HomeMy WebLinkAbout03.14.11 EDA Packet
City of Farmington
430 Third Street
Farmington, MN 55024
Mission Statement
Through teamwork and cooperation,
the City of Farmington provides quality
services that preserve our proud past and
foster a promisingfuture.
AGENDA
EDA WORKSHOP
March 14,2011
6:30 P.M.
CITY COUNCIL CHAMBERS
1. Call to Order
2. Approve Agenda
3. EDA Budget Discussion
- EDA Deficit
- EDA Levy
4. EDA Strategic Plan - Areas of Opportunity
5. Roundtable
6. Adjourn
PUBLIC INFORMATION STATEMENT
Council workshops are conducted as an informal work session, all discussions shall be consideredfact-:finding, hypothetical and unofficial
critical thinking exercises, which do not reflect an official public position.
Council work session outcomes should not be construed by the attending public and/or reporting media as the articulation of aformal City policy
position. Only official Council action normally taken at a regularly scheduled Council meeting should be considered as aformal expression of
the City's position on any given matter.
City of Farmington
430 Third Street
Farmington, Minnesota
651.280.6800 . Fax 651.280.6899
www.ci.farmington.mn.us
TO: EDA Members, Peter Herlofsky, City Administrator
FROM: Teresa Walters, Finance Director
SUBJECT: TIF Reports
DATE: March 14,2011
BACKGROUND INFORMATION lPREVIOUSL Y PROVIDED IN A MEMO DATED
SEPTEMBER 27.2010)
On July 6,2010, the TIF reports were completed by the finance director. All of the TIF districts
were co-mingled into one fund (Fund 4700). Although the revenues and expenditures for each
TIF district could be determined, the cash amount submitted to the State in prior years could not
be balanced to the cash on hand. The HRA fund had a negative cash balance at the end of 2009;
however, each TIF district was reported to the State (in past years) with positive cash balances.
The reports did not match our fmancial system; therefore, we did not feel comfortable submitting
them with prior year's information or plugging numbers to make them match the system. We
decided to hire Shelly Eldridge from Ehlers to complete the reports and balance them to our
system.
On August 2, 2010 (The day the TIF reports were due to the State), Shelly completed the TIF
reports and came back with some good news: all of the TIF reports had positive balances,
although not the balances previously submitted to the State. Since the TIF reports were
comingled with the HRA fund, the cash that was supposed to be in the TIF funds was used by the
HRA.
According to the Office of the State Auditor, commingling ofTIF funds is a violation ofMino.
Stat. ~ 469.177, subd. 5. We need to segregate the TIF funds from the HRA fund. This means
that when the positive balances are off-set by the negative balance in this fund, the HRA fund
will show its true balance which is approximately a negative $533,732. Shelly found a large
portion of this negative, is a result of the library ($253,892.46).
After many hours of research and several adjustments to prior year TIF reports, Shelly
determined the distribution between the HRA and the other TIF funds to be the following:
FUND BALANCE
2009 2010
Ending Beginning balance
Balance adiusted
HRA( 4700)
Downtown Redev Proj (4701)
Beon Dev Dist 13 BL (4716)
Redev Dist 2 (City Ctr) (4705)
TIF 13 Eagles (4717)
Total
$(334,265) $ (533,732)
84,989
4,658
106,899
2,921
$(334,265) $ (334,265)
UPDATE:
In order to obtain the answer to the question regarding how the HRA's fund balance grew to
$533,732 we would have to go back prior to 2000. Our system only goes back as far as 2000. In
2000, the HRA's cash balance was ($490,603). This also included TIF Funds, so the actual HRA
portion of the balance was higher. There are no significant HRA expenditures since 2000.
In 2010, the TIF funds were moved out of the HRA fund and in to their own separate funds.
In order to close the HRA fund, the EDA transferred $533,732 to the HRA fund.
The EDA started the 2010 year with a positive fund balance of$325,180. The transactions are
shown below:
Revenues $ 42,810
Expenditures (76,499)
Transfer to HRA (533,732)
Change if Fund Balance (567,421)
Beginning Fund Balance 325,180
Ending Fund Balance $ (242,241)
ADDRESSING THE DEFICIT:
The HRA balance is estimated to be negative $533,732. It can be reduced by the following:
EDA (projected 2010 balance)
Close TIP Economic Dev Dist 13
Sale of property (old liquor store)
$ (242,241)
3,759
100,000
$ (138,482)
Balance
We are looking at a long range plan to reduce the deficit. This may include an EDA levy. An
EDA levy can be used for staff time, projects, research, training, studies, purchase ofland, and
basically any expense an EDA has the authority to make. A $50,000 increase in the levy will
have the following effect on the taxpayer.
Home Value
124,000
162,000
199,800
240,800
315,700
Estimated
Annual Tax
Increase
3.50
4.80
6.10
7.50
10.20
Respectfully submitted,
Teresa Walters
Finance Director
City of Farmington
430 Third Street
Farmington, Minnesota
651.280.6800 . Fax 651.280.6899
www.ci.fannington.mn.us
TO: EDA Members
FROM: Lee Smick, City Planner
AICP, CNU
SUBJECT: Economic Development Strategic Plan
DATE: March 14,2011
INTRODUCTION
The inforIlJ.ation provided in this packet contains a compilation of strategic planning efforts since
2007. It is important to review past efforts so that current efforts are not duplicated. The reason
for this information is to know where we've been in the past and where we're going in the future.
DISCUSSION
Past meeting outcomes and documents concerning the strategic plan include the following list:
1. January 22, 2007 - ICMA Peer Team/Craig Rapp (Ex. A)
2. June 2007 - Richard Fursman and Jim Nom1an (also included in 2008 Comprehensive
Plan Update) (Ex. A)
3. August 24, 2008 - Farmington Economic Growth Committee/EDA (Ex. A)
4. June I, 2009 - Economic Development Chapter in the 2030 Comprehensive Plan (Ex. B)
5. August 7,2009 - City Council Strategic Planning & Goal Setting workshop (Ex. A)
6. June 28,2010 - First Impressions Survey (Ex. C)
7. 2011- GROW Farmington (Ex. D)
These past efforts will provide a strong outline for the Economic Development Strategic Plan.
The Strategic Plan will provide a direction to achieve goals, prioritize goals and objectives, be
flexible enough to adapt to economic changes, be measurable, and guide the EDA and staff.
In May of 2010, staff compiled a list of 6 categories known as "Areas of Opportunities" (Ex. E)
that staff would like to continue to propose to the EDA for its strategic planning efforts. Under
each category are strategies that staff would like to discuss with theEDA to determine if they are
favorable strategies to pursue. The "red" text higWights what staff is currently accomplishing or
has completed for economic development and the "blue" text is what staff is proposing for the
EDA to consider.
