HomeMy WebLinkAbout05/06/2021 EDAC Packet
AGENDA
1. CALL TO ORDER AND ROLL CALL
2. APPROVAL OF MINUTES: March 4, 2021
3. DISCUSSION ITEMS
A. 5-Year Strategic Plan
B. Lake Drive Land Sale
C. Project Updates
4. ADJOURN
CITY OF LINO LAKES
ECONOMIC DEVELOPMENT
ADVISORY COMMITTEE
MEETING
Thursday, May 6, 2021
8:00 A.M.
Meeting to be held electronically
Pursuant to MN Statute 13D.021
How to Join the Meeting
Phone: Dial 1-312-626-6799
Meeting ID: 847 5458 4703
Web link:
https://us02web.zoom.us/j/84754584703
CITY OF LINO LAKES
ECONOMIC DEVELOPMENT
ADVISORY COMMITTEE
MINUTES
I. CALL TO ORDER
Chair Schueller called the Economic Development Advisory Committee meeting to order
at 8:01 A.M. on March 4, 2021.
II. APPROVAL OF MINUTES
Mr. Cravero made a MOTION to approve the January 7, 2021 Meeting Minutes. Motion
was supported by Mr. Vojtech, passing unanimously.
III. DISCUSSION ITEMS
A. YMCA Property Transfer and Feasibility Study Update
Mr. Grochala, Community Development Director, discussed the status of the Chain of
Lakes YMCA. He informed the board that the preliminary feasibility study will be
discussed at a special City Council work session on March 18th. Mr. Grochala
informed the board that the YMCA property was transferred back to the City on March
1st and that City Council did purchase some of the equipment from the YMCA. Mr.
Grochala highlighted some of the things that will be discussed in the feasibility study
and ways the facility could be utilized.
Mr. Vojtech asked if the YMCA operates their facilities at a profit.
Mr. Grochala stated that the YMCA is a non-profit corporation and therefore has a very
different business model. He explained that the YMCA provides a lot of need-based
assistance throughout their organization and while some facilities may turn a profit they
DATE : March 4, 2021
TIME STARTED : 8:01 A.M.
TIME ENDED : 8:49 A.M.
MEMBERS PRESENT : Jim Schueller, Andrew Cravero, Nathan Vojtech,
Patrick Kohler, Thomas Colgan
MEMBERS ABSENT : Don Johnson, Julie Jeffrey-Schwartz,
Chad Wagner
STAFF PRESENT : Michael Grochala, Janele Waterman, Jessica Eller
Economic Development Advisory Committee
March 4, 2021
Page 2
DRAFT MINUTES
help assist facilities that are less profitable. He stated that the Chain of Lakes YMCA
was not making a profit which contributed to its closure.
Mr. Cravero asked if the YMCA still maintains that the facility was too small.
Mr. Grochala stated that the YMCA has argued that the facility was too large due to a
drop in enrollment, therefore their membership levels did not support the size of the
facility. Mr. Grochala asked the board how important the facility is to them.
Mr. Kohler said the facility is not important to him because it is too far from his
residence.
Mr. Vojtech commented that his family did not utilize the facility because the price for
a YMCA membership was too expensive when compared to other fitness centers in the
area. He did reiterate how impressed he is with the Shoreview Community Center. He
commented that he thought there are some opportunities for the pool to be utilized
more.
Mr. Grochala acknowledged that the pool was probably underutilized and therefore
would be a great asset to the community.
Mr. Cravero commented that he belongs to another fitness center and that facility better
suits his needs.
Mr. Kohler recommended reaching out to Courage Kenny to see if they have any need
for additional pool space. He also commented that he has never been to the facility
before and would like to tour it.
Mr. Cravero agreed that he would like to tour the facility and also inquired about the
child care room at the facility.
Mr. Grochala stated that there is a child care room, basketball court, fitness floor, two
studios, and the pool.
Chair Schueller commented on the fact that other facilities in the area are heavily
subsidized and recommended that the City consider leasing out the different
components to different vendors.
Mr. Grochala commented that City is looking at that as a potential option.
Mr. Cravero commented that he liked the idea of people professionally trained in
running fitness centers run them.
Mr. Vojtech suggested that the City consider a senior drop-off center.
Economic Development Advisory Committee
March 4, 2021
Page 3
DRAFT MINUTES
Mr. Grochala stated that there are space limitations and acknowledged that a master
plan should be put together to determine whether or not expansion is an option in order
to continue to meet community needs.
Mr. Kohler agreed that the City is currently lacking in senior services.
Mr. Grochala said that up until last year the City was still programming activities for
seniors. He acknowledged that the facility is a perfect place to accommodate that use.
B. 77th Street Property Acquisition Update
Mr. Grochala, Community Development Director, gave an update on the 77th Street
property acquisition. The City is still working through a purchase agreement with the
principal buyer.
Chair Schueller asked if the realignment of 77th Street is a project the City would like to
go forward with regardless of any future tenets.
Mr. Grochala stated that the City would like to realign the road as it is a part of the long
term plan.
Mr. Vojtech asked if the community gardens will be relocated.
Mr. Grochala stated the City is interested in relocating the gardens and is in the process
of identifying suitable areas.
Chair Schueller commented that if the City is really motivated to sell this property
maybe the City should acquire the land needed to make the road realignment possible
showing future buyers the City is committed to this project.
Mr. Grochala said that regardless of whether this project moves forward or not the City
will look into purchasing some of the land needed for the road realignment.
