HomeMy WebLinkAboutEDA Packet 11.20.18AGENDA
CITY OF HUGO
ECONOMIC DEVELOPMENT AUTHORITY
TUESDAY, NOVEMBER 20, 2018
5:00 PM
5:00 pm 1. Call to Order
5:01 pm 2. Roll Call (Denaway, Gallivan, Houle, Klein, Petty, Puleo, Wilson, Weidt)
5:02 pm 3. Oath of Office
• Jennifer Wilson
5:05 pm 4. Approval of Minutes
• EDA Meeting of September 14, 2018
5:15 pm 5. Discussion on BR&E Program for 2019
6:00 pm 6. Update on Downtown Redevelopment
6:30 pm 7. Adjournment
BACKGROUND MEMO FOR THE EDA MEETING OF
TUESDAY, NOVEMBER 20, 2018
3. APPROVAL OF MINUTES
Staff recommends approval of the minutes from the September 14, 2018, EDA meeting as
presented.
4. DISCUSSION ON BR&E PROGRAM OPTIONS
Over the last few months Chris Eng has helped the EDA and staff complete an Economic
Development Work Plan. The work plan has action steps and deliverables. One of the goals is to
explore options for a business retention and expansion (BR&E) program. At the September
meeting the EDA agreed to use the forth option presented with the understanding that a survey
would be used for formalize the program. Staff will present a basic outline of how the program
could be conducted including possible questions. Staff recommends the EDA review the outline
and questions and provide feedback to staff. This program will begin in 2019.
Attachments:
1. Program Outline
2. Options Presented at the September Meeting
3. Economic Development Work Plan
5. UPDATE ON DOWNTOWN REDEVELOPMENT
Staff will provide an update on downtown redevelopment at the meeting.
MINUTES FOR THE EDA MEETING OF SEPTEMBER 18, 2018
Weidt called the meeting to order at 5:00 pm.
PRESENT: Denaway, Gallivan, Houle, Klein, Petty, Puleo, Weidt
ABSENT:
STAFF: Bryan Bear, City Administrator
Rachel Juba, Community Development Director
Pierre Giguere, Community Development Intern
APPROVAL OF MINUTES FOR THE EDA MEETING OF AUGUST 21, 2018
Klein made a motion, Petty seconded, to approve minutes for the EDA meeting of August
21, 2018.
All Ayes. Motion carried.
DISCUSSION ON BR&E PROGRAM OPTIONS
Chris Eng introduced options for BR&E (Business Retention and Expansion) programs
that the City of Hugo could choose to adopt. Eng explains four points as to why the City
should undertake a BR&E program. A BR&E program would allow the City to
demonstrate support for local businesses, identify and assist in addressing any immediate
business concerns, establish and implement future EDA work plan action steps, and build
community capacity to promote business growth and economic development.
Eng then introduced four different BR&E programs which the City could use to
accomplish its economic goals. The first program is the Connecting Businesses and
Communities Program, performed by the University of MN Extension Services. This
program is the most comprehensive of the four programs and would result in a more
formal process and report. This program would also be the most expensive option.
The second program would be the City of Hugo and Washington County CDA Lead
Program. This program would include a business survey, the development and oversite
of leadership teams, and the coordination of businesses visits. HBA and EDA members
could also partner to help perform business visits and surveys. This option is the least
expensive route but is also the most time consuming program option for staff.
The third program would be a hybrid between the first and second programs. This third
option would allow a more formal and public approach to the program with increased
visibility, a neutral party to summarize, and less time consumption for staff.
The fourth program consist of informal meetings with the Mayor and staff. This option
would be the least time intensive and the lowest cost out of the four programs. Business
visits would be conducted without formal surveys or reports.
Commissioner Klein asked Eng which of the four programs are the most popular among
other cities.
Eng stated that the Connecting Businesses and Communities Program is the most popular
because of its formality and detailed results. However, Eng also recommended that an
option that allows more in-house operations would also be a suitable choice.
Commissioner Denaway explained the fact that the City of Hugo is currently in a mode
of rapid business expansion and it would be appropriate for the City to adopt a more
formal approach when considering BR&E programs.
President Weidt stated that if it would be feasible, a hybrid of option 4 with a more formal
approach with a survey to evaluate how the City is doing and how the City can help would
be the most favored.
