EDA MEETING PACKET 04-14-2014CITY OF SCANDIA
ECONOMIC DEVELOPMENT AUTHORITY
Monday, April 14, 2014
6:30 P.M.
Scandia Community Center Board Room
1. Call to Order
2. Approval of Minutes (March 3, 2014)
3. Approval of Agenda
4. Public Forum
5. Old Business
a) Natural Gas Update
b) Survey for Storefront BRE
6. New Business
a) Comments on County Economic Development Plan
b) Thrive 2040
7. Commissioner Reports
8. Executive Director's Report
9. Agenda Items for Next Meeting (May 12, Broadband)
10. Adj ournment
* "Note: A Quorum of the City Council May be Present at this Meeting. However, the City
Council does not intend to conduct any official business * * *
The Scandia Economic Development Authority met in the Board Room at the Scandia
Community Center on Monday, March 3, 2014 beginning at 6:30pm. Commissioners Present:
Tom Triplett, Bruce Swenson, Sally Swanson, Greg Isaacson. Absent: Dan Lee. Staff Present:
Kristina Handt.
The meeting was called to order at 6:30pm by Swanson.
Motion by Swenson, seconded by Triplett to approve the February 10, 2014 minutes. Motion
carried.
Motion by Triplett, seconded by Isaacson to approve the agenda. Motion carried.
Swanson introduced the issue and stated people in the northern portion of the City are interested
in natural gas expansion. Colette Jurek and Michael Mayerchak from Xcel Energy were
introduced. Mayerchak explained the rules they have to follow which are on file with the PUC
when considering a natural gas extension. Xcel can extend natural gas 100 feet at no cost but
after that there is a formula to pay for the rest of the extension aimed at making it fair for all
ratepayers so some don't have to pay higher rates for others service. In the area of
Olinda/Oren/Ogilvie, Mayerchak identified 16 houses. At a cost of $74,000 to extend the service
to Ogilvie (which is about 6,000 feet from where the line ends at 223�d), each house would have
to pay over $4,600 to get the main in the street. The first 75 feet into the property is free unless it
needs to be sleeve for gophers which is $1.50/foot. After that it is an additional $3.50/foot to the
meter. Bob Bernard, 14797 Oren Road, asked about spreading the cost over 15 years. Xcel has
an internal policy of only doing this if there 100 hookups. Residents asked about extending
service from the Bone Lake area but Mayerchak said that was even further away and would cost
more. After the first 100 feet it costs about $20 /foot to extend the line. Merlyn Nelson, 14077
237th St, asked why the prices have gone up so fast. Mayerchak explained the new federal
regulations utilities are under following the Enron incident in the beginning of the century. Xcel
files their actual costs with the PUC each year and an average price for extension is based on
that.
Swanson asked if there were any programs to help pay for the extension. Other than a surcharge
if 100 customers are connected the other option Xcel mentioned was the Bridgewater Township
example of creating a special taxing district. The City pays Xcel and then recoups the cost over
15 years of special assessments against the property. It was noted that there could be many pros
and cons to this such as the rest of the taxpayers covering a default or the next person getting to
connect without having to pay an assessment. Xcel is looking into the option of allowing people
to put the cost on their credit card but this hasn't been approved yet.
Bob Bernard addressed the crowd and asked them to consider the cost benefit of hooking up to
natural gas if the cost of propane continues to rise. It was noted that propane would have to be at
$0.92/gallon to be comparable in price to natural gas.
Mayerchak will run some options for getting 100 customers hooked up and share that cost and
info with the City. Attendees were asked to sign up if they were interested in receiving the data
from Xcel. The signup sheet was also shared with Xcel so they could see where people were
interested in getting natural gas.
The Board reviewed the broadband survey questions suggested by Bill Coleman. Jesse
Pereboom was also in attendance and offered feedback on the survey. Jesse suggested asking
about the quality of the connection, how many times the modem has to be restarted and provide a
section for other comments. Swanson recommended language reminding people to do the test on
their home computer and not to use multiple devices. Swanson also reported she had
conversations with Midcontinent and cable will be extended to her neighborhood this summer.
She had questioned them about the maps showing coverage on connectmn.org and was told that
if service is within 2 miles it shows up on the map because they just report based on census
tracts. Triplett also contacted Mid Continent and was told he could get service. He is having a
technician come out and will report back later. Motion by Isaacson, seconded by Swenson to
distribute the surveys as amended. Motion carried. The deadline for the surveys will be May 1 st
The Board reviewed the listings of businesses for the BRE survey. A handful of businesses were
suggested to be added to the list in the staff report and some were identified as closed or
duplicative. The board agreed to focus on retail storefront businesses first. Handt will update the
listings and provide a draft survey at the next meeting.
Commissioner Reports: None
Handt provided a verbal update: Washington County is hosting a League of Local Governments
meeting on March 31, 2014, 5-7:30pm and the topic is economic development.
The next meeting will be Monday, April 14, 2014 at 6:30pm to review survey questions and
business listings for the BRE and review broadband progress.
Motion by Swenson, seconded by Isaacson to adjourn. Motion carried. Meeting adjourned at
8:28pm.
Respectfully Submitted, Kristina Handt, Secretary
XceiEnergys
E BY NATURE®
Natural Gas Service
City of Scandia
April 14, 2014
Why Natural Gas Conversion?
■ Stability in Natural Gas Prices
♦ Advances in production support stable pricing
■ Propane Prices Are Expected to Increase
■Cochin pipeline, carrying 40% of Minnesota's
propane, is phasing out propane deliveries
■MN propane shippers are working to find
alternate distribution for 120 million gallons of
propane
K
Propane Price Impacts to Home Owners
■ The average price of propane for the past 3 years
was $1.83/gallon
■ In 2014, prices are expected to reach or exceed
$5.00/gallon and the average price is expected to
increase to $2.75/gallon
■ Natural Gas Comparison
♦ Residential natural gas option at $1.00/gallon
propane equivalent
3
U.S. Oil And Natural Gas Proved Reserves
U-S. crud'e oil and lease condensate proved reserves
billion barrels
35 -- -------- ---- - ----- -- ------ --- ---
30
25
20:
15
10
5
0
1981 ' 1984 ' 1987 1990: ' 1493 1996 1999i 206 2005 MOB 2011
U.S. wet natural gas proved reserves
trillion cubic feet
350;
30 G
25 G ------
20:01
15 0!
100
1981 1984 1987 1990 1993: 1996 1999 2002 2005 2008 2011
Source: U.S. Energy Information Administration, FormEIA-23, 'Annual Survey of DomesticReseivesr
1981-2011
Natural Gas Price Forecast
Related to Shale Production
H en ry H.0 b of natural) ci n fo u r- gms re.so u r-ces cases
2010 dollars per million Btu e. Pa
$112
$10
$8.
$6
$4-
0 w I
LI Ct I'd IN
J L I CA IV i t.-'y.!
S
20 GO 20 0,5 2010 20:15, 2020 2025 2030; 20,35,
5
Natural Gas Distribution
w , VIKING
%y l�ih�:fiSCf LNG PLANTS
SUP -PLIERS TES DISTRIBUTION
LINES
NORTHERN
L,.
r
xI
TRANS I IS SI ON E
PIPELINE
DRS
NSP T10SMISSION LINE
NS? GAS AREA
CUSTOMER
0
Approximate Gas Route in Scandia
is
I
I
Xcel Energy Average Natural Gas Prices
■ Residential
♦ 2011:
$.72/Therm
♦ 2012:
$.61/Therm
* 2013:
$.66/Therm
♦ 2014:
$.84/Therm
2014 January -April*
*April 2014 price went down significantly from March due to
the TransCanadian Pipeline explosion in late January 2014.
