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HomeMy WebLinkAbout11/04/2021 EDAC PacketCITY OF LINO LAKES ECONOMIC DEVELOPMENT ADVISORY COMMITTEE MEETING Thursday, November 4, 2021 8:00 A.M. Community Room AGENDA 1. CALL TO ORDER AND ROLL CALL 2. APPROVAL OF MINUTES: October 7, 2021 3. DISCUSSION ITEMS A. Draft 5-Year Strategic Plan B. Take 5 Car Wash and Oil Change PUD Concept Plan Review C. Project Updates 4. ADJOURN CITY OF LINO LAKES ECONOMIC DEVELOPMENT ADVISORY COMMITTEE MINUTES I. CALL TO ORDER Mr. Grochala called the Economic Development Advisory Committee meeting to order at 8:02 A.M. on October 7, 2021. II. APPROVAL OF MINUTES Mr. Cravero made a MOTION to approve the September 2, 2021 Meeting Minutes. Motion was supported by Mr. Vojtech, passing unanimously. III. DISCUSSION ITEMS A. Moratorium for Mini Self-Storage Facilities Mr. Grochala, Community Development Director, presented the staff report. On September 28, 2021, the City Council adopted an interim ordinance creating a moratorium on the development of mini self-storage facilities. Staff has recently received inquiries from developers wanting to construct more mini self-storage facilities. Since the City is currently updating its zoning ordinance, staff recommended a one (1) year moratorium on mini self-storage facilities to allow time to review and possibly amend the ordinance. Mr. Colgan commented storage facilities are extremely lucrative for investors. Mr. Vojtech commented they are being utilized and therefore are serving a purpose in the community. Mr. Colgan commented storage facilities are unsightly. DATE : October 7, 2021 TIME STARTED : 8:02 A.M. TIME ENDED : 9:06 A.M. MEMBERS PRESENT : Andrew Cravero, Nathan Vojtech, Patrick Kohler, Thomas Colgan, Chad Wagner, Don Johnson MEMBERS ABSENT : Jim Schueller, Julie Jeffrey-Schwartz STAFF PRESENT : Michael Grochala, Jessica Eller Economic Development Advisory Committee October 7, 2021 Page 2 DRAFT MINUTES Mr. Grochala commented there is certainly an aesthetic issue. In addition, in terms of the tax value they generate, there is a value problem. We want to maximize our sites and do not want to give up our high visibility high value sites for mini storage when we are hoping for a higher end product. Mr. Kohler asked what the typical customer is for this type of product. Mr. Colgan commented feasibility studies show that smaller units are utilized by people who are either in transition, downsizing or accumulating. The larger units are utilized by small business owners and families. He commented the price point is very affordable. Mr. Vojtech stated he has a storage unit and commented he sees all types of people using them. Mr. Wagner commented mini storage has been going on for years and is not a phase. He stated he has concerns about storing items outside the unit because it is an eyesore. Mr. Vojtech agreed and commented facilities with outside storage always look untidy. Mr. Grochala commented staff is working on identifying additional regulations for such facilities. Mr. Vojtech stated outside storage should be treated completely different from internal mini storage. Additionally, placement is important and they do not need to be located on a premier site. Mr. Wagner asked if the fully enclosed climate-controlled storage facilities are considered undesirable. Mr. Grochala stated those are high value buildings and would encourage that type of product. Staff is discussing suitable locations for these and are considering allowing them in some commercial areas. Mr. Colgan asked what the maximum height is for an industrial warehouse. Mr. Grochala stated the maximum height is 45 feet, but it can be exceeded with a conditional use permit. Interior storage facilities would be considered a public warehouse and would be allowed in the City’s industrial parks. Ms. Teresa O’Connell asked how customers would store larger objects in the interior storage facilities. She also owns a storage unit and commented many people use storage space to store large items that cannot fit in the internal storage facilities. Economic Development Advisory Committee October 7, 2021 Page 3 DRAFT MINUTES Mr. Wagner asked what kind of direction staff is looking for. Mr. Grochala stated he wanted to inform the committee there is a moratorium on mini self-storage facilities so the City will not approve anything until staff has had time to review and possibly amend the ordinance. Staff will take these comments and come back with some standards. B. Clearwater Creek Business Park – Rehbein Properties Comp Plan Amendment and Interim Land Use