HomeMy WebLinkAbout2004.02.22 EDA Packet AGENDA
CITY OF HUGO ECONOMIC DEVELOPMENT AUTHORITY
TUESDAY FEBRUARY 22,2004
JL SCHWIETERS INC. JA
8:30 AM - /
8:30am A TOUR OF SCHWEITERS PROPERTIES
9:30am /A' CALL TO ORDER Wn ,� C
B� ROLL CALL n Q� I( CL":--
9:35am ef.' APPROVAL OF MINUTES
J��' —\ 1. EDA Meeting of January 24, 2005
9:40am Ile UNFINISHED BUSINESS
Update on meeting with Andersons re: Antique
Store/Carpenters Steak Houma
10:15am ; NEW BUSINESS
tel. ouncil update on official City Goals
Business Retention Visits �� � .
evelopment of City Marketing Plan *)j
4. Update on Roy Molitor property, and potential for EDA
assistance in marketing of property.
910:3� F. ADJOURNMENT
BACKGROUND MEMO FOR THE HUGO EDA MEETING FOR FEBRUARY
22,2005
C.1 EDA MEETING OF JANUARY 24, 2005
City Staff recommends the Board approve the minutes for the January 24, 2005 meeting
as presented.
D.1 UPDATE ON MEETING WITH MIKE AND CATHY ANDERSON re:
ANTIQUE STOREWARPENTERS STEAK HOUSE
The Egg Lake redevelopment subcommittee recently met with Mike and Cathy Anderson
to discuss a possible sale of the Carpenters and Antique Store complex. The Andersons
had received a tentative offer for the purchase of their buildings and restaurant, which
would continue to be operated in its current format. The Andersons met with the
subcommittee to restate their desire to redevelop their property as part of overall
downtown redevelopment. The committee restated the City's and EDA's desire to
continue working with the Andersons, who committed to hold off on any sale of their
property pending the results of the City's CDBG application. Other options for
proceeding may be discussed upon receipt of the CDBG results. Staff will present the
board with a recap of the meeting.
E.1 COUNCIL UPDATE ON OFFICIAL CITY GOALS
The City Council at its February 7, 2005 meeting adopted a formal list of City Focus
Goals and Ongoing Priorities. Staff would like to take this opportunity to present these
goals to the EDA, in addition to providing the City Council members of the EDA with an
opportunity to further explain them; in particular, how they are linked with the goals of
the EDA.
E.2 BUSINESS RETENTION VISITS
At its last meeting the EDA motioned to schedule a combination EDA meeting and
Business Retention Visit at an offsite location. In response Staff arranged for the
February meeting to be held at JL Schwieters. Staff is requesting direction towards the
scheduling of an additional combination meeting at an offsite location for the March
EDA date.
E.3 DEVELOPMENT OF A CITY MARKETING PLAN
The EDA has previously expressed it desire to begin the development of a marketing plan
for the City of Hugo. Staff is seeking direction from the EDA regarding the creation of a
City Marketing Plan subcommittee charged with the development of a City marketing
plan.
EA UPDATE ON POTENTIAL SALE OF ROY MOLITOR PROPERTY
Over the past several years, City staff and officials have met with Roy Molitor, who owns
a home and property along Fenway Blvd. The purpose of those meetings was an interest
of Roy Molitor to sell his property to the City for parkland, which has been an
advertisement in the City's Newsletter for several years. Staff met with Roy a month ago
to discuss his interest, along with the interest of sale of his property to the Schwieter
brothers. Roy visited City Hall on Monday, February 14, 2005, where he announced he
would like to sell his property and would like to get a purchase agreement from the City.
Staff is seeking direction from the EDA regarding the potential purchase of this property.
Additionally, Staff is seeking the direction regarding the interest of the EDA in working
with the developer of the property on the marketing of it; if the City is either unsuccessful
or chooses not to attempt to purchase the property. This opportunity would require the
consent of the developer, but it may provide the EDA with an opportunity to help guide
the development of the property without having to purchase it. City Staff is seeking
direction from the EDA on this matter.
