7.4. EDSR 12-21-2020 City of
Elk �-- Request for Action
River
To Item Number
Economic Development Authority= 7.4
Agenda Section Meeting Date Prepared by
General Business December 21, 2020 Colleen Eddy, Economic Development Specialist
Item Description Reviewed by
Strategic Plan Discussion Cal Portner, City Administrator
Reviewed by
Action Requested
Item presented for information and discussion purposes.
Background/Discussion
At their April 20, 2020, meeting, the EDA approved a contract with Stantec Consulting Services, Inc. to
proceed forward with the EDA Strategic Plan. Stantec has facilitated several discussions with staff, EDA
work sessions, community events, and peer city interviews.
Tonight,Tom Leighton,Project Manager at Stantec will discuss the plan as presented.
Financial Impact
N/A
Mission/Policy/Goal
The Strategic Plan will build upon the EDA's existing plans including the city's vision,Mississippi Connections
Plan, FAST Study, Comprehensive Plan, Parks and Recreation Plan, Capital Improvement Plan, along with any
other relevant studies that have set forth goals and objectives for economic growth and sustainability.
Attachments
■ EDA Strategic Plan Draft with Transmittal Memo
The Elk River Vision
A n elcoming community n ith revolutionary and spirited resourcefulness, exceptional P U W E H E o s r
service, and community engagement that encourages and inspires prosperity /` UR
Stantec Consulting Services Inc.
733 Marquette Avenue Suite 1000, Minneapolis MN 55402-2309
December 16, 2020
Attention: Elk River EDA
City of Elk River
13065 Orono Parkway
Elk River, MN 55330
Reference: EDA Strategic Plan
Dear EDA Members:
The attached report is a complete draft of the EDA Strategic Plan. After your review and your requested
revisions are made it will guide the work of the EDA and its staff in the coming years.
Please note the following.
1. The EDA Strategic Plan is not just a repackaging of the previous report, the Summary of Research
and Recommended Strategies. It has been informed and improved by the feedback that came out
of the EDA’s workshop session, and further conversations and work sessions with City staff.
Another key distinction between the documents is that the Summary of Research and
Recommended Strategies took the widest possible view of economic development strategies that
would benefit the City of Elk River as a whole, whereas the EDA Strategic Plan specifically focuses
on the strategies that fall within the purview of the EDA should lead. Strategies related to creating
master plans for redevelopment, or investing in additional quality of life improvements, for example,
would likely be pursued by other City leadership. If it wishes, the EDA could certainly make a
formal referral of those strategies to the City Council or City Manager.
2. Because the Summary of Research and Recommended Strategies includes a great deal of the
research and rationale that support the strategies in the EDA Strategic Plan, and its city-wide
strategic view can inform other policy conversations in Elk River, it it is envisioned to be an
appendix to the EDA Strategic Plan.
3. We have completed the funding analysis component of our work plan. Led by our funding
specialist Heidi Peper, the funding analysis looks at sources of external funding that might be
pursued and utilized to advance Elk River’s menu of strategies. That analysis has been
incorporated into the Summary of Research and Recommended Strategies as part 3 of that report.
The updated Summary of Research and Recommendations is attached.
December 16, 2020
Elk River EDA
Page 2 of 2
Reference: EDA Strategic Plan
We appreciate the input and guidance you’ve provided to bring us to this point, and the close involvement
of City staff. Please let me know how we can support you in the revision and adoption of this important
plan.
Regards,
Stantec Consulting Services Inc.
Thomas Leighton, AICP, EDFP
Senior Urban Planner, Economic Development Specialist
Phone: 612-712-2154
Tom.Leighton@stantec.com
Attachments: EDA Strategic Plan (Draft), Summary of Research and Recommended Strategies
December 2020
EDA STRATEGIC PLAN
For Economic Development
Elk River EDA Strategic Plan | 2
Introduction 3
Vision and Goals 5
Elk River’s Economy 7
Goal #1 – Support Existing Businesses 13
Goal #2 – Attract New Businesses 16
Goal #3 – 169 Redefine 19
Goal #4 – COVID Impacts 21
Acknowledgements 23
Appendix: Summary of Research and 24
Recommended Strategies
Table of Contents
Elk River EDA Strategic Plan | 3
Introduction
Elk River is a city with a strong economic foundation. It has benefited from
fundamental strengths such as its natural setting along the Mississippi River, and its
location at the crossroads of two transportation arteries. It has put focus and
investment into its walkable downtown, a new multipurpose facility, its renowned parks
and other amenities that contribute to the quality of life of Elk River residents. And it
has fostered a vibrant business sector.
The Elk River Economic Development Authority (EDA) plays an important role in
building and sustaining the economic strength of Elk River. The EDA is a public
corporation empowered to undertake certain types of economic development projects.
It is the economic development arm of the City Council and handles all types of city
economic development projects—including project activities as acquiring, developing,
improving, and disposing of property, entering into contracts, and operating and
maintaining public affairs. It is staffed by Elk River’s economic development staff.
The EDA Strategic Plan is intended to guide the work of the Elk River EDA and
economic development staff for a five to ten year period, encompassing the strategies
and tasks that comprise the work plan of the EDA over that period of time. Many of
these strategies are ongoing—a continuation of activities already undertaken by the
EDA. Others are new undertakings and areas of focus.
The strategies and tasks of the EDA Strategic Plan reflect and support the City’s vision.
They are rooted in the existing strengths and opportunities of Elk River itself. They
have been shaped by extensive research and analysis. They have been further
informed by the priorities and insights of EDA members and City staff. They will be
shaped further as they are implemented by the EDA and its staff.
Strategic Plan Process
This strategic plan took form over a period of time starting in April 2020. In addition to
economic research, the understanding of economic conditions and potential strategic
opportunities were shaped by the following parties and processes.
Elk River EDA. The EDA offered its perspectives and insights during an introduction
meeting and two EDA Workshops.
Focus Groups. Three focus groups were convened that focused on Manufacturing and
Industry, Downtown Elk River, and Real Estate and Development.
Elk River EDA Strategic Plan | 4
Peer city benchmarking. Forest Lake, Oakdale and Chaska were identified as peer
cities. For each city we conducted structured interviews to explore the management of
economic development strategies relevant to Elk River. Interviewees were:
• Dan Undem, Assistant City Administrator, Forest Lake
• Nate Kabat, Assistant City Administrator, Chaska
• Bob Streetar, Community Development Director, Oakdale
Individual interviews. Individual interviews were conducted with the following people.
• Paul Erickson, Founder and former Executive Director of the National Sports
Center in Blaine. Mr. Erickson offered his expertise and insights on the potential for
sports tourism in Elk River.
• Tim Storey, real estate broker and hotel market specialist, Cushman Wakefield.
Mr. Storey provided his thoughts on the potential for hotel development in Elk River.
• Amy Lord, Career and Technical Training Coordinator, ISD 728. Ms. Lord was
interviewed about opportunities for deepening workforce training strategies in Elk
River.
Elk River Staff. Elk River staff have been readily responsive in providing information and
serving as a sounding board through the course of this study. They also served as tour
guides for an Elk River site visit to many of the locations that are discussed in this report.
Each of these points of input and perspective have been critical in shaping the EDA
Strategic Plan that follows.
Summary of Research and Recommended Strategies
An important intermediate product in developing this EDA Strategic Plan was the
Summary of Research and Recommended Strategies. It documented the findings of
the economic research that was undertaken to understand the Elk River economic
context. And it proposed a broad set of recommended strategies that the City of Elk
River might consider to strengthen its economy.
The strategies from the Summary of Research and Recommended Strategies were
discussed with Elk River’s economic development staff. They were processed in a
workshop with the EDA. They were discussed further with City staff from multiple
departments to discern the best parties within Elk River’s city enterprise to champion
and lead the various strategies. The “Recommended Strategies” that are most
appropriately spearheaded by the EDA and Elk River’s economic development staff
are incorporated into this EDA Strategic Plan.
The Summary of Research and Recommended Strategies is included as an appendix
to the EDA Strategic Plan.
Elk River EDA Strategic Plan | 5
Vision and Goals
Elk River’s Vision Statement and Supporting Themes
The following are the vision and supporting themes of the City of Elk River. The EDA
Strategic Plan plays a role in furthering the vision and supporting themes.
Vision Statement
Elk River is a welcoming community with revolutionary and spirited resourcefulness,
exceptional service, and community engagement that encourages and inspires prosperity.
Supporting Themes
• Maintain a distinct identity
• Create and maintain strong neighborhoods
• Keep Elk River a “safe” place
• Preserve and maintain the environment
• Make Elk River a "complete" place
o Community and economic development policies will seek to attract
employment opportunities and goods and services needed by the
community.
o The expansion of local employment creates more opportunities for people
to live and work in Elk River.
o Planning and decision‐making must recognize that the population of Elk
River is not a single commodity. Difference in age, economic status and
ethnicity must be considered in planning for future development, facilities
and services.
Economic Development Goals
The following economic development goals are the focus of this EDA Strategic Plan and its
organizing framework.
1. Support Elk River’s existing businesses through relationship building, programmatic
offerings, and high quality city services.
Elk River EDA Strategic Plan | 6
2. Attract new business development to Elk River to build the City’s economic
vibrancy, job offerings and tax base.
3. Support impacted businesses and capitalize on opportunities associated with the
169 Redefine project.
4. Support Elk River businesses through the COVID pandemic and take steps to
foster a robust economic recovery.
Elk River EDA Strategic Plan | 7
Elk River’s Economy
The following is a summary of economic research findings that are particularly important in
shaping the EDA Strategic Plan. A more detailed report on the economic research that
was undertaken for this plan is in the appendix.
Economic Development
Context
Elk River’s economic context was
explored through geographic and
asset mapping and an inventory of
non-location-based assets,
opportunities and deterrents to
growth.
The City benefits from an
abundance of natural amenities,
with frontage along the Mississippi
River, Elk River, and Orono Lake,
and large wooded parks. Its
highway infrastructure gives it
strong connections in every
direction, with further improvements
on the horizon when a long stretch
of Highway 169 is reconstructed.
The City has retail settings that
benefit from the City’s transportation
connectedness to surrounding
areas. They include the destination
retail centers along Hwy 169 and
the storefront business district in
downtown Elk River.
The City of Elk River has attended
to the quality of life for its residents
through the development of
recreational opportunities in its park
system, the creation of community
space on its downtown riverfront, and its investment in a new community-serving
multipurpose facility.
Elk River EDA Strategic Plan | 8
It has a robust existing manufacturing sector and a reliable energy provider. These
characteristics provide a strong basis for attracting additional employers and jobs. The
deterrents to growth include limitations on land for new industrial development.
Population Growth
A growing population is an
economic asset. It implies
ongoing demand for new
housing. It supports existing
stores and service providers,
and it provides a basis for
new retail development. It
bolsters the values of
existing property, which
provides an incentive for
property owners to invest in
maintenance and
rehabilitation.
Demographics
The following graphs provide an overview of Elk River’s population. A higher proportion of
households in Elk River are family households, compared with the state of Minnesota as a
whole. Elk River households include an especially high proportion of families with children.
Household incomes in Elk River are around 22% higher than the state average, while
individual incomes in Elk River are lower than the state average. That implies the
prevalence of households in Elk River with multiple wage earners.
In terms of educational attainment, a similar share of Elk River residents have graduated
high school as the state of Minnesota as a whole. But a lower proportion of residents have
earned a bachelors degree or higher.
Source: ESRI Business Analyst (all charts above)
Source: ESRI Business Analyst
Elk River EDA Strategic Plan | 9
Elk River Employment and
Workforce
Elk River is relatively job-rich for a city that
is outside the state’s major metropolitan
areas, and is not a regional center. There
are almost as many people coming to work
in Elk River as there are people leaving Elk
River to work elsewhere.
Elk River’s roughly 11,700 jobs in 2017 was
a 14% increase over a total of around
10,300 jobs from seven years earlier in
2010—reflecting a strengthening business
environment. The growth in jobs is greater
than the estimated increase in population
over that period.
Industry Mix
The bar chart below shows the ten industry categories in Elk River that represent the
highest shares of employment. In each case the share of employment in Elk River is
compared with that industry’s share of total employment state-wide.
Source: U.S. Census Bureau’s 2017
LEHD Origin-Destination Employment Statistics
Source: U.S. Census Bureau’s 2017 LEHD Origin-Destination Employment Statistics
Elk River EDA Strategic Plan | 10
Note that 75% of jobs in Elk River are in just seven industry sectors:
• Manufacturing
• Retail trade
• Educational services
• Public administration
• Health care and social assistance
• Construction
• Accommodation and food services
These seven industry sectors comprise the core of Elk River’s economy. The five that are
distinctively strong relative to other parts of Minnesota are bolded. They comprise 61% of
all of its jobs, and include three well paying employment sectors—manufacturing, public
administration and construction.
Average Wages by Industry, Sherburne County, 2019
Average
Weekly Wage
Average
Annual Pay
Manufacturing $1,157 $60,163
Retail Trade $589 $30,624
Educational Services $489 $25,419
Public Administration $999 $51,964
Health Care and Social Assistance $786 $40,859
Construction $1,237 $64,342
Accommodation and Food Services $299 $15,538
Elk River EDA Strategic Plan | 11
Additional insights can be drawn relative to Elk River’s top ten industry sectors by an analysis that
shows which sectors have strengthened in recent years. That information is captured in the following
table.
Elk River’s Top Ten Industry Sectors
Strengthened
from 2010 to 2017
Had similar strength
from 2010 to 2017
Weakened
from 2010 to 2017
Over-represented in Elk River
economy compared with the
state economy
• Manufacturing
• Construction
• Retail Trade
• Education Services
• Public
Administration
• Other Services
(excluding public
administration)
• Transportation &
Warehousing
Similar share of Elk River
economy compared with the
state economy
• Management of
Companies
Under-represented in Elk River
economy compared with the
state economy
• Accommodation &
Food Services • Health Care & Social
Assistance
This analysis points to the value of continuing to foster the manufacturing sector in Elk
River. It indicates the benefit to Elk River of being the location of both Elk River and
Sherburne County offices. It suggests there may be value in understanding and fostering
the Elk River construction sector more intentionally. It raises the possibility that there may
be opportunity to solicit additional health care facilities in Elk River.
Elk River EDA Strategic Plan | 12
Development Trends
Much of Elk River’s development over the past decade has been in the form of housing
development. According to ESRI business analyst, Elk River had 8,542 housing units in
2010, and 9550 in 2020. Of that thousand new housing units, the great majority were
single family homes and townhomes.
The map below provides an overview of new development in Elk River. It locates all
new commercial development (which in real estate terminology includes multifamily
rental housing) that has been completed in Elk River since 2010, according to the
records of Costar, a real estate data provider. Two general occupancy apartments were
developed in 2011 and 2014 near Elk River’s Northstar commuter rail station. Senior
living facilities were completed in 2017 and 2018 in west and central Elk River
respectively.
Two industrial businesses built large new facilities, in 2014 and 2016. And three new
retail properties were developed.
Elk River EDA Strategic Plan | 13
Fostering a strong context for business in Elk River means giving attention
and support to Elk River’s many existing businesses. Supporting local
businesses retains and builds jobs. It strengthens the City’s identity as a
center of economic and business activity. And it increases the City’s
attractiveness for new businesses.
The EDA shows its commitment to Elk River’s business community through
targeted programs and continuous quality improvement to City services. It
will continue to meet with local businesses, offering support and soliciting
input. It will review and improve existing business support programs. It will
promote local businesses and encourage local shopping through initiatives
such as Together Elk River.
STRATEGIES AND ACTIONS
1. Business visitation program. Continue the business visitation
program, prioritizing businesses in target industries and newly
established businesses.
o Focus business visits on relationship building—learning about the business,
its successes and its challenges—as well as problem solving and extending
support as appropriate.
