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Home My WebLink AboutCity Council Packet 09-11-2018 Special Special Council Meeting 1 of 1 September 11, 2018 CITY OF PLYMOUTH AGENDA SPECIAL COUNCIL MEETING SEPTEMBER 11, 2018, 5:30 p.m. MEDICINE LAKE CONFERENCE ROOM 1. CALL TO ORDER 2. TOPICS A. TwinWest update B. Ramada redevelopment C. Economic Development follow-up and Business Outreach Policy D. Set future Study Sessions 3. ADJOURN SPECIAL COUNCIL MEETING September 11, 2018 Agenda Number: 2A To: Dave Callister, City Manager Prepared by: Ben Landhauser, Economic Development Manager Reviewed by: Item: Twin West Chamber of Commerce Update 1. ACTION REQUESTED: Shannon Full, President and CEO of the TwinWest Chamber of Commerce, will be presenting an update on the current endeavors and initiatives being undertaken by TwinWest. One of the more recent priorities of TwinWest relates to economic development and the desire for the chamber to play a more active role in 4 key areas of business support throughout their geographical footprint:  Talent Development, Retention and Attraction  Public Policy and Advocacy  Business Retention and Expansion and Community Advancement  Supporting Small Businesses and our Entrepreneurial Ecosystem As a means of evaluating how these priorities may best be undertaken on a community by community basis, TwinWest has taken an opportunity during council work sessions like these to explain the intent of the program and receive feedback from each city council on desired outcomes, interest, and participation. TwinWest has previously convened meetings with key staff leadership from each community within their membership to discuss objectives and receive feedback on how the economic development initiative(s) may be best tailored to meet each community’s needs based upon existing staff capacity and related city economic development priorities. 2. ATTACHMENTS: Prosper Together Brochure Page 1 Ø Inspiring Communities Ø Investing in People Ø Promoting and Protecting Businesses Investment Prospectus TwinWest.comPage 2 Purpose of the Prosper Together Campaign To provide TwinWest Chamber of Commerce with necessary resources to address: Ø Talent Development, Attraction & Retention Ø Public Policy & Advocacy Ø Business Retention & Expansion & Community Advancement Ø Support of Small Businesses & our Entrepreneurial Eco-system Funding Goal Ø $700,000 annually for five-years Ø Funding cycle runs from July 2018/2019 –June 2022/2023 Why It’s Needed Ø The MSP region is projected to be short over 60,000 workers by 2020 Ø A less friendly business climate is taking shape in some of our municipalities Ø Enhanced support of existing business, of all sizes, will lead to greater economic prosperity Why TwinWest ? Ø TwinWest Chamber has been one of the leading regional Chambers in Minnesota for influencing public policy and collaborating on pro-business advocacy Ø TwinWest is a founding partner of the Grow Minnesota! Program with 15 years of experience in business retention and expansion Ø The Chamber has built a collaborative group of local school districts and private/charter schools to address talent development Ø TwinWest has decades of experience supporting businesses at every level FAQs 1Page 3 As a leading regional business organization, TwinWest Chamber of Commerce is expected to play a proactive role in creating a business climate that allows for businesses to grow and prosper. We are expected to address the major challenges facing not only our businesses, but also our communities. Throughout 2017, the leadership at TwinWest conducted numerous meetings with key stakeholders –business, government, community, non-profit and organizational leaders. Our key findings are that we have a strong region, one that is attractive to many. There is a strong desire to have a more robust entrepreneurial and small business sector. Yet we still face major challenges. These challenges include the lack of a pro- business climate, the inability to attract, retain and develop talent, and regional fragmentation. In June 2017, we had a leadership retreat of 51 community and business leaders to set the foundation for the future of TwinWest . Our future is exciting, and it will be grounded in four major strategic initiatives, as well as a new mission for the organization and for the region. We need you to engage with us, support us, invest with us and grow with us. A