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HomeMy WebLinkAbout08-15-2008 • CITY OF MOUNDS VIEW ECONOMIC DEVELOPMENT COMMISSION MEETING AGENDA MOUNDS VIEW CITY HALL FRIDAY, AUGUST 15, 2008 7:30 A.M. 1. CALL TO ORDER 2. ROLL CALL Chair Helgemoe, Vice Chair Meehlhause, Commissioner Belting, Commissioner Entsminger, Commissioner Johnson, Commissioner Larson, Commissioner Wagner, Community Development Director Ken Roberts and Economic Development Specialist Heidi Steinmetz 3. APPROVE AUGUST 15, 2008 EDC AGENDA 4. APPROVE JULY 18, 2008 EDC MINUTES 5. SPECIAL BUSINESS • 6. EDC BUSINESS A. Introduce Patrick Bettenburg of Risdall Marketing Group & Discuss Branding, Marketing and Public Communications Process 7. REPORTS OF COMMISSIONERS 8. REPORTS OF STAFF A. Information Regarding EDC's Becoming EDA's B. Information Regarding University of Minnesota Extension Service's Business Retention & Expansion (BR&E) Program C. Updated Economic Development Component of Comprehensive Plan D. Verbal Report on 96-Unit "Select Senior Living" Project 9. NEXT EDC MEETING: Friday, September 19, 2008 at 7:30 a.m. 10. ADJOURNMENT • • Minutes of the Economic Development Commission City of Mounds View Ramsey County, Minnesota Regular Meeting July 18, 2008 City of Mounds View, Council Chambers 2401 Highway 10, Mounds View, MN 55112 1. CALL TO ORDER: Chair Jason Helgemoe called the meeting to order at 7:37 a.m. 2. ROLL CALL: Members Present: Chair Jason Helgemoe, Vice Chair Gary Meehlhause, Commissioners Greg Belting, Torri Johnson, Dan Larson and Jennifer Wagner Members Absent: Commissioner Jackie Entsminger Staff Present: Community Development Director Ken Roberts and Economic • Development Specialist Heidi Steinmetz 3. APPROVAL OF AGENDA: Motion/Second: Commissioner Belting moved and Commissioner Meehlhause seconded the approval of the July 18, 2008 EDC agenda. Motion Carried: 6 Ayes 0 Nays 4. APPROVAL OF EDC MINUTES: Chair Helgemoe noticed that his name was spelled wrong a couple of times under Items 8 and 9 in the last paragraph. Commissioner Wagner noted that she was absent for the May 16th meeting. Motion/Second: Commissioner Johnson moved and Commissioner Belting seconded the approval of the May 16, 2008 EDC minutes. Motion Carried: 6 Ayes 0 Nays • EDC Minutes Draft July 18,2008 Page 2 of 5 • 5. SPECIAL BUSINESS A. Introduce Mounds View Community Development Director Ken Roberts Economic Development Specialist Heidi Steinmetz introduced the new Community Development Director, Ken Roberts. Mr. Roberts has been with Mounds View for about five weeks. Mr. Roberts provided the Commission with his career history,which included nineteen years with the City of Maplewood and prior to that, he spent a couple of years with a planning consulting firm. He is looking forward to the challenges and opportunities in Mounds View. Commissioner Johnson asked Mr. Roberts what his top two or three priorities are with the City of Mounds View. Mr. Roberts stated that the Comprehensive Plan update needs to be completed and he will be assisting Planning Associate Heidi Heller with a proposed 96-unit senior housing project. Commission members introduced themselves to Mr. Roberts and shared their role with the Commission. 6. EDC BUSINESS A. Discuss Future Business Retention Efforts • Ms. Steinmetz reminded the Commission that this item came up at the May 16, 2008 EDC meeting. The Commission had been discussing business recruitment in regards to their targeted business list but business retention is just as important(if not more important)that business recruitment. Ms. Steinmetz reported that a business database is going to be developed for City Hall so there is one master business database for city use rather than separate databases for each department. During this process, staff will be able to visit with each and every Mounds View business in order to obtain the most recent information. These meetings could serve the purpose of informal business retention visits as well. The visits have not been scheduled yet but staff would like to know if there are certain businesses that Commissioners would like to visit. Commission members expressed interest in meeting with businesses that may have shown signs of wanting to relocate but staff should schedule the meetings prior to alerting Commissioners. The most important thing is to schedule the meetings so they are convenient for the business owners. Commissioner Wagner talked about a more intensive business retention program through her place of employment. That program is a Business Retention & Expansion (BR&E) Program through the University of MN Extension Service. Chair Helgemoe suggested that staff provide the EDC with more information about the program. • EDC Minutes Draft July 18,2008 Page 3 of 5 • 7. REPORT OF COMMISSIONERS A. Chair Helgemoe - Should the EDC become the EDA? Chair Helgemoe serves on the City of Lino Lakes Economic Development Advisory Commission (EDAC) as a resident representative. The Lino Lakes EDAC is also in the beginning stages of discussing this idea. The intent would be to relieve some pressure from the City Council (who currently serves as both the Council and EDA). Chair Helgemoe stressed that this discussion item is just a thought and by no means would the EDC want to "take control" of City development projects. He added that(from his understanding), most EDAs are comprised of business representatives and residents with one or two Council liaisons. Commissioner Meehlhause mentioned that sometimes staff has to present the same issue three times prior to approval, which does not add any value to the process. Commissioner Johnson added that sometimes the same issue is sent back and forth between different City Boards more than that. Combined with each Board's set meeting schedule, issues tend to be drawn out. Community Development Director Ken Roberts added that he sees the value in having an EDC because EDC members work with staff to build strong recommendations to the EDA. He did pose the question whether or not it makes sense that the EDA and Council are comprised of the same members. If this discussion becomes more involved, he suggested that the EDC have a work session with the City Council. He would not want staff to research • this extensively unless the idea is something that the City Council is open to considering. Commissioner Belting mentioned that it seems wise to consider this idea in order to avoid redundancy of staff time, especially since a potential "new" EDA would include members from the City Council, however he agrees with Mr. Roberts that the Council should be consulted before staff conducts too much research on the issue. Commissioner Johnson added that perhaps a pros and cons list should be made. Chair Helgemoe concluded by stressing that the intent of this idea would be to achieve better efficiency rather than "stepping on the Council/EDA's toes". 8. REPORTS OF STAFF A. Update -Branding/Public Communications/Marketing Plan Proposals .............. ...... ..... Ms. Steinmetz reminded the Commission that in late May, the EDA authorized (per the EDC's recommendation) the distribution of a Branding/Public Communications/Marketing Plan Request for Proposals(RFP). Nineteen RFPs were distributed and ten proposals were received. Staff interviewed three consultants and will be recommending that the EDA consider hiring Risdall Marketing Group for the project. Mr. Roberts stated that Clerk-Administrator, Ms. Steinmetz and himself agreed on the top three proposals and the finalist, which was reassuring rather than having three different opinions. He also added that if the Commissioners want to show their support for this • project, a good time to do so would be at the July 18th EDA meeting. EDC Minutes Draft July 18,2008 Page 4 of 5 • Chair Helgemoe asked Ms. Steinmetz if she would draft a letter of support on behalf of the EDC. Ms. Steinmetz said she would definitely do that, however she would suggest their presence at the meeting since actions speak louder than words. Chair Helgemoe said that the reason he is interested in a letter of support is because he is unable to make the July 28th meeting, however he thinks this process is extremely important to assist in attracting and maintaining Mounds View businesses. Commissioner Johnson stated that she wants to make sure the EDA/Council knows that the EDC would not take this branding, marketing and public communications investment lightly. However, she feels that Mounds View's"brand" is comprised of its reputation,which includes: • how people perceive Mounds View from within • how people perceive Mounds View from the outside • whether or not the City keeps its promises to its citizens, its businesses, and its own staff She went on to say that if Mounds View does nothing to create a positive reputation and perception, others will create it for Mounds View. Mounds View needs to control its own destiny. The best way to do that is to proceed with a formal branding, marketing and public communications process. This process is more than developing a logo; it is developing a promise to Mounds View citizens. She feels that the City would get a lot for their money in doing this project. Commissioner Wagner said that if there are negative perceptions of Mounds View, branding is a way to correct those perceptions. She used Blaineas an example of how hard a community has worked to change their image over the years. Commissioner Belting reiterated what Chair Helgemoe said regarding a letter of support. He supports Risdall Marketing Group and added that they are one of the top five ad agencies in the United States. If they are willing to work for the City at the price they are proposing, the City should take advantage of that. Commissioner Betting inquired about the"Other Professional Services" EDA fund that staff is proposing to utilize to pay for Risdall's services. Ms. Steinmetz said that she was not anticipating another use for the fund this year. With that, Commissioner Belting suggested using Commissioner Johnson's previously stated words for the letter of support. Chair Helgemoe explained his personal background and training in marketing and commented that marketing budgets should be increased during tough economic times in order to more aggressively attract new opportunities. He feels that the City is probably getting a better deal for Risdall's services now because of the poor economy. He concluded by saying that if Mounds View attracts or retains one good business,the process will pay for itself. Ms. Steinmetz also said that Commissioners should e-mail the EDA if this issue is important to them. Chair Helgemoe is unable to attend the August 15th EDC meeting, therefore Vice Chair • Meehlhause will preside. EDC Minutes Draft July 18,2008 Page 5 of 5 9. ADJOURNMENT There being no further business before the Commission, Chair Helgemoe adjourned the meeting at 8:50 a.m. Respectfully submitted, /"?'e( 1)1 . Heidi Steinmetz Economic Development Specialist • • Item Number: 6A Meeting Date: August 15, 2008 Type of Business: EDC City of Mounds View Staff Report To: Economic Development Commission From: Heidi Steinmetz, Economic Development Specialist Item Title/Subject: Introduce Patrick Bettenburg of Risdall Marketing Group & Discuss Branding, Marketing and Public Communications Process Background In an effort to implement the City Council's marketing and public communications related action steps (adopted in April 2008), the EDA authorized the distribution of Branding Services and Public Communications/Marketing Plan Request for Proposals (RFP) on May 27, 2008. • Staff received ten proposals for these services on June 27, 2008. Of the ten proposals, staff agreed that Wolf Marketing & Media, Citylmage and Risdall Marketing Group submitted the top proposals. Staff interviewed the three consultants on July 15-17, 2008 and chose Risdall Marketing Group as the finalist. On July 28, 2008, the EDA authorized staff to negotiate the details of a contract with Risdall Marketing Group to complete branding services and a marketing/public communications plan for the City of Mounds View. Discussion It is now time for the city to begin the brand