City of Hugo
2004 City Goals
Approved by Council at its January 20, 2004 meeting
Priority Project Review Date Assigned
to
1. Downtown Transportation Planfrraffic Signal at 147 and TH61
2. Downtown Redevelopment & Design Standards
3. White Bear School Facility Planning & Collaboration
4. Economic Development Authority
5. New Public Works Building
Multiple City Parks Projects
➢ Ballfield Complex
6 ➢ Acquisition of Park Property— Development and
Redevelopment
➢ Oneka Ponds Park
➢ Identify Trail Connections
7. Update Master Parks Plan
8. Implement and Fund Pavement Management Program
9. Review Employee Salary Matrix
10. Stormwater Management Fee / LGU
2004
City of Hugo
CURRENT PROJECTS LIST
Number Project Assigned
to
1. Rural Preservation & Cluster Housing Ordinance
2. JD #2 Culverts & Restoration Project
3. Update City Code
4. Egg Lake Outlet Project
5 CSAH/14 & 1-35E Interchange
Tri-Cities Coalition Budget and Work Plan
6. City-wide Bus Tour for Council, Commissions and Staff
7. Housing for Senior Residents
8. Improvements to Elmcrest Avenue
9 Capital Improvements Program (CIP)
HFD Generator and Public Works Equipment
10. MCES Interceptor Project
11. Housing Diversification and Mix
12. Acquire Land for Industrial Park
13. Council Working Together as a Team
14. NPDES —Annual Report
15. Maintain Quality Staff
16. Stable Tax Base
City of Hugo
2003 City Goals
CURRENT PROJECTS LIST
January 16, 2003
Assigned
Priori to
Date Priority Description Completion/Finalize Initials
1-13 1 Downtown Redevelopment Staff directed by CC and PC JR
& Design Standards
1-13 2 CSAH 8\14 Realignment PMT Meeting on 1-16-2003 ME
ME
1-13 3 CIP Update 2001 work JR
RO
1-13 4 Rural Preservation & Two meetings held so far. JR
Cluster Housing Ordinance
1-13 5 LCMR Grant Application Steve Hobbs from RCWD ME
and JD #2 Restoration
1-13 6 Pavement Management Assess street selections for 2003 CIP DM
Project
1-13 7 L.G.U. MOU JR
1-13 8 New Public Works Site Public Works Facility Committee CP
2-19 C 165th Ditch Cleaning Award of Bid 1/21 DS
Oneka Lake Outlet Project PW
2-19 C JD #2 Culvert Design September 13. Advertise for bids. ME
2-20 A White Bear School Site Schedule winter meetings ME
JR
2-20 A City Council to work together On-going CC
as a team
2-19 C Traffic Signal TH61 & 1401h Spring 2003 DM
RO
C Stormwater Management Plan Forward to RCWS for approval—4 issues PW
B Acquisition of Park Property JR
and Redevelopment ME
B Update Master Parks Plan Determine Staff Assignments
C Victor Gardens On-going Development Review JR
C Update Home Occupations JR
Ordinance
P:\ INISHED BUSINESS\UNFINISHED BUSINESS AS OF 1-16-03.doc
t
2002 C CSAH 14 & I-35E Third Tri-City meeting held ME
Interchange
2002 C EDA ME
2002 C Housing for Senior Residents JR
2002 C Identify Trail Connections Parks
2002 C Right-of-Way Ordinance DS
DM
New C Northern MUSA Boundary Staff will work with Met Council JR
Line Adjustment
10-01 B Bald Eagle Industrial Park Final sale and development of parcel JR
12-01 C NPDES March 10 application All Staff
New C City Wide Disaster Plan Jim C
Emergency Preparedness Plan
New C Monitor Budget Six month review; June 2003 RO
P:\UNFINISHED BUSINESS\UNFINISHED BUSINESS AS OF 1-16-03.doc
AGENDA
COUNCIL/STAFF- TRACKING CITY ISSUES
TUESDAY, MAY 11, 2004—3:30 PM
HUGO CITY HALL CONFERENCE ROOM
3:30 PM 1. Welcome & Introductions—Mike Ericson
3:35 PM 2. Overview—Council Members Mike Granger & Chuck Haas
3:40 PM 3. 2004 City Goals—Mike Ericson
3:45 PM 4. Presentations by City Staff:
• Bldg Dept—Renee' Cunningham/John Benson
• Community Development—Michele Lindau
• Finance—Ron Otkin
• Public Works—Chris Petree
• Administration—Mary Ann Creager
• Administrator—Mike Ericson
4:10 PM 5. Recap of Issue
• Track& Prioritize
4:20 PM 6. Recommendation to Council @ May 17, 2004 Meeting
4:30 PM 7. Adjournment
�1lu %judr LVF,0/,3v: ished for my actions. r we entitled to unemployment generally is available to workers consulting and training
1996 1995%chng. What exactly is my obligation compensation? — Worried who lose their jobs through no company. You can call with
Revenue $1,710 $1,395 +22.6 to a company that fired me on About My Future fault of their own. Terminated questions or opinions on her
Net (2236) (2,909) the day of the Christmas party employees should contact the Star Tribune message Line at
Net/Shr (.09) (12) three years ago? — Working Sue Says: The federal Worker nearest state Department of Eco- 673-9042,fax titters to 540-
W7thout Pay Adjustment and Retraining Noti- nomic Security or Job Training 9475 or send e-mail to