Staff would like to discuss the 6 categories and ask the EDA to comment and offer suggestions
for strategies under each category.
ACTION REOUlRED
Staff will present the 6 categories known as "areas of opportunities" and the strategies shown on
Exhibit E as a focus for the March 14,2011 EDA Workshop.
Respectfully submitt ,
~
Lee Smick, City Planner
AICP, CNU
ECONOMIC DEVELOPMENT STRATEGIC PLAN
The Farmington EDA's mission is to improve the economic vitality of the city of
Farmington and to enhance the overall quality of life by creating partnerships,
fostering employment opportunities, promoting workforce housing and by expanding
the tax base through development and redevelopment.
1. Resources available to support Economic Development
2. Business Development
A. Business retention/expansion program
B. Business recruitment
3. Business Friendly
4. Create Marketing program
5. Technology
6. Update Market Study
Economic Development Strategic
Public Policy
Funding and Financing
Prioritizing, Assigning, and Phasing
GROW
Farmington
Implementation
E/_A
City of Farmington
430 Third Street
Farmington, Minnesota
651.280.6800 . Fax 651.280.6899
www.ci.farmington.mn.us
TO: EDA Members
FROM: Lee Smick, City Planner
AICP, CNU-Accredited
SUBJECT: Strategic Planning & Goal Setting Workshop
DATE: May 24,2010
INTRODUCTION
At the January 25, 2010 EDA meeting, the EDA requested that staff consolidate planning
information that has been prepared in the past 3 years and provide "areas of opportunities to
focus on" for the Strategic Planning & Goal Setting Workshop.
DISCUSSION
In the past 3 years, a number of EDA members have given suggestions on 4 separate occasions
concerning the City's strategies and goals for economic development. The following is a list of
dates and outcomes for each meeting that has occurred:
Januarv 22. 2007 - ICMA Peer Team/Crail!: RaDD DrODoses 6 stratemes:
6 Strategies
Progress!
Com leted
X
I. Create an Economic Development Framework - What are we going to do and
how are we oin to mana e this ro 'ect
II. Understand Farmington's Market - Determining our niche, the relevance of
the McComb Stu ,the bounda 0 downtown, and develo a marketin Ian
III. Coordinate Comprehensive Plan with Economic Development Strategy -
Coordinate ste s in the com Ian and economic develo ment Ian
IV. Create adequate staffmg and technical capacity to support economic
develo ment activities - Recommend training and sta m
V. Unification of all groups behind the Economic Development Strategy - Work
with EGC, FDBA, CC, PC, etc.
VI. Ensure necessary fmancial resources to support economic development
activities - Determine funding sources
X
X
X
X
X
June 2007 - Richard Fursman and Jim Norman orooose 3 stratelrles (also included in 2008
Comorehensive Plan Uodate):
3 Strategies Progress!
Comoleted
1. Downtown Development and Redevelopment X
2. Industrial Development X
3. Commercial Development outside of the Downtown area X
AUlrust 24. 2008 - Farminlrton Economic Growth CommitteelEDA oroooses 3 stratelrles:
3 Strategies Progress!
Comoleted
1. Technology (WiFi, broadband, phones etc.) X
2. Vennillion River Crossing promotion and marketing
3. Privately Developed Industrial Park
AUlrust 7. 2009 - Citv Council Stratelrlc Plannine: & Goal Settine: workshoo oroooses 5
stratelrles for encourae:ine: economic develooment:
5 Strategies Progress!
Comoleted
1. Maintain and/or expand recreational opportunities X
2. Focus on growing business development X
3. Provide a collaborative, respectful environment so developers etc., will want to X
work with us
4. Invite successes to Council and celebrate successes X
5. Explore fiber as a competitive advantage - Measurements include # of new X
businesses, marketing piece in place, messaging successes, increased jobs, and
increased revenue
As requested by the EDA, staff has consolidated the information above into 6 categories known
as "areas of opportunities" shown on Exhibit A. Items 1-6 may have the potential to become the
framework for the future Economic Development Strategy Plan.
Under each category are "talking points" that staff would like to discuss with the EDA to
determine if you are in favor of them. These points may become potential action steps under
each category. The "red" text highlights what staff is currently accomplishing for economic
development and the "blue" text is what staff is proposing for the EDA to consider.
Staff would like to discuss the 6 categories and ask the EDA to comment and offer suggestions
for action steps under each category. For instance, the promotion and development of VRC
would be steps under the strategies of Business Development, Business Friendly, Marketing, and
Resources for economic development. Collaborating with the EGC and/or the Farmington
Downtown Business Association would be a step under the Marketing and Resources category.
I
ACTION REQUIRED
Staff will present the 6 categories known as "areas of opportunities" and the ''talking points"
shown on Exhibit A as a focus for the Strategic Planning & Goal Setting Workshop.
~P~IY~
Lee Smick, City Planner
AICP, CNU-:Accredited
To: Peter Herlofsky
From: Craig R. Rapp
RE: SWOT summary
Date: December 12,2006
Peter, the following is a summary of the facilitated process that took place on November
27th with the City Council, EDA, staff and the Peer Assistance group at Round Bank.
In addition to recounting the information generated during the SWOT process, I have
identified some preliminary connections between various strengths and opportunities, as
well as weaknesses and threats. These connections are meant to be "first cut" look at
ways of focusing our future action.
There will be more analysis provided, and we will supplement this information with the
comments gathered in the interview process. The combination of SWOT information and
interview comments will be forwarded to you in the near future. -
The purpose of providing you this information now is to enable everyone to clearly see
the current economic development environment that exists in Farmington, and to give
folks time to absorb new ideas and concepts.
During December, the consultant team will be conducting additional research on best
practices, analyzing data and preparing for a fmal meeting with the City Council and
EDA in January. The goal of January's meeting will be to create a plan for success and
focused action steps to carry the City forward.
We will be providing interim reading materials and background information so that the
meeting in January and the final report will result in a successful program launch.
