2.1 EDSR 10-15-2018
The Elk River Vision
A welcoming community with revolutionary and spirited resourcefulness, exceptional
service, and community engagement that encourages and inspires prosperity
Request for Action
To
Economic Development Authority
Item Number
2.1
Agenda Section
Work Session
Meeting Date
October 15, 2018
Prepared by
Amanda Othoudt, EDD
Item Description
EDA Goals and Implementation Strategies
Reviewed by
Cal Portner, City Administrator
Reviewed by
Action Requested
Discuss goals and implementation strategies.
Background/Discussion
At their May 25, 2018, and June 18, 2018, work sessions, the EDA reviewed the current strategic plan,
conducted a SWOT Analysis and produced three goals, summarized below to be implemented by staff
over the next five years.
Identified Goals by Year 1
1. Improve communication, clearly articulate current city process and improve our customer
service.
Identified Goals by Year 3
1. Identify industrial land options for development by possibly partnering with landowners.
Identified Goals by Year 5
1. Create opportunities and capitalize on the synergy of the 169 Redefine project.
Staff is looking for direction from the EDA on implementation strategies to reach these goals.
Financial Impact
N/A
Attachments
Strategic Plan 2016-2020
SWOT Analysis
EDA Goals Summarized (June 18, 2018)
EDA 2019 Budget
EDA Goals 2019
1
2016-2020 EDA/HRA Strategic Plan
BUSINESS DEVELOPMENT
Attract new businesses and support existing businesses to increase the city’s industrial tax base,
commercial tax base and employment base.
INDUSTRIAL STRATEGIES
Promote available sites, encourage business retention and expansion to grow existing
light industrial base with business recruitment/attraction techniques
Diversify economic base to include professional services, corporate campuses, energy-
related companies, and technology businesses
Review existing programs, resources, and services and recommend improvements to
increase competitive advantage and support goals
Explore creative economic development collaborations
Utilize Energy City and its tools to recruit new and assist existing businesses
COMMERCIAL STRATEGIES
Promote available sites, encourage business retention and expansion to grow existing
commercial base with business recruitment/attraction techniques
Diversify economic base to include a wide variety of retail and service industries, as well
as additional fine dining opportunities
Review existing programs, resources, and services and recommend improvements to
increase competitive advantage and support goals
Explore creative economic development collaborations
Enhance commercial district through business recruitment and activities
ACTION STEPS
• Complete minimum of one BRE visit a month with participation from EDA/HRA and Council
members (manufacturers and top employers) and distribute Business Finance Toolkit, Available
Sites, Community Profile, Energy City Brochure, Business Recycling Toolkit and other pertinent
information.
• Promote available sites through exhibits at various expos (minimum 2x/yr.)
• Utilize 171st FAST implementation plan to create a marketing piece for Nature’s Edge Business
Center and an annual redevelopment action plan to monitor progress of implementation
• Partner with ERMU to identify applicable rebates for available city-owned property
2.3. attachment 2
Comment [OA1]: Staff Exceeds this by
completing 2 BRE Visits per month on average.
Comment [OA2]: Staff Exceeds this by attending
6+ exhibits/expos per year
Formatted: Highlight
Comment [OA3]: Energy Rebates are offered by
ERMU.
Formatted: No underline
2
• Promote applicable incentives through direct mailings (minimum 3x/yr.)
• Promote Elk River to the restaurant industry through website
(www.elkrivermn.gov/restaurants), direct mailings, Constant Contact email blasts and other
marketing venues
• Partner with Elk River Area Chamber of Commerce to coordinate Chamber goals with economic
development goals through various implementation tasks
• Utilizing economic development publications make contact with businesses looking to expand,
relocate, etc.
• Review Micro Loan Program and recommend improvements to increase competitive advantage
and support goals
• Partner with ECC and ERMU to explore a joint incentive to attract energy-related technology
businesses
• Partner with local schools and manufacturers to hold quarterly meetings to encourage students
to explore a career in manufacturing through plant tours, youth apprenticeship programs,
energy city tours and programs, and job shadowing
• Update a powerful website for the Elk River Economic Development Department and the
Housing and Redevelopment Authority. Provide analytic reports on a quarterly basis.