C. Project Updates
Mr. Grochala gave a verbal update on Lyngblomsten, the Birch Street Reconstruction
project, the Northeast drainage project, Watermark 4th Addition, and Nadeau Acres.
IV. ADJOURNMENT
Mr. Cravero made a MOTION to adjourn the meeting at 8:49 A.M. Motion was supported
by Mr. Kohler, passing unanimously.
Respectfully submitted,
Jessica Eller, Community Development Intern
ECONOMIC DEVELOPMENT ADVISORY COMMITTEE
AGENDA ITEM 3A
STAFF ORIGINATOR: Michael Grochala
MEETING DATE: May 6, 2021
TOPIC: Economic Development Strategic Plan
BACKGROUND
As part of the City’s economic development efforts, EDAC is responsible for the preparation of
a 5-year Economic Development Strategic Plan. The plan was last updated in 2014. With the
recent adoption of the Comprehensive Plan, staff is proposing to begin work on an update.
Mr. Jim Gromberg, WSB and Associates, will be present to facilitate the process. Our focus
will be on identifying the next steps necessary to accomplish the goals outlined in the
comprehensive plan.
As discussed at the January EDAC meeting, the 2014 Plan identified four main “Areas of
Opportunity” which included:
§ Development and Implementation of a Business Retention Program
EDAC went through a process to identify a priority business list of manufactures. A
business survey was completed and business visits were started.
§ Development of the Legacy Site by City Hall
The City sold 10 acres of land to DR Horton in 2015. Rebranded as Woods Edge, the
development included 112 TH units and over 27 million in new valuation. Nine acres
remain on the site. Staff hosted a developer roundtable in summer of 2020 regarding
the remaining area. Further discussion was postponed pending determination of YMCA
future use.
§ Redevelopment of CR 49 (Hodgson Road) and County Road J
Staff facilitated the redevelopment of the northwest quarter of intersection with
Lyngblomsten. 49 Club, liquor store, and insurance building along with a single family
home were acquired and slated for demolition. Development is expected in 2021. Road
improvements to 49 and CR J are currently being planned with the developer, Anoka
County, Ramsey County, and Shoreview.
§ Development of the Commercial and Industrial Corridor along I-35E
Distribution Alternatives was relocated to a new 402,000 square foot building along
35E that included construction of 21st Avenue South. Main Street Shoppes constructed
along Otter Lake Drive with three new eating venues. Partnered with Anoka County
Regional Economic Development, Connexus Energy, and surrounding municipalities to
market the corridor as the Minnesota Technology Corridor.
Each of these areas are still relevant as we move past 2020 and each is a core component of the
2040 Comprehensive Plan implementation strategies.
Staff has attached for your review the Economic Development section of the 2040
Comprehensive Plan along with the Implementation directives.
EDAC Direction
None required. Discussion only.
ATTACHMENTS
1. 2040 Comprehensive Plan, Economic Development Chapter
2. 2040 Comprehensive Plan, Implementation Plan
Lino Lakes Comprehensive Plan Update 5-1
Chapter 5: Economic
Development
Introduction
The City of Lino Lakes is in an enviable economic development position in
the metro area� The community has many assets that set it apart from other
metro area cities and gives it an advantage in growing the local economy�
The city is one of the few cities to have interchange access on two interstate
highways and can therefore offer superior transportation convenience and
a wide range of commercial and industrial sites� The city has taken steps
in recent years to build upon these assets, expand the local economy and
upgrade the quality of design in its development. Residents have benefited
from a more diverse set of options for goods, services and employment
within the city limits. The regional profile of Lino Lakes will increase among
the commercial/industrial development community as its population grows
and competing sites closer into the Metropolitan Area’s core are developed�
This chapter will:
• Set goals and policies for economic development
• Document some of the key indicators of the city’s economy
• Describe available economic development assistance tools
• Describe the economic development priorities as established in the City’s
Economic Development Strategic Plan
Chapter 12, Implementation, includes specific strategies/ action steps that
will help the city to achieve the goals and priorities�
Lino Lakes Comprehensive Plan Update Chapter 5: Economic Development 5-2
Goals and Policies
The vision statement, as described in Chapter 1, defines what Lino Lakes should look like in the future. The goals and policies that follow were established
in the 2030 Comprehensive Plan and reaffirmed as part of the 2040 Comprehensive Plan Process.
Goal 3: Attract and encourage new light industrial, high tech, business
and professional services enterprises and maintain and expand
existing businesses in Lino Lakes�
Policies:
a� Protect designated industrial areas from residential encroachment
and marginal land uses that will preclude the highest economic use
of land available for commercial and light industrial development�
b� Develop strategies and programs to attract high tech and high value
industrial and business and professional services enterprises that
have an emphasis on job creation�
c� Encourage high-end business park development designed to attract
medical, technology, and similar industries, which provide quality
employment opportunities and have low service demand for
municipal services�
d� Encourage a comprehensive business center with services such
as wi-fi access, office space, copy services, postal and overnight
delivery pick up, and telephone services to small and start-up
entrepreneurial business owners and telecommuters who can share
space and costs�
e� Continue to support local business retention and expansion
initiatives�
f� Recognize the fundamental linkage between housing and economic
development and work to match housing availability with
community employment�
g� Promote the Anoka County Airport as an asset to corporate users�
Goal 4: Promote efficient, planned commercial and industrial expansion
within the City’s growth areas, accessible to public infrastructure and
transportation�
Policies:
a� Identify key commercial and industrial development opportunities
within the City’s planned growth areas in locations with access to
major transportation systems�
b� Encourage compact commercial development that will make
efficient use of infrastructure and resources.