Strengths
1. Professional Staff
2. Traditional downtown
3. Involved City Council
4. In-place functioning and involved EDA
5. Land available for development and redevelopment
6. Vermillion River - quality trout stream in middle of city
7. City supports growth
8. Active business community
9. Located in the 'path' of metropolitan development
10. Educated population
11. Quality school district
12. Low crime
13. Quality public services
Opportunities
1. Good fiber optic cable availability- potential for fiber-to-the-premises
2. Because Farmington is largely unknown- chance to create or defme an image
3. Learn and leverage the knowledge of other cities
4. City has time to get organized and focused - with lots of people currently engaged
5. Economy is getting better
6. Opportunity to compete globally
7. Recruitment - going from zero to something focused
8. Marketing the city's "small town" feel
9. Ability to coordinate the Comprehensive Plan with an Economic Development Plan
a. Comprehensive Plan first, Economic Development Plan second
10. Rail service - marketing opportunity to users that need rail
11. Trout stream - market the image and potential to draw people
12. Improve relationships with the townships
13. Opportunities to "network" - develop and improve relationships with County, State
and developers
14. Location - market the fact that Farmington is close, but a little off the beaten path
15. Pull three groups together - City Council, EDA, Economic Growth Committee
16. Engagement of the business community
17. High School - infrastructure extensions
18. Follow models of other successful cities - Naperville example - riverwalk
Strengths/Opportunities - Possible connections
1. Strengths - Involved City Council; in-place functioning EDA
Opportunities:
. Learn and leverage knowledge from other cities
. Ability to coordinate Comprehensive Plan with Economic Development
Plan
. Improve relationships with townships
. Opportunities to "network" - develop and improve relationships with
County, State and developers
. Pull three groups together - City Council, EDA, Economic Growth
Committee
. Engagement of the business community
2. Strengths - Traditional downtown; land available for development and
redevelopment
Opportunities:
. Marketing the city's "small town" feel
. Location - the fact that Farmington is close, but a little off the beaten path
3. Strengths - City supports growth; active business community; located in the "path"
of metropolitan development
Opportunities:
. City has time to get organized and focused- with lots of people currently
engaged
. Because Farmington is unknown- chance to create or defme and image
. Recruitment - going from zero to something focused
. Rail service - marketing opportunity to users that need rail
4. Strengths - Vermillion River - quality trout stream in the middle of the city
Opportunity:
. Trout stream - market the image and potential to draw people
Weaknesses
1. Location - not on 1-35
2. City has image of bedroom community
3. Population currently too small for 'big box' retail interest
4. Limited land available for industrial development
5. "Fragmented" downtown business community -lack of direction
6. Lack of common vision
7. Transportation
a. Railroad
b. Intra-city options are poor
c. Lack of good access to 1-35
8. Lack of expertise making development deals
9. Three separate groups working on economic development
10. The community at large is disengaged
11. Poor image or lack of image with business community
12. Poor relationship with townships
13. School District fragmentation
Threats
1. Developable land closer to the Twin Cities
a. Retail
b. Other
2. Lakeville annexation encroachment
a. Possibility of surrounding Farmington
3. Gravel mines blocking economic development
4. Long-term holding of agricultural land -limiting land for development
5. Opening up of Elko-N ew Market due to sewer extension
6. Future push back against development
7. Slow down in the housing market
8. High gasoline prices
9. State of Minnesota actions are unpredictable
a. LGA cuts
b. TIF limitations
10. Desirable development is close to Farmington, but outside our city
a. Example: Flagstaff Ave.
11. Highway 3 congestion
12. Acting alone on economic development resulting in being land-locked
Weaknesses/Threats - Possible Connections
1. Weaknesses - "Fragmented" downtown business community - lack of direction; lack
of common vision; three separate groups working on economic development; the
community at large is disengaged
Threats:
. Developable land closer to the Twin Cities
. Opening up of Elko-New Market due to sewer extension
. Desirable development is close to Farmington, but outside our city
2. Weaknesses -limited land available for industrial development
Threats:
. Long-term holding of agricultural land -limiting land for development
. Lakeville annexation encroachment- possible surrounding of Farmington
. Acting alone on economic development resulting in being land-locked
Other Issues / Connections
1. Transportation- enhancing connections to serve new development
2. Deal making capabilities - staff development
3. Interesting and unique city - creative and unique approaches - fiber optics, etc.
Exhibit A
Areas of Opportunities:
1. Resources available to support Economic Development
2. Business Development
- Business retention/expansion program
- Business recruitment
Downtown Development
Industrial Development
Commercial Development
3. Technology
4. Business Friendly
5. Create Marketing Program
6. Update Market Study
~X,B
CITY OF FARMINGTON
2030 COMPREHENSIVE PLAN
2008 UPDATE
Prepared by:
Planning Division
Economic Development Division
Parks & Recreation Department
June 1, 2009
Farmington 2030 Comprehemive Plan Update
GOALS AND POLICIES
Policies
The following goals and strategies will be the top priorities with regard to concentration of time,
energy and resources. With priorities established, activities can be structured to support the
overall economic development vision of more balanced commercial and industrial growth.
PolicY 1: Downtown Develonment and Redevelonment
The boundary of the downtown area has been discussed many times and remains a point of
confusion. A clear delineation of downtown is an essential first step in defIning and planning the
next steps of development including promotion of infi11 development and the expansion of the
commercial core. It is the desire of the City to have standards in place to coincide with the
development and redevelopment of downtown.
Strategies to achieve the policy:
a) Establish a Clear Downtown Boundary
Action Steps:
1. Perform a SWOT analysis of existing and potential communication
links within the community.
Implementation
a. Staff will identify potential stakeholders and resources that may be
helpful in disseminating information and recruiting involvement in
the process of delineating a clear boundary for the downtown.
2. Design and Implement a Public Information Campaign
Implementation
a. Staff will develop promotional materials to be distributed to
members of the City Council and Commissions, the School
District, the Chambers of Commerce and residents.
b. A survey will be distributed to residents to obtain feedback.
c. Joint meetings will be held with the City Council and the Planning
Commission, Economic Development Authority and Historic
Preservation Commission.
d. Public meetings for residents will be organized to facilitate
discussion regarding the delineation of downtown.
e. The data obtained from the aforementioned meetings will be
reviewed and a boundary for downtown will be created.
2
Economic Development Element
Farmington 2030 Comprehensive Plan Update
f. A map showing the resulting boundary will be created and upon
EDA approval, will be disseminated to the community.
b) Design Standards
Action steps:
1. Identification of the primary group to lead the creation of design standards
will need to take place.
Implementation
a. Staff will meet with the members of the Planning Commission and
Historic Preservation Commission to determine which group will
lead the process of creating design standards for the downtown.
b. Develop preliminary design standards.
The following elements will be addressed:
. Types of materials
. Bulk requirements
. Height
. Signs
. Streetscape
. Landscaping
. Green Space
. Lighting
. Image
. Complimentary architectural elements
. Walk-able and pedestrian oriented
c. Review preliminary design standards with the public and receive
input.
d. Develop final draft and adopt supporting ordinance.
e. Make design standards public and promote.
c) Promote In:fill Development
Action Steps
1. Downtown Outreach Program
Implementation
The program would include business visits by City staff members or small
committee which might include: City Staff, a City Council Member, an
EDA Member and/or Administration. An important aspect of the program
will be follow-up on concerns or questions raised at business visits and
creation of a database to compile visit information and results.
2. Promotion of infill in the downtown area that includes business
activities that are complimentary to the unique atmosphere of the historic
downtown.