Mr. Grochala, Community Development Director, presented the staff report. Rehbein Properties is actively working on development of property they own in Centerville and Lino Lakes. As part of the development planning, they have asked for the City’s receptiveness to considering allowing the relocation of their black dirt stock pile operation from its current location across 21st Avenue to a site in Lino Lakes and amending the Comprehensive Plan to change the land use from Commercial to Industrial on a parcel they own immediately north of Clearwater Creek. Mr. Colgan asked what Distribution Alternative generates in taxes for the City. Mr. Grochala stated the total taxes for that building are approximately $350,000 per year, and the City receives one-third of that. Mr. Colgan stated we could allow the land owner to relocate the stock pile for a limited time while we wait for another large building that can generate more income, which may be the highest and best use. Mr. Grochala commented there is a lot of preparatory work to get this site ready. However, there are some positives that make it attractive to a potential end user. As we get closer to the interchange, this land becomes more valuable so eventually the landowner will be interested in selling instead of leaving their dirt pile there. What concerns me most is I know Centerville has encountered many problems in terms of regulation over the years. We would have to be very specific in our timeline and what the requirements are. Mr. Wagner asked if there is some way the businesses who are affected by the increased traffic and dust could be accommodated. Mr. Cravero commented these businesses are already dealing with it, the stock pile is just moving to the other side of the street. Economic Development Advisory Committee October 7, 2021 Page 4 DRAFT MINUTES Mr. Grochala showed the committee an image of the current site conditions. He stated the owner could create a berm to block the operation from the view of the other businesses and help alleviate dust-related issues. Mr. Kohler asked if there would be restrictions on the industrial parcel. Mr. Grochala commented because of where this site is located we might see more manufacturing or light industrial development. We have to determine what type of development we would like to see on that site. Mr. Vojtech asked if they are using conveyor belts to move the dirt. Mr. Grochala stated they are using trucks. Mr. Cravero stated if there are adequate regulations on it, it might be a good idea if the City wants to control it. Mr. Colgan commented if there is a good user and the architecture can be upgraded, we should try to attract them immediately. C. Priority BRE List – Business Descriptions Mr. Grochala, Community Development Director, presented the staff report. EDAC is in the process of updating the 5 Year Economic Development Strategic Plan. As part of the Business Retention and Expansion (BRE) program business review, staff has provided a description of existing businesses in the local industrial parks. Mr. Grochala commented the committee should reference this list as we start to prioritize which businesses to visit as part of the BRE program. D. Project Updates Mr. Grochala provided verbal updates to the Board on current City projects. IV. ADJOURNMENT Mr. Cravero made a MOTION to adjourn the meeting at 9:06 A.M., passing unanimously. Respectfully submitted, Jessica Eller, Community Development Intern 1 ECONOMIC DEVELOPMENT ADVISORY COMMITTEE AGENDA ITEM 3A STAFF ORIGINATOR: Michael Grochala, Community Development Director EDAC MEETING DATE: November 4, 2021 TOPIC: Draft 5-Year 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. Over the past 11 months, staff and EDAC committee members have been working on updating this plan. From our past discussion and review of the 2014 Strategic Plan, staff has assembled a draft 2021 – 2025 5-year plan for EDAC’s review and consideration. The document is intended to be a guide to help prioritize the City’s economic development efforts. The 2021 – 2025 Plan identifies six main priorities which include: Priority 1: Develop Balance of Woods Edge Property Summary: The site is located at Interstate 35W and Lake Drive. The City retains approximately 9 acres of property. The area is guided and zoned for a mix of commercial and high-density residential uses intended to serve as the City’s “Town Center”. The transition of the YMCA to a City facility provides an opportunity to revisit the vision for the area and create an identity for future development. EDAC recognizes the private market will prescribe the ultimate development scenario; however, there are key elements which are within the City’s sphere of influence. 