HomeMy WebLinkAboutCity Council Packet 07-24-2018 Special
Special Council Meeting 1 of 1 July 24, 2018
CITY OF PLYMOUTH
AGENDA
SPECIAL COUNCIL MEETING
JULY 24 , 2018, 5:30 p.m.
MEDICINE LAKE CONFERENCE ROOM
1. CALL TO ORDER
2. TOPICS
A. Economic Development Strategic Planning
B. Set future Study Session
3. ADJOURN
SPECIAL
COUNCIL MEETING
July 24, 2018
Agenda
Number: 2A
To: Dave Callister, City Manager
Prepared by: Ben Landhauser, Economic Development Manager
Reviewed by:
Item: Economic Development Strategic Planning
1. ACTION REQUESTED:
The City Council and Department Directors will be led through a consensus workshop focused on
establishing key priorities of Economic Development for the City.
2. BACKGROUND:
The consensus workshop will be facilitated using Technology of Participation (ToP). The Technology of
Participation, created by the Institute of Cultural Affairs, is a collection of facilitation methods that have
been created and refined over the past 50+ years. ToP methods provide an organized platform for
groups to think, talk, and work together by providing facilitators with structured participatory methods
– Consensus Workshop being one of those structured participatory methods.
3. ATTACHMENTS:
Strategic Planning Work Session Pre-Information
Article – 23 Lessons I’ve Learned About Economic Development
Example Economic Development Strategic Plans:
› Lakeville (2017 – 2019)
› Maple Grove (2018 – 2020)
› Ramsey (2018)
› Woodbury (2018 – 2022)
Page 1 of 10
THE WAR ROOM
A LOOK AT OPTIONS FOR PLYMOUTH’S FUTURE
ECONOMIC DEVELOPMENT SUCCESS
Page 2 of 10
WHAT IS OUR STRATEGY?
3 Primary Economic Development Strategy Types
› Firm-Based Strategies: an approach in
which individual businesses receive
assistance to help them grow and
ultimately benefit the entire community
Example Communities &
Organizations:
o Shakopee
o Brooklyn Park
o Fridley
o Oakdale
o Greater MSP*
o Medical Alley
o DEED*
› Place-Based Strategies: an approach in
which declining or at-risk area received
targeted investment to prevent or
counteract long-term disinvestment
Example Communities &
Organizations:
o St. Louis Park*
o Edina*
o Bloomington*
o Eagan*
o Duluth*
o Rochester*
o Met Council*
* = Entity utilizes multiple strategies, but primary
is within identified column
› People-Based Strategies: an approach in
which certain disadvantaged or at-risk
professions are targeted for job creation,
skills training and networking
Example Communities &
Organizations:
o Forge North
o Twin Cities Collective
o TwinWest Chamber of
Commerce*
Firm-Based StrategiesBusiness
Attraction
Business
Assistance
Business
Development
Place-Based StrategiesRedevelopment
Commercial
Revitalization
People-Based StrategiesEmployment
Development
Job Creation
Job Training
Job PlacementMicroenterprise
Page 3 of 10
FIRM-BASED STRATEGIES
Business Attraction: Business attraction refers to purposeful efforts to encourage businesses to locate within a community or specific area. This is
typically done through a number of initiatives designed to help a community or area compete with other locations the business may
be considering. These strategies range from financial assistance in the form of tax abatement, grants, or loans and can entail such
efforts as marketing schemes designed to reinforce a positive image for the area.
Business attraction strategies can be tailored to appeal to a variety of businesses, from large corporations to individually owned
small businesses. They can include promotional efforts to draw business to a particular district, appeal to a specific business sector,
or can focus on businesses deemed to make the largest impact or contribution to the community/area.
Business Assistance: Business assistance attempts to support existing businesses and help them grow. Such programs try to connect small businesses
with technical resources such as financial planning, marketing, product development, and account services. Many programs also
coordinate business expansion financing for small assisted businesses. Small business assistance is usually offered through
government entities such as a business commission, chamber of commerce, economic development authority, or city affiliated
department (economic development or community development). Business assistance can also include application, administration,
or related role for state or federal grants that provide financial resources for qualified medium or large companies, logistics and
messaging assistance for relocating companies, and programs that touch different facets of a company’s composition such as: job
creation funds, facility rehabilitation, transit incentives, expedited building plan or city permit review and approval, etc.
Business Development: Business Development programs ease the entry of small businesses into a community, making it more likely the new businesses will
be successful. Many programs offer assistance in developing start-up business and marketing plans or acquiring start-up financing.
Microenterprise programs (see People-Based Strategies) provide these same types of services to low-income individuals starting
very small businesses.
PLYMOUTH’S COMPETITIVE POSITION RELATIVE TO THIS STRATEGY
STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
› Strong Existing Business Base –
entire spectrum represented
[small to large companies]
› Dated or functionally obsolete
building stock from original
use(s)
› Large # of tech companies
located in Plymouth that
continue to grow
› Nearby communities have
vacant land and/or new
modern building stock
› Regular building vacancies in
the 2k – 20k sf range suitable
for many upstarts, small, or
medium businesses
› No/few direct local, state, or
federal funding sources to
assist in building retrofits or
multiple site assembly
› Control local transit authority –
could provide broader # of
alternative connections to
talent and housing
› Businesses needing more than
20k sf are looking and moving
elsewhere – large employers
› Location – many prominent
regional corridors
› Lack of local housing options
to support major employment
sector - Manufacturing
› Aging industrial properties
could be redeveloped to
accommodate emerging
business trends/needs
› Business ownership’s time to
find/approve/create building
options for new or expanding
businesses
Page 4 of 10
PLACE-BASED STRATEGIES
Redevelopment: Redevelopment typically involves the physical and/or economic rebuilding of neighborhoods, districts, or other defined areas in a
community. In most cases this endeavor seeks to remove obsolete or underperforming/underutilized areas through building
demolition, the reset of infrastructure network, and providing a more desired new development that aligns with community goals
and objectives. Most redevelopment occurs under 1 of 2 scenarios: (1) the market is demanding a new use(s) for an area and the
costs associated with property acquisition and new construction can be absorbed by the demand of the new end product; (2) the
market is able to provide a desired set of uses if certain financial hurdles related to the current condition of property are
removed/eased or financial assistance is provided to incentivize a more intense development to occur now instead of several years
in the future where more uncertainty of market feasibility exists.
Redevelopment under a Place-based Strategy usually follows general guidance from the local community once a vision or specific
set of initiatives are identified so the redevelopment has tangible outcomes to achieve. Successful redevelopment creates a unique
and distinguishable place that is market competitive to similar redevelopment that has or may occur in alternative locations in
other communities. A market competitive place typically has a higher ceiling for attracting businesses and a longer investment
cycle before another redevelopment is needed.
Commercial Revitalization: Commercial revitalization programs and initiatives attempt to bring economic life back to once prominent and desirable districts or
corridors that have aged and transformed into struggling or see more regular vacancy and business turnover. Businesses in these
areas may be small or medium without capital to invest into their buildings or properties because their monies are being put into
product supply, product development, operations, or wages. Commercial revitalization programs focus on developing districts and
corridors where businesses can locate successfully and increase the ability to fill job vacancies, provide entrepreneurial
opportunities for upstarts, and improve the tax base for the community. These outcomes are accomplished through improvements
such as: streetscaping (pavement accents, sidewalk design, ornamental street lighting, building placement and façade treatment),
traffic safety and maintenance improvements, attracting new businesses, and promoting the area to potential customers through
an area with distinct identity that separates it from other competing places in or surrounding the community.
