Citizen Advisory Committee 7:00 PM, Wednesday, December 11, 2019 – Capitol Region Watershed District 595 Aldine Street, Saint Paul, MN 55104 Agenda
Materials Enclosed
7:00
I)
Welcome, Announcements, Updates, and Introductions
7:05
II)
Public Comment for Issues Not on the Agenda (3 minutes per person)
7:08
III)
Approval of the Agenda
7:09
IV)
Approval of Minutes A) Approval of the November 13, 2019 Minutes, Michelle Ulrich
7:10
V)
District Initiatives for Review, Comment and Recommendations A) Draft Communications and Engagement Plan Update (Bromelkamp) B) 2020 Watershed Plan Update (Eleria)
8:30
VI)
CAC Initiatives A) 2019 Watreshed Steward Awards Program (Bromelkamp) B) Service Learning Student Update (Lilly)
8:40
VII)
Project and Program Updates A) Partner Grant Program Update (Schwantes) B) Parkview Elementary Update (Eleria)
8:55
VIII) CAC Observer Update
8:56
IX)
Discussion A) New & Old Issues B) CAC Observer for December 18th, 2019 and January 2nd (Thursday), 2020 Board of Managers Meetings
9:00
X)
Adjourn
Our mission is to protect, manage and improve the water resources of Capitol Region Watershed District.
Citizen Advisory Committee Meeting Wednesday, November 13, 2019, 7:00 p.m.
CAC Members Present: Mary Lilly David Arbeit Bob Simonet Cheryl Braun Nicole Soderholm Gwen Willems Tom Elko Steve Duerre Michelle Ulrich Mike MacDonald Pat Cavanaugh Richard Weil
Others Present: Mark Doneux, CRWD Joe Sellner, CRWD Joe Collins, Board Manager
Members absent:
I. Welcome, Announcements, and Updates Ms. Willems opened the meeting at 7:00 p.m. Ms. Willems asked for any announcements or updates. II. Public Comment for Issues Not on the Agenda Mr. MacDonald commented on CRWD’s completion of rain garden plantings, recognizing that there is a one-year warranty on the plantings. Mr. Duerre noted that he recently attended a Board meeting of the Valley Branch Watershed District and observed a difference in organizational operation from that of CRWD. III. Approval of Agenda Sinonet/Durre Unanimously approved
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CAC 19-024 Motion: To approve the CAC November 13, 2019 agenda. Arbeit/Soderhom Unanimously approved IV. Approval of Minutes A. October 9, 2019 CAC Meeting Minutes Ms. Cavanaugh and Mr. Weil corrected their attendance at the October 9, 2019 meeting. Mr. Duerre corrected that he asked for volunteers to attend the Board’s October 16 and November 6, 2019 meetings. Willems/Simonet Unanimously approved CAC 19-025 Motion: To approve the October 9, 2019 CAC Meeting Minutes as amended. Unanimously approved V. District Initiatives for Review, Comment, and Recommendations A. Lake McCarrons Management Plan Update (Sellner) In 2003, the District adopted its first Lake McCarrons Management Plan. The Plan has served the District and its partners well over the past 15 years and has guided work to allow Lake McCarrons to maintain high water quality. Staff have been working with Barr Engineering staff to draft a new Lake McCarrons Management Plan. With the input of CRWD staff, an agency advisory group, and the public, a draft set of goals, objectives and potential management actions has been created. Staff reviewed the management plan development process, and the draft goals, objectives and management actions with the CAC. B. MAWD Annual Meeting (Doneux) Mr. Doneux reminded the CAC of the upcoming MAWD conference in Alexandria, Minnesota. Mr. Doneux will be conducting a session on maintaining an active CAC. Ms. Cavanaugh as Capitol Region CAC member will attend and participate in this session. VI. CAC Initiatives A. Service-Learning Student (Lilly) Ms. Lilly added she will be connecting with staff to coordinate with the University for recruiting a servicelearning student for the spring semester. VII. Project and Program Updates
“Our mission is to protect, manage, and improve the water resources of the Capitol Region Watershed District.”
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A. Master Water Stewards Update (Doneux) Mr. Doneux explained this program covers six categories. Nominations are due November 15, 2019. The awards program is Thursday, January 23, 2020. Social hour is 6:00 - 7:00 p.m. Awards program is from 7:00 – 8:00 p.m. CAC members are invited to make nominee suggestions to staff, who will then make a decision on the nominees VIII. CAC Observer Update Ms. Lilly and Ms. Cavanaugh attend the November 6, 2019 Board meeting and workshop. Ms. Lilly commented that this meeting included a detailed facility management discussion, covering ownership and maintenance responsibilities for the various BMP facilities within the watershed district. IX. Discussion A. New & Old Issues Mr. Doneux presented an overview of CRWD’s facility management, including developing policies on those entities responsible for facility maintenance. The policy determinations addressing ownership and maintenance of the various BMP facilities in the watershed district will be included in the District’s watershed management plan now being drafted, for review in the future by the CAC. Mr. Duerre acknowledged the successful grand opening of the District’s office building, and the impressive number of people who participated in the event. B. CAC Observer for November 20, 2019 and December 4, 2019 Board of Managers Meetings Ms. Willems noted CAC members are welcome to volunteer to attend the upcoming November 20, 2019 and December 4, 2019 Board meetings.
X. Adjourn CAC 19-026 Motion: To adjourn the November 13, 2019, CAC Meeting. MacDonald/Arbeit Unanimously approved The meeting was adjourned at 8:40 p.m. Respectfully submitted, Michelle Ulrich W:\05 Citizen Advisory Committee\Minutes\2019\November 13, 2019.doc
“Our mission is to protect, manage, and improve the water resources of the Capitol Region Watershed District.”
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December 11, 2019 CAC Meeting V. District Initiatives A). Draft Communications & Engagement Plan (Bromelkamp)
DATE: TO: FROM: RE:
December 2, 2019 Citizen Advisory Committee Jessica Bromelkamp, Communications & Engagement Division Manager Draft Communications & Engagement Plan
Background The Board of Managers authorized staff to proceed with developing a scope of work with Tunheim for drafting a Communications & Engagement Plan at the May 1 meeting. Tunheim reviewed numerous plans and feedback collected as part of the 2020 Watershed Management Planning (WMP) process, interviewed Mark Doneux and the division managers to understand District priorities, conducted a communications audit, reviewed program offerings and summarized recommendations for staff. Preliminary recommendations were shared with staff and a committee comprised of Managers Shirley Reider and Rick Sanders and CAC members Mary Lilly and Pat Cavanaugh. Tunheim drafted a Communications & Engagement Plan, which has been revised with input from the Communications & Engagement Division, division managers and Mark Doneux. A final round of revisions is expected. Issues The draft Communications & Engagement Plan is the first of its kind at CRWD. Please review the attached plan prior to the meeting. Previous plans were focused largely on outreach activities with communications happening on a project, program or event basis. This plan is intended provide guidance for staff on the priorities for communications and engagement over the next 5-10 years. Although still under review, staff felt it was important to provide the CAC with an overview of the plan to ensure it meets expectations and to allow for comments as its shaped. Expected plan updates include the addition of art, audience prioritization revisions, specific references to the Como Lake Golf Course best management practices and in-lake treatments, an expansion of engagement activities and another review of the WMP to ensure goals are aligned. Revisions will also be made to improve the document’s organization and readability including bundling the strategies, tactics and performance evaluation measure to ensure they are cohesive for future implementation. CRWD’s primary audience will remain the public. However, Tunheim recommends we think differently about the best ways to focus the District’s communications and engagement work for maximum effectiveness. For example, a greater emphasis may be placed on engaging elected officials and the media to better engage the public in the work of CRWD. They often have sophisticated communications channels and their messages can be leveraged through social media and traditional forms of communication. Upon review, the board felt there was too much emphasis placed on elected officials in the draft plan. The draft plan also recommends identifying keystone projects that are highly visible and/or planned in partnership with organizations working in areas that have been underserved by CRWD. The proposed project list may evolve over time and will be revisited annually. Prioritization of this list will be important to ensure that the majority of communications and engagement activities focus on keystone projects. A
section will also be added to highlight keystone programs of the District. Staff felt that in person engagement was underrepresented in the current version of the plan and has made recommendations to highlight programs including the Master Water Stewards, Adopt a Drain, CRWD grants and the Watershed Artist in Residence as well as the District’s participation in community events. Action Requested Review and comment on the Draft Communications & Engagement Plan. Enc: Draft Communications and Engagement Plan (digital only, paper copy available by request) "W:\07 Programs\Edu-Outreach\Admin-Workplan\Ed Plan\2019 Ed Plan\Board Memo_Draft CE Plan.docx"
Our mission is to protect, manage and improve the water resources of Capitol Region Watershed District.
Communications and Engagement Plan November 6, 2019
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Table of Contents Executive Summary Situation Analysis Communications Goals Key Audience for Communications and Engagement Key Audience Matrix Communication and Engagement Plan: Recommended Approach Community and Engagement Plan: Strategies and Tactics Priority Community Audiences Preliminary Matrix for Program Evaluation
3 4 5 5 6 8 8 15 17
Appendices Methodology Communications Toolkit o CRWD Elevator Speech o One-Page CRWD Overview o CRWD Q and A o CRWD Key Messages Key Audiences Communications and Engagement Audit Communications and Engagement Analysis SWAR Analysis Media Channels Media and Social Coverage CRWD Media List Recommendations for Improving and Coordinating Internal Communications across All Divisions
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21 22
27 28 32 33 33 35 37
CRWD Communications and Engagement Plan ______________________________________________________________________________
Executive Summary The Capitol Region Watershed District (CRWD) is in the process of creating a 10-year Watershed Management Plan. As part of that that process, the District engaged Tunheim to create this communications and engagement plan to be incorporated into that management plan. Methodology In order to create the recommended strategies described in this communications and engagement plan, Tunheim reviewed previous plans, talked to internal stakeholders, analyzed current communications and engagement tools and vehicles, and reported preliminary findings. The strategies and tactics recommended in this plan are based on those findings. Key Audiences Because our analysis showed that many of CRWD’s key audiences had low levels of existing awareness of CRWD and/or low levels of engagement, we recommend that audiences hear consistent messages about CRWD from multiple channels. In order to reach district residents, CRWD should focus first on public officials, who will in turn communicate directly with the media, community organizations and the general public. The second priority audience is the media, which broadcasts to all other audiences. The next priority will be community organizations, and the final priority is communicating directly with District constituents via direct mail, email or social media. Communications and Engagement Strategies To achieve effective external communications and engagement, Tunheim recommends a phased approach where tactics are designed cross-functionally to leverage each other. The communications strategies include: 1. Identifying areas of focus 2. Creating communications and engagement infrastructure and tools to be used consistently Districtwide 3. Building, tracking and strategically leveraging key community relationships 4. Developing owned communications and engagement channels and content 5. Executing ongoing proactive communications strategies Conclusions Because Tunheim found that current understanding of the CRWD within the district is limited, all communication and engagement activity needs to reflect a consistent CRWD brand and ensure that the content is created with the intent of serving the needs of residents, business owners, public officials and other stakeholders.
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Situation Analysis The Capitol Region Watershed District (CRWD) is a local unit of government charged with protecting, managing and improving water resources within its 40 square miles. The District includes portions of Falcon Heights, Lauderdale, Maplewood, Roseville and St. Paul. CRWD has a population of approximately 225,000 people and is located within Ramsey County. The Mississippi River is the predominant water resource to which the entire district drains. Como Lake, Crosby Lake, Loeb Lake and Lake McCarrons are also located within the District. The District’s overall goals are: • • • • • • • •
Cleaner waters Stormwater managed to mimic natural hydrology Communities connected to water Community awareness and action for water quality Resilient watershed management strategies Improved, consistent water governance Equity in the work of CRWD Organizational excellence
The District engaged Tunheim to create this Communications and Engagement Plan which will be integrated into the overall Watershed Management Plan. All strategies and tactics in this plan are based on current best practices and are designed to further the mission of the District. Previously, CRWD put emphasis on promoting its projects and partnerships, but are now moving toward elevating the visibility of the organization (impacts on quality of life, etc.). The District has a long history of communicating projects to constituents on a case by case basis and reaching out to priority audiences (including those that have typically been underserved). The addition of a communications and engagement director to the CRWD staff has made significant progress in toward improving Districtwide communications and engagement. However, the amount of infrastructure work that is required in addition to ongoing projects, coupled with the new priorities on improving Districtwide branding, diverse citizen engagement and social media outreach exceeds the capacity of the District’s current staff.
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Communications and Engagement Goals The objectives for the District’s communications and engagement activity over the next 10 years are: o
Support the Watershed Management Plan
o
Increase community participation in activities that improve the quality of the water in the District
o
Promote general Districtwide awareness of CRWD, including traditionally underserved areas
o
Develop advocates for CRWD who will actively participate in improving the watershed and advocate for programs and activities that improve District water quality
Key Audiences for Communications and Engagement The objective of the communications and engagement plan is to educate, engage and inspire individuals and community organizations to work with CRWD to help achieve its mission. The preliminary matrix of CRWD’s key audiences serves as a launching point for community outreach planning.
In order to reach the primary audience (residents) we recommend that CRWD focus communications and engagement efforts on the secondary audiences, who will in turn inform the residents. When the secondary audiences promote the goals of the District, those statements can be leveraged through social media and direct communication to engage and inform residents. Primary Audiences: •
Residents of the District
Secondary Audiences/Amplifiers: •
Public Officials
•
Media
•
Community Organizations
•
CRWD Participants
•
Education: K-12 through Higher Ed
•
Business Sector
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Key Audience Matrix Primary Audience
Secondary Audience, priority one
Key Audience 0. General Public a) Residents
1. Public Officials b) Key Elected Officials
c) Staff and Agency Departments
d) Regulators
2. Business e) Business organizations (such as local chambers and neighborhood business associations) f) Independent businesses g) Developers
3. Media a) Newspapers, including Outlets serving non-English speaking communities in the District b) Community newspapers c) Television d) Radio
Secondary Audience, priority two
Secondary Audience, priority three Proposed Additional Comms Vehicles
Current Comms Vehicles -
Website Social media Emails
Encourage communications and engagement through multiple channels including: Pubic officials, Media, Businesses, Community Organizations, Academic and CRWD ambassadors.
