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Home My WebLink About2008.01.22 EDA Packet AGENDA CITY OF HUGO ECONOMIC DEVELOPMENT AUTHORITY TUESDAY, JANUARY 22, 2008 - 8:30 AM HUGO CITY HALL 8:30 am 1. Call to Order 8:31 am 2. Roll Call 8:32 am 3. Approval of Minutes EDA Meeting of December 17,2007 8:35 am 4. Update on Finance and Commerce Project Showcase 8:45 am 5. 2007 EDA Annual Report 9:00 am 6. Update on Downtown Redevelopment 9:15 am 7. Update on 2008 Comprehensive Plan 9:35 am 8. University of Minnesota Business Retention and Expansion Research Program 9:50 am 9. Discussion on EDA Goal Setting for 2008 10:30 am 10. Adjournment BACKGROUND MEMO FOR THE EDA MEETING OF TUESDAY, JANUARY 22, 2008 3. Approval of Minutes for EDA meeting of December 17, 2007 City staff recommends that the EDA approve the minutes for the December 17, 2007 EDA meeting as presented. 4. Update on Finance and Commerce Proiect Showcase Staff has been working with the Finance and Commerce newspaper over the past couple months to do a project showcase article in their Thursday, real estate edition of the paper on Hugo downtown redevelopment. Staff will update the EDA on the progress. The article is planned to be printed in the Thursday, January 31, 2008 edition of the paper. 5. 2007 EDA Annual Report Staff has the final copies of the 2007 EDA Annual Report complete. Copies will be available at City Hall and on the website. There will be extra copies printed if EDA members would like to take some with them. Staff will update the EDA on the distribution process. 6. Update on Downtown Redevelopment Staff will update the EDA on the downtown redevelopment projects going on in the City. 7. Update on 2008 Comprehensive Plan On January 10, 2008 the City Council and Planning Commission held a workshop on the 2008 Comprehensive Plan. Staff will update the EDA on the workshop and has attached the Economic Development section of the plan and the implementation plan. 8. University of Minnesota Business Retention and Expansion Research Program Staff met with Liz Templin, from U of M extension services, on the Business Retention and Expansion Research Program they offer to communities. Staff will update the EDA on the meeting and would like feedback from the EDA on the program. Staff has attached a packet that describes the program objectives. 9. Discussion on EDA Goal Setting for 2008 Attached are the EDA and City Council 2007 goals for the City. On January 28, 2008 there will be a City Council workshop to establish the 2008 City goals. Staff would like the EDA to discuss what they see as important goals for the City in 2008. MINUTES FOR THE EDA MEETING OF DECEMBER 17, 2007 EDA President Fran Miron called the meeting to order at 8:30 am. PRESENT: Jan Arcand, Tom Denaway, Mike Granger, Phil Klein, Fran Miron and Brian Thistle ABSENT: Jim Bever CITY STAFF PRESENT: City Administrator Mike Ericson, CD Director Bryan Bear, Associate Planner Rachel Simone, Deputy Fire Chief Jadon 011ila, Building Official John Benson APPROVAL OF MINUTES FOR THE EDA MEETING OF NOVEMBER 19,2007 Thistle made motion, Klein seconded, to approve the minutes for the EDA meeting of November 19, 2007. All aye. Motion carried. UPDATE ON CARPENTERS REDEVELOPMENT Staff updated the EDA on the progress of the Carpenters Restaurant redevelopment project. Attached was the plan that has been submitted from the architect for informal comments. Mike Anderson was also present at the meeting. CD Director updated the EDA on what has been happening with the redevelopment of Carpenters Restaurant. The new development team is now thinking big picture for the project and finding out where Carpenters would fit in. The project has slowed down, but there have been great changes. The plan does a good job of enhancing the street-scape and thinking about a public corridor. Mike Anderson stated that he thought that thinking big was a good change for the redevelopment project and that the restaurant parking has been a problem. He stated that in the new concept plan they have done their best to accommodate the problem. He asked for informal feedback from the EDA. He would like to have final plans submitted in early 2008 and start construction around April 2008. Miron asked if the development team is planning on developing the entire site. Mike Anderson stated that they are primarily planning for Carpenters, but has some interest in the other property available. Miron asked about the access to the site. CD Director stated that the plans have not been looked at closely. Staff will continue to work with Mike Anderson on the access into the site. Granger stated that he likes the plan and he thinks that Carpenters can work as the first phase without having the entire site complete. Granger also asked if the parking was realistic. CD Director stated that it is pretty close and that the City owned property could be purchased for additional parking. The Metropolitan Council has some grant options for structured parking such as ramps. The EDA discussed the Tax Increment Financing District Certification. Denaway stated that the key date for certification would be sometime before June 30, 2008. Denaway asked if the plan for Carpenters is to purchase additional property. Mike Anderson stated that at this time that's the plan. Arcand stated that the plans where great and it's better to look at the big picture. Thistle agreed and likes the drafted elevations for the restaurant. Klein asked if Carpenters was going to be a two-story building. Mike Anderson stated that has not been figured out yet. Granger stated that he likes the idea of the French Quarter theme in Louisiana; it seems like the elevations mirror that thought. Thistle and Arcand agreed. Denaway stated that the City should think of a unified theme for downtown. EDA PORTION OF THE NEW CITY WEBSITE The Associate Planner presented the EDA portion of the new City website. The website is not yet available to the public, but is planned to be launched in early 2008. Associate Planner showed the EDA what the website will look like and what EDA information will be included. The EDA liked the new City website and was excited to see the outcome. CD Director stated that for the property for sale and leased portion of the website will be helpful to buyers and sellers of property. He suggested sending letters to the commercial and industrial property owners in the City to let them know about this portion of the website. Miron stated that this could also be one of the EDA's 2008 goals, to continue to work with the local business owners. UPDATE ON CITY OWNED COMMERCIAL PROPERTY "FOR SALE" SIGN At the November meeting the EDA recommended to the City Council to put up a commercial property for sale sign on the City owned property. This item was on the Council agenda on December 17, 2007 for approval. Bill Weigel has put together a rendering of what the sign will look like. The example was in the EDA packet. Thistle made a motion, seconded by Granger to recommend approval of the sign layout to the Council. All aye. Motion Carried. EDA ANNUAL REPORT At the November meeting the EDA had a chance to review the 2007 EDA Annual Report. The EDA had some suggestions for changes. The changes have been made and the revised annual report was attached for the EDA to review. Arcand stated that the report should be put in the Hugo Welcome bags that go to new residents. Klein stated that he could bring copies to Hugo Business Association meetings and distribute copies. Associate Planner stated in addition, the reports will be at City Hall and on the website. DISCUSSION ON FIRE DEPARTMENT ON THE 1306 INTERNATIONAL BUILDING CODE. Every three to four years the County and the City adopts new regulations for the International Building Code. There are new provisions for this year and one of them is chapter 1306, which would require certain types of commercial and industrial buildings to have a sprinkler system installed. Jadon 011ila from the Fire Department was present to give a presentation on adopting the chapter 1306 International Building Code. The City Council considered this issue at a workshop on November 20, 2007. The Council requested that the EDA review the information and make a recommendation due to the potential economic impact on the City. The EDA reviewed a memo from John Benson on chapter 1306. Jadon 011ila gave a presentation explaining chapter 1306 of the building code. Chapter 1306 is an optional portion of the building code that could be adopted by the City Council if they feel it is necessary. The optional portion of the code would require buildings of certain uses and size to have a sprinkler system in case of a fire. There are two forms of 1306 that can be adopted. #1: This would include both any new buildings and additions to buildings. This also would be a requirement if the use changed within the building. This would include the retrofitting of a sprinkler system in an entire existing building when additions are proposed. #2: This would only include new buildings and additions to buildings. This also would be a requirement if the use changed within the building. Klein made a motion, seconded by Denaway, to recommend to the City Council option#2 of Chapter 1306 of the Building Code. All Aye. Motion Carried. ADJOURNMENT Granger made motion, Arcand seconded to adjourn the meeting at 10:30 am All aye. Motion carried. Estate PROJECT SHOWCASE A Special Advertising Section of Finance and Commerce Real Estate Thursday,Saluting Minnesota's Top Real Estate Projects Mound calls on its past to shape its future The train pulls into the depot of this village known as Mound-named for its collection of Native �+ American burial knolls and known for its family resorts and the best fishing on renowned lake Minnetonka Eager passengers step onto the platform into a different world from the one they left in down- town Minneapolis. Visitors pick up a few essentials at the grocer,walk to the pier and board a small steamer waiting to carry them to cabins and resorts. ;• That was the scene in downtown Mound during Lake • Minnetonka's thriving resort era in the 1910s and'20s. While the resorts are gone,replaced by homes,the scene _ _ e is being rebuilt In a monumental effort of publidprivate "■■��FF • partnerships totaling more than$200 million of reinvest- ment and years of work,downtown Mound is once again becoming a destination. • 1 The effort is called Mound Visions and the vision grew out of need. Despite its rich history,Mound's downtown - had fallen on hard times by the mid-1980s. The resort :- era abruptly ended long ago with Black Tuesday. More recently,shopping patterns had changed to the detriment x "�der3Glii161r>� _ ;_ of places like Mound. Famed Tonka Toys was sold and Sik ra�'w -=` moved fsrom its Mound birthplace to Mexico. And that canal from Lake Minnetonka to the Mound depot?It Lafayette Hotel an Lake Minnetonka near the turn of the last Century. was all but forgotten-overgrown behind dumpsters,a gravel alley and piles of road salt. The community,however,desired a different fate. The city completed a strategic downtown plan in 1990 that,among other things,suggested an organized down- town revitalization effort. That effort,soon known as Mound Visions,took root with the adoption of the downtown master plan in 1992. The master plan was aggressive,with the suggestion to essentially tear down the entire downtown and rebuild it with mixed-use buildings,reroute a county road,build a new main street, Engineering transit center and farmer's market,rehabilitate the canal to Lake Minnetonka and Planning build a public marina � The strategy was(and still is)to create extremely com- Environmental Services pe8 public amenities and pedestrian spaces as a framework for private redevel- opment. The city learned quickly that flipping Mound's tarnished image and attract- Surveying kank Aees ing private investment would require bold moves and public"seed"investments in asuuata.Inc Landscape Architecture key amenities like the canal and main street At the time it was unveiled in 1992,the idea of building a traditional downtown was t48GG 281h Avenue Nath,Suite 140 IP)763.176.60[0(Q 763.476.8532semi-radical. Urban designer Bruce Chamberlain,vice president with Hoisington ICoegler Group,remembers a prominent area developer warning him that such an Plymouth.Minnesota 55447 Website:—nifta.com E-mail:mkafillmmlra.00m ................................................................................................................................................................................ PROJECT SHOWCASE To H10E 12 Floisington Koe-ler Group presentsMound Visions: Mound has the dedication. HKGi has the irnagination. ?, wr The environment is everyone's concern, •we make it our priority. Together, 1 1 helped�ru,City:f Mourd,Lin-e—a,make theAowrd n • ofer Group Inc. - PROJECT A Special Advertising Section of Finance and Commerce Continued from page 11 .............................................................................................................................................................................. aggressive plan would never be realized. But the community had unwavering dedi- cation,especially to a plan that focused on its lake Minnetonka heritage. The hurdles were at times daunting says Kandla Hanson,Mound city manager. "Soil contamination,county road and post office relocation,utility undergrounding,rail abandonment,new street rights-of-way,not to mention that the permits required to ie t 4 .. •," ji s k dredge a canal and build sixty boat slips has kept us focused and savvy." With the +` :. .