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EDA MEETING PACKET 12-09-2013
CITY OF SCANDIA ECONOMIC DEVELOPMENT AUTHORITY Monday, December 9, 2013 6:30 P.M. Scandia Community Center Board Room 1. Call to Order 2. Approval of Minutes (November 12, 2013) 3. Approval of Agenda 4. Public Forum 5. New Business a) Stev Stegner, Rapid Press, Scandia Plaza, etc b) Property Development Along TH 97 6. Old Business a) Lilleskogen Park Improvements -Possible Veterans Memorial and Roadside Improvements 7. Executive Director's Report 8. Agenda Items for Next Meeting (January 13, 2014, 6:30pm) 9. Adj ournment The Scandia Economic Development Authority met in the Board Room at the Scandia Community Center on Tuesday, November 12, 2013 beginning at 6:30pm. Commissioners Present: Sally Swanson, Tom Triplett, Dan Lee, Greg Isaacson, Bruce Swenson. Staff Present: Kristina Handt. Motion by Lee, seconded by Triplett to approve the October 29, 2013 minutes. Motion carried. Motion by Lee, seconded by Swenson to approve the agenda. Motion carried. Barb Dacy, Ex. Dir., Washington County HRA, was present to provide information on the HRA, their organizational structure, programs and a recently complete market study by Maxfield Research. The three takeaways from her presentation were (1) Scandia may experience growth by 2020, (2) the County is evaluating its role in economic development, and (3) there is a need to anticipate the impact of changing demographics and employment trends. The HRA Board is appointed by the County Board with representatives from each district, an at large member and a public assistance member. The three areas of focus are senior housing, workforce housing and redevelopment. Dacy shared examples of projects in Newport and Mahtomedi. The HRA offers homeowner education classes, foreclosure prevent education and in the works is a septic loan program to address existing failing systems. Maxfield's research showed population projections between the 2030 and 2040 Met Council projections. The NE sector (Scandia, May and Marine on St. Croix) had 817 jobs with the highest areas being education and health services followed by construction. Wages in the NE sector are lower than in the rest of the County and the Metro area. There is no workforce housing in the NE section and the only senior housing is the Oakhill Cottages. Motion by Triplett, seconded by Lee to invite the HRA to work with the EDA on housing and redevelopment issues. Motion carried. When asked how the entities could work together, Dacy suggested inviting in developers to hear from them about issues/concerns. Swanson commented that on the next agenda there will be a division of projects, i.e. website, housing, etc. Swanson provided printed maps of the areas along Hwy 97 from the village center to the east and around the village neighborhoods and copies of the summary of uses chart in the development code. The Board discussed zoning issues, sewer and water needs. The next meeting will be Monday, December 9, 2013 at 6:30pm. The January meeting will also be on the second Monday (Jan. 13th). Swanson will invite developers to the Dec. 9th meeting and provide them with a map of the village core area. Motion by Lee, seconded by Swenson to adjourn. Motion carried. Meeting adjourned at 8:17pm. Respectfully Submitted, Kristina Handt, Secretary SCANDIA Date of Meeting: December 9, 2013 To: Economic Development Authority From: Kristina Handt, Executive Director Re: Lilleskogen Park Improvements Background: Included in your packet is the site plan for Lilleskogen as originally approved in 2008, the Strategic Action Plan the Parks and Rec Committee approved a couple months ago to help guide the development of the park, and some information on a MNDOT program provided by President Swanson. A group of community volunteers has been discussing a possible Veterans Memorial for the last few months. Possible locations for the memorial have included Hay Lake Park or Lilleskogen. This week the Parks and Rec Committee recommended to the Council that the memorial be at Lilleskogen and the plan be amended. They also established some parameters to provide to memorial designers such as close proximity to parking lot for accessibility reasons, incorporate existing park plans into design (ie butterfly ggrdens, wetland feature, trails, etc), memorial shall be no more than 800 square feet, near the south side of the park and be visible from the road (Oakhill). Lilleskogen Park Restorat*io Strategic Action Plan 2013 LILLESKOGEN PARK RESTORATION STRATEGIC ACTION PLAN VISION STATEMENT "The restoration and development of Liileskogen park will enable residents of Scandia to have a park facility that can be better utilized by many different user groups. These groups include school children who may use the park as an educational and interpretive resource, and seniors and young families wh desire to have a safe and accessible walking trail system to use in close proximity to the village center." LILLESKOGEN PARK RESTORATION STRATEGIC ACTION PLAN GOAL WHO TIME Due Date DISPOSITION What is the status and/or disposition of the goal and action steps? REVISION (IF APPROPRIATE) What is the new or revised strategy? OR What are comments about the goal? Completion of Gravel Parking Lot ❑ Maintain Action Steps: ❑ Replace with a new • Obtain County City Staff September, or revised goal Approval for Drive 2013 Completed ❑ • Revise Parking Lot plan to address City Staff September, ❑ Discontinue drainage issues 2013 • Obtain Watershed City Staff October, 2013 Permits, if necessary • Stake out parking lot Landmark Surveying October, 2013 and clear as needed and City Staff • Complete Curb Contractor October, 2013 Cutout Funding: Park OF, or donations • Obtain and apply Funding: Park OF or October/ sand and gravel donation, PRC November, w/Council Approval 2013 LILLESKOGEN PARK RESTORATION STRATEGIC ACTION PLAN GOAL WHO TIME Due Date DISPOSITION What is the status and/or disposition of the goal and action steps? REVISION (IF APPROPRIATE) What is the new or revised strategy? OR What are comments about the goal? Wetland Restoration Action Steps: El Maintain • Lower base on Weir City Staff July, 2013 Structure ❑ Replace with a new or revised goal • Obtain Quote for City Staff September, Cost to Eradicate 2013 ❑ Completed Canary Grass ❑ Discontinue • Obtain Volunteer to Mike White Fall, 2013 Spray Herbicide (3- 4x) • Obtain Herbicide(3- PRC, Volunteers September, 4x) Funding: Park OF or 2013 or Spring, donations/WCD 2014 Cost share • Complete prescribed Fire Dept October, 2013 burn (3-4x) or Spring, 2014 • Reseed PRC/Volunteers/ Spring/ Donations/CMSCWD Summer, 2014 cost share LILLESKOGEN PARK RESTORATION STRATEGIC ACTION PLAN GOAL WHO TIME Due Date DISPOSITION What is the status and/or disposition of the goal and action steps? REVISION (IF APPROPRIATE) What is the new or revised strategy? OR What are comments about the goal? Completion of Trails Action Steps: ❑ Maintain • Spread Wood Chips Lakes Free Church November, volunteers, City 2013 ❑ Replace with a new Staff or revised goal ❑ Completed Discontinue Clearing of Invasive ❑ Maintain ❑ Replace with a new Action Steps: Summer, 2014 or revised goal • Create Program to WCD/Great River Train Volunteers Greening ❑ Completed • Recruit Volunteers PRC Ongoing ❑ Discontinue • Train Volunteers WCD/Great River Ongoing Greening • Execute Plan PRC, Volunteers Ongoing LILLESKOGEN PARK RESTORATION STRATEGIC ACTION PLAN GOAL WHO TIME Due Date DISPOSITION What is the status and/or disposition of the goal and action steps? REVISION (IF APPROPRIATE) What is the new or revised strategy? OR What are comments about the goal? Installation of Maintain Butterfly Gardens Replace ElAction with a new Steps: or revised goal • Update Cost Janie O'Connor Summer, 2014 Estimates ❑ Completed • Clear Area City Staff Fall, 2013 ❑ Discontinue • Delineate Garden PRC, City Staff Spring, 2014 Area • Till Area Volunteers Spring, 2014 • Install Weed PRC, Volunteers Spring, 2014 Eradication • Obtain Materials Friends, Lions, Spring/Summer, others 2014 • Obtain Volunteers to Janie O'Connor Fall, 2014 plant Installation of Picnic ❑ Maintain Shelter Replace with a new ElAction Steps: or revised goal • Clear, Grade, Stake City Staff, Summer, 2015 Site volunteers ❑ Completed LILLESKOGEN PARK RESTORATION STRATEGIC ACTION PLAN Discontinue • Design Shelter PRC Spring, 2015 • Purchase of Shelter Lions, donations Summer, 2015 Materials • Build/Install Shelter Lions, Eagle Scout, Fall, 2015 volunteers (licensed contractor to oversee) Fall, 2015 • Supply and Install Lions, Eagle Scout, Power to Shelter volunteers Installation of ❑ Maintain Boardwalk Replace with a new [IAction Steps: or revised goal • Design Boardwalk PRC Spring, 2014 Layout ❑ Completed • Obtain Materials Lions, Eagle Scouts Summer, 2014 Discontinue • Construct and Install Eagle Scout after Fall, 2014 PRC and Council Approval LILLESKOGEN PARK RESTORATION STRATEGIC ACTION PLAN GOAL WHO TIME Due Date DISPOSITION What is the status and/or disposition of the goal and action steps? REVISION (IF APPROPRIATE) What is the new or revised strategy? OR What are comments about the goal? Completion of ❑ Maintain Outdoor Classroom Replace with a new ElAction Steps: PRC, Council, City Spring, 2015 or revised goal • Design and layout of Staff, outdoor classroom Parents/Teachers ❑ Completed • Obtain materials Donations Spring/Summer, ❑ Discontinue Volunteers 2015 • Construct outdoor Volunteers/Licensed Summer, 2015 classroom Contractor? ❑ Maintain Wildflower Entrance Feature Replace with a new ElAction Steps: or revised goal • Design Feature PRC Fall, 2014 El Completed • Review and Approve PRC, Council Fall, 2014 ❑ Plantings Discontinue • Obtain Materials Friends Spring, 2015 • Install Plantings Friends Spring, 2015 LILLESKOGEN PARK RESTORATION STRATEGIC ACTION PLAN GOAL WHO TIME Due Date DISPOSITION What is the status and/or disposition of the goal and action steps? REVISION (IF APPROPRIATE) What is the new or revised strategy? OR What are comments about the goal? Installation of ❑ Maintain Entrance Signs Replace with a new ElAction Steps: or revised goal • Approve Sign Design PRC, Council Fall, 2014 ❑ Completed Obtain Materials ❑ Eagle Scout, Girl Spring, 2015 Discontinue Scout, Lions • Construct and Install Sign Eagle Scout, Girl Spring, 2015 Scout, Lions ❑ Maintain Installation of Interpretive Signs and ❑ Replace with a new Kiosk or revised goal Action Steps: • Approve Sign PRC, Council Fall, 2014 ❑ Completed Designs ❑ Discontinue • Obtain Materials Eagle Scout, Girl Spring, 2015 Scout, Lions Eagle Scout, Girl • Construct and Install Scout, Lions Spring, 2015 Sign LILLESKOGEN PARK RESTORATION STRATEGIC ACTION PLAN GOAL I WHO Installation of Park Benches Action Steps: • Design Benches pRC • Identify locations for pRC, Council, Staff, benches donors TIME DISPOSITION Due Date What is the status and/or disposition of the goal and action steps? ❑ Maintain ❑ Replace with a new or revised goal Fall, 2014 ❑ Completed Winter, 2015 El Discontinue • Obtain materials or Lions, Eagle Scout, Spring, 2015 benches Girls Scout, donors • Install benches Lions, Eagle Scout, Girls Scout, donors Summer, 2015 10 REVISION (IF APPROPRIATE) What is the new or revised strategy? OR What are comments about the goal? Wildflower Entrance Feature Trail Connection � � `-• � and Crosswalk , •1 r� To Scholl Butterfly Garden Parking Lot ' • �- , t �l - - - (10-12 Cars) Timber Picnic Shelter `� .