NOTE FROM OUR LEADERS… GREG PALMER, CHAIR Citizens Independent Bank NATHAN BRANDENBURG, CHAIR-ELECT Fafinski, Mark & Johnson, P.A. SHANNON FULL, PRESIDENT TwinWest Chamber 2Page 4 Mission Statement “TwinWest exists to champion growth and prosperity through catalytic leadership and dynamic partnerships.” Ø Inspiring Communities Ø Investing in People Ø Promoting and Protecting Business “The new mission statement reflects the overall shared mission to assist in the growth and prosperity of our businesses, communities and overall region. It is very external-stakeholder focused versus internal- chamber focused. The leadership believes strongly in cultivating partnerships, leveraging current assets, and being good stewards of investments –financial and human capital.” ----Greg Palmer, TwinWest Board of Directors Chair 3Page 5 TwinWest has the Expertise.… Deb McMillan, Vice President of Public Policy •18 years of Chamber leadership; 5 years leading TwinWest public policy efforts •Mid America Chamber Executives (MACE) Board Member and Member of MACE Advisory Alliance Steering Committee •Member of Minnesota Government Relations Council •Institute of Organizational Management Graduate Shannon Full, President •18 years Leading Chambers and EDOs throughout the country •Board member of two national industry boards -Association of Chamber of Commerce Executives and US Chamber Committee 100 •Institute of Organizational Management Graduate •Member of ACCE’s Major Cities Group, which includes Chamber CEO’s from 40 other similar metros Andrea Ferstan, Vice President of Talent & Workforce •25+ years leading cross-sector initiatives •Provided short-term staffing support to newly formed Greater Metro Workforce Board •Member of MN’s National Governor’s Association team on Work- Based Learning •Convening five school districts and two private/charter schools to accomplish shared goals 4Page 6 MARKET CHALLENGES… 5Page 7 6Page 8 WE HAVE A TALENT AVAILABILITY PROBLEM… While job growth is expected to continue on an upward trend, a 2017 Sector Analysis of the greater MSP region forecasts that our community will be short 62,000 workers by 2020. 7Page 9 OUR BUSINESS CLIMATE IS UNDER THREAT… 8Page 10 Small Business & Entrepreneur Support Provide valuable support and programming to entrepreneurs and small businesses Business Retention and Expansion & Community Advancement Collaborate with area businesses and governments to identify opportunities for growth, develop solutions to enrich the environment for existing business, and foster greater quality of life Engage businesses, educational entities, foundations, governments, and the community to develop, attract, and retain a quality and diverse workforce for current and future economic growth Talent Development, Retention, & Attraction Public Policy & Advocacy Actively support pro-business legislation and oppose anti-business legislation on the local, state and federal level. Engage and represent businesses in the legislative process and communicate legislative activity to members and partners. Support policy that enhances our community’s assets to improve its attractiveness, livability and health. TWINWEST STRATEGIC FRAMEWORK 9Page 11 TALENT & WORKFORCE •Launch Youth Leadership Program with 75 participants •Launch Career Based Learning Platform in partnership with five school districts and two private/charter schools •Undertake needs assessment for future development of an Adult Leadership Program •Launch Talent Symposium to bring together business leaders, educators, government and funders, to advance a shared understanding of talent challenges and accelerate opportunities for strengthening our community’s competitive advantage •Award a total of 40 scholarships to local high school graduates and adults pursuing skills based education •Educate on business case, develop and advance a Diversity, Equity and Inclusion internal-facing agenda for TwinWest Chamber, and assess TwinWest strategies •Launch Teachers in the Workforce Program for up to 25 educators ENTREPRENEUR & SMALL BUSINESS SUPPORT •Develop a virtual resource network comprised of local experts and thought leaders that business owners will be able to access •Launch at least one entrepreneurship event in the western suburbs to enhance the entrepreneurial ecosystem •Launch Six Trusted Advisors Group Roundtables PUBLIC POLICY & ADVOCACY •Develop a legislative agenda annually and