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Memo Strategic Plan For Economic Development CITY OF HOPKINS . STRATEGIC PLAN FOR ECONOMIC DEVELOPMENT Prepared by Strategic Planning Task Force June, 1992 . .' * ,;-". ,'" I , PRFi g~~!~ARY'- , ~ t ~ Bv1 i I I '. '. . TABLE OF CONTENTS CONTENTS PAGE Introduction 1-3 Executive Summary 4-6 Action Plan 7-44 0 Business Retention/Recruitment 8-15 0 Neighborhoods 16-20 0 County Road 3 21-30 0 Mainstreet 31-38 0 city-wide Image 39-44 Master Timing Chart (in process) Appendix 45-55 Visions, strategies 0 Business Retention/Recruitment 46-47 0 Neighborhoods 48 0 County Road 3 49-52 . 0 Mainstreet 53-54 0 city-wide Image 55 illJOO ill ~ U INTRODUCTION During August of 1991, the city council formally initiated the strategic planning process for economic development for the city of Hopkins. Hopkins is one of the only cities in Minnesota to undertake the strategic planning process specifically for economic development. It was with this in mind that Hopkins set out to prove the benefit of the strategic planning process, and how it can serve to have a positive effect on the city's economic development policies. In August of 1991, staff and the city council began to educate themselves on the process of strategic planning. since this process proved to be relatively new, as it relates to economic development, it became a matter of starting from the very beginning with a simple definition of strategic planning, which is as follows: "The process by which an organization envisions its future and develops the necessary procedures and operations to achieve that future." There are three key aspects of this definition: 0 "Envisioning" involves a belief that aspects of the future can be influenced and changed by what we do now. 0 strategic planning focuses on the process of planning rather than on the plan that is produced. 0 strategic planning is never completed. with this definition of strategic planning in mind, it became evident to the city Council that there were many reasons why the City of Hopkins should develop a strategic plan for economic development. A few of these reasons are as follows: 0 Provide focus and direction for the city. 0 Provide information on the purpose and direction of the City to the general public relative to economic development~ 0 Provide the general public with more of an opportunity to help shape the city's economic development programs and policies. 0 Make the city proactive rather than reactive to economic development. I. . fIDOOill ~ IT The City Council formally approved the initiation of a strategic planning process for economic development with the understanding that from this process would come a clear definition of the mission of the city regarding its economic development policy. In cooperation with this "Mission statement," the process was to involve the development of a two year action plan, and a five year economic development goal and implementation plan. The Council formally appointed.Mayor Nelson Berg to assume the position of Chairman of the strategic Planning Task Force. The total number of members of the strategic Planning Task Force, aside from staff and facilitator, was 11. A great deal of determination went into the selection of members to serve on the Task Force. It was evident to the Council that the makeup of the strategic Planning Task Force would provide either for the success or failure of the strategic planning process. It was also felt that the Task Force should be made up of persons representing a cross section of the community. with this in mind, the following people were chosen to represent the following respective groups as members of the strategic Planning Task Force: 0 Mayor Nelson Berg - city Council 0 Councilmember Bob Anderson - City Council 0 Ms. Betty Folliard - Neighborhoods 0 Ms. Fran Hesch - Neighborhoods 0 Mr. Dan Johnson - Neighborhoods 0 Mr. Gerald Blesser - Neighborhoods 0 Dr. Harry smith - Business Community 0 Mr. Bill Weiler - Business community 0 Mr. Wendell Maddox - Business community . 0 Mr. Larry Dowell - Twinwest Chamber 0 Ms. Pat Reuter - Zoning and Planning These 11 members, facilitator Jim Brimeyer, and city staff members Tom Harmening, Paul steinman, and Jim Kerrigan formally began the strategic planning process for economic development for the city of Hopkins on Saturday, November 23, 1991. The Task Force began by identifying all the issues facing the City of Hopkins of any significance relative to economic development. Once this was completed, the Task Force proceeded to identify "stakeholders," who are in some form or another, involved in this process of strategic planning. The Task Force proceeded with conducting an analysis of local resources and the City's competitive position in economic development. This is called an "environmental scan," and enabled the Task Force to more clearly understand the City'S assets and liabilities for growth. The strategic Planning Task Force then undertook a "SWOT" analysis, which is a technique used to identify the strengths, weaknesses, ;. . LID 00 ill ~ U opportunities, and threats (SWOT) facing the City of Hopkins. A draft Mission Statement was developed during this initial meeting of the Task Force. The Mission Statement was revised at each successive meeting of the Strategic Planning Task Force. These successive meetings consisted of, prioritizing the issues (approximately 50 of them) identified at the first meeting into 15 major issues. Of these 15 major issues, the top 5 were selected to be focused upon by the Task Force. They are as follows: 1. Business Retention/Recruitment 2. Neighborhoods 3. County Road 3 4. Mainstreet 5. City-Wide Image The Task Force then followed ttle Strategic Planning process through these 5 priorities. They identified the major vision, barriers to achieving that vision, strategies to overcome those barriers, and a series of action steps to accomplish the strategies. These action steps make up the real focal point of the Strategic Plan. PS06022D . 3. 0000& ~ U EXECUTIVE SUMMARY . During the Fall of 1991 the City of Hopkins initiated a strategic Planning process to identify and address economic development issues facing the City. This process involved the establishment of a Task Force utilizing representatives from the business, residential, and governmental sectors. This Task Force utilized the classic strategic planning approach of undertaking an environmental scan, identification of the City's strengths, weaknesses, opportunities, and threats. The Task Force also developed a Mission statement relating to the city's economic development efforts. This Mission statement reads as follows: To improve the economic viability of the community, in order to provide an enhanced quality of life for all participants, while maintaining a recognition of the social consequences of actions taken, as identified by the Hopkins Economic Development strategic Plan. Lastly, the Task Force identified economiq development issues facing the City and, using a nominal group technique, prioritized these issues. The top five economic development issues identified by the strategic Plann~ng Task Force were as follows: 0 Business retention and recruitment 0 Neighborhoods 0 County Road 3 0 Mainstreet 0 city wide image Upon identification of the five top economic development issues facing the city, the Task Force developed five year goals and action plans to address these issues. A summary of these goals and action steps, by issue, are as follows: I. Issue - Business Retention/Recruitment 0 Goal No. 1 - Foster the stability and growth of existing businesses. The strategic Planning Task' Force identified nine specific action steps which should be undertaken to meet this goal. 0 Goal No. 2 - Induce targeted business and industry to locate in Hopkins. The strategic Planning Task Force identified five specific action steps which should be undertaken to meet this goal. #. Executive Summary wOO & ~ TI Page 2 II. Issue - N ighborhoods . 