The URL can be used to link to this page

Home My WebLink About05 02 11 city council work session - SCALE trainingUnified Plan for Economic Unified Plan for Economic Development Workshop Development Workshop City of Prior Lake City of Prior Lake May 2, 2011 May 2, 2011 1 “LEGO’S” 101 –  Transportation Corridor Basics “Lego’s” 201 - Land Use  and Transportation “Lego’s” 301 - Support for  Economic Development Bryan Tucker, Planning Manager, City of Savage Lisa Freese, Transportation Manager, Scott County Michael Leek, Community Development Director, City of Shakopee Michael Sobota, Community Development, Scott County Formed in the spring of  2003 Model of  intergovernmental cooperation Meets monthly  Membership composition  4 Service Delivery Service Delivery Establish coordinated policies Consolidation of services and programs that improve and/or sharing of resources to the quality of life within our provide superior services at the communities lowest cost, total cost, to our taxpayers. Transportation Transportation Economic Development Economic Development Improve transit and Create a supportive business transportation infrastructure and environment that attracts and services that enhance access and retains business across all of Scott mobility, encourage business County development and manage costs. 5 signed to build upon principles we have signed to build upon principles we have De De supported through our SCALE initiatives: supported through our SCALE initiatives: Prior Lake City Council adopted  Unified Plan “Charter” September 21, 2009 City Staff involved in SCALE work  activities 7 . The “Economic Pause” allows us time to collectively prepare for business growth spurred by the pending economic recovery Results of Phase I of our Work Plan identified specific challenges and opportunities 8 Create a safer, healthier county with  a higher quality of life; Protect transportation corridors;  Link infrastructure investments to  the Unified Plan; Optimize existing and future  infrastructure for increased accessibility, as well as business development; Market ourselves to the region  while supporting the unique role each community plays in the county. 9 The Functional Class Concept .  10 Functional Class Collectors Collectors Volumes 1,000 Volumes 1,000 - - 8,000 ADT 8,000 ADT Speeds 30 Speeds 30 - - 35 mph 35 mph Trips 1 Trips 1 - - 2 miles 2 miles 1/8 mile intersection spacing 1/8 mile intersection spacing Principal Arterials Principal Arterials Minor Arterials Minor Arterials Volumes greater than 20,000 ADT Volumes greater than 20,000 ADT Volumes 5,000 Volumes 5,000 - - 40,000 ADT 40,000 ADT Higher speeds Higher speeds Speeds 35 Speeds 35 - - 45 mph 45 mph Longer trips Longer trips Medium length trips Medium length trips Strict access control Strict access control Limited access Limited access Intersection spacing ½ mile Intersection spacing ½ mile Freeway interchange spacing 1 mile Freeway interchange spacing 1 mile 11 Roadway functional  classification influences land use & development outcomes. Consistently applying  functional class standards for access & mobility positively impacts development quality. Consistent standards will  benefit the regional transportation and land use systems, promoting SCALE’s goals. 12 Balance road safety, capacity  and predictability Adopt and use standards to; • Ensure street connectivity • & adequate supporting road network; Manage connections to  higher order roads; Use intersection &  interchange influence area design 13 14 Corridor Management for Economic Development ROW preservation  Reduces future impacts to businesses  Access management  Consistent approach to prevent congestion  Reduces “retrofit” costs  15 Access management Best Approach: Include access management in your subdivision standards Standards give you a better leg to stand on  Why? Safety  Capacity  Predictability  16 17 Your Role in Implementing Functional Class Intersections & Interchange influence area design Must be coordinated with Land Use Plan 18 19 Aligning Land Uses No access off arterials  Adequate Depth of land  uses to turn lanes Good internal  circulation Cross access easements  20 Interchange