HomeMy WebLinkAbout12-21-05 'Mt
-ARQEN HILLS
ECONOMIC DEVELOPMENT COMMISSION
WEDNESDAY, DECEMBER 21, 2005
7:30 a.m.
I. CALL MEETING TO ORDER
11. ROLL CALL
IIL APPROVAL OF MINUTES
IV. CITY UPDATES—Mayor Aplikowski and CD Director Karen Barton
• A. City Council Update
B. Planner recruitment update
C. TCAAP Update
V. MARKETING DISCUSSION—CD Director Karen Barton
A. Review of Draft Economic Development Plan RFP
VI. BUSINESS RETENTION AND OUTREACH— Chair Kunkel and Mayor Aplikowski
A. Proposal for sub-committee on Business Outreach and Retention
IV. ADJOURN AND SET NEXT MEETING DATE
City of Arden Hills
1245 West Highway 96•Arden Hills Minnesota 55112
Phone 651.634.5120•Fax 651.634.5137
www.ci.arden-hills.mn.us
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-A ENN HILLS
CITY OF ARDEN HILLS, MINNESOTA
ECONOMIC DEVELOPMENT COMMISSION
November 16, 2005 7:30 A.M.
CITY HALL COUNCIL CHAMBERS-- 1245 WEST HIGHWAY 96
Mayor Aplikowski called the meeting to order at 7:30 a.m.
Those in attendance: Ray McGraw, Chris Ashbach, Dale Beane, Ed Werner, Rob Davidson, Jim
Paulette, and Mayor Aplikowski. Staff. Community Development Director Karen Barton and
City Administrator Michele Wolfe
Minutes from the September meeting will be presented for approval at the next meeting.
Mayor Aplikowski introduced Karen Barton, the City's new Community Development Director.
Wolfe gave an update on the City Planner and Engineer recruitments. It is expected that we will
have the Planner on board in the next several weeks, and the Engineer shortly thereafter.
Wolfe gave a brief update on TCAAP, indicating that the appraisal was received late Monday,
and the Council has reviewed the appraisal in a closed session Monday evening. There will be
another closed session strategy meeting on the 21St, and Response Action Agreement
• negotiations on the 28th, followed by sale price negotiations on the 29tH
Mayor Aplikowski stated much of the negotiations would be focused on the wildlife corridor and
the Primer Tracer area. Both Wolfe and the Mayor indicated they are optimistic about the
upcoming negotiations. Although Wolfe is anticipating a continued"two-steps forward, one and
a half steps backward"progression throughout the remainder of the process. Mayor Aplikowski
suggested sending an update letter to the Guard as a"neighborly" gesture.
Marketing Discussion
Wolfe gave a brief background of the economic development plan and hiring of a facilitator to
develop. A draft RFP was distributed for review, along with a draft resolution. Wolfe indicated
that the RFP incorporated portions of the Milaca economic development plan, which the EDC
had previously stated a preference towards.
Wolfe had contacted the consultant who had prepared the Milaca plan to inquire about cost. The
consultant indicated it would cost the City of Arden Hills roughly$5,000 to $7,500 to develop a
similar plan.
Jim Paulette indicated that by developing a business plan, it would provide the City with a"map"
to get our economic development efforts started and focused.
. Rob Davidson supported the idea recognizing that we need a city-wide economic development
plan; not just a plan for TCAAP. There are other areas in the City, specifically the area on
Lexington,between 694/10 and County Road E, which needs attention.
Wolfe stressed the need for action today in order to request funds at the budget meeting on
December 5.
Barton read the resolution.
Rob suggested we specify a specific dollar amount in the resolution. General consensus was that
it should be $10,000. Wolfe also suggested changing verbiage in the resolution from"would"to
"may" include hiring a consultant.
Ray McGraw made a motion to accept the resolution with the above changes. Chris Ashbach
seconded. Motion carried unanimously.
Mayor Aplikowski suggested tabling the business outreach and retention discussion until next
meeting, as well as suggesting discussing appointing a vice-chair to the EDC at the next meeting.
The next meeting is scheduled for December 21 at 7:30 am at the City Hall.
Having no other business, the meeting was adjourned.
i
ARDEN HILLS ECONOMIC DEVELOPMENT COMMISSION
MEETING MINUTES
OCTOBER 26, 2005
Present: Mayor Beverly Aplikowski, Chair Bruce Kunkel,Nancy Kneeland, Rob
Davidson, Chris Ashbach, Ray McGraw, Jim Paulet
Absent: Dale Beane, Ed Werner
Also Present: City Administrator Michelle Wolfe
Chair Kunkel called the meeting to order at 7:33 a.m. There was discussion about
meeting minutes from August. They were reviewed (read aloud) and approved(motion
to approve McGraw, second Ashbach.
Mayor Aplikowski and Administrator Wolfe provided City Updates. Wolfe provided an
update regarding the recruitment status of various City positions. The Mayor updated the
group regarding the 135W Corridor Coalition, eminent domain discussions happening at
the League of Minnesota Cities, and the storm clean-up efforts. Wolfe provided an
update regarding TCAAP. She indicated that the appraisal is underway, that the Army
appears to be working on the FOSET document, and there will be a meeting regarding the
Response Action Agreement in late November.
The next discussion focused on marketing. Wolfe provided an overview of sample
marketing materials from the City of Cottage Grove. Mayor Aplikowski shared a
brochure from the City of Golden Valley. The also noted a survey that was done by the
city of Arden Hills many years ago.
Kneeland suggested that we should let residents know what businesses are here. Ashbach
suggested something on-line,perhaps partnering with the Chamber on the effort.
Davidson asked, what are we marketing? Are we marketing TCAAP, development in
general, or something else? He also noted potential for redevelopment, such as the
Lexington/694 area or County Road E. Kunkel stated that a SWOT analysis could help
us identify answers to those questions. Davidson agreed, stating that once you have the
SWOT analysis, and understand its results, then you can start to figure out what you want
as a community.
Mayor Aplikowski noted that there are 25,000 workers in Arden Hills, but only 9652
residents.
Ashbach asked, who decides the ultimate vision for the City? Davidson suggested that
the market helps define it, but the Council sets the vision. Mayor Aplikowski added that
she wants to bring all the committees together for a discussion about vision.
Kunkel said he believes SWOT analysis is the first step. He asked who else besides the
EDC should be part of the SWOT analysis process. Mayor Aplikowski stated she
thought all the committees should be included. She further noted that on November 9, an
all-committee meeting will be held. She also suggested we could perhaps branch into the
business community. She stated perhaps we should start internally, taking a look at
ourself as a city.
It was noted that it would be best to have a facilitator for the process. Mayor Aplikowski
noted that in the past, there had been discussion about a revolving loan fund. That might
be a topic for future discussion. Kunkel asked the group if they think a SWOT analysis
seems like a good idea, and if so,what should the next step be?
Kneeland stated that she thinks it is a good idea, and that we should take a regional
approach to the analysis. Wolfe suggested that it might be helpful to the process to be
informed by neighboring communities about what is happening in their communities.
McGraw stated that perhaps we should talk to DSU for input. He suggested that they
probably already looked at the surrounding communities as they worked on planning
efforts for TCAAP.
Mayor Aplikowski suggested we could perhaps get all the communities together on one
night. Ashbach said he thought it would be good information, but we need to first figure
out what we need and want as a City.
• Paulet referenced the sample economic development plans that were shared with the
commission members. He stated that he likes the Milaca model. He suggested that we
could benefit from a process similar to the one they used. He further suggested that we
consider hiring a consultant to help us better understand who we are and where we want
to go. He made a motion to hire a facilitator to help us prepare an economic development
plan, which would include a SWOT analysis. Kelly seconded the motion.
There was discussion about the need for funding such a project. Hiring a facilitator could
cost several thousand dollars.
Kneeland suggested an amendment to the earlier motion, that the City appoint a
facilitator, but that it could be a volunteer, staff member, or hired consultant, which
would be for staff and Ctiy Coucnil to decide. Paulet agreed to amend his motion.
