Memo City Manager's Evaluation
t .
- 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.
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 t1Mission statement," the process involved 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 - Neighborhood
0 Ms. Fran Hesch - Neighborhood
0 Mr. Dan Johnson - Neighborhood
0 Mr. Gerald Bleser - Neighborhood
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 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, 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 in order of priority:
Page 2
.
. 1. Business Retention/Recruitment
2. Neighborhoods
3. County Road 3
4. Mainstreet
5. City-Wide Image
The Task Force then followed the strategic Planning process through
these 5 priorities by identifying the major vision, barriers to
achieving those visions, strategies to overcome those barriers, and a
series of action steps to accomplish the strategies. These action
steps make up the actual working document of the strategic Plan.
.
.
Page 3
.
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 economic development issues facing
the City and, using a nominal group technique, prioritized these
issues. The top five economic development issues identified by the
strategic Planning 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.
Action steps:
1. Insure that existing training opportunities are easily
accessible for employees of local businesses through .
marketing and development of these programs. Facilitate
partnerships between local businesses and institutions
which provide these training opportunities.
Page 4
. 2. Undertake a "business retention and expansion" survey
process to identify needs of existing businesses.
3. Work with local banks, Department of Trade & Economic
Development, and SBA to increase awareness of existing
programs which support business expansion.
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.
5. Expand, as much as is determined appropriate, the
City's 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.
6. Encourage projects which will help to provide the full
range of support services to employees and local
businesses.
7. continue to work on development of a grocery store in
. Hopkins.
8. Establish landscaping programs for all
commercial/industrial areas of the city.
9. Work with Super Valu warehouse to encourage and
accommodate them in their expansion needs.
10. Work with Hennepin County on redevelopment of Hennepin
County Public Works site.
II. Take an inventory of environmentally contaminated sites
and identify future plans for redevelopment/clean-up of
these sites.
0 Goal No. 2 - Induce targeted business and industry to locate
in Hopkins.
Action steps:
I. Recruit businesses which have a relationship to the
existing grocery industry.
2. Facilitate a project involving a large scale general
. merchandise store on an appropriate site which is
deemed compatible with the existing residential and
business community.
Page 5
3 . Insure that responsible parties maintain an .
understanding of changes in the metropolitan, national,
and world markets, and take advantage of opportunities
presented.
4. Provide incentives to create quality jobs for
skilled/technical employees.
5. Encourage projects which will help to provide the full
range of support services to employees and local
businesses, i.e. daycare, laundry, dry cleaners,
restaurants, banking, transportation, parking, etc.
II. Issue - Neighborhoods
0 Goal No. 1 - To assure strong and well maintained
neighborhoods in order to foster an overall positive
economic development climate in Hopkins.
Action steps:
1. Develop a neighborhood outreach program and establish a
Neighborhood Advisory Council (NAC) made up of
representatives from every neighborhood association. .
- Periodic meetings between City and Neighborhood
Associations to identify issues, concerns, etc.
- Organize meetings between Business Community and
Neighborhood Associations.
2. Monitor effectiveness of "Truth in Housing" ordinance
to insure it is helping to maintain and upgrade
residential housing stock.
3 . Facilitate development which will help to meet "special
housing needs, " i. e. senior, handicapped, 3 bedroom
family, and luxury housing needs, and establish a high
priority to maintain owner occupied housing.
4. Examine vacant properties which are currently zoned and
guided for multi-family housing. Determine if changes
need to be made based on:
- Need for single family, owner occupied housing
vs mUlti-family, non owner occupied housing
- Current housing market
- Land use issues
- Goals and objectives of strategic Plan
5. Examine and improve, as necessary, present guidelines .
for butter areas between new commercial development
projects and residential properties.
Page 6
~ 6. Continue/expand existing housing programs pursuant to
the City of Hopkins Housing Plan.
7. Examine and improve housing maintenance codes and
aggressively enforce these codes.
8. Continue City's ongoing effort to maintain and improve
public infrastructure in neighborhoods.
9. Closely examine impacts on neighborhoods when
considering reductions in city services which affect
residential areas, i.e. snow removal, garbage service,
park maintenance, code enforcement, etc.