communicate outcomes (ongoing) •Monitoring of local, state and federal government activity (ongoing) •Increase member involvement in grassroots advocacy efforts •Seek to host both Congressional District 3 and Governor’s debates BUSINESS RETENTION AND EXPANSION & COMMUNITY ADVANCEMENT •Complete 50 Business Retention and Expansion calls with local business and industry, with appropriate follow up •Convene municipal leadership from throughout the TwinWest Chamber footprint (10 cities) YEAR ONE GOALS 10Page 12 TALENT & WORKFORCE •Provide 2,500 career-based learning opportunities for students and support professional development for up to 30 educators through the Online Platform •Build and launch Diversity, Equity and Inclusion efforts •75 students enrolled annually in Youth Leadership Program •Build and launch Professional Leadership Program •Industry based professional development for up to 50 educators annually ENTREPRENEUR & SMALL BUSINESS SUPPORT •Launch Small Business Success Series •Conduct assessment of current entrepreneurial ecosystem to identify gaps and determine the ideal role for TwinWest. •Launch Six Trusted Advisors Group Roundtables PUBLIC POLICY & ADVOCACY •Invest in a grass roots data base and increase outreach •Publish updates on County and municipal government actions and policy •Be the voice of business at all levels of government •Cultivate business-savvy elected officials & educate candidates on business issues. BUSINESS RETENTION AND EXPANSION & COMMUNITY ADVANCEMENT •Complete 750 Business Retention and Expansion calls with local business and industry and conduct appropriate follow up •Launch Economic Outlook annual event (2019) •Publish annual Business Climate Report FIVE-YEAR GOALS 11Page 13 Click to add text Membership, $350,000 Prosper Together, $700,000 Public/Private Partnerships , $278,000 Chamber Programming, $350,000 Target TwinWest Chamber Annual Budget $1,678,000 12Page 14 Annual Funding Allocations Cornerstones Current Chamber Allocations Prosper Together Base Funding Goal Desired Public- Private Partnership Funding Totals Prosper Together Stretch of additional $150,000 Talent & Workforce $125,000 $325,000 $88,000 $538,000 $75,000 Public Policy & Advocacy $200,000 $175,000 $25,000 $400,000 $50,000 Bus. Retention & Expansion & Community Advancement $75,000 $150,000 $140,000 $365,000 $0 Entrepreneurship &Small Business Support $300,000 $50,000 $25,000 $375,000 $25,000 Target $700,000 $700,000 $278,000 $1,678,000 Prosper Together Campaign is a 5-Year Funding Cycle 2018/2019 –2022/2023 13Page 15 Click to add text 14Page 16 Entrepreneur & Small Business Support •Create a Center for Small Business Excellence specifically dedicated to the advancement and growth of entrepreneurs and small business •Enhance the entrepreneurial ecosystem through needs assessment, collaboration, increased investment and programming •Identify and grow funding for entrepreneurs and small businesses through angel funds, venture capital and investment exposure events •Accelerate the investment in the Chamber’s small business program of work through programming, resources, and relationships •Launch Trusted Advisors Groups (Roundtables) that are accessible and feasible for small business owners (8 –12 business leaders each) •Curate resources and increase programming relevant to small business barriers, challenges and growth 15Page 17 Public Policy & Advocacy •Increased advocacy at regional, municipal, and county levels of government o Monitoring of local city council and county agendas o Compiling and publicizing voting records of local elected officials o Increased communication to local elected officials on issues impacting business and regional competitiveness and best practices o Development of a local policy agenda o Grass roots development o Rapid response team development •Political Activities o Develop and conduct a candidate recruitment and cultivation program o Consideration of issue advocacy program o Consideration of expansion of endorsements at the local level •Research o Development of a research partner or assistant to better inform the work •Improved Communication o Development of a well-defined and executed communication program 16Page 18 Business Retention and Expansion & Community Advancement •As a Grow Minnesota! partner, enhance and increase the Business Retention and Expansion program in coordination and collaboration with