0
Xcel Energy Gas Rate History
Last 12 Months
May-2013
$0.681314
Jun-2013
$0.686824
Jul-2013
$0.654635
Aug-2013
$0.645655
Sep-2013
$0.619095
Oct-2013
$0.616845
Nov=2013
$0.698398
Dec-2013
$0.702508
Jan-2014
$0.754268
Feb-2014
$0.842048
Mar-2014
$1.030368
Apr-2014
$0.725708
Previous
May-2012
$0.471617
Jun-2012
$0.513527
Jul-2012
$0.528467
Aug-2012
$0.567204
Sep-2012
$0.542824
Oct-2012
$0.578734
Nov-2012
$0.699164
Dec-2012
$0.702684
Jan-2013
$0.663 814
Feb-2013
$0.669754
Mar-2013
$0.671264
Apr-2013
$0.664814
Previous
May-2011
$0.694017
Jun-2011
$0.705717
Jul-2011
$0.706837
Aug-2011
$0.713437
Sep-2011
$0.666957
Oct-2011
$0.661267
Nov-2011
$0.742977
Dec-2011
$0.747625
Jan-2012
$0.716627
Feb-2012
$0.699057
Mar-2012
$0.698127
Apr-2012
$0.543377
Natural Gas Cost Examples
Natural Gas Therms/Year 1,007
Natural Gas Cost per Year $903
Service Cost $1,132.50
Cost for Main 80 Pay $364K: Approximately $47550
Other Costs Convert Appliances $300
Surcharge Cost per Year $300
Total Cost per Year Natural Gas $1,203
LP Cost per Year $2750
Savings with Natural Gas $1,546.99
Initial Installation Cost for Natural Gas $57982.50
Simple Payback 3.9 Years
`U1
Natural Gas Cost Examples
Natural Gas Therms/Year
Natural Gas Cost per Year
Service Cost
Cost for Main
Other Costs
Surcharge Cost per Year
Total Cost per Year Natural Gas
LP Cost per Year
Savings with Natural Gas
Initial Installation Cost for Natural Gas
Simple Payback
80 Pay $364K: Approximately
Convert Appliances
1,007
$903
$2,062.50
$4, 550
$300
$300
$1,203
$2,750
$1,546.99
$61912.50
4.5 Years
11
Natural Gas Cost Examples
Natural Gas Therms/Year
Natural Gas Cost per Year
Service Cost
Cost for Main
Other Costs
Surcharge Cost per Year
Total Cost per Year Natural Gas
LP Cost per Year
80 Pay $364K: Approximately
Convert Appliances
1,007
$903
$1,132.50
$4, 550
$300
$300
$1,203
$3,850
Savings with Natural Gas $2,646.99
Initial Installation Cost for Natural Gas $5,982.50
Simple Payback 2.3 Years
12
Natural Gas Cost Examples
Natural Gas Therms/Year
Natural Gas Cost per Year
Service Cost
Cost for Main
Other Costs
Surcharge Cost per Year
Total Cost per Year Natural Gas
LP Cost per Year
80 Pay $364K: Approximately
Convert Appliances
1,556
$903
$1,132.50
$4,550
$300
$300
$1,203
$4,250
Savings with Natural Gas $3,046.99
Initial Installation Cost for Natural Gas $5,982.50
Simple Payback 2.0 Years
`IQ
City of Scandia
Partnership with Xcel Energy
■ Economic Development
♦ Natural gas long term price stability; support for
new business
■ Energy Efficiency
♦ Rebates for energy efficient equipment
■ Historic Low Gas Purchase Cost
■ Compliance and response handled by Xcel Energy
14
Summary
■ Propane Costs are Increasing
♦ Commodity and transport
■ Xcel Energy Natural Gas Prices Are Competitive
♦ Gas storage and peaking plants
♦ Serve over 400,000 natural gas customers in MN
■ We would like to be your natural
efficient, reliable residential and
the City of Scandia
gas partner providing
commercial service to
15
n
SCANDIA
Staff Report
Date of Meeting: April 14, 2014
To: Economic Development Authority
From: Kristina Handt, Executive Director
Re: Natural Gas Issue
Background:
Last month the EDA heard from residents interested in natural gas expansion to their homes and Xcel
Energy about their processes. Xcel was to review possible scenarios for reaching 100 hookups to allow
for the amortization of costs over a number of years.
Issue:
What options can Xcel offer to assist in natural gas expansion?
Proposal Details:
Colette Jurek and Michael Mayercheck will be in attendance at the meeting to present options to reach
100 potential new properties. They will have information available about a website they will set up to
allow people to sign up for natural gas service in the area of possible expansion. They will also discuss
further details on financing options and are looking into any state assistance that may be available.
Recommendation:
Gather information from those at the meeting and determine if there is a need for the EDA/City to be
further involved in the process of getting natural gas extended.
SCANDIA
Staff Report
Date of Meeting: April 14, 2014
To: Economic Development Authority
From: Kristina Handt, Executive Director
Re: Business Retention and Expansion (BRE) Survey
Background:
The EDA has been discussing the possibility of conducting a Business Retention and Expansion Survey.
At the last meeting, it was discussed to focus first on businesses with storefronts in Scandia and that I
would compose a survey using the U of M Extension's Question Bank..
Issue:
What questions should be included in the BRE survey? Which businesses will be surveyed?
Proposal Details:
Included in your packet is a survey using U of M Extensions sample questions. The Board should decide
if any modifications need to be made to the survey. The survey is similar in length to those used in other
communities including Forest Lake.
I've updated the list of businesses to include your recommendations from the last meeting. Possible
businesses to survey could include:
1) Eko Backen
2) Gammelgarden Museum
3) Ironwood Golf Range
4) Chiko's Bar and Grill
5) Meister's Bar and Grill
6) Scandia Pizza
7) The Scandia Cafe
8) Kendrick Chiropractic
9) Osceola Medical Center-Scandia Clinic
10) Scandia Family Dental
11) Scandia Veterinary Clinic
12) Health Insurance Mart
13) Landmark Surveying Inc.
14) Prairie Restoration Inc.
15) Scandia Heating and Air Conditioning
16) The Brunfelts Keller Williams Premier Realty
17) Abrahamson's Nursery
18) Anyo Salon
19) Big Marine Lake Store
20) Crabtrees & Garden Gate
21) Designs of Sweden
22) Edward Jones Investments
23) Farmers Insurance Group -Andrea Bakken
24) Leroux's All Season Lawn and Sports
25) Oly's Swedish Massage
26) Pereboom Computer Service
27) R & B Auto
28) Salon Belleza
29) Scandia Creamery
30) Scandia Hair Design
31) Scandia Olde Town Liquors
32) Scandia Self Storage
33) Scandia Store
34) Security State Agency Insurance
35) Security State Bank of Marine
36) Todd's Home Center
37) Upholstery Specialties of Minnesota
38) Wilkerson Guthmann
39) Chisago Lakes Fire
40) Deer Creek Cedar Homes
41) School House Studios
42) Funky Gardens
43) Milbrandt Studios
44) Wally's Engine Repair
Options:
1) Approve BRE Survey, business listings, and assign businesses to Commissioners
2) Amend BRE Survey, business listings, and assign businesses to Commissioners
3) Review BRE and business listings again at next meeting.