The motion carried unanimously.
The next meeting date was set for November 16. The December meeting will be
December 21. All meetings will begin at 7:30 a.m.
committees, and task forces, and City staff. In addition the consultant will
gather other data and information relevant to production of said document.
The final plan should contain sections including but not limit=d tq: i.t - k
• Community Assessment and Local Leadership �a- i�a �"�S�,�,tij 19 +►.
o A self-assessment of the community's characteristics and the
commitment of local leadership (probably using a survey tool of
some kind) — tf1C� h71-$�r\j�Y
o Perception of local issues '
o Strengths, weaknesses, opportunities and threats (and related
data)
• Competition Analysis
o Assessment of other communities vying for the same resources
o Critical market information
o Competitor's Matrix
• Economic Development Organization Assessment
o Ability of City organizations to take on recommendations as
outlined in the plan
• Marketing Plan
o Key message(s)
o Marketing Tools
o Marketing Strategy
• ■ General City
■ TCAAP
• Goals and Strategies
We are purposely leaving detail out of these four phases of this RFP in order to
encourage consultant creativity in gathering information and identifying solutions
to these needs. We encourage detailed methodology for each step and a best
estimate of the time consumed to provide each phase.
Proposal Format and Content
Qualifying proposals must address all of the following points, in the
following order:
1) Cover/Transmittal Letter. This letter must be signed by a member of
the firm with the authority to commit to a contract on behalf of the firm
offering the proposal. Please acknowledge the receipt of any addenda
received, if applicable.
2) Name, address and phone number of the firm proposed for this
contract.
Page 3 of 10
EN HILLS
For an
Economic Development Strategy
To be owned and implemented by
the
City of Arden Hills
1245 West Highway 96
Arden Hills, MN 55112
PROPOSALS MUST BE RETURNED BY: 12:00 PM
FRIDAY, XXXXXXXX, XX, 2006
•
l
i
Request for Proposals
Economic Development Strategy
Introduction
The City of Arden Hills is seeking a qualified consultant to accomplish the
development a five year economic development strategy for our
community. Historically, the City has not benefited from a coordinated
economic development strategy. It is our intention to take our economic
development efforts to the "next level" by having a strategy completed for
our community.
Background
The City of Arden Hills lies approximately 8 miles north of the downtown
areas of St. Paul and Minneapolis, Minnesota. It is situated in Ramsey
County and covers 9.4 square miles with an estimated population of 9,692
persons. The City serves as home to many large corporations, numerous
small to medium size businesses, and two (2) private colleges. Detailed
information about the community can be obtained from our web page:
http://www.ci.arden-hills.mn.us
Budget
The City has allocated funds in the amount of$XX,000 for this effort. It is
our intention to select the consultant that will optimize the value of this
expenditure for our community. The City of Arden Hills will not exceed
this budget so it is important that all consultants understand that cost
overruns not approved in writing by the project manager will be the
responsibility of the service provider.
Scope of Work
The exact scope of services required by the City of Arden Hills will be
finalized into a written document to be approved by the consultant and the
City prior to the commencement of work. In exposing its budget for this
effort above the City accepts that all proposers will come in close to the
budgeted amount. Our choice of the preferred vendor will be made, in
part, on the one who provides the City with the greatest value for that
expenditure. Having said that however, there are some essential
components the City is seeking in their plan which includes:
The final desired product is a comprehensive Economic Development
Plan. It is expected that the consultant will solicit input from a variety of .
stakeholders including the Mayor and City Council, City commissions,
Page 2 of 10
'j
• committees, and task forces, and City staff. In addition the consultant will
gather other data and information relevant to production of said document.
The final plan should contain sections including but not limited to:
• Community Assessment and Local Leadership
o A self-assessment of the community's characteristics and the
commitment of local leadership (probably using a survey tool of
some kind)
o Perception of local issues
o Strengths, weaknesses, opportunities and threats (and related
data)
• Competition Analysis
o Assessment of other communities vying for the same resources
o Critical market information
o Competitor's Matrix
• Economic Development Organization Assessment
o Ability of City organizations to take on recommendations as
outlined in the plan
• Marketing Plan
o Key message(s)
o Marketing Tools
o Marketing Strategy
General City
■ TCAAP
• Goals and Strategies
We are purposely leaving detail out of these four phases of this RFP in order to
encourage consultant creativity in gathering information and identifying solutions
to these needs. We encourage detailed methodology for each step and a best
estimate of the time consumed to provide each phase.
Proposal Format and Content
Qualifying proposals must address all of the following points, in the
following order:
1) Cover/Transmittal Letter. This letter must be signed by a member of
the firm with the authority to commit to a contract on behalf of the firm
offering the proposal. Please acknowledge the receipt of any addenda
received, if applicable.
2) Name, address and phone number of the firm proposed for this
contract.
Page 3 of 10
3) The name and title of the person authorized to execute the prime .
contract on behalf of the firm.
4) Scope of Work. Describe the work plan that you intend to use to
complete the tasks listed in the Scope of Work. Note any changes or
additions to the work descriptions above that may be overlooked or which
help clarify the work tasks.
5) Responsible Personnel. List the principal-in-charge, and others who
will be directly involved with the projects. Provide a concise statement of
qualifications and experience of each person who may be committed to
the projects.
6) Related Experience. Include:
a. All projects in progress or completed in the last five years
that are comparable to these projects.
b. References with names addresses and phone numbers (at
least three are required).
G. For the referenced project(s) in 6(b) above indicate your bid
amount, the number of change orders, total dollar amount of 49
change orders, and the final cost of the project(s).
Consultant Fees
Provide your cost for the project as a single price "not to exceed."
Provide a listing of consultant fees. Break down the fee into labor,
subcontractor fees, if any, and expenses. Fees shall include all tax, mark-
ups, overhead, and profit. The cost estimate should be broken out into the
time estimates and costs for each task identified in the scope of work.
Proposal Submittals
Pages in the proposal shall be typed and single sided with the maximum
number of pages of proposal information (excepting cover sheet, index
sheet, blank pages, and table of contents) to be limited to twenty pages.
Only the specifically requested information shall be submitted. If a
consultant recognizes a more efficient method of accomplishing a specific
task or item, the consultant's fees shall reflect the City's requested work
and the cost increase/savings for the more efficient method shall be noted
separately. .
Page 4 of 10
The consultant shall submit an original unbound and bound copies
of the proposal in a sealed envelope or box clearly marked with the
consultant's name and labeled:
Proposal for an Economic Development Strategy
The proposals shall be delivered to the office of Community Development
at the following address not later than 12:00 pm on f 1 00 WOUM
G a 2006.
Karen Barton
Community Development Director
City of Arden Hills
1245 West Highway 96
Arden Hills, MN 55112
T: 651.634.5126
F: 651.634.5137
E: karen.barton(o)-ci.arden-hills.mn.us
Late proposals will not be accepted.
Potential applicants are requested to make no personal contact with any
member of City of Arden Hills Council during the RFP process. Any
questions are to be directed to Karen Barton at the point of contact above.
Evaluation and Selection
The City of Arden Hills will review the proposals and intends to select
three (3)finalists for further consideration. Arden Hills may or may not
require the finalists to participate in an oral interview prior to final
selection. This determination will be made after the review of the
proposals submitted by the consultants.
After a consulting team is selected, Arden Hills expects to negotiate the
details of work to be performed based upon the proposal and Arden Hill's
needs and appropriate pricing of selected tasks. If negotiations fail for any
reason, including price, Arden Hills may choose to negotiate with others to
obtain an appropriate contract for needed services.
Firms will be evaluated on the following criteria:
1. Quality and appropriateness of proposed project team and experience
and the ability of the team to deliver a successful project based on
direct prior experience with redevelopment including mixed-use
housing, commercial, industrial, and residential uses.
Page 5 of 10
R
2. Demonstrated project understanding and project approach.
3. The experience of the prime firm, length of time in business and other
matters relating to relevant experience.