^. expertise of atop notch city staff,legal and financial counsel from Kennedy& Graven and Ehlers&Associates,environmental consulting from Earth Tech,engi- neering from MFRA and urban design,landscape architecture and Mound Visions coordination from Hoisington Koegler Group,the public-realm team of this effort has accomplished amazing feats. Enter the development community. Early skepticism turned to passive curiosity, - and ultimately to financial commitment with Mound's establishment of a downtown tax increment financing district and completion of early infrastructure projects. The recently completed downtown pier and marina f The catalyst redevelopment project by a local hardware retailer in 2000 was quickly followed by a mixed-use retail/housing project by MetroPlains Development and a e.c. new downtown post office.These early projects were critical in demonstrating market success and establishing the flavor for the important"main street"projects d to come. Mound Harbor Renaissance LLC(MHR),a consortium of development interests, �m was selected by the city in 2001 to redevelop three high-visibility main street dis- tricts in downtown. MBR and their consultants,including Maxfield Research, Landform.Engineering,Barr Engineering,Faegre&Benson,Krass Monroe and Edina Realty have embraced Mound's vision for a traditional downtown and proven ;,•�\�++,� KRASS MONROE is PROUD TO HAVE PROVIDED A THE FOLLOWING FINANCIAL AND LEGAL SERVICES TO THE DEVELOPER, MOUND HARBOR RENAISSANCE, LLC: • FINANCIAL ANALYSIS • REDEVELOPMENT AGREEMENT • • • PROJECT FEASIBILITY • FINANCIAL SOLUTIONS JIM CASSERLY GAY CERN EV MARY MOLZAHN GREG JOHNSON ON • TEL 952.885.5999 WWW.KRASSMONROE.COM FAX 952.885.5969 ENVIRONMENTAL LIABILITY TODAY- ROAD DEVELOPMENT CLOSED A Barr Engineering r. CompanyWE GET YOU PAST THE ROAb BLOCKS development.site in downtown Mound into a safe site for future NI'v congratulate the City ofMound Und Mound HarborRenaissance I)eN elopment,11C.oil lilt-approval(if Pha.,e I r SHOWCASE Real Estate Thursday, Saluting Minnesota's Top Real Estate Projects ORIA ket interest of their downtown units prove the s� 'rra ' �� U sophistication of today's home buyers who - 1($xTtic°-i F •�ilM.. are interested in a full package of high quality '> ]ei,• � +F - amenities that flow from interior details to building architecture to site design to inviting �'�' ids o■Y �3 J ' �., public spaces." Ht-bp3'er� _ o �!'t"« �3�! The public/private teamwork of MHR and �. W► # the city is gaining wide recognition and sup- - #._'=' •_ -""" -%4-4 port. In 2005 alone the team has secured nearly$5 million in grant funds and received large awards from Hennepin County's Transit-0riented Development grant and the ii -• Minnesota Department of Employment and Economic Development's environmental •�.. ` _ "Z.-,�� grant. The project has also been recognized significant financial support from the > o - Minnehaha Creek Watershed District as an innovative model for stormwater treatment. The Mound Visions effort will be complete in 2008. All told,over 350 housing units within •. - ` .,.; a five-minute walk from a downtown transit center and 150,000 square feet of commercial space will have been built The effort will result in roughly$40 million in public invest- ment and another$160 million in private investment. Property taxes generated from Mound Visions downtown master plan this small downtown will increase to 26 times their pre-development levels. When to be a wise and highly professional development partner in the effort. MHH's pro- asked if the effort has been worth it Mayor Pat Meisel says,"We have reconnected posal for mixed-use development embraces public space and pushes the envelope with our heritage,set the stage for a generation of success and transformed atti- in quality design and innovative stormwater systems.Tom Stokes,president of Ludes from defeatist to confidence. 1'd say it's been worth it". Brenshell Townhomes,one of the development partners,says that"the intense mar- Honored to be a part of the Mound Redevelopment Project [" Xn�I(I • • • • .,K.�Real Estate Research&Consulting . Market Feasibility Studies Mound Office . CompmhensiveHousing Studies . Consulting Services . land Use Planning proudly supporting the Mound Redevelopment Project . Commercial Analysis fit„rdasr,, h i.. .--•---.,.- . Market Assessments 6,SFv.A--N-Rh.S-4-- Fhooe...B—Fa6n"419"9 �tinformation: 52 For more 9 -475-2411 7ao. EXCITING NEW MOUND RENOVATION! �.� ENjoy MAI • 1 •' C H A R T E R E ❑ ffe Congratulations to the City of Mound for its y - economic development accomplishments. 612.337.9300"Toll Free:1.800.788.8201•Fax:612.3329310 Yrt37 luxury toiNnhonnes '17 of these 200 South Sixth Street,Suite 470,Minneapolis MN 55402 Shomes vAll directly overlook1 .- t r ' with many of the9311[as at www.kennedy-graven.com II remaining commonI having partial vi— greauNay amOnd the lake.Each home -hT Mil Include a neighborhood pool and a EHLERS &ASSOCIATES �._ .. Intsnor designs am being developed. Call for more infortnation. Designing Outstanding Financial Solutions for Outstanding Communities MWE SrEADMAN Ehlers&Associates is proud to have provided the following public financial advisor services to the City of Mound on the - Downtown Mound Development Projects: PAT-nJ• °RMANN ♦Redevelopment Management THNILI—ALS ox ' ♦Tax Increment Financing n• ♦Bond Issuance r Contact Datta Callister at Ehlers&Associates E H L E R S (651)697-8553 or deallister@ehlers-inc.com a ASSOCIATES INC I CITY OF HUGO 2007 EDA Annual Report This Annual Report is designed to showcase many of the commercial and industrial business that have located in Hugo during 2007. The goal of the Hugo Economic Development Authority (EDA) is to create a thriving community with diverse job and tax bases, brought about by specific emphasis on business retention, business ex- In this report: pansion, and business attraction. Hugo's business community is rapidly expanding • Postal Credit due to strong residential growth and an attractive business environment. Union 2CC7 q des af tPce coa... • Kidzplace Child Care Center 1. Active involvement with the Hugo Business Association • Kwik Trip 2. Develop a marketing and promotional strategy for the EDA • Victor Market Create a list of businesses in Hugo Place Retail Center • Develop retention and attraction goals • Hugo Downtown 3. Continue performing site visits with existing businesses in Hugo Plan • stockness 4. Establish a Tax Increment Financing (TIF) District for Downtown Hugo Construction • Create a TIF Policy and Application • Multifeeder 0 Continue working on Downtown Redevelopment Technology • Wilson Tool 5. Identify a location for another industrial park • Northern gateway into Hugo • Future development in northern Hugo . and Jn otxi& C.emhuctian... The valuation of the new commercial and industrial construction in Hugo exceeded 9 million dollars in 2007. Most of the commercial construction is along County Road 8 and Victor Hugo Boulevard. The industrial construction has been in the Bald Eagle Industrial Park located along Fenway Boulevard. The City of Hugo and the EDA wel- come all of the new business to Hugo and are excited about the new jobs and ser- vices they provide to the community. In this Annual Report the EDA has highlighted the new businesses that have located in Hugo in 2007 and it gives an overview of l what the businesses have to offer to the residents of Hugo. j 2007 D . Annual Report Commercial Page 2 Y"to t e l a Un ion ex� in X ugtL t Postal Credit Union, located at 14750 Victor Hugo Boule- vard, was developed and welcomed into the City in 2007. The building is a 5,000 square foot building with a drive- up window. Founded in 1926 in St. Paul, Minnesota, R Postal Credit Union is a great addition to the City dedi- cated to providing full financial services with safety and convenience at competitive costs, keeping in mind the philosophy of "Not for Profit, not for Charity, but for Ser- vice." President of Postal Credit Union, Russell Plunkett, stated that they have over 20 new employees at the Hugo location and he is very pleased with the design of the building. The Grand Opening was on July 18, 2007, which included a money booth that raised over$1200 for the Hugo Community Food Shelf. JF idzp Lace eh" Carle centeA... Located at 5448 140th Street North, Kidzplace opened in May 2007 to provide child care and education to the residents of Hugo and surrounding communities. Kidzplace is locally owned and oper z .', ated and is committed to a comprehensive curriculum and has nu- Kidzplace merous enrollment plans to meet the needs of parents and chil- dren. The child care center currently has 4 classrooms that in- clude, Infant Program, Toddlers, Preschool, and School-age. All - teachers are licensed and educated in Early Childhood Education. Kidzplace was recently showcased in the White Bear Press as a state-of-the-art learning center for children. Jfu" .1U'p Cw Station and can 2 coh opeto DecemhAn 2CV 7 r Kwik Trip Gas Station and Car Wash opened to the residents of Hugo in December of 2007. Kwik Trip is located at the northwest corner of County Road 8 and Victor Hugo Boulevard. Kwik Trip has been working with the City to locate a gas station and car wash in Hugo for the past couple of years, received site plan approval in 2006, and began construction in Fall of 2007. In addition to the convenience ,~7 . store, Kwik Trip includes an area full of bakery goods. Welcome to Hugo! A t Akt CITY OF HUGO Commercial Page 3 Vict" Atay d J eace geta cente"... I The Victor Market Place retail centers are located at the four quadrants of County Road 8 and Victor Hugo Boulevard. There are a total of four retail buildings planned for the area, including a retail center that is connected to Festival Foods Grocery Store. These retail centers include businesses such f' as, Global Gallery and Gifts, Budget Blinds, Bates Orthodon- tics, Amian Asian American Bistro, Hugo Nails, Savoy Pizza, N Snap Fitness, Great Clips, Martinizing Dry Cleaning, Kinder- Gardens, Cornerstone Chiropractic, Fairview Clinic, USA Ka- rate, Hawaiian Tan, Northeast Eye Care, Guys and Dolls Sa- lon, Northern Lights Pediatric Clinic, and more to come! The ` Hugo Economic Development Authority welcomes the new businesses to Hugo and is excited to have them in the City. .: There are leasing options still available for the Victor Market Place retail centers. For more information on the retail cen- ters please visit the City website or contact City Hall. W Dmuntetm J m d Wan appwved... The Downtown Plan was adopted by the Hugo City Council in April '" 0 2007. The Downtown Plan is a tool to help the City of Hugo in realizing the community vision for downtown Hugo. As Hugo continues to de- velop, the details concerning the development of each specific site may differ from the illustrative downtown plan, but the primary elements of �� ---- ' the plan, including infrastructure ( roads, parks, trails, open space) and .