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One-to-one meetings Emails
-
One-to-one meetings Direct emails Phone calls
-
-
Regular updates by mail Annual in person meetings Newsletters Resume Annual City Directors’ Meeting (Discontinued) Newsletters
-
One-to-one meetings Emails
-
Newsletters
-
One-to-one meetings
-
Events Newsletters
-
Letters Newsletters Newsletters
-
Permitting outreach
-
Press Releases Events
-
Hold deskside meetings
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Press Releases Events Press Releases Events Press Releases Events
-
Hold deskside meetings
-
Hold deskside meetings
-
Hold deskside meetings
4. Community Organizations
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Key Audience
One-to-one meetings
-
Proposed Additional Comms Vehicles Newsletters Social Media Ads Newsletters
Partnerships Grants
-
Letters Newsletters
Current Comms Vehicles
e) Other Watershed Districts
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Coalition Meetings
f)
Water and Environment Focused Organizations
-
g) Community Organizations (Such as Optimus Clubs, Rotaries, Scouts, Churches, Unions, etc.)
-
5. Academic h) K-12 Schools in St. Paul
i)
Colleges and Universities in St. Paul 6. CRWD Participants/Ambassadors j) Project Partners
1. Partnerships 2. Grants
3. Newsletters 4. Social Media Ads
5. Partnerships 6. Grants
7. Newsletters 8. Social Media Ads
9. Partnerships
10. Newsletters 11. Social Media Ads 13. Newsletters 14. Social Media Ads 16. Newsletters 17. Social Media Ads 20. Newsletters 21. Social Media Ads 24. Newsletters 25. Social Media Ads
k) Grantees
12. Grants
l)
15. Partnerships
Water Stewards
m) Volunteers n) Permitees
18. Emails 19. Newsletters 22. Letters 23. In person follow up
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Communication and Engagement Plan: Recommended Approach To achieve effective external communications and engagement, Tunheim recommends focusing all communications and engagement work on the District’s keystone projects. All additional strategies will be rolled out in a phased approach and are designed cross-functionally to leverage each other and engage priority audiences. The communications strategies will be rolled out in the following five phases: 1. Identify keystone projects 2. Create communications and engagement infrastructure and tools to be used consistently Districtwide 3. Build, track and strategically leverage key community partnerships to broaden engagement and communication 4. Develop owned communications and engagement channels and content 5. Execute ongoing proactive communications and engagement strategies
Community and Engagement Plan: Strategies and Tactics Phase One: Identify Keystone Projects Rationale: In order to amplify the District’s key messages over the next 10 years, it will be necessary to prioritize communications and engagement work. Projects and programs will ebb and flow over the decade, so setting criteria for focusing work is important for the success of the communications and engagement plan. Based on review of CRWD’s Strategic Plan and Diversity and Inclusion Plan, Tunheim recommends that CRWD adopt the following criteria for identifying keystone projects: 1. High visibility projects that impact people Districtwide, such as the following current programs: a. Como Lake Management Plan b. Ford Site Redevelopment c. Allianz Field d. CRWD building and educational resources 2. Projects that are either based on or include partnerships with organizations that are respected within traditionally underserved communities. We have identified the following areas as current underserved communities: a. Frogtown/North End (currently Trout Brook Nature Sanctuary and Willow Reserve Restoration)
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b. East Saint Paul, Payne-Phalen (currently Swede Hallow Park) c. Midway (currently Midway Peace Park) d. Summit/University (currently Saint Paul Central High School) e. Rice/Larpenteur (currently Curtis Pond Project) Timing: As soon as work on the Communication and Engagement Plan commences, CRWD should adopt criteria for evaluating communications and engagement priorities. Projects should be reassessed annually based on these criteria. 1.1. Adopt criteria for selecting keystone projects. 1.1.1. Ensure that the majority of communications and engagement activities each year focus on the keystone projects. Phase Two: Build upon Communications and Engagement Infrastructure Rationale: Our research shows that previously, CRWD put emphasis on promoting its projects and partnerships, but are now working to engage more of the Districts’ constituents by elevating the visibility of the organization. CRWD needs consistent branding and messaging standards to serve as foundational infrastructure for all communications and engagement activities. Timing: We recommend that CRWD focus primarily on developing and upgrading its infrastructure in the first year. Once branding and processes are in place, less time will be needed to be invested on infrastructure, yet it will require ongoing attention throughout the decade. 1.2. Create standard branding and messaging 1.2.1. Create brand standards and common language for projects, including developing a process to review the branding before printing or sharing information externally. 1.2.2. Translate scientific text to plainspoken language to better engage and inform a wide variety of stakeholders. 1.2.3. Utilize the same brand standards for all keystone projects so that people recognize them as CRWD projects and appreciate the breadth of the District’s work. •
Create individual communications and engagement miniplans for each keystone project affiliated with the CRWD brand.
•
Create individual messaging particular to each project, continuing to build on the District’s new common language and brand standards.
•
Take ownership of message delivery to stakeholders across channels, including in cases where there are partnerships and other organizations in the mix.
1.2.4.
Focus ongoing emphasis on the District’s keystone projects.
1.2.5.
Create a suite of overarching District communications tools, including: •
FAQ
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•
One-pager
•
Boilerplate
•
Expanded media lists
•
Social media platforms
1.2.6.
Make an online depository for communications assets for internal access (photos, profiles, videos, story maps and augmented reality).
1.2.7.
Create informational videos, virtual/augmented reality demonstrations and animated educational videos to share on social media, website and at informational kiosks.
1.2.8.
Finalize the District’s crisis communications plan so that in the event of an incident, there is a standard procedure to follow.
1.3. Standardize external and internal communications processes 1.3.1.
Maintain and execute a strategic yearlong editorial calendar for all communications and engagement activities. Regularly update the editorial calendar for media, engagement, events, blogs, electronic newsletters and social outreach.
1.3.2.
Develop clear guidelines on the use of CRWD language and brand standards.
1.3.3.
Require all external communications to be reviewed by the Communications and Engagement Division.
1.3.4.
Centralize the management of CRWD stakeholder lists within the Communications and Engagement Division.
1.3.5.
Work to create a Communications Playbook that standardizes CRWD’s communications processes. •
Include toolkits (with materials, timing, approval process and other necessary information) for the organization and keystone projects.
1.4. Build community engagement infrastructure and tools 1.4.1.
Create a database of community leaders, individual supporters and organizations and actively measure CRWD engagement with key stakeholders.
1.4.2.
Explore new educational outreach activities outside of the classroom and CRWD building, such as a mobile clean water vehicle to take to community events that incorporates CRWD information about stormwater and how the community can get involved. •
Leverage K-12 curriculum surrounding water education by expanding education outreach.
•
Create new partnership opportunities with the several colleges and universities within the District footprint.
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1.5. Create and execute communications miniplans 1.5.1.
Create miniplans for all keystone projects that adapt key messages and use common branding to increase public awareness of CRWD as a whole.
Phase Three: Track and Leverage Community Partnerships to Increase Communications and Engagement Rationale: In the past, many of CRWD’s stakeholder relationships have been one-and-done, but the District now wants to prioritize strategic community engagement. By developing and tracking professional relationships, CRWD will be able to engage all audiences. The goal of this phase is for more residents to be aware of, promote and engage with CRWD’s mission. This will be achieved by establishing meaningful and dependable allies in the media, among colleagues, with public officials, community leaders and policymakers. Once the foundation is laid, CRWD should routinely engage with these stakeholders. Ongoing outreach needs to be maintained to strengthen and leverage these relationships. Over time, CRWD will become a valued community thought leader and position itself as an expert for the public, the media and public officials. As awareness of CRWD increases, so will participation and engagement. Timing: Focusing on engagement should occur once CRWD has its infrastructure and messaging in place. Creating a system for managing and categorizing relationships will be a foundational investment which must be consistently built upon going forward. 1.6. Create Stakeholder Database 1.6.1. Create a centralized stakeholder database to help the District intensify and track progress that builds community engagement to: • • • • • •
Identify individuals and organizations that CRWD has existing relationships with or needs to develop Prioritize stakeholder outreach Record status of key relationships Track communication touch points with each stakeholder Assist in the planning of audience communication Establish ownership of the relationship to ensure that CRWD establishes and strengthens priority contacts
1.7. Establish and strengthen media relationships 1.7.1.
Identify critical media contacts who are most important for the District and for keystone projects.
1.7.2.
Offer regular project updates and background conversations on District activities.
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1.7.3.
When CRWD does not have news to share, there are still opportunities to build media relationships: •
Strive to meet with key media contacts at least once per year to check in about the District and hear about what they are working on, what the latest is in the newsroom, and what their current interests are.
•
Reach out to comment on or praise a recent story.
•
Share other story ideas and tips outside of your work so they consider you a trusted source.
1.7.4.
Organize newsworthy media events such as a Green Line ride between Allianz and CHS Field to learn about major CRWD projects across Saint Paul.
1.7.5.
When water management-related news stories hit, proactively offer CRWD experts to media for context and interviews, and eventually they will become a go-to source for news outlets.
1.7.6.
Connect clean water resources to personal priorities - community health, cost of drinking water, neighborhood greenspace, property value, etc.
1.7.7.
Create standards for publicizing District activities and accolades it receives for awards, partnerships, grants, etc.
1.7.8.
Expand the media list to include radio and TV as well as outlets that communicate with non-English speaking Saint Paul residents. •
1.7.9.
The District’s media list should be around 100 media-specific contacts and continue to grow over time.
Develop content and story pitches for media, for example: •
Personal stories of Master Water Stewards, Watershed Steward Award winners and board managers
•
Promote and capitalize on new CRWD building and it’s educational components
•
Urgent, call-to-action stories about challenges to the watershed
•
Mutual promotion of partner grants
•
Use of virtual and augmented reality to bring visibility to underground work
•
Food and water system connections, like Frogtown Farms
•
Personal and community health, and the connection to greenspaces
•
Training all city employees, expand to county and state maintenance crew
1.8. Promote engagement through thought leadership activities
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1.8.1.
Find events and opportunities to position CRWD as an innovative leader in water management for all audiences, such as: •
Presentations
•
White papers
•
Speaking engagements
•
Op-eds
•
Authoring blogs and other content
•
Serving as subject matter experts for water management issues
1.8.2.
Form lasting relationships with diverse community leaders by meeting with them regularly and partnering on projects.
1.8.3.
Look at the intersection of cultural traditions and water resources and find ways to link them with joint projects.
1.8.4.
Create a strategic outreach plan to keep CRWD ambassadors such as Master Water Stewards, CAC members and volunteers engaged, appreciated and motivated.
1.8.5.
Identify new and less obvious partnerships to establish, especially in underserved geographic areas of the District.
1.9. Tactics: Enhance public affairs and community relationships 1.9.1.
Conduct strategic community outreach to all District audiences: • • • • • • • • • •
1.9.2.
Identify and cultivate relationships with key public officials Leverage relationships with other Watershed Districts Strengthen relationships with other water and environmental focused organizations Develop relationships with neighborhood organizations Execute the diversity plan to focus on diverse and underserved areas Create a plan for outreach around keystone projects (as identified in strategy one). Partner with chambers of commerce and local business associations, including developers and realtors Invite schools to visit the CRWD location to learn about water stewardship Send CRWD ambassadors into K-12 schools for demonstrations Partner with colleges and universities in the District on research studies
Clarify and standardize communications expectations and brand standards in partner contracts •
Standardize project signage and educational displays
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1.9.3.
Feature more storytelling through partners.
1.9.4.
Increase external communications to permit holders to decrease the need for annual follow-up.
Phase Four: Create Content and Owned Channels Rationale: CRWD must take responsibility for communicating the purpose and success rates of the work it does with the people who live in the District. In order to do that, it must establish its own communication channels to distribute its content and messages Districtwide. Timing: Focusing on owned communications and content beyond the keystone projects should wait until after the infrastructure and relationship-building phases are complete. 1.10. Tactic: Manage owned communications 1.10.1. CRWD Website •
Integrate stories and call-to-action into the website that leverage blog and social posts.
•
Continually update newsroom feature of the CRWD website with links to all positive news stories
1.10.2. Email Newsletters •
Reestablish a quarterly newsletter that will be sent to key stakeholders by email
1.10.3. Social Media •
Utilize videos and photography to enhance stories that educate and engage District residents and businesses
•
Include paid social media posts that boost views in targeted areas
•
Continually monitor external posts on your social media accounts
•
Use social media analytics to quantify campaign successes
1.11. Tactic: Develop and share engaging content 1.11.1. Develop videos, story maps and project overviews. 1.11.2. Share content that ties to the interests of District stakeholders through owned channels (social media, email newsletters, website).
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Phase Five: Conduct Ongoing Proactive Communications and Engagement Rationale: Continual communication and engagement activity evaluation and prioritization that focuses on proactively leveraging key relationships and consistent key messages that will drive engagement in District watershed improvement. Timing: Once the first four strategies have been established, communications and engagement need to be proactively maintained, improved and adapted to the District’s needs over time.
1.12. Tactic: Proactively tell the District’s story via owned and earned media and community outreach 1.12.1. Continue to use owned communications channels (newsletters, social media, website) to tell CRWD’s story and engage with the community. 1.12.2. As relationships build over time, pursue third-party storytelling, particularly feeding stories about the District to key public officials to share with their constituents. 1.13. Tactic: Continually measure and reevaluate materials, initiatives and programs 1.13.1. Regularly review your communications infrastructure to ensure it is current and update as needed. 1.13.2. After every big initiative, pause and reflect on the process, what worked well and where there are opportunities for growth in the future. 1.13.3. Every third-year build in time for evaluation of communication and engagement programs and planning for the future.