Recommendation:
Option 1.
Economic Development Authority (EDA) Business Retention and Expansion Study
City of Scandia
Date:
Company Name:
Address:
Survey Participant:
Phone: E-mail:
Website:
Name of Corporate Headquarters (if different than above):
Address. -
Phone: E-mail:
Website:
Title:
Thank you for participating in the EDA's Business Retention and Expansion Study. The program is
sponsored by the Scandia Economic Development Authority.
Objective of the BRES program:
1. To gain an understanding of the business community's views of the local government and
economy.
2. To determine company plans for expansion or relocation.
3. To strengthen the communications bridge between the business community and local
government.
4. To establish concrete data to aid strategic planning efforts.
1.
How is your firm structured?
Corporation (public)
Corporation (closely held)
Partnership
Sole Proprietorship
Other (specify)
2. Do you own or lease this location?
Own
Lease
3. If you currently lease, when does the lease expire?
4. What year was this business established at this location?
5. Do you believe your product/services have unique qualities that give your business a competitive
advantage?
Yes
No
Don't Know
6. If yes, please describe these unique qualities.
7. What are the major products/services offered by this establishment?
First Major product/service:
Second Major product/service:
Third Major product/service:
Fourth Major product/service:
8. What percentage of your sales come from each of the major products/services identified above?
1% to 24%
25% to 49%
50% to 74%
75% to 100%
Percent of sales: first major
product/service
Percent of sales: second major
product/service
Percent of sales: third major
product/service
Percent of sales: fourth major
product/service
9. How many employees currently work at this establishment?
1 to 5
6 to 10
11 to 15
16 to 20
21 to 25
26 to 50
50 or more
Full Time
Part Time
Temporary
10. How many employees worked at this establishment three years ago?
1 to 5
6 to 10
11 to 15
16 to 20
21 to 25
26 to 50
50 or more
Full Time
Part Time
Temporary
11. How many employees (estimated) will work at this establishment three years from now?
1 to 5
6 to 10
11 to 15
16 to 20
21 to 25
26 to 50
50 or more
Full Time
Part Time
Temporary
12. If you reported part time employees, how many are:
Seasonal:
1to5
6 to 10
11 to 15
_16to20
_21ormore
Year Round:
1to5
6 to 10
11 to 15
16 to 20
21 or more
If seasonal, when are your busy seasons (select all that apply):
Spring
_ Summer
Fall
Winter
13. Did your firm's employment change over the last five years?
Yes
No
14. If yes, please check three (3) main reasons for the employment change over the past five years:
_Technological changes
Changes in management
Growth in demand, or lack of demand
Number of contracts
Business did not exist five years ago
Improved or decreased efficiency
Government regulation
Increased competition
Renovation/expansion
New products/services
_Entered new markets
Change in subcontracting
Corporate decisions/policies
Other:
15. What is your current employment hiring state?
Increasing workforce
Downsizing
Stable
16. What resources are you currently using to locate new employees?
Ad in metro -wide papers
Ad in local community papers
Placement office of four-year or two-year colleges
Private search firms
Referrals from existing employees
Job service
Temporary agency
Hire our own apprentices
Promote from within
_Local job fair
Internet
List Other:
17. If more than 50% of your employees live outside of Scandia, please indicate why you think that is
the case?
18. If your workforce was to expand by 10%, would there be affordable housing for these workers
within 30 minutes of your place of business?
Yes
No
Uncertain
19. From your perspective as a business person, please rate housing opportunities in this community for
OWNED homes.
Excellent
Above Average
Average
Below Average
Very Poor
Quality
Availability
Affordability
Location
20. From your perspective as a businessperson, please rate housing opportunities in this community for
RENTAL housing.
Excellent
Above Average
Average
Below Average
Very Poor
Quality
Availability
Affordability
Location
21. How would you rate the local labor force?
Excellent
Above Average
Average
Below Average
Very Poor
Quality
Availability
Quantity
Stability
22. Please indicate where most of your employees live.
Within 5 miles of business location
Within 5 to 20 miles of business location
More than 20 miles from business location
23. Please select the category that best describes your company's gross sales in 2013?
Under $25,000
$25,000 to $99,999
$100,000 to $199,999
$200,000 to $499,999
$500,000 to $999,999
$1 million to $2.49 million
_$2.5 million to $4.9 million
$5 million to $9.9 million
_$10 million or more
24. Which of the following strategies do you currently use to increase your sales during less busy days
and hours?
Nothing
Advertise
Offer product promotion
Extend days and/or hours of operation
Change product/service offerings and/or mix
Other:
25. Does your company have a website?
Yes
No
26. If no, what is your main reason for not marketing over the internet?
No Internet Access
Slow Internet connection
No IT support
Cost
Time commitment
Need more information
Other:
27. What are the three (3) types of advertising you use the most?
Yellow Pages
Daily Newspaper
Weekly newspaper
Weekly shopper paper
Radio
TV
Billboards
Direct mail advertising
Visitor's guide
_Magazines
Brochures/flyers/shopping bags
Other:
28. Do you share advertising expenses with other businesses to promote your business area?
Yes
No
29. From the list below, please check the top five (5) factors likely to have a major impact on your
business in the next three (3) years.
New products
Changing customer tastes
Demographics
Higher consumer spending
Foreign competition
Domestic competition
Raw material shortages
Energy Costs
Transportation
Wage rates
Raw material costs
Financing availability
Taxes/government policies
Other:
30. Please check which of the following best describes your company's business activity.
We have too much business, capacity is strained
Business activity is just right
We have too little business activity; excess capacity
Wide seasonal or cyclical variations in demand
31. Over the last 3 years, have any of these business factors increased, stayed the same or decreased?
Increased
Stayed the Same
Decreased
Number of customers
Sales -Total Revenue
Profits
Employees -Full Time
Employees -Part Time
Employees -Year Round
Employees -Seasonal
32. Over the next 3 years, do you think the following factors for your business will increase, stay the
same, or decrease?
Increase Stay the Same Decrease
Number of customers
Sales -Total Revenue
Profits
Employees -Full Time
Employees -Part Time
Employees -Year Round
Employees -Seasonal
33. In general, how do you meet or become acquainted with service providers?
Someone you know referred/recommended the service provider
You knew the service provider before they started working for you
Referral by a trade association or professional organization
_ Competitor used them
Advertising or direct mail or yellow pages
Unsolicited cold call
Article in business publication or newspaper
Service provider newsletter/web page
Other:
34. Check the three most important factors in evaluating and selecting a service provider.
Experience of service provider
Service provider's knowledge of your industry
Proximity to your location
Price
Service provider's approach or methodology
_ Service provider's reputation
Recommendation from a trusted source
Personality or "likeability" of service provider
Credentials of service provider
Referrals from other clients
Other:
35. Check the areas that you have used external service providers for in the past three years (select all
that apply:
Business management
Design or engineering
Manufacturing operations
Quality related issues
Environmental and safety
Information technology
Organizational development
Marketing/sales
Financial/accounting
Human resources development
Other:
36. To meet your current or recent financial need, what type of capital are you considering or did you
consider?
Equity Capital
Debt Capital
37. If you plan to use debt capital, which of the following financial institutions do you plan to use or did
you use?
Commercial bank
Savings and loan
Federal loan program (USDA, SBA)
State Economic Development Loan (DEED, Regional Commission, or Foundation)
Other:
38. When you sought your most recent loan, what types of activities or facilities did (do) you hope to
finance.