- I the quality and character which makes the plan unique to Hugo are expected to be maintained. The City has also adopted design guide- lines for the downtown area that are intended to provide a baseline for • 1 quality that will guide the revitalization and expansion the downtown business district. The guidelines are written to promote the goals and objectives of the community including preserving a small-town rural character, maintaining a pedestrian-friendly downtown area, and rec- ognizing the French heritage of Hugo. Please visit the City website or 'f ` contact City Hall for more information on the Downtown Plan. . + s 1 I StQCfine,J 6 eow tuuctia.n 4ew in tfie X aU Ea.* JtutwWa Jaxe! 1 In 2005 Stockness Construction celebrated 50 years in the concrete business. The year after, they decided to build their own facility in Hugo and received site plan approval in 2006 and opened to the public in 2007. Their projects range from sin- gle family starter and high-end homes to decorative projects with stamped pattern concrete and many other concrete services. They are focused on achieving _, the highest standards - / possible in quality, service I and customer satisfaction. - Aluffifeedin J e J Xeceive6 Site an appwv4cd... 01 In August 2007 Multifeeder Technology received site plan approval for a two-story I 28,000 square foot building on Fenway Boulevard in the Bald Eagle Industrial Park. Multifeeder Technology designs and manufactures high performance, high speed, friction feeders and accessories for use in the packaging, printing, and 2007 EDA mailing industries. The company is currently lo- ' Members -- cated in White Bear Lake Fran Miron, and they plan to start con- j President struction of their new building in Hugo in the { Phil Klein, Spring of 2008. Vice President Wiban Jact'j ./Veto additia.n! i Jim Bever Wilson Tool has added a new foyer to they. ' main entrance of their building for better 1 Mike Granger J visibility of the entrance for customers. Jan Arcand Wilson Tool is located on the southwest corner of 130th Street and Farnham Ave Tom Denaway and employs approximately 500 people. HUGO CITY HALL 14669 FITZGERALD AVENUE NORTH HUGO, MN 55038 Brian Thistle PHONE: (651)762-6300 WEBSITE:WWW.CI.HUGO.MN.US t DRAFT-12/27/07 ' Chapter 6: Economic Development Plan 6.1 INTRODUCTION In 2004, the City reorganized its Economic Development Authority (EDA) into a seven member advisory group including the Mayor and one City Council member. As an advisory commission to the City Council, the EDA is responsible for attracting economic growth and development, retaining businesses, and assisting with the expansion of existing businesses within the community. The EDA recommends economic development policies and economic financing incentives to the Council, and works to promote the City. The EDA has prepared this long-range strategic plan for economic development within the City. 6.2 PURPOSE The purpose of this plan is to expand and enhance the City's commercial and industrial base. The City's goal is to establish a healthy, thriving business community that will maintain and enhance the City's high quality of life. An expanded business community will provide an expanded tax base, increased local employment, a greater variety of jobs, and a full range of goods and services for its citizens. 6.3 BACKGROUND AND BUSINESS CLIMATE Downtown Hugo Historically, the City's business community has been concentrated in the downtown area of Hugo. The majority of the City's retail and service businesses are still located in the downtown area. The downtown area contains approximately 145,000 square feet of commercial space occupied by approximately 41 businesses. The retailers include both neighborhood convenience businesses and specialty retailers. There are a variety of automotive uses as well as service businesses in the downtown. Most of the businesses are independently owned local businesses with very few national chains or franchises. Downtown Hugo is also characterized by City Hall, St. John's Church, the American Legion Hall and Hugo Elementary School. Highway 61 Over time, a wide variety of businesses have located along much of the length of Highway 61, particularly north of the downtown area. The majority of the businesses located along Highway 61 remain to this day on private well and septic systems and many are located in metal pole barns on gravel lots and contain uses that require outdoor storage. Uses along the corridor include automotive uses, manufacturing uses, contractor operations, landscaping Chapter 6 6-1 Economic Development Plan tH,46 DRAFT-12/27/07 ' businesses, auto salvage yards, and a recycling center. The majority of the businesses have minimal investments into buildings or site improvements, and many of these will likely be redeveloped as municipal services are extended to these areas. Peloquin Industrial Park This industrial park located at Highway 61 and 152nd Street was developed on gravel streets and without municipal services. Uses generally include manufacturing, warehousing, and contractor type businesses. Businesses are generally located in metal buildings on gravel lots, and contain minimal site improvements. The City extended municipal sewer and water and constructed paved city streets with drainage improvements to the industrial park in 2004. Since that time, the City has seen substantial new investment in the industrial park, resulting in the construction of new buildings, site improvements, and ultimately new businesses locating within the park. Bald Eagle Industrial Park This Industrial Park was developed by the City, beginning in 1999 with the use of Tax Increment Financinlq. The park is located along a rail spur beside Highway 61, and between 130 h and 140th Streets. Construction standards were established, resulting in higher quality concrete buildings, and sites that are paved and landscaped. The City's largest employers are located in the park. Uses consist primarily of manufacturing, technical, warehousing and construction related businesses. There is also a pet resort and a mini-storage located in the park. Development of this industrial park along a rail spur has been a major success, and the park is now home to the largest concentration of jobs in the City. County Road 8 Gateway The area near the intersection of CSAH 8 and Victor Hugo Boulevard has been experiencing significant retail development over the past two years. In 2006, improvements were completed on to County Road 8, which resulted in a four- lane divided roadway, including extensive landscaping, street lighting and decorations. The roadway not only improves traffic capacity, it establishes an improved entrance to the City. Development in this area includes a grocery store, retail shops, several banks, restaurants, medical uses, a gas station, and a day care. The buildings offer a high level of architectural design with quality materials and innovative site planning, landscaping, and attention to detail. Demand for retail space at this location is mostly due to the recent surge in residential development in Hugo, the proximity to Interstate 35E, and the recently completed road improvements to the County Road. Chapter 6 6-2 Economic Development Plan aq��r ugo ` DRAFT-12/27/07 6.4 OPPORTUNITIES AND BARRIERS TO ECONOMIC DEVELOPMENT Since 1999, the City's Bald Eagle Industrial Park has seen steady development. Today, nearly all the property within the industrial park has been developed. Multiple quality businesses have located in the industrial park, bringing diverse, quality jobs to the City. Business owners that have selected to move their business into the industrial park have identified a number of advantages to locating a business in Hugo, including: • Location and transportation connections, including Highway 61, the BNSF railroad, and the close proximity of 1-35E. • Access to major markets and to available infrastructure within the Twin Cities area • Well educated, skilled, and rapidly expanding labor force • Natural resources • Schools • Diversity of housing options • Low crime • Available land • Financial incentives, including Tax Increment Financing • Constructed local infrastructure including roads and utilities • Helpful, Effective, and Supportive City Council and City staff Since 2005, the City has welcomed a number of new commercial retail, service and medical businesses to the community, bringing important goods and services to the citizens. These new business owners have identified several reasons for locating commercial businesses into the City including: • A rapidly growing population with attractive demographics • Improvements to the CSAH 8 corridor • High quality, well planned, and attractive development • Lack of other similar businesses within close proximity • Available land The City should continue to identify strengths and opportunities. In addition, the City should identify barriers to new business development and seek ways to eliminate or minimize those barriers. The City should continue this effort by asking existing business owners to identify barriers and opportunities though an outreach survey. Chapter 6 6-3 Economic Development Plan CH46 DRAFT-12/27/07 Identify Target Business Market Based on the strengths and weaknesses identified for the City, the target business market should be identified. Criteria should be established for desirable businesses, including type of business, size of business, quality of business, type of jobs, types of service. Separate parameters may be established for each market sector including office, retail, industrial and medical. So far, the EDA has discouraged the development of typical large, "big box," style retailers, but has encouraged the development of smaller neighborhood style shopping centers. The EDA has encouraged and has been successful in attracting manufacturing businesses that would create jobs that are desirable for much of Hugo's population. The EDA has also recommended that the City provide locations for many of the small home based businesses that are located in some areas of rural Hugo. Such an area would allow for significant outdoor storage of materials and lesser design standards to encourage the expansion of small businesses within the City. Guide Land Use for Target Business Market The Land Use Plan Chapter identifies locations for future industrial, retail, and office development. The land use plan should be used to guide new businesses to suitable land for new business development. Land is identified within the land use plan where businesses are likely to succeed with good access to transportation, utilities, and proximity to the workforce. The City's website is intended to become a resource for potential business owners who may wish to locate on developed property. On the website, available commercial land in the City will be listed, and through the listings, property owners may be contacted about available space for sale or lease. The City should provide areas for office and medical development that are distinct from retail areas. Due to the City's support of life-cycle housing, additional housing options are being provided for the senior population, which in turn is creating a demand for additional medical development. In addition, much of the new single-family residential development in the City is affordable only to those earning higher incomes. Many of the professionals now living in the City are creating a demand for professional office and service space. Identifying specific areas for medical and office development will also preserve prime retail space along high traffic corridors for retail development. The land use plan includes a category for "business park" development that will be well suited for office, medical, and light industrial uses along key transportation corridors. Market the City The City should market its strengths and opportunities to desirable businesses. Simply making the information available to the business community is the first Chapter 6 6-4 Economic Development Plan tH ugo DRAFT-12/27/07 step. The City should begin preparing an annual economic report of activity within the City. A new Economic Development page on the City's website should provide helpful data such as demographic information, community characteristics, information about the City's workforce, traffic counts, and listings of available land or buildings. The information should be distributed whenever possible. The City should cooperate and share information with partners such as the Hugo Business Association (HBA), the White Bear Area Chamber