3
Economic Development Element
Farmington 2030 Comprehensive Plan Update
Implementation
Through information compiled from the Market Study and the Downtown
Outreach Program, the types of businesses to be targeted will be identified
and may include the following:
. Professional offices
. Entertainment and arts
. Craft and antique
. Boutiques
. Specialty shops
3. Parks and Public Spaces
Implementation
Staff will work in conjunction with the Park and Recreation Advisory
Commission to identify opportunities for park and green space in the
downtown area.
4. Identify Incentives
Implementation
Possible incentive programs and options will be investigated and
developed based on input from the City Council and EDA. Staffwill
research available grant and loan funding.
5. Land Assembly Strategy
There will be ongoing attention to the possibility of land assembly.
Potential reasons to assemble land include but are not limited to:
. Prices that are unusually favorable
. The ability to capture opportunities that arise
. To accommodate the desired development patterns as outlined by
the Comprehensive Plan.
6. Develop and implement a communications plan.
PolicY 2: Industrial Develooment
The goal of promoting industrial development is to encourage the expansion of the tax base and
job creation to enhance the well being of the community. The following steps will be undertaken
to promote development.
Strategies to achieve the policy:
a) Build, execute, and maintain a business retention program.
Action steps
4
Economic Development Element
Farmington 2030 Comprehensive Plan Update
1. Visit each business on an ongoing basis dependent on their individual
needs. Partnerships with the City Council, EDA, Administration, DEED,
the Chambers of Commerce and Legislators may be utilized to benefit the
program. The following steps will be included in the program.
a. Identification of the questions and discussion topics for
the visits
b. Identify list of businesses
c. Data review
d. Follow-up
e. Ongoing visits
b) Promote the availability, use, and sale of industrial property
Action steps
1. Develop inventory and contact list
2. Identify desired businesses
3. Determine if land assembly is appropriate
4. Rezone property to comply with Comprehensive Plan
5. Develop promotional materials for desired business types
6. Create marketing packet for inquiries
c) Advocating with stakeholders
d) Enforcing building standards
e) Establishment of incubator buildings and/or inventory of vacant buildings for
start-ups
f) Extend Light-Industrial Areas of the City
Policv 3: Commercial Develonment Outside of Downtown Area
Support and promotion of commercial development throughout the City of Farmington will
continue to be a priority. The commercial development outside of the downtown area includes
neighborhood commercial nodes, and those along major thoroughfares. Those areas will be
supported by the following strategies.
Strategies to achieve the policy:
a) Promote the availability, use, and sale of commercial property and buildings.
Action steps
1. Zone commercial property to influence development patterns
2. Determine if incentives will be used to promote this type of development
3. Market to desired business types and brokers
4. Develop design standards (PUD)
5. Land assembly/Identify priority locations
6. Infrastructure
5
Economic Development Element
Farmington 2030 Comprehensive Plan Update
b) Build, execute, and maintain a business retention program.
Action steps
1. Visit each business on an ongoing basis dependent upon their individual
needs. Partnerships with the City Council, EDA, Administration, DEED,
the Chambers of Commerce and Legislators may be utilized to benefit the
program. The following steps will be included in the program.
a. Identification of the questions and discussion topics for
the visits
b. Identify list of businesses
c. Data review
d. Follow-up
e. Ongoing visits
6
Economic Development Element
Farmington 2030 Comprehensive Plan Update
MARKET STUDY
To better determine the future demand for commercial and industrial space, the Economic
Development Authority and the Farmington City Council hired two consulting firms to conduct a
commercial and industrial market study in mid 2007. The two firms, Maus Group and McComb
Group, Ltd. worked together to conduct research and analysis of past trends and future growth
projections for development in the Farmington trade area. The results of the study were used in
the City of Farmington's Comprehensive Plan Update as well as to provide additional guidance
in the creation of work plans for the City's Economic Development Staff as identified in the
Economic Development Chapter of the 2030 Comprehensive Plan. The Summary o/Findings
and Development Strategy that follow provide insights into development potential, space
absorption and strategies that serve as a guide for future development activities.
7
Economic Development Element
Farmington 2030 Comprehensive Plan Update
SUMMARY OF FINDINGS AND DEVELOPMENT STRATEGY
(prepared by Maus Group I McComb Group Ltd.)
Farmington is updating its comprehensive plan to accommodate additional residential, retail and
business development. New development will capitalize on previous Farmington investments
including development and successful marketing of the Farmington Industrial Park and creation
of the Spruce Street Commercial Area. The decision to relocate City Hall in Downtown retains
an important destination in downtown.
Development Potential
Future development potential for retail, services and business park establishments through 2030
are summarized in Table L Acres of land needed for this development is also shown for each
type of development.
i T~~i
:r-~~~~=-==--=:.=~==.:.:=~~=:c:=.r-------uT~.J--'. -~':::':=':":':1=C-::"====1. -T':==--=_
, ESTIMA TED INCREASED RETAIL, SERVICE AND BUSINESS PARK SPACE
F~~~~===~-- _~==~~~~-"=[~~f=~~~2I"t~~~~~[=C:~: ..- ~--:i=~
1 I. S uare Feet 1 Land
r Category T I Demand I Contingency I Total --"I(Acres)
fRetail ---------u---------t-~l_____I' -- ______L. ~-~-. -----.
!~"=~~=~.=~: l!~t, FJi.~~- .....Et~!fl-=-~~
I~~~~~,=::~:t=f-~,:::~~~:~::::p :::::~-:: ..
1~::J~::'f:~n---L- --m:!~I= ::~::~lT-::~~--r ~~ ...
. -~ -
~~!~-Lm-----.m--------lm-~ -- :::~~::~- [~ -~-,;~~:~ -~::~~::~. .---I--:~:--
I I I IT ~I~ I
i Source: McComb Group, Ltd I I I I II
Farmington currently has about 640,000 square feet of retail stores, services and medical offices.
Retail stores total about 223,000 square feet and services total about 240,000 square feet.
Medical offices currently occupy about 64,000 square feet. There's an additional 133,500 square
feet of space that could not be identified as clearly retail stores or services and is identified as
other.
Additional retail space demand by 2030 is estimated at 840,000 square feet. A contingency of
600,000 square feet is provided to accommodate unforeseen retail development. This
contingency has been allocated to each retail category. The contingency is provided to ensure
that Farmington will have retail space in the period beyond 2030. Most of this contingency,
500,000 square feet, has been allocated to retail since this is the category which accounts for the
big box stores (Le. SuperTarget, Wal-Mart Superstore, Home Depot, Menards, etc.). Land area
estimated to accommodate this retail development is estimated at 144 acres excluding water
retention and streets. Existing business park type buildings total over 1.1 million square feet.