Commissioner Gallivan also agreed that a more formal approach would be best in terms
of BR&E programs.
It was decided that the fourth option would be the most fitting program for the City of
Hugo. However, the importance of formal reports and surveys cannot be overlooked. As
a result, a more formal version of the fourth program option, which entails regularly
scheduled meetings was agreed upon by the EDA.
Commissioner Puleo mentioned that the use of formal surveys would be valuable because
it would allow businesses to ask the questions that they may be reluctant to ask.
Administrator Bear mentioned that the fourth program would be best for the City but
adding a more formal aspect with an in-house operation would also require a considerable
amount of staff time in order to be performed correctly. One solution to this factor would
be to hire more interns or temporary employees.
Eng agreed that a more formal approach to the fourth program would be well suited for
the City of Hugo and plans to have new recommendations before the next EDA meeting.
Eng also stated that the bulk of this project will be performed in 2019.
UPDATE ON DOWNTOWN REDEVELOPMENT
Juba mentioned the recent approval of a draft purchasing agreement between the City and
the Cosgroves. This purchase agreement, which includes City owned property, is
contingent on the Cosgrove's ability to meet the listed conditions the City has set for the
property and approval from the City Council. The Cosgroves have proposed to build a
Cozzie's Tavern and Grill on the City owned property.
Commissioner Klein asked Eng if there are any manufacturing companies that are
showing interest in moving to Hugo.
Eng noted that there are multiple manufacturing companies interested in Hugo and that
inquiries about available property within Hugo have been increasing over several months.
Eng suggested that this is a sign that the local economy is still strong and expects that the
number of manufacturing businesses showing an interest in Hugo will continue to
increase.
ADJOURNMENT
Commissioner Denaway made a motion, seconded by Commissioner Klein, to adjourn at
6:01 pm.
All ayes. Motion carried.
Respectfully submitted.
Pierre Giguere, Community Development Intern
memo
Hugo EDA BR&E Program
To: Rachel Juba, Bryan Bear
From: Chris Eng
Date: October 5, 2018
Re: BR&E Program Overview
Program objectives of the 2019 BR&E Program are:
I. To demonstrate support and appreciation for existing businesses (an opportunity
to connect the city with the businesses),
2. To identify and potentially assist in addressing any immediate business
opportunities or concerns (identify any red flag warnings),
3. To establish and implement future EDA strategic/work plan action steps (identify
priority projects), and
4. Identify potential opportunities for new businesses that can complement the
existing businesses in the city (vendors and service providers, suppliers and
customers).
The Hugo BR&E Program will involve informal business meetings (and possible tours of
the business) with the Mayor & staff. Staff would coordinate the business visits in
conjunction with the Mayor's availability. Onsite business visits will be conducted with
a very informal and short survey. This is an important but informal way for the city to
say "Thank you for doing business in Hugo. And ask, are there any opportunities,
concerns or issues that you want us to assist you with"?
Questions for the business survey could include:
I.
2.
3.
Please tell us about your primary products and services?
How many employees currently work at this location?
Is your business currently considering? (circle all that apply)
a. Downsizing
b. Selling
FT PT
c. Merging with or acquiring another business
d. Moving
e. Closing
f. Expanding at this or another location
g. None of the above
4. Are you currently experiencing any challenges with? (circle all that apply)
a. Attracting or retaining talent
b. Employee education or training
c. Transportation for products
d. Transportation for employees
e. Housing for employees
f. Financing
g. Municipal utilities, code enforcement or other regulation
h. Private utilities (electric, gas, highspeed broadband)
i. Other
5. Are there any customers, vendors, service providers or suppliers the city may
want to consider visiting with about possibly relocating to Hugo that could
compliment your business?
6. Is there anything the City or EDA can do to help your business grow and expand?
7. Are there any priorities you would like to help identify for the City of Hugo or the
Hugo EDA to consider as strategic planning action steps?
