City Council
Regular MeetingHopkins, MN · June 17, 2021
Minutes
HOPKINS CITY COUNCIL
SPECIAL MEETING PROCEEDINGS
JUNE 17, 2021
CALL TO ORDER
Pursuant to due call and notice thereof a special meeting of the Hopkins City Council was
held on Thursday, June 17, 2021 at 5: 30 p. m. in the Council Chambers at City Hall, 1010
1st
Street South. The purpose of the special meeting was to meet jointly with the
Minnehaha Creek Watershed District ( MCWD) Board of Managers and deliberate on the
merits of each development team with a goal of selecting a master developer partner for
325 Blake Road Restoration and Redevelopment.
Mayor Gadd called the meeting to order with Council Members Beck, Brausen, Halverson
and Hunke attending. Other Hopkins staff attending included City Manager Mornson, City
Clerk Domeier, Management Analyst Imihy, Director of Planning and Development
Elverum, Community Development Coordinator Youngquist and CIO Hepp. Minnehaha
Creek Watershed District Board of Managers present included President Sherry White,
Secretary Gene Maxwell and Board Managers Richard Miller and Steve Sando. Vice
President Bill Olson, Treasurer Jessica Loftus and Board Manager Arun Hejmadi
participated via Zoom. MCWD staff present included Project Planning Manager Hayman.
NEW BUSINESS
111. 1. 325 Blake Road Restoration and Development
Developer Presentations
All developers were allowed a twenty minute presentation. Joint board/ council questions
followed after each presentation. A summary of the question and answer session is
below.
Wellington Management
The team planned to work with group and leaders in the community to gain input
on the project. They provided information about their proposed community
engagement process.
The team talked about their design build process and the research they did for
finding retail tenants. It was anticipated that smaller businesses and smaller office
spaces would be part of the commercial demand.
The team considered that some of the commercial spaces would be more
affordable instead of market rate due to the location of the project.
The team confirmed they would own the project except for the proposed
townhomes.
The team planned to use grant dollars for sustainability components. The team
anticipated $ 10. 5 million in TIF and approximately $ 500, 000 or more in grant
monies.
The team planned to work together on what the space will evolve into through a
community engagement process. They were not looking to divert the creek but
instead use it for storm water management. The creek would be part of phase
one.
The team talked about making the creek a show piece and providing different
pathways and connections.
The team views it as a public infrastructure improvement and that maintenance
would involve an agreement with the watershed or the city.
The team provided their experience with affordable housing and looked to increase
the amount of affordable housing to potentially 14%.
HOPKINS CITY COUNCIL
SPECIAL MEETING PROCEEDINGS
JUNE 17, 2021
The team provided information on the Bassett Creek Valley project and staff
changes over the last year to take on this project.
The team will work with all parties during the engagement process to make better
spaces.
The team have been watching this site for a long time and provided possible
amenities and current amenities including the canoe landing.
The team provided more information about the use of the land trust for the property.
Sherman Associates
The team talked about the community engagement with staff and the community
to create a community asset. They also provided community engagement
approaches with past projects.
The team talked about their experience with owner occupied and co- ops for
seniors.
The team talked about other food hall projects, the need for dining, the sustainable
components, the infrastructure they provide and the shared space.
The team provided information about storm water, housing and amenities on site.
The team provided information about surface parking, structured parking, and
underground parking.
The team requested $ 17. 2 million in TIF and using gap financing resources for the
remainder.
The team planned to draw the water into the interior of the site and engage with
stakeholders to design the space.
The team talked about the urban planning that will be done to ensure that water
features will stand out especially along Blake Road.
Alatus
The team plans to own the commercial spaces and not sell commercial pads. Ms.
White also questioned job creation and retention.
The team stated that the hotel will bring in jobs along with the service staff needed
for housing areas.
The team provided their community engagement experience for a project in
Brooklyn Center using LISC as a consultant.
The team projected that the project would generate approximately $ 50 million in
TIF. They are requesting about $ 25 million in TIF, which is about $ 30, 000 per
unit.
The team provided information about budgeting including $ 8 million towards phase
one along with the set of standards used in their projects.
The team talked about density and the proximity to the light rail acknowledging that
the proposed tower has to be done well in order to fit on the site and benefit the
community.