development process. City staff anticipates that the EDC and the EDA will play the following role in the first three phases of the process: • Discovery - Review research • Strategy - Assist to identify core values, brand objectives and brand promise • Identity - Assist to identify visual identity (logo, etc.) These first three phases should take about four months to complete. City staff and Risdall will complete the last three phases of the process (Visibility, Implementation and • Analysis) with periodic updates provided to the EDC and EDA. Item 6A-Intro Patrick Bettenburg August 15,2008 EDC Meeting Page 2 of 2 • Patrick Bettenburg from Risdall Marketing Group is leading this project (with help from city staff). He will further explain the process (outlined in detail on the attached proposal) and will be available to answer questions at the August 15, 2008 EDC meeting. Furthermore, Mr. Bettenburg extends an invite to the EDC to tour Risdall's offices located at 550 Main Street in New Brighton immediately following the August 15th EDC meeting. Request Part of the "Discovery Phase" includes (but is not limited to) identifying how the following audiences perceive Mounds View's current brand value: • Mounds View residents & non-residents • Mounds View businesses and their employees • Redevelopment professionals (brokers, developers, etc.) • Neighboring cities Staff is requesting input from the EDC to help Risdall customize polls and surveys for the different audiences. Does the EDC have certain questions (custom to Mounds View) that poll or survey results could address? For example, the attached "Business Development Efforts" table shows staff's contact with redevelopment professionals since November 2007. Is the EDC interested in why "cold calls" are not working for • Mounds View? Risdall could form a survey question such as "How often do you select a site based on a cold call?" The EDC's insights will assure the polls and/or surveys are the best possible for Mounds View and not "boiler plate". Next Steps Staff anticipates that a joint EDC/EDA Work Session will be held on October 6, 2008 to discuss the results of the "Discovery Phase". Meantime, staff will provide the EDC with regular updates at EDC meetings. Respectfully submitted, Heidi Steinmetz, Economic Development Specialist Attachments: • • Risdall Marketing Group Proposal (16 pages) • Business Development Efforts, November 2007-Current (1 page) • Brancing, Public Communications and Marketing Proposal City of Mounds View June 27, 2008 RMG RISDALL MARKETING GROUP,LLC 550 main Street,New Brighton,Minnesota 55112 651.286.6700 w el:nf.r`s ail. om • City of Mounds View RMG Page 2 • RFP Requirement 1.A cover letter introducing the consultant and/or firm, including the name,title,address,and telephone of the main contact person. Heidi Steinmetz Economic Development Specialist City of Mounds View 2401 Highway 10 Mounds View,MN 55112 Dear Ms. Steinmetz, Thank you for the opportunity for Risdall Marketing Group(RMG)to share a branding services and public communications and marketing plan for the City of Mounds View. The result of these exercises and a properly defined brand strategy will create consistency in your messaging and show the community that Mounds View is highly developed and professionally managed community. The branding will be aligned closely with the City of Mounds View's evolving communications and marketing strategy. Risdall Marketing Group(RMG)has its own proprietary brand development process,a variety of customizable survey tools,and analytics from our integrated communications leadership. We take a big- picture view of our clients' needs—we will develop research and communications strategies based on your goals and what will most effectively spur your key audiences to the attitudes and behaviors that mean success. 1110 We are committed to client relationships.And we would very much like to work with the City of Mounds View, as we have a very long history of exceptional community support in the North Metro. Where most of the top agencies in Minnesota are in downtown Minneapolis, our home has always been in this area and we are proud to work with and support companies and organizations close to home. We hope we will be developing a long-term relationship,where we can continue to be a cost-effective resource on an as- needed basis. We work well within defined budget parameters and always recommend programs that balance your needs with your budget. In this proposal we have outlined our response to the City of Mounds View RFP for branding services, and communications and marketing strategies. We've described our processes and the services we believe will result in a clear brand strategy that will become the foundation of your new brand identity. From there we will build consistent messaging that will position the City of Mounds View as a state-of-the-art city to live in and conduct business. Above all,we promise to evolve the brand and reputation of the City of Mounds View. I'm personally very excited to put RMG's branding experience and marketing expertise to work for you. Best regards,and please contact me with any questions or next steps. Patrick Bettenburg Vice President/Account Superviser Risdall Marketing Group Phone : 651.286.6754 Patrick@Risdall.com • ©2008 RMG Proprietary and Confidential 8/12/08 City of Mounds View RMG Page 3 • RFP Requirement 2.Detailed description of the following:a)Project scope and list(menu)of services to be provided b)Price breakdown for each service to be provided including required meeting with the EDA,EDC,and City staff. PHASE 1) BRANDING SERVICES Project Scope The scope of the project will be to facilitate, guide and consult with the EDA on a process for branding of the City of Mounds View. This is an area where we have considerable expertise and proven process to achieve the best results in the most efficient manner. We are confident and excited to develop a process for Mounds View that will be tailored to the needs and resources available, and based on our detailed brand development model. Branding is far more than just a logo, and properly done establishes the foundation for consistent communications rooted in a brand strategy. The following process model illustrated the phases and steps involved in developing a brand strategy. This process is a comprehensive approach that details a variety of tactics that can be employed in any given situation. This menu is helpful for crafting the specific elements that would be included in your customized brand development process that we will create for you. The brand strategy is the core of all communications and describes and positions the brand in the minds of the constituency. A carefully outlined process will achieve the three key elements of the • brand strategy. First we need to clearly define and understand all the different audiences we are communicating with. Next we need to know what it is that we are offering to these audiences and how that presents a value or benefit to them. And finally we need to create appropriate and effective primary messages that will be the essence of many more specific communications pieces to come. A well crafted brand strategy will guide your communications team to develop materials that consistently represent your brand identity. We would propose that we review the attached branding process with your teams and select the tactics we feel will complement the information you already have available menu style, as the RFP requests. We will assist you in developing the research steps that will provide us with the necessary discovery to achieve a comprehensive understanding of the current brand reputation. This research will certainly include interviews with the key groups identified in the RFP, such as the EDA, EDC, and the city staff. Your team at RMG will provide the analysis of the data collected in the Discovery phase and will distill it down to the key findings and insights. We will develop draft statements to express the core values of the brand and review and refine these statements with input and acceptance of the key players. Once finalized, we will be able to express the new brand strategy. With a clearly defined brand strategy, we envision moving to the identity phase of our process and work to develop the logo design to serve as your key icon for the brand. The logo design work will be done by creating a variety of creative ideas for the logo and again reviewing them 1110 with the key players. Our process will refine these initial design concepts into a finalist that will also be presented and reviewed by the team for finalization. ©2008 RMG Proprietary and Confidential 8/12/08 City of Mounds ViewRIVIi Page 4 Cost Estimate The costs of this process are easily managed by tailoring the project to fit the resources available and providing top level thinking to facilitate your process to achieve your goals. We propose that we work together to build a budget based on the different steps selected from our branding process. We will allocate the agency time to meet the desired elements of the process. We will make recommendations as to the research methods available within the budget, such as online surveys and key player interviews. Preliminary breakdowns of the costs are as follows: Discovery Phase: $6,000 - $7,000 (approx. 40 - 47 hours) Strategy Phase: $4,000 - $5,000 (approx. 27 - 34 hours) Identity Phase: $4,000 - $6,000 (approx. 24 - 36 hours) Estimated Total: $14,000 - $18,000 Project Timeline • We are able to be flexible with our process and would of course want to work with the availability of your team members. If necessary, we are able to condense these schedules if you are in a hurry. We would anticipate that following schedule: Discovery Phase—approximately five weeks to two months, depending on the types of research we select, and the timing of the EDA and EDC meetings. Strategy Phase—approximately three to four weeks -two weeks for the strategy formulation for review, and another one to two weeks to refine and finalize for approval. Identity Phase—approximately three to four weeks, assuming the focus is on creating the new logo and involves a maximum of three rounds of revisions. • ©2008 RMG Proprietary and Confidential 8/12/08 City of Mounds View Page 5 • PHASE 2) PUBLIC COMMUNICATIONS & MARKETING PLAN Project Scope The scope of phase two is to develop the communications and marketing plans for execution by city staff. This is logical extension of our branding process that builds upon the work done in the previous phase. RMG would work to formalize these plans and focus them for effective and comprehensive communications to all constituencies. Plans are developed with the objective of successfully connecting with the target audience and then getting them to remember the message and associate it with the brand's value. We can see by the RFP attachments that there has been some effort to recognize the many different communication vehicles available within the current plan. Our goal would be to refine those you have identified, and to offer suggestions to others you might want to take advantage of, and to provide a structure for each communication channel. This process would involve consulting work with the city staff to prepare plans for approval by the appropriate authorities. Again, our process is defined and we would use that as our guide for these efforts. We anticipate these phases to easily follow the previous efforts on branding. And the Implementation tasks would include the extension of the brand identity to the communication vehicles such as the website and the newsletter. Therefore, we expect that these efforts can be • done in a very cost effective manner. Cost Estimate Preliminary breakdowns of the costs are as follows: Visibility Phase: $2,000 - $3,000 (approx. 14—20 hours) Implementation Phase: $1,200 - $2,500 (approx. 