HomeMy WebLinkAbout2012.07.09 EDA Packet AGENDA
CITY OF HUGO
ECONOMIC DEVELOPMENT AUTHORITY
MONDAY, JULY 9, 2012
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 June 11, 2012
8:35 am 4. Update on Carpenters Property
9:00 am 5. Discussion on Washington County's Role in Economic
Development
9:30 am 6. Discussion on Marketing
10:00 am 7. Update on Downtown Redevelopment
10:15 am 8. Hugo BR&E Program International Award of
Excellence
10:30 am 9. Adjournment
BACKGROUND MEMO FOR THE EDA MEETING OF
MONDAY,JULY 9, 2012
3.APPROVAL OF MINUTES
Staff recommends approval of the minutes from the June 11, 2012, EDA Meeting as
presented.
4. UPDATE ON CARPENTERS PROPERTY
Staff will update the EDA on the Carpenters Property.
5. DISCUSSION ON WASHINGTON COUNTY'S ROLE IN ECONOMIC
DEVELOPMENT
Staff met with the Washington County Economic Development Work Group on June 15,
2012. The discussion was on the role of the County in economic development. Staff has
enclosed the information provided by County staff on their ideas on how to get more
involved in economic development. Staff will update the EDA on the discussion at the
meeting,
6.DISCUSSION ON MARKETING
Staff will update the EDA on the process of economic development marketing for the
City.
7. UPDATE ON DOWNTOWN REDEVELOPMENT
Staff will update the EDA on downtown redevelopment
8. HUGO BR&E PROGRAM INTERNATIONAL AWARD OF EXCELLENCE
On June 20, 2012, the City of Hugo was presented with the Award of Excellence from
Business Retention and Expansion International during its annual conference for its 2010
BR&E Program. The awards are judged on the success of the marketing/communications
plan, improvements to the business climate, measurable results and outcomes, and the
business survey plan. Other considerations include project or program partners,
applications to other communities and innovations implemented to meet specific
community needs. Staff has enclosed a copy of the award certificate. Representatives
from the University of Minnesota Extension Services accepted the award on the City's
behalf and would like to present the award during a City Council meeting, inviting the
leadership team and task force members of the Hugo BR&E Program.
MINUTES FOR THE EDA MEETING OF JUNE 11, 2012
Miron called the meeting to order at 8:34 am.
PRESENT: Arcand, Bever, Denaway, Granger, Klein, and Miron
ABSENT: Puleo
STAFF: Bryan Bear, City Administrator
Rachel Juba, Planner
Liz Hanson, Community Development Intern
APPROVAL OF MINUTES FOR THE EDA MEETING OF MAY 14, 2012
Klein made motion, Arcand seconded, to approve minutes for the EDA meeting of May
14, 2012
All ayes. Motion carried.
DISCUSSION ON CARPENTER'S PROPERTY
The Carpenter's property was destroyed by a fire. Prior to the fire the property owners
received approval of a redevelopment plan for the property. The redevelopment did not
occur and the buildings were demolished.
The property currently has two liens from the builder and architect. These liens are
consolidated together to form one that estimates at around $45,000. The total amount
owed on the property due to delinquent taxes, assessments, liens and interest is
$210,611.90. The liens were foreclosed and a sheriff's sale went to the contractor.
Cathy Anderson has the right to buy her property back by June 23rd. After this date she
will lose the property completely and will not receive any reimbursement.
City staff had a meeting with her to discuss purchasing the property. The City would take
care of the back taxes, assessments, and liens that have accumulated on the property, if
purchased.
City Staff asked the EDA to have a discussion on purchasing the property. The EDA
agreed that buying the property would bring many opportunities and benefits for the City.
The purchase would provide opportunities for redevelopment and future growth as it
abuts the City owned property in downtown Hugo.
Denaway made motion, Granger seconded to make a recommendation to the City
Council to purchase of Carpenter's property.
All ayes. Motion carried.
UPDATE ON DOWNTOWN REDEVELOPMENT
Staff updated the EDA on downtown redevelopment and other happenings in Hugo.
National Recycling Inc. (NRI) has started the reduction of their junk pile and is slowly
making progress.
Glamos Wire Products Site Plan analysis has started and there are a couple details to be
worked out.
The lot owned by the city across the street from City Hall plans to be demolished within
the next month or two.
BUSINESS NETWORKING BREAKFAST
Miron mentioned the Business Networking Breakfast taking place on Tuesday, June 19,
2012 from 7:30 am—9:00 am. All the EDA members are invited and paid for by the city
if they are able to attend.
ADJOURNMENT
Granger made a motion, seconded by Klein,to adjourn at 9:58 am.
All aye. Motion carried.
ROLE OF COUNTY IN ECONOMIC DEVELOPMENT
DEFINITIONS
Community Development
Capacity building—doing things that support businesses and allow them to thrive such as
parks, schools, roads, etc. (Springsted)
In the broadest sense,the definition of community development includes our social and
economic well-being,the sustainability of our communities in their current geographic and
economic configuration, and the durability and adaptability of our housing stock so that our
neighborhood won't suffer from a decline in market appeal and therefore a loss of property
value.... The purpose of community development is to improve your geographic community
in some manner. It could be a higher income, better public health, fewer incidences of war
or crime, better appearance,more jobs, less addiction,more ways to show respect and help
one another, or better transportation, electricity,broadband, energy supplies,or housing.
(http://www.useful-community-development.org/definition-of-community-development.html)
At its most basic level, community development is any activity that promotes the welfare of
a community, from providing adequate housing and creating good jobs to fixing streets and
building parks and libraries. Community development can also include the financing of such
activities. (Federal Reserve Bank of Minneapolis)
Economic Development
Increase market value—direct efforts undertaken by a local government to encourage private
investment and ultimately having a positive impact on market value and tax revenues....
Economic development is perception, economic data, and tools. (Springsted)
Activities and programs aimed at improving local, regional, state and national economies by
attracting or creating investments to expand the tax base; and increasing jobs, wages and
personal incomes. (Lenoir County, North Carolina)
The following paper focuses more specifically on economic development(direct efforts) rather than
on the more all-encompassing community development(indirect efforts).
ECONOMIC DEVELOPMENT VISION
Washington County: To be determined.
Examples
Lenoir County,N.C.
Vision: Create an inclusive community where businesses, individuals and governments can
reach their full potential and become positive contributors to Lenoir County's
growth, economic well being and quality of life.
Mission: Promote economic development in Lenoir County by establishing a diverse
employment base with challenging and rewarding jobs for future generations, and a
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tax base that will support the enhancement of the community's foundation and
quality of life.
Scott County, MN
Strategic Priority: Create a supportive business environment that attracts and retains
business across all of Scott County. (Scott County Association for Leadership and Efficiency
(SCALE))
Vision: Develop and implement a county-wide economic development strategy and
integrated land-use and transportation plan that helps achieve the vision of
providing enough employment in Scott County by 2030 to support 50 percent of the
county's labor force, while respecting the authority of the cities and townships
within to make planning decisions on the local level. (SCALE Unified Plan Charter,July
17, 2009)
CURRENT COUNTY ROLE/PHILOSOPHY
Washington County's core functions foster an environment where commerce can develop and
thrive. The county contributes to a robust business climate by: providing well-planned, essential
infrastructure; maintaining a low tax rate; and assisting in creating an ample pool of skilled
employees. The county strives to maintain the right blend of county services to support a vibrant
business sector, be it transportation and transit services,public safety, health and human services,
corrections services, workforce housing, or other public services. The county is committed to
stewardship of cultural and natural amenities such as land and water resources,parks and opens
spaces, and libraries which contribute to a high quality of life for business owners and their
employees and families. The county's efforts in workforce development provide skilled employees
that enable companies to be competitive and successful in the local,regional, and global economies.