8
Economic Development Element
Farmington 2030 Comprehensive Plan Update
Office warehouse/industrial is the largest category with 809,500 square feet and bulk warehouse
totals 195,600 square feet. The Farmington Industrial Park is responsible for much of the
industrial development in Farmington.
Business park space demand is estimated at over 2.8 million square feet with office
warehouse/industrial accounting for about 60 percent of the estimated demand. Commercial
office is estimated at 400,000 square feet and bulk warehouse accounts for 590,000 square feet.
Office showroom is a relatively small category estimated at 180,000 square feet. A contingency
of25 percent (715,000 square feet) has been provided for two reasons: 1) Farmington's growth
will not end in 2030; and 2) the contingency space will provide for the possibility that demand
for business park space exceeds the baseline estimates. Land necessary to support business park
demand is estimated at 306 acres excluding water retention and streets.
Space Absorption
Estimated demand for retail and business park space increases steadily over the 23-year analysis
period with the largest increase in the 2025 to 2030 period, as shown in Table ii. This is due to
the growing metropolitan economy, Farmington's growth, and reduced supply of competitive
sites in other communities.
I Table-ii -,
r===========-======================----====c:::====c=======T=r:.:-::=======L=T=========T==--I========T=I==========~
i ESTIMATED INCREASED RETIAL, SERVICE AND BUSINESS PARK SPACE . '
[~-=---~-- -----=--~- -- ~ND}.AND; 201 OTO 2030 - ~--------~-------- -1
r=..-~~~~i;g~:~~~l=r::I:'jc~f::~~~:~~~~rer'~~25~~:~:~-
R~brll-- ~-~~~.:=~~~==~+=~-t=_.__ -]~_~~--L~~-=-l~J- ..- --.----
R,tan stores_________~T~_L 15~.J=_1 82 ! =l~02_ L 262 -Lf 341
I~~~~~LLL---- ...... F- fLyf I:!+[t~t l~.t ...1::__
~~~~O:'~,,~=[=[-~=[::::fj}-.I-lmf:-I ~~--I[+- ~~-~ 1=-1-:..-
:-T.;tal-=::=.::=::T=1n2L l-f-~L+--l~~~~O ~II,440~
f~E~~~l~~~~~~+==f~~i-P!i ff~=rll~i P:i~~~L
b-:i';';ii~~;"=L::=] - -fiorT96+rn20i~-359 -I-i. -590.-
l:c~;;f~~r:~ .--.-._~[-[J-1f-t+ ~~-!:P~~- ..~:J%~i5 I
L. Total_________~~--!_-._1 708 I I 1,370! ! 2,301 i t3,5561
liand(a~~;;)------.----I-I----T--T--1-!---[T 1----
IRet~ii~~--- --- - ....- d__ ... r---r--s---r- r----3()- j -r--62--r---I--.-97r---i44--
~ine~;p-ark-------_.------r--.-I-21--r-T.--63--1--lll9 --~--i-198 --r- ---306-1
1---TOt-~i-----.----- -------r--- 29--: 93 !-- I 181 ~-- I 295 ! -. 450
im .. --. . 1-1------11-1 T .-,- ! J-q I
!~~_~~~ ..~~~~~~~CE~~R;I!~~_~~~[~~~~ [~~_~-==J=~~[...-==_=c_-_c_=:-=_~=l=__T-===]___-I.~.==~~_~j
9
Economic Development Element
I I
Farmington 2030 Comprehensive Plan Update
Estimated demand for retail, service and medical offices accelerates to an additional 840,000
square feet by 2030. The largest increase in space occurs in the later years of the analysis period.
The estimated increase between 2010 and 2015 is 140,000 square feet, which increases to
210,000 square feet in 2020. The estimated increase in demand is 193,000 square feet in 2025
with a further increase of 256,000 square feet by 2030. For purposes of preparing absorption
estimates, the contingency was allocated to each five-year period beginning with 31,000 square
feet in 2010.
Land needed to support the above retail demand is contained at the bottom of Table ii. One acre
of land will support about 10,000 square feet of gross leasable area, excluding land for water
retention. This indicates demand for about 84 acres. Adding 60 acres for the 600,000 square
foot contingency brings total additional land area to 144 acres by 2030.
Estimated business park demand by five-year period is contained in the lower portion of Table ii
by building type. These are baseline forecasts and do not take into consideration the current
economic environment that may restrain development of business park properties. The total
additional business park space by 2010 is estimated at 240,000 square feet. For 2015, the
estimated demand increases to 708,000 square feet, an increase of 468,000 square feet for the
five-year period from 2010 to 2015. Baseline demand in 2020 is estimated at 1,370,000 square
feet, an increase of 662,000 square feet from 2015. This table demonstrates that space demand
increases with the largest space demand is estimated for the period 2020 to 2025 (931,000 square
feet) and 2025 to 2030 (1,255,000 square feet).
Retail Development Strategy
Growing population and households in Farmington's trade area will provide support for a
growing number of retailers over the next 23 years. Retail potential is focused primarily in
convenience goods, food service, services and medical, or those business establishments that are
generally patronized by customers that live near the business establishment. Demand for
shopping goods, which include apparel and accessories, electronics, home furnishings, and other
specialty stores, have more limited potential because the Farmington trade area does not have
enough households to support most of these types of businesses.
Significant retail development occurs around anchor stores that attract customer traffic.
Examples of anchor stores include supermarkets, drug stores, discount stores, superstores,
department stores, and home centers. Retailers and services attracted by anchor stores differ by
type of store. Supermarkets and drug stores attract convenience retailers, liquor, florists, fast
food and personal services. Discount stores and superstores attract many of the same
convenience stores and services and a limited number of shopping goods stores. Department
stores attract shopping goods retailers, fast food, and restaurants. Home centers and other
destination stores, such as furniture, appeal to a smaller group of retail stores as a draw. New
anchor stores, because of their size (55,000 to 200,000 square feet), will be most likely to locate
in the Spruce Street Commercial Area. How and when this occurs will affect downtown
business establishments.
10
Economic Development Element
Farmington 2030 Comprehensive Plan Update
Supportable square footage analysis indicates that Farmington will be able to support an
additional supermarket. The timing of this new supermarket is important to Downtown
Farmington. Farmington's trade area should be able to support two supermarkets sometime
around 2015. This supermarket is likely to locate in the Spruce Street Commercial Area. If a
new supermarket is constructed before the trade area can support two stores, it's possible that
Econofoods could be forced out of business in a scenario similar to that which occurred in
Rosemount when Knowlan's opened causing the downtown supermarket to close. Subsequently,
Cub opened a store and Knowlan's closed. Customer traffic to other stores in Downtown
Farmington would suffer ifEconofoods were to close.
Analysis in this report demonstrates support for a discount superstore in about 2015 to 2020. A
superstore would reduce market share and sales for any supermarkets operating in Farmington.
