Streetar
City of Columbia Heights
January 13, 2005
Page 3
Fitness Area: aerobics machines, weight machines, free weights, stretching area and TV s.
Aerobic studios: two studios, one larger and one smaller for fitness classes.
Childcare play area: children's play area that can also be rented out for birthday paliies and
other events, similar to New Brighton's Eagle's Nest.
Child Care Center: Full on-site daycare center that would serve Columbia Heights and the
sUlTounding communities.
Senior Center: a space designated for activities and meals for senior groups, members and non-
members. We reconunend that the space be configured to allow for separation into smaller areas
for smaller group activities. Senior fitness classes would be held either in an aerobics studio or
in the gynmasium.
Teen Center: small activity room with a pool table, or foosball, air hockey or other amenities
that will appeal to teenagers.
Meeting Rooms: Two to three small meeting rooms that can be rented out to conununity groups
al1d other users. We reconm1end that one of the rooms be designed to incorporate sound balTier
dividers for separation into smaller spaces. We recommend that community groups be given
discounted rate.
Operating Costs
Our survey of public facilities identified that membership fees did not cover operating expenses
at most of the facilities. The average budget shortfall was 19%.
Projected Memberships
We project that the recreation center will be able to attract between 375 and 500 memberships
initially.
Projected Membership Fees
We recOlmnend that membership fees remain moderate to optimize the potential to attract the
largest number of members to the recreational facility. We recommend that membership fees
range from $15 per month for a single youth membership to $35 per month for a family
membership. Non-resident fees would be roughly $5 per month higher. We also reconunend
that you also charge a modest enrollment fee of between $30 and $75.
MAXFIELD RESEARCH INC.
A Market Potential Analysis For
A COlTIlTIUnity and Recreation Center ill
Columbia Heights, Minnesota
Prepared for:
City of Columbia Heights
Columbia Heights, Minnesota
November 2004
xfield
Research Inc.
615 First Avenue NE
Suite 400
Mimleapolis, MN 55413
612.338.0012
xfield
Research (nc.
i
'"
November 23, 2004
Mr. Robert Streetar
Community Development Director
City of Columbia Heights
590 - 40th Avenue NE
Columbia Heights, MN 55421
Dear Mr. Streetar:
Attached is the study A Alarket Potential Analysis for a Community and Recreation Center in
Columbia Heights, Minnesota. The study includes an analysis of the market conditions for a
new conununity recreational facility in Columbia Heights and provides an analysis of existing
private and publicly owned health clubs near Columbia Heights.
Detailed findings and reconullendations regarding a new facility in Columbia Heights can be
found in the Conclusions and Recommendations section at the end of this report. We have
enjoyed perfomling this study and are available if you need additional infomlation.
Sincerely,
MAXFIELD RESEARCH INC.
fIJ1(~ tC2flL
vf1Ilery/tlt ~'m1.-
Mary C. Bujold
President
MelTie A. Sjogren
Research Analyst
Attachment
TABLE OF CONTENTS
EXECUTIVE SUJ\1MARY .. ..... ..... ...................... ....... ......... ...... ... ......... .... ..... ....... ..... ......
Study Inlpetus .................................................................................................................
Draw Areas......................................................................................................................
Delllographic Trends.......................................................................................................
Market Area Community Centers and Health Clubs ......................................................
Demand Summary and Recommendations.............................................................. .......
PURPOSE .L\ND SCOPE OF STUDy..............................................................................
Purpose and Scope of Study............................................................................................
D EMOGRAPHI CANAL YSIS .........................................................................................
Market Area Definition...................................................................................................
Population and Household Growth .......................... ........... ..................... ........... ............
Elnploynlent ....................................................................................................................
Population Age Distribution...........................................................................................
School Enrollment Trends..............................................................................................
Household Type..............................................................................................................
Household Incollle ..........................................................................................................
Allliual Expenditures on Club Membership Dues/Fees ..................................................
CURRENT MARKET ANALYSIS .................................................................................
Introduction.................................................................................................................... .
Public and Private Health and Fitness Clubs ..................................................................
Selected Metro Area Community Centers......................................................................
Membership Dues and Daily Admission Prices .............................................................
Pending Community Centers and Health/Fitness Clubs .................................................
DEJ\1AND ASSESSMENT AND CONCLUSIONS ........................................................
Dellland Assessment.......................................................................................................
Conclusions................................................................................................................... ..
PaQe
1
1
1
1
..,
.J
5
8
8
9
9
9
13
14
16
20
22
24
26
26
26
31
32
34
36
36
38
LIST OF TABLES
Table Number and Title
Page
1 Population and Household Growth Trends and Projections, Columbia Heights Market
Area, 1990 to 2015................................................................................................... 11
2 Employment Growth Trends and Projections, Columbia Heights Market Area,
1990 to 2015 ............................................................................................................ 13
3 Age Distribution, Columbia Heights Market Area, 1990 to 2015........................... 14
4 School Enrollment, Columbia Heights School District #13, 1990 to 2004............. 16
5 School Enrollment by Race/Ethnicity, Columbia Heights Area School Districts,
1990 to 2004 ............................................................................................................ 18
6 Household Type, Columbia Heights Market Area, 1990 and 2000......................... 20
7 Household Income by Age of Householder, Columbia Heights Primary Market Area,
2004.......................................................................................................................... 22
8 Household Income by Age of Householder, Columbia Heights Primary Market Area,
2009.......................................................................................................................... 22
9 Annual Expenditures on Recreational Activities, Columbia Heights PMA and SMA,
2004 & 2009 ................................................................................................. ........... 24
10 Features/Amenities Comparison, Competitive Health Clubs and COlllillunity Centers,
Columbia Heights Market Area............................................................................... 27
11 Features/Amenities Comparison, Metro Area Community Centers, City of Columbia
Heights..................................................................................................................... 30
12 Membershjp Dues/Fee Comparison, Twin Cities COlllinunjty Centers, Cjty of Columbia
Heights..................................................................................................................... 32
13 Projected Annual Membershjps and Total Usage, Columbja Hejghts Communjty Center
2010 & 2015 ................................................................................. ........................... 36
14 Reconm1ended Fees for Potential Community Center, Gty ofColumbja Hejghts,
N oven1ber 2004 ....................................................................................................... 39
15 Projected Gym Usage, Columbja Heights COlllinunjty Center, November 2004.... 43
EXECUTIVE SUMMARY
Study Impetus
Maxfield Research Inc. was engaged by the City of Columbia Heights to study the market
feasibility of developing a new conmmnity recreational facility in Columbia Heights, Minnesota.
The scope of this study includes a review of demographic trends and characteristics of the local
household base as well as the existing supply of public and private recreational centers in the
Columbia Heights area. The analysis leads to conclusions about the potential market success of
a new community center including recommendations for facilities and amenities, as well as
reconm1ended membership fees and target markets. This report draws on both primary and
secondary data. Secondary data is credited to the source when used, and in most cases, is U.S.
Census data. Data on existing recreational facilities was collected by Maxfield Research Inc. and
is accurate to the best of our knowledge.
Draw Areas
A new community/recreational center in Columbia Heights can expect to draw the majority of its
users from a primary draw area (Market Area) which includes the City of Columbia Heights, St.
Anthony, Hilltop, and portions ofNOliheast Minneapolis (mainly north of Lowry Avenue),
Fridley and New Brighton. We estimate that 75 percent of the demand for a community center
in Columbia Heights will come from this Primary Market Area, while an additional 25 percent of
the demand will come from outside of this area. We also delineated a Secondary Market Area,
as there are few recreational facilities within the Primary Market Area. The Secondary Market
Area includes a portion of Roseville, all of Fridley, Spring Lake Park, Mounds View, Arden
Hills and New Brighton. A map of the Columbia Heights Primary and Secondary Market Areas
is shown on the following page.
Demographic Trends
Population and Households
.
The Columbia Heights Primary Market Area had an overall population of about
68,600 people in 2000, which was a loss of over 140 people from 1990 (-0.2 percent).
The Primary Market Area is expected to reverse the declines of the 1990s by adding
just over 4,000 people by 2010 (+5.9 percent).
.
Despite population losses, between 1990 and 2000, the Primary Market Area added
over 1,000 households (+3.4 percent). This decade, the Primary Market Area is
expected to add about 2,200 households through 2010 (+7.3 percent).
Population Age Distribution
.
The age distribution of the population relates to recreational needs in a given
cOllli1mnity. Health and fitness activities are becoming more popular, but especially
in areas with a large base of young- to middle-age adults.
MAXFIELD RESEARCH INC.
EXECUTIVE SUMMARY
..
The most significant population shift during the 1990s was seen in the 65 and over
age cohort with an increase of3,147 people (+19.8 percent). By 2000 there were over
19,000 over the age of 65 in the Primary Market Area.
..
Also, the aging of the baby boom in the Primary Market Area is having a significant
impact on the age distribution of the population. During the 1990s, as the 25 to 34
age COhOli declined by 20 percent, the 35 to 44 age cohort increased by 7 percent and
the 45 to 54 age COhOli increased by 16 percent.
..
This decade the Primary Market Area is expected to see the biggest losses in the age
35 to 44 cohort (-3,146 people, - 15.0 percent), while the people age 55 and over
increases by 17.1 percent (+5,500 people).
..
Based on the demographics of the PMA alone, a community recreation center in
Columbia Heights should provide services and amenities that will appeal to the area's
aging population.
School Enrollment
..
Overall, student enrollment in Columbia Heights' public schools has mainly
decreased by an average of -34 students per year (-1.0 percent) since the 1990s. The
decline in student enrollment compared to household growth in the Primary Market
Area reveals that most of the households being added are aging households, as well as
some younger households without children. This trend is expected to continue this
decade, as an increasing portion of baby boomers age into their 50s and 60s.
..
Analyzing school enrollment data by student race and etlmicity reveals that the
student population is growing more diverse. While the White student population has
decreased every year since the 1990-91 school years, the Non-White student
population has increased every year except one.
Household Type
..
People living alone was the fastest growing household group during the 1990s in the
Total Market Area, increasing by 31.2 percent (+4,010 households). These
households comprise 30% of the overall households in the Total Market Area and
35% of Columbia Heights' households in 2000.
Household Income
.. Household income data helps ascertain the different types of households in an area.
Generally, households with higher incomes tend to be target markets for health and
community centers. According to IHRSA 20 percent of households that belong to a
MAXFIELD RESEARCH INC.
2
EXECUTIVE SUMMARY
health club earn an income of greater between $50,000 and $74,999, while 49 percent
of households with memberships earn an income of$75,000 and over.
.
The median household income in the Primary Market Area in 2004 is estimated to be
about $44,700, while the Secondary Market Area has a 2004 estimated median
income of about $57,500. According to the Department of Housing and Urban
Development, the 2004 median income for a household of four in the Twin Cities
Market is $76,400.
Household Expenditure on Recreation Activities
.
In 2004, Primary Market Area residents are expected to spend $3.3 million on club
membership dues or fees. This equates to an average of $530 per household annually
or about $44 per month. In the Secondary Market Area in 2004, residents will spend
about $3.7 million on membership fees or $700 per household annually ($58 per
month).
Market Area Community Centers and Health Clubs
.
Excluding six women-only facilities, there is only one privately-owned health club in
the Primary Market Area that would be competitive with the proposed community
center in Columbia Heights. This facility, Fitness Crossroad opened in St. Anthony
in 2001.
.
Other than Fitness Crossroad there are two community centers in the Primary
Market Area, the New Brighton Family Service Center and the St. Anthony
Community Center.
.
The Family Service Center in New Brighton was built in 1995 and offers a fitness
area, gynmasium and a children's play area called Eagle's Nest. The gym is for
member use only and is not rented out or contracted out to local schools or other
groups.
.
The YMCA has a community program site in Northeast Minneapolis. This site offers
educational programs and meeting space for community groups, but does not have a
fitness or recreation facility. This facility is affiliated with the YA1CA in Coon
Rapids, which is located outside of both the Primary and Secondary Market Areas.
.
There are four competitive privately-owned facilities in the Secondary Market Area.
These facilities include a Bally's and Northwest in Fridley, a women-only Lifetime in
Roseville and The Gym, Inc. in Fridley. The only community center in the Secondary
Market Area is the Moundsview Community Center. We also included an analysis of
the Shoreview Community Center, as it is the nearest large community center.
Total A1arket Area Memberships
MAXFIELD RESEARCH INC.
'"l
")
EXECUTIVE SUMMARY
.
The following table summarizes the number of memberships in the PMA and SMA
by club type. The Shoreview Community Center, with 2,200 memberships, is outside
of the Market Area and is therefore, not included in the following table or in our
demand calculations for additional memberships in the Market Area.
Primary Secondary
Market Market
Area Area
1,000 11,200
750 0
1,375 1,250
3,125 12,450
Private Clubs
Community Centers
Curves/Women's Only Clubs
Total Memberships
.Membership Fees
· We profiled five Metro Area community centers to detenlline amenities at fees that are
typically offered. Membership fees among Metro Area community centers vary by each
center. Overall, the average membership fee for resident adults is about $37 per month
on a month to month payment plan or $315 per year mlliually ($26/per month).
· On average, non-resident membership fees are 26 percent higher than resident
membership fees. Typically youth and senior rates are the same at the centers that offer
these rates.
· Some centers do not charge enrollment fees. A representative at a local conullunity
center indicated that enrollment fees are crucial for covering upfront costs related to the
administrative tasks involved in enrolling new members and suggested that all new
community centers include them.
· Memberships tend to be less expensive at the selected community centers compared to
the privately owned health and fitness clubs, especially for resident families. Of the
private health clubs, Northwest has the highest membership fees overall.
· The median membership fee overall is between $34 and $45 per month for an adult,
which is comparable to the conllimnity centers profiled, but lower thm1 the YMCA and
Northwest.
Pending Centers
.
Maxfield Research Inc. interviewed a staff member from each of the cities in the Primary
Market Area to determine if a cOlllillunity or recreation center is plmllied. The only
pending project is the Salvation Army Kroc Center. Five cities in Mim1esota have
MAXFIELD RESEARCH INC.
4
EXECUTIVE SUMMARY
applied for $12 Million to fund the development of a community, recreation, education
and perfonning arts center. The five Minnesota cities are competing against communities
in other states in the Midwest; there is no indication at this point that a Kroc Center will
be built anywhere in Minnesota.
Demand Summary and Recommendations
The following table highlights the results of our demand analysis. We find sufficient demand to
support the development of a new community and recreational facility in Columbia Heights.
Our demand calculations were based on a facility with fitness areas and a gymnasium, excluding
a pool. While a pool attracts some members, people not interested in using it, will not want to
pay for it.
DEMAND SUMMARY
CITY OF COLUMBIA HEIGHTS
PROPOSED COMMUNITY CENTER
DECEMBER 2004
Year No. of Memberships No. of Visits*
2005 375 - 500 61,500 - 73,000
2010 400 - 530 63,800 - 75,760
2015 410 - 550 71 ,920 - 84,760
*Includes walk-in visits
Source: Maxfield Research, Inc.
Target A1arkets
.
We believe the main target markets for a new community facility are: older adults,
younger immigrant families, young non-immigrant families, and single adults or
couples without children. Each of these target markets will desire different amenities
at a new community center; most will be very price sensitive.
Recommended Amenities
We recommend incorporating the following amenities and features to attract local
households to the new facility.
.
Gynmasium space: two full comi gymnasiums that would provide additional court
practice time for youth and adult basketball leagues, with additional availability for
tournaments, special events. The space should be prioritized and scheduled so that
sufficient time is allotted for open gym and family gym periods and not entirely
progranuned with league or team play. A running/walking track should also be
MAXFIELD RESEARCH INC.
s
EXECUTIVE SUMMARY
included either as part of the gymnasium space or as a separate feature suspended
above the gym floor. We present two options for the construction of the gynmasiums.
Option 1 constructs two gymnasiums in different locations, one near the school and
one at the community center. Option 2 would located both gymnasiums at the
conmmnity center.
.
Fitness Area: aerobic machines (step, jogging, elliptical), weight machines (Cybex or
similar), free weights, stretching area and TVs. The fitness area could potentially be
separated into two areas, one for aerobic machines and another for weight machines
and free weights.
.
Aerobic studios: for group fitness classes. We suggest providing free classes for
members, as well as allowing non-members to take classes for a fee. Classes targeted
to different age groups: young adults (i.e. kickboxing, pilates, yoga), older adults (i.e.
dancing classes, aerobics), children and parents with children. Also, consider
incorporating classes targeted to different ethnic groups.
.
Childcare play area: we suggest including an area that can be rented out for birthday
parties and other events, similar to New Brighton's Eagle's Nest. We recommend
offering child day care on site as a separate business. There should also be a child
care service as part of the center with weekend hours and some limited evening hours
to accOlllillodate working families. A discount may be offered to members who want
to utilize full-time child care during the day although depending on the demand, this
may not be necessary.
.
Senior Center: a roomJarea for activities and meals for senior groups, members and
non-members.
.
Teen Center: small activity room with a pool table, or foosball, air hockey or other
amenities that will appeal to teenagers.
.
Concessions area: offering snacks and beverages to members and guests and for
special events and tournaments. The concessions area should also serve the meeting
room space for basic refreshments.
Other Recommendations
.
Most of the health clubs and conununity centers profiled in this study have programs
whereby they partner with health insurance providers to reimburse members a pOliion
of their monthly membership fee if the member uses the club a certain number of
times per month. This reimbursement can often be up to half of the membership fee
making it an attractive incentive for members. We recommend offering this as an
incentive for members, as many potential members will be attracted to join a health
club with a health insurance reimbursement.
MAXFIELD RESEARCH INC.
h
EXECUTIVE SUMMARY
II
Throughout our interviews with representatives of local cOllli11Unity centers we found
that all Metro Area community centers had a budget shortfall that was covered by a
variety of funding mechanisms, for example: antenna fees, electric fund or other non-
operating revenues, building fund, or the general fund. Anywhere from 2 percent to
41 percent of the community center's operating budget was not covered by
membership fees, while the average budget shortfall was 19 percent.
II
Our analysis found sufficient demand to develop a new community and recreational
facility in Columbia Heights. While we suggest that facility offerings focus on the
needs ofthe existing aging population in the Primary Market Area, we also recognize
that the area is becoming more diverse. Therefore, the facility should be designed to
meet the needs of a wide variety of users, including new households who will be
attracted to the redevelopment sites in Columbia Heights and S1. Anthony. A new
facility will be supported by existing households, but should also serve as a
community amenity that will attract new households into Columbia Heights. A
community and recreational facility often serves as a marketing tool to attract new
households, as well as reinvestment in a community. The facility should be designed
for future flexibility and should allow for future expansion as the community center
space needs will change in the future.
MAXFIELD RESEARCH INC.
7
PURPOSE AND SCOPE OF STUDY
Purpose and Scope of Study
Maxfield Research Inc. was retained by the City of Columbia Heights to provide research and
consulting services for the purpose of assessing demand (utilization potential) for a community
and recreation center located on a proposed site at the intersection of Central and 41 st Avenues in
Columbia Heights, Milmesota. The scope of this study includes a demographic review of growth
trends and characteristics of the population and household base in an area determined to be the
primary draw or Market Area for a new community and recreation center in Columbia Heights.
We inventoried competitive health and fitness clubs in the Market Area and other community
centers in the Twin Cities Metro Area. Our conclusions and recommendations focus on
projecting usage (memberships and arumal admissions) for the facility and analyzing its market
positioning relative to its direct competition and other community centers in the Metro Area.
This repOli includes both primary and secondary research. Primary research includes interviews
with City staff and staff of local community centers. Secondary research is credited to the source
when used, and is usually data from the U.S. Census. Secondary research is always used as a
basis for analysis, and is carefully reviewed in light of other local factors. All of the infomlation
on existing and pending competitive projects was gathered by Maxfield Research Inc. and is
accurate to the best of our knowledge.
MAXFIELD RESEARCH INC.
g
DEMOGRAPHIC ANALYSIS
Market Area Definition
A new community/recreational center in Columbia Heights could expect to draw the majority of
its users from a primary draw area (Market Area) which includes the City of Columbia Heights,
St. Anthony, Hilltop, and portions of Northeast Milmeapolis (mainly north of Lowry Avenue),
Fridley and New Brighton. This Market Area was detennined based on geographic and man-
made boundaries, traffic pattems, and the location of health and fitness centers that would be
competitive with the subject community center. We estimate that 75 percent of the demand for a
community center in Columbia Heights will come from this Primary Market Area, while an
additional 25 percent ofthe demand will come from outside of this area. We also delineated a
Secondary Market Area, as there are few recreational facilities within the Primary Market Area.
The Secondary Market Area includes a portion of Roseville, all of Fridley, Spring Lake Park,
Mounds View, Arden Hills and New Brighton. A map of the Columbia Heights Primary and
Secondary Market Areas is shown on the following page.
Population and Household Growth
Population and household growth are the primary generators of demand for additional fitness
center space in an area, since some new residents who paliicipate in fitness activities will choose
either a private health club or community center to paliicipate in fitness alld/or spOlis activities.
Employment growth is another indicator of demand, since job growth typically results in
population and household growth. In addition, some users will also choose to use a facility that
is close to their place of employment. When considering the potential demand for fitness
centers, it is also important to assess data on the age distribution of the population, since the
propensity to participate in fitness activities is different alnong various age cohorts, as well as
data on average almual expenditures for club membership dues/fees. The following paragraphs
review each of these demographic indicators for the Columbia Heights Primary Market Area and
the implications on market demand.
Table 1 presents population and household growth trends and projections for the Market Areas
from 1990 to 2015. The 1990 and 2000 population alld household figures were obtained from
the U.S. Census Bureau, while the 2010 and2015 projections are based on data from the
Metropolitall Council.
Population
.
During the 1990s, the population base in Columbia Heights declined by 2.1 percent (-
390 people). During the Sallle time period, the Remainder ofthe Primary Market
Area (PMA) added 249 people for a 0.5 percent increase.
MAXFIELD RESEARCH INC.
9
DEMOGRAPHIC ANALYSIS
COLUMBIA HEIGHTS
COlV1IVlUNITY CENTER NIARKET ARE..t\.
D PRIIVL<lliY lvIARKET AREA
Maxfield Research, Inc.
SECOND.<lliY ],ILi-\R.KET AREA
.
In total, the PMA lost -141 people between 1990 and 2000, decreasing its population
base by -0.2 percent. At the same time, Milmeapolis and the Metro Area added
population. Minneapolis saw a 3.9 percent increase (+ 14,235 people), while the
Metro Area added over 350,000 new residents (+ 15. 4 percent).
MAXFIELD RESEARCH INC.
10
DEMOGRAPHIC ANALYSIS
Households
.
While the PMA lost population, the Secondary Market Area (SMA) added 284 new
residents between 1990 and 2000 (+0.4 percent).
.
This decade the PMA is expected to reverse the population declines of the 1990s.
Columbia Heights is projected to add 1,880 new residents by 2010 (+10.2 percent), as
two significant redevelopment projects are pending in the City. The Remainder of the
Primary Market Area is expected to increase its population base by about 2,190
people (+4.4 percent).
.
The SMA is also expected to add population this decade with about 800 new residents
(+ 1.2 percent). In total, the Columbia Heights Market Area is expected to add over
4,800 people between 2000 and 2010 (+3.6 percent).
.
Minneapolis is also projected to add more people this decade than during the 1990s
with a 5.1 percent increase (+19,382 people), while the Seven County Metro Area is
projected to add over 363,000 people this decade (+13.7 percent).
.
Between 2010 and 2015, Columbia Heights and the Remainder of the Market Area
communities will continue to experience population growth. By 2015, Columbia
Heights is expected to have 20,900 residents (+500 people, +2.5 percent), while the
Remainder ofthe PMA is projected to add 1,000 residents (+ 1.9 percent) and the
SMA is projected to add 1,300 people (+1.9 percent).
Table 1 also shows the number of households in the Columbia Heights Market Area
communities from 1990 through 2015.
.
Despite population declines, Columbia Heights increased its household base during
the 1990s, adding about 270 new households (+3.4 percent) for a total of 8,033
households in 2000. The Remainder of the Primary Market Area communities added
about 730 new households during the 1990s, an increase of 3.4 percent. During this
same time period, the Secondary Market Area added about 1,660 new households
between 1990 and 2000 (+7.0 percent).
.
By 2010, Columbia Heights is projected to have 8,900 households, an increase of
10.8 percent from 2000 (+867 households). Household growth in Columbia Heights
and the Remainder of the Market Areas during this period will be a result of infill and
redevelopment projects.
MAXFIELD RESEARCH INC.
11
DEMOGRAPHIC ANALYSIS
TABLE 1
POPULATION AND HOUSEHOLD GROWTH TRENDS AND PROJECTIONS
COLUMBIA HEIGHTS MARKET AREA
1990 to 2015
Primal")' Marl,ct Arca
Columbia Heights 18,910 18,520 19,500 20,400 20,900 -390 -2.1% 1,880 10.2%
Remainder of Market Area 49,857 50,106 51,200 52,300 53,300 249 0.5'% 2,194 4.4'%
Total Primm Market Area 68,767 68,626 70,700 72,7 00 74,200 -141 -0.2OIl) 4,074 5.9%
Secondm'y Market Area 66,219 66,503 66,900 67,300 68,600 284 0.4% 797 1.2%
137,60Q
392,300 402,000 412,500
Pdmary Mad,ct Arca
Columbia Heights 7,766 8,033 8,500 8,900 9,200 267 3.4% 867 10.8%
Remainder of Market Area 21,347 22,081 22,700 23,400 24,000 734 3.4% 1,319 6.0%
Total Primary Market Area 29,113 30,114 31,200 32,300 33,200 1,001 3.4% 2,186 7.3%
Secondary Market Area 23,860 25,522 26,400 27,200 28,200 1,662 7.0% 1,678 6.6%
1145,950 16.7%11 176,126 17.2%
Columbia Heights 2.29 2.29 2.27
Primary Market Area 2.36 2.28 2.27 2.25 2.23
Secondary Market Area 2.55 2.43 2.39 2.35 2.33
Total Marl,ct Arca 2.55 2.43 2.39 2.35 2.33
Minneapolis 2.29 2.36 2.35 2.34 2.34
Metro Area 2.61 2.59 2.55 2.51 2.48
Sources: U.S. Census, Metropolitan Council; Maxficld Rescarch Inc; Claritas, Inc.
MAXFIELD RESEARCH INC.
12
DE1\10GRAPHIC ANALYSIS
.
