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City Council Packet 01-30-1995 Special 2
PLYMOUTH CITY COUNCIL SPECIAL COUNCIL MEETING MONDAY, JANUARY 30, 1995 6:00 P.M. Public Safety Training Room I. Review of parliamentary rules of procedure H. Consideration of a moratorium on certain types of development M. Council Goals and Objectives for 1995 IV. Roles and expectations of Mayor, Councilmembers and staff V. Economic Development Strategy VI. City Manager evaluation process Agenda Number: TO: Dwight Johnson, City Manager FROM: Anne Hurlburt, Community Development Director SUBJECT: Interim Ordinance for Study of Planned Unit Developments and Conditional Uses DATE: Jan. 26, 1994 for the Special City Council Meeting of Jan. 30, 1995 1. PROPOSED MOTION: None- give staff direction on item to be discussed at February 7 regular Council meeting. 2. STATEMENT OF THE ISSUE: Several recent development issues have highlighted the need for better standards for development of certain types of commercial and industrial uses adjacent to residential areas. Further, the City Attorney has indicated that Plymouth's general ordinance provisions need to be improved, so that they provide a clear and defensible set of standards and procedures for Conditional Use Permits (CUP's) and Planned Unit Developments (PUD's.) Council members have requested staff to provide them with options for a moratorium that would allow new applications of these types to be put on hold while the ordinances are studied and revised. 3. BACKGROUND Under state law, a city is allowed to adopt an "interim ordinance" to regulated development while a study is undertaken to consider adoption or amendment of a comprehensive plan or official control, such as a zoning ordinance. (Minnesota Statutes Section 462.355 Sub. 4.) An interim ordinance may regulate, restrict or prohibit any use, development or subdivision within the city or a part of a city, for the purpose of protecting the planning process and the health, safety and welfare of the public. The interim ordinance may last for a period of not more than one year, and may be extended for additional periods as appropriate but not exceeding a total additional period of 18 months. No interim ordinance may halt, delay or impede a subdivision which has been given preliminary approval prior to the effective date of the interim ordinance. 4. ALTERNATIVES: a. Broad moratorium on Planned Unit Developments The city could place a moratorium on all new and amended PUD and CUP applications while the PUD and Conditional Use Permit sections of the Zoning Ordinance are revised. The aim would be to completely revise the procedures and development standards for PUD's and CUP's. Advantages: This approach would halt much of the pressure of reviewing new development proposals while a major revision of the zoning ordinance is undertaken. Clear performance standards and criteria for all types of PUD's and CUP's could be put into place, and the procedural difficulties with the current ordinance could be corrected. Staff agrees that a major overhaul of the ordinance is needed. The Planning Commission has also expressed its dissatisfaction with the PUD section of the ordinance. Most of the Zoning Ordinance could be affected by such amendments. Disadvantages: This approach would have a major impact on development in the city, much of which is occurring in existing or new PUD's. In the existing PUD's, new buildings often require PUD amendments. Placing a moratorium on all PUD's would probably go further than needed to deal with recent concerns and would be very controversial. The study needed to undertake the major amendments to the zoning ordinance under this approach would take at least a year, exceeding in scope and effort the Wetlands Ordinance project. Most of the planning effort for Northwest Plymouth would have to be delayed until 1996, jeopardizing the planning required by the Metropolitan Council for the Elm Creek Sewer project. b. Limited Moratorium on Certain Types of PUD's/CUP's A possible "middle ground" approach would be to declare a moratorium less broad than option a., above, affecting applications only of certain types or in certain locations in the city while the City develops new design standards and procedures. A moratorium could, for example, be limited to: commercial or industrial uses in new or amended MPUD's and/or commercial or industrial uses within a certain distance (such as 500 feet) of a residential district. Advantages: This approach would narrow the moratorium to the area of most concern, and have less impact on development in the city while the ordinances are being revised than would a broad moratorium. Disadvantages: Even though the moratorium would be less restrictive than option a, above, it has some of the same disadvantages. The study needed to undertake the major amendments to the zoning ordinance under this approach would take at least a year, and would jeopardize our efforts to develop a plan for Northwest Plymouth. There might be some unintended consequences if the moratorium is not carefully constructed, and a desirable project could be adversely affected. c. Narrow Moratorium on Drive -Through Businesses and/or Loading Docks The city could place a moratorium on all applications for businesses with drive -up service windows or some other very specific design feature, such as a loading dock that would be visible from a residential area.. Advantages: This approach would stop applications for very specific activities while we study requirements specific to that use. Ordinance amendments targeted at developing N design standards for a specific feature could be done fairly quickly, in six months or less, and with less impact on other priority projects. A more narrowly designed moratorium of a shorter duration may be less likely to be challenged. Disadvantages: We would continue to work under our existing PUD and CUP standards and regulations, which do need revision. 