� ` - ----- ----- Spoil Habitat Outdoor Classroom/ r` >1 _ Natural PlayArea I `' r Existing Sidewalk `t • u ' 1 ' ��. I Property Line Existing Drainage � � • - Way • - �( � - / i Specimen Tree Boardwalk Crossing .: �� (Cottonwood) i Boardwalk Crossing/ Key - Viewing Platform Interpretive Sign ti `•• . i / Open Wafer - 4f1. depth ElOpen Water Boardwalk Crossing `,. Mixed Emergent Marsh \ � �t_ i ,' Boardwalk / f / Welland Control Structure el.1027.5 Native Wet 1 Sedge Meadow / Trail Connection to Perk 1 Lowland Hardwood Forest Sleep Slopes f� Lowland Woodland Oak Woodland �•� Planted Conifer Stand Native Butterfly Garden ` f 0 0 50 IN 150 NOPreliminary Site Plan Figure 5 Lilleskogen Park March, 2008 ir—F. r•r. Scandia, Minnesota MNDOT COMMUNITY ROADSIDE LANDSCAPING PARTNERSHIP PROGRAM APPLICATION MANUAL (February 2012) From Wildflowers to Trees A Growing Partnership Improving Our Communities and Environment ��Nt itSUT� a 'LT OF TRP The Minnesota Department of Transportation's Community Roadside Landscaping Partnership Program is designed to provide technical and financial assistance to communities that are interested in landscaping state highway rights of way. This is a reimbursement program, not a grant. The program has three goals: (1) roadside beautification, (2) community improvement, and (3) Environmental stewardship. This manual describes the program and application requirements, and provides examples of required documents. Part I is the Program Description. Part II is the Application Form and the instructions to complete the form. Part III is the Appendices that provide other information pertinent to the application process. If you have any questions about the program or application requirements, please call (651) 366-4617 to speak with Mn/DOT's Landscape Partnership Program Coordinator. APPLICANT ELIGIBILITY For purposes of this program, Communities' are defined as counties, home rule charters, statutory cities or towns, townships, and Counties. Ineligible applicants will not be considered unless they are sponsored by a community or other unit of government that can execute and honor a cooperative agreement with MnDOT (a necessary requirement for MnDOT to transfer funds.) If you have questions about your group's eligibility, please contact the Landscape Partnership Program coordinator for assistance. ELIGIBLE COMPONENTS Funds awarded under this program must be used for roadside landscaping located on state trunk highway rights of way with fee or easement title. Interstate freeways and high volume divided highways with controlled access may be excluded from this program due to liability, safety, and access problems. MnDOT District Staff or the Landscape Architect/Designer assigned will help determine if the site is suitable. Components that support the goals of the program include, but are not limited to, the following: - Planting and maintenance of trees, shrubs, vines, perennial groundcovers, wildflowers and grasses. - Incorporation of soil amendments, herbicides, edging, weed fabric, wood fiber blanket, mulch (wood chip, rock or other approved types), rodent protection, staking and guying, gator bags, and seedling shelters. Components that support the goals of the program, which MnDOT can help design and locate, but are not funded by Mn/DOT's Landscape Partnership Program are: - Community entrance monuments - Retaining walls, walkways, planters, etc. - Benches, lighting, irrigation, etc... Communities seeking approval to initiate a proposed landscape partnership project with provision of MnDOT technical and design assistance must submit a written request to the appropriate MnDOT District Engineer (see Appendix III.), along with the completed application. Design Assistance Needed (MnDOT Prepared Plans): If you need design assistance, please complete the all of the application except sections 6 and 7. Also please include all of the required attachments, except attachment "C". Submittal can be at anytime during the year. Allow between 6 months to 1 year for design and municipal agreement processes. Submitting Plans Prepared by Others: If you are submitting your own design, please complete your written request and submit your applications for fall planting to Mn/DOT by May 31"t. Applications for spring planting must be submitted to MnDOT by December 31't. Project components must support at least one of the three goals of the program (roadside beautification, community improvement, and environmental stewardship.) In the formative stages of the project, the applicant must form and designate a committee of at least three contact people for the project. At least one of the three contact people must be an employee or official representative of the local government unit requesting or sponsoring the project. The designated individuals on the committee would then be responsible for overall project liaison and coordination prior to and during the submission of the application, as well as during implementation stages, installation, and maintenance period of the project. At least one of the committee members will be required to help set up a training session for the Community. They will be responsible for providing Community workers and volunteers with Mn/DOT supplied instructions, and information packets pertaining to safe and proper worker supervision, materials handling, plant installation and plant maintenance. The application must include a formal resolution indicating community support for the desired improvements and authorization of a primary contact person to apply to MnDOT for funding. See Appendix I for sample resolution. A MnDOT approved (District and Landscape Partnership Program Coordinator) landscape plan at a scale of not more than 100'=1" must be included as part of the application. (11" x 17" reductions are acceptable for application purposes.) The landscape plan shall incorporate by reference or attachment, standard MnDOT planting details, material specifications and special provisions as applicable. The plan may be prepared by one of MnDOT's landscape architects, landscape designers or foresters with no obligation or cost to the community, as scheduled work loads permit. Potential applicants may use the services of local landscape design professionals to prepare plans, at their own cost, thereby minimizing time delays that may occur as a result of MnDOT's workload. MnDOTs project manager will assist applicants in obtaining base mapping information, design guidelines, required reviews, and necessary approvals. Community designed plans will need to be reviewed by Mn/DOT Staff, to determine if the project meets minimum standards for safety and mobility. Funding assistance is limited to the estimated cost of providing the required landscape materials. Materials included, but not limited to are: soil amendments, herbicides, plant materials, seed, sod, mulch, rodent guards, gator bags, and other miscellaneous materials necessary for the project. Eligible projects must include a minimum of $1,000 worth of materials and the maximum award of funds for any project or project phase shall not exceed $30,000* in any given year. The program requires that a community provide the funds or in -kind services to install and maintain the state funded materials. Applicants may utilize their own labor forces, service organizations, volunteers or contractors. The community must act as the contract letting and administration authority where contract installation is desired. Contract awards must be received and approved by District Staff and the Landscape Partnership Coordinator, before the project can be started. If volunteers are to be used, the application must include a volunteer pledge list** identifying sufficient numbers of volunteers to complete the scope of work within an acceptable time period. Volunteers must be 18 years of age or older unless accompanied and supervised by an adult at all times. A ratio of at least one adult supervisor for every five children under the age of 18 is required. Successful applicants are required to enter into a Cooperative Agreement with MnDOT to install and maintain the roadside landscape improvements. A detailed landscape plan showing actual locations and quantities of materials along with the specifications and special provisions will form the basis of the Agreement together with the application and schedule of maintenance requirements (Appendix V). The applicant must submit the completed application and written request to the appropriate MnDOT District Engineer (Appendix III). The application could also be sent electronically, in PDF Format. The application will then be reviewed for approval by MnDOT"s District and Landscaping Programs staff. CRITERIA FOR EVALUATING APPLICATIONS After the completed application has been submitted to MnDOT, additional information may be required. Clarification of vague or ambiguous application materials may be requested by the MnDOT review team. Incomplete applications will not be considered for funding. In order for an application to be reviewed, it must contain the basic, minimal requirements as outlined in this manual. Applications may be approved for funding in the full amount requested or in an amount less than requested. The criteria to be used in reviewing and ranking qualifying applications include: 1. Extent to which the proposed project meets one or more of the goals of the program. 2. Extent to which the proposed project is consistent with MnDOT policy, safety, design, and operations guidelines. 3. Extent to which the proposed project and partner demonstrate a strong likelihood for successful installation, establishment and maintenance of the roadside landscaping investment. *The upper limit cost is determined by the local District office, based on funding available for the fiscal year that the project is completed in. ** Estimated Volunteers needed based on 1person planting either: 1 tree/hour, or 4 shrubs/hour, or 20 perennials/hour. PROJECT FUND REIMBURSEMENT Project Fund reimbursement is contingent upon: Appropriate preparatory work and installation of approved landscape materials. Approved materials need to include all certificates and licenses required by the state, as per MnDOT spec 2571. Execution and approval of the Cooperative Agreement. Funds may be transferred to the community upon receipt of a written request to the Statewide Landscape Partnership Coordinator with a copy of the purchase orders and/or invoices for landscape materials. o The letter needs to include the project number, agreement number and the amount of reimbursement that is being requested o The letter must also state if the amount being requested is for payment in full or for a partial payment. • A partial payment may be made if the community was not able to complete all planting operations on the day of the planting, but need to be reimbursed for the material that has been planted to date. • The city must then request a final payment after the project is completed. o A partial payment by MnDOT does not constitute an agreement for additional plantings outside of the original agreement. o A partial or full payment does not guarantee an approval for future projects with MnDOT, unless the community submits another application. This Page Intentionally Left Blank MN/DOT COMMUNITY ROADSIDE LANDSCAPING PARTNERSHIP PROGRAM APPLICATION FORM Submitted By: Date: "V'. Or.4 OF TFJP, MNDOT Landscape Partnership Application Part? Application 2012 - (1) APPLICANT Local Government Unit / Community Address (2) COMMITTEE OF PRIMARY CONTACT PERSONS: One of the Committee members must be employed as a staff member or representative of the Local Government Unit. Name Phone Address Name Phone Address Name Phone Address (3) DESCRIBE THE LOCATION OF THE PROJECT SITE(S). (Include county, city and the limits of the project.) Trunk Highway: (4) BRIEFLY STATE THE GOALS AND SCOPE OF YOUR PROPOSED PROJECT. (5) BRIEFLY STATE THE PUBLIC PARTICIPATION (Committees, Boards or other) AND APPROVAL PROCESS USED (City Council or other) AND SIGNIFICANT COORDINATION WITH OTHER PROGRAMS (DNR, Watershed District, or other). (6) FOR PLANS PREPARED BY OTHERS: LIST THE REQUIRED "GENERAL" MATERIALS ONLY AND THE ESTIMATED MATERIAL COSTS FOR THE PROJECT (soil amendments, herbicide, plant materials, seed, sod, construction materials, weeds fabric, mulch, rodent protection, etc.) DO NOT INCLUDE LABOR OR EQUIPMENT. PROJECT MATERIALS (on state right of way only) MATERIALS QUANTITY ESTIMATED COST PLANT MATERIALS _ HERBICIDES COMPOST WOOD CHIPS RODENT PROTECTION (WHERE NEEDED) TOTAL MATERIAL COST (Include Sales Tax and Shipping) (7) SHOW THE DESIRED TIMETABLE FOR COMPLETION OF EACH MAJOR COMPONENT OF THE PROPOSED PROJECT FROM PREPARATION OF PLANTING AREAS THROUGH COMPLETION OF INSTALLATION. TIMETABLE BEGINNING DATE: ENDING DATE: COMPONENT YEAR J F M A M J J A S O N D Preliminary Layout and Staking Spray or Remove existing weeds & grasses Cultivate planting and seeding areas soil amendments, rototilling) Stake individual plant locations Install Plants Install Turf Install Mulch Install Plant Protection (8) DESCRIBE THE TYPES OF LABOR FORCES AND THE ESTIMATED QUANTITY OF PERSONNEL THAT WILL INSTALL AND MAINTAIN THE PROJECT. (city crews, youth service corp., contractors, volunteers) If the majority of work is to be performed by volunteers, a preliminary pledge list of volunteers must be attached. STATEMENT OF ASSURANCES To the best of my knowledge and belief, data in this application is true and correct, and the document has been duly authorized by the government unit of the applicant with full understanding of the program requirements. It is agreed that at least one primary contact person will hold a training session for the community workers, volunteers and/or contractors to provide proper direction and information packets for landscape project preparation, inspection, installation, and maintenance. It is agreed that if volunteer workers are to be used, they will meet minimum age or eligibility requirements. It is agreed that the local government unit will enter into an Agreement with MnDOT ensuring that the local government unit will ensure or provide required maintenance of the roadside landscape improvements described in the plan and the Agreement. Signature of the Primary Contact Person Date Authorized By the Local Government Unit REQUIRED ATTACHMENTS TO BE INCLUDED AS PART OF THE APPLICATION: (A) RESOLUTION AUTHORIZING APPLICATION AND DESIGNATING AUTHORIZED PRIMARY CONTACT PERSON. (B) MAP OF PROJECT LOCATION. (C) VOLUNTEER PLEDGE LIST (If volunteers are to be used, otherwise state how the project will be installed) If submitting plans by others (D) MNDOT APPROVED LANDSCAPE PLAN AND ESTIMATE (Approval Stamped and Dated By District Staff and Landscape Partnership