CR 92-208 Strategic Planning Economic Development
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council Report: 92-208
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October 13, 1992
strategic Planning for Economic Development
Proposed Action.
Staff recommends adoption of the following motion: "Move to accent the
Strateqic Plan for Economic Development from the strategic Planninq Task
Force and thank the Task Force for their past year of commitment and
service to the community.1I
Overview.
The strategic Planning process began approximately a year ago with the
first meeting of the strategic Planning Task Force. Within the past year
the Task Force developed a draft plan which has been presented to the
public for review and comment. since that time, the Task Force has met
twice to review and incorporate this public input into the plan. The Task
Force, having now completed its work on the plan, submits it to the Council
for their consideration.
The plan as submitted contains five issues which were deemed by the Task
Force to be the most important economic development issues presently facing
.the city. Under each of the five issues are goals and suggested action
steps which are outlined to address these issues.
council is at this time only accepting the plan from the Task Force. It is
expected that future meetings of the Council will include in-depth
discussions of the issues/goals/action steps within the Strategic Plan.
primarv Issues to Consider.
o What is the process for the Council to review and modify the
plan?
o What is the process of implementation of the plan??
supporting Information.
o strategic Plan
o Alternatives
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Paul ~ Steinman
Community Development Specialist
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Council Report 92-208
strategic Planning
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Analysis.
Based on the recommended motion there are several issues which need to be
considered:
o What is the process for the Council to review and modify the plan?
It is proposed that at two successive meetings, the City Council meet to
review and revise the planas they see necessary. These modification will
be incorporated into the plan and then the plan will be re-presented to the
Council for adoption at a meeting in December or early January.
It is proposed that a general format be developed which will encourage each
Council member to actively participate in discussing the issues, goals, and
action step, and suggest changes as determined acceptable and appropriate.
The first meeting has been scheduled for the following date:
o November 17,1992, 6:15p.m. - 7:30 p.m. (prior to Council
meeting)
The final Council meeting to review the plan prior to adoption, will be
determined at or before the meeting on November 17.
o What is the process of implementation of the plan?
.upon completion of these two meetings, it is proposed the Council adopt the
plan and undertake the process of implementation. The strategic Planning
Task Force has suggested that an Implementation Advisory Board (lAB) be
commissioned by the city Council to provide focus and recommendations to
staff and Council on execution of the action steps within the plan. It is
proposed the lAB contain 5-7 members with three being from the Task Force
representing the following:
o Zoning & Planning
o Neighborhoods
o Business
It is suggested the other two members of the lAB include the current years'
Vice-President of the Hopkins Business Council, and one other
representative of a group yet to be determined.
The Task Force's recommendation is that the lAB meet quarterly with staff
to discuss and review the progress on completion of the action steps within
the plan. The Task Force has also suggested that a report be provided to
the Council from the lAB upon completion of each of the quarterly meetings
of this group.
Alternatives.
Based on the
.alternatives
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information given, the city Council has the following
available to them at this time:
Adopt the motion as recommended by staff.
Continue for additional information.
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CITY OF HOPKINS
, STRATEGIC PLAN
FOR ECONOMIC DEVELOPMENT
SUBMITTED BY THE STRATEGIC PLANNING TASK FORCE
OCTOBER 201 1992
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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:
liThe process by which an organization envisions its future and
develops the necessary procedures and operations to achieve that
future. It
There are three key aspects of this definition:
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"Envisioning" involves a belief that aspects of the future can be
influenced and changed by what we do now.
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strategic planning focuses on the process of planning rather than
on the plan that is produced.
o 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:
o Provide focus and direction for the City.
o Provide information on the purpose and direction of the city to
the general pUblic relative to economic development.
o Provide the general public with more of an opportunity to help
shape the City'S economic development programs and policies.
o Make the City pro-active 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
4Itits economic development policy.
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eIn congruence with this "Mission statement", the process involved the
development of 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 their respective groups as members of the strategic Planning Task
Force:
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Mayor Nelson Berg
Councilmember Bob Anderson
Ms. Betty Folliard
Ms. Fran Hesch
Mr. Dan Johnson
Mr. Gerald Bleser
Dr. Harry Smith
Mr. Bill Weiler
Mr. Wendell Maddox
Mr. Larry Dowell
Ms. Pat Reuter
- City Council
- City Council
- Neighborhood
- Neighborhood
- Neighborhood
- Neighborhood
- Business Community
- Business community
- Business Community
- TwinWest Chamber
- 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 Mission Statement was developed during this initial meeting of the Task
Force. The Mission statement was refined at each successive meeting of the
strategic Planning Task Force. 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.