Purchase of land without buildings
Purchase of land with buildings
New building construction
Building expansion
Building renovation
Operating capital
Inventory
Machinery or equipment
Other:
39. Please provide information on your firm's credit experience for the past three (3) years in each of
the following categories.
Able to obtain
Able to obtain
Unable to
Don't
Not
desired credit
some credit
obtain
know
applicable
Short term loans
(<1year) secured
Short term (<1year)
unsecured
Long term loans
(1-5yea rs)
Long term loans
(>5 years)
Commercial mortgage
Home equity loan for
business purposes
Line of credit
Equipment financing
or lease.
40. Have you made any of the following changes in the last 3 years?
Yes
No
Changed mix of goods/services
Added or subtracted product lines
Entered new markets
Modernized product technology
Adopted labor-saving technologies
Made other capital improvements
41. Will you be expanding/improving your current building or equipment?
Yes
No
42. If yes, do you face any constraints?
No constraints
Need financial assistance
Need planning/design assistance
Need to acquire land
Other:
43. Are you considering another (additional) branch or store?
Yes
No
44. If yes, what location are you considering?
Elsewhere in Scandia
Elsewhere in Washington County
Outside the county, but in Minnesota
Outside the state
Undecided
45. If yes, when will you open the new branch or store?
Within 6 months
6 months to a year
1-3 years
46. Are you considering moving, selling or closing this business?
No
Considering moving
Considering selling
Considering closing
47. What conditions influence your decision regarding moving, closing, or staying put? (select all that
apply)
Market conditions
Overcrowded building or space
Land locked or expansion limited
_Transportation problems
Crime or vandalism
Low worker productivity or unavailability of workers
Environmental concerns
Building code problems
High local taxes
High state taxes
Lease expiration
48. If moving, selling, or closing, when?
Within 6 months
6 to 12 months
1 to 3 years
3 years or more
Don't know
49. If moving, where will you move?
Elsewhere in Scandia
Elsewhere in Washington County
Elsewhere in Minnesota
Outside of Minnesota
Undecided
50. Any other plans for business changes over the next three years? (check all that apply)
No change
Change in mix of goods or services
Add new product or service lines
Add new technology
51. Do you have enough room to expand?
Yes
No
52. Does your store/storefront need updating or "cosmetic" improvement?
Yes
No
53. Where do you see additional expansion or growth in your business?
New building or addition
Additional employees
Additional equipment or new technology
New training program for employees
Additional financing
Other:
54. What, if any, conservation or "green" actions have you taken or do you plan to take with your
business?
55. If you face constraints on renovation or expansion, what are they?
Would have an inadequate financial return on investment
Inability to get a loan
Insufficient space available for expansion
Environmental or pollution control limitations
Planning and zoning restrictions
Governmental regulation prohibits expansion
Shortage of adequate labor
Shortage of adequate housing for labor
Other:
56. What overall grade would you give the community as a place to do business?
A (excellent)
B (above average)
_C (average)
D (below average)
_F (poor)
57. In the last 3 years, did the community's business climate get stronger, weaker, or stay the same?
Got stronger
Got weaker
Stayed the same
58. What overall grade would you give the retail shopping in the community?
A(excellent)
_B(above average)
C (average)
D (below average)
F (poor)
59. Is your firm having any problems with local community services?
No
Yes. If so please specify:
60. What is the most significant thing Scandia could do to help improve your business activity?
61. What specific concerns would you like to see addressed?
62. Do you live in Scandia?
Yes
No
63. Why or why not?
64. Rate the improvement needs in Scandia
Needs significant
improvements
Needs
improvement
Does not need
improvement
Not
applicable
Appearance of buildings
Appearance of business signs
Cleanliness of sidewalks
Cleanliness of streets
Congested streets near your
business
Parking near your business
Pedestrian access to your
business
Street lighting
Variety of stores
65. If your firm (or one just like it) was trying to select a new location, how important would each of the
following community factors be in this decision?
Critically
important
Above
average
importance
Average
importance
Below
average
importance
Not at all
important
Wage rates
Transportation costs
Energy costs
Localtaxes
State taxes
Interest rates
Workers' compensation rates
Unemployment insurance
Employee health care costs
Availability of labor
Availability of raw materials
Availability of credit
Proximity of four -lane highway
Airport facilities
Availability of industrial site
Availability of housing
Availability of quality water
Availability of public transportation
Telecommunications quality
Broadband Access
66. Please indicate whether you believe the cost of doing business in your community is high,
acceptable, or low.
High
Acceptable
Low
Does not
apply
Building costs
Corporate taxes
Environmental regulations
Health care
Inventory taxes
OSHA requirements
Payroll taxes
Property taxes
Public utilities
Transportation of product to market
Workers compensation
67. From your perspective as a businessperson, please rate the following amenities and services in
Scandia.
Excellent
Above
average
Average
Below
average
Poor
Does
not
apply
Roads, highways and freeways
Snow and ice removal
Street/sidewalk cleaning
Street repairs
Water supply
Solid waste disposal
Sewers/septic
Natural gas service
Internet access
Electrical service
Cable television service
Telecom infrastructure
Public transportation
Rail service
Air service
Fire protection
Police protection
Emergency medical services
Hospitals
Medical care, doctors
Schools (k-12)
Technical/vocational schools
Excellent
Above
average
Average
Below
Average
Poor
Does
not
apply
Access to higher education
Quality higher education
Hotel facilities
Conference facilities
Recreational facilities
Recreation services
Housing opportunities
Labor force quantity
Labor force quality
Proximity to major suppliers
Proximity to major market
Overall quality of life
68. With which local school district are you most familiar?
Forest Lake
Chisago Lakes
Stillwater
Home school
69. Please rate the following characteristics for K-12 for the school system you checked in the previous
questions.
Excellent
Above
average
Average
Below
average
Poor
Don't
know
Quality of instruction
Quality of facilities
Quality of teaching resources
(computers, books)
Quality of curriculum
Number of curriculum choices
Quality of sports programs
Quality of music/arts programs
70. From the following list of features, please indicate those that enhance or detract from a positive
business environment in Scandia.
Strongly
enhance
Neither
enhance
nor
detract
Strongly
detract
Safe environment
Shopping/professional services
Recreation/entertainment/cultural activities
School systems
Library systems
Highway infrastructure
Housing opportunities
Local business environment
Location
Wage rates
Cost of living
71. Rate your level of success with the marketing strategies listed below.
Excellent
Very
good
Good
Fair
Poor
NA
Directory listings (yellow pages, etc)
Daily newspaper
Weekly newspaper
Weekly shopper paper
TV
Radio
Billboards and other signage
Window displays
Direct mail advertising
Web page
Email/internet marketing
Visitor's guide
Magazines
Brochures/flyers
Referral program
Frequent buyer/shopper program
Give-aways
Donations/sponsorships
Word of mouth
Other
72. Which of the following market research methods do you use (select all that apply)?
Personal interactions/interviews with customers
Track customer purchases
Response cards by mail
Focus groups
Census/other data
Information from Industry Association
Hire market research consultants
Other:
I don't do market research
73. What are your thoughts on store hours?
I am open all the hours I need to be
I can't be open more hours for personal reasons
I would like to be open more hours, but I can't afford the staff
I would like to be open more hours, but I can't find good staff
I would be open more hours if I were sure of sales
I would be open more hours is everyone else were
I have been open evening hours in the past and it was not worthwhile
Other:
74. Have you had evening hours in the past?
Yes
No
75. If yes, how many evenings (past 6pm) per week were you open?
1
2
3
4
5
6
7
76. Why did you discontinue evening hours (select all that apply)?
Personal reasons
Difficulty hiring staff for evenings
Not cost effective
Other stores in Scandia were not open evenings
Other:
77. Please rate the degree you are experiencing the following challenges in your business.
Major
challenge
Minor
challenge
No
challenge
Don't
know
Poor building condition
Conflict with building owner or tenant
Expensive rent
Product delivery or loading challenges
Insufficient financing
Internet competition
Language barriers
Shoplifting or employee theft
Vandalism
Perception of safety
Public using your bathroom
Traffic flow/signage
Congested streets near your business
Road construction
Street closure for events
Streets not clean
Sidewalks not clean
Lack of pedestrian traffic
Insufficient parking
Signage
Restrictive business regulations
Smoking ban
Competition from Forest Lake
Other:
78. If financial assistance were available, would you consider building improvements such as facade
work or new signage?