PLYMOUTH’S COMPETITIVE POSITION RELATIVE TO THIS STRATEGY
STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
› Awareness that
redevelopment is necessary
and inevitable
› Comprehensive Plan requires
amendment to pursue current
redevelopment trends
› Heighten physical
image/presence and sense of
community
› Options in other communities
that can be accomplished in
less time/headache
› Aging buildings/districts where
opportunity to significantly
increase value exists
› City review & approval process
is unpredictable and lengthy
› Address needs of the business
community - housing, building
options, places of experience
› Lack of community awareness
/support for change creates
stumbling block
› Growing/desirable community
= demand for more options
› Undefined expectations for
redevelopment
› Become more self-sufficient –
become less reliant on others
› Running out of greenfield
space
Page 5 of 10
PEOPLE-BASED STRATEGIES
Employment Development:
Job Creation programs aim to create new jobs for workers in certain targeted categories. Some programs invest public money in new businesses
or, more often, in facilities for businesses that create new jobs for difficult-to-find skill positions. In some cases local jurisdictions provide lesser,
matching, or generally similar incentive programs targeted at job creation.
Job Training programs trying to provide workers with skills they need in order to receive quality employment opportunities. In some cases, the job
training is provided as little to no cost to the worker due to a lack of trained labor force available to fill job vacancies. Some government programs
incentivize employers with on-the-job training programs that would otherwise not be hired or seen as a viable career path. Other job training
programs start at high schools or community colleges and partners with employers that would benefit from access to trained graduates.
Job Placement programs connect employers with employees who have needed skills but may not know about work opportunities. These programs
can be private or public efforts and depend greatly on the job placement institution’s ability to establish a trusting relationship with the employing
institution.
Microenterprise:
Microenterprise programs target entrepreneurs who face difficulty accessing traditional capital for assistance and loans to start small businesses
and improve their economic condition. Micro lending agencies are most commonly private nonprofits initiated by community-based organizations
or groups. The loan recipients generally have little collateral to put down against the loan they receive. Loans are small and often coupled with
business training intended only to allow the recipient’s business to attain a level of success necessary to obtain mainstream financial products.
PLYMOUTH’S COMPETITIVE POSITION RELATIVE TO THIS STRATEGY
STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
› Lots of businesses in related
sectors – common skill sets for
workers
› City has not previously been
set-up to function as a people-
based organization
› May existing local companies
need assistance in creation of
labor force
› Many businesses have
vacancies going unfilled or
lack of trained talent
› Have partnerships,
connections and access to
other organizations that
provide additional resources
› City financial and procedural
structure is not conducive to
real-time business needs
› Would stand-out among peer
communities as an active
business partner
› Aging labor force in certain
sectors is not being replaced
Page 6 of 10
WHAT IS OUR MINDSET?
COMMON ECONOMIC DEVELOPMENT MINDSETS
› Externally Focused Environment: communities that operate in an
externally-focused environment look outside the bounds of their
respective community for input and data necessary to make strategic
and tactical decisions. Externally focused means understanding your
customers (residents, businesses, developers and potential
residents/businesses/developers). It means knowing your
competitors and anticipating their next strategy or tactic to remain
competitive. Being externally focused also means knowing the overall
dynamics and forces in the marketplace and understanding how
those forces might affect the community.
Externally Focused environments are also market-focused;
they identify opportunities and work to quickly capitalize on
them.
Externally Focused communities may also consider
themselves to be “pro-business” or “business friendly”
Externally focused environments will usually thrive and have
strong and consistent growth because they are anticipating
trends and actively pursuing a competitive edge on their
peers.
› Internally Focused Environment: communities that operate in a
internally focused environment generally view their role as reviewing
offerings and striving to improve them continually. There is a zeal to
make a process or service better, and the strategy of the community
revolves around differentiation tied to attaining a perceived or real
superiority over alternatives.
Internally focused environments are also product-focused;
identifying improvements and then look for opportunities
where the customers desire the improvements.
Internally focused communities may also consider themselves
to be “resident driven” or “resident first”
Internally focused environments eventually reach a point of
slow or stalled growth, discovering critical information too
late and falling behind in the competitive race because they
are not responding to the dynamics of the marketplace.
CRITICAL QUESTIONS TO ASK OURSELVES
► Why do our customers do business with us?
► Where are the most substantial opportunities in the marketplace
and are we positioned to seize them?
► What is the competition doing to win customers?
► What can we do to gain market leadership that competitor’s
might find difficult to match?
Page 7 of 10
OPPORTUNITY SCENARIOS
WHAT WOULD YOU WANT THE OUTCOMES TO BE?
INFO
SCENARIO #1 SCENARIO #2 SCENARIO #3
Customer Type
emerging business developer major business
Desired Customer
Outcome
expand parking lot to accommodate
additional material storage needs and
employee #s
redevelop prominent blighted
property into mixed use
development
Building addition and parking
expansion, building permit
City Actions/ Approvals
Needed
site plan amendment & variance;
private improvement agreement +
bond
comp plan amendment,
rezoning, site plan, construction
plans, building permits, TIF district
& financial plan
site plan amendment, private
improvement agreement +
bond
Typical Industry
Timeframe Needed to
Complete City Actions/
Approvals
45 – 60 days
[2 months] 6 – 9 months 60 - 120 days
[4 months]
Possible Benefit(s) to City
increased property tax value (tax
base); company continues growth
trajectory; capacity to increase
services & jobs
removal of blight, increase
property values (tax base),
create a community destination
increased property tax value
(tax base); company continues
growth trajectory; capacity to
increase services & jobs
Actual Timeframe to
Complete City Actions/
Approvals
112+ days 11+ months 222+ days
[7.5 months]
End Result
no project undertaken project removed from
consideration no project undertaken
Customer Perception of
City unsupported unknown confused, burden
Page 8 of 10
WHAT ARE THE BIGGEST FACTORS OF LOCAL
REDEVELOPMENT?
Cycle of Development Action Killers
Represents WINDOW OF
OPPORTUNITY to capture
emerging/trending
market supply
*opportunity windows and
overall development cycle
can be long (decades) or
short (years)*
Represents critical timeframe
to PLAN & PREPARE for next
wave of opportunity in
relation to community
priorities/objectives
Supply vs. Demand compared
to Price vs. Quantity
More competitive and
predictable Regional Options
to complete same type of
project
Amount of Time required to
react to market demand and
perform against regulations
Difficult or Unclear Regulatory
Framework
Unclear and Inconsistent
Expectations from everyone
involved and start to finish
Page 9 of 10
WHAT GOALS DO WE HAVE?