4. Appropriateness and experience of project manager and demonstrated
ability to successfully manage and deliver a successful project.
5. Experience of the individuals assigned to this account.
6. Creativity in meeting the goals of each phase.
7. References either submitted with the proposal or known to Arden Hills.
8. Overall quality of proposal, responsiveness and compliance with RFP
requirements.
9. Innovative offerings and services and other related matters.
10.Location and availability of personnel involved in the project.
11.Anticipated delivery time line.
12.Other information as appropriate.
In addition to the specific factors addressed in the Request for Proposal, the
interviews are intended to provide the City with information regarding other
factors about the firm important to their decision. These factors include, but are
not limited to, its ability to communicate effectively with the City, staff, and others
who will be involved in the project; its ability to work creatively and cooperatively
with the City, staff, and others who will be involved in the project; and its
proposed methods for furnishing the required services to ensure that the project
is completed on time, on or under budget, and to the City of Arden Hill's
satisfaction.
Arden Hills shall award a contract to the firm which presents the proposal that, in
the judgment of Arden Hills, best accomplishes the desired result. Arden Hills is
not obligated to accept any of the proposals submitted or to enter into an
agreement with any of the proposers.
Schedule of Activities
The following schedule has been established for the selection of a consultant:
Page 6 of 10
RM"° k
Contact Person
Consultants are encouraged to attend the pre-bid conference call to have
any questions answered before preparing a proposal for consideration.
The contact information for the pre-bid conference call will be distributed
to those who submit a Notice's of Intent to Bid (see final page of this RFP)
that are received by Arden Hills on or before XXXXXXX XX, 2006. Only
those firms submitting the NOIB will be notified.
It is anticipated that the vast majority of consultant questions will be
answered at this meeting however additional questions can be submitted
via email at any time to Karen Barton up to Friday, XXXXXXX XX, 2006.
These questions will be answered and distributed anonymously to all
bidders attending the pre-bid conference call on XXXXXXX XX, 2006.
Important Matters
City's Rights and Options
This RFP constitutes only an invitation to make a proposal to the City of
Arden Hills. The City reserves, holds and may, in its sole discretion,
exercise the following rights and options with respect to this RFP:
1) To discontinue the RFP process at any time.
2) To reject any or all proposals.
3) To interview any or all Proposers.
4)To conduct investigations with respect to the qualifications of each
Proposer.
5) To supplement, amend, or otherwise modify this RFP.
6)To issue additional subsequent solicitations for proposals.
7) To negotiate with the Proposers for amendments or other modifications
to their proposals.
8) to select and enter into contract(s) with those Proposers whose
proposal best satisfies the interests of the City and are most responsive to
this RFP, and not necessarily on the basis of price alone or any other
single factor.
Page 7 of 10
9) to enter into agreements for only portions (or not to enter into
agreements for any) of the services contemplated by this RFP.
10)the Proposer may not rely upon oral responses or representations
made by the City; the Proposer may rely upon only written responses or
representations made by the County and provided to all recipients of the
RFP. Any modification to the RFP shall be made by the City in writing and
delivered to each recipient of the RFP.
11) the City has diligently prepared this RFP and has presented all known,
pertinent data as accurately and completely as possible. The City does not
warrant or guarantee the completeness or accuracy of this information,
nor will the discovery of an error or omission therein give rise to any
obligation by the City to later alter the contract.
12) that any and all counter-proposals, negotiations or any
communications received by a Proposer, its officers, employees or agents
from the City, its elected officials, officers, employees or agents, shall not
be binding against the City of Arden Hills, its elected officials, officers,
employees or agents unless and until a formal written agreement for the
services sought by this RFP is duly executed by both parties and subject
to the necessary approvals.
13) to exercise its discretion and apply its judgment with respect to any
aspect of this RFP, the evaluation of proposals, and the negotiation and
award of any contract.
Confidentialit
1) Confidentiality of RFP and RFP Process: The Proposer should regard
the contents of the RFP and the City's process of evaluating outsourcing
opportunities as a strictly confidential business matter. The Proposer must
recognize and acknowledge that the City expects the Proposer to treat the
materials and data provided by the City as confidential. Under applicable
laws and regulations, the City may be required publicly to disclose such
materials and data; however, in order for the City effectively to monitor
and control such disclosures, the Proposer shall not disclose any
materials or data provided by the City to any third party other than as
required to prepare the Proposer's proposal. In the same interest of
mutual respect and confidentiality, the City will not disclose the contents of
any proposal during the negotiating process. The winning proposal will
be kept in the project file and all other proposals will be destroyed upon
announcement of a winning bid.
Miscellaneous
1) Reimbursements. There is no expressed or implied obligation for the
City of Arden Hills to reimburse responding firms for any expenses
incurred in preparing proposals in response to this Request for Proposal,
and the City will not reimburse responding firms for these expenses, nor
will they pay any subsequent costs associated with the provision of any
Page 8 of 10
i
additional information or presentation, or to procure a contract for these
services.
2) Offerors should be aware that the RFP and the contents of the
successful proposal will become a part of any subsequent contractual
document that may arise from this RFP. In case of discrepancy between
the RFP and the Offeror's proposal, the RFP will rule.
3) The City of Arden Hills will not accept any contract terms that require
prepayment for services, supplies or equipment in excess of 15% of the
contract award.
4) No oral statement of any person shall modify or otherwise change, or
affect the terms, conditions, or specifications stated in the resulting
contract. All Change Orders to the contract will be made in writing by the
Community Development Director for the City of Arden Hills.
5) Should there be a change in ownership or management, the Contract
shall be cancelled unless a mutual agreement is reached with the new
owner or manager to continue the contract with its present provisions and
prices. This Contract is nontransferable by either party.
6) All invoicing shall be submitted to the City of Arden Hills to the attention
of the Director of Community Development. Upon approval by the director,
they will be forwarded for payment by the City. If invoices are subject to
cash discount, discount period is to be taken from the date of completion
of order or date of receipt of invoice, whichever occurs last regardless of
whether or not correct discount terms appear on invoice. All invoices are
to be paid in full within 30 days after satisfactory delivery of services and
billing.
7) Proposers are advised that all contracts are subject to all legal
requirements provided in the City Ordinances, State, and Federal
Statutes.
8) The City of Arden Hills operates and is funded on a fiscal year basis;
accordingly, the City reserves the right to terminate, without liability, any
contract for which funding is not available.
9) In the event of a needed change in the published RFP documents, it is
understood that all the foregoing terms and conditions and all performance
requirements will apply to any published addendum.
\\Metro-inet.us\ardenhills\Planning\Community Development\EDC\Economic Development RFP.doc
•
Page 9 of 10
Notice of Intent to Bid
Please fax to 651.634.5137
TO: Karen Barton, Community Development Director
FR: Firm:
Contact Name:
Phone:
Email:
DATE:
(Due by 5:00 p.m. ;.,.. .` , 4
k q9 rc;
Please be informed that the above mentioned firm intends to submit a
proposal for the Economic Development and wishes to be notified of the pre-bid
meeting scheduled fors_._.
Signature:
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i North Branch Marketing Plan Outline
Two areas of focus for the marketing plan will be the remaining acreage in the North
Branch Industrial Park and the new development of the business park area of the ESSBY
neighborhood. The consulting team recognizes the Industrial Park as the current hub of
economic activity for North Branch. ESSBY is the focal point for future business
activity and represents a significant development in the community and the region. Due
to this conclusion, the majority of the marketing plan will discuss strategies for the
ESSBY business park and the largest allocation of financial resources will be spent in this
area.
North Branch Industrial Park
Critical Market Information
The expansion of the North Branch Industrial Park (NBIP) is limited due to geographic
and zoning constraints. Essentially, the city has an inventory of 16buildable acres in the
Park and is focusing future business development in the ESSBY area. The NBIP is
geared toward smaller users seeking a site between 1 and 9 acres. Typically, these
businesses have fewer employees, have been in business less than five years, and require
outside storage.