The team planned to include housing, mixed rate housing and
market rate
affordable housing.
The team stated they are now looking at condensing the project in two phases.
The team provided their experience working with the third party housing
consultants to ensure they have a great senior housing co- op project.
HOPKINS CITY COUNCIL
SPECIAL MEETING PROCEEDINGS
JUNE 17, 2021
The team stated their experience partnering with other consultants and having the
passion as the lead developer.
The team stated that four to five members of Alatus would be part of the community
engagement process along with a third party firm.
The team talked about their contingency with their design work.
The team plans to do the maintenance and work with the City on a calculation for
costs along with having a master HOA in place.
Staff Presentation
Hopkins Director of Planning and Development Elverum provided a brief overview of the
next steps and thanked all involved in the process.
Discussion and Deliberation
The board/ council members all agreed that the three developers provided great
presentations and visions for the proposed project. A summary of the comments and
decisions is below.
Manager Miller
Preferred to move forward with Wellington Management
Placed Sherman Associates as a second option
Concerned about the financial requests and maintenance costs for the Alatus
project
Concerned about just hearing about the $ 8 million payment for Phase one by
Alatus at the meeting
Set on the $ 11. 25 million price with $ 8 million due in the first phase.
Council Member Beck
Preferred Alatus as they could set the standard for developing that part of Hopkins
Stated it was a once in a lifetime project
Stated risks for the City was having the property go another 10- years without
development
Manager Olson
Preferred the amenities proposed with Sherman Associates and Wellington
Management
Concerned about the amount of the Alatus project
Council Member Hunke
Preferred Alatus proposal because it was the most distinct design
Concerned about the urban design proposed by Sherman Associates
Stated that the City' s 2040 Comprehensive Plan calls for the type of density
proposed by Alatus
Supported the tower size proposed by Alatus due to its proximity to light rail station
HOPKINS CITY COUNCIL
SPECIAL MEETING PROCEEDINGS
JUNE 17, 2021
Manager Maxwell
Preferred to move forward with Sherman Associates
Placed Alatus as a second option
Encouraged caution about the amount of money proposed
Stated the final plan will not look exactly like the proposals
Concerned about the TIF financing and density proposed by Alatus
Council Member Brausen
Preferred to move forward with Alatus
Provided history on all the positive changes to come from development projects in
Hopkins
Not concerned about just hearing about the $ 8 million payment in phase one by
Alatus since it was offered on public record
Concerned about the TIF financing proposed by Wellington Management
Expressed not wanting discomfort between the board and council
Preferred for the board/ council to pick a developer and to let staff liaison team work
out the details of the agreement( s)
Manager Loftus
Preferred to move forward with Alatus because of their vision and they had the
highest purchase price
Placed Sherman Associates as a second option because of the food hall and co-
op operations
President White
Preferred Wellington Management because of the water features
Stated Wellington Management was capable of balancing different interests
Placed Sherman Associates as a second choice
Stated that risks for the MCWD board included maintenance, purchase price, TIF,
and water impacts
Manager Hejmadi
Preferred moving forward with Wellington Management
Placed Sherman Associates as second option
Concerned about value engineering that may be required by Alatus
Council Member Halverson
Preferred moving forward with Alatus
Stated Alatuas could bring more bang to the area in a dream big way
Stated Alatus vision could serve as a gateway to Hopkins
Placed Sherman Associates as second option
Manager Sando
Preferred moving forward with Wellington Management
Placed Alatus as second option
Concerned that the tower proposed by Alatus was too tall
HOPKINS CITY COUNCIL
SPECIAL MEETING PROCEEDINGS
JUNE 17, 2021
Jason Gadd
Preferred Alatus because of their creativeness, use of open space, and a project
that reenergizes and reinvigorates the area
Stated the City wanted a signature project
Interested in how Alatus approaches community engagement.
Stated he had conversations with other cities about the developers and heard that
Alatus did what they said they would do from the beginning. They worked through
disagreements with neighbors.
Stacie Kvilvang, Principal with Ehlers &
Associates ( City' s financial consultant) provided
information about the TIF and financing tools proposed. The TIF percentages were
other
the same for all projects given the density proposed. Charles Lutz ( MCWD' s development
consultant) disagreed with Ms. Kvilvang' s calculations stating there would be gaps in
Alatus and Sherman Associate
financing and a surplus for Wellington Management. Ms.