0 Goal No. 1 - To assure strong and well maintained neighborhoods in order to foster an overall positive economic development climate in Hopkins. The strategic Planning Task Force identified eight specific action steps which should be undertaken to meet this goal. , III. Issue - County Road 3 0 Goal No. 1 - Improve/enhance function and appearance of existing commercial, industrial, and pUblic/semi-public land uses, including visual improvements such as landscaping, screening, and tree planting. The Strategic Planning Task Force identified five specific action steps .which should be undertaken to meet this goal. 0 Goal No. 2 - Foster the development/redevelopment of property along County Road 3, including consideration for a.business park or major retail involving large scale single users on the R.L. Johnson property. The strategic Planning Task Force identified five specific action steps which should be undertaken to meet this goal. 0 Goal No. 3 - Improve vehicular and pedestrian movement along County Road 3 and enhance the link between County Road 3 and Mainstreet. The strategic Planning Task Force identified five specific action steps which should be undertaken to meet this goal. IV. Issue - Mainstreet 0 Goal No. 1 - Provide an atmosphere which will foster the retention of existing business along Mainstreet Hopkins and attract new businesses. The strategic Planning Task Force identified five specific action steps which should be undertaken to meet this goal. 0 Goal No. 2 - Complete physical improvements to Mainstreet and natural corridors connecting Mainstreet to County Road 3. . ~ . Executive Summary rnoo~ ~ IT Page 3 The Strategic Planning Task Force identified three specific action steps which should be undertaken to meet this goal. 0 Goal No.3 - Develop and implement new financing, programs in order to offer new alternatives for financing redevelopment or rehabilitation projects along Mainstreet. The Strategic Planning Task Force identified two specific action steps which should be undertaken to meet this goal. v. Issue - City wide Image . 0 Goal No. 1 - Develop and maintain positive appearance of the City of Hopkins. Strategic Planning Task' Force identified nine specific actions which should be taken to meet this goal. TH06012B . t ffiill[{\~~ ACTION PLANS . ~ . ACTION PLAN FOR ISSUE NO.1 [IDOOm~~ BUSINESS RETENTION/RECRUITMENT . ~. [ID[2lj} ~ IJ BUSINESS RETENTION/RECRUITMENT GO'al #1: Foister the stability and growth of existing businesses. De'scription: The most important element in job growth is business retention. A much greater percentage of employment base comes from within existing businesses, than from recruitment of outside business. with this in mind, the city must focus a great amount of attention toward fostering the growth of the existing businesses in the community. Obi ctives: 0 Improve the business climate. 0 Provide programs to encourage business growth. .0 Minimize vacancy rates in Hopkins. 0 Provide a full range of support services for businesses & employees, i.e. transportation, parking, daycare, restaurants, convenience shopping, other pUblic amenities. 0 Encourage business growth in health care & grocery related industries. 0 Insure that a grocery store is available in Hopkins. K r' Actions: . 1. Insure adequate training opportunities are available and easily accessible for employees of local businesses through marketing and development of locally available training programs. 0 Responsible party: School District, City, Business Council, Hep, Twin West Chamber of Commerce. 0 Timinq: 0 Resource considerations: 0 Potential impacts: 0 Increase jab skills of employees. 2. Und rtak a "business r t ntion and expansion" surv y proc ss to identify "troubled" businesses, or businesses 'f. [ID[fdffi ~ U with growth n ds and provid assistanc to thes business s. 0 Responsible ?arty: city, Business Council, and Twin West Chamber of Commerce. 0 Timing: 0 Resource considerations: 0 Potential impacts: 0 will assist troubled businesses. 0 Promotes positive perception. 0 Encourages cooperation between City, other local organizations, and the business community. 3. Work with local banks, Department of Trade & Economic Development, and SBA to increase awareness of existing programs which support business expansion. 0 Responsible ~arty: city, Business council, Twin West Chamber of Commerce, and Banking Consortium. . 0 Timing: Resource considerations: 0 0 Potential impacts: 0 Provide quicker, more reliable information to businesses on available programs. 4. Expand the "leasing guide" program, which provides Realtors and prospective retailers a list of available properties in the retail core, to include commercial/industrial properties in other sections of the city. 0 Responsible party: City, Business council, and Twin West Chamber of Commerce. 0 Timing: 0 Resource considerations: 0 Potential impacts: 0 Help to minimize vacant retail, and commercial/industrial space. 0 positive public relations effort. 0 Effective marketing tool. 10. mOO!A1 ~ U 5. Expand, as much as is determined appropriate, the cities existing programs to retain (recruit) businesses such as the Commercial Rehabilitation Loan Program and Sign Grant Program, to include other commercial/industrial areas in the City of Hopkins. 0 Responsible party: City, Business Council, Twin West Chamber of Commerce, and HCP. 0 Timing: 0 Resource considerations: 0 Potential impacts: 0 will encourage business retention and expansion. 0 Will make assistance available to a greater number of businesses. 6. Encourage projects which will help to provide the full rang of support services to employees and local businesses. 0 Responsible party: Business Council, City, HCP, and Twin West Chamber of Commerce. . 0 Timing: 0 Resource considerations: 0 Potential impacts: 0 will help attract a broader range of businesses, which will in turn provide a broader range of services to existing businesses and emploYment base. 0 will make Hopkins a mire attractive place to operate a business. 7. continue to work on development of a grocery store in Hopkins. 