Coordinator) The documents submitted in support of this application shall be considered part of this application. This Page Intentionally Left Blank APPENDICES I. SAMPLE OF RESOLUTION AUTHORIZING APPLICATION AND DESIGNATING AUTHORIZED PRIMARY CONTACT PERSON. II. LIST OF RESOURCES. III. MAP OF MN/DOT DISTRICTS AND LIST OF DISTRICT/METRO DIVISION CONTACTS WITH ADDRESSES AND PHONE NUMBERS. IV. EXAMPLE MAINTENANCE ACTIVITY CHARTS V. PARTIAL LIST OF ACTIVITIES TO INSURE SUCCESS OF PARTNERSHIP PLANTINGS. VI. MN/DOT LANDSCAPING PARTNERSHIP PROCESS FLOW DIAGRAM. SAMPLE RESOLUTION AUTHORIZING APPLICATION AND PRIMARY CONTACT PERSON Applicants must adopt the following as a resolution or letter and submit it with the application. Applications without a completed and signed resolution or letter will not be considered. Be it resolved that (applicant/local government) act as sponsoring unit for the project identified as on the state trunk highway(s) during the period Be it further resolved through ration dates) (name of primary contact person) to be conducted is hereby authorized to apply to the Minnesota Department of Transportation for funding of this project on behalf of (appllcant/local government) I certify that the above resolution was adopted or approved by of (City Council or City/County ofFcial) SIGNED: on (applicant/local government) (signature) (title) (date) (date) WITNESSED: (signature) (title) (date) LIST OF RESOURCES The following may be able to provide assistance or information affecting your project. Minnesota Nursery and Landscape Association Minnesota Department of Transportation P.O. Box 130307 (see Appendix III for contacts) St. Paul, MN 55113 (651) 633-4987 — District Offices www.mnla.biz — Statewide Landscape Partnership Coordinator Minnesota Chapter of the Minnesota Extension Service University of Minnesota St. Paul, MN 55108 www.extension.umn.edu AnswerLine - (800) 854-1678 Minnesota State Horticultural Society Minnesota Green 1755 Prior Avenue North Falcon Heights, MN 55113 www. north erngarderner.orn (651) 643-3601 or (800) 676-6747 ext 211 Minnesota State Historical Society State Historic Preservation Government Project and Compliance History Center, 345 Kellogg Blvd. W. St. Paul, MN (651) 296-5462 Iron Range Resources And Rehabilitation Board Community Development Division P.O. Box 441, Highway 53 South Eveleth, MN 55734 (218) 735-3000 www.ironrangeresources.org University of Minnesota School of Architecture and Landscape Arch itectu re 216 Pillsbury Drive S.E. Minneapolis, MN 55455 (612) 626-9068 www.design.umn.edu University of Minnesota Landscape Arboretum 3675 Arboretum Drive Chanhassen, MN 55317 (952) 443-1400 www.arboretum.umn.edu American Society of Landscape Architects 275 Market Street, Suite 54 Minneapolis, MN 55405 (612) 339-0797 www.masla.ora Minnesota Design Team AIA Minnesota International Market Square 275 Market Street, Suite 54 Minneapolis, MN 55405 (612) 338-6763 ext 214 www. minnestoadesignteam.org Local Offices of the following: - County Agricultural Extension Service - Department of Natural Resources (D.N.R.) Division of Forestry - Regional / Metropolitan Planning Commissions and Councils - Soil Conservation Service (S.C.S.) - Soil and Water Conservation Districts (S.W.C.D.) - U.S. Forest Service (U.S.F.S.) FOR MORE INFORMATION or guidance in developing Landscape Partnership projects, contact: Mn/DOT State Landscape Partnership Program Coordinator Todd A. Carroll, Landscape Architect MnDOT Office of Environmental Stewardship, 395 John Ireland Blvd., M.S. 686 St. Paul, MN 55155-1899 Phone: (651) 366-4617, Fax: (651) 366-4699 E-mail: Todd.Carroll@state.mn.us MINNESOTA DEPARTMENT OF TRANSPORTATION Send completed applications or to request design assistance contact the appropriate District Representative listed below. District Contacts: District 1 Mr. Tom Jacobson 1123 Mesaba Avenue Duluth, MN 55811 (218)725-2778 Tom.Jacobson(ustate.mn.us District 2 Mr. Lynn Eaton, D.E. 3920 Highway 2 West Bemidji, MN 56601 (218)755-6549 Lynn. EatonCd)state. mn.us 3 Mr. Bob Busch, D.E. 7694 Industrial Park Baxter, MN 56425 (218) 828-5703 Robert. Busch('(Dstate.mn.us 4 Mr. Lee Berget, D.E. 1000 Highway 10 West Detroit Lakes, MN 56501 (218) 847-3603 Lee. Berget(nlstate. mn. us 6 Nelrae Succio, D.E. 2900, 48a' St. N.W. Rochester, MN 55903 (507) 286-7501 Neirae.Succio 06 state.mn.us 7 Mr. Gordon Regenscheid, A.D.E. 2151 Bassett Dr. Mankato, MN 56001-5032 (507) 304-6104 Gordon. Regensheidastate.mn.us 8 Mr. Mel Odens, A. D.E. 1800 E. College Dr. Marshall, MN 56258 (507) 537-2044 Md. Odensostate. nrn.us Mr. Ryan Sodd 1500 West County Rd. B2 Roseville, MN 55113-3105 (651)234-7923 Cathy.Ashfeld(astate.mn.us W a w z LL� C LU ex Ln 0 :5 W CG O Ln Z v LA E!� q o a `o ? M ar c d LU J v N n W a u IL7 i E d, q m o o U 9 a nL o O �o -Q n rn.`CL cu vCYiva�o rx y u 'D z r0 Qi _n C cm En'-_ V1 IO C L`y O` F. cu a, y N L C q L O O LLLLLLQJJJ 'CF!� C U ,�`,40i-' C IOLdj G,W W : ClT dCq CC O N ? ro o `, v n z o N lyi u d a a cu a n �' �° N E L °' ai } R 0 J Q LnLLJ C y � N ``O -0 In G 0 yn N N �y W C z E q Lt�J d c p V lu0 UIL Ill z N N My a oc v 3 p n. Lv �' �� p1 ^�L th cuE E CL - '" 2 : y L �^ 61 N^ n Y D n g C q 111 �O T � C'�l7 vn W R Y 01 Z O Ln En tn o zPO Y Fa. 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Sterize pruners between cuts. Deadwood Removal See Table 1 Removal of dead branches, normally from the interior portion or the crown Maintaining central leaders and acceptable symmetry in Training See Table 1 evergreen, shade and ornamental trees. Removal of Suckers and water spots Corrective See Table i Removal of storm -damaged, vehicle damaged, or vandakzed limbs Removing all top growth at or near the ground line and Renewal See Table 1 remulch. Or removal of 1/3 of the oldest stems at the ground ine. TABLE 4 - WEED CONTROL METHODS, INTEGRATED APPROACH METHOD CATEGORY I TREES I SHRUB BEDS I TURF Replanting - Fling Voids X X Fertilization X X X Remulch * X X X Herbicides X No Spraying** X -A Weed Whip Do not injure trunks Avoid stem niuN * Wood Chip mulch should be replenished around shade trees and low growing shrubs every 3-5 years. Place mulch to a 4" depth. Mulching will help control weeds, reduce mower damage and conserve moisture. ** Approved Herbicide method as per Mn/DOT specification 2571.3K2a, which includes spot treatment, brush, or wick applicator. Other methods upon prior approval by Mn/DOT. TABLE 5 - FERTILIZATION SCHEDULE CATEGORY FREQUENCY TIME OF ANALYSIS RATE APPLICATION Mowed Turf* & Every 3 years April or October 12-12-12 300 lbs/ac Groundcovers 7 lbs/1000 sq. ft. Mass mulched ** Shrub/Tree Beds Every 3 years October or April 12-1212 25 Ibs/1000 sq. ft. Individually Mulched Shade Trees* Eve 3 ry years October or April 12-12-12 10 Ibs/1000 s ft. q' Note: Do not fertilize trees and turf during the same season. Offset tree fertilization by one season in order prevent ferd'¢ation burn out. * Over 2 lbs/1000 sq. ft. of "actual nitrogen" A bum turf. For example, the rate of 25 lbs of 12-12- 12/1000 sq. ft. specified for mass mulch beds equates to 3 Ibs of 'actual nitrogen' per 1000 sq. ft. ** Plants that fix nitrogen, like silver buffaloberry, caragana, honeylocust, Russian olive or other legumes, should not be fertilized except under special conditions. Tall shrubs do not need to be fertiT¢ed if leaf color remains normal. SUGGESTED ACTIVITIES TO INSURE LANDSCAPE PROJECT SUCCESS ACTIVITIES - BEFORE PLANTING DAY RESPONSIBLE PARTY/PERSON Overall coordination....................................................... City, Beautification Committee Request MnDOT sanction and technical assistance ............ City Secure assistance from local resources; services; sponsors City, Beautification Committee Initial scoping and strategy meetings...............................City, MN/DOT, Local Resource Personnel and Services Prepare plan.................................................................. MN/DOT or City, Consultant Designer, Resource Personnel Review plan................................................................... MN/DOT, City and Beautification Committee Identify preliminary work force capabilities and volunteer pledges........................................................... City, Beautification Committee and Mn/DOT Identify preliminary equipment and supply needs and provider commitments / terms .................................. City, Beautification Committee and Mn/DOT Approve plan................................................................. Mn/DOT and City Obtain cost estimates / bids for provision of Landscape materials....................................................... City, Beautification Committee and Mn/DOT Secure Commitments to maintain plantings ...................... City Develop phasing strategy and schedule ...................... Submit completed partnership application with MnDOT approved plan .............................................. Notify successful applicants of projects to be awarded. Prepare and execute the Landscape Partnership Agreement............................................................... Order and schedule delivery of plants and materials.... Provide training session for plant inspection, installation, and maintenance .................................... Attend training session ............................................. Plan a Planting Day Ceremony to Honor the Effort and Participants.............................................................. Publicize planting day and line up sponsors, services, "leaders", work crews (volunteers, contractors, etc.) . City, Beautification Committee and Mn/DOT City, Beautification Committee Mn/DOT Mn/DOT and City City Beautification Committee and Mn/DOT Community Workers, Volunteers, and Contractors Beautification Committee Beautification Committee Hold orientation meeting(s) to schedule and plan installation; to assign tasks; and to review proper procedures and info packets / videos .............................. Beautification Committee Supplystakes................................................................. MN/DOT Stake plant locations...................................................... City, Crew Leaders and MN/DOT Review staking.............................................................. MN/DOT Locate and mark utilities, re -stake as necessary ................ City, Beautification Committee Locate material storage sites and staging areas ................ Beautification Committee and MN/DOT Spray Roundup in planting areas (Optional and preferably in late summer or early fall) ........ Experienced and Licensed Personnel (City, County, Mn/DOT or Haul compost / soil amendments to planting beds......... Till planting beds (incorporate compost or other soil amendments preferably in fall) .................................... Haul wood chips to storage locations near planting beds Layout flower beds and line up flowers ........................ Receive and inspect nursery stock (preferably in spring) Contractor) City / Community "Forces" City / Community "Forces" City / Community "Forces" Community Garden Club Trained Community Personnel with assistance from Local Conservation and Environmental Resource Personnel ACTIVITIES - PLANTING DAY Breakfast gathering suggested .............................................. Organizers, Crew leaders, Service Providers Check -In Station with Information Providers, Refreshments ..... City / Community "Forces" and Sponsors Traffic Control, Signing and access / parking directions............ Mn/DOT, Local Law Enforcement Personnel, and Designated City / Community Safety Officer Provision of "porta-potties"................................................... City / Communities Sponsors Planting and safety demonstrations ....................................... MN/DOT, Local Resource Personnel and Crew Leaders Distribution of plants and materials from and to storage sites .. Local Resource Personnel and Crew leaders Supervise planting crews (crew leaders) ................................. Local Resource Personnel, Trained Community Personnel and Mn/DOT Insure proper handling and protection of plants before and during planting ................................................ Insure safe work methods and behaviors ................. Insure proper plant and material installation ............. Install plants, seed, sod, mulch, rodent protection, etc.... Watering..................................................................... TAKE PICTURES throughout project ............................... Provide Simple Lunch ................................................... Conduct a Ceremony to Honor the Effort and Participants .... Crew Leaders .... Crew Leaders .... Crew Leaders ...... City / Community "Forces" ...... Fire Department and City / Community "Forces" ...... Mn/DOT, Volunteers and Media ...... City / Community Sponsors and Service Organizations ...... Beautification Committee, Dignitaries, Participants ACTIVITIES AFTER PLANTING Send letters of appreciation................................................... Mn/DOT and Beautification Committee Set up maintenance schedule................................................City, Volunteers, Trained Community Personnel Watering............................................................................. Fire Department and City / Community "Forces" Weeding, monitoring for disease, insect, drainage problems .... City / Community "Forces" POTENTIAL WORK GROUPS Civic groups Garden Clubs Army Reserve Unit Sentence to Service Scouts Youth groups Vo-Ag Class Businesses City Parks/Public Works Crews FFA 4-H Clubs Contractors MNDOT LANDSCAPING PARTNERSHIP PROCESS For General Information call the MnDOT Landscape Partnership Program Coordinator (651) 366-4617 Sponsoring Local Government Unit must send a letter or resolution to the MnDOT District Contact person (Appendix III) requesting sanction and technical assistance to develop a proposed landscaping partnership project. If MnDOT District Staff consider the project request feasible and desirable, the Landscape Partnership Program Coordinator (LPPC) will be asked to assign a Project Manager to provide design and/or technical assistance to the Community. MnDOT Project Manager (landscape architect, designer or forester) and District Liaison meet with the Community to discuss project planning, implementation, and maintenance concerns. MnDOT Project Manager prepares or assists the Community designer in preparing conceptual Plans. District Liaison reviews preliminary Plan for safety and operational concerns prior to Plan review with the Community. MnDOT Project Manager, District Liaison, and Local Government Unit / Community meet to review the Plan and to identify desired modifications, options, timetables, implementation strategies and phasing. MnDOT Project Manager or the Community designer finalizes the detailed Plans, Cost Estimates, and Specifications for review and approval by Mn/DOT and Local Government Unit / Community representatives. MnDOT District Liaison approves plan and gets the necessary Mn/DOT signatures. Local Government Unit / Authorized Primary Contact Person prepare a "complete" Partnership Project Application and submit it in duplicate to the MnDOT Landscape Partnership Program Coordinator. MnDOT Landscape Partnership Program Coordinator screens Application with Project Manager for accuracy / completeness and forwards a recommendation for approval / rejection of Funding with the Application to District Liaison. Subsequent to District feedback, the Landscape Partnership Program Coordinator notifies applicants of approval, rejection, or deferral of their Application and Mn/DOT funding. If the Application and Funding are approved, the MnDOT Project Manager will draft a Cooperative Agreement detailing the Local Government Unit's procurement, installation, and maintenance responsibilities. The MnDOT Municipal Agreements Engineer coordinates execution of the Agreement and encumbrance of District landscape partnership Funds. MnDOT Project Manager provides technical assistance to help the Community organize their efforts, procure quality materials, obtain training, and coordinate safe and successful installation and maintenance of their plantings. Local Government Unit sends copies of the Purchase Orders for Approved Materials specified in the Project Application and Plan to the MnDOT Project Manager. MnDOT Municipal Agreements Engineer authorizes a Lump Sum Payment of the Approved Funding Amount to the Local Government Unit MnDOT Project Manager(s) will Evaluate Compliance / Success of Project relative to intent by written report including Corrective Actions, if needed, and continue providing technical assistance to Community as necessary. Send out Thank You Letters and Certificates of Appreciation. SCANDIA Stuff Report Date of Meeting: December 9, 2013 To: Economic Development Authority From: Kristina Handt, Executive Director Re: Director's lZel)ort On November 25"', I attended another meeting of the County Economic Development Work Group. We received an update from Dave Unmacht regarding the community engagement process. Dave will summarize the findings and provide a list of the top 10 function and structural options for the County Board to consider at their December 12th workshop. There will be more workshops in January and February then a draft plan will be presented at a League of Local Governments meeting in late February. We also heard from Matt Mullins with Maxfield research on the recent housing study they completed for the Washington County HRA. Lastly we looked at key economic indicators/trend information provided by UM Extension. As some of you may have heard, Scott Taylor, owner of Meisters attended the November City Council meeting and expressed frustration that the City didn't seem to be supportive of local businesses. He offered to serve on a committee and get involved. Perhaps the EDA would want to consider creating a committee of the EDA to allow more local businesses to provide input. For example, a retail business committee or business relations committee. The EDA could decide the parameters of the committee -members, duties, etc. Pam Arnold provided me with a sampling of pocket maps produced by Hedberg Maps. I'll bring them to the meeting for you to look at. One project the EDA may want to consider is the development of a map oriented towards tourists. Possible themes could be our parks and recreation facilities/areas, historical locations, etc. The maps would not only show where sites in the City are located but also have callouts of text and pictures. Given all of the historical offerings in Scandia, the EDA could also consider pursuing a Preserve America designation that would open the door to resources such as grants, technical assistance, promotional signage, etc. Q F as AMERICA Explore and Enjoy Our Heritage The Preserve America Program Preserve America is a federal program that encourages and supports community efforts to preserve and enjoy our priceless cultural and natural heritage. The goals of the program include a greater shared knowledge about the nation's past, strengthened regional identities and local pride, increased local participation in preserving the country's cultural and natural heritage assets, and support for the economic vitality of our communities. Since the program's inception in 2003, the First Lady of the United States has been involved in supporting and promoting Preserve America. Permanent authorizing legislation for the program was passed by Congress and signed by President Obama in March, 2009. Detailed information on all aspects of this initiative can be found at www.preserveamerica.gov. Major components of Preserve America include the following: Preserve America Communities This program recognizes and designates communities, including neighborhoods within large cities, which protect and celebrate their heritage, use their historic assets for economic development and community revitalization, and encourage people to experience and appreciate local historic resources through heritage tourism and education programs. To date, 890 Preserve America communities have been designated in all 50 states, the District of Columbia, and two U.S. territories, including 20 neighborhoods and five tribal communities. Jonesborough, Tennessee, became a Preserve America Community in August 2005 and showcases its history as the oldest town in the state. Benefits of designation include White House recognition; a certificate of recognition; a Preserve America Community road sign; authorization to use the Preserve America logo on signs, flags, banners, and promotional materials; listing in an on-line Preserve America Community directory; inclusion in national and regional press releases; eligibility to apply for Preserve America Grants, when funded by Congress; and enhanced community visibility and pride. Preserve America Communities are also featured in National Register Travel Itineraries and in "Teaching with Historic Places" curricular material created by the National Park Service. There are quarterly deadlines to apply for designation annually on March 1, June 1, September 1, and December 1. Application forms and more information are available at www.preserveamerica.gov/communities.html. Preserve America Stewards The Preserve America Stewards program honors exemplary volunteer efforts at historic resources around the country. There are currently 41 Preserve America Stewards. Honorees are recognized for stewardship programs that have demonstrated a successful use of volunteer time and commitment to help care for our cultural heritage. Government entities (federal, tribal, state, or local), non-profit organizations, and businesses are eligible to apply to have their programs recognized. The application form and further information is available at www.preserveamerica.gov/stewards.html. Volunteers of the Chimney Rock Interpretive Association, a Preserve America Steward, work to help bring the past to life. ADVISORY COUNCIL ON HISTORIC PRESERVATION 1100 Pennsylvania Avenue NW, Suite 803 • Washington, DC 20004 Phone: 202-606-8503 9 Fax: 202-606-8647 • www.preserveamerica.gov Executive Order 13287: "Preserve America" The Preserve America Executive Order (2003) empliasizes federal policy for the protection, enhanccmcnt, and contemporary use of historic properties owned by the federal government. The order encourages agencies to seek partnerships with state, tribal, and local governments and the private sector to make more informed use of these resources for local economic development and other recognized public benefits. It also directs agencies to support state, tribal, and local heritage tourism with existing authorities and resources. As required by the order, the Advisory Council on Historic Preservation reviews agency stewardship and partnership efforts and provides a status report to the President every three years. The reports were compiled and issued in 2006, 2009, and 2012, based on reporting from individual federal agencies with land and property management responsibilities. Preserve America Grants From 2006 through 2010 more than $21 million in matching grants were awarded to 280 projects throughout the country. The grants are designed to support community efforts to develop sustainable resource management strategies and sound business practices for the continued preservation and use of historic and cultural sites. The focus is on economic and educational opportunities related to heritage tourism. Grant amounts ranged from $20,000 to $250,000 and required a 1:1 match. Some grants leveraged a great deal more support than the basic match requirement. State Historic Preservation Offices, Tribal Historic Preservation Offices, designated Preserve America Communities, and Certified Local Governments that have applied for Preserve America Community designation are eligible to apply for Preserve America Grants pending congressional appropriations. Though the Preserve America Grants have been authorized by Congress, no funding has been allocated for the grants in the current budget. Further information, including descriptions of funded projects, is available at www.nps.gov/history/hps/hpg/PreserveAmerica. Preserve America Presidential Awards Up to four awards were given annually though 2008 to organizations, businesses, or government entities for exemplary accomplishments in the sustainable use and preservation of cultural or natural heritage assets; demonstrated commitment to the protection and interpretation of America's heritage assets; and integration of these assets into contemporary community life, combining innovative, creative, and responsible approaches to showcasing historic local resources. Awards were presented to two national initiatives as well as regional, statewide, and local programs in 19 states. For a full list of winners and photographs, visit www.preserveamerica.gov/presidentialaward. National History Teacher of the Year Award Since 2004, outstanding history teachers at the K-12 level have been recognized in each state, the District of Columbia, and U.S. territories, followed by selection of the National History Teacher of the Year from among the state winners. State winners each receive $1,000 and a core archive of history materials for their school libraries. The Gilder Lehrman Institute of American History administers this award program, in association with HISTORYTM, and Preserve America, and hosts a national recognition event each fall. Preserve America Summit and the Future of Preservation In recognition of the 40t' anniversary of the National Historic Preservation Act, a Preserve America Summit was convened in 2006 with 450 participants to consider the future of the national preservation program. A Youth Summit met in conjunction with the larger conference and has provided a model for subsequent youth projects, including promotion of historic preservation service -learning as an educational tool. Key recommendations emerging from the Summit to improve the effectiveness of historic preservation efforts nationally through better resource identification, stewardship, community support, education, and leadership were adopted by the Advisory Council on Historic