of Commerce, and the state Department of Employment and Economic Development. The City should continue to work with surrounding communities and with Washington County to encourage the creation of an east metro economic development strategy. Establish Financial Incentives to Attract New Business Development The City should evaluate all incentives available for use by the City. Policies should be implemented for the use of incentives, including the use of the City's Tax Increment Financing Policy. The City should evaluate other costs associated with the development or operation of businesses within Hugo. Costs should be compared to other cities and the fee structures or other costs should be reformulated where possible to remain competitive. Ensure that Infrastructure is Provided to Meet Business Needs It is important for the City to implement the improvements identified on the City's infrastructure plans illustrated in Chapters 8, 9, 10 and 11 of this document. The important transportation connections and sewer and water improvements that are necessary to accommodate existing and future businesses have been taken into account and are shown in this comprehensive plan. The BNSF rail line serving the Bald Eagle Industrial Park is an important transportation element for existing businesses located there. The rail line should be maintained as long as the businesses rely on it. The City should encourage the eventual conversion of the rail line along TH 61 to a transit corridor that may accommodate both freight and passengers. Provisions for transit will provide businesses with expanded access to the area's workforce. Higher intensity mixed use development and retail development should be encouraged along the transit corridor. The City will cooperate with the Rush Line Corridor Task Force to implement recommended improvements along the corridor. Chapter 6 6-5 Economic Development Plan ugo DRAFT-12/27/07 ' The transportation plan illustrates a future interchange at County Road 4 and I- 35E. The interchange is also identified on MnDOT's Inter-Regional Corridor Plan for 1-35. The timing of the construction of this interchange is critical in implementing the plans for business development in northern Hugo. The City should continue to lobby for the accelerated construction of the interchange though the 1-35 W/E Coalition. The City will locate new commercial businesses where municipal utilities are available. Urban services will be made available to the areas guided for business development in accordance with the City's sewer and water plans. The City will strive to ensure that telecommunications needs are met for new or existing businesses. The City will evaluate how fiber optic lines or other telecommunication technology can be extended and used in areas where businesses are located or plan to locate. Downtown Redevelopment The City has adopted a redevelopment plan for downtown Hugo (Chapter 4). The downtown plan strives to maintain the City's business core in downtown with a traditional downtown urban format. For this to become possible, redevelopment of structures in the downtown area must occur. The City has purchased a number of properties in downtown along the east side of Highway 61. As additional properties become available by willing sellers in this area, the City will pursue purchases of those properties. The existing structures will be removed, and the properties will be redeveloped by the City as retail and office space. Multiple other property owners in the downtown area have expressed interest in redeveloping their properties in a manner consistent with the downtown plan. In order to facilitate that development, the City has approved a Tax Increment Financing District to help ensure that development is feasible in the downtown area. Gateways The new development along County Road 8 has established a quality atmosphere at the major western entrance to the City. The attractive development there helps create a good first impression and serves to define the image of City. The City will expend extra effort to establish gateways that exude a similar image of quality at all major entrances to the City, including the northern and southern limits of Highway 61, and the western limit of County Road 4. Promote Quality among New Businesses The City will establish and implement development standards for new business development, including architectural guidelines for retail development, standards requiring quality building materials, and guidance for the preparation of site plans Chapter 6 6-6 Economic Development Plan tH ugo DRAFT-12/27/07 that promote good land planning principles. Proper use of guidelines will ensure that the desired businesses locate in the appropriate areas. Retain Existing Businesses The City will continue to partner with the HBA to identify the needs of existing businesses. The EDA and the HBA should strive to maintain a sound local business climate that encourages businesses to remain. The City will establish and maintain mutually beneficial relationships between business owners, members of the HBA and EDA by establishing open communication. City staff and EDA members will regularly contact existing businesses, make site visits, and prepare and distribute specific literature or surveys for existing businesses. Businesses that are considering moving or expanding will be identified and the City will work to understand barriers that discourage business expansion, and assist businesses in overcoming those barriers. Technical or financial assistance, when warranted, in the interest of maintaining jobs and creating new jobs will be provided. The City will identify successful business retention efforts within other communities and interview any businesses who decide to leave the City to understand their rationale for departing. 6.5 IMPLEMENTATION The Economic Development Authority will implement this plan though its goal setting process each year. It is recommended that the EDA develop a multi-year action plan outlining specific tasks for each calendar year. The EDA will recommend new policies, changes in zoning regulations, or other measures to ensure the effective implementation of the plan. Chapter 6 6-7 Economic Development Plan CH,d6 DRAFT-12/27/07 ` This page intentionally left blank. Chapter 6 6-8 Economic Development Plan t-HWo DRAFT-12/27/07 Economic Development Plan The following implementation strategies will be used to carry out the Economic Development Plan. ECONOMIC DEVELOPMENT PLAN (CHAPTER 6) IMPLEMENTATION STRATEGIES No. Description Timing 1 Strategic Plan. Update long-term strategic plan for economic On-going development within the City. 2 SWOT Analysis. Continue to identify strengths, weaknesses, On-going opportunities and threats to business retention and development. 3 Survey Business Owners. Conduct an outreach survey to Short business owners to identify barriers and opportunities. 4 Identify Target Business Market. Identify the desirable Short businesses using the SWOT analysis and survey results. 5 Market Hugo. Prepare and implement a marketing plan to attract Short and retain desirable businesses in Hugo. Collaborate with business associations and neighboring communities on a regional strategy. 6 Incentives Policy. Create a policy for the use of financial Short incentives within the City. Parks, Trails and Open Space Plan The following implementation strategies will be used to carry out the Parks, Trails and Open Space Plan. PARKS, TRAILS AND OPEN SPACE PLAN (CHAPTER 7) IMPLEMENTATION STRATEGIES No. Description Timing 1 Collaboration. Continue to work with other public, private and non- profit groups and agencies to enhance the City's limited resources and Ongoing enhance the programs and facilities available to residents. 2 Maintain the Parks and Trails System. Maintain the quality of the existing park and trail system and fund the replacement of buildings, Ongoing equipment and trails. Determine priorities and plan for short-term funding needs through the annual review of the CIP. 3 Greenways. Establish Greenway Corridors in the City through dedication of land as property develops or though land dedication by Ongoing property owners. 4 Trails. Complete the trail corridors shown on the Trail Plan. Ongoing 5 Park Dedication Policy. Review the City park dedication policies and ordinance to establish new park dedication requirement in compliance Short with State Law to provide for the park needs of new development. Chapter 13 13-5 Implementation Plan ugo DRAFT-12/27/07 PARKS, TRAILS AND OPEN SPACE PLAN (CHAPTER 7) IMPLEMENTATION STRATEGIES No. Description Timing 6 Dog Park. Complete a study of dog park standards and identify locations for a possible dog park. The City should work to acquire land Short for use as a dog park. 7 Sunset Lake Access. Complete a study of the Sunset Lake park parcels currently owned by the City and options for the planned park on the lake. Establish which parcel will be used as the primary park Medium land and research options for sale or alternative use of the other parcel. The development of the park land may be development driven. 8 Downtown Park. Consider options for a new public park on Egg Lake in Downtown Hugo. A park plan should be prepared and an Medium implementation plan adopted. 9 Community Park. Consider possible locations for a community park in northern Hugo. The acquisition and development of this park may Medium be development driven. 10 Community Park. Prepare development options for an expanded Lions Park community park in Downtown. This could include Medium acquisition of additional land. 11 Trail Crossings. Plan for safe pedestrian crossings at key trail intersections. These trail crossings may be at grade trails, overpasses Medium or underpasses. Research possible funding sources grade-separated trail crossings at Highway 61. Transportation Plan The following implementation strategies will be used to carry out the Transportation Plan. TRANSPORTATION PLAN (CHAPTER 8) IMPLEMENTATION STRATEGIES No. Description Timing 1 Highway 61 Improvements. Cooperate with the Met Council, MnDot Ongoing and Washington County to fund and construct the following improvements: • Traffic control and intersection improvements at 147th Street • Traffic control and intersection improvements at 130th Street • Roadway, access, and intersection improvements between 140th Street and 150th Street consistent with the Downtown Transportation Plan 2 135 W/E Coalition. Continue to participate with the 1-35 W/E Coalition Ongoing to advance transportation initiatives along the 1-35W and 1-35E corridors, including reconstruction of the County Road 14 interchange and future interchange at County Road 4. Chapter 13 13-6 Implementation Plan ugo IMPLEMENTING BR & LOCAL BUSINESS RETENTION & EXPANSION BUSINESS VISITATION PROGRAM RETENTION IS IT FOR AND OUR COMMUNITY? ExPkNSION George Morse and Scott Loveridge VISITATION PROGRAMS NERCRD Publication No. 72 ABOUT THESE MATERIALS ARE WE SPEAKING THE This booklet is part of a set of materials on SAME LANGUAGE? Implementing Local Business Retention and Expansion Visitation Programs, which includes the following: As you read these booklets,you will run into three terms frequently open to different interpretations. To avoid confusion,we encourage you to use the following definitions Brochures on BR&E Visitation Program for these terms: Three versions of a brochure are included with these materi- als. One gives a quick overview of the program. A second Community Economic Development is a sustained brochure is identical to the first,but with an additional community effort to improve both the local economy and the squality of life by building the area's capacity to adapt to section explaining the roles of Task Force members. A third brochure is identical to the first brochure,but with a special global economic changes. section explaining how Volunteer Visitors participate. BR&E includes all community economic development efforts aimed at helping local businesses survive and grow within the community. Is It for Our Community? This booklet gives a more detailed overview of the program. The BR&E Visitation Program is an action-oriented process for learning about the concerns of local businesses and setting priorities for BR&E projects to address these Initiator's Manual for Starting New BR&E needs. These booklets focus on a BR&E Visitation approach