(Washington County 2030 Comprehensive Plan, emphasis added)
Washington County is not the main engine powering economic development in the county. But the
county, along with its city and state partners, are key in providing essential infrastructure, and
services to ensure an environment in which economic development can flourish and when, in
certain circumstances, the private sector and cities need an octane boost,the county makes available
specific tools such as tax abatement and the resources of the Housing and Redevelopment Authority
to help keep the economic development vehicle moving forward. (Paraphrased from a speech
given by a county official to the Workforce Investment Board Forum on Economic Development,
June 16, 2005).
POTENTIAL COUNTY ROLES/.ACTIVITIES
What can the county do that adds value to the whole, assists individuals in doing their job and is not
a waste of time?
Leadership
• Adopt a county goal and guiding principles, such as:
✓ Attract new businesses, create jobs and support local businesses.
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✓ Have an economic development environment that attracts quality businesses with
higher paying jobs, improves productivity and retains youth in the community.
✓ Increase the county's commercial tax base.
• Facilitate discussion of what"county community" wants to accomplish, including:
✓ Develop a common understanding of what is economic development.
✓ Develop a common economic development goal/vision.
✓ Develop a common language to use when communicating the message.
✓ Sectors to attract—manufacturing, retail,technology, etc.
✓ Home grown jobs versus national chains.
✓ Family-sustaining jobs—living wages.
• Continually evaluate what the county can offer to attract new businesses and keep the
climate strong for existing industry.
• Anticipate issues and work on them before they become deal breakers.
Legislative Advocacy
• Advocate/lobby with state and federal governing bodies(Congress, legislature, agencies,
boards, etc.)to:
✓ Promote a favorable business climate.
✓ Support appropriate regulations that don't discourage business development.
✓ Provide financial and other economic development tools to attract businesses.
Facilitate/Coordinate/Collaborate
• Bring all the parties to the table to develop a unified economic development plan for the
county.
• Coordinate the parts and support the communities so that the"county community"can react
quickly and purposefully to attract businesses and avoid redundancies in effort.
• Be prepared by knowing which communities and parcels is a"best fit opportunity"and
finding creative incentives to attract businesses.
• Participate fully in all aspects of economic development efforts including the GreaterMSP
regional effort and local initiatives.
Marketing/Promotion/Public Relations
• Create a working relationship with existing businesses.
• Coordinate with cities, chambers, school districts and others to do outreach to
industries/businesses to find out what their needs are and to develop a working relationship
(figure out who should be doing what and who should make which contacts and nurture
which relationships)
✓ one-on-one meetings with CEOs and business leaders
✓ annual forum - commissioners involvement
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• Develop common promotional materials.
• Let businesses know that the county has the infrastructure and resources they are looking for
(land,transportation,utilities,telecommunication, government facilities, recreation, etc.).
• Determine what promotion,marketing and project coordinating services are most important
for the"county community"to engage in and prepare a marketing strategy.
Planning and Analysis
• Compile and share information including:
✓ Economic development projects being pursued by the different municipalities and
organizations.
✓ Socio-economic and demographic data(possibly by trade area).
✓ Lease space available (what is important to track and how can it be maintained).
• Conduct studies to:
✓ Define trade regions/subregions in the county.
✓ Assess adequacy of technology infrastructure.
✓ Assess the economic development conditions within the county.
✓ Identify market factors driving or stifling economic growth in the county.
✓ Determine the key industry/business sectors most important to Washington County.
✓ Determine which industry/business sectors are healthy growing employers.
• Assess business challenges and opportunities.
✓ Develop a better understanding of what attracts and retains businesses and what
keeps them away.
✓ Identify capital and infrastructure needs that will attract new businesses and jobs to
the county.
✓ Identify impediments to economic growth and develop action plans for those that are
within the county's control.
✓ Develop methodology/criteria to evaluate opportunities.
• Develop methodology/criteria to evaluate opportunities and developers.
• Coordinate development of an action plan for infrastructure, business finance, and research,
technology and planning needs.
• Create measureable goals for what the"county community"wants to be in 10 years; develop
performance measures/indicators to track progress on meeting those goals.
Land Use/Zoning
• Ensure that zoning ordinances and development plans allow/support/promote business
development along transit corridors, surrounding transit stops, and in other appropriate
areas.
• Determine whether sufficient land and the right land is planned and zoned for commercial
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and industrial uses.
• Identify transition areas in townships that could be serviced with municipal sewer and water
to support business development.
Funding Tools
• Tax Increment Financing
Capturing new local taxes generated by a development to pay for public improvements
related to the development.
• Tax Abatement
Reduction or exemption from taxes granted by a government for a specified period. The
taxes are levied and collected and then returned to the city.
• CDBG Grants/Loans
CDBG funds could be used for activities which include,but are not limited to:
• acquisition of real property;
• relocation and demolition;
• rehabilitation of residential and non-residential structures;
• construction of public facilities and improvements, such as water and sewer
facilities, streets,neighborhood centers, and the conversion of school buildings for
eligible purposes;
• public services, within certain limits;
• activities relating to energy conservation and renewable energy resources; and
• provision of assistance to profit-motivated businesses to carry out economic
development and job creation/retention activities.
• Tax Exempt Financing
Does the county issue bonds on behalf of EDA or HRA?
Other
• Establish an EDA
Would a county Economic Development Authority add any value to what is being done by
the various city EDA's - Cottage Grove, Hugo, Oakdale, Stillwater, Woodbury?
• Fund county-wide economic development initiatives:
✓ Greater MSP
✓ Other initiatives
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Washington County Economic Development Group
Economic Development Possible Activities
Ideas Raised at Prior Meetings
June 1, 2012
Things that we can do to help GREATER MSP:
• Determine what type of development each city is looking for(redevelopment,Greenfield,retention,
new land,all projects,etc)and communicate that to GREATER MSP.
• Determine location of fiber optics? Communities could adopt an ordinance requiring right-of-way
permits for fiber and provide as built maps. City of Eagan has a good map.
• Identify companies in each community that don't have headquarters in the region. GREATER MSP
could contact those companies when they are traveling.
• Provide information on potential sites and vacant land inventory. GREATER MSP has a research
group that is collecting this information. MNCAR is rolling out a new platform tomorrow for site
data. Be sure our information is in the MNCAR database;this is the database that brokers use.
• Provide quality information and maps that are high resolution and scalable.
• Inform GREATER MSP of businesses that are at risk of closing or that are on the verge of
expanding;they will reach out to those businesses.
Things that GREATER MSP can do to help us:
• Will be developing a customer feedback form to assess how well they are doing their job.
• GREATER MSP is not turning any leads away but they are focusing on projects that meet the sweet
spot threshold;they will direct other leads to the cities.
• Ease restrictions on use of TIF.
Issues to keep in mind for the county activities_
• If the county does economic development prep work for the smaller cities/townships is that fair to
the larger cities?
• What happens if the quality of the smaller cities/townships submissions is substandard due to lack of
resources as it could reflect poorly on all Washington County communities?
• Important not to drop to lowest denominator in presenting data and other information.
• Could a template be created to respond to or prepare for responses to leads?
