HomeMy WebLinkAboutEDA AGN 03-18-03 Add docWorking Together to Shape the Futur
of Anoka
I"
Economic
Development
Transportation
Anoka County Development Investment Strategy Work Groul
DRAFT
1. Identification of Anoka County strengths, weaknesses,
opportunities and threats (January — March).
2. Qualitative and quantitative research to verify and further
evaluate Anoka County's assets and challenges
(April — June).
3. Review of preliminary findings with key stakeholders,
including cities, chambers,, and policy makers
(July — August).
4. Development of short term and long term action plans
and begin implementation (July — September).
Phase III: Working Tocether to Shape the Future
Following consideration by the Boards of Anoka County,
ACHRA and ACRRA, as well as key stakeholders, the next
steps in the process will be to implement the strategy set
forth on pages 22-27 of this report.
Development Investment Strateav Renort DRAFT q-gym -n )
Phase If: The Collaboration
In December 2001, the ACHRA, the Anoka County Regional
Rail Authority (ACRRA), and Anoka County each adopted
resolutions endorsing a collaborative effort among the
"In January 2002, a
three entities to leverage resources and to devise and
Development
implement the Anoka County, Development Investment
Investment Strategy
Strategy. The purpose, of the initiative is to work
Work Group was
together to shape the future of Anoka County. The
formed, drawing
initiative includes public and private investment, business
together key staff
growth and improvements to housing and transportation to
resources of the
encourage development and redevelopment in Anoka
county, the ACRRA, the
County.
ACHRA and a variety of
supplemental
In January 2002, a Development Investment Strategy Work
consulting expertise.
Group was formed, drawing together key staff resources of
the county, the ACRRA, the ACH'RA and a variety of
supplemental consulting expertise. The process for
preparing the strategy has been as follows:,
1. Identification of Anoka County strengths, weaknesses,
opportunities and threats (January — March).
2. Qualitative and quantitative research to verify and further
evaluate Anoka County's assets and challenges
(April — June).
3. Review of preliminary findings with key stakeholders,
including cities, chambers,, and policy makers
(July — August).
4. Development of short term and long term action plans
and begin implementation (July — September).
Phase III: Working Tocether to Shape the Future
Following consideration by the Boards of Anoka County,
ACHRA and ACRRA, as well as key stakeholders, the next
steps in the process will be to implement the strategy set
forth on pages 22-27 of this report.
Development Investment Strateav Renort DRAFT q-gym -n )
are, not viewed as favorable locations for economic
tevelopment.
Need for Balanced Housing Stock
There is a need to focus on enhancing the housing mix
and product types in the developing areas of Anoka
County, such as multifamily owned housing, new rental
housing, and cluster development in more rural or hard to
develop areas.
The fully developed areas of Anoka County already nave
a good mix of multi and single family housing, however
there is a need to rehab existing housing and develop
new housing in these areas. Additionally, there is a
perception that Anoka County has very limited housing
available for middle and upper income residents.
Need for Additional Housing Units
It is estimated that close to 20,000 new units of housing
will need to be built to accommodate the projected
growth in Anoka County during this decade. To satisfy
the projected growth of 19,800 households during the
current decade, it is projected that 84% of the housing
will need to be for -sale (16,600 units) and 16% will need
to be rental (3,200). Without increased development of
moderately priced homes and rental housing in Anoka
County, there is the possibility that many, persons who
are potential new residents will seek more affordable for-
sale housing located in counties further north and west.
There is a strong possibility that County assistance may
be needed to develop enough rental housing to satisfy
the needs during this decade.
Geography
There is a perception that much of Anoka County cannot
be developed due to wetlands. Moreover, the perceived
distance from the downtown areas and lack of natural
beauty cause some reluctance for developers.
Wastewater Treatment Capacity
Wastewater from cities within the Metropolitan Urban
Service Area (MUSA) is treated at the Metropolitan
Wastewater Treatment Plant in St., Paul. The
Metropolitan Council' has planned to manage growth in
9
Through the same process used to, identify challenges, the
Development Investment Strategy Work Group identified the
key assets of Anoka County. Assets include:
Medtronic, National Sports Cenliter, TPC golf course
bring, employment, visitors and a new, prosperous image
to Anoka County.
Medtronic is the world's leading medical technology
company. Medtronic Headquarters in Fridley employs
hundreds of people.
> The National Sports, Center in Blaine is a premier
international, national and regional sports destination
averaging over 2.5 million visitors, a year. The
Center's estimated economic impact in 2001 was 47
million out-of-state dollars.
> The Tournament Players Club (TI C) golf course of
the Twin Cities is located in Blaine. The par-72 layout
is the centerpiece, of a residential community
comprised of 700 homes ranging in price from
$200,000 to $1 million. In one year the value, of the
homes has increased 35%.
M
Development Investment Strategy Report DRAFT 9-2,4-02
a A
I rr l ne moverna!Tr—oy goo
along the Corridor.
History of Publi'c/Private Cooperation
Anoka County has a history of working with private
industry to develop key facilities in Anloka County, such
as the TPC Golf Course, the, National Sports Center and
Medtronic.
