Motley Comprehensive Plan - Hometown Planning€¦ · 2 Motley Comprehensive Plan 2003 Comprehensive Plan Motley 2 • 0 • 0 • 3 I. INTRODUCTION L ocated in the northwest corner

www.communitygrowth.com 1Motley Comprehensive Plan 2003

TABLE OF CONTENTS

TABLE OF CONTENTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1I. INTRODUCTION. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Sustainable Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2The Planning Process. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

II. HISTORICAL INFORMATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4Initial Influences . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4The Mills’ Influence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

III. PHYSICAL RESOURCES AND LAND USE . . . . . . . . . . . . . . . . . . . . . . . . . . 6Surrounding Land Use. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6Transportation Infrastructure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6Utility Infrastructure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7Natural Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7Parks and Recreation Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

IV. DEMOGRAPHIC INFORMATION. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9Population. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9Employment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9Housing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

V. COMMUNITY GOALS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12Creating a Long Term Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12Zoning/Land Use/Infrastructure. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12Economic Development/Housing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12Community Development/Education/Youth . . . . . . . . . . . . . . . . . . . . . 13

VI. COMPREHENSIVE PLAN RECOMMENDATIONS. . . . . . . . . . . . . . . . . . . . 14

VII. UPDATING AND MAINTAINING THE COMPREHENSIVE PLAN . . . . . . . . 22

VIII. COMMUNITY RESOURCES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

This plan was prepared by the Community Growth Institute in partnership with Widseth Smith Nolting.

The City of Motley would like to recognize the Initiative Foundation for

providing technical support and funding assistance with this project.

COMMUNITYGROWTHI N S T I T U T E

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2 Motley Comprehensive Plan 2003

Comprehensive Plan2 • 0 • 0 • 3Motley

I. INTRODUCTION

L ocated in the northwest corner of Morrison County, Minnesota, theCity of Motley is part of the Minnesota’s Central Lakes Region. Tofacilitate future growth and maximize the community’s potential

while limiting the negative impacts unplanned development would have,residents of the City of Motley came together in the summer of 2002 andwinter of 2003 to create a long-term comprehensive plan. The plan, con-tained herein, lays the groundwork for desired land uses and future growthfor the next 10-20 years. Review and updating of the plan will be an ongo-ing process, with annual review by the City Council and, once established, aplanning body such as a Planning Commission. The plan precedes – andtakes precedence over – zoning, subdivision regulations, and ordinances,which are tools for implementing the comprehensive plan.

Sustainable DevelopmentThe plan is based on the concept of “Sustainable Development.”Sustainable Development is a planning tool that balances what are oftenperceived to be conflicting goals: preserving the natural environment andquality of life while improving the economy and growing the community. Inthe Central Lakes Region, where tourism plays a vital role in the local econ-omy, these goals are critically interrelated. The economic health of the com-munity is dependent on preserving the natural quality of the environmentand the quality of life. Sustainable Development encourages diversificationand development of the economy in a way that provides stability and pros-perity for the community. To implement Sustainable Development, threeobjectives must be met:

1) Expand, diversify and improve income and job opportunities.

2) Sustain and enhance resource productivity and improve environmental qualities.

3) Enhance the quality of life of each resident.

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If this balance is achieved, all three concerns can be sustained. The City ofMotley can work toward providing jobs and financial security while enjoy-ing the benefits of a clean healthy environment and meeting the needs ofsociety. This concept depends on the active involvement and participationof many citizens to find solutions to problems, identify opportunities, andcreate the type of community that meets their needs and those of futuregenerations. Citizens involved in creating the plan were asked to operatewithin the Sustainable Development framework and develop the compre-hensive plan using the following principles:

1) Think long-term about the quality of life of our children and grandchildren.

2) Respect the opinion of others; everyone has something to contribute.

3) Balance competing interests; economy, environment, and quality of life.

4) Think globally but act locally. How do world trends impact Motley?

The Planning ProcessThe planning process began in July of 2002 with an initial community meet-ing of residents, business owners, and government officials. Resulting meet-ings facilitated by the Community Growth Institute began taking place inJanuary of 2003 focusing on the visioning of ideas for the future of Motley.Participants had the opportunity to discuss goals for the future of their cityas well as the strategies that would help those goals come to fruition. Manystakeholders were involved in the planning of ideas. They included:

• Residents – owners and renters

• Business owners

• Local Government officials

• School District officials

• Clergy

• Advisors from the Initiative Foundation


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Econ

omic

Environment

Social Well-Being

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II. HISTORICAL INFORMATION

T he area of Minnesota currently known as the City of Motley wouldnever have come to be if not for the Northern Pacific Railroad. Therailroad began with regular freight and passenger service between

Duluth and Brainerd in 1871; however, very few settlers lived in the wilder-ness between Brainerd and Detroit Lakes at this time. The railroad beganrunning trains through the Motley area in 1872. It was that same yearwhen Motley produced its first settler in a man by the name of Mr. CalvinPriestly, an employee of the railroad whose job was most likely StationAgent or Telegrapher.