• Should demographic,economic info. be provided by trade area or some other type of sub region?
Can each large city identify its trade area?
• What are cities using as databases to track leasable square footage in existing buildings—Golden
Triangle,Co-Star are two possible software programs. What information is important and how can it
be maintained?
• Some concern was expressed about how Washington County is featured by GreaterMSP. We might
want to review and suggest revisions to what GreaterMSP is using.
• What can we do together at the county level that adds value to the whole,assists individuals in doing
their job and is not a waste of time?
• Is a joint sub-regional effort needed? What are the logical sub regions? What are the main trade
areas? What can we do as a sub region? How should we handle leads that don't reach the
GreaterMSP level? Should we develop our own protocol?
• Share best practices and discuss which cities are using.
• What ED measures are effective?
Economic Development County Comparison
X -f`h+2L S A
Anoka Just added Economic Development Taxing Authority to HRA. Will be more involved than in the past. First project is feasibility
study of high speed internet infrastructure. The study is expected to cost$75,000.
Carver Began Economic Development program in 2005 with a current staff of 3 including the manager. They are funded with power of
EDA through the legislature. Carver County is very involved in the development of the Hwy 212 corridor and is working on
additional development opportunities throughout the county.
Dakota Dakota takes a collaborative approach to economic development working with cities and other partners to avoid duplication and
plans to continue to invest in critical infrastructure.
Hennepin Hennepin County is involved in many aspects of economic development. Hennepin coordinated efforts with the cities including
an action plan of priorities for infrastructure,business finance, and research,technology,and planning.
Ramsey Very limited county role focused on infrastructure and a business loan program. Economic Development is the cities role,
primarily.
Scott Limited, but cities are asking for more involvement and Scott is considering options. The cities would like Scott to take a more
active role in marketing. The CDA Director is currently leading the effort to determine what role Scott County should have
moving forward.
Washington
o 0 o 0 C 01 0 0. •0 I .0.a - v_ _ o a
Anoka The addition of the EDA is the most significant change, but also working with cities much more over the past five years. Cities
began asking for assistance with economic development only recently which led to the retaining of Springsted to determine if
the county should change its role in economic development. Ten of Anoka County's 21 communities have an EDA currently
Carver Development of an EDA , creation of an economic development unit,and comprehensive analysis of the economic
development conditions within the county.
Dakota Dakota County hired Janna King who prepared an Economic Development Strategy for the county during 2006 to be
implemented during 2007 and 2008- The county will serve a collaboration and coordination role in economic development
activities with the HRA taking the lead role,
Hennepin The most recent change is the 2005 Hennepin County Comprehensive Economic Development Strategy.
,fRamsey No changes are expected.
ott Scott is not using consultants to determine their next steps in Economic Development,but they are conducting analysis and will
include their update in the comprehensive pian.
ashingto
Purchasing Process Improvement 1/24/2012 1
,p - o o c ■ e o o a o 0 0 0 oN U
Anoka It will be included to highlight changes in emphasis in recent years.
Carver Carver will use the analysis from the three consulting projects currently underway to advise their economic development
section of the comprehensive plan.
Dakota Dakota will include information from analysis completed by Janna King during 2006 in their Comprehensive Plan. Economic
Development will not stand alone because it is closely related to other sections of the plan,but there will be economic
development information included in the plan.
Hennepin
Ramsey Ramsey will not have a specific economic development section in the Comprehensive Plan
Scott Scott will include an economic development chapter in their comprehensive plan
Washington
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Anoka Anoka would be willing to meet with us to share their experience in developing a County EDA and to share their experience
working with their cities.
Carver Carver would be willing to meet with us to share their experiences. It was also suggested that Washington County hire a
facilitator to assist in developing a strategic economic development plan. Carver hired Janna King. Carver also hired Jim
McMahon to complete an economic development forecast analysis and Maxfield to complete a housing study. Cancer is also
actively searching for grant funding and received$75,000 from McKnight Foundation. Carver staff are members of several
economic development professional organizations
Dakota Dakota has provided documents pertaining to their economic development efforts and is willing to continue to share their
experiences.
Hennepin
Ramsey Limited involvement
Scott Scott recognizes the need to work more closely with the cities and to coordinate activities especially for zoning of commercial
property to ensure that enough exists for future development.
Washington
Purchasing Process Improvement 1/24/2012 2
Why to Locate a Commercial Business in Hugo
Population Growth HUGO IS GROWING
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Hugo is the fastest growing cit in the metro area,according to Minnea- 1
120% . I• g g g Y g
polis St. Paul Business Journal. Hugo grew in population 6.12 percent per
100% E I year over the last decade. Hugo's population is 13,332 people. 1
80% I
1• The forecasted growth of Hugo is expected to be a population of 40,000 1
60% I people by 2030.
I
40% ( I. 9,024 people are employed in Hugo.
20% --
. Medial household income is $78,261 with a rated strong per capita effec- I
I I
0% I tive buying income of$29,247.
Hugo Forest Lino Lakes White Twin Cities
-20% Lake Bear Lake Metro The median age in Hugo is 33.7.
_1 _ - - — — — — — — — — — — — — — — — — — — — — — — — — — —
I
TRANSPORTATION
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• Highway 61 has an average daily volume of 15,300 vehi-
cles as it passes through Hugo.
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• County Road 8 has an average daily traffic volume of
14,800 as is passes through Hugo.
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I• I35E passes Hugo on its eastern boarder and has an aver-
Map with Traffic Counts for Highway 61 and CSAH 8
age daily volume of over 86,000 vehicles.
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• Newly improved I35E interchange. 1
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• Newly resurfaced Highway 61.
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I — — — — — — — — — — — — — — — — — — — — — — I
Why to Locate a Commercial Business in Hugo
HUGO IS BUSINESS FRIENDLY THE PULLING POWER OF
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• Hugo is a one stop shop for commercial development, not need work with I HUGO
other agencies.
Staff is hoping to complete a table that compares the pull
• No park dedication fees, landscape escrow fees, or business licenses for I factor for Hugo to other Minnesota communities that are
commercial development. I similar to Hugo or surround Hugo. Pull factor divides the
per capita retail sales for each area divided by the per
• Sewer and water connection fees are divided between the developer and I capita retail sales of the State. Staff is hoping that Hugo
end user. I will rank well among its peers and provide a good indi-
cation that Hugo is a healthy place to locate a commer-
I• Hugo has maintained a declining tax rate over the last 10 years. I cial business.
I I
I. Economic development incentives are available such as Tax Increment Fi-
I nancing (TIF) and Tax Abatement.
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• Expert staff is trained to get you through the development process quickly
and efficiently.
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• Hugo completed a Business Retention and Expansion (BR&E) Program in
2010 and was awarded an International Award of Excellence for the pro-
gram in 2012.
I— — — — — — — — — — — — — — — — — — — — — — — — — — — — —
Multimedia Marketing Campaign
Strategic Plan
1. Define who is your target market? Are there any more?
Developers, CEO's of Businesses, Builders, Real Estate Agents, Investors, and Companies that
manage the development process for businesses and developers.