• Demonstrate support for existing manufacturers and raise awareness regarding their impact on
the community through various promotional activities and tours during Minnesota
Manufacturers Week
• Identify target industries (e.g. craft brewery, manufacturing and medical device, etc.) and create
specific marketing pieces to identify advantages and programs to assist in business recruitment
• Host quarterly Manufacturers’ Connection events with local manufacturers to promote financial
incentives, resources and relevant topics to promote business retention and appreciation
• Produce an energy conservation best-practices brochure to provide to businesses
• Coordinate with Energy City to plan and market energy city events e.g. Energy City Business of
the Year
• Partner with Energy City and the Streets Department and continue to promote proper disposal
of Fats, Oils and Grease through videos, flyers, emails, social media, and other media
• Host and Promote a quarterly business rountable event with local business leaders and
community stakeholders.
• Partner with the Elk River Area Chamber of Commerce to hold annual event to promote
economic development resources and incentives (Juice Up Your Morning, Chamber luncheon,
Money Breakfast, etc.)
• Continued contact and relationship development with Twin City commercial real estate
brokers/developers
Formatted: Highlight
Comment [OA4]: Done through Facebook
Ads/Website
Comment [OA5]: They attend BRE Visits,
partner with the city on Workforce Strategies
Comment [OA6]: Staff advertises in 10
publications annually
Comment [OA7]: Added new brewpub/taproom
microloan
Comment [OA8]: ERMU will be implementing
new Data Center Rate in 2018
Comment [OA9]: Completed Manufacturing
Video in partnership with the ER H.S.
Comment [OA10]: Google Analytic Reports
submitted to the EDA quarterly
Comment [OA11]: Promoted MN Manuf. Week
on FB, Website, and through Council Proclamation.
Comment [OA12]: Targeted Area Brochures,
Signature Packet Marketing Materials Completed in
2017.
Comment [OA13]: Planned workforce strategy
roundtable discussion in May
Formatted: Highlight
Comment [OA14]: Flyer Complete, hasn’t been
updated in a few years…
Comment [OA15]: Workforce Strategy
Roundtable Discussions planned each year
Formatted: Highlight
Comment [OA16]: Attend MNCAR Expo and
MNREJ Events Each Year. Awesome Opportunity to
network with Brokers/Developers
3
REHABILITATION AND REDEVELOPMENT
Undertake strategies that facilitate rehabilitation and redevelopment of aging commercial, industrial
and residential areas to ensure private reinvestment and sustainability.
COMMERICAL/INDUSTRIAL STRATEGIES
Maintain a listing of available commercial /industrial sites
Promote available sites through various marketing initiatives
Identify and examine potential areas for revitalization
Review existing programs, resources, and services and recommend improvements to
increase our competitive advantage and support goals
Enhance downtown commercial district through business recruitment and people-
generating activities
Develop and implement a blighted properties program for both commercial and
residential properties
ACTION STEPS
• Identify target areas for the blighted properties program
• Partner with downtown business association and civic groups to promote existing and explore
new downtown activities (i.e. BNI, Chamber Connections, etc.).
• Partner with Elk River Area Arts Alliance to explore funding concepts for an arts center within
the downtown study area
• Create and distribute a survey to businesses to identify recommended improvements to existing
programs, resources and services, in addition to identifying preferred methods of
communication to improve Elk River business climate
• Identify current property owners’ and businesses’ interest in redevelopment efforts both north
and south of HWY 10 and in 171st Focused Area Study area
• Create a redevelopment policy regarding capitalizing the HRA development fund and identify
parameters for purchasing parcels
• Create and distribute comprehensive business directory to promote downtown Elk River
• Update short videos promoting available sites and applicable initiatives to distribute through
social media outlets, constant contact and website
Comment [OA17]: New Programs Implemented
in 2016
Formatted: Highlight
Comment [OA18]: No longer in operation.
Comment [OA19]: In process.
Formatted: Highlight
Comment [OA20]: Implementing the Mississippi
Connections Plan for Redevelopment Efforts
Comment [OA21]: Work in partnership with
Downtown Association
Comment [OA22]: Several Short Videos have
been made and broadcasted on FB, website and
other Social Media platforms.
4
RESIDENTIAL STRATEGIES
Maintain listing of vacant/foreclosed properties
Address housing gaps with Comprehensive Housing Market Study recommendations
Proactively review neighborhoods annually to ensure all home are properly maintained
through the code enforcement process
Seek and promote available programs to improve existing housing stock and incentivize
homeownership through CMHP
Provide educational opportunities regarding foreclosure prevention and housing
assistance programs by developing brochures/pamphlets
ACTION STEPS
• Distribute MN Home Ownership Center foreclosure prevention, Energy City conservation
brochure, and Elk River Housing Toolkit information to local lenders, realtors, churches, non-
profits, builders, etc. (minimum 4x/yr.)