c� Require that new commercial, industrial, and developments may
only occur in sewered areas in accordance with the staging plan�
d� Promote the rehabilitation and redevelopment of existing
commercial facilities by continuing to pursue and make available
various financial programs and assistance.
e� Promote the development of a major regional commercial center
which would include various types of restaurants, shopping, and
entertainment venues for both adults and children�
f� Review and clearly define design standards to promote consistent
application and timely approvals for commercial and industrial
development�
g� Promote the use of “Green” building and low impact development
techniques in new development�
h� Ensure, as areas are developed, that a specific development project
bears its proportionate share of infrastructure improvement costs
to the fullest extent possible�
Goal 5: Promote Lino Lakes’ location within the metropolitan region as
an advantage in doing business�
Policies:
a� Work to actively market Lino Lakes as a great place to live and
work�
b� Collaborate with business support organizations to serve the needs
to current and future businesses�
c� Consider the use of available financial incentives (i.e. TIF/tax
abatements/grants, etc�) to attract businesses to relocate or start up
in Lino Lakes�
Goal 1: Expand and diversify the city’s tax base by encouraging
commercial and industrial development in the Planned Residential/
Commercial, Office Residential, Signature Gateway and Town Center
Areas to lessen the tax burden on residential properties
Policies:
a� Encourage developers to take advantage of development
opportunities especially within designated redevelopment areas�
b� Establish guidelines for the appropriate inclusion of green spaces,
paths, sidewalks and other people-oriented amenities within
commercial areas and throughout the city�
c� Ensure commercial development is dispersed appropriately
throughout the community and in designated business
development areas�
d� Develop walkable neighborhoods with commercial nodes and
amenities for residents�
e� Integrate into neighborhoods those retail and service commercial
activities that serve the neighborhood�
Goal 2: Work with developers to identify innovative strategies for
attracting entry level and smaller entrepreneurial businesses to Lino
Lakes�
Policies:
a� Encourage new business owners and expanding entrepreneurial
businesses to locate here by offering available financial incentives
when consistent with city policy�
b� Work with the current business community, the Quad Area
Chamber of Commerce and the city’s Economic Development
Advisory Committee to attract new businesses and expand the
economic success of existing businesses�
c� Promote Lino Lakes’ identity as a business-friendly city�
Lino Lakes Comprehensive Plan Update Chapter 5: Economic Development 5-3
Key Indicators
This section presents data about employment trends and forecasts, and about commuting and travel patterns, both of
which reflect and influence the city’s economic development. Information on some of the other factors affecting the
local economy is also found in other plan chapters: for example age, education and income (Chapter 2, Community
Background); land use and development (Chapter 3, Land Use); and housing affordability (Chapter 4, Housing)�
Employment Trends and Forecasts
Table 5-1 and Figure 5-1 illustrate the historic and projected employment numbers since 1970 and through the
Table 5-1� Lino Lakes Employment Trends and Forecasts
Employment Households Jobs Per Household
1970 430 812 0�53
1980 771 1,388 0�56
1990 1,229 2,603 0�47
2000 2,671 4,857 0�55
2010 3,313 6,174 0�54
2020 4,700 7,000 0�67
2030 5,300 8,600 0�62
2040 6,000 10,600 0�57
Source: Metropolitan Council
2040 planning period� Lino Lakes has experienced a very consistent residential and commercial growth rate with
approximately one local job for every two households This ratio is consistent with a suburban community that does
not have a large or diversified economy, commonly referred to as a “bedroom community”. As the community grows,
the trendline shows a slight improvement, which would provide more opportunity for residents to work within the
community and provide residents with a greater diversity of goods and services�
0.00
0.10
0.20
0.30
0.40
0.50
0.60
0.70
0.80
-
1,000
2,000
3,000
4,000
5,000
6,000
7,000
1970 1980 1990 2000 2010 2020 2030 2040
Figure 5-1. Lino Lakes Employment Trends and Forecasts
Employment Jobs Per Household
Figure 5�1 Lino Lakes Employment Trends and Forecasts
Lino Lakes Comprehensive Plan Update Chapter 5: Economic Development 5-4
$-
$100
$200
$300
$400
$500
$600
$700
$800
$900
$1,000
-
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
5,000
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Figure 5-2. Employment and Wages, 2000 - 2017
Employment Establishments Average Weekly Wage
