HomeMy WebLinkAbout2010.03.08 EDA Packet AGENDA
CITY OF HUGO
ECONOMIC DEVELOPMENT AUTHORITY
MONDAY, MARCH 8, 2010
8:30 AM
8:30 am 1. Call to Order
8:31 am 2. Roll Call
8:32 am 3. Approval of Minutes
EDA Meeting of February 8, 2010
8:35 am 4. Subway — New Ownership
• Mike DeWeefe
9:00 am 5. Discussion City Owned Property Downtown
• Marl: Finnemann
• Richard Fischer
10:00 am 6. Update on Downtown Redevelopment and Other
Projects
t0:15 am 7. Update on BR&E Program
10:30 am 8. Adjournment
BACKGROUND MEMO FOR THE EDA MEETING OF
MONDAY, MARCH 8, 2010
3. APPROVAL OF MINUTES
Staff recommends approval of the minutes from the February 8, 20 10 EDA Meeting as
presented.
4. SUBWAY— NEW OWNERSHIP
Subway in Hugo has a new owner, Mike DeWeefe. He will be present at the meeting to
talk about the business and to answer any questions that the EDA may have. Staff
recommends that the EDA welcome Mr. DeWeefe as a new business owner in Hugo.
5. DISCUSSION CITY OWNED PROPERTY DOWNTOWN
Mark Finnemann, Richard Fischer will be present at the meeting to showcase their new
concept plans for the City owned property in downtown. The team of developers has
been to the EDA before to present their ideas for the City owned property. They would
like to present and discuss the plans with the EDA.
6. UPDATE. ON DOWNTOWN REDEVELOPMENT AND OTHER PROJECTS
Staff will update the EDA on the downtown redevelopment progress and other projects in
the City.
7. UPDATE ON BR&E PROGRAM
Staff will update the EDA on the progress of the BR&E Program. Enclosed in the packet
are the survey results and the projects that are part of the implementation of the program.
Staff recommends that the EDA review the materials and provide staff will feedback.
MINUTES FOR THE EDA MEETING OF FEBRUARY 8, 2010
EDA President Fran Miron called the meeting to order at 8:40 am.
PRESENT: Jan Arcand, Tom Denaway, Jim Bever, Phil Klein, and Fran Miron
ABSENT: Mike Granger and Brian Thistle
CITY STAFF PRESENT: City Administrator Mike Ericson, Community Development
Director Bryan Bear, Associate Planner Rachel Simone, and Shayla Syverson, Economic
Development/ Parks Intern
APPROVAL OF MINUTES FOR THE EDA MEETING OF JANUARY 11,2010
Klein made motion, Bever seconded, to approve the minutes for the EDA meeting of January 11,
2010.
All ayes. Motion carried.
HUGO 1 STOP—GAS STATTION
The City Administrator introduced the owner of the Hugo l Stop, Michael Warner. Mr. Warner is also
a resident of Hugo. He stated that he took ownership of the gas station during the foreclosure process.
He stated that he has 8 employees and 3 are full time. The business is going good and he has
established good working relationships with the adjacent businesses. He stated that he has some
concerns with the existing blight in the area and the improvements that will be made to 10h Street
and Highway 61 and how it will affect his business.
UPDATE ON DOWNTOWN REDEVELOPMENT
The CD Director stated that the demolition is complete for Carpenters Steakhouse. He stated that the
City provided the property owner a letter declaring the building hazardous to waive the PCA's 10 day
approval period. The Anderson's are still discussing the demolition of the antique shop, which is
located just north of Carpenters. The antique shop will need to go through the entire approval process
that the PCA requires. The Anderson's have not talked about the next steps for either of the properties.
UPDATE ON BR&E PROGRAM
The Economic Development/ Parks Intern gave an update on the BR&E Program. The
BR&E Program Task Force Retreat will be held at Hugo City Hall on Monday, February 8,
2010. The U of M Extension Services team will reveal the outcome of the surveys to the
Task Force and start small group discussion on the implementation items for the project
ideas. The small groups will discuss ways to implement strategies to help businesses in Hugo
and to accomplish the main goals from the surveys. There will be a commencement meeting
at the beginning of April to showcase the outcomes of the surveys and the project ideas to the
businesses.
UPDATE ON JANUARY 14,2010 MIXED USE JOINT WORKSHOP
The workshop was with the City Council, Planning Commission and the EDA at Hugo City Hall. The
discussion topics at the workshop surrounded the downtown area. The CD Director stated that
although the mixed use and northern gateways is on the City Councils goals for 2010, the downtown
area is the highest priority.
DISCUSSION ON NEW RETAIL PROJECT IN VICTOR GARDENS NORTH VILLAGE
Staff has received an application from Positive Companies for a new retail building in Victor Gardens
North Village, west of the Kwik Trip building. The building is approximately 11,000 square feet. The
application is scheduled to be on the February 25, 2010 Planning Commission agenda for
consideration. Staff enclosed the plans for the EDA to review and no action was asked to be taken at
the meeting.
KIDZ N' BIZ SPONSORSHIP REQUEST AND CONSIDERATION ON CO-SPONSORSHIP
OF THE HBA'S SPRING SAVING SHOW
On April 17, 2010, the 6`" Annual Kidz n' Biz Fest will be take place at Oneka Elementary School.
This annual event is an opportunity for the HBA and Hugo EDA to directly connect with the Hugo
families and children in a PTA Carnival atmosphere. This event is expected to attract more than 500
Hugo children and their families; and will once again feature an assortment of games presented by the
Hugo businesses with assistance from the White Bear School District.
Miron made a motion, seconded by Denaway, to recommend the sponsorship of$750 for Kidz n' Biz
Fest and co-sponsor the HBA's Spring Saving Show by name.
All ayes. Motion Carried.
ADJOURNMENT
Klein made a motion, seconded by Denaway, to adjourn at 10:25 am.
All Aye. Motion Carried.
IUNU
�e Rental Incon►etR Tsr r ^ } \. ► {[ '7-'Fr . 9 G..fi pati Jam ' py3 1`" 7 { I f X 4 ",'4 t cF b...