Blaine Airport
The Anoka Regional Airport offers the north: metro a
convenient and safe airport with runways long enough to
serve most business aircraft (5,000 feet). Businesses
with operations in Anoka County have access to the
largest reliever airport in the Twin Cities.
Northtown Transit Hub
The Northtown Transit Hub is used by employees of the
Northtown Mall, shoppers and commuters to
Minneapolis. In 1992, the Transit Hub was established by
three-way agreement between the Anoka County
regional Rail Authority, the Metropolitan Council and the
Northtown Mall. Today, over 300 vehicles use the park -
and -ride facility (built to serve 340) and nine bus routes
offering a total of 302 trips service the hub daily.
Medical Facilities
Mercy and Unity Hospitals, located in Coon Rapids and
Fridley, are non-profit hospitals that serve Anoka County.
With more than 3,900 employees and 730 affiliated
physicians, the hospitals respond to a wide range of
health care needs with specialty services, including
behavioral health, cardiac care, emergency, obesity
intervention, oncology, orthopedics, neuroscience and
women's and children's services.
The hospitals, are highly involved in improving the health
of the communities. A dedicated staff works regularly with
a wide range of community organizations on a variety of
activities that reach outside the hospitals and into the
Mal R WIT01 I
Ancka-Hennepin Technical College provides Anoka
County employers with access to state-of-the-art
tect"nical education and training in a wide array of
programs. Courses are offered on-site at the main
campus in Anoka or at other sites throughout the County,
meeting the needs of current employers and workers as
well as businesses locating in Anoka County. Through
credit classes, rustom ized' train in g offerings, and
Specialized support services, AHTC is weU-positioned to
meet the educational needs of current and future
employees. The College and Anoka-Hennepin District
#11 also partner to offer S.T.E.P. (Secondary Technical
• ' ucation Program), an emerging state and national
model which aligns high school and college curriculum
for students explor�ing technical careers with the
emerging workforce needs of the northwest metropolitan
region. AHTC's many public and private partnerships
make it a hub for workforce and economic development
ictivities in Anoka County.
El
DP-VP.lor)Ment Investment qtmtPnv Rnnnrt nPAPT Q_')A_n9
•' I w. r M. w a �
w -
w
k1FA@111611i
Anoka County household income is concentrated in t
ranges of to $75,999 (app0NM
households) and $75,0100i to $149,999 (approximately
households).
Anoka County employment grew faster than Carver,
Scott and r , . 1
Minneapolis and M
,destinations for Anoka r
Anoka County workers commute to Minneapolis. Also
included in the top five commuter destinations are the
cities of Anoka, Blaine, Coon Rapids, Fridley and
Roseville, depending on whether the workers live in the
southern, western r eastern portion r county.
median r
r� ,� �. r w r w rl • w r . -
• Il It _ w
The same survey indicated that 50% of Anoka County
adults have post-secondary post-secondary credentials, r
with a bachelor or advanced degree.
r l w r w r N dl V • w r
12 .
�r w r
Housing prices are increasing rapidly in Anoka County
(from an average of $105,00o in 1'995 to $179,000
2001).
Overall, new housing is priced much higher than existing
housing in Anoka County (new single-family homes
average about $275,000).
The overall vacancy rate (4.2% in second quarter 2002)
is below the Metro Area average,
Average rent in Anoka County ($771) is increasing, but
still below the Metro Area average; this reflects an older
market with few amenities targeted to a price sensitive
market.
Apartment developers have shied away frorn Anoka
County because they believe they can achieve higher
rents in other parts of the Metro Area where overall
incomes are; higher.
New rental housing would have to achieve monthly rents
of roughly $900 for a 1 BR and $1, 100; for a 2BR to be
competitive.
Low rental vacancy rates reduce the availability of
product for all market segments and increasingly for
those who have income /larger size household
constraints.
14
111111 1 IN 1111
There are a variety of transit services operating in Anoka
County, including:
Metro Transit, providing connections to Minneapolis and
St. Paul,
Anoka Traveler, providing intra-county connections, and
meeting special transportation needs,
Norths,tar Commuter Coach, which mirrors a portion of:
the future Northstar Commuter Rail service, stops in Elk
River and Coon Rapids, connecting people to Downtown
Minneapolis.
ffol
I
! III l�illillillillllii�ill�ill'i I 39XIM'"s
q 111111�11q
All
P
Attracting major employers to Anoka, County will depend,
in part, on the availability and mix of housing at a range
of price points in addition to other criteria. There is a
need to focus on enhancing the mix and product
types in the developing areas of Anoka County, such as
multifamily owned product, new rental housing, and
cluster development in more rural • hard to develop
?reas.
Transportation connections to employment centers will
become increasingly important in household decisions
about where to locate, as congestion in the Metro Area
worsens.