Priority Communities Audiences Frogtown/North End
East Saint Paul, PaynePhalen
Summit-University
Rice-Larpenteur
Midway
Media: Pioneer Press Frogtown Free Press St. Paul Monitor Insight News MN Spokesman-Recorder
Media: Pioneer Press Hmong Times Asian American Press
Community: Jack Byers, executive direction, Payne-Phalen Neighborhood Association Hmongtown Market Lower Phalen Creek
Media: Pioneer Press Hmong Times Asian American Press Frogtown Free Press St. Paul Monitor Insight News MN SpokesmanRecorder Community: Kim O’Brien, Rice & Larpenteur Alliance Hmongtown Market Minnesota Hmong Chamber of Commerce
Media: Pioneer Press St. Paul Monitor Insight News MN Spokesman-Recorder Mshale
Community: Caty Royce, co-chair, Frogtown Neighborhood Association Tia Williams, co-chair, Frogtown Neighborhood Association
Media: Pioneer Press Frogtown Free Press St. Paul Monitor Insight News MN SpokesmanRecorder Hmong Times Asian American Press Community: Erica Valliant, SummitUniversity Planning Council Mark Tande, Ramsey Hill Association Urban Farm & Garden
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Community: Hamline Midway Coalition Minnesota United University United Citizen Coalition St. Paul Area Chamber of Commerce
Frogtown Green Frogtown Park and Farm St. Paul Area Chamber of Commerce Mt. Olivet Baptist Church St. Paul College St. Paul Public Schools Charter & Private Schools Boys & Girls Club of St. Paul
Project Minnesota Hmong Chamber of Commerce St. Paul Area Chamber of Commerce Metro State Residents of Phalen Creek Residents of Lake McCarron St. Paul Public Schools Charter & Private Schools Boys & Girls Club of St. Paul
Alliance ASANDC Hallie Q. Brown Unity Church-Unitarian St. Paul College St. Paul Public Schools Charter & Private Schools Boys & Girls Club of St. Paul
St. Paul Area Chamber of Commerce Lake McCarron’s Neighborhood Association St. Paul Public Schools Charter & Private Schools Boys & Girls Club of St. Paul
Elected Officials: Dai Thao, City Council Council President Amy Brendmoen Melvin Carter, Mayor
Elected Officials: Kassim Busuri, City Council Melvin Carter, Mayor Council President Amy Brendmoen
Elected Officials: Dai Thao, City Council Council President Amy Brendmoen Melvin Carter, Mayor
Foundations: St. Paul and MN Foundation St. Paul Audubon Society
Foundations: St. Paul and MN Foundation St. Paul Audubon Society
Events: Rondo Days Frogtown Arts Festival Little Mekong Night Market Art at Rondo Block Party Jazz Festival National Night Out
Events: East Side Community Festival Hmong New Year Festival of Nations National Night Out
Foundations: St. Paul and MN Foundation St. Paul Audubon Society Events: Grand Old Day Rondo Days Frogtown Arts Festival Little Mekong Night Market Art at Rondo Block Party Jazz Festival National Night Out Farmers Market Marathon
Elected Officials: Melvin Carter, Mayor of St. Paul Dan Roe, Mayor of Roseville Marylee Abrams, Mayor of Maplewood Council President Amy Brendmoen Foundations: St. Paul and MN Foundation St. Paul Audubon Society Events: Rice Street Gardens Farmer’s Market Frogtown Arts Festival National Night Out
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Midway Chamber of Commerce Quoram – Twin Cities Glbta Chamber of Commerce Concordia University Hamline University Somali Museum – Traveling Exhibit Eritrean Community Center Como Community Council Hamline Midway Coalition St. Paul Public Schools Charter & Private Schools Boys & Girls Club of St. Paul Elected Officials: Dai Thao, City Council Melvin Carter, Mayor Council President Amy Brendmoen
Foundations: St. Paul and MN Foundation St. Paul Audubon Society Events: Somali Health Summit Somali Week Festival of Nations MN State Fair National Night Out
Preliminary Matrix for Program Evaluation In order to continually evaluate the effectiveness of the communications and engagement activity over the next decade, the following activity should be executed during each phase: Phase One: Identify Keystone Projects •
Adopt criteria for identifying Keystone Projects
•
Annually review new projects and identify keystone projects using the adopted criteria.
Phase Two: Infrastructure •
Approve brand standards and guidelines of use.
•
Approve dictionary of common language.
•
Approve internal process for reviewing external communication to ensure brand standards are followed and language is consistent with other CRWD initiatives.
•
Approve miniplans for priority and keystone projects.
•
Pitch at least one story per month on CRWD existing projects and programs to a local media outlet. Post media coverage on social media channels.
•
Approve communications toolkit including FAQs, one-pager and boilerplate.
•
Complete online depository for communication assets for internal access.
•
Approve crisis plan.
•
Approve yearlong editorial calendar.
•
Approve yearlong calendar of community events and thought leadership opportunities.
•
Approve Communications Playbook that standardizes CRWD’s communications processes.
•
Create a centralized database of key stakeholders.
•
Approve standardized communications expectations and brand standards to be included in partner contracts.
Phase Three: Engagement •
Approve expanded media list.
•
Establish matrix or system to continually evaluate and track critical stakeholder relationships.
•
Approve outreach plan to continually engage CRWD ambassadors.
•
Approve plan to partner with area colleges and universities.
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Phase Four: Content and Owned Channels •
Update CRWD website with compelling stories and calls-to-action.
•
Update newsroom feature on the CRWD website with links to all positive news stories.
Monthly ongoing: •
Execute all work outlined in miniplans for priority projects.
•
Update stakeholder matrix by: o Scheduling at least three school visits of the CRWD building or community projects or sending CRWD experts into District classrooms. o Conducting at least two activities with traditionally underserved geographies or diverse populations. o Participating in at least one community event. o Participating in monthly meetings with other watershed districts. o Meeting in person with at least one person at each identified media outlet. o Engaging with other water and environmental focused organizations by meeting in person, partnering or sending an update. o Sending at least one CRWD update to neighborhood organizations. o Meeting or communicating with at least one chamber of commerce or local business association.
•
Proactively offer CRWD experts to media for context and interviews at least one time per month.
•
Post at least two new content posts to social media channels and share at least one outside link.
Quarterly ongoing: • Review miniplans for priority projects to ensure they are being executed. • Reestablish a quarterly newsletter that will be sent to key stakeholders by email. •
Meet with at least two local public officials.
•
Ensure online depository of communication assets is updated with all new content (stories, photos, videos, etc.).
•
Utilize success matrices to evaluate ongoing communications success and tweak plans and reassign work as needed.
Annually ongoing •
Review all communications infrastructure annually, including: brand standards, key messages, key project plans, crisis plan, annual editorial calendar and annual calendar of events.
•
Ensure all project signage and educational displays are consistent and updated.
•
Send annual update to all permit holders.
•
Create and execute new miniplans for new projects and partnerships.
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Phase Five: Ongoing Proactive Communications and Engagement Quarterly ongoing • Ensure keystone projects are broadcast via all communications channels at least once quarterly • Proactively distribute at least two new stories about keystone projects to stakeholders Tri-annually ongoing • Review all communications plans and activities
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Appendices
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1. METHODOLOGY Tunheim’s methodology for creating this communications and engagement plan was as follows: 1.
Review CRWD guiding documents: o o o o o o o o
2.
CRWD Watershed Management Plan Relevant active project plans Relevant completed project plans Organization newsletters News releases Review history videos Review CAC Minutes (past two years) Review existing CRWD communication plans and policies
Review past audits of stakeholders: o o o o
Conduct one-on-one interviews with key CRWD staff Audit Existing Communications and Engagement Tools and Processes Report Findings Create Plan with Strategies and Measurable Tactics
As part of the planning phase, Tunheim followed the precepts of our public engagement planning process described in the diagram below.
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2. COMMUNICATIONS TOOLKIT CRWD Elevator Speech Capitol Region Watershed District (CRWD) is a local unit of government dedicated to protecting, managing and improving the water resources of the Saint Paul area. The region has abundant water resources, but its lakes, rivers, streams and wetlands are under constant pressure from stormwater runoff and pollution. CRWD works with partners and residents to help keep our water resources clean and beautiful, benefiting residents and supporting the local economy.
One-Page CRWD Overview Capitol Region Watershed District (CRWD) is a local unit of government dedicated to protecting, managing and improving water resources in the Saint Paul area. The Saint Paul region has abundant water resources, but its lakes, rivers, streams and wetlands are under constant pressure from stormwater runoff and pollution. The CRWD originated from a small group of dedicated residents who wanted to protect Como Lake and the Mississippi River, and has expanded to protect all of the waterways in its 40 square mile district. CRWD works with local partners and residents to help keep our water resources clean and beautiful, providing economic and recreational benefits. CRWD accomplishes its mission through the following programs and partnerships: o o o o o
Water resource improvement projects, such as the restoration of Como Lake and the green infrastructure at Allianz Field Stormwater, lake, river and Best Management Practice (BMP) monitoring Education and outreach programs Providing technical assistance and funding through our grant programs Watershed rules and permitting
Funding for the CRWD, and the other 45 watershed districts that span across Minnesota, comes from levies and permit fees, as well as through federal and state funds. These funds are awarded through either competitive watershed funding (such as federal Section 319 and state Clean Water Partnership grants and loans) or noncompetitive processes (Clean Water Fund).
22
CRWD Q and A Question:
Answer:
General Questions What is CRWD?
Capitol Region Watershed District (CRWD) is a local unit of government dedicated to protecting, managing and improving the water resources of the 40 square miles of the District.
What does CRWD do?
CRWD works across geographic and political boundaries to protect the health of the District’s natural water resources. Through research, planning and action, CRWD helps solve and prevent water-related problems within the region.
CRWD is governed by a five-member Board of Managers that guides the District in carrying out its Watershed Management Plan. A Citizen Advisory Committee also helps shape the work of the District by reviewing annual budgets, work plans, project and program priorities and leading the annual CRWD Awards. If you live in the state of Minnesota, you reside in a watershed district, if not, you Am I in CRWD? don’t. Minnesota is the only state that has been divided into 45 watershed districts. You may find out if you live in the Capitol Region Watershed District through this link: https://www.capitolregionwd.org/about-crwd/ Watershed Districts are local units of government. Funding comes from levies and How are Minnesota’s permit fees, as well as through federal and state funds. These funds are awarded Watershed Districts through either competitive watershed funding (such as federal Section 319 and state funded? Clean Water Partnership grants and loans) or noncompetitive processes (Clean Water Fund). Program-Related Questions Who leads CRWD?
What programs does CRWD manage?
How can I get involved with CRWD?
•
Watershed rules and permitting
•
Stormwater and Best Management Practice (BMP) monitoring
•
Water resource improvement projects
•
Education and outreach
•
Providing technical assistance
•
Funding water quality improvement projects and programs through our grants program
There are many different ways District residents help CRWD accomplish its mission. We encourage all residents, businesses and organizations to partner with CRWD to protect our lakes, rivers and streams. The District offers tips for residents, an Adopta-Drain program, Master Water Stewards certification, opportunities to join our Citizen Advisory Committee and much more. Click here to learn more about how to get involved.
Grant-Related Questions Does CRWD offer grants
CRWD grants provide financial and technical assistance to help build projects that protect local lakes and the Mississippi River. Polluted runoff is a leading cause of
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to watershed residents?
water pollution in lakes and rivers, particularly in urban areas like the District. As much of the land in CRWD is already developed and privately owned, working with residents who build clean water projects is essential for improving water quality. CRWD offers a variety of grant programs for its residents:
Which different CRWD grants are available?
How do I apply for a CRWD grant?
How do I check the status of my CRWD grant application?
•
Stewardship Grants help businesses, schools, community organizations and homeowners build projects that prevent stormwater pollution. Click here for a complete list of grants offered by CRWD.
•
Special Grants fund construction or design costs for projects that improve water quality and have high visibility or educational value.
•
Partner Grants fund programs led by schools, arts, environmental or faith groups that educate residents and promote clean water actions.
•
Rain Barrel Workshop Grants provide assistance to neighborhood groups who organize a community rain barrel construction workshop.
•
Abandoned Well Sealing Grants are used for sealing abandoned wells that are within the District.
To apply for a CRWD grant, the first step is to learn the specific application requirements for each grant. Then, grant applicants will work with CRWD and its partners to determine the projects they want to pursue and submit the appropriate application materials. Click here for a complete list of grants and then go to the grant page that interests you for details about how to apply. To check the status of a submitted grant application, please contact the staff member listed on the grants page. For a complete listing of CRWD grant offerings, click here.
Water Monitoring, Research and Data-Related Questions How does CRWD monitor watershed health?
How can I access water quality monitoring data collected in CRWD?
What research projects does CRWD manage?
Where can I find CRWD research reports?
CRWD monitors water quality to identify pollution sources in stormwater runoff as well as in the District’s lakes and stormwater best management practices (BMPs). This information helps CRWD and its partners create water quality improvement solutions, develop educational programming and initiate research and project management for other organizations. CRWD conducts ongoing monitoring and reporting to assess lake health. Our Water Data Reporting Tool (WDRT) is an interactive way for the public to see how our work is having an impact on water quality. WDRT also helps CRWD meet its reporting requirements and incorporates data from all of the District’s water quality monitoring stations. Click here to access WDRT. CRWD monitoring helps inform research studies that analyze different aspects of water quality in the District. We work with third-party organizations – including government, higher education, charitable foundations and community partners – to conduct research and gather results. Research helps CRWD assess the success of its stormwater improvements throughout the District and establish best practices for future management. CRWD reports can be found on the relevant pages (example the 2016 Lakes Monitoring Report is on the Lakes page) or by using the search tool.
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Permit-Related Questions CRWD issues permits to ensure that stormwater runoff from development and What permits does redevelopment projects does not negatively affect our water resources. Our CRWD issue? permitting program regulates construction activity by requiring erosion and sediment control, as well as stormwater Best Management Practices (BMPs) to capture and treat runoff leaving the site. Permit coverage is also required for impacts to wetlands, floodplain, and connections to the Trout Brook Interceptor storm sewer system. Our permitting program regulates construction activity by requiring erosion and sediment control, as well as stormwater Best Management Practices (BMPs) to capture and treat runoff leaving the site. What is CRWD’s permit application process? Permit applications are reviewed by District staff and presented to the Board of Managers at meetings, typically held the first and third Wednesday of every month. Applicants must submit the permit application at least 21 days before a regularly scheduled board meeting in order to be considered How can I check the Contact CRWD to check the status of your permit application or view the CRWD status of my permit Active Permits map application? Contact Information How do I contact • Address: 595 Aldine Street in Saint Paul, Minnesota 55104 CRWD? • Phone: 651-644-8888 •
Email: Administrator Mark Doneaux at mark@capitolregionwd.org
•
Social Media: Facebook – www.facebook.com/CapitolRegionWD Twitter – twitter.com/CapitolRegionWD Instagram – www.Instagram.com/capitolregionwatershed/ LinkedIn – www.linkedin.com/company/capitol-region-watershed-district/
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CRWD Overall Key Messages: o o o o o o
CRWD is working to protect, manage and improve the water resources of Capitol Region Watershed District and Mississippi River. Through research, planning and action, CRWD helps solve and prevent water-related problems within the 40 square mile District. The boundary of the CRWD includes most of Saint Paul, and parts of Falcon Heights, Lauderdale, Maplewood and Roseville. Protecting our shared water resources benefits all Minnesotans by creating a healthy, thriving environment for recreation, commerce and natural beauty. CRWD actively looks for opportunities to collaborate with diverse and underserved communities to ensure the benefits of our water resources are available to all residents. CRWD works with local partners to help keep our water resources clean and beautiful, providing economic and recreational benefits to the District’s residents and businesses.