SUPPORTING INFORMATION
Select 2040 Comprehensive Plan Vision Statements [interrelated with Economic Development]
Enhance and strengthen the sense of
community
Promote and strengthen economic
vitality
Protect and enhance convenience and
mobility
Meet the needs of all age groups within
the city, with a particular focus on
young people and the aging
population
Support high quality education
Maintain and enhance housing quality
and diversity
Prevalent Promotional Statements [related to Economic Development]
4th Largest Economy in MN
7th Largest City in MN
3rd Largest Suburb in Twin Cities metro
One of the Largest Concentrations of
Medical Device Manufacturing in the
world
Hub of MedTech companies
One of the fastest growing communities
in MN
Lowest Property Taxes compared to
peer cities [both residential and
commercial properties]
Information continued on next page
Page 10 of 10
Community Composition
79,700 residents 44,900 labor force vs. 68,400
jobs
3,400 businesses
Top Industries:
EXAMPLES OF POSSIBLE GOALS [RELATED TO STRATEGIES & SUPPORTING INFORMATION]
› Pursue becoming the 3rd
largest economy in MN
› Enhance the awareness of
Plymouth opportunities
› Stimulate new business
investments and start-ups
› Actively pursue solutions
to local business hardships
› Support the growth and
expansion of existing
businesses
› Facilitate continued
investment in Buildings &
Infrastructure
› Capitalize on market
supply of development/
investment
› Leverage and capitalize on
market-competitive
advantages
› Adapt regulatory
framework and toolbox to
minimize barriers to entry
› Create regional
destinations through new
development and
redevelopment
› Foster and expand the # of
businesses that enhance
local sense of community
› Evoke a culture consistent
with desired outcomes
› Attract housing options
that support new job
creation
› Achieve balanced
investment and access to
resources across the
community
› Seek out opportunities to
train and expand access to
workforce talent
› Increase attention and
investment within City
Center as community hub
2017-2019 Strategic Plan
Summary Report
January, 2017
Economic Development Commission
November 17, 2016
RE: FY 2017-2019 Strategic Plan- Lakeville Economic Development Commission
Dear Chair Starfield,
I am pleased to present this FY 2017-2019 Strategic Plan and Summary Report to the Lakeville
Economic Development Commission. The plan reflects the Commission’s commitment to
strategic thinking, measurable results and the delivery of quality services.
Thank you for the opportunity to assist the EDC with this project. You, the Economic
Development Commission and senior staff are to be commended for your dedication and
effort.
I also want to thank Community and Economic Development Director Dave Olson, and
Economic Development Specialist Rick Howden for the help and support provided during the
process.
Yours truly,
Craig R. Rapp
President
40 East Chicago Avenue #340, Chicago, IL 60611
800-550-0692• www.craigrapp.com
Table of Contents
Executive Summary .............................................................................................................. 2
Strategic Plan Summary 2017-2019 ............................................................................................... 3
Lakeville EDC Strategic Planning Process .................................................................................... 4
Assessing the Environment, Setting Direction ............................................................................ 4
Defining Strategic Priorities .......................................................................................................... 7
Key Outcome Indicators By Priority ............................................................................................. 7
Implementing the Vision: Developing Strategic Initiatives and Action Plans ............................ 8
Strategic Planning Participants..................................................................................................... 10
Appendix I: Strategic Initiatives-Action Plans............................................................................... i
Executive Summary
On Thursday, September 29, and Thursday, October 27, 2016 the Lakeville Economic
Development Commission and senior staff engaged in a strategic planning process. The
sessions yielded a draft strategic plan for the three-year period 2017-2019.
The strategic plan consists of a set of four strategic priorities, which are the issues of highest
priority for the next three years. Within each strategic priority is a set of desired outcomes,
key outcome indicators, and performance targets, which describe expected results and how
the results will be measured. To ensure the follow-through, the plan also includes a list of
strategic initiatives, which define the actions that will be taken to achieve the targeted
outcomes.
At the initial planning meeting on September 29, the group reviewed their operating
environment and identified a list of economic development challenges facing the community.
Based upon those challenges, on October 27, the group identified a set of strategic priorities
for the performance period. This was followed by the development of a set of key outcome
indicators (KOI’s) for each priority, which defined desired outcomes and measurable targets.
During the month of December, city staff developed the initiatives and action plans
necessary to achieve each of the targeted outcomes.
The strategic priorities, key outcome indicators, and strategic initiatives are summarized on
the following page.
Lakeville EDC- Strategic Plan Summary 2017-2019
Strategic
Priority
Desired
Outcome
Key Outcome
Indicator (KOI)
Target
Strategic Initiatives
Business
Retention
and
Expansion
Limit loss of existing
business
-Lakeville business
inventory
-Bldg. permits
No net loss over three
years
-Update and monitor current
business database with info on
expansions and job growth
-Communicate to existing
businesses the benefits of
expanding in Lakeville
-Implement a system to follow-up
with businesses that choose to
expand in Lakeville or elsewhere to
determine factors that impacted
location decisions
--Periodically report to EDC and City
Council on information received
Lakeville is the first
choice for
expansion
-Business expansion &
relocation lists
>75% of current
businesses expand
rather than relocate
Have a clear
understanding of
relocation and
expansion decisions
-Interview results
-Expansion & relocation
reports
> 60% of all businesses
report on relocation and
expansion decisions
-EDC and City Council
understand relocation
and expansion
requirements
Maintain a
Competitive
Edge
Be the community
of choice
Competitive data on
development decisions Track wins/conversion
rate by year and
improve % of wins each
year ___
-Review 2012 City Business
Marketing Plan and improve and
expand as necessary
- Continue review of regulatory
processes and development fees
-Review incentives guidelines-for
measurable ROI’s
-Communicate and publicize major
commercial and industrial
expansions and new construction
projects
Be the community
of choice
-Industry evaluations
- Survey results Improve C/I Real Estate
industry recognition,
awareness and opinion
of Lakeville
Housing to
Support
Economic
Goals
Balanced housing
options to support
market demands
Housing inventory 250 additional higher
density units that
address needs
-Work with developers to identify
scattered sites that are potential
sites for higher density
development
-Work with developers to obtain
the necessary approvals to allow
construction to commence
-Work with Planning staff and
consultant to identify future sites
and zoning districts to be guided
for higher density development
Housing developed
in areas that
stimulate/enhance
commercial
development
Sites that leverage
commercial
development
2 sites developed
Policy guidance in
place to achieve a
variety of housing in
the city
-Policies
-Comprehensive plan
New comp plan update
w/ new provisions &
zoning ordinance
changes-by end of 2019
Workforce
More quality jobs -DEED reports
-Incentives reports
200 new jobs paying
over $60k/yr.
-Review current TIF and Tax
Abatement policies to better
correlate assistance levels to
proposed wage levels
-Initiate discussions with existing
higher education providers
-Pursue possible partnerships or
collaborations with Chamber of
Commerce, School Districts, and
Higher Education Providers
Improved access to
specialized training
& education
-List of available
providers
A commitment for a
higher education
presence and/or
availability for local
businesses and
residents
Strategic Planning Process
Strategic planning is a process that helps leaders examine the current state of the
organization, determine a desired future state, establish priorities, and define a set of actions
to achieve specific outcomes. The process followed by the Economic Development
Commission was designed to answer four key questions: (1) Where are we now? (2) Where
are we going? (3) How will we get there? (4) What will we do?
Assessing the Current Environment, Setting Direction
On Thursday, September 29, the Lakeville Economic Development Commission began the
strategic planning retreat by discussing the need for a compelling vision, or “Why?” As a
result of that discussion, the group reviewed the current community vision statement
developed for Envision Lakeville, and concluded that it fairly represented their “Why”. The
statement follows:
City of Lakeville Vision:
“We envision a thriving, multi‐generational community where families, friends, and
neighbors connect, live, learn, work, and play. Great schools; a diverse local economy;
exceptional parks, trails, and recreational opportunities; vibrant social and cultural
institutions; safe neighborhoods; and responsive and cost‐ effective public services—
together create a place we are proud to call home.”