The business visits would begin in the 1St quarter of 2019 and be ongoing. Updates will
be provided to the EDA Board Members on a regular basis, however, the businesses may
request that the information shared be treated with confidentiality at any time on an
individual basis. All requests for confidentially will be honored.
al
memo
Hugo EDA BR&E Program
To: Rachel Juba, Bryan Bear
From: Chris Eng
Date: August 30, 2018
Re: BR&E Options for Discussion and Consideration
There are a number of reasons for undertaking a BR&E program. Here are a few:
To demonstrate support for local businesses (an opportunity to connect the
community with the businesses)
2. To identify and potentially assist in addressing any immediate business concerns
(identify any red flag warnings)
3. To establish and implement future EDA work plan action steps (identify priority
projects), and
4. To build community capacity to promote business growth and economic
development (evaluate results, distribute results, build a marketing and
promotional program around the results).
It would be important to identify the priorities of the EDA Members and determine what
they are looking for in order to best meet their objectives in creating a BR&E Program.
Depending on the objectives of the EDA, here are some possible options (for preliminary
discussion purposes) to undertake Business Retention and Expansion (BR&E) program in
Hugo:
1) University of MN Extension BR&E Program (recently renamed The Connecting
Businesses and Communities Program). Here is the link for this option:
https:Hdrive.google.com/file/d/lBfhBi235jOfAFavmQTSyl42fhZ7ieJ /rte
In summary: Package options for U of M Extension involvement ranges from
$15,000 for the premium program, $12,000 for the standard program and $7,000
for the research option with no consulting included. This option is the most
comprehensive and will result in a more formal process and report.
2) City of Hugo and Washington County CDA lead program.
Under this option, City and CDA staff will develop and lead the program
including: developing a business survey, develop and oversee leadership teams,
coordinate the business visits, tabulate the survey data/responses and prepare a
report summarizing the results of the business surveys. This option is the least
expensive route (essentially using existing staff resources and in-house printing
and copying) but it could easily result in the most time consuming for staff. I am
a certified BR&E consultant through the U of M BR&E Program would welcome
the opportunity to assist/lead as the city desires at no additional expense to the
Hugo EDA. I have previously conducted five BR&E programs and I do have
sample documents including business surveys and letters to introduce the program
to the businesses that have successfully been used in other cities (and Chisago
County) to implement their programs. There would be no involvement of the U of
M Extension in this option. It is possible, however, to include the HBA and EDA
members as a partner in the business visits/surveys if you wish. Action items for
a future EDA work plan and priorities can be developed as a result of the
outcomes under this option. Summary results can also be shared (on the overall
findings of the survey) with the community and the businesses.
3) Hybrid of 1) and 2) above
It is possible that a combination of options 1) and 2) above could be implemented.
The benefits to a hybrid option may include: a more formal and public approach to
the program with increased visibility, a neutral party to summarize, tabulate and
report the survey data, and potentially less staff time.
The HBA, EDA and City and County CDA staff would conduct the business visits
and then the U of M could complete the research and report (identified above $7,000
in the research option in 1).
4) Informal Meetings with the Mayor & staff. This option is likely going to be the
least time intensive and lowest cost approach. Business visits are usually
conducted with no formal surveys or report. Essentially this option provides a
way for the city to say "welcome" (to new businesses) and thank you for doing
business in Hugo. Q: Are there any concerns or topics that you want us to assist
you with"?
2018-2019
Hugo EDA
Economic Development Work Plan
Approved August 21, 2018
The mission of the Hugo Economic Development Authority (EDA) is to create a
thriving community with diverse jobs and tax base, brought about by specific emphasis on
business retention, business expansion, and business attraction.
1. Create an Infrastructure and Concept Plan for 165th Street and Highway 61.
2. Promote Downtown Development/Redevelopment Opportunities
3. Update the Hugo EDA Website
4. Create and Maintain a Business Resource List
5. Meet with Property Owners and Create an Inventory of Potential Development Sites
6. Explore Options for a Business Retention and Expansion Program
The purpose of this document is to serve as the Hugo EDA 2018 Economic Development
Strategic Plan with a planning horizon through 2019.
To assist in the EDA's discussion and to help achieve the goals and action steps identified within
this plan, a summary of the February 2017 group discussion from the 2040 Comprehensive Plan
Update is included as Attachment A.
1
1. Conduct an Infrastructure Feasibility Study and Concept Plan for Business
Development Opportunities at 165th Street and Highway 61.