III. Issue - County Road 3
o 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.
Action steps:
. 1. Reconvene County Road 3 Task Force insuring that entire
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
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.
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.
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.
Page 7
.
5. Undertake steps to implement landscaping improvements
on public property between Hwy. 169 & 11th Ave.
o 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.
Action steps:
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.
2. Communicate with existing business/property owners
regarding:
o potential improvement project(s)
o development/redevelopment
3. Undertake an analysis to determine the appropriateness
of locating a business park or major retail involving .
large scale single uses on the R.L. Johnson property
and its impact on the community.
4. Work with developers concerning the undertaking of a
project 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.
o Goal No. 3 - Improve vehicular and pedestrian movement along
County Road 3 and enhance the link between County Road 3 and
Mainstreet.
Action steps:
1. Develop a program to complete a pedestrian walkway and
bikeway system. Incorporate with County plans to
upgrade roadway and proposed County Path System for
HCRRA property.
2. Work with Hennepin County to implement a County Rd. 3
Improvement Project as part of their 5 year Capital
Improvement Plan, and begin planning for a major
improvement project to this corridor, also taking into
consideration the possibility and needs associated with .
LRT.
Page 8
. 3. Undertake study of possibly reusing depot and
incorporating the city Park with County Rd. 3
improvements.
4. Undertake analysis of natural corridors to determine
the potential for an improvement project which will
link County Road 3 and Mainstreet.
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.
Action steps:
1. Improve the efforts to market the city's existing
programs to attract/retain businesses. These programs
include: the commercial Rehabilitation and Sign Grant
Program, New Business Incentive Program, Realtors
Incentive Program and the Leasing Guide. Regularly
assess the benefit/impact of this action step.
. 2. Explore new incentive programs to attract/retain
businesses in the C.B.D.
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.
4. Maintain an inventory of vacant buildings along
Mainstreet to provide to Realtors and potential
lessors.
5. Encourage destination type businesses or uses which
appeal to consumers interested in the arts, family
types of uses and entertainment to locate in the C.B.D.
0 Goal No. 2 - Complete physical improvements to Mainstreet
and natural corridors connecting Mainstreet to county Road
3.
Action steps:
1. Analyze the effectiveness of the Mainstreet Improvement
Project.
. 2. Undertake analysis of natural corridors to determine
the potential for an improvement project which will
link County Rd. 3 and Mainstreet.
page 9
.
0 Goal No. 3 - Develop and implement new financing programs in
order to offer new alternatives for financing redevelopment
or rehabilitation projects along Mainstreet.
Action steps:
1- Work with local banks to establish financial incentives
in cooperation with existing city programs to support
rehabilitation or redevelopment opportunities along
Mainstreet.
2 . Work with the "bank consortium" to assist in securing
financing for redevelopment projects along Mainstreet
Hopkins. The purpose of this tlbank consortiumtl is to:
- Reduce the risk of individual banks
- Provide an easier method of financing for some
projects
v. Issue - city Wide Image
0 Goal No. 1 - Develop and maintain positive appearance of the
city of Hopkins. .
Action steps:
1- Continue city's ongoing effort to maintain and improve
all public infrastructure.
2. Maintain and improve upon communication between city
and School District to develop a team approach toward
marketing and improving the community's image.
3. Encourage local organizations to continue, and improve
upon the quality of events and attractions, i. e.
Mainstreet Days, Heritage Days, Winterfest, Raspberry
Days, etc.
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.
- Continue carrying out the recently approved
"Hopkins Community Image Award" program, which
gives awards for general property appearance in
residential and commercial areas of the City. .
5. Develop an information center in the Hopkins.
Page 10
.- - Analyze the potential of utilizing the depot as an
information center, either in its current
location, or another location in the city.
- Examine other existing facilities centrally
located which may be able to house an information
center
6. Advocate the growth and stability of community service
type organizations, such as a "family resource center",
and civic service organizations, such as local clubs,
through informational and cooperative support when
necessary.
7. Prepare a program for implementation of a pedestrian
walkway and bikeway system throughout all of the City.
Incorporate with present plans for HCRRA property.
8. Improve appearance of entry points to City through
signage, landscaping, infrastructure, maintenance, etc.