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Social Media
Website
Comms materials
3. COMMUNICATIONS AND ENGAGEMENT AUDIT – AS OF JULY 1, 2019
COMMUNICATIONS VEHICLES Comms toolkit Comms plan Press releases Media list Print materials Displays for events Key messages FAQ Boilerplate Content planner Crisis Plan Video/photo reservoir News room Blogs Story maps Facebook Instagram LinkedIn Twitter Newsletter Media relations Project signage
2 1
Key 2
1 3 2 1 2 2 2 2 2 3 2 2 2 1 2 1 1 2 2
ENGAGEMENT SRATEGIES Thought leadership CRWD Ambassadors Education: K-12 and Colleges Public Affairs Engagement with Community Organizations
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1 3 2 2 2
Status Level: 1 Does not exist, is in infancy or is not functioning Status Level: 2 May exist and function, but needs improvement or refinement Status Level: 3 Accomplished, successful
3. COMMUNICATIONS AND ENGAGEMENT ANALYSIS Project Overview The District is working with Tunheim to create a communications and engagement annually reviewed plan for the next five years that will be integrated into the strategic plan. All recommendations will be designed to further the mission of the District and propel it toward its goals. As a first step, Tunheim conducted a communications and engagement audit. Following is a summary of our key findings and recommendations.
Key Findings 1) Previously, CRWD put emphasis on promoting its projects and partnerships, but are now moving toward elevating the visibility of the organization (impacts on quality of life, etc.).
2) Communications and partnerships have traditionally been one-and-done, but CRWD would like to build more consistent stakeholder relationships and messaging long-term.
3) CRWD needs consistent branding and wording. Public-facing communications need to be in plain language.
4) To cut through the din of messages, CRWD needs clarity of communications priorities, boundaries and objectives: a) Create ongoing mini communications and engagement plans around major projects: the CRWD’s new building, Allianz Field and the Ford Site. b) CRWD gathers a huge amount of data—these findings should be translated to the public, so they understand what’s going on under their feet and in the water. c) To motivate the general public to become active and engaged water stewards, CRWD needs more: i)
Overall name recognition and increased understanding of CRWD
ii) Personalized stories--what CRWD means to people and how they can get involved iii) Stories that highlight water issues and those that celebrate successes iv) Stories that engage previously underserved neighborhoods and/or cultures v) Social media needs to be strategically utilized to leverage CRWD’s mission
5) Each division of CRWD has developed its own outreach calendar, collateral and outreach lists, which means CRWD as a whole is not strategic about voicing consistent messages.
6) No database of the stakeholders that the District has interacted with in the past exists, and no ongoing strategic outreach is maintained to strengthen and leverage these relationships.
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7) The general public doesn’t understand what the “capital region� is, what a watershed district is and how they can help.
Initial Recommendations To achieve effective external communications and engagement, Tunheim recommends a layered approach where activities are designed cross-functionally to leverage each other. Our proposed Communications and Engagement plan will include: 1) Communications a) Branding i)
Brand high visibility, long-term projects like Como Lake and Ford Site so people recognize them as CRWD programs
ii) Create Brand Standards and common language for programs, including developing a process to review the branding before printing or sharing information externally
b) Develop Communications and Engagement Infrastructure and Tools i)
Create a suite of communications tools: (1) FAQ (2) One-pager (3) Boilerplate (4) Expanded media lists (5) Social media platforms
ii) Make online depository for communication assets (photos, profiles, videos, story maps and augmented reality) iii) Create informational videos, virtual/augmented reality demonstrations and animated educational videos to share on social media, website and at informational kiosks iv) Create an annual editorial calendar for media, engagement, events, blogs, electronic newsletters and social outreach v) Prioritize which stories and activities are of primary importance
c) Owned Communications i)
Website (1) Integrate stories and call to action into the website (2) Update newsroom feature of the CRWD website with links to all positive news stories
ii) Email Newsletters
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(1) Reestablish a quarterly newsletter that will be sent to key stakeholders by email iii) Social Media (1) Utilize videos and photography to enhance stories that educate and engage District residents and businesses (2) Include paid social media posts that boost views in targeted areas (3) Continually monitor external posts on your social accounts (4) Use social media analytics to quantify campaign successes iv) Programs and Partnerships (1) Feature more storytelling through partners (2) Clarify and standardize communications expectations and brand standards in partner contracts at various level projects (a) Consider incorporating educational opportunities such as augmented reality engagement (3) Increase external communications to permit holders to decrease the need for annual follow-up v) Internal communications (1) Centralize the management of CRWD branding and stakeholder lists within the Communications and Engagement Division (2) Develop a system for prioritizing key external communications activities and stories (3) Create and execute a strategic yearlong editorial calendar for all communications and engagement activities.
d) Earned Media i)
Establish CRWD as go-to experts for media
ii) Create mini media plans for keystone projects like Como Lake and the Ford Site redevelopment (1) Find opportunities to sit down with media and build relationships iii) Conduct media events such as a Green Line ride between Allianz and CHS fields to learn about major CRWD projects iv) Connect clean water resources to personal priorities -- community health, cost of drinking water, neighborhood greenspace, property value, etc.
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v) Create a standard playbook to publicize different actions: awards, partnerships, grants, successes, challenges, etc. vi) Expand media list to include radio and TV as well as outlets that communicate with nonEnglish speaking St. Paul residents vii) Develop content and story pitches for media, such as: (1) Personal stories of Water Stewards, community award-winners and board managers (2) Promote and capitalize on new CRWD building (3) Urgent, call to action stories about challenges to the watershed (4) Mutual promotion of partner grants (5) Use of virtual and augmented reality to bring visibility to underground work (6) Food and water system connections, like Frogtown Farms (7) Personal and community health, and the connection to greenspaces (Fairview) (8) Training all city employees, expand to county and state maintenance crew (9) The groundwater impact of the State Fair
2) Community Engagement a) Develop Community Engagement Infrastructure and Tools i)
Create a database of community leaders, individual supporters and organizations for outreach
ii) Expand list of community events iii) Consider creating enticing, educational outreach activities, such as a mobile water bottle filling vehicle to take to community events that incorporate CRWD information about stormwater iv) Leverage K-12 curriculum surrounding water education
b) Thought Leadership i)
Position CRWD as an innovative leader in water management
ii) Form lasting relationships with diverse community leaders iii) Look at the intersection of cultural traditions and water resources iv) Create a strategic outreach plan to keep CRWD ambassadors such as water stewards, CAC members and volunteers engaged, appreciated and motivated
31
v) Identify new and less obvious partnerships to establish especially in underserved geographic areas of the District
c) Conduct Strategic Community Outreach to all District Audiences i)
Strategically cultivate relationships with key public officials
ii) Leverage relationships with other Watershed Districts iii) Strengthen relationships with other water and environment focused organizations iv) Develop relationships with neighborhood organizations v) Execute diversity plan to focus on diverse and underserved areas vi) Create a plan for outreach around keystone projects: Como Park, CRWD neighborhood, Ford Site Redevelopment, Green Line vii) Partner with chambers of commerce and local business associations, including developers and realtors viii) Invite schools to visit the CRWD location to learn about water stewardship ix) Send CRWD ambassadors into K-12 schools for demonstrations x) Partner with colleges and universities in the District on research studies
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4. SWAR ANALYSIS STRENGTHS Robust research and data to share • Strong mission and vision • Dedicated advocate-partners like volunteers and citizen advisory council • National innovation in water management systems • Strong photography and video capabilities • Strong digital storytelling capabilities such as VR and the Como Lake story map •
WEAKNESSES No overarching plan for organizational communications that encompasses timing and action, and planning across calendars and channels • Ad hoc media relations • Lack of foundational messaging for use across channels and materials • Confusion surrounding watershed definition • Lack of prioritization of communications targets •
5. MEDIA CHANNELS Coverage between June 2018 – June 2019 MEDIA TYPE Online, consumer Online, trade/industry Newspaper, community Wire service Newspaper Magazine
SHARE 56.4% 27.3% 10.9% 1.8% 1.8% 1.8%
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OPPORTUNITIES • Editorial calendar integrating social media, blogs, events and media opportunities • Links to social and environmental justice in district communities • Connection between watersheds, improved quality of life and greenspace • Messaging framework for the organization • Introduction to communities who have not participated in the past • Grand opening of the new building
RISKS •
•
Crisis communication plan in develop, but needs to be finalized No central oversight of communications activities across divisions
6. CRWD MEDIA AND SOCIAL COVERAGE
34
7. CRWD MEDIA LIST 8. CRWD PRIORITY COMMUNITY PARTNER LIST
35
8. RECOMMENDATIONS FOR IMPROVING AND COORDINATING INTERNAL COMMUNICATIONS ACROSS ALL DIVISIONS To date, we have found that the CRWD has done a very good job of communicating project work and engaging the community on a case by case basis. The addition of a communications and engagement director to the CRWD staff has made significant progress in toward improving Districtwide communications and engagement. However, the amount of infrastructure work that is required in addition to ongoing projects coupled with the new priorities of improving Districtwide branding, diverse citizen engagement and social media outreach exceeds the capacity of the current staff. With regard to the overall workload implicated with this set of recommendations, we appreciate that to carry out the recommended strategies and tactics the District will have to ramp up the number of staff or outside resources dedicated to communications and engagement. As indicated in our recommendations, the foundation for this work depends upon the creation of a centralized infrastructure that is at least closely coordinated, if not outright controlled, through one primary lead. In our view, this centralized coordinating role should reside with the Communications & Engagement Division Manager. This encompasses ultimate approval for all external messaging and outreach activity, inclusive of key messaging, consistent branding and nomenclature, tracking and qualification of external relationships, media relations, and collaboration with other division leads around priority community projects. These are essential components necessary to effectively promote the overall visibility of the organization. Within the attached CRWD Timing Map detailing FTEs, the primary assumption is that focus of the communications and engagement work will be on generating key messaging, creating and managing processes internally, and collaborating with other division leads. Hence the dedicated headcount of approximately one to two full time staff. Also baked into the assumptions is an expected prioritization of key projects, such as the Como Lake restoration, as well as relationships with media contacts. With the addition of other projects under the communications and engagement outreach efforts, there will likely be a need for further consideration of staffing resources, internal or external. The District can elect to utilize existing staff resources to conduct outreach and build messaging but may also want to consider additional assistance per project or more broadly pertaining to the organization’s outreach. It is impractical to try and capture the exact extent of additional staff resources required to carry out each successive layer of engagement activity as competing priorities, urgency, duration, scope and quality of relationships are taken into consideration. But the District should anticipate that effective engagement will be on-going and cumulative, requiring additional dedicated resources to deliver results with each additional project.
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December 11, 2019 CAC Meeting V. District Initiatives – B) 2020 Watershed Management Plan Update (Eleria)
DATE: TO: FROM: RE:
December 4, 2019 CRWD Board of Managers Anna Eleria, Division Manager Draft 2020 WMP Implementation Plan Table
Background Over the fall, CRWD has identified the priority resources and issues for CRWD’s 2020 Watershed Management Plan (WMP) and determined the goals and objectives for addressing the issues. The Board reviewed and commented on the draft WMP issues, goals and objectives in late September and CAC members and CRWD staff offered comments in October. Enclosed is an updated memorandum of issues, goals and objectives refined based on stakeholder comments received to date. Issues The primary goal of the December 11th CAC meeting will be to receive CAC comments on the draft 2020 WMP Implementation Plan Table. Please review the attached table prior to the meeting. The draft table is a list of implementation programs, projects and activities to conduct over the 10-year WMP timeframe to achieve our goals and objectives. Several new or expanded notable items in the proposed implementation plan table are: • • • • • •
Consideration of watershed management for Saint Paul’s West Side; Formal infrastructure management program; In-lake management projects for Como Lake and Lake McCarrons; Work with partners to understand and address trash, chloride and flooding issues; Expansion of natural resource and vegetation management work; and Targeting underserved communities especially within our cost-share, communications and engagement, and CIP programs.
The structure of the implementation table is similar to the 2010 WMP implementation plan table and our annual budget. At this time, the table is populated with program/project titles, brief descriptions and priority level. The table will be filled out with target audience and location, measurable outputs, partners, cost and schedule after we receive comments from the Board, CAC and TAC. Please consider the following questions during your review of the proposed implementation work: • • •
Do you agree or disagree with the proposed implementation plan programs and projects and the priority assignments? Do you have any specifics to offer on the proposed programs or projects? What programs or projects are missing from this list? Our mission is to protect, manage and improve the water resources of Capitol Region Watershed District.
Action Requested None, for your review and comment Enc.
Draft WMP Implementation Plan Table Updated draft WMP Issues, Goals and Objectives Memorandum dated November 25, 2019
W:\06 Projects\WMP 2020\Board Memos\CAC WMP Implementation Plan Table 12-11-2019.docx
Our mission is to protect, manage and improve the water resources of Capitol Region Watershed District.
DRAFT CRWD 2020 WMP Implementation Plan Table = new implementation item = existing item with expanded/greater focus = relationship between goal or objective is uncertain
FUND
PROGRAM/PROJECT TITLE
Priority Levels Critical: Necessary to perform the core functions and statutory duties of the District and/or required by law or statute Important: Led by the District in support of goals and objectives, but not rising to "Critical" level or not yet clearly defined Beneficial: Aligned with District goals and objectives but not rising to critical or important
PROGRAM/PROJECT DESCRIPTION
PRIORITY LEVEL (Critical, Important, Beneficial)
ADMINISTRATION 101
Administration
A
General administration
Administration initiatives include ongoing activities that recur annually to satisfy Minnesota Rules for watershed districts and those that pertain to the organization, administration and coordination of programs, services and facilities provided by the District. It includes development of annual budgets and levy, the annual audit and preparation of an annual report of previous year's activities and accomplishments.
B
Citizen Advisory Committee
CRWD's work is supported by a Citizen Advisory Committee (CAC) comprised of 12‐15 residents. The CAC assists the Board of Managers with organizational development, planning processes and program implementation. CAC meetings are held once a month.
Critical
C
External funding opportunities
The major sources of CRWD funding are local tax revenue and State Clean Water Fund grants. CRWD will identify and pursue other funding sources (e.g., grants, special tax districts, environmental improvement bonds) to augment traditional sources.
Important
D
Program effectiveness assessment
CRWD will evaluate biannually its progress towards meeting the WMP goals and objectives.
E F
595 Aldine operations 1736 Thomas operations
General operations of CRWD office General operations of 1736 Thomas Avenue site
Critical Important
G
MAWD support
CRWD provides office space and administrative and programmatic support for MAWD.
Important
H
Safety Program
Implement CRWD's safety program to ensure staff and others safety in the workplace; conduct annual safety training including confined space entry, first aid, CPR, defensive driving, etc; conduct safety audit every three years and update safety program
I
Diversity and inclusion program
Implement CRWD's diversity strategic plan
Critical
Critical
Critical
Critical (based on SP)
PROGRAMS
208
Regulatory Program
CRWD reviews applications and issues permits to ensure compliance with the standards outlined in the District Rules. During construction, sites are inspected for compliance with erosion and sediment control regulations. Permitted sites are also inspected to ensure that permanent stormwater BMPs are correctly installed.