The group then turned to a discussion of the City’s values and mission statements, along with
the mission statement of the EDC to ensure that they were aligned. Again, upon review, they
agreed that the EDC’s mission statement aligned well with the mission and values of the City
of Lakeville. The City’s Mission and Values statements, and the EDC mission statement follow:
City of Lakeville Mission:
The City of Lakeville provides the foundation for healthy neighborhoods and successful
businesses by investing in:
Comprehensive planning
High quality and efficient services
Citizen participation
Effective partnership
City of Lakeville Values (from Envision Lakeville):
Diversified Economic Development
We value the stability and independence provided by a strong, diversified local
economy.
Good Value for Public Services
We value high-quality public services delivered cost effectively.
Safety Throughout the Community
We value living in a community where people feel safe everywhere they go.
Design That Connects the Community
We value a well-designed community and we place a priority on development that
enhances connectivity and accommodates our changing needs.
High Quality Education
We value and are committed to high quality education that sets us apart.
A Home for All Ages and Stages of Life
We value living options for people of all ages and stages of life.
A Sense of Community and Belonging
We value the sense of belonging that comes from our traditions and institutions, and
we strive to support and preserve them.
Lakeville Economic Development Commission Mission:
“The EDC develops strategies and communicates benefits that will make Lakeville the best
choice for decision-makers considering business location and expansion.”
Reviewing the Environment, Setting Strategic Priorities
Following the review of the vision, mission and values, the Commission began the process of
developing the strategic plan. The first step taken in the process was an assessment of the
environment within which the City operates. This was done via a SWOT (Strengths,
Weaknesses, Opportunities, and Threats) analysis: a process that examines the
organization’s internal strengths and weaknesses, as well as the opportunities and threats in
the external environment. To facilitate this, a SWOT questionnaire was distributed to the
Commission and senior staff in advance of the planning session. The SWOT process revealed
the most frequently mentioned characteristics in each area:
STRENGTHS
Affluent community
Great infrastructure, including:
o Location
o Rail, airport, highways
o Governance
o Public safety
o Education-highly educated/skilled workforce
Potential availability for residential and commercial development
WEAKNESSES
Housing
o Affordability
o Variety/Diversity
Labor
o Workforce training
o High skill/high wage jobs
o Overall labor availability
OPPORTUNITIES
Available land
Incentive packages
Population growth supporting retail
Housing growth/types and options
THREATS
Compete (ability to)
o Infrastructure—roads, County/State, technology access, high tax state,
County culture, finance
o Incentives
o Regulations
o Increasing cost of land
o Real estate market
o Development costs
Workforce
o Housing available products
o Current unemployment rate(s)
o Skill gap
o Aging populace
o Public transportation
Outside Influences
o Economic setbacks-national/political-recession
o State available assistance/impacts—tools, etc.
o Met Council policy
The group then engaged in an exercise using the summarized SWOT data. They compared
strengths with opportunities and weaknesses with threats, to determine which opportunities
would maximize strengths, and which weaknesses would be exacerbated by the threats. This
effort helped to crystalize the current challenges and opportunities facing the community.
The results of this analysis are listed below:
STRENGTHS-OPPORTUNITIES
(Make good things happen)
Pursue commercial/retail development
Develop a variety of housing options
Provide strategic incentives to facilitate residential, commercial and industrial
development
WEAKNESSES-THREATS
(Keep bad things from happening)
No workforce “match”
o Existing residents – skillset
o Existing business’ needs
Transportation to jobs
Housing to meet needs
Need to maintain competitive “edge”
Following this exercise, the group examined the results, and then engaged in additional
brainstorming to identify a broad set of economic development issues and challenges facing
the community:
ISSUES/CHALLENGES
Housing
Transportation
Commercial/retail development
Workforce matching needs
Competitive edge/position
Jobs to match existing/growing population
High land costs
High development costs
Met Council/outside mandates
Once the current challenges were identified, the group discussed the issues that were most
important to the community over the next three years to meet those challenges. From that
discussion, a set of four Strategic Priorities emerged. They are:
STRATEGIC PRIORITIES
1. Business retention and expansion
2. Maintain a competitive edge
3. Housing to support economic goals
4. Workforce
Determining Success: Defining the Desired Outcomes, Key Indicators, and Targets
After identifying strategic priorities, the group developed a set of desired outcomes for each.
Once the outcomes were established, Key Outcome Indicators (KOI’s) were defined and
Performance Targets were developed. KOI’s are things that are measured or tracked to
monitor progress toward desired outcomes. Performance Targets define successful
outcomes, expressed in measureable terms.
The alignment created between priorities, outcomes and targets is important, not only for
clarity, but also for maintaining a disciplined focus on the desired results.
Key Outcomes, Indicators, and Targets, by priority are:
1. Business retention and expansion
a. Outcome: Limit loss of existing business; KOI: Lakeville business inventory, building
permits; Target: No net loss over three years
b. Outcome: Lakeville is the first choice for expansion; KOI: Business expansion &
relocation lists; Target: > 75% current businesses expand rather than relocate
c. Outcome: Have a clear understanding of relocation and expansion decisions; KOI:
Interview results, expansion & relocation reports; Target: > 60% of all businesses
report on relocation and expansion decisions, EDC and City Council understand
relocation and expansion requirements
2. Maintain a competitive edge
a. Outcome: Be the community of choice; KOI: Competitive data on development
decisions; Target: Increase wins/conversion rate by 75%
b. Outcome: Be the community of choice; KOI: Industry evaluations, Survey results;
Target: Improve RE industry opinion by 60%
3. Housing to support economic goals
a. Outcome: Balanced housing options to meet market demands; KOI: housing
inventory; Target: 250 additional higher density housing units that address needs
b. Outcome: Housing in areas that stimulate/enhance commercial development; KOI:
sites that leverage commercial development; Target: 2 sites developed
c. Outcome: Policy guidance in place to achieve a variety of housing in the city; KOI:
policies, comprehensive plan; Target: New comp plan update w/ new provisions &
zoning ordinance changes-by end of 2019
4. Workforce
a. Outcome: More quality jobs; KOI: DEED reports, incentive reports; Target: 200 new
jobs paying over $60k/year
b. Outcome: Improved access to specialized training & education; KOI: List of available
providers; Target: A commitment for a higher education campus
Implementing the Vision: Developing Strategic Initiatives and Action Plans
To successfully address the strategic priorities and achieve the intended outcomes expressed
in the performance targets, it is necessary to have a focused set of actions, including detailed
implementation steps to guide organizational effort. The Economic Development
Commission will accomplish this through strategic initiatives for each priority. Strategic
initiatives are broadly described, but narrowly focused activities that are aligned with the
priorities, and targeted to the achievement of outcomes expressed in the KOI’s.