1 Restaurant 5,000 5,000 0 $18.00 $90,000 $7,500
2 Funeral Home 4,000 4,000 0 $18.00 $72,000 $6,000
3 Event 4,000 4,000 0 $18.00 $72,000 $6,000
4 Other 3,062 3,062 0 $18.00 $55,116 $4,593
Totals 16,062 16,062 0 $289,116 $24,093
Blended Net Rent $18.00
%of Office Build Out 100%
I axes and Operaiint,,
Taxes 16,062 $122,369 $7.62 $122,369 $10,197
Operating 16,062 $3.00 $48,186 $4,016
Utilities 16,062 $0.00 $0 $0
Totals $10.62 $170,555 $14,213
i�cwahle / 1-sable f'acl(w (Uf-ce Bulldingf.s OWY)
All information is judged reliable, 3/5/2010
Michael A. Brass I Vice President however,no warranty or representation 1:25 PM
612.750.4312 1 mike@mikebrass.com is made to its accuracy or completeness. Page 1 of 3
Huilding Summary
Total Building SF 16,062 Yearly Base Rent $289,116
Office SF 16,062 s16 oo Yearly OP Expenses $170,555
Warehouse SF 0 S000 Monthly Net Rent $24,093
Blended Net Rent $18.00 Monthly OP Expenses $14,213
Tax& OP $10.62 % of Office Build Out 100%
t r1cm?w iJn(l F, a c Sul
Annual Gross Income $ 459,670.50
Less Operation Expenses $ 170,554.50
Net Operating Income $ 289,116.00
11 gNi``7tiirll C lKli'
Purchase Price 16,062 $175.00 $ 2,810,850.00
Office Improvements 16,062 $50.00 $ 803,100.00
Itemized Improvements See Itemized/mpv Sheet $325,000
Restaurant 5,000 $0.00 $0
Land Costs (New Construction Only) 0.64 Acres 28,000 $5.00 $ 140,000.00
Soil Corrections (New Construction Only) Enter Total$Amount 4 $ -
Sub Total Hard Costs $ 4,078,950.00
Soft Costs See Soft Costs $ 138,750.03
Total Acquisition Costs $262.59 $ 4,217,700.03
t7ntcnl'i11P 1 —
Total Acquisition Costs 100% $ 4,217,700.03
1 st Mortgage 75% $ 3,163,275.02
2nd Mortgage or SBA 0% $
Equity Required For Bank 25% $ 1,054,425.01
Total Mortgage 75% $ 3,163,275.02
i I ortgake Details
1 st Mortgage $3,163,275 25 7.00% $ 268,288.44
2nd Mortgage $0 25 7.00°i $ -
Total Mortgage Cost Yearly $3,163,275 25 #Div/o! $ 268,288.44
Total Mortgage Cost Monthly $22,357.37
j acancv 1–yen-st
Annual Net Income $ 289,116.00
Minus Vacancy Net Expenses 0% 0 $18.00 $ -
Minus Vacancy Operating Expenses 0% 0 $10.62 $ -
Reserves/ Improvements $0 0 0.00% 0
Equals Annual Adjusted Net $ 289,116.00
iW10111 ISIile
TIF Income $ -
Adjusted Net Income $ 289,116.00
Mortgage Payment $ 268,288.44
Yearly Cash Flow $ 20,827.56
Monthly Cash Flow $ 1,735.63
Return on Investment 1.98%
Debt Constant 8.48%
Debt Ratio 1.08
Cap Rate Value 6.85%
Straight Cash Return 6.85%
All information is judged reliable,however,no warranty or representation is made to it accuracy or completeness
3/5/2010
Michael A.Brass I Vice President 1:26 PM
612.750.4312 1 mike@mikebrass.com Page 1 of 1
Huildirig ,Summary
Total Building SF 16,062 Yearly Base Rent $289,116
Office SF 16,062 $18.00 Yearly OP Expenses $170,555
Warehouse SF 0 $0.00 Monthly Net Rent $24,093
Blended Net Rent $18.00 Monthly OP Expenses $14,213
Tax & OP $10.62 % of Office Build Out 100%
Income and Expense Suminmy
Annual Gross Income $ 459,670.50
Less Operation Expenses $ 170,554.50
Net Operating Income $ 289,116.00
lcquisition ('asts
Purchase Price 16,062 $175.00 $ 2,810,850.00
Office Improvements 16,062 $50.00 $ 803,100.00
Itemized Improvements See Itemized Impv Sheet $325,000
Restaurant 5,000 $0.00 $0
Land Costs (New Construction Only) 0.64 Acres 28,000 $5.00 $ 140,000.00
Soil Corrections (New Construction Only) Enter Total$Amount 4 $ -
Sub Total Hard Costs $ 4,078,950.00
Soft Costs See Soft Costs $ 138,750.03
Total Acquisition Costs $262.59 $ 4,217,700.03
h'inancine ,S;mnmary
Total Acquisition Costs 100% $ 4,217,700.03
1st Mortgage 75% $ 3,163,275.02
2nd Mortgage or SBA 0% $
Equity Required For Bank 25% $ 1,054,425.01
Total Mortgage 75% $ 3,163,275.02
liurlgagt' Uecurls
1 st Mortgage $3,163,275 25 7.00% $ 268,288.44
2nd Mortgage $0 25 7.00% $ -
Total Mortgage Cost Yearly $3,163,275 25 uDiv/o! $ 268,288.44
Total Mortgage Cost Monthly $22,357.37
Vacaracv
Annual Net Income $ 289,116.00
Minus Vacancy Net Expenses 0% 0 $18.00 $ -
Minus Vacancy Operating Expenses 0% o $10.62 $ -
Reserves/Improvements $o 0 0.00% 0
Equals Annual Adjusted Net $ 289,116.00
liouurr� r
TIF Income $ 81,288.94
Adjusted Net Income $ 289,116.00
Mortgage Payment $ 268,288.44
Yearly Cash Flow $ 102,116.50
Monthly Cash Flow $ 8,509.71
Return on Investment 9.68%
Debt Constant 8.48%
Debt Ratio 1.08
Cap Rate Value 6.85%
Straight Cash Return 8.78%
All information is judged reliable,however,no warranty or representation is made to it accuracy or completeness
3/5/2010
Michael A. Brass I Vice President 1:26 PM
612.750.4312 1 mike@mikebrass.com Page 1 of 1
March 5, 2010
Mr. Bryan Bear
City of Hugo
14669 Fitzgerald Avenue
Hugo, Minnesota 55038
RE: LETTER OF INTENT
Dear Bryan:
Please consider this Letter of Intent summarizing the basic terms and conditions for Mark
Finnemann (Buyer)to purchase 1. acres of land and located at Egg Lake Land (Property), from
Cit,, of (Seller), along the following lines:
L PURCHASE PRICE. The purchase price shall be One Hundred Forty Thousand and
00/100($140,000.00), payable in cash at closing. ($5.00 per usable square feet X 28,000
square feet of usable land)
2. EARNEST MONEY. The sum of Five Hundred and 00/100($500.00) shall be
deposited in an escrow account within three (3) days of execution of the purchase
agreement by all parties.
3. CONTRACT NEGOTIATION. Buyer to deliver the draft contract of sale within three
(3) days of execution of Letter of Intent.
4. CONTINGENCIES. The purchase agreement will be contingent upon the following:
a. PHASE I ENVIRONMENTAL STUDY. Seller shall provide a current Phase I
environmental study, prepared to satisfy standard lender requirements.
b. SURVEY. Seller shall provide an as-built survey of the Premises prepared to
ALTA requirements and certified by a registered surveyor showing (i) the area,
dimensions and location of the Premises to the nearest monuments, (ii) the total
area of the Premises, and (iii) the location of all available utilities and sewer
connections.
Mr. Bryan Bear
Page 2
3/5/2010
c. ALTA TITLE DOCUMENTS. Seller shall provide evidence of marketable
ALTA title, free of any and all restrictions and encumbrances that could restrict
Buyer's use of the Property.
d. DUE DILIGENCE. Buyer will have Twenty Four Month (14) months after the
Purchase Agreement is executed to complete its review of all documents,
inspection of the physical condition of the Property and its investigation and
evaluation of all legal and financial matters related to the purchase, all at Buyer's
sole cost and expense. Seller will cooperate with Buyer in obtaining all necessary
governmental approvals and in the physical inspection of the Property. At the end
of this period,Buyer's earnest money will be non-refundable.
5. CLOSING. The sale will close on or before March 31, 2012.
6. RIGHT OF ENTRY. Seller hereby grants to Buyer and its agents,contractors and
employees the right to enter upon the Property at any reasonable time, with prior notice,
in order to conduct soils, environmental and other engineering tests. Buyer will hold
Seller harmless from any liability caused by such entry.
7. CLOSING COSTS. The following expenses shall be paid by Seller in connection with
the closing: (i) furnishing evidence of marketable title, (ii)cost preparation of the
warranty deed and other documents of conveyance, (iii) state deed tax, (iv)the cost of
recording any documents necessary to make title marketable, (v) V2of the closing fee
charged by title company, (vi) cost of survey, (vii) cost of the Phase I environmental
study, (viii) Seller's attorney's fees, (ix) Real Estate Commission due Welsh Companies,
LLC.
Buyer shall pay the following costs: (i) filing fee to record warranty deed, (ii) '/z of the
closing fee charged by the title company, (iii)premium for any owners or lenders title
insurance obtained by or for the benefit of Buyer, (iii)Buyer's attorney's fees.
Buyer and Seller shall prorate taxes, insurance, utilities and assessments as of the date of
closing.
8. RESPONSE. This offer shall expire, unless accepted by Seller, at 5:00 PM, EST,
Monday, June 21, 2010.