Transportation <-+Economic Development
Safe, reliable and convenient transportation alternative.5
for employees will become an increasingly important
factor in business location deons. For example,
Medtronic has already committed to serving each
commuter rail train with a feeder bus that wbring
Medtronic employees to and from the Coon Rapids —
Foley station. Steve Kelmar, Vice President, Med'troni'c,
stated in a letter to Governor Ventura and Cong,ressmar
W
n n % - 0 1 — n r * C�. +—,4r — ..n r°l - ,, - + M r) A r`""" r �^ A —
PART' IV: CONNECTIONS AND PIARTNER6
Partners
WA
ME1
npvp. In n rn gn r f I m iciq tm a nt (Z + r,,—n n % � M- m r, e-, r+ M 0A r--r n r) A nn
KM
- The goal of the initiative is to attract desired development,
redevelopment and investment (public and private) to
Anoka County that will create more quality jobs, expand
tax base, improve the diversity and quality of housing,
and improve transportation. To achieve this goal, it is
recognized that Anoka County, ACH'RA, ACRRA,
municipalities, ACEDP, chambers, businesses, and other
stakeholders must work together to shape the future of'
Anoka County. This umbrella theme encompasses a variety
of opportunities that could be pursued to make Anoka
County a better place to live, work and play.
'ANOR=
Based on the findings as summarized, the Work Group
proposes the following objectives related to housing,
transportation and economic development, These objectives
are proposed to support and build on each other to shape
the future
• is County., Achievement of the objectives
in whole is far greater than the sum of the parts. Pursuit of
these objectives, requires the partners to work together.
7 Expand the diversity and mix of housing in developing
areas; support new single and multifamily housing in
developed areas.
0 Develop transportation alternatives, including commuter
rail, light rail, and buses as appropriate.
Facilitate development near existing or planned transit
service.
ig
Development Investment Strateqv Renort DRAFT 9-24-02
Examine: and revise policies of the ACHRA, the ACRRA
and A oka County to ensure they reflect the common
on.
The County, the ACHRA and ACRRA should evaluate the
potential for policy and program development that would
leverage limited resources and achieve common goals. For
example, the Highway Hiorneproject was established to
facilitate the re,use of ho by the Anoka County
H'ighway department during highway construction projects;
and expedite the use of Community Development Block
Grant,(CDBG) funds, and provide much needed affordable
housing for first-t�ime home buyers. Over $700,000 in CDBG
fu,nd'ing was used to purchase seven homes (six in Fridley
and one in Circle Pines). Three of the homes were occupied
by low or moderate-income families through a transitional
housing program at Anoka County Community Action
Program (ACCAP) and five homes were vacant. The three
occupied homes were sold to ACCAP', The remag homes
will be rehabilitated and sold to qualified families through a
lottery. The Highway Homes Project would expand the
diversity and mix of housing in Anoka County, consider
transit orientation in its housing projects, and: facilitate
,tevelopment near existing or planned transit.
Identify other transportation corridoIrs, and develop and
promote plans for transit and transportation
alternatives.
Other transportation corridors include the HWY 65 corridor to
Cambridge, and east — west movement through the county.
2. Legislative Initiatives
SH it, I I I
MA& M of AW t a 14 101 A,
24
Development Investment Strateqy Rpocrt DRAFT
Establish partnerships with businesses and undertake
joint promotions.
Continue Northstar commuter rail piublic information
and involvemeint initiatives.
Continue participation in the North�star commuter rail publ 'Ic
information and involvement activities, to inform Anoka
County resi I dents and businesses about the project and: build
support for the project. Activities include disseminating
brochures, fact sheets and ne,wsle,fte,r; making presentations
to chambers and businesses; displayi'ng information at
business and community events,, maintaining the project web
site; releasing press releases; and organizing special events.
Anoka County should take the lead in working with
partners to develop a common vision for the future of
Anoka County,
The County, ACRRA and ACHRA should continue to
work with communities, municipalities, and chambers to
coordinate existing initiatives and i•enti I fy opportunities to
shape the future of Anoka County.
The County should hold quarterly meetings of the
Development Investment Strategy Work Group to discust
the current status and next steps for strategy
implementation.
The County,should hold quarterly meetings • County
administration and City managers to identify opportunities
and address concerns about the future of Anoka County.
TV 9 r;
,
Facilitate transit oriented development
Transit oriented development (TOiD) offers Anoka County
the opportunity to link ho g, jobs and transit, and helps
the county achieve its goal to boost overall economic
development. TOD potential exists at major Anoka County
transit stops, including Anoka, Coon Rapids, Fridley, and
W.
Provide economic development assistance to,
m�unicipalities.
Due to limited staff resources, many Anoka County
muni'cipalities would benefit from economic development
assistance provided by Anoka County. Such assistance
could Include conducting research to support development
initiatives and assisting municipalities with completing gran:-
applications for development related projects. In addition,
Anoka County could assist municipalities with project
coordination where it is, more efficient for municipalities to
collaborate on projects. Forexample, Anoka County was
awarded a $70,000 Metropolitan Councl I Livable
Communities grant on behalf of the es of Anoka, Coon
Rapids and Fridley, to examine development potential at the
four commuter rail stations in Anoka County and how
development at one station will affect the potential for
development at the other three stations.
N9