Kvilvang stated that that projections she provided are based upon the financial
information shared by the developers. She added that an operating and maintenance
agreement would be drafted once a developer is selection and project is finalized. James
Wisker, Administrator for the MCWD, provided information about maintenance
agreements they use with other projects.
Motion by Miller. Second by Hejmadi.
Motion for the following:
1) MCWD designates Alatus as the developer of its site at 325 Blake Road in
Hopkins (" site").
2) MCWD grants Alatus exclusive development rights to the site, which shall be
negotiated and memorialized in an exclusive rights agreement, and will consist
of the following benchmarks for completion by the developer:
a) Execute, together with MCWD and the City of Hopkins, a Preliminary
Development Agreement for the site.
b) Present a final development plan for the site to MCWD and the City of
Hopkins for approval.
c) Execute, together with the City of Hopkins, a Final Development Agreement
for the site.
d) City planning approvals and entitlements
e) Lender financing commitment
f) Execute, together with MCWD, a Purchase Agreement for the site.
3) If, at the end of the exclusive rights period, Alatus has not completed one or
more of the benchmarks listed above, or for other reasons pursuant to the
exclusive rights agreement, MCWD may choose to terminate negotiations with
Alatus.
4) If, MCWD terminates negotiations with Alatus it will then meet with Wellington
Management to discuss its interest in developing the site. If Wellington
Management is still interested and its proposed project has not changed
significantly, then MCWD may choose to designate Wellington Management
as the developer of the site and grant Wellington Managment exclusive
development rights to the site for a negotiated period of time, during which
HOPKINS CITY COUNCIL
SPECIAL MEETING PROCEEDINGS
JUNE 17, 2021
period the developer must complete the benchmarks described in paragraph 2
above.
Ayes: White, Olson, Miller, Sando, Maxwell, Lofuts, Hejmadi
Nays: None. Motion carried.
Motion by Beck. Second by Hunke.
Motion that the City of Hopkins moves to support Alatus as the preferred
developer for 325 Blake Road owned by the Minnehaha Creek Watershed District,
and authorizes staff to begin working on the development plan and documents.
Ayes: Brausen, Hunke, Beck, Halverson, Gadd
Nays: None. Motion carried.
Motion by Beck. Second by Hunke.
Motion that the City of Hopkins moves to support Wellington Management as the
alternate developer for 325 Blake Road owned by the Minnehaha Creek
Watershed District, and authorizes staff to begin working on the development plan
and documents.
Ayes: Brausen, Hunke, Beck, Halverson, Gadd
Nays: None. Motion carried.
ADJOURNMENT
There being no further business the meeting was unanimously adjourned at 10: 48 p. m.
Respectfully Submitted,
Amy Domeier, City Clerk
ATTEST:
tC___
on Gadd, Mayor
aJt2c'uLe LeA
Amy Domeier, City Clerk
Agenda
HOPKINS CITY COUNCIL
SPECIAL MEETING AGENDA
Thursday, June 17, 2021
5:30 pm
CITY COUNCIL CHAMBERS
1010 1st Street South
I. CALL TO ORDER
II. NEW BUSINESS
1. 325 Blake Road Restoration and Development; Elverum
III. ADJOURN
Meeting: Joint Meeting
Meeting date: 6/17/2021
Agenda Item #: 1
Item type: Discussion
Title: 325 Blake Road Restoration and Redevelopment
Prepared by: Name: Michael Hayman and Kersten Elverum
Phone: 952.641.4510 / 952.548.6340
mhaymanman@minnehahacreek.org / kelverum@hopkinsmn.com
Purpose: At the June 17, 2021 meeting of the Minnehaha Creek Watershed District Board of Managers and Hopkins City
Council, the joint group will conduct interviews of the developer finalists for the 325 Blake Road redevelopment project.
Following interviews, the joint Board of Managers and City Council will deliberate on the merits of each development
team with a goal of selecting a master developer partner.