5. DISCUSSION: Revisions to the Zoning Ordinance are needed, and a complete update should be considered with our without a moratorium. The Subdivision Regulations are also in need of a major overhaul. However, the City is also about to embark on a major update of its comprehensive plan. Because the purpose of the city's zoning and development regulations is to implement the plan, it is best to wait until after the plan is adopted or at least in the final stages of review before major ordinance revisions are begun. Also, as a practical matter, the City does not have the resources needed to undertake a new zoning ordinance at the same time as a new comprehensive plan. The concern here is not only staff time and money, but also the time and attention of the Council and Planning Commission. I would not recommend delaying revision of the comprehensive plan in favor of major ordinance revisions. We need to begin the Northwest Plymouth plan for many reasons, including the commitments that have been made to land owners and citizens, and to get the land use information needed to update our transportation plan (including thoroughfare guide plan). If we do not begin the planning effort in 1995, we will be faced with piece -meal requests for land use changes and MUSA expansions to which we are not prepared to respond. We may not be able to effectively represent Plymouth's interests in the cluster -planning effort related to the Elm Creek Interceptor project. 6. RECOMMENDATION: Staff recommends that if an interim ordinance is adopted at this time that it be a narrowly constructed moratorium only on drive-through businesses and/or loading docks that would be visible from a residential area (option c.) Furthermore, we recommend that the City proceed to develop amendments to the procedural requirements only for PUD's, CUP's and Rezoning as needed to strengthen the Zoning Ordinance. Such amendments are unlikely to be controversial and could be developed by staff with the City Attorney's assistance. Revised development standards would wait until a more thorough revision of the ordinance can be undertaken in 1996 (after completion of the comprehensive plan update.) 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C U, LLWay= S Y Q ts n Y E u. E- E W 6o> n a6 C c i C. N m a C7 ' m m C w O o m to m E m 2 e S w •Y y - Y v J •E a E ._ u t S w sR c n m a o N Y •c 5 EEe 2: - m a 2 E AT cS Alf C S t - o d W o w.. oa 0 Z C o a A2 e c r eCmma9CL $ p oaoTq e Cl) m mq Ei 2 C C C o Y m o odlLfnaddQdC2U V a a« ., C CCN 0 0 9 U L m vC. y 2 d d 2 0 o OC d F ct ct ct cf tf sh at V' e} c} e} rn rn m rn rn rn rn m R m rn rnWWNNNNN m ` N w a v v of arnmrnmrn vm vm v m v m v rn a v v rn rn rn v v rn OJ 00 N N N N N OD OD OD OD 00 OD OJ OD OD 00 OD N pp MN .- N N N m 0)) M p) p) 0 m W Mp MO O O O rn N co O N N^ N t17 fD 1 = MNNNNNN OM M N M V In fD i^ M M M M M M OM O O M 12 IT I k 19 j| B 7 2 Sm 12 12 L- 2 72a 9- i k 2 3 I 6i m R$ R§R&RJ CDCD cn L DATE: January 26, 1995 TO: Mayor and City Council FROM: Kathy Lueckert, Assistant City Manager SUBJECT: Excerpt from Facilitative Leadership in Local Government Attached is an excerpt from Facilitative Leadership in Local Government by James P. Svara and Associates. Mayor Tierney asked that we include this in the packet for the January 30 meeting. The excerpt shows a breakdown of time spent on various functions by a mayor. i *.,Y rl: '' y #{ $ ; i`t+*a.''Y P •'._a , HkT J fir. ;•7 < yfrf • 7 iI }' (. T T'A'Y L - { f < RSA I fnr 1 d . i ' r'zq',.''' # {,,• tib ' / J',+ t. r t - t ,s i' - 1 i J Y t i' Y1 . ' «"2'.tez'1`"= i:'y. >' R h S .. t 5 fit. j,jj K•-F ,.` " . x iErls,+; t 1 F. .: .a... < 7 .'yc"a sa`t'rf'•s' s t r'} fi ., a' "`,T ' Y, af•. r",y'i ct*'i kN:Y'ta.. Rti "e lr %aRZ Nr y-'..",`... .b ... _ C r.., ger. - p, Ti N f A Pro' Facilitative Leadership in Local Government 148 e` Table 7.8• Mayor Rhea's Allocation of Her Time. Percentage of Time T r Job Component 35Chic POW Duties 15 Ceremonial and Presiding 10 r and, Attending ceremonial events r pthE : g eaking to community groups 5 a P at council meetingseaCPresiding E s with the media 30 Mat Meeting 15 and COMM unicae°onall Fwi h themanager 15Meetingpspecialworksessionsor an Meeting with council in r s j retreats 22 10 Promotion or electe t'- r GO Ca Participating in associations fd officials 7 with representatives of other municipali- Meeting governments 5 ties, the state, and national Traveling on behalf of the city 13 t 8 Ch Organization and Guidance 5g P Pro ams and policies all 1 Developing P er and staff ea Directing the manag att were not Note: When Mayties, they Rhea read this list of each lstatement was on - 1N0 L,>: s The codingMayorRhea. When Mayor Rhea speaksmgroupedunderthe inter heading • a, she gent relies on city di r fac.1`;: firmed during the interview with Mtheay services. She acts 4 ,- community groups or meetlanauons andtfollow up tr INC11VG,: staff to provide detailed exp or Rhea also sees her role as that of a team r by t mainly as a spokesperson. May who provides ideas drawn from her as n: y hand with other council it yam=F;+ Rai 5 player who facilitates discussions, work throug and who c 1=•• .t sociational activities, roach to the manager and the council, meeung r Clic lY .:j members. In light of this app i• CO ?'t with the manager and with the council were coded as communication and1 a il.