While this Letter of Intent is non-binding, it is the intent of both parties to negotiate and execute
a purchase agreement to the standard terms contained in a Minnesota purchase agreement, and
the terms of this Letter of Intent shall be incorporated into the agreement. If the general terms as
outlined above are acceptable by Seller, please have Seller indicate by signing this Letter of
Intent and returning it to me.
Mr. Bryan Bear
Page 3
3/5/2010
Sincerely,
Mark Finnemann
Agreed and accepted
SELLER
By:
Its:
Date:
BUYER
By:
Its:
Date:
HUGO BUSINESS RETENTION AND EXPANSION STRATEGIES PROGRAM
1/06/10
N=38
ALL RESULTS ARE A PERCENTAGE OF THE TOTAL NUMBER OF
SURVEYS UNLESS OTHERWISE NOTED
Community or township: Date:
Ia. Is all the information on the cover sheet complete and correct? (Circle ONE answer)
71% (1)Yes
8% (2)No lb. If No,make the necessary corrections.
2a. Did your business begin its operation in this community? (Circle ONE answer)
71% (1)Yes
29% (2)No 2b. If No,where did you move from and when?
Community State Year
2c. If Yes,what year?
3. Which of the following best describes your business in Hugo? (Circle ONE answer)
76% 1. Locally owned and operated,with one location
8% 2. Locally owned and operated,with more than one location. Please indicate the name(s) of the
cities with other locations:
3% 3. Franchise: Please indicate where headquarters are located(city,state and country):
8% 4. Branch location of a retional,national or international company: Please indicate where your
corporate headquarters are located(city,state and country):
4. Please identify where this business is located.
18% 1. Exclusively in my home
5% 2. In my home and another location
66% 3. Exclusively outside of my home
Hugo Business Retention and Expansion Strategies Program Chapter 5—page 3
5. Which of the following industry categories best describes your business? (Circle ONE answer)
3% (1) Agriculture production 0% (9) Lodging
0% (2) Mining 8% (10)Tourism/recreational services(i.e.,
8% (3) Construction golf,boating, bike rental,theater,etc.)
5% (4) Manufacturing 5% (1 l)Other services
0% (5) Transportation and 11%(12)Food& beverage
public utilities 8% (13) Education
3% (6) Wholesale trade 3% (14) Mail order/internet sales
13% (7) Finance, insurance, and real estate 0% (15)Government(not including education)
8% (8) Retail trade 29%(16)Other(specify)
Your product/service
6. We are interested in learning about your primary products and services.
a. Name the major products or b.What percentage c. Are sales of this product or service?
services offered by this establishment of your total sales (Circle ONE answer)
comes from each?
(Total should equal
100%
(1) FOR LOCAL USE ONLY % (1)Increasing (2)Stable (3)Decreasing
(2) FOR LOCAL USE ONLY % (1)Increasing (2)Stable (3)Decreasing
(3) FOR LOCAL USE ONLY % (1)Increasing (2)Stable (3)Decreasing
(4)Other products or services(specify) % (1)Increasing (2)Stable (3)Decreasing
FOR LOCAL USE ONLY
Check total should equal 100%) 100 %
7. What is special or unique about your major products or services? (BR&E visitor: Please take detailed notes
here.)
FOR LOCAL USE ONLY
Hugo Business Retention and Expansion Strategies Program Chapter 5—page 4
8 a. Who are your key competitors and where are they located? (List UP TO THREE)
• Name of business FOR LOCAL USE ONLY Location
• Name of business Location
• Name of business Location
b. Why are people buying from your competitors?
FOR LOCAL USE ONLY
Labor Force
9. How many workers (including yourself) are employed by you at this location? We'd like you to break
this out between full-time and part-time for the two time periods shown.
Trim Mean per a. Full b. Part time(as defined by c. Seasonal (hired by d. Temp agency
firm time the business) the business) employees
Currently 3.81 6.33 7.17 0
Three years
ago 7.63 6.89 24.5 0
Total a. Full b. Part time(as defined by the c. Seasonal (hired by the d. Temp agency
time business) business) employees
Currently 599 224 43 0
Three years 883 160 98 0
ago
10. If the number of employees changed from three years ago, please identify up to 3 reasons for the
employment change. (Circle UP TO THREE reasons)
0% (a) Technological changes
5% (b) Change in management
26% (c) Growth in demand,or lack of demand
18% (d) Change in profits
0% (e) Business did not exist 3 years ago
5% (f) Improved or decreased efficiency
3% (g) Government regulation
0% (h) Increased competition
5% (i) Renovation/expansion
3% 0) New products/services
0% (k) Entered new markets
5% (1) Change in subcontracting
5% (m) Corporate decisions/policies
21% (n) Other
Hugo Business Retention and Expansion Strategies Program Chapter 5—page 5
11. If you reported any employees as seasonal in question 9c,when is your busy season? (Circle UP TO TWO
seasons)
I I% (1) Spring 16%(2) Summer 16% (3) Fall 3% (4)Winter 3% (5)Varies (6)Not applicable
12. What is the average hourly starting wage paid to employees in each category? (If you do not have
employees in that category, write Not Applicable or NA)
(a) Unskilled labor(ex: waiters,janitorial,
hotel maids,unskilled manufacturing labor,etc) $_$10.86
(b) Precision production/specialty skills $_$20.00
(c) Clerical/secretarial $_$11.96
(d) Sales $_$24.67
(e) Engineers $_$18.56
(f) Professional/management $_$21.50
(g) Information technology $_$19.00
(h) Temporary/contract employees $_$22.25
(i) Youth employees $_$9.25
0) Other $ $22.92
13. Does your company have problems recruiting employees in the following categories? (Circle ONE answer
per line)
Category Yes No Unsure Not Applicable
(a) Unskilled labor 3% 45% 0% NA
(b) Precision production/specialty skills 8% 29% 0% NA
(c) Clerical/secretarial 0% 32% 3% NA
(d) Sales 11% 21% 5% NA
(e) Engineers 3% 16% 0% NA
(f) Professional/management 5% 32% 3% NA
(g) Information technology 5% 16% 0% NA
(h) Temporary/contract employees 3% 21% 0% NA
(i) Youth employees 3% 21% 0% NA
0) Other 0% 16% 0% NA
14. If you answered "yes" for any category in question 13 above,identify up to 3 of the most important
reasons for your recruiting problem. (Circle UP TO THREE.)
5% (a) Poor work attitudes
11% (b) Inadequate labor skills
5% (c) High cost of training employees
5% (d) High wage rates for labor
3% (e)Competition for employees
3% (f) Workers will not migrate into the area
3% (g) Workers cannot pass screening(drug,criminal record check, etc.)