6 Months I fication Act governs whether and office to apply for benefits. mzbizniz@aol.com.
Revenue $3,257 $2,540 +282 Sue Says: As far as I am con- how much advance notice a
Net (6,428) (6,059)
Net/Shr (27) (26) Remember to look at calendar as well as clock
Figures in thousands except for earnings
per share.Figures in parentheses are neg-
ative.
Most people think that time But I do know that the figure gencies arise daily. Denying
S ine-Tech Inc. management is defined by the Success secrets should not be 100 percent, nor them is foolish.Failing to sched-
P little rules we employ to stay should it be zero. In the former ule for them only makes you
Spine-Tech Inc., Minneapolis, organized — such as touch a Mark McCormack case, you're overmanaging. In look unresponsive to the people
makes spinal implants and in- piece of paper only once or al- the latter, you're not managing who have the emergency.
struments for treating degenera- ways call ahead to confirm an family and personal relation- at all.The right number is proba- > Fun time.
tive disc disease and other spinal appointment. In my view, that's ships.This should be everyone's bly closer to zero than 100 You also have to block out.
conditions. The company said time micromanagement (and No. 1 priority,but a lot of people percent. time for on-the-job activities that
that revenue for the quarter and certainly important). get it backwards.They block out I block out 20 to 30 percent of you do simply because you enjoy
year-to-date was affected by the But it's also important to ma- time for family and friends only my day for giving our people the them. This is what makes busi-
previously announced termina- cromanage your time, to step after their work is out of the way. kind of direction that will help ness fun. It's hard to imagim
tion of the exclusive international back and look at the areas where Actually,it should be the oth- our company. That's enough that people can get this wrong,
distribution agreement with you are spending big chunks of er way around: First fix a per- daily management so everyone but they do — by having too
Smith&Nephew Richards Inc. time every day. It's no good be- centage of time for family and knows I'm watching and no one much fun, by having none at all
ing a model of split-second effi- friends; then use the remaining feels neglected,but not so much or by having fun for thetwrofg
2nd Quarter,6/30: ciency if you're working on the time for everything else. that they think I'm crowding reasons.
- 1996 1995%chng. wrong things. A well-organized > Management time. them or don't trust them.
Revenue, $1,504 $1,707 41.9 person reviews the calendar as You have to spend a certain > Emergency time. — Mark McCormack is CEO of
Net (585) (94) well as the clock and focuses on amount of time managing the You have to allow time for International Management
Net/Shr (.06) (.01) the following four areas: people reporting to you.There's solving emergencies. In theory, Group, which represents a nurtl-
> Personal time. no ideal percentage for this. It this is tricky because you cant ber of high-profile athletes. His
6 Months The most important thing you depends on the job,the manager predict what's going to happen. column is distributed by King
Revenue ,$2,947 $3,267 _9,8 have to do is allow time for your and rhe managed. In reality, you know that emer- Features.
Net (940) (192)
Net/Shr (10) (A2) opsNet (1,598) (673) Home Federal Savings Bank. Per share. Income
=igures in thousands except for earnings Xtra* (219) 0 Noninterest 1,016 798 +27.3
)er share.Figures in parentheses are neg- Net (1,817) (673) 2nd Quarter,6/30: Income -
3tive. Net/Shr (.44) (Al) FSF Financial Corp. OpsNet 1,565 1,783 -122
1996 1995%chng. Xtra* 382
hi
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H
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Net Interest $3,995 $3,979 +.4 FSF FinanciaHutchinson,Technology 80 Inc. 6 Months Net 1,565 2,165 27.7
b' Income Minn.,is a savings and loan hold-
Technology 80 Inc.,Minneapolis, Revenue $248 $7 +3709 Noninterest 485 118 +310.6 ing company.
makes industrial product control OpsNet (2,803) (1,227) Income *Cumulative effect of change in accounting
products and channel products.. Xtra* (219) 0 for securities available for sale
Net 3rd natter,6 30: Figures in thousands except for earnings
p (3,022) (1,227) Net 1,533 1,405 +9.1 � /
3rd Quarter,5/31• Net/Shr (1.05) (.75)
Net/Shr .34 .27 +25.9 1996 1995%chng. per share.