Goal #1
Support Elk River’s existing businesses
through relationship building, programmatic
offerings, and high quality city services
Elk River EDA Strategic Plan | 14
o Receive feedback on the City’s business processes in order to support
process improvements.
o Provide information about supportive programs and services—including City
programs and referrals to other government or nonprofit resources.
o Continue to include a workforce training expert in business visits as
appropriate
2. Business survey. Demonstrate the City’s interest in and support of
local businesses through an annual business survey.
o Utilize the annual survey to understand business conditions and needs, and
to invite feedback on City processes.
3. Business process improvements. Convey a customer service
orientation to the City’s business community through soliciting input
about City business processes, and utilizing that information to
streamline processes and make them more user friendly.
o Through business visitation, the business survey and other communication,
systematically note feedback about City actions, processes and practices.
Note also the input of business owners concerning the clarity and
availability of information about such processes and practices.
o Convey relevant information to administrative staff to support ongoing
process improvements.
o Summarize and report annually on the input received from businesses and
any enhancements made to City processes and communications.
4. Technical assistance. Explore contracting with a technical
assistance provider (such as Metropolitan Consortium of Community
Developers’s Open to Business program) to make a broader menu of
technical support services available to local businesses.
5. Economic Development Business Microloan Fund. Continue
to offer the microloan programs that are available to existing
businesses—Industrial Incentive Loan, Downtown Revitalization
Financing Loan, Energy Efficiency Improvement Loan—while
Elk River EDA Strategic Plan | 15
improving communication about their availability and evaluating their fit
with business needs.
o Make additional and ongoing efforts to promote the Energy Efficiency
Improvement Loan program in order to increase its utilization.
o Conduct an evaluation of the Downtown Revitalization Financing Loan
program to ensure that the resources that it provides are adequate for and
suited to the needs of downtown buildings, so as to preserve the historic
integrity and character of downtown Elk River.
6. Together Elk River. Continue the Together Elk River program to
promote shopping at local businesses.
o Support the continuation of the Together Elk River program, and its
adjustment to meet the evolving needs of the City, such as support for
businesses along Highway 169 who may experience reduced customer
traffic due to the construction project.
7. Hospitality. Strengthen tourism to Elk River, and support business
and household visitors, and food and beverage businesses, by
attracting additional hotel development.
o After the post-pandemic stabilization of the hospitality industry, commission
a hotel market study to analyze the market demand for a new hotel in Elk
River, and identify the hotel brands that may be attracted to potential
locations in Elk River.
Elk River EDA Strategic Plan | 16
Elk River offers a rich cluster of strategic advantages that are and will
remain attractive to a wide range of businesses. These include its central
location at a transportation crossroads, its reliable utility infrastructure, its
tradition of manufacturing, its high design standards for new development,
and the workforce development linkages that it promotes with local
businesses. This has resulted in concentrations of businesses in a wide
range of market sectors, and benefited the city through the availability of a
great number of living wage jobs, a strong and diversified tax base, and the
provision of goods and services to meet the daily needs of its residents.
Elk River is committed to growing its business sector through attracting
new business development. The EDA will support this goal through
promoting and marketing the City, through positioning land for interested
parties, and through utilizing targeted incentives.
STRATEGIES AND ACTIONS
1. Promotion and Marketing. Market and promote Elk River and its
numerous locational strengths to the broader business and real estate
community, with an emphasis on reaching a set of target industries that
benefit from Elk River’s unique strengths.
Goal #2
Attract new business development to Elk
River to build the City’s economic vibrancy,
job offerings and tax base
Elk River EDA Strategic Plan | 17
o Continue an array of marketing and networking activities, including
advertisements in trade publications, relationship building with site
selectors, attendance at trade shows, and event sponsorships.
o Sharpen the message about Elk River strengths, and make that prominent
and repetitive in marketing and communications materials. In particular,
highlight the following characteristics throughout the City’s economic
development websites and in all of the EDA’s promotional materials—its
transportation connectedness, the quality and reliability of local energy and
utility infrastructure, its thriving manufacturing sector, and its abundant
quality of life features.
o Update the City’s target industries to three that particularly benefit from Elk
River’s locational strengths— precision or high skill manufacturing,
renewable energy, and companies with statewide or regional distribution.
o Create a site map of the Northstar Business Park to include in City
marketing materials in order to illustrate the broader context of the City-
owned properties in that high quality business park.
2. Land availability. Take proactive steps to ensure and communicate
the availability of land that is suitable and prepared for new industrial
development.
o Pursue proactive and collaborative conversations with key property owners
such as Cargill and Tiller Corporation, to identify land that can be dedicated
to and guided for a future business park to the mutual benefit of the City and
the property owner.
o As future business park land is identified and becomes available, take
proactive public sector actions—such as updating land use
guidance/zoning, creating business park master plans, ensuring utility
provision, and undertaking related land preparedness activities—which
situate it for ready development.
o Develop site maps for future business parks to include in materials for site
selectors, interested businesses and developers.
3. Incentives for new business development. Utilize the City’s
toolkit of incentives as warranted and at appropriately levels to invite
new businesses in Elk River, with an emphasis on the City’s target
business sectors and businesses that provide living wage jobs.
Elk River EDA Strategic Plan | 18
o Establish a tax abatement policy that sets a standard for the level of tax
abatement that may be available for new business attraction.
o Set employment targets and wage expectations as a condition of providing
public financial support to new businesses.
4. Sector-specific opportunities. Explore opportunities to build new
activity in sector-specific business ecosystems in agriculture/food
related businesses, renewable energy, biomedical manufacturing and
medical services.
o Given Elk River’s strength in providing reliable high-quality energy and its
legacy of energy related businesses, and given the greater Minnesota
orientation of many renewable energy businesses, explore the potential of
fostering a cluster of renewable energy businesses in Elk River, including
consideration of a renewable energy incubator program.
o Collaborate with Elk River’s existing biomedical manufacturers to identify
opportunities for supply chain and other synergistic businesses that would
strengthen the local biomedical business ecosystem.
o Assemble a marketing packet that documents the demand for health care
services in Elk River and the relatively limited supply of service providers.
Initiate conversations with specific health care providers to explore whether
they could see an opportunity in locating new health care services in Elk
River.
Elk River EDA Strategic Plan | 19
The redesign and reconstruction of Highway 169 through Elk River will
provide numerous economic and quality of life benefits to Elk River. It will
also result in significant business disruption during the period of
construction.
The City is committed to protecting its business community and advancing
its economic interests through attending to the aesthetic and identity
building character of the highway and bridge infrastructure, through
mitigating the impact of construction on existing businesses, and through
capitalizing on the new development opportunities that will emerge at the
new interchanges.
The EDA’s support for these economic objectives will primarily center on
the impacts of construction on existing highway oriented businesses in the
169 Redefine project area.
STRATEGIES AND ACTIONS
1. Economic and business impacts. Advance the City’s economic
goals and objectives through the duration of the 169 Redefine
construction project.
Goal #3
Support impacted businesses and capitalize
on opportunities associated with the 169
Redefine project
Elk River EDA Strategic Plan | 20
o In coordination with the Elk River City Council, adopt a statement of Elk
River’s objectives relative to the 169 Redefine project.
o Develop and implement a business outreach BR&E program and group.
The 169 Redefine BR&E Group would be represented by staff from
economic development, planning, communications, engineering and
representatives from MnDOT and Sherburne County Public Works. The 169
Redefine BR&E Group will conduct weekly meetings in the corridor during
construction. Communication and Economic Development staff will post
updates on the city’s and EDA websites along with the respected social
media outlets. The program will focus on mitigating business losses, share
resources to impacted businesses, and keep the community abreast of the
evolving project.
Elk River EDA Strategic Plan | 21
The COVID pandemic has had tremendous impacts on many small and
local businesses. Some have gone out of business. Others have
experienced extreme financial stress that may go on for some time. Cities
can play a role in providing support for impacted businesses.
The City of Elk River has shown its support for impacted businesses
through a Small Business Emergency Microloan Program, and by creating
a shop local program—Together Elk River. As the business impacts of the
pandemic continue, Elk River will consider additional steps to support its
local business community. And as the pandemic subsides the City will look
for ways to foster a strong economic recovery.
STRATEGIES AND ACTIONS
1. Local business support. Continue to identify and evaluate
opportunities for extending support to local businesses impacted by
pandemic-related economic conditions.
o As COVID pandemic impacts on local businesses continue, consider taking
additional supportive actions related to providing additional financial relief,
increasing the availability of technical assistance, reducing municipal
financial or procedural burdens on businesses, and communicating about
the availability of assistance from other parties.
Goal #4
Support Elk River businesses through the
COVID pandemic and take steps to foster a
robust economic recovery
Elk River EDA Strategic Plan | 22
2. Recovery funding. Monitor the emergence of national, state, and
county programs and resources aimed at supporting post-COVID
economic recovery.
o Take steps to access, or direct local businesses to, new programs or
resources that emerge that can be utilized for post-COVID business
recovery.
Elk River EDA Strategic Plan | 23
Acknowledgements
There are many whose engagement, insights, expertise and local knowledge have
contributed in important ways to the development of the EDA Strategic Plan.
Special thanks to the following:
Members of the Elk River Economic
Development Authority (EDA)
Charlie Blesener
Garrett Christianson
Jeff Hartwig
Nate Ovall
Dan Tveite
Jennifer Wagner
Matt Westgaard
Elk River City Staff
Amanda Othoudt
Colleen Eddy
Calvin Portner
Zack Carlton
Peer City Interviewees
Nate Kabat, Chaska
Bob Streetar, Oakdale
Dan Undem, Forest Lake
Other Interviewees
Paul Erickson, MN Amateur Sports
Commission
Tim Storey, Cushman Wakefield
Amy Lord, ISD 728
Elk River EDA Strategic Plan | 24
Appendix
Summary of Research and
Recommended Strategies
SUMMARY OF RESEARCH
AND
RECOMMENDED STRATEGIES
EDA Strategic Plan
Elk River, MN
November 5, 2020
SUMMARY OF RESEARCH AND RECOMMENDED STRATEGIES
EDA STRATEGIC PLAN 1
INTRODUCTION AND EXECUTIVE SUMMARY
Elk River is a city with a strong economic foundation. It has benefited from fundamental
strengths such as its natural setting along the Mississippi River, and its location at the
crossroads of two transportation arteries. It has put focus and investment into its walkable
downtown and other amenities that contribute to the quality of life of Elk River residents.
And it has fostered a vibrant business sector.
Stantec was contracted to:
1. Understand the City’s economic development context, activities and achievements
2. Identify opportunities for further strengthening the City’s economy in the future
3. Encapsulate the City’s program for continued economic growth in an EDA Strategic
Plan
This document, Summary of Research and Recommended Strategies, addresses the first
two of these objectives, and sets the stage for the upcoming workshop with Elk River’s
EDA and economic development staff.
Part 1 – Research Summary
Part 1 of this document summarizes the research of the consultant team, and illuminates
important aspects of Elk River’s economic development context. Key findings include:
• A thorough inventory of geographic and non-geographic assets, deterrents and
opportunities that define Elk River’s economic context.
• A population trendline and forecast that anticipates continued population growth,
which implies ongoing demand for housing and other development, and eventually
new demand for store-based retail development.
• A demographic snapshot indicating a high proportion of families and children, and
larger than average household incomes.
• A very healthy job base, with most workers drawn from Sherburne, Wright, Anoka
and Hennepin Counties.
• And industry mix in which:
o Seven sectors predominate (manufacturing, retail trade, educational
services, public administration, health care and social assistance,
construction, accommodation and food services).
o There is a good supply of jobs that are well paying—particularly in the
manufacturing, public administration and construction sectors.
SUMMARY OF RESEARCH AND RECOMMENDED STRATEGIES
EDA STRATEGIC PLAN 2
o Three sectors provide the greatest opportunity for further increases in living
wage jobs: Manufacturing, construction, and health care and social
assistance.
• The moderate levels of new multifamily and industrial development in the last
decade imply ongoing development demand in those sectors.
• The low level of retail development, the current pandemic conditions for store-
based retail and restaurants, and the potential for lasting changes in consumer
preferences toward retail delivery models—these factors suggest that new retail
development may not be on the horizon for several years at a minimum, and maybe
until continued population growth offsets the adverse structural changes to the retail
market context.
Part 2 – Recommended Strategies
Part 2 of this document gathers and presents a set of opportunities for advancing the good
work that’s been done by the EDA and its staff, to further strengthen Elk River’s economic
vibrancy. The consultant team was responsive to the City’s expressed interest in a broad
set of economic development topical areas, investigating them through focus groups,
individual interviews, and additional topical research. Recommended strategies emerged
in that process under six broad headings. Key opportunities are highlighted below.
169 Redesign. In a project that will relieve persistently problematic congestion through the
city, the City has an immediate opportunity to weigh in on ways to protect existing
businesses and enhance Elk River’s image. We recommend preparing and implementing
a City advocacy strategy. This should include a constructive statement of Elk River’s
aspirations for desired outcomes from the project, as well as concerns regarding potential
adverse impacts both during construction and after completion. The strategy will map out
an action plan for sustained advocacy throughout the duration of the project.
Business Attraction & Retention. The City has a solid existing program in this core area
of economic development. We recommend means of strengthening that program through
strategies including:
• Identifying land for future industrial development. (Considerations were explored
relating specifically to land in the gravel mining area and Cargill owned property.)
• Updating the City’s target industries to three that underscore the City’s most salient
economic strengths—precision manufacturing, businesses with state-wide or
regional customer bases, and data centers. Those target industries emphasize the
City’s concentrated strength in manufacturing, its transportation connectedness,
and its reliable energy infrastructure.
• Maximize the attractiveness of future industrial parks by undertaking a set of
proactive actions to set the stage for and demonstrate readiness for new
development.
• Utilize tax abatement as the primary public incentive for new industrial development
and establish a policy that defines the level of abatement that can be considered.
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EDA STRATEGIC PLAN 3
Redevelopment/Catalysts. Elk River has several locations that have the potential to be
highly attractive to the development community. Stantec reviewed the planning basis for
development in the gravel mining area, in downtown Elk River, and in the emerging
opportunity at the Great River Energy site. For each area we recommend steps to set the
stage for attracting high quality development. We also recommend the modification of the
City’s tax increment finance policy to support its utilization for redevelopment and
multifamily housing projects in Elk River.
Quality of Life. Although not a core responsibility of the EDA, investments and
programmatic activities that enhance the quality of life are economic development
strategies, contributing to Elk River’s economic vibrancy. We recommend a continued
focus on the health and vibrancy of Elk River’s downtown, and extending the impact of
downtown both upstream and downstream through the implementation of trail extensions
along the Mississippi Riverfront.
Tourism. Elk River has a set of distinctive local assets—its high quality sports facilities, its
well-known mountain biking course, and the ERX event center—that draw numerous
visitors to Elk River from outside the City. We explored the opportunity to leverage those
assets to boost tourism to an economically meaningful level. That appears to be
unviable—principally because Elk River’s proximity to the Twin Cities Metro dampens the
likelihood of visitors staying overnight. As an alternative, we recommend:
• Promoting news coverage of events at these and other venues to raise the regional
visibility of Elk River
• Exploring ways of cross-marketing Elk River’s retailers, restaurants and amenities
to event participants.
COVID Economic Recovery. We expect an infrastructure oriented economic stimulus bill
to come out of the 2021 Congress. During the Great Recession, local governments were
eligible to submit proposals for such funds if they had projects that were ready to go. We
recommend reviewing Elk River’s capital improvements program and goals for one or more
projects that may be positioned for such funding.
Part 3 – Funding Strategies
Part 3 of this document provides the analysis of Stantec’s funding specialist, Heidi Peper.
She reviewed and analyzed the strategies that have emerged for Elk River, and identified a
range of potential sources of external funding that could be pursued to support the
implementation of recommended strategies. A select number of funding opportunities that
are deemed to be most promising and compatible with Elk River’s strategic goals are
highlighted and described in additional detail.