Influence Areas Weakest link is the capacity of the intersecting road  Increased crashes  More serious crashes  Congestion  Can back up onto main line  Retrofits are costly  Intensely developed  Access closures controversial  Purchasing R/W is expensive  Driver transition  21 22 23 24 25 Break for Review of Alternative Scenarios Discussion • CR17/TH169 Interchange Example 26 SCALE Unified Plan Work  Update Regional Economic  Development Initiatives Economic Development  Strategy Marketing Plan timeline  Small Group Exercise  Phase I – Data Gathering  (2009 - 2010) Phase II – Truth Testing  (2010 - 2011) Phase III – Economic Development  Strategy and Marketing Plan Development (2011) 2030 County Jobs Forecast = 56,000 jobs 2030 Jobs Target 78,000 jobs. additional 37,000 The County needs to grow an jobs between 2011 and 2030 Phase 1 Phase 1 – – Data Gathering Data Gathering Current numbers of Jobs Current numbers of Jobs CITY Private sector Public sector Total # jobs @ city Belle Plaine 1677 152 1829 Elko New Market 325 13 339 Jordan 1116 321 1437 New Prague 2347 439 2786 Prior Lake 2878 708 *7447 Savage 5784 766 6549 Shakopee 16909 2300 19209 Scott County 31036 4699 *39596 totals *includes 3861 employees in leisure & hospitality category rd Source: www.postivelyminnesota.com (Quarterly Census of Employment & Wages / 3 qtr 2010) Development Site Readiness Countywide? Class I – “Pad Ready” and only requires building permit or site plan approvals 490 acres county wide  159 parcels county wide (130 parcels 5 acres or less)  27 parcels 5 - 20 acres  Only 1 parcel 50+ acres!  Class II – Property is guided and zoned for commercial or industrial use with public infrastructure readily accessible 1746 acres county wide  Class III – Property is guided for commercial or industrial use on locally adopted land use map 3336 acres county wide  City Class I Class II Class III Prior Lake 7% 22% 71% 60 acres of Class I acreage guided and zoned for Com/ Ind use  194 acres of Class II acreage guided for Comm./Industrial uses  617 acres of Class III acreage guided for Comm./Ind. uses  Belle Plaine 2% 30% 68% Elko New Market 5% 13% 83% New Prague 6% 42% 51% Jordan 6% 25% 70% Savage 13% 84% 3% Shakopee 27% 68% 5% SMSC 10% 26% 64% 32 Jobs - to - Acres density Bldg sq footage Class I 550 – 750 jobs 850 jobs Class I - II 2,300 – 3,300 jobs 4,000 jobs Class I - III 7,800 – 11,000 jobs 12,000 jobs There is only enough Class I acreage in the city to generate - several hundred new jobs. There is enough Class I – III acreage to generate 7,800 to 12,000 - new jobs by the year 2030. Transportation Infrastructure Analysis Transportation Infrastructure Analysis Countywide gross C/I map with roads here Countywide gross C/I map with broadband fiber here Transportation Infrastructure analysis (SCALE member staff) Market Competitiveness analysis (SCALE member staff and outside assistance) Broadband/Intelligent Community analysis (Task Force and outside assistance) Developable Acreage analysis (Consultant and Brokers) Economic Development tools analysis (SCALE Work Team and Outside Assistance) Phase II Phase II – – Truth Testing Truth Testing (2010 (2010 - - 2011) 2011) How do we position SCALE to influence the Itasca  Project Regional Economic Development Vision? SCALE Membership/Influence  How do we develop strategies to capture National and  International opportunities for Business development? How do we develop strategies to better market our  collective land base and economic development assets to the Region? How do we capture all Business Expansion opportunities  MetroMSP website for marketing  Council of Mayors Competitiveness Project  Entrepreneurship Acceleration  Customer Service at every step of the process: Clear Role in Economic Development  Clear and consistent Regulatory standards with  timelines defined Direct/honest responses to businesses  Predictable decision - making processes  Defined business incentives policies  Call to Action Call to Action Difference between Twin Cities employment growth and U.S. employment growth 1 1.0 Job growth has 0.8 significantly declined 0.6 relative to 0.4 the U.S. 0.2 0 1992 1994 1996 1998 2000 2002 2004 2006 