* facilitation activities. roviding 1 11 7 C` be a catalyst p 0 tthasWiprograms. Mayor Rhea thinks that she "inlay romote city x, -7 the opportunity to pursue ideas sucand the artsorts butothe details are munitY 3 s beautification, historic preservation, job is to continue to build corn he tries ed by the staff." Her j er team. develop the council policy support for decisin nvmadeironment where certain kinds of to create a supportivestaff and from the community. ideas can emerge from the city s reflects her desire she presides at council meetingTheway F y e council members, staff, and citizens. to support Participation by explains her approach as follows: a Y i i t F - y#` >- •!' .+? S i +n a 1 a a .f r 7 i 1 w A cJ. - i t,,£ *a u'G^' < x1 ? > # 4r. a a ' f q P t f .L : r '!Y ti i ' ¢•r s ""2 ` .. w 3F'-=-<.. f .ir C "R.' ,• a .,'.++'5r.'f .ri ' r s i„ - Y3 s ^' : 1', ,,, n, ,. :, .Ap,. -.. t , 5. a G s v. t+ a >':'"ir 3 a o'!Gr" ',=' ' :. i s } • w i < r s - - Yt `' C` '„,Xc fy,.* `"tYn'- r. rS..:+• .,. r x 7 m y..»' `..,_.;r 1 J Government A Profile of a Facilitative Mayor 151 A coordinative Table 7.4. Evaluation of Mayor Rhea's Performance. er partnership Job Component Rating (N = 67) pair- relationships Ceremonial and Presiding Duties 1.56 iernments, and Representing the city at ceremonial events 1.21 (n = 62) ie on organiza- Inspiring community pride 1.27 (n = 63) the Speaking to community groups about city policies and programs 1.51 (n = 61) Presiding at council meetings and insuring an or- e derly debate 1.79 (n = 44) Discussing city policies and programs with the Ort nator? How do news media 2.02 (n = 54) m- ormance? What Communication and Facilitation 1.71 Table 7.4 Ability to work with the manager and city staff 1.53 (n = 49) ata in Knowledge of city programs and policies 1.66 (n = 62) tU- 2rs think Mayor Building a working relationship with council performance in members 1.79 (n = 47) on a scale of 1 Responsiveness to citizen complaints about city 1.85 = 47) lest ratings (fall- services (n s associated with 1.11Promotiona Representing the city in associations for elected li tative leadership officials 1.09 (n = 66) in ication and facil- Promoting the city's interest before other munici- 2.56, for palities, the state, and the national government 1.12 (n = 66) ating, a roblems. Yet even Organization and Guidance 2.35 JJ was above Ensuring that city staff deliver services effectively 2.13 (n = 48) i mance Developing programs and policies to address city j r, a ofproblems2.56 (n = 45) d examples illus- p tt and de - Note: These statements were not grouped under the four headings activities and when they were presented to each respondent. The number of respondents don't from a 1Orl- most colorful varies because of know" responses, which were excluded the f the first category calculation of the means. The scale used by respondents is as follows: 1 = ere asked to com- excellent, 2 = good, 3 = average, 4 = fair, 5 = poor. rJ ugly agree that she career to encourage people, especially women, to be active in their 11'1 i of Mayor Rhea's communities: "Mayor Rhea talked about her motivations to make f dunking booth at the community a better place. She told the students how she came umping contest in to realize that she could be a council member and, later, mayor. The i i as the Statue jobs were not beyond her abilities, so she said her success should be g up parade—something an example to them. She stressed how having a positive outlook and getting involved can make a difference." if Dr. a's talk to students Mayor Rhea offers an example of her own, revealing how e uses her political much these events mean to her: "I enjoy visiting schools and meet- E I i Agenda Number: TO: Dwight Johnson, City Manager vw FROM: Mine Hurlburt, Community Development Director SUBJECT: Economic Development Policy Summary of June 13, 1994 Discussion and Recommended Strategies DATE: Dec. 13, 1994 for the City Council Meeting of Dec. 19, 1994 1. PROPOSED MOTION: That the City Council accept this report and direct staff to proceed with the economic development strategies as proposed. 2. ISSUE: On June 13, the City Council met to discuss and develop a consensus and direction for the City's involvement in economic development activities, to be used later to develop specific policies and action steps. This memo will summarize the results of the discussion of the questions developed by staff, and suggest some possibilities for further action. 3. SUMMARY OF JUNE 13 DISCUSSION: The Council reviewed a series of questions developed by staff, and each Council member marked the questions to indicate their preferred approach. A table which shows the number and percentages of "votes" received by each item is attached. The following statements summarize the results of the exercise: There was consensus on the Council that the proportions of jobs to population, and C/I commercial/industrial) tax base to overall tax base, should be about the same in the future as it is today or larger. No members felt that the ratios should be smaller in the future. The Council appeared to be willing to undertake some activities to assist development of new industrial parks, with the greatest preference being to encourage private enterprise to develop an industrial park (five members), with four members willing to assist a developer with development of a site. There was little support for the city to acquire and develop an industrial park on its own. Clear priorities for any financial incentives were retaining business or industry already in Plymouth, or bringing in a specific business or industry of high priority to the community. There was majority support