In December, senior staff developed a set of strategic initiatives, and detailed action steps,
summarized below:
1. Business retention and expansion
a. Update and monitor current business database with info on expansions and job
growth
b. Communicate to existing businesses the benefits of expanding in Lakeville
c. Implement a system to follow-up with businesses that choose to expand in Lakeville
or elsewhere to determine factors that impacted location decisions
d. Periodically report to EDC and City Council on information received
2. Maintain a competitive edge
a. Review 2012 City Business Marketing Plan and improve and expand as necessary
b. Continue review of regulatory processes and development fees
c. Review incentives guidelines-for measurable ROI’s
d. Communicate and publicize major commercial and industrial expansions and new
construction projects
3. Housing to support economic goals
a. Work with developers to identify scattered sites that are potential sites for higher
density development
b. Work with developers to obtain the necessary approvals to allow construction to
commence
c. Work with Planning staff and consultant to identify future sites and zoning districts
to be guided for higher density development
4. Workforce
a. Review current TIF and Tax Abatement policies to better correlate assistance levels
to proposed wage levels
b. Initiate discussions with existing higher education providers
c. Pursue possible partnerships or collaborations with Chamber of Commerce, School
Districts, and Higher Education Providers
Strategic Planning Participants
The strategic plan was developed with the hard work and dedication of many individuals. The
Commission, with its foresight and dedication led the way, taking time out their schedules to
commit to long-term thinking. They defined a direction and a set of outcomes that are
important to the community. The senior staff supported the Commission and offered
challenges to conventional thinking.
Economic Development Commission
Glen Starfield, Chair
Lowell Collman, Commissioner
Jim Emond, Commissioner
Bob Gillen, Commissioner
Sheila Longie, Commissioner
Jack Matasosky, Commissioner
Steve Rajavouri, Commissioner
Quenton Scherer, Commissioner
Tom Smith, Commissioner
Dan Vlasak, Commissioner
City Administration-Department Staff
Justin Miller, City Administrator
David Olson, Community and Economic Development Director
Rick Howden, Economic Development Specialist
2018 Economic Development Workplan
Purpose
Provide a functional plan that prioritizes the work of the City’s economic development department and Economic
Development Authority (EDA).
Objectives
1. Encourage, and plan for, growth of industrial, commercial, retail and housing opportunities
2. Foster the retention and expansion of existing Ramsey businesses
3. Support and maintain a positive local businesses environment
4. Leverage use of outside economic resources, partnerships and funding for economic development initiatives
Outcomes
1. Growth of the City’s tax base
2. Growth in the City’s job base
3. Improved quality of life
Tactics/ Description Timeline Additional Resources & Tools Required Key Outcomes/Metrics
(1) Business Retention & Expansion
The large majority of local economic growth comes from
existing Ramsey businesses. The purpose of this goal is to
develop and maintain positive relationships with existing
Ramsey businesses (establish trust). This goal is
implemented through quality customer service, businesses
visits, and facilitating business events.
Ongoing
Currently Sufficient: assuming moderate customer
service demand levels, sufficient resources exist to
complete this tactic as proposed.
Complete 24 business visits
annually.
Host EDA business expo,
business appreciation golf
tournament, and fall
networking event. Participate
in Anoka County Broker Event,
Anoka Ramsey Job Fair, and
MN Marketing Partnership.
(2) Recruit Restaurants & Retail Users
The desire for the City of Ramsey to establish new
restaurant and retail users continuous to be a high priority
for Ramsey residents and elected officials alike. Feedback
from the development market is Ramsey needs more
rooftops and higher traffic counts to achieve this goal.
Although Ramsey continues to make good progress on
rooftops and traffic counts, there is a desire to be more
pro-active. The purpose of this tactic is:
(A) Consider establishing a policy(ies) to provide
financial incentives for said users. For example,
the City had a full service restaurant subsidy
program/ policy several years back.
(B) Consider establishing a targeted professional
information/ marketing package for said users.
(C) Consider deploying staff (and CBRE) to establish/
grow relationships with developers that work
directly with said target market.
(D) Reconsider broker selection—is there a better
broker for retail?
(E) Try to define what success looks like, or what
progress targets Ramsey can make?
(F) Obtain annual traffic counts for The COR
2018
Currently Sufficient: assuming moderate customer
service demand levels, sufficient resources exist to
complete this tactic as proposed.
This tactic may result in the need to create/ dedicate
financial resources for incentives in the future.
If dollars are needed for the developer information
package, the EDA Budget (Marketing line item) can
be utilized. Also, The COR TIF District (#14) is
available to support this tactic.
(A) New financial incentive
policy in place.
(B) New information packet/
marketing packet.
(C) New relationships created.
Tactics/ Description Timeline Additional Resources & Tools Required Key Outcomes/Metrics
(3) COR Development Feasibility, Pro-Forma, and Policy
The City of Ramsey has taken on the role of master
developer for The COR. Currently, the City manages The
COR, and our various COR development related discussions
on a “case-by-case-basis” and with policy based on “past
practice.” Staff would like to develop more clarity/
intentional policy/ structure on how the City manages this
project.
Completion of this tactic will put the City in a stronger
position to analyze/ respond to development proposals,
strategize marketing efforts, and carry out budget/ policy
discussions.
(A) Pro-Forma: from a development perspective, the list of
City obligations (expenditures) for The COR is relatively
long, and at this point not well-defined. Additionally,
the list of revenue streams from The COR is relatively
straight forward, but have been committed informally
in several instances. Staff would like to develop a
formal pro-forma that outlines all anticipated expenses
and all anticipated revenues for the project.
(B) Feasibility Analysis: this discussion will require the City
to complete a feasibility analysis for all outstanding
development items to provide a clear scope of future
development costs (i.e. cut/ fill, roads, storm water,
community center, signs, etc.).
(C) Policy Positions: this discussion also warrants the City
to take policy positions on various outstanding
development items (i.e. expenses) and how they will
be paid for (all city, all developer, split, etc.), and
roughly when various improvements will be made
(now, in the future, in phases, etc.).
2018 This work will require assistance from third party
professionals.
Feasibility Reports/ Concept Studies:
infrastructure-$25,000-$75,000
regional storm water --$15,000-$35,000
cut & fill analysis -- $5,000-$25,000
sign plan--$5,000-$30,000
parking ramp(s) -- $5,000-$15,000
community center-- $10,000-$25,000.
parks/ trails--$15,000-$40,000
pro-forma assistance/ review from Ehlers--$5,000-
$20,000.
The numbers outlined above are very preliminary.
Staff would like to get quotes for EDA review and/or
review by other boards. Staff anticipates various
funding sources to be utilized. Potentially, the
University of Minnesota Resilient Communities
Program may play a role in completing, or speeding
up, some of this work.
Completed feasibility analysis
on various outstanding pre-
development items.
Policy positions on various
development items.
Completed development pro-
forma.
Tactics/ Description Timeline Additional Resources & Tools Required Key Outcomes/Metrics
(4) RALF
Utilize the Metropolitan Council administered, MNDOT
funded, RALF (right of way acquisition loan fund) for
purchasing properties needed for U.S. Highway 10
improvements in Ramsey.
Update: staff received word from MnDOT/ MetCouncil in
August 2017 that they will no longer accept applications
for RALF from the City of Ramsey. The City must first
complete their updated plan for improvements to US
Highway 10 and must update their Official Map.
Ongoing
Currently Sufficient: assuming moderate customer
service demand levels, sufficient resources exist to
complete this tactic as proposed. In some cases, this
work does require use of third party professionals
Economic Development staff
will continue to work with the
Metropolitan Council to
purchase at least property per
year.