Action Step: Enter into a professional service agreement with WSB & Associates, Inc. to:
1) Identify potential end users of the created parcels to create appropriate sized parcels.
2) Prepare concept of roadway and lot layouts.
3) Review connectivity to adjacent roadways.
4) Review and make recommendations related to necessary roadway improvements
(internal and adjacent).
Action Step: Enter into a professional service agreement with Springstead Financial Advisors to:
1) Complete a business incentive analysis, (Tax Increment Financing and Tax
Abatement) for the proposed new industrial park development based upon maximum
allowable build -out.
2) Review the subsidy projections to the estimated cost of public improvements
attributable to the development parcel amount of capital investment required to fund the
necessary public improvements.
3) Outline the procedural process through which a potential economic development
project could access public assistance.
4) Present to the City of Hugo staff, EDA and City Council an analysis and
projections.
Action Step: The EDA will review the WSB and Springstead findings and reports upon
completion and discuss options and plans on moving forward.
Deliverables: This infrastructure feasibility and concept plan will begin in the third quarter of
2018 and be completed by December 31, 2018.
Program Cost: $2,100 to be matched with $9,900 in grant funds from the Washington County
CDA.
2. Promote Downtown Development/Redevelopment
Action Step: City staff with assistance from Washington County CDA staff will update
information (including traffic counts) to promote and market the City owned property by
advertising and presenting on a panel at the MN Real Estate Journal East Metro Development
Summit on July 27th 2018 in St. Paul.
2
Action Step: City staff, CDA staff and the Hugo EDA will utilize various marketing tools and
events to promote and advertise the available city owned land in the downtown. Goal of at least
2 ads in the Minnesota Real Estate Journal 2018 and 2 in 2019.
Action Step: City staff with the assistance of CDA staff will coordinate promotional efforts and
attend the Minnesota Commercial Association of Realtors (MNCAR) Expo in Minneapolis in
October 2018 and 2019 to connect with site selectors and developers.
Action Step: City staff with the assistance of CDA staff will meet with and work with potential
developers and downtown surrounding property owners whenever possible to promote new
opportunities for business development and redevelopment along the Highway 61 corridor.
Deliverables: Property owner, developer and site selector meetings will be held beginning in
the third quarter of 2018 and will be ongoing. Promotional information and marketing materials
for the downtown area and available sites will be updated immediately and the maintaining of
these materials will be ongoing.
Action Step: Explore updating the 2013 downtown commercial area market study. City staff
will get cost estimates, develop a list of options and present information to the EDA for
consideration.
Deliverables: The Hugo EDA explore hiring a consultant to update/undertake a market study
and then report back to the EDA Board, City Council and other local community organizations.
The market study update will begin in 2019 or sooner contingent on available funding.
Program Cost: TBD
3. Update the Hugo EDA Website
Action Step: City staff with the assistance of CDA staff will explore opportunities to update and
improve the Hugo EDA website. Updates to the EDA website will include maintaining a list of
commercial, industrial and residential projects that are in the planning process, under
construction and recently completed.
Action Step: City staff will showcase more economic development stories and business updates
on the EDA website as well as in the City's Newsletter.
Deliverables: Staff will explore options to update the EDA's web presence including,
considerations for a potential different web platform, adding an inventory of available land and
buildings, listing available business resources and developing a digital marketing plan and
materials {digital rollout} for business recruitment, expansions and retention. This will begin in
the third quarter of 2018 and will be ongoing. Recommendations will be provided to the EDA
members on a regular basis for discussion and input.
Program Costs: TBD
4. Create and Maintain a Business Resource List
Action Step: The EDA will create and maintain a current list of state, county, city and other
resources to assist businesses with expansions and new development in the city. This business
resource list will be included on the EDA website.
Deliverables: The creation of the business resource list will begin immediately (third quarter of
2018) and will be maintained on an ongoing basis.
5. Meet with Property Owners/Keep an Inventory of Available Properties
Action Step: City staff with the assistance of CDA staff will meet with interested property
owners on an ongoing basis to determine the level of interest in selling, appropriate contact,
proposed timing, asking price, and any other relevant information that might be used for
planning purposes and directing future inquiries.