for using incentives to "level the playing field" for a site that is unusually difficult to develop. There was little support for using financial incentives to bring jobs and tax base from outside of the city or to lure them away from other communities. Development of downtown Plymouth was a high priority for a majority of the Council. Retail development is desired, but a successful downtown would include a mix of retail, and civic, cultural and recreational activities. There was strong support for reactivating the Port Authority to assemble land and financing, and for a redesign of the Downtown Plan. The top choice among marketing activities was development of a detailed database of economic information. The others that received support from a majority of the Council were providing printed handouts and brochures, establishing a business retention program, and becoming more active in the Twin West Chamber of Commerce. Most of the examples of activities to improve communications with businesses received majority support, except establishing a separate newsletter for businesses and holding neighborhood meetings. Based on the written comments, response to the questions and the discussion on June 13, it seems that the Council as a body felt that Plymouth is already an attractive location for economic development. Some assistance from the City may be warranted in specific circumstances, but the City should not undertake aggressive measures to recruit businesses from elsewhere. Instead, the priority should be to provide information and assistance to businesses already here. New businesses that are environmentally responsible and that provide good, living -wage jobs should also be a priority. We should focus on keeping the City attractive by encouraging a healthy tax base, keeping tax rates low and protecting the city's reserves and high credit rating. 4. ALTERNATIVES Based on the direction from the Council, the following list of activities could be undertaken. The list does not encompass every possible action, but is illustrative of activities that would be consistent with Council priorities as well as address some issues identified by staff. a. Goals 1) In future updates to the Comprehensive Plan (i.e. Northwest Plymouth Study) or in requested changes to the existing plan, incorporate the Council's goal to maintain and preferably increase the proportion of C/I (commercial/industrial) development. The future land use plan as well as infrastructure plans will preserve opportunities for C/I development at prime locations. 2) The next time the goals and criteria section of the Comprehensive Plan is revised, include more specific goals and policies for C/I development, including updating location criteria for C/I development, goals for types of industry and jobs needed and 2 preferred in the City, and environmental and design standards to be met by new C/I development. 3) As part of the next Comprehensive Plan update, examine the balance among jobs, housing and transportation access. 4) Land use plan changes: Carefully examine individual proposals to reguide or rezone C/I property to other uses, considering the future impact on the city's tax base and long-term opportunities for C/I development in the city. 5) Study the need for rehabilitation and redevelopment of existing commercial/industrial areas and identify strategies to prevent deterioration. Incorporate goals and strategies into the Comprehensive plan that ensure the maintenance of property values, and tax base, in the city. 6) Define what types of businesses and industries should be a high priority for Plymouth to keep and attract. Consider including questions on a survey of residents to help set priorities. b. Industrial Parks 1) Identify sites for future industrial development. Protect and enhance them by: 19 planning for needed infrastructure through the City's CIP 0 use land use controls to protect them from incompatible uses 0 require that other uses that may adjoin existing or planned industrial sites are designed to minimize impacts from and to industrial areas 2) Work with developers of planned industrial sites to assemble community and site information to be made available to potential users. 3) Conduct and/or participate in feasibility studies on the development of new industrial sites when financial assistance from the city is requested by the developer. 4) Inventory remaining undeveloped sites in existing industrial parks, and identify opportunities and constraints to development. 5) Explore sources of information on vacancies in existing C/I developments, and refer interested businesses to these sources to obtain building and owner information. C. Financial Incentives 1) Refine policies and procedures for evaluating Tax Increment Financing proposals to give more guidance to applicants and staff, including addressing the following issues: IN types of projects to be considered 19 length of districts amount of assistance O impacts on city revenues pay as you go versus payments up front interest rates 0 staff discretion in negotiating projects 0 application fees 2) Review existing TIF Plans and TIF funds. Examine planned projects, and update as needed to reflect new needs and limitations. 3) Update policies and procedures for Industrial Revenue Bond financing projects, including addressing the following issues: 3 I@ criteria for projects to changes in federal and state laws and rules 0 projects for non-profit organizations need to review applicant financial data 19 application fees needed to cover costs of issuance and ongoing city responsibilities during life of bonds 0 staff discretion in negotiating projects 4) Study the possible roles of the Housing and Redevelopment Authority (HRA) in economic development 5) Review the potential uses of CDBG (Community Development Block Grant) funds to address economic development needs. 