9. Maintain adequate buffer zones between new commercial
development projects and residential properties.
. 10. Closely examine impacts on city wide image when
considering reductions in services which affect the
image of the community i.e., city wide clean-up
programs, etc.
II. Examine development of codes which closely regulate the
maintenance of commercial properties in the city.
12. Encourage destination type businesses or uses which
appeal to consumers interested in the arts, family
types of uses and entertainment.
13. Undertake communication efforts which will help to
increase public awareness between and among the City,
businesses, and residents, involving volunteer
networks, and access to the City's cable TV station.
--
Page 11
..--.-- .-. ---- __ ...__ ._______u_,.
BUSINESS RETENTION/RECRUITMENT -.
Goal #1:
Foster the stability and growth of existing businesses.
Description:
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.
obiectives:
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, l..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.
Key Actions:
*** 1. %fts~re-aae~~a~e-~ra~ft~ft~-e~~er~~ft~~~es-are-ava~%ab%e-aBe
eas~%y-aeeess~b%e-rer-em~~eyees-er-~eea~-b~siftesses-~ftre~~ft
marke~~ft~-afta-aeve%epmeft~-er-%eeaiiy-ava~%abie-~ra~ft~ft~
"re~ramsT
*** Insure that existinq traininq opportunities are easilY
accessible for employees of local businesses throuqh
marketinq and development of these proqrams. Facilitate
partnerships between local businesses and institutions which
provide these traininq opportunities.
0 Responsibility:
0 Funding Source:
0 Priority: Most Important/Very Important/Important .-
2. Undertake a "business retention and expansionll survey
process to identify needs of existing businesses.
Page 12
.
0 Responsibility:
0 Fundinq Source:
0 Priority: Most Important/Very Important/Important
3. Work with local banks, Department of Trade & Economic
Development, and SBA to increase awareness of existing
programs which support business expansion.
0 Responsibility:
0 Funding Source:
0 Priority: Most Important/Very Important/Important
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 Responsibility:
Fundinq Source:
0
0 Priority: Most Important/Very Important/Important
5. Expand, as much as is determined appropriate, the city's
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 Responsibility:
0 Funding Source:
0 Priority: Most Important/Very Important/Important
6. Encourage projects which will help to provide the full range
of support services to employees and local businesses.
0 Responsibility:
0 Fundinq Source:
. 0 Priority: Most Important/Very Important/Important
Page 13
Continue to work on development of a grocery store in .
7.
Hopkins.
0 Responsibility:
0 Fundinq Source:
0 Priority: Most Important/Very Important/Important
8. Establish landscaping programs for all commercial/industrial
areas of the City.
0 Responsibility:
0 Fundinq Source:
0 Priority: Most Important/Very Important/Important
9. Work with Super Valu warehouse to encourage and accommodate
them in their expansion needs.
0 Responsibility:
0 Funding Source: .
0 Priority: Most Important/Very Important/Important
10. Work with Hennepin County on redevelopment of Hennepin
County PUblic Works site.
0 Responsibility:
0 Fundinq Source:
0 Priority: Most Important/Very Important/Important
*** 1l. Take an inventory of environmentally contaminated sites and
identify future plans for redevelopment/clean-up of these
sites.
0 Responsibility: city
0 Funding Source:
0 Priority: Most Important/Very Important/Important
.
Page 14
.. - --
..-- ---...----..
. Goal #2:
Encourage 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, i. e. transportation, parking, daycare,
restaurants, convenience shopping, other public amenities.
Key Actions:
1. Recruit businesses which have a relationship to the existing
grocery industry.
0 Responsibility:
0 Funding Source:
0 Priority: Most Important/Very Important/Important
2. Facilitate a project involving a large scale general
merchandise store on an appropriate site which is deemed
compatible with the existing residential and business
community.
0 Responsibility:
.
0 Fundinq Source:
0 Priority: Most Important/Very Important/Important
Page 15
- --. - ----- ,.
.
3. Insure that responsible parties maintain an understanding of
changes in the metropolitan, national, and world markets,
and take advantage of opportunities presented.