Due to its smaller size, Econofoods could be most vulnerable.
Notwithstanding the timing for supermarket or superstore development contained in this report,
major anchor stores are concerned about market share and the development activities of their
competitors. This can cause a retailer to build a store before a market can fully support the store
to prevent a competitor from locating in the market. As a result, an anchor store could choose to
locate in Farmington to prevent a competitor from opening a store in the area. The timing of
these types of development decisions is unpredictable, but do have ramifications for Farmington.
Farmington's comprehensive plan emphasizes maintaining Downtown as a major retail area and
also provides for retail expansion into the Spruce Street Commercial Area. Current drafts of the
2030 comprehensive plan identify new retail areas north ofTH-3 at 195th Street, and on Flagstaff
south of 195th Street. These should be convenience shopping areas. A convenience shopping
area could also be planned at CSAH 50 and Flagstaff. These convenience shopping areas should
be five to ten acres in size and designed to accommodate the types of uses found at Marketplace
and Charleswood.
Downtown Farmington is the area's dominate retail location due to its historic base of retail
stores and services. It is important to improve Downtown's attractiveness to retailer stores and
services.
Retail potential in Downtown Farmington can be strengthened by locating new businesses that
serve as major customer draws in the downtown area. This is similar to the city's decision t9
build its new City Hall in Downtown.
To encourage retail development in Downtown Farmington, the city could consider establishing
a retail incubator to attract new retail stores to Farmington at affordable occupancy costs. The
key to maintaining the vitality of Downtown Farmington is to have a growing number and
diverse mix of attractive retail stores, restaurants and services that can meet the needs of trade
area residents and visitors.
Building owners and retailers in Farmington's older retail areas (Downtown and Highway 3)
should be encouraged to update and modernize their space to present a more contemporary
appearance. This includes updating storefronts and interior finishes and fixtures. Downtown
11
Economic Development Element
Farmington 2030 Comprehensive Plan Update
retailers should seek to be comparable to their competitors on Pilot Knob and in Apple Valley,
Lakeville and Rosemount. Most national and regional retail chains have refurbishment
schedules of seven to ten years.
Over the next 25 years, some of Farmington's existing retail buildings are likely to be
redeveloped to accommodate expansion of existing retailers or new retailers choosing to locate
in these areas. The City of Farmington should encourage these redevelopment activities and
should establish programs to enable redevelopment to be economically feasible.
Business Park Development Strategy
Since 1990, about 450,000 square feet of business park space has been developed in Farmington.
Industrial Park tenants indicated they located in Farmington due to the availability of affordable
land and friendly business climate. Farmington should capitalize on this "good will" in its
business development activities. This will help to mitigate development industry misconceptions
of Farmington identified in broker interviews. A strategy that will help Farmington achieve a
balanced growth would include the following:
. Land use policy that promotes a balanced growth that includes a mix of office and
industrial users to help support Farmington's tax base and minimi7:e the real estate tax on
homeowners.
. Target industries that are not heavily dependent on transportation. Because Farmington
is not on a primary transportation corridor like 1-35, industries that depend on a road
network to receive and ship large quantities of raw materials and finished goods will find
Farmington less accessible than other locations.
. Building values tend to reflect the wages and talent of the people working inside. It is
important to create jobs that enable employees to live within the community. These
employees are likely to have higher disposable income to support local businesses. This
will reduce traffic congestion created by commuters that leave the community to find
employment.
. Development covenants for the industrial park will be important to ensuring that higher
value real estate is developed. However, some communities create covenants that are
overly restrictive and complex, which will often discourage industry from locating in
their area. Covenants that are extensive and detailed are not necessary and can suggest an
unfriendly local business climate.
. Focus on the creation of wealth rather than the number of jobs created. High value
investment will create jobs for highly paid skilled workers to operate the facility. High
value investment tends to create a sense of permanence. Light assembly and warehouse
tenants and owners are fairly mobile. The spaces they occupy are flexible and
commodity real estate that is easily adaptable for new users. High value investment often
includes expensive equipment that is very difficult and costly to move and often requires
customized buildings.
12
Economic Development Element
Farmington 2030 Comprehensive Plan Update
. The area to the west of the Industrial Park should be guided business park and sized to
accommodate projected demand in this report.
. It is very important to control the cost of land to promote business park development. In
order to minimize up front acquisition and infrastructure cost, the EDA should investigate
several scenarios to control land and cost. These include:
II>> This could be as simple as acquiring a renewable option on the proposed business
park property. Option money is not subjected to ordinary income tax until the
option is exercised. Therefore, a land owner could continue to farm the land and
collect option money not immediately subject to income tax.
Ell The EDA could enter into a purchase agreement with a land owner that includes a
"take down" provision that would allow the EDA to exercise a purchase at a
predetermined price when a buyer is found or to take down land on a scheduled
basis over an extended number of years.
tl) The EDA could enter into an option agreement for a nearby farm at a lower price
and facilitate a 1031 tax free exchange with another land owner near to the
business park allowing the owner to avoid paying a capital gain tax.
. It is important to develop a business park layout that is flexible. Utilities should not be
extended beyond the entrance. To do so would commit the city to a fmal design and
preclude flexible lot configuration and size for potential users. A preliminary plat can be
developed and finalized as each lot is sold.
. The EDA should consider developing a business incubator building. This could be a
multi-tenant building with added improvements that would allow emerging companies
with new technologies to become established and hopefully later grow into the business
park. It may be necessary to provide TIP, deferred assessments or other incentives to
encourage a private developer to create a building with these added amenities.
. The EDA should create a targeted marketing program focusing on specific industries and
businesses south of the river. This would include direct mail and personal contact by
EDA staff.
Farmington's development strategy should focus on local and regional businesses that are likely
to have more flexible location criteria than national firms. Farmington's favorable business
climate is a significant advantage. Farmington has the ability to build on the success of the
existing Industrial Park.
13
Economic Development Element
61.0
City of Farmington
430 Third Street
Farmington, Minnesota
651.280.6800 . Fax 651.280.6899
www.ci.farmington.mn.us
TO:
Economic Development Authority
FROM:
Lee Smick, City Planner
AICP, CNU
SUBJECT:
First Impressions Survey Summary
DATE:
June 28, 2010
INTRODUCTION
At the May 24, 2009 EDA meeting, staff discussed the idea of performing a First Impressions Survey to
determine how visitors perceive the look and feel of the City. The survey is designed to increase awareness of a
community's strengths and highlight areas of concern. The survey helps the community do the following:
. Evaluate the success of current developments.
. Set goals and priorities for new developments.
. Identify ways to strengthen community services.
. Identify initiatives for City leaders, community support agencies, and civic groups and will
become the framework for the Economic Development Strategic Plan.