Summary: For nearly a decade, the Minnehaha Creek Watershed District (MCWD) has been focusing on the most
degraded section of Minnehaha Creek – between West 34th Street and Meadowbrook Lake in St. Louis Park and Hopkins
– to implement a comprehensive corridor restoration that focuses on reducing pollutant loads, mitigating flashy
hydrology, reconnecting the riparian corridor, and restoring the physical character of the stream channel.
A former industrial site along 1,000 feet of Minnehaha Creek, the property at 325 Blake Road was identified as a key
piece of the Minnehaha Creek Greenway, and as such, the MCWD made a strategic acquisition of the property in 2011
to facilitate its regional scale effort. This effort identified opportunities on the site for area wide stormwater
improvement, ecological restoration of the Minnehaha Creek riparian zone and corridor linkage with
upstream/downstream restoration projects. Identified as the 325 Blake Road Restoration and Redevelopment Project
(Project), it is envisioned that, through strategic partnership with the City of Hopkins (City), a development partner will
be selected to deliver an integrated project on the portion of the site not utilized for watershed restoration.
The City is interested in a redevelopment of the site into a transit-supportive, mixed-income neighborhood that provides
numerous benefits to the surrounding neighborhood and the larger community. The redevelopment effort has been
contemplated since 2008 when the City commissioned the Blake Road Corridor Small Area Plan which began to identify
the vision for the redeveloped site.
Throughout early 2020, the MCWD and City (together as the “Partners”) developed a shared vision for the potential
redevelopment of 325 Blake Road (attachment 1). In August 2020, the Partners approved a cooperative agreement to
guide the coordinated planning, improvements and redevelopment of the site, and establish a clear partnership
framework to successfully deliver on the Partners’ shared vision for the site. The agreement also provides the
foundation for the exploration of redevelopment for the Project and outlines a clear framework for engagement of the
development community.
As such, in January 2021 the Partners solicited interest in redevelopment of the 325 Blake Road site through a request
for letters of interest. Following receipt of the letters of interest, the Partners reviewed all responses and developed a
recommended select list of five developers for advancement to developer roundtable meetings and the request for
proposal (RFP) process. This select list was developed based on identified experience in delivering complex sites through
partnerships.
In March 2021, following roundtable meetings with each of the developer teams, the Partners issued the RFP for
development of a portion of the 325 Blake Road site. Following an approximate eight week window for the
development of proposals, on May 5, 2021, the Partners received proposals from all five development firms – Alatus,
Greco, Schaefer Richardson, Sherman Associates and Wellington Management. Upon receipt of proposals, a staff
coordination team reviewed all of the information and developed a suite of preliminary questions for each of the
development teams to further inform the proposal process.
On May 20, 2021 the Review Committee – a joint committee comprised of three MCWD Board managers and two
Hopkins City Council members – reviewed the preliminary information and discussed the merits of each proposal in
advance of the preliminary interview phase. On May 26-27, 2021 the Review Committee conducted interviews of the
five development teams with a goal of further understanding each of the developer’s vision for the site and how the
development teams would approach partnering to deliver the Partners’ joint vision set forth.
Following interviews, the Review Committee considered the merits of each proposal and voted unanimously to advance
three firms as finalists – Alatus, Sherman Associates and Wellington Management – for joint Board of Managers and City
Council consideration. The proposals from each of the finalists is attached, including a development matrix highlighting
the site plans and built components of each of the proposals (attachments 2 and 3 respectively).
On June 9, 2021 the Partners participated in a series of site tours hosted by each of the developers. The sites were
chosen by the development teams as a tangible opportunity to get a feel for the type of development each delivers, and
also provided an opportunity for each team to introduce themselves to the joint MCWD Board and City Council and
describe how they would approach the 325 Blake Road site.
The final step in the developer reengagement process is the joint meeting of the MCWD Board of Managers and Hopkins
City Council to conduct interviews of the developer finalists for the 325 Blake Road Restoration and Redevelopment
project. Following interviews, the joint Board of Managers and City Council will deliberate on the merits of each
development team with a goal of selecting a master developer partner.
The Partner’s Development Vision for 325 Blake Road can be read on the City’s website, along with the development
proposals from each of the finalists – Alatus, Sherman Associates and Wellington Management. To view this information
and other associated content for the 325 Blake Road site, visit the City’s website here:
https://www.hopkinsmn.com/1084/325-Blake-Road-Developer-Selection.