Visitation Programs that has been field tested in many states and subjected to two The best people to organize a new BR&E Visitation major evaluation research projects. Program in a community are already the busiest people in town. While this program has tremendous benefits,it is also a lot of work. To overcome this dilemma,this study guide suggests These booklets focus on the BR&E Visitation efficient ways to use these materials to evaluate whether or not the program is right for a community,and if so,how to program. The BR&E Visitation program helps organize it effectively and efficiently. communities with their overall BR&E efforts -- a critical part of community economic development. A glossary of additional terms BR&E Visitation Video is found in Appendix A of the booklet Is It For This three part video includes a case study of a successful BR&E Our Community? Visitation Program,a segment which demonstrates how to visit firms,and a segment on follow-up. Using the Video to Introduce the Program and Train Volunteers /AUTHORS This booklet provides tips on ways to use the video segments effectively. Scott Loveridge is extension associate professor at West Virginia University,Morgantown,West Virginia. Local Leadership Team Manual This booklet provides details for the local citizens who George Morse is professor and extension economist at the organize a community's BR&E Visitation Program. University of Minnesota,St.Paul,Minnesota. Visitation Coordinator Manual This booklet gives a step-by-step guide for whoever takes responsibility for organizing the visits to local firms. Penn State Printing Services 250, 8 M 4197 BR & E Listen to what local leaders have said about their Business Retention and Expansion Visitation Programs: "It gave us an opportunity and, more importantly, gave us a reason to work together in Filmore County." —Gary Peterson, Filmore County Commissioner "People were aware that we knew that they were there, that they knew that we cared." — John Caskey, Glenwood Economic Development Director "It is a vehicle that people can get on to establish rapport with their businesses. " —John Morris, Minnesota Extension Service: "It created an awareness for business people in Pope County that was simply unknown before this was attempted." —Jim Johnson, Starbuck Chamber of Commerce Is It for Our Community? -- 3 BR & E 4 -- Is It for Our Community? BR & E CONTENTS Is a BR&E Visitation Program for You and Your Community? ........................................ 6 Why are Existing Businesses Important to Development? ............................................. 6 What is the BR&E Visitation Program? .......................................................................... 7 What are the BR&E Visitation Program Objectives and Process? ................................. 7 Objectives.................................................................................................................................................7 BR&E Visitation Process .........................................................................................................................8 Local Roles in the BR&E Visitation Program .................................................................. 9 OverallCoordinator's Role ......................................................................................................................9 LeadershipTeam's Role...........................................................................................................................9 TaskForce's Role.....................................................................................................................................9 VolunteerVisitors'Role ......................................................................................................................... 10 Visited Firm Operator's Role................................................................................................................. 11 Reasons Volunteers Participate .................................................................................... 11 How the BR&E Visitation Program Benefits Volunteers and Communities ................... 11 Benefitsto Volunteers ............................................................................................................................ 1 I Benefits to Communities........................................................................................................................ 12 What are the Costs of a BR&E Visitation Program?...................................................... 13 Volunteer Time:Cost or Value?.............................................................................................................. 13 HowLong Does it Take?........................................................................................................................ 13 How Many Hours are Required Per Person? ......................................................................................... 14 Cost of Doing the Applied Research...................................................................................................... 14 Fees Charged to Communities ............................................................................................................... 14 OtherLocal Costs................................................................................................................................... 14 What Assistance is Provided by Universities, State Agencies, and Others? ................. 15 How Can I Learn More About This Program Before I Decide? ...................................... 15 VisitOther Towns................................................................................................................................... 15 SpeakerPhone........................................................................................................................................ 15 Contact a Certified BR&E Master Consultant....................................................................................... 15 Appendix A: Glossary of Terms in BR&E Visitation Programs....................................... 16 Research Cited and End Notes..................................................................................... 17 Is It for Our Community? -- 5 B R & E ......... IS A BR&E VISITATION PROGRAM WHY ARE EXISTING BUSINESSES FOR YOU AND YOUR IMPORTANT TO DEVELOPMENT? COMMUNITY?' Existing firms are an engine of economic growth. Some If you are interested in encouraging economic development studies estimate the percentage of new jobs created by in your community,this booklet is for you. Whether you are existing firms as high as 80/o,while the most conservative a professional economic developer,a chamber of commerce estimates say 40%.Z When a community commits to official or member,a local government official,an education "Forking with its existing firms,it commits to working with official,or an interested citizen who wants to see your area a group of firms that are important to the future of the local become more economically resilient,you will be interested economy,and to those who have already invested in the in this approach to economic development. It's called the community. Business Retention and Expansion Visitation(BR&E Visitation)program. Many communities have pursued policies designed to attract outside firms to move into the area. However,such a This booklet will help you understand this local develop- strategy is not likely to be effective if existing businesses ment strategy, its benefits and costs,and what you and are not happy with the local business climate. Sometimes others need to do to have a successful local program. This communities that are successful at attracting new firms do booklet will help you decide whether or not to adopt this not see much growth. While new firms come in the front strategy,and,if you do,how to do it. This booklet and the door,their existing firms downsize or exit through the back accompanying video can help you see the possibilities for door. Increasingly,communities are recognizing that it your own community. The final results depend upon you makes sense to pay attention to the survival and growth of and your community. their existing firms. To help you decide if this approach fits your community,we cover the following questions: • Why are existing businesses important in local economic development? • What is the BR&E Visitation program? • What are the BR&E Visitation objectives and process? • What roles do local citizens and leaders play in the program? • What are the benefits to a community and to the volunteers in program? • What are the costs of the program? • What assistance is provided by universities,state agencies,and others? • How can you learn more about this program? 6 -- Is It for Our Community? BR & E WHAT.IS THE BR&E VISITATION WHAT ARE THE BR&E VISITATION .PROGRAM? PROGRAM OBJECTIVES AND PROCESS? Business Retention and Expansion(often simply called BR&E)includes all efforts to encourage the survival and Most local BR&E Visitation programs have the following growth of a community's existing businesses. objectives and visitation process: Examples of the hundreds of possibilities include: Qb1@CtIV@S • Providing technical training for new employees. • Providing management seminars for employers. Demonstrate to local businesses that the • Helping firms identify local sources of input community appreciates their contribution to the supplies and materials. local economy. • Encouraging better labor/management relations. Help existing businesses solve problems. • Reducing the cost and upgrading the quality of Assist businesses in using programs aimed at local government services. helping them become more competitive. • Establishing better school-workplace relations and Develop strategic plans for long-range business fit. retention and expansion activities. • Retaining youth in the community. Build community capacity to sustain growth and development. All of these examples help firms to become more productive and thus more competitive. These ideas don't try to hold the clock in place or to roll it back. Instead they help your local firms stay ahead of their competitors in other communities. A BR&E Visitation program is a planning process for setting priorities for community sponsored Business Retention and Expansion programs that best fit the needs of local firms. A BR&E Visitation program recognizes that few communities can do everything that they would like to do to help their existing firms. Your community probably does not have the funds nor the leadership time to do it all. So—you have to decide what types of projects could do the most for your local firms. Your priority projects depend on the types of firms in your community,the competitive pressures they are facing,the nature of your local public services,the qualities of your labor force,and many other factors. Is It for Our Community? -- 7 BR & E BR&E Visitation Process Typically,there are four stages to the BR&E Visitation Process: Stage 1: Stage 2: Stage 3: LCommencement ge 4: Firm Visits Immediate Follow-up Data Analysis and Meeting Recommendations mentation Figure 1: Flow diagram of the four typical stages in the BR&E Visitation Process. Stage 1: Firm Visits Activity Who Does/t Organize Local Task Force Leadership Team/Consultant Recruit Firm Visitors Task Force Train Firm Visitors Leadership Team/Consultant Visit Firms Volunteers and Task Force Stage 2: Immediate Follow-up Activity Who Does/t Review surveys Task Force/Consultant Assist Firms Task Force and Others Stage 3: Data Analysis and Recommendations Activity Who Does It Computerize Survey Results University Faculty Analyze Data University Faculty Suggest Projects Development Experts and University Faculty Review Suggested Projects Task Force/Consultant Adopt Projects to Implement Task Force Review Outside Sources of Assistance Task Force and Outside Groups Stage 4: Commencement Meeting and Implementation Activity Who Does It Share Results at Commencement Meeting Task Force Implement Projects Task Force and Others 8 -- Is It for Our Community? BR & E AW-l"W ;:r VIDEO SEGMENT Task Force's Role If you would like a quick illustration of the steps in the The BR&E Visitation Task Force's main responsibilities are BR&E Visitation process,view segment 1 of the video that to: accompanies this set of