The largest redevelopment project in Columbia Heights is three blocks south of the
proposed site (at Central and 41 st Street) for the community center. This project, by
Schafer Richardson proposes to redevelop an existing industrial park into 560 for-sale
and senior housing units. According to the developer, this project is expected to be
completed by 2010. The second project is the redevelopment of the K-Mart five
blocks n011h of the proposed site. This project by Bruce Nedegaard is currently under
construction with 231 housing units called Grand Central Lofts. The largest
redevelopment project in the Remainder of the PMA is in St. Anthony with the
redevelopment of the Apache Plaza. This project, by Pratt-Ordway, is eight blocks
east ofthe proposed site and has about 700 pending housing units, including rental
and for-sale product.
.
The Remainder of the Primary Market Area is projected to add about 1,300 new
households between 2000 and 2010, a growth rate of 6.0 percent. In total, the PMA is
projected to have about 2,200 new households by 2010 (+7.3 percent).
.
The Secondary Market Area is projected to add the about same number of households
this decade as it did during the 1990s, with an additional 1,678 households (+6.6
percent). This compares to about 9,600 new households in Minneapolis (+5.9
percent).
.
While several significant redevelopment projects are pending in the Market Area,
growth continues to push outward into third-tier and outlying communities in and
beyond the Seven County Metropolitan Area, as developable land within the
Metropolitan Area's Urban Service Area becomes scarcer. The Metro Area is
projected to add more households this decade than during the 1990s, with an
additional 176,126 households (+ 17.2 percent).
.
Household growth is expected to continue to be strong after 2010. Columbia Heights
is projected to add 200 new households between 2010 and 2015 (+2.3 percent), while
the Remainder of the Primary Market Area is projected to add 600 households during
the same time period (+2.6 percent) and the Secondary Market Area is expected to
1,000 households by 2015 (+3.7 percent).
Employment
Employment trends can also give an indication of recreational needs for a community, as
typically, households will use recreational facilities near home or work for convenience. Table 2
presents total employment growth trends and projections in the Columbia Heights Market Area
from 1990 to 2015. Maxfield Research compiled the figures, based on data from the
Metropolitan Council. The following are key points concerning employment growth in the
Market Area.
MAXFIELD RESEARCH INC.
11
DEMOGRAPHIC ANALYSIS
.
Columbia Heights added over 1,800 jobs in the 1990s for a 41.5 percent increase.
During the same time period, the Remainder of the Primary Market Area added 1,640
jobs (+5.3 percent) between 1990 and 2000. The Secondary Market Area added over
7,000 jobs during the 1990s for a 15.4 percent increase.
.
From 2000 to 2010, the PMA is forecast to add just over 3,000 jobs (7.8 percent). Of
the projected growth of jobs in the PMA during this decade, 2,850 of the new jobs (94
percent) are projected to be located outside of Columbia Heights.
TABLE 2
EMPLOYMENT GROWTH TRENDS AND PROJECTIONS
COLUMBV\ HEIGHTS MARKET AREA
1990 to 2015
2000-2010
No. Pet.
Primary Market Area
Columbia Heights 4,536 6,419 6,600 6,675 1,883 41.5% 181 2.8%
Remainder of Market Area 30,760 32.400 35.250 37.900 1.640 5.3% 2.850 8.8%
Total Primary Market Area 35,296 38,819 41,850 44,575 3,523 10.0% 3,031 7.8%
Secondary Market Area 46,006 53,103 63,850 65,925 7,097 15.4% 10,747 20.2%
TotalMarket.Aiea 81,302 91,'22 105;.'700 110,500 10;620 15.0%
Minneapolis 278,438 301,826 317,000 324,750 23,388 8.4% 15,174 5.0%
Metro Area 1,272,773 1,563,745 1,815,715 1,903,100 290,4 72 22.8% 252,470 16.2%
Sources: U.S. Census, Metro olitan Council; Maxfield Research Inc; Claritas. Inc.
.
The SMA is projected to add even more jobs this decade than during the 1990s with a
20.2 percent increase in its employment base (+10,747 jobs).
.
Minneapolis and the Metro Area as a whole are also expected to continue to add jobs
this decade. Between 2000 and 2010, Minneapolis is expected to add just over
15,100 jobs (+5.0 percent), while the Metro Area will add about 250,000 new jobs
(+ 16.2 percent).
Population Age Distribution
The age distribution of the population relates to recreational needs in a given community. Health
and fitness activities are becoming more popular, but especially in areas with a large base of
young- to middle-age adults. According to the 1990 lntemational Health, Racquet and Sports
Club Association (IHRSA)/American Sports Data "Health Club Trend RepOli," 41 percent of
club members are between ages 18 and 34, while 38 percent are between ages 35 and 54. The
same report states that the average age of members is projected to increase in the coming decade,
due, in pati, to the aging of the large baby boom generation, combined with the increasing
MAXFIELD RESEARCH INC.
14
DEMOGRAPHIC ANALYSIS
popularity of fitness among persons age 55 or older. This is expected to result in higher usage
rates at health/fitness clubs, since older adult members of health clubs typically visit their club
more frequently than younger members.
Table 3 presents the age distribution of the Columbia Heights Primary Market Area population
from the 1990 and 2000 Censuses, and projected to 2015 by Maxfield Research, based on county
projections by the State Demographer. The table shows the number of people and the percent of
the population in seven age categories.
.
In 1990, people ages 20 to 34 comprised about 27 percent ofthe total PMA's adult
population, with about 37,000 people. This age group saw a decline during the
1990s, as the youngest of the baby-boom generation began moving out of this age
group during the decade (-5,953 people, -16.2 percent).
.
Older baby-boomers (those ages 35 to 44 in 1990) aged into their mid 40s to early 50s
during the 1990s, increasing the population of 45 to 54 year aIds by 16.1 percent in
the PMA. During the coming decade and beyond, a large p0l1ion of the baby-boom
generation will age into their 50s and 60s. Between 2000 and 2010, the 55 to 64-age
COhOli is expected to increase by about 22 percent to an estimated total of 15,700
people in 2000 (+2,808 people).
TABLE 3
AGE DISTRIBUTION
COLUMBL\ HEIGHTS PRIMARY MARKET AREA
1990 to 2015
U.S. MAXFIELD CHANGE
CENSUS ESTIMATE 1990-2000 2000-2010 2010-20] 5
Age 1990 2000 2010 2015 No. ~ No. Pet. No. Pet.
- -
Under 20 34,211 33,181 33,000 33,050 -1,030 -3.0 -181 -0.5 50 0.2
20 to 24 11,762 10,834 11,200 10,900 -928 -7.9 366 3.4 -300 -2.7
25 to 34 25,035 20,010 20,800 21,200 -5,025 -20.1 790 3.9 400 1.9
35 to 44 19,535 20,946 17,800 17,250 1,411 7.2 -3,146 -15.0 -550 -3.1
45 to 54 15,693 18,227 19,800 18,700 2,534 16.1 1,573 8.6 -1,100 -5.6
55 to 64 12,858 12,892 15,700 17,000 34 0.3 2.808 21.8 1.300 8.3
65 and over 15,892 19,039 21,700 24,700 3,147 19.8 2.661 14.0 3,000 13.8
Toi~I 134,9$6 13S,U9 140,000 142,$00 .143 0.1 4,871 3.6 2,800 2.0
20 to 54 72,025 70,017 69,600 68,050 -2,008 -2.8 -417 -0.6 -1,550 -2.2
55 and over 28,750 31.931 37.400 41,700 3.181 11.1 5,469 17.1 4,300 11.5
Sources: Bureau ofthe Census: U.S. Census of Population and Housing (1990, 2000)
MN Department of Administration
Maxfield Research Inc.
.
The PMA had about 34,000 people under age 20 in 1990, or about 25 percent of the
population. This group is known as the echo-boom, the children of baby-boomers.
The first echo-boomers started aging into their early 20s and fanning their own
MAXFIELD RESEARCH INC.
1 :'i
DEMOGRAPHIC ANALYSIS
households during the late-1990s. Between 2000 and 2010, the 20 to 24-age cohort is
projected to increase to a total of 11,200 people (+366 people, +3.4 percent).
.
The lntemational Health, Racquet, and Sports Club Association indicates that while
older adults are the fastest growing segment of the health/fitness club industry, the
core group of users will continue to be young- to middle-age adults. The population
in the Columbia Heights PMA is aging in place. While the 20 to 54-age COhOli will
see significant decreases over time, the number of people age 55 and over will
increase by 31 percent between 2000 and 2015 (+9,769 people).
.
Based on the demographics of the PMA alone, a conununity recreation center in
Columbia Heights should provide services and amenities that will appeal to the area's
aging population.
School Enrollment Trends
Maxfield Research reviewed recent trends in the public school enrollment in the Columbia
Heights school district over the past decade. The Columbia Heights school district contains the
Cities of Columbia Heights, Hilltop and the southem one-third of Fridley. The enrollment data,
in Table 4, is from the Milmesota Depariment of Education. Enrollment trends are useful in that
they can serve as an indicator of potential need for various types of community services.
MAXFIELD RESEARCH INC.
1()
DEMOGRAPHIC ANALYSIS
TABLE 4
SCHOOL ENROLLMENT
COLUMBIA HEIGHTS SCHOOL DISTRICT #13
1990-2004
Year
90-91
91-92
92-93
93-94
94-95
95-96
96-97
97-98
98-99
99-00
00-01
01-02
02-03
03-04
Pre-K
Kindergarten
296
280
307
273
263
266
290
269
311
242
276
279
268
261
Elementary
1-6
1,605
] ,581
],539
],454
],384
],407
1,348
],358
],366
],373
],366
],364
],347
],332
Secondary
7-12
],422
],429
],398
1,332
1,357
],343
] ,395
1,375
],390
] ,401
1,376
],5] 7
],4]5
],378
TOTAL
3,323
3,290
3,244
3,059
3,004
3,0]6
3,033
3,002
3,067
3,0]6
3,0] 8
3,]60
3,030
2,97]
ANNUAL CHANGE
No. Pet.
-33 -].0%
-46 -] .4%
-]85 -5.7%
-55 -].8%
]2 0.4%
17 0.6%
-31 -1.0%
65 2.2%
-51 -1.7%
2 0.1%
]42 4.7%
-130 -4.]%
-59 -1.9%
Change
] 990-2000 No. Pet. No. Pet. No. Pet. No. Pet.
-20 -6.8% -239 -14.9% -46 -3.2% -305 -9.2%
2000-2004 -]5 -5.4% -34 -2.5% 2 0.1% -47 -1.6%
Source: MN De 1. of Education
Key trends identified from our review of school enrollment growth in the Columbia Heights
School District are:
Overall, enrollment in Columbia Heights' public schools has mainly decreased by an
average of -34 students per year (-1. 0 percent) during the 1990s. The 1990-91 school
year had the highest student enrollment of 3,323 students.
.
The decline in student enrollment compared to the household growth in the Market
Area reveals that most of the households being added are aging households as well as
some younger households without children. This trend will continue this decade, as
an increasing pOliion of baby boomers age into their 50s and 60s.
.
Analyzing school enrollment data by student race and etlmicity reveals that the student
population is growing more diverse. Table 5, on the following page, shows student enrollment
by race and ethnicity. This data is from the Minnesota Department of Education.
Columbia Heights School District
.
While the White student population has decreased every year since the 1990-91
school year, the Non-White student population has increased every year except one.
MAXFIELD RESEARCH INC.
17
DEMOGRAPHIC ANALYSIS
.
Overall between the 1990-91 and 2000-01 school years, the White student population
decreased by 25 percent (-740 students), while the Non-White student population
increased by 144 percent (+435 students).
.
Hispanic students are the fastest growing student population in the Columbia Heights
school district, accounting for 18 percent of the overall student population by the
2003-04 school year.
.
These school emollment trends reveal that the population of Columbia Heights is also
growing more diverse, indicating that the facilities at a new conununity/recreation
must appeal to a wide variety of users to be successful.
Neighboring School Districts
.
The three neighboring school districts contained in Table 5, like Columbia Heights,
have also grown more diverse.
.
Moundsview, the largest school district analyzed, added about 370 students during
the 1990s (+3 percent), and yet has lost almost 1,000 students since 2000 (-8 percent).
.
St. Anthony's school district is the only one to have added students during the 1990s
and so far this year.
MAXFIELD RESEARCH INC.
lR
DEMOGRAPHIC ANALYSIS
TABLE 5
SCHOOL ENROLLMENT BY RACE/ETHNICITY
COLUMBIA HEIGHTS AREA SCHOOL DISTRICTS
1990-2004
COUn\IBIA HEIGHTS #13
90-91 50 2% 112 3% ]04 3% 37 1% 303 9% 3,020 91% 3,323
9]-92 58 2% 114 3% ]16 4% 45 1% 333 10% 2,957 90% 3,290
92-93 66 2% 111 3% 130 4% 55 2% 362 11% 2,882 89% 3,244
93-94 89 3% 114 40/ 133 4% 79 3% 415 14% 2,644 86% 3,059
10
94-95 99 3O;(} ]18 4% 128 4% 76 3% 421 14% 2,583 86% 3,004
95-96 91 3% 103 3% 158 5% 103 ~O;': 455 15% 2,56] 85% 3,016
_),0
96-97 90 3% 135 4% 195 6% 105 3% 525 17% 2,508 83% 3,033
97-98 82 3% 128 4% 217 7% 77 3~() 504 17% 2,498 83% 3,002
98-99 95 3% 146 5% 262 9% 75 2% 578 19% 2,489 81% 3,067
99-00 106 4% ]57 5% 268 9% ]05 3% 636 21% 2,380 79% 3,016
00-01 115 4% 176 6% 301 10% 146 5% 738 24% 2,280 76% 3,018
01-02 113 4% 190 6% 409 13% 177 6% 889 28% 2,271 72% 3,160
02-03 11] 4% 188 6% 470 16% 227 7% 996 33% 2,034 67% 3,030
03-04 98 3~/o 207 7% 526 18% 300 ]0% 1,13] 38% 1,840 62% 2,971
FRIDLEY #14
90-91 32 1% 85 3% 35 1% 59 )01 211 8% 2,353 92% 2,564
_/0
00-01 58 2% 109 4% 178 7% 57 2% 402 ]6% 2,152 84% 2,554
03-04 69 3% 19] 7% 347 1 "'01 83 3% 690 27% 1.891 73% 2,581
.) 10
MOlJNDSVIEW #621
90-91 88 1% 493 4% 138 1% 104 llYn 823 7% 10,544 93% 11 ,367
00-01 132 1% 718 6% 459 4% 250 2% 1,559 13% 10,177 87% 11,736
03-04 106 1% 765 7% 547 5% 292 3% 1.710 16% 9,054 84% 10,764
ST. ANTHONY - NEW BRIGHTON #282
Year
90-91
00-01
03-04
5
27
19
1%
2%
1%
43
111
131
4%
7%
8%
17
70
81
2%
5%
5%
2%
2%
3%
]5
25
50
80 8% 912
233 15% 1,309
281 17% 1,364
92%
85%
83%
992
1,542
1,645
90-00
Pet.
130%
-15%
No.
64
Pet.
57%
18%
No.
197
225
Pet.
189%
75%
No. Pet.
109 295%
154 105%
No.
435
COLUMBIA HEIGHTS #13
No.
65
-17
3]
00-04
393
Pet.
144%
53%
No.
-740
-440
Pet.
-25%
-19%
No.
-305
90-00
No.
26
11
Pet.
81%
19%
No.
24
82
Pet.
28%
75%
No.
143
FRIDLEY #14
-47
Pet.
-9%
-2%
Pet. No.
409% -2
95% 26
No.
191
288
00-04
169
Pet.
-3%
46%
Pet.
91%
72%
No.
-201
-26]
Pet.
-9%
-12%
No.
-10
27
Pet.
0%
1%
MOUNDSVIEW #621
90-00
No.
44
-26
No.
225
47
Pet. No.
46% 321
7% 88
Pet.
233%
19%
No.
146
42
Pet.
]40%
17%
No.
736
151
00-04
Pet.
50%
-20%
Pet.
89%
10%
No.
-367
-U23
Pet.
-3%
No.
369
Pet.
3%
ST. ANTHONY - NEW BRIGHTON #282
-972
-8%
90-00 No. Pet. No. Pet. No. Pet. No. Pet.
22 440% 68 158% 53 312% 10 67%
00-04 -8 -30% 20 18% 11 16% 25 100%
Source: MN De 1. of Education
No.
153
48
MAXFIELD RESEARCH INC.
Pet.
191%
21%
No.
397
55
-11%
Pet.
44%
4%
No.
550
103
Pet.
55%
7%
19
DEMOGRAPHIC ANALYSIS
Household Type
As with age distribution, the trends in types of households have an impact on the demand for
different community or recreational opportunities. Table 6 presents data on the types of
households in the Columbia Heights Market Area in 1990 and 2000. Family households include
married-couple families with children (so-called "traditional" families), married couples without
children (mostly empty nesters, but also young married couples without children), and other-
family households (single parents and umnarried couples with children). Non-family households
include people living alone and roommates (unrelated individuals living together, including
unmarried couples without children). The following are key findings from the table:
.
In 2000, there were a total of about 34,000 family households in the Total Market
Area, including 10,100 married couples with children, 15,634 married couples
without children, and 8,280 other families. Married couples without children include
empty nesters, who increasingly desire community and social programs, and younger
couples without children, who are also a primary market for recreational services.
.
Married couples with children and other families, which include single parents and
unmarried couples with children, are primary markets for programs targeted towards
parents and children. Community centers with swimming pools often attract a large
number of family users.
.
During the 1990s, the only growth among family households in the Total Market
Area was among other families, which grew by 11.5 percent (+855 households),
while married couples with children, declined by -17.9 percent (-2,206 households)
and married couples without children declined by -711 households (-4.3 percent).
.
There were about 21,600 non-family households in the Total Market Area in 2000.
This includes 16,855 people living alone and 4,767 roommate households. People
living alone was the fastest growing household type during the 1990s, increasing by
31.2 percent (+4,010 households). These households comprise 30 percent ofthe
overall households in the Total Market Area and 35 percent of Columbia Heights'
households in 2000.
.
Of the total number of households living alone in Columbia Heights, 45 percent are
over age 65 (1 ,225 households). This represents 51 percent of Columbia Heights'
households 65 and over. Households 65 and over make up 30 percent of the total
households in Columbia Heights, indicating that a new community center should
provide progrmmning targeted to older households who may be very price sensitive.
.
Roommate households consist of unrelated people living with each other to share
housing costs and also umnarried couples without children, among others. These
people also tend to be younger and are a target market for a recreational facility. As
these households tend to be price sensitive, a membership progranl with cost savings
should be targeted to students or roommates (like a dual membership).
MAXFIELD RESEARCH INC.
20
DEMOGRAPHIC ANALYSIS
TABLE 6
HOliSEHOLD TYf>E
COLUMBIA HEIGHTS MARKET AREA
1990 & 2000
~II ..111 [1111.'101' ['lIlI~ . f
Othcr'! Hoommatcs 2
1990 2000 1990 2000
I I I II I I -
Primary Market Area
Columbia Heights 7,766 8,033 1,577 1,254 2,492 2,213 1,146 1,266 2,131 2,735 420 565
Rem.ofMarket Area 21,322 22,081 3,787 3,380 6,071 5,320 3,062 3,333 6,314 7.757 2,088 2.291
Primary Market Area Total 29,088 30,114 5,364 4,634 8,563 7,533 4,208 4,599 8,445 10,492 2,508 2,856
Secondary Market Area 23,885 25,522 6,942 5,466 7,782 8,101 3,217 3,681 4,400 6,363 1,544 1,91 I
4,
7-County Metro Area
Primary jJlarket Area
COlwllbia Heights 100.0 100.0 20.3 15.6 32.1 27.5 14.8 15.8 27.4 34.0 5.4 7.0
Rem.ofMarket Area 100.0 100.0 17.8 15.3 28.5 24.1 14.4 15.1 29.6 35. I 9.8 10.4
Primary Market Area Total 100.0 100.0 18.4 15.4 29.4 25.0 19.7 15.3 39.6 34.8 8.6 9.5
Secondary Market Area 100.0 100.0 29.1 21.4 32.6 31.7 41.4 14.4 56.7 24.9 6.5 7.5
S.li
7-County Metro Area
Minnesota .
No. Pet. No. Pet. No. IJet. No. Pet. No. Pet. No. Pet.
Primary jJlarket Area
Columbia Heights 267 3.4% -323 -20.5% -279 -11.2% 120 10.5'10 604 28.3% 145 34.5%
Rem.ofMarket Area 759 3.6% -407 -10.7% -751 -12.4% 271 8.9'X, 1,443 22.9% 203 9.7%
Primary Market Area Total 1,026 3.5% -730 -13.6% -1,030 -12.0% 391 9.3% 2,047 24.2% 348 13.9%
Secondary Market Area 1,637 6.9% -1,476 -21.3% 319 4.1'1'0 464 14.4% 1,963 44.6% 367 23.8%
TotaliMarketArea
7-County Metro Area 1 145.950 16.7%1 I 18,529 7.8%11 30.245 13.0%11 25,485 22.7%1 1 58.464 26.3%1 I 13,227 19.2%
I Single-parents arld unmarried couples with children
2 Includes unmarried couples without children
Source: U.S. Census Bureau
MAXFIELD RESEARCH INC.
21
DEMOGRAPHIC ANALYSIS
Household Income
Household income data helps ascertain the different types of households in an area. Generally,
households with higher incomes tend to be target markets for health and community centers.
According to IHRSA 20 percent of households that belong to a health club eam an income of
greater between $50,000 and $74,999, while 49 percent of households with memberships eam an
income of $75,000 and over. Tables 7 and 8 show household income data for the Columbia
Heights Market Area in 2004 and 2009, respectively. Household income data was compiled by
Claritas, Inc. (a nationally recognized demographics finn) and adjusted by Maxfield Research
Inc., based on local household projections.
· The median household income in the Primary Market Area in 2004 is estimated to be
about $44,700, while the Secondary Market Area has a 2004 estimated median income of
about $57,500. According to the Department of Housing and Urban Development, the
2004 median income for a household of four in the Twin Cities Market Area is $76,400.
· Households ages 35 to 44, 45 to 54, and 55 to 64 have the highest estimated median
incomes in each submarket. In the Primary Market Area in 2004, households age 35 to
44 have an income of about $52,000; households age 45 to 54 have an income of about
$57,000, while households age 55 to 64 have a median income of about $53,000.
· Younger senior households typically have a higher median income than older senior
households, because a greater percentage of younger seniors are still working or are two-
person households). Seniors in the Primary Market Area have a median income of
$32,800 (age 65 to 74) and $24,500 (age 75 and over). Many of these households are on
fixed incomes and are very price sensitive. Therefore entrance fees and membership fees
should be discounted for area seniors.
· the Primary Market Area's median household income is expected to increase to about
$48,000 in 2009, while the Secondary Market Area's 2009 median household income is
estimated to be $60,800.
MAXFIELD RESEARCH INC.
22
DEMOGRAPHIC ANALYSIS
TABLE 7
HOUSEHOLD INCOME BY AGE OF HOUSEHOLDER
COLUMBIA HEIGHTS MARKET AREA
(Number of Households)
2004
PRIMARY MARKET AREA
Total 35-44 45-54 55-64 65-74 75+
Less than $1 5,000 3,400 356 458 354 427 501 963
$15,000 to $24,999 3,715 339 463 421 278 626 1,140
$25,000 to $34,999 4,738 335 917 663 542 661 681
$35,000 to $49,999 5,606 468 1,160 1.1 05 715 471 561
$50,000 to $74,999 6,248 278 1.519 1,174 943 506 463
$75,000 to $99,999 3.791 117 779 890 976 625 268 136
$100,000 or more 3,492 64 498 833 1,053 639 257 148
Total 30,990 1,957 5,496 6,240 5,746 4,169 3,290 4,092
Median Income $24,499
SECONDARY MARKET AREA
Total 15-24 25-34 35-44 45-54 55-64 65-74 75+
Less than $15,000 1.938 153 283 268 263 184 272 515
$15,000 to $24,999 2,081 88 306 233 253 240 325 636
$25,000 to $34,999 2,863 288 456 444 386 383 464 442
$35,000 to $49,999 4,359 390 776 917 795 624 548 309
$50,000 to $74,999 6,211 361 1,151 1,417 1,332 1,043 611 296
$75,000 to $99,999 3,943 110 553 931 1,101 874 267 107
$100,000 or more 4,795 68 366 909 1,563 1.484 296 109
Total 26,190 1,458 3,891 5,119 5,693 4,832 2,783 2,414
Median Income $26,267
TOTAL MARKET AREA
Total ]5-24 25-34 35-44 45-54 55-64 65-74 75+
Less than $15,000 5,338 509 624 726 617 611 773 1,478
$15,000 to $24,999 5,796 427 754 696 674 518 951 1,776
$25,000 to $34,999 7,601 623 1,395 1,361 1,049 925 1,125 1,123
$35,000 to $49,999 9,965 858 1,902 2,077 1,900 1,339 1,019 870
$50,000 to $74,999 12,459 639 2,516 2,936 2,506 1,986 1,117 759
$75,000 to $99,999 7,734 227 1,332 1,821 2,077 1,499 535 243
$100,000 or more 8,287 132 864 1,742 2,616 2,123 553 257
Total 57,180 3,415 9,387 11,359 11 ,439 9,001 6,073 6,506
Median Income $24,993
Source: Claritas, Inc.; Maxfield Research, Inc.
MAXFIELD RESEARCH INC.