Attachments:
1. 325 Blake Road Developer Matrix
325 Blake Road Developer Matrix
Details of Housing, Total Units & Unit Affordable units Commercial Property Total
Project Team Site Rendering Project Components Commercial and Parking Units per acre Mix & levels SF & Proposed Uses Purchase Development Costs
23,500 sf of commercial
described as locally
sourced restaurateurs,
brewery and distillery
240 affordable units (31% of opportunities with indoor
Total of 775 housing units in five buildings 486 market rate units
Housing and commercial. Five total buildings plus Total of 775 housing units total units) at affordable and outdoor experiences.
plus townhomes. Includes 23,500 square 240 affordable units Proposed
townhomes. A 14-story tower, five story, four story which equates to range of 30%-80% AMI. Noted they would offer $239,536,566 total
feet of commercial. 1,271 total parking 49 market rate purchase price of
Alatus and three story buildings and approximately three approximately 64.6 units Includes one building of some affordable development cost;
stalls, with 1,148 stalls in parking townhomes $11,250,000
story townhomes. Includes market rate and affordable per gross acre (on an stand-alone affordable units commercial spacing $309,000 per unit
structures, 20 surface lot spaces, and Exploring senior coop (~$14,500/unit)
rental. assumed 12 acres). and one mixed income leasing options for the
attached garages for the townhome units. opportunity.
building. relocation of existing
Hopkins retail having to
make decisions about their
upcoming leasehold
interests.
126 total affordable units
400 market rate units (21.9% of total rental units
Proposed
Total of 575 market rate, affordable and Total of 575 housing units 120 affordable units and 10.9% of ownership 28,250 sf of commercial
Housing and commercial. Five buildings ranging from purchase price of
senior units in five buildings, including which equates to 49 market rate units). Affordable rental identified as restaurant, $171,991,622 total
four to six stories, designated as mixed-use with $8,625,000 for
Sherman Associates senior co-op. Includes 28,250 square feet approximately 47.9 units ownership (senior co- units at affordable range of food kiosk, community development cost;
market rate and affordable rental, active senior rental, approximately 11-
of commercial, and 889 parking stalls, per gross acre (on an op) 50% -60% AMI are in a stand- commercial (potential $299,000 per unit
senior co-op and commercial. 12 acres
including 120 surface lot spaces. assumed 12 acres). 6 affordable ownership alone building. Affordable grocer, coffee, brewery)
($15,000/unit)
(senior co-op) senior coop ownership units
at 80% AMI.
46,900 sf of commercial
identified as retail (17,450
sf) and office/daycare
(29,450 sf). Described as
potential destination
486 market rate units brewery/restaurant/event
55 affordable units 55 affordable units (9.8% of space. 2-story daycare
39 market rate total units) at affordable w/rooftop play area.
Total of 588 market rate and affordable Proposed
Housing, commercial and office. Three buildings Total of 588 housing units townhomes range of 50%-80% AMI in Ground-floor small, local
units in three buildings and townhomes. purchase price of
ranging from six to seven stories designated as mixed- which equates to 8 affordable townhomes multi-family and 8 retail at SW corner. Second- $154,726,701 total
Wellington Includes 46,900 square feet $9,000,000 for
used residential with affordable, retail and office, and approximately 49.0 units townhomes (17% of total) floor commercial along development cost;
Management commercial/office/daycare. 689 parking approximately
townhomes. Central green/blue space to be retained per gross acre (on an Proposes to partner at 60%-80% AMI. Affordable Blake Rd for small office $263,000 per unit
stalls using surface and ramp. Proposes 11.44 acres
by MCWD. assumed 12 acres). with Homes Within units are integrated with users (e.g., dental,
77 stalls of "street" parking. ($15,306/unit)
Reach on 6-10 the market rate units. outpatient, financial
ownership townhomes services). States that small
using land trust model. scale retail space will be
attainable for a diverse
range of entrepreneurs,
but there is not a specific
commitment to affordable
retail space.
325 Blake Road Developer Matrix
Estimated Market Estimated Requested Approach to Working
Project Team Value/City Taxes Employment Public Assistance Activation and Public Realm Improvements Description of Public Benefits Stormwater and Open Space Elements Transit Oriented Development with MCWD, City and Community
Details in page 15 of proposal and the
response to the request for clarifications.