booklets. That segment follows Sibley County,Minnesota,through the steps listed above. Set the overall policies for the program(e.g., number of firms to visit,types of industries to include,number of visits/team,etc.). • Recruit sufficient volunteers to conduct program LOCAL ROLES IN THE B R&E (each Task Force member usually recruits one or VISITATION PROGRAMtwo Volunteer Visitors). • Assist in securing written endorsements from local organizations. Overall Coordinator's Role Attend the firm visit orientation and visit at least two to four firms each. As with any successful program,someone has to be the Participate in two meetings to handle the spark plug for it. The spark plug for the BR&E Visitation immediate concerns of local firms and to assist in programs is the Overall Coordinator(or Chair of the the follow-up work. Leadership Team). His/her formal duties include convening Review the research results and set priorities for the Leadership Team and serving as meeting chair. long-term projects for BR&E(done in a four-hour mini-retreat). • Assist in planning the community commencement Leadership Team's Role meeting. • Assist,as appropriate,in the implementation of the Three or four other local citizens need to share the projects. leadership role with the Overall Coordinator:Media Attend quarterly progress reporting sessions for a Coordinator,Visitation Coordinator,Business Resources year after adopting the priority projects. Coordinator,and Milestone Meeting Coordinator. The Media Coordinator helps to coordinate media coverage. Each Task Force member will need to contribute about twenty hours prior to the community commencement The Visitation Coordinator helps organize the Task Force meeting. This is spread over several months for less than and Visitation Teams to prepare for the firm visits. one hour per week. Naturally,some Task Force members will spend more time because they become very involved in The Business Resources Coordinator helps organize the helping businesses with immediate concerns,but typically, Team to respond to the firms'urgent and immediate this involvement is part of their"day job"responsibilities. concerns. Each Task Force member's specific responsibilities for ongoing implementation are arranged after the projects are The Milestone Meeting Coordinator helps organize the Task identified. Force retreat,the business resources meeting,and the community commencement meeting. Diversity of Task Force Membership As illustrated,your BR&E Visitation Task Force should All members of the Leadership Team participate in all consist of five different groups of community leaders: (1) stages,with each Coordinator serving as the quarterback at Business Leaders,(2) Development Professionals,(3) different stages of the program. The publication Local Local Government Officials, (4) Education Officials,and Leadership Team Manual gives more details on the roles (5) other key Community Leaders. Your Task Force needs and responsibilities of the Leadership Team and the Overall this diversity because each of these leader categories can Coordinator. contribute to the solution of local business development problems. For example,business owners can help the Task Force better understand the problems expressed in the surveys. School officials have been able to help start school/business partnerships and to reform educational Is It for Our Community? -- 9 BR & E programs to address business needs. Local elected officials Whom Should We Invite to be on the Task Force? need to learn about concerns with public services. And professional developers often have information on state and federal programs that are needed by firms. A recent Business Leaders: research project has shown that groups that have a broad- Chamber of Commerce Officers based Task Force are more likely to implement their priority Bankers or other Financial Institution Members projects than those that don't.' Local Utility Managers If you live in a sparsely populated area,you may feel that Other Business Owners or Managers you can't get everyone from all five groups. Experience has Representatives from other Development Groups shown that almost every community can find someone in Development Professionals: each of these roles. They may not live in your community, Chamber of Commerce Staff but their territory includes your community. Invite them! Regional Utility Development Professionals Regional Development Commission Staff Eligibility for Task Force Staff from other Development Groups What skills do you need to be an effective Task Force member? Task Force members need to be recognized Local Government Officials: community leaders because an influential group is needed at City Government Officials various times during the process: County Commissioners or Officials • When you need to handle the immediate concerns of Education Officials: the firms. Superintendents of Elementary and Secondary Schools • When projects are selected. Vocational School Superintendent(one covering school • When projects are presented to the public. district area) Community College Presidents Beyond being a recognized community leader,Task Force Extension Service Agent members who possess a basic understanding of the local economy and work easily with others will be effective. Other Community Leaders: Religious Leaders Other Key Leaders Volunteer Visitors' Role Volunteer Visitors must attend a two-hour orientation. During orientation,the Leadership Team will help the volunteers identify their Visitation Team member and learn how to interview firm managers or owners. They also will be assigned the(two to four)firms they will visit. This requires between six to eight hours of total time. These visits are usually done within a two-to four-week period. In previous programs,Volunteer Visitors have represented a cross-section of professions and organizations. In addition to business persons and economic development professionals—ministers,plumbers,and school superinten- dents have been Volunteer Visitors. Despite this variety,all volunteers should be enthusiastic about the program, influential in the community,and must understand the confidentiality of the information they will be gathering. 10 -- Is It for Our Community? BR & E Local influential leaders who are active in the community HOW THE BR&E VISITATION are usually the best volunteers because they recognize the PROGRAM BENEFITS importance of helping to improve the community's economy andwell-being. VOLUNTEERS AND COMMUNITIES Volunteer Visitors should include people from both the Benefits to Volunteers public and private sectors. Volunteers such as chamber of commerce executives are important to the program Citizens and local leaders who have worked with the BR&E because they have the resources,contacts,and leverage Visitation program cite the following reasons why they have to address many of the concerns that industry reveals been active participants:' during the visits. And when your roster of volunteers also includes business owners and executives from the BR&E Visits arefun private sector,the program is more legitimate from industry's point of view. The program is perceived as We guarantee you will have fun! Everybody says, more of a community effort rather than a"chamber," "This is fun"after completing their first firm visit. "council,"or"city"effort; in some communities,these You'll enjoy socializing with other key community labels could damage the credibility of the program. leaders and participating in important community decisions. Visited Firm Operator's Role BR&E Visitation Program builds networks Typically between thirty and one hundred firms are visited. You can build networks with other local businesses and Generally,Volunteer Visitors are instructed to interview the leaders,and with regional and state economic firm owner or operator,but if this person will be unavailable development professionals. These contacts can often for a long period of time,then volunteers are instructed to help your business or future development efforts. interview the highest management official possible. • BR&E Visitation Program is a learning experience REASONS VOLUNTEERS You will learn about your local economy's strengths PARTICIPATE and weaknesses from the perspective of local businesses and gain insights on how your community is likely to develop in the future. You will learn about Many volunteers participate because they care about the new options for working with existing firms and ways economic development of their community. Some volun- you can shape your community's destiny. teers(public officials,extension agents,development department representatives)participate because the program BR&E Visitation Program brings the community is essentially an extension of their current job. Some together volunteers participate because they want to learn more about local industry,while others(new residents)participate In many communities,citizens and local leaders are because they want to learn more about their community in thinking about their future,but they're not working general. Still others(public officials,new residents, together to have an impact on the future. The BR&E business owners and mangers)participate because they want Visitation program can bring your community together to meet new people and develop more personal and profes- Business persons,local government officials, education sional relationships,while others(retirees,housewives) officials,professional developers and interested citizens participate because they want to become more active in their all work together for the benefit of existing local community. And still others participate because of peer businesses and their community. pressure. These are just some of the reasons that volunteers have been motivated to participate in previous programs. Is It for Our Community? -- I I BR & E • BR&E Visitation Program is do-able, and it a BR&E visit that the firm might be forced to close due gets results to a fire code problem. The BR&E Visitation program contacted the St.Paul Port Authority who worked with Citizens just like you and your neighbors have done this the firm and the fire department to develop a solution, program in all sizes and types of communities. saving 124 jobs. In reviewing the survey results,Task Excellent BR&E Visitation programs have been Force members in Harrisvi Ile,West Virginia, learned completed in rural,suburban,and urban areas and are that local firms were losing business and missing getting results. Naturally,it's more rewarding to work shipments because the road into town was poorly on projects that are both feasible and achieve results. marked. The Task Force worked with state government to correct the problem. • BR&E Visitation Program demonstrates that"we care about business" Help Firms Become More Competitive Just visiting firms demonstrates that your community Profits are essential for the retention and expansion of cares about its local businesses and appreciates their firms. For a firm to survive,it must make a profit—at economic contributions to the area. It's surprising how least over the long run. If your local firms can make many business leaders feel unappreciated and have not more profit in your community than in others,you been personally told that the community values them. won't have any trouble retaining them. Since profits increase with higher prices per unit and lower costs per • BR&E Visitation Program is low risk,but only if done unit,other things being equal,BR&E programs that correctly help firms reduce costs or increase values add to the firms'competitiveness. For example,when the Becker If you follow the guidelines in these manuals,the Otter Tail Dairy BR&E project in Minnesota found BR&E Visitation program is safe. As a local leader financing was a bottleneck for expansion of many local said,"How can you possibly lose?" dairy farmers,the Task Force set up a dairy financing conference,which attracted ninety local bankers. Already,over$3 million in new dairy facilities are in Benefits to Communities development. In Taylor County,West Virginia,the local BR&E Visitation Task Force found that workers • Improved Public Relations with Existing Firms lacked math skills,so they worked to establish a business and education partnership. This resulted in the Most BR&E Visitation programs send two community development of a new program,which provides