0 Res~onsible party: City, Twin West Chamber of Commerce, Business council, HCP. 0 Timinq: 0 Resource considerations: 0 Potential impacts: 0 Encourage growth of existing businesses. / I. oornm ~ Tf . 0 Preserve an anchor tenant in downtown Hopkins. 0 Provide improved shopping opportunities to residents in trade area. 0 Increase grocery sales in Hopkins. 8. Establish landscaping programs for all commercial/industrial areas of the city. 0 Responsible party: city, Business Council, and Twin West Chamber of Commerce. 0 Timing: 0 Resource considerations: 0 Potential impacts: 0 will help improve the appearance of all commercial/industrial areas of Hopkins. 0 will provide incentives for businesses to make improvements to their properties. 9. Work with Super Valu and Hennepin County on redevelopment of . Hennepin county Public Works Facility for super Valu expansion needs. 0 Res~onsible ~arty: City, Business Council, and Twin West Chamber of Commerce. 0 Timinq: 0 Resource considerations: 0 Potential impacts: 0 Will help an existing business to remain and expand in Hopkins. 0 Will increase tax base within community. 0 will provide for a higher and better use of property. , 2.. @oom ~ IT Goal #2: In~uce targeted business and industry to locate in Hopkins. Description: The recruitment of outside business and industry has to be an integral part of every City's business retention and recruitment efforts. In cities such as Hopkins, where only a small percentage of land is available for development, specific types of business and industry need to be targeted to insure maximum positive impact to the community. For identified redevelopment project areas, the types of businesses/industry which are targeted are determined through the Cities land use policies and economic development goals. Ob;ectives: 0 Expand the grocery related industry. 0 Provide goods and services not currently available to the Hopkins consumer. 0 Insure that a "global", and "metro" area perspective is maintained as a part of recruitment efforts. 0 Provide programs that attract businesses which offer high . quality employment. 0 Provide a full range of support services for businesses & employees, Le. transportation, parking, daycare, restaurants, convenience shopping, other public amenities. Key Actions: 1. Recruit businesses for Hopkins which have a relationship to the existing grocery industry. 0 Responsible party: city, Twin West Chamber of Commerce, and Business Council. 0 Timinq: 0 Resource considerations: 0 Potential impacts: 0 Increase dependency on grocery industry. 0 Increase tax base and employment. 2. Help facilitate a project which may include a general merchandise stor if an appropriate site is availabl , and the us is d em d compatible to the residential and business community. I J. wwill ~ IT 0 Responsible party: city, Business Council, and Neighborhood Associations. 0 Timinq: 0 Resource considerations: . 0 Potential impacts: 0 Create another anchor for Hopkins. 0 Establish tax base & create jobs for Hopkins residents. 3. Insure that responsible parties maintain an understanding of changes in the metropolitan, national, and world markets, and take advantage of opportunities presented. 0 Responsible party: City, Business council, and Twin West Chamber of Commerce. 0 Timinq: 0 Resource considerations 0 Potential impacts: 4. Provide financial incentives to projects which create jobs for locally available, highly skilled/technical employees. 0 Responsible party: city. 0 Timing: 0 Resource considerations: 0 Potential impacts: 0 Encourages the creation of higher paying jobs. 5. Encourage projects which will help to provide the full range of support services to employees and local businesses. 0 Responsible party: Business Council, City, HCP, and Twin West Chamber of Commerce. 0 Timinq: 0 Resource considerations: 0 Potential impacts: /4. [WOOf}} ,~ IT 0 will help promote development/redevelopment which will provide necessary services to existing businesses. . 15"". ACTION PLAN FOR ISSUE NO.. 2 [IDrnill~IT NEIGHBORHOODS 16. @illfM ~ IT NEIGHBORHOODS Goal #1: To insure strong and well maintained neighborhoods in order to foster an ov rall positive economic development climate in Hopkins. D scriDtion: The stability and growth of local neighborhoods is key to the success of any economic development efforts of a city. Neighborhoods provide employees for existing and potential businesses, a market for the retail sector, and also create an image of the community which is a reflection upon the local businesses. Neighborhoods are.also a reflection upon a community's social and economic standards of living, and over all quality of life, which in turn impacts economic growth. obi ctives: 0 communication and cooperation between the City, neighborhoods, and the business community. 0 Maintenance and upkeep of residential property and public infrastructure. 0 New residential development which is oriented toward owner occupied housing. 0 MUlti-family housing projects which meet specific housing needs in the community without negatively affecting the balance of owner occupied housing. 0 Ample public amenities for Hopkins residents, i.e. recreation, sidewalks, bike paths, etc. 0 Buffers between residential zoned areas and new commercial development. K y Actions: 1. Develop a neighborhood outreach program. - periodic meetings between city and Neighborhood Associations to identify issues, concerns, etc. - Organize meetings between Business community and Neighborhood Associations. 0 Responsible party: Neighborhood representatives, Business Council, and city. 0 Timinq: 0 Resource considerations: 17. [ff]f2[fj ~ u 0 Potential impacts: 0 Provide for a greater level of communication among these groups. 0 Allow a higher level of participation'in the political process by the neighborhood associations. 2. Monitor effectiveness of "Truth in Housing" ordinance to insure it is helping to maintain and upgrade residential housing stock. 0 Responsible party: Neighborhood representatives, and city. 0 Timinq: 0 Resource considerations: 0 Potential impacts: 0 Create a positive perception of Hopkins by potential business and industry. 0 Help insure well maintained properties. 3. Facilitate development which will help to meet "special mUlti-family housing needs", and encourage owner occupied housing. 0 Responsible party: Neighborhood representatives, city, and Business council. 0 Timing: 0 Resource considerations: 0 potential impacts: 0 will act to only encourage the types of housing which are perceived to be needed in our community. 4. Examine vacant properties which are zoned and guided for multi-family housing and determine if changes need to be made based on Housing Markets, land use issues and the strategic Plan for Economic Development. 0 Responsible party: City, Neighborhood representatives, and Business council. 0 Timing: Ir:. 0000 ffi ~ U 0 Resource considerations: 0 Potential impacts: 0 May provide less land for development of multi- family housing. 0 Encourage single family, owner occupied housing. 0 May have an impact on the amount of future property taxes 5. Examine and improve, as necessary, present guidelines for buffer areas between new commercial development projects and neighboring properties. 