23
DEMOGRAPHIC ANALYSIS
TABLE 8
HOUSEHOLD INCOME BY AGE OF HOUSEHOLDER
COLUMBIA HEIGHTS MARKET AREA
(Number of Households)
2009
PRIMARY MARKET AREA
Total 15-24 25-34 35-44 45-54 55-64 65-74 75+
Less than $15,000 3,136 344 293 390 327 402 440 940
$15,000 to $24,999 3,452 286 327 470 473 221 618 1,057
$25,000 to $34,999 4,434 291 864 677 597 462 587 956
$35,000 to $49,999 5,775 488 1,121 900 940 703 588
$50,000 to $74,999 6,209 384 1,258 1,338 1,023 473 345
$75,000 to $99,999 4,427 133 1,005 928 840 275 179
$100,000 or more 4,647 III 716 1,421 879 331 178
Total 32,080 2,037 5,584 5,984 4,767 3,427 4,243
Median Income $26,302
SECONDARY MARKET AREA
Total 15-24 25-34 35-44 45-54 55-64 65-74 75+
Less than $15,000 1,806 147 239 234 243 185 253 505
$15,000 to $24,999 1,926 70 260 192 223 214 323 644
$25,000 to $34,999 2,601 211 335 374 315 426 383 557
$35,000 to $49,999 4,575 381 812 875 860 660 624 363
$50,000 to $74,999 6,039 391 1,047 1268 1,286 1,049 648 350
$75,000 to $99,999 4,402 163 634 956 1,145 1,021 312 171
$100,000 or more 5,681 112 571 1,091 1.986 1,418 350 153
Total 27,030 1,475 3,898 4,990 6,058 4,973 2,893 2,743
Median Income $28;994
TOTAL MARKET AREA
Total 15-24 25-34 35-44 45-54 55-64 65-74 75+1
Less than $1 5,000 4,942 491 532 624 570 587 693 1,445
$15,000 to $24,999 5,378 356 587 662 696 435 941 1,701
$25,000 to $34,999 7,035 502 1,199 1,051 912 888 970 1,513
$35,000 to $49,999 10,350 869 1,933 1,910 1,760 1,600 1,327 951
$50,000 to $74,999 12,248 775 2,305 2,656 2,624 2,072 1,121 695
$75,000 to $99,999 8,829 296 1,639 2,023 2,073 1,861 587 350
$100,000 or more 10328 223 1287 2,1 02 3,407 2,297 681 331
Total 59,110 3,512 9,482 11 ,028 12,042 9,740 6,320 6,986
Median Income 1 $53,77611 $42,02511 $55,31411 $61,92511 $69,84511 $66,40911 $41;2841 I' $27;293
Source: Claritas, Inc,; Maxfield Research, Inc,
Annual Expenditures on Club Membership Dues/Fees
Table 9 shows the annual expenditures on club memberships and recreational activities in the
Columbia Heights Market Area in 2004 and 2009. Claritas, Inc., a nationally recognized
MAXFIELD RESEARCH INC.
24
DEMOGRAPHIC ANALYSIS
demographics/statistics firm, collected this data. The following points highlight the findings
from this data.
· It is estimated that a total of $8.4 million will be spent during 2004 on club membership
dues/fees and recreational activities (excluding admissions to events) in the Primary
Market Area. This translates to an average of $1,348 ammally per household ($112 per
month) or $595 per capita mlliually ($50 per month) in the Primary Market Area.
. In the Secondary Market Area, it is estimated that $9.5 million will be spent during 2004
on memberships and recreational activities. This equates to an average of $1 ,809 per
household mmually ($151 per month) or $709 per capita annually ($59 per month).
TABLE 9
ANNUAL EXPENDITURES ON RECREATIONAL ACTIVITIES*
COLUMBIA HEIGHTS PRIMARY AND SECONDARY MARKET AREA
2004 & 2009
Primary Market Area
Club Membership Dues/Fees
Fees for Participant Sports
Fees for Recreation Lessons
Subtotal
Admission Fees to Sporting Events
$3,285,000
$2,934,000
$2,137,000
$8,356,000
$4,040,000
Secondary Market Area
Club Membership Dues/Fees
Fees for Participant Sports
Fees for Recreation Lessons
Subtotal
Admission Fees to Sporting Events
$3,668,000
$3,018,000
$2,790,000
$9,476,000
$4,330,000
$13;$Q6;QQQ
* Adjusted to include 20% of total households.
Sources: Claritas, Inc.; Maxfield Research, Inc.
$530
$473
$345
$1,348
$652
$4,598,000
$3,166,000
$2,829,000
$10,593,000
$5,035,000
$5, I 60,000
$3,305,000
$3,630.000
$12,095,000
$5,472,000
$17,5(i,(,Q()()
. By 2009, the total expenditure on club membership dues/fees and recreational activities
in the PMA is expected to increase to $10.6 million or an average of$1,651 per
household and $733 per capita annually. In the SMA, it is estimated that a total of$12.1
million will be spent on memberships/activities for an average of $2,23 7 per household
and $905 per capita mlliually.
$274
$226
$209
$709
$324
$1,()33
$700
$576
$533
$1,809
$827
$2,(i35
. In 2004, Primary Market Area residents are expected to spend $3.3 million on club
membership dues or fees. This equates to ml average of $530 per household mlliually or
about $44 per month. In the Secondary Market Area in 2004, residents will spend about
$3.7 million on membership fees or $700 per household mlliually ($58 per month).
MAXFIELD RESEARCH INC.
25
CURRENT MARKET ANALYSIS
Introduction
Maxfield Research Inc. analyzed the cun-ent market situation by surveying existing public and
private health and fitness clubs in the Market Area and selected city-owned conmmnity centers
in the Twin Cities. The purpose of the survey was to assess usage, membership dues and fees,
and facilities and amenities at health and fitness clubs in the Market Area that would be
competitive with the proposed community center in Columbia Heights. The following tables
present information on Market Area health and fitness clubs as well as infol111ation on selected
cOilU1mnity centers throughout the Metro Area. The following discussion summarizes
infonnation from the tables and key points from our survey ofthese facilities. At the conclusion
of this section, we discuss the potential impact of these competitive developments on the cun-ent
market situation and a potential recreation center in Columbia Heights.
Public and Private Health and Fitness Clubs
There are six privately owned health and fitness clubs in the Primary Market Area. Of these,
five are either a Curves for Women or a Ladies Workout Express. These clubs are marketed at
30-minute circuit training facilities that are only for women. Typically, the clubs locate in
spaces ofless than 2,000 square feet and have fewer than 400 members. These clubs would not
be directly competitive with a new cOlmnunity center in Columbia Heights, although their target
market does overlap with that of a community-owned recreation center. There are also three
Curves for Women in the Secondary Market Area, as well as an It Figures, another women-only
circuit-training facility. These clubs are not contained in our Tables of competitive product,
although we do account for them in our demand calculations in the following section. The
following points highlight our analysis of the competitive facilities in the Primary and Secondary
Market Areas.
Private Clubs
· Excluding the women-only facilities, there is only one health club in the Primary Market
Area that would be competitive with the proposed community center in Columbia
Heights. This facility, Fitness Crossroad, opened in 2001 and is privately owned by a St.
Anthony resident.
· The YMCA has a community program site in Northeast Minneapolis. This site offers
educational programs and meeting space for community groups, but does not have a
fitness or recreation facility. This facility is affiliated with the YMCA in Coon Rapids,
which is located outside of the Secondary Market Area.
· There are four competitive privately-owned facilities in the Secondary Market Area.
These facilities include a Bally's and Northwest in Fridley, a women-only Lifetime in
Roseville and The Gym, Inc. in Fridley. Members of Bally's, Northwest; Lifttime, YMCA
and YWCA can access all of their respective facilities in the Twin Cities and Nationwide.
· The following shows the number of health clubs in the Twin Cities Metro Area by chain:
MAXFIELD RESEARCH INC.
26
CURRENT MARKET ANALYSIS
o Bally's: 8
o Lifetime: 14
o Northwest: 10
o YMCA: 19 (Including 2 in Hudson, River Falls, WI)
o YWCA: 3
. Marketing coordinators at the clubs indicated that demand for fitness club memberships
is strong in the Secondary Market Area. The larger clubs believe that they have a draw
area of eight to ten miles for members. Also, the clubs with more than one location often
draw members from other clubs for different reasons. For instance, LifetIme in Roseville
draws women from clubs all over the Metro Area, as it is the sole women's only club in
the chain in the Metro.
. Ammal membership dues (based on quoted monthly rates) for adults range from $300 to
$720 per year. Family memberships average about $1,070 per year. Family
memberships at Northwest and Lifetime vary depending on the number of people and can
be more expensive (about $50 for each additional person).
. Daily admission for walk-in users of competitive health and fitness clubs range from $5
to $30. Bally's and the :EJ\1CA 's do not admit non-members unless they are with a club
member.
. Most of the clubs require at least a one-year contract, while the Y"J\1CA requires a IS-day
notice on a month-to-month membership.
. Three of the clubs have a pool. The LifetIme representative in Roseville indicated that
most members are not interested in having a pool, and if they are, they can go to any
other Metro Area club.
. The Northwest in Fridley and the YMCA in Coon Rapids have the most amenities of all of
the facilities in Table 10. The YMCA is the only facility to offer a climbing wall, while
Northwest offers racquetball, telmis and squash cOUlis. Other club representatives
indicated that rock-climbing walls are becoming a popular amenity at clubs throughout
the Twin Cities and many newer clubs are beginning to incorporate them.
. Other popular club features include the availability of personal trainers for one-on-one
instruction and assistance with fitness activities. Health education programs are also held
periodically at most ofthe clubs.
. Lifetime, Northwest and the YMCA have partnerships with health insurance providers,
where members who use the facility a certain number of times a month receive a
reimbursement for a portion of their monthly membership fee. One representative of a
local health club indicated that this program has helped to increase member's monthly
attendance, as well as sell memberships, as potential members see this as a significant
cost savings.
MAXFIELD RESEARCH INC.
27
CURRENT MARKET ANALYSIS
TABLE 10
FEA TlTRES/AMEN1TlES COMP ARlSON
COMPETlTlVE HEALTH CLUBS AND COMMt:NITY CENTERS
COLUMBIA H1~lGHTS MARKET AREA
.... ~ ;... ~
Q [n S '"' 2:
.... - 2:
0 U Iol Iol :> Iol ;;... 2 '"'
'!l ~ ~ U 2: [fJ 0 ;;..
[fJ~ ~ Q t::
;.... [fJ- - I , Iol
'"'~ ,... - -< "' Q(/} 2: 2:
-1 ..< ~ i$:C;; e:::
~o Iol Q:: u:E ;;, -<
- ~ ;-. .-..l ~ _-l 0 0
CLUBS -< :- ,.." ;.... 0 ~ '" ~= IolQa ,... -
- - :J ~ r;;
::l ~w C;; Z ~==:: ~~ Z::l [fJ
In the PMA -I -I .y .y
In the SMA -I -I -I -I -I
Not in the MA -I -I
,.,~,YJ!iI"l!EJ:< ....
Competition/Lap Pool -I ~.. ...-J -,J
Therapeutie Pool -I
Children's Pool/Slides -J -I
Diving Area
Whirlpool -J -J -I -I
SalmalSteamroom -,J -,J -J -J -,J
> ......... : /j
Nautilaus -J -,J -,J ~. ...~... , -,J
Free-Weights -I -,J -J -J -I -,J -,J
.y -,J -J "\ -J "\
^ , -J -J , "\
HaCK , "\ "\
fmn '.x"fr.l.'" "\ -J -J "\ "\
,"'-r, ......
....... ............~!}'? ~ -J -J -J -J
Basketball
V ollevball , -J -J -J -J
Racquetball ,
Tennis/Squash -J
SERVICES/OTHER .......
Personal Trainers -J -J -J -J .~ ..~. -J
F eeslHr. $55 $30 $55-$85
Health/Conrnmnity Edue. -J -J -J -J
Tanning -J -J -I
Massage -I -I
Rock Climbing Wall -J
Meeting Rooms -I -J -J -I -J -J -J -,j
Non-Member FeeslHr. $30 $25 $25 $20-$100
Chil dren'sN outh Program Blast Teen Center -J Eagle's All day -J
Child Care -J -I -J -J -J Nest Pre-school
F ees/l-lr. Free $3.50-$4.00 Free $4.75 $3.25/1rr.
Senior Center/Programs -I .J -J -J -J -J
Sorrrce: Maxfield Research, Inc.
Market Area Community Centers
A new community/recreation center in Columbia Heights would likely be most similar to
existing community centers in the Market Area. These centers differ from most of the private
clubs profiled in Table 10, in that, they have one location, are not privately owned and are
typically run in conjunction with the conununity school or parks and recreation department.
These centers are outlined below in the following points.
.
There are two community centers in the Primary Market Area, the New Brighton
Family Service Center and the St. Anthony Community Center. The only community
MAXFIELD RESEARCH INC.
28
CURRENT MARKET ANALYSIS
center in the Secondary Market Area is the A10undsview Community Center. We also
included an analysis of the Shorevievv C07117nunity Center, as it is the nearest large
community center.
.
The Family Service Center in New Brighton was built in 1995 and offers a fitness
area, gymnasium and a children's play area called Eagle's Nest. The gym is only for
use of members and is not rented out or contracted out to local schools.
.
The St. Anthony Comnzunity Center was built in about 1998/99 in conjunction with
the new city hall. This facility offers a gymnasium, day care, meeting rooms and
center for senior activities. The sports boosters offer games and sports activities, as
well as adult leagues, yoga classes and community education.
.
The Aloundsview facility was built in 1998. This facility does not offer memberships
and is used during the day by school groups and other conununity groups. This
facility offers a gym with two full courts and bleachers, locker rooms, small weight
room with a few aerobic machines, a play area with a pool table and foosball. A
private day care is operated next to the facility.
.
None of the centers in the Market Area offer pools. Outside of the Market Area, the
Shoreview facility offers an indoor water park, Tropics. The Shoreview center was
originally built in 1989; last May (2003), a fitness center, two aerobic rooms,
additional banquet facilities and a boardroom were added. Up until that point,
according to a manager, the center had about 1,500 members. After adding the
fitness center, the memberships increased to about 2,200. The weekends are the
busiest times, as the indoor water park draws users from all of the Metro. According
to the manager, about 700 people use the facility every day during the week, and
about 1,300 come on the weekends.
Total Market Area Memberships
The following table summarizes the number of memberships in the PMA and SMA by club type.
The Shoreview ConU1mnity Center, with 2,200 memberships, is outside of the Market Area and
is therefore, not included in this table or in our demand calculations for additional memberships
in the Market Area.
Primary Secondary
Market Market
Area Area
Private Clubs 1,000 11,200
Community Centers 750 0
Curves/Women's Only Clubs 1,375 1,250
Total Memberships 3,125 12,450
29
MAXFIELD RESEARCH INC.
CURRENT MARKET ANALYSIS
RECREATIONAL/COl\T1VIIJNITY FACILITIES
COLUl\IBIA HEIGHTS l\IARI<'ET AREAS
Ma...'iieldResearch,Inc.
SECONDARYlvlAJ'~T AREA
C1JRVES FOR WOM3NILADIES WOR..XOUT EXPRESS LOCATIONS
* OTEIER BEjl~TIJ: CLUB/COl\!llvWNITY CENTER LOCATIONS
MAXFl.ELD RESEA RCH INC.
30
CURRENT MARKET ANALYSIS
Selected Metro Area Community Centers
Maxfield Research Inc. also inventoried selected community centers in the Metro Area. These
facilities were analyzed for comparison purposes only. Because they are located outside the
geographic Market Area, they would not be competitive with a new facility in Columbia Heights.
The information gathered on the selected community centers is meant to illustrate the range of
facilities available in other communities, as well as typical membership fees. Table 11 contains
information on five Twin Cities' community centers including Shoreview.
The following points highlight our analysis of the selected conununity centers.
. Of the five community centers, The Grove in Inver Grove Heights is the largest. It offers
an indoor water park and full aquatic center, as well as an ice arena and a skate park.
· The Eagan Community Center is the only facility without a pool.
· The facilities in Chaska and Maplewood offer perfonning arts theaters.
. All ofthe facilities offer gynmasium space, fitness areas and walking/running tracks.
TABLE 11
FEA TURES/ AMENITIES COMPARISON
METRO AREA COMMUNITY CENTERS
CITY OF COLUMBIA HEIGHTS
~
[f)
-<
::t:
u
,j
. .. ........~..:J."'.....,
z:
-<
eJ
-<
~
~
>
o
=::::[f)
eJE-<
"".,..,
..... .....
~eJ
>~
~=
,j
.....~.
~
o
o
~
~
....;j
Q.,
-<
;;;
,j
':J'
~
~
.....
>
~
=::::
o
==
[f)
,j
-J
Track
Ice Arena
Skate Park
Child Care
Theater
Source: Maxfield Research, Inc.
. The conununity centers shown in Table 11 tend to have an equal amount or sometimes
more features and amenities compared to the private health and fitness clubs shown in
MAXFIELD RESEARCH INC.
31
CURRENT MARKET ANALYSIS
Table 10. While the fitness and cOUl1 areas are similar at the conmmnity centers and the
health/fitness clubs, what differentiates the community centers from the private
health/fitness clubs is their aquatic facilities. Community center pools tend to emphasize
family swinmling facilities and often include a variety of unique amenities such as
waterslides, mushroom showers, and water-walks.
· Other amenities at community centers that are not typically fOUlld at private health clubs
include banquet and meeting spaces. Some of the private clubs have meeting rooms, but
they are typically reserved only for members.
· Maplewood and Chaska Community Centers also have performing arts theaters, where
conununity events such as conceI1s and plays are held regularly throughout the year.
· The Shoreview Community Center has an outdoor skateboard and inline skating park.
Passes are $2.00 for a youth and $3.00 for an adult.
· All ofthe facilities also offer childcare. According to a representative in Inver Grove
Heights, their full-time day care facility has helped to attract members. Members receive
a discount on childcare at the facility. The Shoreview facility only offers childcare for
members while they are using the club. According to a representative, the childcare does
not pay for itself, as they only charge members $3.00 per hour.
Membership Dues and Daily Admission Prices
Tables 12 show the ammal membership dues and daily admission prices at the public and private
health clubs, as well as the selected conmlUnity centers. The following points highlight this
analysis.
· For the Family Service Center in New Brighton, the mmual membership fees range from
$130 for a resident youth to $435 for resident families. Non-resident membership dues
range from approximately 20% to 60% more than resident dues. Memberships are not
available at the Moundsview center.
· Daily fees are about $5.00 per person at New Brighton mld are the same for residents and
non-residents. At Moundsview, residents pay either $1.00 (youth) or $2.00, while non-
residents pay $3.00 and $5.00 per visit.
· As shown in Table 12, membership fees among Metro Area COlTI1l1Ullity centers vary by
each center. Overall, the average membership fee for resident adults is $37 per month on
a month to month payment plml or $315 per year annually ($26/per month).
· On average, non-resident membership fees are 26 percent higher than resident
membership fees.
MAXFIELD RESEARCH INC.
32
C'VRlU~NT MARKET ANALYSIS
TABLE 12
'I1EMBERSHll' DUES/FEE CO'lfPARISON
TWLN CITIES COMM1:NITY CENTERS
CITY OF COLUMBIA HEIGHTS
Monthly IVlembership
Resident Non-Res.
, , >'; :BAL1JY$' , ' '
Annual Membership
Resident Non-Res.
Walk-ill Admission
Resident Non-Res.
Enrollment F ec
Resident Non-Res.
Minimum
Contrnct
'f "t'.
"~
tIiJ' '.
Senior
Youth
$25 ' $33
$25 ' $33
$220 ' $290
$220 - $290
$5.00 - $6.50
$5.00 - $6.50
NONE
>lON'E
Adult
Dual
Family
Senior
Youth
$34 - $45
$60 - $70
$73 - $81
$25 - $29
$23 - $25
$13.00 - $15.00
$1650 - $20.00
$5.00 - $650
$4.88 - $6.00
$79 - $90
$720 - $720
$595 - $625
$223 - $250
$175 - $214
$36 - $50
Source: Maxfield Re:::earch, Inc.
MAXFIELD RESFAHCH INC.
33
CURRENT MARKET ANALYSIS
. Membership dues and walk-in admissions at the Chaska Community Center are
substantially less expensive compared to the other community centers shown. The Grove
at Inver Grove Heights has the highest membership fees, while Maplewood tends to have
the highest walk-in admissions anlong the centers.
. Typically youth and senior rates are the same at the centers that offer these rates.
. Chaska and Shoreview do not charge enrollment fees. A representative at a local
conmmnity center indicated that enrollment fees are crucial for covering upfront costs
related to the administrative tasks involved in enrolling new members and suggested that
all new community centers include them.
. Memberships tend to be less expensive at the selected community centers compared to
the privately owned health and fitness clubs, especially for resident families. Ofthe
private health clubs, Northwest has the highest membership fees overall.
. The median membership fee overall is between $34 and $45 per month for an adult,
which is comparable to the community centers profiled, but lower than the YMCA and
Northwest.
Pending Community Centers and Health/Fitness Clubs
Maxfield Research Inc. interviewed a staff member from the cities in the Primary Market Area to
detemline if a community or recreation center is plmmed. The only pending project is the
Salvation Anny Kroc Center. Five cities in MiImesota have applied for $12 Million to fund the
development of a cOlmnunity, recreation, education and perfomling arts center. The five
Minnesota cities are competing against communities in other states in the Midwest; there is no
indication at this point that a Kroc Center will be built anywhere in Mimlesota.
Components of a Salvation Anlly/Kroc Center:
.
Family Service Center
Head Start/Child Development Center
Holiday Food/Toy Distribution Center
Recreation Field: Soccer, Flag Football, Lacrosse, Walking Track
Challenge Course: High/Low Rope Elements, 30-foot tall Climbing Tower
Gymnasium: Basketball, Volleyball, Badminton, Y outh/ Adult Sports Leagues
Fitness Area: Kickboxing, Personal Training, Weight Training, Aerobics, Pilates,
Yoga Conditioning
Recreation Room: Air Hockey, Billiards, Table Telmis, Foosball, Board Games
Ice Area: Public Skate, Y outh/ Adult Hockey Leagues, Skating Lessons, Freestyle
Skating
.
.
.
.
.
.
.
.
34
MAXFIELD RESEARCH INC.
CURRENT MARKET ANALYSIS
.
Aquatics: 25-meter Competition Pool, Recreation Pool, Therapy Pool, Lap Swim,
Swim Lessons, Aquatic Exercise, Adult Water Polo Leagues
Perfonning Arts Center: 600-seat Theater, Vocal/Instrumental Practice Rooms, Dance
Studio, Visual Art Studio
Education Training Center: Intemet-based Library, Fireside Reading Room,
Computer Lab, Classrooms
.
.
Minneapolis was among the five cities that submitted an application for the project. According
to the public relations firm who submitted the application on behalf of Milmeapolis, potential
sites for the center are in NOlih and NOliheast Minneapolis. A decision on the five applications
from Mimlesota is expected in April of2005. If the Kroc Center was built in Milmeapolis, it
would be directly competitive with a new community/recreation center in Columbia Heights.
Other than the pending Salvation Army/Kroc Center, there are no pending or plamled community
or recreational facilities in the Columbia Heights Market Area.
MAXFIELD RESEARCH INC.
35
DEMAND ASSESSMENT AND CONCLUSIONS
Demand Assessment
In this section, we calculate demand for health/fitness club memberships in the Columbia
Heights Primary Market Area and project membership and usage (including members and walk-
in users) for a potential new center in Columbia Heights. Table 13 shows our demand
calculations for 2005,2010 and 2015, based on the estimated Market Area population, the
propensity of people to join health/fitness clubs and average annual usage per member, derived
from industry statistics compiled by the International Health and Racquet Sportsclub Association
(IHRSA). The following points summarize our demand methodology shown in Table 13.
.
2005 calculations would indicate existing or pent-up demand for a new conmlUnity center in
the area, while demand for 2010 and 2015 indicate future demand. The following
discussion provides an analysis of the future demand, as a new community center is likely to
be built after 2005.
.
In 2010, the Primary Market Area is estimated to have 72,700 residents. According to the
IHRSA/American Sports Data Health Club Trend Report, 12 percent of the Nation's
population is members of health/fitness facilities. A local community center interviewed for
this study indicated that they estimate that 13 percent of local residents join a health center.
Applying 13 percent to the local resident base, there are an estimated 9,440 potential
members in the Primary Market Area.
.
Next we subtract the number of members at the Curves and Ladies Workout Express clubs
in the Primary Market Area (less 15 percent to account for transfer of memberships). This
results in an estimated 8,300 potential members of health centers in the PMA in 2010.
.
Next, we adjust the estimated nun1ber of members to reflect memberships, since nearly all
facilities offer family memberships. Based on the current membership base at selected
community centers throughout the Metro Area, we estimate an average of 2.3 members per
membership. This results in about 3,600 potential memberships in the Primary Market
Area.
.
Our research revealed a total membership base of 1,750 at competitive health/fitness clubs
in the Primary Market Area. Subtracting these memberships (less 15 percent to account for
transfer of memberships from competitive facilities) result in excess demand for about 2,100
memberships in the PMA in2010. We should note that this demand calculation may
underestimate some potential members, as some people who are cUlTent1y members of other
facilities in the area (especially Columbia Heights residents) would choose to purchase
memberships at a new facility in Columbia Heights for a variety of reasons -- it may be
closer to their home or work, the facility would be newer and/or preferable to their CUlTent
club, and/or the membership rates are less expensive.
MAXFIELD RESEARCH INC.
36
DEMAND ASSESSMENT AND CONCLUSIONS
TABU~ 13
PROJECTED ANNUAL MEMBERSHIPS AND TOTAL l;SAGE
COLUMBIA HEIGHTS COMMVNITY CENTER
2010 & 2015
2005
2010
2015
Primary Market Area Population
(times) Percent that join health/fitness facilities @ 13%
(equals) Estimated potential members in the PMA
70,700 72,700 74,200
13% 13% 13%
9,]9] 9,451 9,646
1,169 1,169 1,169
8,022 8,282 8,4 77
2.3 2.3 2.3
3,488 3,60] 3,686
1,488 1,488 1,488
2,000 2,113 2,198
25% ?5% 25%
2,50] 2,642 2,748
15% - 20%
92
37,720 - 50,560
34,200
11;920,..84,160
x
(minus) Existing memberships at Curves.!L WE in PMA
(equals) Estimated potential members in PMA
(divided by) Estimated 2.3 members/membership at community center/health club ./
(equals) Estimated potential memberships for community center/health club
(minus) Existing memberships at community center/health clubs in PMA
(equals) Excess demand for memberships for community center/health club in PMA
(times) Estimated capture rate for new center in Columbia Heights
(plus) Demand from Households outside of the PMA
(equals) Demand for new health center in PMA
(times) Average number of member visits annually
(equals) Estimated annual visits by members
( Ius) Walk-in users !iiJ 75 (ye. I) to 95 (ye. 5) per day x 360 days per year
(equals) Projected CH Community Center Annual Usage (or Visits)
Source: Maxfield Research, Inc.
.
We believe that a new facility in Columbia Heights (without a pool) could capture 15 to 20
percent of the demand for health/fitness club memberships in the PMA. This results in a
projected annual membership at a new center in Columbia Heights of 400 to 530
memberships in 2010.
.
Following this same calculation for 2005 results in existing demand for 375 to 500,
indicating that a new community center must be designed to meet the needs of existing
PMA households.
.