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 assist in the facilitation of a development plan that meets the city’s goals. Priority 2: Business Retention and Expansion Program Summary: 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. EDAC identified business retention as a high priority for the City’s economic development efforts. 2 Priority 3: Workforce Development Plan Summary: Access to labor pools and a skilled workforce is critical to retention of existing businesses and facilitating new opportunities. Linking local businesses with workforce development resources is an important role for City Economic Development efforts. Priority 4: Identification of Potential Redevelopment Areas and Strategic Acquisitions Summary: Reinvesting in underutilized property is a valuable tool for City economic development efforts. The City should also be ready to act when property becomes available to meet long term development and infrastructure needs. Priority 5: Continue to Promote Development of the I-35E/Main Street Corridor Summary: Development in this area will be predominantly market driven. The construction of the Watermark housing development creates additional commercial opportunities. Industrial development interest is increasing, but will be dependent on the availability of public infrastructure to serve the sites and active landowner participation. Infrastructure improvements and “readiness” will be a driving factor in attracting new development. The City’s partnership with the Minnesota Technology Corridor provides regional exposure to the locational benefits of the area. Priority 6: Updating and Expanding the City Marketing Materials Summary: The development and updating of the marketing materials for the community to be able to readily react to opportunities for new projects and the expansion of existing businesses. EDAC CONSIDERATION Discuss plan and recommend its adoption ATTACHMENTS 1. Draft 5-Year Strategic Plan Lino Lakes Economic Development Strategic Plan NOVEMBER 2021 CITY OF LINO LAKES 600 TOWN CENTER PARKWAY LINO LAKES, MN 55014 651.982.2400 2Lino Lakes Economic Development Strategic Plan The Lino Lakes Economic Development Advisory Committee (EDAC) assists community leaders and staff in the continued development and growth of the City. As part of this assistance, the EDAC develops a strategic plan to identify priorities for the community and the EDAC over the course of the next 5 years. The EDAC last completed a strategic plan in 2014 to provide focus on the economic development priorities that will provide the greatest value to the community as it continues to grow and develop. The development of these goals and focuses in 2014 provided the basis for the plan but didn’t prevent the city from actively working on and responding to project requests from the state, GREATERMSP and other partners. The updated strategic plan will continue to build upon this flexibility in the plan to react to the conditions and opportunities facing the community. Lino Lakes Economic Development Strategic Plan 3Lino Lakes Economic Development Strategic Plan Economic development does not operate in a vacuum and touches several different areas in a community outside of traditionally recognized job and tax base development. These areas can include the development of housing opportunities, workforce development (development of people with the skills for new positions), infrastructure planning, and quality of life issues. The understanding of the complexity of economic development results in the creation of the 3 Ps of economic development. These tenants of economic development are: The successful implementation of these principles will result in the community gaining the most covenanted of the “Ps” of a new project. As the EDAC is currently in the process of updating its strategic plan for the next 5 years, the areas that have been identified as the focuses and goals fit within the Ps of economic development. This preparation includes the development of programs and focuses to allow for the city to be successful in the attraction and retention of businesses to the community. In addition, the priorities will also include how the community can improve the quality of life for the residents of Lino Lakes. With the final priority being the development of new and updated marketing materials or the process of telling our story. As the EDAC knows, over 85% of business growth is from currently existing businesses in the community. The active retention of those businesses is facilitated by the development of relationships with the company, the ability to understand their needs, and how the city can assist in meeting those needs therefore helping the company to grow and prosper. This methodology is used to also advance the other priorities identified with the development of strong relationships with the affected parties and property owners. 