Businesses looking for a new location or expansion
2. Do we want to target certain sectors? Should we do a need assessment?
• Restaurants/ Food
• Market Place
• Traditional Downtown Businesses
• Industrial
• Green Businesses
• Medical
• Business Incubators
• Commercial / Retail
3. What do you want them to do/know? What information does a business owner want?
Communicate the Present Features
Why come to Hugo— location value
Census information
• Charts
• Demographics
The growth of Hugo in the last 5 years
Link to properties that are for sale and/or lease
Traffic Counts
Infrastructure improvements in downtown
One stop shop
No park dedication fees for commercial / industrial development
Structure of SAC/WAC fee
Sewer and Water Connection
City Amenities— Parks (is this our hidden gem?)
What other businesses are in town
Downtown Hugo/TIF
Grant opportunities
No business licenses
BR&E Program
Location from airports and interstates
Rail Spur
Business friendly
Taxes
Fiscal shape of the City
Showcase a letter from a successful business
Rebuilding downtown
Start up new businesses—home occupations (Business Incubator)
Quality education
4. How will our message be delivered?
Develop a new section of the website to promote the City and better showcase the
development opportunities. Have a short web address the directs people to the section of the
website for E-marketing.
Image Change?
• Where is Hugo?
• Growth in the last 5 years
• Create awareness of Hugo
• Broaden the view of Hugo
• Help audience understand the development opportunities and the possible results
ahead
Establish a message or image (BRANDING HUGO)
We need to figure our image/identity first
• Slogan
• EDA/Marketing Logo???
E-Marketing
Create consistent, efficient, and effective, communication tools with compelling messages
• Deliver a message that the audience will care about in an interesting way.
Improve speed for information to get to target market
• Easy to read, catchy language, short readings
• FAST!!!
Build outreach to many audiences at a nominal cost
• E-Newsletter (Bi-monthly)
o Template for easy changes
o Website, newspapers, ads
o Demographics
o Community Profile
o Rotate key components that make Hugo AWESOME!
o Speak to media contacts and forward them to the E-Marketing page
• E-Ads
o Real Estate websites, Builder Association website, DEED
• E-Videos
o "Starting a New Business" Watch This... (What do we want to brag about?)
■ We will be larger than most surrounding cities
■ Census information
■ Population Projections
o Tell the story of Hugo
o Tour of the City
o What's New
o Progress of Downtown
o State of the City Address
• E-Presentations (powerpoints with voice over)
o One stop shop
o Growth of Hugo and growth projections
o Census information
Encourage regular updates of all the information in E-Marketing
Provide links to other websites of companies or organizations that they will be working with
during the development process.
Collaborate with other City Departments for helpful information
5. Timeline for Establishment?
1. Compile information in strategic plan
a. Website Updates and adding options
2. Establish City Image/Identity to Market
a. Align with Strategic Plan
3. Goals to Retain Businesses (BR&E Program)
4. Attract/expand businesses.
Staff is working on compiling all the information and updating the website.
• Target Market?
• What are we really doing to get businesses?
*Once established staff can work to develop the next level of messaging and reporting
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Award of Excellence
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a For an Outstanding Single Community with a Population under 20,000
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Jane Harper
From: Danette Parr[dparr@cottage-grove.org]
Sent: Thursday, June 14, 2012 2:25 PM
To: Jane Harper
Cc: Molly O'Rourke
Subject: Washington County Economic Development
Hi there Jane! As I mentioned originally, I'm not able to make the meeting if held on June 15th. No worries however,
I know firsthand how hard it can be to find a date that works for everyone. Nonetheless, we wanted to share our thoughts
related to where it makes the most sense for the County to focus their efforts related to economic development. Please
see our thoughts below and let me know if you have any questions. Thanks much, Danette
It likely isn't the best use of resources for the County to get into what cities are already doing. For instance, attempting to
develop/maintain relationships with business owners and Chambers is likely not something that makes sense for the
purposes of economic development.
2. It would be helpful if the County coordinated on topics for which efficiency can be gained by that coordination; Top choices
would be fiber, storm water and the like, or if there are ways to help cities become more efficient such as facilitating
consolidation of efforts that every city does, but not every city has to do (such as police and fire or road sweeping and
striping etc that makes sense).
3. It would likely be most beneficial for the County to focus on what it does best and have the City focus on the other things. It
the case of the County, one of the things they do well is transportation and transit...if we had the best county
transportation/transit in the State it would be easier for cities to attract jobs investment
4. Having the lowest tax rate in the state should not be the goal. Having a tax rate that represents a good value for the
property tax paid makes the most sense.
There were a number of references in the attached exhibits that were distributed via the email that was previously sent out
that reference activity related to identifying leasable property or the best parcels on which to develop. That is redundant of
what cities, MSP and MNcorp are already doing.
6.As part of their land use responsibilities, it would be helpful if the County worked with the townships to discourage
development that is not geared to townships. For instance, cities should not be in the situation of townships developing
industrial parks right outside the city border so they get the tax base and the city gets the infrastructure burden. The
County should make sure that townships pay for the extra services they receive from the county...City taxpayers should
not be subsidizing townships.
Danette M. Parr
Economic Development Director
7516 80th Street So
Cottage Grove, MN SS016
Phone No: 6S1-4S8-2824
Fax No: 6S1-4S8-2881
wwwgrowthpartnerscg.com
Support where you live...BLJY LOCALLY!1
This email has been scanned by the Symantec Email Security.cloud service.
For more information please visit http://www.symanteccloud.com
2
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WASHINGTON COUNTY ECONOMIC DEVELOPMENT WORK GROUP
JUNE 15,2012
8:30—10:00
WASHINGTON COUNTY STILLWATER GOVERNMENT CENTER
ADMINISTRATION OFFICE
AGENDA
I. Greater MSP Update PLjow(, 5ec�r (�
Janelle Schmitz and others will provide an update on recent activities and the result of
legislative initiatives of interest to Greater MSP.
II. Role of County in Economic Development
Group discussion of what communities think is the appropriate role of the county in
economic development. What do cities want the county to do? Jane Harper prepared the
attached paper to use to frame the discussion. The group's ideas will assist county staff
in preparing for a County Board workshop on the topic later this summer.
The county would like each community to respond to the following two questions:
1. What are the 3 things that the county could do that would most help your
community achieve its economic development goals?
2. What 2 things could we work on together at a countywide level that adds
value to the whole?
Government Center•14949 62nd Street North• P. O.Box 6•Stillwater, MN 55082-0006
Telephone:651-430-6001 • Fax:651-430-6017•TTY:651-430-6246
www.co.washington.mn.us
IA/nchinninn(:ninfii is�n cnnl nnnnrfiinii.i n.r.�ni�ofinn nnrl cmn/ninr
/14/12 StarTribune-Print Page
^JL
StarTribune
As Scott County's growth stalls, hurdles
arise
Article by: DAVID PETERSON
Star Tribune
June 10, 2012 - 10:02 PM
The leaders of what was once one of the nation's fastest-growing counties are being warned they are not well-equipped to
join a recovery that's slowly taking shape.
And consultants say the issues Scott County faces are common to many others as well. Among the sobering realities:
• While suburbs often cringe at the thought of big multifamily housing projects, that is what the market now demands.
• Meanwhile, the big corporate headquarters campuses they dream of? Mostly a mirage.
"Corporate campuses are tough," consultant Matt Mullins of Maxfield Research Inc. told a gathering of mayors and other
civic leaders from across the county on Friday. "Everyone wants one. But there are only a handful of companies looking for
that and it's a very competitive process. Ideally, it would be excellent for Scott," plagued as it is today with lots of lower-
wage jobs versus the better paying offers in nearby Hennepin County. "But it's challenging."