Figure 5�2 Employment and Wages, 2000-2016
A closer look at employment over the last 16 years (2000 – 2016) shows how the
number of establishments (businesses or job locations) has fluctuated along with
employment and the average weekly wages of Lino Lakes jobs� Table 5-2 and Figure
5-2 show the effects of the Great Recession of 2007 to 2012. The number of
establishments, employment and even wages decreased in 2008 through 2010. The
trend in the last several years shows that employment and wages were starting to grow
again and now exceed pre-recession levels�
Table 5-2� Lino Lakes Employment and Wages, 2000-2016
Year Employment Establishments Average Weekly Wage
2000 2,641 247 $ 661
2001 2,740 251 $ 665
2002 3,103 276 $ 685
2003 3,095 298 $ 695
2004 3,188 324 $ 728
2005 3,868 332 $ 723
2006 4,014 349 $ 764
2007 3,922 347 $ 769
2008 3,672 344 $ 776
2009 3,587 329 $ 712
2010 3,353 317 $ 698
2011 3,440 330 $ 732
2012 3,561 312 $ 758
2013 3,800 315 $ 786
2014 3,946 322 $ 788
2015 4,144 312 $ 811
2016 4,245 325 $ 850
2017 4,321 336 $ 869
Source: Minnesota Department of Employment and Economic Development (DEED), Quarterly Census of
Employment & Wages (Annual)
Lino Lakes Comprehensive Plan Update Chapter 5: Economic Development 5-5
Table 5-3� Employment by Industry, 2017
Lino Lakes Twin Cities Region (7-County)
Industry Number %Number %
Accommodation and Food Services 301 7%136,687 8%
Administrative and Support and Waste Management
and Remediation Services 35 1%96,629 6%
Agriculture, Forestry, Fishing and Hunting 38 1%2,871 0%
Arts, Entertainment, and Recreation 11 0%32,210 2%
Construction 496 12%67,603 4%
Educational Services 75 2%130,676 8%
Finance and Insurance 70 2%103,801 6%
Health Care and Social Assistance 336 8%259,652 15%
Information 0%37,253 2%
Management of Companies and Enterprises 0%69,709 4%
Manufacturing 580 14%169,480 10%
Mining 0%654 0%
Other Services (except Public Administration)307 7%56,568 3%
Professional, Scientific, and Technical Services 206 5%124,928 7%
Public Administration 617 14%69,398 4%
Real Estate and Rental and Leasing 81 2%26,558 2%
Retail Trade 622 15%167,009 10%
Transportation and Warehousing 161 4%66,658 4%
Utilities 0%6,151 0%
Wholesale Trade 323 8%80,389 5%
Total, All Industries 4,259 100%1,704,883 100%
Source: Minnesota Department of Employment and Economic Development (DEED), Quarterly Census of Employment & Wages (Average of Four
Quarters)
Table 5-3 and Figure 5-3 show employment by industry in 2016, painting a picture of what sectors of the economy
provide jobs in Lino Lakes� The table compares Lino Lakes with the Twin Cities Region and the pie chart illustrates
employment in Lino Lakes only� Lino Lakes has many of its jobs in the construction, manufacturing, public
administration and retail trade industries, at higher percentages than found in the region� This information provides
some insight into how employment in Lino Lakes might be impacted by downturns in certain economic sectors
(such as manufacturing) or what types of businesses the city may want to encourage to diversify the local economy
(such as health care or information�)
Accommodation and Food Services
7%Administrative and Support and Waste
Management and Remediation Services
1%
Agriculture, Forestry, Fishing and Hunting
1%
Construction
12%
Educational Services
2%
Finance and Insurance
2%
Health Care and Social Assistance
8%
Manufacturing
14%
Other Services (except Public
Administration)
7%
Professional, Scientific, and
Technical Services
5%
Public Administration
14%
Real Estate and Rental and
Leasing
2%
Retail Trade
14%
Transportation and Warehousing
4%
Wholesale Trade
7%
Figure 5-3. Lino Lakes Employment by Industry, 2016
Figure 5�3 Lino Lakes Employment by Industry, 2017
15%
8%
Lino Lakes Comprehensive Plan Update Chapter 5: Economic Development 5-6
Commuting and Travel Patterns
Because Lino Lakes is part of the larger Twin Cities Metropolitan area, city residents can and
do take advantage of employment opportunities throughout the region� Most Lino Lakes
residents in the labor force work outside of the city� Similarly, Lino Lakes businesses draw
their workers from the wider region�
Transportation is a key factor for business location� On one hand, the city’s unique location
at the intersection of two major interstate highways (I-35E and I-35W) provides access to
and from both Minneapolis and St� Paul downtowns and to the rest of the region, allowing
employers to draw workers from the wider region and for Lino Lakes residents to access
employment opportunities� Good transportation makes the city attractive to new businesses
(and new home buyers�) On the other hand, as commute times increase, and as travel time to
major regional attractions (such as the two downtowns and the Mall of America and similarly
to the international airport) increase, employers may find the community less attractive.