0 Responsibility:
0 Fundinq Source:
0 Priority: Most Important/Very Important/Important
*** 4. Provide incentives to create quality jobs for h~~h!y
skilled/technical employees.
0 Responsibility:
0 Fundinq Source:
0 Priority: Most Important/Very Important/Important
5. Encourage projects which will help to provide the full range
of support services to employees and local businesses, i.e. .
daycare, laundry, dry cleaners, restaurants, banking,
transportation, parking, etc.
0 Responsibility:
0 Funding Source:
0 Priority: Most Important/Very Important/Important
.
Page 16
. NEIGHBORHOODS
Goal #1:
To insure strong and well maintained neighborhoods in order to foster
an overall positive economic development climate in Hopkins.
Description:
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.
Ob;ectives:
. 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 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.
Kev Actions:
1. Develop a neighborhood outreach program and establish a
Neighborhood Advisory council (NAC) made up of
representatives from every neighborhood association.
- Periodic meetings between City and Neighborhood
Associations to identify issues, concerns, etc.
- organize meetings between Business community and
Neighborhood Associations.
. 0 Responsibility:
0 Funding Source:
Page 17
". .
Priority: Most Important/Very Important/Important .
0
2. Monitor effectiveness of "Truth in Housingll ordinance to
insure it is helping to maintain and upgrade residential
housing stock.
0 Responsibility:
0 Funding Source:
0 Priority: Most Important/Very Important/Important
*** 3. Facilitate development which will help to meet "special
housing needs," i.e. senior, handicapped, 3 bedroom family,
and luxury housinq needs, and eftee~ra~e establish a hiqh
priority to maintain owner occupied housing.
0 Responsibility:
0 Funding Source:
0 Priority: Most Important/Very Important/Important
.
*** 4. Examine vacant properties which are currently zoned and
guided for multi-family housing. Determine if changes need
to be made based on:
- Need for single family, owner occupied housing vs
multi-family, non owner occupied housing
- Current housing market
- Land use issues
- Goals and objectives of strategic Plan
0 Responsibility:
0 Fundinq Source:
0 Priority: Most Important/Very Important/Important
5. Examine and improve, as necessary, present guidelines for
buffer areas between new commercial development projects and
residential properties.
0 Responsibility:
0 Funding Source: .
0 Priority: Most Important/Very Important/Important
Page 18
___ _u__..
4It 6. continue/expand existing housing programs pursuant to the
city of Hopkins Housing Plan.
o Responsibility:
o Fundinq Source:
o Priority: Most Important/Very Important/Important
7. Examine and improve housing maintenance codes and
aggressively enforce these codes.
o Responsibility:
o Funding Source:
o Priority: Most Important/Very Important/Important
8e Continue city's ongoing effort to maintain and improve
public infrastructure in neighborhoods.
o Responsibility:
4It 0 Funding Source:
o Priority: Most Important/Very Important/Important
9. Closely examine impacts on neighborhoods when considering
reductions in city services which affect residential areas,
i.e. snow removal, garbage service, park maintenance, code
enforcement, etc.
o Responsibility:
o Funding Source:
o Priority: Most Important/Very Important/Important
.
Page 19
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 one of four maior corridors which bisect the
city of Hopkins. These corridors include Hwy. 169, Hwy. 7, Shady
Oak Road, and County Road 3. County Road 3 is probablY the most
visible corridor, and also arquably the most in need of repair
and upqradinq. ~ft-a-aee~~~~ft~-s~a~e-ef-appearaneeT-ano-a~ County
Road 3 is one of Hopkins most visible corridors, and it 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 immediatelY focused upon, for
improvements both visually and functionally, through the
development of a comprehensive approach to upgrading this roadway
and surrounding land uses.
*** Althouqh other corridors of the city also may need improvement, .
the Strateqic Planninq Task Force aqreed that County Road 3 was
the hiqhest priority at this time.
Ob;ectives:
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.
0 Create a distinctive and identifiable design for County Rd.
3 .