6) Submit a State of Minnesota Business and Community Development Application in time to be considered for next funding cycle if requested by local businesses. conduct a needs assessment 19 identify specific City projects (such as technical assistance for economic development) that may qualify for funding 0 identify specific business projects needing assistance that cannot be met by other means 7) Direct any future project revenue from repayment of grants/loans to other business assistance activities, such as establishing a revolving loan fund for small economic development projects. 8) Examine city public improvement assessment policies for impact on economic development, and determine if modifications are needed to implement the City's economic development goals, particularly with respect to redevelopment projects. d. Downtown Plymouth 1) Develop a concept plan for Downtown Plymouth that reflects the City Council goal of developing a retail and civic center for the community. This study should include: developing a "theme" or unifying concepts for the area identifying present and future market factors affecting development defining desired uses developing design criteria 19 integrating pedestrian and vehicular circulation patterns the relationship between C/I, public and residential uses in the area 19 identifying regulatory changes needed to implement the plan 2) Use City ownership of the 5 -acre site at the corner of Vicksburg and Highway 55 as leverage to encourage a quality development in this portion of the downtown. Develop a process by which the City would receive proposals for the use and sale of the property consistent with the concept plan. 3) Research the possible use of the City's Port Authority powers as a tool to assemble land or take other actions to facilitate the development of the Downtown area. 4 e. Marketing 1) Create a brochure to be used to respond to general inquiries about business opportunities in Plymouth. 2) Create a detailed data base and maps of available development sites. 3) Attend real estate development trade shows sponsored by the Twin West Chamber, with booth providing information to existing and prospective businesses. 4) Establish a regular visitation program to City businesses or industries to assist with retention of existing business 5) Become more active in Twin West Chamber of Commerce committees and program by assigning staff members to participate in key committees and encouraging elected officials to become involved. f. Communications and Relations with Business and Industry 1) Hold an annual business town meeting 2) Continue to host a Twin West State of the City meeting for business 3) Begin a regular column or feature about Plymouth business in the Plymouth News or in the local newspaper. g. Development Management This was not one of the categories in the Council survey from last June. However, it is a factor often cited by C/I developers. The Minnesota Real Estate Journal has often mentioned Plymouth as being "inhospitable" to development. Earlier this year, the City undertook a survey of developers to get more information on this issue. A report on the survey will be given to the Council in January. There are a few possible strategies that should be considered based on the input we received: 1) Review and improve the informational materials currently available to proposers of new commercial/industrial building projects to help explain the city's development process. Make these materials more user friendly. 2) Improve the level of service received by businesses proposing new developments in the City, in order to respond to concerns identified in the development survey, including: consider revising the development approval process to streamline permitting approvals for each project, assign a staff person as the primary contact for all communications and applications with the city review local ordinances to determine the impact on development cost, and revise requirements if it is possible to reduce costs while still ensuring quality 5. DISCUSSION: In the past year or two development has been in a "boom" part of the business cycle. Little promotion has been needed to encourage new jobs and tax base to locate in Plymouth. And, with most staff resources devoted to processing new applications, little time has been available to reevaluate policies and procedures, or to prepare databases or promotional materials. Even though interest rates have recently risen, we expect to continue to have a high level of project activity in the coming year. Therefore, we will not have the staff resources to be able to 5 pursue all of these strategies immediately. Instead, we should probably focus available resources on the highest priority activities or activities needed to respond to current development proposals. There are several projects or issues that are related to current or pending development proposals that need immediate attention. The city has been receiving inquiries regarding Downtown Plymouth, particularly the 5 -acre site at the corner at Vicksburg and Highway 55. It is very likely that a private developer will be coming forward with a proposal to develop that site and some of the surrounding land area in the next several months. We need to be prepared to respond when that happens. There are also a number of proposals that may require city assistance in one form or another to which we must respond. One example is the Hoyt proposal for a new industrial