Yes
No
Don't know
79. Considering all factors, how would you rate the overall atmosphere in your local shopping area?
Excellent
Very good
Good
Fair
Poor
SCANDIA
Staff Report
Date of Meeting: April 14, 2014
To: Economic Development Authority
From: Kristina Handt, Executive Director
Re: County Economic Development Plan
Background:
Nearly a year ago, the County Board of Commissioners kicked off an effort to identify potential new roles
in encouraging and fostering economic development and job growth within the county. The Board
engaged a consultant for the development of a strategic plan related to county economic development
efforts. As part of the project, extensive community involvement occurred with visits and conversations
with elected officials throughout the county, city and township staff members, a number of chambers and
local economic development authorities, and individuals from the business community. The County also
utilized a workgroup of local government economic development practitioners to guide and review the
work of the consultant throughout the project.
The final draft county economic development strategic plan was presented to the County Board last
month and was the topic at the League of Local Governments meeting on March 31. Before final County
Board adoption, the County Board is asking if any of the municipalities have comments on the plan.
Issue:
Does the EDA have any comments on the draft plan before County approval?
Proposal Details:
A copy of the draft plan is included in your packet.
Recommendation:
Staff has no comments.
Washington
Washington County Board of Commissioners
Economic Development Strategic Plan
March 18, 2014
Economic Development: A Washington County Strategic Initiative
I. Introduction
What is Economic Development?
Economic development has different meanings to different people. The County Board believes
the International Economic Development Council (IEDC) definition is appropriate for
Washington County's unique mix of social, geographic, political and economic qualities:
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 to improve 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 in Washington County. Thus the plan
laid out in this document is developed from a comprehensive and broad -based perspective.
Through implementation of this strategic plan the County anticipates achieving the following
short-term goals over the next 1-2 years:
1. Establish a single point of contact for economic development within the County
government.
2. Update County tax -increment financing and tax abatement policies.
3. Incorporate economic development impacts and considerations into county decision
making.
4. Expand County role in marketing the County.
5. Establish working relationships with state, regional, and local entities working on
business retention and growth within the County.
6. Convene practitioners and other stakeholders to address barriers and opportunities and to
encourage free flowing communication.
7. Assert a stronger voice at the legislature in advocating for sound economic policies and
authorities.
This document presents the draft of an Economic Development Strategic Plan for Washington
County, Minnesota. The Strategic Plan consists of the following nine sections.
Section I
Introduction
Section II
Planning Process
Section III
Washington County's Economy
Section IV
County Mission, Vision and Goals
Section V
Policy and Principles
Section VI
Strategies, Outcomes, and Structure
Section VII
Implementation
Section VIII
Appendices
lI. Planning Process
The Washington County Board engaged Springsted, Incorporated to prepare a Washington
County Economic Development Strategic Plan. The plan focused on the following two elements:
1) Recommend an appropriate expanded role for Washington County including recommending a
viable structure for carrying out that role; and 2) Develop high-level strategies for encouraging
economic development within Washington County. The County spent considerable time this past
year engaged in discussing its role in economic development. The County Board conducted three
formal work sessions to discuss ideas, options and opportunities. Feedback was provided to the
staff and consulting team to move forward with developing a plan based on the direction from the
County Board.
Economic Development Work Group
An Economic Development Work Group supported the planning process by bringing a wealth of
knowledge and experience to the process and providing important local perspectives to the
discussion. The Work Group is comprised of economic development practitioners in Washington
County from municipal governments and public agency partners such as the Housing and
Redevelopment Authority. Members of the Work Group represented a cross section of roles and
responsibilities including a mayor, city administrators, assistant city administrators, planners, and
community development directors.
The economic development study pursued two simultaneous tracks: a community engagement
process and data analysis initiative. A brief 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 to develop an understanding of the
current status of the economy in Washington County. 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 on file in the County's Office of Administration. Five of the most essential
findings that might have an immediate policy implication are identified in Section 111.
Community Engagement
The County Board directed that a broad reaching community engagement process be undertaken,
including: 1) Interviews and listening sessions with elected officials and other key stakeholders
within the community of interest; 2) Gather input from every city; 3) Presentations/discussions to
organized groups such as Economic Development Authorities, Chambers, Business Development
Commission's; and 4) Facilitated sessions with key stakeholders within a community of interest
to identify issues and create the strategic plan. A summary of the stakeholder input is included in
the Appendix.
The data presented by the Minnesota Extension Office offered a clear picture of the Washington
County economic conditions. A summary review of economic data for Washington County finds
that the County's economy is healthy.
• Washington County is a competitive, job creating economy. The county has experienced
steady and strong growth in the number of jobs and weathered the recession well.
Washington County had 80% employment growth from 1990-2012 adding 32,000 new
jobs. The number of jobs in 2012 nearly rebounded to pre -recession levels of 74,000
total jobs.
• Washington County competes very well within the region and the Twin Cities economy.
Businesses in Washington County added 24,000 more jobs than would have been
expected given national and industry trends.
• Washington County is especially competitive and has significantly more jobs in
comparison to neighboring counties in Wisconsin. Washington County's employment
growth rate exceeded or was on par with neighboring counties in Wisconsin. Washington
County maintains a competitive share of employment growth compared to St. Croix
County except for manufacturing where St. Croix County has a modest growth
advantage.
• Washington County is a service -based economy. Washington County's top five largest
sectors of employment are Trade (16%): Professional and Business Services (16%);
Education and Health Services (14%); Leisure and Hospitality (12%); and Government
(13%).
• Wages at jobs in Washington County are low, incomes primarily from jobs outside the
County are high, and housing is expensive; these trends make affordable work force
housing an issue for county leaders.
3
IV. County Mission, Vision and Goals
The economic development philosophy, policies and plan are derived from the County's overall
Mission, Vision and Goals.
Mission
Providing quality services through responsible leadership, innovation, and the cooperation of
dedicated people.
Vision
A great place to live, work and play ... today and tomorrow.
Goals
Washington County has four principle goals:
• To promote the health, safety, and quality of life of citizens
• To provide accessible, high -quality services in a timely and respectful manner
• To address today's needs while proactively planning for the future
• To maintain public trust through responsible use of public resources, accountability, and
openness of government
The economic development strategic plan is but one supporting activity which allows the County
Board and staff, cities and public agencies, and the business community to pursue the mission,
achieve the vision and accomplish the goals.