municipalities and regional leaders •Utilize data and trends to report on the regional economy and the state of local business throughout the year to municipality, community and business leaders •Create new partnerships with municipalities, education leaders and business leaders to drive forward the regional economy •Invest in amenities for a competitive advantage regarding quality of place – public and recreational space, pedestrian and public transit connectivity, welcoming and inclusive communities, etc. 17Page 19 Talent & Workforce TALENT PIPELINE (Youth) •Enhance regional efforts to attract, develop and retain youth for careers in high demand industries and occupations •Scale career-based learning opportunities for youth •Develop and run a youth leadership program to ensure equitable access to youth development opportunities •Facilitate industry -based teacher development opportunities REGIONAL COORDINATION AND TALENT DEVELOPMENT (Current Workforce) •Facilitate regional solutions and collective action to meet talent needs •Generate strategic partnerships and public-private investments that benefit business, communities and people •Drive key strategies to attract, develop and retain a thriving workforce 18Page 20 DIVERSITY AND INCLUSION •TwinWest will educate, lead and influence businesses and communities on creating diverse and inclusive workforce cultures to enhance their competitive advantage •Work with businesses to foster inclusive workplace cultures by helping them assess their strengths, opportunities, and challenges, and then build and activate plans to achieve measurable improvement •Initiate a Concierge Program that companies can utilize to provide executive level recruits a personalized experience based on their unique professional and personal community familiarization needs •Regional Employee Resource Group (ERG) for employees of color, millennials, and/or others Talent & Workforce 19Page 21 REGIONAL PARTNERSHIP & ALIGNMENT TwinWest Chamber has a long history of working closely with other chambers of commerce, economic development organizations, and community organizations in Minnesota to accomplish shared regional goals. The Prosper Together initiative will elevate these partnerships to new heights. We are committed to: •Actively pursuing and building collaborative partnerships that align with the vision for the Metro region •Leading on the initiatives where we can make the most impact, but supporting other organizations that may be in a better position to be in the lead role •Being good stewards of your investment dollars 20Page 22 EXAMPLES OF COLLABORATION AND PARTNERS Community Advancement Municipal Partners City of Brooklyn Park City of Brooklyn Center City of Crystal City of Golden Valley City of Hopkins City of Medicine Lake City of Minnetonka City of New Hope City of Plymouth City of St. Louis Park City of Maple Grove Partners in Education Wayzata Public School District St. Louis Park Public School District Minnetonka Public School District Robbinsdale Public School District Hopkins Public School District Lions Gate Academy Benilde-St. Margaret 21Page 23 Tracking Progress… In addition to tracking progress on desired outcomes, a robust set of both community and activity metrics will be tracked and reported on regularly including: Talent Development •Percent of 18 –24 year olds enrolled in a post-secondary institution or apprenticeship program •Percent of people who complete a degree, credential, or apprenticeship program •Number of businesses, schools and students participating in TW talent development strategies •Percent of adults (age 25+) with an associate’s degree or higher •Number of students graduate with the necessary work-readiness skills to assume roles in our workforce •Number of career learning opportunities for students and teachers Public Policy & Advocacy •Set and report on legislative agenda •Number of issues Chamber engaged on •Number of meetings with elected officials •Number of events bringing businesses together with elected officials •Number of participants in candidate recruitment programs Business Retention and Expansion & Community Advancement •Amount of new capital investment •Number of businesses expanded •Number of businesses retained •Number of jobs new and retained Entrepreneurship & Small Business •Number of new business starts •Percent increase in area business start ups •Number of meetings with entrepreneurs