4Lino Lakes Economic Development Strategic Plan Demographics The development of these relationships often starts with the understanding of the communities’ demographics and how they affect the potential projects and the businesses in the community. This information provides the basis for the objectives that the community will begin to work towards solving in the future. The demographics of Lino Lakes has seen significant change in several demographic areas over the last few years. POPULATION The population for Lino Lakes has grown steadily since 2010, resulting in a 10% increase in the population. This continued steady growth will help the community as local companies grow and new companies join the community accessing new employees. It will also affect the need for additional housing and may drive the value of existing housing higher, causing additional strain on housing affordability in the community. 5Lino Lakes Economic Development Strategic Plan EDUCATION The City also has a well-educated workforce, with more than 77% of the workforce having some college experience. This includes 48% with a bachelors or higher degree. Technical Colleges or 2 year degrees are included in the some college number of residents at 29%. This high level of education compared to the states overall education level of 32% with some college and 37% with a bachelors degree or higher. INCOME This higher level of education also provides the additional support of the higher median income for the City. Lino Lakes currently has a median household income of $115,519 compared to Minnesota’s median household income of $69,559. The City is also significantly above the MSA which is at $83,904. In addition to the higher household income, the City also has a significantly higher per capita income for the community. In 2021, Lino Lakes has a per capita income of $43,617 compared to the states per capita income of $36,727 and the MSA’s of $42,459. The lower separation of the per capita income level reflects the younger age in the community, resulting in families with children still living with their parents. This higher median income also has the advantage of the City having a wealth index of 190 compared to the MSA’s index of 127 indicating that the city has significantly above average wealth (an index of 100 would indicate average wealth). The wealth index is based upon the entire wealth of a household including material possessions and resources. MEDIAN AGE In addition to the continuing growth of the population of the community, the median age also affects many aspects of the economic wellbeing of the City. Lino Lakes currently has a median age of 38 years old compared to the states median age of 39 years and is in-line with the Minneapolis/St. Paul MSA’s of 37.9 years. The younger median age of the population provides the future opportunity for continued growth of the median income as these residents reach their maximum earning years. The lower median age also provides the potential opportunity for future workforce growth as they graduate and become members of the workforce. This opportunity also allows for the development of long-term relationships with the community and businesses as they continue to age. 6Lino Lakes Economic Development Strategic Plan AFFORDABILITY When looking at the affordability of housing, the City has a housing affordability index of 185 compared to the MSA rating of 146. The housing affordability index is based on the level of the median income of an area to qualify for a mortgage on a home at the median home price. An index of 100 means that households with a median income will not be a cost burden for housing costs. Housing While population growth and a higher per capita income are a positive for the community, they can present several challenges for the City. One of these challenges is the availability and cost of new housing for new residents and residents looking to move up in the type of housing. This housing market activity can cause an increase in the selling price and value of homes resulting in homes being less affordable for new and younger families. The aging of the housing stock will also present