0% (h) Lack of child care
13% (i)Other
Hugo Business Retention and Expansion Strategies Program Chapter 5—page 6
15. Which of the following benefits are available to your full-time employees? (Circle Yes or No for each item)
Yes No
(a) Health insurance 47% 24%
(b) Life insurance 32% 39%
(c) Disability insurance 29% 42%
(d) Paid vacation time 53% 26%
(e) Paid holidays 53% 24%
(f) Paid sick leave 39% 34%
(g) Pre-tax Account for Health Care 29% 26%
(h) Pre-tax Account for Dependent Care 26% 29%
(i) Bonus 37% 34%
0) Profit sharing 24% 47%
(k) Stock options of company 5% 63%
(l) Tuition reimbursement(for-credit courses) 21% 47%
(m) Non-credit training/professional development 29x/0 39%
(n) Pension Plan 16% 37%
(o) Retirement/401 K contribution 45% 32%
(p) Uniforms/uniform allowance 29% 45%
(q) Child care/dependent benefits 8% 61%
(r) Employee discounts on merchandise 42% 26%
(s) Company car 11% 58%
(t) Other(specify) 16% 39%
16. Please estimate the commute time for your employees.
(a) Within a 15 minute drive one way 48%
(b) 16-30 minute drive one way 42%
(c) 31-60 minute drive one way 9%
(d) 61+minute drive one way 2%
Check total(should equal 100%) 100%
17. What resources are you currently using to locate new employees? (Circle ALL that apply)
11% (a) Ad in metro/state-wide papers
24% (b) Ad in local community papers
13% (c) Placement office of four-year, community and/or technical colleges
3% (d) Private search businesses
32% (e) Referrals from existing employees
8% (f) Professional associations
5% (g) Minnesota Workforce Center
5% (h) Temporary agency/staffing service business
11% (i) Hire our own apprentices
29% 0) Promote from within
18% (k) Hire people who were initially temporary employees
13% (1) Job Fair
32% (m) Internet/world wide web
3% (n) Union
5% (o) Sign in the window
39% (p) Walk-in
Hugo Business Retention and Expansion Strategies Program Chapter 5—page 7
55% (q) Word of mouth
16% (r) Other
18a. Do you expect the number of employees you have in each of the following categories to increase,decrease
or stay the same over the next three years? (Circle 1, 2 or 3 for each category)
b. If you expect a change, how many employees will be added or subtracted? (Indicate by how
many)
Increase Stay The Same Decrease By How Mangy Percent of
Employees
in this categ
(a) Unskilled labor 16% 45% 0% 73 57%
(b) Precision production/specialty skills 16% 21% 0% 13 14%
(c) Clerical/secretarial 18% 34% 0% 9 51%
(d) Sales 26% 29% 0% 14 49%
(e) Engineers 0% 32% 0% 0 20%
(f) Professional/management 8% 47% 0% 6 3%
(g) Information technology 3% 29% 0% 2 0.5%
(h) Temporary/contract employees 5% 32% 0% 1 0%
(i) Youth employees 3% 37% 0% 2 0%
0) Other 5% 29% 0% 5.5 43%
19. Overall, how do you rate your employees with respect to their attitude toward work and their
productivity? (Circle ONE answer per line)
Very
Average Excellent(5) Good 4 Good 3 Fair 2 Poor 1
4.4 (a)Attitude toward work 47% 29% 11% 0% 0%
4.4 (b) Productivity 42% 34% 8% 0% 0%
20. Employees and owners often need additional training for their current job. From the list below,select the
training topics which are needed but are not already being provided. (Circle Yes or No for each item. For
those you answered Yes, write the number of people needing this training.)
Number of People Comment on a
Yes No Needing Training specific need
General Skills
a--Basic math 3% 68% 1
b--Basic Shop Math 3% 68% 1
c--Reading and Writing 3% 1 68% 2
d--Interpersonal Communication 11% 63% 7
e--English as a Second Language 3% 68% 0
f--Diversity 3% 68% 0
--Customer Service 18% 58% 32
Managerial Skills
h--Basic Accounting 13% 61% 4
i--Financial Management 13% 58% 4
--Record Keeping 11% 61% 2
k--inventory control 11% 61% 2
1--Business Planning 18% 55% 7
Hugo Business Retention and Expansion Strategies Program Chapter 5—page 8
m--Employee management 21% 1 55% 9
n--Time/ Project Management 18% 58% 6
Sales and Marketing
o--Sales 26% 53% 21
p--Marketing 29% 50% 23
q--Selling on the internet 21% 55% 17
r--General 21% 50% 10
21. How do you currently train your employees? (Circle ALL that apply.)
63% (a) Self-taught(manuals, videos, training materials)
63% (b) In-house training(one-on-one by supervisor or co-worker, training department classes,etc.)
50% (c) Send employees to workshops
18% (d) Contract with private vendors for on-site training
13% (e) Contract with public vendors(technical colleges, etc.)for on-site training
16% (f) On-the-job training(a government supported program)
21% (g) Apprenticeships
21% (h) Distance learning(correspondence, on-line/ internet, TV)
11% (i) Other(Please list)
3% (j) Do not provide any employee training
Customers
22. We are interested in the location of your customers. Please estimate the percent of your gross sales come
from the following locations:
a. Local within 25 miles)? 71%
b. Regional(26-100 miles)? 20%
c. Outside the region but in the United States? 8%
d.Outside of the U.S.? 1%
100% TOTAL
23a. Is your business currently exporting internationally? (Circle ONE answer)
5% (1) Yes, we export directly from our business and/or we sell our product internationally through
another company which exports it(ex: US parent company, etc.)
11%(2) Not now, but we are starting plans to export
66%(3)No: 23b.What prevents you from exporting your product? (Circle ALL that apply.)
3% (a) Business is too small
26%(b)Business designed to serve specific area
3% (c) Lack of knowledge of foreign countries/markets
3% (d) Lack of specific export knowledge
5% (e) Restrictive state and or federal regulations
3% (f) Language barrier
3% (g) Concerns about receiving payment
0% (h)Never considered it before
3% (i) Tough competition
Hugo Business Retention and Expansion Strategies Program Chapter 5—page 9
5% 0) Costs/risks are too high
24%(k) Other
24. For businesses who export internationally or are planning to do so in the near future—all others,skip to
question 25.
24a. In which countries or regions of the world do you currently sell products,or plan to sell in the
future? (Circle Now or Future for ALL that apply)
I plan to start selling
I sell there now there in the future
a--Canada 5% 0%
b--Mexico 3% 0%
c--Central America 3% 0%
d--South America 3% 0%
e--Western Europe 3% 0%
f--Eastern Europe 3% 0%
--Russia 3% 0%
h--Africa 3% 0%
i--China 3% 0%
j--Japan 3% 0%
k--Asia 3% 0%
1--Australia 3% 0%
m--other 3% 0%
24b. Identify problems, if any, that you have exporting your product(s)? (Circle ALL that apply)
0% (a) Transportation of product
0% (b) Lack of export financing
3% (c) Restrictive state and or federal regulations
3% (d) Inadequate knowledge of foreign countries/markets
0% (e) Other
3% (t) I do not have problems exporting my product(s)
Chances
25. a. Are there any major technological innovations on the horizon in your industry that might affect your
company? (Circle ONE answer)
Yes No Not Sure
42% (1) 50% (2) 8% (3)
0'25b. If No or Not Sure,skip to question 26.
25c. If Yes, what are these?
25d. If Yes,will these new technologies require retraining of your labor force?
Hugo Business Retention and Expansion Strategies Program Chapter 5—page 10
(Circle ONE answer)
34% (l) Yes 3% (2) No
26a. Do you have any plans to modernize or expand your present buildings(s) or equipment? (Circle ONE
answer)
Yes No
37%(1) 61% (� 2)
r 26b. If No,skip to Question 26.
26c. If Yes,what is planned?
26d. If Yes,when will the work begin (year)?
Future Location Decisions
27. Are you currently considering? (Circle ALL that apply)
0% (a) Downsizing --> If yes,skip to Question 28
5%(b) Selling—► If yes,skip to Question 28
5%(c) Moving—> If yes,go to Question 28
3% (d) Closing— If yes, go to Question 28
13% (e) Merging with or acquiring another business—+ If ves,skip to Question 30
24%(0 Expanding-- at this location If yes,go to Question 30
13% (g) Expanding—adding another location —> If yes,go to Question 29
13% (h) Other changes to business plan—+ If yes,skip to Question 30
39% (i) None of the above --► Ifs,skip to Question 30
28. If yes to Question 27(a),(b),(c) or(d),why are you considering downsizing,selling, moving or closing?
(Circle ALL that apply)
5% (1) Changing market conditions
3% (2) Overcrowded building
3% (3) No land for expansion
0% (4) Transportation problems
0% (5) Crime/vandalism
0% (6) Low work productivity
0% (7) Environmental concerns
3% (8) Rigid code enforcement(including ordinances and building codes)
3% (9) High local taxes
0% (10) High state taxes
3% (11) Lease expiration
0% (12) Poor telecommunications
0% (13) Insufficient labor supply
3% (14) Retiring
3% (15) Another business opportunity
3% (16) Business incentives from other jurisdiction(s)
Hugo Business Retention and Expansion Strategies Program Chapter 5—page l I
0% (17) Trying to sell business but unable to sell it
3% (18) Better location for more exposure/traffic
11% (19) Other(specify)
29. If moving(Yes to Question 27c) or expanding at another location (Yes to Question 27g), where are you
considering? (Circle ALL that apply)
11% (1) In same city as currently located
3% (2) Another city in this county(specify city)
5% (3) Another county in the state(specify city)
0% (4) Another state(specify city and state)
3% (5) Outside of the United States(specify city and country)
3% (6) Undecided
30a.Do you rent/lease or does this business own this facility? (Circle ONE answer)
39% (II1) Rent/Lease 58% (2) Own
30b. If Rent/ Lease,when does the current rental agreement expire?