Residents desiring shorter commutes, or alternatives to driving alone, may decide to move or
not purchase homes in the city if their commute becomes too difficult or transit options are
not available� But if the local economy continues to grow and diversify, more opportunities
for local employment should be available to residents, which could have a positive impact on
overall commute times and ultimately the quality of life� More local jobs would also increase
the daytime population of the city, attracting service and retail businesses available to workers
and residents alike and further reducing the need to leave the city�
Tables 5-4 and 5-5 show the top 10 workplaces of people who live in Lino Lakes (the
“Commuteshed”) and the top 10 residences of people who work in Lino Lakes (the
“Laborshed”) in 2015� The data illustrates the mobility of Lino Lakes residents; only 4%
worked within the city of Lino Lakes� While many of them worked in nearby communities,
the greatest numbers commuted to the central cities of Minneapolis or St� Paul� Of the
jobs located within Lino Lakes, only 15% were held by Lino Lakes residents� Many of the
employees came from nearby communities, but almost half came from “other” locations—
residences not in the top 10—indicating that employers draw workers from the wider region�
The data in these tables give an approximation of commuting patterns� The Census Bureau
counted wage & salary jobs covered by unemployment insurance� Business owners, self-
employed persons, some temporary workers, family farmers, military personnel, and others are
typically are not covered, and thus not counted�
Table 5-4� Lino Lakes “Commuteshed” (2015)
Top 10 workplaces of people
who live in Lino Lakes, 2015
Workplace Workers %
Minneapolis 1,604 16%
St� Paul 1,266 13%
Blaine 981 10%
Lino Lakes 446 4%
Roseville 428 4%
Fridley 342 3%
Shoreview 322 3%
Arden Hills 258 3%
White Bear Lake 257 3%
Plymouth 218 2%
Other 3,960 39%
Total 10,082 100%
Note: Workplaces and residences not in the top 10 are counted
in “Other”�
Source: U�S� Census Bureau Local Employment-Household Dynamics�
Table 5-5� Lino Lakes "Laborshed" (2015)
Top 10 residences of people
who work in Lino Lakes, 2015
Residence Workers %
Lino Lakes 446 15%Blaine 302 10%Forest Lake 167 6%Coon Rapids 135 4%St� Paul 133 4%Hugo 130 4%Minneapolis 103 3%Ham Lake 92 3%Circle Pines 79 3%White Bear Lake 75 2%Other 1,340 45%Total 3,003 100%
Note: Workplaces and residences not in the top 10 are count-
ed in "Other"�
Source: U�S� Census Bureau Local Employment-Household Dynamics�
Lino Lakes Comprehensive Plan Update Chapter 5: Economic Development 5-7
Table 5-6� Transportation to Work, 2017
Lino Lakes Twin Cities Region (7-County)
Number %Number %
Drove alone 9,804 87%1,238,905 77%
Carpooled 435 4%131,146 8%
Worked at home 604 5%86,570 5%
Public transportation 282 3%86,553 5%
Walked 65 1%37,166 2%
Other means 69 1%30,515 2%
Total 11,259 100%1,610,855 100%
Source: American Community Survey 5Yr Summary File 2013-2017
Because most residents must leave the city for employment they spend longer than
average times commuting to and from work. Table 5-7 and Figure 5-5 show that
commute times have been increasing for Lino Lakes residents (and everyone in the
region)�
Residents of Lino Lakes use private transportation almost exclusively to reach their
employment� Table 5-6 and Figure 5-4 show how Lino Lakes residents traveled to work
in 2017, and compares it with the Twin Cities Region. Lino Lakes residents were more
likely to drive alone (87% vs 77% in the region) and less likely to have carpooled or
used public transportation� About the same percentage worked at home as in the region
(5%)�
Table 5-7� Average Travel Time to Work (Minutes)
Lino Lakes Residents Twin Cities Region (7-County)
Census 1990 24�8 20�76
Census 2000 26�7 23�03
ACS 2006-2010 26�3 23�56
ACS 2013-2017 26�7 24�57
Source: U�S� Census Bureau Decennial Census and American Community Survey
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Lino Lakes
Twin Cities Region (7-County)
Figure 5-4. Transportation to Work, 2017
Drove alone Carpooled Worked at home Public transportation Walked Other means
Figure 5�4 Transportation to Work, 2015
Figure 5�5 Average Travel Time to Work (Minutes)
0 5 10 15 20 25 30
ACS 2013-2017
ACS 2006-2010
Census 2000
Census 1990
Figure 5-5. Average Travel Time to Work (Minutes)
Twin Cities Region (7-County)Lino Lakes Residents
Lino Lakes Comprehensive Plan Update Chapter 5: Economic Development 5-8
Table 5-8� Travel Time to Work, 2017
Lino Lakes Twin Cities Region (7-County)
Number %Number %
Less than 10 minutes 786 7%151,241 10%
10 to 14 minutes 1,016 10%189,332 12%
15 to 19 minutes 1,228 12%246,499 16%
20 to 24 minutes 1,901 18%266,605 18%
25 to 29 minutes 1,023 10%135,292 9%
30 to 34 minutes 1,951 18%234,653 15%
35 to 44 minutes 1,219 11%122,040 8%
45 to 59 minutes 1,114 10%109,835 7%
60 or more minutes 417 4%68,788 5%
Total 9,869 100%1,524,285 100%
American Community Survey 5Yr Summary File 2013-2017
Table 5-8 and Figure 5-6 break down travel time for 2017, showing that Lino Lakes residents were less
likely to have shorter than average (25 minutes or less) commute times, and many residents endure
commutes of 45 minutes or longer�
More local job opportunities would reduce the need for Lino Lakes residents to leave the city for
employment. As commutes become more difficult, Lino Lakes residents may look for alternatives to
driving alone, such as transit or carpooling� Housing close to job opportunities will be more desirable
and also reduce the need for long commutes� Balancing employment growth with transportation and
housing development will help make Lino Lakes more attractive to businesses and residents alike�
Table 5-9 and Figure 5-7 show travel time from Lino Lakes to selected destinations in the region. Travel
times to the Mall of America and the Minneapolis and St� Paul Central Business Districts have increased
since 2005 and will continue to get longer between now and 2030�
The Mall of America is included because data for the International Airport is not available but it
is nearby the Mall� Travel time to the airport may be important to some businesses, which may be
discouraged from locating in Lino Lakes as travel times increase� However, the city’s proximity to general