Economic Development staff
will continue to work with
Engineer and Planning staff to
complete an updated Official
Map and Highway 10 plan for
Ramsey.
(5) Sell Surplus City Owned Land
The City owns a large inventory of surplus land available
for development. In 2017, the City completed a process to
obtain shovel ready information for most city-owned
property. Through that process staff has identified the
following outstanding items:
(A) Properties #37 and #45 have various potential
environmental findings to further discuss and
address.
(B) North side of the new business park (i.e. former
Legacy site) should become shovel ready. This
would be a new shovel ready application.
2018 Currently Sufficient: assuming moderate customer
service demand levels, sufficient resources exist to
complete this tactic as proposed.
This work item does require use of third-party
professional services (Shovel Ready Certifications and
subsequent due-diligence). TIF #1 has been
identified as a funding source for this work.
NOTE: the large majority of shovel-ready work was
completed in 2017. This goal is nearly completed.
The State of Minnesota is currently officially
reviewing the City’s applications for shovel ready
sites. The purpose of this tactic is to keep the EDA
updated on some remaining items staff is closing out.
Land sales.
Tactics/ Description Timeline Additional Resources Required Key Outcomes/Metrics
(6) Business Incubator
Consider utilizing the roughly 3,500 square foot vacant space on the second floor of
the Ramsey Municipal Center for a business incubator program.
Staff would like to kick off the process with a scoping meeting (i.e. how should we
approach this task).
2018 At this point, no additional
resources are being requested.
Based on the scope of this
project, additional resources
will be needed. The City’s
Public Utilities Fund may be
available for this project.
Decide if the City has a
genuine interest in starting
a business incubator.
Have a general scope for
what a business incubator
means in Ramsey.
(7) ZIP Code
In 2015, the City of Ramsey did open its doors to the first ever Ramsey substation
USPS Post Office. Although this is a positive step for Ramsey, the need for an
independent zip code still exists. The purpose of this tactic is to pursue an
independent zip code for our community.
Process:
1. Meet USPS minimum standards for obtaining a new zipcode (delivery
points, deliver routes, scheme items, sectors). The City needs to submit a
request for an audit.
2. USPS audit made—Ramsey either meets minimum thresholds or not. If
they do, move on to step 3.
3. USPS conducts a survey of community to gather feedback/ support for a
new zip code.
4. USPS grants Ramsey a new zip code.
Ongoing
No additional resources
requested. Normal staff
duties.
Apply again.
Approval or denial of a
new Ramsey zip code.
Economic Development
Strategic Plan
2018
Optimizing our
Development and
Redevelopment Potential
Prepared by:
Woodbury Economic Development Commission
2018 Economic Development Strategic Plan
1
Introduction
In the last two economic development strategic plans, the City of Woodbury focused on
positioning itself as a premier business location (2010) and securing its status as a premier
business destination (2014). This 2018 Economic Development Strategic Plan (the Plan) builds
off of the positive momentum of the previous plans and seeks to leverage the strong economy in
order to optimize Woodbury’s development and redevelopment potential.
The City needs to be aware of and respond to economic trends and the changing needs of the
business community by periodically reviewing and revising its strategies and tactics. This Plan
sets forth an ambitious, yet achievable, economic development agenda for the City of Woodbury
over the next three to four years. The Plan identifies two specific goals which build upon the
community’s unique strengths and distinct character. Each goal includes action strategies which
factor into the economic prosperity and enhanced vitality of Woodbury’s business climate. The
Plan also articulates a set of measurable actions to facilitate continued growth, investment and
new opportunities. The Plan is not an exhaustive outline of the City’s economic development
agenda, but rather is intended to provide guidance and direction for future economic development
efforts as well as resource allocation.
Historical and Planning Context
Woodbury’s close proximity to the interstate system has proven highly desirable for businesses
seeking a suburban setting that is accessible to urban core as well as the MSP International
Airport. The City’s geographic setting also provides businesses with an excellent means of
distributing goods and services, as well as access to both customers and employees.
The community recently celebrated its 50th anniversary of incorporation as a city in 1967. Home
to more than 70,000 residents, Woodbury is the ninth largest city in Minnesota. The City has been
successful in developing a strong commercial tax base and has a sound history of financial
management including a AAA bond rating since 2009. This has allowed the City to provide an
exceptional level of municipal services to a growing residential and business population.
Woodbury has an enviable array of restaurants, destination retail, and professional services which
serve not only City residents and employees, but attract diners, consumers, clients and patients
from a broader regional market. The City has had a long-term and consistent desire to increase
the level of non-retail development in our community, to ensure that it has quality ‘places to work’
and to balance, strengthen and diversify the local property tax base. Woodbury has been able to
retain its competitive edge by facilitating improvements to infrastructure in order to improve site
readiness. This facilitative approach to economic development has allowed Woodbury to optimize
its development and redevelopment potential.
This Plan recognizes the economic success that Woodbury has experienced over the past five
years, and the recent level of commercial and residential construction suggests economic
confidence. Given the cyclical nature of the economy, it is appropriate timing to assess, project
and plan for the future. This Plan is critical to the continued strength and prosperity of the City
not only for the near future, but also for decades to come.
In addition to providing strategic guidance, the Plan is also one of the implementation tools of the
City’s 2040 Comprehensive Plan. The Comprehensive Plan provides broad policy guidance for the
City and includes policies, goals and calculations of land use and infrastructure needs. The
Comprehensive Plan also identifies the areas in the community guided for future residential
development, places to shop and places to work, as well as parks and open space. Economic
2018 Economic Development Strategic Plan
2
development is an important component of the Comprehensive Plan, not only because it helps
expand and diversify the property tax base, but it also expands employment opportunities and
creates more choices for residents to both live and work in Woodbury, creating a more resilient
community.
Final approval of the 2040 Comprehensive Plan is anticipated in mid-2019. The Economic
Development chapter identifies nine economic development guiding principles. Although the
Strategic Plan has a much more focused timeline than the 20-year horizon of the Comprehensive
Plan, these guiding principles provide a broader context that brings together the City’s long-term
and short-term economic development goals.
1. Optimize development and redevelopment opportunities by ensuring there is an
adequate supply of sites and buildings to meet the demand for commercial and industrial
development, redevelopment and reinvestment.
2. Retain existing industrial and commercial businesses and assist companies with their
expansion needs where appropriate.
3. Attract quality businesses to further expand employment opportunities and tax base in
the City.
4. Increase awareness of Woodbury as a premier business destination.
5. Support reinvestment in and redevelopment of properties including the reuse or removal
of vacant buildings to spur investment in the community.
6. Encourage a variety of housing opportunities to support the workforce needs of existing
businesses and attract new industry to the community.
7. Identify and prioritize infrastructure improvements to prepare for and accommodate
economic growth.
8. Utilize a context-sensitive, solutions-based approach to providing infrastructure to meet
the needs of current businesses and provide for future growth opportunities.
9. Serve as a resource to businesses and commercial property owners on local programs to
support energy efficiency, renewable energy, waste reduction and recycling.
Process
The Economic Development Commission (EDC) initiated the strategic planning process in June
of 2017. The planning process began with the review and analysis of the City’s existing strategic
plan, which was approved in 2014. The EDC also reviewed:
A labor market analysis, completed by Cushman and Wakefield, which identified both the
strengths and challenges of Woodbury’s labor market.