Following this same calculation for 2015, results in demand for 410 to 550 memberships in
Columbia Heights.
.
According to IHRSA statistics, health club members visit their facility an average of 92
days per year. In 2010, this conesponds with an estimated 36,800 to 48,760 annual visits by
potential members in Columbia Heights. We add an estimated 27,000 walk-in users in year
one, an average of75 per day, for a total projected usage of63,800 to 75,760 in 2010.
.
Applying the same methodology in 2015 results in 37,720 to 50,560 visits by members and
34,200 walk-in users, for a total projected usage of71,920 to 84,760 visits in 2015. For
2015, we have estimated an average of95 walk-in users per day, compared to 75 per day in
MAXFIELD RESEARCH INC.
37
DEMAND ASSESSMENT AND CONCLUSIONS
2010. We believe an increase in usage by walk-in users will occur as the facility has
marketed for a longer period of time.
Conclusions
Based on our demand calculation, we believe that sufficient demand exists to support a new
community/recreational facility in Columbia Heights. Because there is a significant supply of
privately owned health clubs in the Secondary Market Area, we recommend developing a
community center concept that is targeted to local households' needs.
Demographic Indicators
Some notable demographic shifts are occUlTing in Columbia Heights and the surrounding area.
First, the majority ofthe population is aging in place. This is happening in most imler-ring
communities in the Metro Area. Communities like Columbia Heights want to continue to attract
younger families and see reinvestment in their existing housing stock. As shown in the school
enrollment data, the area is attracting a diverse younger population, which illustrates the second
demographic shift. These shifts are creating an opportunity for a new community and
recreational facility to provide programs and amenities that will appeal to a wide variety of
community users such as:
.
Older adults: will be price sensitive and desire a friendly environment exercise in.
.
Y oUllger immigrant families: Different ethnic groups value exercise differently.
Some groups do not allow women to exercise in the same facility/room as men, while
others do not hold exercise as an important activity.
.
Young non-iImnigrant families: As housing options become available for older
households, their existing single-family homes can become available for young
families, who are either buying an entry-level home or moving up into something
larger as their housing needs change. These families are price sensitive and will be
attracted to the relatively affordable home values in Columbia Heights.
.
Single adults or couples without children: These people will be attracted to the new
housing product that is pending in ColUlnbia Heights, as well as the Apache Plaza site
in St. Anthony. This group will also be price sensitive regarding membership fees,
but will primarily value the convenience of a health club nearby.
MAXFIELD RESEARCH INC.
38
DEMAND ASSESSMENT AND CONCLUSIONS
Recommended Amenities
We recommend incorporating the following amenities and features to attract local households to
the new facility.
.
Gymnasium space: two full court gymnasiums that will be used for youth and adult
league basketball, in addition to other groups; A walking/running track should be
included either level with the gynmasium area or we recommend that an elevated
track be built above the gym floor.
.
Fitness Area: including aerobic machines Gogging, steps or elliptical), weight
machines, free weights, stretching area and TV s.
.
Aerobic studios: for group fitness classes. We suggest providing free classes for
members, as well as allowing non-members to take classes for a fee. Classes targeted
to different age groups: young adults (i.e. kickboxing, pilates, yoga), older adults (i.e.
dancing classes, games), children and parents with children. Also, consider
incorporating classes targeted to different ethnic groups.
.
Childcare play area: we suggest including an area that can be rented out for birthday
parties and other events, similar to New Brighton's Eagle's Nest. Ifpossible, also
include full day care on the Site, either as part of the center or separate and offer a
discount for members.
.
Senior Center: a room/area for activities and meals for senior groups, members and
non-members.
.
Teen Center: small activity room with a pool table, or foosball, air hockey or other
amenities that will appeal to teenagers.
.
Concessions area: We recommend a centrally located concessions area that would be
available to members and to guests attending special events. The concessions area
could serve snacks and beverages, but would not serve meals unless pre-prepared.
Concessions would also service small meetings at the conmmnity center with limited
refreshments.
Some examples of unique amenities included in facilities throughout the country are:
.
A golf practice room or simulator;
A police precinct;
Arts and crafts area with kilns; and
Perfonning arts stage.
.
.
.
39
MAXFIELD RESEARCH INC.
DEMAND ASSESSMENT AND CONCLUSIONS
We do not recommend including an aquatic center. Our demand calculations were based on a
facility with fitness areas and gynmasium space, excluding a pool. While a pool attracts some
members, people not interested in using it, will not want to pay for it. Therefore a facility
without a pool and with a lower arumal membership fee, will attract potential members who are
price-sensitive. As the incomes in the Market Area tend to be lower than the incomes of people
attracted to large facilities with a wider variety of amenities, we believe that the potential
members in the Market Area will be concemed that they are getting the most value for their
money at a new facility.
Health Care Partnership
Most of the health clubs and community centers profiled in this study have partnered with health
insurance providers to reimburse members a portion oftheir monthly membership fee if the
member uses the club a certain number oftimes per month. This reimbursement can often be up
to half of the membership fee making it an attractive incentive for members. One representative
from a Metro Area community center indicated that the partnership helped to sell more
memberships; while another pointed out that it increased member usage ofthe facility
significantly. We recommend providing this incentive for members if possible, as many
potential members will choose to join a health club with a health insurance reimbursement.
Recommended Fee Structure
Based on our recommended amenities and features, we have developed a recOlllinended fee
structure for the potential community center which is shown in Table 14 below. To attract
members who may not be familiar with a health club, we recol1ID1end providing free one-week
trial memberships so that potential members can become familiar with the facility before joining.
TABLE 14
RECOMMENDED FEES FOR POTENTIAL COMMUNITY CENTER
CITY OF COLUMBIA HEIGHTS
NOVEMBER 2004
Monthly Fee for
Annual Membership Annual Membership Enrollment Fee Walk-in Admission
Resident Non Res. Resident Non Res. Resident Non Res. Resident Non Res.
Adult $240 - $300 $20 - $25 $50 - $75 $6.00 - $8.00
Couple $375 - $425 $3 1 - $35 $60 - $85 $10.00 - $14.00
Family $425 - $475 $35 - $40 $75 - $100 $18.00 - $22.00
Senior $175 - $200 $15 - $]7 $30 - $40 $5.00 - $6.00
Youth $]75 - $200 $15 - $17 $30 - $40 $5.00 - $6.00
Source: Maxfield Research, Inc.
Throughout our interviews with representatives of local cOllli1mnity centers we found that all
Metro Area community centers had a budget shortfall that was covered by a variety of funding
mechanisms, for example: antenna fees, electric fund or other non-operating revenues, building
fund, or the general fund. Anywhere from 2 percent to 41 percent of the community center's
40
MAXFIELD RESEARCH INC.
DEMAND ASSESSMENT AND CONCLUSIONS
operating budget was not covered by membership fees, while the average budget shortfall was 19
percent.
We believe that there is sufficient demand to develop a new community and recreational facility
in Columbia Heights. Wllile we recommend that the facility be designed to meet the needs of the
existing aging population in the Primary Market Area, we also recognize that the area is
becoming more diverse. Therefore, the facility should be designed as such to meet the needs of a
wide variety of users, including new households who will be attracted to the redevelopment sites
in Columbia Heights and St. Anthony. A new facility will be supported by existing households,
but should also serve as a community amenity that will attract new households into Columbia
Heights. A community and recreational facility often serves as a marketing tool to attract new
households, as well as reinvestment in a commmlity. The facility should be designed for future
flexibility and should allow for future expansion as the community center space needs will
change in the future.
Projected Gym Usage
Table 15 shows an estimate of gym usage from school groups and other users, both recreational
gym users and organized sports groups for Columbia Heights. The table was developed to
reflect peak usage during the winter months. Usage during the summer months would be less.
In discussions with staff from the High School and from the Columbia Heights Recreation
Department, both concurred that there is no additional gym space currently available in the area
and that many groups could be using more time if facilities were available. Elementary and
Middle School gyms are being used where possible to provide some gym time for youth leagues
and youth traveling teams although these facilities are small and often place the teams at a
disadvantage when competing against teams that are able to have more hours of practice and at
facilities where there are full comis available.
Option 1 allows for two gyms to be constructed, one at a location near the school and a second
gym at the community center. The only benefit to this option is that they school would not have
to bus students to utilize the gym space for school classes and school-related activities. If the
facility is located away from the school, it is likely that school usage would be limited to only the
late afternoon and evening hours, leaving a second gym space available for Open Gym for most
of the daytime hours.
The disadvantage of this option is that it limits the amount of tournament play that could be
attracted to the facility (a potential revenue generator), because tournaments typically prefer to
have more than one court. Constructing two separate facilities would also increase costs.
With Option 1, we estimate an average usage rate of 85% to 90% for both facilities including
school usage.
Option 2 would combine the facilities into one location, at the proposed community center. We
estimate that the average usage rate for both gyms combined would drop to 60% because we
assume that the school would not use the gym during the day for class and sports overflow as it
would be too difficult to bus students back and forth. However, we believe that the school would
MAXFIELD RESEARCH INC.
41
DEMAND ASSESSMENT AND CONCLUSIONS
utilize gym space at the community center if necessary during after school hours during the
winter months when it reaches its capacity for practice space and meet space (games) among
various sports groups.
At this time, the users that would generate revenue to the facility would be some special events,
sports camps, and outside toumament play that would pay to use the facilities. These events
would also generate additional revenue to the concessions area.
Most of the usage plam1ed for the gyms will come from school groups and from recreational
sports users who will not be paying directly to use the facilities. Once these groups are in the
facility, they will be using the facility, but not paying additional fees. This may be somewhat
problematic for those who will be paying a membership fee yet may not be able to use the gym
space when they want to.
Note: We acknowledge that there will be a significant amount of usage of two gyms during
the peak winter months. It will be necessary to develop and maintain a priority strategy so
that both gyms do not become "over-programmed" during the peak hours of 5pm to lOpm
and during the daytime on weekends, thereby excluding a sufficient amount of usage from
the general membership who are paying additional fees to use the facility.
MAXFIELD RESEARCH INC.
42
DEMAND ASSESSMENT AND CONCLUSIONS
TABLE IS
PRO.JECTED GYM USAGE
COLUMBIA HEIGHTS COMMUNITY CENTER
November 2004
Projected Peak Usage - Winter Season (October through Mid-March)
Option I - Two Gyms (Two locations) Option 2 - Two Gyms (One Location)
Gym I (Com Center) Monday Tuesday Wednesday Thnrsday Friday Saturday Sunday
7:00am Onen Gvm Onen Gvm Onen Gvm Onen Gvm Onen Gvm
8:00am
9:00am Senior Aer. Senior Aer. Senior Aer. I Fll.rr1i1"Onen
I 0:00am Tiny Tots Tiny Tots Tiny Tots Tiny Tots Tinv Tots IOvll1
11 :OOam IFll.rr1i1"Ooen
12:00am Onen Gvm Open Gvm Onen Gvm Onen Gvm Onen Gvm IGvll1
I:OOnm Onen Gvm Onen Gvm Onen Gvm Onen Gvm Onen Gvm
2:00pm Open Gym Onen Gvm Onen Gvm Onen Gvm Onen Gvm
3:00pm
4:00pm
5:00pm
6:00pm Girls/Boys BB Girls/Bovs BB Floor Hockey Girls/Bovs BB Concerts/ Men's BB
7:00pm Girls/Bovs BB Girls/Bovs BB Men's Leal! Girls/Bovs BB nes/ Volley Leag.
8:00pm Men's LealIUe Adult Vollev. Men's Leal! Adult V olley Men's Leal!.
9:00pm Men's LealIUe Adult V ollev. Adult V olley
IO:OOpm
Gym 2 (By School) Monday Tuesday Wednesday Thursdav Friday Saturday Sunday
7:00am School Use School Use School Use School Use School Use
8:00am School Use School Use School Use School Use School Use
9:00am School Use School Use School Use School Use School Use
10:00am School Use School Use School Use School Use School Use
II :OOam School Use School Use School Use School Use School Use
12:00am School Use School Use School Use School Use School Use
1:00pm School Use School Use School Use School Use School Use
2:00pm School Use School Use School Use School Use School Use
3:00pm School Use School Use School Use School Use School Use
4:00pm Wrestlinl! Wrestlinl! Wrestling Wrestling
5:00pm Gvmnastics Gvmnastics Gvmnastics Gvmnastics
6:00pm Youth Leal! Youth Leag Men's Leag Youth Leag Games/
7:00pm Youth Leag Youth Leal! Men's Leag Youth Leal)" Band Cone.
8:00pm Youth Leag Youth Leal)" Men's Leag Y OUtll Leal)" Play Cone.
9:00pm Volleyball Volleyball V ollevball
10:00nm
T
Sources: Columbia Heights Park and Recreation; Columbia Heights Schools; Maxfield Research Inc.
43
MAXFIELD RESEARCH INC.
Ehlers & Associates
PUBLIC PARTICIPATION PROCESS OUTLINE
Effectively
communicate the
problem to the public
using a variety of
means, creating an
appreciation for, and
an understanding of,
the need.
Establish public
confidence in the
process and engage
the public in it,
utilizing a variety of
public involvement
and communications
tools and strategies.
· Develop a problem statement.
· Develop a chronology that documents the problem and the history of trying to address
it.
· Explain impact of not solving the problem as outcome statement with impacts on
residents and customers.
· Assess community understanding of problem and impact on community.
· Develop communications plan.
· Establish clear expectations regarding public involvement and communicate
opportunities for it.
· Hold open house to get feedback on the problem statement and the process and solicit
suggestions for changes in the process.
· Use communications tools (Q&A newsletter, news release, Web site, etc.) to get
people to the open house and inform those who do not attend.
· Use comment forms to get requested feedback, identify other collateral issues that
must be addressed in this or another process, and questionslconcems to be answered.
. Request options to be evaluated in next stage.
· Review and refine problem statement in response to feedback.
. "Feedback" the open house feedback in next Q&A newsletter.
· Maintain communications chronology.
Public
understands
problem and
impact on
community.
Public learns of
their role and
begins to
participate in the
process before a
solution is
identified. Public
gains confidence
that their
participation will
be meaningful.
..u --OJ l iLl..
Use open house and
communications tools
to develop confidence
that all viable options
have been/are being
thoroughly evaluated.
Based on thorough
process of the last
three stages and
effective
communication of
fmal evaluation of
options, the public is
able to support the
selected option.
· Communicate options generated from process including funding, building
improvement options, location (if an issue), building cost, etc.
· Develop clear evaluation criteria for options including advantages and disadvantages.
· Hold an open house on the options, request feedback on any additional options and on
evaluation criteria.
· Use communications tools (Q&Anewsletter, news release, Web site, etc.) to get
people to the open house and inform those who do not attend.
· Use communications tools to address questions and concerns from previous stage and
"feedback" the feedback from that open house.
· Use comment form to receive feedback and identify questions/concerns.
· Reaffirm problem statement.
. Maintain communications chronology.
Communicate the selected option.
Respond specifically to suggested options and evaluation criteria.
Communicate basis for selection.
Provide evaluation including disadvantages of option.
Use communications tools (Q&A newsletter, news release, Web site, etc.) to get
people to the open house and inform those who do not attend.
Use communications tools to address questions and concerns from previous stage and
"feedback" the feedback from that open house.
Reaffirm problem statement, process, options.
Maintain chronology.
Identify next steps for implementation and future opportunities for public
involvement.
Note: This process does not promote a positive outcome on referenda, but provides only neutral and factual information throughout the process.
Public sees the
thoroughness of
the evaluation of
options and
responsiveness of
the process to the
feedback and
gains confidence
in the evaluation
process
underway.
Public accepts
the problem,
believes in the
thoroughness and
openness of the
process to resolve
it, believes that
all options were
studied, and
based on the
thorough
evaluation of
those options, is
able to support
the selected
option.
~r ~I.
Open House on Facility Options Set for February 18
The St. Anthony Public Facilities
Study Group has scheduled an Open
House for Tuesday, February 18,
2003,5:30-7:30 p.m. at the City
HalVCommunity Center, for the
public to view and provide comments
on facility options for the Fire and
Public Works Departments and
financing options for improvements.
"We will be studying various options
such as location, size, design and
materials, remodeling versus new
construction - to name a few," said
Paul Archambault, chair of the
18-member citizen study group. "We
want the public to provide us with
feedback on the types of options we
will consider, on our selection
criteria, and on financing options."
Archambault encouraged everyone to
come to the Open House and provide
comments.
"We are at a very important point for
public input," he said. "These
facilities belong to the public. We all
enjoy and expect quality service from
our Fire and Public Works
Departments. The Citys ability to
provide these services at the level we
have become accustomed to is
impacted by the choices we make
with these facilities."
The City of St. Anthony is currently
struggling with how to meet the
needs of the community in 2003 and
beyond with a Fire Station and Public
Works facility that are 40 to 50 years
old. The Study Group identified the
following problems with the
buildings:
· city vehicles and equipment are
parked too closely together
causing safety concerns for staff;
. inadequate training and
meeting space;
· a lack of decontamination
space for firefighters;
· inadequate storage space for
equipment and supplies;
. structural and repair issues;
· lack of handicapped accessibility;
and,
· inadequate facilities (restrooms
and sleeping quarters for
firefighters) for employees of
both genders.
The Study Group was formed in June
2002 by the St. Anthony City
Council to conduct a needs
assessment for the Fire and Public
Works Departments and to
recommend facility options to meet
those needs.
This study is not the first attempt
to address the needs of St. Anthonys
aging Public Works facility ln
1999, the City hired an architect!
engineering firm to propose a facility
to meet the space needs of the Public
Works Department. The proposed
facility design that was created to
meet the needs required significant
public investment. The City Council
felt that any decision on facility needs
should have much more public
involvement and must also look at
the needs of the Fire Department at
the same time.
"The process didn't work last time
because people needed to be much
more involved from the beginning
and that is why it is so important for
people to come out, learn more about
the topic, and help us weigh the pros
and cons of the various options,"
Archambault said.
"This is not about the City building a
nice facility for people to work in,"
Archambault said. "This is about
determining how to ensure we have
facilities that are safe and functional
and enable the people who work
for us everyday to provide us with
the kind of service we want for the
next 50 years."
(continued on page 2)
SCHEDULE A TOUR
The study of the Fire and Public Works
facility needs has generated interest in the
buildings from some residents who have
never had a chance to tour either facility.
Anyone who would like a tour of either
building should contact Joel Hewitt (Fire)
at 612-788-4885 or Jay Hartman
(Public Works) 612-789-8881 and it
will be arranged.
(continued from page 1)
The Open House format allows
attendees to come and go at their
leisure since there is no formal
presentation. Exhibits will provide
information on the problems with the
current facilities, the work of the
Study Group, the options under
consideration, the financing options,
and the operations of the Fire and
Public Works Departments.
If you have questions about the Open
House, you can contact City Hall at
612-789-8881.
Study Group Develops
Selection Criteria
for Public Facility Options
The Public Facilities Study Group at a
January meeting developed a set of
criteria by which it will evaluate each
of the facility alternatives that will be
considered to meet the needs of the
Fire and Public Works Departments.
This criteria, along with public input,
will be used by the Study Group in
making a final recommendation. The
selection criteria are as follows:
· Cost - purchase price/development
costlbuilding construction!
remodeling versus new;
· Useful life;
· Maintenance cost;
· Neighborhood compatibility-
screeningltraffic patterns;
· Community issues and concerns;
· Alternative land use (is there a
better land use of proposed site);
. Response time;
· Cost impacts on residents; and,
· Others from community
If you have comments on these
selection criteria or would like to
suggest additional ones, come to the
February 18 Open House and talk
with a Study Group member or
provide your ideas on a comment
sheet provided there.
...
~~~}l~IES Questions
STUDY l\nsvvers
This Q&A addresses questions asked at the December 10 Open House
Jar the Public Facilities Study Group.
Q. Will the Fire Station be located at its present location or in a new location?
Will you remodel, refurbish, and upgrade the current facilities or build
new ones?
A. That has not been determined. The Study Group is examining various options to
meet the facility needs. These will include options such as location, size and design,
remodeling versus new construction, financing alternatives, affordability, useful life,
and consideration of shared community space. At the February 18 Open House, the
public will be able to learn more about the various options under consideration, the
selection criteria, and financing options, and provide feedback.
Q. Why do we need two buildings for Fire and Public Works rather than a
combined facility?
A. The alternative of a joint Fire and Public Works facility is one of the options being
studied. The major concern with this option will be identifying a site that is large
enough to accommodate a combined facility.
Q. Will this process result in a recommendation for two new buildings?
A. That is unknown at this time. Currently, a range of options is being examined
which will include both renovation of current facilities and new construction.
Q. Why is training of Fire and Public Works employees so important and what type
of training do they receive?
A. Both the Fire and Public Works employees work to protect the lives, safety, and
property of St. Anthony residents, they are often involved in life-threatening working
conditions. Firefighting is one of the most dangerous occupations in the nation,
requiring specialized and ongoing training. Public Works employees must clear streets
in hazardous weather conditions, fix utilities damaged in storms, and make street
repairs in the line of traffic. In order to reduce the risks to themselves and others,
employees from both departments receive training. Public Works employees receive
confined space training which helps them to understand how to go into sewer, water
or petroleum tanks which need repair but may lack breathable air or contain
dangerous gases. Other examples of ongoing training for firefighters fall into areas
such as emergency medical response and handling of hazardous materials. In this new
age of terrorism, there is also training to prepare for potential acts of bio-terrorism and
weapons of mass destruction, in addition to other emergency preparedness. Much of
the training is "hands-on" and requires equipment, heavy gear, hoses, ete.
Q. Do both departments need their own separate training space?
A. No, both departments do not need their own separate training space. Public
Works' training needs could be accommodated in training space at an expanded or
new Fire Station. The Study Group 'will be examining any and all ways that, where
practical, economies of scale can be realized by shared space.
Q. Why not use City Hall to meet the training needs of the Fire and Public
Works Departments?
go
A. The spaces at City Hall are already overutilized and cannot accommodate the
space needs of much of the Fire and Public Works Depanment training. In addition,
the conference rooms and City Council chambers at City Hall are not durable
enough to handle Fires hands-on training which involves use of equipment, heavy
gear, hoses, ete. Finally, there are times when the space is needed for specific training
needs but cannot be pre-scheduled.
Q. Isn't this process just about the City wanting facilities that are better and bigger
than other cities?
A. No. It is about providing functional, safe facilities for Fire and Public Works that
will enable those departments to continue to provide quality service now through the
next SO years or longer. The Fire Station and Public Works building were not
designed for the types of service and levels of service they are currently providing. In
addition, they are each 40 to SO years old and have numerous design and structural
deficiencies that need to be addressed.
Q. Could the City contract out some of the Public Works functions such as tree
trimming, snow plowing, and truck repairs and solve the space need problem?
A. The City does contract out some services such as sealcoating streets. In addition,
where possible and practical, the City shares services with some surrounding
communities. But St. Anthony elected officials have made a conscious decision not to
contract out other services in order to provide them in a reliable manner and on a
regular basis. The City will not contract out more critical operational and emergency
services such as operation and maintenance of the water and sewer systems,
snowplowing, and safely maintaining all City vehicles. For purposes of safety,
reliability, and quality of service, these functions are performed in-house. It is also
important to realize that each Public Works employee performs multiple functions in
the depanment and reducing the Depanments activities by one function will not
reduce the need for the current staff level.
Q. Why not rent the hair salon next door to the Fire Station?
A. Utilization of the hair salon site will be one of the options considered as the
Study Group looks at the altefilll.tive of expanding the current Fire Station at its
present location.
Q. Why does the large fire truck go up and down Silver Lake Road with no emergency
situation present?
A. The Citys fire trucks serve multiple uses. A fire truck vvith no siren on could be
returning from a call or could be utilized by firefighters performing inspections,
training, or acquiring depanment supplies.
Q. Is response to medical emergency being included in the plans for the facilities?
A. Yes. Responding to medical emergencies is a significant and imponant pan of the
work of the Fire Depanment. Currently, the Fire Depanment has a response time
citywide of 2 minutes and 40 seconds compared vvith a national average of
4 minutes and 30 seconds. Any upgraded or replacement facility must enable the
Depanment to continue to maintain that level of response.
Q. How will any plans for Fire and Public Worhs facilities accommodate gender
in the workplace?
A. Currently, St. Anthony employs both women firefighters and women Public
\Vorks employees who have trained and met the qualifications for their positions.
However, the current buildings do not have proper facilities for both genders. Plans
[or Fire and Public Works facilities must provide for changing rooms, restrooms,
lockers and sleeping quarters (firefighters), for both men and women.
Financing Options for Fire
and Public Works Facility
Improvements
The City of St. Anthony has directed
public financial advisor Ehlers &.
Associates to examine options for
financing for facility improvements
for Fire and Public Works. In
addition, Ehlers took an initial look
at tax impacts on property owners
based on the various options
per $1 million of facility cost.
The two basic options for financing
municipal buildings are:
. Revenue bonds issued by the
Housing Redevelopment Authority
(HRA) with the City leasing the
building from the HRA; or,
. General Obligations (G.O.) bonds
issued by the City that have been
approved by the vQters.
The biggest differences between the
two financing options are the approval
process, how the cost is borne by
taxpayers, and the timing. An issuance
of G.O. bonds requires voter approval
and would require a referendum to be
passed by the voters.
COST IMPACTS OF TWO OPTIONS
This table compares the cost impact of the two
options per $1 million of facility cost,
based on specific assessed values of St.
Anthony residential and business property.
Annual tax impact on $100,000 St. Anthony
home per $1 million of cost:
Lease/Revenue Bonds ........................$18.16
G. O. Bonds ..... ...... ..... ..................... ... ..$16.49
Annual tax impact on $200,000 St. Anthony
home per $1 million of cost:
Lease/Revenue Bonds ........................$36.31
G. O. Bonds....... .... .... ..... .................. ....$32. 99
Annual tax impact on $500,000 St. Anthony
business per $1 million of cost:
Lease/Revenue Bonds ......................$16795
G. O. Bonds. ................. ........... ........ .....$82.47
Annual tax impact on $1 million St. Anthony
business per $1 million of cost:
Lease/Revenue Bonds...... ......... ....... ..$349.51
G. O. Bonds. ....... ......... ... ....... ........ ... ..$164.95
o PUBLIC WORKS ONLY SITE
_ FIRE HOUSE ONLY SITES
_ COMBINED PUBLIC WORKS AND FIRE HOUSE SITE
Public Facility
Options
Under Study
The Public Facilities Study Group
has identified eight variables or
options that will be used in
identifying different alternatives
to meet the facility needs of the
Fire and Public Works Departments.