• The site is in a JOBZ zone and has the infrastructure in place. There has been discussion
among city, county and state officials to allow re-designation of the JOBZ to the ESSBY
area. The opportunity to place a large manufacturing facility in the NBIP has been
diminished with the current land supply and configuration. The JOBZ resource would
better serve the community in the ESSBY area.
Active marketing of the NBIP would diffuse city staff and financial resources. The best
strategy is to "be prepared to react." City should maintain a fact sheet on the sites
available with in the NBIP, update the MNPRO system, and design a page within the
City's web site, all of which can quickly distribute information.
ESSBY Development Area
Critical Market Information
National trends indicate the primary concerns for businesses considering relocation are
the availability of a skilled workforce,proximity to educational and training programs,
local costs and the availability of utilities. These same items coincided with the EDA
evaluation of community assets, with the exception of proximity to educational programs.
To establish partnership with higher learning institutions is a key item in the EDA's
Work Plan for 2005.
• Informal interviews with real estate brokers with interests in Metropolitan Area were
conducted. The results of the survey indicated that users contemplating expansion into
metro fringe communities prefer spaces averaging 30,000 to 100,000 square feet. The
North Branch Marketing Plan Page 1
project team recommends that North Branch concentrate its marketing efforts on
attracting mid sized industrial businesses seeking to construct 30,000 to 60,000 square
feet. We believe these types of business would allow the City to:
/ Maximize the ESSBY land resource by working with established and growing
companies.
► create a steady stream of work for builders and local construction workers;
/ allow for consistent utilization of specialized training programs at Pine Technical
College resulting in a satellite facility in the city; and
► create a high rate of new business infusion that would enhance the sense of economic
health in the community, thereby aiding in attracting additional new business in the
future.
Industries targeted for attraction would fall into one of the categories below:
1. NAICS codes similar to the existing industrial employment base in Chisago
County
2. NAICS codes similar to the industry and occupation of North Branch and Chisago
County Residents
3. NAILS codes of growth industries in Minnesota
• In addition, the targeted business will reside in Anoka, Ramsey or Washington Counties..
These companies are familiar with the area and receipt a portion of their revenues from
local businesses. There may be a direct benefit to having a regional facility to service
multiple customers.
Marketing Message
The materials created and distributed to potential users will focus of four critical areas:
• Availability of a skilled Labor Force
• Location
• Favorable Local Cost: Available land with utilities
• JOBZ
These four assets were identified by the EDA through planning process. Additionally,
available skilled work force, local costs, and availability of utilities are the primary
concerns for business relocation according to national trends.
JOBZ presents a unique opportunity for North Branch. It is one of the few communities
within thirty minutes of the Twin Cities that can offer this incentive to qualified
businesses. And the ESSBY location is superior to business park location of neighboring
cities. A listing of competitors is attached as Exhibit A.
• Building upon North Branch's experience as the first JOBZ zone in the State,provides a
significant strategic and competitive advantage.
North Branch Marketing Plan Page 2
It is important to define the new neighborhood created. The acronym ESSBY needs to be
replaced with the development's permanent name as soon as possible.
Marketing Tools
The project team proposes using the following mediums for communicating the
marketing message to potential users. Depending on the targeted audience, the marketing
tools will be used in combination.
1. Power Point Presentation: Develop a portable presentation of 20-30
slides that can be used to provide business location information to
prospects at on site visits. The presentation can also be transferred to a
CD Rom or e-mailed to potential users.
2. Web Site Update: Develop the economic development component of
the City's web site to showcase the ESSBY Development area, available
buildings and sites, labor information and other critical business location
factors. The web site will have a request for additional information
section. This allows the city to further qualify a prospect.
3. E-mail Fact Sheets: Information sheets that can be quickly e-mailed to
prospect and provide more detailed information than the Web Site. The
pages would be simplistic in design and not incorporate the graphical
• content of the Web Site. We are proposing development of the
following fact sheets:
• North Branch Industrial Park Information: parcel sizes, cost per
square foot, zoning, contact information
• ESSBY Information
• Other available building and sites
• Financial Programs
• Labor Force
• General Community Information: recreation, demographics,
housing, etc
4. Press Releases: A cost effective method of highlighting economic
successes for North Branch. A well written release will turn into a
feature article in the publication. The Minnesota Real estate Journal,
City Business and other Twin Cities real estate publication will publish
press releases in a designated section. The release help establish an
image for North Branch as a progressive community with a high level of
economic development activity.
5. Advertising: Promotes business location opportunities in North Branch
in the Twin Cities Market. An established advertising campaign
elevates awareness in the business community and real estate markets of
• the North Branch product. A large audience can be reach at a reasonable
price.
North Branch Marketing Plan Page 3
�I
6. Direct mail: For a smaller targeted audience a postcard direct mail
campaign keeps North Branch front and center. While advertising
increases visibility, direct mail creates recognition.
Marketing Strategy: Business Attraction
The goal is to attract industrial users of 30,000 to 100,000 square feet to locate their
operations in the ESSBY Development Area. The marketing activities focus two
audiences are targeted. The first is the business community. As previously discussed
businesses would fall into specifically identified NAICS categories. Both traditional
manufacturing and knowledge industries will be targeted. Mailings will be sent to
companies located in metropolitan counties exhibiting high concentration of a specific
targeted industry.
NAICS Industry Sector Cluster Found
321 Wood Product Manufacturing Manufacturing Chisago Co./MN
323 Printing &Related Manufacturing MN
326 Plastics &Rubber Products Manufacturing Chisago Co./MN
• 332 Fabricated Metals Products Manufacturing Chisago Co./MN
3327 Machine Shops &Threaded Manufacturing Chisago County
333 Machinery Manufacturing Manufacturing Chisago County
334 Comp. &Electronic Production Manufacturing MN
337 Furniture &Related Manufacturing Chisago Co./MN
517 Telecommunications Knowledge Chisago County
5415 Computer Design &Related Knowledge Chisago County
5413 Architectural &Engineering Knowledge Chisago County
Source: US Census Bureau
The second targeted audience is the Twin Cities real estate community, including local
North Branch real estate professionals. In the metropolitan area, companies frequently
use a broker or developer to assist them in the site search process. By educating the real
estate professional,North Branch increases the likelihood of being considered by their
clients looking for a metro fringe location. One strategy is to display at events brokers
attend. An example would be continuing education classes through St. Thomas related to
development issues. Another would be to display at the annual awards/conferences of the
National Association of Industrial and Office Parks and the Organization of Commercial
Realtors. By displaying at an event,North Branch can reach a greater mass of its target
than trying to entice the brokers to travel to North Branch.
•
North Branch Marketing Plan Page 4
As the initial "news item,"North Branch could focus on:
• the selection of the Master Developer for ESSBY
• 2004 Business Expansions and Relocations
• JOBZ benefits
Strateey for Business Community
1. Targeted Audience Number 1
• Potential users (businesses)
2. Information Source
• Mailing list generated by NAICS code for specific zip coded
• Vendor or Supplier names provided by existing local
businesses
3. Budget
Marketing ,q
Press Releases announcing new business expansions As needed one
Post Card Mailing(production,printing, postage) 4 times/yr $2200
TOTAL $2200
4. Timeline for Implementation
• Immediately begin with advertisement recognizing the ESSBY
project's opening next Spring with infrastructure.
• Follow each grant award and business expansion with a press
release and advertisement.