A survey of Woodbury Area Chamber of Commerce members;
The City’s business retention and expansion program;
Strategies for facilitating development and policies related to business subsidy tools;
Economic development marketing strategies; and
Metrics for measuring progress on the Plan.
With this information in hand, the EDC drafted the strategic goals and action strategies for the
Plan which were presented to the City Council seated as the Economic Development Authority on
March 14, 2018.
2018 Economic Development Strategic Plan
3
Strategic Goals
This Plan commits to the long-term future of the City, but has been deliberately focused toward a
three- to five-year timeframe. To focus maximum effort and value on Woodbury’s economic
development resources and priorities, this Plan identifies two primary strategic goals, each with
a number of strategies and action steps.
GOAL 1:
PROMOTE WOODBURY AS A COMMUNITY OF CHOICE
A. Increase awareness of Woodbury as a premier destination for business.
1. Develop and promote key messages regarding the economic development potential of
Woodbury.
a. Convenient location
Easy access to major freeways, MSP Airport and the urban core
b. Highly educated and diverse workforce
c. Growing residential base
Minnesota’s ninth largest city, seventh in the metropolitan area
Diverse housing options
Consistently recognized on a national level as a great place to live
Regional recreation amenities; great schools; safe neighborhoods
Increased residential development in adjacent communities
d. Healthy business climate
Medically sophisticated community
Strong regional retail sector
Growing small business/entrepreneurial sector
2. Enhance Woodbury’s visibility and potential to attract business investment through
comprehensive and coordinated communications and marketing strategies.
a. Coordinate and align social media, website, video, press releases, etc.
Improve the City's on-line search profile.
b. Continue to develop, nurture and foster relationships with the brokerage and
development community.
Enhance the Woodbury Business Connect and expand its reach to provide
information regarding development opportunities.
Tailor marketing efforts with ancillary events and materials to attract specific
sectors.
B. Encourage growth and expansion of existing businesses.
1. Enhance the City’s business outreach program to include new businesses, as well as
those that are poised for growth or facing contraction.
a. Anticipate and respond to needs of existing businesses.
Develop needs survey to be distributed to businesses periodically.
b. Establish and/or strengthen partnerships and relationships with stakeholders.
Continue leadership role in Woodbury Area Chamber of Commerce.
c. Identify trends or issues and ensure follow-up is conducted.
d. Enhance the manner in which Woodbury welcomes new businesses.
Implement a Welcome to Woodbury program for new businesses.
2018 Economic Development Strategic Plan
4
Explore the possibility of partnering with the Chamber on an annual joint
venture small/new business event.
C. Stimulate new business investment.
1. Build and nurture relationships with targeted business sectors, reinforcing the positive
perceptions and proactively addressing challenges to ensure Woodbury remains a
premier business destination.
a. Continue to promote development of a broad array of office uses.
b. Leverage the 2017 Labor Market Assessment findings to attract light
manufacturing, office/showroom, and warehouse/ distribution/logistics
businesses.
2. Recognize industry trends, identify sectors with growth opportunity, and leverage or
realign resources as appropriate to adapt to economic changes.
a. Identify additional opportunities for partnerships that advance economic
development goals.
3. Integrate prospecting efforts with partners and other stakeholders to reach a broader
audience for potential business investment and to increase awareness of Woodbury.
a. Utilize interactive and collaborative proposals to respond to requests for
information regarding development opportunities.
b. Adapt and modify approaches in response to changing market conditions and
needs of a prospective business.
4. Facilitate entrepreneurial opportunities within the community.
a. Collect and disseminate information regarding the resources available to small
businesses.
b. Leverage the resources that the Washington County CDA has for small
businesses, including the Open to Business program.
c. Develop a packet with resource information for small business.
GOAL 2:
OPTIMIZE DEVELOPMENT AND REDEVELOPMENT OPPORTUNITIES
A. Enhance development readiness of vacant parcels.
1. Work with property owners and brokers to understand the unique challenges and
opportunities of vacant or underutilized parcels.
a. Determine what resources, financial and non-financial, may be available to
facilitate development and analyze the fiscal implications of doing so.
2. Identify and prioritize infrastructure improvements to prepare for and accommodate
new development.
a. Utilize a context-sensitive solutions approach in regard to infrastructure sizing
and design decisions.
3. Meet with private utility and telecommunication providers annually to enhance their
understanding of the timing of development in order to ensure that optimal, economical
and sustainable service is available to meet the demands of future development.
4. Monitor evolving development and technology trends.
a. Ensure appropriate review of City ordinances, plans, policies and processes to
identify and remove unnecessary barriers to private development while ensuring
that community standards are maintained.
2018 Economic Development Strategic Plan
5
B. Encourage economic reinvestment.
1. Recognize and acknowledge existing businesses for their reinvestment efforts.
2. Publicly acknowledge significant milestones and achievements of local businesses.
3. Understand early indicators of property maintenance decline using code enforcement
educational tools to identify opportunities for reinvestment.
4. Evaluate policies, regulations and tools to encourage timely reinvestment.
5. Serve as a resource on energy efficiency, water conservation and recycling which can
improve economic competitiveness for businesses.
C. Identify and support redevelopment opportunities.
1. Monitor potential redevelopment sites within the City and be prepared to respond to
opportunities.
2. Work with owners of aging commercial sites to better understand their perspectives and
any unique challenges or opportunities these sites have.
3. Identify and prioritize infrastructure improvements that are needed to accommodate
redevelopment.
a. Utilize a context-sensitive solutions approach in regard to infrastructure sizing
and design decisions.
4. Review ordinance requirements, internal plans, policies and processes to identify and
remove unnecessary barriers to private redevelopment efforts while ensuring that
community standards are maintained.
5. Evaluate the potential public costs and benefits associated with redevelopment.
a. Determine what resources, financial and non-financial, may be available to
facilitate redevelopment.
D. Plan for appropriate public infrastructure improvements to prepare for
economic growth and serve business needs.
1. Determine what funding resources are available to provide the necessary infrastructure
needed to facilitate development.
2. Partner with MnDOT, Washington County, and Metro Transit and other stakeholders to
improve transportation and transit systems.
Implementation and Metrics
This 2018 Economic Development Strategic Plan positions Woodbury both for near-term and
long-term success. The strategies and action steps outlined in the Plan should be evaluated on a
regular basis to determine effectiveness and to prioritize limited City resources. Implementation
will require ongoing cooperation and coordination across city departments, Washington County,
other agencies and organizations. These ongoing partnerships will be essential to successful
implementation of the Plan.
The years ahead will continue to include rapid and dramatic changes in technology and business
practices. As such, the City will need to be adaptive, aware and forward-thinking, as it implements
this Plan, in order to optimize its development and redevelopment potential.
Metrics
The metrics used to monitor the implementation of this Plan mirror the metrics used in the City’s
Performance Measurement and Critical Success Factors programs.