A
General permitting implementation
B
Multiple jurisdictions and levels of regulation can result in duplicative efforsts or inconsistent messaging regarding onsite Coordinated inspection process and O&M data tracking for inspection and enforcement. A process to streamline and coordinate effoarts across jurisductions will benefit both the permitted projects regulated entites and the regulators
C
Engagement activities with permitees, developers, engineers, and applications
Ensuring the regulated community understands CRWD stormwater requirements is important to creating an efficient review and approval process. Offering the private development community an opportunity to provide input on their experiences with regulation will improve engagement and support.
Critical
Important
Important
TARGET LOCATION/AUDIENCE MEASURABLE OUTPUTS
PARTNERS
D
Rules evaluation and update
The District currently implements rules that address water quality and quantity, erosion control, wetland protection, Trout Brook Storm Sewer Interceptor and floodplain management. Periodic evaluation of CRWD regulation will ensure adequate progress towards meeting water quality goals, and standards based on sound science. The District will focus on keeping these rules clear and up to date with revisions as needed, improving compliance and inspections, and coordinating District rules with other local, state, and federal regulatory requirements
E
Deicing practices rule
Source control is the only effective method to reduce impacts from road salt. CRWD will work with partner agencies to evaluate and implement strategies to regulate chlorides.
F
Stormwater rule requirements on sites less than one acre
Water quality and volume reduction practices are not currently required on sites less than 1‐acre consistently throughout Critical (based on issue the district. CRWD will work with partners to determine appropriate stormwater regulation and implementation strategies ID) for sites greater than 10,000 square feet.
G
CRWD IDDE plan implementation
Work with public partners, residents, businesses, and commercial properties to improve regulations and provide technical assistance to eliminate illicit discharges to the stormwater system. The District created an IDDE plan in 2018.
Important
H
Green infrastructure incentives in CRWD rules
Green infrastructure is not currently required within CRWD Rules. Explore methods to increase implementation of green infrastructure on permitted projects through regulatory incentives.
Important
I
Industrial stormwater permittee coordination
Work with partners to assess compliance with industrial permits within CRWD and assist with inspection, enforcement, and technical assistance to improve compliance rates.
Important
J
Water reuse policy support
Review and support an update of State plumbing code to promote water reuse
Important
210
Critical
Critical (based on issue ID)
Grants Program
A
Stewardship grants
The District provides cost‐share grants and technical assistance to residents, businesses, school, non‐profits and others in the District for stormwater best management practices that encourage the protection, enhancement, and improvement of water quality within the District. This program will include both stewardship grants and special grants.
Critical
B
Stewardship grant targeted project site identification
The District grants program will target boulevards and recreational centers for site investigations because of their high potential for water quality treatment, visibility to broad and diverse audiences, and other community benefits.
Critical
C
Stewardship grant outreach esp. to underserved areas and Increase diversity of project participants and promote equitable access to services provided through the CRWD Stewardship high priority areas identified in other studies Grant program.
D
Grant inspection and maintenance assistance
Ensure grant project success by inspecting projects and help residents identify and execute maintenance best practices for all projects submitted for grant consideration.
Important
E
CRWD "watercorps" position
Provide practical experience to students or recent graduates that have interest in water resources. Develop a work plan for interns to learn about and evaluate green infrastructure practices throughout the district.
Important
F
Well‐sealing cost share
Continue to provide well sealing grants that protect groundwater resources. Abandoned wells provide a direct pathway for contaminants to enter groundwater, which is a source of drinking water for thousands of the people in the metro area.
Beneficial
G
Large scale site planning grants
Continue to provide Water Quality Planning Grants which give financial assistance for feasibility and design of cost‐effective and/or innovative projects that protect and improve the water quality of waterbodies within CRWD. These include feasibility studies and engineering services to identify, prioritize, and design capital improvement projects.
Important
H
Chloride reduction grants
Develop and implementincentive‐based program for chloride reduction strategies
Important
211
Monitoring, Data Assessment and Research Program
Critical
Stormwater monitoring and data collection
CRWD monitors the quality and quantity of stormwater runoff to identify water quality problem areas, quantify subwatershed runoff pollutant loadings, provide data for the calibration of hydrologic, hydraulic, and water quality models, and promote understanding of District water resources and water quality. CRWD operates 15 stormwater monitoring sites.
Critical
B
Lake monitoring and data collection
The objective of this program are to identify water quality problems, provide data for calibration of hydrologic, hydraulic, and water quality models, and promote understanding of District lakes including Como Lake, Lake McCarrons, Loeb Lake, Crosby Lake, and Little Crosby Lake. This data collection includes chemical parameters and physical characteristics of the lakes, and biological data including vegetation distribution and diversity, and fish surveys.
Critical
C
CRWD BMP performance monitoring
CRWD monitors the effectiveness of stormwater best management practices in reducing stormwater runoff volumes and pollutant loads.
Critical
D
Monitoring database and reporting tool
The monitoring database system allows CRWD staff to organize, view, and query all years of data; more efficiently edit, analyze, and QA/QC data; improve data sharing and public access to data; and provide a consistent method for saving data to prevent data loss. Staff has developed an online, interactive, map‐based tool for downloading CRWD monitoring data.
E
Wetland biological integrity monitoring
F
Monitoring data trend analysis and reporting for public
G
Citizen Science Monitoring Program(s)
This program will identify roles interested citizens can play within CRWD's monitoring scheme, provide participants with training and equipment to take basic water quality or biological measurements. This would both expand CRWD's data collection while also allowing residents to engage with the mission and work of CRWD. See also Item 220F
Important
H
Research program
Research on innovative BMPs, filter media, etc; support and collaborate with partners toward this end, including MN Stormwater Research Council.
Important
I
Climate science and community resiliency
CRWD will incorporate current and future understanding of climate change and precipitation trends as they pertain to the quality and quantity of District water resources, flood risk, and stormwater practice design and maintenance.
Important
J
Emerging contaminants and water quality issues
CRWD staff periodically review available data and research regarding emerging contaminants to determine if programmatic changes are needed including development and implementation of monitoring plan
Important
K
Non‐structural BMPs effectiveness
This program will study the effectiveness of potential non‐strucutral practices, such as enhanced street sweeping, storm drain clearing, leaf clean‐up, or proper disposal of pet waste.
Beneficial
A
220
CRWD monitors the health of the remaining wetlands in the watershed. For over 10 years, CRWD has collected data on stormwater runoff, lakes, and wetlands. This project will analyze stormwater quality and quantity and lake and wetland data. Trends and other findings will be shared with the public in engaging, visually appealing format(s).
Important
Important Critical
Communications and Engagement Program
Develop brand standards and common language for all clean water practices. Translate scientific content to better engage and inform residents about the District research and monitoring program. Expand communications tools to include more videos, graphics, iconography, photos, virtual/augmented reality and translated materials. Create a database of all District contacts to streamline and better manage communication and engagement with them. Research demographics throughout CRWD to better understand the communities we serve.
A
General communications and engagement
B
Project Communication
Develop communications plans and tools such as signage, fact sheets, news releases, videos, graphics and more to convey project benefits to key audiences.
Critical
C
Clean Streets
Expand the Adopt a Drain program and support initiatives such as the Como Curb Clean‐up to engage residents in preventing leaves from entering storm drains and nearby waterbodies. Develop new programs for residents and businesses that promote smart salting practices and alternatives to chlorides.
Critical
Critical
D
Municipal training
E
Digital Communications
F
Volunteer Programs
G
Sponsorships
H
Partnerships
I
Events
J
Awards program
K
Youth programs
L
Partner Grant Program
M
Public Art Program
N
595 Aldine communications and engagement
2XX
Provide workshops for city staff that promote best practices for managing winter roads/sidewalks and turfgrass. Identify new training opportunities to encourage good housekeeping practices that prevent pollution from reaching nearby waterbodies. Expand and enhance engagement via digital platforms including social media, website and a monthly newsletter. Showcase seasonal best practices for managing water quality at home, upcoming community events, CRWD’s grant programs and projects and more. Evaluate programs to determine effectiveness. Expand volunteer opportunities such as Master Water Stewards to promote environmental stewardship at a community level. Explore opportunities to conduct citizen science that informs CRWD’s programs and projects. Sponsor lectures, workshops, festivals and more to inform and engage residents and young people in water resource protection. Identify opportunities to sponsor activities led by new partner organizations in communities underserved by CRWD. Foster relationships with existing partners and expand them to include organizations working with audiences that have been underserved by CRWD. Attend, present and exhibit at community events with an emphasis on opportunities in communities or with residents that have been underserved by CRWD. Develop new engagement strategies and tools to meaningfully engage new residents and partners. Honor individuals and organizations that exemplify watershed stewardship through activities or projects that demonstrate a commitment to help protect, manage and improve our lakes and the Mississippi River as part of CRWD’s Watershed Steward Awards. Expand program offerings to engage youth in learning about and protecting CRWD’s water resources in traditional and non‐ traditional settings. Expand grant opportunities for community, arts, environmental organizations, schools and faith‐based groups to promote clean water actions by residents. Continue coordinating the Watershed Artist in Residence program. Develop events and workshops centered around the arts to engage new residents in water resource learning and protection. Develop signage, hands‐on learning opportunities and exhibits to engage visitors in water resource learning and protection.
Important
Important
Important
Beneficial Critical Important
Beneficial Important Important Important Important
Facility (Infrastructure) Management Program (New 200‐ level Category)
A
CRWD owned facility management
CRWD owns, operates and maintains stormwater infrastrucutre including Trout Brook Interceptor, Green Line BMPs, Como Subwatershed BMPs, Highland Ravine and its office BMPs.
Critical
B
Shared ownership (CRWD/partner) facility management
There are some District projects in which ownership and maintenance responsibilities are split up or shared between CRWD and project partners. Examples include Curtiss Pons, Williams Street Pond, and Snelling‐Midway BMPs.
Critical
C
Partner owned facility management and ownership evaluation
The District conducts maintenance of projects owned by CRWD partners including Snelling Midway Rainwater Harvesting and Reuse System and Willliams Street Pond. The District will evaluate and cosider ownership of the last 1/2 mile of TBI and the Como Lake outlet (currently owned and maintained by the City of Saint Paul)
Critical
D
BMP maintenance service program
As the number and age of stormwater best management practices rises, the capacity and financial resources of both public and private entities to inspect and maintain BMPs is limited. CRWD will consider developing and implementing a BMP maintenance service program to offer public partners and potentially others fee‐based individual BMP inspection and maintenance services.
Critical
E
BMP database
Continue to use and update the web‐based BMP database to track projects constructed as part of CRWD's permit, grant, and/or capital improvement project programs.
Critical
PROJECTS ‐ Planning, Design and CIPs
301
Groundwater (New 300‐level Category and eliminated 201 Groundwater Protection Program)
A
Groundwater seepage and springs study
Conduct additonal identification and analysis of groundwater springs and seeps throughout CRWD
Beneficial
B
Beneficial infiltration study and demonstration projects
Work with public and private partners to formalize a process to review, approve, and implement projects to remediate groundwater contamination by allowing infiltration on sites that would normally not be allowed to infiltrate
Important
C
Infiltration‐GW Quality Study
Peform study to evaluate the impact/benefit of CRWD and partner infiltration projects on local surficial groundwater quality
Important
D
Groundwater monitoring well network in the District
The existing monitoring well network contains large gaps within CRWD. Support partners to expand groundwater monitoring well network through additional well establishment
Beneficial
Conduct future groundwater projects that are identified during groundwater planning/assessment work
Beneficial
401 A 305/405 305
Groundwater Future groundwater projects Como Lake Subwatershed Como Lake Subwatershed Projects
The Como Lake water quality model will be updated with the revised subwatershed loads developed in 2018, direct sediment core P flux measurements collected in 2016, and recent observed monitoring data.
A
Como Lake WQ model
B
Management of aquatic invasive species, including curlyleaf pondweed. Herbicide treatment has demonstrated the greatest AIS Management including herbicide treatment of curlyleaf success to date for reducing curly leaf pondweed density. A pre‐herbicide treatment delineation of CLP will be conducted 2‐ pondweed 4 weeks before a planned herbicide treatment. The expectation is that a large portion of the lake area can be treated per year with similar large‐scale treatments in other areas annually for the first 3‐5 years of implementation. CRWD will collaborate with MNDNR to develop and implement a long‐term lake vegetation management plan (LVMP) to establish and maintain a healthy and diverse, native aquatic plant community. The plan should also consider strategies to keep curly leaf pondweed under control following initial herbicide treatments, which may also require periodic, small‐scale herbicide treatments. Mechanical harvesting of native vegetation may also be required to prevent nuisance growth conditions following curly leaf pondweed control.
Critical
Critical
C
Lake vegetation management plan
D
Balanced fishery target development
E
Shoreline management plan
F
Street sweeping enhancement
G
Future BMP project opportunities
H
Innovative treatment facility feasibility study (i.e., alum, spent lime)
The feasibility study should explore the effectiveness of alum treatment facilities, spent lime, and other innovative technologies. This potential future action depends upon progress to reduce external/watershed loads and response of the Lake to in‐lake management actions. The feasibility of existing practices (e.g. spent lime filters) and/or new innovative treatments should be considered at that time as well.
Important
Water‐based recreational activities support
One of the most significant values the community has expressed about Como Lake is related to recreation in and around the Lake, which was identified through the PAG engagement process. As such, it is important that management actions in the CLMP facilitate, improve and celebrate recreational activities at Como Lake. Examples include maintenance and improvement of existing fishing areas, identification of additional fishing areas, maintenance of non‐motorized boating channels, and the provision of year‐round water‐related recreational activities.
Beneficial
I
CRWD will collaborate with MNDNR to develop and implement a “Como Lake Fisheries Management Plan” that defines long‐ term targets for a diverse, ecologically balanced fishery that can also support and sustain recreational fishing for the community. In collaboration with the City of St. Paul and following an initial shoreline assessment, CRWD will develop and implement a “Como Lake Shoreline Management Plan” that emphasizes native plant diversity, wildlife habitat, shoreline stabilization, and capture of surface runoff. CRWD will coordinate efforts with municipal partners to evaluate and implement a “Como Watershed Street Sweeping Plan” that prioritizes streets for sweeping based on subwatershed load reduction potential, tree species type (leaf phosphorus content, typical leaf drop timing), source potential, and logistics. CRWD will collaborate with partners to identify new opportunities as they become available and strategically implement in key locations, such as the placement of curb cut boulevard raingardens during a street reconstruction project.