Action Step: City staff with the assistance of CDA staff will partner with commercial realtors,
building owners and businesses to be a resource whenever possible to identify commercial and
industrial land development/redevelopment opportunities. An inventory of available properties
and vacant buildings will be maintained to attract new businesses and promote higher building
occupancy.
Deliverables: The EDA will be updated at regularly scheduled meetings on the progress and
outcomes of the meetings with property owners, developers and site selectors. This will begin in
the third quarter of 2018 and will be ongoing.
6. Explore Options for a B, R&E Visitation Program
Action Step: The City and CDA staff will research and explore options for a business retention
and expansion program. City staff with the assistance of CDA staff will evaluate costs, timing,
create a business survey and discuss the potential interview process and overall program
operations. Recommendations will be brought to the EDA for consideration, input and
discussion.
Action Step: The Hugo EDA will explore developing a business appreciation certificate
program to recognize, show our appreciation and highlight local businesses and employers on a
quarterly basis at regularly scheduled EDA Board meetings.
Deliverables: City staff will be providing options to EDA for discussion and consideration. This
will begin in the second quarter of 2019.
Program Costs: TBD
rd
7. Discussion Item (Reaffirm the EDA's structure, mission, vision, staffing)
Action Step: City staff with the assistance of CDA staff will compare and contrast other local
EDA's for the Board's discussion purposes to review and reaffirm the Hugo EDA for future
planning as it relates to organizational structure, budget, staffing and operational aspects of the
Hugo EDA.
Deliverables: This will begin in the first quarter of 2019 and be ongoing.
Attachment A
2040 Hugo Comprehensive Plan
Strengths, Opportunities, Weaknesses,
Stand -in -the -Way Group Discussion
,—. CITY OF
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Comprehensive Plan Update 2040
Council & Commission Kickoff Meeting
February 27, 2017 Meeting Summary
Meeting Attendees
Tom Weidt — Mayor
Joe Hoyle — EDA
Becky Petryk — City Council
Phil Klein — City Council
Bronwen Kleissler — Planning Commission
Cindy Petty — EDA
Mike Gallivan — EDA
Mike Miron - City Council
Scott Arcand — Planning Commission
Chantell Knauss — Planning Commission
Cathy Moore-Arcand — Parks Commission
Ranell Tennyson — Parks Commission
David Strub — Parks Commission
Nicole Schmid — Parks Commission
Cynthia Schoonover — Historical Commission
Andrew Tjernlund, new PC member - did not attend, sent replies via email.
fW-w
CITY C]F
Comprehensive Plan Update 2040
EST. 1908
Small Group Discussion—Responses
Objective: To identify strengths and weaknesses in the current Hugo 2030 Comprehensive
Plan.
What are Hugo's greatest strengths? What makes the City a great place to live? Please
list at least 5 things you think make Hugo great. (Strengths can refer to the community,
the people, public facilities, natural resources, character, governance, etc.)
Large Group Discussion
• Great community members*
o Strong support network
o Welcoming
o Small town feel
o Generational "Deep Roots"
• Beautiful landscape, lots of open space*
• Great location*
• Great schools*
• Wonderful parks*
• On cutting edge of water conservation, re -use
• Collaborative community with other cities, school districts, and agencies*
• Low taxes for area*
• Strong community leadership, great staff, honest people
• Diversity of housing types
o allow people to stay in Hugo as they age
o Something for everyone (rural, urban)
• Functional government
• Safe
• Business Friendly
• Lots of open land
*Multiple groups said the same thing.
Individual Responses
a. Proximity to Metro; Diversity of housing opportunities for residents; Surplus of
lightly developed and publicly owned land (die is not cast); Low property taxes;
Unknown brand outside of NE suburbs (where's Hugo?); Established appealing
niche communities (equestrian, orchards, greenhouse, snowmobiles).
b. Functioning city council; Mahtomedi school district; Natural resources; Neighbors
c. WBL School District is great; Lots of parks for the kids; Lots of programs for kids and
families to get involved in; Country Living close to the city.
d. Safe; Solid Leadership, Open space/trails; peaceful.
