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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