31a. Does your company currently own or rent/ lease sufficient property to allow for expansion if necessary?
(Circle ONE answer)
58% Yes 11%Maybe 26%No
(1) (2) (3)
I
31b. If Maybe or No,what type of land, buildings,
and space needs do you foresee? (Ex: number of square feet)
32. Are there any other changes in business plans for the next three years? (Circle ALL that apply)
47% (1) No change: If no change,skip to Question 34.
5% (2) Change in operations
26% (3) Change in mix of goods/services
13% (4) Add or subtract product lines
13% (5) Change production technology
16% (6) Other
33. What impact will your answer from Questions 25-32 have on the number of employees? (Circle ONE
answer on the left, and ifyou choose 2 or 3 also, answer the jobs question)
29% (1) No change
26% (2) Add employees: About how many jobs will be added? 97(total)/10(on average) Jobs
0% (3) Reduce employees: About how many jobs will be lost? Jobs
0% (4) Reduce schedule for hourly employees:
(a) About how many hours/week per employee?
Hugo Business Retention and Expansion Strategies Program Chapter 5—page 12
(b) How many employees will be on a reduced schedule?
Community Factors
34. In Hugo,are the following business factors more favorable, less favorable or about the same as your direct
competitors from other communities? (Circle ONE answer for each factor)
Avg. Much More Somewhat About the Somewhat Much Less
Favorable More Same (3) Less Favorable
(5) Favorable Favorable (1)
(4) (2)
3.12 a-Availability of Skilled Labor 5% 13% 39% 5% 5%
3.24 b-Availability of Unskilled Labor 5% 11% 45% 5% 0%
3.63 c--Worker Stability 13% 18% 39% 0% 0%
3.59 d--Worker Productivity 11% 21% 39% 0% 0%
3.29 a-Wage Rates 5% 21% 42% 0% 5%
3.15 f-Employee Health Care Costs 3% 8% 39% 0% 3%
3.27 g-Union Profile 3% 5% 18% 3% 0%
3.06 h--Technical Training Programs 3% 8% 29% 0% 5%
3.85 i-Availability of Land 18% 26% 18% 5% 0%
3.27 j--Cost of Land 8% 21% 26% 8% 5%
3.17 k-Availability of Buildings 5% 18% 18% 18% 0%
3.22 1--Cost of Buildings 0% 26% 24% 8% 3%
3.25 m-Proximity to Major Markets 8% 18% 32% 16% 0%
3.27 n-Proximity to Raw Materials 3% 13% 39% 3% 0%
3.29 o-Proximity to Service Suppliers 3% 16% 42% 3% 0%
3.66 p-Highway Accessibility 18% 26% 32% 8% 0%
2.83 q-Railroad Service 5% 0% 16% 5% 5%
2.85 r-Accessibility to Major Airport 3% 11% 21% 13% 5%
2.67 s--Local Airport 3% 0% 24% 8% 5%
3.12 t-Electricity Cost 3% 11% 47% 3% 3%
3.41 u--Electric Reliability 13% 3% 55% 0% 0%
3.33 v--Natural Gas Cost 5% 11% 47% 0% 0%
3.35 w--Natural Gas Reliability 11% 3% 55% 0% 0%
2.78 x-Unemployment Insurance Costs 3% 0% 37% 0% 8%
2.85 y--Workers Compensation Rates 3% 3% 39% 0% 8%
2.85 z--Local Taxes 5% 3% 42% 13% 5%
2.73 aa--State Taxes 3% 0% 50% 8% 8%
3.17 bb-Availability of Credit 5% 8% 45% 3% 3%
3.24 cc--Cost of Credit 3% 11% 53% 0% 0%
3.14 dd--Environmental Regulations 8% 11% 45% 5% 5%
35. Please rank in order the three factors from Question 34 you would consider the greatest strengths of Hugo
as a location for your business and the three factors you would consider the greatest weaknesses for your
business. (Specify by corresponding letters in Question 34 above if the response comes from the list)
Strengths (Rank from 1-3.) Weaknesses (Rank from I-3.)
1. Highway Accessibility 34% 1. Availability of Buildings 13%
Hugo Business [detention and Expansion Strategies Program Chapter 5-page 13
2 (tie). Proximity to Major Markets 18% 1 (tie). Proximity to Major Markets 13%
2 (tie). Availability of Land 18% 1 (tie). Local Taxes 13%
36. Based on the following community services, please rate the desirability of Hugo as a place for your
company to do business. (Circle ONE answer for each item)
Avg. Excellent(5) Very Good Fair(2) Poor
Good (3) (1)
(4)
3.75 1—Street Maintenance 26% 29% 32% 5% 3%
3.78 2—Snow Removal 26% 32% 26% 11% 0%
3.38 3--Drainage 18% 21% 34% 8% 8%
3.80 4--Water 21% 24% 32% 3% 0%
3.87 S--Sewer 21% 29% 26% 3% 0%
4.03 6--Solid Waste Disposal 32% 26% 29% 0% 0%
3.95 7--Law Enforcement 39% 21% 29% 8% 0%
3.97 8—Fire Protection 34% 32% 29% 0% 3%
4.18 9--Emergency Medical Services 37% 32% 16% 3% 0%
3.93 10--Health Care Facilities 21% 34% 21% 3% 0%
3.53 11—Zoning and Permitting 24% 16% 26% 5% 8%
3.61 12--Code Enforcement 21% 16% 26% 8% 3%
3.77 13—Financial Institutions 32% 18% 34% 5% 3%
3.72 14--Hugo Business Association 29% 18% 26% 5% 5%
3.69 15--EDA 18% 24% 18% 3% 5%
16—Public Elementary and High
3.83 Schools (K-12) 21% 29% 21% 3% 3%
3.48 17--Community Education 16% 18% 16% 13% 3%
18--Higher Education within a
3.52 reasonable drive 18% 26% 21% 11% 5%
3.27 19—Public Library 16% 8% 29% 11% 5%
3.88 20--Child Care 21% 26% 16% 3% 3%
3.64 21—Religious Choices 18% 29% 29% 11% 0%
2.90 22—Cultural Opportunities 5% 11% 37% 18% 5%
3.03 23—Recreational Opportunities 13% 16% 29% 18% 11%
3.14 24--Housing Costs 5% 18% 37% 8% 5%
3.93 25--Housing Availability 24% 29% 21% 0% 3%
Hugo Business Retention and Expansion Strategies Program Chapter 5—page 14
Telecommunications
37. Which type of Internet service does your business use? (Circle ALL that apply)
5% (a)None
11% (b) Dial-up
24% (c)Cable
32% (d) DSL telephone
18% (e)T-1 lines
8% (1) Fiber
0% (g) Powerline
3% (h) WiMAX
16% (i) WiFi
13% 0) Satellite
35% (k) Don't Know
38a. Are you satisfied with your current internet service? (Circle ONE answer)
71% (1) Yes
18% (2)No —> 38b. If no,which type of Internet Service would be your first choice?