Developers are keen on multifamily projects such as apartments and senior housing, he said, while for the moment
"builders can't cash-flow single family subdivisions" of the type many suburbs prefer, "though I expect we will see more
activity there soon."
Civic leaders spent more than two hours at Prior Lake City Hall viewing numbers showing the slowdown within the county in
recent years and the immense gap between their goals for job growth and their ability to attract new firms.
Consultants warned of a limited supply of the kind of land firms seek: parcels ready to build on, with costly water services,
sewer and the like.
The leaders also heard that in a competitive marketplace, Scott County is not blowing the pri\rate sector away with quick,
well-informed responses to inquiries from companies seeking sites with certain amenities such as fiber-optic cable.
"Does each of you want to spend $80,000 to $100,000 for every city to hire and equip an economic development
coordinator?" asked the county's soon-to-retire community development chief, Mike Sobota. "Can you do that? Probably
not."
Indeed, in tight budget times, it was clear that elected leaders will be skeptical about spending the money that adwcates
say it will take to fix those dilemmas.
Said Prior Lake Mayor Mike Myser:
"We, as a county, had phenomenal growth for a while and then no growth. I'm not convinced we know what trajectory we're
on right now. I don't want to spend the money and then have nothing occur for five or 10 years, and we know that happens
all over the Twin Cities. We only have so much gunpowder, and we need to do it right."
Others spoke of it as a chicken-and-egg problem: Without attractive sites, no one will come.
"A lot of us want to jump to marketing," said Savage City Administrator Bary Stock, "but we have nothing to market! We
have no land" --or not the kind that's ready to be built on.
David Peterson • 952-746-3285
@2011 Star Tribune
+ww.startribune.com/printarticle/?id=158385075 1
ROLE OF COUNTY IN ECONOMIC DEVELOPMENT
DEFINITIONS
Community Development
Capacity building—doing things that support businesses and allow them to thrive such as
parks, schools, roads, etc. (Springsted)
In the broadest sense, the definition of community development includes our social and
economic well-being, the sustainability of our communities in their current geographic and
economic configuration, and the durability and adaptability of our housing stock so that our
neighborhood won't suffer from a decline in market appeal and therefore a loss of property
value.... The purpose of community development is to improve your geographic community
in some manner. It could be a higher income, better public health, fewer incidences of war
or crime, better appearance,more jobs, less addiction,more ways to show respect and help
one another, or better transportation, electricity, broadband, energy supplies, or housing.
tt //Www.use ul communi develo mentor /de inition-o-communi develo ment.html `
(h p� .f - ty- p g .f f ty- P )
At its most basic level,community development is any activity that promotes the welfare of
a community, from providing adequate housing and creating good jobs to fixing streets-and
building parks and libraries. Community development can also include the financing of such
activities. (Federal Reserve Bank of Minneapolis) -
Economic Development
Increase market value—direct efforts undertaken by a local government to encourage private
investment and ultimately having a positive impact on market value and tax revenues....
Economic development is perception, economic data, and tools. (Springsted)
Activities and programs aimed at improving local, regional, state and national economies by
attracting or creating investments to expand the tax base; and increasing jobs,wages and
personal incomes. (Lenoir County,North Carolina)
The following paper focuses more specifically on economic development(direct efforts)rather than
on the more all-encompassing community development(indirect efforts).
ECONOMIC DEVELOPMENT VISION
Washington County: To be determined.
Examples
Lenoir County,N.C.
Vision: Create an inclusive community where businesses, individuals and governments can
reach their full potential and become positive contributors to Lenoir County's
growth, economic well being and quality of life.
Mission: Promote economic development in Lenoir County by establishing a diverse
employment base with challenging and rewarding jobs for future generations, and a
1
tax base that will support the enhancement of the community's foundation and
quality of life.
Scott County, MN
Strategic Priority: Create a supportive business environment that attracts and retains
business across all of Scott County. (Scott County Association for Leadership and Efficiency
(SCALE))
Vision: Develop and implement a county-wide economic development strategy and
integrated land-use and transportation plan that helps achieve the vision of
providing enough employment in Scott County by 2030 to support 50 percent of the
county's labor force, while respecting the authority of the cities and townships
within to make planning decisions on the local level. (SCALE Unified Plan Charter,July
17, 2009)
CURRENT COUNTv ROLE/PHILOSOPHV
Washington County's core functions foster an environment where commerce can develop and
thrive. The county contributes to a robust business climate by: providing well-planned, essential
infrastructure; maintaining a low tax rate; and assisting in creating an ample pool of skilled
employees. The county strives to maintain the right blend of county services to support a vibrant
business sector,be it transportation and transit services, public safety, health and human services,
corrections services, workforce housing, or other public services. The county is committed to
stewardship of cultural and natural amenities such as land and water resources,parks and opens
spaces, and libraries which contribute to a high quality of life for business owners and their
employees and families. The county's efforts in workforce development provide skilled employees
that enable companies to be competitive and successful in the local, regional, and global economies.
(Washington County 2030 Comprehensive Plan, emphasis added)
Washington County is not the main engine powering economic development in the county. But the
county, along with its city and state partners,are key in providing essential infrastructure, and
services to ensure an environment in which economic development can flourish and when, in
certain circumstances,the private sector and cities need an octane boost,the county makes available
specific tools such as tax abatement and the resources of the Housing and Redevelopment Authority
to help keep the economic development vehicle moving forward. (Paraphrased from a speech
given by a county official to the Workforce Investment Board Forum on Economic Development,
June 16, 2005).
POTENTIAL COUNTY ROLES/ACTIVITIES
What can the county do that adds value to the whole, assists individuals in doing their job and is not
a waste of time?
Leadership
• Adopt a county goal and guiding principles, such as:
✓ Attract new businesses,create jobs and support local businesses.
2
✓ Have an economic development environment that attracts quality businesses with
higher paying jobs, improves productivity and retains youth in the community.
✓ Increase the county's commercial tax base.
• Facilitate discussion of what"county community" wants to accomplish, including:
✓ Develop a common understanding of what is economic development.
✓ Develop a common economic development goal/vision.
✓ Develop a common language to use when communicating the message.
✓ Sectors to attract—manufacturing,retail, technology, etc.
✓ Home grown jobs versus national chains.
✓ Family-sustaining jobs—living wages.
• Continually evaluate what the county can offer to attract new businesses and keep the
climate strong for existing industry.
• Anticipate issues and work on them before they become deal breakers.
Legislative Advocacy
• Advocate/lobby with state and federal governing bodies (Congress, legislature, agencies,
boards, etc.)to:
✓ Promote a favorable business climate.
✓ Support appropriate regulations that don't discourage business development.
✓ Provide financial and other economic development tools to attract businesses.
Facilitate/Coordinate/Collaborate
• Bring all the parties to the table to develop a unified economic development plan for the
county.
• Coordinate the parts and support the communities so that the "county community"can.react
quickly and.purposefully to attract businesses and avoid redundancies in effort.
• Be prepared by knowing which communities and parcels is a"best fit opportunity"and
finding creative incentives to attract businesses.
• Participate fully in all aspects of economic development efforts including the GreaterMSP
regional effort and local initiatives.
Marketing/Promotion/Public Relations
• Create a working relationship with existing businesses.
• Coordinate with cities, chambers, school districts and others to do outreach to
industries/businesses to find out what their needs are and to develop a working relationship
(figure out who should be doing what and who should make which contacts and nurture
which relationships)
✓ one-on-one meetings with CEOs and business leaders
✓ annual forum -commissioners involvement
3
• Develop common promotional materials.