0 Responsible party: City, Neighborhood representatives, and Business Council. 0 Timinq: 0 Resource considerations: 0 Minimum resources required. 0 Potential impacts: 0 Protect the residential areas from intrusion by new commercial development. 0 Provide aesthetically pleasing buffer zones between res,idential and commercial areas. 6. continue/expand existing housing programs pursuant to th city of Hopkins Housing Plan. 0 Responsible party: city, Neighborhood representatives, and Business council. 0 Timinq: 0 Resource considerations: 0 Potential impacts: 0 Will help to upgrade and maintain existing housing stock. 7. Examine and improve housing maintenance codes and aggressively enforce these codes. 0 Responsible party: City, and Neighborhood representatives. /9. [ff)fnj!Jj ~ IT 0 Timinq: 0 Resource considerations: 0 Potential impacts: 0 will maintain appearance and safety of housing stock. 8. continue city's ongoing effort to maintain and improv public infrastructure in neighborhoods. 0 Responsible party: City, and Neighborhood representatives. 0 Timinq: 0 Resource considerations: 0 Potential impacts: 0 Help to maintain and upgrade the appearance and functionality of roads and other infrastructure in out neighborhoods. 9. closely examine impacts on neighborhoods when considering reductions in city services which affect residential areas, i.e., city wide clean-up programs, warming house closures, etc. 0 Responsible party: City. 0 Timing: 0 Resource considerations: 0 Funding source. 0 Potential impacts: 0 Improve the appearance of the City. . )0. . ACTION PLAN FOR ISSUE NO. 3 [IDOOffi~u COUNTY ROAD 3 .. . :?t. rn oom ~ u COUNTY ROAD 3 Goal #1: Improve/enhance function and appearance of existing commercial, industrial and public/semi public land uses, including visual improvements such as landscaping, screening and tree planting. Description: County Road 3 is in a declining state of appearance, and as one of Hopkins most visible corridors, provides a perception of the economic vitality and quality of life in the community. Due to the significance which this corridor represents, County Road 3 must be visually and functionally improved through the development of a comprehensive approach to upgrading this roadway and surrounding land uses. Obi ctives: 0 Establish communication between City, County, HCRRA, state agencies, adjacent property owners and the general public. 0 Make area more aesthetically desirable by undertaking landscaping improvements on public property. 0 Create a more attractive atmosphere. 0 Allow County Road 3 to be more user friendly. 0 Keep business/property owners aware of details of improvements to corridor and generate support for these improvements through County Rd. 3 Task Force. K y Actions: 1. Reconvene County Road 3 Task Force insuring that entir corridor is consistently represented. Purpose of county Road 3 Task Force is to: - Represent property owners in corridor - Provide a forum for communication with business/property owners - Work with governmental agencies - Prepare long and short term recommendations for improvements - Assist in implementation of actions outlined in strategic Plan - Undertake surveys, informational meetings, and other communication efforts regarding needs and desires of adjacent property owners )~. [ID00 m ~ 11 0 Responsible party: city, County, Business owners on Task Force, County Rd 3 Task Force, Business Council, Neighborhoods, and Twin West Chamber of Commerce. 0 Timinq: 0 Resource considerations: 0 Potential impacts: 0 Will improve communication among business/property owners and other parties involved or affected by upgrading of County Rd. 3. 2. Undertake land use study for County Road 3 East between 5th Ave. and Blake Rd. in cooperation with upgrading of the roadway by Hennepin county. 0 Responsible party: Land use/traffic consultant, County Road 3 Task Force, County, city, HCRRA, and Railroad companies. 0 Timing: 0 Resource considerations: 0 Potential im~acts: 0 Will affect some existing business/property owners. 0 Will provide direction to City/public for the upgrading of the roadway and redevelopment of corridor in this area. 0 Implementation of plan could be costly. 3. Review and amend, as necessary, the comprehensive Plan and zoning Ordinance to insure consistency with strategic Plan, and County Road 3 Task Force recommendations. 0 Responsible party: zoning & Planning Commission, County Road 3 Task Force, City, strategic Planning Committee, and Consultant. 0 Timing: 0 Resource considerations: 0 potential impacts: 0 Any changes in Land Use/Comprehensive Plan will potentially affect property owners. ;2.]. wOO ill ~ U 0 will provide current information to the city on compo planning issues and zoning. 4. Undertake communication efforts with representatives from Hennepin County, HCRRA and City, to review strategic Plan and county Road 3 Task Force recommendations, Benshoof traffic study, and Land Use study. 0 Responsible ?arty: County Rd. 3 Task Force, Benshoof, County, strategic Planning Committee, City, and HCRRA. 0 Timinq: 0 Resource considerations: 0 Potential impacts: 0 will improve communication between these groups. 0 Will encourage quicker turnaround time for improvements to corridor. 0 will help to assure these committees are working toward the same basic goals. 5. Undertake steps to implement landscaping improvements on public property between Hwy. 169 & 11th Ave. Responsible party: City, Business Council, and County Rd. 3 Task Force. Timing: Resource considerations: 0 city Public Works staff time. 0 County, HCRRA, and business/property owner cooperation. 0 Funding. Potential impacts: 0 Will improve aesthetics of corridor. ~/.f . WJ[2[jJ ~ IT Goal #2: Foster the development/redevelopment of property along County Rd. 3, including consideration for a business park or major retail dev lopment involving large scale single uses on the R.L. Johnson prop rty. Descri~tion: A large number of commercial/industrial uses are located along this corridor, some of which are in a less than desirable condition. Redevelopment of specific areas of the County Rd. 3 could have a significant impact on the corridor and entire community. In addition, the development of vacant parcels, such as the R.L. Johnson property, will assist in expanding the City's tax base and create jobs. Obj ctives: 0 Generate support for potential projects from property owners along corridor. 0 To facilitate aesthetic improvements through private landscaping, commercial rehabilitation, and sign grant programs. 0 Develop the R.L. Johnson property, and generate public support for the proposed development. 0 Work with property owners to develop or redevelop property along corridor. 0 Provide current information relative to County Rd. 3 improvements to business/property owners. 0 Provide data to city on land use and traffic related issues along corridor. 