Strategy for Twin Cities Real Estate Market
1. Targeted Audience Number 2
• Twin Cities Real Estate Professionals
2. Information Source
• Real Estate Professional Target List
3. Budget
•
North Branch Marketing Plan Page 5
Marketing Activity Frequency Cost
Press Releases on Business Expansions As needed None
Congratulatory advertisements in regional As needed $3300
papers including the MN Real Estate 6 times max
Journal, the Business Journal and others
Feature Articles (i.e. Results of Market As Needed None
Research Process, Grant Awards, Industrial
Park Expansion)
Direct mail Piece (production&printing— 4 times/yr $200 postage
cost included above)
Display at key broker events I Twice annually $1500
TOTAL $5,000
4. Timeline for Implementation
• Immediate contact with the Minnesota Real Estate Journal
on the outcome of the ESSBY Master Developer search
• Begin design of postcards immediately
Overall Marketing Plan Budget
Through the Marketing Plan budgets have been developed for each core activity. For
ease of reference a master budget has been developed and contained in this section. This
is the budget for the first year of the program, future years will not have as significant
production costs, since updates to existing media cost less than new development.
Marketing Strategy Implementation Cost'
Target: Business Community $2,200
Target: real Estate Community $5,000
Sub-Total $7,200
lYlarketn Vols Delo` ment' .:
Power Point Presentation $ 750
Web Site Update $4,000
Fact Sheets $2,500
Press Releases $1,500
TOTAL $15,950
Final Considerations and Recommendations
A marketing plan is a fluid document that changes with the over the course of time to
• reflect the economic development conditions within a community. It is important to note
that the primary outcome of implementing a plan is to alter a community's image. An
effective marketing plan will highlight a community's assets and promote business
North Branch Marketing Plan Page 6
development opportunities. By focusing the marketing plan on successes and innovations
the message is conveyed to the business and real estate communities that North Branch is
a progressive, entrepreneurial community
To effectively develop an image takes time and commitment. A concerted effort for a
period of one year will not reach this goal. However,by continuing the same or similar
marketing activities for many years does make an impact. We recommend that North
Branch not consider the above marketing plan as a one time fix,but a template for future
business development activities. Additionally, North Branch has the opportunity to
partner with Chisago County and the State of Minnesota in their marketing. These
opportunities may provide economy of scale that may not be available to North Branch
alone.
To reach the prospects is only one component of marketing. Another is customer service
through timeliness, follow through, and current professional materials. The process
needs to be consistent from project to project. This helps staff, appointed and elected
officials in evaluating and comparing projects. It also eliminates any perception of
unequal treatment.
The development of the power point presentation, web site and fact sheets enhance the
level of professionalism used to address business inquiries and concerns. To assist with
the timeliness of response to business inquiries a checklist has been developed for staff
use. The checklist will maintain a record of when the inquiry was made, pertinent
contact information,project scope, and what information was distributed and when.
Additional outcome measures will need to be developed to evaluate the effectiveness of
the Marketing Program. These measures can include the number of contacts made,
information requests filled, site tours conducts, and business relocations and expansions.
By utilizing the checklist and marketing tools to respond to the inquiries generated by the
marketing plan, North Branch will be able to maintain and grow a healthy economic
system.
North Branch Marketing Plan Page 7
EXHIBIT A
North Branch Competitors Matrix
263 Acres 2 to 38 $1.00 to $2.00 17 JOBZ No
(25 sites) Acres Sites; TIF
t 70 Acres 1 to 28 Not Listed; TIF: No
` (single site) Acres City Owned Abatement;
IDB
143 Acres 2 to 10 $3.25 to $4.50 TIF (2 sites) Yes- 1443
` (3 sites) Acres Acres (C&I)
115 Acres Varies $2.30 None 100 zoned
kms, zbut not
served
6 acres 2 acre $2.60 No No
n e 8.5 Acres 2.5 to 3 $3.80 RLF No
(septic) Acres
69 Acres 3 to 30 $0.34 TIF; Possibly
f Acres Technology south of
�
„ , Zone Airport Park
- w z 17 Acres 5 to 25 Older park (5 TIF; RLF; No
l Acres acres ;Rural ED
remaining) Microloan
$2000 per acre
New 25 Acre
Park: $0.70
, ax't 16 acres 1 to 6 $1.10 with TIF, RFL No-ESSBY
acres infrastructure JOBZ, Co.
IBEP, USDA
200 3 to 200 $1.25 with TIF, RLF, No
a infrastructure Co. BEP,
8...W USDA
North Branch Marketing Plan Page 8
City of Milaca
Economic Development Plan
February 2004
y„
J
Prepared by Barsness Consulting Services, Inc.
• I
The Economic Development Commission(EDC) assists with the economic development
program for the city of Milaca. Past practices have been to accommodate requests for
information, but not to actively promote and market the community. In recent months
physical and economic changes have surfaced resulting in the need to plan for future
growth.
Within four(4) years, Milaca will add 140 single family homes. This increase in
population has far reaching impacts on the local school district, city services and budgets,
and community cohesion. Strategies will need to be implemented to maintain the
characteristics that make Milaca an attractive location: the rural atmosphere, quality
schools and government, and an openness to embrace growth and change.
Additionally, Milaca's designation as a Job Opportunity Building Zone (JOBZ) sub-zone
expands its ability to attract new industry. Given the limits associated with the program
both in terms of time duration(12 years maximum) and the amount of land that can be
designated, the city must put this tool to the highest and best use.
With these factors surfacing, the EDC embarked on developing an economic
development marketing plan. Over a series of four(4) meetings, the EDC completed the
following activities.
1. A community self-assessment using a Strengths, Weaknesses,
Opportunities, and Treats (SWOT) Analysis.
2. Completed a survey of local leadership.
3. Reviewed data gathered on other communities considered to be
competitors in the region.
4. An organizational self-assessment.
5. Brainstormed strategies to capture the greatest share of financial resources,
business expansions and residential growth.
Together these activities formed the framework for the Milaca economic development
plan.
I. COMMUNITY ASSESSMENT AND LOCAL LEADERSHIP
"In order to determine where you want to be you need to figure out where you are."
This statement is the premise for completing a self—assessment of the community's
characteristics and the commitment of local leadership. Each member of the EDC was
asked to complete a questionnaire on their perceptions of local issues and the leadership's
ability to manage the issues and support change. The Local Leadership Survey(See
Exhibit A) identified key attributes of Milaca that can be divided into two categories:
geographic and value-based.
Location of the community between the Twin Cities, St. Cloud, and the Brainerd Lakes
Region provides multiple markets to draw both businesses and residents. Adding to the
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•
geographic benefit is the transportation system. Serviced by Highways 169 and 23,
Milaca is easily accessible and has ease of access to three regional centers.
The other attributes are value based. EDC members identified rural character, family
values, quality schools and effective local government as the most important. In order to
preserve these attributes,members emphasized a need to manage and control growth. It
was also perceived that Milaca experienced difficulty in attracting employment
opportunities and higher quality jobs. The professed reason for this was an inequity in
the tax rate between Mille Lacs and Sherburne Counties. However, the group felt that a
change in the tax situation was unlikely, and the focus needs to be on formulating a plan
to identify and market the community's strengths.
Overall, the EDA felt that it is important for local leadership to support a plan and set
community priorities that are realistic and achievable. Confidence in local leaders,
including school and local government officials,business leaders and community
organization leaders is high. The leadership is receptive to change for the overall benefit
of the city. The EDC is confident that cooperation between the various organizations is
achievable through continued and improved communications and the pooling of
informational and financial resources.
Strength,Weaknesses, Opportunities and Threats (SWOT) Analysis
To define the community's competitive advantage and growth opportunities, an
evaluation of its core characteristics was completed. EDC members examined 46
different factors and determined if the factor was, in their opinion, a community strength,
weakness, opportunity or threat. (see Exhibit B) for list of factors.
Initially, the Strengths were identified as:
• High level of air quality
• Adequate local clinics and health care professionals for basic health care
• Adequate major highways
• Availability of potable (drinking quality)water
It was recognized that the majority of cities can also claim high air quality, good
healthcare and clean drinking water. However,the city's location on two major
Highways, US 169 and State 23, is a geographic advantage over other communities is the
region and provides access to multiple markets.
The evaluation results showed other qualities that were identified as potential strengths.