By 1874, a village began to takeshape when the first permanent postoffice was established with Mr.William Johnson as Postmaster. Dueto the scarcity of shelter and frigidwinters in the area, "the little pio-neer village was indeed a man’s com-munity during the first five years ofits life; the town had no school until1878."1 Near the geographic centerof the state, Motley was platted byLake Superior and Puget Sound LandCompany on April 7, 1879. MotleyTownship was organized in 1879,then the Village of Motley officiallybegun in 1887. The town found itsnew identity from a namepost for asidetrack on the new Northern PacificRailroad that must have been thefamily name of a living or deceasedperson involved with the railroad.2

The Mills’ InfluenceMotley’s rich history with lumberingbegan when Henry Morrison created the first sawmill in the spring of 1878.It ran through water-powered plan-energy from the mainstream flow ofCrow Wing River. It employed nearly a hundred workmen and had a ten-hour capacity of forty thousand board feet of lumber, lath, and pickets. One

1 Jacobs, Donovan (May 1983). “Origins of Motley.” Charles A.Weyerhaeuser Memorial Museum. Morrison County Historical Society, 4.2 Jacobs, Donovan (May 1983). “Origins of Motley.” Charles A.Weyerhaeuser Memorial Museum. Morrison County Historical Society, 1.

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year later, the mill was destroyed in a fire. It was quickly replaced by asteam-powered mill, which sawed its first log in 1880. A more modern millknown as the Hennepin mill then replaced the old Morrison mill during thefirst decade of the twentieth century. Giant pines from near and far floatedinto the mill, then lumber was shipped both east and west.

As the trees were cut away, farmers moved in to clear the underbrush inorder to utilize the land underneath. They found clover grew well, whichhelped to establish dairy farms and a new creamery in 1888. Additionally,the young soil proved to be a beneficial place to grow potatoes. Farmerscreated Farmer’s Clubs, which morphed into the Farm Bureau. Motleybecame a local trading center as well as a social center when a consolidatedschool was built and rural schools closed.3

3 Topp, Ella (July 3-6, 1987). "Motley – from Morrison to Morey." Motley Citizen. Centennial Souvenir Edition, 10.

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MOTLEY EXISTING LAND USE

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III. PHYSICAL RESOURCESAND LAND USE

Surrounding Land UseMotley is part of the transition from the forest and lake area to the eastand the agricultural areas to the west. As such, land use around Motley is apatchwork of forested areas interspersed with cultivated areas and grass-lands. Urban development is contained primarily within the City limits withsome sprawling development and rural farmsteads established along themajor transportation corridors. Development is also beginning to expandalong the Crow Wing River. Besides the two rivers that traverse the area,the land around Motley is devoid of significant water features. Some wet-lands east of town will limit development options in those areas.

Transportation InfrastructureMotley has excellent accessibility and transportation infrastructure for com-mercial and industrial uses. Interstate Highway 10 comes through town andprovides relatively easy access to the St. Cloud and Twin Cities metropolitanareas. South of the City, the highway is in excellent condition providing forfreeway speeds all the way to St. Paul. The highway is somewhat con-strained through town itself with slower speeds and an increased numberof access points. This, in combination with the surrounding undevelopedland, makes Motley a potential candidate for a future Highway 10 bypass,although there are no plans or proposals to do so at this time.

Minnesota Highway 210 from Brainerd intersects Interstate Highway 10 inMotley. Highway 210 is a two-lane rural highway east of Motley untilBaxter. Highway 210 is a major east/west artery between the Dakotas andthe Duluth shipping ports. The highway was recently part of a maintenanceproject that provided a new driving surface and improved safety by addingturn lanes at critical intersections. Despite these improvements, comparedto the Interstate, Highway 210 remains slow and dangerous, especially dur-ing rush hour. The lack of capacity on Highway 210 between Motley andBrainerd is a short-term and possibly long-term limiting factor in thegrowth and development of the City of Motley.

Highway 64 runs north out of the City of Motley. It is a major tourist routeconnecting the City to the tourism areas of northern Minnesota.

Local streets vary in condition and capacity. The bulk of Motley is set up onthe grid system – an efficient transportation model for automobile andpedestrian traffic. Most of these streets have a bituminous surface, althoughthe quality varies. On the edge of the grid the streets become more surbur-ban, characterized by curving streets with branching dead ends. Most ofthese streets are substandard, although they only serve a few homes.