aviation airports (including Anoka County/Blaine) may be seen as an advantage by others�
0% 2% 4% 6% 8% 10% 12% 14% 16% 18% 20%
60 or more minutes
45 to 59 minutes
35 to 44 minutes
30 to 34 minutes
25 to 29 minutes
20 to 24 minutes
15 to 19 minutes
10 to 14 minutes
Less than 10 minutes
Figure 5-6. Travel Time to Work, 2017
Twin Cities Region (7-County)Lino Lakes
Figure 5-6� Travel Time to Work, 2017
Lino Lakes Comprehensive Plan Update Chapter 5: Economic Development 5-9
Figure 5-7� Travel Time, Lino Lakes to Selected Destinations, AM Peak
(Minutes)
0
10
20
30
40
50
60
70
80
90
100
2005 2010 2020 2030
Figure 5-x� Travel Time, Lino Lakes to Selected Destinations, AM
Peak (Minutes)
Mall of America Minneapolis Central Business District Saint Paul Central Business District
Economic Development Assistance
Statutory Authority
Minnesota cities have a large array of powers and tools for assisting and encouraging economic development� Some
key sources of statutory authority come from the following:
• Constructing public improvements and levying special assessments – Chapter 429
• Constructing, operating, and maintaining water, sanitary sewer and storm water utility systems – Section 444.075
• Creating and using special service districts – Sections 428A.01 through 428A.101
• Creating and using housing improvement areas – Section 428A.11
• Establishing and using tax increment financing districts – Sections 469.174 through 469.1791
• Making and using tax abatement levies – Sections 469.1812 through 469.1815
• Powers granted to cities through housing and redevelopment authorities – Sections 469.001 through 469.047
• Powers granted to cities through economic development authorities – Sections 469.090 through 469.1081
• Lease financing for real and personal property – Section 465.71
Every statutory power contains a unique set of authorizations and restrictions� In some cases, the city may have
several options. For example, public improvements can be financed with special assessments, special service
districts, housing improvement areas, tax abatement, and tax increment financing. The tools are interrelated, and
the city may use several for one project. To evaluate the use of potential statutory powers, the city should find the
answers to the following questions:
• Who can use the powers? Most municipal powers are granted directly to the city council directly, but some may
reside only or optionally with another entity, such as a housing and redevelopment authority (HRA) or economic
development authority (EDA)�
• How do the powers function? Every municipal development power carries different requirements and
procedures, which may have advantages or disadvantages in each situation. For example, tax increment financing
involves a complex set of statutory requirements� Property owners must petition to start the process for
establishing a special service district� Property tax abatement discussions should involve the county and school
district�
• Does the power provide funding capacity? Some statutes offer access to revenue or debt financing. When
evaluating these tools, the city will need to ask:
• What revenues are authorized?
• How can the revenues be used?
• Can the city issue the bonds as “general obligations,” achieving the lowest interest rates?
• Do the bonds count against the city’s debt limit?
• What approvals are needed to authorize use of these powers?
Table 5-9� Travel Time from Lino Lakes to Selected Destinations
Destination 2005 2010 2020 2030
AM (6-9)
Mall of America 68�61 61�42 81�74 87�95
Minneapolis Central Business District 53�16 51�73 62�42 68�35
Saint Paul Central Business District 39�75 39�92 50�38 55�5
PM (3-7)
Mall of America 69�86 72�11 80�35 82�38
Minneapolis Central Business District 41�61 44�24 48�8 50�78
Saint Paul Central Business District 30�89 31�69 35�06 35�56
Source: Metropolitan Council Travel Demand Forecasting Model, 2010
Lino Lakes Comprehensive Plan Update Chapter 5: Economic Development 5-10
Finance Tools
The investment of public dollars to achieve economic development
objectives should be guided by several key principles:
• Financial resources are limited� The city has limited funding to apply
to economic development initiatives, so the use of resources must be
targeted to achieve the greatest effect on the community�
• Financial decisions require long-term perspective� The current use
of financial resources may reduce monies available in the future. In
evaluating short-term opportunities, it is important to question the long-
term impact on community development�
• Public funds should lead to private investment� While this section focuses
on public finance actions, economic development cannot become reality
without private investment� The use of public funds should be targeted
to actions that encourage private investment in Lino Lakes�
Figure 5-8 lists some of the tools that are available to the City of Lino Lakes.
Each finance tool has unique requirements which are subject to constant
state and federal law changes� Each one creates different obligations on
the part of the city� For example, the city takes the lead with tax increment
financing, and will have on-going administrative responsibilities. If certain
city assistance qualifies as a business subsidy under state law, the city will need
to establish, monitor and annually report on achievement of job and wage
goals� Using some other tools (such as an industrial revenue bond) may have
minimal city reporting on monitoring requirements once they are established,
but may be subject to state allocations administered by the state Department
of Employment and Economic Development (DEED) when they are issued�
Some of the available tools do not provide direct assistance or subsidies to
businesses at all, but can still be used to encourage economic development�
For example, the city can invest in its utility and roadway systems to make
development possible and spur private investments that further the city’s
goals�
Economic Development Priorities
In 2014 the city evaluated the opportunities for economic growth within
Lino Lakes, representing the various types of development currently facing
the community: housing, commercial, industrial and redevelopment� The city
developed priorities based on a review of each area’s positive aspects and
potential challenges. Four areas of opportunity were identified.