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PART 1:
SUMMARY OF RESEARCH
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EDA STRATEGIC PLAN 5
ELK RIVER’S ECONOMY
This section of the report provides information relative to Elk River’s economy. That
provides a basis for the consideration of strategies for strengthening it. Two subsections
follow. The first focuses on the locational characteristics of Elk River that are significant
and that shape its economic opportunities. The second provides descriptive data and
analysis in exploration of Elk River’s economy and its economic performance.
Economic Development Context
Elk River’s economic context has been explored through geographic and asset mapping
that have been refined over the course of a number of conversations with the Elk River
EDA and other stakeholders.
Economic Context Map
Elk River benefits from an abundance of natural amenities, with frontage along the
Mississippi River, Elk River, and Orono Lake, and large wooded parks. It’s highway
infrastructure gives it strong connections in every direction, with further improvements on
the horizon when a long stretch of
Highway 169 is reconstructed.
The City has retail settings that
benefit from its accessibility to the
surrounding area. They range from
the destination retail centers along
Hwy 169 to the storefront business
district in downtown Elk River.
The City of Elk River has attended
to the quality of life for its residents
through the development of
recreational opportunities in its park
system, the creation of community
space on its downtown riverfront,
and its investment in a new
community-serving multipurpose
facility.
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Assets, Deterrents and Opportunities
The honeycomb array below identifies many of Elk River’s important economic assets, as
well as some deterrents to economic growth, and some opportunities that are on the
horizon.
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Elk River’s Economy
Population Growth
Elk River is a growing city, and a growing population is an economic asset. It implies
ongoing demand for new housing. It supports existing stores and service providers, and
provides a basis for new retail development. It bolsters the values of existing property,
which provides an incentive
for property owners to invest
in maintenance and
rehabilitation.
Conversely, where
population is stable or
declining, it can be difficult to
attract new development.
Maintenance and
improvements to existing
development tend to lag
because those investments
may not bring an economic
return.
The City of Elk River has
experienced growth over
recent decades, and that
growth is expected to
continue.
Demographic Snapshot
The following graphs provide an overview of Elk River’s population. It is a family oriented
community. A higher proportion of households in Elk River are family households, in
comparison with the state of Minnesota as a whole. Elk River households include an
especially proportion of families with children. Those factors explain average household
sizes that are higher than the state average, and are reflected in an age distribution that
skews younger than the state as a whole.
Household incomes in Elk River are around 22% higher than the state average, while
individual incomes in Elk River are lower than the state average. That implies the
prevalence of households in Elk River with multiple wage earners.
In terms of educational attainment, a similar share of Elk River residents have graduated
high school as the state of Minnesota as a whole. But a lower proportion of residents have
earned a bachelors degree or higher.
Source: ESRI Business Analyst
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Source: ESRI Business Analyst (all charts above)
Elk River Employment and Workforce
Elk River is not a “bedroom community.” It is relatively job-rich for a city that is outside the
state’s major metropolitan areas, and is not
a regional center. There are almost as
many people coming to work in Elk River as
there are people leaving Elk River to work
elsewhere. The chart at left reflects that
reality, utilizing data from the U.S. Census
Bureau’s LEHD Origin-Destination
Employment Statistics.
The chart’s data are from the year 2017,
which is the most current year that is
available from the Census Bureau. Elk
River’s roughly 11,700 jobs in 2017 was a
14% increase over a total of around 10,300
jobs from seven years earlier in 2010—
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reflecting a strengthening business environment. The growth in jobs is greater than the
estimated increase in population over that period. Note that the ESRI Business Analyst
data above showed a 14% population increase, but over a longer period of time from 2010
to 2010. On the other hand, the 2017 data doesn’t take into consideration the recent
closures of Elk River’s Great River Energy facilities.
It is interesting to note that the work destinations of Elk River residents are quite different
than the home locations of those who come to jobs in Elk River. For example, Hennepin
County is the most common work destination for Elk River Residents. But it only ranks 4th
among the home counties that Elk River workers come from. The maps and tables indicate
the top ten counties where those who work in Elk River are coming from, and the top ten
counties where Elk River residents go to work.
Home Counties of Elk River Workers
Source: U.S. Census Bureau, OnTheMap Application and LEHD Origin-Destination Employment Statistics
County
Share of
Workers
Sherburne 42.5%
Anoka 15.7%
Wright 11.8%
Hennepin 10.1%
Mille Lacs 4.0%
Isanti 2.2%
Stearns 1.9%
Ramsey 1.6%
Benton 1.0%
Dakota 1.0%
Other Counties 8.2%
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Work Destination Counties of Elk River Residents
Source: U.S. Census Bureau, OnTheMap Application and LEHD Origin-Destination Employment Statistics
The following graphs provide a demographic snapshot of Elk River’s workforce. Elk River’s
workforce is quite similar in its age profile to the state as a whole. Earnings are a bit lower
(as would be expected in a greater Minnesota community), but not dramatically lower. And
the education levels of workers are also a bit lower than the state average.
County
Share of
Workers
Hennepin 38.8%
Sherburne 21.3%
Anoka 14.5%
Ramsey 6.8%
Wright 5.0%
Dakota 2.5%
Stearns 2.0%
Washington 1.1%
Scott 0.8%
Mille Lacs 0.8%
Other Counties 6.4%
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Industry Mix
A defining characteristic of any local economy is the type of economic activity that its
businesses are involved in. Any city or county or region will have industries or business
types that are particularly prevalent. One way of characterizing this business mix is
through analyzing the NAICS (North America Industry Classification System) categories of
an area’s businesses. For cities, data is available that breaks down employment into 21
NAICS categories. For larger geographies, a greater number of industry subsectors can be
analyzed.
The bar chart below shows the ten industry categories in Elk River that represent the
highest shares of employment. For example, 16.1% of the jobs in Elk River are with
businesses that are in the manufacturing sector. 14.4% of Elk River jobs are in retail sector
businesses. And so forth. In each case the share of employment in Elk River is compared
with that industry’s share of total employment state-wide.
Note that 75% of jobs in Elk River are in just seven industry sectors:
• Manufacturing
• Retail trade
• Educational services
• Public administration
• Health care and social assistance
• Construction
• Accommodation and food services
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These seven industry sectors comprise the core of Elk River’s economy.
Of the seven core industries, five are distinctively strong in Elk River compared with other
parts of the state. Those five industries are:
• Manufacturing
• Retail trade
• Educational services
• Public administration
• Construction
These five industries represent the unique strength of Elk River’s economy. And they
comprise 61% of all of its jobs. This business mix benefits Elk River. It is diverse, and it
includes three sectors that tend to provide well paying jobs—manufacturing, public
administration and construction. Additionally, manufacturing as the leading industry sector
sector in Elk River, benefits Elk River in that it is a basic industry. That means its products
are sold to customers outside of the area. Those revenues come in to Elk River
manufacturers, are paid to their employees, and recirculate through the local area.
Average Wages by Industry, Sherburne County, 2019
Average
Weekly Wage
Average
Annual Pay
Manufacturing $1,157 $60,163
Retail Trade $589 $30,624
Educational Services $489 $25,419
Public Administration $999 $51,964
Health Care and Social Assistance $786 $40,859
Construction $1,237 $64,342
Accommodation and Food Services $299 $15,538
Other Services (excluding public
administration) $434 $22,589
Transportation and Warehousing $865 $44,993
Management of Companies $2,202 $114,521
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A more complete inventory of Elk River’s industry sector mix is represented by the pie chart
below.
Source: U.S. Census Bureau, OnTheMap Application and LEHD Origin-Destination Employment Statistics
The following table provides a deeper additional analysis of Elk River’s industry mix. It lists
each of the city’s industry sectors starting with those which are most dominant in Elk River.
The ratio of the sector’s share of Elk River’s employment to the sector’s share of
Minnesota’s employment is called the location quotient. The manufacturing sector, for
example, comprises 16.1% of Elk River’s jobs, and only 11.2% of the state’s jobs. The
location quotient for the manufacturing sector is 1.43, because 16.1% ÷ 11.2% = 1.43.
When location quotients are higher than 1, that mean that the economic sector is an over-
represented industry sector in the local economy—which may represent a local economic
strength. The final column of the table takes the ratio of the current and past location
quotient to show whether the industry sector is strengthening or weakening over time. The
sector has strengthened as a component of the local economy if the change in location
quotient is higher than 1.0.
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Elk River Industry Mix - Location Quotient and Shift Share Analysis
Industry Sector
2017 2010
Location
Quotient
2017
Location
Quotient
2010
Change
in
Location
Quotient
Elk River Minnesota Elk
River Minnesota
Job
Count
Share
of All
Jobs
Job
Count
Share
of All
Jobs
Share
of All
Jobs
Share of
All Jobs
Manufacturing 1,891 16.1% 319,785 11.2% 11.7% 11.5% 1.43 1.02 1.40
Retail Trade 1,698 14.4% 287,652 10.1% 14.7% 10.8% 1.43 1.36 1.05
Educational Services 1,686 14.3% 266,547 9.4% 13.5% 9.7% 1.53 1.38 1.11
Public Administration 1,049 8.9% 125,567 4.4% 9.7% 4.6% 2.02 2.12 0.95
Health Care and Social
Assistance 1,019 8.7% 482,650 17.0% 18.0% 16.4% 0.51 1.10 0.47
Construction 832 7.1% 128,442 4.5% 3.8% 3.3% 1.57 1.13 1.39
Accommodation and Food
Services 767 6.5% 225,039 7.9% 4.1% 7.5% 0.82 0.54 1.53
Other Services (excluding Public
Administration) 536 4.6% 92,891 3.3% 5.4% 3.4% 1.40 1.58 0.88
Transportation and Warehousing 441 3.8% 83,825 2.9% 4.0% 2.6% 1.27 1.54 0.82
Management of Companies and
Enterprises 391 3.3% 84,362 3.0% 1.7% 3.8% 1.12 0.44 2.57
Professional, Scientific, and
Technical Services 351 3.0% 163,548 5.7% 2.3% 5.0% 0.52 0.45 1.14
Finance and Insurance 253 2.2% 138,793 4.9% 1.7% 5.0% 0.44 0.34 1.29
Administration & Support, Waste
Management and Remediation 243 2.1% 129,578 4.6% 3.8% 4.6% 0.45 0.83 0.54
Wholesale Trade 154 1.3% 133,538 4.7% 1.9% 4.9% 0.28 0.38 0.74
Utilities 106 0.9% 14,278 0.5% 0.5% 0.5% 1.80 0.89 2.02
Mining, Quarrying, and Oil and
Gas Extraction 93 0.8% 5,740 0.2% 0.5% 0.2% 3.92 2.62 1.50
Real Estate and Rental and
Leasing 89 0.8% 35,226 1.2% 0.6% 1.5% 0.61 0.37 1.64
Arts, Entertainment, and
Recreation 88 0.7% 51,657 1.8% 1.0% 1.7% 0.41 0.57 0.73
Information 51 0.4% 52,669 1.9% 1.3% 2.2% 0.23 0.57 0.41
Agriculture, Forestry, Fishing and
Hunting 20 0.2% 22,601 0.8% 0.1% 0.7% 0.21 0.10 2.11
Total 11,758 100% 2,844,388 100% 100% 100%
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The preceding information is summarized in the following table for Elk River’s top ten
industry sectors. Higher wage industry sectors are in bold.
Elk River’s Top Ten Industry Sectors
Strengthened
from 2010 to 2017
Had similar strength
from 2010 to 2017
Weakened
from 2010 to 2017
Over-represented in Elk River
economy compared with the
state economy
• Manufacturing
• Construction
• Retail Trade
• Education Services
• Public
Administration
• Other Services
(excluding public
administration)
• Transportation &
Warehousing
Similar share of Elk River
economy compared with the
state economy
• Management of
Companies
Under-represented in Elk River
economy compared with the
state economy
• Accommodation &
Food Services • Health Care & Social
Assistance
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EDA STRATEGIC PLAN 1
This analysis points to the value of continuing to foster the manufacturing sector in Elk
River. It indicates the benefit to Elk River of being the location of both Elk River and
Sherburne County offices. It suggests there may be value in understanding and fostering
the Elk River construction sector more intentionally. It raises the possibility that there may
be opportunity to solicit additional health care facilities in Elk River.
Development Trends
Much of Elk River’s development over the past decade has been in the form of housing
development. According to ESRI business analyst, Elk River had 8,542 housing units in
2010, and 9550 in 2020. Of that thousand new housing units, the great majority were
single family homes and townhomes.
The map below provides an overview of new development in Elk River. It locates all new
commercial development (which in real estate terminology includes multifamily rental
housing) that has been completed in Elk River since 2010, according to the records of
Costar, a real estate data provider. Two general occupancy apartments were developed in
2011 and 2014 near Elk River’s Northstar commuter rail station. Senior living facilities
were completed in 2017 and 2018 in west and central Elk River respectively.
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EDA STRATEGIC PLAN 2
Two industrial businesses built large new facilities, in 2014 and 2016. And three new retail
properties were developed.
Retail Market Context
From Highway 10 up to 198th Avenue, the Highway 169 corridor in Elk River offers an array
of businesses that provide an aggregate 2 million square feet of retail floor area. This retail
district is anchored by a Walmart store, and several grocery stores including Cub Foods
and Coborns. An additional 450 square feet of retail businesses are located along the
Highway 101 corridor just south of the Mississippi River, anchored by a Target Store.
These two highway oriented retail districts operate to some extent as a single destination
retail area. They were largely built out by 2010.
The closest competing highway oriented retail district to the Elk River/Otsego district is in
Rogers, with a distance of around 8 miles between the center of the two districts. The
highway oriented retail district in Rogers provides around 2.8 million square feet of retail
just on the north side of Interstate 94.
Because of the close proximity of a large highway oriented retail district in Rogers, the
trade area for the Elk River/Otsego retail district will be predominantly to the north of the
Mississippi River. The presence of competing Target and Walmart stores is one influence
on the trade area for a Target or Walmart anchored destination retail district. The map
below shows an approximate trade area for the Elk River/Otsego retail district.
Elk River/Otsego Highway Oriented Retail District – Approximate Retail Trade Area
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EDA STRATEGIC PLAN 3
The retail market has undergone a shock due to the Coronavirus pandemic. And its effects
have differed greatly between business types. A full recovery will take at least a couple of
years. In the meantime the pandemic will have shaped consumer preferences and habits
in ways that will be longlasting. One significant change may be a further shift away from
store-based retail to various retail delivery models. That may slow future new retail
development in Elk River for a time.
Residential Market Context
Residential development has not been sidelined by the pandemic in the same way as the
retail sector has. Owner occupied single family homes and townhomes will continue to be
in demand, bolstered by the quality of life investments that the City has been making.
Based on the 2015 Housing Needs Assessment, and our experience in similarly situated
cities, there will be an ongoing demand for a range of multifamily housing products in Elk
River. Developers of market rate apartments will be selective about location, seeking
areas with a strong set of locational amenities. Locations of interest may include sites near
downtown Elk River, or near the Mississippi River or other waterfronts. Such locations will
often require redevelopment of already developed properties. For that reason, and
because of the high cost of new construction, City financial support will generally be
required to make new multifamily development projects financially viable.
Industrial Market Context
Elk River has a lot to offer industrial businesses. It has excellent access to transportation
arteries to the north, south, east and west; an existing concentration of manufacturing
businesses; a high quality utility infrastructure including reliable municipal energy; and
access to a high quality workforce. For businesses and distributors that primarily serve the
Twin Cities Metro, however, there are numerous competing locations that are closer to their
customer base. With clear marketing, and improvements to the availability of development
sites, new industrial development should continue to occur at a measured pace.
Other Research
In addition to the investigations and findings detailed above, the Stantec team broadened
its understanding of the Elk River economic context, its needs and its opportunities through
a number of other avenues.