7— 15 hours) Estimated Total: $3,200 - $5,500 Project Timeline Visibility Phase—approximately two weeks Implementation Phase—approximately two weeks • ©2008 RMG Proprietary and Confidential 8/12/08 City of Mounds View RMG Page 6 • RMG Brand Development Process RMG follows a methodical, phased approach to guarantee that we offer the right solutions to fit your needs. This approach: Brand Development Process • Builds on a base of knowledge about your businessDtsCovery Segment Markets/..Audiences A• Is based on research involving alit nre c ent Research Develop BusinessModel(s) constituents Develop Product Models • Identifies the core functional and Build&Deploy Polls/Surveys Condemotional values of yourproduct Assessct Interviews Resoruces. • Defines the brand promise Secondary Research • Defines the messaging framework • Builds a brand strategy Strategy Analyze Data • Creates the brand's visual identityCreate Brand Objectives Identify Core cs personality Develop the Brand Promise •Makes the brand visible to each tIdentit.v Value Proposition Develop Messaging Frameworkconstituency Develop Brand Strategic • Evolves based on analysis of performance Comorate Naming Visual Identity RMG will work with the team at the City of Logo!Tagline Mounds View to determine where the 1 Product Naming branding efforts need to be focused. Seryiee Nanning Validation • Business Collateral In some cases we find that the brand Standards Manual evaluation indicates what areas need ............. ���� m k. Identity Launch Plan attention and how much effort will be Marketing Plan required before we can affectively move on PR/Comm.Strategy to the identity and visibility stages. WeWeb Visibility Plan ds sometimes do what we call 'light branding' wisprii t Neeintegration Entee rprissee integration and it can be very cost effective. Many Product Marketing organizations have several pieces of their Product Packaging brand foundation in place and need only to s fill in or shore up those that are not current. �� � t'° Intern.l Comm m Internal Communications Collateral After a more in-depth review of your brand Advertising meat on Media Placement we will be able to develop an approach that IT,Web Sites,and Tools is customized to your organization and your Extranets needs. Our focus will be to validate the E-mail/Direct"niNetworking/Viral Marketing Marketing assumptions you currently hold regarding Trade Show your brand, and supplement that thinking Promotions Brand%Event Marketinc with fresh perspectives that will lead us to a new brand strategy for the City of Mounds Awareness Studies nalysis View. Call Center Traffic Direct Response E-mail Metrics • Event Statistics Focus Groups Promotion Codes { Sales Reporting Website Metrics ©2008 RMG Proprietary and Confidential 8/12/08 City of Mounds View Page 7 • Step 1: Discovery Discovery At RMG, we engage in specific qualitative and quantitative research needed to inform the planning process: discovery of internal objectives, needs, resources and capabilities; in addition to identifying the brand value of external audiences, opportunities, obstacles and audiences. To meet your objectives, RMG recommends a combination of qualitative and quantitative research. Here are the steps/options in this process, which culminates with RMG presenting the findings to you: • Segment audiences, and analyze existing communications to each o Mounds View Residents o Mounds View Businesses and their employees o Non-residents: those who visit and patronize Mounds View businesses o Redevelopment professionals: partnering governmental agencies, businesses, brokers and developers o Neighboring Cities • Examine existing research from the City of Mounds View, including marketing/business plan • Develop business and service models • Interview EDA to focus the organizational goals/values and the strategic plan, as needed. • • Secondary research to benchmark the positioning of the competition for services, products, etc. • Build and deploy polls/surveys/other input tools: o Phone survey question grids: good when random samples and statistical validity are needed; higher cost, but higher response rate and ability to gauge unaided awareness, randomize questions, use complex filters, etc. o Interviews with key stakeholders: for more in-depth, qualitative responses of highest importance audience members o Focus groups: for group dynamics, exploring associations, modes of thinking, gaps in understanding, etc. Especially good for testing messages, ideas, approaches, etc. o Internet/e-mail surveys: • Likert scales (multi-point rating, semantic differential, etc.) • Multiple choice • Radio button ratings (ranked choices) • Multi-select questionnaires • Open-ended questionnaires (short-answer or single-line text box) • Matrix, hybrids and others created for specific needs Survey tool planning: • Using the preliminary research, finalize key questions to be answered. Some examples: o Brand awareness/familiarity • o Brand imagery and personality o Perceived benefits of city services and offerings ©2008 RMG Proprietary and Confidential 8/12/08 City of Mounds View Page 8 S o Attributes considered most important in the decision-making process o Extent to which those attributes are associated with the brand o Brand consideration o Information preferences and decision-making behaviors • Finalize methodological approach from the options • Develop target list • Develop question grid for phone survey • Develop measures of success/validity: o How many responses needed for confidence level o Qualitative versus quantitative results These methodologies depend on an ability to obtain up-to-date and comprehensive lists, and the online surveys would require e-mail addresses in addition to organization and individual names. Step 2: Strategy Strategy Research isn't about obscure facts and number crunching. It is about obtaining a competitive edge and achieving your communications goals. Information should not be a commodity. At RMG, we go beyond gathering the information. We turn data into strategy, strategy into tactics, and tactics into results. • Processing the data from the discovery step, RMG and the City of Mounds View will segment audiences and create a detailed brand strategy and visibility plan, with finalized communications and business objectives, key messaging, specific action plan, budget and timeline and metrics to measure success. Strategy steps should include: • Analyze data from discovery stage • Draft brand objectives, promise, and strategy • Apply to business/marketing plan • Segment audiences for outreach o Installation services: contractors, designers, independents o Retailer audiences: independents and audio specialty o Business partners: manufacturers, investors, stakeholders • Develop the City of Mounds View"story" • Draft key messaging framework • Outline high-level communications strategies Step 3: Identity An organization's identity is built from its key message framework and visual identity, which can be extended to its communications • pieces and interactions with key constituencies. It's an evolution that begins by examining existing elements and mapping with the ©2008 RMG Proprietary and Confidential 8/12/08 City of Mounds View RMV Page 9 . 'earnings from the discovery and strategy stages. Then we unify/create consistent elements appropriate for the different audiences of the City of Mounds View that support a consistent identity/voice with the strategic plan. From that we will be able to develop creative collateral materials (template designs, color pallet, style sheets). The identity step focuses on development/re-development of the overall visual brand, including: • Logo • Color pallet • Tagline • Letterhead Step 4: Visibility In the visibility stage, RMG and the City of Mounds View build the tactical recommendations for taking the new identity to the key audiences, with the appropriate visibility/outreach plans. We use the 'earnings from the discovery and strategy stages to: • Analyze visibility opportunities in the marketplace • Build the marketing communications and public relations tactical plans • Update the web plan and other online interactions if needed • • Draft plan to address specific programs/divisions needing more detail/attention Step 5: Implementation In the implementation stage, your team decides which of the tactics it wants to implement internally and determines others for RMG to implement. At this stage, new collateral pieces are developed, along with the plan for producing them(whether pieces can be professionally printed or need to be templates for in-house printing, for example). In addition, the marketing and public relations plan is executed, website updated, etc., which will be determined by the process above. This step includes: • Develop new materials for key audiences • Communicate/train staff on new materials • Deploy new materials • Design, Develop, and Deploy new web design • Coordinate/Execute public relations campaign • Follow through with networking/promotions • Etc., etc. • ©2008 RMG Proprietary and Confidential 8/12/08 City of Mounds ViewRMG Page 10 • Analysis Step 6: Analysis RMG will analyze the results for key findings/trends, map against the communications and business objectives, and make recommendations for further research or brand/communications development. Examples of common measures of success include: • Increased website traffic or number of new unique visitors • Increased sales and phone inquiries about the organization and its services • Quality and quantity of media coverage, especially among target publications We are committed to providing you with attentive and impressive client service. We recognize that delivering excellent work is only half of the equation. There also needs to be open and honest communication. At all times, you will know what we are working on with agreed priorities, clear definition of deliverables and frequent progress updates. We will be opportunistic on your behalf. Regularly scheduled status meetings keep the client and agency on track. RMG always documents the 3 Ds: dates, dollars, and decisions. Logo Creation Examples Please see the appendix for additional samples of creative work and brand executions. • ' B - FoxRiver NV COLLEGE Clever engineering you can feel. LEARN that you CAN w. WESTERN NATIONAL INSURANCE Endurafinancial DER L CREDIT UNION • ©2008 RMG Proprietary and Confidential 8/12/08 City of Mounds ViewlI , V Page 11 • RFP Requirement 3.A description of the consultant or firm's qualifications in regard to providing the serviced requested by the RFP,and why the consultant or firm considers itself to be best qualified to deliver. About RMG Risdall Marketing Group (RMG) is a full-service agency that embraces an integrated approach offering marketing, advertising, public relations, promotion and collateral development, traditional and interactive media, research and fundraising capabilities. Since it first opened its doors 1972, RMG has been evolving to meet changing client needs. Today, RMG is comprised of more than 70 communications professionals, many of whom work within multiple divisions but all of whom are singularly focused on delivering results for our clients. RMG currently includes the largest Web/interactive agency in the Twin Cities, which recently won 18 WebAwards for Web sites it developed— second most in the world; and it includes a growing search optimization practice. In addition, RMG includes the seventh largest advertising agency and seventh largest publi c relations agencies in Minnesota—also winners of prestigious industry awards, but more importantly, results that matter to clients. While some clients may still need specific types of work, a growing number of clients are looking for an agency partner that can address their needs across the marketing spectrum. RMG is configured to reflect the variety and multitude of integrated marketing competencies of the agency. • Customer Corporate Research Media Identity Materials Corporate Sales&Marketing &Crisis Collateral Communications Media Planning Public Media&Analyst &Buying t j 'Ye/ Relations ` , Direct Marketing Corporate &Promotions Visibility tj {lI ai BrandBUI ft' Trade Show Event Marketing Management sto Advertising Employee ee /ye° car lr� Y Communications l Web Site Design Media • Search Engine Corporate Optimization Multi-media Videos Development ©2008 RMG Proprietary and Confidential 8/12/08 City of Mounds View 1Vlt.J Page 12 Why Choose Risdall To maximize