• Let businesses know that the county has the infrastructure and resources they are looking for
(land,transportation, utilities,telecommunication, government facilities, recreation, etc.).
• Determine what promotion, marketing and project coordinating services are most important
for the"county community"to engage in and prepare a marketing strategy.
Planning and Analysis
• Compile and share information including:
✓ Economic development projects being pursued by the different municipalities and
organizations.
✓ Socio-economic and demographic data(possibly by trade area .
✓ Lease space available (what is important to track and how can it be maintained).
• Conduct studies to:
✓ Define trade regions/subregions in the county.
✓ Assess adequacy of technology infrastructure.
✓ Assess the economic development conditions within the county.
✓ Identify market factors driving or stifling economic growth in the county.
✓ Determine the key industry/business sectors most important to Washington County.
✓ Determine which industry/business sectors are healthy growing employers.
• Assess business challenges and opportunities.
✓ Develop a better understanding of what attracts and retains businesses and what
keeps them away.
✓ Identify capital and infrastructure needs that will attract new businesses and jobs to
the county.
✓ Identify impediments to economic growth and develop action plans for those that are
within the county's control.
✓ Develop methodology/criteria to evaluate opportunities.
• Develop methodology/criteria to evaluate opportunities and developers.
• Coordinate development of an action plan for infrastructure, business finance, and research,
technology and planning needs.
• Create measureable goals for what the"county community"wants to be in 10 years; develop
performance measures/indicators to track progress on meeting those goals.
Land Use/Zoning
• Ensure that zoning ordinances and development plans allow/support/promote business
development along transit corridors, surrounding transit stops,and in other appropriate
areas.
• Determine whether sufficient land and the right land is planned and zoned for commercial
4
and industrial uses.
• Identify transition areas in townships that could be serviced with municipal sewer and water
to support business development.
Funding Tools �irnk �l 4. t?afMSl 0k)S
• Tax Increment Financing S V)&V0 mor)uJ
Capturing new local taxes generated by a development to pay for public improvements
related to the development.
• Tax Abatement
Reduction or exemption from taxes granted by a government for a specified period. The
taxes are levied and collected and then returned to the city.
• CDBG Grants/Loans
CDBG funds could be used for activities which include, but are not limited to:
• acquisition of real property;
• relocation and demolition„
• rehabilitation o red'—Tsicential and non-residential structures;
• construction of public facilities and improvements, such as water and sewer
facilities, streets, neighborhood centers,and the conversion of school buildings for
eligible purposes;
• public services,within certain limits;
• activities relating to energy conservation and renewable energy resources; and
• provision of assistance to profit-motivated businesses to carry out economic
development and job creation/retention activities.
• Tax Exempt Financing
Does the county issue bonds on behalf of EDA or HRA?
Other
• Establish an EDA
Would a county Economic Development Authority add any value to what is being done by
the various city EDA's - Cottage Grove, Hugo, Oakdale, Stillwater, Woodbury?
• Fund county-wide economic development initiatives:
✓ Greater MSP
✓ Other initiatives
5
Washington County Economic Development Group
Economic Development Possible Activities
Ideas Raised at Prior Meetings
June 1, 2012
Things that we can do to help GREATER MSP:
• Determine what type of development each city is looking for(redevelopment,Greenfield,retention,
new land,all projects, etc)and communicate that to GREATER MSP.
• Determine location of fiber optics? Communities could adopt an ordinance requiring right-of-way
permits for fiber and provide as built maps. City of Eagan has a good map.
• Identify companies in each community that don't have headquarters in the region. GREATER MSP
could contact those companies when they are traveling.
• Provide information on potential sites and vacant land inventory. GREATER MSP has a research
group that is collecting this information. MNCAR is rolling out a new platform tomorrow for site
data. Be sure our information is in the MNCAR database;this is the database that brokers use.
• Provide quality information and maps that are high resolution and scalable.
• Inform GREATER MSP of businesses that are at risk of closing or that are on the verge of
expanding;they will reach out to those businesses.
Things that GREATER MSP can do to help us:
• Will be developing a customer feedback form to assess how well they are doing their job.
• GREATER MSP is not turning any leads away but they are focusing on projects that meet the sweet
spot threshold;they will direct other leads to the cities.
• Ease restrictions on use of TIF.
Issues to keep in mind for the county activities_
• If the county does economic development prep work for the smaller cities/townships is that fair to
the larger cities?
• What happens if the quality of the smaller cities/townships submissions is substandard due to lack of
resources as it could reflect poorly on all Washington County communities?
• Important not to drop to lowest denominator in presenting data and other information.
• Could a template be created to respond to or prepare for responses to leads?
• Should demographic, economic info. be provided by trade area or some other type of sub region?
Can each large city identify its trade area?
• What are cities using as databases to track leasable square footage in existing buildings—Golden
Triangle,Co-Star are two possible software programs. What information is important and how can it
be maintained?
• Some concern was expressed about how Washington County is featured by GreaterMSP. We might
want to review and suggest revisions to what GreaterMSP is using.
• What can we do together at the county level that adds value to the whole,assists individuals in doing
their job and is not a waste of time?
• Is a joint sub-regional effort needed? What are the logical sub regions? What are the main trade
areas? What can we do as a sub region? How should we handle leads that don't reach the
GreaterMSP level? Should we develop our own protocol?
• Share best practices and discuss which cities are using.
• What ED measures are effective?
�y Economic Development County Comparison
,..
Anoka Just added Economic Development Taxing Authority to HRA. Will be more involved than in the past. First project is feasibility
study of high speed internet infrastructure. The study is expected to cost$75,000.
Carver Began Economic Development program in 2005 with a current staff of 3 including the manager. They are funded with power of
EDA through the legislature. Carver County is very involved in the development of the Hwy 212 corridor and is working on
additional development opportunities throughout the county.
Dakota Dakota takes a collaborative approach to economic development working with cities and other partners to avoid duplication and
plans to continue to invest in critical infrastructure.
Hennepin Hennepin County is involved in many aspects of economic development. Hennepin coordinated efforts with the cities including
an action plan of priorities for infrastructure,business finance, and research,technology, and planning.
Ramsey Very limited county role focused on infrastructure and a business loan program. Economic Development is the cities role,
primarily.
Scott Limited, but cities are asking for more involvement and Scott is considering options. The cities would like Scott to take a more
active role in marketing. The CDA Director is currently leading the effort to determine what role Scott County should have
moving forward.
Washington
Anoka The addition of the EDA is the most significant change, but also working with cities much more over the past five years. Cities
began asking for assistance with economic development only recently which led to the retaining of Springsted to determine if
the county should change its role in economic development. Ten of Anoka County's 21 communities have an EDA currently
Carver Development of an EDA, creation of an economic development unit,and comprehensive analysis of the economic
development conditions within the county.
Dakota Dakota County hired Janna King who prepared an Economic Development Strategy for the county during 2006 to be
implemented during 2007 and 2008- The county will serve a collaboration and coordination role in economic development
activities with the HRA taking the lead role.
Hennepin The most recent change is the 2005 Hennepin County Comprehensive Economic Development Strategy.
Ramsey No changes are expected.
Scott Scott is not using consultants to determine their next steps in Economic Development, but they are conducting analysis and will
include their update in the comprehensive plan.
Washington
Purchasing Process Improvement 1/24/2012 1
4�,. _
I .O7Dakota
O 0 e 9 0 0 0 O 0
Anoka cluded to highlight changes in emphasis in recent years.