A First Impressions Survey was performed on June 18,2010 from 10 AM to 12 PM. Five Planners from
various jurisdictions joined the City's Planning Staff and toured the community for almost 2 hours. The
planners included:
. Maggie Dykes, City Planner, Apple Valley
. Joe Hogeboom, City Planner, Golden Valley
. Deb Garross, City Planner, Bumsville
. Patrick Boylan, Senior Planner, Metropolitan Council
. Peter Hellegers, City Planner, SouthSt. Paul
DISCUSSION
After the tour was completed, the planners sent their surveys back to the City for staff to compile the responses.
The wrap-up section of the survey portrayed a mostly positive view of Farmington as shown below.
Was your perception prior to the visit accurate? In what ways was Farmington different from what you
expected?
· It was more of a suburban community than I thought. I did not know there was as
much new single-family housing as there is. I al.so didn't know the trail network
was as extensive as it is. .
· Yes. As suspected, Farmington was very pleasant. I had a good experience in
Farmington. I could certainly see myself living or working in Farmington.
. For the most part yes, though there was far more residential than I expected.
Also, I was very surprised at the high quality of some of the residential areas.
Did the information you collected prior to the visit accurately reflect what you observed/experienced?
. Generally, yes.
. The website did a good job of presenting the city in a positive light.
. Not entirely. Parts of the City were better off than I imagined.
What is the most outstanding feature of Farmington?
. Its location is convenient. It's a nice small town that's.located between the larger
suburbs of Apple Valley and Lakeville, and historic Northfield.
. In my opinion, the most outstanding feature of Farmington is the attractive Main
Street (3rd Street.) I think it is neat to see towns like that so close to the Metro
Area.
· The City planning staff was great hosts/ guides. Their knowledge of the built and
planned environment satisfied my curiosity during my visit. Decent professionals
always increase the image of a community.
. The downtown! Many communities.are trying to create artificial"town centers" to
develop some sense of place that they lack because most of those communities
were originally developed as bedroom communities. Having an established and
fUlly-functioning downtown is an outstanding feature.
List five positive things you observed about Farmington.
. Well planned.
. Convenient.
. Clean.
. Friendly people.
. Affordable housing.
. Thriving and vibrant Main Street.
. Wonderful High School facility.
. Good connectivity/road network throughout the community.
. Attractive and well-maintained parks.
. Healthy neighborhoods.
. Kids doing sidewalk chalk art in downtown
. Proximity to vistas of rolling fields of corn and beans was pretty cool.
. Streetscape / street furniture in downtown is well done.
. Impressive high school football stadium.
. Downtown.
. Farmington High School.
. Great quality parks.
. Some really great quality housing.
. Cultural activities; Dew Days, Farmer's Market.
What are three potential opportunities available to Farmington?
. More industrial park businesses. Price of land is probably more reasonable than
neighboring Lakeville, Eagan.
. Dakota County fairgrounds.
. Compact downtown
. Increase commercial/retail options in a way that benefits and enhances
downtown Farmington.
. Identify areas to keep as natural preserves.
. Increase recreation opportunities along the Vermillion River.
. Industrial development to expand tax base andjobs.
. Trout fishing in Vermillion River.
. Senior Housing (focus in/near downtown).
. Develop housing/activities for young single adults - condos, townhouses, etc.
. Location to link commercial/industrial with new comm.jind. Development.
What are the five biggest obstacles/challenges facing Farmington?
· People perceive to be mostly agricultural, and not connected to the Twin Cities.
. No major industry or job generators in the community.
. lack of nightlife or a real"hook" to entice people to move to area.
. lack of attractive, multi-family housing.
· Commercial areas are starting to spread away from downtown and that may
reduce the attractiveness of the downtown businesses.
· Unusual city boundaries/maintaining city identity in areas to the far north.
. Aging housing stock in certain areas of the city.
· More development occurring on the north and west sides of the city, ignoring
areas on the east and south side of the city.
. Not enough retail options to sustain people living in the city.
. Provide more connections between different neighborhoods.
· Retaining young professionals.
· Keeping downtown relevant to the needs of locals and attracting tourists.
. location (distance from Mpls.jSt. Paul).
. Boundaries with adjacent townships & impact on development.
. Pedestrian connectivity.
. Creating opportunities for night life, cultural events, etc.
· Continuing development in adjacent communities - development in Lakeville,
Rosemount can siphon development p_otential away from the community.
What will you remember most about Farmington six months from now (positive or negative)?
. Compact downtown.
. I will remember that Farmington is a quaint small town just minutes from the
metro area.
. Positive: the large football stadium, the brick downtown buildings;
. Probably the parks/housing - maybe that phenomenal high school
What have you learned here that has changed your impression of your own community?
. None.
. I think Golden Valley is more urban than I originally thought.
. My community is fully developed so there aren't as many parallels. However, I
probably appreciate the impact of tighter setbacks on establishing more of a small
community feel versus a rural center. The Farmington website I think establishes a
good template that my community should follow.
Has this experience given you any new ideas about what is needed in your own community?
. N'o.
. I would love a "real" main street in my community.
. Yes.
Other comments:
. The planning and economic development staff was very professional, and is a
credit to Farmington.
From the information provided above and in the First Impressions Survey, it is apparent that Farmington has a
lot of positive things to offer at this time. Things to work towards in the future include the following:
. Provide better wayfinding signage for downtown, other retail areas.
. Promote Vermillion River, parks, trails, and small town feel.
. Promote the maintenance of housing through code requirements, volunteer
opportunities, or rental house licensing.
. Promote more variety in restaurants and retail shops.
. Promote the construction of new apartments.
. Work with townships to clean up borders.
. Create more opportunities for young adults (night life) and seniors.
. Continue to maintain the downtown as a destination.
. Capitalize on the "surprise" factor of the high quality of life found in Farmington.
ACTION REQUESTED
Review the First Impressions Survey and utilize the information as a background for the Economic
Development Strategic Plan.
Respectfully submitted,
~k. City PI"':er
AICP, CNU
t~. [J
G
arm n
ton
GET INVOLVED
TOP 10
,. Promote Farmington's unique nature - Trout Stream, bike trails, green space
2. Create and Promote Events - Dew Days, Farmer's Market, Soybean Festival
3. Keep Farmington Beautiful - Flowers, light poles, signage, cleanliness
4. Promote Farmington - Newspaper, newsletters, calendar
5. Brand Farmington - Small town feel and charm, quaintness
6. Business Retention - Strengthen existing business relationships
7. Business Recruitment - Attract big box
8. Business Recruitment - Attract motel, hotel
9. Bring Farmington together - North and south
1 O.Promote Farmington - Strengths and its people
TOP 3
,. Promote Farmington
2. Brand Farmington
3~ Unite Farmington
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Economic Development Strategy
Areas of Opportunities:
Met Goal Ongoing No Progress
1. Resources available to support Economic
Development
2. Business Development
Business retention / expansion program X
Business recruitment X
Downtown Development
Establish a Clear Downtown Boundary X
Downtown Design Standards X
Promote Infill Development X
Commercial/ Industrial Development
Promotion of Available Property and Buildings X
Advocate with Stakeholders X
Enforce Building Standards X
Encourage Incubator buildings and/or inventory of X
vacant buildings for start-ups
Extend Light-Industrial Areas of the City X
Build, execute, and maintain a business retention X
program
3. Technology
4. Business Friendly
Partnerships with DCR Chamber and EGC, FBA and X
BNI
30-day permitting process X
Staff support of inquiries and business development X
5. Create Marketing Program
Provide better wayfinding (Branding) signage for X
downtown, other retail areas.