Below is a list of those options:
. Location for Fire Station
. Location for Public Works Facility
· Size, design, materials
. Remodeling and additions vs.
new construction
· Affordability
. Useful life of facility
. Financing alternatives
. Consideration of shared
community space
Map of the
alternative locations
under study for
St, Anthony Fire and
Public Works facilities.
e:EH^JO..LSn:J l\f ..LSOd l\fI..LN30 I S3 t:J
""SSMt:J:J3"""""""
VOL( 'ON 11Wl~d
NJIil'snOOEdUUlJlil
OIVd
d'ilE1sod so
'GrS "l~S~d
OPEN HOUSE
You are invited to attend a
St. Anthony Public Facilities Study
Group Open House on Tuesday,
February 18, from 5:30-7:30 p.m., at
the City Hall/Community Center. The
Open House will be an opportunity
for residents and area business people
to learn more about the need, options
being studied, selection criteria and
financing options for facility improve-
ments. There will be no formal
presentation. The Open House format
will allow attendees to come and go
as they please,
OPEN HOUSE
TENTATIVE SCHEDULE
Tuesday, February 18, 2003
5:30-7:30 p.m.
Open House on Facility Options and
Financing Options
Tuesday, March 25, 2003
5:30-7:30 p.m.
Open House on Final Option and Cost Impacts
Other Future Steps...
Tuesday, April 8, 2003
7:00 p.m.
Recommendation to the City Council
Late Spring 2003
City Council considers recommendation on
Fire Department and Public Works Facilities
511"UW!llOl{1liV-1UrVS"p"MN,M
T888-68L-LT9
8T -rss NW ~uol{lUV 'lS
PBOiI d'lBlldA]1S TO\: \:
Potential Activity Center Sites
Legend
o 0.25 0.5
I I I
Easement School 1. Hilltop
Hilltop Water 2. Heritage Heights Neighborhood
Reservoir D City lots 3. Former NEL site
Park D Potential sites 4. Huset Park area
Source: Anoka County, November 2005
Prepared by: Kirsten Parten heimer, Community Development Specialist
Date: April 25, 2006
1 Miles
I
N
A
TASK: At the Wednesday, April 26, 2006 ACAC meeting, committee members were
divided into groups and asked to brainstorn1 the advantages and disadvantages of one of
four proposed sites for an activity center. Their responses are reprinted here exactly as
recorded.
#1: HilltopNalley View Elementary School
Advantages:
. Close to other facilities
. School access
. Land owned by Columbia Heights Schools
. No eminent domain
. Good location - easy access
. Close to good eating places
. Utilities
Disadvantages:
. Hilltop?
. Parking
. Access into and out of parking lot
. Night traffic into residential
. Not as visible to Central Avenue
. Not as centrally located
. Excavation issue
. Space limitations
. Site is school's open space
#2: Heritage Heights Neighborhood
Advantages:
. Central location
. Area needs redevelopment
. Close to majority of schools
. Give value to Nedegaard site
. Traffic patterns
Disadvantages:
. Uprooting people
. Cost
. Time
. Transportation for senior citizens
#3: Former N.E.I. site
Advantages:
. Vacant/great for any facility (ready)
. Close to senior residences
. Cost effective (possibly)
. Own land
Disadvantages:
. Access
. Not as central/visible (as to #2)
. Not school targeted
. Area size??
. Very residential
#4: Huset Park area
Advantages:
. Close to Park View/help attract new residents
. House tear down
. Ties to Murzyn Hall (could)
. Close to other recreational facilities
. Already own land
. Uses Murzyn staff
Disadvantages:
. Way out of marketing area
. Takes park area
. Space limitations - what can be accommodated
. Not a good space for library
. Limited coffee/restaurant facilities
. Limited visibility - will not improve city image
. Very distant to schools
Activity Center Advisory Committee
Meeting #2 (Community Center Tour)
May 6, 2006
City of Columbia Heights: Community Activities Center Advisory Committee
Page 1 of 1
Activities Center Advisory Committee
Community Center Tour
May 6, 2006
On Saturday, May 6,2006, members of the Activity Center Advisory
Committee (ACAC) toured the Andover YMCA Community Center and
the New Brighton Family Service Center to see the amenities and
programs offered in each facility.
Andover YMCA Community Center
The Andover YMCA Community Center is a partnership between the
City and the YMCA. The City-owned building leases space to the
YMCA and membership to the two facilities allows access to a field
house with three full-sized basketball courts, hockey rink, pool, weight
room and fitness rooms. Daycare is available for YMCA members and
groups can reserve meeting rooms for a fee.
More information on the Andover YMCA Community Center can be
found at the following links:
.
.
.
New Brighton Family Service Center
The New Brighton Family Service Center is also city-owned and
operated and offers members access to weight and fitness rooms, a
walking track, a gymnasium and an indoor playground. Meeting rooms
and a large community room with full-service kitchen may be reserved
for a fee. Seniors programs are housed in the community center and
seniors may use this space free of charge. A 190-student, K-8 charter
school rents space, as do some social service programs, such as
Meals on Wheels.
More information on the New Brighton Family Service Center can be
found at
http://www.ci.columbia-heights.mn.us/departments/Comm Center A CA CMeetingO 50606 .asp 5/30/2006
Through a unique partnership with the
YMCA, the City of Andover invites you to
experience our award-winning designed
facility. The Andover YMCA Community
Center offers a variety of recreational
activities for all ages.
If you haven't had an opportunity to visit
the Community Center, we invite you to
come and explore our state-of-the-art
facility. The Andover YMCA Community
Center is conveniently located 4 miles
north of Highway 10 on Hanson Blvd. NW
.. ~ie(J 7-fouJ'e
.. gce .1lrena
.. Meeti11j w....oomJ'
.. COnCeJ'J'lOnJ'
.. 1fMC.1l ~ffneJ'J' .1lrea
.. 1fMC.1l .1l1uaticJ' Center
I Concessions I
While visiting the Andover Community
Center, stop by the concession stand for
a snack and relax in the lobby area. A
variety of menu items are available.
I Advertising and Sponsorship I
Show your community support and
achieve your advertising goals at the
same time. The Andover Community
Center has a wide range of advertising
and sponsorship opportunities.
With thousands of guests visiting our
facility each week, your advertising and
sponsorship will receive maximum
exposure to many local and regional
visitors.
{!{Jmmtln~ &nkr
15200 Hanson Blvd. NW
Andover, MN 55304
Phone: (763) 767-5100
Fax: (763) 755-2129
www.ci. andover. mn us
5'\NDOVER~
{!{Jmmtln~ &nkr
Come, have (un!
~ferience our new
state-of-the-art
9ce 1lrena ani r;:iefc{UouJ'e.
There is 17,000 square feet of space just
waiting for you. The field house can be
used as one large indoor soccer field or
three separate official full-size basketball
or volleyball courts. The field house is an
ideal location for athletic clinics, yet
adaptable to your unique needs.
r~ (JoJJ'/6/otJJ', , , , ,
.. Private and Group Rental
.. Open Gym for All Ages
.. Indoor Walking Program
.. Adult Basketball League
.. Birthday Party Packages
.. Field Trips
.. Craft and Trade Shows
.. Conventions
.. Preseason Conditioning
.. Athletic Clinics
aFf! f!JJ~fJ;
Basketballs and volleyballs are available
upon request or bring in your own sports
ball and equipment.
Home to the Andover High School
Huskies and Andover Huskies Youth
Hockey Association. With a state-of-the-
art sound system and bleacher seating
for up to 800 people, this ice arena
offers indoor skating year-round.
.. Open Public Skate
.. Birthday Party Packages
.. Private and Group Ice Rental
.. Learn to Skate Program
.. High School & Youth Hockey Games
'ANDOVER~
CtJmmtlJ1~ CttJJkr
I Season Passes and Schedules I
An Andover Community Center Season
Pass allows you to attend any open public
skate and/or open gym times throughout
the calendar year.
Monthly open gym and open skate
schedules, registration materials, and
season pass information can be found by
clicking on the Community Center link at :
www.ci.andover.mn.us or contact us at
(763) 767-5100.
Meeting Rooms
The Andover Community Center Meeting
rooms are great for business meetings,
training events and other special
functions. The room can accommodate
up to 40 people or be divided to make
two smaller meeting rooms for 20 each.
TV's with DVD and VCR are available in
each room. Meeting room rental fees
may apply. Food and beverage services
are available for purchase upon request.
I Birthday Party Packages \,i
.. Private Skating Party Package
.. Open Skating Party Package
.. Private Field House Party Package
All party packages
include food and
beverages. To obtain
pricing and to reserve
your birthday party
package, contact us at
(763) 767-5169.
All reservations are
subject to availability
of space and staffing.
~NDOVER~
Ct7mmUH~ t:!dnkr
15200 Hanson Blvd. NW, Andover, MN 55304
(763) 767-5100. www.cLandover.mn.us
2006 Even t Schedul e
Date
Name of Event
Event Time
May 5, 2006
May 12 - 14, 2006
May 20-21,2006
Mav 2006
6:00 pm - 8:00 pm
All Day
All Day
Countdown to Summer
AAU Basketball Tournament
YoungGunz Youth Basketball Tournament
June 3-4, 2006
June 10-11, 2006
June 17-18, 2006
June 19-23, 2006
June 24, 2006
June 2006
All Day
All Day
All Day
10:00 am - 4:00 pm
All Day
YoungGunz Youth Basketball Tournament
YoungGunz Youth Basketball Tournament
YoungGunz Youth Basketball Tournament
Turcotte Stickhandling Schools
Spring Craft Sale
July 1, 2006
Julv 2006
1 :00 pm - 3:00 pm
Friday 5 pm - 9 pm
Saturday 10 am - 9 pm
All Day
Independence Day Celebration
July 7-8, 2006
July 22-23, 2006
Craft Fair - Andover Family Fun Fest
YoungGunz Youth Basketball Tournament
August 5-6, 2006
August12,2006
AUflust 2006
All Day
1 :00 pm - 5:00 pm
YoungGunz Youth Basketball Tournament
Dandn' Feet Dance Clinic
September 2006
Septernber 15, 2006
Andover YMCA/Community Center 1st Year Celebration
6:00 pm - 8:00 pm
October 28, 2006
October 2006
4:00 pm - 6:00 pm
Harvest Festival
November 2006
December 9,2006
December 2006
4:00 pm - 6:00 pm
Cookies with Santa
Event Location
Field House
Field House
Field House
Field House
Field House
Field House
Ice Arena
Field House
Field House
Field House
Field House
Field House
Field House
Field House
Field House
Field House
Contact Information
YMCA, Jolyn Howe 763-230-6528
J.T. 506-8400
www.younggunzbasketball.org
www.younggunzbasketball.org
www.younggunzbasketball.org
www.younggunzbasketball.org
www.turcottehockeV.com
Jessica 763-772-4149
YMCA, Jolyn Howe 763-230-6528
Peri Kujawa 763-757-9201
www.younggunzbasketball.org
www.younggunzbasketball.org
Fred Newell 952-432-9759
Fred Newell 952-432-9759
Fred Newell 952-432-9759
Fred Newell 952-432-9759
Fred Newell 952-432-9759
Fred Newell 952-432-9759
YMCA, Jolyn Howe 763-230-6528 or
Andover Community Center 763-767-5100
YMCA, Jolyn Howe 763-230-6528
YMCA, Jolyn Howe 763-230-6528
r 5/1106
2006Communitv Center Passes Available
Single Membership Pass $ 75.00
Dual Membership Pass $100.00
Family Membership Pass $125.00
An Andover Community Center pass allows you to attend any open public skate and/or
open gym times throughout 2006.
~ NOTES ~
Andover Community Center
15200 Ha.nson Blvd NW
Andover, Minnesota.
'BJ(e~
~~!!mloJj
FUN!
FAMILY!
65]-638-2130
www.ncwbrightonmn.gov
FITNESS!
.
Eagles Nest Indoor Playground
TIlis creative play area includes a variety of fun components for children
through ages 12 months to 12 years. Children must be supervised by a
responsible adult while visiting the Eagles Nest
Birthday party packages, group rates, and exclusive use opportunities
TIle metro's largest indoor play area!
.
.
Fitness Center/Gymnasium
. Fitness Center Includes cardiovascular and strength training equipment. We have personal
trainers to help you meet your goals.
. Gymnasium Family and individual open gym time, adult basketball, and a variety of Park &
Recreation programs take place in the hardwood floor gymnasium.
. Fitness Classes Classes are lead by experienced instructors (Yoga, Tai Chi, Kickboxing,
Stretch & Tone, and more!) Classes take place in our Fitness Studio or Gym.
. Locker rooms Individuals may receive a locker key at the f1-ont desk with a photo id.
. Running/Walking Track This tTack is for runners and walkers in mind! Eleven laps equal a
mile.
Banquet & Conference Center
. A great location for receptions, banquets, parties, and meetings
. Audio-visual equipment and coffee break service available or choose
to bring your own food.
. Rooms to acc011Ullodate 10 to 275 people.
. Knowledgeable staff on hand to meet your needs.
Senior Center
. Seniors, this is just for you! Three large rooms are set up for crafts, reading,
use of a computer, cards and more!
. Check our Senior Newsletter for upcoming events.
Please see opposite side for hours and rates
651-638-2130
www.newbrightonmn.gov
,Am$>
j;J~~lOH
BUILDING HOURS:
Monday - Friday 6:00 a.m. - 10:00 p.m.
Saturday 8:00 a.m. - 10:00 p.m.
Sunday 10:00 a.m. - 6:00 p.m.
EAGLES NEST HOURS:
Monday - Friday 9:00 a.m. - 8:00 p.m.
Saturday 9:00 a.m. - 8:00 p.m.
Sunday 11:00 a.m. - 5:00 p.m.
BUILDING HOLIDAY HOURS:
Easter Sunday CLOSED
Memorial Day CLOSED
July 4th: CLOSED
Labor Day Week - Closed September 5-9 for
Annual Cleaning and Maintenance.
Thanksgiving
Christmas Eve
Cln-istmas Day
New Years Eve
New Years Day
CLOSED
6 a.m. - 4 p.m.
CLOSED
6 a.m. - 5 p.m.
10 a.m. - 6 p.m.
DAILY ADMISSIONS
PUNCH PASSES
Youth (l-17yrs)
Adults (18 - 61yrs)
Seniors (62yrs and over)
Walking
$5.00
$5.50
$5.00
$2.00
12 Pass (12 visits for the price of! 0)
Youth $50.00 ($4.17/visit)
Adult $55.00 ($4.58/visit)
Senior $50.00 ($4. 17/visit)
Walking 12 Pass
N/A
$20.00 ($1.67/visit)
$20.00 ($1.67/visit)
MEMBERSHIPS (As of Januarv 1. 2005 all membershins will be taxed)
Youth
17 and younger
3 Month Annual
Resident. . . ... . . . . . . . . . . . . . . . . . . . . . .. $60.00 ....................................... $140.00
Standard........................... ..$70.00.................. ............ ........... $165.00
18 and older
Resident............................. .$90.00..................................... ...$225.00
Standard............................. .$145.00................................. ..... $355.00
Adult
Senior
62 and older
Resident............................. .$70.00..................................... ....$165.00
Standard............................. .$75.00....................................... ..$170.00
Family
Resident............................. .$160.00...................................... .$355.00
Standard............................. .$180.00...................................... .$445.00
* Resident: Anyone who lives or works in New Brighton (must show proper verification)
** Standard: We welcome residents from other cOlllinunities to become members of the FSC
*** Fan1ily: The Family Service Center defmes family as up to two adults and their dependant children living in the san1e household.. Sons and daughters will be considered
family members until age 23 if they are considered dependant and living in the family household. Anyone aged 24 and older must pay the adult fee separately from the family,
unless full-time student status can be proven. Full-time student status must be proved each quarter/semester.
NEW BRIGHTON FAMILY SERVICE CENTER RESERVES THE RIGHT TO REFUSE PART OR ENTIRE MEMBERSHIP APPLICATIONS IF THE ABOVE
REQUIREMENTS ARE NOT FOLLOWED.
G:\DA T A \FSC\ WP\FSC\MARKETING\Flyers\2005 FSC F1yer.doc
Youth Sports
Co-Ed Gymnastics
Winter Adventure Camp j
\
After School Sports Hour
Karate
In-house Soccer
Tennis Lessons
Floor hockey/Basketball
DON'T WATCH1 PLAYI
Youth Activities
Spanish, Kids dance
Options day care
After School Art
Karate, Kids Garage Sale ~.. t
My First Gym Class r(~
Freddy Fox Fun Days
Swim Lessons, Snorkeling
Family New Years Special Event
Adaptive Activities
Adaptive Recreation Club
Adaptive Bowling
Private or Semi-Private swim lessons
Teen Activities
Teen Nights, Lifeguard Training
Red Cross Babysitting, Golf
Youth Fitness Orientations
Adult Leagues Adult Activities
Softball 0 Water Aerobics, Lap Swim
Volleyball Q~~r Tennis Lessons, Karate
Kickball ~ Water Polo, SCUBA
Dodge ball Fitness/Personal Training
Basketball ~_~ CPR & 1st Aid, Line Dancing
Golf ~ Cardio Kick, Yoga, Pilates
Seniors
Stretch & Tone
Dances
Holiday Light tour
Book Club
Card Club
Day Trips
New Brighton Parks and Recreation has everything to fit your
needs...Pools (High view & St Anthony} Eagles Nest,
B-day Parties, Forestry, Golf factfity rentals, parks (baseball,
soccer, skate park) and more.
~ ..
"'~y
.~a..
New Brighton Parks & Recreation Department
Family Service Center 651-638-2130
400 Tenth Street NW 651-638-2135 Fax
New Brightonr MN 55112 www.newbrightonmn.gov
NEW BRJGHTON
FUN!
Welcome to
New Brighton
Family Set'vice Center!
Weare committed to providing
services for all ages.
FITNESS!
FAMILY!
EAGLES NEST HOURS:
Monday Friday 9am-8pm
Saturday 9am-8pm
Sunday 11m-5pm
BUILDING HOURS:
Monday - Friday 6am-10pm
Saturday 8am-10pm
Sunday 10am-6pm
DAILY ADlYllSSIONS:
Youth (l-17yrs) $5.00
Adults (18-61yrs) $5.50
Seniors (62yrs and over) $5.00
Walking $2.00
www .. newbrightonmn.. gov
1-
* Beautiful Fitness & Wellness Center, including a gymnasium,
\veights, cardio, fitness classes and wellness seminars
* Eagle's Nest indoor playground. Kids can Jump and .Jam.
Change the way your kids have Birthday Parties.
* Join one of our exciting Recreation Programs, sports leagues
(Adult/Y outh).
"t-'r Make a splash in our comprehensive aquatics program.
* Senior Exchange Center is all about socialization.
"t-'r Facilities fit for classes, events, or meeting rooms.
"The benefits are endless..."
Plan an unforgettable Bilihday Pmiy at the Eagles Nest!
Call 651-638-2127 Book Today!
*
*
Monday through Saturday 9 am - 8pm
Sunday 11 am - 5 pm
Dates fill quickly, so reserve your party early!
Parties must be reserved a minimum of7 days in advance.
PARTY PACKAGES:
All Packages includes: Unlimited Eagles Nest Play Time
2 Flour Paliy Room Rental
"NO FRILLS" package:
Fee is $8.00* per child (minimum of 7 children).
"CAKE AND PLAY" package:
Fee is $13.00* per child (min. of7 children) and $3.00* per adult
Also includes: Decorated birthday cake & candles, beverage (pop or juice),
paper products (plates, cups, napkins, & forks), and birthday child t-shili.
"THE 'WORKS" packages:
Fee is $15.00*per child (min. of7 children) and $5.00* per adult
Also includes: Pizza, Decorated bilihday cake & candles, beverage (pop or juice),
paper products (plates, cups, napkins, & forks), and birthday child t-shiJi.
New! Weekday Birthday Blitz!
Book your child's patiy Monday - Thursday and receive a reduced rate.
No Frills bilihclay packages scheduled for Monday - Thursday 3 :00pm-8:00pm
Receive 10 children for the priee of 7. You save up to $24.00!
Enhance your party package!
Goodie bags (for children 3 and over) $2.50 each
Eagles Nest T-Shirt $10.00
Additional room space/time $25.00 per
Drop-in / unscheduled birthday parties are not allowed. You must have a
room reservation if you plan on opening presents, having cake/ cupcakes,
balloons, and / or decorations.
Searching for a location to hold a class, meeting or event?
New Brighton has many great options at affordable prices.
Family Service Center
· Features a variety of rooms for small or large groups
· Areas for active or educational programs
· Gymnasium ancl Indoor Playground
· Food & beverage options available
Neighborhood Centers
· Inviting facilities located in a park setting
· Features pine interior, fireplace, restrooms
· Ideal for classes or events in a natural setting
· Park amenities also available
Brightwood Hills Club House
· Perfect for meetings, trainings, and social events
Available November 1 to March 15
Ongoing rental opportunities or multiple bookings are available at
discounted rates. For infonnation, contact Jeannie at 651-638-213 8 or
Membership & Punch Passes are available for the Fitness &
Wellness Center including Gymnasium and Eagles Nest.
Memberships are available, but not required in order to participate
in any of our events, though members receive benefits that non-
members do not. We offer youth, adult, senior, and family
memberships in tenns of 3 and 12 months, sign up today!
......................................................................................................................................................................
. .
Pool Party Rental
A great birthday party idea!
I-Teard the secret, just add water and be a big
splash with your pmiy! Groups wishing to rent
exclusive pool time may reserve New Brighton
Parks & Recreation's Highview Middle or St
Anthony Village High School pools. Adult
supervision is required. Reservations must be
made in advance. For rental information &
reservations call 651-638-2136.
. .
. .
....................................................................................................................................................................."
Open and Lap
Swim Hotline
612-706-1177
New Brighton Family Service Center
The Family Service Center is home to the Parks & Recreation
Department and is a recognizable focal point for the
community. The FSC, as it is known, is located at 400 10th
Street NW. It is conveniently located at the intersection of
35W and 694.
The FSC serves as a gathering place for New Brighton and
surrounding areas, having 300,000 visitors annually, for
recreational, social, and business purposes. Annually, the
FSC hosts 1,100 birthday parties, over 50 weddings and
social functions, and provides over 6,000 hours of free
community use. It features the Eagles Nest Indoor Playground, FSC Banquet & Conference
Facility, fitness area, walking/running track, gymnasium, multi-purpose rooms, fitness studio, and
the Exchange Senior Center.
Admissions & Membership Benefits
The Family Service Center (FSC) is an affordable facility
that can meet your overall fitness needs.
FSC Members commit to be fit because here, The
Benefits Are Endless...
· Fitness & wellness center access to state of the art
cardio & strength training equipment, surrounded
by our 160 yd walking/running track where 11 times
around makes one mile. Valued workout facilities
including access to great fitness & wellness
classes for you or families
· Free 5 punch pass with renewal or purchase of an
annual pass for the FSC, pools, or give as a great
gift
· Discounts on select fitness classes. The Fitness
Studio has temperature control for the ultimate
fitness experience.
· Gymnasium-equipped for basketball with six
hoops, volleyball, open gym and a stage area. Also
available for private full or half court rentals
· Access to our top-notch personal trainer
· Access to the metro areas largest indoor playground "Eagles Nest" parents must be
present
· Free Eagles Nest T-shirt for any youth member celebrating their birthday party with a "No
Frills" party package at the Eagles Nest
· Free Access for teens that hold annual memberships to join us on teen nights.
· A $25.00 discount on one facility rental per annual membership cycle. Our facilities are
perfect for weddings, conferences, meetings, birthday parties and other special
events/gatherings.
· A discount for Chamber members, Employees of New Brighton Companies, and others...
· A discount on a 10-round punch pass at Brightwood Hills Golf Course
· A discount on annual and season pool passes including Highview or St Anthony Pools
As well as access to our many beneficial recreational and educational opportunities put
on by our remarkable Parks and Recreation Programmer staff
Treadmills, stairmasters, and stationery
bikes for working out.
{'. ~'r,.
FarrHrS~hrite'C~iifer
" ' , ',.' ''''',"
. ::, """1" :.'
, i> ~,~:
f-;., ,',!'~:}.j.
"\","'';
': ::.;.,.,'...i:',..'"....
FSC Activity Areas
. Eagles Nest Indoor Playground
. The Exchange Senior Center
. Fitness Center--Complete with a
runningjwalking1rack
. Multi-Purpose Rooms-Great for
birthday parties and gatherings
. Gymnasium--6 hoops, drop cur-
tain, volleyball equipment, stage
area and more
. Fitness Studio- Designed with fit-
ness classes and youth activities in
mind
. Conference & Banquet Facilities-
Perfect for receptions, conferences,
meetings and other gatherings
Gym Rentals
Full and 1.12 court private reservations are
available! For more information and book-
ing please call 651-638-2138.
,..';-j.....4
Facility Hours
FAMILY SERVICE CENTER BUILDING HOURS
Monday-Friday .................................................................6:00 am - 10:00 pm
Saturday........................................................................... 8:00 am - 10:00 pm
Sunday............................................................................. 10:0 0 am - 6:00 pm
EAGLES NEST INDOOR PLAYGROUND HOURS
Monday-Saturday ............................................................. 9:00 am-8:00 pm
Sunday............................................................................. 11: 00 am-5:00 pm
HOLIDAY HOURS
Building ..................... Eagles Nest
Thanksgiving...... ;.... ............. ................... Closed... ..... ................. Closed
Christmas Eve ........................................ 6am-4pm .....................9am-3pm
Christmas Day........................................ Closed ......................... Closed
New Year's Eve. ....................................... 6am-5pm .....................9am-4pm
New Year's Day ......................................lQam-6pm....................lOam-5pm
Easter .................................................... Closed ......................... Closed
Memorial Day......................................... Closed ........................Closed
July 4th.................................................. Closed .........................Closoo
Labor Day /Week..................................... Closed ........................ Closed
Annual Maintenance, August 28-30......... Closed ......................... Closed
PARKS & RECREATION OFFICE
Monday-Friday....................................................................8:00 am-4:30 pm
Saturday & Sunday ................_............................................................. Closed
Admission Fees & Information
DAILY USER FEES
Youth ............................................. $ 5.00
Adult ............................................. $ 5.50
Senior ........;................................... $ 5.00
Walking Only ...........................,:....$ 2.00
PUNCH PASSES (12 punches)
Get 12 admissions for the price of 10!