Economic Development Role
The following statement from Washington County's 2030 Comprehensive Plan defines the
county's current role in economic development:
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 open 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.
4
V. Policy and Guiding Principles
The foundation of this Strategic Plan is the policy and guiding principles that drive the strategies
and goals of the County. The following policy statement and six guiding principles define the
County's economic development planning efforts. These guiding principles are relevant for the
present economic environment and are subject to review and change on a periodic basis.
Economic Development Policy Statement
It is the policy of the Washington County Board of Commissioners to strengthen the County's
role and increase its support of economic development in the County. The County will invest staff
time and financial resources in a planned, coordinated and strategic manner and will engage in a
collaborative and holistic approach to economic development. The County's policies and actions
will be guided by six principles.
Economic Development Guiding Principles
The following principles are not in rank order of importance.
• The private sector is the lead that drives the economy
o The County will work in partnership with the private sector
• The County will not duplicate or replace the work of cities and other public agencies
o The County will work in collaboration with cities and public agencies and will
provide leadership where the County can make the most difference
• The County supports a strong collaborative approach to economic development
o No matter the location, economic development is a benefit to the entire county
o Support efforts to ensure a highly skilled workforce and adequate workforce
housing
• Business attraction and business retention are essential policy objectives
o A balanced approach to pursue each of the two policy areas is required
• The diversity of the County requires an adaptable and open-minded approach
o The distinctive qualities of the County require flexibility
• A deliberate, purposeful and strategic plan is required
o The County will take careful and prudent risks to pursue its objectives guided by
clear outcomes, and consensus -based policies
Vl. Strategies, Outcomes and Structure
Economic Development Outcomes
The County Board has seven outcomes for this Strategic Plan:
1. Retain a premier quality of life for all of residents
2. Create and sustain living wage jobs across all employment sectors
3. Expand the County's property tax base
4. Be a value-added partner to other public and private agencies
5. Allocate appropriate staff time and resources
6. Affect public policy issues that impact the County's economy
7. Expand the County's knowledge and experience in economic development
The Strategic Plan provides a realistic and practical road map for the County. It guides the
county leaders and allows them to focus on the most important economic development priorities.
Furthermore it directs staff time and financial commitments to those activities that support the
County's mission, vision, and goals. Ultimately when the plan is underway and the County has a
solid foundation, it will improve accountability and the capacity to measure performance and
outcomes.
Economic Development Strategies
Strategies are essential public policy priorities that precede goals and action steps. Typically they
are long-term in nature and are fairly constant in their intent and pursuit. The optimal way to
introduce strategies is through the eight functional economic development categories that
emerged from the stakeholder input process. The eight categories reflect the marketplace of
opportunity for the County and general consensus is to use these designations as the foundation
for the strategies. The strategies are not ranked in order of importance.'
Each strategy is followed by one to four goals. Goals are a measurable and desired activity,
project or purpose that requires resources (time and/or money). Action steps are individual steps
and activities necessary to implement a goal, accomplish a strategy, operationalize the mission
and fulfill the vision. Specific action steps are continuously evolving and changing as they are
completed. The role of local government in economic development must be viewed in both a
short and long term perspective. In this, Washington County's first economic development
strategic plan, the focus is on short-term actions that support and sustain a long-term investment.
As the County's role becomes more secure and established the goals and actions steps will evolve
and change. The goals are focused on a one -three year timeframe. This does not prohibit or
discourage the County from making changes and adjustments throughout the year.
I. Washington County is responsible for many core functions that contribute to a premier
quality of life that is important to business growth; economic development resources and
investments will advance and support the high standard of living in the County.
2. Washington County recognizes that economic development requires a strong
in foundation built on multi -modal transportation networks and access to
high-speed broad band networks.
3. Washington County uses economic development financial incentives in a fiscally prudent
manner.
4. Washington County realizes that success in economic development is only achieved
through a collaborative and inclusive process.
5. Washington County understands that other county -based services impact economic
development goals and economic growth.
6. Washington County provides leadership and initiative to shape regional and state-wide
policies to support county -wide economic development goals.
1 For additional information and details on each strategy please read the December 12, 2013 and January 28, 2014 County
Board documents.
11
1.
7. Washington County supports the value and importance of economic development
marketing and branding for existing business retention and growth and new business
development.
8. Washington County partners with other public and private agencies to pursue economic
development goals.
There are 21 identifiable goals. The Goals are not listed in any priority order or ranking.
Priorities are established by the letter assigned to each. The ranking is as follows:
Letter A One to Six Months
Letter B Six to Eighteen Months
Letter C Eighteen Months and Longer
Washington County is responsible for many core functions that contribute to a premier quality of life
that is important to business growth; economic development resources and investments will advance
and support the high standard of living in the County.
Work plan...
uoais Assigned Priority
1. Designate a county staff member to be the point of contact for economic
development and implementation of the strategic plan. A
2. Evaluate how economic development factors into the County's 2040
Comprehensive Plan update. C
3. Establish and monitor key economic indicators and benchmarks for the
county and the quality -of -life indicators that are most important from a A
business perspective. Include in the county's annual performance
measurement report.
2. Washington County recognizes that economic development requires a strong infrastructure foundation
built on multi -modal transportation networks and access to high-speed broad band networks.
Work plan...
Goals
Assigned
Priority
1. Explore public -private partnerships to ensure access to high-speed broad
band fiber networks throughout the county.
C
2. Consider creating a pool of financial resources for unanticipated land
acquisition (e.g. right-of-way) needs for economic development projects.
C
3. Continue to pursue multi -modal transportation and transit opportunities
that will stimulate economic growth in the county.
A
7
3. Washington County uses economic development financial incentives in a fiscally prudent manner.
Work plan...
Goals
1. Review and update the existing financial incentive policies: tax
increment financing and tax abatement.
A
2. Explore the creation of a revolving loan program to support business
development.
A
3. Explore using federal Community Development Block Grant monies for
economic development activities.
B
4. Washington County realizes that success in economic development is only achieved through a
collaborative and inclusive environment.
Work plan...
Goals
Assigned
Priority
l . Explore the value and purpose of a public/private partnership such as an
Economic Development Corporation and how it may complement and
C
support the County's economic development philosophy and principles.
2. Identify present economic development activities of the Housing and
Redevelopment Authority (HRA) and determine what other activities
B
could be directed to the HRA consistent with their mission.
3. Continue to convene the Economic Development Work Group to address
issues of mutual concern and to foster a unified county -wide economic
A
development approach.
4. Develop a concept paper on the formation of a Community Development
Agency (CDA) and present to the County Board.
B
5. Washington County understands that other county -based services impact economic development goals
and economic growth.
Work plan...
1., Review transportation related policies and standards for compatibility and
flexibility with economic development goals. A
2. Where applicable, consider economic development impacts in other
county -based plans, programs, and services. B
6. Washington County provides leadership and initiative to shape regional and state-wide policies to
support county -wide economic development goals.
Work plan...
1. Include economic development positions in the County's legislative
platform. B
n
7. Washington County supports the value and importance of economic development marketing and
branding for existing business retention and growth and new business development.
Work plan...
15
als
1. , Assess how the County can participate in marketing and branding to '
support the existing efforts underway in other public and private C
agencies.
2. Build relationships with existing organizations that focus on job retention
and identify how the County can support those efforts. C
8. Washington County partners with other public/private agencies to pursue economic development goals.
Work plan...