These qualities did not score as high as the initial four above, but were considered
attributes. These characteristics included:
• General appearance of the community
• Rate of population growth
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• Availability of accessible housing
• Quality of local elementary and secondary education
• Government services except taxes and tax base
• Proximity to other markets
Of these characteristics, Rate of population growth, Availability of accessible housing
and Proximity to other markets are opportunities for community enhancement.
Additionally, the consultant identified the Availability of fully served industrial sites and
Utility availability and cost as other opportunities for consideration.
Rate of populationrg owth
Milaca is one of the communities in Mille Lacs County that has experienced in-
migration over the past few years. New housing starts have been steady and
growing. The city's location in the corridor between the Twin Cities and the
Brainerd Lakes Area is conducive to continued growth.
Availability of accessible housing
New housing costs are very affordable ranging from $120,000 to $140,000
making them affordable to young families. There is more than adequate supply to
meet the growing demand. Milaca is annexing 60 acres to accommodate a 140
. single family and town home development. Similar homes are selling from
$10,000 to $15,000 more in Princeton and at least $30,000 more in Elk River.
The existing home market is even more affordable. According to 2000 Census
the median value of a home in Milaca is $77,700. Comparably the median value
for other areas is:
Cambridge $100,200 Mille Lacs County $91,000
Princeton $88,400 Sherburne County $137,500
Elk River $144,800 Hennepin County $143,400
St. Cloud $94,300
Proximity to Other Markets
Milaca's location on Highways 169 and 23 provides direct access to both the
Twin Cities and St. Cloud markets. The city is within 60 miles of Minneapolis-
St. Paul, 30 miles from St. Cloud, and approximately 60 miles from the Brainerd
Lakes Area. These markets serve as economic pools for Milaca. From these
areas Milaca can recruit new businesses, expansions, residents. Conversely, the
areas serve as markets for local good and services supporting existing businesses.
Availability of fully served and attractive industrial sites
The city of Milaca owns 42 acres of land adjacent to Highway 169 and accessible
from Highway 23. Road and utilities are available at the edge of the property,but
will need to be extended to future building pads. There is no mortgage on the
property and the site was recently designated as part of the Job Opportunity
Building Zone (JOBZ) for the Region. The combination of the debt free land and
JOBZ designation provides a significant advantage over all neighboring
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communities, since the competition's sites have to sell for a specified price in
order to cover their costs. Milaca has the flexibility to be proactive on the land
pricing for particular projects.
Utility availability and costs
East Central Energy(ECE)provides electric service to the city. As a cooperative,
ECE can provide financial assistance to businesses and the city of Milaca to assist
in economic development efforts. Communities within the seven county
metropolitan area are served by investor owned utilities that can not provide funds
to a project.
Combined, the five opportunities listed will form the framework for Milaca's economic
development goals and strategies. The essence of which will be discussed in Section V.
As part of the evaluation, the EDC identified eleven weaknesses. None of the
characteristics defined as a weakness was perceived as a threat to community growth and
development. The eleven weaknesses can be divided into three categories: housing,
workforce, and goods and services.
• In the housing arena the availability of Executive level and Rental Apartments were
identified as lacking in the community. EDC members felt that the existing town home
supply was meeting the community's rental need. As for the Executive housing, Milaca
will not likely attract this type of housing until a larger commercial base is available to
residents.
Workforce issues centered on a perceived deficiency in technical, professional and
managerial workers. However, data from the 2000 Census indicates that 31% of Milaca
residents would categorize themselves as having Management, Professional and Related
Occupations. The next highest percentage, 22.9 % are in Production and Transportation.
Interestingly, the industries residents are employed in represent almost the same
percentage breakdown. Education, health, and social services represent 29.2 percent of
the population (closely matching the 31%who categorized themselves as Professionals
and Managers) and Manufacturing 18.7 percent (again a match to the percentage that are
involved in Production Industries) . Given the information provided by the Census, it can
be concluded that Milaca has a large segment of its population in service industries. The
community does not have a significant portion of its population involved in higher skill
technical jobs.
Goods and services were identified as scarce in the city. The availability of a hotel and
quality restaurants were listed as weakness, along with lack of retail stores and
commercial development. Little concern was expressed over this weakness since the
consensus was that retail development follows population and industry growth. EDC
0 members felt that this type of development would happen when the time is right.
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•
From the SWOT discussion, EDC members derived at a strategy to encourage housing
development that is appealing to the type of worker(skilled) the community wants to
attract. By establishing a critical mass of high skilled workers, the city can utilize its
workforce to draw new businesses to Milaca.
II. COMPETITION ANALYSIS
An effective plan needs to evaluate the city against other communities vying for the same
resources: residents and businesses. The evaluation gages the potential for success in
marketing and provides a comparison of attributes and characteristics used by residents
and business when considering a move.
Six cities were researched using a community interview worksheet. City staff was called
and asked specific questions related to their land and housing inventories. The
information gathered is used to determine if the demand for certain market segments is
being met.
A summary of the community interview is detailed below.
Cambridge
Industrial Land Inventory
■ Two (2) lots remain in the SE Industrial Park totaling 6.2 acres
■ Location is at the southwest intersection of Highways 65 and 95
■ Sale Price is $1.75 per square foot
■ Incentives Used—received $1.6 million grant for a new 110 acre
industrial park located at Highway 65 and 95 and County Road 34.
The park is scheduled to open in spring 2004.
Housing Inventory
■ In 2003 had 119 new single family homes, 145 new homes in 2002
and 67 new homes in 2001.
■ There are 1190 developable lots available.
■ Three new subdivisions are planned totaling 80 lots.
■ Multi-family units built include 32 Apartments and 24 townhomes
in 2003.
Elk River
Industrial Land Inventory
■ EDA owns 90 acres at Highways 169 and 10 that is not yet
available
■ 255 acres available by private ownership.
■ Sale Price is $3.00 per square foot
■ Incentives not used for industrial growth only redevelopment.
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•
Housing Inventory
■ In 2003 had 234 new single family homes, 184 new homes in 2002
and 156 new homes in 2001.
■ There are 1267 developable lots available.
■ Three new subdivisions are planned totaling 80 lots.
■ Multi-family units built include 208 Apartments and 37
townhomes in 2003. No rental units.
Foley
Industrial Land Inventory
■ Fifteen acres are available located on Highways 23 and 25
■ Average assessment is $20,000
■ Sale Price is unknown by local staff
■ Preliminary planning for a new industrial park is underway and
will occur when Highway 23 becomes a four-lane.
Housing Inventory
■ In 2003 had 15 new single family homes, 20 new homes in 2002
and 20 new homes in 2001.
■ There are 40 developable lots available.
■ No multi-family units built in past three years.
Mora
Industrial Land Inventory
■ Four(4) acres available in first addition located at Highways 23
and 65. Forty-two (42) available in the second addition located 20
miles from Interstate 35.
■ List price is $5,055 per acre with improvements
■ Incentives available plus JOBZ potential.
Housing Inventory
■ In 2003 had 5 new single family homes, 7 new homes in 2002 and
12 new homes in 2001.
■ There are 200 developable lots available.
■ Multi-family units built include 4 twinhomes in 2003, 5 twinhomes
in 2002, and 3 twinhomes in 2001. 21 rental units were built in
2002 and 24 units in 2001.
Onamia
Industrial Land Inventory
. • Staff did not know any information about building sites.
Housing Inventory
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■ In 2003 had 2 new single family homes, 2 new homes in 2002 and
1 new homes in 2001.
■ Three (3) twinhomes were built in 2002.
Princeton
Industrial Land Inventory
■ Three (3) acres available one block off Highway 169
■ Opening 40 to 80 acres west of the airport in 3 to 4 years.
■ Sale Price is unknown
■ Incentives include TIF and tax abatement.
Housing Inventory
■ In 2003 had 41 new single family homes, 59 new homes in 2002
and 56 new homes in 2001.
■ There are 22 developable lots available for twinhomes. Need
wastewater expansion to accommodate additional growth.
■ Multi-family units built include 41 townhomes in 2003, 2 unit
condo in 2002 and 39 rental units in 2001.