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Pedestrian access throughout the City is limited. Along the Highway 10 corri-dor, narrow sidewalks make walking difficult and dangerous. Off the high-way corridor, streets do not have sidewalks or pedestrian lanes. Pedestrianstake advantage of low traffic volumes and use the streets for walking andbiking. There are no designated hiking and biking trails within the City,although there are trails designated for snowmobiles that run into the City.Motley has rail access through town. The neighboring city of Staples hasan Amtrak station, which provides rail transportation east to Chicago viaMinneapolis and west to Seattle. There is no station in Motley, but the rail line could be tapped for a future industrial use. This fact provides anumber of development options for Motley not available to other citieslacking rail access.

Motley has an airport just south of town. The 2,720 foot turf runway isowned by Loren A. Morey and serves mostly local air traffic.

Utility InfrastructureThe City of Motley has sewer and water utilities. Most of the grid portionof the City is served by both utilities. Sewage treatment is through aeratedponds, which discharge into the Crow Wing River. There are no knowncapacity problems with either utility.

The City is served by telecommunications infrastructure. Cellular service isavailable throughout the City. High speed internet access is also available.Together, this infrastructure can serve the growing information economy.

Natural ResourcesThe primary natural resource in the City of Motley is the Crow Wing River,which is the northern boundary of much of the City. The Long Prairie Riverflows into the Crow Wing south of the City limits. There are some small,

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meandering streams that flow just outside of the City limits. There are noother lakes or significant water bodies within the City limits, although theLincoln Lakes area is an important amenity within close proximity.

Within the City limits there are a few patches of forested land, but mostnatural resources appreciated by the residents of Motley lie within the sur-rounding townships. These resources are important to the quality of life,which strengthens the need to work with the surrounding county andtownship governments to preserve those resources.

Parks and Recreation ResourcesThe City has a number of recreation resources, parks and designated greenspaces that should be noted:

• Fairgrounds

• Veteran’s Park

• Small city park

• Ernie Converse Park

• School grounds

• Crow Wing River public access

• Rifle range

• Motley public cemetery

Walking is the most participated in recreational activity in Minnesota,excluding shopping. Conspicuously absent in the list of recreational resourcesare walking and/or hiking trails. Regional trail systems are being developedthroughout Cass, Todd and Morrison counties. Connecting to these trail systems may become a viable future option for the City of Motley.

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IV. DEMOGRAPHIC INFORMATIONPopulationThe number of residents in the City of Motley under the Census 2000 was585 people. This is over a twenty-five percent increase from the 1990 censusof 441 residents. The Census predicts that by the year 2020, the City ofMotley will have almost doubled its 1990 population of 441 residents. Thisgrowth rate assumes that the City of Motley will continue to expandthrough annexation.

The growth rate reflects the overall growth rate of the entire Central LakesRegion, which is one of the fastest growing areas in Minnesota. The futuregrowth of Motley is tied directly to the growth of the region.

Over half (52%) of the Motley population is under 34 years of age; themedian age is 33 years old. A significant percentage (18%) of the residentsare over the retirement age of 65. The early working-age population ofMotley is reflective of the affordable housing alternatives available in theCity. (see chart at top of oposing page)

EmploymentIn 1990, 47% of Motley residents over the age of sixteen were employed.Ten years later, the amount of employed residents rose to 61% percent.According to the 2000 Census, the mean travel time to work for Motley res-idents is 24 minutes, which is approximately the amount of time it takes todrive to the Brainerd/Baxter area. Motley is within the commuter-shed ofthe Brainerd/Baxter regional employment center as well as those of LittleFalls and Staples.

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Motley is a significant employment center itself. Two major employers havebranches in Motley – Louis Kemp Seafood Company and Morey’s SeafoodInternational. Louis Kemp employs approximately 350 employees, and thisnumber should stay pretty stable in the upcoming years. Morey’s Motleylocation has about 85-115 employees with an annual spike in the amountof employees in their fourth quarter. Both employers believe that themajority of their employees live within a thirty-mile radius of Motley. RonDenning of Morey’s Seafood believes outsiders view the uppermidwest ashaving a good work ethic, and that if Morey’s changed locations most oftheir employees would stay in the area: "The work ethic of folks is good,availability of workers is good."4 Many of their employees live on the out-skirts of Motley where the price of housing and land is cheaper; he thinksthe average wage of $10.50-11.00 per hour is prohibitive in building newhomes directly in Motley.

In 1990, the largest percentage of Motley residents worked in the Retailsector (25%). Ten years later, retail was passed up by other sectors;Manufacturing had the highest percentage with 28% of Motley residentsworking in that sector. Motley residents working in the tourism industry(Retail and Entertainment) stayed the same at around 25 percent.