Goals Assigned Priority
1. Partner with the Workforce Development Board and staff to identify and
address workforce training and workforce housing needs. C
2. Identify specific economic development training and assistance needs of
Washington County communities and determine how best to meet those C
needs.
3. Continue the county's policy and funding role in regional economic
development activities such as Greater MSP and East Metro Strong. A
4. Work with area chambers of commerce to determine how the county can B
help to grow tourism as an economic driver.
Economic Development Structure
One of the primary goals of this Strategic Plan is to answer the question of what structure best
suits the role Washington County should to take. The Work Group and county staff conclude that
this will be a process that takes time to mature. Throughout the process two concepts were
identified that are important components of the planning process: less formal structure and
formal structure. Information on each follows.
Less Formal Structure (Public Private Partnership)
These models are essentially Economic Development Commissions (EDC) supported by
membership dues from private companies and local units of government. They are typically
convened and staffed by the interested municipal entity and play primarily an advisory role and
advocate for development in the community. Some communities, such as Wright County, assign
the entity to evaluate and underwrite their loan programs, but the County Board retains the
ultimate authority to approve the allocation of those financial resources.
In addition to the private sector business representation, these boards can be comprised of
representatives of smaller communities. This allows for these public private entities to pool
resources and provide economic development technical assistance to those communities that
don't otherwise have the individual capacity. Large communities with more staff and financial
i1
capacity use these types of structures more as an advisory board representing private sector
business interests. In the case of Washington County, Woodbury and Oakdale use this structure
to help develop Economic Development Strategic Plans.
Since the primary benefit of this structure is to encourage private sector involvement through
board participation and possibly financial support, the question is how could this type of structure
benefit Washington County and what are the downsides. Research shows that often counties in
Minnesota start to play a role in economic development with this type of EDC structure as a first
step. Counties can provide financial resources based on tasks assigned to that entity while
retaining final approval authority for specific projects and programs. These structures work well
as marketing champions for county wide growth and should not be considered mutually exclusive
of a more formal structured approach. The possible downside risk of this approach in
Washington County is the current private business community participants, particularly the
Oakdale and Woodbury EDC's, could perceive that this is duplicative. In addition, the more this
public private model is tasked with direct economic development activities, such as loan
programs and technical assistance, the more there would need to be careful consideration given to
avoiding duplicating those same efforts currently undertaken by the larger communities and
potentially the County HRA.
Formal Structure (County Community Development Authority)
If the County Board chooses a more formal and active role in economic development, one logical
path is to seek any necessary special legislation to enhance the capabilities of the Washington
County HRA by essentially adding economic development authority powers. Other jurisdictions
have successfully completed similar legislative action and established themselves as "community
development agencies" (Dakota, Scott, and Carver), that were originally constituted as housing
authorities. Any programming would require careful consideration to avoid duplicating efforts
currently undertaken by cities, but obtaining legal authority provides the county access to
significant authority and financial resources to encourage economic development. Many of the
technical skill sets required for implementing economic development strategies exist within the
County HRA. (They also exist in many of the larger communities, but are currently limited to
those municipal boundaries.) To be responsive to city needs and county board direction, the
HRA could certainly undertake and implement programs (i.e. partner with MCCD for example)
as soon as possible as long as those efforts are consistent with current authority, while pursuing
the necessary legislative amendment process.
A possible downside of the CDA model is the risk of diluting private business sector interests on
the board. However, the CDA model can have a board comprised entirely of county elected
officials or a blended combination of elected and appointed members. As resource commitments
increase with a more active and formal participation in economic development activities, county
elected officials may choose to have a more direct involvement on the board. They establish
advisory committees organized according to the issues they intend to address. If the Washington
County Board chooses to pursue a more formal CDA model and wishes to have more direct
involvement with county wide housing and economic development initiatives, the structure could
accommodate that desire. One of the principles promoted during this process is for the County to
be purposeful and deliberate. If the formal CDA model becomes the objective, it will take time
and careful collaboration to complete.
10
Private A corporation formed to develop and sell industrial land Low County control
Partnership or and/or provide financing for business development in the mostly all private
Non -Profit community. Shares are sold or funds may be raised in other
ways. Or could be a 501(c) (4) or (6) organization whose
purpose is to promote community economic development.
The membership is usually made up of business. Can have
paid or volunteer staff.
Economic An advisory board, appointed by the Washington County County appoints
Development Board. It has limited or no decision -making authority and Commissioners
Commission usually serves as a sounding board or as a first point-of-
(EDC) contact for the County for development projects. It is often
responsible for drafting strategies and policies for
ratification and implementation by the County. The
commission may be active in implementation of local plans
on a volunteer basis. Work can be coordinated by county
staff.
Economic
EDAs were created to facilitate a well-rounded development
County appoints
Development
program by taking advantage of some of the Port Authority
Commissioners — if a
Authority
powers and all of the HRA powers. By combining and
5 member board, at
(EDA)
utilizing HRA, EDA and County powers, community
least 2 County
leaders are able to create flexible business assistance and
Commissioners must
development programs. EDAs for example, are allowed, to
serve
buy and sell property; make loans and grants to businesses;
provide guarantees or other credit enhancements; and to sell
bonds.
Although Economic Development Authorities were
originally designed to meet the needs of cities, special
legislation has been granted to several counties to establish
economic development organizations, in addition to housing
authority powers, or Community Development Authority's.
The EDA may employ an executive director and other staff.
Housing
An HRA is a legal entity created by a City Council, County
County appoints
Redevelopment
or Area to provide a sufficient supply of adequate housing
Commissioners; HUD
Authority
for low -to -moderate income families and individuals. They
requires a
(HRA) /
are also charged with clearing and redeveloping blighted
Commissioner to be a
Community
areas throughout the community. The board may be a
participant in the
Development
citizen's panel, the County Board or a combination thereof.
Housing Choice
Agency
HRAs also have limited powers that may be used for
Voucher Program or
business development. Special legislation has been used to
Public Housing
add economic development powers to become a community
Program where the
development agency (CDA). May require additional staff at
HRA acts as Public
the HRA.
Housing Authority.
11
VII. Implenientatiun
Strategic plans are only as effective as the commitment made by all parties to follow-through.
Washington County has invested a large amount of time and effort in the assessment,
development and adoption of the Economic Development Strategic Plan. The Plan is
comprehensive yet realistic. The plan provides the County with four distinct benefits:
• A decision -making tool to assist in making policy decisions
• A leadership tool to assist in identifying and establishing goals
• A management tool to assist in operationalizing plans and determining accountabilities
• A communication tool to inform partners and stakeholders about the plans
To move the plan into action the County Board will:
• Be the champion
• Identify expectations
• Allocate resources and time
• Commit to implementation
• Determine levels of accountability
• Periodically review the Plan
In applying the guiding principle of working in partnership with others the County will seek the
input and perspectives of a broad group of stakeholders. The diverse group of stakeholders that
contribute to economic development within the County includes large and small businesses,
economic development organizations, educational institutions, chambers of commerce, state and
regional agencies, and local communities.
The County will engage these stakeholders in two primary ways.
1. The County will continue to convene the Economic Development Work Group, a group of
public sector stakeholders. The Work Group has successfully established an identity and
good working relationships through the strategic planning process. Continuing to engage the
Work Group during plan implementation will be critical to the County achieving its economic
development goals, avoid duplication of effort, and to understanding how the County can add
value to the work of others.
2. The County will periodically convene a group of private sector stakeholders to inform the
work of the County and its public sector partners. This group will help County staff and the
Work Group to understand the interests and needs of the business community and to identify
critical issues affecting businesses and the economy of the County.