Carver use the analysis from the three consulting projects currently underway to advise their economic development
the comprehensive plan.
Dakota l include information from analysis completed by Janna King during 2006 in their Comprehensive Plan. Economic
Development will not stand alone because it is closely related to other sections of the plan,but there will be economic
development information included in the plan.
Hennepin
Ramsey Ramsey will not have a specific economic development section in the Comprehensive Plan,
Scott Scoff will include an economic development chapter in their comprehensive plan
Washington
al
'5 0 0
Anoka Anoka would be willing to meet with us to share their experience in developing a County EDA and to share their experience
working with their cities.
Carver Cancer would be willing to meet with us to share their experiences. It was also suggested that Washington County hire a
facilitator to assist in developing a strategic economic development plan. Carver hired Janna King. Carver also hired Jim
McMahon to complete an economic development forecast analysis and Maxfield to complete a housing study. Cancer is also
actively searching for grant funding and received$75,000 from McKnight Foundation. Carver staff are members of several
economic development professional organizations
Dakota Dakota has provided documents pertaining to their economic development efforts and is willing to continue to share their
experiences.
Hennepin
Ramsey Limited involvement
Scott Scott recognizes the need to work more closely with the cities and to coordinate activities especially for zoning of commercial
property to ensure that enough exists for future development.
Washington
Purchasing Process Improvement 1/24/2012 2
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Hugo(city)QuickFacts from the US Census Bureau http://quickfacts.census.gov/qfd/states/27/2730392.htlnl
U.S.Department of commerce
Fbme About Us Subjects A to Z FAQs Flelp
People Business Geography Data Research Newsroom Search
State&County QuickFacts
Hugo(city), Minnesota
People QuickFacts Hugo Minnesota
Population,2011 estimate NA 5,344,861
Population,2010 13,332 5,303,925
Population,percent change,2000 to 2010 109.5% 7.8%
Population,2000 6,363 4,919,479
Persons under 5 years,percent,2010 8.8% 6.7%
Persons under 18 years,percent,2010 27.9% 24.2°/%
Persons 65 years and over,percent,2010 7.8% 12.9%
Female persons,percent,2010 50.8% 50.4%
White persons,percent,2010(a) 92.9% 85.3%
Black persons,percent,2010(a) 0.8% 5.2%
American Indian and Alaska Native persons,percent,2010
(a) 0.3% 1.1%
Asian persons,percent,2010(a) 3.5% 4.0%
Native Hawaiian and Other Pacific Islander,percent,2010
(a) Z 0.0%
Persons reporting two or more races,percent,2010 2.0% 2.4%
Persons of Hispanic or Latino origin,percent,2010(b) 2.4% 4.7%
White persons not Hispanic,percent,2010 91.4% 83.1%
Living in same house 1 year&over,2006-2010 85.2% 85.5%
Foreign born persons,percent,2006-2010 2.0% 7.0%
Language other than English spoken at home,pct age 5+,
2006-2010 5.7% 10.3%
High school graduates,percent of persons age 25+,
2006-2010 98.0% 91.3%
Bachelor's degree or higher,pct of persons age 25+,
2006-2010 36.3% 31.4%
Mean travel time to work(minutes),workers age 16+,
2006-2010 29.9 22.4
Housing units,2010 5,189 2,347,201
Homeownership rate,2006-2010 93.7% 74.2%
Housing units in multi-unit structures,percent,2006-2010 3.8% 21.5%
Median value of owner-occupied housing units,2006-2010 $259,300 $206,200
Households,2006-2010 4,550 2,085,917
Persons per household,2006-2010 2.67 2.45
Per capita money income in past 12 months(2010 dollars)
2006-2010 $34,373 $29,582
Median household income 2006-2010 $78,261 $57,243
Persons below poverty level,percent,2006-2010 3.6% 10.6%
Business QuickFacts Hugo Minnesota
Total number of firms,2007 868 496,657
Black-owned firms,percent,2007 F 2.5%
American Indian-and Alaska Native-owned firms,percent,
2007 F 0.6%
Asian-owned firms,percent,2007 S 2.3%
Native Hawaiian and Other Pacific Islander-owned firms,
percent,2007 F S
Hispanic-owned firms,percent,2007 F 1.0%
Women-owned firms,percent,2007 36.2% 26.8%
Manufacturers shipments,2007($1000) 133,860 107,563,060
Merchant wholesaler sales,2007($1000) 25,496 82,878,056
Retail sales,2007($1000) 44,945 71,384,103
Retail sales per capita,2007 $3,589 $13,751
Accommodation and food services sales,2007($1000) 4,577 10,423,660
Geography QuickFacts Hugo Minnesota
Land area in square miles,2010 33.45 79,626.74
Persons per square mile,2010 398.6 66.6
1 of 2 7/6/2012 8:08 AM
Forest Lake(city)QuickFacts from the US Census Bureau http://quickfacts.census.gov/qfd/states/27/2721770.htlnl
U.S.Department of commerce
home About Us Subjects Ato Z FAQs Help
People Business Geography Data Research Newsroom I Search
State&County QuickFacts
Forest Lake (city), Minnesota
ForestkLp -f
People QuickFacts Lake Minnesota a r e 6A L pp,1� /���
Population,2011 estimate NA 5,344,861
Population,2010 1 I/�3 18,375 5,303,925
Population,percent change,2000 to 2010 XV3O/o 170.3% 7.8%
Population,2000 6,798 4,919,479
Persons under 5 years,percent,2010 7.1% 6.7%
Persons under 18 years,percent,2010 26.3% 24.2%
Persons 65 years and over,percent,2010 11.3% 12.9%
Female persons,percent,2010 50.3% 50.4%
White persons,percent,2010(a) 94.7% 85.3%
Black persons,percent,2010(a) 1.1% 5.2%
American Indian and Alaska Native persons,percent,2010
(a) 0.4% 1.1%
Asian persons,percent,2010(a) 1.5% 4.0%
Native Hawaiian and Other Pacific Islander,percent,2010
(a) 0.1% 0.0%
Persons reporting two or more races,percent,2010 1.7% 2.4%
Persons of Hispanic or Latino origin,percent,2010(b) 2.3% 4.7%
White persons not Hispanic,percent,2010 93.1% 83.1%
Living in same house 1 year&over,2006-2010 88.0% 85.5%
Foreign born persons,percent,2006-2010 3.3% 7.0%
Language other than English spoken at home,pct age 5+,
2006-2010 5.7% 10.3%
High school graduates,percent of persons age 25+,
2006-2010 93.5% 91.3%
Bachelor's degree or higher,pct of persons age 25+,
2006-2010 27.8% 31.4%
Mean travel time to work(minutes),workers age 16+,
2006-2010 29.7 22.4
Housing units,2010 7,508 2,347,201
Homeownership rate,2006-2010 78.4% 74.2%
Housing units in multi-unit structures,percent,2006-2010 16.3% 21.5%
Median value of owner-occupied housing units,2006-2010 $256,400 $206,200
Households,2006-2010 6,941 2,085,917
Persons per household,2006-2010 2.52 2.45
Per capita money income in past 12 months(2010 dollars)