park at I-494 and Schmidt Lake Road, which staff is currently working on. A report should be coming to the City Council very soon. Staff is are actively working on a new TIF district for P.O. S. business systems and another similar request to pay for needed soils corrections. The city receives frequent inquiries about the availability of TIF, industrial development bonds or other assistance to businesses. There are also funds available from the State of Minnesota that could assist several local companies. We've had preliminary discussions with a couple of companies about this program. To tap these resources will require some proactive work by the city to prepare applications that need to be timed with the State's funding cycle. Pursuing this program may also have some future benefits by generating revenue for other economic development activities. As opportunities arise to undertake the other strategies they should be pursued. A number of the tasks listed in the "goals" category can be done as part of upcoming Comprehensive Plan amendments for northwest Plymouth, or as part of a strategic planning process that will be undertaken by the HRA in 1995. Others may need to wait for a time when development activity slows. 6. BUDGET IMPACT: Many of the suggested strategies will have budget impacts, either requiring direct expenditures for consultants, printing, or other costs. The largest impact is probably on staff time, which could mean reassigning staff from other activities or adding to the existing staff complement. There may, however, be some off -setting revenues to help balance the costs. For example, the city may realize revenue from administrative fees charged for providing certain services, such as approval of tax exempt financing. And, new development contributes to the city's general fund initially in the form of fees and permits, and eventually will contribute property tax revenue. Expenditures may result in long-term benefits to the community in the form of a larger and broader tax base, and jobs and services available to residents. 0 7. RECOMMENDATION: I recommend that the City Council accept this report, and adopt the goals and strategies for economic development as proposed, or as may be modified by the Council's discussion. The priorities for action should be as shown on the attached chart. The various strategies are classified according to short term activities (next 12 months); on-going activities or those that will be done on an as -needed basis; and, long term activities (12 to 36 months.) Staff will prepare specific proposals for Council review to initiate action on each task as needed. ATTACIAZENTS: 1. Ranking of Alternatives, June 13, 1994 2. Draft Economic Development Strategy Priorities G: \CD\PLAN\REPORTSVnF\ECONDEV2. DOC 7 POLICYALS Economic Development Policies Ranking of Alternatives Plymouth City Council, June 13, 1994 1: Goals When Plymouth eventually achieves its full growth, should the current ratios of jobs to population and CII tax base to overall tax base be: a) about the same as today h) proportionally larger c) proportionally smaller 2: Industrial Parks Should the City undertake any of the following: a) encourage private enterprise to establish a new industrial park b) assist a private developer with acquisition of a site c) assist a private developer with development of a site d) City acquire and develop an industrial park on its own e) take no action; private market forces are strong enough 3: Financial Incentives Should Plymouth use financial incentives to: a) bring jobs and tax base here even if from another metro community? b) bring jobs and tax base here only if from outside the metro area c) bring jobs and tax base here only from out of state d) level the playing field for a site that is unusually difficult to develop e) bring in a specific kind of business or industry that is of high priority to the community f) to retain a businesslindustry already in Plymouth g) none of the above 4: Downtown Plymouth Is the rapid development of downtown Plymouth a priority that is: a) high b) medium or c) low Is significant new retail development important to downtown Plymouth, or is it acceptable for it to become a civic, cultural and recreational center for the City? a) significant retail development is important b) Downtown would be successful if it becomes the important civic, cultural and recreational center. Page 1 Number Percent Percent of Votes of Votes of Council 6 3 0 67% 33% 0% 86% 43% 0% 2 100% 29% 5 36% 71% 2 14% 29% 4 29% 57% 1 7% 14% 2 14% 29% 100% 2 9% 29% 2 9% 29% 2 9% 29% 4 17% 57% 6 26% 86% 7 30% 100% 0 0% 0% 100% 5 71% 71% 1 14% 14% 1 14% 14% 100% 4 40% 57% 6 60% 86% 100% L Ll POLICULS Should the City facilitate major development in Downtown Plymouth by such means as a) reactivate the Port Authority to aggressively assemble land and/or financing b) major changes/redesign of PUD for Downtown c) significant use of financial incentives d) none of the above; downtown will develop satisfactorily anyway 5: Marketing Should the City take any or all of the following actions to make our City better known to the business community: a) make printed handouts and brochures to respond to inquiries b) prepare a detailed data base of economic information c) attend real estate development trade shows with a booth. d) establish a regular visitation program to City businesses or industries to assist wtih retention of existing business. e) become more active in Twin West Chamber of Commerce f) become a Minnesota Star City g) selectively market our City to the outside world to attract new business h) generally market our City to the outside world via economic