0 Create new zoning categories which would encourage the complimentary development/redevelopment of properties along corridor. Kev Actions: 1. utilize financial incentive programs for this area to encourage private reinvestment and location of new businesses on County Rd. 3. Incorporate a landscaping and signage improvement assistance program. 0 Res?onsible party: Business Council, city, County Rd. 3 Task Force, and Business/property owners. 0 Timinq: 0 Resource considerations: 0 Potential ~mpacts: 25. @OOj}J ~ u 0 Upgrade existing buildings. 0 Providing funding for this could limit funding in other areas or for other projects. 0 Location of new businesses will increase tax base and create jobs. 2. Communicate with existing business/property owners regarding: 0 potential improvement project(s) 0 development/redevelopment 0 Responsible party: County Rd. 3 Task Force, City, Business Council, and Business/property owners. 0 Timinq: 0 Resource considerations: 0 Potential impacts: 0 will help to cultivate cooperation among business/property owners, county Rd 3 Task Force . and strategic Planning Committee. 3. Undertake an analysis to determine the appropriateness of locating a business park or major retail involving larg scale single uses on the.R.L. Johnson property and its impact on the community. 0 Responsible party: City, Business Council, Neighborhood Associations. 0 Timinq: 0 Resource considerations: 0 Potential impacts: 0 will help determine what uses may be appropriate for this site. 4. Work with developers concerning the undertaking of a proj ct on the R.L. Johnson property, as determined appropriate, including a Request For Proposals, if necessary. Tie this to incentives and possibly zoning flexibility. Include property owner in process. 0 Responsible party: Property owner, City, Zoning & Planning commission, and potential developers. Z6. . [IDWOJ ~ 11 0 Timinq: . 0 Resource considerations: 0 city staff time. 0 Property owner. 0 Potential impacts: 0 will encourage development of R.L. Johnson property. 0 Increased traffic on 11th Ave. and County Rd. 3. . . /.7. [IDillLA1 ~ c II u Goal #3: Improve vehicular and pedestrian movement along County Rd. 3 and nhance the link between county Rd. 3 and Mainstreet. D scription: County Rd. 3 does not currently accommodate ease of vehicular and pedestrian movement. The location of the railroad tracks, minimal proper roadway facilities, worn infrastructure, and lack of sidewalk/bikeways make this corridor non user-friendly. In addition, there is no real visual link between County Rd. 3 and Mainstreet. This results in a separation of these two commercial areas rather than a union, which would allow both corridors to benefit from each other. Ob;ectives: 0 Develop a common theme for County Rd. 3, including landscaping, signage improvements, and walkway/bikeway system. 0 Communicate with Hennepin County on related action steps for County Road 3. 0 utilize the city Park and depot in conjunction with county Rd. 3 improvements. 0 Maximize the potential of combining County Rd. 3 and Mainstreet, rather than the current situation where each corridor has its own identity. Key Actions: 1. Develop a program to complete a pedestrian walkway and bikeway system. Incorporate with County plans to upgrad roadway and proposed County Path System for HCRRA property. 0 Responsible party: City, County, County Road 3 Task Force, and Business/property owners. 0 Timing: 0 Resource considerations: 0 Potential impacts: 0 Will improve aesthetics of area. 0 Landscaping improvements may require additional square footage from property owners. 2. Work with Henn pin county to impl ment a county Rd. 3 Improvement proj ct as part of their 5 year capital ). '*K . moo m ~ IT Improvement Plan, and b gin planning for a major improv ment . project to this corridor. 0 Responsible party: City, County Rd. 3 Task Force, and Business council. 0 Timinq: 0 Resource considerations: 0 Potential impacts: 0 will induce the process of undertaking future improvements to County Rd. 3. 3. Undertake study of possibly reusing depot and incorporating the city Park with county Rd. 3 improvements. 0 Responsible party: County Rd. 3 Task Force, City, Business/property owners, HCRRA, County, and Historical Society. 0 Timing: 0 .Resource considerations: . 0 city staff. 0 Consultant. 0 Funding allocation. 0 Cooperation from HCRRA. 0 Potential impacts: 0 Removal or rehabilitation of a substandard structure. 0 Maximize usage of City Park. 4. Undertake analysis of natural corridors to determine the potential for an improvement project which will link county Road 3 and Mainstreet. 0 Responsible party: City, County Rd. 3 Task Force, Business council, and Business/property owners along potential links. 0 Timinq: 0 Resource considerations: 0 Potential impacts: 2'. [IDfMfAj ~ rr 0 Intensify traffic along linking corridor. 0 Increase customer cross-traffic between County Rd. 3 and Mainstreet. JO. . ACTION PLAN FOR ISSUE NO.4 fIDOOill~u MAINSTREET 3/. [ff)fJdfA1~u MAINSTREET Goal #1: Provide an atmosphere which will foster the retention of existing businesses along Mainstreet Hopkins and attract new businesses. Description: Mainstreet needs to be preserved as a major service/retail sector of Hopkins. The City currently has programs developed to aid in the retention and attraction of businesses along Mainstreet. The City's Commercial Rehabilitation Loan Program and sign Grant Program act as incentives to upgrading existing buildings/businesses along Mainstreet. The City and Hopkins Business Council have developed programs to help attract retail businesses to Mainstreet: o New Business Incentive program o Realtors Incentive Program o Leasing Guide The City has recently made a large investment into the upgrading and repair of Mainstreet. The city is currently undertaking the final phase of a $3.7 million dollar Mainstreet Improvement Project. The Improvement Project will repair infrastructure and provide a variety of enhancements to Mainstreet including brick pavers, antique lighting, additional parking, benches, trash receptacles and a plaza and clock tower in the heart of the Central Business District. obi ctives: o To keep a strong base of retail and service related businesses along Mainstreet. o Improve the perception by residents and businesses of Mainstreet Hopkins. o Attract businesses to Mainstreet Hopkins such as: - service/retail - convenience shopping - entertainment, family/youth oriented uses - special destination type uses Kev Actions: 1. Improv the fforts to mark t the city's existing programs to attract/r tain businesses. Th s programs include: the Comm rcial R habilitation and Sign Grant Program, N W ,3'2. 0000 m ~ U Business Incentiv Program, Realtors Incentive program and the Lasing Guide. Regularly assess th ben fit/impact of this action step. 0 Responsible party: city, Consultant, Business council, Neighborhoods, and Twin West Chamber of Commerce, HCP. 0 Timinq: 0 Resource considerations: 0 Potential impacts: 0 will help fill vacant space along Mainstreet Hopkins. 2. Explore new incentive programs to attract/retain businesses in the C.B.D. 0 Responsible party: City, Business Council. 