(Circle ONE answer)
5% (a) Cable
3% (b) DSL telephone
0%(c)T-1 lines
0%(d) Fiber
0%(e) Powerline
0% (fl WiMAX
0% (g) WiFi
0%(h) Satellite
0%(i) Don't Know
39a. Is cell phone reception or"dead"areas an issue for you? (Circle ONE answer)
47% (1)Yes 53% (2)No
Us two-way radio reception (poor or dead) an issue? (Circle ONE answer)
21% (1)Yes 50%(2)No
Hugo Business Retention and Expansion Strategies Program Chapter 5—page 15
40 a. Do the following community features have a positive impact, no impact,or negative impact on
your business? (Circle ONE answer for each item)
Very Very
Positive No Negative
Impact Impact Impact
0.61 (a) Natural environment +2 +1 0 -1 -2
0.33 (b) Historic buildings(barns, etc.) +2 +1 0 -1 -2
0.65 (c)Farm landscapes +2 +1 0 -1 -2
0.63 (d) Distance from large metro areas +2 +1 0 -1 -2
1.34 (e) Small town atmosphere +2 +1 0 -1 -2
0.58 (f) Community diversity +2 +1 0 -1 -2
1.13 (g) Freeway access +2 +1 0 -1 -2
0.37 (h) Fishing +2 +1 0 -1 -2
0.61 (i) Hunting +2 +1 0 -1 -2
0.34 0) Seasonal tourism +2 +1 0 -1 -2
0.11 (k) Museums/historic sites +2 +1 0 -1 -2
0.41 (1) Activities for children and teens +2 +1 0 -1 -2
0.79 (m) Festivals or events +2 +1 0 -1 -2
0.46 (n) Arts and cultural events +2 +1 0 -1 -2
0.03 (o) Lodging facilities +2 +l 0 -1 -2
0.32 (p) Meeting facilities +2 +1 0 -1 -2
0.47 (q) Eating establishments +2 +1 0 -1 -2
0.08 (r) Other +2 +1 0 -1 -2
b. Which of the features listed in Question 40a do you feel should be the focus of a marketing
image for this community? (Please list the LETTERS for UP TO THREE choices)
E Small Town Atmosphere First choice(29% first choice)
D Distance from Large Metro Areas Second choice(16% first choice)
G Freeway Access Third choice(13% first choice)
41. Do you think promoting the area to visitors is in the best interests of your business? (Circle
ONE answer)
71% (1) Yes 24% (2) No
Hugo Business Retention and Expansion Strategies Program Chapter 5—page l6
42. a. Please rate the following factors about retail in Hugo. (Circle ONE for each item)
4=
5= Very 3= 2= 1=
Avg. Excellent Good Good Fair Poor
(a) Exterior atmosphere of the area
(e.g. front entrances, rear
entrances, landscaping, street trees,
store fronts, sidewalks, cleanliness,
3.11 signage) 13% 29% 21% 13% 16%
(b) Parking situation(e.g. number
3.28 of spaces, location) 13% 32% 29% 11% 11%
(c) Feeling of safety(e.g. lighting,
3.64 security) 24% 29% 32% 5% 5%
2.76 (d)Variety of businesses 11% 13% 29% 32% 13%
(e) Special events or promotions in
2.68 the shopping area 0% 16% 45% 26% 11%
2.97 (f)Variety of merchandise 0% 11% 37% 32% 16%
3.00 (g) Prices 3% 16% 58% 16% 3%
3.29 (h)Advertising 3% 8% 47% 18% 11%
2.53 (i)Group advertising 0% 8% 37% 32% 8%
2.89 0)Evening hours 3% 11% 58% 16% 5%
2.97 (k) Weekend hours 3% 16% 55% 13% 5%
3.00 (1)Coordinated store hours 3% 18% 53% 13% 5%
(m)Quality of merchandise
3.36 handled by merchants 8% 34% 42% 5% 5%
3.51 (n)Customer service 13% 32% 37% 11% 0%
1.97 (o) Variety of places to eat 0% 8% 13% 45% 32%
(p)Knowledge and friendliness of
3.75 local personnel 18% 37% 37% 3% 0%
2.74 (q)Technology infrastructure 3% 16% 34% 29% 8%
2.25 (r)Public restrooms 3% 8% 26% 32% 26%
2.84 (s)Traffic flow/signage 5% 24% 32% 24% 13%
2.80 (t)father(specify) 0% 3% 8% 0% 3%
b. What three items from the above list is the most important to be improved (Identify UP TO
THREE LETTERS from the above list)
•D Variety of Businesses (29% first choice)
•A Exterior Atmosphere(24% first choice)
•O Variety of places to eat(21% first choice)
43. Considering all the factors in Question 42, how would you rate the overall atmosphere in your
local shopping area? (Circle ONE answer)
Average= 2.94
3% (5) Excellent
18% (4) Very Good
50% (3) Good
18% (2) Fair
5% (1) Poor
Hugo Business Retention and Expansion Strategies Program Chapter 5—page 17
Technical Assistance
44a. During the past three years, have you used any local, regional,state or federal programs to
help your business? For example, the Business Association, local Economic Development
Authority (EDA), Small Business Administration (SBA), USDA Rural Development,
Workforce Center, Department of Employment and Economic Development(DEED), local
Housing and Redevelopment Authority(HRA),Small Business Development Center(SBDC),
initiative foundation, etc. (Circle ONE answer)
26%(1)Yes 71% (2)No 44b. If No,skip to question 45.
44c. If Yes,which ones did you use?
o 44d. Would you recommend these programs to other businesses?
(Please identify program and explain why)
44e.While our local Business Retention and Expansion Task Force cannot
promise to solve problems you have with local, regional,state or federal
programs,we are willing to look into them. Would you like our Task
Force or a local economic developer to assist you in any way with these
programs? (Circle ONE answer)
I 1% (1) Yes 24% (2)No
44f. If Yes,what do you suggest?
Hugo Business Retention and Expansion Strategies Program Chapter 5—page 18
45a. Would you like additional information concerning any of the following subjects? (Circle ALL
that apply. Then in the next column, rank UP TO THREE most important with a *)
Number
of Businesses Most important
13 (1) Business plan development 24%
3 (2) Passing business on to heirs/succession planning 3%
5 (3) State or federal financing programs 3%
6 (4)Tax increment financing(TIF) 5%
4 (5) Employee recruitment& hiring 5%
4 (6) Employee benefits 5%
6 (7) School-to-work/school-business partnerships 3%
3 (8) Selling to government 3%
0 (9) International trade 0%
10 (10) Economic Development Authority 11%
I 1 (11) Hugo Business Association 13%
3 (12) Regional Development Commissions 0%
4 (13) Recycling business wastes/EPA regulations 3%
2 (14)OSHA and other safety regulations 0%
I (15)Total quality management 0%
3 (16)Other(specify) 3%
Additional topics for manufacturers(non-manufacturers please skip to Question 46)
0 (17) Professional Organizations 0%
b. Do you have any specific questions or special needs on any of the topics listed in Question 44a.
or are there any other topics not listed above? (Describe program and needs)
46. What is your overall opinion of Hugo as a place to conduct business? (Circle ONE answer)
Average=3.79
(5) Excellent (4) Very Good (3) Good (2) Fair (1) Poor
21% 47% 21% ll% 0%
47. What is your overall opinion of Hugo as a place to live? (Circle ONE answer)
Average=4.16
(5) Excellent (4)Very Good (3)Good (2) Fair (1) Poor
42% 37% 16% 5% 0%
48. Are you interested in any of the following assistance with energy management: (Circle ALL
that apply)
21% (a) Energy audit
8% (b)Conservation plan
16% (c) Alternatives for energy-saving controls
18% (d) Alternatives for energy-saving equipment
Hugo Business Retention and Expansion Strategies Program Chapter 5 —page 19
49.To what extent are your(inbound and/or outbound)transportation costs a competitive
disadvantage for your business? (Circle ONE answer)
Average= 1.86
Very Much Not at all
5 4 3 2 1
0% ll% 18% 16% 53%
50. How familiar are you with the Hugo Downtown Redevelopment Project? (Circle ONE answer)
Average=2.61
Very Not at all
5 4 3 2 1
16% 8% 18% 37% 21%
51. Would you like more information about the Downtown Redevelopment Project than is
currently on the city website?