Preservation and are now being implemented by federal agencies in cooperation with non-federal partners. Program Management A Web site (www.preserveamerica.gov) and an e-newsletter provide details and updates on Preserve America, with information on how to get involved and links to related programs and resources. Preserve America is administered jointly by the Advisory Council on Historic Preservation and the Department of the Interior, in cooperation with representatives from the White House and the Executive Office of the President,; the Departments of Agriculture, Commerce, Defense, Education, Housing and Urban Development, Interior, and Transportation; the General Services Administration; the Institute of Museum and Library Services; the National Endowment for the Humanities; the President's Council on Environmental Quality; and the President's Committee on the Arts and the Humanities. For more information about Preserve America, visit www.preserveamerica.gov. February 2013 Washinlc-yton County Washington County Board of Commissioners Briefing — Economic Development Study December 12, 2013 The purpose of this briefing is to update the County Board on the progress of the strategic planning initiative, seek feedback on the information provided, identify several specific discussion questions and receive direction to move forward with the next steps in the process. The briefing document has six sections. • Section I Purpose • Section II Background • Section III Data Collection and Community Engagement • Section IV Summary of Findings — Stakeholder Input • Section V Perspective on Structure • Section VI Next Steps A listing of the steps in our process — to date — is included in Appendix L The timing of the Washington County Board's economic development discussion is very good. We learned a lot from our many conversations with both internal and external stakeholders. One fact we want to share with you to emphasize the importance of this policy discussion is that the competition for limited economic development resources is high and the spirit of competition from other counties, especially your peer counties is even higher. The following four discussion questions are offered for the County Board's consideration. 1. What is your reaction to the suggested functions identified in the paper? What are your highest priority objectives for the strategic plan? 2. What are your thoughts on the suggested roles and models? 3. Is there additional research you desire us to conduct, e.g. information and data, new stakeholder contacts, etc.? 4. What advice or input do you have for the consulting team and staff as we move forward in the next steps of the process? The Washington County Board engaged Springsted, Incorporated to prepare a Washington County Strategic Plan for economic development. The plan would address the issue of the County's role in 1 economic development and the County's relationship to cities and other organizations that are actively engaged in economic development. The contents of the plan would include the following: • Vision, goals and guiding principles • Action plan including strategic outcomes, short and long range action steps and designated responsible entities for identified functions and activities • Measureable goals and development performance measures and indicators to track progress and measure success To pursue the objective there are two parallel tracks underway. The first track is to recommend an appropriate expanded role for Washington County including a viable structure for carrying out that role; and the second track is to develop a high-level, countywide strategic plan for encouraging economic development in the County. These two tracks are being managed and processed by Washington County staff, Springsted consultants and an Economic Development Work Group. (Participants in the Work Group are available if interested.) Information from both tracks will be seamlessly merged together in a draft strategic plan that will be prepared for a County Board briefing and presentation to the League of Local Governments Meeting anticipated in late February of 2014. Washington County Board Work Sessions An excellent perspective on economic development to review and consider as part of the December 12 Board briefing is the background material prepared for the February and July 2013 County Board work sessions. The staff summaries are a good review of previous work undertaken by the County Board. The information is a foundation and complements the work of the community engagement process. Because our work parallel's this information, and to keep this briefing document succinct, we purposely did not duplicate what was previously provided. As you will note we do reference this material throughout our summary. A copy of the background information provided in the July work session is included in Appendix IT The July work session had nine informational topics: • Economic Development Defined Economic Development Resources in Washington County • County's Current Role • What the County Could Do • Activities of Other Metro Counties • Tax Increment Financing • Tax Abatement • Local Economic Development Corporations Defined What is Economic Development? From our significant interactions we learned that the term economic development has different meanings to different people. This is not surprising, but it was distinctive. We are not asking the County Board to determine an exact definition, but we believe it is important to understand the concept as it will predicate strategies and policies. Given Washington County's unique social, geographic, political and economic qualities, our research offers an expansion of the definition of economic development that was originally included in the July Board discussion paper. From the International Economic Development Council (IEDC) they state: 2 "No single definition incorporates all of the different strands of economic development. Typically economic development can be described in terms of objectives. These are most commonly described as the creation of jobs and wealth, and the improvement of the quality of life. Economic development can also be described as a process that influences growth and restructuring of an economy to enhance the economic well-being of a community. The main goal of economic development is improving the economic well-being of a community through efforts that entail job creation, job retention, tax base enhancements and quality of life. As there is no single definition for economic development, there is no single strategy, policy or program for achieving successful economic development. Communities differ in their geographic and political strengths and weaknesses. Each community therefore, will have a unique set of challenges for economic development." We believe the IEDC wording is an excellent description of the dynamics in Washington County. The economic development study began in September with two simultaneous processes: a community engagement process and data collection initiative. A summary of each follows: Data Collection Springsted retained the services of the University of Minnesota Extension Office to collect, organize and analyze Washington County economic data. Two formal presentations were held on the data: Washington County -- Economic Overview (September 2013) and Washington County's Economy and Selecting Industries for Further Analysis (November 2013). Copies of both presentations are available from County staff. The data is extensive and continuing to be evaluated and analyzed. For the purposes of the December 12 briefing six points are relevant: • Washington County weathered the recession well and is bouncing back. • Washington County's economy is competitive. • Many data sets show Washington County outperforming other sub -regions in the Twin Cities and within industry sectors Washington County outperforms national industry sector averages. • Washington County's economic fortunes are connected to the Twin Cities regional economy (including western Wisconsin). • Washington County maintains its competitive share of employment growth when compared to St. Croix County, Wisconsin with the exception of manufacturing industries where there is a modest growth advantage in St. Croix County. • The Housing Needs Assessment Study prepared by Maxfield for the HRA found that average wages of workers in the county are below housing costs. A significant demand for affordable workforce housing exists within the county. Our immediate objective for the data analysis is to determine what areas (we anticipate up to five) are most critical to Washington County and should be factored into the economic development strategies and 3 goals. The Economic Development Work Group will conduct further work in this area over the next two months. Community Engagement The County Board directed that a coordinated community engagement process be undertaken. There were four steps identified in the scope of work and they include: • Interviews and listening sessions with elected officials and other key stakeholders within the community of interest. • Gather input from every city. • Presentations/discussions to organized groups such as Economic Development Authorities, Chambers, Business Development Commission's, etc. • Facilitated sessions with key stakeholders within a community of interest to identify issues and create the strategic plan. A listing of our stakeholder contacts is identified in Appendix L Based on input from the September 9 Work Group Meeting and suggestions from County staff a handout was created and used as a discussion guide during the stakeholder meetings. This handout was fundamentally the same for each meeting, but varied slightly as the process moved forward. The summary of our findings from the stakeholder engagements follows in the next section. IV. Summary of Findings -- Stakebolder Input The following information is designed to summarize for the County Board the five most important themes and information (each is listed below with a bolded heading) learned from the community engagement process. This information is meant to inform, update and educate the Board on the insights of key stakeholders in Washington County. This summary does not attempt nor is it designed to provide every particular insight or opinion shared during the community engagement process. We believe that with the experience of the County Board and staff, the information from the February and July work sessions, this new information, and the remaining steps in the process, the County Board has a very strong foundation for developing an economic development strategic plan. First we offer a perspective on how we collect and organize the information. Note on our Summary of Findings Findings are meant to identify, define and explain the present conditions. They are an aggregation of ideas, thoughts and inputs. This set of Findings is the means by which we explain what we have learned from all of our interactions and engagements. Five points are relevant to describe the Findings: An individual views his/her world through their own set of eyes, experiences and perceptions. No set of Findings can accurately describe any one individual's perspective. This is the same for associations and groups too. • Findings are not in any ranking or order of importance, but attempts are made to organize them in a logical sequence. 