opportunities for the community as those moving into those units begin to update and replace systems (e.g., furnaces, air conditioning, and appliances) increasing the need for additional services. Areas with housing stock that has outlived its useful life span may provide the opportunity for redevelopment as the city continues to grow and develop. MEDIAN HOME VALUE The City currently has a median home value of $333,076 compared to the Minneapolis/St. Paul MSA value of $297,739. While this higher value has advantages for the City and current homeowners, it may prevent new families from owning a home. AGE OF HOUSING STOCK Lino Lakes is a young community that has seen significant growth over the last 20 years. The City is now seeing an aging of the current housing stock with a majority of the housing being constructed prior to 2000. Over 73% of the current housing stock is 20 years old or older. 7Lino Lakes Economic Development Strategic Plan Goals The EDAC has recognized these demographic changes in the community and incorporated them in the updated goals and focuses of the EDAC over the next 5 years. The updated plan has also incorporated the goals from the recently completed 2040 Comprehensive Plan as the basis for the areas of focus of the plan: 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. Work with developers to identify innovative strategies for attracting entry level and smaller entrepreneurial businesses to Lino Lakes. Attract and encourage new light industrial, high tech, business and professional services enterprises and maintain and expand existing businesses in Lino Lakes. Promote efficient, planned commercial and industrial expansion within the City’s growth areas, accessible to public infrastructure and transportation. Promote Lino Lakes’ location within the metropolitan region as an advantage in doing business. 8Lino Lakes Economic Development Strategic Plan PRIORITY 1: Develop Balance of Woods Edge Property The site is located at Interstate 35W and Lake Drive. The City retains approximately 9 acres of property. The area is guided and zoned for a mix of commercial and high-density residential uses intended to serve as the City’s “Town Center”. The transition of the YMCA to a City facility provides an opportunity to revisit the vision for the area and create an identity for future development. Priorities Using those goals as a template, the EDAC has developed the following list of priorities to focus on for the implementation of the goals from the comprehensive plan. PRIORITY 2: Business Retention and Expansion Program 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. EDAC identified business retention as a high priority for the City’s economic development efforts. EDAC recognizes that the private market will prescribe the ultimate development scenario; however, there are key elements which are within the City’s sphere of influence. 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 assist in the facilitation of a development plan that meets the city’s goals. PRIORITY 3: Workforce Development Plan Access to labor pools and a skilled workforce is critical to retention of existing businesses and facilitating new opportunities. Linking local businesses with workforce development resources is an important role for City Economic Development efforts. 9Lino Lakes Economic Development Strategic Plan PRIORITY 4: Identification of potential redevelopment areas and strategic acquisitions Reinvesting in underutilized property is a valuable tool for City economic development efforts. The City should also be ready to act when property becomes available to meet long term development and infrastructure needs. 2 PRIORITY 5: Continue to promote development of the I-35E/Main Street Corridor PRIORITY 6: Updating and Expanding the City Marketing Materials The development and updating of the marketing materials for the community to be able to readily react to opportunities for new projects and the expansion of existing businesses. The development and adoption of a strategic plan requires that the EDAC also develop and implement a process for completing the priorities and the regular review of those priorities to adjust as required by the economic environment and conditions. This allows for the EDAC to be successful in their goals for the continued development and growth of the community. The development of this process and tracking system is most easily completed by the creation of a matrix with the goals listed and the steps for the completion of those goals listed and assigned. This allows for the EDAC to readily track