45%(1)Yes 55%(2)No
Hugo Business Retention and Expansion Strategies Program Chapter 5—page 20
52. Using the following map, please indicate in which section your business is located.
If your business location is not represented by the map, please enter NA.
21% in Section 1 •
8% in Section 2 •
63% in Section 3 •
3% in Section 4
Hugo Business Retention and Expansion Strategies Program Chapter 5 —page 2 1
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53. We have covered many issues. Please help us set some priorities on how we can help your business
or what we should work on to help all of our existing businesses grow and expand. Please give your
additional comments.
Hugo Business Retention and Expansion Strategies Program Chapter 5—page 22
al. If we find an issue in your survey response in which a certain individual or individuals may be
able to respond to your concern in a beneficial way,do you authorize us to release your survey
information to them?
(1) Yes Your contact information will be shared with the resource person to aid them in
understanding your company and the concern. Please sign here to authorize release of
your survey information to the appropriate, selected resources:
(2) No We will provide you information about the resources available to assist you,and
you will make the first contact with the resource. The resource will not have access to
your survey.
Thank you for participating in our Business Retention and Expansion Strategies
Visitation Program. We appreciate the time you've given us and the contribution
your business is making to our local economy.
We cannot promise to solve the concerns you mentioned, but we will promise to
try. If we can help you in the future,please call.
Rachel Simone 651-762-6304
The University of Minnesota is committed to the policy that all persons shall have equal access to its
programs, facilities, and employment without regard to race, color, creed, religion, national origin, sex,
age, marital status, disability, public assistance status, veteran status or sexual orientation.
Hugo Business Retention and Expansion Strategies Program Chapter 5—page 23
Hugo Open-ended Data torr Swrvc-
Question#
i
2b. If No,where did you move from and when? Community State I Year
Marine on St. Croix MN 1981
St. Paul �MN 1966
Forest Lake, MN started in 2001 moved to
Hugo in 2004 IM N 2001
Woodbury IMN 1999
Shoreview MN 1994
St Paul Roseville MN 1980
Eau Claire WI I 1965
N St Paul Mn 1969
Lindstrom IMN 1915
_ I
3. (2) Locally owned/operated more than one location City I State lCountry
Portland, Oregon
Eagan, Midway, Roselawn, Maplewood,
Vadnais Heights, Oakdale, Woodbury
Office in Woodbury and Stillwater
Redwing
3. (3) Franchise: Indicate where headquarters are located City State Country
Office in WB& Stillwater, operate out of
Woodbury,Apple Valley Stillwater
Red Wing
3. (4) Branch city I State ICountry
Bethesda& Midway
Maplewood
Stillwater District
Redwing
La Crosse WI
Harris,Almelund, Lindstrom, Forrest Lake,
Hugo, White Bear, Maplewood, Stillwater
5(16) Other(specify) j
Custom meat packing and processing.
Publishing
Health Care
Video Store Rental
Marketing Firm
Photography/graphic arts/photo shop
1/3 retail 2/3 automotive service
Automotive Repair
Pet Boarding
Health Care
I
10(n)Other i
economy
economic downturn
no change
economy
Transition of employer
eliminate general manager
experience knowledge in tech
Economic recession
i
12 0) Other
M.D.'s $85-$100
n/a owner works
Bartenders, cooks$10-12
hourly employees$11
commission
Golf Pros
Tellers
13 0) Other
Tellers
I
14(i)Other
stuck in a rut&don't want to leave current employer j
benefits -- - - -- -
i
15(t)Other
work comp
dental aflac
flexibility
free golf I
board reduction
Chiropractic care, family members
17(r)Other
Craig's List
Sign on truck j
trade networks
craigs list
church posting
MN Bankers Assn. (MBA)
I
18a U) Other
Have extremely over qualified employees. Want part-time fun job. High
School kids very highly qualified. They were home schooled, honor rolls, etc.
Bartenders, Cooks
tellers
golf pros
Tellers
i
18b ') Other-How many?
I
18c(j) Other-Percent?
4
20(cc) Other
money for people to go to school. Personnel improvement program. Require
management to attend workshops/training.
i
21 Q) Other
I
Convention
insurance carriers
on site training thru MBA
shadowing
23b (k) Other
Not exportable-service based
Not applicable.
under contract with 2 counties
local business(real estate)
no desire®ulations
school district
chose to stay regional
not out sourcable
Product availability j
i
24a(m) Other
24b(e) Other
26c. Yes, what are these?
Internet -
Some maintenance work may be able to be automated.
Laser equipment hurts demand; more sophisticated&cheaper
St Paul re-organizing collection
more technology, internet, etc.More info&ways to find homes, more ways to
market
New and updated need up to date state of the art computer programs
Digital photograhpy/expense of equipment
Ordering food online
Solar panels
increased use of technology for student instruction and variety of learning
experiences _
ability to program computers on ?
Electronics medical records —
computorized estimating, social networking on the internet
26c. if Yes,what is planned?
might try to change facilities to host different types of outside events like
weddings
Upgrading computer equipment all the time. If growth occurs, would need
additional space.
New capital equipment;no building expansion facilty upgrades; j
transfer of garbage at the bldg
Nothing yet
equipment upgrading
larger building
expanding diagnostic computer systems
Always updating materials
ongoing computers, software, equipment, etc.
28 (19) Other
Personal issues
Sales low
Planned to sell after 6-8 years
to have business on his own property not parents
i
29 (2) Another City
29 (3) Another County
Mexico, Brazil, India
i
I
29(4) Another State
i
29(5) Outside of the US
30(b) When does rental agreement expire?
2011
year to year, continuos
2010 j
annual in August
not sure
i
i
I
31 (b) If maybe or no, what type of land, buildings, space do you need?
62 guys at a time
go to an existing office in WB/Stillwater from home based does not plan
expansion in Hugo
none not seeking any changes
not for Hugo
32(6)Other
I want to do dog training DVD&start a weight loss program for fat dogs& j
cats
Acquisition of other businesses.
Add 2 more Family Medicine Physicians
Keep it"for sale". Wait for mkt. to improve.
change in operation
Increas production, volume, sales
I �
34(dd)
#2 due to what we are trying to do to Hugo
i
35 Strengths
1. Growing Community 2 Vision of the city 3 Keep it small town feel&sense
of community
1. Local demographic location
1. Local veterans 2. Strong Community. 3. growing population
1. Growing.2. Large business in area
1. Close to metro area. 2. availability of Agriculture support in the community.
3. Growing population.
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1. Residents seek local services. 2. Word of mouth in smaller community. j
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35 Weaknesses i
1. 35E bridge 2 still have reputation of being hillbillies in Hugo 3. Improve old
business area on 61-looks terrible !
1. Downtown curb appeal. 2. Number of financial institutions.
1. Older members decline 2. Specific location off the beaten track.
1. Location 2.Access to Hwy 61 _
1. complimentary business 2. building vacancies
1. Distance from cities
1. Growing population
1. No defined dowtown business district. 2.Abandon buildings create i
negative perceptions of downtown. 3. Lack of traffic control signal to allow
easier access.
37 _
Through cell phone verizon. 300 photo uploads take a day need more high
speed
40 (r)Other
Bike trail.
The look of old downtown.
No office parks
Bars
40b(r) Other
Good place to do business
42(t)s ecifi
35E Bridge
- I I
44(c) Yes,which ones did you use?
SBA Loan
EDA
Hugo Business Association
EDA, SBA
Durning the Hugo tornado small bus administration FEMA
SBA, Business retention, Rural Development loans
work force center
DNR
work force center
I
44(d) Would you recommend these programs to other businesses?