• Partner with applicable non-profits (MNHOC, Tri-CAP, etc.) to hold educational events to
promote foreclosure prevention and housing programs (minimum 2x/yr.)
• Continue to partner with the CMHP housing organization to fund and support a selective
housing removal and rebuilding program
• Host an annual Realtors’ Day to educate realtors about the programs, processes and amenities
offered by the city
Comment [OA23]: Brochure available in the
lobby.
Comment [OA24]: Will be partnering with
CMHP this year to host Home Ownership Seminars
and Foreclosure Prevention Seminars
Comment [OA25]: Staff continues to implement
the rehab program. Program continues to be
successful.
Comment [OA26]: Held Annually in the Fall.
5
COMMUNITY BRAND
Utilize community brand strategies to effect necessary changes to strengthen and enhance community
image
STRATEGIES
Continue to implement and enhance marketing plan that reflects the Powered by
Nature brand, identifies desired target market(s), and complements other local efforts
to promote the community internally and externally
Maintain existing and build new community support for the Powered by Nature brand
Establish benchmarks for performance measurement
ACTION STEPS
• Distribute window clings and larger windows signs of the logo
• Promote the brand, engage residents, and distribute materials at expos (3x per year) and at
events such as Realtors’ Day, Leadership Elk River, and Manufacturers Connection
• Create profiles on first-tier business owners in Salesforce – a tracking software used to record
information on local businesses and visits
•
• Benchmark the impact of the Powered by Nature brand with data from Google Analytics and a
search engine optimization analysis.
• Promote Public Art Installation and research opportunities to expand public art within the city.
Comment [OA27]: Brand Implementation has
discontinued.
Comment [OA28]: Staff is exploring a Public Art
Component in DT ER.
6
TRANSPORTATION
Advocate and support proactive planning for improvements to the local and area transportation system
in a way that will support existing businesses and complement new economic growth.
STRATEGIES
Advocate regional and local transportation improvements
Encourage transportation improvements as part of redevelopment/development
opportunities
Support efforts to leverage local funds with state/federal resources
ACTION STEPS (submitted by City Engineer)
• Increase contact with legislators for state highway transportation improvements
• Complete low cost/high benefit enhancements to improve traffic flow through the existing
street intersections
• Advocate for the continued use and expansion of Northstar commuter rail service.
• Continue implementation of transportation improvements as detailed in the 171st Focused Area
Study
• Assure all proposed development improvements are consistent with our local and regional
transportation plans.
• Leverage State and Federal investment for mobility improvements to TH 169 and TH 10 with the
already spent local dollars for the planning of improvements to these sections.
• Evaluate all available grant opportunities to determine if the local matching amounts are a cost
effective and feasible solution to support our objectives and strategies.
• Promote the Quiet Zone, Northstar Commuter Train and Bike paths.
Comment [OA29]: Staff working with
Engineering Dept on this issue.
Comment [OA30]: Engineering currently does
this.
Comment [OA31]: Northstar Committee is
inactive.
Comment [OA32]: Engineering currently does
this.
Comment [OA33]: Part of Site Plan Review
Process. Engineering Comments on this item.
Comment [OA34]: City Engineering Dept
applied for State Grant dollars in 2018
Comment [OA35]: Identified and Complete.
Comment [OA36]: Quiet Zone Complete.
EDA SWOT Analysis
(May 25, 2018)
Strengths –
Image and Public Safety
Municipal/Utility – Reliability
Community of Elk River is a selling point, Parks and Environment,
Accessibility to Natural Resources
Good Infrastructure
Schools and Reputation
Workforce
Sales Tax Study showed that just as many people are going out, as they are
coming in. We are not just a bedroom community anymore.