development trade publications, etc. i) visit desirable business/industry in other areas to encourage them to relocate in Plymouth 6: CommunicationslRelations with Business and Industry. Should the City undertake the following items to improve communications and relations a) continue to hold annual business town meetings b) continue to host a Twin West State of the City meeting for business c) begin a regular column or feature about Plymouth business in the Plymouth News d) establish a separate City newsletter for business similar to the Plymouth News e) hold more "neighborhood" meetings with business people f) work on streamlining development and permitting approvals for businesses Page 2 Number Percent Percent of Votes of Votes of Council 6 40% 86% 6 40% 86% 2 13% 29% 1 7% 14% 100% 4 13% 57% 5 17% 71°% 3 10% 43% 4 13% 57% 4 13% 57% 3 10% 43% 3 10% 43% 2 7% 29% 2 7% 29% 100% 5 25% 71% 5 25% 71% 4 20°x6 57°% 0 0% 0% 1 5% 14% 5 25% 71% 100% Cd F c 41) O c 42 'OrAO o '0Ua'0 a•-, 4. 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O Oa) 4) co4) 4 A E w U U W o U p, oA n N W n 0 44 o a 4c al CITY OF PLYMOUTH 0 & CITY MANAGER PERFORMANCE EVALUATION INSTRUCTIONS: Place a check mark on the line underneath the rating column which you feel is appropriate for each item A. Policy 1. Assists in policy formulation without exerting undue influence. 2. Provides sound advice on policy matters. 3. Carries out adopted policy effectively, faithfully and in a timely manner. Specific comments B. Planning 1. Plans, organizes and supervises implementation of ongoing City programs and services 2. Organizes program planning in a manner that anticipates future needs and problems and establishes common goals for adoption by the City Council. 3. Achieves goals set by or in conjunction with the City Council. Specific comments C. Agendas 1. Prepares a sound agenda 2. Balances the work flow from meeting to meeting as much as possible. 3. Prepares agendas that focus on policy- making issues while keeping unnecessary administrative matters off. Needs Needs some stbslaatial Veey 2hang Rtkonj Adequate Im mement Im Mement Unknown 5 4 3 2 1 0 4 Specific comments D. Reporting 1. Provides reports in a comprehensive and understandable manner. 2. Provides appropriate information for making sound policy decisions. Specific comments E. Fiscal Management 1. Presents realistic budget 2. Seeks efficiency and economy in all programs 3. Presents budget in an understandable fashion 4. Keeps the City Council informed on fiscal matters. 5. Administers the budget within adopted limits 6. Instills in department heads and employees a sense of efficiency and economy. Specific comments F. Personnel 1. Demonstrates ability to recruit excellent personnel 2. Demonstrates ability to retain excellent personnel 3. Impartially administers the performance evaluation system Needs Needs some sr6srantiel Very gtmng gttonj Ad tete Itni,mvernnt im mement Unknown 5 4 3 2 1 0 Specific comments D. Reporting 1. Provides reports in a comprehensive and understandable manner. 2. Provides appropriate information for making sound policy decisions. Specific comments E. Fiscal Management 1. Presents realistic budget 2. Seeks efficiency and economy in all programs 3. Presents budget in an understandable fashion 4. Keeps the City Council informed on fiscal matters. 5. Administers the budget within adopted limits 6. Instills in department heads and employees a sense of efficiency and economy. Specific comments F. Personnel 1. Demonstrates ability to recruit excellent personnel 2. Demonstrates ability to retain excellent personnel 3. Impartially administers the performance evaluation system 4. Maintains good relations with employee organizations 5. Effectively represents City interests in collective bargaining 6. Seeks to develop skills/abilities of employees 7. Maintains regular and effective communications with employees Specific comments G. Supervision 1. Properly supervises Department Heads 2. Knows what is going on in various departments 3. Encourages initiative in Department Heads 4. Conducts regular and meaningful evaluations of Department Heads 5. Is available to all City employees 6. Keeps Department Heads informed of Council policies Specific comments H. Leadership 1. Motivates others to accomplish goals 2. Delegates appropriate responsibilities to other members of management team 3. Develops teamwork and cooperation among staff 4. Has the support of employees in decisions Needs Needs some sibstantlat Very 'Ottanx Rtkany. Ade nate Im memnnt Im mement Unknown 5 4 3 2 1 0 4. Maintains good relations with employee organizations 5. Effectively represents City interests in collective bargaining 6. Seeks to develop skills/abilities of employees 7. Maintains regular and effective communications with employees Specific comments G. Supervision 1. Properly supervises Department Heads 2. Knows what is going on in various departments 3. Encourages initiative in Department Heads 4. Conducts regular and meaningful evaluations of Department Heads 5. Is available to all City employees 6. Keeps Department Heads informed of Council policies Specific comments H. Leadership 1. Motivates others to accomplish goals 2. Delegates appropriate responsibilities to other members of management team 3. Develops teamwork and cooperation among staff 4. Has the support of employees in decisions Specific comments I. Department Performance 1. Takes appropriate and timely steps to improve departmental deficiencies 2. Obtains the greatest possible performance from Department Heads and employees 3. Is aware of weak or inefficient administrative personnel and works to improve their performance 