Elk River EDA. The EDA offered its perspectives and insights during an introduction
meeting and at the first EDA Workshop.
Focus Groups. Three focus groups were convened that focused on Manufacturing and
Industry, Downtown Elk River, and Real Estate and Development.
Peer city benchmarking. We identified Forest Lake, Oakdale and Chaska as peer cities.
For each city we conducted one to two very informative interviews that were two hours in
length to explore their management of economic development topics that are important in
Elk River. Elk River staff participated in interviews. Interviewees were:
SUMMARY OF RESEARCH AND RECOMMENDED STRATEGIES
EDA STRATEGIC PLAN 4
• Dan Undem, Assistant City Administrator, Forest Lake
• Nate Kabat, Assistant City Administrator, Chaska
• Bob Streetar, Community Development Director, Oakdale
Individual interviews. Individual interviews were conducted with the following people.
• Paul Erickson, Founder and former Executive Director of the National Sports
Center in Blaine. Mr. Erickson offered his expertise and insights on the potential for
sports tourism in Elk River.
• Tim Storey, real estate broker and hotel market specialist, Cushman Wakefield.
Mr. Storey provided his thoughts on the potential for hotel development in Elk River.
• Amy Lord, Career and Technical Training Coordinator, ISD 728. Ms. Lord was
interviewed about opportunities for deepening workforce training strategies in Elk
River.
Elk River Staff. Elk River staff have been readily responsive in providing information and
serving as a sounding board through the course of this study. They also served as tour
guides for an Elk River site visit to many of the locations that are discussed in this report.
Each of these additional points of input and perspective have been critical in shaping the
recommended strategies in the next section of this document.
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EDA STRATEGIC PLAN 5
PART 2:
RECOMMENDED STRATEGIES
SUMMARY OF RESEARCH AND RECOMMENDED STRATEGIES
EDA STRATEGIC PLAN 6
ECONOMIC DEVELOPMENT STRATEGIES
The research and analysis in the preceding section sets a foundation for considering a menu of
strategies for strengthening Elk River’s already healthy economic context. The proposed
strategies fall under 15 economic development topics, which are themselves grouped under six
general headings, as follows.
Highway 169 Redefine
1. Highway 169 Redefine
Business Attraction & Retention
2. Business Attraction
3. Land Availability
4. Target Industries
5. Business Retention & Expansion
6. Incentives for Business Attraction/Retention
Redevelopment & Catalyst Sites
7. Gravel Mining Area
8. Downtown Elk River
9. Great River Energy Site
10. Incentives for Redevelopment
Quality of Life
11. Downtown Quality of Life
12. Mississippi River Access
Tourism
13. Sports, Mountain Biking, & ERX Tourism
14. Hotel Development
COVID Economic Recovery Programs
15. COVID Economic Recovery Programs
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EDA STRATEGIC PLAN 7
HIGHWAY 169 REDEFINE
The redesign and reconstruction of Highway 169 through Elk River is a high priority for Elk
River and its EDA because it is underway and it will have significant economic, quality of life,
and visual impacts on the City.
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EDA STRATEGIC PLAN 8
1. STRATEGY: HIGHWAY 169 REDEFINE
The reconstruction of Highway 169 raises concerns and presents opportunities. In the
short run it will present challenges for highway oriented businesses, with additional barriers
to access. In the long run the reconstruction will relieve traffic congestion that has itself
been an impediment to business success. It will make some properties along the freeway
more desirable for new development and redevelopment. And it will provide an opportunity
for enhancements that can contribute to Elk River’s branding.
Cities can impact highway design in ways that a) add artistic elements, distinctive features
or branding, b) ensure adequate wayfinding to highway oriented businesses and downtown
areas, c) maintain access to businesses during construction. The images below are taken
from highway redevelopment projects, and demonstrate construction enhancements that
have been done in other cities.
It would be timely for the City to engage substantively with the 169 Redefine project
planning in new ways to ensure that impacts to businesses are being mitigated, and
potential opportunities for City branding and beautification are part of the conversation.
I-35E Noise Wall, Vadnais Heights Burnsville Parkway Bridge, Burnsville
Strategies/Actions
1a. Prepare and implement a City advocacy strategy for the 169 Redefine project. It
should include a constructive statement of Elk River’s aspirations for desired
outcomes from the project, including elements such as signage to downtown Elk
River and enhancements that add distinctiveness to Elk River’s northern gateway.
It should note the importance of mitigating impacts to existing businesses, and of
providing effective temporary wayfinding and physical access. The strategy
would map out an action plan for sustained advocacy throughout the duration of
the project.
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EDA STRATEGIC PLAN 9
BUSINESS ATTRACTION & RETENTION
Business attraction and retention is a core area of responsibility for the local government’s
economic development function. Through this project’s Request for Proposal, and
conversations with staff and EDA members, some important strategic questions were raised
that fall within this overarching topic.
• Are the target industries that have been the focus of business recruitment still
appropriate?
• How are the limitations in land availability affecting business attraction, and how might
the supply of land be opened up?
• How effective and appropriate are Elk River’s use of incentives for attracting new
business development?
The strategies that follow address these questions and others, and provide a review of the
City’s business attraction and retention practices generally.
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2. BUSINESS ATTRACTION
Elk River is active in marketing itself for business development. Its website and marketing
materials are attractive. The website provides a good menu of resources that may be of
interest to a new business or site selector. City staff regularly field calls from businesses
and site selectors who are exploring development or starting a business in the City. Staff
attends trade shows that build relevant connections and relationships.
Elk River offers a rich cluster of strategic advantages that can be touted. These include its
central location at a transportation crossroads, its reliable utility infrastructure, its tradition
of manufacturing, its high design standards for new development, and the workforce
development linkages that it promotes with local businesses.
The high quality design standards that pertain to new industrial development in the
Northstar Business Park are understood to make development too expensive for certain
kinds of businesses. But it is attractive to businesses who want to develop a facility where
their quality of development will be matched—because that protects their image and it
protects the value of their investment. Businesses that require a lower standard of
development can be accommodated in alternative Elk River locations.
Acknowledging the overall quality of Elk River’s marketing materials, an area of
improvement would be to make sure that the core strengths of an Elk River business
location come through consistently and clearly in every publication. Those strengths—
most importantly its transportation connectedness, the quality of the local utility
infrastructure, and its concentration of high quality manufacturers—are defining assets of
an Elk River location, and should be repeatedly called out in the City’s marketing materials.
A City’s reputation for being business friendly really matters to prospective new business
development. From our conversations we gathered that Elk River is recovering from some
negative perceptions in the past. That recovery process takes time, and needs to continue.
Note that cities can have high development standards and still be business friendly if
requirements are transparent, processes are streamlined, and staff is service-oriented in
helping businesses negotiate the processes.
Strategies/Actions
2a. Continuing the present array of marketing and networking activities to attract new
business investment and development.
2b. Continue conveying a customer service orientation to the City’s business community,
and making continuous quality improvements to City development processes
2c. Sharpen the message about Elk River strengths, and make that prominent and
repetitive in marketing and communications materials.
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EDA STRATEGIC PLAN 11
3. LAND AVAILABILITY
The availability of land is a key factor in attracting new industrial development, as is the
readiness of the land for development. The City of Elk River owns two sites in its Northstar
Business Park, a 4-acre parcel and a 12 acre parcel. Additional land for new industrial
development is in short supply, as are large sites suitable for industrial development. Two
locations have been discussed for future industrial development. 1) Some of the reclaimed
land in the City’s gravel mining area can be guided for industrial development, but that will
have to wait until the completion of mining in certain areas. 2) Cargill has abundant land
holdings along and near 165th Avenue NW, some of which is not currently utilized and
would be well suited to industrial development. Elk River staff have not had recent
conversations with decision makers at
Cargill to discuss Cargill’s plans for this
land.
Strategies for teeing up land for industrial
development was a topic of conversation in
our peer cities interviews. Economic
development leadership in Oakdale and
Chaska had successful track records in
establishing an industrial development
pipeline in local industrial parks. They had
different philosophies regarding whether
cities should take ownership of land. But
they agreed on core elements of how to
make development parcels ready to go, and
thereby increase the attractiveness of their
industrial parks.
Land, with the support of the land owner,
should be master-planned with road layouts
and conceptual parcels that meet the needs
of today’s industrial development market. It
should be zoned appropriately. The
availability of utilities should be ensured.
Decisions should be made concerning how
road and utility costs will be shared between
the developer and the City. A map of the
business park, that clearly indicates
development parcels, should be created to
convey the availability of land and an
organized municipality. (An example of
such a map, in North Mankato, is at left.)
Strategies/Actions
3a. Develop business park site maps for future and existing industrial parks to include in
materials for site selectors, interested businesses and developers.
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EDA STRATEGIC PLAN 12
3b. As new industrial land comes online, engage in master planning and related activities
that increase the readiness of the land for development, and include the availability of
large industrial lots.
3c. Make a creative push for engaging with Cargill about their plans for their Elk River
property. The conversation can encompass learning about Cargill’s plans and
intentions, the potential of making their land available for industrial development, and
their interest in collaborating with Elk River on fostering synergistic food-related
enterprises in the area or in Elk River more broadly. Stantec has made contact with
Government Affairs staff at Cargill, and they have expressed interest in meeting with
the City to discuss respective interests and future opportunities for collaboration.
3d. As the visions for early phases of the Gravel Mining area are updated, consider
guiding some of that land for industrial park development.
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EDA STRATEGIC PLAN 13
4. TARGET INDUSTRIES
The City of Elk River benefits from having identified target industries as a focus for its
industrial recruitment. It may welcome a broad range of industrial businesses that
contribute to the City’s tax base and meet its standards for high quality appearance, but
having identified target industries provides a focus to its outreach efforts. If those
industries align with Elk River’s comparative advantages, they also contribute to the City’s
marketing about what is special about the City’s economic development context. The
City’s existing target industries are medical device manufacturing, light manufacturing,
energy, and data centers.
In our interviews we heard a concern from a medical device manufacturer that the skilled
workforce for that industry may already be a little stretched locally, so attracting similar
businesses to the area may create issues of workforce depth. That argues for broadening
the target industry beyond its current medical specialization.
We suggest the following targets because they reinforce messaging about the key
comparative advantages that Elk River offers.
• Precision or high-skill manufacturing. This is a little broader than medical
device manufacturing. It reinforces the existing manufacturing ecosystem in Elk
River, including its attention to workforce development, and sets an ambitious tone
for the City’s aspirations. Precision manufacturers require stable, reliable energy
which Elk River offers.
• Companies with statewide or regional customer bases. This reinforces the fact
that Elk River is situated at a transportation crossroads, and in fact has outstanding
access to greater Minnesota, and especially northern Minnesota.
• Data centers. Identifying this as a target industry reinforces messages about the
quality and reliability of Elk River’s electrical utility.
The health care and social assistance sector emerged from the industry sector analysis as
a business sector that has a lighter than average presence in Elk River. Health care and
social assistance jobs are less than 9% of Elk River’s job base, but around 17% of the jobs
of the state as a whole. That suggests that Elk River residents may be underserved by
health care providers, and that health care providers may see an opportunity in expanding
into Elk River. Moreover, the jobs in this sector tend to be medium to high wage jobs. The
Stantec team did not conduct research on the potential for attracting additional health care
providers to the City. But because of the positive impacts associated with health care jobs,
that is a possibility worth exploring.
Strategies/Actions
4a. Update the target industries list in a way that reinforces key messages about Elk
River's strategic advantages. Recommended target industries are: a) Precision or
high-skill manufacturing, b) Companies with statewide or regional customer bases, c)
Data centers
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EDA STRATEGIC PLAN 14
4b. Continue promoting the City for target industry attraction with site selectors, through
attendance at trade shows, etc.
4c. Explore the opportunity for attracting additional health care development in Elk River.
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EDA STRATEGIC PLAN 15
5. BUSINESS RETENTION AND EXPANSION
The business visitation program is a core activity in the City’s effort to retain its existing
businesses and support their expansion—and by all accounts it is going well. A couple of
visits are conducted each month. They encompass a formal survey, informal conversation
and facility tours. Many of the visits are with newly established businesses, which provides
an opportunity to ask about how City processes went, and to see if there are other ways
that economic development staff can support the business. Amy Lord, the Career and
Technical Training Coordinator from ISD 728, often participates in the meeting, bringing a
focus on the workforce training needs of the business.
The business survey has been another important resource for understanding the needs of
the business community.
A small business owner has to have a broad range of skills in order to run a successful
business, but they are inevitably better at some things and less skilled at others. Technical
assistance for businesses helps to fill in the information, training and skills gaps for small
business owners in areas such as business planning, marketing, accounting, or human
resources. This can be a lifeline for small businesses. Technical assistance providers may
also be able to offer loans to meet certain business needs. Many cities partner with
technical assistance providers to offer these services. Elk River does not currently contract
with a technical assistance provider.
The construction sector emerged from the sector analysis as a locally important industry
sector. Elk River’s construction sector outperforms the state of Minnesota in terms of its
share of Elk River’s jobs, and that share has grown over the past decade. Additionally,
jobs in the construction sector are typically living wage jobs. Although we are not
recommending that construction companies be included in the target industries list, these
businesses play an important role in Elk River’s economy and for that reason are a
category of business that deserves attention and support through the City’s business
visitation program, to stay apprised of the industry and informed about how the City can
support it.
An additional need of the area’s business communities, as identified by Elk River’s
Manufacturing and Industry focus group, and as is common to rural cities across the state,
is the need for affordable housing, and for multifamily housing options more generally. The
lack of these housing options can be an impediment to recruiting qualified workers for a job
at a local business.
Strategies/Actions
5a. Continue the business visitation program with an emphasis on strategically important
businesses (including manufacturing and construction businesses) and newly
established businesses
5b. Survey the business community annually as a follow-up to the recent business survey
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EDA STRATEGIC PLAN 16
5c. Consider contracting with a technical assistance provider (like MCCD’s Open to
Business program) to make additional technical support services available to local
businesses
5d. Look for opportunities to build and preserve multifamily and affordable housing
options in Elk River
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EDA STRATEGIC PLAN 17
6. INCENTIVES FOR BUSINESS ATTRACTION/RETENTION
For better or worse, public financial incentives that are offered to new industrial
developments are a factor in their locational decisions. Having said that, incentives are
usually not the overriding factor for a locational decision, because the fundamental
strengths and weaknesses of a location have a greater impact on the long-run success of a
business.
Elk River has utilized a broad set of incentives to attract new business development, but for
new development on previously undeveloped land, tax abatement has been the most
important source of financial support—as is true for many similar cities.
When Elk River provides tax abatement for new facility development, it benefits from the
practice of Sherburne County to match its abatement with a comparable abatement of
county property taxes. That essentially doubles the impact of Elk River tax abatement
decisions.
The level of incentive provided to a development is subject to negotiation between the City
and the developer. Some cities establish clear policies relative to the level of tax
abatement they will provide, which simplifies communication and reduces the time involved
in negotiation. Chaska is an example of that, as we learned in our peer city interview with
Assistant City Administrator Nate Kabat. The City offers new businesses/expansion tax
abatement for a total of three times the annual total of new property taxes generated. The
City of Elk River could also establish policies that provide for a certain level of tax
abatement for target industries and a different set for other industrial development. We see
a benefit to Elk River in establishing a policy that sets an attractive yet reasonable level of
tax abatement support that is available, and in so doing reduces the negotiation that is
required for determining the level of incentives for any given business applicant.
The Business Microloan program has a number of subprograms, some of which have been
seldom utilized. A review of little used programs could result in allowing some to expire. In
other cases the subprogram may require additional resources to be useful to its intended
recipients.
Strategies/Actions
6a. Establish a tax abatement policy that sets a standard for the amount of tax abatement
the City will provide for business attraction.
6b. Reevaluate the subprograms encompassed under the Business Microloan program,
and determine whether underutilized programs should be eliminated or retooled.