Greater MN versus Metro
Weaknesses
Articulating the process, candid, clear, and complete direction
Inventory of properties
Long Term Vision
Greater MN versus Greater MN
Transportation Corridor – Rush Hours
Opportunities
Market the stigma that we are in the “boonies”, but not far from the metro
169 Expansion to the north
Marketing the quality of life, tranquility
Good Programs Available
Amount of available gravel mining property to the north
Pull workforce from St. Cloud/Metro – 45 Mile Radius
Market the 530 Acres of Land Available – Gravel Mining
Threats
We seem to be closed in, good old boy town
Development of St. Michael/Albertville on I94 – Competing Neighboring
Community
Potentially High Tax Rate compared to others – (would like the comparison
sheet)
Identified Process – Break down the communication silos
Stigma – of not business friendly
EDA Goals
Identified Goals by Year 1
1. Improve communication, clearly articulate current city process and improve our customer
service.
Identified Goals by Year 3
1. Identify land options for development by possibly partnering with landowners.
Identified Goals by Year 5
1. Create opportunities for development and capitalize on the synergy of the 169 Redefine
project.
10/12/2018
Dept:Economic Development Authority
Acct.2015 2016 2017
No.Actual Actual Actual Detail Total Detail Total
PERSONAL SERVICES
4101 Regular Pay 69,319 84,571 89,871 94,850 101,850
4103 Part-time Pay 13,579 12,600 12,600 12,600 12,600
4104 PERA 5,406 6,535 6,830 7,450 7,750
4105 FICA 4,634 5,448 5,747 6,650 7,000
4107 Medicare 1,136 1,318 1,390 1,550 1,650
4108 Insurance 8,620 10,735 11,691 12,550 16,200
4109 Workers Comp 278 398 406 500 550
TOTAL PERSONAL SERVICES 102,972 121,605 128,535 136,150 147,600
SUPPLIES
4201 Office Supplies 3,690 4,310 1,307 3,400 2,100
Office supplies 1,500 1,100
Computer Software/Licensing (MNCAR, Sketchup, etc.)1,900 1,000
4212 Fuels & Lubes 184 120 45 400 200
Unleaded gas 400 200
TOTAL SUPPLIES 3,874 4,430 1,352 3,800 2,300
OTHER SERVICES & CHARGES
4304 Legal Fees 388 8,951 6,525 11,000 7,000
Misc.11,000 7,000
4319 Other Professional Services 17,000 2,000
ED Strategic Plan
4321 Telephone 911 922 1,211 1,000 1,000
Cell phone reimb. (Colleen - $30/mo)400 400
Cell phone w/hotspot (Amanda - $50/mo)600 600
4322 Postage 250 278 302 300 350
Marketing mailings 300 350
4331 Conferences/Schools 14,729 18,632 10,319 12,850 11,500
EDAM 500 1,300
Annual IEDC Conference 2,700
Chamber Events 250 175
MREJ 400 375
MNCAR 150
CMMA 250 100
SLUC -
Springsted 400 400
Ehlers 200
Site Selector Conference 2,500 2,550
Economix Spring/Fall 1,500 3,000
Misc. training 1,000 200
MADCE - (Data Center Conference)3,000 3,400
4349 Advertising/Marketing 78,109 72,945 69,286 73,400 71,850
Community Profiles 1,500 1,500
Advertising (Production & Publication)17,500 22,450
Direct Mailings - Mfg Week 1,500 200
Business Retention & Expansion Visits -
Promo items 10,000 5,000
Special events 2,500 2,150
Sponsorships (City/EDA)11,000 10,500
Catalyst 2,400 4,100
Trade Shows & Lead Generation (includes travel)16,000 16,050
EDA Website (EDA share - 1/2 EDA & 1/2 HRA)5,700 5,700
Lead Forensics (Shared by EDA/HRA)1,200 1,200
2019 BUDGET
2019 BUDGET DETAIL SHEET
Explanation/Detail of Supplies or Services 2018 BUDGET
10/12/2018
Dept:Economic Development Authority
Acct.2015 2016 2017
No.Actual Actual Actual Detail Total Detail Total
2019 BUDGETExplanation/Detail of Supplies or Services 2018 BUDGET
Promotion & Awards 1,100 1,100
Powered by Nature sponsorships 2,000 1,600
Holiday card marketing 1,000 300
4359 Publishing 149 258 350 350
Public notices, etc 350 350
4361 Insurance 45 87 63 100 100
Insurance 100 100
4433 Dues/Subscriptions 2,575 4,062 4,083 5,200 4,550
EDAM 450 500
Chamber 480 500
Constant Contact 300
CMMA 250 250
MNCAR 300 300
IEDC 820 700
Misc.300
Finance and Commerce 300 300
Rotary 250 250
MN Marketing Partnership 700 700
MAEDC 300 300
MPLS/ST Paul Business Journal 300 300
Greater MSP/Salesforce License 450 450
4440 Miscellaneous 11,882 88,900 4,776 48,000 48,000
Initiative Foundation 3,000 3,000
Wetland credit bank 45,000 45,000
TOTAL OTHER SERVICES & CHARGES 126,038 197,035 96,565 152,200 144,700