0 Timing: 0 Resource considerations: 0 Potential impacts: 0 Improve aesthetic character of Mainstreet and rear entrances to businesses. 3. continue to promote Mainstreet Hopkins through trade show attendance, festivals, and special events such as Farmers Market, Parades, Heritage Days and other promotional opportunities. 0 Responsible party: Hep, Business Council, City, Twin West Chamber of Commerce, Neighborhood Associations. 0 Timinq: 0 Resource considerations: 0 city staff. 0 HCP staff. 0 Potential impacts: 0 will help to improve Hopkins' image and perception of Hopkins by other groups. 0 Provide a positive atmosphere for family growth through activities in Hopkins. :J J. [ID[2!Jj ~ U 4. Maintain an inventory of vacant buildings along Mainstr et to provide to Realtors and potential lessors. 0 Responsible party: City, Business Council. 0 Timinq: 0 Resource considerations: 0 city staff time. 0 Potential impacts: 0 will help to promote filling vacant buildings. 0 Shows positive public relations effort to owners of vacant buildings along Mainstreet Hopkins. 5. Encourage destination type businesses or uses which appeal to consumers interested in the arts, family types of us s and entertainment to locate in the C.B.D. 0 Responsible party: Neighborhood Associations,. HCP, Business Council, City, Task Forces as necessary. 0 Timing: 0 Resource considerations: 0 Potential impacts: 0 Provide a greater awareness of the market these uses can bring to Mainstreet Hopkins. 3Jt. fID[J3~ ~ IT Goal #2: Examine the potential for an improvement project on the natural corridors connecting Mainstreet to County Rd. 3. Description: Upgrading the infrastructure and aesthetic character of Mainstreet has provided business/property owners an incentive to make private investments into their property. Mainstreet improvements are to be fully completed by Fall of 1992. An examination of natural corridors linking County Rd. 3 and Mainstreet is scheduled for completion under the County Rd. 3 Action Plan. Obiectives: 0 Improve the character and appeal of Mainstreet. 0 Provide incentives for private investment along Mainstreet. 0 stimulate consumer cross traffic between County Rd. 3 and Mainstreet. 0 Maintain a positive level of perception of Mainstreet among the public and business/property owners. Key Actions: 1.. Analyze the effectiveness of the Mainstreet Improvement Project. 0 Responsible party: City, Business council, Twin West Chamber, HCP. 0 Timinq: 0 Resource considerations: 0 Potential impacts: 2. Undertake analysis of natural corridors to determine th potential for an improvement project which will link County Rd. 3 and Mainstreet. 0 Responsible party: city, County Rd. 3 Task Force, Business Council, Hennepin County, and Business/property owners along potential links. 0 Timinq: 0 Resource considerations: '3$. 0000 ffi ~ TI 0 Potential impacts: 0 Intensify traffic along linking corridor. 0 Increase customer cross-traffic between County Rd. 3 and Mainstreet. '36. 0000 ill ~ U Goal #3: To d velop and implement new financing programs to offer new alt rnatives to financing redevelopment or rehabilitation projects along Mainstreet. Description: Banking institutions in todays economy have limited ability to offer the financing options which were available a few years ago. City's are expected to participate more than ever in providing various financing options and techniques for property owners and developers. The City currently offers low interest funds for rehabilitation, and Tax Increment Financing as a tool for redevelopment. Obi ctives: 0 Provide financing options through City programs which could be made available to potential developers and existing business/property owners. 0 Encourage redevelopment activity along Mainstreet Hopkins. Key Actions: 1. Work with local banks to establish financial incentives in cooperation with existing City programs to support rehabilitation or redevelopment opportunities along Mainstreet. 0 Responsible party: city, Business council, Twin West Chamber of Commerce. 0 Timing: 0 Resource considerations: 0 Minimum resources required. 0 Potential impacts: 0 Provide better incentives to businesses participating in city programs. 2. Establish a "bank consortium" to assist in securing financing for redevelopment projects along Mainstreet Hopkins. The purpose of this "bank consortium" would be to: - R duce the risk of any single bank - Provid an easi r method of financing for some proj cts :17. fIDOOm if IT 0 Responsible party: City, Banks, Business council, Twin West Chamber of Commerce. 0 Timing: 0 Resource considerations: 0 City staff time. 0 Legal expertise. 0 Potential impacts: 0 will help to provide a positive atmosphere for financing projects in downtown Hopkins. JY. ACTION PLAN FOR ISSUE NO.5 [IDrn&~U CITY-WIDE IMAGE 3 '1. fIDwm ~ U CITY-WIDE IMAGE Goal #1: Develop and maintain a positive appearance of the city of Hopkins. D scription: Appearance is an important aspect of any community's image. A City can undertake simple steps to improve upon their image which help create a positive perception by residents and surrounding communities. Making a good first impression is important to attracting business and industry, and help to maintain property values throughout the entire city. Objectives: 0 High quality public infrastructure. 0 Well maintained and landscaped public and private properties. 0 Events which attract people and foster community . participation. 0 High level of public amenities, i.e. pedestrian, bike path network. 0 Development of communication efforts which foster a positive image of the community. Key Actions: 1. Continue City's ongoing effort to maintain and improv all public infrastructure. 0 Responsible party: City, county Rd. 3 Task Force, Hennepin County, HCRRA, and MNDOT. 0 Timinq: 0 Resource considerations: 0 Potential impacts: 0 Well maintained and safe streets & utilities. 0 Increase property values. . 2. Maintain and improve upon communication between City and School District to d velop a team approach toward marketing and improving th communities image. tt O. 0000 [fj if ~ 0 Responsible party: City, and School District. 0 Timinq: 0 Resource considerations: 0 Potential impacts: 0 Improve relations and communication. 0 New ideas generated. 3. Encourage local organizations to continue, and improv upon the quality of events and attractions, i.e. Mainstreet Days, Heritage Days, winterfest, Raspberry Days, etc. 0 Responsible party: city, Business Council. 0 Timinq: 0 Resource considerations: 0 Potential im~acts: 0 Will attract more people to Hopkins for these events. . 0 Present a positive perception. 0 May place increased work load on City employees and services. 4~ Explore implementing programs to encourage the aesthetic improvement of private property such as a landscaping award programs, and painting programs for single family properties, together with financial incentives for undertaking landscaping improvements. 0 Responsible party: city, Business Council. 0 Timing: 0 Resource considerations: 0 potential impacts: 0 will help improve the appearance of all areas of Hopkins. 