Key Actions:
1. Reconvene County Road 3 Task Force insuring that entire
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
Page 20
~ - 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
o Responsibility:
o Fundinq Source:
o Priority: Most Important/Very Important/Important
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.
o Responsibility:
o Fundinq Source:
4It 0 Priority: Most Important/Very Important/Important
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.
o Responsibility:
o Funding Source:
o Priority: Most Important/Very Important/Important
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.
o Responsibilitv:
o Funding Source:
o Priority: Most Important/Very Important/Important
. 5. Undertake steps to implement landscaping improvements on
public property between Hwy. 169 & 11th Ave.
o Responsibility:
Page 21
.
0 Fundinq Source:
0 Priority: Most Important/Very Important/Important
.
.
Page 22
. .
. Goal #2:
Foster the development/redevelopment of property along County Rd. 3,
including consideration for a business park or major retail
development involving large scale single uses on the R.L. Johnson
property.
Description:
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.
Objectives:
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 Responsibility:
0 Fundinq Source:
e 0 Priority: Most Important/Very Important/Important
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2. Communicate with existing business/property owners .
regarding:
0 potential improvement project(s)
0 development/redevelopment
0 Responsibility:
0 Funding Source:
0 Priority: Most Important/Very Important/Important
3. Undertake an analysis to determine the appropriateness of
locating a business park or major retail involving large
scale single uses on the R.L. Johnson property and its
impact on the community.
0 Responsibility:
0 Fundinq Source:
0 Priority: Most Important/Very Important/Important
4. Work with developers concerning the undertaking of a project .
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 Responsibility:
0 Fundinq Source:
0 Priority: Most Important/Very Important/Important
e
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- ----- - .
. .
. .
. .' ..
. .'
. .
.. Goal #3:
Improve vehicular and pedestrian movement along county Rd. 3 and
enhance the link between County Rd. 3 and Mainstreet.
Description:
. .
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.
Objectives:
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 upgrade
roadway and proposed county Path System for HCRRA property.
0 Responsibility:
0 Fundinq Source:
0 Priority: Most Important/Very Important/Important
2. Work with Hennepin county to implement a County Rd. 3
Improvement Project as part of their 5 year Capital
Improvement Plan, and begin planning for a major improvement
project to this corridor, also taking into consideration the
. possibility and needs associated with LRT.
0 Responsibility:
0 Fundinq Source:
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.
0 Priority: Most Important/Very Important/Important
3. Undertake study of possibly reusing depot and incorporating
the City Park with County Rd. 3 improvements.
0 Responsibility:
0 Fundinq Source:
0 Priority: Most Important/Very Important/Important
4. Undertake analysis of natural corridors to determine the
potential for an improvement project which will link County
Road 3 and Mainstreet.
0 Responsibility:
0 Fundinq Source:
0 Priority: Most Important/Very Important/Important
.
.
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. MAINSTREET
Goal #1:
Provide an atmosphere which will attract new business and foster the
retention of existing businesses.
Description:
*** Mainstreet, bordered bv Washinqton Avenue on the east and Shady
Oak Road on the west. 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
~ 0 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.
objectives:
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. Improve the efforts to market the City's existing programs
to attract/retain businesses. These programs include: the
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Commercial Rehabilitation and Sign Grant Program, New
Business Incentive Program, Realtors Incentive program and
the Leasing Guide. Regularly assess the benefit/impact of
this action step.
0 Responsibility:
0 Fundinq Source:
0 Priority: Most Important/Very Important/Important
2. Explore new incentive programs to attract/retain businesses
in the C.B.D.
0 Responsibility:
0 Funding Source:
0 Priority: Most Important/Very Important/Important
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 Responsibility:
0 Funding Source:
0 Priority: Most Important/Very Important/Important
4. Maintain an inventory of vacant buildings along Mainstreet
to provide to Realtors and potential lessors.
0 Responsibilitv:
0 Funding Source:
0 Priority: Most Important/Very Important/Important
5. Encourage destination type businesses or uses which appeal
to consumers interested in the arts, family types of uses
and entertainment to locate in the C.B.D.
0 Responsibility:
0 Fundinq Source: .
0 Priority: Most Important/Very Important/Important
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oc
'c
.. Goal #2:
Complete physical improvements to Mainstreet and natural corridors
connecting Mainstreet to County Rd. 3.