and small business •Percent growth by small business 22Page 24 Investor Communications and Engagement President’s Trusted Advisors Group $25,000+ Annual Investors Timely email updates that link to greater detail on website Metrics report twice per year Recognition of Prosper Together investors at major Chamber events Exclusive investors specific events Annual opportunities for small group and one-on-one updates with TwinWest Senior Staff Cornerstone ”Strategy Teams” so investors may be actively engaged 23Page 25 TWINWEST CHAMBER BOARD OF DIRECTORS Greg Palmer, Chair, Citizens Independent Bank Nathan Brandenburg, Chair-Elect, Fafinski , Mark & Johnson, P.A. Jason Besler, Treasurer, Schechter Dokken Kanter Patty Sagert, Past Chair, Rasmussen College Rick Abrahamson, CenterPoint Energy Kurt Erickson, Littler Mendelson, P.C. J. Marie Fieger, Nemer Fieger Bryan Frandrup, Venture Bank Charlie Jacobson, Liberty Diversified International Maerenn Jepsen, General Mills Rob Lundquist, CenturyLink Kathy Packard, MRA, ”Your Employers Association” Alison Pence, Allina Health Matt Schadow, Ameristar Agency Bob Schlichte, Mille Lacs Corporate Ventures Nathan Shubert, Lurie, LLP Mark Spanton, CenterPoint Energy John Sturgess, ADOGO Pet Hotels Wendy Weigel , AAA Minneapolis Shannon Full, President, TwinWest Chamber 24Page 26 TWINWEST FOUNDATION BOARD OF DIRECTORS Mark Spanton, Chair, CenterPoint Energy Julie Stewart, Treasurer, Alerus –Minnetonka Erik Aamoth, Minnesota Department of Employment & Economic Development Nathan Brandenburg, Fafinski, Mark & Johnson, P.A. Mike Christenson, Hennepin County Chris Duffy, Goff Public Michelle Gates, Smith Schafer & Associates, Ltd. Terri Hoffman, Citizens Independent Bank Jason LaMontagne, SVN Northco Real Estate Services Bryan Lindsley, Minneapolis St. Paul Regional Workforce Innovation Barbara McDonald, North Hennepin Community College Rhonda Mhiripiri-Reed, Hopkins Public Schools Allie Rikke, Liberty Diversified International Luis Salado-Herrera, Brooklyn Bridge Alliance for Youth Keri Stelle, Target Corporation Amy Walstien , Minnesota Precision Manufacturing Shannon Full, President, TwinWest Chamber Andrea Ferstan, VP of Talent & Workforce, TwinWest Chamber 25Page 27 Page 1 of 13 THE WAR ROOM A LOOK AT OPTIONS FOR PLYMOUTH’S FUTURE ECONOMIC DEVELOPMENT SUCCESS 2C Page 1 Page 2 of 13 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 2 Page 3 of 13 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 3 Page 4 of 13 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 4 Page 5 of 13 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 5 Page 6 of 13 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 6 Page 7 of 13 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 7 Page 8 of 13 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 8 Page 9 of 13 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 9 Page 10 of 13 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 Page 10 Page 11 of 13 COUNCIL WORK SESSION [7/24/18] WORK SESSION QUESTION: WHAT ECONOMIC DEVELOPMENT STRATEGIES WILL HAVE THE BIGGEST IMPACT ON PLYMOUTH’S LONG - TERM SUCCESS? THE PROCESS: The City Council and the Staff Leadership Team were asked to participate in a Consensus Workshop using a Technology of Participation (ToP) method. 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. Before taking a deep dive into the work session question, the group kicked off the meeting with a short Focused Conversation (another ToP method) based around the general topic of Economic Development. The group responded to a series of questions used to clarify and define their collective understanding and intent of the work session. Those questions are as follows: FOCUSED CONVERSATION  FIRST WORD THAT COMES TO MIND WHEN HEARING THE WORDS “ECONOMIC DEVELOPMENT”?: RESULTS:  JOBS  REDEVELOPMENT  BUSINESS  THRIVING  EMPLOYMENT  SUBSIDIES  RETAIL  REDEVELOPMENT SUPPORT  CAPITAL INVESTMENT  JOBS  BUILDING DEVELOPMENT  CHANGING ENVIRONMENT  WHAT IS THE MOST EXCITING PART OF ECONOMIC DEVELOPMENT?  WHAT IS THE IMPORTANCE OF ECONOMIC DEVELOPMENT?  