• Development and implementation of a Business Retention and
Expansion Program (BRE)
• Lino Lakes Town Center, located at Interstate 35 and Lake Drive
• Redevelopment of the intersection of Hodgson Road (CSAH 49) &
County Road J (Ash Street)
• The Commercial and Industrial Corridor along Interstate 35E and
County Road 14
Business Retention and Expansion
Retention and expansion of key businesses is an important strategy
in promoting continued economic growth� It is an avenue by which
communities promote reinvestment and facilitate employment growth� By
establishing a formal Business Retention and Expansion (BRE) Program,
Lino Lakes can enhance its relationship with key existing businesses� The
BRE is an avenue to gather information about local business activity,
anticipate changes in a company’s status, and work to retain the businesses
that provide the greatest positive economic impact�
Figure 5-8� Economic Development Tools
Lino Lakes’ Charter places some limitations on using special
assessments as an economic development tool compared to other
communities� The City Charter contains a process to allow property
owners to use petitions to protest a special assessment project and
prevent it from occurring if there is sufficient opposition. In addition, if
the proposed special assessment is for less than 100% of the cost of the
improvement, a citywide vote is required�
Tax Increment Financing
Property Tax Abatement
Special Assessments
Special Service Districts
Housing Improvement Area
Utility Revenues
DEED Grant and Loan Programs
Street State Aid
Street Reconstruction
Lease Revenue Bonds
Capital Improvement Bonds
EDA/HRA Tax Levies
Industrial Revenue Bonds
Lino Lakes Comprehensive Plan Update Chapter 5: Economic Development 5-11
Figure 5-9� Lino Lakes Town Center
Lino Lakes Town Center
The I-35W/Lake Drive interchange represents the city’s Town Center� Within
the Town Center, commercial land uses are proposed at all four quadrants of
the freeway interchange� The city intends the Town Center area to become a
commercial and civic focal point for the community�
The SE quadrant of I-35W/Lake Drive interchange I-35W/Lake Drive
interchange represents the Lino Lakes Town Center� This area, developed
in 2004 as Legacy at Woods Edge, is intended to integrate a mixture of
commercial, medium and high density residential, and public land uses in an
attractive and cohesive design� City Hall, a YMCA, and a community green
emphasize the community focus� A complete “Design and Development
Guide” has been adopted to support the community’s vision and establish
standards for all development within the area� The project was a causality of
the Great Recession and the property reverted to the State of Minnesota due
to tax delinquency�
In 2013 the City’s Economic Development Authority (EDA) obtained
ownership of the remaining 20 acres through special legislation, allowing
for greater authority in determining the type and timing of development�
Lino Lakes’ ability to be flexible both on land sale pricing and type of
development, plus the potential to assist with financing gaps will ultimately
facilitate a development plan that meets the city’s goals� In 2015 the EDA
facilitated the sale of 11 acres to a national builder for the completion of
the town home area in the northeast quadrant of the site consistent with
the development master plan� Approximately nine acres remain� The city
may wish to consider rebranding the site as part of its continued marketing
efforts�
Interstate 35E and County Road 14 Corridor
The Interstate 35 Corridor, centered on County Road 35E represents the
City’s largest potential for commercial and industrial development� With
over three miles of interstate frontage on both sides of the interstate the
site offers excellent visibility and access for commercial and industrial
development� Located equal distance from existing market hubs of Vadnais
Height (County Road E) and Forest Lake, the interchange area provides
principal access to growing markets of Lino/Centerville and Hugo/south
Forest Lake�
The city has previously undertaken both planning and infrastructure
improvements in the area to prepare for and facilitate commercial and
industrial development� The 35E Corridor Alternative Urban Areawide
Review (AUAR) was completed in 2005 and continues to be updated� The
city partnered with Anoka County to reconstruct the I-35E/Main Street
interchange in 2010� The city completed the Northeast Lino Lakes Drainage
Area Comprehensive Stormwater Management Plan to address storm water
management deficiencies in the corridor covering approximately 1,300 acres.
The 2040 Land Use plan also includes the establishment of a Business
Campus designation to provide for the high-quality, integrated
development of a wide range of business uses�
Town Center PkwyLake DrVillage Dr
Lino Lakes Comprehensive Plan Update Chapter 5: Economic Development 5-12
Master Planning Study for County Road J & Hodgson Road
Lino Lakes, MN
November 1, 2006
LN04004
C ONCEPT P LAN
connect to existing
and proposed trails
realign Ware Road
intersection
manage and
filter storm
water runoff
with ponds,
dry creeks and
raingardens
provide green buffers
around residential
connect residential streets
conserve & protect
natural resources
wetlands, water
ways, habitat
and vegetation
connect neighborhoods
to local commercial,
with trails, sidewalks
welcoming plazas
and open space
enhance the corners
to create a gateway
into Lino lakes
0 100 200 400
road and intersection improvements will include
wider right-of-way, new traffic signal and access
management with medians and limited entry points
design new streets and intersections
to be safe and pedestrian-friendly
plan for a mix of
housing types
Figure 5-10� Hodgson Road & Country Road J Master Plan, 2007Hodgson Road (CSAH 49) & County Road J (Ash Street)
Redevelopment of this area would have several community benefits. Suited
toward smaller scale neighborhood development, the site is located at the
southern gateway to Lino Lakes� Positive aspects to redevelopment include
the elimination of blight, addition of new goods and services, and increased
tax base� Challenges include the collaboration of multiple cities and counties,
infrastructure construction and lower densities that surround the area� The
site has been highlighted in past Lino Lakes’ economic development plans�
Recently, neighboring Shoreview has studied the area for redevelopment
potential as part of a transitional corridor study� Collaboration with
Shoreview is critical to effectively redevelop the area� Additionally, there are
outside financial resources that can be researched and grant funds sought to
help facilitate investigation, acquisition and site improvements�
The Hodgson Road & CR J Master Planning Study was approved by the
City Council in 2007. The plan establishes a general land use design, but
does not mandate the exact site layout or specific uses of individual parcels.