Yes-It is the only help out there.
Yes SBA foar small business loans.
Yes, good way to get in touch with local business
Yes
yes
SMB 504 lans, good programs
yes, helpful to figure out how to connect the school district programs with
theirs --
yes
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I I
44(f) Yes,what do you suggest? _
EDA, Relocating.
More overall planning with financing institutions on behalf of businesses
bringing together multiple resources.
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45a(16) Other?
Continuous improvement; Internet options
how to PROMOTE my books, website, new weight loss for pets classes
Grant money available for advertising.
45b(16) Other?
I
Internet options
how to PROMOTE my books, website, new weight loss for pets classes
No - -
Resource for connection#7 above. B45 j
Want video vending regulated more.
45b Specific questions/special needs?
Advertising
Utilize full community involvement and locations for public community events
make it community wide.
I
A freeway access on cty rd 4 would be an advantage I j
53 Additional comments?
Give people a reason to come to Hugo, like business that can't be found in
WBL or FL j
Have a great community center like Arden Hills. It is something WBL and FL
don't have.
,
More things for kids 7th thru 12th grade. Parents will come then to see Hugo.
Hugo has something that WBL&FL don't have 36 sq.mi. of land.We can do
wonders with it if we use it right to attract businesses.
We need to please Hugo, not WBL.They have no land for ball fields, but we
do.Do what will serve the most people. f
Advertising-there is only the Citizen,there isn't another source of advertising.
There should be a Hugo phone book
Sign Ordinances-pretty restrictive.Attract people to town. Focus on old
businesses also, not just new ones.
Making and keeping Hugo a desirable place to live!
Not needed in world-wide business. Employees would benefit from growth in
Hugo. How does Hugo get employees to spend in Hugo. Need a Walgreens.
When attracting businesses try no to bring in big box businesses.They don't
advertise in the paper.
Publicize parks-especially Victor Garden Park by Sertinos. Use as
community event/activities.
Want to be notified of meetings which affect taxes. They can attend the
meetings, but are not in control because they are not the owners.
35E&Co. 14 Bridge is a constant complaint from our customers. Need more
restaurant/shopping choices in the area.
Just do not let Old Town die! Do what was done at Victory Gardens! Give the
business owners here a level playing field. If Hwy. 61 was improved it may
help.
Create an office park.
Mentioning business to new residents
continue to change the overall image of hugo. Fix bridge over 35E.61 N
Image tear down Ricky's. Need Walgreens of CVS. No more town homes,
hard to sell&bring in renters.
Financing institutions being encouraged to serve local businesses. Bringing
developers together, encourage teaming up city can provdie more direction
and linking.
Hwy 61 accessibilty of business.At times 1+can take up to 15 min to get
in/out. Need a business networking program. New jobs in the area.
Marketing like a free community website. More information about big perks or
free perks for small business. Networking locally at a local business maybe 3-
4 times a year. ( _
If we had availability to broadband I could be more efficient. More opportunity
for local networking business to business communication, face to face
function. i
Hwy 61 is the biggest issue for me. Showcasing our town.
Good program
Would like a light up community bulletin board. Displays community events.
Off the beaten path signage.
what are the next steps after collecting this data? Understanding how this
impacts our business. Continue to keep the rural feeling of the community. j
Hugo needs to resolve building vacanies on Hwy 61. Utility improvements,
utilities should be underground.
Press MnDot Hwy 61 development. Hwy 4 connection to 35E will become a
must. Finish the county 14& 35E intersection.
city website could be used to promote area businesses.
Technology options, provider, city wiFi. Traffic flow. Homes current
businesses(I heard there are 270). Help expand BNJ chapter.
Get more people to play golf. Golf provides more jobs, taxes, for of
recreation. Working w/schools to teach kis to golf to grow business. Women
to keep them playing the game. Special school events, relating to golf.
Treasure the ruralness of the area and recognize not all businesses have
store fronts on main street. There are a lot of good businesses that operate
from their home or own location. Hugo is not just a business center on mian
street. Freeway access off cty rd 4.
Finding affordable land to expand business in the future.
Continue to be involved and be given opportunities to be involved and bet
back.
Could really use some information on signage. New customers can never find'
my facility.
l0
Below are the projects that came out of the Task Force Retreat from the results of
the Survey.
Project# 1 —Market the City
This project is based on several potential marking strategies that all relate to the City of Hugo
and its businesses. Each item falls under an idea for a marketing plan for the City that would
consist of public relations, advertising, and sales. There were several indications within the
BR&E surveys that suggested that businesses wanted help promoting their business with an
emphasis on advertizing. Over the next several months the project team will be working on
putting together a marketing plan for the City and incorporating ways to help the businesses in
Hugo. The marketing plan will also help recruit new businesses into the City. Some of the goals
for the marketing plan include a City slogan, multimedia campaign, visitor guidebook, and
tradeshows. The project team suggested that he City partner with the local business associations
to put together portions of the marketing plan for the City.
Members: Rachel Simone, Tom Weidt, Louis Melamed, Bridgett Beckman, and Michele Tesser
Project#2—Create/Coordinate/Encou rage Events
This project consists of supporting existing events and brainstorming additional events that have
an economical impact on Hugo. Hugo has several existing community events which are well-
planned and have grown in the last few years. These events have been developed and promoted
by organizations such as the Lions Club, Hugo Business Association, Oneka PTA and other
community groups. One of the most well known community event to support is Hugo Good
Neighbor Days. The project team will work with the Lions Club to further promote and expand
this event. The project team will encourage the organizers of existing community events to
coordinate with businesses and take advantage of opportunities for business promotion.
The project group will also brainstorm other events, as a part of a two to three year plan. A
number of very exciting possibilities have already been discussed: a park bonfire, Sledding
Party, Pet fest, Music in the Park, Golf tournament and Triathlon. Also, developing a charity
motorcycle run to draw a large contingent of motorcycle enthusiasts to local businesses is an
option. Creating and expanding trails to encourage biking, hiking, skiing and running would
draw outside visitors to Hugo. Encouraging healthy family-friendly activities would benefit the
life-styles enjoyed in Hugo. The residents of Hugo support community events and there is the
potential for additional offerings which promote local businesses.
Members: Shayla Syverson, Patti Breen, Mike Gallivan, Kate Riopel, and Duane Berg
Project#3—Address Highway 61 Access Issues/Improve Downtown Hugo
This project started because access to Highway 61 was identified as concern to businesses
located in the downtown area of Hugo. They wanted to make sure that there was adequate access
to their businesses as the highway is improved. At the implementation meeting on February 16,
2010, the group was presented with the Memorandum of Understanding for Highway 61 between
the City, Washington County and the State of Minnesota on the access to the the highway. This
was something the members did not know about and will learn more about as the project team
meets.
Within the survey there were three areas that were listed as the most important to be improved.
These three were variety of businesses, exterior atmosphere, and variety of places to eat. This
project team will also be working on tasks to improve the downtown by eliminating blight and
attracting new businesses with an emphasis on quality. As the project team meets there will be an
outline created on how to implement the task to improve the downtown area.
Members: Bryan Bear, Jan Arcand, Steve Marier, and Richard Fischer
Project#4—Host Business and Breakfast Workshop
This project is based on the survey results that stated businesses wanted ways to network with
each other. The project team recommended having a business breakfast workshop with a speaker
and a time to socialize. The business and breakfast can be thought of in many forms, for
example, brunch, lunch and dinner socials. One of the main ideas was having an annual "State of
the City" speech from the Mayor of Hugo and also bringing in County and State officials in to
speck to the business owners. This would give an opportunity for the businesses to interact with
their local, County and State officials. The project team will be brainstorming over the next few
months on how to accomplish their goals to provide a new way for businesses to network and get
information for their officials.
Members: Mike Ericson, Duane Arens, Bruce Sayler, Galen Carlson, and Mickey Michlitsch
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