6c. Increase marketing for the newly adopted Energy Incentive Program to increase its
visibility and utilization.
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EDA STRATEGIC PLAN 18
REDEVELOPMENT AND CATALYST SITES
Elk River has some significant areas that are conducive to new development and
redevelopment in the future. The consultant team focused our attention on three of them.
They are:
• The gravel mining area
• Downtown Elk River
• The Highway 10 Great River Energy property
We evaluated the plans for these areas for their sufficiency in guiding development,
addressing challenges to development and articulating appropriate implementation strategies.
Elk River has also requested guidance concerning the City’s use of incentives to support
redevelopment.
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EDA STRATEGIC PLAN 19
7. GRAVEL MINING AREA
A large amount of land will be reclaimed for development in northern Elk River as gravel
mining operations are completed. That will occur in phases. In 2015, when the Gravel
Mining Area Land Use, Transportation, and Utility Plan (Gravel Mining Plan) was adopted,
some parts of the gravel mining area were expected to be available for redevelopment by
2020. Mining would cease in other parts of
the area over a 20+ year period.
As of late 2020, land has not yet been
reclaimed and made available for
redevelopment in any part of the gravel
mining area. And the timeline outlined in
2015 has not to our knowledge been
updated by the mining operators.
The consultant team has reviewed the 2015
Gravel Mining Plan. It is thorough and
provides appropriate guidance, with a
primarily engineering focus. The vision for
future development that it offers was
reasonable when it was adopted, but the
market for new development has undergone
significant change since that time. The
needs of the City may have changed as
well. A specific concern of the consultant
team is that the amount of retail land that is
proposed may exceed the demand for new
retail.
Because of these considerations, we would
recommend a fresh look at the development
vision when the opportunity for development
is becoming imminent. An updated plan
should evaluate current retail demand, and
it should reflect an updated sense of the
City’s need for housing and industrial land.
With that update, the City can also take additional implementation steps that will support
the attraction of high quality development to the site. A master plan of the area can be
developed based on the updated vision, which would include a more detailed street grid,
and conceptual platting. Zoning should be changed to reflect the master plan. And
planning for the provision of street and utility infrastructure can be advanced.
Strategies/Actions
7a. In collaboration with the gravel mining company, update the phasing plan for
completion of mining activities
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EDA STRATEGIC PLAN 20
7b. At around 3 years from when the first phase of land will be ready for redevelopment,
undertake a set of actions that set the stage for attracting new development
o Update the development vision to reflect current market demand and needs
for retail, housing and industrial land
o Create a detailed master plan that includes a concept for local roads and
platting
o In the area identified as Phase I of land reclamation and development, take City
actions that commit to extending Proctor Road NW as proposed, and extending
water and sewer services
o Prepare cost estimates for roadway and utilities, and determine cost sharing
approach with developers
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EDA STRATEGIC PLAN 21
8. DOWNTOWN ELK RIVER
Downtown Elk River is a traditional storefront business district that has retained its integrity
and architectural character. Building facades have been by and large maintained, and the
district has been enhanced by new public space connecting it to the Mississippi riverfront.
As an event and civic
gathering place it makes a
really important contribution
to Elk River’s quality of life.
As a location for new
development, the City’s
vision is less clear. There is
developer interest in
Downtown Elk River, as one
of the premier addresses in
the City. But there seem to
be different views about the
desirability and character of
additional development
downtown. And there are
valid concerns about
impacts to downtown related
to traffic congestion and the
availability of parking.
The plan for Downtown Elk
River is called Mississippi
Connections
Redevelopment Framework (Mississippi Connections). It was adopted in 2012.
Mississippi Connections captures the City's hopes and goals related to the downtown area,
and set the stage for some important implementation actions. However, it does not provide
guidance for key aspects of downtown Elk River’s future. It doesn’t identify development
opportunity sites, or provide the traffic and parking analysis that would address community
concerns proactively so as to take the burden of analysis off of individual developers.
Our experience has led us to value new development in the areas in and around traditional
storefront districts because of the vibrancy they add, the activation of street life, and the
economic support they provide to downtown businesses. Perhaps the business district will
continue to thrive based primarily on destination customers. But it is an uncertain time for
retail businesses and restaurants. And the addition of housing density in walking distance
of downtown businesses would add an important additional pedestrian-oriented submarket
for local businesses. We believe that additional opportunities for development in and near
downtown Elk River exist, and such development would add vibrancy to the downtown
area.
Having said that, there certainly are reasons to be cautious about new development in and
near downtown Elk River. Done poorly, new downtown development could fail to activate
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EDA STRATEGIC PLAN 22
the pedestrian realm, and it could be less compatible with existing development than would
be desired. Clear development guidelines are needed to ensure that new development
makes a full contribution to downtown vibrancy, and is compatible with existing
development.
We believe it benefits Elk River to update its downtown plan to build consensus around
how downtown development can benefit the City, and to proactively address concerns
about parking and traffic.
Strategies/Actions
8a. Create a plan for downtown Elk River that honors its special role in Elk River, explores
the potential for new development, further strengthens its connections to and along
the River, and addresses concerns about parking constraints and traffic congestion.
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EDA STRATEGIC PLAN 23
9. GREAT RIVER ENERGY SITE
The decommissioned Great River Energy site on Highway 10 has outstanding development
potential that may not be realized without near-term action to assess the opportunity it
represents, and put guidance in place to realize its potential.
The site on Highway 10 just north of the Highway 169 interchange, 17845 US-10, if
positioned properly, may be the most attractive development location in Elk River currently.
It is a very large property, offering flexibility in terms of site layout and mix of uses. It has
views of and proximity to the
Mississippi River on the
west. It is centrally located
in Elk River, close to
downtown, and conveniently
close to a destination retail
district on the east. We
imagine the frontage along
Highway 10 to be highly
attractive for multifamily
housing development.
In the absence of
investigating its
development potential, and
making appropriate
adjustments to development
guidance, there is a risk of
underdevelopment and
missed opportunity.
Strategies/Actions
9a. Create an implementation-oriented redevelopment plan for the US-10 Great River
Energy property that takes into consideration current market conditions, the
perspectives of the development community, and the potential for connections to
downtown and the FAST area.
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EDA STRATEGIC PLAN 24
10. INCENTIVES FOR REDEVELOPMENT
Redevelopment projects will typically require public sector financial support in all but the
strongest market locations. This financial support is offset by the benefits that
developments bring to local communities. They may provide housing formats that are
needed, or add ground floor retail businesses. They may contribute activity and streetlife,
remediate a site that was past its prime, and meet other identified public goals. They are
generally speaking also beneficial in the long run from a public financial perspective—
providing years of additional property tax revenues after the incentive amount has been
recouped.
The general need for and appropriate use of incentives for redevelopment was reinforced
in our peer city interviews. Public financial support was required for most if not all
redevelopment in Oakdale, Forest Lake and Chaska. Public financial support was also
required for most new multifamily housing development.
In Minnesota, the predominant form of financial subsidy for such projects is tax increment
financing (TIF) where that is viable. TIF has two important benefits. First, it doesn’t come
at the expense of other city budget items. It consists entirely of future property tax
revenues, which are returned to the developer or developer’s lender for a certain number of
years. Second, the City’s share of foregone property tax revenues are matched by the
contribution of county and school district property tax revenues. That is a differentiator in
comparison to tax abatement, because City tax abatement actions are only matched by the
county and school district if they also explicitly take that action.
The concern about over-enriching a developer by awarding TIF financing can be mitigated
by having the TIF request analyzed by the City’s financial advisor.
Strategies/Actions
10a. Update the City's tax increment financing policy statements to support its use for any
redevelopment project, housing project, or mixed use project that is consistent with
City plans and policies
10b. Utilize the City's financial advisor to ensure that tax increment financing is scaled to
the genuine needs of the project
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EDA STRATEGIC PLAN 25
QUALITY OF LIFE
The City of Elk River has placed a clear emphasis on enhancing its amenities to support a
high quality of life for its residents. Active Elk River is a clear current demonstration of that. It
is enlightened and far-reaching, resulting in improvements to parks, recreation and community
spaces.
Beyond adding to the enjoyment and health of residents, quality of life investments are
economic development strategies. They contribute to the economic vitality of the City. They
have marketing value for attracting new residents and population growth. And many
businesses prefer to locate in locations with a positive community identity, and where there is
an educated and capable workforce.
Elk River’s EDA may not be the lead entity for advancing quality of life strategies, but the EDA
does play a role in advocating for the economic competitiveness of Elk River in a broader
sense. For that reason we’ve highlighted the importance of quality of life considerations, and
highlighted a couple of specific quality of life strategies related to downtown Elk River and its
Mississippi River riverfront.
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EDA STRATEGIC PLAN 26
11. DOWNTOWN QUALITY OF LIFE
Development and development planning for downtown Elk River was discussed above.
This section recognizes the importance of the multiple strategies associated with activating
and enlivening downtown. That encompasses strategies such as marketing, branding and
communications, facade improvements and streetscaping, and event programming. The
property owners and businesses in a storefront business district often provides leadership
for these kinds of activity, and research shows that the organizational energy and capacity
of that business group makes a pivotal difference in how effectively the district is branded
and activated.
Programs of this kind can be affiliated with
an umbrella organization and structure,
such as the National Main Streets
program. Or they can be independent,
drawing ideas from any number of
examples, and from their own inspiration.
Downtown Elk River has done very well.
With support from the City and local
businesses it has remained attractive, has
built a beautiful public space at its heart
that connects to the river, and hosts
numerous festivals and events.
In our focus group and other conversations
we learned that the businesses vary in
terms of the sufficiency of their customer
support, and some of the older buildings
are due for significant rehabilitation if they
are to continue to be viable into the future.
We recommend consideration of creating a
downtown special service district.
Downtown Elk River is certainly significant
enough to warrant one. From the City
perspective that would add an organized
partner and downtown advocate that is focused entirely on downtown Elk River. From the
perspective of the business community, it is a form of self-organizing that gives the
business community a clear voice and greater ability to weigh in on the investments and
activities they feel are most beneficial to downtown. It also ensures that the contributions
of the business community to district enhancements, marketing and events are shared
more equally. The levy level can be proposed by the business community itself at a level
that will result in majority support for the levy.
Strategies/Actions
11a. Continue downtown Elk River’s successful marketing and events
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EDA STRATEGIC PLAN 27
11b. Continue providing funding for building rehabilitation and facade improvements,
making adjustments to resources and partnering strategies in order to meet real world
needs.
11c. Work with property and business owners to establish a downtown special services
district (SSD) to create new capacity and energy for downtown's image, marketing
and events. Collaborate with the SSD in the maintenance and improvement of
downtown, and the administration of downtown's programmatic activities.
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EDA STRATEGIC PLAN 28
12. MISSISSIPPI RIVER ACCESS
For all of its commitment to quality of life investments, including the development of the
beautiful riverfront plaza space in downtown Elk River, there is opportunity for improving
the City’s access to its
riverfront. Elk River has a
trail plan that includes
extending trails along the
river in both directions from
downtown Elk River. Trails
along the Mississippi
Riverfront would be highly
popular, and if the
experience of other cities is
a guide they will be heavily
utilized.
From a real estate
perspective, water access
and trails spur development.
There are few amenities that
are more attractive than
water proximity, and the
availability of trail systems, and Mississippi River trails connecting to downtown would
extend the development value of downtown Elk River to locations upstream and
downstream.
As a specific example, a trail downstream and south from downtown Elk River would
enhance the value and attractiveness of the already strong Great River Energy site on
Highway 10. If extended further to the south of Highway 101 it would also provide
additional value and attractiveness to riverfront properties south of the Highway 101 bridge,
including the vacant automobile sales lot on Zane Street.
Another way to increase the relationship of Elk River to the river would be to explore how
some of the existing or future downtown development could be positioned to improve its
orientation toward the Mississippi River.
Strategies/Actions
12a. Continue building out the City's trail system along the Mississippi River, with a priority
on trails connecting downtown Elk River to locations upstream and downstream of
downtown.
12b. As part of an updated downtown development plan, explore ways to increase the
orientation of some downtown businesses and development toward the river.
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EDA STRATEGIC PLAN 29
TOURISM
Tourism strategies are valued from an economic development perspective because they bring
visitor expenditures into the local economy. The Elk River EDA and its staff have identified a
set of amenities that have potential for being marketed more broadly and enhancing tourism in
Elk River. They have also observed that the limited number of hotel options is a constraint for
attracting overnight visitors to Elk River.
The two strategies in this section focus on a) the tourism potential related to Elk River’s sports
infrastructure, its mountain biking trails, and the ERX facility, and b) the potential for attracting
additional hotel development in Elk River.
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EDA STRATEGIC PLAN 30
13. SPORTS, MOUNTAIN BIKING AND ERX TOURISM
Elk River’s EDA and economic development staff is well aware that the attractiveness of
City amenities draws visitors from well beyond its borders. The question it has asked as
part of this study is:
• Can the attractiveness of its sports facilities and parks and ERX events be further
leveraged to create an expanded economic impact from tourism to Elk River?
Because these three amenities attract a different visitor pool, and operate in different
competitive contexts, an individual analysis is required for each in order to fully answer the
research question. While it wasn’t possible to give full consideration to all three of these
opportunities, we did dedicate time to sports tourism research, and that included
connecting with one of the premier sports tourism experts in Minnesota. This research also
provides perspectives that are relevant to the other two tourism focus areas.
Sports tourism. The quality and number of sports venues in Elk River is enjoyed locally
and could plausibly be leveraged to attract additional sports events and foster sports
tourism. Topical research on sports tourism yielded the following information, summarized
from Sports Tourism: State of the Industry Report.
• Nearly 180 million people traveled to a sports event in
the U.S. in 2019 either as a participant or spectator, which
generated 69 million room nights.
• Sports travelers, event organizers, and venues spent
$45.1 billion in 2019, which generated $103.3 billion in
business sales when including indirect and induced
impacts.
• A total of 739,386 jobs were sustained by sports
tourism in 2019. This included 410,762 direct and 328,624
indirect and induced jobs.
• Sports tourism generated $14.6 billion in tax revenues
in 2019, with $6.8 billion accruing to state and local
governments.
• An estimated 54% of all sports travelers spent the night in the event destination, which
generated 69 million room nights in 2019.
When Elk River sports venues are mapped out and compared to neighboring cities, it can
be observed that Elk River offers more high quality baseball diamonds, softball diamonds
and ice sheets than any other cities between the Twin Cities Metro and St. Cloud. A
challenge the city faces, however, is that the City is not far enough away from the Twin
Cities Metro and St. Cloud that sports participants and spectators from those cities are
likely to want to spend the night in Elk River. They may purchase gas in Elk River or go out
during or after the event to a bar or restaurant, but the economic impact of those purchases
are limited when they don’t involve an overnight stay.
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To bring more information and insight to this question, the consultant team reached out to
Paul Erickson, the founder and longstanding former Executive Director of the Minnesota
Sports Center in Blaine, to get his perspective and insights on the potential of sports
tourism in Elk River. (Mr. Erickson has also consulted with other cities in Minnesota
concerning about their potential for attracting sports tourism, and worked with them on
developing the organizational infrastructure for doing that.) We provided him with our
research on the inventory of Elk River sports venues and how that compares with
neighboring cities. Mr. Erickson provided the following observations.
• Elk River has a good reputation as a quality growing community with many new
facilities.
• Elk River has an excellent reputation in producing certain quality sports programs,
including ice hockey.
• Elk River has a limited history of creating and hosting large amateur sports events.
• Of the top eight amateur sports, it appears that the Elk River region may only have
multiple fields to support major softball and baseball events. (Note that stand-alone
4 field softball complexes and 2-sheet ice arena complexes are fairly commonplace
in Minnesota.)
• Due to Elk River’s proximity to the Twin Cities region, most sports visitors from the
metro area would not stay overnight in a local hotel and may not eat any meals in
Elk River restaurants. Economic Impact from sports is derived primarily from
overnight stays and restaurants.