time and minimize expenses, our organizational structure is totally flat and focused on our clients. For each new account, our senior management builds a team that best serves the client's needs. That team reports to the client for all aspects of the project. This promotes accountability and effectiveness. Everyone on our staff is empowered and responsible. This structure is very flexible and efficient. The year 2008 marks our 36th anniversary as an agency. Since founding Risdall Advertising in 1972, John Risdall has led the company to become the largest independently owned ad agency in Minnesota, with a solid track record of marketing results. In an industry where longevity is often measured in months, we are well into our fourth decade of providing clients with incredible results in building their businesses. John was quick to recognize the potential of the Internet and in 1993 was one of the first agencies with a comprehensive presence on the web. At the same time, John saw the need to develop an interactive arm of the agency that would help clients seize their own online opportunity. Currently, our leadership in the e-commerce area remains unchallenged. Each of the specialty divisions of the agency is lead by experienced industry experts. John and Ted Risdall, Tom Wilson, and other senior staff are frequently asked to present or speak at industry and business events. Ted Risdall is very active in Rotary and recently received an award • from the MetroNorth Chamber of Commerce as Business of the Year. Agency Factoids: • 1st Minnesota Interactive Agency and first agency to have a web site in 1993 • Minnesota's largest Interactive Agency (TC Business Monthly 2008) (Adweek 2008) • Minnesota's 5th largest Public Relations Firm(TC Business Monthly 2008) • Minnesota's 6th largest Advertising Agency (TC Business Monthly 2008) • 7th Oldest Minnesota Advertising Agency out of 700 • Nationally ranked as 88th largest agency in USA (Ad Age Magazine 2007) • 23rd Largest Independent Agency in USA (ranked by Ad Age Magazine 2008) • Highest ranking advertising agency on Google's search engine • Ranked 48th largest interactive agency in USA (Adweek IQ Magazine 2007) • Winner of 18 Web Marketing Association Awards 2007, making us the second highest awarded agency in the world ©2008 RMG Proprietary and Confidential 8/12/08 City of Mounds View RA Page 13 • RFP Requirement 4.Describe the makeup of the team that would be involved in the implementation of the project,and include a resume for each individual. Team Leadership Your team at RMG will be made up of the following account people that will perform the branding portions of your project. Design work will be done be agency creative team, which is lead by several agency industry veterans with extensive design experience. Patrick Bettenburg Vice President/Account Supervisor Patrick's energy and enthusiasm for branding is evident in every project he takes on. With extensive experience in the food industry and B-to-B marketing, he's a strong visionary in leading strategic planning, directing the creative process, and managing program execution. Patrick has a natural intuition for customer needs, a client's internal machinations, and for translating great ideas into action. He enjoys taking a dingy brand and turning it into a sharp, focused brand with a message. His branding expertise has been honed over fifteen years in agency consulting with major brands such as, Land O'Lakes, Ecolab, Hormel Foods, Pillsbury, Famous Dave's BBQ, Magnum Research, Wildlife Research Center, Cargill, 3M, General Mills, Archway Marketing Services, and Pinnacle Communications International. More recently Patrick was the agency team leader on a major online shopping portal rebranding • and site overhaul, including brand research and naming. The new site features state-of-the are web2.0 design and social networking for online shoppers and launched earlier this year to rave reviews. He also lead McKinley Group, Minnesota's largest executive recruiting firm through rebranding, marketing, web design and development, and online search marketing efforts that have enabled them to reposition and build awareness for their brand, and to optimize their online capabilities. Kevin Deshler—Sr. Vice President,Account Supervisor and Dr. of Account Services As Director of Account Services, Kevin's technological knowledge and integrated marketing experience goes to work for RMG clients in a wide variety of industries. Before RMG, Kevin successfully introduced a new mid-range Cray Super Computer that immediately became the leader in the scientific computing industry and resulted in the ultimate $1+billion dollar sale of Cray to Silicon Graphics Inc. Kevin also helped reposition Ceridian's Computing Devices International Defense technology and leverage their Avionics Devices into the commercial sector. The introduction resulted in a 60% increase in market share within the first 12 months in a whole new market segment. More recently and under Kevin's leadership, Risdall Marketing Group was awarded the Rebrand 100 Award of Excellence amongst international competition for their rebranding efforts and creation of the new company brand and identity for Stormwater 360. • ©2008 RMG Proprietary and Confidential 8/12/08 City of Mounds View RMG Page 14 • Kristin Bothwell Account Executive,Risdall Advertising Agency Kristin re-joined Risdall full-time in the spring of 2008. She was first exposed to the company in the spring of 2007 as an intern for the student agency, Fusion. In-between her stints at Risdall Kristin interned with Tunheim Partners where she was responsible for producing a daily media report for UnitedHealth Group. She also interned for the World Series of Poker in Las Vegas, Nev. where she assisted in managing the VIP player's room and managed over 600 different media outlets covering the event. She graduated in December of 2007 from the University of Minnesota in a mere three and a half years with a degree in strategic communications. Kristin's passion and high energy are reflected through Risdall's blog and new business proposals. Agency Leadership Ted Risdall–Chairman A world traveler and scholar, Ted avidly studies emerging technology and is connected with people all over the world who are setting and watching trends in the high tech market. In 1993, Ted was one of the primary people responsible for RMG's expansion into high technology leading to the creation of Risdall Advertising Agency Interactive (RAAi), a division of RMG focused solely on digital creation—including web sites, CD-ROMS and interactive multimedia. In addition to high tech accounts, Ted has expertise in the educational market and serves a large • group of accounts in that sector. John Risdall–Vice Chairman, CEO From humble beginnings back in 1972, John Risdall has built the 13-division Risdall Marketing Group into one of the premier full service advertising groups in the Twin Cities and the country. With billings in excess of$162 million, RMG serves over 300 clients in 15 countries and over 30 states in the US, and is ranked 82 among over 27,000 US ad agencies (Ad Age, May 5, 2008), and 4th out of 500 agencies in Minnesota, according to Business Journal. In addition, Risdall Advertising Agency Interactive (RAAi) is the number one web site developer in the state of Minnesota, the recent recipient of 18 Web Marketing Association Awards (second most in the world) and ranked number one on Google. John is also very active in a number of community organizations and Chairman of the Board at Magnum Research, Inc. Tom Wilson, President RMG, Chief Connectivity Officer Tom's versatility and 25 years of agency experience at top shops including Gage, Campbell Mithun, Schmidt Dalton, Fallon Worldwide and Martin Williams make him a leader and mentor in marketing, advertising, communications, account management, business and brand development, strategic planning, creative problem-solving, new business and multimedia departments. Tom strives to discover solutions between brands and users that will build and sustain longevity between each relationship. Brands served include US Bank Visa card portfolio, University of Minnesota Carlson School of Management, the Star Tribune, Borden Foods, Target, K-Mart, Dairy Queen, Purina, 3M,Northwest Airlines and Owens Commercial Contractors, among others. ©2008 RMG Proprietary and Confidential 8/12/08 City of Mounds View RIVIl I Page 15 • RFP Requirement 5.A list of three(3)professional references. RMG Agency References We invite you to contact any of these client's to inquire about our services. Jason Cole, Premier Mounts 800-368-9700 jcole@mounts.com 3130 East Miraloma Ave, Anaheim, CA 92805 Jim Austin, Smith System 972-398-4050 jima@smithsystem.com P.O. Box 860415, Plano, TX 75086 Jim Skildum, Magnum Research 763-574-1868 jimskildum@magnumresearch.com 7110 University Ave NE, Fridley, MN 55432 • RFP Requirement 6.Proposals submitted must be received no later than 4:30 p.m. on June 27,2008. Proposal emailed on Friday, and printed copies delivered on Monday. • ©2008 RMG Proprietary and Confidential 8/12/08 City of Mounds View G Page 1 • Addendum: Request for List of Cities worked with. Cities or Municipalities • City of New Brighton o Branding,public relations and promotions o Built Web solutions o Assist in organizing and advertising New Brighton Stock Yard Days o Volunteer recruiting program for the New Brighton Police Department o New Brighton Antique Car Run o John Risdall lead the charge to get Star City status for New Brighton o John has several mentions in the New Brighton History Book, and served as Mr. New Brighton 1991 in the Stockyard Days Parade • Mounds View School District o Website and online communications system • Visit Minneapolis North (Anoka, Arden Hills, Blaine, Brooklyn Center, Brooklyn Park, Coon Rapids, Ham Lake, Maple Grove, Mounds View and Shoreview) o Branding, marketing communications, new Web design and development • Chippewa Valley Convention and Visitors Bureau o Branding and message development, marketing campaigns both on- and offline o Web design and search marketing promotions • Ramsey County Library Foundation • Ramsey County Humane Society • Chambers • Twin Cities North Chamber of Commerce o Branding and messaging, custom web development • Metro North Chamber of Commerce o Branding and messaging, custom web development Rotary (Both John and Ted Risdall, and several associates are active in clubs. We have done many marketing support projects over the years, including newsletters and websites.) • New Brighton/Mounds View Rotary (John was a founding member in 1979) • Minneapolis Rotary#9 • Roseville Rotary • Hopkins Rotary • St. Louis Park Rotary • Rotary District 5950 Risdall Employees • Currently 71 employees in our New Brighton office • Five employees live in the City of Mounds View • Sixteen employees live in neighboring cities (Fridley,New Brighton,Blaine,Brooklyn Center, Maple Grove, Arden Hills, etc.) • ©2008 RMG Proprietary and Confidential 7/17/08 1 City of Mounds View Business Development Efforts November 2007-Current Sorted by"Group" gtOMPatr•, 5y' Nor-•)9JJ�•J�`/�• C �� Chadwick Real Estate Services Saturn/MultiTech & Premium Stop parcel company broker Kraus-Anderson Realty Silver View Plaza staff broker Magnum Real Estate Premium Stop area company broker N/A 2297 Hwy 10 (Pettibone) company broker N/A PAK building staff broker Premier Commerical Properties Silver View Plaza company broker Premier Commerical Properties Premium Stop parcel staff broker Suntide Commercial Realty 2408 Cty Rd 10 (former School District) staff broker The Davidson Companies Saturn staff broker Welsh Companies Robert's company broker Premise Commercial 2408 Hwy 10 (former School District) staff former broker Medtronic N/A staff business MultiTech N/A staff business Saturn Development N/A staff business Bauer Welding N/A staff business ',S,,- " " •:'//% as ,,:n,,,, _ : 1 Allina Hospitals &Clinics Saturn staff cold call Buona N/A staff cold call Chipotle N/A staff cold call Coborn's Saturn/MultiTech staff cold call Cub Foods Saturn/MultiTech staff cold call S Festival Foods Saturn/MultiTech staff cold call