0 Increase financial burden on City to provide resources for this and other programs. s. D velop an information center in th Hopkins. . 4/. 00 UJ ffi ~ 11 - Analyze the potential of utilizing th d pot as an information center, either in its curr nt location, or another location in the city. - Examine other existing facilities centrally located which may be able to house an information center o Responsible party: city, HCP, Business council, and Twin West Chamber of Commerce. o Timinq: o Resource considerations: o Funding source needs to be identified. o city staff time. o Potential impacts: o Provide a good information source to visitors and consumers. o Help to promote historic information and events/attractions and local businesses. o Could be tied into an overall public amenity. 6. Advocate the growth and stability of community service organizations through informational and staff support wh n necessary. o Responsible party: city, Business Council, and all service and community related organizations. o Timinq: o Resource considerations: o Potential impacts: o Help these groups to grow and foster their commitment to our community. , 7. Prepare a program for implementation of a pedestrian walkway and bikeway system throughout all of the city. Incorporat with present plans for BCRRA property. o Responsible party: city, County, state, Neighborhood representatives, and Business/property owners. o Timinq: o Resource considerations: If 2.. · wOO m ~ u 0 Potential impacts: 0 will improve aesthetics of community. 0 Provide public amenities to residents of Hopkins. 0 Improve pedestrian safety. 8. Improve appearance of entry points to City through signage, landscaping, infrastructure, maintenance, etc. 0 Responsible party: City, Hennepin County, and state. 0 Timing: 0 Resource considerations: 0 Minimum resources required. '" 0 Potential impacts: 0 Help to improve the perception of people coming into our community. 9. Maintain adequate buffer zones between new commercial development projects and neighboring properties. 0 Responsible party: City, Neighborhood representatives, and Business Council. 0 Timing: 0 Resource considerations: 0 Minimum resources required. 0 Potential impacts: 0 Protect the residential areas from intrusion by new commercial development. 0 Provide aesthetically pleasing buffer zones between residential and commercial areas. 10. closely examine impacts on city wide image when consid ring reductions in services which affect the image of the community i.e., city wide clean-up programs, etc. 0 Responsible party: City. 0 Timing: 0 Resource considerations: t{ 3. [IDOOm ~ IT 0 Funding source. 0 potential impacts: 0 Improve the appearance. of the city. 11. Examine development of codes which closely regulate th maintenance of commercial properties in the city. 0 Responsible party: city, and Business council. 0 Timing: 0 Resource Consideration: 0 Potential impacts: 0 Maintain and improve the appearance of the city. 12. Encourage destination type businesses or uses which appeal to consumers interested in the arts, family types of uses and entertainment. . 0 Responsible party: Neighborhood Associations, HCP, Business council, city, Task Forces as necessary. 0 Timinq: 0 Resource considerations: 0 Potential impacts: 0 Provide a greater awareness of the market these uses can bring to Mainstreet Hopkins. ., 4~. - APPENDIX VISIONS AND STRATEGIES BUSINESS RETENTION/RECRUITMENT NEIGHBORHOODS COUNTY ROAD 3 MAlNSTREET . CITY-WIDE IMAGE . '" s. BUSINESS RECRUITMENT1BUSINESS RETENTION Visions and Strategies Vision 0 Expanded health related industry 0 Super Valu expanded 0 New land uses County Road 3, additional sites available 0 New image for market place 0 Less than 5% vacancy in CBD 0 Quality, value-added jobs 0 Training available for new jobs 0 Training/assistance for existing small businesses 0 Business retention is the highest priority - Methods to find "troubled" businesses - Effort/plan to find help for "troubled" businesses - Aggressive financing - public & private - Full range - support services - Transportation, parking - Daycare - Restaurants, convenience shopping - Public amenities - Labor force skill~ - Training for employees - Comprehensive communication plan to asses businesses - Newsletter 0 Research partnerships 0 socially conscious industry - Humane - Environmentally sensitive 0 Global perspective for new business 0 Major retail, general merchandise store 0 More grocery industry related uses Strateqies 0 Task force - Health 0 Develop training/education network for existing/potential employees with existing institutions - Also product development - Hi-tech, bio-tech - Market development 0 Expand vendors to Super Valu 0 Expand community educatIon/school programs for existing businesses 0 Implement community plan leading to plans for future needs 0 utilize management assistance projects to assist with research - Focus groups - Market - Product development 0 community plan with neighborhood leaders on plans and/or development issues J./6. 0 Examine staffing plan and propose alternate staffing plan - Evaluate traditional vs. new and needed 0 Professional recruiters 0 Examine comp plan and zoning applications 0 Plan to assist relocated, displaced businesses 0 Create "environment" that demonstrates to private sector a favorable business location climate 0 Evaluate use of private company for recruitment 0 utilize existing businesses- for recruitment . . lt7. NEIGHBORHOODS visions and Strategies Vision 0 More single family - condos, duplexes - Better balance with rental - 1-4 units - Owner occupied 0 High level of maintenance -.good appearance 0 Maintain infrastructure within neighborhoods 0 Housing suited to specific ages and needs - Not necessarily elderly 0 Program to rehab, upgrade aging housing stock - Single and multiple 0 Acceptable transitions between zoning districts 0 Flex planning/zoning 0 Modification of current zoning 0 Communication network - Elected and neighborhood leadership - Mayor advisory committee - Problem solving environment - All neighborhoods organized 0 Column written in Hopkins Highlights Strateoies 0 Deal with Westbrooke area - street maintenance - Refuse collection - Financing issues 0 Policies on maintenance of property in place 0 Public financing availaple for improvements - leveraged with private financing - Special legislation 0 Make public improvements and public amenities - Le. golf courses, etc. 0 High priority in budget on maintaining City services 0 Education component for mid-income 0 Use of advanced communication in place 0 Use of Community Ed 0 Use of businesses specifically 0 Open, receptive to re-evaluation and/or proposals to "niche" housing - Broad possibiiities 0 Owner occupied orientation 0 Bike paths - connecting - Sidewalks 0 Neighborhoods with businesses 0 Examine Comprehensive Plan/Zoning . . 