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~These successive meetings also consisted of prioritizing the issues
(approximately 50 of them) identified at the first meeting, into 15 major
issues. Of these 15 major issues, 5 were selected to be focused upon by
the Task Force. They are as follows:
o Business Retention/Recruitment
o Neighborhoods
o County Road 3
o Mainstreet
o city-wide Image
The Task Force then followed the strategic Planning process through these 5
issues 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. The working document is broken down
into the three following parts:
o Issues
o Goals
o Suggested action steps
All supporting background information is available for public review.
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BUSINESS RETENTION/R.ECRUITMENT
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. BUSINESS RETENTION/RECRUITMENT
o Goal No.1 - Foster the stability and growth of existing
businesses.
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.
Suggested action steps:
Encourage projects whichuwill help to provide the full range
of support services to employees and local'businesses.
Undertake a "business retention and expansionll ,survey
process to identify needs of existing businesses.
Work with Super Valu warehouse to encourage and accommodate
them in their expansion needs.
Take an inventory of environmentally contaminated sites and
identify future plans for redevelopment/clean-up of these
sites.
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. Work with Hennepin County on redevelopment of Hennepin
County Public Works site.
7. 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 trai~ing opportunities.
8. Work with local banks, Department of Trade & Economic
Development, and SBA to increase awareness of existing
programs which support business expansion.
9. Establish landscaping programs for allcommercialjindustrial
areas of the city.
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Goal No.2 - Induce targeted business and industry to locate in
Hopkins.
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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. tor identified redevelopment project areas, the types of
businesses/industry which are targeted are determined through the
cities land use pOlicies and economic development goals.
suggested action steps:
1. 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.
2. Provide incentives to create quality jobs for
Skilled/technical employees.
3. 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.
4.
Insure that responsible parties maintain an understanding of
changes in the metropolitan, national, and world markets,
and take advantage of opportunities presented.
5. Expand the "leasing guiden 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.
6. Recruit businesses which have a relationship to the existing
grocery industry.
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NEIGHBORHOODS
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. NEIGHBORHOODS
o Goal No.1 - To assure strong and well maintained neighborhoods
in order to foster an overall positive economic development
climate in Hopkins.
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 ~conomic standards of living,
and over all quality of life, which in turn impacts ~conomic growth.
suggested action steps:
1.
Examine properties which are currently zoned and guided for
mUlti-family housing. Determine if changes need to be made
based on:
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- 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
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Examine appropriateness of zoning standards as related to
rehabilitationlimprovement of existing non-conforming uses.
3. Facilitate development which will help to meet 'Ispecial
housing needs," i.a.senior, handicapped, 3 bedroom family,
and luxury housing needs, and establish a high priority to
maintain owner occupied housing.
4. Examine and improve, as necessary, present guidelines for
buffer areas between new commercial development projects and
residential properties.
5. Maintain and improve public infrastructure in neighborhoods.
6. Examine and improve housing maintenance codes and
aggressively enforce these codes.
7. Monitor effectiveness of lITruth in HousingU ordinance to
insure it is helping to maintain and upgrade residential
housing stock.
8. continue/expand existing housing programs pursuant to the
city of Hopkins Housing Plan.
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o Goal No.2 - Foster communication and cooperation between the
city, neighborhoods, schools, and the business community.
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The City will be undertaking a renewed effort as part of this
strategic Plan to further its communication efforts among and between
neighborhood residents and the business community. It is imperative to
the success of economic development arid related activities, that a
forum be provided to allow for the free flow of information between
these groups. This information will result in a greater level of
cooperation between neighborhood residents, schools, the business
community, and the city. This cooperation is a vital link to achieving
positive economic development results in our community.
suggested action steps:
1. Develop a neighborhood outreach program and establish a
Neighborhood Advisory Council (NAC) made up of
representatives from every neighborhood association.
2.
Periodic meetings between City and Neighborhood
Associations to identify issues, concerns, etc.
Organize meetings between Business Community and
Neighborhood Associations.
Closely examine impacts on neighborhoods when considering
changes in city services which affect residential areas,
i.e. snow removal, garbage service, park maintenance, code
enforcement, ~tc.
3. Maintain and improve upon communication between City'and
School District to develop a more cooperative effort toward
achieving the goals of both public entities.
4. Coordinate active distribution of "new resident packets"
with the school system, Realtors, and local apartment
complex management.
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COUNTY ROAD 3
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COUNTY ROAD 3
o Goal No.1 - Improve vehicular and pedestrian movement along
County Road 3 and enhance the link between County Road 3 and
Mainstreet.
.County Road 3 is one of four major 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 arguably the most in need of repair and upgrading. Although
other corridors of the City also may need improvement, the strategic
Planning Task Force agreed that county Road 3 was the highest priority
at this time.
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.
suggested action steps:
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. '
2. Undertakeanalysia of corridors to determine the potential
for an improvement project which will connect County Road 3
and Mainstreet.
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3. 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.