The design of individual development projects must accommodate the
infrastructure needs for the larger study area� Future amendments of the
Plan may be appropriate to address evolving community needs, market
forces, and regulatory requirements�
The city has completed a master utility plan for the development area in 2014
and is proceeding with planning for trunk utility improvements to service the
area� The city also worked with a property owner to facilitate demolition of
an existing substandard building in the northwest quadrant to help set the
stage for future development�
Lino Lakes Comprehensive Plan Update Chapter 12: Implementation 12-5
Economic Development
To implement the goals and polices of the Economic Development Plan, the city will
consider the following actions:
1� Collaborate with business support organizations to serve the needs of current and
future businesses�
2� Develop strategies and programs to attract high tech and high value industrial
and business and professional services enterprises that have an emphasis on job
creation�
3� Continue to support local business retention and expansion initiatives by
implementing a Business Retention and Expansion Program�
4� Promote the rehabilitation and redevelopment of existing commercial facilities
by continuing to pursue and make available various financial programs and
assistance�
5� The Economic Development Advisory Committee (EDAC) will continue to prepare
five-year economic development plans and one year action plans.
6� Consider the use of available financial incentives (i.e. TIF/tax abatements/grants,
etc�) to attract businesses to relocate or start up in Lino Lakes�
7� Work to actively market Lino Lakes as a great place to live and work�
8� Promote development of identified “Opportunity Areas”: Legacy at Woods Edge,
CR 49/J and I-35E Corridor�
Transportation
To implement the goals and polices of the Transportation Plan, the city will consider
the following actions:
1� The city should periodically review and update the Transportation Plan and its
traffic forecasting model, based on estimates of future development, population
trends, changing financial resources, and citizen and local government input.
Depending on the speed and degree of change, it is recommended that the plan be
reviewed at least every five to ten years.
2� The City of Lino Lakes will continue to coordinate with adjacent jurisdictions
(i�e�, Blaine, Hugo, North Oaks, Shoreview, and Circle Pines) as well as Anoka
County, Ramsey County, Washington County, and MnDOT when planning future
improvements� Coordination among jurisdictions will provide opportunities for
collaboration that could benefit all agencies and the public. This may result in
financial and time savings through economies of scale, as well as potentially
reducing construction impacts to residents through the coordination of projects�
3� Recommended changes to the functional classification system will be adopted
by the city as part of the adoption of the overall Comprehensive Plan Update�
Changes that involve “Other” Minor arterials, Major Collectors or Minor Collectors
may be made without the approval of another agency, provided these changes are
consistent with state and county plans� However, the changes and the resulting
functional classification should be officially reported to the Metropolitan Council
under separate communication to ensure that the Metropolitan Council has the
opportunity to update their records� Any proposed change to a Principal Arterial
or ‘A’ Minor Arterial designation will need to be approved by the Transportation
Advisory Board (TAB) of the Metropolitan Council� Since these changes are likely
to involve either state or county roadways, the city should work closely with these
agencies to ensure that the process of approval is carried forward�
4� The City of Lino Lakes will work to support the access management guidelines of
other jurisdictions� The city is aware that both Anoka County and the Minnesota
Department of Transportation (MnDOT) have access guidelines managing their
Timing Timing
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Short
Ongoing
Ongoing
Ongoing
ECONOMIC DEVELOPMENT ADVISORY COMMITTEE
AGENDA ITEM 3B
STAFF ORIGINATOR: Michael Grochala
MEETING DATE: May 6, 2021
TOPIC: Sale of Lots 12-13, Block 2, Carole’s Estates 2nd Addition
BACKGROUND
City staff has continued to negotiate the sale of 2.01 acres of property (12-16, Block 2, Carole’s
Estates), with Vaquero Ventures Management. There have been three major sticking points
related to the discussions:
1. Restrictive Covenants. We have required as a condition of sale that the property cannot
be used for automobile or truck repair or as a motor fuel facility. We are receptive to a
retail store selling automotive parts may provide services ancillary to operation such as
battery replacement.
2. Reconveyance. Our main goal in selling the property is to further economic
development efforts to generate additional tax base for the community. We do not want
to sell the property and have it held for investment or other purposes. We have included
a clause that allows the City to reacquire the property if no permit is issued or if no
construction begins within two years of closing. The acquisition price is the same as the
sale price.
3. Road Relocation. Buyer has requested completion of the road realignment of 77th prior
to closing. The City will not agree to that provision. As an alternative, both buyer and
seller have agreed to negotiate a Road Relocation Escrow Agreement (RREA). The
agreement will identify the scope of work to be undertaken, a schedule for
improvements, cost allocation and any necessary conveyances, land use approvals and
vacation proceedings. The agreement must be completed within 120 days of execution
of the purchase agreement or either party may terminate the agreement.
RECOMMENDATION
Staff is requesting EDAC input on the proposed conditions of sale.
ATTACHMENTS
1. General Location Map
2. Street Realignment and Concept Exhibit
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