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UMORE PARK Strateglc PLAN UMORE PARK STRATEGIC PLAN Sasaki Report to the University of Minnesota Outreach, Research, and Education Park Steering Committee OCTOBER 2006 UMORE PARK STRATEGIC PLAN Sasaki Report to the University of Minnesota Outreach, Research, and Education Park Steering Committee Prepared by Sasaki Associates Inc. in association with: Economics Research Associates Dahlgren, Shardlow & Uban Fredrikson & Byron, P.A. 22 September 2006 Mr. Charles C. Muscoplat Mr. Larry Laukka Vice President, Statewide Strategic Distinguished Fellow Resource Development Executive Director, UMore Park University of Minnesota 526 McNamara Alumni Center 200 Oak Street, SE Minneapolis, MN 55455 re: Transmittal of UMore Park Strategic Plan Report from Sasaki Associates, Inc. to the UMore Park Steering Committee Dear Charles and Larry: The purpose of this letter is to transmit the Sasaki Associates, Inc. (Sasaki) report for the UMore Park Strategic Plan. This report documents key Sasaki findings, analyses and conclusions regarding the vision and recommendations for the future of UMore Park. Sasaki has completed a comprehensive strategic visioning process for this extraordinary urban-rural fringe property located in the City of Rosemount and Empire Township within Dakota County. The results of this process, conducted on behalf of the UMore Park Steering Committee, are documented in this report and the Steering Committee’s Vision/Recommendation Report. The strategic planning process for UMore Park resulted in the consideration of three distinct scenarios that are plausible options for the Board of Regents to consider in meeting the University’s guiding principles for future use of UMore Park, and to advance the University into the world’s top three public research institutions. As a result of the comprehensive planning process, which has included extensive analysis, research, planning, stakeholder outreach and deliberation, Sasaki strongly and clearly recommends that the University adopt and move forward with Scenario C: Develop a New Community. The balance of this letter summarizes the planning process (“what Sasaki did”); the analysis, research and planning (“what Sasaki found”); and further discussion on the recommended scenario (“what Sasaki concluded”). 1. The Planning Process (“what Sasaki did”) The UMore Park strategic planning process was based on thorough consideration of the following cornerstones: • Regent’s Principles for UMore Park • “U” Strategic Plan • Site and market analyses • UMore’s history • The stadium land legislation Sasaki Associates Inc. | 64 Pleasant Street Watertown MA 02472 USA t 617 926 3300 f 617 924 2748 w www.sasaki.com 2 | 22 September 2006 • Faculty workshop and meetings • Community stakeholder workshop and meetings • Sustainability goals Commencing in February 2006, Sasaki and its team members analyzed regional and site attributes, real estate trends and market conditions, relevant public policies and regulatory issues, development goals of adjacent property owners, and engaged in internal and external stakeholder outreach to assess the opportunities and constraints anticipated in establishing a vision and development concept for UMore Park. The process revealed that: • There is strong support of a new type of creative, knowledge-based planned community at UMore Park that would include a broad range of land uses such as residential, commercial, corporate, institutional, civic, cultural, and recreation uses set within a connected open space system. University association with this new community is critical to the full actualization of the UMore project. • The legacy of UMore Park should be its contribution to the University as it evolves from an agricultural asset to significantly broader public resource and asset for the citizens of Minnesota. • There is a need for immediate and sustained actions by the University to develop a specific plan and development strategy for UMore Park, and to begin the implementation of the plan in the very near future. There is also an immediate opportunity to create a specific development program and land use plan for UMore Park in cooperation with the City of Rosemount and Empire Township that can leverage significant support and benefits for the property. The University should be proactive versus reactive to the many forces and shapes which are impacting, and will continue to impact, the property. Moreover, this project will continue the University’s legacy of good stewardship of this valuable public resource. 2. Analysis, Research and Planning (“what Sasaki found”) UMore Park is an excellent place and location for a new creative, knowledge-based master planned community that expresses the aspirations and principles of the University. The results of the physical land analysis clearly indicate that the property is highly suitable for the development of a large-scale new community. There are few natural or manmade constraints to develop, and many impressive features that will complement a new community such as good access, topographic factors, vegetation patterns, streams and wetlands. Regional growth pressures are unabated and UMore Park is evermore in the center of the continuing growth of Dakota County. Development patterns that have been moving toward UMore Park from the west and north are now moving over UMore Park to the south and east. Moreover, the City of Rosemount will soon update its comprehensive 3 | 22 September 2006 plan, which is an opportunity for the University to proactively engage in a planning process to cooperatively define the future vision of UMore Park with the City. This strategic planning process revealed an opportunity to create a new type of master planned community with the University’s imprimatur. This new community can be an international model for better ways to live, work, learn and play in a sustainable manner, while providing opportunities for mission advancing research, education and outreach. The new community at UMore Park should be based on three foundations that will define 21st century life: • Education and lifelong learning, which is needed to prepare children for a more competitive future, and to ease the transitions in life for adults with an ever- increasing life expectancy. • Healthy living and wellbeing is evermore important to society and can offer an integrated approach to improved quality of life that addresses innovations in food; diet and nutrition; recreation; design for home, work and community; healthcare; mental health; youth services and social work; and care for an aging population. • Protection of the natural environment and futuristic energy efficiency can be advanced at UMore Park through a strong University association. It will be a place for public-private partnerships with the University to advance research, discovery, design and create new technologies, forms of renewable energy, energy- conserving systems for cold climates, and delivery of more sustainable community services. 3. Recommendations and Next Steps (“what Sasaki concluded”) The strategic planning process created and considered many ideas and concepts for the development and management of UMore Park. The process ultimately identified three distinct scenarios that could be plausible options for the property to meet the guiding principles for UMore Park: • Scenario A: Hold Land without Development • Scenario B: Sell Land at Wholesale Prices • Scenario C: Develop a New Community with University Signature and Imprimatur (recommended by Sasaki) Scenario A: Hold Land without Development In Scenario A, the University would delay action and “land bank” the property without development. The University would assume the role of patient landowner, and choose to hold, but not sell, the land for approximately ten years. During this period, the University would continue its current land uses; however, it would need to enhance revenue from current and future tenants to fund ongoing 4 | 22 September 2006 operational costs. The University could also begin preparation for future development such as removing existing concrete and reconcile the consequences of the Gopher Ordinance Works. Scenario B: Sell Land at Wholesale Prices In Scenario B, the University would sell undeveloped land at wholesale prices to developers in minimum-sized parcels, priced according to market conditions, over an extended period of 15 to 20 years. Development of these parcels by others would be subject to predetermined comprehensive plans defined by the City of Rosemount and Empire Township. The property would be used by the University or leased to third parties until sold. Scenario C: Develop a New Community with the University Signature and Imprimatur (recommended by Sasaki) In Scenario C, which Sasaki strongly endorses, the University would prepare a master plan for a new type of knowledge-based master planned community under University auspices. The new community could eventually include 20,000 to 30,000 residents that are living, working, learning and playing in an internationally significant model environment designed on the principle of lifelong learning, healthy living and energy sustainability. The University could be the master developer and partner with one or more renowned developers or entities, or with new entities created by the University, to develop the new community. The University would prepare the land for development by building infrastructure and open spaces, and oversee the actual development by builders, either itself or with development partners. The University would manage the comprehensive
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