4 • Findings are often viewed as either obvious or already known. A common response is "Yes, we already knew that." This is unavoidable as Findings seek to portray facts and conditions through the study authors. • Findings present a set of information which is a point in time; when in reality nothing stands still as is well documented. • Findings bring varying reactions and responses. Some people agree with them and some may have differing views. We have organized our information into five different overall themes. Expand the County's Involvement in Economic Development Washington County's expanded involvement in economic development is encouraged and highly anticipated. The stakeholders believe that Washington County should expand its role in supporting the economic development efforts of the cities. There are some lingering doubts about the County's historical role and past actions, but this perception can be overcome. The County's Diverse Qualities Requires Thoughtful Planning Washington County's stakeholders recognize that the county is very diverse geographically, politically and organizationally. It is well noted that the County Board is challenged to find an equitable and/or a simple economic development plan that can address everyone's interests. Although optimistic and certainly excited about an expanded role for Washington County, the stakeholders are realistic and do not anticipate or expect miracles. This is best stated by Craig Waldron, City Administrator in Oakdale who is on the record noting that, he advises the County to be deliberate and methodical in its approach, or as he states, "walk before you run". Stakeholders Have Distinctive Opinions Washington County's specific role in economic development — and ultimately its strategic plan - requires more deliberate discussion. Testimony at the community engagement meetings was generally more philosophical and strategic. Although opinions exist on matters of policy, priority and structure, we do not offer any trend, indicator or community reflection that leads or points the County Board to any easy answers. Even at the municipal level the testimony of cities differs largely along the lines of cities with experienced personnel and cities that do not have a strong economic development support base within the staff. Business interests also varied in their testimony and input. No Consensus Exists on a Clear Organizational Model Washington County has already identified five different organizational models to deliver economic development programs and services. Throughout our testimony we heard various opinions about what is the best way for the County to organize. We offer to you that no clear consensus -based organizational model came forward from our community engagement process. We discuss structure and roles in greater depth in Section V. Eight Categories of Functions Emerged During the last few weeks of community engagement meetings we introduced a list of 10 functions and areas of involvement and sought preliminary feedback and reaction. The list has been organized and combined to eight specific functions for the County Board briefing. Our research notes that these eight 5 categories reflect the marketplace of opportunity for the County. Although the categories themselves are used to reflect stakeholder input, we believe the range of opportunities described below for the Board is thorough and comprehensive. They are listed as follows. 1. Quality of Life Consistent with the County's description as defined in the 2030 Comprehensive Plan (see July work session notes), the Quality of Life role is a combination of tangible and intangible actions (not unlike other county governments in Minnesota). A county government is responsible for many core functions and the county's intrinsic (non -economic development centric) role contributes to the well-being of the citizens and community. This comment was noted by many in our interviews. This manifested itself in areas such as low taxes, workforce development, schools, libraries, housing, parks and trails, and public safety. The topic of workforce development will require specific discussion as we learned that other counties do focus on this topic as part of their economic development strategy. ✓ This general category may serve the county well in a vision or mission statement and in all likelihood will be included in the strategic plan. 2. Infrastructure (Transportation and Technology) Providing for the efficient and effective means of moving people, goods and services is a fundamental role of county government. The life -line of a vibrant and dynamic community is the ability of all governments to coordinate and cooperate in planning, building and maintaining an integrated roadway network. Washington County's stakeholders identified transportation and transit as a critical economic development role, especially being flexible in consideration of standards, providing resources and access to developable land. A second infrastructure priority surfaced most notably in the north and eastern portions of the County and that was technology and access to fiber and high-speed broad band networks. These stakeholders are hoping that the County can play a role in helping secure access to the technology they need to stay competitive, thrive and in some cases survive. ✓ Transportation and transit is a key county role and is an important consideration for your strategic plan. Technology, on the other hand, is an emerging role and will require greater exploration. 3. Financing Tools This is the area that is often used to define and describe a County's position on economic development. It is also an area that the counties have the least amount of experience and expertise in. Testimony was generally supportive for the County to have defined and clear policies that support the efforts of city governments. There are two groups of financing subsidies, the first is tax exempt financing (bonded indebtedness), tax increment financing and tax abatement — these tools are used in response to an application or request from a city. The second is a direct contribution of dollars in the form of a subordinate loan (revolving loans) or direct grant or aid. Providing money through a loan or grant requires access to a base of resources. Both Dakota and Scott County provide small economic development grant assistance to their cities. This economic development role can be controversial. Counties have varying philosophies on the use of incentives and frankly it is hard to avoid if the county wants to participate in using "tools" to support economic development and be competitive in the region. C. ✓ It is highly likely that the County will be expanding its role in this general category; the question is to what level and it may also be driven by the ultimate structure chosen by the Board. 4. County Culture This is an area of common interest for many stakeholders. No matter the location, person or group, there is a strong desire for the County to have a strong role in encouraging and sustaining a collaborative culture throughout the county. This manifests itself easily in references such as, "What's good for Forest Lake is good for Cottage Grove." Enhancing the County's culture is seen through improving relationships, unifying all economic development interests in the county, removing parochialism, and looking for ways to work together. One idea suggested was that the County participates in or pays for studies that have county -wide impact. This could be for a market study on availability of commercial - industrial land or even for a fiber-optic assessment. A second idea put forth involved the county being a convener of interest and organizing meetings and educational sessions on the topic of economic development. This topic is not limited to just government relationships; the County could also explore direct relationships with businesses too. This point was previously highlighted in a County Board work session. Scott County is often used as an example and its First Stop Shop concept is a best practice to explore. For purposes of presentation to the County Board we are including the concept of "competitiveness" in this category. Stakeholders noted, in particular, the importance of being competitive with neighboring counties, including counties and communities in Wisconsin. It is commonly recognized that the County has limited powers when it comes to inter -state policies and practices, but for the capacity to influence and lobby the region and state as needed. ✓ It is likely that the economic development strategic plan will include ideas and principles in this general category. 5. County Policy This area crystallized later in the engagement process as stakeholders talked about how the County can expand its application of economic development principles. This area identifies the topic of economic development as a priority and encourages the County Board to include the over-riding value in its general policy evaluation criterion. Testimony encourages the County to consider how your goals and policies on economic development may be influenced in other core functions of county government. The impact of this idea could also be expanded to include areas such as health and human services, land use and planning, and correction services. ✓ This is a novel idea and will require discussion and deliberation. It appears to be a simple concept, but the application of the policy to other functions of the County may not be as easy. 6. Regional and State Policy This was a category that stakeholders view as a clear role of Washington County. Ideas surfaced around having the County take a leadership role in regional issues emanating from the Metropolitan Council in housing, water quality, transportation and transit, and growth management. Each of these topics has economic development influences and since the County represents all interests, stakeholders believe it makes sense to have the County play a strong role in influencing and shaping regional policy. Another 7 area that surfaced often was an encouragement for the County to take a leadership role in both participation and possible funding regional economic development activities through organizations like Greater MSP and East Metro Strong. There were also suggestions that the County begin to include economic development considerations in the state (and federal) legislative platform. This could be advocating and lobbying for financing tools and business climate issues directly or supporting city or private business initiatives and interests too. ✓ It is likely that this general category will be included in the strategic plan. 7. Marketing —Branding This category is a classic focus of any broad comprehensive economic development program. Promoting what we have and branding our community is an economic development opportunity according to some stakeholders. The question that is often posed when investing in marketing is, "How do you know what specific value you are achieving from your investment of time and resources?" Careful consideration on what is being done in cities, chambers and other agencies is a factor as well. In previous conversation with the County Board developing an aggressive countywide marketing campaign "geared toward business development" was considered a high cost option. Fundamentally, this would be a new role for a county government. We did see one clear example of what one other county is doing in developing listings for land, promoting development and engaging in targeted marketing. ✓ This general category requires further discussion and evaluation. 8. Direct Participation There were various suggestions that the County should become directly involved in delivering economic development programs and activities. This involvement should complement or support the work of cities and not be duplicative or contradictory. Examples included creating a business incubator facility to grow small businesses, serving as an information clearing house (one stop -shop), conducting business outreach surveys, and setting aside resources to help purchase and acquire land (supporting site availability). Another area was in providing technical and staff assistance to smaller cities that do not have the ability to have their own staff resources. We learned that the Dakota County CDA and Scott County CDA have begun an Open for Business Program which provides staff resources to small businesses. This program is akin to the SCORE (Service Corps of Retired Executives) program that mentors small businesses. This assistance ranges from business planning to providing access to capital at participating financial institutions. ✓ This general category is an important consideration for Washington County and we encourage additional discussion and evaluation. The ultimate outcome may also be a function of the structure adopted by the County Board. V. Perspective on Structure The method by which Washington County will deliver economic development activities will be predicated on the business model(s) selected. As the County Board understands, these options are finite and do have practice and precedence in peer counties. 