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HomeMy WebLinkAboutV.E. Strategic Plan Matrix_2022 UpdatesHEDRA STRATEGIC PLAN ACTION STEPS Adopted July 8, 2021 - January 13, 2022 Update Development of Underutilized Sites Project Project Status Strategic Actions Budget Impact Timeline Vermillion/Cty Hwy 47 Intersection Redevelopment Completed Meet with Auto Service Property Owner to determine likelihood for redevelopment and the extent to which HEDRA would play a role. – Not interested in selling at this time. Staff time Near Term (<1 year) Completed Kwik Trip continues to market their properties for sale. Staff Time Near Term (<1 year) Ongoing Meet with interested redevelopment partners to determine interest and identify obstacles. Staff Time Mid Term (1–2 years) Not Started Determine any HEDRA resources to spur redevelopment. Potential Acquisition Cost. Mid Term (1–2 years) Ongoing City Staff to coordinate with Dakota County on Cty Hwy 47 improvement project and preserving access to the redevelopment site Staff Time Near Term (<1 year) Hastings Target Site Completed. Fleet Farm Opening Q3 2022 Establish regular meetings with Target’s real estate broker to determine private market interest for purchase or site redevelopment. Staff time Near Term (<1 year) Not Necessary Work with owner, broker, and Operational Easement Agreement (OEA) Signatories to expand potential uses for the site Not Necessary Review any changes to land use controls with HEDRA and City to spur development. Not Necessary Determine any HEDRA resources to spur redevelopment. Completed. Staff to approach developers to gauge interest in the site Staff time UBC Site Redevelopment and possibilities for redevelopment. Near Term (<1 year) Completed. Staff to work internally to locate alternative storage options for the various pieces of equipment currently stored in the metal UBC building. Cost to remove metal structure from building. Ongoing Work with Approved Developer through Land Use Entitlements and closing on property. Staff time 317 3rd Street E Redevelopment Completed Staff to continue assisting developer through project entitlements. Staff time Near Term (<1 year) Completed Staff to apply for Dakota County CDA RIG Grant Staff time Ongoing Staff to coordinate project through Developer closing on property. Staff time Near Term (<1 year) Block 28 Redevelopment Completed Acquisition of Country Nites PID 19-32150-28-085 and PID 19-32150-28-050 Staff time + $240,000 Near Term (<1 year) Completed Acquisition of Rivertown Liquors PID 19-32150-28-020 and PID 19-32150-28-021 Staff time + $230,000 Ongoing Coordinate with property owners to determine price to control development interest (sales price, right of first refusal, etc) Staff time + Acquisition Budget Near Term (<1 year) Not Started Meet with interested redevelopment partners to determine interest and identify obstacles. Staff time Mid Term (1-2 year) Not Started Develop RFQ / RFP for development partner for the site once at least partially assembled. Staff time Long Term (2-3 years) Not Started Determine any HEDRA resources to spur redevelopment Staff time Long Term (2-3 years) Block 1 Redevelopment Completed Staff to continue to meet with Spades and assess progress towards development. Staff time Near Term (<1 year) Not Started Staff to prepare an RFP for a mixed use development on the site. Project to include both residential and either retail, commercial, or office uses. Staff time Mid Term (1–2 years) County Crossroads Not Needed Meet with property owners to determine likelihood for development Staff time Near Term Completed Meet with interested development partners to determine Staff time Commercial Site interest and identify obstacles (<1 year) Not Started Review any changes to land use controls with HEDRA and City to spur development. Staff time Not Started Determine any HEDRA resources to spur redevelopment. Staff time Mid Term (1-2 year) Westview Mall Not Started Meet with Property owner to assess their long term vision for the property and how the City can assist. Staff time Mid Term (1-2 year) Marcus Theatre Ongoing Meet with listing brokers. Staff time Long Term (2-3 year) Not Started Review any changes to land use controls with HEDRA and City to spur development. Staff time Maintain Hastings Character & Tourism Attraction Project Project Status Strategic Actions Budget Impact Timeline Downtown Hastings Not Pursued Complete an architectural assessment to include the identification of necessary repairs to ensure longevity of historic structures. $25,000 study Near term (<1 year) Completed. Not Applicable. Staff to review American Rescue Plan Act (ARPA) to assess the use of that resource to fund a matching grant program to fund repairs that are identified by the assessment. ARP dollars for matching grant program to fund repairs. Completed Create Façade Improvement Program $50,000 Near term (<1 year) Not Pursued. Created the FIP instead. Complete renovation projects on downtown historic structures ARP Dollars? Mid Term (1-2 year) Completed Staff to assess opportunities for activation of alley between 2nd Street and Levee Park as promenade. Staff Time Near term (<1 year) Not Started Prepare repositioning plan for 213 Ramsey Street as a small business incubator and coworking space owned/managed by HEDRA. Staff Time + Potential Construction Costs Near term (<1 year) Ongoing Implementation of Façade Improvement Program. $50,000 Near term (<1 year) Not Started Staff to proactively identify and pursue code violations in Staff time Blight Identification commercial areas. Mid term (1-2 year) Not Started Staff to review existing Revolving Loan Program and either add to this program or create a new loan program with the purpose of funding exterior and structural home repairs for households with an annual income <80% of Area Median Income. Hastings 2019 AMI for a four-person household was $71,264. HEDRA to fund no interest loan Improvements To Development Process Project Project Status Strategic Actions Budget Impact Timeline Assess Entitlement Process Not Started Staff to meet with at least 6 commercial/residential developers that have completed a project in the past 3 years. Staff time Near term (<1 year) Not Started Staff prepare summary of areas of strength and areas of improvement. Identify specific alterations to be made to be considered by HEDRA / Planning Commission / City Council. Staff time Review Existing Incentive Programs Complete Staff to review all existing program handouts for areas to update. Staff time Near term (<1 year) Complete Bring recommended changes to HEDRA for consideration. Staff time Business Retention and Expansion Project Project Status Strategic Actions Budget Impact Timeline Business Retention & Expansion Visits Ongoing Staff to complete at least 10 BR&E visits annually and provide BR&E survey report to HEDRA. Staff time Near term (<1 year) Business Drop-in visits Ongoing Staff to complete at least 100 unique business drops in’s per year and provide updates to HEDRA in July and January on status of visits. Staff time Near term (<1 year) Parking Lot List for Future Strategic Plan Initiatives 1. Sustainability Efforts a. City/HEDRA to partner with provider to design/install and maintain EV charging stalls. Charging stations would be placed at City Hall, Civic Center, Public Works, Downtown Park n Ride Commuter Surface Lot, and several city park locations. i. Example – City of Plymouth Program 1. Carbon Solution Group providing City with three electric vehicles to the City for use by staffers at no cost. a. City able to purchase the EV’s from CSG after 5 years for $3,750 each. b. 10-year contract expected to delivery City about $32,000 in first 5 years and $45,000 in years 6 through 10. ii. Note: Time of charging is an opportunity to hold benefit tourism as EV drivers and their passengers are then in the City for a period of hours to recreate, shop, and dine. b. Policy adjustments that HEDRA owned property sales which results in a public subsidy in the form of price reduction to $1.00 to require the preceding development to construct a net-zero building. i. Example – City of Maplewood Green Building Code 1. The code is mandatory for all City-owned and financed buildings and redevelopment, and voluntary for all privately owned residential, commercial, and industrial buildings in the City. 2.