math leaders to visit each firm;this results in improved training to workers. To give incentives to workers,a public relations with them. Research has shown that local greenhouse gave raises to workers who completed demonstrating a pro-business attitude was rated as one the math program. With their new math skills,workers of the greatest benefits of the program.' Many firm make fewer mistakes when they mix chemicals,which owners have said: "This is the first time anyone has saves the company money,and underscores concern for come to visit us and really listen to our opinion." environmental issues. • Help Firms Solve Problems De.elop Action-Based Strategic Plans for BR&E Visitation Often firms have concerns that require immediate attention. The BR&E Visitation approach outlined in Few communities can tackle all of the BR&E projects these booklets is an effective means of quickly that could benefit local firms. The BR&E Visitation addressing many of these concerns. For example,the process outlined here helps the Task Force use the data Portage County,Ohio,BR&E Visitation program to reach a consensus on high priority projects. A recent provided business incentive information to twenty-two study found that one hundred percent of the most of the sixty-nine firms visited in 1994. Four of these successful BR&E Visitation programs had written firms are planning investments of over$20 million and action-based strategic plans.' For example,the the addition of 117 jobs. Anaconda,Montana,BR&E Visitation program developed an action-based strategic plan,which In St.Paul,Minnesota,a firm owner mentioned during resulted in the following projects: 12 -- Is It for Our Community? BR & E ,er o � ,�-,-a&k 1. The development of a Jack Nicklaus golf course focusing on industrial attraction operate on a where an ugly hazardous waste site had been countywide basis,most BR&E Visitation programs do. located at the entrance to the community. This enables communities of varying sizes to pool their 2. The retention of a state hospital,saving five resources to help their existing firms compete. hundred jobs. 3. The development of business start-up educational programs that resulted in forming eleven new WHAT ARE THE COSTS OF businesses and expanding seventeen home-based A BR&E VISITATION PROGRAM? businesses.' • Build Community Capacity for BR&E So much for the benefits, what are the costs of doing a BR&E Visitation program? Let's take a look at these. The most important long-term benefit of this action- Compared with many economic development programs,the based approach to BR&E Visitation is that it builds the BR&E Visitation Program is an extremely low-cost option. capacity of the community to do BR&E. Four important aspects of this improved capacity are: Volunteer Time: COSI or Value? 1. Stronger collaboration between local development If you have a home flower garden and enjoy working in it agencies,local governments,citizens,educators, yourself,how do you estimate the cost of your time? Do and local businesses. you simply take your average hourly wage times the hours 2. A better understanding by local leaders of the you work? Or,since you are having fun, do you assume strengths and weaknesses of their community's your time is either free or that you would need to charge local business climate. yourself an entertainment fee? It's not clear cut,is it? 3. Better communication among businesses and leaders. We run into the same problem when estimating the cost of 4. Better linkages to state and federal development volunteer time for the BR&E Visitation program. Because assistance. most people consider it fun to visit firms,it might be incorrect to estimate the value of their time as a cost. If you A study of an Ohio BR&E Visitation program found do count this time as a cost,citizens and local leaders stronger collaboration among a wide variety of local collectively contribute about$25,000 in time to an average leaders—due largely to the process used by the Task BR&E Visitation program. Force to deal with immediate individual concerns10(for more information see The Local Leadership Team Manual p.9). If you want to attract new firms,you How Long Does It Take? must understand your community's strengths and weaknesses—from the perspective of the business A BR&E Visitation program takes two to three years to world. No group is in a better position to tell you what complete. Organizing the local Leadership Team usually these are than your existing firms. Prospective firms takes one to two months. The firm visits and action-based considering your area as a location will send a team to strategic planning efforts take from four to nine months. visit them. The rest of the time is devoted to implementing the plans. Local economic development takes time and effort. It You will have more success in attracting new firms if would be a mistake to recruit the Leadership Team and Task you talk with your local firms first and understand your Force members on the promise that the program commit- community's strengths and weaknesses. For example, ments would be completed in six months. That promise Fayette County,Ohio,had a long-standing reputation as would forecast a program that develops a strategic plan that having a poor labor climate as a result of strikes over sits on the shelf and never gets implemented. twenty years earlier. However,the BR&E Visitation survey found that labor/management relations at the time of the survey were very good. The local Task Force used this information to successfully market their community to several new industrial prospects." Although very few economic development programs Is It for Our Community? -- 13 BR & E � lr How Many Hours Are Required Per Person? Naturally,this varies considerably with the community,its problems,and the local leaders,but on average,the most time is spent by the Leadership Team, followed by the Task Force,and then the Volunteer Visitors. All three groups typically visit firms. In addition,the Task Force meets to set policy and to consider the survey results and future actions. Often, the Leadership Team convenes between Task Force meetings to set the stage for effective Task Force meetings. Table 1: * Summary of Estimated Time Commitments of BR&E Visitation Participants Participants Number During Visits and During Participants Planning Phase Implementation per Program (4 to 9 months) Phase (1 to 2 years) Local Citizens & Leaders Total Hours Per Person Overall Coordinator 1 70 40 Other Leadership Team Members 3-4 45 30 Task Force Members 25-30 20 20 Volunteer Visitors 25-30 10-20 0 Firm Owner/Operators 30-100 1 0 Technical Assistants BR&E Consultants 12 1 100 30 Computer Technician 1 24-45 0 Report Writer 1 100 0 Professional Review Team 15 5 0 * Includes time spent in meetings. Time spent on implementing projects varies considerably based on priorities identified and individual skills. Cost of Doing the Applied Research You'll need to check with your state's sponsoring agency to determine the fees in your area. On the research side,estimating the costs are easier. There are costs for entering the data,doing the computer work, analyzing the results and writing the reports,printing the Other Local Costs reports,and traveling to the community to present the results. Together with the time and travel of the BR&E In addition to program fees,you need to plan for expenses Consultants,these average about S 15,000 per program. associated with mailings and meeting expenses. Plan on postage and photocopy expenses of about ten dollars per firm targeted for a visit. Effective volunteer participation Fees Charged to Communities also requires mailing of meeting notices. Volunteer partici- pation is usually enhanced if a small amount of money is The fees range from zero to S 15,000 per program. The available for light refreshments at meetings. Recruiting a difference between the costs and fees is paid from a variety strong Local Leadership Team is critical to obtaining of public and private agencies depending on the state. sufficient financial support for an effective program. 14 -- Is It for Our Community? BR & E WHAT ASSISTANCE IS PROVIDED HOW CAN I LEARN MORE ABOUT BY UNIVERSITIES, STATE THIS PROGRAM BEFORE I AGENCIES, AND OTHERS? DECIDE? One hundred percent of the most successful BR&E Visita- Visit Other Towns tion Programs have written reports." The written research report is important because it summarizes the data from Your best bet is to talk with local leaders in a community your surveys and presents it in a strategic problem-solving that has done the program. If you have the time and funds framework. In addition,the report(or a written summary) available,travel to one of these communities to visit with should show which projects your group considered and their Leadership Team and members of their Task Force. which were adopted as priorities. The report should list the problems(as reported by firms visited),the solutions(as developed by the Task Force and others),and commitments Speaker Phone to act(i.e.,the names of persons on your Task Force who agree to help with specific projects). If you don't have either time or funds available,however,an excellent alternative is to watch the video that comes with Is it better to have an outside researcher write the report or these materials and then interview one or more local leaders to have a local person do it? It is not necessary to have an from another program by using a speaker phone. (Note: outside researcher write the report,but there are several We've had excellent results with this method of contacting advantages if you do: leaders in other towns. There are tips on how to make this work in the booklet: Using the Video to Introduce the • Objectivity on causes of local problems. program and Train Volunteers.) For names and phone • New perspectives on potential solutions. Access to a range of expert opinions and resources. numbers of persons to call,contact your state BR&E • sponsor or check the BREI web page:(http://www.brei.org). • Professionalism in the content and presentation of the report. Many states have a state level organization that analyzes the Contact a Certified BR&E Master data and prepares the research reports. In some states this is Consultant done by faculty at a University,often those working with the Cooperative Extension Service. In other states,the Depart- Other excellent sources of information are Certified BR&E ment of Development or a utility company handles this. Master Consultants. These individuals have received Check with your state development agency,your local specialized training on the process of organizing a BR&E development professionals, or your county extension office Visitation by Business Retention and Expansion Interna- for information on who does this in your state. Alterna- tional. They not only have received specialized training but tively,you can obtain a list of researchers from the Business are also backed by a national mentoring system. These Retention and Expansion International Web Page consultants provide assistance to local groups wishing to (http://www.brei.org). start BR&E Visitation programs and often do this at no charge as part of their current employment. Is It for Our Community? -- 15 BR & E APPENDIX A: GLOSSARY OF Media Coordinator TERMS IN BR&E VISITATION Person who coordinates media coverage for the PROGRAMS program and coaches the Leadership Team in working with the media. The terms used in BR&E Visitation Programs evolve and Milestone Meeting Coordinator change over time as we learn more about what works and what doesn't. Here are some common terms used in these Person who coordinates the major meetings(retreat, booklets and their synonyms used in earlier handbooks or implementation resources,and commencement). publications. Synonymous term(used in other publications): Retreat and Meeting Coordinator. BR&E Commencement Meeting Red Flag Issues Meeting at which the community learns about the Urgent situations in a firm that require immediate priorities set by the Task Force,and starts on the attention. implementation phase. Synonymous term: short-run,urgent problems BR&E Retreat Visitation Coordinator Four hour meeting of Task Force to set priorities for Person who quarterbacks the Leadership Team until the future BR&E projects. firm visits are done. BR&E Visitation Program Synonymous term: Coordinator. Name of the entire process outlined in these manuals. Synonymous terms(used in other publications): BR&E Programs or R&E Programs. These terms really refer to a much broader set of programs than the BR&E Visitation Program. But many BR&E professionals use these synonyms anyway. It always pays to clarify this. Business Resources Coordinator Person who quarterbacks the Leadership and Task Force on responding to the immediate concerns of the firms. Synonymous terms(used in other publications): Red Flag Consultant or simply BR&E Consultant. Certified BR&E Master Consultants Persons who coach community leaders on how to implement local BR&E Visitation Programs. Synonymous term used in other publications:State BR&E Staff. Implementation Resources Meeting Meeting of outside agencies or groups to see how their programs are related to BR&E projects and to explore the potential for collaboration. 