Youth ............................................$ 50.00
Adult ........................................... $ 55.00
Senior .......................................... $ 50.00
Walking Only (adults & seniors).... $ 20.00
MEMBERSHIPS
Please note: MN State Sales Tax of 6.5 % will be applied to all base fees below at registra
lion. Memberships are non-refundable and non-transferable.
3 Month Annual
'- Youth resident .................... ........$60.00..... ............................. $140.00
standard .................... ...... $70.00....... ........................... $165.00
Adult resident ............................$90.00.................................. $225.00
standard ........................ $145.00.................................. $355.00
Senior resident ............................$70.00.................................. $165.00
standard .......................... $75 .00................................... $170.00
Family resident ........................... $160.00....,.............................. $355.00
standard ........................ $180.00.... .............................. $445.00
'Resident: Anyone who lives or works in New Brighton (must show proper veriflmtion)
'Standard: We welcome residents from other communities to become members of the PSG!
The Family Service Center defines family as up to two. tidults and their depenpp.rzt children liv
.'~ . ',.. c.. ,...'.- .:.:..,.. ;~_:..-.. ,.;
Serv'ice~:Cehier '
FSC Members commit to be fit because here,
The Benefits Are Endless...
Fitness &, wellness center access to state of the art cardio & strength training equipment,
surrounded by our 160 yd walking/running track where 11 times around makes one mile.
Valued workout facilities including access to great fitness & wellness classes for you or
families
. Free 5 punch pass with renewal or
purchase of an annual pass for the
FSC, pools, or give as a great gift
. Discounts on selected fitness classes
where the Fitness Studio has tempera-
ture control for the ultimate fitness
class
. Gymnasium-equipped for basketball
with six hoops, volleyball, open gym
and a stage area. Also available for
private full or half court rentals
. Access to our top-notch personal
, trainer
. Access to the metro areas largest
indoor playground "Eagles Nest" par-
ents must be present
. Free Eagles Nest T-shirt for any youth
member celebrating their birthday
party with a "No Frills" party package
at the Eagles Nest
Family SelVice Center,
Customer Appreciation '-
Ice Cream Social Saturday,
May 20,2006 2:00-4:00pm
Join us as we celebrate members of the
Family Service Center! Enjoy some cus-
tard from St Anthony Culver's and family
entertainment as we say thank you to
the many customers who visit the Family
Service Center each year. Sign up for an
annual membership during the event and
get an extra 12 days free. Register for
our members only drawing to win a one
month extension.
. A $25,00 discount on one facility
rental per annual membership cycle.
Our facilities are perfect for weddings,
conferences, meetings, birthday parties
and other special events/gatherings.
. A discount for Chamber members,
Employees of New Brighton Compa-
nies, and others...
. A discount ana 10-round punch pass
at Brightwood Hills Golf Course
. A discount on annual and season pool
passes including Highview or St Antho-
ny Pools
. As well as access to our many benefi-
cial recreational and educational oppor-
tunities put on by aui' remarkable Parks
and Recreation Programmer staff.
Adult Open Gym
This is designated for adults only (18 years
and older). Pick up basketball games may
be played at any time during designated
Adult Open Gym. All Gym activities are at
'the discretion of the gym monitor and/or
manager on duty.
Monday-Friday 12:00-1:00.'pm
Wednesday"...............:.." 7:00-10:00 pm
$6.25/person paid at front desk
Specials for
FSC Members!
FSC Student 3 Month Member-
ship Special
All 3 month memberships purchased
between April 24, 2006 & May 31, 2005
will not expire until August 18, 2006.
The earlier you purchase, the longer the
membership extension, Receive up to 1
month FREE! For the health and safety of
our visitors, we require youth ages 12 to
17 years old, to take a 1 hour Fitness Ori-
entation with our personal trainer, Jeanne
before using the Fitness Center. Orienta-
tions available for $15 by appointment;
call Jeanne at 952-907-0669.
FSC Gymnasium
,The gymnasium is open seven day~ a
week. There are a variety of activities and
programs that happen in the gym. Stop
by the front desk for a schedule and more
information! No food or beverages are
allowed in the gymnasium. The FSC Gym-
nasium is for all ages to enjoy. You must
have a wristband to use the gymnasium.
Please help us keep the gym looking great
for all visitors!
The majority of gym time at the FSC is
scheduled as Family and Individual Open
Gym. This is a time for all ages to come
in and enjoy the gym. There will be NO
"team" activities or half and full court
pick-up games allowed. Individuals may
play mini-games at one hoop, but are not
guaranteed exclusive use of the basket.
Expectations are clearly posted in the
gymnasium. Respectful communication
and behavior is required at all times.
Those choosing not to follow the Gym-
nasium Expectations will be asked to
leave the facility and are not eligible for
a refund.
Eagles Nest Hours
Monday through Saturday 9am-8pm
Sundays lIam-Spm
'Socks must be worn in the Eagles Nest
Did you forget socks? They may be pur-
chased at the Front Desk for $1.00
Eagles Nest Cost
Daily Youth Fee: $5.00 (Parents and Care-
givers Are Free!)
Purchase a Youth Punch Pass for only
$50.00 and receive 12 visits for the price
of 10 . . . a $10.00 savings!
Purchasing a Youth Membership to the
Family Service Center allows for unlimited
play at a great rate:
Resident Youth Memberships
$60.00 for 3 months, $140 for a year!
Non-Resident Youth Memberships
$70 for 3 months, $165 per year!
*A MN Sales tax of 6.5%is applied to aU
membership fees
The Eagles Nest is a parent supervised area,
and intended for family fun and interaction.
The play Leader on duty is responsible to
facilitate safe play and maintain the cleanli-
ness of the area, not to provide child supervi-
sion. It is the responsibility of caregivers to
make sure the child(ren) stay in the play area
and participate in activities best suited to
their age and abilities.
While enjoying the Eagles Nest lruioor Play-
ground, please follow these expectations:
. Be courteous and HAVE FUN!
. The Eagles Nest is for children up
to 12 years of age
. Children must be supervised by a
responsible adult
. Socks and wristbands must be worn at
all times
. Water bottles allowed. NO other food or
beverage is permitted.
. Eaglets Aerie is for children 3 years old
and younger
. NO Running
.PleaserepQl't accidents/cQn.f~p. tosta#:.
:,:;,". : '.. ". .'.~:. '. .': . . ;::. . .: r." ,.J.~,
's'Nestihtfoof pI{'
The Eagles Nest Indoor Playground is a great play destination for children ages 1L
to 12 years. It includes features such as a climbing wall, triple slide, wiggle waggh
forest, mazes, and a ball pool with a trampoline floor! The Eaglets Aerie is an area
nated for the 3 years and younger crowd, complete with its own ball pool, climbin!
ture, reading corner and activities geared toward the development of toddlersl
Birthday Parties At The Eagles Nest
* Please note a sales tax of 6.5% will be applied to all birthday party rates.
Plan an unforgettable Birthday Party at the Eagles Nest Indoor PI,
We have three great party packages to choose from! The two he
rental that is included in each package includes time for you to
eat, open presents, and clean-up.
Dates fill quickly, so reserve your party earl
Please reserve your party at least 7 days in advance by
ing 651-638-2127. A $20.00 non-refundable initial paym
- required to hold a reservation for a "No Frills" party an
$40.00 non-refundable initial payment is required to ho
ervation for a "Cake and Play" or "Works" package.
''The Works Package" .
Includes: wristband to play in the Eagles Nest for an unlimited amount of tUne, a 2.
room rental, pizza, decorated birthday cake, candles, matches, beverage (pop or ju:
paper products (plates, cups, napkins & forks) and one birthday child t-shirt! For y,
we provide a spatula, and knife to cut the cake. Price is $15.00 per child and $5.00
adult. (minimum 7 children).
"Cake and Play Package"
Includes: wristband to play in the Eagles Nest for an unlimited amount of time, a 2-
room rental, birthday cake, candles, beverages (pop or juice), paper products (plate:
napkins, & forks), and one birthday child t-shirt! For your use, we provide a spatu!.
knife to cut the cake. Price is $13.00 per child and $3.00 per adult (minimum 7 chi
"No Frills Package"
Includes: wristband to play in the Eagles Nest for an unlimited amount of time and
room rental. You provide the paper products and food. Price is $8.00 per child (mir
children). . .
Weekday Birthday Blitz!
Book your child's birthday Monday-Thursday and receive a reduce rate! No Frills b:
packages booked Monday-Thursday 3:00 pm-8:00 pm will allow 10 children for the I
7.
Extra! Extra! Read all about it!
Want to add a little something to the party? Goodie bags make a great addition to a
day party for only $2.50 per bag. Items in a goodie bag include a variety of toys, ca
tattoos. Eagles Nest t-shirts are also available for only $10.001
Creative Tumbles Birthday Parties
at tile Family Service Center
Heard the secret to creating the party that's a hit? Make your child's next birthday a
memorable one! You provide the refreshments and we provide the fun!
Our Creative 'fumbles Birthday Parties are ideal for children ages 3-6 years and include a
one hour party room set-up and 45 minutes with an instructor leading activities.
'fumbles excitement includes: Obstacle coarse, tumbles style relays where everyone is a
winner, fantastic treasure hunts, and more! Add arts and crafts to your child's Creative
'fumbles party for only $3 more per child.
The cost is $120 for up to 10 children. A minimum of two weeks notice and full payment
at the time of booking is required. The birthday child will receive a free pass to the Eagles
Nest Indoor Playground.
party times available:
Thesdays: .......................5:30pm-7:30pm
Thursdays: ................... 5:30pm -7:30pm
Saturdays: ...................... 2:00pm-4:00pm
....:................................. 4:00pm-6:00pm
Sundays.......................... 1 :00pm-3:00pm
For more information or to book your party call 651-638-2127. When you call to inquire,
please specify that you are interested in having a Creative 'fumbles Birthday Party.
· Please note a MN state sales tax of 6.5 % will be applied to all birthday party rates.
For the ultimate birthday party, troop
outing, pr family gathering experience,
try an overnight party in the Eagles Nest!
The overnight fee of $16.00 per person
(based on a minimum of 25 kids) grants
you exclusive use of the gymnasium
and the Eagles Nest from 9 pm to 7 am.
Additional children may be added at
a cost of $10 per child. For additional
information, please call 651-638-2127.
Marvelous Mondays
Love the Eagles Nest
and want more?
Enjoy the atmosphere of the Eagles Nest
on Mondays when there are no large
groups! Bring your child to Marvelous
Mondays to challenge your 2-6 year old
mentally and physically. For an additional
$1.00 to the Eagle's Nest daily admission
your child can participate in activities that
include learning new music and dances
and create an exciting craft to take home.
Children will be guided by our Lead Cre-
ative Play Leader. Look for the Marvel-
ous Mondays monthly schedule of events
posted at the front desk and in the Eagles
Nest
J
10:00am - 2:00pm
..Mondays in the Eagles Nest area
EAGLES NEST
GROUP RATES
Bring your group of 10 or more, Thesday
through Friday, to the Eagles Nest for just
$3.75 per child. To be eligible for the dis-
count group rate your group needs to:
. Pay for everyone in one payment.
. Minimum 10 children; Maximum 80
children
. Call 651-638-2127, to make a reserva-
tion.
. Reservations should be made 7 days in
advance, based on availability.
. Group rates are offered Thesday
through Friday only.
Please call 651-638-2127 to make a reserva-
tion.
· Please note a MN state sales tax of 6.5 %
'beJi' ". .
v.
f'
'EXCLUSlV~r::i
Sleep at the Nest with
an Overnight Party or
Retreat!
For the ultimate birthday party, troop out-
ing, or family gathering experience, try
an overnight party in the Eagles Nest!
The overnight fee of $16.00 per person
(based on a minimum of 25 kids) grants
you exclusive use of the gymnasium
and the Eagles Nest from 9 pm to 7 am.
Additional children may be added at a cost
of $10 per child. For additional informa-
tion, please call 651-638-2127.
Ball Field Reservations
For field reservations for a practice or
game, contact Jodelle at 651-638-2121.
s1{.~~,~'rYli{W~:.jM;:rilip#S':,,:,
~!:~t!~::tf);.:;"~!~~~~~ie'..~.
::0" .... '/iJtsjt;.fr:e'9,'Wfriare$~
;'i?}c~'I' -7'::i.,;.~-: ,., ;..<....-
Pool Party Rentals
Heard the secret? Just add water and be a
big splash with your party! Groups wishing
to rent exclusive pool time may reserve New
Brighton Parks & Recreation's Highview
Middle or St Anthony Village High School
pools.
. Rental includes two lifeguards on duty,
use of balls, and fun noodles. Adult
supervision is required.
. Inquire about our "Splash Cafe" ala
carte activity ideas that make the
party!
. A great birthday party idea for youth
ages 8 and older.
. Reservations must be made in advance.
A $25 non-refundable deposit is
required to hold your reservation and
will be applied to your final payment.
Payment in full is due 2 days prior to
the scheduled date.
. See the Aquatic Section for more
details and rates.
Call Cindy at 651-638-2136 for reservation
information.
Family Service Center -
Eagles Nest a Gymnasium
The Family Service Center is available for
exclusive use before and after hours for par-
ti~s, company events, retreats, and group
outings. Customize your event package
. to include use of the Eagles Nest Indoor
Playground,' Gymnasium and/or party
rooms_ Call Jeanne at 651-638-2138 for
available options.
Planning a Special Event
for your Scl1ool, Group or
Business?
Then let our staff help you coordinate the
perfect facility for your event! The Family
Service Center has been host to many
great events like high school all-night-par-
ties, church retreats, karate tournaments,
basketball tournaments, school carnivals,
the MS Challenge Walk, MN Home School
Alliance Conference and more! Contact
Jeanne at 651-638-2138 for information
and available options.
Picnic Fun Packs
Picnic & sports equipment kits are avail-
able to rent
TWo item kit is $15
Complet~ kit is $40
Choose from Bocce ball, volleyball, soft-
ball, croquet, badminton, basketballs, tug-
of-war rope and Frisbees.
Call Jodelle at 651-638-2121 at least two
days in advance
Long Lake Regional Park
This park is operated and maintained by the Ramsey County Park System. For informa-
.. : lion <\bQut the park-or tor~seITe a faw,ty tong Lake, please call 65l-748-Z500.
~. .~; ,..>,- .. "~''''~f';~:';''':'''''':;;'>;':'':':'''-'~:-'_'~ ~":,,,,:/':':~~'.;':.. . .',' ,:i~:"'''' . :..' '.,
\Flfness
Trainer
Specials
1fainer 6 Pack: Pur-
chase a package of 6 Personal 'fraining Ses-
sions during the month of March and get a
7th Session FREE!
1fainer's Dozen: PurchasE! a package of
12 personal'Itaining Sessions during the
month of March and get a 13th FREE!
Basic Fitness Orientation
Learn proper fitness equipment techniques
for a safe and effective workout. Classes
last approximately 1 hour and are available
by appointment only. Call Jeanne at 952-
907-0669.
Fee: $20 per person
Advanced Fitness
Orientation
Bring your basic knowledge of strength
training equipment to the next level! You.
will cover equipment such as: Maxicam
Leg Press, Smith Machine, Cable-Crossover,
Fr.ee Weights, and Dumbbells, Chin-Dip
Ma~hine, and other optional equipment.
After completion of Advanced Fitness
Orientation, receive $10.00 off your next
personal training package! Available by
appointment. Call Jeanne at 952-907-0669.
Fee: $28.00
Personal Training
Would you like some help getting started on a work out routine? Jeanne Minder, the per-
sonal trainer will set goals with you and customize your cardiovascular and weight training
workout. Here is what one of Jeanne's personal training clients has to say:
"1 have been working with Jeanne Minder for about four months now and she
is incredible. She has helped me loose 401bs. and 4 iriches. Not only is she great
for me physically, but she keeps my spirits up and keeps me motivated. I have
to say that choosing to have a membership here at the FSC and working with
Jeanne has by far been one of the best decisions that I could have ever made for
myself. Thanks Jeanne for your devotion to what you do!" J.W.
Cash in on the current rates, deals this amazing can't last forever! Jeanne's specialty is
taking time to find out what YOU want our of your health program. She spends 1.5 hours
with you each session. That means you get 40 minutes free training time compared to
most facilities that offer 50 minute sessions at double the rates. These training sessions also
include a free body composition. Sessions are available by appointment only, call Jeanne at
952-907-0669. Pre-registration is required.
Family Service Center .
$65.00.......... I session ............ (1.5 Hours of Personal Thlining includes basic orientation)
$122.00........ 2 sessions ........... (3 Hours of Personal'Itaining, about $40 an hour)
$320.00........ 6 sessions ........... (9 Hours of Personal Thlining, about $35 an hour)
$598.00 .....12 sessions ......... (18 Hours of Personal'Itaining, about $33 an hour)
Sessions are valid for 1 year from the date of purchase. Cancellations must be made 24 hours
in advance or you will be charged. Sessions are non-refundable or transferable.
Youth Fitness Orientation
(age 12-17)
For you and our :visitor's health and safety,
we r~uire youth to take a 1 hour Fitness
Orientation before any use of the PSC-Fitness
Center. . We encourage youth interested in a
healthy lifestyle to become a member and
use the FSC Fitness Center's track, cardio
equipment and weight training machines.
This is a basic introduction to a cardio work-
out and a "how-to" on the. machines for
strength training. Once you have completed
your Orientation, our ,tramer will validate
you at our front desk. Please note: You must
be 18 years or older to use the Free Weights,
and Dumbbells, Cable Crossover and Maxi-
cam Leg Press. Orientations are available by
appointment only. Call Jeanne at 952-907-
0669.
Fee: $15 per person
Body Compositions
A body composition refers to the relative
amount of body fat and lean body tissue.
Jeanne will meet with you to determine
your body composition. Sessions are avail-
able by appointment only: To schedule an
appointment, call Jeanne Minder at 952-
907-0669.
Fee: $18.00
'I"""" .
.-...."
,
..0 .":
T-3 Fit.C~trl..'., .',
'. . . . .'" "..,R, .., ...... ,......J..:.:..
Step it up ., helfith with thls', '..
. 7 '" '" _ - ,~~
totirl wellness: boot camp' where the .3
T'.~, < "'I;e:.'x
!i1;i> ',:;(;
,
I
i.
~
f
J;
Kids Blast
Fit a Fun Camp
This beginning class is .
.just for kids to burst into stars for an hour
using fun music and dance to stay fit! You
will increase fitness, endurance, flexibility,
and focus. This course includes fun stunts
and a great healthy spirit, including basic
flexible movements & music. Attend all
classes and get a cool T-Shirt. You must
wear comfortable clothing. Instructor:
Amy Cooper. Camp meet six times. Min
8 - Max 20
Hansen Park
Thes ...June 13-July 25 (no camp July 4)
4:45pm-5:30pm .............. Ages 7-12 year
#3763......................................... $28.00
Aerobic Fitness a
Conditioning Exercise
Classes include both low and high impact
workout. Improve your basic cardiovascu-
lar fitness and overall muscle tone. Learn
stretching techniques to improve flexibility
and relax muscles. Exercises are designed
so you can participate at the intensity level
that suits you best. Wear cushioned shoes
and bring a mat or rug for the muscle ton-
ing section. Instructor: Heidi Burmis. Class
meets 9 times. Min 12- Max 30.
FSC Fitness Studio
Thesday/Thursday ........May 2 - May 30
6:00-7:00 pm
#3766........... $38 Member/$48 Standard
$5 drop in
Family Yoga
What a wonderful
way to spend some
"play" time with your
child, while improving flexibility, coordi- '
nation, strength, concentration and body
awareness! This class is for children aged
5-10 and a parent, grandparent, or guard-
ian. Please wear comfortable, loose-fitting
clothing,(no jeans or skirts), and be pre-
pared to go bare-foot! You may bring a Yoga
mat if you have one, but it is not required.
Class duration is 60 minutes. Nancy ,Grilz
is a Registered Yoga Teacher and has stud-
ied for 10 years the basic art and essence of
yoga. Students: Min-8 Max-IS
FSC Gym A
Monday...............................June 5 - 26
7:00-8:00pm '
Ages 7-12 years and adults'
#3765...$20.00 Member/$25.00 Standard
"'lift ess": "
Viniyoga
Classes will focus on stress reduction,
through attention to breath, and gentle
movements that will increase the flex-
ibility and strength of the participants.
Develop focused breathing, yoga postures
and meditation. We respect the indi-
vidual's unique physical and emotional
conditions. Designed perfectly for both
the beginner and the more experienced.
Please wear loose clothing and bring a
yoga mat and a blanket. Classes meet for
six weeks. Instructor: Lindsay Cowles Min
8 - Max 20.
FSC Fitness Studio
Wednesday June 7 - 12 (6 weeks)
6:0Q-7:15pm
#3762........... $38 Member/$48 Standard,
New Outdoor
Flow Yoga
Access the healing prop-
erties of the earth while immersed in
natural surroundings. This relaxed yet
advanced Vinyasa is a flowing style of
yoga that links the postures together in
coordination with the breath so that the
practice becomes a moving meditation. It
builds strength as well as flexibility while
energizing the body and calming the
mind. Previous yoga experience is recom-
mended, but not required. Open to all
levels. Wear comfortable clothing for out-
doors. Bring your own mat Instructor:
Nancy Grilz is a Registered Yoga Teacher
and has studied for 10 years the basic
art and essence of yoga. (60 minutes).
Min.1O/Max.25
Sunny Square Park
Thesday...:...................July 18 - Aug 15
(5 classes)
10:30-1l:30am
#3764........... $38 Member/$48 Standard
'~:.f::~f.;~
.,..v',!.~
.~.~.~;~~~;;~~
WJi""lfu1'ess
T'ai Chi Chih
This is a set of 19 slow,
gentle movements and one
pose. Practicing the move-
ments circulates and balances the energy
within the body, called "Chi". Relieves
pain. reduces stress, improves immune
system, increases energy and creativity,
balance, physical fitness, flexibility, stam-
ina, enhances weight and blood pressure
control. The movements are easy to learn
and can be performed regardless of age or
physical condition. Movements can also
be done in a seated position. Classes meet
for 8 weeks. Min 8 Max 20
Demo Class:
Outdoors Hansen Park
Sat ............................................Apr 22
11:00-11:30 am
#3774.....;........ FREE Please Pre-Register
FSC Fitness Studio
Wed. ............................ May 3 - June 21
7:30-8:30 pm
.#3775.........Member $38.00/Standard 48
FsC Fitness Studio
Wed. .............................Jul12 - Aug 30
7:30-8:30 pm
#3776.........Member $38.00/Standard 48
Non Stop Hip Hop
Nonstop Hip Hop AerobiCs is sure to get
your heart pumping and is sure. to turn
up the heat, as the music hits a beat. You
will learn dance moves broken down into
plain fun that you can use on the dance
floor or to shed pounds. Class will be
adjusted so each participant can work at
their own level and increase personal fit-
ness goals. We will incorporate some arm.
leg and abdominal strengthening including
the dances. This class is designed to make
both the beginners and more advanced
feel comfortable and confident. Instructor:
Amy Cooper has accredited certifications
in fitness as well as health and nutrition.
Min.8 - Max.20
FSC Fitness Studio
TuesdayjThursday .........Jun 13 - Jul11
(8 classes)
6:15-7:15pm
#3760........... Member $48/Standard $58
Drop in Fee: $lO/Class pay at Front Desk
FSC Fitness Studio
Tuesday/Thursday ........Jul18 - Aug 24
(12 classes)
6:15-7:15pm
#3761........... Member $68/Standard $78
Drop in Fee: $10/Class pay at'Front Desk
Stretch and Tone
Energize your life! Participate in this total
fitness program designed especially for
older adults who want to remain fit. This
program combines the benefits of stretch-
ing exercises, muscle building with 3
pound weights, and rhythmic movements
into an ideal fitness program. And it's
FUN! You will leave refreshed and ener-
gized! New participants are welcome and
may need to purchase equipment for an
additional fee. Classes meet 6 times per
session for your maximum benefit during
busy summer schedules. Be sure to register
two days before the start of class, don't.
pay full price! Instructor Mag Rieckenberg
Min 30 - Max 70
June
Family Service Center, Gymnasium
Tuesday/Thursday........ Jun 13 - Jun 29
( 6 classes)
8:30am -9:30am
#3747................... $18.00 Early Bird.
$23.00 June 12 or Later
July
Family Service Center, Gymnasium
TuesdayjThursday ...........Jul11 - Jul27
(6 classes)
8:30am -9:30am
#3748................... $18.00 Early Bird
$23.00 July 9 or Later
August
Family Service Center, Gymnasium
Tuesday/Thursday .........Aug 1 - Aug 17
(6 classes)
8:30am -9:30am
#3757................... $18.00 Early Bird
$23.00 July 30 or Later
EXTRA! You may pay a drop in fee to any
class for only $5. You must have appropri-
ate equipment and introduce yourself to
Mag the instructor before class.
~ NOTES ~
New Bri.8hton Fcunlll} Service Center
400 10th Street fJ\N
New Bri.ghton, Jv1N
TASK: At the Wednesday, April 26, 2006 ACAC meeting, committee members were
divided into groups and asked to brainstonn the advantages and disadvantages of one of
four proposed sites for an activity center. Their responses are reprinted here exactly as
recorded.
#1: HilltopNalley View Elementary School
Advantages:
. Close to other facilities
. School access
. Land owned by Columbia Heights Schools
. No eminent domain
. Good location easy access
. Close to good eating places
. Utilities
Disadvantages:
. Hilltop?
. Parking
. Access into and out of parking lot
. Night traffic into residential
. Not as visible to Central Avenue
. Not as centrally located
. Excavation issue
. Space limitations
. Site is school's open space
#2: Heritage Heights Neighborhood
Advantages:
. Central location
. Area needs redevelopment
. Close to majority of schools
. Give value to Nedegaard site
. Traffic pattems
Disadvantages:
. Uprooting people
. Cost
. Time
. Transportation for senior citizens
#3: Former N.E.I. site
Advantages:
. Vacant/great for any facility (ready)
. Close to senior residences
. Cost effective (possibly)
. Own land
Disadvantages:
. Access
. Not as central/visible (as to #2)
. Not school targeted
. Area size??
. Very residential
#4: Huset Park area
Advantages:
. Close to Park View/help attract new residents
. House tear down
. Ties to Murzyn Hall (could)
. Close to other recreational facilities
. Already oWllland
. Uses Murzyn staff
Disadvantages:
. 'Vay out of marketing area
. Takes park area
. Space limitations what can be accOllli110dated
. Not a good space for library
. Limited coffee/restaurant facilities
. Limited visibility - will not improve city image
. Very distant to schools
Activity Center Advisory Committee
Meeting #3
May 24, 2006
ACTIVITIES CENTER ADVISORY COMMITTEE (ACAC), MEETING #2
WEDNESDAY, MAY 24, 2006
7:00 TO 8:30 p.m.