their progress and what changes need to be made based on economic conditions. In addition to allowing the EDAC to track their progress, it also allows for the EDAC to show progress and communicate successes for the community. Development in this area will be predominantly market driven. The construction of the Watermark housing development creates additional commercial opportunities. Industrial development interest is increasing but will be dependent on the availability of public infrastructure to serve the sites and active landowner participation. Infrastructure improvements and “readiness” will be a driving factor in attracting new development. The City’s partnership with the Minnesota Technology Corridor provides regional exposure to the locational benefits of the area. 10Lino Lakes Economic Development Strategic Plan EDAC Strategic Plan Implementation Matrix Implementation PRIORITY 1: Develop Balance of Woods Edge Property ACTION STEPS ASSIGNED TO DEADLINE STATUS a. Conduct a Market Study to evaluate options for highest and best use and evaluate market support b.Revisit Master Plan, if necessary, based on information received from Market Study c.Coordinate development opportunities with City/Rec Center development d.Solicit development interest through an RFP process for the site ACTION STEPS ASSIGNED TO DEADLINE STATUS a.Identify business and industry sectors to target b. Coordinate BR&E program with other economic development organizations such as Chambers, Anoka County and GREATERMSP. c.Develop process for setting up retention visits. d.Develop process for conducting the visits. e.Develop matrix and schedule for reporting out feedback from the retention visits. PRIORITY 2: Business Retention and Expansion Program 11Lino Lakes Economic Development Strategic Plan ACTION STEPS ASSIGNED TO DEADLINE STATUS a.Determine workforce needs of current businesses using information from BRE visits. b.Presentation from Anoka County Careerforce about potential programs and opportunities. c.Host workforce development event with Anoka County on potential opportunities d.Create workforce development program to assist and attract new businesses and industries. ACTION STEPS ASSIGNED TO DEADLINE STATUS a. Identify areas for potential redevelopment and those needed for infrastructure expansion based on land use plan. b.Develop strategy for City acquisition of land when available. c.Develop policy for the use and type of assistance for redevelopment projects. d.Develop and implement strategy to encourage redevelopment of sites. PRIORITY 3: Workforce Development Plan PRIORITY 4: Identification of Potential Redevelopment Areas and Strategic Acquisitions 12Lino Lakes Economic Development Strategic Plan ACTION STEPS ASSIGNED TO DEADLINE STATUS a.Review current materials and update community profile. b.Coordinate marketing efforts and materials with other organizations. c.Identify information for targeted industries to include in materials. d.Develop material that explains available programs and the City’s policy on incentives. ACTION STEPS ASSIGNED TO DEADLINE STATUS a.Identify targeted industries for attraction. b.Coordinate information from BRE program to help identify businesses considering expansion. c. Strengthen relationship with GREATERMSP and DEED to receive “Requests for Information” from national and local site selection firms. d.Pursue planning and development of key infrastructure improvements PRIORITY 6: Updating and Expanding the City Marketing Materials PRIORITY 5: Continue to Promote Development of the I-35E/Main Street Corridor 1 ECONOMIC DEVELOPMENT ADVISORY COMMITTEE AGENDA ITEM 3B STAFF ORIGINATOR: Jessica Eller, Community Development Intern EDAC MEETING DATE: November 4, 2021 TOPIC: Take 5 Car Wash and Oil Change PUD Concept Plan Review INTRODUCTION The applicant, Boing US HOLD CO, Inc., submitted a Land Use Application for a PUD Concept Plan for a proposed car wash facility and separate oil change facility at 601 Apollo Drive. The 1.32 acre site is legally described as Lot 2, Block 1, Lino Lakes Market Place 2nd Addition. Per the Marketplace Planned Development Overlay (PDO) Design Guidelines Ordinance No. 03-05 and site plan, this lot is to be developed as a bank. The applicant submitted a PUD Concept Plan to obtain input from advisory boards and City Council as to whether there is interest to amend the PDO Ordinance to change the site use from a bank to a car wash and oil change building. If there is support from the boards and City Council, the applicant could move forward with formal ordinance amendment and site plan review