Described as TOD with a goal of 15-minute city within
13.2% of total Alatus will bring on a development
the site. Focus on bicycle and pedestrians with public
development costs engagement consultant to lead community
ped and bike corridors. Commercial spaces to activate Described as minimized block sizes with the
identified as public as Details in page 14 of proposal engagement efforts. Notes the importance of
Estimated future areas. Includes connections to the Cedar Lake LRT Unspecified approach, but describes a desire primary goal of creating walkability and a more
TIF and grants. Described as being: this effort. The proposal indicates that the
taxable market value: Regional Trail. for collaborative effort with MCWD design pedestrian and bikeable scale. The street
Assumes award of Low -environmentally and fiscally sustainable, three parties will work together to establish a
Alatus $205,430,740 Unspecified team. Desire to celebrate water via fountains, pattern provides mobility for all modes of
Income Housing Tax -spectrums of living affordability, malleable engagement and entitlement
Estimated City portion Proposal focused on 11-12 acre built area. Describes plazas, channels, streams, and ponds woven transportation with a greater focus on the
Credits (LIHTC) for the -progressive design concepts, timeline. Development team would work with
of taxes: $1,477,749 every plaza, park, courtyard, or boulevard being through the development. pedestrian. Proposes bike sharing options
affordable units, -inclusive natural resources for all MCWD and the City to conceptualize site plan
connected and tied to the existing and revitalized creek including electrically assisted cargo bikes.
which is a very design efforts leading up to the engagement
pond retention areas. Six acres dedicated to
competitive program. process. Would look to the City and MCWD to
stormwater and greenspace with ideas for activation.
be involved in site plan creation and the
community engagement sessions.
18 permanent 11.2% of total Connections to Cedar Lake Regional Trail,
Described as collaboration with MCWD and
jobs in the development costs public/private plaza with food hall and community
Details on page 88 of proposal. City on green, disconnected/decentralized Described as capitalizing on adjacency to multi-
building identified as public in commercial on SW corner of site. Sport rental kiosk to Cites experience using collaborative
Estimated future Cites affordable units, 18 permanent jobs in the stormwater infrastructure. Provides a list of modal transit resources. Encourages a
communities, 40- the form of TIF and encourage use of Minnehaha Creek. Seasonal approaches, welcomes participation in the
taxable market value: building communities, 40-50 food hall jobs, 6 seasonal BMPs. Active and passive learning such as a connection to the future Blake Road LRT
50 food hall jobs, grants. Assumes restaurant, water resources, pocket parks and trails. charrette and can host additional listening
Sherman Associates $150,218,750 café jobs, plus recreational jobs based around kiosk. signage and hands-on learning stations. Station through a public/private use plaza on
6 seasonal café award of Low Income sessions with community. No particular
Estimated City portion Improvements to the public realm such as trail Collaborate to tie development into regional the SW corner of the site. Connections are
jobs, plus Housing Tax Credits Describe streetscaping improvements on Blake and approach suggested to collaboration beyond a
of taxes: $1,114,835 connections and access to water. $2,155,000 in system and include interaction through fishing, made to the Cedar Lake Trail and new paths
recreational jobs (LIHTC) for affordable Lake Street, public/private plaza on SW corner, desire to work together.
annual tax base. boating, bird watching, dining/socializing by are integrated throughout the site.
based around units, which is a very connections to Cedar Lake Trail, trails and sidewalks,
water.
kiosk. competitive program. pocket parks.
Project named “The Blue on Green.” Mixed-use
residential, retail, and office space at SW corner across Described as including the highest density and
from LRT station. Potential destination brewery at this greatest mix of uses at the southwest corner
corner to further activate. Street has forward-facing immediately across from the light rail station
Describes using the design charrette to share
commercial and residential for active pedestrian Details on page 32 of proposal. Focuses on Stormwater concept is based around the to contribute to a vibrant station area.