*Early retirement of debt Net Interest $2,471 $2,313 +6.8
1996 1995%chng. Figures in thousands except for earnings 6 Months Income Dividends
tevenue $1,088 $968 +12.4 per share.Figures in parentheses are neg- Net Interest $7,910 $7,966 -.7 Noninterest 392 311 +26.0
let 164 168 -2.4ative. Income Income
let/Shr 10 10 +0.0 Noninterest 1,186 285 +3162 Net 684 531 +28.8 Nash Finch Co.— 18c,regular
HMN Financial Inc. Income Net/Shr 21 14 +50.0
! Months Net 3,120 2,769 +12.7 quarterly, payable 9-6-96 to
levenue $3,021 $2,585 +16.9 HMN Financial Inc., Spring Val Net/Shr .67 .52 +28.8 9 Months shareholders of record 8-23
let 411 412 -3 ley, is the holding company for Figures in thousands except for earnings Net Interest $6,988 $7,246 -3.6 96.
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85 SEVENTH PLACE EAST,SUITE 100
SAINT PAUL,MN 55101-2887
651.223.3000 FAX:651.223.3002
E-MAIL:advisors@springsted.com
JUL - 6 2004 SPRINGSTED
Advisors to the Public Sector
June 29, 2004
The Honorable Fran Miron, Mayor
Mr. Michael A. Ericson, City Administrator
Mr. Ronald J. Otkin, Finance Manager
City of Hugo, Minnesota
14669 Fitzgerald Avenue North
Hugo, MN 55038
Dear Mr. Miron, Mr. Ericson, and Mr. Otkin:
We appreciated working with you as your advisor on your recently completed improvement
bond issue. We trust the results of our involvement in the process and the ultimate project met
your objectives.
We deeply value our relationship with the City of Hugo, and we take great pride in serving our
clients. While we are confident the service you received met your expectations, we are always
looking for ways to improve. If you have any suggestions or comments, please contact either of
us to discuss your ideas.
If you would like information on the bond markets, interesting projects or additional Springsted
services, we invite you to view our website at www.springsted.com or please contact Paul
Steinman.
Once again, thank you for allowing us to assist you on this project. We look forward to working
with you in the near future.
Respectfully, �---__
David N. MacGillivray Paul T. Steinman
Chairman of the Board Vice President/Client Representative
(651) 223-3068 (651) 223-3066
dmacgillivray@springsted.com psteinman@springsted.com
CORPORATE OFFICE: SAINT PAUL,MN • Visit our website at www.springsted.com
IOWA + KANSAS • MINNESOTA • VIRGINIA - WASHINGTON,DC k WISCONSIN
Mike Ericson
From: Newsletter@DrZimmerman.com
Sent: Tuesday, December 28, 2004 12:13 AM
To: Mike Ericson
Subject: dr. alan zimmerman's tip on change for december 28, 2004
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Zimmerman Program Testimonial
Today's Tip talks about change. And you may wonder if my programs
really work, if they really bring about change. Well I've got thousands
of testimonials that say exactly that, but I thought you would enjoy
this one. It really tickled me.
Wilma Reed from the Redstone Arsenal wrote: "I want to thank you for
motivating me to return to college and obtain my degree at age 58. I
was fortunate enough to hear you speak at Wright Patterson Air Force
Base in Dayton, Ohio. I came back to Alabama determined to get my
degree after hearing you tell the story of the lady past eighty who
learned to drive an eighteen wheeler. I started going to school at
night and eventually graduated with honors. I will be eternally
grateful for your influence and motivation. Thanks for giving me the
courage to do something that means a lot to me. "
If you want to learn more about my programs, if you're interested in
having me speak at your upcoming meeting, give me a call at
952-492-3888. Or check out my programs at
http://www.drzimmerman.com/keynotespeaker/speakingprograms.htm
*************Tuesday's Tip by Dr. Zimmerman*********************
Issue: #237
December 28, 2004
Tip: The only person who likes change is the baby with a wet diaper.
Dr. Alan Zimmerman's Comment:
In 1987, Bruce Springsteen released the song, "One Step Up." He sang:
"We've given each other some hard lessons lately. But we ain't learnin!