Given these observations, there doesn’t seem to be a high likelihood of achieving a
significantly greater economic impact from sports tourism. Having said that, there is
certainly value in a set of activities that may require a lower level of effort. Those include
using the events at Elk River’s premier facilities as a marketing focus for the City, and
exploring ways of cross-marketing city restaurants, stores and events to the users of the
City’s sports venues.
Mountain biking tourism. The tourism potential of mountain biking in Elk River is subject
to many of the same considerations as sports tourism. There is no disputing that Elk River
has high quality trails for mountain biking. But major mountain biking events are limited.
The Minnesota Mountain Bike Series, for example, consists of ten events in ten different
cities. It would certainly benefit Elk River to be on that circuit as often as possible, but it
doesn’t appear that there are many such large-scale events for the state’s mountain bike
community. Moreover, the tourism benefit of attracting mountain bike visitors to Elk River
is limited by the same expectation as sports tourists—that most visitors will not combine
their visit with an overnight stay in Elk River.
The economic development opportunity seems to be in marketing the quality of the trails in
Elk River, and in publicizing any major events that happen locally.
ERX tourism. ERX is a known tourist attraction with a steady stream of events.
Undoubtedly some the event attendees are staying overnight in Elk River, although again
most will not. There is an economic benefit to capitalizing on ERX events by drawing
SUMMARY OF RESEARCH AND RECOMMENDED STRATEGIES
EDA STRATEGIC PLAN 32
media attention to them. And there may be unrealized opportunities to cross-market Elk
River’s retailers and other events to ERX attendees.
Strategies/Actions
13a. Explore methods for cross-marketing Elk River’s stores, restaurants, and
complementary events to visitors, participants, spectators and attendees of Elk River’s
sports events, mountain biking courses, and ERX events.
13b. Solicit news coverage and other publicity for the broad range of events that are hosted
in Elk River, and the quality of its parks, facilities and event venues.
SUMMARY OF RESEARCH AND RECOMMENDED STRATEGIES
EDA STRATEGIC PLAN 33
14. HOTEL DEVELOPMENT
The limited options for hotel stays in Elk River was noted by the EDA and staff as a
limitation in attracting tourists. It was also noted as a limitation by a local business owner
for hosting business relationship while they are in town.
Elk River only has one
nationally branded hotel—
the three story, 77-room
Country Inn and Suites near
Highway 169 and School
Street, built in 1997.
Another hotel—a four story,
125-room Holiday Inn, is
located right across the river
in Otsego and also serves
visitors to Elk River. Both
are offering room rates
currently at around $79 per
night, although in all
likelihood that’s heavily discounted because of the pandemic.
Our understanding of Elk River’s development landscape leads us to believe that there are
strong potential locations for an additional hotel. For a quick perspective on market
demand for new hotel development we contacted Tim Storey—a real estate broker at
Cushman Wakefield who specializes in hotel development—to talk about the prospects of
attracting an additional hotel in Elk River. Mr. Storey made the following observations.
• It’s obviously a challenging time. The entire industry is stressed by the decline in
hotel occupancy. Lots of hotels are exploring conversion to apartments, or are
working on debt restructuring.
• The Holiday Inn in Otsego has been for sale for a while, which may not bode well
for adding a hotel to the area.
• A new hotel would not be a high amenity hotel. A smaller property with streamlined
amenities might be a possibility, if it has a strong location.
Cushman Wakefield and other brokerages could do further research on hotel viability in Elk
River, and help to market a site to potentially interested hotel chains. But that’s a project
that wouldn’t make sense until the dust settles on the currently challenging hotel economy.
The value of having an additional hotel option should also be borne in mind as planning
occurs for parts of Elk River that may be good hotel locations—including downtown Elk
River and the Great River Energy site.
SUMMARY OF RESEARCH AND RECOMMENDED STRATEGIES
EDA STRATEGIC PLAN 34
Strategies/Actions
14a. Identify opportunities for hotel development in future small area plans
14b. Consider a standalone hotel market study, after the hotel economy has recovered,
which would offer deeper analysis of the market demand for a new hotel in Elk River,
and the hotel brands that may be attracted to potential Elk River hotel locations.
SUMMARY OF RESEARCH AND RECOMMENDED STRATEGIES
EDA STRATEGIC PLAN 35
COVID ECONOMIC RECOVERY PROGRAMS
COVID has had tremendous impacts on many small businesses. For some, the financial
stress that they’ve experienced will go on for some time. Local government can play a role in
providing support.
We foresee the likelihood that a federal infrastructure bill will be passed in 2021 with the
purpose of stimulating economic recovery. Preparing one or more projects so they are ready
to go would increase the likelihood that an Elk River project is awarded funds.
SUMMARY OF RESEARCH AND RECOMMENDED STRATEGIES
EDA STRATEGIC PLAN 36
15. COVID ECONOMIC RECOVERY PROGRAMS
A primary concern of local governments and communities has been the impact of the
COVID pandemic on local businesses. Many local stores, service providers, bars and
restaurants have experienced greatly reduced sales,
have had to close temporarily, or have gone out of
business. Elk River was prompt in taking proactive
steps in support of its business community through a
program to promote shopping locally, called “Together
Elk River”, and through its COVID-19 Small Business
Emergency Microloan Program.
As the business impacts of the COVID pandemic
continue, renewed efforts or additional steps could
make a difference to local businesses. Six common
forms of municipal support for local businesses are in
the sidebar at right.
Congress has considered but not passed an infrastructure bill in recent years. An
infrastructure bill is likely to be considered again in 2021, with the additional focus of
providing economic stimulus to the country. When an infrastructure stimulus bill was
adopted during the Great Recession, projects needed to be ready to go in order to receive
funds.
If there are infrastructure improvements that the City has been contemplating in its road,
trail or utility systems, it may benefit the City to be proactive in making selected projects
“shovel ready” in the event that federal funds for that purpose become available. That may
entail steps such as completion of conceptual design and engineering.
Strategies/Actions
15a. As COVID pandemic impacts on local businesses continue, consider taking additional
supportive actions.
15b. Set the stage for receiving potential 2021 stimulus or infrastructure funding by
preparing one or more shovel-ready infrastructure projects.
COVID Business Support Strategies in
Minnesota Cities
• Information clearinghouse/exchange.
• Small business relief programs.
• Technical assistance.
• Reducing financial and procedural burdens.
• Shop-Local campaigns.
• Facilitating outdoor space for businesses.
Click here for additional information
SUMMARY OF RESEARCH AND RECOMMENDED STRATEGIES
EDA STRATEGIC PLAN 37
PART 3:
FUNDING STRATEGIES
Elk River Funding Strategies
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Potential Funding Sources
Overview
There are a number of federal, state and foundation funding programs that appear to be good fits for the
various recommended strategies in this EDA Strategic Plan. A full list of the programs, categorized by project
type, is presented in a table that follows this memorandum. Below are a few of the best fits for the overarching
strategies of Highway 169 Redefine Enhancements, Industrial Park Infrastructure, Redevelopment, Outdoor
Recreation, and Housing.
HIGHWAY 169 REDEFINE ENHANCEMENTS
Minnesota Department of Employment and Economic Development (DEED), Transportation Economic
Development Infrastructure – For road and public infrastructure projects that create jobs and support
economic development.
Eligible Applicants:
Governmental units as defined by state law.
Eligible Activities:
• Money in the program shall not be used on trunk highway improvements but can be used for needed
infrastructure improvements and nontrunk highway improvements in coordination with trunk highway
improvement projects undertaken by the Department of Transportation.
• Predesign, design, acquisition of land, construction, reconstruction, and infrastructure improvements that
will promote economic development, increase employment, and improve transportation systems to
accommodate private investment and job creation.
Max Grant:
No maximum, but funding is often limited; so in practice the maximum is <$5 million if not closer to $1-2million.
Deadline:
Recently received funding from the 2020 Minnesota Bonding Bill. DEED anticipates a summer 2021 solicitation.
Assessment / Next Steps
Good fit for non-Trunk Highway infrastructure improvements including adjacent roadways, sewer, water, and
other utilities.
American Association of Retired Persons (AARP), Community Challenge – To improve housing,
transportation, public space, technology ("smart cities"), civic engagement and more.
Eligible Applicants:
501(C)(3), 501(C)(4) and 501(c)(6) nonprofits, government entities, other types of organizations will be
considered on a case-by-case basis.
Relevant Eligible Activities:
• Deliver a range of transportation and mobility options that increase connectivity, walkability, bikeability,
wayfinding, access to transportation options and roadway improvements.
• Other community improvements: In addition to the five areas of focus, AARP wants to hear about local
needs and new, innovative ideas for addressing them.
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Max Grant:
Grants can range from several hundred dollars for smaller, short-term activities to several thousand or tens of
thousands of dollars for larger projects.
Deadline:
Annual program, typically in May.
Assessment / Next Steps
Good fit for some ancillary improvements to 169 such as signage and wayfinding, enhancements including
artistic elements, distinctive features or branding, considerations for non-motorized travelers such as bicyclists
and pedestrians. Work closely with MnDOT in terms of additional elements that could be included and position
for the next round in May 2021.
Minnesota Department of Transportation, Transportation Alternatives (TA) – Provides program funding
for a variety of smaller-scale transportation projects such as pedestrian and bicycle facilities,
recreational trails, safe routes to school projects, and environmental mitigation related to stormwater
and habitat connectivity.
Eligible Applicants:
Must be an entity eligible to receive federal TA funding. Eligible applicants are: a local government, a regional
transportation authority, a transit agency, a natural resource or public land agency, a school district, local
education agency, or school, a tribal government, a nonprofit entity responsible for the administration of local
transportation safety programs. or any other local or regional governmental entity with responsibility for, or
oversight of, transportation or recreational trails.
Relevant Eligible Activities:
• Construction, planning, and design of on-road and off-road trail facilities for pedestrians, bicyclists, and
other non-motorized forms of transportation, including sidewalks, bicycle infrastructure, pedestrian and
bicycle signals, traffic calming techniques, lighting and other safety-related infrastructure, and
transportation projects to achieve compliance with the Americans with Disabilities Act of 1990.
• Construction, planning, and design of infrastructure-related projects and systems that will provide safe
routes for non-drivers, including children, older adults, and individuals with disabilities to access daily needs.
• Any environmental mitigation activity, including pollution prevention and pollution abatement activities and
mitigation to:
o address stormwater management, control, and water pollution prevention or abatement related to
highway construction or due to highway runoff, or
o reduce vehicle-caused wildlife mortality or to restore and maintain connectivity among terrestrial or
aquatic habitats.
Max Grant:
Up to 80% of eligible construction costs; no maximum amount listed but impacted by amount of funding.
Deadline:
Annual program with letters of interest typically due the end of October and final applications due early January.
Awards announced in April.
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Assessment / Next Steps
If trail facilities or other non-motorized forms of transportation, calming techniques or other safety related
features are desired but not part of the funded MnDOT project, then the City could target fall 2021 for an
application to this program, again in close coordination with MnDOT.
INDUSTRIAL PARK INFRASTRUCTURE
Federal Economic Development Administration, Public Works and Economic Adjustment Assistance –
Promoting innovation and competitiveness, preparing American regions for economic growth and success in the
worldwide economy
Eligible Applicants:
Nonprofits, Native American tribal organizations, State governments, Special district governments, Public and
Private institutions of higher education, County governments, City or township governments.
Eligible Activities:
Projects supporting water and sewer system improvements, industrial parks, high-tech shipping and logistics
facilities, workforce training facilities, business incubators and accelerators, brownfield redevelopment,
technology-based facilities, wet labs, multi-tenant manufacturing facilities, science and research parks, and
telecommunications infrastructure and development facilities.
Max Grant:
50% of total project costs, up to $3,000,000 maximum. Minimum request is $100,000.
Deadline:
Applications are accepted at any time.
Assessment / Next Steps
Industrial park development is a strong match with this US EDA program. First, confirm alignment with the
Comprehensive Economic Development Strategy (CEDS) recently completed for the 7W area. Then discuss with
EDA Representative Darrin Fleener, 312-789-9753, dfleener@eda.gov. This is an ongoing application process so
at any time that a project is identified and studied an application can be submitted. Typically takes two – three
months from the time a completed application is submitted until a decision is made.
Minnesota Department of Employment and Economic Development (DEED), Greater Minnesota Public
Infrastructure – To stimulate new economic development, create new jobs and retains existing jobs
through investments in public infrastructure.
Eligible Applicants:
Counties outside of the seven-county metropolitan area or statutory or home rule cities outside of the seven-
county metropolitan area.
Eligible Activities:
Eligible projects include publicly owned infrastructure that supports economic development projects, including
wastewater collection and treatment, drinking water, storm sewers, utility extensions, and streets.
Max Grant:
50% of eligible, capital costs for eligible projects up to $2,000,000.
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Deadline:
Year-round application process.
Assessment / Next Steps
Strong fit for infrastructure related to new industrial parks or expansion of new ones. Also can be used for
single-user manufacturing facilities. Recommend starting application as soon as a project is defined. Can be used
in conjunction with the US EDA grant program.
REDEVELOPMENT
US Environmental Protection Agency, Brownfields Assessment Grant Program – To empower states,
communities, and other stakeholders in economic redevelopment to work together in a timely manner
to prevent, assess, safely clean up, and sustainably reuse brownfields.
Eligible Applicants:
County, municipality, city, town, township, local public authority, school district, special district, intrastate
district, council of governments, any other regional or interstate government entity, or any agency or
instrumentality of a local government.
Relevant Eligible Activities:
Provides funding to inventory, characterize, assess, conduct a range of planning activities, develop site-specific
cleanup plans, and conduct community involvement related to brownfield sites.
Max Grant:
• Community-wide grant - $300,000
• Site-specific grant - $200,000
• Assessment Coalition Grants (2 or more eligible entities) - $600,000
• No match required
Deadline:
Annual program but timing varies … 2019 deadlines were in December; 2020 deadlines were in October.
Anticipate next funding cycle with deadlines in late summer/early fall of 2021.
Assessment / Next Steps
This program is a great way for Elk River to investigate suspected and known contamination. It can take a couple
of rounds of applying before being awarded a grant so recommend a 2021 application. City needs to determine
whether to pursue community-wide (more control but less money) or coalition (less control but more money)
grant. We can help you navigate this.
Minnesota Department of Employment & Economic Development, Contamination Investigation and
RAP Development
Eligible Applicants:
Cities, EDAs, HRAs, Port Authorities, Counties
Relevant Eligible Activities:
Investigation of potentially contaminated sites with redevelopment potential.
Max Grant:
75% of costs, up to $50,000
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Deadline:
May 1 and November 1 of each year.
Assessment / Next Steps
This program is a great way for Elk River to investigate suspected and known contamination. Once an EPA
Assessment grant is secured, should pursue this program and use the EPA funds as match. This assessment
activity can be the impetus to full life-cycle funding for redevelopment projects:
1. Assessment activities as listed above;
2. Clean-up grant programs (US EPA and DEED) listed in the matrix should be pursued;
3. Redevelopment grants (DEED and US EDA) – and potentially others depending on the end use – should be pursued.
OUTDOOR RECREATION / QUALITY OF LIFE
Minnesota Department of Natural Resources, Land & Water Conservation Fund (LWCF) – Encourages
creation and interpretation of high-quality outdoor recreational opportunities.
Eligible Applicants:
Towns, villages, cities, counties, tribal governments, school districts or other state political subdivisions
Eligible Activities:
• Land acquisition or development projects that will provide opportunities for public outdoor recreation.
• Property with frontage on rivers, streams, lakes, estuaries and reservoirs that will provide water based
outdoor recreation.
• Property that provides special recreation opportunities, such as floodplains, wetlands and areas adjacent to
scenic highways.
• Natural areas and outstanding scenic areas, where the objective is to preserve the scenic or natural values,
including wildlife areas and areas of physical or biological importance. These areas shall be open to the
general public for outdoor recreation use to the extent that the natural attributes of the areas will not be
seriously impaired or lost.