Estimated future Estimated 150- 6.8% of total concept designs, establish shared goals for an
experience. walkability, preserving neighborhood diversity, “Central Blue”, which also serves as the main Additional high-density residential with a
taxable market value: 200 permanent development costs integrated water-based approach, and
Wellington environmental/water quality, and neighborhood- community gathering space within the ground-floor daycare will extend north along
$154,852,500 jobs across identified as public establish lines of communication. Proposes
Management 5 acres retained for “dynamic” stormwater treatment oriented retail. Details construction and permanent development while functioning as stormwater Blake Road to enhance the vitality and
Estimated City portion commercial and funds in the form of two follow-up meetings to agree on a common
area, including “Central Blue” public area providing job creation (1,000 / 150-200) and tax base ($139 treatment in addition to the regional livability of the Blake Road corridor. Trails and
of taxes: $1,290,787 office. TIF and grants. concept plan, then commence community
access to the creek. Pocket parks and urban plazas million). stormwater and greenway components. walkways will cross the site from the Cedar
engagement.
interspersed connected by trails and sidewalks. Public Lake Trail up to Lake Street along the Creek
art located at nodes throughout. Bike repair and and out to Blake Road to create stronger
parking to encourage cycling. Includes connections to connections and promote walkability.
the Cedar Lake LRT Regional Trail.
325 Blake Road Developer Matrix
Sustainability Community Development Similar Phasing Financial Team
Project Team Components Engagement Team Projects Plan Capacity Experience
Use of an outside
Unspecified on sustainability, consultant firm to lead
Alatus and Approximately one Unspecified
LEED and other goals. engagement. Three to
Humphreys year for planning and beyond project Team partnered
References MCWD’s work as six month process with
Architects. Will The Carlyle and entitlements. development on referenced
integral to its sustainability four to eight
Alatus build out remainder Grant Park Constructed in three costs, but letter projects (Carlyle
goals, but does not include significantly attended
of team as project Condominiums phases, beginning in of interest and Grant Park
information about developed sessions. Describes the
proceeds (civil, LA, August 2022 and detailed Alatus' Condos)
areas meeting sustainability importance of engaging
structural, etc.) ending in Q4 of 2025. capacity.
goals. with the community in a
multitude of ways.
Design, due diligence
June 2021 – June
Sherman Associates 2022. Phase I
Describes commitment to Provided letter of
as Market rate and construction June
“above market standard” Community intent, company
developer/owner; senior living 2022- December Provided
sustainable design. Anticipate engagement plan to be profiles, select
Kaas Wilson as projects listed as 2023. Phase II company profiles
use of solar gardens. arrived at with MCWD project profiles
architect; Anderson relevant construction August and project
Sherman Associates References to the and City. Indicated that and financial
Companies as experience that 2023-December 2024. experiences
sustainability of their past they can host additional information
general contractor; Kaas and Stormwater facilities working together
projects, but lacks details of listening sessions with indicating a
Solution Blue as Sherman have constructed on and individually
specific commitments for this community. capacity to
water conservation worked on MCWD’s timeline,
site. deliver.
specialist affordable building
timed based on LIHTC
and bonds.
Describes many ideas, but it is Community
unclear which are included. engagement section
Ideas include: Rainwater describes the firm’s Allows for
Wellington
reuse for irrigation, rooftop experience and ongoing Wellington and approximately 1 year Provided letter of Wellington and
Management,
solar, EV charging stations, ownership interest, but Collage: Bassett of planning. intent, company Collage: Bassett
Collage Architects
car sharing hubs, potential does not describe an Creek Valley Constructed in three profiles, select Creek Valley
and Kimley Horn.
geothermal, pollinator approach for this (North phases over five project profiles (North
Wellington Homes Within
gardens, bike parking and project. States they look Minneapolis), years, beginning in Q2 and financial Minneapolis),
Management Reach would
amenities, educational forward to working with Westgate Station 2022 and ending in information Westgate Station
partner on 6-10
elements, meet Green MCWD to engage the (St Paul), Lake & Q3 2026. Letter of indicating a (St Paul), Lake &
ownership
Communities standards, community early and Hiawatha (South intent suggests capacity to Hiawatha (South
townhomes using
enroll in Energy Design often to ensure the Minneapolis). phased land deliver. Minneapolis).
land trust model.
Assistance, maximize project reflects the acquisition.
construction material desires of those most
recycling impacted by it.
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