Gaughan Companies Saturn staff cold call Gertens Saturn staff cold call Lund Food Holdings, Inc. & Byerly's Saturn staff cold call Noodles N/A staff cold call Panera N/A staff cold call Rainbow Foods Saturn/MultiTech staff cold call Target Corp. Saturn/MultiTech staff cold call TJB Homes Premium Stop area staff cold call Anderson Builders Silver View Plaza staff developer Heritage Development all redevelopment sites in city staff developer Developer(collector car dealer) Saturn company developer Master Development Premium Stop area staff developer Meridian Management Premium Stop area company developer MetroPlains Development Skyline staff developer Midwest Commercial Development all redevelopment sites in city staff developer MWF Properties, LLC Premium Stop area company developer Podowitz Development Skyline Motel staff developer Steiner Development Premium Stop Area company developer TOLD Development Saturn/MultiTech staff developer i %i 0'' i/ /yam'. s, A&W restaurant Premium Stop parcel & Sushi bar company inquiry Anytime Fitness (Mounds View) PAK building company inquiry St. George Christian Book&Gift 2390, 2408 or Silver View Plaza company inquiry • Kraus-Anderson Silver View Plaza staff leasing agent Robert's owner Premium Stop area staff property owner Copeland Building Corp. Saturn/MultiTech company builder • Item No. 8A-8D Meeting Date: August 15, 2008 Type of Business: EDC City of Mounds View Staff Report To: Economic Development Commission From: Heidi Steinmetz, Economic Development Specialist Item Title/Subject: Summary of EDC Items 8A-8D Item 8A At the July 18, 2008 meeting, the EDC expressed interest in the composition of other cities' EDAs. The attached e-mail contains this information that was forwarded to me from the Lino Lakes' Economic Development Coordinator. An attorney with the League of Minnesota Cities compiled the list. Item 8B Also at the July 18, 2008 meeting, the EDC expressed interest in learning more about the University of Minnesota Extension Service's Business Retention and Expansion (BR&E) Program. Attached for your review are a few pages from the Extension Services' BR&E Program Webpage. Although staff would not recommend such an extensive program, the program objectives may provide the EDC with ideas to formulate an informal program in Mounds View. On a side note, the 80% statistic that I mentioned at the last EDC meeting is highlighted in the attachment. Item 8C In November 2007 and January through March 2008, the EDC reviewed and provided input on the Economic Development component of the Comprehensive Plan. Unforeseen delays and additions to city staff (Ken Roberts) have allowed staff to expand and improve upon the Economic Development component. Attached is the latest version. Please forward any suggested changes to me by September 1, 2008. The city should have the entire Comprehensive Plan done by the end of the year. Item 8D Community Development Director Ken Roberts will provide the EDC with a verbal update on the proposed 96-Unit senior housing project, called "Select Senior Living". Page 1 of 8 From: Kelly, Scott [skelly@lmc.org] Sent: Tuesday,June 10, 2008 3:16 PM 410 To: Mary Alice Divine Subject: Economic Development Authorities June 6, 2008 Mary Divine City of Lino Lakes Ms. Divine: This e-mail is in response to your recent inquiry and your request for information on how many metro cities have EDAs that are comprised only of council members and those comprised of council and local business/residents. As we discussed during our phone conversation, I took some time over the last few days to pull together the following list of cities in the metropolitan area. As they are categorized by county, there is a little overlap with a couple cities being situated in more than one county. Although this listing may not be entirely accurate (some cities that I have indicated there is no information on a city EDA or commission), I believe it will be helpful for your purposes. Anoka County Andover—Seven Member EDA—Five City Council Members with Two Voting City Residents Anoka—Nine Member Economic Development Commission—At Least Five Members who are Residents of the City Bethel - No information that City has EDA Blaine—Seven Member EDA—Comprised of All Council Members Centerville—Seven Member EDA—With Residents/Non-Resident Business Individuals Eligible Circle Pines- No information that City has EDA Columbia Heights—Seven Members—At least two, but not more than 5 can be members of the council. Columbus—Nine Members- Residents and Business and Property Owners are Members Coon Rapids—Seven Members- East Bethel—Have Been Discussing, but no information that City has EDA Fridley—5 member HRA- No information that City has EDA Ham Lake—5 member EDA—Comprised of All Council Members • Hilltop - No information that City has EDA Lexington - No information that City has EDA file://C:\Documents and Settings\heidi.steinmetz\Local Settings\Temporary Internet Files\... 8/12/2008 Page 2 of 8 Lino Lakes—5 member EDA—Comprised of All Council Members • Oak Grove—5 member EDA—Comprised of All Council Members Ramsey—8 members EDA(1 alternate)—2 council members (1 council alternate) 5 resident members St. Francis- No information that City has EDA Spring Lake Park- No information that City has EDA Carver County Carver - No information that City has EDA Chanhassen-5 member EDA—Comprised of All Council Members Chaska—5 member EDA—Comprised of All Council Members Cologne—No information that City has EDA Hamburg- No information that City has EDA Mayer—5 member EDA—Two members must be Council Members New Germany- No information that City has EDA Norwood Young America—9 member commission—One city council member, one planning commission member, 5 members from the community, City Community Development Director(ex officio) and Officer from the Chamber of Commerce (ex officio) Victoria—5 member EDA—Comprised of All Council Members Waconia—5 member EDA—Comprised of All Council Members Watertown—5 member EDA—At least two members shall be council members Dakota County Apple Valley—7 member EDA—Five Members are Council Members Burnsville—Has form of EDA—No Further Information Coates- No information that City has EDA Eagan - Has form of EDA—No Further Information Farmington—5 member EDA—Comprised of all Council Members Hampton - No information that City has EDA file://C:\Documents and Settings\heidi.steinmetz\Local Settings\Temporary Internet Files\... 8/12/2008 Page 3 of 8 Hastings- 9 member advisory commission—All 9 are Not Council Members—No More than 1 may be a Non- • Resident Inver Grove Heights - Progress Plus Economic Development with South St. Paul—Elected and Non-Elected Officials Lakeville- Has form of EDA—No Further Information Lilydale - No information that City has EDA Mendota - No information that City has EDA Mendota Heights- No information that City has EDA Miesville- No information that City has EDA New Trier - No information that City has EDA Northfield—Seven Member EDA—2 Council members on Board Randolph - No information that City has EDA Rosemount—Has Port Authority—Elected and Non-Elected Officials • South St. Paul—Progress Plus Economic Development w/Inver Grove Heights—Elected and Non-Elected Officials Sunfish Lake- No information that City has EDA Vermillion - No information that City has EDA West St. Paul—7 member EDA—Comprised of all Council Members Hennepin County Bloomington—HRA and Port Authority, but no information that City has EDA Brooklyn Center- EDA—Comprised of all Council Members Brooklyn Park—Seven Member EDA—Comprised of All Council Members Champlin—Five Member EDA—Comprised of All Council Members Chanhassen -Chanhassen—5 member EDA—Comprised of All Council Members Corcoran - No information that City has EDA Crystal—Ten member advisory commission—Resident and non residents—Formula for eligibility(2 business owners, 2 members from planning commission, one member over 55, one from each ward, etc.) file://C:\Documents and Settings\heidi.steinmetz\Local Settings\Temporary Internet Files\... 8/12/2008 Page 4 of 8 Dayton—City EDA—Would Appear to be Comprised Only of Council Members • Deephaven - No information that City has EDA Eden Prairie- No information that City has EDA Edina- No information that City has EDA Excelsior- No information that City has EDA Golden Valley—City has HRA- No information that City has separate EDA Greenfield - No information that City has EDA Greenwood - No information that City has EDA Hanover—Seven Member EDA,Two council members on Authority Hopkins—City council serves as the City's HRA Independence- No information that City has EDA Long Lake—Seven Member EDA- Four City Council members, two members of the Planning Commission, and one resident of Long Lake • Loretto- No information that City has EDA Maple Grove- No information that City has EDA Maple Plain—Seven Member EDA—All Five Members of Council Included Medicine Lake- No information that City has EDA Medina - No information that City has EDA Minneapolis—27 member economic development corporation (3-4 from government) Minnetonka—Seven Member EDA—Two Council Members, Five Citizens(one youth seat) Minnetonka Beach - No information that City has EDA Minnetrista—Five member EDA—All comprised of Council Members Mound—"Deactivated" New Hope—Five Member EDA—Comprised of all Council Members • Orono- No information that City has EDA Osseo—Seven Member EDA—Two Council Members on EDA—Must live or work in City to be eligible. file://C:\Documents and Settings\heidi.steinmetz\Local Settings\Temporary Internet Files\... 8/12/2008 Page 5 of 8 • Plymouth—HRA—No information City has EDA Richfield -5 member HRA(operates some commercial redevelopment programming)—No members of council. Robbinsdale—5 member EDA—Comprised of All Council Members Rockford - No information City has EDA Rogers- No information City has EDA Shorewood—Five member EDA—Comprised of All Council Members Spring Park—City Council is HRA—No information City has created separate EDA St.Anthony—City has HRA—No information city has created separate EDA St. Bonifacius- No information City has EDA St. Louis Park—Seven Member EDA—Comprised of All Council Members Tonka Bay- No information City has EDA Wayzata—5 Member HRA (Non—Elected Officials)—No information City has created separate EDA • Woodland - No information City has EDA Ramsey County Arden Hills—Seven Member Commission—Resident and Non-Residents Allowed—Councilmember liaison to commission Blaine—Seven Member EDA—Comprised of All Council Members Falcon Heights - No information City has EDA Gem Lake- No information City has EDA Lauderdale- No information City has EDA Little Canada- No information City currently has EDA Maplewood—Citizen HRA—No information City has EDA Mounds View - Five member EDA -Comprised of All Council Members; Seven Member Advisory Commission— Residents (4) and Business Owners(3) • New Brighton—Five member EDA—Comprised of All council Members; Nine Member Advisory Commission with council liaison and ex-officio staff file://C:\Documents and Settings\heidi.steinmetz\Local Settings\Temporary Internet Files\... 8/12/2008 Page 6 of 8 North Oaks- No information City currently has EDA • North St. Paul- No information City currently has EDA Roseville—HRA- No information City currently has EDA Shoreview—Nine member Advisory Commission St.Anthony—City has HRA—No information city has created separate EDA St. Paul—Seven member Port Authority—Five citizen representatives and two council members Spring Lake Park- No information that City has EDA Vadnais Heights- No information City currently has EDA White Bear Lake- No information City currently has EDA Scott County Belle Plaine—Seven member EDA—two city council liaison, one representative from the chamber of commerce, and four at-large seats Elko New Market- No information that City has EDA 110 Jordan—Seven member EDA—Two Council members, Five resident positions New Prague—Seven member EDA—Two Council members,four resident or citizen positions, one executive director Prior Lake—Five member EDA—Comprised of all council members Savage—Nine member(7 members and two alternates) Economic Development Advisory Commission—No Council Representatives Shakopee—Five Member EDA—Council Serves as EDA Washington County Afton- No information that City has EDA Bayport- Birchwood Village- No information that City has EDA Cottage Grove—Seven Member EDA—Two Council Members on Authority • Dellwood - No information that City has EDA file://C:\Documents and Settings\heidi.steinmetz\Local Settings\Temporary Internet Files\... 