AGENDA
.:. Tour: What Did We Learn?
>- Andover facility
>- New Brighton facility
>- Lessons for Columbia Heights
.:. School District Perspective on Facility
.:. Review Communications Plan
>- Needs statement
>- Key messages
);- Audiences
.:. Calendar of Events for Next Two Months
.:. Discussion of Chronology of Past Events
.:. Open House Planning
y Draft Outline of Boards and Topics
· Board No. I-Welcome/Open House Purpose
· Board No.2 - Chronology
· Board No.3 - The City Need
· Board No.4 The School District Need
· Board No.5 The Goals
· Board No.6 The Process
· Board No.7 - Committee Members
· Board No.8 - Options That Should Be Studied - Site
· Board No.9 Options That Should be Studied - Facility
· Board No. 10- Next Steps
· Board No. 11- Questions/Comments
y Handouts Market study exec. Summary available?
"-
,.
Committee Handouts
Communications Plan and timeline
Activity Center Open House Tentative Process Schedule
DRAFT - May 23
Initial Planning and First Open House
April 10 - City Council creates Activity Center Advisory Committee (ACAC) and
initiates communications and public participation process.
May - Communications plan developed for review by Council, process schedule
developed and Advisory Committee holds kick-off meeting.
May 6 - Advisory Committee tours facilities in New Brighton and Andover.
May 24 -Advisory Committee meets to discuss tour, review communications plan, and
begin to plan first open house.
After May 24 - School Board members on Advisory Committee provide
communications plan for School Board review.
June 2 - Communications plan sent out to Council and as a courtesy to the School
Board.
June 5 - City Council reviews Communications Plan.
Mid-June - School Board reviews Communications Plan.
Mid-June - ACAC meets to review roles for open house and substance, schedule next
meeting to review feedback.
June 12 -JMS submits the draft text for newsletter and draft open house plan to the City.
June 15 - Executive Committee reviews draft text for newsletter and open house plan,
provides comments and any revisions to JMS.
June 20 - Staff receives and provides feedback on newsletter and boards in layout.
June 27 - Executive Committee receives newsletter and open house boards on June 27.
June 29 - Staff gives final approve to newsletter for printing and to boards. Provides
copies for Council and Council previews materials prior to first open house.
June 30-July 14 - Printing, mailing, of newsletter.
July 14 - Residents and School District members receive newsletter in the mail.
July 14-19 - Boards printed.
July 26 - First open house held on the need and Process
Tentative Future Dates
Summer 2006- ACAC meets to discuss open house feedback on the need and the
process, determines work plan for coming months development of options and meeting
schedule.
Late 2006 Preparation of materials, reviews and planning, and preview to Council.
Late 2006 - Second open house held dealing with facility, site and financing options and
costs.
January 2007 - ACAC meets to consider the feedback from the second open house on
the options, and further evaluates and discusses the study options, and requests any
financial information from Ehlers, or other information needed to prepare for the third
open house to receive feedback on a preferred solution.
February 2007 - ACAC prepares for third open house on preferred option, costs, tax
impacts and preferred site.
February 2007 - Preparation of materials, reviews and planning, and preview by
Council.
March - ACAC holds final open house and receives feedback on preferred option, cost,
tax impacts. ACAC later holds final meeting to make a decision on the preferred site.
1
2
3
4
COLUMBIA HEIGHTS POLICE DEPARTMENT
TO:
Heritage Heights Neighborhood
Thomas M. Johnson, Chief OfPOliC~
FROM:
SUBJECT:
Part I Criminal Activity from December 2005 to May 2006 for Grid 8
DATE:
May 17,2006
I have looked at the Part I criminal activity for Grid 8 from December 2005 to May 2006. During this
time there were 71 Part I crimes committed in the Grid 8 area. These crimes break down as follows:
There were 15 thefts reported at the High School. This was everything from thefts from
lockers to a theft of a Proxima overhead projector.
There were 33 thefts committed in other areas of Grid 8. These included 8 shoplifting,S auto
thefts, 5 theft from auto, 9 thefts from property or yards, and 6 others.
There were 13 burglaries committed in Grid 8. These included 2 business burglaries, 5
attempted burglaries, 3 unfounded burglaries, and 3 home burglaries.
There were 4 robberies committed during this time in Grid 8. Two of the robberies had
suspects identified and arrested. One robbery had the suspect identified, but there was not
enough probable cause for an arrest and the fourth did not have a suspect identified.
There were 3 assaults committed in Grid 8 during this time. Two of the assaults resulted in
arrests and the third was determined to be unfounded.
As of May 18,2006, we will continue our overtime patrols in Grid 8. The times for these patrols will
be from 7 :00 p.m. to midnight. Our officers will take a zero tolerance approach to any violations they
find and they will be out of the cars meeting the public when time permits.
TMJ :mld
06- 089
The Grid 8 detail started again this past week. For the period of 05/18/06 to
OS/21/06 the following activities took place:
Citizen contacts - 38
Domestics - 1
Motor Vehicle Moving violations - 7
Bike violations - 2
Graffiti complaint - 1
Harassment complaint - 1
Juvenile Problems - 3
Business Alarm - 1
Littering - 1
Expired Plates- 1
Parking violation - 1
On May 25th to the 28th Officers worked the Grid 8 detail with the following
results:
Citizen Contacts - 51
Illegal Parking - 2
Expired Plates - 1
Lost Child - 1
Possession of Marijuana - 1
Medical - 2
Disorderly Conduct - 1
Recovered Stolen Auto - 1
Traffic Stops with warning - 5
Driving After Revocation - 1
Domestic - 1
Driving After Suspension - 1
Underage Consumption - 1
Assault - 1
Loud Party - 1
Kids Disturbing - 1
Grid 8 Detail, June-November 2005
Citizen contacts - 461
Driving after cancellation - 2
No proof of insurance - 4
Driving after suspension - 5
Tobacco violation - 2
Illegal parking - 18
Revoked license plate - 1
Minor consumption - 1
Speeding - 5
Possession drug dealing - 4
Assaults - 4
Dumping complaint - 1
Suspicious activity - 41
Unlawful discharge of firearm - 5
Junk vehicle - 2
Fight calls - 5
Group loitering - 9
Medical - 4
Juvenile complaints - 14
Vehicle in park after closing - 1
Domestics - 31
Driving while intoxicated - 1
Curfew violations - 7
Vehicle lockout - 1
Fireworks complaint - 4
Unwanted guest - 1
Attempt warrant arrest - 3
Alarm - 2
Expired license plate - 3
Disturbance call - 1
Equipment violations - 4
Possession of Marijuana - 3
No Minnesota DL - 3
Traffic stops - 71
Felony arrests - 6
Bike violations - 11
Driving after revocation - 7
Noise complaint - 11
Stop sign violation - 13
Recovered stolen auto - 2
Underage consumption - 1
Dog bite report - 1
Expired driver's license - 1
Aggravated assault - 1
Scavenging -1
Intoxicated subject - 4
Warrant arrest - 12
Motorist assist - 2
Lost person - 1
Driving after suspension - 6
Open garage door - 1
Medical - 3
Juvenile fight - 3
Found child - 1
Found property - 3
Damage to property - 5
Disorderly conduct - 5
Robbery of person - 1
Dog at large - 1
Theft follow-up - 1
Stray shopping cart retrieved - 3
Property damage accident - 4
Trespass - 1
Bike theft report - 1
Fire call - 2
Neighbor complaint - 1 Parked on landscaped area - 1
Theft from vehicle - 1
Admin: 01-18-06
COLUMBIA HEIGHTS POLICE DEP ARTl\1ENT
SUBJECT:
All Police Officers
Thomas M. Johnson, ChiefofPoliC~
Grid 8 Special Patrol 2006
TO:
FROM:
DATE:
April 4, 2006
Purpose:
In an effort to deal with the anticipated increase of activity in grid 8 over the summer months, I have approached
the City Council for additional funds to finance a concerted patrol effort in this area, and also Circle Terrace and
the 4600 block of Washington Street. The goal of this effort is to increase police presence in these areas, foster
positive interaction 'With the residents, and to enforce laws, with zero tolerance for any violations that occur.
Duties:
The special patrol shift will run Thursday through Sunday evenings, 1900 to 2400 hours. Officers 'Will work the
patrol in a marked car in uniform and handle as the primary response any calls for service in these designated areas.
The district cars likewise 'Will respond as the back-up car for any situations requiring multiple officer response.
Officers working this detail are to make a concerted effort to make contact Virith citizens in the area. Officers are
encouraged to leave their patrol car as necessary to initiate face-to- face interaction Virith the residents. By assuming
a proactive effort, we hope to instill a sense of security and confidence in the neighborhood. Officers 'Will:
. complete a log sheet for each patrol shift worked on this special detail.
. document contacts Virith residents, both positive and enforcement related, on their log sheets,
. patrol Circle Terrace and Washington Street at least twice during this designated shift,
. encourage positive police-community relationships Virith the homeovmers of the area,
. enforce laws 'With zero tolerance for any 'violations observed,
. report any significant problems encountered to Captain Roddy, along Virith any suggestions that you might
have for solutions to the issue presented, and
. report ordinance violations, taking initial action where applicable.
The Slli"TIIl1ation of the project that was presented to the City Council is attached to this memo. The Council
endorsed the concept in full support of additional police/community relations in this area. In show of this support,
they authorized an additional expenditure of $15,000 to $25,000 as needed to accomplish this endeavor.
This concept has been implemented previously in high call locations and has been quite successful in reaching the
above listed goals. I hope that a concerted effort in this area Virill obtain similar results.
Note: Since this detail has been authorized by the City Council, the Police Department has the expectation to field
an officer for this detail on all posted dates and that the officer working the detail Virill be actively working at
accomplishing the above listed goals. \ii7ben working the detail, please mark your overtime slip "grid 8 detail" so
that Mary Dugdale will know what fund to charge.
TMJ:m1d
06-064
Attachment
CITY COUNCIL LETTER
AGENDA SECTION: Consent O~GmATmGD~ARThffi~~ CITY MANAGER
NO. POLICE .t>.PPROV AL:
ITEM: Authorize up to $15,000 in O.T. funds for BY: ThomasM. Johnson BY:
NO. additional police officer in Grid 8 area DATE: April 5,2006 DATE:
Meeting of April lO. 2006
BACKGROUND
As you may recall, last year on May 18, 2005, members of the City Council, City Manager Walt Fehst, Police Chief
Thomas Johnson, and Corporal Lee Okerstrom met with residents of the 4500 and 4600 blocks of Polk Street
Northeast. At this meeting, the residents advised the City that they were concerned with the behavior of the people
who live in this area and the criminal activity they felt was taking place. During this meeting, it was decided the Police
Department would assist the neighborhood with the setup of organized Neighborhood Watch programs. The Mayor
also stated that we would look at additional resources for the area during the summer months. The City Council
approved up to $25,000 in overtime funds to be used to pay for additional uniformed patrol of the grid 8 area, in the
area of Circle Terrace, and 46th and Washington Street N.E. at the June 13,2005 City Council meeting. We feel that
this officer had a significant effect on this area. In 2004, we had 822 calls for service in the grid 8 area. At the time of
the request for overtime funds, we had 374 calls for service and we projected we would handle some 900 calls for
service in this area in 2005. The actual number of calls for service in 2005 was 708, showing that the additional
presence was significant-a 13.8% decrease in calls for service in the grid 8 area from 2004 to 2005.
At our supervisors meeting on March 29,2006, one ofthe sergeants asked if we were planning to have the enhanced
presence in the grid 8 area again this summer. They mentioned how well it worked to have that additional presence for
five hours a day four days a week. It gave us the opportunity to do "zero tolerance" for any violations observed and for
the officers to be able to have the time to get out of the car and talk to the residents. They felt that those who live in the
area greatly appreciated this extra effort. The high visibility also helped in our two other problem areas---46th and
Washington Street N.E. and Circle Terrace.
I explained to the supervisors that we should have two more officers trained and on the streets to assist us by at least
the end of June or at the latest, the first part of July. They stated they realized this and appreciated that fact but they
felt the grid 8 detail would be a great help until permanent changes can be made in the grid 8 area itself. They also felt
for the summer months, the omnipresence of a car in this area would be money well spent. They also pointed out the
enhanced efforts Minneapolis Police Virill be making this summer, displacing the crime from Minneapolis to the first-
ring suburbs such a ours.
I have checked on the expenditures for this detail in 2005 and found that we spent $18,213.86 of the $25,000 allocated.
In 2005, we worked this detail through the end of November.
ANAL YSIS/CONCLUSION
Based on the success of our overtime detail in 2005, the Columbia Heights Police Department is asking for City
Council support in financing this detail again in 2006. We have reviewed and updated our plan of action and propose
the following for 2006:
An additional police officer is placed in the grid 8 area from 7 :00 p.rn. to midnight on Thursday through Sunday each
week. The goal of this officer is to be highly 'visible (omnipresence) in order to deter and detect any criminal activity
taking place. The officer(s) working this area would work at getting to know the residents-and especially the
juveniles. All laws would be strictly enforced, including city ordinances. If problem areas are discovered, the officer
would report this to the Police Captain and a course of action would be developed to deal with the issue. At least twice
during the five-hour shift the officer assigned this detail would go to the Circle Terrace area and the area of Washington
Council Letter
Page 2
April 5, 2006
Street N.E. between 46th and 47th Avenues. The officer would spend up to 30 minutes in each of these areas, being
visible and looking for law violations. The officer will then return to the grid 8 area. All activity performed by this
officer, times, dates, and locations will be logged and a copy of the log forwarded to the Captain and Chief of Police.
The Police Department would work closely with the Fire Department, Public Works, Community Development
(Building Inspector), and the Special Projects Coordinator through the Code Enforcement Committee to abate issues
brought to our attention.
It is suggested that the 20 hours of overtime work per week would be paid via funds not expended in 2005 ($6,786.14)
and a special fund ($8,213.86) set up by the City Council. The fund would be authorized to spend up to $15,000 in
overtime.
The Police Department would report in the weekly green sheet the activity of the officers involved in this special detail.
RECOM:MENDED MOTION: Move to authorize up to $15,000 in overtime funds to be used by the Police
Department to place an additional officer in the grid 8 area for up to 20 hours per week from May to September 2006
and to appropriate $6,786.14 from unexpended 2005 funds and an additional $8,213.86 from the General Fund,
unreserved fund balance for this purpose.
TMJ :mld
06-063
I C01JNCIL ACTION
I
I
I
i
I
II
PART 1 CRIMES
CODE DESCRIPTION 1 2 3 4 5 6 T 8 9 10 11 12 13 14 15 16 11 18 19 20 OA TOTAL
1 Murder 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
2 Rape 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 1
3 Robbery 0 0 0 0 0 0 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0 2
4 Assault 0 0 0 0 0 0 0 1 0 0 1 0 0 0 0 0 1 0 0 1 0 4
5 Burglary 1 2 0 1 1 0 1 2 1 1 1 0 1 0 1 0 2 0 1 3 0 19
6 Larceny 2 2 4 1 0 1 0 2 1 2 1 2 3 2 2 5 0 1 12 1 0 44
7 Auto Theft 1 1 2 1 0 0 0 3 0 3 0 0 0 1 0 1 1 0 1 3 0 18
8 Arson 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
TOTAL 4 5 6 3 1 1 1 10 2 6 3 2 4 3 3 6 4 1 14 9 0 88
Percent of Total by Grid 5% 6% 7% 3% 1% 1"1. 1"1. 11% 2"1. 7% 3% 2% 5% 3% 3% 7"1. 5% 1% 16"10 10% 0"10 100%
PART 2 CRIMES
DESCRIPTION 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 11 18 19 20 OA TOTAL
9 Other Assaults 0 0 2 0 0 0 1 3 1 0 1 0 3 0 2 1 0 1 2 2 0 19
10 Forgery/Coullterfelt 1 0 0 0 0 0 0 4 0 0 0 0 0 0 0 0 0 1 1 0 0 T
11 Fraud 2 0 1 0 0 0 0 1 1 0 0 0 2 0 0 0 1 0 1 1 0 10
12 Embezzlement 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
13 Stolen Property 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1
14 Vandalism 0 3 0 0 0 3 0 3 1 0 2 0 3 1 1 3 2 2 2 0 0 26
15 Weapons 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
16 Prostitution 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
11 Other se)( offenses 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 1
18 Narcotics Total 3 3 0 2 0 1 0 2 0 0 0 0 1 0 0 0 0 1 0 2 0 15
19 Gambling Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
20 Family/Children 0 2 1 1 0 0 1 5 0 10 0 3 0 8 1 0 0 2 0 1 0 35
21 D.U.I. 0 0 0 0 0 2 0 1 0 0 0 0 2 0 0 4 0 0 5 4 0 18
22 Liquor Laws 0 0 0 0 0 0 0 0 0 0 0 0 2 0 0 0 0 0 0 0 0 2
24 Disorderly 0 1 2 1 0 1 2 4 0 1 0 1 2 0 2 3 4 1 2 4 0 31
26 Other 1 13 2 5 3 9 4 13 4 3 5 4 6 5 1 2 3 0 24 3 0 110
TOTAL 7 22 9 9 3 16 8 36 T 14 8 8 21 14 7 13 10 8 37 18 0 275
Percent of Total by Grid 3% 8% 3"1. 3% 1% 6"1. 3"1. 13"10 3"10 5"10 3% 3"10 8% 5% 3% 5% 4% 3"10 13% T% 0"1. 100"1.
GRAND TOTAL 11 27 15 12 4 17 9 46 9 20 11 10 25 17 10 19 14 9 51 27 0 363
Percent of Grand Total by Grid 3% 7"1. 4% 3% 1% 5% 2% 13% 2% 6% 3% 3% 7% 5% 3"10 5"10 4"10 2"10 14% 7% 0"1. 100%
PART 1 CRIMES
CODE DESCRIPTION 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 OA TOTAL
1 Murder 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
2 Rape 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 1
3 Robbery 0 0 0 0 0 0 0 1 0 0 1 0 0 0 0 0 0 1 1 1 0 6
4 Assault 0 0 0 0 0 0 0 0 0 0 0 0 1 1 0 0 0 0 1 0 0 3
5 Burglary 0 0 1 1 0 0 1 4 0 3 3 2 1 2 0 1 0 1 3 3 0 26
6 Larceny 4 2 1 1 1 2 1 11 0 3 3 1 1 1 0 0 1 5 16 1 0 55
7 Auto Theil 0 0 0 0 0 0 0 2 0 1 0 0 0 1 0 1 0 0 U 1 U 6
8 Arson U 0 0 U 0 0 U 0 U 1 0 U 0 0 0 0 0 0 0 1 0 2
TOTAL 4 2 2 2 1 2 2 18 0 8 7 3 3 5 0 2 1 8 21 7 0 98
Percent 01 Total by Grid 4% 2% 2% 2% 1% 2% 20/0 18% 00/" 8"/" 7% 30/" 3%, 5% 0% 2% 1% 8% 21% r'/.. 0% 100%
PART 2 CRIMES
DESCRIPTION 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 OA TOTAL
9 Other Assaults 0 0 1 0 0 1 0 5 0 1 3 U 0 2 0 1 2 1 2 6 0 25
10 Forgery/Counterlelt 1 U 0 0 0 0 U 3 U 0 0 U 0 0 0 U 0 0 0 0 0 4
11 Fraud U U 1 1 U 1 U 2 0 U U 0 0 1 1 0 U 0 3 0 0 10
12 Embezzlement 0 0 0 U 0 0 U 0 U 0 0 U U U U 0 0 0 0 0 0 0
13 Stolen Property 0 0 0 0 0 0 0 U 0 U 0 0 0 U 0 0 0 0 0 0 U 0
14 Vandalism 0 4 0 1 0 1 1 12 0 3 2 2 2 1 U 1 4 3 3 1 0 41
15 Weapons 0 0 0 0 0 0 0 0 0 0 U 0 0 1 0 1 0 U 0 0 0 2
16 prostllullon 0 0 0 0 0 0 0 0 0 0 U 0 0 U U 0 0 0 0 0 U 0
17 Other seK offenses 0 0 0 0 0 0 1 U 0 U 0 1 0 0 0 0 0 0 U 0 0 2
18 Narcollcs Total 0 0 0 0 0 0 0 1 0 0 0 0 0 1 0 0 U 0 2 U 0 4
19 Gambling Total 0 0 0 0 0 0 U 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
20 Family/Children 0 0 0 1 0 0 U 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1
21 O.UJ. 0 0 4 4 0 0 0 1 0 2 2 4 0 0 0 3 0 1 15 U 0 36
22 LIquor Laws 0 0 0 0 U 0 0 1 0 0 1 0 1 0 U 0 1 0 1 0 U 5
24 DIsorderly 1 0 3 U 0 1 4 5 0 4 2 0 0 2 0 1 0 0 1 5 0 29
26 Other 0 4 6 6 1 3 4 12 4 8 9 1 1 8 3 5 7 8 39 5 0 1M
TOTAL 2 8 15 13 1 7 10 42 4 18 19 8 4 16 4 12 14 13 66 17 0 293
Percent 01 Total by Grid 1% 3% 5% 4% 0% 2% 3% 14% 1% 6% 61)/. 30/. 10/" 5% 1% 4% 50/0 4% 23% 6ft/. 0% 100%
GRANO TOTAL 6 10 17 16 2 9 12 60 4 26 26 11 7 21 4 14 16 21 87 24 0 391
Percent of Grand Total by Grid 2% 3% 4% 4% 1% 2% 3% 15% 1"1. 1% 1% 3% 2% 5% 1% 4% 4% 5% 22% 6% 0% 100%
PART 1 CRIMES
CODE DESCRIPTION 1 2 3 4 6 6 1 8 9 10 11 12 13 14 16 16 11 18 19 20 OA TOTAL
1 Murder 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
2 RApe 1 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 2
3 Robbery 0 0 0 0 0 0 0 1 0 0 0 0 0 0 1 0 0 0 0 0 0 2
4 Assault 0 0 0 0 0 0 0 1 0 0 0 0 0 1 0 0 1 0 1 1 0 I;
6 Burglary 0 0 1 0 0 3 3 0 0 0 0 4 0 1 0 0 0 0 0 2 0 14
6 Larceny 0 2 0 0 0 2 1 11 0 1 2 1 0 3 2 2 0 0 13 4 0 44
1 Auto Then 0 3 0 0 0 0 0 1 0 0 0 0 0 0 0 0 1 0 0 2 0 1
8 AUlon 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
TOTAL 1 6 1 0 0 6 4 14 0 1 2 6 1 6 3 2 2 0 14 9 0 74
Percent of Total by Grid 1% 7% 1% 0% 0% 7% 6% 19% 0% 1% 3% 7% 1% 7% 4% 3% 3% 0% 19% 12% 0% 100%
PART 2 CRIMES
DESCRIPTION 1 2 3 4 6 6 7 8 9 10 11 12 13 14 16 16 11 18 19 20 OA TOTAL
9 Olher AlIlIaulb. I 0 2 0 0 0 2 3 1 3 2 0 0 2 2 2 0 1 2 4 0 21
10 Forgery/Counlerfelt 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 4 1 0 6
11 FrAud 0 1 0 1 0 0 0 3 0 2 0 0 1 0 0 0 1 0 1 1 0 11
12 embeule",enl 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
13 Slolen Property 0 1 0 0 0 0 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0 3
14 VAndalls", 1 1 1 0 0 1 0 1 2 0 3 2 2 0 0 2 3 0 1 2 0 22
16 Weapons 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 1 0 0 0 0 2
16 Proslllu!lon 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
11 Olher seK offenses 0 0 0 0 0 0 1 0 0 0 0 0 0 1 0 1 0 1 1 0 0 6
18 Narcotic" Total 0 0 0 0 0 0 0 2 1 2 0 0 0 0 0 0 1 0 4 0 0 10
"19 Gambling Tolal 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
20 Farnlly/Ghlldnm 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1
21 O.U.I. 0 2 5 0 0 0 0 4 2 0 0 0 0 0 0 0 2 0 21 5 0 41
22 Liquor Laws 0 0 1 0 0 0 0 1 0 0 0 2 0 0 0 0 0 0 1 1 0 6
24 Disorderly 0 0 0 1 0 0 2 2 1 1 1 0 0 0 0 0 1 0 6 1 0 22
26 Other 0 4 4 3 1 6 4 14 1 1 3 3 2 4 5 3 3 3 52 7 0 123
TOTAL 2 9 13 6 1 1 9 33 9 9 9 1 6 8 1 8 12 6 93 28 0 219
Percenl of Tolal by Grid 1% 3% 6% 2% 0% 3% 3% 12% 3% 3% 3% 3% 2% 3% 3% 3% 4% 2% 33% 10% 0"10 1001
GRAND TOTAL 3 14 14 5 1 12 13 47 9 10 11 12 6 13 10 10 14 5 107 37 0 35;
Percent of Grand Total by Grid 1% 4% 4% 1% 0% 3% 4% 13% 3% 3% 3% 3% 2% 4% 3% 3% 4% 1% 30% 10% 0% 100'
PART '1 CRIMES
CODE DESCRIPTION 1 2 3 4 6 6 1 8 9 10 11 12 13 14 16 1\1 17 18 19 20 OA TOTAL
1 MlInhn 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 U
2 RlIlle 0 U U U U U U U U U U 0 0 0 U 0 0 0 0 0 0 0
3 Robbery 1 1 U 0 U U 0 U 0 0 1 0 0 2 1 U U IJ 2 IJ U 8
4 A9911ull U 0 0 IJ IJ IJ I 0 0 IJ 0 IJ IJ IJ IJ IJ IJ IJ 4 1 u II
r. Burglary IJ 2 1 IJ 0 2 2 7 0 U 2 3 4 1 0 IJ 1 1 0 IJ IJ 2\1
8 Larceny U 1 2 1 1 0 1 9 IJ 1 2 IJ 3 2 0 4 U 1 19 7 U 64
7 Auto Theil IJ 0 IJ IJ IJ 1 IJ 1 0 0 IJ 2 1 U 1 IJ 0 0 3 1 0 10
8 Ar90n 0 U 0 0 0 U 0 0 IJ IJ IJ 0 0 IJ 0 IJ 0 0 U 0 0 0
TOTAL 1 4 3 1 1 3 4 17 0 1 6 5 8 6 2 4 1 2 28 9 0 104
Perce lit 01 Totlll by Grid 1% 4% 3% 1% 1% 3% 4% 111'l'. 0% 1'l'. 5% 6% 8% 6% 2% 4% 1% 2% 21% 9% 0% 100%
PART 2 CRIMES
DESCRIPTION 1 2 3 4 6 6 1 8 9 10 11 12 13 14 16 111 17 18 19 20 OA TOTAL
9 Other A9911111l9 1 0 IJ IJ 0 0 0 6 0 3 1 0 0 2 0 0 I 0 2 7 0 23
'10 Forgery/Collnt9rl9lt 0 0 U 0 U U U 2 U 0 0 0 1 U U U U U 1 1 U 6
11 FrAud 2 IJ 0 1 0 U U 2 1 0 0 0 1 0 U 0 U U U 2 0 9
12 Embezzlement 0 0 U U 0 0 U 0 IJ U 0 0 0 U 0 U U U U U 0 0
13 Stolon PrOl19rty U 0 1 0 U 0 0 0 0 0 1 0 0 0 0 0 0 0 0 U 0 2
14 VAndall9m 1 1 1 1 1 1 r, 7 U 3 1 1 2 3 1 2 0 1 6 1 0 39
16 VVOAI10n9 0 U U U U U 0 U 0 0 0 0 0 0 0 0 0 0 0 0 IJ 0
16 Pr09UtuUon 0 U 0 0 0 IJ 0 U IJ IJ IJ IJ IJ 0 IJ IJ 0 0 U IJ 0 0
17 Othor 9lJX 0lllJn9lJ!l IJ 0 U U 0 IJ U 0 1 0 U IJ 0 0 IJ IJ 0 IJ IJ 1 U 2
18 NArcoUc9 TotAl U U 0 0 0 2 U 0 0 0 IJ IJ 0 0 1 2 U 3 3 1 0 12
19 Gambling Total U U 0 0 0 0 0 U 0 U U IJ 0 0 IJ U 0 U () 0 U 0
20 Family/Children 0 0 U IJ U 0 U 0 0 0 1 1 0 IJ IJ U 0 0 U 2 U 4
21 D.U.I. 0 1 2 IJ 0 U {) 2 0 0 0 2 {) 2 {) 4 2 {) 11 {) 0 32
22 Url\lor Law9 U U U U 0 {) {) U 0 I 0 0 0 0 {) 0 {) 0 3 1 U 6
24 0I90rdrHly I 0 2 1 U 1 1 2 0 1 4 {) 0 2 0 U 1 0 2 6 0 24
26 Olher I 2 6 3 1 1 6 12 1 2 9 6 3 2 1 11 2 {) 31 2 3 101
TOTAL 6 4 12 \I 2 6 '12 33 3 10 11 12 1 11 3 19 6 4 86 24 3 264
PlJrcent or TolAI by Grid 2% 2% 6% 2% 1% 2% 6'l'. 13% 1% 4% 6% 6% 3% 4% 1% 1% 2% 2% 26% 9% 1% 100%
GRAND TOTAL 7 6 15 7 3 6 16 50 3 11 22 17 15 16 5 23 7 6 93 33 3 366
Percenl or Grand Tolal 2% 2% 4% 2% 1% 2% 4% 14% 1% 3% 6% G% 4% 4% 1% 6% 2% 2'Y. 25% 9% 1% 100%
. PART 1 CRIMES
CODE DESCRIPTION 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 OA TOTAL
1 Murder 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
2 Rape 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 1
3 Robbery 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1
4 Assault 0 0 0 0 0 1 0 1 0 0 0 0 0 2 0 0 0 0 1 2 0 7
5 Burglary 1 1 0 0 0 0 2 1 0 4 1 1 1 1 1 3 1 0 0 2 0 20
6 Larceny 3 2 2 0 0 2 1 7 1 1 4 1 0 2 3 7 0 1 14 3 0 54
7 Auto Theft 0 0 0 0 0 0 0 1 1 0 0 2 0 0 0 0 0 0 0 1 0 5
8 Arson 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
TOTAL 4 3 3 0 0 3 3 10 2 5 5 4 1 5 5 10 1 1 15 8 0 88
Percent of Toll'll by Grid 5% 3% 3% 0% 0% 3% 3% 11% 2% 6% 6% 5% 1% 6% 6% 11% 1% 1% 17% 9% 0% 100%
PART 2 CRIMES
DESCRIPTION 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 OA TOTAL
9 Other Assaults 0 0 0 0 0 0 2 2 0 1 2 1 1 4 1 1 2 1 2 3 0 23
10 Forgery/Counlerfeit 2 0 0 1 0 0 0 1 0 0 0 0 0 0 0 0 1 0 1 0 0 6
11 Fraud 0 1 3 3 0 0 0 1 0 0 0 1 1 0 0 0 0 0 2 0 0 12
12 Embezzlemenl 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 1
13 Slolen Property 0 0 U U 0 0 0 0 0 1 0 U 1 0 0 U 0 0 0 0 U 2
14 Vandalism 1 1 0 0 0 1 2 12 1 1 3 2 2 4 5 5 0 4 3 0 0 47
15 Weapons 0 U 0 U 0 U 0 0 U 0 1 0 0 0 0 0 0 0 0 0 0 1
16 Proslilullon 0 U 0 0 0 0 U 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
17 Olher sex offenses () 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 1
18 Narcollcs Tolal 0 0 0 0 0 0 0 1 0 0 0 1 1 0 0 0 0 0 5 2 0 10
19 Gambling Tolal 0 0 0 () 0 0 0 0 0 0 0 U 0 0 0 0 0 0 0 0 0 0
20 Family/Children 0 0 0 0 0 0 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0 2
21 O.U.1. 0 0 6 0 0 1 2 4 0 0 4 0 0 0 0 0 0 0 14 0 0 31
22 Liquor Laws 0 0 0 0 0 0 0 1 0 1 0 0 0 0 0 0 0 2 0 1 0 5
24 Disorderly 1 1 2 0 0 1 1 7 0 0 0 1 0 3 1 0 1 1 1 4 U 25
26 Olher 3 0 4 1 1 1 7 9 0 3 3 6 3 4 4 0 3 2 29 6 0 89
TOTAL 7 3 15 5 1 4 14 39 1 7 13 13 10 15 11 6 7 10 58 16 0 255
Percent of Toll'll by Grid 3% 1% 6% 2% 0% 2% 5% 15% 0% 3% 5% 5% 4% 6% 4% 2% 3% 4% 23% 6% 0% 100%
GRAND TOTAL 11 6 HI 5 1 7 17 49 3 12 18 17 11 20 16 16 8 11 73 24 0 343
Percent of Grand Total by Grid 3% 2% 5% 1% 0% 2% 5% 14% 1% 3% 5% 5% 3% 6% 5% 5% 2% 3% 21% 7% 0% 100%
Columbia Heights Activity Center
Comnlunications & Public Participation Plan
May 2006
DRAFT 5-31-06
Ehlers & Associates
JMS Communications & Research
Jill Schultz, President
Phone - (866) 747-5100
Fax - (941) 747-9031
Columbia Heights Activities Center
Communications & Public Participation Plan
Table of Contents
Section
1.