Conclusions
Milaca has a geographic advantage over all the cities except Elk River and Princeton.
However, compared to Elk River, Milaca has a more economical land price and the JOBZ
designation for industrial growth. These factors provide a competitive advantage to
Milaca for business attraction. Related to housing, Elk River has sufficient supply and is
meeting the demand for mid-level housing. For the first-time home buyer, Milaca is more
affordable.
Princeton is closer to both St Cloud and the Twin Cities. Milaca, nonetheless, has
property available for new industry, while Princeton is three to four years away from
having property to market. Housing in Princeton is closer to the Twin Cities,but Milaca
can provide a better value for the commute.
The other communities evaluated do not pose a threat to industrial or business growth.
Milaca can compete head-to-head with Cambridge and in most instances win because of
Highway 169. The smaller communities will not weigh into the decision due to their size
and locations.
III. ECONOMIC DEVELOPMENT ORGANIZATION ASSESSMENT
• The Economic Development Commission has played an advisory role for planning,
managing and implementing the economic development activities for the city of Milaca.
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•
As a result of the planning session, the organization will incur additional tasks and
require greater commitment from its members.
To determine the Commission's strengths and needs, the members were asked to
complete a self-assessment. (See Exhibit C) Questions were asked about the
organizational structure, project development practices and community interaction.
Members ranked their responses on a scale of 1 to 5 with the ratings representing the
following responses:
5 =We do an excellent job in this area.
4 =We do a respectable job in this area.
3 =We do an OK job in this area,but still need improvement.
2 = We don't do this well, and our performance holds us back as an organization.
1 =We have done nothing in this area.
N/A=More information on our work in this area is needed before assigning a
rating.
The following areas received a rating of four:
• The EDC involves key sectors of the community in its activities.
• The EDC has a clear mission statement and economic development
strategies that are directly linked to it.
• The scope and focus of the EDC's economic development activities
appropriate.
The remaining areas garnered a score of three with the exception of the following areas.
Related to organizational structure:
• The EDC's committee structure is well-defined and effectively delegates
responsibility to members.
• The EDC has clear expectations of the staff that are defined by personnel
policies and job descriptions consistent with the organization's mission.
• The organization has a fund raising plan that adequately takes into
consideration both operating and capital support.
Conclusion: The uncertainty is related to three basic organizational components: member
duties and involvements, definition of the staff responsibility, and budget.
Related to Project Development Practices:
• The organization has a well-developed set of criteria for determining in
which specific projects it should get involved.
• The EDC has an effective method of monitoring and evaluating its
projects.
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Conclusion: The EDC members have identified a need for a formalized project
evaluation, tracking and reporting. There was no consensus among
the Commission members, indicating potential uncertainty as to
their role or involvement:
Related to Community Interaction:
• The EDC maintains strong ties with legislators and public officials
regarding issues of local economic development.
Conclusion: Milaca has not had or currently does not have a critical legislative
issue such as a transportation need or TIF amendment.
In summary, the Economic Development Commission believes that it is focusing on the
right activities and involving the right people. To assist them with their efforts, further
definition of the members and staff roles is necessary, along with establishment of a more
structured budget. To help the group better evaluate their efforts a formalized project
evaluation process should be developed. This would allow the EDC to measure their
decisions against a set of criteria and monitor the effectiveness of their marketing
program.
. IV. GOALS AND STRATEGIES
The information contained in the above report is extensive. Recommendations have been
provided throughout the document and this section will summarize and categorize the
information into three broad goals. Each goal will have objectives with specific
implementation strategies. Each strategy is a suggestion to assist the community in
meeting its goals. These suggestions can be adopted, modified or rejected by the
Economic Development Commission.
Goal 1: Maintain Milaca's value based attributes through on-going community
development.
1 a. Promote housing for all economic levels.
• Place community information packets in Model Homes
• Offer new and existing companies information on housing opportunities
for their workers
• Work with local banks to offer first time homebuyer or other incentive
programs to new residents
• Contact local real estate professional to determine if they had current or
adequate information on Milaca as a place to work and live.
lb. Market successes internally to resident and businesses
• Continue to participate in local radio show. Ask station to air the city
report multiple times throughout the day. Emphasize business activity.
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• Encourage the local newspaper to feature business achievements such as
new hires, expansions and product development. The focus should be on
businesses already located in Milaca.
• Work cooperatively with the Chamber of Commerce to promote
opportunities for business involvement through networking, educational
programming and recognition.
• Celebrate all building activity with a ground breaking and completion with
a community open house.
Goal 2: Foster economic vitality through business growth and diversification.
2b. Assist existing companies with their expansion needs
• Configure a process for visiting with local businesses that includes
a tracking system.
• Educate local businesses on training and financing resources
available to them.
2a. Capture new business and relocations
• Develop a specific marketing plan for attracting technology and
manufacturing firms utilizing JOBZ.
• Gather and continually update strategic business information: labor
force data, financial programs, land pricing and availability, etc.
• Evaluate content and effectiveness of City web site. Link site to
strategic partners including MN Pro and local Realtors.
• Promote business opportunities through feature articles in real
estate trade publications,press releases and personal contact with
targeted businesses.
2c. Support the retail and commercial sectors by drawing additional
visitors into the community.
• Examine the potential of developing a picnic/play area on the city
owned parcel on the northeast side of Highway 23.
• Assess location for signage along 169 directing traffic into Milaca.
• Create kiosks of community information in key locations such as
Embers, Milaca Unclaimed Freight, and other destination
businesses.
• Evaluate the best mix of businesses for the Highway 23 exit.
Promote this intersection as the "stopping-off point" for travelers.
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i
Goal 3: Establish a framework for Economic Development activities
3a. Evaluates stem for economic development service delivery
Y p
• Consider modifying the EDA from being the City Counsel to a
seven(7)member board with representation from the business
community.
• Provide EDA with powers and authorities as specified in
Minnesota Statutes 469.094 to 469.108
• Assess future role of EDC
• Establish EDA as responsible party for managing and implement
the Economic Development Plan
3b. Define roles and responsibilities for the City Council, EDA, EDC and
Staff
• Based upon the adopted strategies, establish committees to oversee
the tasks.
• Structure the methodology for recommendations to the City
Council on business activities.
• Assure continuity of program through recorded (written) minutes.
3c. Formalize process for project evaluation
• Set criteria for determining city financial participation in projects.
• Develop or amend policies to reflect criteria
• Establish a process for tracking and reporting business leads
3c. Set program up for success
• Establish a budget for organizational operations including
marketing, staffing, and project investment.
• Identify and ask for financial participation from economic
development partners.
• Promote successful projects through direct mailings or press
releases to other targeted companies.
• Develop a work plan and evaluate annually to make adjustment.
V. FINAL COMMENTS
The above Goals and Strategies represent months of work by the Economic Development
Commission and city administration. Careful thought was given to the impact of the goals
on Milaca's future as a community. The City Council is encouraged to consider the time,
energy, and innovation committed to the Economic Development Plan.
It should be noted that Goal 3a relating to an EDA, is a direct recommendation by the
consult. The Economic Development Commission was involved in the discussion and
provided their input. This recommendation is based upon the level of involvement and
access to marketing and financial tools needed to establish and maintain an effective
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economic
development program. Should the Milaca City Council decide to move
p
forward in implementing the Plan, city resources will need to be pledged to support it.
An EDA allows the City Council to have direct control over these resources.
The alternative of maintaining the existing structure would require less commitment of
budgetary and staff resources. Consistently, it can be expected that the ability to
accomplish the above goals would be greatly diminished. The economic development
structure chosen by the City Council will impact Milaca's development options.
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EXHIBIT A
Why plan? (Questions to local leadership)
Directions: Have each individual leader take a moment to answer in writing the following
questions. Then have them share their answers with each other and discuss.
1. What do you like or appreciate about your community?
2. What can you do to ensure that these attributes will be here ten years from now?
3. What are the most important problems that your community is facing?
4. Why do these problems continue to exist?
5. What can be done to resolve these problems?
6. What major social and economic trends are occurring in the U.S., and how will they
affect our community?