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e. Diversity — of people, interests, landscape; Staff — cooperative nature, Futuristic view
f. Strong leadership at City Hall; City Council that works well together; A comm that
has good variety in house/age of; It's a rural comm — love driving in on Frenchman
Rd — corn fields on rt.
g. Smart reasonable leadership at City Hall — Dedicated City Employees; Clean,
comfortable, well -cared for environment; Friendly, welcoming neighbors; Great
Parks, beautiful ag environment, great trails.
h. Community support (Food Shelf, Tornado Clean up, etc.); Water abundance;
Location to major cities/venues; Open space — rural areas; Family Oriented (church,
school, parks).
i. Multiple types of housing — condo to farmland; Ability to stay living in Hugo until
you die if you want; Location to the downtown of St. Paul/Mpls areas; Governance
is pretty good — anyone is welcome at meetings; Lots of natural areas
j. Rural feel/small town feel; Great community members; Industry; Beautiful; Water;
Parks — Hanifl, Oak Park; Natural resources; Collaborative; Community; GND —
Community Feel.
k. Working together with our committees; Very updated city management team; Very
commuter school district; Strong influence on future development; Strong business
association.
I. The people — still feel connection, many have lived here over 40 years, their children
live here, etc.; still has a rural small town atmosphere; close to the cities; Low taxes
— good staff, hardworking, honest residents; We have a nice growing base of stores
& services.
m. Community members, very welcoming; small town/rural; Beautiful; School district;
Geoformically, Parks — Irish; Low taxes/Honest, good people; Good Governance;
Water conservation; Life cycle housing; Multiple housing types.
n. Competent/Strong Leadership; Geographical location to major city/open space;
Good variety in housing, small town feel; Community support (Food Shelf,
Tornado); Schools, parks, churches.
o. School Districts; Neighbors; Natural Resources; Functional Government; Staff;
Multiple types of housing; Life Cycle Housing; Location to Metro.
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2. What are Hugo's weaknesses? Where does Hugo fall short from your perspective? What
is missing that could better reflect the community vision?
Large Group Discussion
• Low availability of services
• City identity*
o Schools
o Recognition of the City— Where's Hugo
o Promotion of City
• Downtown*
o TH 61
• No entertainment/ destinations4Boring*
• No large group meeting locations / event space
• Transportation options are limited
o No metro mobility
o No busses
• Diversity
• Need Hotel
• Need more commercial and industrial
• Weak Roads
• Scattered development
• Limited freeway access off TH 61
*Multiple groups said the same thing.
Individual Responses
a. Scattered zoning based on actual early development of city; Limited freeway
and highway access outside of 61; Un -compelling downtown; Lack of
destination attractions; Some fairly basic amenities not near many Hugo
residents (pharmacy, restaurants, major retailer).
b. No nightlife; lack of restaurants
c. Silly but a Target or Walmart, 10 miles each way for these; Community center;
Still several dirt roads
d. School identity; Dining; Hwy 61 development; shopping
e. Well roundedness — restaurants; Cohesiveness — 4 school districts not drawn
together
f. Boring — friend said; Don't have restaurants/coffee shops on Hwy 51; Don't have
property developed.
g. The "downtown" draw
h. Local transportation within Hugo; more commercial development
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i. Gathering spots for large group meetings; Diversity of culture; Baseball area for
Hugo teams (or sport areas at all); Better variety of places to eat; Walkability
from old downtown is missing; Hwy 61 is a mess — not inviting.
j. Downtown (I think currently quaint — spruced up); Too Rural?; Diversity
k. Road planning and updating of the roads; more emphasis on Business moving
to Hugo; Improvements Hwy 61; Up-to-date fire protection
I. Work to help small businesses start, grow & thrive; More people to help fund
parks & development of fields, etc.;
m. Roads; Downtown/Encourage small business to thrive & grow; More retail;
Industrial Park/Technology/Office space; Diversity, not very diverse;
Improvements — Bus Service, more promotional; Availability of Services
n. Dining, retail, entertainment; Hotel facility (professional & wedding venues);
Destination; Commercial & light industrial development; Boring
o. Lacks Plays, Restaurants; Large group meeting locations; Diversity of Culture;
Hwy 61; Transportation
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3. What are the greatest opportunities in the community? What things do we do well
already, but could do better? What areas do we fall short in that we could be better at?
Where are the greatest opportunities for the community?