land use application. BACKGROUND Lino Lakes Marketplace is a master planned shopping/retail center approved in 2001. The development includes Target and Kohl’s, the four Apollo Drive retail buildings as well as those commercial buildings and lots along Lake Drive. Ordinance No. 16-01 and amended by Ordinance No. 03-05 regulates site plan and design guidelines for the development. The design guidelines detail requirements for building composition, materials, lighting, signage, landscaping and building elevations. Per the Marketplace Site Plan, the subject site is shown as a future 4,500 sf bank. Per the Marketplace Planned Development Overlay (PDO) Design Guidelines Ordinance No. 03- 05, substantial departures from the approved plans require an amendment to the ordinance. Site and Building Plan Review The Lino Lakes Marketplace PDO Design Guidelines are the regulating zoning standards for the subject site. A full site and building plan review would be required if the applicant moves forward with the project. 2 Site Plan The site plan shows 2 separate buildings on the one lot. The 4,000 sf car wash is on the south side and the 1,400 sf oil change building is on the north side. The car wash includes 15 vacuum cleaner bays and multiple drive aisles. The oil change building includes 3 oil change bays and parking stalls. Trash enclosures are shown being accessed directly from Market Place Drive. Conditional use permits are required for both Automobile and Truck Repair (oil change building) and Commercial Car Wash. EDAC CONSIDERATION Staff is looking for feedback on whether or not the committee would be supportive of amending the PDO Ordinance to change the site use from a bank to a car wash and oil change building. ATTACHMENTS 1. Concept Plan and Aerial Map TAKE 5 - OILCHANGE BUILDING1,421 SF 15' SIDE BUILDINGSETBACK30' FRONTBUILDING SETBACK(LOCAL)40' FRONTBUILDING SETBACK(ARTERIAL)EXISTING MONUMENT SIGNTAKE 5 CAR WASHEXPRESS 125' TUNNELVACVACVACVACVACVACVACVACVACVACVACVACVACVACVAC15.0'15.0'14.0' 24.0' 18.0'9.0'12.9'18.0'12.0'17.0'17.0'892618.0'24.0'15.0'42.3'PROJECT NAME: TAKE 5 EXPRESS CAR WASHAND OIL CHANGEOF LINO LAKES, MNSITE ADDRESS:601 APOLLO DRIVECIRCLE PINES, MN 55014TOTAL PARCEL AREA:± 1.32 ACJURISDICTION:CITY OF LINO LAKESZONING DISTRICT:GB - GENERAL BUSINESS &PDO PLANNED DEVELOPMENTTAX PARCEL NO.: 08-31-22-43-0037INTENDED USE: CAR WASH & AUTO REPAIREXISTING USE:VACANT GRASS LOTFLOOD ZONE: ZONE X MAP 27003C0365EDATED DECEMBER, 16TH 2015SETBACKS:REQUIREDFRONT - ARTERIAL40 FT.FRONT - LOCAL30 FT.PARKING LOT15 FT.SIDE10 FT.REAR30 FT.PARKING CALCULATIONSAUTO REPAIRPARKING REQUIRED: 2 SPACE/ SERVICE BAY= 6 SPACESCOMMERCIAL CAR WASHPARKING REQUIRED: 1 SPACE/ EMPLOYEE (10 STACKING)= 4 SPACESTOTAL PARKING PROVIDED: 10 SPACES (REQUIREMENT MET)NESWSince 1911CAISITE DATAAERIAL MAP1" = 100'PROJECTLOCATIONZONING MAP1" = 250'PROJECTLOCATIONOWNERTCF NATIONAL BANK1405 XENIUM LN NPLYMOUTH, MN 55441SURVEYORBLEW & ASSOCIATES, PA3825 N. SHILOH DRIVEFAYETTEVILLE, AR 72703CONTACT: HEATH A. MYERS, P.L.S.PHONE: (479) 443-4506EMAIL: SURVEY@BLEWINC.COMNOTE:SURVEY INFORMATION PROVIDED BY BLEW & ASSOCIATES, PA CIVIL ENGINEERS & LAND SURVEYORS (DRAWN 7-29-2021)DEVELOPMENT TEAMDEVELOPER/APPLICANTDRIVEN BRANDS, INC.440 S. CHURCH STREET SUITE 700CHARLOTTE, NC 28202CONTACT: MATTHEW GILBERTPHONE: (980) 259-0701EMAIL: MATTHEW.GILBERT@DRIVENBRANDS.COMOct. 6, 21, 11:52 AM P:\21-178E CW-Lino Lakes-MN\dwg\Site Plan.dwg, Site Plan, Garret Miller SHEETREVISION 6 NO. 3 4 5 1 2 TEL:EMAIL:DATEISSUED DATEPROJ. #::CAIDATUMDRAWN BY:::REF. #COPYRIGHT © Carter Associates, Inc. - This documentand associated electronic files are the property of CarterAssociates, Inc. and are intended for use only on the specificproject for which they were originally issued. This documentand associated electronic files may not be reproduced, copied,revised, modified, or changed in any way without the writtenpermission of Carter Associates, Inc.:F.B. & PG.CARTER ASSOCIATES, INC.SERVING FLORIDA SINCE 1911CONSULTING ENGINEERS AND LAND SURVEYORS1708 21ST STREETVERO BEACH, FL 32960TEL: (772) 562-4191SHEET TITLE:DWG. NO:EMAIL: TrevorS@CarterAssoc.com21-178EGTMSEE SURVEYSEE SURVEYSEE SURVEY2021TAKE 5 CAR WASH & OIL CHANGE OF LINO LAKES, MN 601 APOLLO DR. CIRCLE PINES, MN 55014 BOING US HOLDCO, INC. dba "CARWAH USA EXPRESS" 6300 S SYRACUSE WAY #205 CENTENNIAL, CO 80111 (980) 259-0701 MATTHEW.GILBERT@DRIVENBRANDS.COM 1 OF 1PUD CONCEPTPLANENGINEERCARTER ASSOCIATES INC.1708 21ST STREETVERO BEACH, FL 32960CONTACT: TREVOR STUBBS, P.E.PHONE: (772) 562-4191EMAIL: TREVORS@CARTERASSOC.COM500' OFFSET500' OFFSET