7. How can the leadership of this community work together more productively to make
this a better community?
8. How can we use our community's limited resources more effectively to achieve the
results we want?
9. Will the leadership of the community support a process to address these issues?
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EXHIBIT B
LEADERSHIP SURVEY
PERCEPTION OF THE COMMUNITY'S DEVELOPMENT SITUATION
Place a checkmark(_) in the column that best reflects your opinion. Is each item listed on this survey a
strength of the community, a weakness, or is it an average or normal situation? Please answer every
item, even if you are not very familiar with it, responding based on your perception of it. For example,
what is your opinion of the quality of local elementary education: Strength ,Normal (what you would
expect), Weakness (a problem) , or No Opinion .
QUALITY OF LIFE
Strength Normal Weakness No Opinion
1.Availability of executive-level housing
2.Availability of moderate cost housing
3.Availability of housing for low-income families
4.Availability of rental apartments
5. Cost of housing overall
6.Level of crime
7.Level of cultural activity and facilities
8.Availability of recreational opportunities
9.Level of air quality
10.Attractiveness of the physical environment
11.General appearance of the community
12.Availability of adequate hospital facilities
13.Adequate local clinics and health care professionals for
basic health care assistance)
14.The rate of population growth in the community
15.Availability of elderly housing
16.Availability of accessible housing
17. Quality of housing
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LOCAL EDUCATION SITUATION
Strength Normal Weakness No Opinion
1. Quality of local elementary education
2. Quality of local secondary education
3. Quality and availability of post-secondary education in
the community
4.Involvement in the community by the higher education
institutions
5.Availability of vocational programs at the secondary level
(job skills,computer classes,etc.)
LOCAL GOVERNMENT SITUATION
1.Adequacy of local police protection and public safety
2.Adequacy of local fire protection
3.Adequacy of trash pickup and waste disposal
4.Adequacy of local planning and zoning
5. State and local permitting and regulation process for
business
6.Annexation policy of the town/city
7.Adequacy of local building codes
8.Level of local property taxes
9.Adequacy of local tax base to cover cost of local
government
10. Cooperation of local government with business
11. Cooperation of local government entities with each other
12. Long-range planning for municipal improvements and
capital budgeting
S
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LOCAL LEADERSHIP SITUATION
Strength Normal Weakness No Opinion
1.Adequate level of professional staff in government offices
and development organizations
2. Involvement of both public and private sectors in
development programs of community
3. Level of leadership support of economic development
programs
4.Level of communication and cooperation between various
organizations involved in the development programs of the
community
5.Level of awareness of community regarding the local
development programs
6.Level of leadership commitment to advancing the growth
and development of the community
• 7.Level of funding for local development programs ,
8. Level of cooperation with other development organizations
serving this area of the State
LABOR SITUATION
1.Availability of unskilled and semi-skilled workers
2.Availability of skilled industrial workers
3.Availability of clerical(retail and office)workers
4.Availability of technicians and professionals
5.Availability of managerial personnel
6.Availability of quality jobs for the workforce residing in
the community
7. Level of wages and salaries paid locally
8. Quality of labor-management relations
9.Availability of post-secondary vocational training
10.Availability of on-the-job training assistance
11.Availability of adult/continuing education at a post-
secondary level
. 12.Availability of upgrade training for existing employees
13.Availability of apprenticeship programs
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TRANSPORTATION SITUATION
Strength Normal Weakness No Opinion
1.Adequate local major highways
2.Movement of traffic in the community
3. Condition and maintenance of local streets and roads
4.Adequacy of commercial air passenger service
5.Adequacy of the Airport for air freight shipping needs
UTILITY SITUATION
1.Local telephone company's quality of service
2.Connection of local telephone company to national long
distance network
3. Cost of electricity
4.Availability of high quality electric service
5.Availability of natural gas
6. Cost of natural gas
7.Availability of potable(drinking quality)water
8.Availability of adequate wastewater treatment capacity
9.Availability of adequate water and sewer lines to
industrial/commercial sites
10. Cost of water and sewer services
11.Availability of cable TV
12.Internet access
REAL ESTATE SITUATION
1.Availability of fully served and attractive industrial sites
2.Availability of attractive and well located commercial/
retail sites
3. Cost of sites to new users
•
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Strength Normal Weakness No Opinion
4.Availability of suitable industrial building space
5.Availability of suitable commercial/retail space
6.Availability of subdivided sites for new homes
CAPITAL SITUATION
1.Availability of low interest or tax-exempt financing for
new industrial facilities
2.Availability of low interest loans for small business
3.Availability of venture capital from local sources for
business startups
4.Availability of home mortgage financing
5. Investment in the community by local financial institutions
MARKET SITUATION
1.Location of the community for serving the national market
2.Location of the community for serving foreign markets
3. Proximity to other major markets in the State
4.Appearance of the downtown for attracting business
activity
5.Appearance of the highway-oriented retail/commercial
areas for attracting business activity
6.Availability of a range of retail stores and goods in the
community
7.Availability of a range of quality restaurants in the
community
8.Availability of a range of personal services(legal,
professional,dry cleaning,repairs,etc.)
9.Availability of business services and professional services
that support business and industry
10.Availability of adequate hotels and motels
11.Availability of adequate conference and meeting facilities
•
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•
Strength Normal Weakness No Opinion
12.Adequacy of local newspaper for promotion of local
business activity
13.Adequacy of local industrial marketing programs
14.Adequacy of local programs to attract new retail and
commercial business to the community
15.Adequacy of the marketing program to attract tourists
16.Impact of the tourism industry on the community
17.The range of attractions for expanded tourism
18.Availability of funding to support tourism development
What do you consider to be the five most important problems that your community is facing now and
into the future?
1.
2.
3.
i 4.
5.
Name Date
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EXHIBIT C
Self-Assessment Tool for Local Development Organizations
This tool can be used to assess the performance of your local development organization(LDO).
It may help identify needs and strengths of organizations that can be used in the local economic
development action plan. You can use the following rating to help identify areas in your
organization that need attention:
5 = We do an excellent job in this area.
4 = We do a good,respectable job in this area.
3 = We do an OK job in this area,but still need improvement.
2 = We don't do this well, and our performance holds us back as an
organization.
1 = We've done nothing in this area.
N/A = More information on our work in this area is needed before assigning a
rating.
PART I. ORGANIZATION MISSION RATING PRIORITY NOTES
A. The LDO serves its target constituency.
B. The LDO's program includes a wide range of
economic development activities appropriate for
the area.
C. The LDO has a plan that is used and was
developed with input from a wide range of local
residents.
PART 11.ORGANIZATIONAL STRUCTURE
A. The LDO has clearly defined by-laws that are
reviewed and updated every two years.
B. The LDO actively engages members as active
participants in the organization.
C. The Board of Directors is trained and is actively
involved evaluating its policies.
D. The LDO's committee structure is well-defined
and effectively delegates responsibility to
members.
E. The LDO has a clear mission statement and
economic development strategies that are directly
linked to it.
F. The LDO has clear expectations of the staff that
are defined by personnel policies and job
descriptions consistent with the organization's
mission.
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G. The organization has a fund raising plan that
adequately takes into consideration both
operating and capital support.
H. The LDO involves the key sectors of the
community in its activities.
PART III.PROJECT DEVELOPMENT RATING PRIORITY NOTES
PRACTICES
A. The LDO regularly assesses community needs
and assets in the area of economic development.
B. The scope and focus of the LDO's economic
development activities are appropriate.
C. The organizations has a well-developed set of
criteria for determining in which specific projects
it should get involved.
D. The LDO has an effective method of monitoring
and evaluating its projects.
PART IV. COMMUNITY INTERACTION
A. The LDO is adequately communicating with
other organizations involved local economic
development
B. The LDO maintains strong ties with legislators
and public officials regarding issues of local
economic development.
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