4. Undertake study of possibly reusing depot and incorporating
the City Park with County Rd. 3 improvements.
o Goal No.2 - Foster the development/redevelopment of property
along County Road 3, including consideration for a business park
and major retail uses.
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.
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Suggested action steps:
~. Determine the appropriateness of locating a business park
and major retail inVOlving large scale single uses on the
R.L. Johnson property and its impact on the community.
2. 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.
3. 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.
4. Communicate with existing business/property owners
regarding:
o potential improvement project(s)
o development/redevelopment
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Goal No.3 - 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.
County Road.3 is one of Hopkins most visible corridors, .and it
provides a perception of the economic vitality a~d quality of life in
the community. Due to the significance which ~his corridor represents,
County Road 3 must be immediately focllsed upon, for improvements both
visually and functionally~ through the development of a comprehensive
approach to upgrading this roadway and surrounding land uses.
Suggested 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 t~rm 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
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2.
Undertake communication efforts with representatives from
Hennepin County, HCRRA and city, to make the necessary
improvements as outlined by the strategic Plan, County Road
3 Task Force recommendations, Benshoof traffic study, and
Land Use study.
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 land use study for County Road 3 East between 5th
Ave. and Blake Rd. in cooperation with upgrading of the
roadway by Hennepin County. '
5. Undertake steps to implement landscaping improvements on
public property between Hwy. 169 & 11th Ave.
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MAINSTREET
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MAINSTREET
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Goal No.1 - Provide an atmosphere which will foster the
retention of existing business on or near Mainstreet Hopkins and
attract new businesses.
Mainstreet, bordered by Washington 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
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.
suqqested action steps:
1. Encourage destination type businesses with an emphasis on
the arts, entertainment and family oriented uses, to locate
on or near Mainstreet.
2. - Explore new incentive programs to attract/retain businesses
on or near-Mainstreet~
3. Improve and regularly assess existing programs to
attract/retain businesses, Le. the Commercial
Rehabilitation and Sign Grant Program, New Business
Incentive Program, Realtors Incentive Program and the
Leasing Guide.
4. Continue to promote Mainstreet Hopkins through trade show
attendance, festivals, and special events such as Farmers
Market, Parades, Heritage Days and other promotional
opportunities.
5.
Maintain an inventory of vacant buildings on or near
Mainstreet and actively distribute to Realtors and potential
lessors.
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Goal No.2 - Complete physical improvements to Mainstreet and
develop the corridors connecting Mainstreet to-county Road 3.
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 corridors linking
county Rd. 3 and Mainstreet is scheduled for completion under the
County Rd. 3 Action Plan.
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suggested action steps:
1. Undertake analysis of corridors to determine the potential
for an improvement project which will connect County Rd. 3
., and Mainstreet.
2. Analyze the impact of the Mainstreet Improvement Project as
related to parking, visual improvements, traffic, pedestrian
movement, etc.
o Goal No.3 - Develop and implement new financing programs in
order to offer new alternatives for financing redevelopment or
rehabilitation projects along Mainstreet.
Banking institutions in tbdays 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.
suggested action steps:
1. Work with the "bank consortium" 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
2. Work with area banks to establish financial incentives in
cooperation with existing City programs to support
rehabilitation or redevelopment opportun~ties on or near
Mainstreet.
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CITY-WIDE IMAGE
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CITY-WIDE IMAGE
Goal No.1 - Develop and maintain positive appearance of the City
of Hopkins.
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.
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Suggested action steps:
1. Encourage destination type businesses or uses which appeal
to consumers interested in the arts, family types of uses
and entertainment.
2. Improve appearance of entry points to City through signage,
landscaping, infrastructure, maintenance, etc.
3. Maintain and improve all public infrastructure.
Advocate the growth and stability of community service type
organizations, such as a'flfamily resource center", and civic
service organizations, such as local clubs, through
informational and cooperative support when necessary.
5. Closely examine impacts on city wide image when considering
changes in services which affect the image of the community
i.e., city wide Clean-up programs, etc.
4.
6. Prepare a program for implementation of a,pedestrian walkway
and bikeway system throughout all of the city. Incorporate
with present plans for HCRRA property.
7. Examine development of codes which closely regulate the
maintenance of commercial properties in the city.
8. Maintain and improve upon communication between City and
School District to develop a team approach toward marketing
and improving the community's image.
9. Maintain adequate buffer zones between new commercial
development projects and residential properties.
10. Encourage local organizations to continue, and improve upon
the quality of events and attractions, i.e. Mainstreet Days,
Heritage Days, Winterfest, Raspberry Days, etc.
11. Undertake communication efforts which will help to increase
pUblic awareness 'between and among the City, businesses, and
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residents, involving volunteer networks, and access to the
City's cable TV station.
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.'
13. Develop an information center in the Hopkins.
Analyze the potential of utilizing the depot as an
information center in its current location.
Examine other existing facilities centrally located
which may be able to house an information center
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