2008 -0.2 -0.4 -0.6 40 1 3 - year moving average difference between Twin Cities and the U.S. using the given year and the previous two years Twin Cities Assessment MSP above peers and national average MSP around average MSP below average Today’s Focus Assessment Supporting Facts Minnesota’s corporate tax is third highest in the nation at  Cost of Doing 9.8% Business MN ranks 41 st in overall tax climate  Environmental Levers Minnesota’s unionization rate is at 15.9 percent relative to  12.5 nationally Ranked #1 on Sperling’s best places, #2 on Forbes Best  Quality of Life U.S. Cities to earn a living, and #2 in Next Cities: Hotspots for young, talented workers 36.8% of Twin Cities residents have a bachelor’s degree Human  relative to 27.5% nationally Capital MSP average commute time of 24 minutes is at the US  average and average commute time via public Infrastructure transportation is better than US average Broadband penetration of 56% is middle of the road  relative to peers Innovation Ranks 22 nd in number of entrepreneurs per thousand  and Start - residents At 26 deals venture deals in 2007, MSP lags top up  innovation hubs 41 Twin Cities Assessment MSP above peers and national average MSP around average MSP below average Today’s Focus Assessment Supporting Facts Currently various economic development entities  Unified Regional operate with varying visions Vision ED pursued at a sub - regional level  Process Levers Currently, ED entities operate largely  Central ED autonomously Governance Sub - regions within MSP often compete for  business rather than coordinating efforts Limited outreach efforts on regional basis, with  Marketing most outreach coming from city entities such as Campaign Capital City Partnership More to Life Positively Minnesota and efforts  Historically limited coordinated cluster efforts but  Sector focus some current activities underway (e.g., RCM, Humphrey Institute) 42 Participation in Itasca Participation in SCALE Unified Planning Project Setting Countywide Agenda to  – Setting Regional Agenda to Capture Capture Regional and Sub - regional National and International ED ED Opportunities Opportunities Focus on economic development  – Focus on Restoring Job Growth in throughout the County, such as: the Twin Cities, through: Sites and Building Inventories  • Setting a Regional Vision Economic Development Tools  • Branding and Marketing the Region Business Retention programs  • Regional Business Retention Labor Force Development and Training  • Attracting New Businesses to the Region Entrepreneur/Business Start - up  Assistance Marketing  Current Activities Future Activities through SCALE through SCALE & Itasca Data Gathering Land Inventories Broker Interviews Strategy Development Mapping Marketing Retention Surveys Websites Planning Regional Visioning Research “Marketing our assets” “Understanding our assets” Break For Small Group Exercises: CONSIDER: BUSINESS NEEDS Available Sites Protecting Corridors Access/Mobility Needs Long Term/Short Term Economic Development Tools 45 Instructions: Small Group: Instructions: Small Group: Review Business needs  (handouts) Review site  requirements Use Large Phase I Map  Identify proposed  site(s) for the prospective Businesses Propose how you  would respond to this business prospect to bring jobs to Scott County Twenty minutes to work • Report to large group • 46 Economic Development is competitive and  takes a long term commitment Short - term cost vs Long - term gain  Know/Create your assets  Businesses have specific needs  Time = $$$$$  Customer Service throughout the process  47 Questions Questions 48 Good Transportation Utilities and   System Access communications Regional System close No “Hassles” - Good   proximity Customer Service Local System(s) available  Available Financing  Site/building space  that meets their requirements Cost Efficient  operations 49 Location related to Owner/Manager   Markets/Customers / Residence proximity Suppliers Entrepreneurship -  Well trained/available Start - up assistance  Workforce Business Incentives  Quality of Life for  employees “Cluster”  opportunities and business support 50 Interchange Influence Areas 51