2018 Economic Development Strategic Plan
6
2018 Economic Development Strategic Plan Key Participants
Economic Development Commission
Gina Kazmerski, Chair
Robert Bankers
Troy Blakestad
JoAnn Champagne
Ross Dahlin
Dave Hoelzel
Pam Morke
Jennifer Santini
Manali Shah
Radhika Upadrashta
Gregory Waibel
Lisa Crain*
Julie Fett*
Fred Dempsey-Hess*
Inn Hee Lee*
Julia Miller*
Nancy Wagner*
*Former EDC members’ terms expired before adoption of EDSP
Economic Development Authority
Mary Giuliani Stephens, President
Christopher Burns
Andrea Date
Julie Ohs
Amy Scoggins
Staff & Consultants
Clint Gridley, City Administrator
Dwight W. Picha, Community Development Director
Janelle Schmitz, Assistant Community Development Director
Karl Batalden, Housing & Economic Development Coordinator
Bette Thomas, Administrative Assistant
Jason Aarsvold, Ehlers & Associates
Stacie Kvilvang, Ehlers & Associates
SPECIAL
COUNCIL MEETING
July 24, 2018
Agenda
Number: 2B
To: Mayor and Council
Prepared by: Dave Callister, City Manager
Reviewed by:
Item: Set Future Study Sessions
Pending Study Session Topics (at least three Council members have approved the following study
items on the list):
None at this time.
Other Council requests for Study Session Topics:
None at this time.
Staff’s requests for Study Sessions:
• City Manager’s quarterly update (suggested date – August 21 following budget study session)
• TwinWest update (suggested date – add to September 11 Study Session agenda)
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26 27 28 5:30 PM
SPECIAL COUNCIL
MEETING
Budget and CIP
Medicine Lake Room
7:00 PM
REGULAR
COUNCIL MEETING
Council Chambers
29 30 31
August 2018
3400 Plymouth Boulevard
Plymouth, MN 55447 OFFICIAL CITY CALENDAR Phone: 763-509-5000
Fax: 763-509-5060
8:00 AM-4:30 PM
ABSENTEE/DIRECT
BALLOTING
Medicine Lake Room
7:00 PM
EQC MEETING
Medicine Lake Room
7:00 PM
PLANNING
COMMISSION
MEETING
Council Chambers
7:00 PM
HOUSING AND
REDEVELOPMENT
AUTHORITY
MEETING
Medicine Lake Room
SUN TUES MON WED THUR FRI SAT
5:30 PM
SPECIAL COUNCIL
MEETING
Budget and CIP
Medicine Lake Room
CHANGES ARE NOTED IN RED
6:00 PM - 9:00 PM
Kids Fest
Hilde
Performance Center
8:00 AM-4:30 PM
ABSENTEE/DIRECT
BALLOTING
Medicine Lake Room
PRIMARY
ELECTION
Polls Open
7:00 AM to 8:00 PM
8:00 AM-5:00 PM
ABSENTEE/DIRECT
BALLOTING
Medicine Lake Room
8:00 AM-4:30 PM
ABSENTEE/DIRECT
BALLOTING
Medicine Lake Room
5:00 PM
CITY COUNCIL
FILINGS CLOSE
5:00 PM
CITY COUNCIL FILINGS
DEADLINE TO
WITHDRAW
8:00 AM-4:30 PM
ABSENTEE/DIRECT
BALLOTING
Medicine Lake Room
10:00 AM-3:00 PM
ABSENTEE/DIRECT
BALLOTING
Medicine Lake Room
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September 2018
3400 Plymouth Boulevard
Plymouth, MN 55447 OFFICIAL CITY CALENDAR Phone: 763-509-5000
Fax: 763-509-5060
7:00 PM
PLANNING
COMMISSION
MEETING
Council Chambers
7:00 PM
ENVIRONMENTAL
QUALITY
COMMITTEE
MEETING
Medicine Lake Room
7:30 PM
PLANNING
COMMISSION
MEETING
Council Chambers
SUN TUES MON WED THUR FRI SAT
CHANGES ARE MADE IN RED
LABOR DAY
CITY OFFICES
CLOSED
5:30 PM
SPECIAL COUNCIL
MEETING
Use of drones by
City Staff
Medicine Lake Room
7:00 PM
REGULAR COUNCIL
MEETING
Council Chambers
7:00 PM
REGULAR COUNCIL
MEETING
Council Chambers
10:30 AM - 2:00 PM
Plymouth on Parade
Celebration
City Center Area
6:00 PM
SPECIAL COUNCIL
MEETING
Budget and CIP if
necessary
Medicine Lake Room
7:00 PM
HOUSING AND
REDEVELOPMENT
AUTHORITY
MEETING
Medicine Lake Room
7:00 PM
PARK & REC
ADVISORY
COMMISSION
MEETING
Public Works
Maintenance Building
14900 23rd Ave. N.
ABSENTEE VOTING
BEGINS FOR GENERAL
ELECTION
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October 2018
3400 Plymouth Boulevard
Plymouth, MN 55447 OFFICIAL CITY CALENDAR Phone: 763-509-5000
Fax: 763-509-5060
7:00 PM
PLANNING
COMMISSION
MEETING
Council Chambers
7:00 PM
REGULAR COUNCIL
MEETING
Council Chambers
7:00 PM
HOUSING AND
REDEVELOPMENT
AUTHORITY
MEETING
Medicine Lake Room
SUN TUES MON WED THUR FRI SAT
7:00 PM
REGULAR COUNCIL
MEETING
Council Chambers
CHANGES ARE NOTED IN RED
7:00 PM
PLANNING
COMMISSION
MEETING
Council Chambers
CHA
7:00 PM
ENVIRONMENTAL
QUALITY
COMMITTEE
MEETING
Medicine Lake Room
6:00 PM - 9:00 PM
Halloween at the
Creek
Plymouth Creek
Center
8:00 AM-4:30 PM
ABSENTEE/DIRECT
BALLOTING
Council Chambers
8:00 AM-4:30 PM
ABSENTEE/DIRECT
BALLOTING
Council Chambers
SUN MON TUE WED THU FRI SAT
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3
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November 2018
3400 Plymouth Boulevard
Plymouth, MN 55447 OFFICIAL CITY CALENDAR Phone: 763-509-5000
Fax: 763-509-5060
5:30 PM
SPECIAL COUNCIL
MEETING
Budget and CIP if
needed
Medicine Lake Room
7:00 PM
REGULAR
COUNCIL MEETING
Council Chambers
7:00 PM
PLANNING
COMMISSION
MEETING
Council Chambers
THANKSGIVING
HOLIDAY
7:00 PM
ENVIRONMENTAL
QUALITY
COMMITTEE
MEETING
Medicine Lake Room
7:00 PM
REGULAR COUNCIL
MEETING
Council Chambers
SUN TUES MON WED THUR FRI SAT
THANKSGIVING
HOLIDAY
CITY OFFICES
CLOSED
CITY OFFICES
CLOSED
VETERANS DAY
CITY OFFICES
CLOSED
7:00 PM
PARK & REC
ADVISORY
COMMISSION
MEETING
Plymouth Ice Center
GENERAL
ELECTION
Polls open
7:00 AM to 8:00 PM
8:00 AM-5:00 PM
ABSENTEE/DIRECT
BALLOTING
Council Chambers
10:00 AM-3:00 PM
ABSENTEE/DIRECT
BALLOTING
Council Chambers
8:00 AM-4:30 PM
ABSENTEE/DIRECT
BALLOTING
Council Chambers
8:00 AM-4:30 PM
ABSENTEE/DIRECT
BALLOTING
Council Chambers
Plymouth Arts Fair
Plymouth Creek
Center
Plymouth Arts Fair
Plymouth Creek
Center