WHAT DOES THIS MEAN FOR OUR FUTURE? Page 11 Page 12 of 13 CONSENSUS WORKSHOP CONVERSATION The Council and Staff Leadership Team proceeded to discuss the Work Session Question over a progression of individual and small group work that culminated in a large group discussion. The following statements provide their collective perspective on desired economic development strategies: PILLAR STATEMENT PLANNING THAT ENCOMPASSES EFFICIENTLY MAINTAIN QUALITY INFRASTRUCTURE & SERVICES THAT EMPOWER BUSINESSES ACTIVE ENGAEMENT W/STRATEGIC PARTNERS & STAKEHOLDERS INNOVATION SEEK TO IDENTIFY & PROMOTE AREAS OF OPPORTUNITY STAFF EMPOWERMENT WITHIN A CLEAR COUNCIL VISION PLACEHOLDER TERM Planning Quality Services Input Forward Thinking Opportunities Vision DESCRIPTOR STATEMENTS Establish Economic Development Goals & Priorities High quality City Services Develop and Enhance Relationships with Businesses Unique Developments Enterprise Redevelopment Zones [TIF] Staff Empowerment within Council Vision Fact Driven Decision Making High Quality Municipal Infrastructure Relationships/ Networking Business Incubators Resources & Incentives Sustainable Transportation Buy In Nimble City Center 2.0 Long Term Planning Stable/Sound Governmental Leadership/Staff Actively Seek Input of Businesses Diversification Business Economy Process That Supports Development Tax Friendly Community Engagement Creative Use of Spaces [Vibrancy – Hipster Haven] Analyze Failures & Successes Lessons Learned Balanced Service Delivery Creating a Competitive Landscape Planning Preparation/ Readiness Marketing/ Branding PARKING LOT QUESTIONS AND TOPICS FROM CONVERSATION FOR FUTURE FOLLOW-UP During the large group discussion work, the Council identified the following questions and topics that were intended to be discussed and clarified at a future meeting:  DEFINE “ECONOMIC DEVELOPMENT” AS IT RELATES TO THE CITY OF PLYMOUTH  WHICH STRATEGY TYPE ARE WE PURSUING? [SEE 3 PRIMARY STRATEGY TYPES: PAGES 2 - 5]  KNOW THE COUNCIL’S VISION - WHAT IS IT?  DEFINE AND UNDERSTAND WHAT AND WHO OUR “CUSTOMERS” ARE Page 12 Page 13 of 13 Page 13 1 Background: There has been recent discussion and questions relative to how the City, specifically the Economic Development Department, conducts its Business Retention and Expansion functions regarding Mayor and Council participation or involvement in “visits” that include: ribbon cuttings, tours, visits, etc. The Council has not adopted a policy related to the intent or practice of these functions, so below is a draft policy that reflects current practices and identifies a recommended approach to provide clarity for the Council: DRAFT BUSINESS OUTREACH & COUNCIL PARTICIPATION POLICY Intent: The Mayor and City Council endeavor to be an active and integral part of the City’s overall BR&E (Business Retention and Expansion) program in ways that benefit business success and place an emphasis on understanding business needs and City partnership opportunities without jeopardizing confidentiality, time or commitment. Critical Participation Efforts:  Ribbon Cuttings, Grand Openings, Ground Breakings: o Objective: The Mayor and City Council will provide an elected presence, when requested by a business, at such celebratory events in order to further the City’s physical presence as being a partner and advocate of local business under the umbrella of the “Plymouth Proud” campaign. o Coordination: The Economic Development Department will inform the Mayor and Council of such events, with as much advance notice as possible, in order to ensure ample opportunity for participation. Staff will ensure adequate public notice is made in the event a quorum of the Council is planning to attend. o Conflicts to Avoid: Staff will attempt to remove scheduling conflicts with other City affiliated events on the same date and time. Staff will inform the business hosting an event as to potential quorum and public notice being provided so they are not surprised with said notice or outside awareness and indirect promotion of their event. Memorandum To: Dave Callister, City Manager From: Ben Landhauser, Economic Development Manager Date: August 3, 2018 Item: Draft Policy – Business Outreach & Council Participation Page 14 2  Business Tour: o Objective: To be a more informed City Council on the various types of business functions, jobs, and facilities in the community as a means of understanding the impact local controls, resources, and/or State legislation will have on the Plymouth business community. o Coordination: The Economic Development Department will inform the Mayor and Council of such tours, with as much advance notice as possible, in order to ensure ample opportunity for participation from those that desire to attend. Staff will