0 The models available for Washington County to encourage economic development are largely governed by Minnesota Statute. These statutory structures become more relevant if the County chooses to increase its role and participation in direct economic development activities. For example, if the County chose to take an active role in land assembly for a specific economic development program, formal and specific statutory authority and powers would be required to undertake such an aggressive development effort. Conversely, if the County envisions a more passive and indirect role in economic development, then informal models might suffice and would not necessarily be statutorily limited. At the County Economic Development Workshop held on February 26t' of this year, the Board identified five different organizational models. The organizational models are defined in the workshop handout in Appendix H and (as amended by the authors) are: • Employ an economic development professional(s) within the County • Expand HRA activities to include economic development (would require special legislation) • Establish a County Economic Development Authority (EDA) • Establish a County Community Development Agency (CDA) • Establish a County economic development corporation (public/private partnership) Although the first four models are all basically governmental organizations, they range from informal/advisory to formal direct activity and authority. They are not the same and, although comparable outcomes may be possible, each poses unique benefits and challenges. During our community engagement process we heard feedback on each of the five models; however one did not emerge as a consensus based direction. In addition, at the February meeting the Board was presented with activities the County could undertake with those activities organized into low-, moderate- and high - cost categories. This update is intended to apply some of the findings from our stakeholder meetings, data collection and interviews with other county practitioners to the options outlined above. Regardless of the model chosen, a consistent theme is to avoid duplication and complement the lead role that cities typically occupy on economic development activities. The County's strength is geographical context and structural and financial capacity. Geographical context is critical to responding to regional growth pressures and opportunities. These might best be illustrated in how the County organizes to advocate for the allocation of regional transportation and transit resources and responds to Greater MSP business development opportunities. Structural and financial capacity could be brought to bear where local communities have limited resources to undertake a particular effort or the economic development activity crosses city boundaries (for example: fiberibroadband infrastructure development). Because our work did not result in any new models we elected to approach this discussion from a different perspective. The following represent range of business models based on the role the County chooses. Informal Role If the County Board prefers to take an informal approach to economic development, the following models could satisfy this level of commitment. The County could directly employ an Economic Development person to conduct economic development activities, staff various advisory committees and build relationships with the business community. The County could establish and staff a county wide Economic Development Commission comprised of appointed stakeholders. This commission would not 0 have any decision making authority but would be tasked with being the advisory body and point of contact on economic development initiatives. Careful consideration should be given to be sure this commission is not duplicative. Under this informal role, if a significant development opportunity or challenge arises, the County could utilize the model of the Joint Powers Board where roles and responsibilities among multiple governmental bodies are determined on a case -by -case basis. This is the model Ramsey County is using with Arden Hills for the TCAAP site. The Washington County HRA currently provides some economic development technical assistance for communities in Washington County. In fact, the HRA mission statement includes references to "promotes community and economic development." However, even continuing with this type of informal County role in economic development will require some update of financial resource allocation. Formal Role There are basically two business models if the County wishes to take a more formal role in Economic Development, Create a County EDA or modify the Washington County HRA to have Economic Development powers by creating a Community Development Authority. This essentially replicates what Scott, Carver and Dakota County have in place. The Community Development Authority model has the potential to apply a significant amount of development authority and has a high level of economic development impact. Consequently it could entail a significant resource commitment. We say could because even though CDA's have the authority to participate in many economic development efforts, they are not always tasked to do so. As mentioned above, even under this enhanced CDA model, it is important to avoid duplication and use the CDA (or EDA) to support the lead role that cities take in economic development. The CDA/EDA model allows the County to take a convening role for Washington County cities and provide technical support for communities with limited staff capacity. During the course of our interviews with other County Economic Development entities, a consistent refrain was offered that whatever model Washington County chooses, the Board must ensure that the resources match the desired economic development activities. Finally, the various business models of HRA's, FDA's or CDA's include a diversity of Board membership either appointed or comprised of the County Board members themselves. Public/Private Partnership (Economic Development Corporation) Several representatives of the business community suggested that the county consider establishing a public/private partnership such as an economic development corporation (EDC). Typically, an EDC is formed to aggregate, develop and sell land for commercial or industrial development and/or to provide financing for business development within the community. However, this entity could also serve as a central coordinating body for economic development activities throughout the county. The St. Croix Economic Development Corporation is a good example of this type of organization. Established in 1993, its mission is to encourage and assist economic development and capital investment, to enhance tax base, to create jobs, and to assist businesses in expansion, retention and/or location within St. Croix County. The St. Croix EDC is structured as a not -for -profit organization and is governed by a 19-member board of directors comprised of both public and private sector representatives. Establishing an EDC may not negate the need for the county to choose one of the informal or formal governmental models if the county desires to expand its role in economic development. 10 VI. Next Steps After the meeting we will work with the Washington County staff and the Economic Development Work Group to draft the vision, mission and high-level strategies and goals. A mid -January workshop is anticipated to present this information to the County Board. David Unmacht and Tony Schertler Springsted, Incorporated December 12, 2013 11 Appendix I Economic Development Study Process The objective of the Washington County Board is to have an inclusive and comprehensive process. We think it is important for you to see what we have undertaken to date. The process used the following steps. (The number will be added upon the conclusion of the study and action of the County Board.) • Ongoing and regular communication with Washington County staff. Our thanks to Jane Harper and Kevin Corbid for their continuing leadership and support. • Review of the Washington County Board February and July work session notes. • Ongoing preparation of handouts, notes and information to track and support the process. • Economic development survey completed by five cities and the Washington County HRA. o Seven questions were asked including: economic development priorities, factors that drive and influence economic development; identifying stakeholders; listing economic development tools; considerations unique to Washington County; economic development best practices and desired outcomes from the study. o Survey information was used to prepare the stakeholder handout and will be factored into the strategic planning process. • Kick-off meeting of the Economic Development Work Group on September 9; approximately 20 city, county, HRA staff and elected officials attended. • Compilation and collection of base -line economic development information from a multitude of sources including: International Economic Development Council (IEDC); East Metro Strong (A Shared Vision of Regional Prosperity); Minnesota Statutes — Chapter 469; Association of Minnesota Counties (AMC); Anoka County Economic Development Exploratory Committee Report (2007); Dakota County CDA; Scott County CDA; University of Minnesota Extension; Greater MSP; Scott County First Stop Shop; Washington County Comprehensive Housing Study (Maxfield Research Inc.); and Community Symposium (Regional Growth Opportunities — St. Croix Valley). • Review of two economic development journal articles: "The Role of Local Elected Officials in Economic Development — Ten Things You Should Know"; (National League of Cities); and "The Emerging Roles of County Governments in Metropolitan and Nonmetropolitan Areas: Findings from a National Survey" (Economic Development Quarterly). • Review and assessment of the Minnesota Association of Professional County Economic Developers (MAPCED) website. o There are 34 counties listed as members including the metro counties of Anoka, Carver, Hennepin, and Scott. o MAPCED also supported state legislative initiatives that focused on business development and financing tools; strategies for high-speed broadband networks; workforce education; and transportation initiatives. • Individual interviews with Mark Ulfers, Executive Director, Dakota County CDA; Bill Jaffa, Executive Director, Scott County CDA, Gary Shelton, Scott County Administrator; Dan Rogness, Economic Development Director, City of Prior Lake, Denise Beigbeder, Ramsey County HRA and Julie Frick, Carver County CDA. o In summation we learned what other counties are doing and what best practices are. Two samples of what we learned will be provided as handouts at the December 12 meeting. 12 o The list of possible roles in the stakeholder input is inclusive of what we learned other agencies are engaged in. • Individual interviews with each of the five County Board members. • On site interviews with city officials in the following municipalities: Hugo, Cottage Grove, Woodbury, Stillwater, Mahtomedi, Lake Elmo, Oakdale, Bayport, Oak Park Heights, Newport, St. Paul Park and Baytown Township. Participation in these interviews varied and included economic development, community development, administration and elected officials. • Presentation and briefings with the following six groups: Lower St. Croix Valley Alliance; Scandia EDA; Hugo City Council, EDA and Business Association; Forest Lake EDA; and a joint meeting of the Economic Development Commission and Business Development Committee of the City of Woodbury. We estimate over 75 individuals participated in these six meetings. • Interview with Barb Dacy and presentation and briefing to the Washington County HRA Board. • Interview with Robert Crawford, Division Manager, Workforce Investment Board. • Collection and review of County Board economic development policies and actions. • Interviews with the Todd Streeter, Stillwater Chamber of Commerce and Tom Snell, White Bear Lake Chamber of Commerce. • Interview with Megan Barnett-Livgard, Greater MSP • Individual interviews with Stuart Helgason, business owner in Lake Elmo (conducted by Washington County staff); Peter Nora, business owner in Scandia; and Brian Zeller, Greystone Commercial. • Preparation of Key Themes from Community Engagement Handout • Economic Development Workgroup meeting on November 25. Approximately 20 city, county, HRA staff and elected officials attended. • County Board briefing scheduled for December 12. 13 Appendix 11 ECONOMIC DEVELOPMENT WORKSHOP ECONOMIC DEVELOPMENT DEFINED The process by which a community (or region) organizes and then applies its energy to the tasks of improving the economic well-being and quality of life for the geographic area. Economic development is a long-term investment of time, people, limited resources and skills. (St. Croix County Economic Development Corporation) ECONOMIC DEVELOPMENT RESOURCES IN WASHINGTON COUNTY • Cities - business relationships and outreach, marketing, planning and zoning, industrial parks, quality of life, tax increment financing (TIF), revolving loan funds, connecting businesses with state programs • Dedicated economic development staff (Cottage Grove, Woodbury) • Economic Development Commissions — improve the business climate and coordinate economic development activities (Hugo, Oakdale, Woodbury) • Economic Development Authority (EDA) (Forest Lake,Cottage Grove) • Chambers and Business Organizations promote local businesses, GROW MN focuses on business retention (Cottage Grove, Forest Lake, Greater Stillwater, Woodbury, Hugo Business Association, Oakdale Business and Professional Association) • Housing and Redevelopment Authority (HRA) — workforce housing, developer relationships, working with small communities (Newport, Lakeland, Mahtomedi), coordinate redevelopment activities • Region — GreaterMSP • State Department of Employment and Economic Development COUNTY'S CURRENT ROLE County Role (as Defined in the 2030 Comprehensive Plan) Washington County's core functions foster an environment where commerce can develop and thrive. The county contributes to a robust business climate by: providing well planned, essential infrastructure; maintaining a low tax rate; and assisting in creating an ample pool of skilled employees. The county strives to maintain the right blend of county services to support a vibrant business sector, be it transportation and transit services, public safety, health and human services, corrections services, workforce housing, or other public services. The county is committed to stewardship of cultural and natural amenities such as land and water resources, parks and opens spaces, and libraries which contribute to a high