Purpose........................................................................................................ ..
2.
General Needs/Problem Statement..........................................................................
3.
I(ey Messages.............................................................................................. ....
4.
Target Audiences.............................................................................................
5.
Communications Goal by Audience............... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ...
6.
Tools List. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..
7.
Tactics and Strategies.........................................................................................
8.
Public Information and Feedback Process Tentative Schedule..........................................
9. Action Plan (To be completed if information is available at time of plan completion, otherwise
separate document)
2
Page
3
3
3
7
9
10
13
15
Columbia Heights Activities Center
Communications & Public Participation Plan
1. Purpose of the Plan
The purpose of this plan is to organize communications and public participation for the Columbia Heights Activity Center study
process. That process will include identifying and receiving feedback from the public on the need; the public participation process; the
facility, site and financing options, and cost impacts, and the preferred facility and site option, cost impact and financing method.
2. General Needs/Problem Statement
The City and School District cUlTently cannot meet the recreational needs of residents young and old with its current facilities. Like
businesses, communities must compete to retain and attract residents and provide students for the schools. If mature, inner ring
suburbs cannot compete with neighboring communities or outer ring suburbs by providing today's residents with the housing choices,
vibrant schools and recreational amenities they want, they will live elsewhere.
3. Key Messages
The Need
· Columbia Heights is a mature, fully-developed first ring suburb of MiImeapolis that became a city in 1921 and was mostly
settled from the 1940s through the 1970s after the GIs returned home from W orId War II. Like all communities, it has changed
and grown through the yem's.
3
. Cities are like businesses and compete for residents. If Columbia Heights cannot provide residents with the housing options,
strong and vibrant schools, and the recreational amenities that residents want, it will not be able to retain and attract residents.
They will settle in outer ring suburbs or neighboring conununities that can offer them what they want.
. In order to compete with neighboring and outer ring suburbs, remain vital, and retain strong propeliy values, mature inner ring
suburbs must continually reinvest in their homes, and in their City and schools to maintain their vitality,
. For more than 20 years the City has been looking at how to meet the need for an affordable recreational activity center in the
community. The need has not gone away, but grown.
. We have had to cancel or curtail programs for lack of gym space for youth and adults alike and seniors no longer have a nearby
indoor walking area.
o Columbia Heights used to have 12 adult traveling basketball teams but we've basically eliminated them for lack of gym
space.
oWe cannot otler volleyball for adults or youth nights for lack of gym space.
o We offer youth boys and girls basketball for children grades 2 tlu'ough 8, but the gym space is so limited we have to
play half comi and run the boys' season ti-om October to December and girls from January tlu-ough March. The lack of
a real basketball experience that we can offer our kids impacts their preparation to compete on a high school level and
its tough to be competitive, especially now that we are with some of the larger schools in the North Suburban
conference.
o The high school has limited space on gym stage for high school gynmastics team and limited space for baseball batting
cages and skills practice for high school baseball team.
o Since Apache Plaza Mall was torn down in early 2004 there has been no nearby indoor year-round walking area for our
seniors and other adults.
4
· Cunently, our residents leave the community because we cannot provide the kind of recreational opportunities that they are
seeking. If we do not provide the types of recreational opportunities that residents are looking for themselves or their children,
they will look elsewhere.
The Process
· Although the City had a demonstrated need for community recreation space, many reasons arose for why some residents felt
they could not support the options presented in the earlier referenda. Some felt the proposals didn't have the options in them
that they were seeking; some were concemed about cost; and, some did not tum out because the last referendum was a special
election.
· In January 2005, the City had an independent market research study completed, which determined that a market for an
affordable recreational activity center exists in Columbia Heights.
· The Council is addressing the issue because the need has not and will not go away. They want to see how the conUllunity
wants to invest in its seniors and younger adults, and especially in its youth, and in the viability of Columbia Heights.
· The Council created a 36-member Activity Center Advisory Committee (ACAC) with diverse representation ii'om across the
community, including representatives of the business conununity, the school district, city and school recreation and athletics,
the library board, and the clergy. The committee will complete a nine-month study of the issue and will document the need,
options and what others have done.
· This Activity Center process includes comprehensive, careful, intensive study and public-participation process to ensure we
lmderstand what residents want and need, and residents have had opportunities to paliicipate and give us feedback about what
is important to them.
5
. The Activity Center Advisory Committee held their first meeting on April 26, 2006, and took a bus tour of facilities in New
Brighton and Andover on May 6. The first Community Information Open I-louse on the need and the process will take place in
late July and will be hosted by the Activity Center Advisory Committee.
· The Activity Center Advisory Conmlittee will look at the cost and financing options as well as the potential sites. Members
have the assistance of financial and communications consultants and an architect. They will hold three different COlllillunity
Infol111ation Open Houses for the community during the course of the process to get the feedback and input from residents.
They will report regularly back to the City Council and at the end of the process will make a final recommendation to the
Council.
. To make sure that the community knows about and can pmiicipate in the conmlUnity infol111ation Community Information
Open Houses, there will be project newsletters sent out prior to COlllimmity Information Open Houses and information on
Cable- TV, in the newspapers, and on City and School District Web sites and newsletters.
· Neither the Council nor the Advisory Committee has made a decision or a reconmlendation on what the activity center should
include. The City has heard everything from just gyms to a much larger recreational facility. What are the needs of our youth?
Our young adults? Our families? Our seniors? Our empty nesters? Of those who will be moving to the new housing created by
redevelopment in our community in the coming year? Obviously, the needs and desires of the community and the costs and the
financing, will drive all these issues as the conullittee studies this issue.
How Can You Get Involved?
. This effOli can only be a success if the conullunity gets involved. The tlu'ee Community Information Open Houses will be an
opportunity to learn more and give feedback. For those who believe this is a critical issue currently and for the future of this
community, it will be important to talk to people and help get them to tUl11 out at Community Information Open Houses. We
want to hear thoughts from the community. Residents will receive a newsletter in July with more information.
· The final COlllimmity InfOlmation Open House is expected to be held early next year and a recommendation will be made to
the Council at that time.
6
. For more infom1ation contact Kirsten Partenheimer, Community Development Specialist, at 763-706-3674.
4. Target Audiences
Category Description
1. All Columbia Heights Residents All Residents
2. School District Residents All households in the School District including a portion of southem Fridley and Hilltop
3. City Council Members of the Columbia Heights City Council
4. School Board Members of the Columbia Heights School Board
5. Community Opinion Leaders & City Boards and Commissions
Civic Groups; and School Groups Lions Club
VFW
Police Athletic League
The Athletic Boosters Club
Women of Today
Rising to New Heights
Values First
Southem Anoka County Committee
PTA
Finance Committee
Curriculum Advisory Committee
School Union
I Principals
7
6. Business Community Columbia Heights Chamber of Commerce
All Columbia Heights Businesses
Medtronics employees
Minneapolis businesses close to Columbia Heights
Southern Fridley Businesses
7. City and School District Columbia Heights City employees
Employees Columbia Heights School District employees
8. Parents with students in the All parents of students in the School District
school district and area schools Parents of students at Immaculate Conception and Bio Science Academy
9. All involved in City and School Columbia Heights Basketball Association
District athletic and recreational City Youth Recreational Leagues
programs School District Athletic Team Members
10. Seniors All seniors, including senior groups
11. Faith-based Community Clergy Association; Grace Church (Silver Lake); Church of All Nations (Silver Lake); First
Lutheran; S1. Timothy's Lutheran; S1. Matthew's Lutheran; Immaculate Conception Catholic;
Christ Life Evangelical Church; Oak Hill Baptist Church; Community United Methodist Church;
Columbia Heights Assembly of God; Crestview Lutheran Homes and, Islamic Institute of
Minnesota Mosque.
12. News Media Sun Focus
The Northeaster
Anoka County Union
Minneapolis Star Tribune-Metro North Section (Wednesdays)
Cable- TV (Channels 15, 16 and 18)
8
5. Communications Goals by Audience
Target Audience Goals
1. All Columbia Heights Residents To make sure that all residents are informed and have the opportunity to become involved and
provide feedback on the need for an aetivity center; communicate the options and costs and
financing options along with estimated tax impacts; and a preferred facility option along with
estimated cost, financing method and estimated tax impacts.
2. School District Residents To make sure that all residents of the school district are informed of the need, the process, the
options and the prefened option and can provide feedback.
3. City Council Ensure that the City Council receives periodic updates and is aware of the work of the Activity
Center Advisory Committee (ACAC) and the information that will be presented at Community
Information Open Houses. enabling them to answer questions and encourage public
participation.
4. School Board Ensure that the School Board receive periodic updates and is aware of the work of the Advisory
Committee and provides feedback through its representation on the Advisory Committee,
enabling the School Board members to answer questions and encourage public participation.
5. Community Opinion Leaders & To educate and inform those cOlTIlmmity and civic groups who serve as opinion leaders in the
Civic Groups; School Groups cOlTIlnunity, enabling them to provide informed feedback and inform others and encourage
public pmiicipation.
6. Business COlllil1UlUty Provide businesses and business groups with the information they need to enable them to
provide feedback and inform others.
7. City and School District To ensure City and School District employees are fully informed, enabling them to answer the
Employees questions that they receive from friends and neighbors and encourage public pmiicipation.
8. Pm"ents with students in the Keep parents of students in the School District mld parents of children at Immaculate Conception
9
School District and area schools and Bio Science Academy informed and enable them to pmiicipate in Community Information
Open I-louses.
9. All involved in City and School Keep pmiicipmlts in City and School Athletic and Recreational programs informed and enable
District athletic and recreational them to participate in Community Infomlation Open Houses to leam more and provide feedback.
programs
10. Seniors Keep seniors informed and enable them to pmiicipate in Community Information Open I-louses
and provide feedback.
11. Faith-Based Community Provide information and enable members of faith-based communities to participate in the
Community Information Open Houses mld provide feedback.
12. News Media To fully inform the news media of the key information about the project, enabling them to
inform the community in an accurate and timely mmmer.
6. Tools List Description
Type Description Timing
Community Information Open House Community Infonnation Open Houses to shm'e infonnation Sunuller'06
mld obtain public feedback on needs & process, study Late '06
options and selected option, identified potential solutions, Em'ly '07
and preferred solution.
Project Newsletter Project newsletter prior to each Community Information Prior to each Community
Open House to notify of COlllillUnity Information Open Information Open I-louse
House, inform, answer questions, forecast issues and
feedback the feedback.
10
News Releases News releases at key points. Prior to each Community
Information Open House
and after a final decision
is made
--
City and School District Web Site The project newsletters and a tentative schedule provided on Newsletter put on Web
Information City and School Web sites for the public. sites prior to each
COlmmmity Information
Open I-louse
Fact Sheet Simple fact sheet with key messages for project for Prior to presentations.
distribution with PowerPoint presentation.
Community Infonnation Open House Displays at the Community Information Open House Prior to each Community
Boards organized in stations to provide information pertaining to the Information Open I-louse
need and process, the study options and a selected option.
Community Information Open House Plan A plan outlining stations, boards and draft board text for Prior to each Community
each Conununity InfOlmation Open House. Infonnation Open House
City Newsletter Article Article for the City's qumierly newsletter summarizing what In each qumierly
is happening in the Activity Center public paliicipation newsletter
process.
School District Newsletter Article Article for the School District's quarterly newsletter In each qumierly
sununarizing what is happening in the Activity Center newsletter
public participation process.
Cable TV Progrmn Potential brief piece, possibly interview format. Potentially prior to each
COlmnunity Information
Open House
PowerPoint Presentation PowerPoint presentation to be used with organizations Updated prior or I
11
conmmnitywide. following each
Community Information
Openl-Iouse.
Updates for City COlmcil Advisory Committee Chair or Vice Chair provides periodic Updates before
updates to the City Council. Brief written reports provided Community Information
by City staff on a regular basis. Open Houses and written
updates ongoing.
Updates for School Board School Board ACAC representatives provides periodic Ongoing
updates to the School Board on the Advisory Committee
process.
Presentations to Organizations and Groups Designated ACAC members make presentations to their Ongoing
organizations and other community organizations.
Flier AImouncing Community Information Simple text 8.5" by 5.5" black text flier on colored paper Prior to Community
Open Houses used to handout and post on bulletin boards and in shop Infonnation Open Houses
windows to announce Community Information Open
Houses.
Booth at Community Festival Booth will provide information through fliers about At the Columbia Heights
Community Ihfonnation Open I-louse and fact sheet on Lion's Club Jamboree
Activity Center process. and carnival, June 21-
June 25 at Huset Parle.
Neighborhood Community Coffees Community Coffees, if identified by the Advisory As identified by ACAC
Committee members, held by designated Advisory
COlllillittee members to inform on the issue.
Community Contact; E-mail; Voice Mail A contact point for people with questions. Throughout process
City & School District Brochure A four-to-six page color piece with key messages and If funding permits,
photos demonstrating current successes, goals and future during process
"State of the Community" Report issues for keeping the cOl1U1mnity and its schools strong and
vital. (e.g. redevelopment, activity center process, new
school programs, etc.)
12
7. Communications Tactics & Strategies
Strategy Description Goals Tools Timing
1. Residents Communications strategy that includes 1 PowerPoint presentation, fact Ongoing, beginning
Community Infol111ation Open Houses, sheet, fliers, project newsletters, prior to first
newsletter, Web site and cable information, COlmnunity Information Open Community
in addition to infol111ation provided to the Houses, neighborhood coffees, Information Open
local media. city and school district House in July.
newsletters, newspaper (news
releases) cable-TV, City Web
site, School District Web site.
2. School This communications strategy will hit those 2 Community Information Open Prior to Community
District who live in the school district, including Houses, project newsletter, school Information Open
Residents district members in Hilltop and southel11 district newsletter and Web site, Houses
Fridley. as well as local media.
3. City Council Regular written updates by staff, 3 Brief written updates by staff and Regular written
presentations prior to COlmmmity verbal updates before Community updates, verbal
Inf0l111ation Open Houses by ACAC Chair Infol111ation Open Houses by updates by Advisory
to keep the Council abreast of the work of ACAC chair or vice chair. Conunittee chair
the Advisory Committee and aware of what prior to COlmllU11ity
is being presented at Community Infol11mtion Open
Information Open Houses. Houses
4. School Board The School Board has two members on the 4 Verbal updates by School Board Regularly
Advisory Conunittee who will be Advisory COlmnittee members.
designated to provide updates to the School
Board.
5. COlmnunity PowerPoint presentations to community and 5 Designated Advisory Committee Ongoing, as
Opinion civic groups, in addition to the members make presentations to identified by
13
Leaders & Civic communications they receive as individual the committee members, fact Advisory Committee
Groups; School residents in the community will help to keep sheet. members
Groups them informed.
6. Business Presentations made to Chamber of 6 Letter inviting to a special hour of Prior to each
COlmnunity Conunerce, in addition to fliers provided to COlmmmity Information Open Community
business community members for posting House prior to residents portion Information Open
prior to Community Information Open of Community Infonnation Open I-louse
Houses. House; PowerPoint presentation,
fact sheet, fliers, project
newsletters.
7. City and This communications strategy will involve 7 E-mail newsletters prior to Prior to Conummity
School District tools in place at the City and School District Community Information Open Infol111ation Open
Employees to help keep employees informed. Houses, posted Hiers prior to Houses
Community Information Open
Houses, and any other updates as
identified.
8. Parents with Inform of Commmlity Information Open 8 Fliers in backpacks prior to Prior to Community
students in House times and days and encourage Community Information Open Infol111ation Open
School District participation. Houses (if allowed), project Houses
and area schools newsletters, Commmlity
Information Open Houses, news
releases, school district newsletter
and Web site.
9, All involved Prior to Commumty Information Open 9 Flier. Prior to Commm1ity
in City and I-louses, paliicipants are given fliers to aleli Information Open
School District them to the Community Information Open Houses
athletic and House date, place, and time.
recreational
progralllS
110. Seniors Presentations are made for senior groups \10 PowerPoint presentation, fact Ongoing
al1d neighborhood coffee hours are held, as sheet, fliers, project newsletters,
14
requested, by ACAC members. Conul1l111ity Information Open
Houses, coffees, City and School
District newsletters, newspaper
(news releases) cable-TV, City
Web site, School District Web
site.
11. Faith-Based Presentations and back-up materials to 11 Flier pdf file for running of I During monthly
Conununity inform tlu'ough the Clergy Association copies for bulletin inserts, Clergy Association
meetings and e-mail. handouts, or bulletin boards; meetings.
PowerPoint presentation; fact
sheet; newsletters.
12. News Media News releases prior to Community 12 News releases Prior to Conmmnity
Information Open House, when Advisory Information Open
Conunittee makes recommendation to Houses, when
Council and when Council makes final Advisory Committee
decision. makes
recOlllinendation,
when Council makes
final decision.
8. Proposed Activity Center Public Information and Feedback Process
Schedule Activity Purpose
April 10 City Council creates Activity Center Advisory Conunittee Communicate the Need and the Process
(ACAC) and initiates communications and public participation
process. To effectively conununicate the need so that
15
May Communications plan developed for review by Council, process the public understands the problem and its
schedule developed and Advisory COlmnittee holds kick-off impact on the community.
meeting.
To establish public confidence in the Public
Mav6 Advisory Council tours facilities in New Brighton and Andover . Information and Feedback Process,
May 24 ACAC meets to plan for first Community Information Open engaging the public and infonning them of
House and reviews communications plan. their role, and encouraging them to
June 5 City Council reviews communications plan. participate.
Mid-June School Board reviews communications plan.
June ACAC meets to review roles for Community Information Open
House and substance, schedule next meeting to review feedback.
July City Council previews Community Information Open House
materials prior to first Community Information Open House.
July Advisory Committee holds first Conununity Information Open
House on need and process.
Summer 2006 ACAC meets to discuss Community Information Open House Communicate the Options and Feedback
feedback on the need and the process, determines work plan for the Feedback
coming months development of options and meeting schedule.
To address questions and concerns from the
Late 2006 ACAC plans for second Conununity Information Open I-louse on first COlmnunity Information Open House,
options; City Council previews Community Information Open providing effective two-way cOlmnunication
House information. in the process.
16
Late 2006 Community Information Open House held on facility options,
financing options, cost estimates, estimated tax impacts, site To provide a complete discussion of the
options. options and the evaluation criteria,
addressing the public's questions and
developing confidence in the thorouglmess
of the evaluation of the study options and
responsiveness of the process to the
feedback.
January 2007 ACAC meets to consider the feedback fI-om the second Communicate the Selected Option and
Community Infonnation Open House on the options, and further Feedback the Feedback
evaluates and discusses the study options, and requests any
financial infonnation from Ehlers, or other information needed to To address questions and concerns from the
prepare for the third Community Information Open House to second Community Information Open
receive feedback on a preferred solution. House, providing effective two-way
communication in the process.
February 2007 ACAC prepares for third Community Information Open House
on preferred option, costs, tax impacts, preferred site. To provide a final evaluation of the options,
presenting the selected option and the
February 2007 City Council previews Community Information Open House reasons for that selection. The result of the
infonnation clear presentation of the need, the thorough
discussion of options and the logic of the
resulting selected option effectively
communicates to the public the reasons for
the selected option.
March 2007 ACAC holds final Community Information Open House and Final Decision
receives feedback on preferred option, cost, tax impacts. ACAC
holds final meeting to make a decision on the preferred site. I-laving received public feedback on the
17
I I
18
need, the feedback process, the options and
selected option, the Council is ready to
make a final decision on facility needs.