Critical
Critical
Critical
Important
Important
405
Como Lake Subwatershed Capital Improvements Construct regional BMPs on the Como Golf Course including the Zoo BMP infiltration system and the Iron enhanced filtration bench at the northwest pond to remove an estimated 55 pounds of TP Construct regional and small scale BMPs in coordination with the City of St. Paul Parks and Rec pavement improvement projects surrounding the Como Lake Pavilion
Critical
A
Como Golf Course BMPs
B
Como Pavillion BMPs
C
McMurray Field
Construct a regional infiltration and stormwater reuse for irrigation system at the McMurray Athletic Fields to remove an estimated 33 pounds of TP/year in conjunction with St. Paul Parks and Recreation planned improvements to the broomball and softball fields
Critical
D E
Como Lake Alum Treatment East Como Blvd. BMPs
Apply alum to inactivate mobile sediment phosphorus and mitigate internal phosphorus loading. Construct stormwater BMPs as part of the reconstruction of East Como Boulevard
Critical Critical
F
Gottfried's Pit Improvements
Listed in Falcon Heights LSWMP for design and construction of improvements to alleviate flooding and improve WQ ($35K for design and $500K for project)
Important
G
Future capital improvements TBD
Collaborate with partners to implement identified projects in existing feasibility studies, outlined in Appendix C of 2018 CLMP
Important
313/413
Lake McCarrons Subwatershed Projects
313
Lake McCarrons Subwatershed Projects
Critical
A
Watershed Hydraulic/Hydrologic Modeling
Perform watershed hydrologic and hydraulic modeling to assess flood risk of structures and infrastructure including flood issue @ intersection of Cohansey Boulevard and Bossard Avenue
Critical
B
Lake vegetation management plan and AIS response plan
The AIS response plan will define the process and criteria by which AIS will be managed on Lake McCarrons. In addition, the lake vegetation management plan will define thresholds of AIS that necessitate active management and define goals under which aquatic plants will provide beneficial ecological and biological functions on Lake McCarrons.
Critical
C
Balanced fishery targets
D
Shoreline management plan
E
Alum treatment evaluation
F
Future BMP feasibility studies TBD
G
Evaluate Villa Park Performance Improvements
Evaluate the performance of the Villa Park wetland system and investigate options for improving its functionality
Important
H
Any other items from McCarrons LMP ‐ TBD
TBD based on final draft lake management plan
Important
413
Develop targets for a balanced fishery that provides angling opportunities, ensures a diversity of gamefish, and provides ecological and water quality benefits in Lake McCarrons. CRWD and the DNR will continue to implement the DNR's fisheries management plan for Lake McCarrons. (Draft LMP‐Issues and Goals Memo) Conduct a shoreline inventory to determine the amount of shoreline suitable for lakescaping as well as the shoreline subject to erosion. Create and maintain stable shoreline buffers around Lake McCarrons and assist the City of Roseville in determining where and when no‐wake zones should be established by sharing lake level, bathymetric information, and current science regarding the effect of boating on shoreline erosion. Reevaluate the need for another alum treatment annually by reviewing hypolimnetic phosphorus concentrations. Evaluate phosphorus concentrations in lake sediment cores every five years and determine a TP concentration threshold that, if reached, would trigger the need for another alum treatment. The feasibility study should explore the effectiveness of potential BMPs to reduce external/watershed loads and help achieve water quality goals outlined in the Lake McCarrons Management Plan. The feasibility of existing practices and/or new innovative treatments should also be considered.
Based on findings of alum evaluation, apply alum to inactivate mobile sediment phosphorus and mitigate internal phosphorus loading. Based on findings of Villa Park performance improvement evaluation, implement measures to improve the functionality of the wetland system
Alum treatment
B
Implement Villa Park Performance Improvements
C
Future CIPs as opportunities arise and/or from McCarrons TBD based on final draft lake management plan LMP
315
Critical
Critical
Important
Lake McCarrons Subwatershed Capital Improvements
A
315/415
Critical
Loeb Lake Subwatershed Loeb Lake Subwatershed Projects
Critical Important Important
A
Update Loeb Lake Management Plan
B
AIS Management
C
Shoreline management plan and implementation
D
Future BMP feasibility studies TBD
415 A 317/417 317
Critical Monitor the presence of invasive plant and animal species in Loeb Lake and in the subwatershed, especially in Willow Reserve. Prevent the introduction of additional invasive species and limit as much as possible the spread of invasive species already present. Conduct an assessment to evaluate the condition of the shoreline, implement shoreline restoration and stabilization as identified in the assessment, and work with St. Paul Parks and Recreation Department to determine current turf management practices in Marydale Park. Future studies and projects based on updated lake management plan
Important
Future CIPs based on updated lake management plan or as other opportunities arise
Important
Important
Important
Loeb Lake Subwatershed Capital Improvements Future CIPs as opportunities arise and/or based on outcomes of updated Loeb LMP Crosby Lake Subwatershed Crosby Lake Subwatershed Projects
A
Update Crosby Lake Management Plan
Update the Crosby Lake Management Plan to provide a framework for the protection and improvement of Crosby Lake by assessing the current condition of the areas and identifying opportunities for improving the ecological, aesthetic, and recreational opportunities of each.
Critical
B
35E Regional stormwater BMP feasibility study
Conduct a feasibility study to determine if it is possible to build a stormwater detention pond with an approximate surface area of 1.75 acres and an average depth of 4 feet on a site adjacent to the 35E ditch.
Important
C
Shoreline management plan
The shorelines of Crosby Lake are largely undeveloped other than trails. Conduct an assessment of shoreline conditions and develop a shoreline restoration and management plan.
Important
D
Terrestrial and aquatic invasive species management
Continue to monitor the presence of invasive plant and animal species in Crosby Lake, Crosby Farm Regional Park, Hidden Falls Park, and other areas in the subwatershed. Prevent the introduction of additional invasive species and limit as much as possible the spread of invasive species already present.
Important
E
Floodplain and wetland restoration opportunities around Crosby Lake
Recreating the native floodplain forest will substantially improve the quality and quantity of the park's habitat for forest wildlife by expanding the areas continuous canopied forest and by reducing the fragmented nature of the currently existing floodplain forest stands. Recommended strategies are outlined in the Crosby Farm Regional Park Ecological Inventory and Restoration Management Plan.
Important
F
Bluff erosion assessment update and plan development
A bluff erosion assessment was conducted over 10 years ago. Reassess the bluffs and determine high priority areas for stabilizing eroding slops.
Important
G
Future BMP feasibility studies TBD
Future studies and projects based on updated lake management plan
Important
417
Crosby Lake Subwatershed Capital Improvements
A
Floodplain and wetland restoration projects
Identify potential areas for wetland or floodplain restoration to improve the quality and quantity of wildlife habitat, provide water quality benefits for Crosby Lake, and expand native vegetation stands.
Important
B
Crosby Farm Park bluff stabilization projects
Future stabilization projects based on updated bluff erosion assessment and plan
Important
C
Future CIPSs based on updated Crosby LMP and associated Future CIPs based on updated lake management plan or as other opportunities arise feasibility studies
320/420 320
Trout Brook Subwatershed Trout Brook Subwatershed Projects
Important
A
B
C
D
E 420 A B C D 325/425
325
TBI 5‐year inspection and CIP development
Continue to conduct an inspection of the entire length of the Trout Brook Storm Sewer Interceptor on a five year basis. In order to assess the condition of TBI; proactively identify defects such as cracks, holes and infiltration; and recommend sections to repair.
Critical
NPDES stormwater program
TBI is considered a regulated municipal separate storm sewer system (MS4) that needs a stormwater discharge permit. CRWD must develop, implement and enforce a stormwater pollution prevention program (SWPPP) to control pollution and reduce peak flows so water quality throughout the District is protected. As part of the MS4 permit, CRWD creates and follows a Stormwater Pollution Prevention Program (SWPPP) for TBI. This ensures that all District practices conform to required program elements, including minimum control measures for protecting water quality.
Critical
In 2012 CRWD completed an updated calibrated hydraulic model of the TBI, using the calibrated model to develop 2‐, 10‐, and 100‐year flood flows for the TBI (Barr, 2012). The model uses very coarse hydrology (over 50 acre watersheds on average) and primarily models only the hydraulics of the TBI. CRWD would like to add hydrologic and hydraulic resolution to the model by adding in more detail from the tributary watersheds and municipal/MnDOT storm sewers. In areas where CRWD either does not own a permanent easement or the easement that CRWD owns is insufficient to TBI easement verification, acquisition, and documentation perform maintenance activities, work with consultant to identify locations where additional easement should be acquired and determine the potential uses of the easement. TBI H&H model update and expansion
TBI Flood Mitigation and Water Quality Improvement Studies
Critical
Critical
Conduct flood mitigation and water quality improvement studies in three high priority flooding areas identified in the TBI H/H Model Update Report
Critical
Repair TBI from St. 28+65 to 50+72 Repair TBI from St. 135+06 to 180+29 Design and construct flood mitigation and/or water quality improvement project(s) identified in the TBI flood mitigation and water quality improvement studies Perform additional repairs that may be identified in updated 5 year Maintenance, Repair, and Capital Improvement Plan for TBI, which will be completed in early 2020.
Critical Critical
Trout Brook Subwatershed Capital Improvements TBI Repair Work Station 28+65 ‐ 50+72 TBI Repairs Station 135+06 ‐ 180+29 Future flood mitigation and/or water quality improvement projects Other TBI repairs resulting from updated 5‐year CIP
Critical Critical
Wetland, Stream, and Ecosystem Restoration
Wetland, Stream, and Ecosystem Restoration Projects
A
Phalen Creek Daylighting
Based on the findings of the Phalen Creek Daylighting Feasibility Study completed in 2018, CRWD will develop detailed concepts for daylighting options adjacent to the Rush Line BRT project. The concepts will be completed in 2020 prior to full BRT design work.
B
Willow Reserve water based recreational access
With the completion of vegetation restoration in 2020, it is anticipated that accessibility within Willow Reserve will be improved by the construction of access points, trails, boardwalks, and scenic outlooks.
Important
C
District 6 natural resource management plan
Explore with partners potential management opportunities listed in D6 NRI and identify ones for implementation.
Important
D
Hidden Falls Creek Restoration
A feasibility study was completed in 2014 to evaluate restoration potential of Hidden Falls Creek. Conduct preliminary engineering work including cost estimating for restoring Hidden Falls Creek. Note that this is a low priority in the City's Hidden Falls‐Crosby Farm Regional Park Master Plan.
E
Swede Hollow Water Resource and Natural Resources Plan Conduct a feasibility study to assess water recirculaton and natural resoure restoration opportunities
Important
F
Cascade Creek/Fountain Creek ‐ Ayd Mill Road feasibility study
Beneficial
Complete feasibility study to evaluate the daylighting and restoration of Cascade Creek based on community interest and 2010 WMP designation rating of Medium restoration opportunity.
Critical
Critical
G
Natural resource inventories and/or management plans
425
Wetland, Stream, and Ecosystem Restoration Capital Improvements
Conduct natural resource inventories and develop management plans in the Trout Brook and Phalen Creek subwatersheds
Important
A
Phalen Creek daylighting project
The 2010 WMP showed that Phalen Creek had High restoration potential. This restoration would aid in efforts to bring water back to Saint Paul by improving water quality, providing wildlife habitat, and providing green space to residents.
Critical
B
Hidden Falls Creek restoration
Design and construct Hidden Falls Creek restoration project based on results of preliminary engineering work
Critical
C
Swede Hollow restoration
Implement CIP based on recommendations of Swede Hollow feasibility study
Important
D
Cascade Creek restoration
The 2010 WMP showed that Cascade Creek had Medium restoration potential. This restoration would aid in efforts to bring water back to Saint Paul by improving water quality, providing wildlife habitat, and providing green space to residents.
Beneficial
E
Land conservation funding
Provide financial resources for land conservation initiatives
Beneficial
F
Future wetland/stream/natural resource restoration projects
Future CIPs based on recommendations of natural resource management plans
Important
330/430
330
Mississippi River Gorge Subwatersheds
Mississippi River Gorge Subwatersheds Projects
A
Towerside regional stormwater planning
Stormwater management planning for Towerside Innovation District within CRWD boundaries
Important
B
Creative Enterprise Zone regional stormwater planning
Stormwater management planning for Creative Enterprise Zone
Important
C
UM/MN State Fair Gortner Avenue project
The Gortner Avenue feasibility study has identified three new potential stormwater BMPs that may be shared between partners at the University of Minnesota, the MN State Fairgrounds, Ramsey County, and the City of Falcon Heights. The project initiated from the stormwater treatment requirement for the upcoming Cleveland Avenue reconstruction, but has since expanded to include possible regional practices with the potential to provide multiple benefits in the vicinity of Larpenteur between Cleveland and Snelling Avenues. Additional practices may also be pursued as partner challenges and project benefits are clarified.
Important
D
Future redevelopment sites stormwater management planning
Future planning efforts for redevelopment opportunities that come up during the 10 year plan
Important
430
Mississippi River Gorge Subwatersheds Capital Improvements
A
Seminary Pond
Make improvements to Seminary Pond including converting from a dry pond to a wet pond by deepening the pond and raising the berm, and installation of an iron‐enhanced sand filter along the pond edge to remove dissolved phosphorus.
B C D E
Towerside CIP Creative Enterprise Zone CIP UM/MN State Fair Gortner Avenue project Future CIPs
Future CIP based on recommendations of TID stormwater management planning Future CIP based on recommendations of CEZ stormwater management planning Future CIP based on recommendations of UM/State Fair study Design and construct CIPs at future redevelopment sites
Critical Important Important Important Important
3xx/4xx
Mississippi River Confluence Subwatersheds
3xx
Mississippi River Confluence Subwatershed Projects
A
Ford redevelopment site comprehensive stormwater planning
B
Area C Ford site planning
C
Snelling‐Midway Phase II Redevelopment Planning
D
East Kittsondale Subwatershed Project Prioritization
Reevaluate and update the East Kittsondale subwatershed study with more recent subwatershed information, which may include updating costs and project priorities.