4? . COUNTY ROAD 3 Visions and strategies section 1 - Meadowbrook to Blake Road 0 Landscaping, sidewalks, solid fence 0 Screen industrial uses 0 Parkway - east to west 0 Improved vision of residential areas - uniformity Summarized vision of Section 1: 0 Create more of a "user friendly" atmosphere along this road for pedestrians and vehicles 0 Make more "eye appealing" . section 2 - Blake Road to Jackson Avenue 0 Landscaping, sidewalks 0 Shopping Center landscaping 0 Improved commercial area 0 Vehicle access to north from County Road 3 to Second Street (Tyler Street) 0 Improved pedestrian access - north to south 0 Improved south access form County Road 3 to Jackson 0 Reduced curb cuts 0 Larger commercial retail types of uses 0 Widen roadway 0 Improved railroad crossing Summarized vision of Section 2: 0 Make more aesthetically pleasing 0 Allow for better pedestrian movement section 3 - Jackson Avenue - Fifth Avenue (East of TH 169) 0 Trees 0 No snow piles 0 Screen industrial in some fashion 0 Super Valu 0 Entranceway 0 Relocate depot or make into focal point 0 Identification of road, consistent name for street 0 Improve tracks 0 Remove trackage . 0 Reuse County property by Super Valu and possibly other users 0 Reuse Red Owl site on north side of County Road 3 - possible vendors for Super Valu - Truck stop/restaurant - possible commercial use, large retail center - Office showroom or warehouse - - (West of TH 169) 0 Landscape, path, sidewalks south of County Road 3, west of TH 169 (pre LRT) 0 street connection to Mainstreet 0 Smooth traffic flow 0 LRT facility - Need interim use 0 Pedestrian/bikeway and parkway connecting east and west County Road 3 0 No LRT corridor to northwest - bikeway, walkway Summarized vision of Section 3: 0 Aesthetically pleasing section 4 - Fifth Avenue - 11th Avenue Souths ide 0 Water tower improved - lights/graphic 0 Landscape 0 Remove railroad tracks or improve/landscape 0 Park setting 0 Part of LRT plan - relocate tracks 0 Bike paths/pedestrian path . 0 Public area/tourist information 0 Business park or 0 Major retail or 0 Division headquarters with restaurant Summarized vision of section 4, Souths ide 0 Aesthetics section 4 - North side 0 Improved image 0 Access to downtown - traffic, convenient, visibility - Parkway 0 Expanded Health Care 0 Aging housing 0 Division headquarters with restaurant . . Summarized vision of section 4, North side 0 Image improvement 50. section 5 - 11th Avenue to Shady Oak 0 Bikeway 0 Visual, landscaping, setbacks, sidewalks 0 Redevelop Napco as business park 0 Parkway - west to east 0 Maintain neighborhood but buffer from County Road 3 - Orient away from County Road 3 0 Improve Minnetonka commercial area 0 Integrate Central Park to surrounding uses 0 Improve Public Works area 0 Educational job training Summarized vision of section 5 0 Redevelopment 0 Park system 0 Image - visual Themes which are prevalent throuqhout entire County Road 3 corridor 0 Visual - Landscaping, screening - Trees 0 Pedestrian movement - Sidewalks - Bike paths 0 Vehicle movement - Improve railroad tracks - Improve vehicular accesses 0 Access to Mainstreet 0 Improve and enhance function and appearance of existing commercial and industrial land uses . Redevelopment/Development Possibilities 0 Business Park 0 Major Retail 0 Other . 51. Strateqies: . 0 Review existing planning documents - change if not in line with our goal 0 Comprehensive marketing plan - information to citizens - determine land users needs 0 Direct more public funds toward the goal 0 Complete traffic study - implement 0 Create advisory committee of land users 0 Assess the impact on downtown as well as the impact on other retail areas 0 Communication plan - empower participants - citizens - business 0 Develop plans in conjunction with other governmental units - move toward action 0 Plan to deal with Super Valu needs 0 Physical improvement plan for existing/pending proposals structures/site plans 0 Examine temporary uses for selected locations 0 Strategy to decide which side of the road would be utilized for expansion purposes 0 Plan for use of depot 0 Active enforcement 0 Identify opportunities - generally - site specific 0 Development should complement other areas 0 Expand person power to aggressively market 0 Work closely with land owners 0 Assess impact on other areas 0 Provide public assistance where feasible 0 Communication plan - public in general - special interests - market and the market place 0 Examine changing zoning ordinance to accommodate special needs 0 Maintain without exception, community identity, i.e. Mainstreet - congregate - time and place - historical perspective 0 Strategy for complimentary businesses 0 Plan to enhance downtown with each development - marketing/communication - change public perception/opinion NEWMERGE 52-. MAINSTREET Visions and strategies Vision 0 Family theme , 0 Physical link off 169 to either Co. Rd. 3 or Mainstreet 0 Theater complex - must be visible - Childs Play Theater - Cinema - Dining - Drop in childs care with merchant coupon 0 Kids block - Theater - Shopping - Colored (pink/blue) street (Raspberry Street) - Play area - Special attractions 0 Museum - Hands on 0 Teen Club (Non-alcoholic) - Ownership - Dining - Video . - "contemporary" - Clothing - Radio stations 0 Events (Farmers Market,' Parades, Heritage Days, Festivals) - Multi cultural 0 Conservatory - Lessons and sales - Music - Dance - Instruments - Acting 0 Senior care (Home based) - Shopping facilities (food, drugs, etc. ) - Transportation available 0 Facility for general information - County, state, school - All ages - Seniors - Families - New people - High-tech 0 Convenience shopping - Grocery - Drug - Cleaners - Hardware 0 Additional professional offices - 2nd level, non-store front offices 0 Informational kiosks with color coding 0 Tie east/west in visually to 4 block core 0 Outdoor restaurant (sidewalk cafe) 0 Horse drawn carriages 0 Pedestrian access from all directions rJ. 0 Expansion - Farmers market 0 Public art 0 Maintain school facilities - st. Josephs - Katherine Curren 0 Mutual identification of downtown/residents Downtown Hopkins . . . "Where Neighborhoods meet" strategies 0 Marketing plan - Attract businesses - Overcome "perception" - Assess marketing reaction 0 Recruitment plan - Focused - Follow vision 0 Financing plan - PUblic/private - Cap. base strategy - Foundation established 0 Link to County Road 3 - Visible (Raspberry Road) 0 Assess public safety issues - Perception, i. e. lighting, etc. 0 Task forces - Arts - Special events - Theater, etc. - Kids, teens uses 0 Examine, evaluate other public funding - Seniors - Family care 0 Develop plan for information center . fit . CITYWIDE IMAGE strategies 0 Higher level of cooperation between City/school 0 Joint City/school marketing effort - Within realtor community - within business community 0 Uniform landscaping/signage plan - Depending upon area - User friendly 0 Involve clubs and civic organizations - Planning - Identify needs 0 Emphasize City's history - Tours - Promote history sites and events - Expand historical society activity 0 User friendly pedestrian/bike network 0 Enhance entrances to Hopkins 0 Commercial/industrial screening 0 Maintain City employee user friendly environment 0 Encourage HCP to build on Mainstreet Days and Heritage Days . .5~.