8/12/2008 Page 7 of 8 Forest Lake—Five Member EDA—Two Council Members on Authority • Grant- No information that City has EDA Hastings- 9 member advisory commission—All 9 are Not Council Members—No More than 1 may be a Non- Resident Hugo—Seven Member EDA—Two Council Representatives Lake Elmo- No information that City has EDA Lake St. Croix Beach - No information that City has EDA Lakeland Shores- No information that City has EDA Lakeland - No information that City has EDA Landfall- No information that City has EDA Mahtomedi- No information that City has EDA Marine on St. Croix- No information that City has EDA Newport—Five member EDA—Comprised of all Council Members • Oak Park Heights- No information that City has EDA Oakdale—Ten member Economic Development Commission—Appears that there are no council members on Commission Pine Springs - No information that City has EDA Scandia—Has Commercial/Retail Redevelopment Committee—Two Council representatives;two planning commission representatives; Five Citizen at-large positions St. Marys Point- No information that City has EDA St. Paul Park- No information that City has EDA Stillwater- No information that City has EDA Willernie- No information that City has EDA White Bear Lake- No information City currently has EDA Woodbury—Seven Member EDA—Two council members sit on the Authority. • The League of Minnesota Cities provides these materials for general informational purposes and is not intended file://C:\Documents and Settings\heidi.steinmetz\Local Settings\Temporary Internet Files\... 8/12/2008 Page 8 of 8 for legal advice. Please consult your city attorney for advice concerning specific situations. • If you need any further information or have any questions, feel free to call me at 651-281-1224. Respectfully, /s/ Scott M. Kelly I Staff Attorney Tel: (651) 281-1224 I Fax: (651) 215-4124 skelly@lmc.org I www.lmc.org League of Minnesota Cities 145 University Ave. West I Saint Paul, MN 55103 • • file://C:\Documents and Settings\heidi.steinmetz\Local Settings\Temporary Internet Files\... 8/12/2008 Business Retention& Expansion Strategies -University of Minnesota Extension Page 1 of 2 U of M Home I U of M Directories I Search U of M fill UNIVERSITY OF MINNESOTA [f /23171/4741, r j't•V itl' EXTENSIONtot-r f .m s 0.0109 Search Home> Community> Business Retention&Expansion 44 ''' �4_ :, Business Retention Et Expansion Related "' w Strategies Success Stories ;, - "" Helping Minnesota Retain and Expand Local Case Studies about ' "��� ' '"','" '' ' - F•.�' Business through Local Action BR&E projects Forty to 80%of new jobs are Research on BR&E 4,.-.16.1.11:'',., v�. Visitation Programs created by existing firms, ' Agriculture rather than by attracting new #,., Community firms to a community. Keeping an existing business is often i Lx..._._.... ..........d Related Websites Environment easier than recruiting new firms. Business Retention& Family The BR&E program helps s Expansion International Garden community leaders and communities work together to IEDC(International Living identify barriers local businesses Economic Development Youth face as they try to survive and Council) grow. With the help of Extension and UMN experts,the Tourism and Business `r Fg. i l ", community surveys small businesses and analyzes the results. Retention and Find convenient educational The resulting report provides valuable information and ideas to Expansion offerings and a learning invigorate the local economy. BR&E reports don't sit on a shelf. 2007 Atlas Now Online Because the BR&E process strengthens community ties, ideas ' turn to action. Make back-to-school shopping In the News Print an Info Sheet(PDF) a teachable moment Business retention plan Receive carbon credits for land underway in Big Lake practices that store carbon Upcoming Workshops Attend"Living on the Land...An Related Resources Expo for Rural Property BR&E Consulting Certification Course—ONLINE- Owners" Find materials on these Training and tools to coach a community through a Link to Media Library business retention and expansion visitation program. topics: Register here. Citizenship More.. . Economic&Community "s D, i ? ii Vit.1 )t Offerings Development r Shop Extension for Governments. State& Local educational materials. Implement BR&E in your community—Involve your community members and professionals in a year-long Leadership process, resulting in a plan you can implement for results. Public Policy • Colorful photos for Tourism your computer desktop Become a BR&E consultant—Work in communities to implement the BR&E Strategies program. Become a BR&E Report Writer—Analyze survey data Related Programs and prepare a report that communities will use for years to Access E.Info come. At Your Service Extension Support for Local BR&E Research —If you Public Finance plan local research of your business sector,community Retail Analysis and economics educators can help. 0 Development U-Connect Features U-Facilitate U-Lead lowilimmilimmillimmil http://www.extension.umn.edu/BusinessRetention/ 8/12/2008 Business Retention& Expansion Strategies -University of Minnesota Extension Page 2 of 2 Farmer-Lender NEW! BREtE Toolkit Mediation • Online resources: Survey software, consultations,training, facilitation... You choose the tools for your community. Our Products Is BRAE right for your community? Atlas of Minnesota ,«1,,;‘ Over 60 MN communities have used it, BR&E Training DVD for manufacturing, retail,tourism, ' agriculture or a combination. Also Recommended Is it for our Contact Information Community?Self- Assessment Booklet Michael Darger Program Team Area Program Leader Contact your Order Implementing Community Economics Community Economics local BR&E Visitation 460 Coffey Hall, 1420 Eckles Avenue Regional Educator Programs Booklets St. Paul, MN 55108-6068 Email: dargerPumn.edu Phone: 612-625-6246 Fax: 612-625-1955 Elizabeth Templin Regional Extension Educator Andover Extension Regional Center Bunker Hills Act Ctr L-1, 550 Bunker Lake Blvd NW Andover, MN 55304 Email: templinumn.edu Phone: 763-767-3880 • Fax: 763-767-3885 ©2004-2008 Regents of the University of Minnesota. All rights reserved. Trouble seeing the text? I Contact U of M I Privacy The University of Minnesota is an equal opportunity educator and employer. • http://www.extension.umn.eduBusinessRetention/ 8/12/2008 Is BR&E right for your community? - Business Retention& Expansion Strategies -Unive... Page 1 of 4 Zit U of M Home I U of M Directories I Search U of M • UNIVERSITY OF MINNESOTA eft ri.Ol c..fit`/f`tltt. EXTENSI0N ' F7,7 4,,,in on g Search Home > Community> Business Retention&Expansion > Is BR&E right for your community? -7.-47-7.-- Business Retention a Expansion Related Strategies Success Stories e ' Is BREtE right for your community? Case Studies about r f'+dtc 1?" ,.a a� BR&E projects "":.1'(i ' °'4 s Program Objectives I Types of BR&E Strategies Programs Main Community Players I How we help I Benefits of the Research on BR&E ',0 ar*Ir°'' 44Program Program Costs and Financing Visitation Programs Agriculture The BR&E Strategies program has been used by over 60 Community Minnesota communities, including neighborhoods,cities, Related Websites Environment counties,and groups of counties. Programs have focused on Business Retention& Familymanufacturing; combinations of manufacturing, retail,and services; tourism; livestock; farming; and technology. Expansion International Garden IEDC(International Living Although there is considerable flexibility in the type of BR&E Economic Development Youth program a community may select to do, a high level of local Council) interest and involvement is necessary to ensure the program's v.�'+ success in a community. Tourism and Business `-' +ri , Retention and Find convenient educational An educator will meet with you to talk about the BR&E Expansion . offerings and e-learning Strategies Program. 2007 Atlas Now Online i si Program Objectives Make back-to-school shopping In the News a teachable moment The BR&E Strategies Program focuses on both short-term and Business retentionlan a_k long-term objectives. p Receive carbon credits for land underway in Big Lake practices that store carbon Short-Term Objectives: Attend"Living on the Land...An Demonstrate community support for local businesses Related Resources Expo for Rural Property Solve immediate short-term problems Owners" Find materials on these Link to Media Library Long-Term Objectives: topics. Citizenship Increase the competitiveness of local businesses More. .. Economic&Community Establish and implement a community strategic plan for Development l, _,. `t, ; tp. 7r".a economic development Governments. State& Shop Extension for The BR&E Strategies Program makes local businesses more Local '` educational materials. competitive by evaluating and addressing some of their key Leadership needs and concerns. By addressing common business ll concerns,the community insures a healthier future for itself. Public Policy Colorful photos for Tourism your Computer desktop Businesses that stay competitive are more likely to remain in the community and possibly expand. The program also establishes an economic development plan for the community and a broad-based community coalition to sustain long term Related Programs economic development efforts. Access E.Info At Your Service Types of BR£tE Strategies Programs Public Finance Minnesota BR&E Strategies Programs currently cover the Retail Analysis and IIIfollowing industries: Development —"41111111.1101 � U Connect Manufacturing U-Facilitate Tourism U-Lead Dairy �. http://www.extension.umn.edu/BusinessRetention/isitright.html 8/12/2008 Is BR&E right for your community? - Business Retention& Expansion Strategies -Unive... Page 2 of 4 Swine Farmer-Lender Farming Mediation . Technology Mixed Business(manufacturing, retail, services) Our Products Specialized surveys are available for each of these industries. Atlas of Minnesota The surveys were carefully developed with the assistance of business leaders and development professionals in each sector. BR&E Training DVD While the overall process for implementing each type of program is similar,the make-up of the local Task Force varies Also with the type of program. For example,the business persons Recommended and development professionals in a tourism project will likely be different than those in a manufacturing or dairy program. Is it for our Community?Self- Main Community Players Assessment Booklet Order Implementing Every local BR&E Strategies Program includes three major local BR&E Visitation groups of volunteers: Programs Booklets Leadership Team Task Force Business Visitation Teams These groups visit firms and make decisions about what should be done to help local businesses survive and expand. The Leadership Team (usually 4 or 5 persons) promotes the program to the community, coordinates task force meetings, and organizes immediate follow-up to the survey results.The Leadership Team also arranges for the training of Business Visitation Teams. • The Task Force is a group of local community leaders. It should include representatives of business,government, education,economic development organizations and other well- respected, influential community leaders.The Leadership Team is part of the Task Force. Business Visitation Teams—two per team —visit two to four firms each.These teams are made up of Task Force and Leadership Team members, educators, business people, retirees, or other community members. The Task Force and Leadership Team decides the number and types of firms visited. Community players are supported throughout the program by Certified BR&E Consultants and BR&E applied researchers who assist the local leaders with the organization and technical research involved in the program. How we help See our Business Retention&Expansion Offerings