We're the same, sad story, that's a fact. One step up and two steps
back. "
That's the way it is with change some of the time. You take a step
1
forward. You try to achieve a change goal -- lose some weight, improve
a relationship, or re-organize your company -- but find yourself two
steps backward. It happens.
So you end up feeling more discouraged and disappointed than before.
The risky mention of change becomes so scary and uncomfortable that you
may be tempted to resist all change. And that's unfortunate.
After all, all progress is the result of change, but all change is
challenging. As Arnold Bennett observed, "Any change, even a change for
the better is always accompanied by drawbacks and discomforts. " You
just can't let the fear of change stop you from moving forward.
As I've studied the phenomenon of change, as I've consulted with
organizations on their change processes, and as I've spoken on the topic
to countless audiences, I've learned there are five fears. And I've
learned if you can identify the fear and take a bit of action, you can
conquer the fear. So here they are.
=> 1. The Fear Of The Unknown
To some extent, the status quo is always comforting. Stripped of the
familiar routines, you are bound to feel lost and disoriented.
On the other hand, change champions realize that every worthwhile change
involves jumping into the unknown. And that's okay. They know that
learning to cope with the unknown builds their self-esteem, and they
know that if they let fear win, they couldn't possibly respect
themselves.
=> 2. The Fear Of Failure
The fear of failure causes some people to quit soon after they start the
change process. They give up at the first signs of difficulty, or they
whine, "It's too hard. " They have the irrational belief that they
should be good at something the first time they try it.
Change champions are different. They accept the fact that change
involves risk, and risk involves failure. But they also know that those
who risk get the most rewards. Change champions allow themselves the
freedom to try, to fail, to learn, to try again -- without beating
themselves up. Their goal is to try something new, instead of being
immediately successful at something new. They strive for progress
instead of perfection.
=> 3. The Fear Of Commitment
Some people, the non-achievers in particular, like to "keep their
options open. " They even use that terminology to justify or explain
their behavior. And it sounds so good. It sounds like they're being so
very flexible.
In reality, it's a fear of commitment that's stopping them from focusing
their energies on one person, career, or goal. It's the person, for
example, who just can't commit himself in a relationship. After all, he
says, "What if somebody better comes along?" And so that individual
never has a truly deep and meaningful relationship.
Or it's the person who never fully commits himself to a particular job
-- because "what if the company takes advantage of him?" And then he
wonders why he never moves up in the organization.
To those who are suffering from the fear of commitment, commitment
doesn't sound like much fun. After all, commitment forces a person to
2
+ � r
ask tough questions: "What do I really want? And what am I willing to
do to get it?" It might seem easier to avoid the questions and just
drift from one thing to another.
By contrast, change champions know that 99% of their success comes from
making commitments and developing loyalties to people, places, and
causes. They set big goals in motion and depend on a close, inner
circle of advisors to guide and encourage them as well as hold them
accountable. Successful people accept the feelings of vulnerability
that accompany commitment - in exchange for the contentment of success.
=> 4. The Fear Of Disapproval
We all want to be liked, and we all want to have an easy and pain-free
life. We all want to avoid conflict.
Unfortunately, if you attempt to make some change, somebody is not going
to like it. You're going to be criticized, put down, or attacked. And
if you have a huge need to be liked, your change efforts could be in
jeopardy. Your fear of disapproval could be so great that your change
efforts may never get started let along completed.
Change champions know that changing something, anything, will entice
critical remarks from others. Despite this, change champions don't let
the doom-and-gloom forecasts of others get in their way. They refuse to
please others at their own expense. If they know it's the right thing
to do, they move forward.
=> 5. The Fear Of Success
This may be the strangest of the five fears that get in the way of
change. After all, everyone wants to be successful, don't they?
Well, yes and no. A successful person draws attention to herself. And
a successful person expects more from herself as do others. That may
not feel comfortable.
Still others will be jealous of her success. They may even hope she
fails in the future. And so the person saddled with the fear of success
keeps herself from putting too much effort into her change initiatives.
Change champions focus on the positive. They look forward to the
excitement of being successful at home and on the job. And if other
people can't handle their success, they figure that's their problem.
They're going to enjoy what they earned.
Change is a part of life. Well-managed change brings growth and
learning while the fear of change brings stagnation. And fighting
change means predictable failure. So maybe it's time to get past the
five fears.
Action:
You're about to start another year. And every new success you have and
advancement you make in the new year will be the result of change.
You've got to be careful, however, so your change efforts are not
blocked by one of the five fears. Identify the fear that tends to be
your biggest block. Then list five things you can do to tame or
eliminate that fear.
3