Promote Vermillion River, parks, trails, and small X
town feel.
Promote the maintenance of housing through code X
requirements, volunteer opportunities, or rental
house licensing.
Encourage more variety in restaurants and retail X
shops.
Promote the construction of new apartments. X
Work with townships to clean up borders. X
Define opportunities and activities for young adults X
(ie., night life) and seniors.
Met Goal Ongoing No Progress
Continue to maintain the downtown as a X
destination.
Capitalize on the "surprise" factor of the high X
quality of life found in Farmington by utilizing
testimonials in publications and websites.
Focus on Local Residents X
Create campaign to remind them to "live local".
Build ownership in our community - support
those that support you!
Create consolidated calendar.
Create data base of contacts for groups in the X
community.
Eight major events can be accented by inserting
into monthly calendar of activities.
Create a list of groups - Rotary, Lions, or youth
organizations.
Create biking group and associated events.
Farmington looks inviting. X
Clean-up day event.
Flowers in Farmington
6. Update Market Study X
I
Blue text - First Impressions Tour
Red text - GROW Farmington - Promote Farmington
Exhibit E
Areas of Opportunities:
Red Text - Working on/Completed items
Blue Text - Proposals to work on
1. Resources available to support Economic Development
A. Work with EGC, FBA, School District, Rotary, etc.
B. CDBG Business Reinvestment loan/grant program
C. CDA Redevelopment Incentive Grant (Riste building)
D. CDBG Program
E, Staff
F. Business Improvement District tax
G. Small Business Development Loan Program (DEED - Industry)
H. DEED Redevelopment Grant Program
1. Metropolitan Council's Livable Communities Demonstration Account
J. Levy
K. Potential new staff
2. Business Development
A. Business retention/expansion program
1. Business Outreach Program
11. Continuous Communication with Existing Business Owners
iii. Focus on Retention and Expansion of Existing Businesses - GROW Farmington
Existing Business Owners Promote Location to other Potential Owners
Business Retention & Expansion (BRE) U of M Extension (40% to 80% of new jobs are
created by existing firms, rather than by attracting new firms to a community)
a. Business visit and interview
b. Tracking of "red flags" from businesses: how should requests be handled, who responds,
when follow-up occurs, outcome of follow-up visit
c. Measure success of BRE Program
IV, Small Business Mentoring Program
v. Shop Local Program - 3/50 Project
vi. Community Council- GROW Farmington
vii. Grow Minnesota Visits
B. Business recruitment
1. Downtown Development
a. Delineation of downtown commercial district
b. Downtown commercial overlay district created
c. Downtown design standards
d. Master plan for Rambling River Park
e. Farmer's Market
f. Incubator Spaces - 305 3rd St
g, Marketing buildings for sale
h. Buxton Leakage Study
11. Industrial Development
a, Industrial Park (West side of PKR) has been comp planned and zoned for
industrial uses. A preliminary concept plan has been prepared.
b. Install infrastructure on Fairgreen Avenue to attract industry.
c, Industrial Recruitment Strategy
iii. Commercial Development
a. Business Recruitment Strategy - GROW Farmington
What types of businesses do you want to attract?
What specific businesses will be recruited?
How will the initial contact be made?
Where should the initial contact occur?
Who should make initial contact?
What materials should be included in marketing package?
When and how should follow-up occur after the initial contact?
Market position statement - types of businesses to attract
Identify business wish list - targeted markets
Comparability study
Assemble recruitment and marketing materials
Generate leads
Court prospects
b, Components in Place at time of Recruitment
Identification of the optimal tenant mix
Inventory of available building space or developable sites
Business recruitment strategy
Marketing package promoting the advantages of the community
Promote Tenant Mixture Browsing
Provide incentives to locally Owned Business - Funding?
Attract nationally known businesses (Starbucks, Walgreen, CVS)
Business Owner's Forum
Realtor Day
Broker Tour
3. Business Friendly
A. Business outreach program visits
B. Ribbon Cuttings
C. Properties available map and listings
D, Business Guide
E. Commercial/Industrial Permitting Process Checklist
F. Commercial & Industrial Development Guide
G. City Brochure of Commercial/Industrial Opportunities
H. Community Development/Event Committee
I. Home Occupation Permit Brochure
J. Business appreciation lunch/social
K. Meet the Merchants campaign
L. Business spotlight at City Council meetings
M. Improve Farmington's transportation gateways and corridors - GROW Farmington
N. Improve the appearance of Farmington - GROW Farmington
O. Install signage to commercial areas - GROW Farmington
4. Create Marketing program
A. Marketing folder/Business outreach program brochure
Marketing package inserts
a. Map of retail site and trade area/Sell Sheets
b. Map of retailer's potential customers
c, Retailer match report that compares the site's trade area characteristics with the retailer's
locations in similar trade areas - Metro MSP
d. Demographic and psychographic profiles of the households in the trade area
e, Contact information for the person at the retailer who has location decision
responsibilities
f, Trade area geographic definition, demographic data, and economic data
g, Vehicle and pedestrian traffic volume
h, Mix of existing retail, services, housing, etc,
11. Define Brand - GROW Farmington
a. Determine if brand is citywide or for commercial areas only.
b. Create a "brand" or new image for Farmington that revolves around one central theme.
c. Define key positioning messages and images.
d, Align consistent messaging about Farmington with other marketing partners such as
newspapers, calendar, Dakota County Fair, Dakota Regional Chamber, etc..
5. Technology
A. Partnership with Dakota Futures: Future Intelligent Community Initiative
B. Dakota County Broadband/High Speed Internet Committee
C. Dakota County Google fiber application
D, City/County Manager's Meeting
E, Locations of WiFi, Broadband
F. Ultra high-speed broadband taskforce (State)
G. Develop City Technology Task Force
H. Work with School District # 192
6. Update Market Study
A. Maus & McComb Study 2007
B. Market Study updated to 2010 with focus and infOlmation on identified businesses-
location/business model and corporation contact information