Nearby cities including Brainerd, Baxter, Pillager, Crosslake, Nisswa, LittleFalls, and Staples all had the highest percentage of their residents in thesector of Educational/Health/Social Services. The same sector was the thirdhighest in Motley. This discrepancy may be due to the fact that residents inthe other cities make a higher salary in the service industry and can there-fore afford to live in areas where housing is more expensive. Housing inMotley is less expensive and can accommodate people making lower wages,although they must commute longer to work. Changes in transportationcosts will impact this relationship.

HousingIn 2000, the number of owner-occupied units within Motley city limits was159 (61.6%) while renter-occupied units numbered 99. The median value ofowner-occupied housing was $52,200, which was over $20,000 more than themedian value ten years prior. When compared to the percentage of rentaland owned units within the Central Lakes Region, Motley has a considerablylarge amount of rental units. Within the Central Lakes, only thirteen percentof all housing units are rentals compared to thirty-eight percent in Motley.The state had an average of more than twenty-five percent renters.5

The Department of Housing and Urban Development considers housing tobe at an affordable level if a family is not paying more than thirty percent

4 Phone interview with Ron Denning of Morey’s Seafood on February 28, 2003.5 Brainerd Lakes Area Chamber of Commerce (2002). Housing Study.http://www.explorebrainerdlakes.com/Access/relocation/housingstudy.cfm.

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of their monthly income to either a mortgage or rent: "families who paymore than 30 percent of their income for housing are considered cost bur-dened and may have difficulty affording necessities such as food, clothing,transportation and medical care."6 In 1990, 95 of the 151 (63%) renter-occupied and owner-occupied housing units were in the affordable range.The percentage of affordable housing units in Motley rose to 71 percent ofthe total specified housing units a decade later.

Even though housing is usually more expensive in the Brainerd/Baxter area,Motley falls somewhere in the middle when it comes to affordable housingfor its residents. In Baxter, 84 percent of residents pay less than thirty per-cent of their monthly income on housing, compared to 71 percent ofMotley residents. Baxter had more housing affordable to its residents thanthe cities of Brainerd, Pillager, Crosslake, Nisswa, Little Falls, and Staples.This is somewhat reflective of the affluence of the Baxter population –higher incomes make more of their housing affordable. Brainerd has slightly less affordable housing than Motley at 69 percent. Generally, themajority of residents in all three towns are not forced to stretch beyondtheir means to acquire housing.

Motley’s median gross rent per month is much lower than in theBrainerd/Baxter area, indicating that Motley is a bedroom community forBrainerd and Baxter’s blue-collar workers. Motley’s median gross rent in the2000 Census was $378, far less than Brainerd’s rent of $445 and Baxter’srent of $541. The fact that 71 percent of housing in Motley is affordableproves to be beneficial for people looking for less expensive housing awayfrom Brainerd/Baxter. However, Motley does not want to fall into the trapof having a great deal of inexpensive housing that lacks quality. Creating amore diverse housing stock may entice workers to stay in the area oncetheir income has increased and they have entered their peak earning years.With a wider breadth of housing styles and price ranges, Motley can be amore desirable place for future companies when they choose a location.

6 Department of Housing and Urban Development (2003).http://www.hud.gov:80/offices/cpd/affordablehousing/index.cfm

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V. COMMUNITY GOALSCreating a Long Term VisionThe most important aspect of any planning process is public participation,particularly in the creation of a Comprehensive Plan. Over the course ofthree community workshops, residents and other participants identified theissues that were most important to them and the future of Motley. Citizensvoluntarily participated in smaller groups formed from these issues and theinitial exchange of ideas: Zoning/Land Use/Infrastructure; EconomicDevelopment/Housing; and Community Development/Education/Youth.

Zoning/Land Use/InfrastructureLack of land use planning and zoning controls was identified as a barrier tofuture growth and development. Participants indicated that only low-quali-ty development, both residential and commercial, would seek to locate toan area where they were not protected by strong ordinances. Additionally,it was noted that, without a coordinated plan for future growth, there islittle focus or mandate for dealing with the surrounding townships onannexation issues.

Participants felt that the future land use ofMotley should be based on a standard zoningmap containing specific zones for uses. Eachzone will proscribe the uses contained within itwhile also protecting from uses that conflict.Growth areas should be identified in coopera-tion with surrounding townships and the coun-ty. Growth areas should be tied to municipalinfrastructure availability and should be doneto preserve sensitive natural areas.

Economic Development/HousingThe population of Motley is growing at a fast pace, and therefore accom-modation needs to be made for current residents and those who choose tomake Motley their future home. This was a primary concern for residents.

It was a general consensus among workshop participants that Motley lacksboth job opportunities and adequate housing; the city will not be able toachieve its growth potential without these two vital entities. Neither theexisting commercial areas nor the housing are achieving an appreciable taxbase for the city, which in turn results in less desirable place to live.Developing a variety of housing types can help strengthen the residentialcharacter of Motley while also attracting new residents.