• Land or development within urban areas for day use picnic areas.
• Land or development of nature-based outdoor recreation trails.
• Development of basic outdoor recreation facilities.
• Renovation of existing outdoor recreation facilities which are in danger of being lost for public use.
Max Grant:
50% of project costs
Deadline:
Annual solicitation, May 1 deadline
Assessment / Next Steps
Recommended strategies around trail development along the Mississippi River appear to be a great fit for this
program and should be pursued.
1. Meet with MN DNR (who administers this Federal program) regional staff.
2. Position for May 2021 application submittal.
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Greater Minnesota Parks and Trails Commission (GMPTC), Parks & Trails Legacy Grant program –
Supports parks and trails of statewide or regional significance.
Eligible Applicants:
Counties and cities outside of 7-county metro area
Eligible Activities:
Acquisition and/or development/ redevelopment of Regionally Significant Parks that have secured a high
designation from GMRPTC
Max Grant:
No maximum grant or match requirement; however, those projects that provide a match are more competitive.
Deadline:
• Must have a Master Plan to apply for designation.
• Applications for designation accepted year-round.
• Once designated, annual deadline for funding applications typically close in July.
Assessment / Next Steps
Recommended strategies around trail development along the Mississippi River appear to be a great fit for this
program and should be pursued, starting with submission of a Master Plan. GMRPTC has an on-line Master Plan
tool that can and should be utilized.
HOUSING
Minnesota Housing Finance Agency, Workforce Housing Development Program – To build market rate
residential rental properties in communities with proven job growth and demand for workforce rental
housing.
Eligible Applicants:
A home rule charter or statutory city located outside of the metropolitan area with a population exceeding 500;
a community that has a combined population of 1,500 residents located within 15 miles of a home rule charter
or statutory city located outside the metropolitan area; or an area served by a joint county-city economic
development authority.
Eligible Activities:
• Project-specific costs resulting in the direct development of market rate residential rental housing units
within properties to serve employees of businesses located in the eligible project area or surrounding area.
• A market rate residential rental property is a property that is rented at market value without income or rent
restrictions; there can be mix including income-restricted units but preference to developments with the
highest proportion of market rate units.
Max Grant:
Up to 25% of total development costs as grant or deferred loan, applicant must indicate preference. The term
will be three years. Deferred loans will have a 0% interest rate and will be forgiven after the three-year term.
Deadline:
Current round open; anticipate next funding cycle late 2021.
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Assessment / Next Steps
Critical partners include residential rental housing developer and one or more businesses that employ a
minimum of 20 full-time equivalent employees in aggregate, indicating that the lack of available rental housing
has impeded the ability of the business to recruit and hire employees. Once identified, position for future
funding rounds, typically last quarter of the calendar year.
Potential Infrastructure Stimulus Package in Response to Coronavirus Pandemic
We anticipate that Congress will turn their focus to an infrastructure stimulus plan that will emphasize recovery.
However, there remains significant need on the relief side so we may be several months out from an
infrastructure package. Shovel-ready projects will likely take priority for any infrastructure stimulus funding.
Stantec has a team that is monitoring and evaluating the hundreds of pieces of legislation that are coming out at
the state and federal levels to identify which ones are relevant for our client communities.
The time is now for Elk River to prepare and think broadly about what their priorities are and what types of
projects will increase their resiliency to withstand future economic shocks and further their long-term goals.
Program Agency Purpose / Goals Applicant Eligibility Eligible Use of Funds
Loan or Grant Maximums &
Terms Additional Requirements / Notes Funding Cycle Contact / More Information
Community Challenge American Association of Retired
Persons (AARP)
To improve housing, transportation, public
space, technology ("smart cities"), civic
engagement and more.
501(C)(3), 501(C)(4) and 501(c)(6) nonprofits,
government entities, other types of organizations
will be considered on a case-by-case basis.
Prioritize projects that aim to achieve the following outcomes:
* Increasing civic engagement with innovative and tangible projects that bring residents and
local leaders together to address challenges and facilitate a greater sense of community
inclusion and diversity. (Although this category is targeted to local governments, nonprofit
organizations can apply for and receive a grant in this category provided they demonstrate that
they are working with local governments to solicit and include residents’ insights about the
project or to help solve a pressing challenge.)
* Create vibrant public places that improve open spaces, parks and access to other amenities.
* Deliver a range of transportation and mobility options that increase
connectivity, walkability, bikeability, wayfinding, access to transportation
options and roadway improvements.
* Support the availability of a range of housing that increases accessible and
affordable housing options.
* Demonstrate the tangible value of “Smart Cities” with programs that engage
residents in accessing, understanding and using data, and participating in decision-
making to increase the quality of life for all.
* Other community improvements: In addition to the five areas of focus, AARP wants
to hear about local needs and new, innovative ideas for addressing them.
Grants can range from several
hundred dollars for smaller, short-
term activities to several thousand
or tens of thousands of dollars for
larger projects.
Planning activities not eligible.Annually, May Livable@AARP.org.
Our Town National Endowment for the Arts
(NEA)
Supports projects that integrate arts, culture,
and design activities into efforts that
strengthen communities by advancing local
economic, physical, and/or social outcomes.
Partnerships required between governmental,
nonprofit, and private sector leadership. These
partnerships must involve two primary partners,
as defined by these guidelines: Nonprofit
organization; Local government entity; and one
of these two primary partners must be a cultural
(arts or design) organization.
Projects may include activities such as:
Arts Engagement: Artist residency, Arts festivals, Community co-creation of art,
Performances, Public art;
Cultural Planning: Creating a cultural plan, or integrating plans and policies
around arts and culture as part of a city master planning process, Cultural
district planning (The process of convening stakeholders to identify a specific
geography with unique potential for community and/or economic development
based on cultural assets), Creative asset mapping (identifying the people,
places, physical infrastructure, institutions, and customs that hold meaningful
aesthetics, historical, and/or economic value that make a place unique), Public
art planning (The process of developing community-wide strategies and/or
policies that guide and support commissioning, installing, and maintaining
works of public art and/or temporary public art);
Design: Artist/designer-facilitated community planning, Design of artist space, Design
of cultural facilities i.e. design processes to support the creation of a dedicated
building or space for creating and/or showcasing arts and culture, Public space design
i.e. The process of designing elements of public infrastructure, or spaces where
people congregate (e.g., parks, plazas, landscapes, neighborhoods, districts,
infrastructure, and artist-produced elements of streetscapes).
Artist and Creative Industry Support: Creative business development, Professional
artist development.
Grants range from $25,000 -
$150,000 with 50% non-federal
match required.
Project may be subject to the National
Historic Preservation Act (NHPA) and/or the
National Environmental Policy Act (NEPA).
Annual program, typically in August OT@arts.gov
Accelerating Innovative Mobility
(AIM) Challenge Grants
Federal Transit Administration
(FTA)
To foster innovative transit technologies,
practices and solutions that incentivize
travelers to choose public transportation,
promote economic development in
communities, and enhance public/private
partnerships to improve personal mobility.
Providers of public transportation,
including public transportation agencies,
state/local government DOTs, and federally
recognized Indian tribes.
Projects that demonstrate innovative technologies, applications, practices, and/or service
models that can lead to more efficient public transportation service, better mobility for
individuals, and enhance the overall rider experience, with special emphases on innovative
service delivery models, creative financing, novel partnerships and integrated payment
solutions. Applicants are also encouraged to submit applications with other innovative models
and ideas that may not fall into one of these areas.
There is no minimum or maximum
grant award amount; but amount of
Federal share capped at 80%. $11
million was total available in FY
2019.
Highlight innovation as part of their selection
criteria.
Last round closed April 17, 2020;
anticipate the next round opening
February / March 2021
202-366-4052
Transportation Alternatives Minnesota Department of
Transportation (MnDOT)
Provides program funding for transportation
alternatives (TA). These set-aside funds
include all projects and activities that were
previously eligible under TAP, encompassing
a variety of smaller-scale transportation
projects such as pedestrian and bicycle
facilities, recreational trails, safe routes to
school projects, community improvements
such as historic preservation and vegetation
management, and environmental mitigation
related to stormwater and habitat connectivity.
Must be an entity eligible to receive federal TA
funding. Eligible applicants are: a local
government, a regional transportation authority,
a transit agency, a natural resource or public
land agency, a school district, local education
agency, or school, a tribal government, a
nonprofit entity responsible for the administration
of local transportation safety programs. or any
other local or regional governmental entity with
responsibility for, or oversight of, transportation
or recreational trails.
1. Construction, planning, and design of on-road and off-road trail facilities for pedestrians,
bicyclists, and other non-motorized forms of transportation, including sidewalks, bicycle
infrastructure, pedestrian and bicycle signals, traffic calming techniques, lighting and other
safety-related infrastructure, and transportation projects to achieve compliance with the
Americans with Disabilities Act of 1990 (42 U.S.C. 12101 et seq.).
2. Construction, planning, and design of infrastructure-related projects and systems that will
provide safe routes for non-drivers, including children, older adults, and individuals with
disabilities to access daily needs.
3. Conversion and use of abandoned railroad corridors for trails for pedestrians, bicyclists, or
other non-motorized transportation users.
4. Construction of turnouts, overlooks, and viewing areas.
5. Community improvement activities, which include but are not limited to:
o inventory, control, or removal of outdoor advertising;
o historic preservation and rehabilitation of historic transportation facilities;
o vegetation management practices in transportation rights-of-way to improve roadway
safety, prevent against invasive species, and provide erosion control; and
o archaeological activities relating to impacts from implementation of a transportation
project eligible under title 23.
6. Any environmental mitigation activity, including pollution prevention and pollution abatement
activities and mitigation to:
o address stormwater management, control, and water pollution prevention or abatement
related to highway construction or due to highway runoff, or
o reduce vehicle-caused wildlife mortality or to restore and maintain connectivity among
terrestrial or aquatic habitats.
Up to 80% of eligible construction
costs; no maximum amount listed
but impacted by amount of funding.
Work through the Fargo-Moorhead Council
of Governments.
Annual program with letters of
interest typically due the end of
October and final applications due
early January. Awards announced in
April.
Zue Vue, 651-366-3736
zue.vue@state.mn.us
Highway 169 Redefine Enhancements Funding Programs
Program Agency Purpose / Goals Applicant Eligibility Eligible Use of Funds
Loan or Grant Maximums &
Terms Additional Requirements / Notes Funding Cycle Contact / More Information
Highway 169 Redefine Enhancements Funding Programs
Transportation Economic
Development Infrastructure
Minnesota Department of
Employment and Economic
Development (DEED)
For road and public infrastructure projects
that create jobs and support economic
development.
Governmental units as defined by state law Money in the program shall not be used on trunk highway improvements, but can be used for
needed infrastructure improvements and nontrunk highway improvements in coordination with
trunk highway improvement projects undertaken by the Department of Transportation.
Predesign, design, acquisition of land, construction, reconstruction, and infrastructure
improvements that will promote economic development, increase employment, and improve
transportation systems to accommodate private investment and job creation.
No max, but funding is often
limited, so in practice the maximum
is <$5 million if not closer to $1-
2million
There is no match requirement, however
major components of scoring in the
competitive process are the level of private
investment and the leverage of nonstate
funds. Applications with little or no leverage
will likely be uncompetitive.
Recently received funding from the
2020 Minnesota Bonding Bill. DEED
anticipates a summer 2021
solicitation.
Jeremy LaCroix, 651.259.7457
jeremy.lacroix@state.mn.us
Program Agency Purpose / Goals Applicant Eligibility Eligible Use of Funds
Loan or Grant Maximums &
Terms Additional Requirements / Notes Funding Cycle Contact / More Information
Transportation Economic
Development Infrastructure
Minnesota Department of
Employment and Economic
Development (DEED)
For road and public infrastructure projects that
create jobs and support economic
development.
Governmental units as defined by state law Money in the program shall not be used on trunk highway improvements, but can be used for
needed infrastructure improvements and nontrunk highway improvements in coordination with
trunk highway improvement projects undertaken by the Department of Transportation.
Predesign, design, acquisition of land, construction, reconstruction, and infrastructure
improvements that will promote economic development, increase employment, and improve
transportation systems to accommodate private investment and job creation.
No max, but funding is often limited,
so in practice the maximum is <$5
million if not closer to $1-2million
There is no match requirement, however
major components of scoring in the
competitive process are the level of private
investment and the leverage of nonstate
funds. Applications with little or no leverage
will likely be uncompetitive.
Recently received funding from the
2020 Minnesota Bonding Bill. DEED
anticipates a summer 2021
solicitation.
Jeremy LaCroix, 651.259.7457
jeremy.lacroix@state.mn.us
Greater Minnesota Public
Infrastructure
Minnesota Department of
Employment and Economic
Development (DEED)
To stimulate new economic development,
create new jobs and retains existing jobs
through investments in public infrastructure.
Counties outside of the seven-county
metropolitan area or statutory or home rule cities
outside of the seven-county metropolitan area.
Eligible projects include publicly owned infrastructure that supports economic development
projects, including wastewater collection and treatment, drinking water, storm sewers, utility
extensions, and streets.
50% of eligible, capital costs for
eligible projects, pending availability
of funds. Applicants may receive no
more than $2,000,000 in two years
for one or more projects.
Cities must provide a match of at least 50
percent of the project capital costs. The city
receiving the grant must provide for the
remainder of the capital costs of the project,
either in cash or in-kind contributions, which
may include the value of the capital costs of
site preparation other than the public
infrastructure needed for the project.
Year-round Jeremy LaCroix, 651.259.7457
jeremy.lacroix@state.mn.us
Public Works Program US Economic Development
Administration (EDA)
Provides grants to economically distressed
areas for public works projects that: promote
economic development; create long-term jobs;
and/or benefit low-income persons or the long-
term unemployed.
States, cities, counties; Indian tribes; the
Federated States of Micronesia; the Republic of
the Marshall Islands; commonwealths and
territories of the United States; and private or
public nonprofits representing a redevelopment
area or a designated economic development
center.
Construction of key public infrastructure, such as technology-based facilities that utilize
distance learning networks, smart rooms, and smart buildings; multitenant manufacturing;
business incubator facilities; skill-training facilities and other facilities.
50% of total project costs, up to
$3,000,000
Must align with regional Comprehensive
Economic Development Strategy (CEDS)
document
Year-round EDA Regional Office
https://www.eda.gov/contact/
INDUSTRIAL PARK INFRASTRUCTURE FUNDING PROGRAMS
Program Agency Purpose / Goals Applicant Eligibility Eligible Use of Funds
Loan or Grant Maximums &
Terms Additional Requirements / Notes Funding Cycle Contact / More Information
Small Cities Development
Program
Minnesota Department of
Employment & Economic
Development (DEED)
1) Must benefit low- to moderate-income
persons, eliminate slum & blight, or respond
to urgent community threat (flood, tornado)
2) Must apply Federal Davis Bacon Wage
Rates to construction activities
Cities < 50,000 residents and Counties <
200,000 residents
Public Facilities (sewer, water, storm); Housing & Commercial Rehab; New Housing
Construction
Grant; up to $600,000 for single-
purpose application; $1.4 million for
2+ activities
Elk River would only qualify for site specific
activities, i.e. rental housing and commercial
rehab in a targeted area (downtown).
Annual program, typically with a pre-
application due in November, final
application in February and awards
in May / June.
Michelle Vang, 651-259-7504
michelle.vang@state.mn.us
Our Town National Endowment for the Arts
(NEA)
Supports projects that integrate arts, culture,
and design activities into efforts that
strengthen communities by advancing local
economic, physical, and/or social outcomes.
Partnerships required between governmental,
nonprofit, and private sector leadership. These
partnerships must involve two primary partners,
as defined by these guidelines: Nonprofit
organization; Local government entity; and one
of these two primary partners must be a cultural
(arts or design) organization.