ensure adequate public notice is made in the event a quorum of the Council is planning to attend. o Conflicts to Avoid: Awkward position for the business who may not want to be subject to public attendance if a quorum of the Council were to attend a tour. Staff will inform the business hosting an event as to potential quorum and public notice being provided so they are not surprised with said notice or outside awareness and indirect promotion of their event. If the business indicates a desire to not be subject to public attendance and a quorum of the Council has expressed interest/availability to attend, staff will work with the Mayor and Council on alternative tour options that comply with open meeting law requirements and wishes of the business.  Business Visit: o Objective: To provide time and opportunity for a deep listening session with existing or prospective businesses in order to perpetuate their interest, presence, and/or success in Plymouth. These participation efforts are known to be more private, sensitive, and detailed in nature than other efforts where the Mayor and Council may be involved. o Coordination: The Economic Development Department will inform the Mayor of potential visit dates and times as they become available. The Mayor will endeavor to participate in all business visits as he/she is available to represent the general views and opinions of the Council as a whole during the visit. In the event the Mayor has a scheduling conflict, staff will seek attendance availability from the Deputy Mayor. Should the Deputy Mayor be unavailable, staff will work with remaining City Council representatives to find an available participant; priority for seeking Council representation will start with the Ward affiliate where the business is located. o Conflicts to Avoid: Staff will inform the business hosting the visit of the person from the elected body planning to attend. Attendance of a quorum of the Council, requiring notice of the event as a public meeting, may discourage business participation or freedom to share sensitive information related to the status of their operations, staff, or ventures; as such the Mayor and Council agree that one (1) person attending these types of events is adequate. Staff will provide a summary of key points discussed with the business to the Council after said visit has been completed as part of the City Manager’s weekly update. Page 15 SPECIAL COUNCIL MEETING September 11, 2018 Agenda Number: 2D 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:  Future County road projects (schedule later this year or early 2019) Page 1 SUN MON TUE WED THU FRI SAT 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 30 24 25 26 27 28 29 September 2018 3400 Plymouth Boulevard Plymouth, MN 55447 OFFICIAL CITY CALENDAR Phone: 763-509-5000 Fax: 763-509-5060 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 TwinWest update/Ramada redvelopment/Economic Development follow-up and Business Outreach Policy Medicine Lake Room 7:00 PM REGULAR COUNCIL MEETING Council Chambers 5:30 PM SPECIAL COUNCIL MEETING Use of Drones by City Staff Medicine Lake Room 7:00 PM REGULAR COUNCIL MEETING Council Chambers 10:30 AM - 2:00 PM Plymouth on Parade Celebration City Center Area 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 Page 2 SUN MON TUE WED THU FRI SAT 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 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 5:30 PM SPECIAL COUNCIL MEETING O’Brien property Medicine Lake Room 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 Page 3 SUN MON TUE WED THU FRI SAT 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 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 5:30 PM SPECIAL COUNCIL MEETING Body-worn cameras 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 Page 4 SUN MON TUE WED THU FRI SAT 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 CHRISTMAS EVE CITY OFFICES CLOSED AT NOON 25 CHRISTMAS DAY CITY OFFICES CLOSED 26 27 28 29 December 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 5:30 PM SPECIAL COUNCIL MEETING Board & Commission Interviews Medicine Lake Room 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 ENVIRONMENTAL QUALITY COMMITTEE MEETING Council Chambers 7:00 PM CHARTER COMMISSION MEETING Medicine Lake Room 7:00 PM PLANNING COMMISSION MEETING Council Chambers 2:00 PM - 5:00 PM Old Fashioned Christmas Plymouth Creek Park 30 31 Page 5