4. Is aware of exceptional and/or unusually productive administration personnel and strives to have their accomplishments recognized 5. How would you assess Manager's performance with respect to his supervision and interaction with each Department. Please answer only as it relates to your view of the Manager's supervision of the department, not to the performance of the department itself. To be answered by Council members only. Administration Department Finance Department Parks and Recreation Community Development Public Works Public Safety Specific comments J. Council Relations 1. Assists Council members in resolving problems administratively to avoid unnecessary action at meetings Needs Needs some s(bstaatial Wig Stroh qttonj Adeqnate Im mernmt Im raement Unknown 5 4 3 2 1 0 Specific comments I. Department Performance 1. Takes appropriate and timely steps to improve departmental deficiencies 2. Obtains the greatest possible performance from Department Heads and employees 3. Is aware of weak or inefficient administrative personnel and works to improve their performance 4. Is aware of exceptional and/or unusually productive administration personnel and strives to have their accomplishments recognized 5. How would you assess Manager's performance with respect to his supervision and interaction with each Department. Please answer only as it relates to your view of the Manager's supervision of the department, not to the performance of the department itself. To be answered by Council members only. Administration Department Finance Department Parks and Recreation Community Development Public Works Public Safety Specific comments J. Council Relations 1. Assists Council members in resolving problems administratively to avoid unnecessary action at meetings 2. Deals with Council as a whole on policy issues 3. Demonstrates impartiality and maintains appropriate relationships with individual Council members 4. Is receptive to constructive criticism and advice 5. Responds promptly to Council's inquiries Specific comments K. Intergovernmental Relations 1. Maintains good cooperative relations with: Municipalities and School Districts State and Federal agencies/officials Agencies contracting with or supported by the City Specific comments L. Community Relations 1. Viewed by the community as a person of high integrity, ability and devotion to the City 2. Handles citizens' questions and/or complaints promptly and effectively 3. Properly supports the City Council 4. Maintains good relations with the media; provides accurate and timely information 5. Properly avoids politics and partisanship 6. Creates a feeling of respect for City government within the community Needs Needs some stbstantlal Vety Stroh 9tio"I Adequee Im mement Im mement Unknown 5 4 3 2 1 0 2. Deals with Council as a whole on policy issues 3. Demonstrates impartiality and maintains appropriate relationships with individual Council members 4. Is receptive to constructive criticism and advice 5. Responds promptly to Council's inquiries Specific comments K. Intergovernmental Relations 1. Maintains good cooperative relations with: Municipalities and School Districts State and Federal agencies/officials Agencies contracting with or supported by the City Specific comments L. Community Relations 1. Viewed by the community as a person of high integrity, ability and devotion to the City 2. Handles citizens' questions and/or complaints promptly and effectively 3. Properly supports the City Council 4. Maintains good relations with the media; provides accurate and timely information 5. Properly avoids politics and partisanship 6. Creates a feeling of respect for City government within the community Specific comments M. Professional Reputation 1. Well respected by fellow managers 2. Represents City in professional organizations 3. Seeks Positive recognition for City by public administration associations 4. Knowledgeable of current developments affecting the management field 5. Strives to continue professional growth Specific comments N. Personal Traits 1. Controls emotions effectively in difficult situations 2. Is creative in developing practical solutions to problems faced in the course of work 3. Is flexible in accepting and adjusting to change 4. Has positive attitude 5. Demonstrates personal honesty and frankness in day-to-day relationships 6. Seeks to improve own skills/knowledge 7. Completes work in an acceptable time period 8. Performs work accurately Specific comments Needs Needs some SLbstantial Vend gtfolir gtronF Admuote im mement im rowement Unknown 5 4 3 2 1 0 Specific comments M. Professional Reputation 1. Well respected by fellow managers 2. Represents City in professional organizations 3. Seeks Positive recognition for City by public administration associations 4. Knowledgeable of current developments affecting the management field 5. Strives to continue professional growth Specific comments N. Personal Traits 1. Controls emotions effectively in difficult situations 2. Is creative in developing practical solutions to problems faced in the course of work 3. Is flexible in accepting and adjusting to change 4. Has positive attitude 5. Demonstrates personal honesty and frankness in day-to-day relationships 6. Seeks to improve own skills/knowledge 7. Completes work in an acceptable time period 8. Performs work accurately Specific comments What can the City Manager take the greatest pride in? What do you feel are his strongest points and his finest accomplishments this year? What areas do you feel most need improvement? Why? Do you have any constructive, positive ideas how the City Manager can improve these areas? admin/adminper/cmeval . doc