Community Development/Education/YouthWorkshop participants would like more recreation opportunities for peopleof all ages, but emphasizing the focus on children and the elderly. A central

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gathering place, such as a community center, is important for members of agrowing community. It can help to promote interaction among current andnew residents, act as a central location for community meetings and events,and foster pride for a town. Creating a unique gathering place for both res-idents and visitors will aid in evoking a strong sense of community identity.

A challenge in many small towns is retaining young residents after schoolgraduation. Lack of jobs and housing may drive many young people tolarger cities, but it is also a detachment felt to the community that will pro-vide a similar response. In order to reverse this trend, a town needs to pro-vide opportunities for young members to interact with each other andmembers of adjoining towns. People of this age may be more likely to stayin their hometown and raise families if they believe that their social strataexpands beyond their own town’s physical borders.

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VI. COMPREHENSIVE PLANRECOMMENDATIONS

T hrough workshops with residents, business owners, and govern-ment officials, goals were created as well as the strategies toattain them. With this information, a series of recommendations

were prepared to guide community visions into a realistic strategy forfuture growth in the City of Motley. Recommendations fall into the goalcategories discusses above: Zoning/Land Use/Infrastructure; EconomicDevelopment/Housing; and Community Development/Education/Youth.

GOAL 1: DEVELOP PLANNNING TOOLS TO GUIDE FUTURE GROWTH, DEVEL-OPMENT, ENVIRONMENTAL PROTECTION AND ANNEXATION DECISIONSWITHIN THE CITY.

Basic planning tools - such as a future land use map, zoning map and landuse ordinances – are essential for a City pursuing a sustainable developmentstrategy. A plan to guide future land use helps establish a stable economicenvironment necessary to attract outside investment. It will help the Citymake wise capital improvement decisions, which is especially importantgiven projected cuts in Local Government Aid. It will also help the City intheir relationship with the surrounding townships by promoting orderlyannexation and growth.

To achieve this goal, the City of Motley should undertake implement thefollowing strategies:

• Establish a future land use map. The future land use map should be basedoff of existing land use and should project future growth areas. It shouldexamine all areas within two-miles of the existing City limits to facilitate aclear transition from the City to the surrounding townships. Key resources –economic, environmental and infrastructure - should be identified andcoordinated within the map. The map should be developed in cooperationwith surrounding counties and their planning policies.

• Establish a zoning map. The City should establish a zoning map to directland use within the City. The map should be established in conjunctionwith land use ordinances in order to protect the health and safety andpromote the general welfare of the City’s property owners. The zoningmap should include the following zoning classifications:

1. Industrial Zone – The industrial zone is to develop an area where busi-ness can locate and interact and be served with needed utilities and trans-portation infrastructure. The most likely location is on the west side ofthe city with transportation links to the railroad and state highways. Thepark will promote location of business that does not overwhelm existinginfrastructure of water and sewer.

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2. Residential Zones - The residential zones are to maintain high qualityhousing areas that promote a sense of community and area affordable,attractive, and sustainable. A variety of housing types and price rangesshould be accommodated, including low density residential, medium density residential, high density residential (apartments, assisted living, elderly housing) and mobile homes.

3. Business/Commercial Zone - The Business/Commercial zone will pro-mote commerce and define the present commercial area and include themajor highway intersection of 210 and 10. The zone will contain commer-cial business uses, retail stores, office and office warehouse areas andparking areas. This zone should also allow for apartment units mixedabove businesses and in proximity to commercial retail.

4. Public Use Zone - This is a zone dedicated to public uses and uses that arepublic in nature. This zone would include the sewage treatment facility,police and fire facilities, schools, community center, fairgrounds and churches.

5. Natural Resource Zone - This zone contains the park and outdoor recre-ation system, wetlands and the flood plain areas of the city. The zoneprotects high quality outdoor recreation areas for city residents and visi-tors and maintains a high quality natural environment.

• Establish zoning ordinances. The City should establish zoning ordinances toimplement the zoning map and to provide for the health, safety and wel-fare of property owners and residents. In addition to standard ordinancelanguage, areas that are of special concern in the City of Motley include:

— Special landscape standards on parcels where the industrial zone abutsother zones, particularly residential

— Standards for parking for commercial construction, including majorreconstruction projects.

— Minimum street standards (a street plan with standards for width,construction and maintenance need to be developed, this includestraffic management facilities such as stop signs and stoplights) fornew development.

— Development standards that include a cost/benefit analysis of newdevelopments. New development must be justified through acost/benefit analysis.

— Off street parking standards.

— Develop standards for adult uses.

• Create a Planning Commission/Board of Adjustment to oversee administration of a new ordinance and advise the City Council onplanning matters. A Planning Commission acts as a board of technicaladvisors to the City Council. Having such a body helps take much of thepolitics out of local land use decisions. This body should keep in contactwith surrounding units of governments including counties and townships.