quality of life for business owners and their employees and families. The county's efforts in workforce development provide skilled employees that enable companies to be,competitive and successful in the local, regional, and global economies. Specific Activities • Transportation infrastructure including transit services • Job training through Workforce Center • Workforce housing through HRA and Community Development Block Grant (CDBG) Program • HRA conduit bond program for "private activity bonds" for senior housing, mixed income apartments, and public purpose buildings including hospitals and public facilities 14 • Quality of life (including Historic Courthouse, parks, trails and libraries)& water quality improvements • Competitive tax rate • Funding regional efforts such as Greater MSP ($50,000 2011-2013), Metro MSP (pre 2010, $8,500 for regional website) • Tax Increment Financing (TIF) administration for cities and HRA (see pages 4&5 for details) • Economic development tax abatement WHAT THE COUNTY COULD DO The Washington County Economic Development Work Group (staff from cities that chose to participate) identified many of the following activities as things that the county could do that would add value to the whole and would support the work of the cities. Low Cost: • Advocate and lobby for economic development tools and business climate issues, support city - sponsored legislative initiatives and special legislation • Establish relationships at county level with large businesses • Establish a "business owner" forum/panel to continue to engage business community • Appoint business friendly individuals to watershed district boards • Direct CDBG funds to economic development projects where appropriate (currently a medium priority activity) Moderate Cost: • Provide tax exempt financing (issue bonds for HRA or EDA) • Conduct a business retention survey of current businesses • Technical assistance to county businesses modeled on the "Open for Business" programs which link resources to various sized businesses • Fund county or subcounty economic development groups • Anticipate issues and work on them before they become deal breakers High Cost: • Develop aggressive countywide marketing campaign geared toward business development • Allow for more tax abatement • Facilitate a countywide fiber optics network • Engage a consultant to do a countywide assessment and develop a unified economic development strategy including understanding the county's economic advantages, identifying businesses to target, developing measures of success • Establish a revolving loan program How to organize to get these activities done — which option depends on what you want to achieve and will offer different statutory powers (see page 6 for definitions of each type of entity) • Employ an economic development professional • Expand HRA activities to include economic development (would require special legislation). • Establish a county EDA (would require new county staff) • Establish a county community development agency (CDA) (would require new county staff) • Establish a county economic development corporation (public/private partnership) to serve as a central coordinating body that could do many of these activities (would require new county staff) 15 ACTIVITIES OF OTHER METRO COUNTIES • Anoka: HRA has Economic Development Taxing Authority (2011), has an "economic gardening" program to target second -stage small and mid -sized businesses to grow without leaving the county, completed an assessment • Carver: Established CDA with EDA powers in 2005, staff are members of several economic development organizations, has an "open for business program", completed an assessment • Dakota: Has a CDA with HRA & EDA authorities, is launching an "Open for Business" program in February 2013, completed an assessment and an economic development strategy in 2006 • Hennepin: Completed an assessment & economic development strategy in 2005 with update in 2010 • Ramsey: Limited role, focus on infrastructure and a business loan program • Scott: has CDA, conducted an analysis of conditions as part of 2030 Comprehensive Plan • Wright: County Economic Development Coalition • St. Croix: County Economic Development Corporation Tat Increment Financing ("rlF)* TIF is a method used to finance development costs by encouraging developers to construct private improvements or to pay for public improvements and infrastructure. Increases in property taxes that are driven by value increases from the new development are captured by the TIF authority to pay for all or a part of the development costs of a project. The most common types of TIF districts include redevelopment districts, housing districts and economic development districts. Generally, TIF can be used to redevelop districts that are blighted or have made the determination that "but -for" the use of the tax increments dollars a development would not otherwise occur. Cities, economic development authorities, housing and redevelopment authorities, port authorities, and rural development finance authorities have the authority to create a TIF district. Counties must work through an EDA, HRA or other entity with authority to implement a TIF district. Currently the county's role related to TIF includes providing comments on proposed new districts and modifications to existing districts, and administration of new and existing districts including the collection and distribution of the tax increment taxes. The county does not have the authority to approve or deny TIF districts. The County Board has provided support to city efforts to expand existing districts through special legislation. For Pay 2012, just less than 2% of the total tax capacity of the county is captured in TIF districts. If this value increase occurred but was not captured by TIF districts it would have generated more than $1,700,000 in county tax in Pay 2012 with the same county tax rate (31.939%). 16 Summary of Pay 2012 TIF Values and Taxes Tax Authority Tax Authority Captured Value Total Value in Tax Authority % of Total Value Total Net TIF Tax County HRA 80,891 274,105,554 0.03% $ 85,562.15 Afton 5,741 5,303254 0.11% $ 5,114.76 Bayport 147,349 2,667,663 5.52% $ 142,458.37 Cottage Grove 890,418 27,439,784 3.24% $ 1,036,608.31 Forest Lake 1.121.580 20,058,270 5.59% $ 1,066,627.42 Hugo 81,729 13,320,925 0.61% $ 81,555.54 Lakeland 38,474 2,248,169 1.71% $ 39.107.43 Landfall 61,140 144,537 42.30% $ 65,267.61 Mahtomedi 143,757 9,704,053 1.48% $ 159,191.97 Oak Park Heights 26,913 10,186,479 0.26% $ 29,712.96 Oakdale 397,633 25,534.811 1.56% $ 424.617.42 St. Paul Park 297.420 3,284,660 9.05% $ 370,124.22 Stillwater 1,978,040 20,927,718 9.45% $ 2,233,026.26 Woodbury 179,236 73,651,956 0.24% $ 201.571.75 County Total 5.450,321 274.105,554 1.99% 5 5.940.546.17 Tax Abatement* Minnesota law changed in 1997 to allow the granting of property tax abatements for economic development purposes. Abatement can be used for projects that increase the tax base or the number of jobs in an area, construction of public infrastructure, redevelopment of blighted areas, or deferring or phasing in a large (over 50%) property tax increase. Counties in general supported this new authority as an alternative to TIF; however, the legislature passed it as an additional tool along with TIF. Tax abatements may only include taxes paid to the county, city, township or school districts. Counties are limited to a total annual abatement equal to the larger of $200,000 or 10 percent of the county's net tax capacity (roughly $2.74 million). The county may choose to abate all of its taxes or it may choose to defer the payments of the taxes and abate only the interest and penalty that otherwise would apply. Washington County has adopted a policy that caps economic development abatements at no more than 2% of the county's annual levy or approximately $1.7 million per year. To qualify for abatement, cities must agree not to create or to expand any TIF districts during the life of the abatement. 17 To date, Washington County has approved two economic development abatements, one with the City of Woodbury (Tamarack Interchange) and one with the City of Oakdale (Oak Marsh). County policy directs the board to consider whether the project asking for abatement assistance would occur without the abatement, whether the project has regional impact, whether the project is consistent with the county comprehensive plan, the potential increased county road costs, and the cities current use of tax abatement and tax increment financing. A few tax abatement applications were submitted that the County Board either denied or the city withdrew prior to final action by the County Board. This occurred with the Woodbury Lakes project in Woodbury, the Oaks Business Center project in Oakdale, and the Eagle Point project in Lake Elmo. Year Oakdale Oak Marsh Woodbury Tamarack Total Abatements Approved 1999 $ 35,396 $ $ 35,396 2000 $ 64,043 $ $ 64,043 2001 $ 89,410 $ 200,000 $ 289,410 2002 $ 117,769 $ 220,700 $ 338,469 2003 $ 148,084 $ 225,800 $ 373,884 2004 $ 179,853 $ 225,800 $ 405,653 2005 $ 190,529 $ 257,928 $ 448,457 2006 $ 192,031 $ 281,200 $ 473,231 2007 $ 196,592 $ 317,214 $ 513,806 2008 $ 194,567 $ 366,651 $ 561,218 2009 $ 193,514 $ 423,000 $ 616,514 2010 $ 194,439 $ 444,300 $ 638,739 2011 $ - $ 241,498 $ 241,498 2012 $ $ 231,100 $ 231,100 2013 $ $ 229,800 $ 229,800 2014 $ $ 227,800 $ 227,800 2015 $ $ $ - Total $ 1,796,227 $ 3,892,791 $ 5,689,018 Cities have also submitted abatement applications and asked the county to take formal action to deny the request. This is done in order to take advantage of the longer abatement period available for districts where another entity has denied the abatement. The most recent example of this is an abatement approved by the City of Woodbury related to the Bielenburg Sports Complex expansion. Local Economic Development Corporations Defined (taken from Economic Development Authority Handbook, October 2011) Chamber of Commerce: An incorporated non-profit 501(4) or (6) that is generally affiliated with the state and national chamber of commerce. The chamber consists of local business professionals of the community who promote local businesses and the community. Generally, they have an elected board with limited staff. Larger chambers often deal with tourism and overall business development of the community. They sometimes are politically active and can be a powerful lobbying force. Economic Development Corporation: A corporation formed to develop and sell industrial land and/or provide financing for business development within the community. • For -Profit: The board is made up of shareholders and may or may not have staff. Local investors can buy shares that can be paid in dividends from profits made on projects. Money invested in corporations can be repaid to the stockholders. 18 • Non -Profit: Shares are sold or funds may be raised in other ways. No dividends are paid on shares. Both individuals and businesses can make tax deductible donations to the organization. These organizations are prohibited from directly or indirectly participating in, or intervening in, any political campaign on behalf of or against any candidate for elective public office. Government Organizations Economic Development Commission: A board used to advise a city council, appointed by the mayor and/or city council. It has limited or no decision making authority and is used as a sounding board or a first point of contact for the city council on development projects. The commission can draft strategies and policies for ratification and implementation by the city. Economic Development Authority: A legal entity created by a city or a county to facilitate a well- rounded development program by taking advantage of some of the port authority powers and all the HRA powers. The primary powers of an EDA include promote and recruit businesses; buy and sell property; make loans and grants to businesses; provide guarantees or other credit enhancements; and issue revenue or general obligation bonds. The EDA may be consolidated with an existing HRA or it may be established as a separate entity. The EDA is governed by a Board of Commissioners. The city council or county board can choose to serve as the EDA Board or it may create a board composed of counciliboard members and community members. Housing Redevelopment Authority: A public corporation empowered to undertake housing and redevelopment or renewal activities. While state legislation authorizes each city/county to have an HRA each city/county must formally establish an HRA before it can use the HRA authorities. An HRA does not have economic development authorities. Joint Powers Board: A board created by multiple governmental bodies for a certain purpose, such as economic development. The agreement between the entities describes the activities and powers that the board exercises in carrying out its duties. Community Development Agency: Established by special enabling laws specific to a jurisdiction and providing for EDA and/or HRA powers plus authorities that are unique to the respective jurisdiction. 19