Large Group Discussion
• Water conservation
• Trail connections
• Redevelopment
• Transportation connections
• Developing an identity for the fractured school districts, growing schools*
• Economic Development
• Community gathering spaces*
• Embrace proximity to Twin Cities
• Connect with nearby communities to take advantage mutual amenities such as
equestrian & snowmobile trails
• Connect urban and rural residents
• Availability of land
• Weaknesses are opportunities
o Hwy 61 development
o Schools
o Services
• Take advantage of business association
• Diversity of housing types
• Changing work styles may allow more people to work from home / remotely.
Opportunity to develop as a tech center
• Create brand for Hugo
• Make Hugo a destination
*Multiple groups said the same thing.
Individual Responses
a. Indirectly Create an image/brand (using those words loosely) for Hugo from the
relatively blank slate it has to make it a destination for certain businesses or
residents; (Compare one's image, good or bad, of Lake Elmo, WB, North Oaks and
the lack thereof for Hugo); Embrace geographic proximity to the Twin Cities and
add amenities that make Hugo a destination (e.g. Free to build Tesla charging
station off Victor Hugo since there are none between Minneapolis and Hinckley);
Further streamline city administration and zoning to minimize property taxes for
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residents (eg., Rural residential vs typical residential); Cater to our existing niche
groups already established in the city and nearby cities to make Hugo a hub for
these groups.
b. Good trails, could be better connected; Connect rural/urban neighborhoods
c. We have land which draws people here; We have great schools
d. Hwy 61 "Downtown"
e. Planning; Parks/Activities
f. Bring in business that the City wants
g. Building a downtown destination — restaurants, etc.; Linking trails (continue);
PARKS, multiuse (Irish Ave)
h. Continue our water conservation efforts; expand into energy and recycling
i. Community events could be increased; We could probably use a middle school; We
could do better utilizing partnerships among businesses (or older population &
younger population); Diversity
j. Amount of land available for development; Lions Park/Irish Park; Housing;
Hugo/tour de Hugo Event
k. Family; Great Activities throughout the year; Parks & Land use
I. We have a well-educated, connected community, hardworking
m. Hard working; Above average income; New elementary school; Amount of land;
Hugo Business Association; Affordable Housing; More promotional — draw people
here
n. Water conservation, energy & recycling; More trail connections; Transportation
corridor opportunities; Redevelopment
o. Economic development, Community "Gathering" space; Several school districts but
no community link; Connect rural and urban neighborhoods; School Growth
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4. What things stand in the way of achieving the opportunities or maintaining our
strengths? What threatens the community or city from achieving their goals?
Large Group Discussion
• Lack of Funding*
• Trunk Hwy 61 Widening
• No LGA Funding
• Fear of change
• Transportation Routes
• Keep transparency
• The "squeeze"
o Hugo is in the middle of developed communities
o Other community actions reflect on perceptions of the community
• Rely on other communities
• Availability of natural resources
• May not be able to control the market to meet Met Council's requirement for
affordable housing.
*Multiple groups said the same thing.
Individual Responses
a. All things to all people approach leaves Hugo only somewhat compelling a number
of residents and potential residents (e.g. not rural nor suburban, some heavy
industrial with some million dollar homes, etc.); Significant growth chokes up
highway 61 making traffic and issue for residents and businesses; Hugo gets a
associates with some undesirable traits and development slows in approved areas;
Zoning does not reflect modern needs of business (e.g. Too light industrial and too
much retail, or vice versa); No flagship developments occur to spur reactionary
further developments.
b. Lack of resources to develop parks and trails
c. Lack of funds to keep up with road maintenance and future expansion; No real
shopping areas to keep residents here, we have to leave to get everything we need.
d. No comments written.
e. Squeeze — 35F FL WBL; Speed & Position
f. Cost; Lack of community involvement
g. $-> opportunities; Fear of change
h. Need to emphasize openness and transparency
i. People to organize the opportunity
j. Resources/Money; Hwy 61
k. No comments written
Council/Commission Kickoff Meeting &oma_
February 27, 2017 LL�II�l►
8
CITY C)F
EST. 1908 Comprehensive Plan Update 2040
I. Development of downtown
m. No comments written
n. Freeway interchanges out; $$; Emphasize transparency & openness; fear of change
o. No comments written.
Council/Commission Kickoff Meeting &oma_
February 27, 2017 LLv�Iltl►
9