• Create Overlay Zones to deal with special circumstances. Overlay zonesare an effective way to deal with areas that are special cases. For

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example, a wellhead protection zone would provide additional devel-opment standards necessary to ensure a safe water supply. In additionto a wellhead protection zone, a trail and sidewalk overlay zone tohave different standards in pedestrian areas, a downtown commercialzone to promote synergy amongst downtown businesses and a ruralcluster zone in residential areas along projected sewer extensionroutes are examples of overlay zones that would be applicable in theCity of Motley.

• Develop an Annexation Policy. The City should work with the surround-ing counties and townships to develop an annexation policy. The policyshould contain guidelines when a property would be annexed anddescribe the circumstances that would create the need for City annexa-tion. Such a policy would help the surrounding townships plan theirown development and would set a clear standard that would facilitateorderly annexations.

GOAL 2: PROMOTE NEW EMPLOYMENT OPPORTUNITIES IN ORDER TOINCREASE THE TAX BASE TO BENEFIT CURRENT AND FUTURE RESIDENTS.

Residents would like to encourage a growth psychology to form in theircommunity. High-skill jobs in trades and other professions are in short sup-ply, making it difficult for workers of varied ages and education levels tofind the right job. Additionally, many current residents are forced to workfar from home due to the lack of employment in their own town.

To achieve this goal, the City of Motley should implement the following strategies:

• Develop an independent Chamber of Commerce.

• Work to lower costs for new businesses to operate in Motley by providinglow-interest loans, decreasing infrastructure costs, underwriting start-upcosts, and investigating venture capitalists that support new businesses.

• Make the Comprehensive Plan available to new business owners.

• Develop a map of city businesses and services for new residents and business owners.

• Make sure prime commercial space is reserved for commercial development.

• Promote employment for those who already live in Motley.

• Work with employers to determine the child care needs of their employees

• Assist corporations in the development of child care contingencies for employees

GOAL 3: PROVIDE AFFORDABLE, QUALITY HOUSING FOR PEOPLE AT ALLSTAGES OF LIFE THAT WILL ENCOURAGE NEW RESIDENTS.The amount of housing located in Motley is sparse in general, but there is a

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particular need for a mix of housing to accommodate people of all ages andsocioeconomic backgrounds. The lack of housing also perpetuates the loss ofyoung families. An increase in the amount of quality, affordable housing willencourage people to live locally; more permanent structures will also increasethe tax base in Motley. It is important to evaluate the income levels in thecommunity in order to see what varieties of housing can be supported.To achieve this goal, the City of Motley should implement the following strategies:

• Encourage a variety of life-cycle housing options for workers, includingaffordable housing for singles, families, and the elderly, and temporaryhousing for relocating workers.

• Replace most mobile housing for homes on permanent structures.

• Provide incentives to local developers to incorporate affordable housinginto new plans.

• Encourage those people who work in Motley to also live locally.

GOAL 4: PROVIDE EDUCATIONAL POSSIBILITIES FOR RESIDENTS TO LEARNABOUT HOME OWNERSHIP.

Motley has a great deal of rental units available to residents, and most of itis mobile housing. Not only will an increase of home ownership opportuni-ties be a draw for new residents, it will also enhance the stake current resi-dents feel in their community. Permanent residents are, by definition, lesstransient, which will in turn lead to more participation in community activi-ties and pride in their town.

Home ownership is difficult for people who have only had past experienceswith renting property. Lack of education can lead to serious mistakes thatmay affect a family financially, resulting in the inability to ever reach thegoal of home ownership. Anyone can own their own home when they arearmed with proper home ownership education.


• Utilize the Morrison County Housing and Redevelopment Authority(HRA) to assist in providing local residents with financing opportunitiesand educational assistance.

• Work with private foundations, community, and government to educateon all available possibilities.

• Increase the amount of ownership opportunities in Motley. Show a pref-erence to those developments that include homes to be owned.

• Encourage the development of diverse home ownership options, such assingle-family homes, townhouses, and condominiums.

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GOAL 5: CONTINUE TO ADVANCE HIGHWAY 10 TO PROMOTE TOURISM,PROVIDE AREAS FOR RESIDENTS TO CONGREGATE, AND INCREASE COMMUNITY PRIDE.

The revitalization of Highway 10 in Motley would increase the standard ofliving in Motley and promote economic development throughout the entireCity. Highway 10, a busy road wide enough to create a physical as well aspsychological separation of businesses, separates the downtown of Motley.Highway 10 does not welcome walkability due to the busy nature of thehighway, but also due to the lack of diverse and essential businesses.Creating appropriate zones will help to ratify this problem. Residents com-plained of the drab nature of Highway 10 – ill-kept storefronts, lack oflandscaping, lack of destinations and no locations for residents to assembleor walk. Ideally, Highway 10 should be a place of commerce as well as asource of pride - a place for residents to catch up with their neighbors.