Benefits of the Program BR&E benefits both the community as a whole and those who volunteer to serve in the program. A successful program can produce both short-term and long-term benefits in many different areas. BR&E volunteers like the program. • BR&E programs are fun! Everybody says"This is fun" after completing their first firm visit.You will enjoy socializing with other key community leaders and participating in important community decisions. BR&E programs build networks.You can build relationships http://www.extension.umn.edu/BusinessRetention/isitright.html 8/12/2008 Is BR&E right for your community? - Business Retention& Expansion Strategies - Unive... Page 3 of 4 with local businesses and leaders and with regional and state economic development professionals, as well as University Of • Minnesota staff.These contacts can help your community in the future. BR&E programs are a learning opportunity.You will learn about your local economy's strengths and weaknesses from the perspective of local businesses..You will learn about new options for working with existing firms and ways you can shape your local destiny. BR&E programs bring communities together. In many communities,citizens and local leaders think about their future, but are not working together to influence that future. BR&E programs can bring the community together. Business persons, local government officials, education officials, professional developers, and interested citizens all work together for the benefit of existing local businesses and their community. BR&E programs are doable and generate results. People just like you and your neighbors have done this program in all sizes and types of communities. BR&E programs have been completed in rural,suburban and urban areas and are getting results. Naturally, success makes the experience rewarding. BR&E programs demonstrate that"We care about local businesses." It is surprising how many business leaders feel unappreciated.They do not hear that the community values them. Just visiting firms demonstrates that your community cares and appreciates the economic contribution businesses make. BR&E programs are low-risk. When done correctly,the BR&E program is safe. As one Task Force member and owner • of a small firm said, "I just can't see any risk in getting involved in this. How can you possibly lose?" Program Costs and Financing The fees for BR&E Strategies Program options help to defray the cost to University of Minnesota Extension for providing technical assistance and research services. Extension absorbs part of the cost to make the BR&E Strategies Program affordable for Minnesota communities. The one-year contract is priced at$12,000- $18,000 depending on location and complexity of the program. A scholarship is available to communities that work with us on a research project about the impact of BR&E on social capital. Communities have received help in generating the program fee from a variety of sources, including private companies and foundations. Some examples include the Initiative Foundation, McKnight Foundation,the Blandin Foundation, Southwest Minnesota Foundation, West Central Initiative Fund, Initiative fund of southeast and south central Minnesota, Sprint, local utilities(such as Connexus Energy,Alliant Energy, Center Point Energy,Xcel Energy),city and county governments, chambers of commerce and others. For some specific types of programs, scholarships are available from industry organizations. Extension can help your community explore some options to help finance the program. Contact your Community Economics Regional Educator for more information. • http://www.extension.umn.eduBusinessRetention/isitright.html 8/12/2008 Is BR&E right for your community? - Business Retention& Expansion Strategies -Unive... Page 4 of 4 ©2004-2008 Regents of the University of Minnesota. All rights reserved. Trouble seeing the text? I Contact U of M I Privacy The University of Minnesota is an equal opportunity educator and employer. • • http://www.extension.umn.edu/BusinessRetention/isitright.html 8/12/2008 • ECONOMIC DEVELOPMENT ELEMENT (Draft 8- 12-08) • • • Introduction The intent and content of Mounds View's economic development element is towards future business development (both retention and recruitment) and redevelopment in the city. It is important to maintain and improve the quality and diversity of existing and prospective Mounds View businesses and to embrace redevelopment opportunities. Such actions will enhance the City's tax base by creating additional property market value through building enhancements or new buildings and the creation of jobs. Business is one of the key foundations to the high quality of life experienced in Mounds View both directly(through jobs, goods and services) and indirectly(through a diversified tax base). Businesses contribute more to a city's tax base(while at the same time requiring less City services) than residential properties. This difference is why many cities focus economic development efforts on business development. The table below provides an example of the amount of taxes the owner of a $250,000 home in Mounds View contributed in 2007 versus the amount a commercial property owner contributed. The $250,000 amount was used for comparison purposes although there are no commercial properties in Mounds View valued as low as $250,000. • Tax Contribution: Residential Property vs. Commercial Property Property 2007 2007 2007 Type Property Value City Tax Contribution Total Tax Contribution Residential $250,000 $933 $3,332 Commercial $250,000 $1,586 $7,389 Source: League of MN Cities Property Tax Calculator It is essential that the City establish and maintain economic development strategies that are continually reviewed and modified to reflect changes in market conditions, service demands and resource allocations. This can be achieved through the efforts of the City's Economic Development Authority(EDA). Economic Development Authority(EDA) In 1994, the City Council approved the establishment of an EDA for the City as a mechanism for achieving major economic development goals. Minnesota State Statutes guide the powers of the EDA; however the EDA is generally able to purchase property,redevelop property and/or provide public financing of projects. The members of the City Council make up the membership of the Mounds View EDA. • • Economic Development Commission The Economic Development Commission(EDC)is a seven-member body that advises the EDA on economic development activities. The City established the Commission to facilitate positive interaction between the City and the business community. The Commissioners may be City residents or non-resident business representatives. The City should use EDA powers and the EDC's advice to address the following economic development challenges in Mounds View. Economic Development Challenges The following challenges and action steps are, to varying degrees, mitigated by the presence of financial and other incentives that encourage or allow economic development.Successful economic development will need careful monitoring of these existing and developing challenges so the City can make realistic and timely efforts to emphasize Mounds View's many positive attributes. These efforts would be to effectively minimize or counteract any negative perceptions or circumstances in or of the City. Examples of such challenges and action steps include the following: • To address the relative scarcity of raw land suitable for new construction, and in light of the • small size of the few remaining parcels of undeveloped land,the City will: ✓ Prepare and periodically update an inventory of undeveloped land. ✓ List available parcels on the City Web site with the knowledge and consent of their owners/agent. ✓ Acquire and/or clear underused sites suitable for new construction. ✓ Focus development efforts on businesses suitable for smaller lots and investigate the possibility of combining adjoining lots to accommodate businesses that need larger sites. • In situations involving unrealistic price expectations on the part of those who own undeveloped land or parcels of land prime for redevelopment (i.e., asking prices well in excess of actual market value), ✓ Wait for the market to catch up with currently excessive asking prices. ✓ Investigate options that might reduce those prices (offering relocation assistance,etc.) ✓ Obtain market input from developers and other development/redevelopment professionals. • In cases involving actual or perceived neighborhood opposition to commercial development or redevelopment, the City will: ✓ Survey nearby residents to determine their preferences for land uses. ✓ Consider requiring neighborhood meetings or public hearings for proposed commercial IIII development(s). • • In situations where owners of underused parcels(especially residential homeowners and owners of old or obsolete commercial structures)are unwilling to sell, (thereby delaying or preventing the development of those properties to their highest and best use),the City will: ✓ Arrange meetings with property owners. ✓ Provide current information about the potential market value of their properties. ✓ Develop or refine City relocation policies. • In order to strengthen Mounds View's identity,the City will: ✓ Ensure that the City has a consistent image by using branding. ✓ Continue work on the development and improvement of County Road 10. ✓ Maintain a high profile within the local and regional business communities. ✓ Attempt to develop a greater sense of community. ✓ Handle business climate inquiries promptly and professionally. • Given the scarcity of attractive office space and rental warehouse/office space, the City will encourage new construction to meet these needs. • The City shall investigate and use more cost-effective and/or more carefully targeted • recruitment/marketing techniques to bring businesses and development to Mounds View. • Because funds are limited for the financing of business incubator programs and for enterprise facilitation projects or other initiatives that help new businesses get started locally,the City will: ✓ Pursue grants to fund such programs. ✓ Establish collaborations with other governmental entities and non-profit organizations. ✓ Serve as a clearinghouse for information about assistance(financial and otherwise)that may be available from sources other than the City. • City staff shall make suggestions about alternative, new or improved methods of providing advice, assistance or encouragement to those wanting to do development or redevelopment projects in Mounds View. • Due to the high cost of redeveloping property vs.developing property,the City will participate in seeking creative solutions to the financing challenges inherent in redevelopment projects. 