Important
E
Davern/Shepard redevelopment site planning
Stormwater management planning for Davern/Shepard redevelopment site
Important
F
Riverview Corridor stormwater management planning
Stormwater management planning along the Riverview transit corridor
Beneficial
G
Future redevelopment sites stormwater management planning
Future planning efforts for redevelopment opportunities that come up during the 10 year plan
Important
4xx
Ford redevelopment site CIP
B C D E
Area C Ford redevelopment site CIP Victoria Park East Kittsondale CIP Future CIPs
3XX
Support environmental investigation of Ford's Area C, a former waste disposal area located below the Ford redevelopment site. Support City of Saint Paul in full build out of District stormwater system
Critical Critical Critical
Mississippi River Confluence Subwatershed Capital Improvement Projects
A
3XX/4XX
Continue to support stormwater management at the Ford Redevelopment site as the site design progresses
Work with partners to create a future for the Ford Site with clean technologies and high‐quality design for stormwater management, energy, buildings and infrastructure as it undergoes redevelopment. Provide support for improvements in Area C Ford Site Provide support to partners in design and construction of various stormwater features within Victoria Park. Future CIPs based on recommendations from East Kittsondale study update Design and construct CIPs at future redevelopment sites
Critical Critical Important Important
Critical
Mississippi River Downtown Subwatersheds
Mississippi River Downtown Subwatershed Projects
A
River Balcony ‐ River Learning Center
Explore stormwater management oppportunities as part of the construction of the River Balcony
Important
B
Sears Redevelopment Site stormwater planning
Regional stormwater management planning for Sears Redevelopment Site
Important
C
Swede Hollow BMP feasibility study
Conduct a BMP feasibility study within Swede Hollow
Important
D
Gold Line BRT stormwater planning
Stormwater management planning for Gold Line BRT
Important
E
Phalen Creek subwatershed water quality and quantity study
Conduct Phalen Creek subwatershed water quality and quantity study to identify opportunities for improving water quality and addressing water quantity issues
Critical
F
4XX
Future redevelopment sites stormwater management planning
Future planning efforts for redevelopment opportunities that come up during the 10 year plan
Important
Mississippi River Downtown Subwatershed Capital Improvement Projects
A
Science Museum of Minnesota
Provide technical and financial support for stormwater BMPs at the Science Museum
B
River Balcony ‐ River Learning Center
Future CIP based on recommendations from stormwater management planning
Important
C D
Sears Redevelopment Site Swede Hollow CIP
Future CIP based on regional stormwater planning recommendations Future CIP based on Swede Hollow BMP feasibility study
Important Important
E
Future CIPs
Design and construct CIPs identified in the Phalen Creek subwatershed study and/or at future redevelopment sites
Important
370/470 370
Critical
Watershed Wide Planning, Assessment and Implementation Watershed Wide Planning and Assessment Projects
A
Watershed management plan update
Update the 2020 watershed management plan starting in 2028
B
Partner agency plan review and comment
Review and comment on water‐related regulations, plans, policies, and studies.
Important
C
GIS Program
Manage and update CRWD GIS data, resources and software needs
Important
D
St. Paul Westside water management exploration
Work with partners to evaluate current water management in Saint Paul’s West Side and explore expanding District boundaries to include the West Side. The west side is located in the Lower Mississippi Watershed Management Organization and it is the only section of Saint Paul not within a watershed district.
Important
E
Public private partnership opportunities
Identify and cultivate new public‐private partnerships to make progress towards CRWD WMP goals. New private partners to consider include business organizations, developers, institutions, etc.
Important
F
District Flooding Prioritization and Solution Identification
Work with Cities to prioritize known and potential flood issues including 35E and County Rd. B, Fairview trunk system, Curtiss Field, Bridal Veil Creek, and Lowertown
Important
G
Trash management planning in and adj. to water/natural resources
In cooperation with partners, develop and implement a trash management plan within the immediate vicinity of District infrastructure and water and natural resources
H
Municipal source control/good housekeeping planning assistance
Assist District cities in evaluating and improving source control and promoting good housekeeping strategies
I
District Chloride Source Assessment and Prevention Plan
Develop District‐specific chloride management plan in year 1 ‐2 that includes existing activities (winter training, FB posts, monitoring) and new strategies (updated rules, incentives, expanded outreach inc. small businesses) to reduce chloride usage and chloride loading to District lakes and the Mississippi River.
J
District boundary corrections
Reevaluate CRWD legal boundaries and make corrections as determined.
K
Mixed use neighborhood node drainage and water quality Conduct a study to explore neighborhoods identified by the City of Saint Paul that generate large volume of runoff and study cause nuisance conditions and indentify potential solutions
L M N 470
Tools for quantification of non‐SW benefits of green Explore and compare various tools available for quantification of benefits of green infrastructure other than stormwater infrastructure management. Future redevelopment opportunities coordinated with Transit projects Future redevelopment CIP opportunities coordinated with Great River Passage improvements Watershed Capital Improvements
Critical
Critical (based on stakeholder engagement) Important Critical (based on stakeholder engagement) Critical
Beneficial
Important Important Important
A
Stormwater Impact Fund Implementation
Construction of stormwater BMPs using stormwater impact funds collected through CRWD's permitting program
Important
B C
Future watershed CIPs Debt and Loan Service
Plan, design, and implement watershed CIPs that have not yet been identified. Annual payments for CIP bonds and loan
Important Critical
Memorandum To: From: Subject: Date: Project: c:
Capitol Region Watershed District (CRWD) Staff Anna Eleria, CRWD and Greg Williams and Erin Anderson-Wenz, Barr Draft Issues, Goals, and Objectives for the 2020 CRWD Watershed Management Plan November 25, 2019 – Version 2 23621304.00-200Anna Eleria, CRWD Division Manager
The following are draft issues, goals, and objectives developed for inclusion in the 2020 Watershed Management Plan. The goals, issues, and objectives were developed in cooperation with CRWD Board of Managers, Citizen
Advisory Committee members, and staff and reflect comments and findings received during the stakeholder input
process. They are subdivided into the following categories: • • • • • • • •
Built Environment
Water Quality
Ecosystem Health
Water Quantity and Flood Risk
Communications and Engagement Regulation
Infrastructure Management
Organization
In addition to the goals, issues, and objectives, there are eight “overarching themes” that are interwoven into this document and will be described in narrative within the Plan. These items are included as themes because it is
anticipated that they will pervade nearly every aspect of CRWD work over the next 10 years. The eight themes include: • • • • • • • •
Bring water back to St. Paul
Community equity and engaging underrepresented groups Recreation
Quality of life
Climate change and resilience
Partnerships Innovation
Adaptive Management
Barr Engineering Co. 4300 MarketPointe Drive, Suite 200, Minneapolis, MN 55435 952.832.2600 www.barr.com
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Capitol Region Watershed District (CRWD) Staff Anna Eleria, CRWD and Greg Williams and Erin Anderson-Wenz, Barr Draft Issues, Goals, and Objectives for the 2020 CRWD Watershed Management Plan November 25, 2019 – Version 2 2
1.0
Built Environment
1.1
Built Environment Issues
1.1.1
The ability of the landscape to provide water quality benefits through infiltration, filtration, and other natural processes is threatened by urban development within the watershed
1.1.2
Infiltration is decreased while runoff rates, runoff volumes, and erosion are increased due to increased impervious surfaces, leading to increased flood risk and stress on stormwater infrastructure
1.2
Built Environment Goals
1.2.1
Capture and retain stormwater runoff in the District to minimize poor water quality and flooding impacts downstream of District boundaries
1.2.2
Restore the natural hydrologic cycle and ecological functions in the watershed through green infrastructure and other practices
1.2.3
Reduce the impact of impervious surfaces to improve water quality and minimize flood risk
1.3
Built Environment Objectives
1.3.1
Develop and implement incentives and/or regulations to promote green infrastructure practices and other infiltration practices
1.3.2
Manage stormwater runoff with green infrastructure practices and other approaches that mimic natural hydrology
1.3.3
Monitor effectiveness of green infrastructure practices and other stormwater best management practices
1.3.4
Explore the Ford, Towerside and Creative Enterprise Zone areas for regional stormwater management systems and work with partners to leverage these opportunities
1.3.5
Cooperate with partners to explore private-public partnerships on redevelopment projects to implement shared, stacked green infrastructure (SSGI) projects with environmental, economic, and social benefits
1.3.6
Identify pollutant loading hot spots and implement and/or improve source control in high priority areas (e.g., street sweeping)
1.3.7
Expand subwatershed-level planning beyond Como and McCarrons subwatersheds to identify and prioritize water quality improvement projects
2.0 2.1
Water Quality Water Quality Issues
2.1.1
Water quality of the District’s lakes, wetlands and the Mississippi River is negatively impacted by stormwater runoff, erosion and other human impacts
2.1.2
Polluted stormwater volume is increasing and impairing water quality of District Lakes, wetlands and the Mississippi River due to higher precipitation frequencies and volumes resulting from to climate change
2.1.3
Recreation and other designated uses of the District’s lakes, the Mississippi River, and surrounding areas are limited by poor water quality
2.2 2.2.1
Water Quality Goals Reduce pollution to District lakes, ponds, wetlands, and the Mississippi River
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2.2.2
2.3 2.3.1
Capitol Region Watershed District (CRWD) Staff Anna Eleria, CRWD and Greg Williams and Erin Anderson-Wenz, Barr Draft Issues, Goals, and Objectives for the 2020 CRWD Watershed Management Plan November 25, 2019 – Version 2 3
Achieve measurably cleaner lakes and Mississippi River and make progress towards achieving water quality goals of the River and District lakes to support designated and other intended uses–
Water Quality Objectives Manage Como Lake as an ecologically healthy shallow lake and make progress towards the following water quality goals identified in the Como Lake Management Plan: a. b. c. d.
2.3.2
Manage Lake McCarrons as an ecologically healthy deep lake and make progress towards the following water quality goals identified in the Lake McCarrons Management Plan: a. b. c. d. e.
2.3.3
Achieve and maintain in-lake summer average total phosphorus (TP) concentration less than 60 ug/L Reduce watershed phosphorus loading by 60% Reduce internal phosphorus loading by 95% Reduce other non-point source pollutants (e.g., bacteria, chloride, trash, sediment)
Maintain in-lake summer average TP concentration less than 33 ug/L Reduce watershed phosphorus loading by XX% (TBD) Maintain hypolimnetic TP concentrations below 300 ug/L Ensure in-lake chloride concentrations do not exceed 230 mg/L more than once every three years Reduce other non-point source pollutants (e.g., bacteria, chloride, trash, sediment)
Manage Crosby Lake as an ecologically healthy shallow lake appropriate for its proximity to the Mississippi River and make progress towards the following water quality goals identified in the Crosby Lake Management Plan: a. Maintain in-lake summer average TP concentration less than 60 ug/L b. Reduce watershed phosphorus loading by 47%
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Capitol Region Watershed District (CRWD) Staff Anna Eleria, CRWD and Greg Williams and Erin Anderson-Wenz, Barr Draft Issues, Goals, and Objectives for the 2020 CRWD Watershed Management Plan November 25, 2019 – Version 2 4
2.3.4
Manage Loeb Lake as an ecologically healthy shallow lake and maintain or improve water quality (i.e., TP, clarity, chlorophyll a) of Loeb Lake
2.3.5
Make progress towards reducing sediment loading to the Mississippi River to 154 lbs/acre/yr (South Metro Mississippi River Turbidity TMDL)
2.3.6
Work with partners to stabilize highly eroded slopes in ravines, bluffs and other natural areas.
2.3.7
Reduce total phosphorus loading to the Mississippi River
2.3.8
Work with partners to reduce the amount of trash entering District lakes, wetlands, ponds, and the Mississippi River
2.3.9
Identify sources and reduce bacterial loading to District lakes, wetlands, ponds, and the Mississippi River (Upper Mississippi River Bacteria TMDL)
2.3.10
Work with partners to reduce chloride loading through actions identified in the Twin Cities Metro Area Chloride Implementation Plan
2.3.11
Reduce loading of metals, pesticides, organic contaminants, and other pollutants to District lakes, wetlands, ponds and the Mississippi River
2.3.12
Work with partners to research emerging water quality issues (e.g., microplastics, pharmaceuticals, and other anthropogenic contaminants)
2.3.13
Monitor water quality and quantity of District water resources to document baseline conditions, identify trends, prioritize and target areas for reducing pollutant loading, and evaluate progress towards achieving water quality goals Support and collaborate with appropriate agencies on groundwater quality protection
3.0
Ecosystem Health
3.1
Ecosystem Health Issues
3.1.1
Wetlands and other natural resources within the District have diminished in extent and quality due to development, stream alterations, climate change, polluted stormwater runoff, and invasive species.
3.1.2
Terrestrial and aquatic wildlife habitat is degraded, recreational opportunities are reduced, and public health is affected by the loss of ecological health and function.
3.1.3
The health and population of fish and other aquatic species are impacted by stormwater runoff.
3.2
Ecosystem Health Goals
3.2.1
Preserve and restore natural areas, green space, and native plant communities within the District to increase wildlife habitat, improve water quality, mitigate impacts of climate change and enhance communities
3.2.2
Protect and improve the ecological integrity and function of District lakes, wetlands, ponds, and the Mississippi River
3.2.3
Minimize the extent and impact of invasive species in District water and natural resource areas
3.2.4
Re-establish historic or previously lost streams, wetlands, or other water resources
3.3
Ecosystem Health Objectives
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Capitol Region Watershed District (CRWD) Staff Anna Eleria, CRWD and Greg Williams and Erin Anderson-Wenz, Barr Draft Issues, Goals, and Objectives for the 2020 CRWD Watershed Management Plan November 25, 2019 – Version 2 5
3.3.1
Manage Como Lake as an ecologically healthy shallow lake and make progress towards the following ecosystem health goals identified in the Como Lake Management Plan: a. Reduce the occurrence of curlyleaf pondweed to <10% during period of peak abundance b. Establish and maintain native aquatic vegetation with >8 species richness and at least 3 species >20% frequency of occurrence
3.3.2
Manage Lake McCarrons as an ecologically healthy deep lake and make progress towards the following ecosystem health goals identified in the Lake McCarrons Management Plan: a. Prevent of new aquatic invasive species and control existing invasive species populations b. Maintain a healthy, balanced aquatic plant community c. Maintain a healthy, balanced fishery
3.3.3
Manage Crosby Lake as an ecologically healthy shallow lake appropriate for its proximity to the Mississippi River and make progress towards the following ecosystem health goals identified in the Crosby Lake Management Plan: a.