Much of the lighting located along Highway is unappealing and only use-ful for cars. The light posts are tall and extend forward to only light thestreets, which is both nonfunctional and unsafe for people on the side-walk at night. Many workshop participants complained of the absolutedarkness of Highway 10 at night, which they deemed to be unsafe.Decorative, pedestrian-scale lighting used to replace the current tall lightposts will have a two-fold solution to resident concerns: it will betterlight the street for safety and it will be more visually-pleasing for resi-dents and visitors.


• Create a community gateway, or entrance, to Motley; this could be donewith a decorative sign or town clock.

• Plant landscaping along Highway 10.

• Create a better-lit commercial street for the safety of the residents andto enhance the comfort level for visitors.

• Work with Mn/DOT to increase the width of sidewalks on Highway 10.

• Encourage more new businesses open in the evening besides the bars.

• Create community gathering places along Highway 10 through the place-ment of benches and the use of local open spaces, such as enhancementof the local park.

• Place a stoplight at the intersection of Highway 10 and Highway 210.

• Encourage new businesses on Highway 10 to accommodate a larger pro-portion of parking.

GOAL 6: CREATE RECREATIONAL OPPORTUNITIES FOR ALL AGES THAT WILLTAKE ADVANTAGE OF THE NATURAL AMENITIES IN AND AROUND MOTLEY.

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The emphasis on recreational opportunities is a community developmentissue, however recreational amenities will also help to draw tourists toMotley and help perpetuate economic development. Recreation is impor-tant for people of all ages, and Motley has many natural amenities forresidents and visitors to take advantage of. The Crow Wing River andLong Prairie River have a great deal to offer, but the recreational accessesare difficult for visitors to locate.


• Establish a central recreational center to rent bicycles, roller-blades,and canoes.

• Create a map of existing local and regional trails, parks, natural features,and access points.

• Identify property ownership along the Crow Wing and Long PrairieRivers to determine future access points.

• Work with neighboring communities to build a 50-mile recreational hubin Motley.

• Work with other government agencies to make bicycling and walkingalong Highway 10 and other area roads safer.

• Create highly visible, safe access points to local amenities using signs,maps, or a community billboard.

• Enhance and better manage existing parks and natural amenities.

• Protect and respect private property owners who allow public access ontheir land through an integrated approach that may include signs, maps,and improved enforcement and government responsiveness.

GOAL 7: CREATE OPPORTUNITIES FOR SENIORS, YOUTH, AND ADULTS TOMEET, GATHER AND PARTICIPATE IN ACTIVITIES AND EDUCATION.

Residents indicated that the City of Motley needed a community center.When pressed, project participants expressed many things that they felt acommunity center should be. They wanted a place where events, such asweddings, could be held. They wanted a place for youth to meet in a safeand positive atmosphere where there were programs set up to keep thembusy. They wanted meeting facilities for large public meetings. They want-ed a place that would be open to the elderly for gatherings. Most of all,they wanted a building to create a sense of community.


• Partner with the School District to better utilize existing buildings forcommunity activities and to create a multi-purpose community facility inthe future.

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• Investigate options for establishing a community facility at the existing fairgrounds.

• Partner with Camp Shamineau to provide recreational and culturalopportunities for the City’s youth.

• Work with the School District to expand the BOSS program (Better OurSchool System) to Motley.

GOAL 8: MAINTAIN AND IMPROVE THE QUALITY OF LIFE FOR AREASENIORS AND THEIR FAMILIES.

Due to the growing elderly population in Motley and the lack of housing,many families are carrying for seniors in their home. Placing seniors in nurs-ing homes is not financially feasible for many families, yet they do not havethe needed resources to properly care for their loved ones at home. Theoptions for elderly residents need to be expanded in order to accommodatethe growing population.


• Increase awareness of existing programs and opportunities for senior assistance.

• Assist with identifying gaps in service provision to seniors and in coordi-nating service provision with churches and caregiver networks.

• Promote affordable housing for seniors.

• Provide guidance and informational assistance to families caring for elderly relatives.

• Investigate adult day care programs and facilitate the establishment of asimilar program in the City of Motley.

• Improve senior accessibility/transportation to local goods and services,particularly with respect to increasing pedestrian safety along Highway10 and other high-speed roads.

GOAL 9: PROVIDE A RESOURCE CENTER FOR CONNECTING AREA RESIDENTSWITH RESOURCES AND INFORMATION.