16 -- Is It for Our Community? BR & E own RESEARCH CITED AND END NOTES 'This booklet complements Chapter 11 of Morse,George W., 1996,BREI Consultant's Guidebook.Course for the Certifi- cation of BR&E Master Consultants,Department of Applied Economics,University of Minnesota. 'Kraybill,David S., 1995,"Retention and Expansion First," Ohio's Challenge. Department of Agricultural Economics, Ohio State University,Columbus,OH. Vo1.8,Issue 2,pp.4-7. 'This coordinator is called the"Red Flag Coordinator"in the Consultant's Guidebook. 'Allanach,Christopher B., 1995,"The Market for and Impacts of Business Retention and Expansion Programs,"MS Thesis, Department of Applied Economics,University of Minnesota. Morse,George W.,and Inhyuck Ha, 1995,"How Successful are BR&E Implementation Efforts?A Four State Example;' Department ofApplied Economics,University of Minnesota Staff Paper P95-13. 'McLaughlin,Robert T., 1990,"Making Connections through R&E:An Educator's Case Study,"in G.Morse(ed.) The Retention and Expansion of Existing Businesses. Iowa State University Press,pp. 166-182. 6 McLaughlin,op. cit.,pp. 172. While this is a quote of a local leader,the authors have seen a number of programs which had problems. There are risks,especially if the basic principles are not followed. 'Smith,Thomas R.,George W.Morse,and Linda M.Lobao, 1992,"Measuring Impacts of Business Retention and Expansion Visitation Programs,"Journal of Community Development Society, Vol.23, No. 1,pp. 127-128. s Loveridge,Scott and Thomas R.Smith, 1992,"Factors Related to Success in Business Retention and Expansion Programs," Journal of Community Development Society,Vol.23,No.2,pp.73-74. 'Morse,George, 1993,"Retaining and Expanding Local Businesses: Strategies to Build Successful Programs"in Building Your Community's Future Satellite Programs on Community Economic Development. Illinois Institute for Rural Affairs, Western Illinois University,pp.21-25. 10McLaughlin,op.cit.,pp. 176-180. 1' Morse,George W.,Robert McLaughlin,and Ellen Hagey, 1990, "Success Stories in R&E Business Visitation Programs,"in G.Morse(ed.)The Retention and Expansion of Existing Businesses. Iowa State University Press,pp. 137. 12 This estimate assumes the BR&E Consultants provide the assistance outlined in the booklet:Initiator's Manual for Starting New BR&E Visitation Programs. If the Consultant also plays the role of the Local Coordinator,the time will be the sum of the various roles. "Loveridge and Smith,op. cit.,pp. 73-74. Is It for Our Community? -- 17 �T . BRVer E 18 - Is It for Our Community? ACKNOWLEDGMENTS Schneider,Emerson Shimp,Ken Simeral,Jack Sommers, John Ulmer,Ray Wells,Merlin Wentworth,Evelyn Worthy, Barbara Wurzel,Russell Youmans, and Bob Zetty. The ideas and experiences that shaped this set of materials came primarily from the authors'work with communities in Several organizations provided financial support for the Minnesota,Ohio and West Virginia. This grassroots development of the concepts in this series,the research that experience was supplemented with three major research helped to test these ideas,or workshops to disseminate the projects in the states of Indiana,Minnesota,Missouri, information: North Central Regional Center for Rural Nebraska,North Dakota,Ohio,and Wisconsin. Colleagues Development,Western Rural Development Center,Northeast in these earlier research efforts included: Thomas R.Smith, Regional Center for Rural Development,Southern Rural Duane Olson,Leroy Hushak,Ray Lenzi,Inhyuck Ha, Development Center,The Ohio Cooperative Extension Christopher Allanach,Daniel Otto,James P.Miller,Ellen Service,Minnesota Cooperative Extension Service,West Hagey,John D.Rohrer,William Gillis,Robert McLaughlin, Virginia University Extension Service,The Aspen Institute and Marion Bentley. for Humanistic Studies,USDA Extension Service,and Farm Foundation. Pioneers in BR&E who taught us include Sam Crawford, Rudy Schnabel,Howard Wise,Dale Hileman,Paul Several individuals from the Northeast Regional Center for Clappsaddle,Dan Ellerbrock,Michael Jay,Bill Rural Development helped us to produce the actual booklets Grunkemeyer,Emerson Shimp,Roland Patzer,Mary Lee that make up Implementing Local Business Retention and Gecowets,John Dete,and Eric Norland. Expansion Visitation Programs. Daryl Heasley and Eileen Zuber provided encouragement and endless technical editing, The officers of Business Retention and Expansion Intema- while Mark Preston and Steve Nelson completed design and tional contributed both ideas and resources for this project. layout work. Ken Pigg also assisted while acting as Director In particular we wish to thank: Ursula Boatright,Arthur for the Northeast Center(1995). Brown, Judy Finley,Leroy Hushak,Thomas Ilvento,Joe Imorde,J.Robert Kelchner,Ray Lenzi,Stephen E.Miller, Duane Olsen,Jeffrey Taylor,Kathleen Tweeten,Karen Van AUTHORS Winkle,and Rudy Schnabel. Numerous development professionals,educators,and community leaders have contributed ideas that have strengthened this program. We Scott Loveridge directs the BR&E Visitation Program in thank the following people with whom we have worked West Virginia. Over the past six years,he has done exten- directly(names of people we trained as Certified BREI sive evaluation research on the impacts of BR&E Visitation Consultants are italicized): Programs. The findings from this research have lead to a number of changes in the approaches used by BR&E Mark Abbott,David Amstutz,Dennis Baker,Lorrie Ballard, professionals and community leaders. He is extension Steve Bartels,Millie Bessey, James Boerke,Joel Boykin, associate professor,Division of Community and Economic Margaret Braaten,Ken Brinson, Paul Clappsaddle,Daryl Development,West Virginia University Extension Service, Clark,Linda Clark, Garland Curtis,Dave Cooke, Sheila Morgantown,West Virginia. Craig,Sam Crawford,Dan Evers,Judy Davis,Lee Dorsey, Susan Engelmann, Rodney Elmstrand,Daniel Erkkila, Bob George Morse has worked with BR&E Visitation Pro- Fawcett,Judy Finley, Joyce Fittro,Karl Foord, Donna Ford, grams for 12 years,helping many localities implement the Michael Foulds, Doug Graver, Venessa Gray,Lee Gross, program. From 1985 to 1989,Morse served as the director Laura Grove,Rick Grove,Bill Grunkemeyer,Kent of Ohio's BR&E Program and from 1990 to 1995 he directed Gustafson,Alison Hanham,Robin Hanna, Wayne Hansen, Minnesota's BR&E Strategies Program and is professor and Michael Hensely,Dale Hileman,Renee Hink, John Hixson, extension economist at the University of Minnesota.He has Mike Hogan,Tom Hopkins,S.Henry Huerkamp, Jay written a number of popular and academic articles on BR&E Jacquet,Michael Jay,Earl Joy,Ben Kenney,Robert and developed the certification course used by Business Kelchner, Donald Kimmet,Robert Koehler, Keith Kopischke, Retention and Expansion International(BREI). He was a Kurt Kuffner,Ken Lafontaine,Herbert Lane,Pat Landi,Neal founding member of BREI and served on their board of Leimbach,Kenneth Lengieza,Nancy Lenhart,Mike Lloyd, directors. Patricia Love, Gerald Mahan, G.Duane Miller,Larry Morehead,Jack Morris,Nancy Nelson,Leone Ohnoutka, Both authors appreciate the suggestions of community Kimberly Olson,Dorothy Rosemeier,Rich Senopole, Ray leaders,development professionals,and extension educators Schindler,Mary Ann Shatto, John Smith,Len Smith,Rick on effective means of doing BR&E Visitation Programs. Smith,Steve Smith,Toni Smith,Mark Sorensen,Roger The strength of the BR&E Visitation program process Steinberg Thomas Suter,Elizabeth Templin, Eric Thompson, outlined in these booklets stems from combining these Karen Tommeraasen,John Watkins,Joy Wright,Harold practical tips with the lessons from the evaluation research. BUSINESS RETENTION AND EXPANSION VISITATION PROGRAM For More Information Contact: BR&E International http://www.brei.org George Morse Department of Applied Economics University of Minnesota 1994 Buford Ave. St. Paul, MN 55108-6040 e-mail: gmorse@dept.agecon.umn.edu Scott Loveridge West Virginia University Extension Service 404 Knapp Hall, P.O. Box 6031 Morgantown, WV 26506-6031 e-mail: LOVRIDG@wvnvms.wvnet.edu Western Rural Development Center Northeast Regional Center for Oregon State University r, Rural Development Ballard Extension Hall 307 °° 7 Armsby Building Corvallis, OR 97331-3607 Q AA® The Pennsylvania State University j; (503) 737-3621 �"�Go ®® University Park,PA 16802 (814) 863-4656 North Central Regional Center Programs of the for Rural Development regional rural Southern Rural Development Center 317 East Hall development Box 9656- 6 Montgomery Drive Iowa State University centers are Mississippi State University Ames,IA 50011-1070 available equally Mississippi State,MS 39762-9656 (515) 294-8321 to all people. (601) 325-3207 EDA Goals For 2007 1. Hugo Business Association involvement as an active partner 2. Develop marketing and promotional strategy for Hugo and the EDA • Create a list of businesses in Hugo • Develop retention and attraction goals 3. Continue performing site visits with existing businesses in the City 4. Establish a Tax Increment Financing (TIF) District • Create TIF policy • Create TIF application • Continue working on downtown redevelopment 5. Identify a location for another industrial park • Northern gateway • Future development in northern Hugo tyof 2007 �� i O� O�"" City of y ir-cui go Hugo Description of Goal Target Date for Completion 1. Focus on Economic Development a) Continued membership and active involvement in the HBA a) Ongoing b) Develop marketing and promotional strategy for Hugo and b) September, 2007 the EDA, utilizing continued visits with existing businesses in the City of Hugo c) Promotion and establishment of TIF district c) April, 2007 d) Begin master-planning Northern Gateway d) Begin in April - • Industrial Park complete in 2008 • Infrastructure demand assessment 2. Transportation Planning a) Traffic Signals a) November 1, 2007 b) CSAH 14/1-35 Interchange b) Ongoing c) Street Reconstruction Implementation c) December 1, 2007 3. Public Safety Goals a) Review police protection services a) December 1, 2007 b) Cooperative Agreement for BLS Ambulance Service b) November 1, 2007 c) Fire Marshall Safety Report c) June 1, 2007 4. Multiple Parks Projects a) Finalize Oak Shore Park Plan; prepare for 2007/2008 a) July, 2007 construction b) Form Implementation Committee for Rice Lake Park b) March, 2007 Soccer Complex c) Ongoing evaluation of opportunities for parkland acquisition c) Ongoing (I.e., Ball field Complex) d) Ongoing recreational programming d) Ongoing 5. Comprehensive Plan Update a) Update City Transportation Plan a) Spring 2008 b) Update Parks Master Plan b) Spring 2008 c) Update City Utilities c) Spring 2008 6. Rice Lake Management Plan August 1, 2007 7. Recodification of City Code August 1, 2007 a) Rural Preservation Ordinance a) April, 2007 b) Nuisance Ordinance b) July, 2007 c) Sign Ordinance c) December, 2007 d) Board of Zoning d) April, 2007 S. Historical Commission Projects a) Regional Host for Historical Commissions a) February 20, 2007 b) Continue verbal and written collection of history b) Ongoing c) Hugo Good Neighbor Days Display c) June, 2007 2007 Ongoing Thonties Description of Priority Level 1. 1-35 W/E Coalition — CSAH 14 & 1-35E Interchange 2. City-wide Bus Tour for Council, Commissions, and Staff 3. Maintain Quality Staff 4. Council Working Together as a Team S. Stable Tax Base 6. Housing Diversification and Mix — Lifecycle Housing 7. 800 MHZ Communication System with Washington County 8.