2006-2010 $31,693 $29,582
Median household income 2006-2010 $67,293 $57,243
Persons below poverty level,percent,2006-2010 5.8% 10.6%
Forest
Business QuickFacts Lake Minnesota
Total number of firms,2007 1,596 496,657
Black-owned firms,percent,2007 F 2.5%
American Indian-and Alaska Native-owned firms,percent,
2007 F 0.6%
Asian-owned firms,percent,2007 S 2.3%
Native Hawaiian and Other Pacific Islander-owned firms,
percent,2007 F S
Hispanic-owned firms,percent,2007 F 1.0%
Women-owned firms,percent,2007 23.6% 26.8%
Manufacturers shipments,2007($1000) D 107,563,060
Merchant wholesaler sales,2007($1000) D 82,878,056
Retail sales,2007($1000) 409,239 71,384,103
Retail sales per capita,2007 $23,517 $13,751
Accommodation and food services sales,2007($1000) 39,416 10,423,660
Forest
Geography QuickFacts Lake Minnesota
Land area in square miles,2010 30.56 79,626.74
Persons per square mile,2010 601.4 66.6
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White Bear Lake(city)QuickFacts from the US Census Bureau http://quickfacts.census.gov/qfd/states/27/276997O.htini
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State&County QuickFacts
White Bear Lake (city), Minnesota
White Bear
People QuickFacts Lake Minnesota
Population,2011 estimate NA 5,344,861
Population,2010 23,797 5,303,925
Population,percent change,2000 to 2010 -2.2% 7.8%
Population,2000 24,325 4,919,479
Persons under 5 years,percent,2010 6.3% 6.7%
Persons under 18 years,percent,2010 21.7% 24.2%
Persons 65 years and over,percent,2010 16.8% 12.9%
Female persons,percent,2010 51.7% 50.4%
White persons,percent,2010(a) 90.1% 85.3%
Black persons,percent,2010(a) 2.5% 5.2%
American Indian and Alaska Native persons,percent,2010
(a) 0.4% 1.1%
Asian persons,percent,2010(a) 3.5% 4.0%
Native Hawaiian and Other Pacific Islander,percent,2010
(a) Z 0.0%
Persons reporting two or more races,percent,2010 2.5% 2.4%
Persons of Hispanic or Latino origin,percent,2010(b) 3.3% 4.7%
White persons not Hispanic,percent,2010 88.1% 83.1%
Living in same house 1 year&over,2006-2010 87.3% 85.5%
Foreign born persons,percent,2006-2010 2.8% 7.0%
Language other than English spoken at home,pct age 5+,
2006-2010 5.0% 10.3%
High school graduates,percent of persons age 25+,
2006-2010 94.4% 91.3%
Bachelor's degree or higher,pct of persons age 25+,
2006-2010 31.2% 31.4%
Mean travel time to work(minutes),workers age 16+,
2006-2010 23.6 22.4
Housing units,2010 10,479 2,347,201
Homeownership rate,2006-2010 72.3% 74.2%
Housing units in multi-unit structures,percent,2006-2010 25.1% 21.5%
Median value of owner-occupied housing units,2006-2010 $224,100 $206,200
Households,2006-2010 10,306 2,085,917
Persons per household,2006-2010 2.26 2.45
Per capita money income in past 12 months(2010 dollars)
2006-2010 $31,129 $29,582
Median household income 2006-2010 $56,953 $57,243
Persons below poverty level,percent,2006-2010 6.9% 10.6%
White Bear
Business QuickFacts Lake Minnesota
Total number of firms,2007 2,376 496,657
Black-owned firms,percent,2007 S 2.5%
American Indian-and Alaska Native-owned firms,percent,
2007 F 0.6%
Asian-owned firms,percent,2007 S 2.3%
Native Hawaiian and Other Pacific Islander-owned firms,
percent,2007 F S
Hispanic-owned firms,percent,2007 S 1.0%
Women-owned firms,percent,2007 20.3% 26.8%
Manufacturers shipments,2007($1000) 421,135 107,563,060
Merchant wholesaler sales,2007($1000) D 82,878,056
Retail sales,2007($1000) 457,309 71,384,103
Retail sales per capita,2007 $18,954 $13,751
Accommodation and food services sales,2007($1000) 47,736 10,423,660
White Bear
Geography QuickFacts Lake Minnesota
Land area in square miles,2010 8.02 79,626.74
Persons per square mile,2010 2,968.3 66.6
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Lino Lakes(city)QuickFacts from the US Census Bureau http://quickfacts.census.gov/qfd/states/27/2737322.htm1
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State&County QuickFacts
Lino Lakes (city), Minnesota
People QuickFacts Lino Lakes Minnesota
Population,2011 estimate NA 5,344,861
Population,2010 20,216 5,303,925
Population,percent change,2000 to 2010 20.4% 7.8%
Population,2000 16,791 4,919,479
Persons under 5 years,percent,2010 5.7% 6.7%
Persons under 18 years,percent,2010 28.8% 24.2%
Persons 65 years and over,percent,2010 4.8% 12.9%
Female persons,percent,2010 46.2% 50.4%
White persons,percent,2010(a) 90.9% 85.3%
Black persons,percent,2010(a) 2.7% 5.2%
American Indian and Alaska Native persons,percent,2010
(a) 0.7% 1.1%
Asian persons,percent,2010(a) 3.7% 4.0%
Native Hawaiian and Other Pacific Islander,percent,2010
(a) 0.1% 0.0%
Persons reporting two or more races,percent,2010 1.6% 2.4%
Persons of Hispanic or Latino origin,percent,2010(b) 1.8% 4.7%
White persons not Hispanic,percent,2010 89.5% 83.1%
Living in same house 1 year&over,2006-2010 88.0% 85.5%
Foreign born persons,percent,2006-2010 3.0% 7.0%
Language other than English spoken at home,pct age 5+,
2006-2010 5.4% 10.3%
High school graduates,percent of persons age 25+,
2006-2010 95.3% 91.3%
Bachelor's degree or higher,pct of persons age 25+,
2006-2010 35.3% 31.4%
Mean travel time to work(minutes),workers age 16+,
2006-2010 26.3 22.4
Housing units,2010 6,323 2,347,201
Homeownership rate,2006-2010 94.8% 74.2%
Housing units in multi-unit structures,percent,2006-2010 1.7% 21.5%
Median value of owner-occupied housing units,2006-2010 $284,500 $206,200
Households,2006-2010 5,887 2,085,917
Persons per household,2006-2010 3.09 2.45
Per capita money income in past 12 months(2010 dollars)
2006-2010 $31,846 $29,582
Median household income 2006-2010 $94,728 $57,243
Persons below poverty level,percent,2006-2010 2.5% 10.6%
Business QuickFacts Lino Lakes Minnesota
Total number of firms,2007 1,821 496,657
Black-owned firms,percent,2007 F 2.5%
American Indian-and Alaska Native-owned firms,percent,
2007 F 0.6%
Asian-owned firms,percent,2007 F 2.3%
Native Hawaiian and Other Pacific Islander-owned firms,
percent,2007 F S
Hispanic-owned firms,percent,2007 F 1.0%
Women-owned firms,percent,2007 24.2% 26.8%
Manufacturers shipments,2007($1000) 173,361 107,563,060
Merchant wholesaler sales,2007($1000) 189,618 82,878,056
Retail sales,2007($1000) 127,158 71,384,103
Retail sales per capita,2007 $6,367 $13,751
Accommodation and food services sales,2007($1000) 14,736 10,423,660
Geography QuickFacts Lino Lakes Minnesota
Land area in square miles,2010 28.22 79,626.74
Persons per square mile,2010 716.4 66.6
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