DescrilJtion:
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 Responsibility:
0 Fundinq Source:
0 Priority: Most Important/Very Important/Important
2. Undertake analysis of natural corridors to determine the
potential for an improvement project which will link County
Rd. 3 and Mainstreet.
0 Responsibility:
0 Funding Source:
0 Priority: Most Important/Very Important/Important
.
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..
Goal #3:
Develop and implement new financing programs to offer new alternatives
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
varlOUS 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.
Objectives:
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 Responsibility:
0 Funding Source:
0 Priority: Most Important/Very Important/Important
2. Work with the Hbank consortiumll to assist in securing
financing for redevelopment projects along Mainstreet
Hopkins. The purpose of this "bank consortium" is to:
- Reduce the risk of individual banks
- Provide an easier method of financing for some projects
0 Responsibility:
0 Funding Source: .
0 Priority: Most Important/Very Important/Important
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,
. CITY~WIDE IMAGE
Goal #1:
Develop and maintain a positive appearance and perception of the city
of Hopkins.
Description:
Appearance is an important aspect of any community's image. A
City can undertake simple steps to improve upon their image which
helps 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.
Ob;ectives:
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, Le. pedestrian, bike path
network.
0 Development of communication efforts which foster a positive
image of the community.
Kev Actions:
1. continue city's ongoing effort to maintain and improve all
public infrastructure.
0 Responsibilitv:
0 Funding Source:
0 Priority: Most Important/Very Important/Important
2. Maintain and improve upon communication between city and
School District to develop a team approach toward marketing
and improving the community's image.
0 Responsibility:
.
0 Fundinq Source:
0 Priority: Most Important/Very Important/Important
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.
.
3. Encourage local organizations to continue, and improve upon
the quality of events and attractions, i. e. Mainstreet Days,
Heritage Days, Winteriest, Raspberry Days, etc.
0 Responsibility:
0 Fundinq Source:
0 Priority: Most Important/Very Important/Important
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.
- continue carrying out the recently approved
"Hopkins community Image Award" program, which
gives awards for general property appearance in
residential and commercial areas of the city.
0 Responsibility: .
0 Funding Source:
0 Priority: Most Important/Very Important/Important
5. Develop an information center in the Hopkins.
- Analyze the potential of utilizing the depot as an
information center, either in its current location, or
another location in the city.
- Examine other existing facilities centrally located
which may be able to house an information center
0 Responsibility:
0 Fundinq Source:
0 Priority: Most Important/Very Important/Important
6. Advocate the growth and stability of community service type
organizations, such as a IIfamily resource center", and civic
service organizations, such as local clubs, through .
informational and cooperative support when necessary.
0 Responsibility:
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. 0 Funding Source:
0 Priority: Most Important/Very Important/Important
7. prepare a program for implementation of a pedestrian walkway
and bikeway system throughout all of the city. Incorporate
with present plans for HCRRA property.
0 Responsibility:
0 Funding Source:
0 Priority: Most Important/Very Important/Important
8. Improve appearance of entry points to city through signage,
landscaping, infrastructure, maintenance, etc.
0 Responsibility:
0 Fundinq Source:
0 Priority: Most Important/Very Important/Important
. Maintain adequate buffer zones between new commercial
9.
development projects and residential properties.
0 Responsibility:
0 Funding Source:
0 Priority: Most Important/Very Important/Important
10. Closely examine impacts on city wide image when considering
reductions in services which affect the image of the
community i.e., city wide clean-up programs, etc.
0 Responsibility:
0 Fundinq Source:
0 Priority: Most Important/Very Important/Important
11. Examine development of codes which closely regulate the
maintenance of commercial properties in the city.
. 0 Responsibility:
0 Funding Source:
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.
0 Priority: Most Important/Very Important/Important
12. Encourage destination type businesses or uses which appeal
to consumers interested in the arts, family types of uses
and entertainment.
0 Responsibilitv:
0 Funding Source:
0 Priority: Most Important/Very Important/Important
*** 13. undertake communication efforts which will help to increase
pUblic awareness between and arnonq the city. businesses. and
residents. involving volunteer networks. and access to the
city's cable TV station.
0 Responsibility: City
0 Fundinq Source:
0 Priority: Most Important/Very Important/Important
.
.
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