In many towns, a library or learning center is not only a way to provideintellectual enrichment for its residents, but it can also act as a positivecommunity gathering place. In a growing community, it is important forchildren and adults to have resources available at their fingertips.Possible resources may include books, an internet connection, periodicals,and movies for loan. Reading rooms and story days can help instill a loveof reading in young residents while also acting as a study center for chil-dren of all ages. Providing a resource center may also be a good way toconnect childless community members to the local schools.

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• Work with the School District to investigate the possibility of creating ajoint community/resource center.

• Partner with the school and community/resource center to establish alocal library through one or more of the following means:

— Contacting the regional library system to try and obtain regular libraryservice in Motley.

— Expanding school library hours and opening it to the public.

— Building a joint library/community/resource center as mentioned above.

— Creating a business-sponsored senior reading center in an existing facility.

— Promote existing and new volunteer opportunities through a cityresource guide and/or community billboard.

— Continue to maintain and improve the Motley web site.

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VII. UPDATING AND MAINTAININGTHE COMPREHENSIVE PLAN

RECOMMENDATIONS

The City needs to continue the process of long range planning. TheHealthy Communities Partnership Group should continue to meet periodi-cally. This group, if used properly, will continue to be the strength andbackbone of community initiatives. The HCP Group should work closelywith the City Council to develop a work program to implement the strate-gies of the Comprehensive Plan. Priorities in this work program shouldinclude:

1. Immediately begin development of a zoning map and ordinance underthe policies and recommendations established in the Comprehensive Plan.

2. Foster integrated planning efforts with surrounding government unitsand the county. One recommended approach is to facilitate periodicmeetings with surrounding city and township officials to discuss issues ofcommon concern including efforts to coordinate data collection andplanning efforts, and boundary adjustments.

3. Maintain a commitment to the principles of sustainable developmentthrough an ongoing process of open communication of ideas and infor-mation. The Healthy Communities Partnership Group organized andfacilitated meetings of city residents representing interests in the com-munity. These groups should be encouraged to continue meeting on aperiodic basis to discuss comprehensive planning issues.

4. Coordinate plan update needs with the business community.

5. Develop a system of key indicators to allow for management of change.This can include linking record keeping standards in Motley to those ofsurrounding governments and counties so that regional trends and pro-jections can be easily applied to Motley.

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VIII. COMMUNITY RESOURCESEconomic Development

• Rural Development (www.rurdev.usda.gov)

• Minnesota Office of Tourism – MOT (www.exploreminnesota.com)

• Minnesota Department of Trade and Economic Development – DTED(www.dted.state.mn.us)

• Minnesota Power – Economic Development (www.mnpower.com)

• Minnesota Technology, Inc. (www.minnesotatechnology.org)

Community Development

• Tri-County Community Action Program – Brainerd (www.tccaction.com)

• Minnesota Jaycees (www.mnjaycees.org/cdev)

• Initiative Foundation (www.ifound.org)

Growth Management

• Morrison County (www.co.morrison.mn.us)

• League of Minnesota Cities (www.lmnc.org)

• Association of Minnesota Counties (www.mncounties.org)

• Minnesota Department of Transportation - MN/DOT(www.dot.state.mn.us)

• Trust for Public land (www.tpl.org)

• Association of Minnesota Townships (www.mntownships.org)

Housing

• Central Minnesota Housing Partnership (www.cmhp.net)

• Minnesota Housing Finance Agency (www.mhfa.state.mn.us)

• Central Minnesota Builders Association (www.cmbaonline.org)

• Greater Lakes Association of Realtors (www.greaterlakesrealtors.com)

• United States Department of Housing and Urban Development(www.hud.gov)

• Minnesota Housing Partnership (www.mhponline.org)

• Home Ownership Center (www.hocmn.org)

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Environmental Issues

• Minnesota Lakes Association (www.mnlakesassn.org)

• Nature Conservancy (nature.org)

• 1000 Friends of Minnesota (www.1000fom.org)

• Department of Natural Resources – DNR (www.dnr.state.mn.us)

• Minnesota Pollution Control Agency – MPCA (www.pca.state.mn.us)

• Minnesota Board of Water and Soil Resources – BWSR(www.bwsr.state.mn.us)

• Environmental Protection Agency – EPA (www.epa.gov)

Agriculture

• University of Minnesota Agriculture Extension (www.extension.umn.edu)

• Minnesota Institute of Sustainable Agriculture – MISA(www.misa.umn.edu)

• Sustainable Farming Association of Minnesota (www.sfa-mn.org)

• Minnesota Department of Agriculture – MDA (www.mda.state.mn.us)

• National Association of State Departments of Agriculture – NASDA(www.nasda.org)

Documents

Motley Comprehensive Plan - Hometown Planning€¦ · 2 Motley Comprehensive Plan 2003 Comprehensive Plan Motley 2 • 0 • 0 • 3 I. INTRODUCTION L ocated in the northwest corner