TRANSFERS OUT
36,600 38,000
4720 Transfers - - 66,000
4721 General Fund 32,000 34,800 34,800 36,600 38,000
TOTAL ECONOMIC DEVELOPMENT AUTHORITY 264,884 357,870 327,252 328,750 332,600
Division:
Completed by:
Date:
Performance Measure 2017 Actual 2018 Estimated 2019 Projected
Conduct BR&E Visits 24 24 24
Facilitate 4 Site Visits 2 3 4
Track percentage of applications
processed in the Revolving Loan Fund 0.00%3.80%0.10%
Division Performance Measures & Goals for 2019
Strategic Recruiting: Attend targeted industry (data centers,
manufacturing, energy, medical device technology) trade
shows, leverage opportunities with local companies. Identify
key decision makers, provide FAM tours, coordinate
development meetings with city/county/state. Partner with
Positively MN, Sherburne County and ERMU. Promote
available properties on MNCAR and MN Prospector. Attend
Annual Site Selector Guild Conference.
Continue to fund the wetland bank in order to facilitate new
development where wetlands impede growth. Develop a
strategy and vision for the CRT as part of the Cooridors of
Commerce Project.
Maximize and leverage DEED monies, Initiative Foundation,
Sherburne County Revolving Loan Fund and other financial
tools and incentives.
Goal Objective/TaskDivision Goal
Market the City of Elk River and gain positive exposure for the city
Grow and maintain an inventory of private and public properties available
for future development
Maintain financial incentives to enhance economic development
Economic Development
Amanda Othoudt, EDD
June 25, 2018
Develop and expand a microloan program to encourage 50 new green
collar jobs by 2024
Increase by 5 the number of companies that are actively manufacturing
products or components of products that are directly or indirectly used in
renewable energy or energy efficiency by 2024
Work with ERMU and Environmental Departments.
Celebrate and grow our existing businesses
Work with ERMU and Environmental Departments.
Conduct Business Retention and Expansion visits to local
businesses.
Coordinate with other city departments on the creation of a
Welcome business packet/process. Re-establish a siting
packet for businesses.
Develop a Business Friendly/Siting"
Elk River, MN…On the cutting edge
Discuss Goals and Implementation Strategies:At over the next five years. Analysis and produced three goals, EDA reviewed the current strategic plan, conducted a SWOT their May 25,
2018, and June 18, 2018, work sessions, the to be implemented by staff
EDA Work Session –October 15, 2018
Strengths Weaknesses Image and Public SafetyHoursTransportation Corridor Greater MN versus Greater MNLong Term VisionInventory of propertiesclear, and complete directionArticulating
the process, candid, Greater MN versus Metroanymore.We are not just a bedroom community people are going out, as they are coming in. Sales Tax Study showed that just as many WorkforceSchools
and ReputationGood InfrastructureNatural ResourcesParks and Environment, Accessibility to Community of Elk River is a selling point, Municipal/Utility –-–Reliability–Rush
Elk River, MN…On the cutting edge
SWOT
OpportunitiesThreatsMarket the stigma that we are in the Stigma communication silosIdentified Process comparison sheet)to others Potentially High Tax Rate compared Competing
Neighboring CommunityMichael/Albertville on I94 Development of St. boy townWe seem to be closed in, good old Gravel MiningMile RadiusPull workforce from St. Cloud/Metro to the northAmount
of available gravel mining property Good Programs AvailableMarketing the quality of life, tranquility169 Expansion to the north“boonies”, but not far from the metro–of not business
friendly–(would like the –Break down the ––45 –
Elk River, MN…On the cutting edge
SWOT
Elk River, MN…On the cutting edge
Identified Identified Identified Improve synergy of the 169 Redefine project.Create opportunities for development and capitalize on the with landowners.Identify and improve our customer
service.Goals by Year 1Goals by Year 5Goals by Year 3land options for development by possibly partnering communication, clearly articulate current city process
Developed Goals (June 18, 2018)