Projects may include activities such as:
Arts Engagement: Artist residency, Arts festivals, Community co-creation of art,
Performances, Public art;
Cultural Planning: Creating a cultural plan, or integrating plans and policies
around arts and culture as part of a city master planning process, Cultural
district planning (The process of convening stakeholders to identify a specific
geography with unique potential for community and/or economic development
based on cultural assets), Creative asset mapping (identifying the people,
places, physical infrastructure, institutions, and customs that hold meaningful
aesthetics, historical, and/or economic value that make a place unique), Public
art planning (The process of developing community-wide strategies and/or
policies that guide and support commissioning, installing, and maintaining
works of public art and/or temporary public art);
Design: Artist/designer-facilitated community planning, Design of artist space, Design
of cultural facilities i.e. design processes to support the creation of a dedicated
building or space for creating and/or showcasing arts and culture, Public space design
i.e. The process of designing elements of public infrastructure, or spaces where
people congregate (e.g., parks, plazas, landscapes, neighborhoods, districts,
infrastructure, and artist-produced elements of streetscapes).
Artist and Creative Industry Support: Creative business development, Professional
artist development.
Grants range from $25,000 -
$150,000 with 50% non-federal
match required.
Project may be subject to the National
Historic Preservation Act (NHPA) and/or the
National Environmental Policy Act (NEPA).
Annual program, typically in August OT@arts.gov
Contamination Investigation and
RAP Development
Minnesota Department of
Employment & Economic
Development (DEED)
Economic Development (job creation, tax
base increase)
Cities, EDAs, HRAs, Port Authorities, Counties Investigation of potentially contaminated sites with redevelopment potential.75% of costs or $50,000,
whichever is less
Must have serious redevelopment potential May 1 and November 1 of each year Brownfields & Redevelopment 651-
259-7449
www.positivelyminnesota.com
Contamination Cleanup Minnesota Department of
Employment & Economic
Development (DEED)
Economic Development (job creation, tax
base increase
Cities, EDAs, HRAs, Port Authorities, Counties Investigation and cleanup costs necessary to implement RAP Grant, up to 75% of project costs Must have serious redevelopment potential May 1 and November 1 of each year Brownfields & Redevelopment 651-
259-7449
www.positivelyminnesota.com
Site Assessment Program Minnesota Pollution Control Agency
(MPCA)
Stimulate redevelopment Cities, EDAs, HRAs, Port Authorities, Counties Investigation of potentially contaminated sites with redevelopment potential.Up to ½ of Investigation costs Must pose a potential threat, with no
responsible or voluntary party
Apply as needed Wayne Sarappo MPCA 651-757-
2690 www.pca.state.mn.us
Brownfields Assessment Grant
Program
U.S Environmental Protection
Agency (EPA)
To empower states, communities, and other
stakeholders in economic redevelopment to
work together in a timely manner to prevent,
assess, safely clean up, and sustainably
reuse brownfields.
County, municipality, city, town, township, local
public authority, school district, special district,
intrastate district, council of governments
(whether or not incorporated as a nonprofit
corporation under state law), any other regional
or interstate government entity, or any agency or
instrumentality of a local government.
Provides funding to inventory, characterize, assess, conduct a range of planning activities,
develop site-specific cleanup plans, and conduct community involvement related to brownfield
sites.
No match required; maximum
amounts are:
Community-wide grant - $300,000
Site-specific grant - $200,000
Assessment Coalition Grants (2 or
more eligible entities) - $600,000
Must address eligible contamination:
hazardous substances, pollutants,
contaminants (including hazardous
substances co-mingled with petroleum),
and/or petroleum.
Annual program; current cycle is
open with deadline of 10/28/20.
Matthew Didier, 312-353-2112
didier.matthew@epa.gov,
Brownfields Clean Up Grants U.S Environmental Protection
Agency (EPA)
To empower states, communities, and other
stakeholders in economic redevelopment to
work together in a timely manner to prevent,
assess, safely clean up, and sustainably
reuse brownfields.
County, municipality, city, town, township, local
public authority, school district, special district,
intrastate district, council of governments
(whether or not incorporated as a nonprofit
corporation under state law), any other regional
or interstate government entity, or any agency or
instrumentality of a local government.
To carry out cleanup activities at brownfield sites owned by the applicant. Funds may be used
to address sites contaminated by
petroleum and/or hazardous substances, pollutants, or contaminants (including hazardous
substances comingled with petroleum).Can address either a single brownfield site or multiple
brownfield sites within the same application.
Grant up to $500,000; must provide
20% non-federal match.
An applicant must own the site for which it is
requesting funding. The performance period
for these grants is three years.
Annual program; current cycle is
open with deadline of 10/28/20.
Matthew Didier, 312-353-2112
didier.matthew@epa.gov,
REDEVELOPMENT FUNDING PROGRAMS
(gravel mine, power plant, downtown → tourism)
Program Agency Purpose / Goals Applicant Eligibility Eligible Use of Funds
Loan or Grant Maximums &
Terms Additional Requirements / Notes Funding Cycle Contact / More Information
Local Trails Connection Program Minnesota Department of Natural
Resources (MN DNR)
To promote relatively short trail connections
between where people live and desirable
locations.
Cities, counties, and townships Acquisition and development of trail facilities Grants up to 75 percent of the total
eligible project costs, up to
$150,000
Acquisition projects require a perpetual
easement for recreational purposes.
Development projects require a 20 year
maintenance commitment by the project
sponsor.
Annually, typically the end of March Dan Golner, 651-259-5599
Daniel.Golner@state.mn.us
Outdoor Recreation Grant
Program
Minnesota Department of Natural
Resources (MN DNR)
To increase and enhance outdoor recreation
facilities in local and community parks
throughout the state.
Cities, counties, and townships Park acquisition and/or development/redevelopment including, internal park trails, picnic
shelters, playgrounds, athletic facilities, boat accesses, fishing piers, swimming beaches and
campgrounds
Grants up to 50 percent of the total
eligible costs, up to $250,000
Project proposals must include at least one
of the eligible primary outdoor recreation
facilities in the Program Manual and have a
total project cost of at least $20,000.
Annually, typically the end of March Audrey Mularie, 651-259-5549
audrey.mularie@state.mn.us
Minnesota Capital Bonding Bill Minnesota Legislature State-issued general obligation bonds to fund
critical projects and strategic investments
across the state, particularly projects that:
Address life and safety issues; Preserve
existing infrastructure and repair existing
facilities before starting new projects;
Minimize construction tails and operating
costs.
Public bodies (city, township, county or special
district), Indian tribes
State Appropriations can be accessed for a variety of capital projects that can argue state or
regional significance
Grant; Up to 50% of capital project
costs
Must be a capital project, publicly owned,
state wage rates and B3 guidelines apply to
the construction.
June in odd numbered years for the
even numbered year bonding cycle.
Liz Connor, 651-201-8041,
Elizabeth.Connor@state.mn.us
Land and Water Conservation
Program
National Park Service Development of high-quality outdoor
recreation amenities in local communities.
Local & tribal governments and school districts Land acquisition for parks & trails; construction of trails/biking/hiking paths, canoe/kayak
launches, riverfront park amenities, park shelters, camping facilities, wildlife/nature observation
& restroom facilities; and active outdoor sports facilities
50% of eligible costs Priorities: Meet the needs of urban areas;
Provide recreation opportunities for diverse
populations; Acquire land in areas with
limited outdoor recreation facilities; Provide
multi-use and multi-season facilities;
Enhance or preserve natural beauty;
Applicants have financial resources to
adequately maintain & operate the project.
Annual solicitation, May 1 deadline Mai Neng Moua, 651-259-5638
mai.n.moua@state.mn.us
Regional Trail Program Minnesota Department of Natural
Resources (MN DNR)
To promote development of regionally
significant trails outside the seven-county
metropolitan area.
Counties, cities and townships Priority for trail project funding will be given to projects that develop trails of significant length -
s at least an hour of outdoor recreation opportunity,
or connects to other facilities that can provide at least an hour of recreation in total.
75% up to $250,000 grant Significant considerations also include
expected amount and type of use, and quality
and attractiveness of natural and cultural
resources.
Annually, March 27 Dan Golner,
651-259-5599
Daniel.Golner@state.mn.us
Federal Recreational Trail
Program
Minnesota Department of Natural
Resources (MN DNR)
To encourage the maintenance and
development of motorized, non-motorized,
and diversified trails by providing funding
assistance.
Counties, cities and townships Motorized and non-motorized trail projects; maintenance/ restoration of existing rec trails;
development/ rehabilitation of rec trail linkages, including trail head facilities; redesign/
relocation of trails to benefit/ minimize the impact to the natural environment.
75% up to $150,000 grant -
Funding from Fed. Hwy Trust Fund
Projects that involve urban youth corps
workers such as the Conservation Corps
Minnesota will be given special
consideration.
Annually, February 28 Dan Golner,
651-259-5599
Daniel.Golner@state.mn.us
Parks & Trails Legacy Grant
Program
Greater MN Regional Parks &
Trails Commission (GMRPTC)
Supports parks and trails of statewide or
regional significance.
Counties and cities outside of 7-county metro
area
Acquisition and/or development/ redevelopment of Regionally Significant Parks that have
secured a high designation from GMRPTC
Grant; no required match or
maximum funding amount
To be considered for high designation, parks
must have natural resource-based settings
and activities, and serve
multiple communities; other factors may
include size, special features, and recreation
opportunities not available elsewhere in the
area; ongoing application process for
designation ranking.
Must have a Master Plan to apply
for designation.
Applications for designation
accepted year-round.
Once designated, annual deadline
for funding applications typically
close in July.
coordinator@gmrptcommission.or
g
Doppelt Family Trail
Development Fund - Project
Transformation Grant
Rails-to-Trails Conservancy To improve and connect trails across the
country.
Nonprofit organizations; state, regional, local or
tribal government agencies; and other
organizations.
Activities may include, but are not limited to: new trail construction, trail facility/infrastructure
(e.g., trailheads, bathrooms), land acquisition, trail signage, improvements to existing trails and
significant maintenance tasks.
Grants range from $15,000 -
$50,000
Need to determine that water trails could be
counted towards multi-use trail corridor.
From guidelines "the trail must serve or plan
to serve multiple user types (e.g., bicycling,
walking/hiking) and be considered a trail,
greenway, multi-use trail or shared-use path."
Annually, awaiting new cycle,
potentially December / January
grants@railstotrails.org
Community Grants People for Bikes To build momentum for bicycling in
communities across the U.S.
Non-profit organizations, city or county agencies
or departments, and state or federal agencies
working locally
Bicycle infrastructure projects such as: Bike paths, lanes, trails, and bridges; Mountain bike
facilities; Bike parks and pump tracks; BMX facilities; End-of-trip facilities such as bike racks,
bike parking, bike repair stations and bike storage.
Grant, 50% up to $10,000 Two-step application process:
1, Letter of Interest
2. Full Application: PFB will request a full
project application from a short list of
qualified applicants.
Canceled Fall 2020 cycle; check
back in Nov. for 2021 grant schedule
Zoe Kircos, (720) 726-3335
zoe@peopleforbikes.org
https://peopleforbikes.org/our-
work/community-grants/
Community Challenge American Association of Retired
Persons (AARP)
To improve housing, transportation, public
space, technology ("smart cities"), civic
engagement and more.
501(C)(3), 501(C)(4) and 501(c)(6) nonprofits,
government entities, other types of organizations
will be considered on a case-by-case basis.
Prioritize projects that aim to achieve the following outcomes:
* Increasing civic engagement with innovative/tangible projects that bring residents/local
leaders together to address challenges and facilitate a greater sense of community inclusion
and diversity.
* Create vibrant public places that improve open spaces, parks and access to
other amenities.
* Deliver a range of transportation and mobility options that increase
connectivity, walkability, bikeability, wayfinding, access to transportation
options and roadway improvements.
* Support the availability of a range of housing that increases accessible and
affordable housing options.
* Demonstrate the tangible value of “Smart Cities” with programs that engage
residents in accessing, understanding and using data, and participating in decision-
making to increase the quality of life for all.
* Other community improvements: In addition to the five areas of focus, AARP
wants to hear about local needs and new, innovative ideas for addressing
them.
Grants can range from several
hundred dollars for smaller, short-
term activities to several thousand
or tens of thousands of dollars for
larger projects.
Planning activities not eligible.Annually, May Livable@AARP.org.
OUTDOOR RECREATION FUNDING PROGRAMS
(quality of life, tourism)
Program Agency Purpose / Goals Applicant Eligibility Eligible Use of Funds
Loan or Grant Maximums &
Terms Additional Requirements / Notes Funding Cycle Contact / More Information
Small Cities Development
Program
Minnesota Department of
Employment & Economic
Development (DEED)
1) Must benefit low- to moderate-income
persons, eliminate slum & blight, or respond
to urgent community threat (flood, tornado)
2) Must apply Federal Davis Bacon Wage
Rates to construction activities
Cities < 50,000 residents and Counties <
200,000 residents
Public Facilities (sewer, water, storm); Housing & Commercial Rehab; New Housing
Construction
Grant; up to $600,000 for single-
purpose application; $1.4 million for
2+ activities
Elk River would only qualify for site specific
activities, i.e. rental housing and commercial
rehab in a targeted area (downtown).
Annual program, typically with a pre-
application due in November, final
application in February and awards
in May / June.
Michelle Vang, 651-259-7504
michelle.vang@state.mn.us
Workforce Housing
Development Program
Minnesota Housing Finance
Agency
To build market rate residential rental
properties in communities with proven job
growth and demand for workforce rental
housing.
A home rule charter or statutory city located
outside of the metropolitan area with a
population exceeding 500;
a community that has a combined population of
1,500 residents located within 15 miles of a
home rule charter or statutory city located
outside the metropolitan area; or
an area served by a joint county-city economic
development authority.
Project-specific costs resulting in the direct development of market rate residential rental
housing units within properties to serve employees of businesses located in the eligible project
area or surrounding area.
A market rate residential rental property is a property that is rented at market value without
income or rent restrictions; there can be mix including income-restricted units but preference to
developments with the highest proportion of market rate units.
Up to 25% of total development
costs as grant or deferred loan,
applicant must indicate preference.
The term will be three years.
Deferred loans will have a 0%
interest rate and will be forgiven
after the three-year term.
Must be working with a developer
Must have a viable proposal for the
development of a Market Rate Residential
Rental Property, which can include mixed
income.
Priority will be given to applicants located in
an eligible project area that has a population
below 30,000.
12:00 pm, Thursday, December 17,
2020
Sara Bunn, 651-296-9827
sara.bunn@state.mn.us
Community Challenge American Association of Retired
Persons (AARP)
To improve housing, transportation, public
space, technology ("smart cities"), civic
engagement and more.
501(C)(3), 501(C)(4) and 501(c)(6) nonprofits,
government entities, other types of organizations
will be considered on a case-by-case basis.
Prioritize projects that aim to achieve the following outcomes:
* Increasing civic engagement with innovative/tangible projects that bring residents/local
leaders together to address challenges and facilitate a greater sense of community inclusion
and diversity.
* Create vibrant public places that improve open spaces, parks and access to other
amenities.
* Deliver a range of transportation and mobility options that increase connectivity,
walkability, bikeability, wayfinding, access to transportation options and roadway
improvements.
* Support the availability of a range of housing that increases accessible and
affordable housing options.
* Demonstrate the tangible value of “Smart Cities” with programs that engage
residents in accessing, understanding and using data, and participating in decision-
making to increase the quality of life for all.
* Other community improvements: In addition to the five areas of focus, AARP
wants to hear about local needs and new, innovative ideas for addressing them.
Grants can range from several
hundred dollars for smaller, short-
term activities to several thousand
or tens of thousands of dollars for
larger projects.
Planning activities not eligible.Annually, May Livable@AARP.org.
HOUSING FUNDING PROGRAMS