Develop and work towards long term targets for fish and aquatic plant diversity
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Capitol Region Watershed District (CRWD) Staff Anna Eleria, CRWD and Greg Williams and Erin Anderson-Wenz, Barr Draft Issues, Goals, and Objectives for the 2020 CRWD Watershed Management Plan November 25, 2019 â&#x20AC;&#x201C; Version 2 6
3.3.4
Manage reestablished native plant communities and control invasive species in Willow Reserve, Highland Ravine and other District sponsored natural areas
3.3.5
Conduct natural resource inventories and develop management plans to guide actions for improving ecosystem health
3.3.6
Identify opportunities to restore portions of historic streams of the District by providing surface flow where water is currently conveyed through an underground pipe
3.3.7
Identify and restore wetland resources of the District
3.3.8
Work with partners to promote healthy and balanced fish communities
3.3.9
Promote vegetated buffers around water resources beyond the minimum requirements of CRWD and other applicable rules
3.3.10
Promote the expansion of native plant communities including through conversion of turf grass
4.0
Water Quantity and Flood Risk
4.1
Water Quantity and Flood Risk Issues
4.1.1
Flood risk, stress to infrastructure, and erosion are increased due to excessive runoff from a highly urbanized watershed
4.1.2
Peak runoff rates and total runoff volumes are increasing due to current and future climate and precipitation trends
4.1.3
Groundwater seepage or springs are occurring more frequently, in more locations and over longer durations
4.2
Water Quantity and Flood Risk Goals
4.2.1
Reduce runoff rates and volumes and minimize flood risk, impacts to stormwater infrastructure, damage to property and erosion
4.2.2
Ensure that district owned and operated stormwater infrastructure adequately and safely convey stormwater flows
4.3
Water Quantity and Flood Risk Objectives
4.3.1
Investigate high priority flood prone areas in the Trout Brook subwatershed and implement flood mitigation solutions
4.3.2
Work with partners to identify and prioritize existing and potential infrastructure capacity issues and flood risk concerns throughout the District
4.3.3
Work with partners to identify and implement structural and nonstructural flood control techniques to reduce flooding risk and impacts
4.3.4
Work with partners to consider all feasible food risk reduction methods (e.g., buyouts, flood-proofing) when evaluating flood mitigation projects
4.3.5
Maintain existing floodplain capacity (i.e., no net loss) and identify opportunities to increase floodplain capacity
4.3.6
Consider present and future climate and precipitation trends when evaluating flood risk and designing District projects
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4.3.7
5.0 5.1
Capitol Region Watershed District (CRWD) Staff Anna Eleria, CRWD and Greg Williams and Erin Anderson-Wenz, Barr Draft Issues, Goals, and Objectives for the 2020 CRWD Watershed Management Plan November 25, 2019 â&#x20AC;&#x201C; Version 2 7
Support and collaborate with appropriate agencies on identifying and addressing groundwater quantity issues
Communications and Engagement Communications and Engagement Issues
5.1.1
The capacity of the community to engage in water and natural resources stewardship is not fully realized and may be due to many factors, including lack of awareness, interest, proximity and access to water and/or opportunities
5.1.2
Many in the community are not aware of CRWD and its role in protecting and improving local water resources
5.1.3
Long-term relationships with community groups, media and elected officials are not fully realized due to lack of proactive communication and consistent engagement
5.1.4
CRWDâ&#x20AC;&#x2122;s public-facing communications are not accessible to many audiences in the District.
5.1.5
Measuring success of communications and engagement efforts is lacking.
5.1.6
CRWD is not effectively engaging residents in the central and eastern portions of the District, people of color, recent immigrants, young adults and youth.
5.2
Communications and Engagement Goals
5.2.1
Build community capacity by increasing awareness of water and natural resources issues and actions that can be taken to improve water quality and ecosystem health.
5.2.2
Increase public awareness of CRWD, its work, and the community benefits CRWD provides
5.2.3
Build and maintain meaningful relationships with residents, community groups, media, elected officials and other partners
5.2.4
Build relationships with and engage residents in the central and eastern portions of the District, people of color, recent immigrants, young adults and youth
5.2.5
Increase community participation in programs, events, and projects led by CRWD and its partners
5.2.6
Increase community adoption of clean water behaviors by developing resources and supporting programs that address existing barriers
5.3
Communications and Engagement Objectives
5.3.1
Create standard branding and messaging, including common language for programs that translate and interpret scientific concepts and language to better engage and inform a variety of stakeholders
5.3.2
Create and implement individual communications and engagement plans for CRWD priority projects and programs and identify measurements of success
5.3.3
Continue development and management of CRWD owned content (e.g., CRWD website, social media, newsletters) to increase engagement of audiences
5.3.4
Continue to develop and share accessible and engaging content that ties District goals to the interests of stakeholders
5.3.5
Create and share educational content to increase public understanding and positive behaviors regarding non-point source pollution (e.g., chloride, nutrients, sediment, trash)
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Capitol Region Watershed District (CRWD) Staff Anna Eleria, CRWD and Greg Williams and Erin Anderson-Wenz, Barr Draft Issues, Goals, and Objectives for the 2020 CRWD Watershed Management Plan November 25, 2019 â&#x20AC;&#x201C; Version 2 8
5.3.6
Proactively engage the media to amplify CRWDâ&#x20AC;&#x2122;s work and increase community understanding of water and natural resource issues
5.3.7
Build community engagement infrastructure and tools, including long-term program opportunities (e.g., K-12 curriculum, regular volunteer opportunities, citizen science, etc.)
5.3.8
Enhance CRWDâ&#x20AC;&#x2122;s public affairs and community relationships through outreach to neighborhood groups environmental organizations, local businesses, K-12 schools, colleges and universities, and other District audiences
5.3.9
Work with community groups to identify barriers to engagement and develop strategies to overcome those barriers, with an emphasis on traditionally underserved communities
5.3.10
Increase recruitment and support of volunteers who will promote programs and activities that align with District goals and actively participate in improving the watershed
5.3.11
Diversify and invest in innovative communication and engagement tools using the arts, technology and cultural connections
5.3.12
Support the creation of recreational access points for people to better connect with the water and natural resources of the District
6.0 6.1
Regulation Regulation Issues
6.1.1
Stormwater regulation is confusing and inefficient at times because it is not consistent across jurisdictions.
6.1.2
Water quality goals may not be achieved because current stormwater regulations may not adequately address all pollutants, including emerging contaminants of concern, loading sources, and environments present in a highly urbanized watershed.
6.1.3
Water quality issues are exacerbated by lack of compliance with current stormwater and erosion and sediment control regulations
6.2
Regulation Goals
6.2.1
Work with agency partners to provide consistent stormwater regulations
6.2.2
Work with agency partners to ensure that stormwater regulations reflect current research and science to make progress in protecting and improving water and natural resources
6.3
Regulation Objectives
6.3.1
Work with agency partners to create more efficient regulatory controls and requirements (e.g., NPDES)
6.3.2
Work with agency partners to improve performance standards for development
6.3.3
Work with agency partners to evaluate and implement options for regulating deicing practices
6.3.4
Work with agency partners to evaluate and implement options for regulating trash
6.3.5
Work with agency partners to evaluate and develop requirements for stormwater management on sites less than 1 acre
6.3.6
Evaluate and update regulations to address pollutants other than nutrients and sediment
6.3.7
Work with partners to improve coordination and processes to detect and eliminate illicit discharges
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Capitol Region Watershed District (CRWD) Staff Anna Eleria, CRWD and Greg Williams and Erin Anderson-Wenz, Barr Draft Issues, Goals, and Objectives for the 2020 CRWD Watershed Management Plan November 25, 2019 â&#x20AC;&#x201C; Version 2 9
6.3.8
Identify and implement ways to improve engagement with developers, engineers and applicants
6.3.9
Identify and leverage opportunities that combine incentives with regulation to address CRWD and partner goals
6.3.10
Work with District partners to coordinate permit applications early in the design stage
6.3.11
Collaborate with partners on inspection and enforcement during and after construction
7.0
Infrastructure Management
7.1
Infrastructure Management Issues
7.1.1
Stormwater infrastructure may not function properly and achieve its intended benefits without regular maintenance and management.
7.1.2
Stormwater infrastructure that is reaching its expected life will need to be replaced or rehabilitated at significant cost due to age and degradation.
7.1.3
Stormwater infrastructure does not achieve desired performance due to lack of consistent and adequate inspection and maintenance.
7.1.4
Regular, necessary inspection and maintenance of stormwater infrastructure may not occur because grantees, permittees and other partners do not have adequate capacity and/or resources to perform these actions.
7.2
Infrastructure Management Goals
7.2.1
Achieve desired performance of stormwater infrastructure through regular inspection, consistent routine and non-routine maintenance, and replacement
7.2.2
Work with partners to prioritize infrastructure for repair or replacement
7.2.3
Establish effective and efficient long-term management approach(es) for publicly owned individual, shared, and/or regional stormwater management systems
7.3
Infrastructure Management Objectives
7.3.1
Develop and implement a stormwater infrastructure maintenance service program to support our partners
7.3.2
Work with CRWD grantees to ensure performance of CRWD-funded stormwater infrastructure
7.3.3
Work with partners to develop and implement program(s) for inspection of CRWD permitted stormwater infrastructure and other privately-owned stormwater infrastructure
7.3.4
Work with partners to assess regional stormwater management needs and costs, identify partner roles and develop an approach/program for regional stormwater systems
7.3.5
Develop and implement education and training program on stormwater infrastructure maintenance
8.0 8.1 8.1.1
Organization Organization Issues Assessment of all CRWD projects and programs has not been conducted on a regular and/or formal basis to determine progress and success in accomplishing goals in a cost-effective manner.
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Capitol Region Watershed District (CRWD) Staff Anna Eleria, CRWD and Greg Williams and Erin Anderson-Wenz, Barr Draft Issues, Goals, and Objectives for the 2020 CRWD Watershed Management Plan November 25, 2019 – Version 2 10
8.1.2
Potential for gaps, conflicts, and redundancies in stormwater management roles exist due to multiple entities involved in managing stormwater runoff with different requirements, interests, and needs.
8.1.3
All CRWD goals cannot be achieved due to insufficient funding.
8.1.4
Implementation of CRWD projects and programs across all CRWD communities is limited by CRWD’s capacity to engage the many evolving, diverse communities and stakeholder priorities present within the District.
8.1.5
Areas and communities within the watershed have been underserved due to prior CRWD work focused primarily on limited geographic areas in the watershed.
8.2
Organization Goals
8.2.1
Promote consistent, streamlined, and equitable water governance in and adjacent to the District
8.2.2
Offer and implement CRWD programs and projects equitably across the watershed to engage traditionally underserved populations and expand geographic reach.
8.2.3
Ensure that high value is derived from funds spent on District projects and programs
8.2.4
Develop and maintain partnerships to expand water resource management
8.2.5
Advance the field of water management through research and demonstration of innovative technologies and practices
8.2.6
Strive for organizational excellence by strengthening and expanding CRWD’s role and capacity in water resource management
8.2.7
Implement an adaptive management approach in CRWD’s work
8.2.8
Establish CRWD as a thought leader in water management
8.3
Organization Objectives
8.3.1
Assess current water governance within and adjacent to the District and make recommendations for consistent, equitable, and efficient water resource management
8.3.2
Evaluate CRWD’s programs and activities through an equity lens and make recommendations for increasing promotion and access to CRWD’s work in underserved communities
8.3.3
Work with partners to evaluate current water management in Saint Paul’s West Side and explore expanding District boundaries to include the West Side
8.3.4
Identify and expand public-private partnership opportunities for incorporating water and natural resource improvements into redevelopment projects (i.e., local chambers of commerce and business councils, Saint Paul Port Authority, redevelopment companies)
8.3.5
Continue to pursue grant funding and explore other funding mechanisms to support District and partner activities
8.3.6
Monitor resources, collect data, and perform studies to inform science-based decision-making (e.g., through trend analysis, BMP performance monitoring, etc.)
8.3.7
Evaluate District progress in achieving WMP goals and implementation actions bi-annually to determine if adaptation of financial and organizational resources is necessary
8.3.8
Conduct periodic CRWD program reviews to determine if program goals including achieving high value are being met and if adaptation of programs is necessary
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Capitol Region Watershed District (CRWD) Staff Anna Eleria, CRWD and Greg Williams and Erin Anderson-Wenz, Barr Draft Issues, Goals, and Objectives for the 2020 CRWD Watershed Management Plan November 25, 2019 â&#x20AC;&#x201C; Version 2 11
8.3.9
Hire, develop and retain high quality staff
8.3.10
Recruit and retain high quality volunteers including Citizen Advisory Committee members and Master Water Stewards
8.3.11
Work with partners to identify and conduct research projects and pilot innovative technologies
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December 11, 2019 CAC Meeting VII. Project and Program Updates A). Partner Grant Program Update (Schwantes)
DATE: TO: FROM: RE:
December 4, 2019 Citizen Advisory Committee Lindsay Schwantes, Community Outreach Coordinator 2020 Partner Grant Program
Background The Board approved distribution of the 2019 Partner Grant Request for Proposals at the August 21 meeting. A workshop was held on October 10 for prospective grantees to discuss the application and contracting process and present program priorities with the goal of receiving stronger proposals. Fifteen attendees from 12 organizations attended and the District received proposals from 11 of them. Issues Proposals for 2020 Partner Grants were due October 31. CRWD received 22 applications totaling $279,484. The 2020 Partner Grants budget is $102,040. The Partner Grant Review Committee consisting of Mangers Seitu Jones and Shawn Murphy and CAC members Pat Cavanaugh and David Arbeit reviewed applications and made a funding recommendation on November 19. The Committee developed recommendations totaling $110,810 for 12 proposals. Staff identified funding in the Communications and Engagement budget to cover the additional project costs recommended by the Committee. The Committee continued to discuss how to review proposals and support long-term grantees as well as new partnerships. Staff included a summary of partner grant funding since the beginning of the program and considered that in the review process, however no changes to the review criteria or budgeting process were made. Staff plan to consider making program changes once the Communications and Engagement Plan is finalized. On December 3, the Board approved 2020 Partner Grant funding as outlined in the attached table. Proposal submissions are available upon request Action None, for your information. enc: Approved 2020 Partner Grant Funding table
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Our mission is to protect, manage and improve the water resources of Capitol Region Watershed District.
APPROVED 2020 PARTNER GRANT FUNDING RANKING
ORGANIZATION
HIGH
Bell Museum
MED/HIGH
We All Need Food and Water YMCA of the Greater Twin Cities Saint Paul Parks and Recreation Friends of the Mississippi River
HIGH HIGH HIGH MED/HIGH
Hamline University School of Education
HIGH
Lower Phalen Creek Project Urban Roots
MED/HIGH HIGH
Growing Green Hearts
MED/HIGH
Frogtown Farm
MED/HIGH
Public Art Saint Paul
MED/HIGH (ART)
Indigenous Peoples Task Force
PROJECT NAME
TOTAL FUNDING REQUEST FOR PROPOSAL
TOTAL COMMITTEE FUNDING RECOMMENDATION FOR PROPOSAL
MN Water Resources STEM Education WaterComMUSICation!
$18,000
$9,000
$19,080
$9,000
YMCA Mobile Day Camps at Hidden Falls Regional Park Parks Ambassadors
$12,000
$12,000
$12,500
$12,500
Youth Environmental Stewards Program and Trout Brook Initiative Midway - Mississippi connections: An inquiry into the Mississippi River watershed Connecting Community with our Water Youth Conservation Internships Connecting the drops with capregion churches Cultivating Community Commitment to Water Resources at Frogtown Farm eARTh lab youth workshops at Western Sculpture Park Saint Paul tour of the play We Do It For the Water
$9,070
$9,070
$17,370
$12,370
$4,710
$4,710
$20,000
$15,000
$20,000
$15,000
$11,000
$4,000
$9,000
$5,000
$11,732
$3,160
RECOMMENDED 2020 PARTNER GRANT FUNDING
$110,810.00