1110 S • Fiscal Disparities is unique to Minnesota and has been around for over thirty years. Up to 40% of the value of commercial and industrial property in Mounds View is sent to what is called the Fiscal Disparities tax base "pool of value". From this pool, it is combined with similar tax values from the seven-county metro area and redistributed based on whether each community or taxing unit's fiscal capacity per capita was higher or lower than the metro area average. City of Mounds View Fiscal Disparities Receipts 2002-2008 Year Amount % of Gross Levy 2002 $628,289 23.79% 2003 $664,704 25.48% 2004 $561,710 18.66% 2005 $594,802 15.50% 2006 $742,017 19.33% 2007 $680,323 17.72% 2008 $903,922 23.55% Source: Mounds View Finance Department Goals & Policies The City will govern and direct future economic development in Mounds View by the following set of goals and policies. The goals and policies focus on business development and redevelopment but are linked to other chapters of this Comprehensive Plan. Land use, housing, transportation and public amenities also impact the City's ability to retain its economic base and to attract development. Business Development Goal: Retention In light of the increasing mobility of businesses, Mounds View will focus on retaining existing businesses and industries in the city. In some cases,the City may decide to help businesses to create circumstances where they can expand to meet their customers'needs and/or their own desire to grow and prosper. Retention Policies • Enhance business communication efforts through evaluation of existing programs. • Focus business retention efforts on businesses that have been identified as having the greatest impact for future growth and development by continuing informal business retention visits and site tours. • Maintain and support open communication between the city and the business community in acknowledgement of their value and be in a position to address concerns or meet • expectations. S • Make available a reasonable and prudent level of assistance(financial or otherwise)to enable existing businesses to expand their operations and/or facilities in Mounds View. • Maintain the Mounds View Business Toolbox. Five Largest Employers in Mounds View 1994 2008 Employer Employees Employer Employees SYSCO Minnesota 470 Medtronic (CRDM campus) 3,500 MultiTech Systems 300 SYSCO Minnesota 630 Garment Graphics 156 Liberty, Now part of Harland Clarke 310 The Mermaid 130 MultiTech Systems 240 Tyson Company 125 Mounds View Public Schools 220 Source: Mounds View Economic Development Department • Medtronic Cardiac Rhythm Disease Management Mounds View Campus • S Business Development Goal: Recruitment The City will actively market itself to target audiences as a prime location for specific types of commercial and industrial development. In order to continuously refine and review its objectives as economic conditions and realities change,the City,through the Economic Development Commission (EDC)and/or the Economic Development Authority(EDA),will annually update its list of targeted business categories. Although the City will respond in a timely and business like manner to all requests for information about Mounds View's suitability as a business location,City staff members will focus their attention on those requests that come from businesses of the type that appear on the City's target list. Recruitment Policies • Encourage the development of new office space,warehouse space and retail operations that will enable Mounds View to offer services, facilities and goods that are not presently available in the City or that are unavailable in sufficient quantity or quality. • Identify marketing and promotional tools and techniques to attract desired uses. • Continue efforts to maintain and strengthen the City's bond rating by seeking diversification in the local tax base and promoting economic development efforts of commercial and • industrial uses consistent with the overall City goals. Business Retention &Recruitment Goal The City recognizes that the maintenance of an adequate workforce will be one of the most serious challenges that will face business and industry in the near future. In addition,Mounds View notes that the private sector and/or educational institutions will be primarily responsible for addressing and resolving workforce issues. However, the City is prepared to assist with such efforts by working collaboratively with others who are concerned about such issues. The nature of Mounds View's aid may include having City representatives serve on local and regional committees,commissions and agencies devoted to this topic. • Redevelopment Goal Mounds View,like many cities,is undergoing a change from a growing suburb into a redeveloping one. The land resources that once spurred development are now limited and any increases in employment and market value will come predominantly from reinvestment or redevelopment of property. The link between quality businesses and residents is critical to the continued success of Mounds View. Almost fully development, new revenue sources for municipal services will have to come from increased market value that occurs from business and resident reinvestment in their properties. This includes redevelopment within the city that allows for a higher value and/or density on an existing site.As such,the City has begun work towards promoting redevelopment opportunities to ensure that Mounds View remains a healthy and viable city. Mounds View intends to devote significant attention to redevelopment. Such efforts will be to redevelop aesthetically displeasing, aging, obsolete,blighted,contaminated,abandoned,unsafe or otherwise underused(lacking highest and best use)properties. Redevelopment areas are generally situated in high profile locations in the city,are very visible,located along major thoroughfares or at gateway intersections in the City and no longer convey the overall development values of the city in visual appearance or use. Additionally, the City will explore and consider development opportunities that owners and • developers present for the few remaining parcels of undeveloped property. In some cases,this may involve assisting the owners of such parcels with the marketing of their properties. 4110 • Recent redevelopment efforts in Mounds View include the following four single-parcel redevelopment projects located along the County Road 10 corridor. r. >' �. �fi as Y "� a°g r-;---1, a i.c -.,,k, s > - �., r as - 'i 3ee.. ' Year Built-2003 Year Built-2002 Hwy 10 Business Center(former restaurant) Mounds View Animal Hospital(former tri-plex) 2214,2218&2222 County Road 10 2625 County Road 10 • 1 4,4.-1"41:1';'217 '5'.;:'71::' '1::'.*' ' . 1 ' ' •,.:,.7,...„ :.a..a: z�t - 4.Y'�?x-sem.`., , p ,,,1,-...,, � ,,, - - a.. . f •;� a £ + w4 +� 1,.. 3 e le Year Built-2004 Year Built-2005 CVS Pharmacy(former gas station) Snyders Drug Store(former gas station) 2800 County Road 10 2525 County Road 10 • • Redevelopment efforts in Mounds View have shifted to land assembly projects. In 2006, the Mounds View Economic Development Authority (EDA) purchased the property at 2390 County Road 10(pictured below). The City had the blighted convenience store/gas station and car wash that was on the site demolished. Mounds View would prefer that a developer"bundle"this property with adjacent properties to maximize the highest and best use of the area. Former Convenience Store,July 2006 Former Car Wash,July 2006 • LAND FOR DEVELOPMENT 763 7 t4 9 June 2008 Redevelopment Policies • Develop a long-range plan for addressing potential redevelopment areas in Mounds View to sustain the economic strength of the city. • In mixed-use,retail and residential redevelopment areas,the city should incorporate livable communities concepts, sustainable design, quality urban design and streetscape elements. • Due to the added complexities of redevelopment, evaluate and adjust, if necessary, ordinances to expedite the ease of redevelopment of targeted areas. • Mounds View will consider the redevelopment or expansion of an existing business, new commercial or industrial development, or residential housing even if it involves the acquisition, demolition or relocation of an existing business or residential properties. • • The City will consider the redevelopment or expansion of an existing business, or new commercial or industrial development, or residential housing only if the review process includes a reasonable opportunity for public input by those business owners and homeowners that the proposal could affect. Whether or not such parties support(or,at a minimum,do not oppose) any proposed redevelopment, expansion, new development or new project will be one of the more important factors in determining the City's position with respect to any such proposal. The City Council and EDA will need to decide whether the actual or potential benefits to the City (from any such proposal) outweigh the actual or potential negative impacts on individuals,businesses or the city as a whole. Miscellaneous Economic Development Goals • The City will facilitate communications between and among the City,Ramsey County,local businesses, the Chamber of Commerce, the Convention and Visitors Bureau, local educational institutions,and any other parties or entities having a direct or indirect interest in the economic prosperity of Mounds View. • The City will continually develop and review more specific priorities to provide guidance to City staff,business owners,developers,and residents with respect to areas the City intends for concentrated development efforts (geographic and otherwise). • • Support and advocate for public transportation and transit improvements that serve the needs of City residents and business community. • Advocate for area service providers to ensure that the city is sufficiently served with telecommunications and technology infrastructure that supports Mounds View residents and the business community. Resources to Support Economic Development The City defines resources to support Economic Development as any facts, programs or circumstances that enhance Mounds View's ability to attract new businesses, retain and expand existing businesses, or assist in the preservation of a vibrant and diverse local economy. Such resources currently include the following: • The City's close proximity to Interstate 35W which allows relatively quick and easy access to the downtown areas of Minneapolis and St. Paul, and to other portions of the Twin Cities metropolitan area • Good internal traffic circulation and the City Council approved(2007)Street&Infrastructure Improvement Program(first project—2009) • Successful, attractive business parks • • • Visible evidence of new commercial activity, storefront improvements, remodeling, and other indications of local economic health • The City's ongoing efforts to enhance the appearance of, and to better coordinate planning for the further development of,the County Road 10 corridor and the city at large • Local business owners who are interested in expanding their operations and improving the appearance of their properties • Mounds View places a high priority on maintaining and strengthening the City's bond rating, which is a significant factor that supports the overall economic and financial status of a city. The City's current bond rating is"A l"according to Moody's Investor's Service,a prominent national rating agency. This bond rating is a direct result of the 2007 addition of Medtronic's CRDM campus and the City's long-range financial planning. Bond rating agencies have indicated that a diversified tax base is important to the economic strength of a city,therefore, the City needs to continue to strengthen and sustain its tax base. • The potential availability of City assistance for appropriate development or redevelopment projects such as Tax Increment Financing(TIF),Tax Rebate Financing(TRF),the Business Improvement Partnership Loan Program and the Housing Replacement Program. The City will continue to provide these types of assistance in a manner consistent with the City's written policies about such assistance. Mounds View will generally limit the use of these to • situations in which their use will enable the City to attract a new business,retain or expand an existing business,provide new employment opportunities,enhance the City's tax base,or otherwise improve the appearance or vitality of the local business economy. The City will continually monitor and periodically evaluate its programs and policies about development and redevelopment assistance to make certain they are helping the City meet its economic development goals,priorities and objectives. • Parcels of land that are suitable for development or redevelopment • An active local Chamber of Commerce and Convention &Visitors Bureau OTwin Cities North �/at eiyithici• CHAMBER OF COMMERCE • A coordinated approach to local planning and development issues,as evidenced by the ongoing work of the I-35W Corridor Coalition • A plentiful supply of life-cycle housing to accommodate a wide range of incomes • Easy access to mass transit for workers who need or prefer to use such methods of • transportation • • A highly regarded School District-Number 621 e,„.34(""" Mounds View 1'U N1JC ,,,i,,,,..4 • The proximity of the Anoka County Regional Airport to Mounds View F���1 ..,,��� F` Anoka County [41 .c Regional Airport �rr<y �; 0 z Vall7/4; ' , ai‘.,i. ''''''' i ' 1 1. LL ] 4j 1 t • . � I. F city of ) 4 k ="> Mounds View 4' • , ;-e" ( 1, f ., - iv s„ 9 a. air [1 . ,1 •