12
VIII. Appendices
Appendix I Summary of Findings from Stakeholder Input
The following information is designed to summarize for the County Board the five most
important themes and information 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.
The information is organized into five 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.
13
Appendix II Summary of City Feedback: Economic Development Survey
A survey was sent to each City and the HRA at the beginning of the study. The questions were
designed to obtain preliminary input into the economic development study. This information was
summarized and shared with the County Board in September of 2013.
I. Specific Priorities
Please identify the three most significant economic development priorities of your City or
organization over the next five years.
• Programs administered by HRA at an economy of scale that helps cities and townships
• Housing construction
• Promotion — marketing for new and existing businesses
• Redevelopment -- reinvestment in existing properties
• Investment in infrastructure
• Development (new)
• Jobs and diversity of employment
• Linkage between living and working within the county
• Coordination of efforts
• Business attraction — financial incentives
U. County -wide Factors
Please identify the top three factors that are impacting in any way (driving or impeding)
economic growth and development within Washington County.
Driving
• Available land
• Schools
• New bridge in Stillwater
• Natural amenities
• Strength of existing economy
• County changing to a "pro ED" place
Impeding
• Lack of affordable housing
• Lack of transit alternatives
• Lack of coordinated strategy
• Lack of coordinated infrastructure strategy
• County's historical TIF policy (differing perspectives)
• Infrastructure flexibility (regulatory restraint)
• Shortage of niche financing programs (grants)
• Still a slow recovery
• Digital divide in parts of county
• No policy on tax abatement
• No economic development staff
• The County is diverse — how can we effectively promote the county as a whole when
areas are distinct and different (rural — low taxes)
14
III. Stakeholder Input
Please identify who you want included in the stakeholder input steps of the planning process.
Your list could be a specific name(s) or a reference to a group or association.
• Commercial real estate community
• Greater MSP
• All levels of local government (schools and watershed districts too)
• Variety of market rate and affordable housing developers
• Sample of individuals that work in the county but do not live in the county
• Communities of color, disabled, and low income population
• Two members of city staff and the Mayor
• Sample of elected officials
• County Board and staff
• City staff
• Economic Development Authorities
• Local business associations
• Chamber of Commerce
IV. Tools
Please identify up to three current tools you are using to support or augment your economic
development efforts?
• Greater MSP (leads and promotion)
• HRA levy
• Local income housing tax credit program and Minnesota Housing programs
• Met Council LCDA program for land acquisition and pollution clean-up resources
• TIF (redevelopment and housing)
• Tax abatement
• Woodbury Growth fund (revolving low interest loan)
• SEED fund
• Fast track process and one stop shop
• Shovel ready business park
• Acquisition of property
V. Distinctiveness
Please identify one or two considerations that you believe are unique or distinct to Washington
County that can be a positive asset to economic development within the county.
• Accessibility and location with easy access to MSP, airport and Wisconsin
• Land costs (may be higher), but tax environment is competitive
• Human capital and workforce
• Positive relationship with the county — trust level is in place to accomplish projects
• Significant natural areas for recreation and tourism
• Significant land supply within distinct communities
• Rural and urban character
• Fast growing cities
VI. Best Practices
Please identify one or two economic development best practices that our process should identify
and possibly explore.
• Level of investment and involvement with Greater MSP
15
• Open for business and gardening programs
• Evaluate need for a countywide EDA (role, relationship with cities?)
• Incentives, funding, gap financing program
• County infrastructure assistance (or policy modification)
• Tax abatement policy and strategy
• Explore programs and practices that make the County a better option than Wisconsin
• County wide marketing campaign
VU. Outcomes
Please identify two outcomes you want to achieve as a result of this economic development
initiative.
• Clarity on roles and responsibilities
• Consensus on the best program/place to start
• Supportive of local economic development — or not disruptive or work against
• Recognize and capitalize on the diversity of the cities
• Develop one or two useful tools
• Greater county role in bringing resources and attention to broadband gaps
• Sustained or expanded commitment to infrastructure
• Actual project goals (roadways, countywide fiber optics, incentives)
• Marketing plan for business attraction
16
1
T. � Yam• •�`� ,�/ .
SCANDIA
Staff Rep
ort
Date of Meeting: April 14, 2014
To: Economic Development Authority
From: Kristina Handt, Executive Director
Re: Thrive 2040
Background:
Every ten years the Met Council releases their system plans, which then begins the process for
communities to update their Comprehensive Plans. They are currently seeking public comment on Thrive
2040. You can access the entire report at hM://www.metrocouncil.org/Planninp,/Publications-And-
Resources/Thrive-for-Public-Review-andResources/Thrive-for-Public-Review-and-Comment.aspxx
Issue:
Informational Only.
Proposal Details:
Included in your packet are sections from the Thrive 2040 plan that discuss Rural Centers and Diversified
Rural classifications. Scandia is classified as Diversified Rural in Thrive 2040 (same as last time). The
section on Rural Centers may fit parts of Scandia pretty well, including the mention of municipally -
owned waste water treatment systems, mix of housing densities, commercial service, districts; those items
are not really mentioned in the Diversified Rural classification. The section on land use also allows a
broader range of densities in the Rural Centers (3-5 units per acre minimum) vs. Diversified Rural (4 units
per 40). If the EDA plans to grow in the Village neighborhood zone, they may want to advocate for an
expansion of that area as well as a Rural Center classification. Some communities are located in 2 of the
area classifications.
Recommendation:
Prepare for a joint meeting with the Planning Commission later this year. Our rep at the Met Council said
it is not necessary to submit comments by the end of the month but the City could request a change at any
time, even waiting until the next comp plan process would be acceptable.
Rural Centers: Serving the rural
area as small town centers of
commerce
Centers -are -local -commercial, Employment,
and residential activity centers serving rural areas
in the region. These small towns are surrounded
by agricultural lands and serve as centers of
commerce to those surrounding farm lands and
the accompanying population. Although smaller in
scale than urban communities, Rural Centers
provide similar development patterns and locally
accessible commercial services for the
surrounding area.
Rural Centers have wastewater treatment�~J
services, some municipally -owned and others
connected to the regional system provided by the Metropolitan Council. The availability of either
local or regional wastewater treatment supports denser land uses and development patterns in
these cities and distinguishes them from neighboring rural townships and other small towns.
Rural Centers provide a range of services appropriate to serve a limited population within a
compact geographical area. Rural Centers generally have a mix of housing densities, strong
commercial service districts in a traditional downtown district or along transportation corridors,
and residential neighborhoods surrounded by farmland and agri-businesses. Growth in Rural
Centers should be orderly and economical so as to best utilize existing infrastructure and
investment prior to extension of new services outside of Rural Centers.
At times, Rural Centers can connect travelers and residents to other communities in and outside
the region , particularly those that are well served by existing transportation infrastructure such
as in Scott County along US 169. Largely situated along the edges of the seven -county region,
these Rural Centers are often visited by travelers with a destination in another part of the region.
This spatial connection to other locations in the region supports the commercial and activity
functions of Rural Centers and provides growth opportunities unique to these communities.
Based on the draft forecasts and current community designations, the rural area as a whole —
including Rural Centers, Diversified Rural, Rural Residential and Agricultural areas=will add
55,000 residents, 30,000 households and 15,000 jobs between 2010 and 2040. This represents
growth of 36 percent in population, 57 percent in households and 64 percent in employment
over the three decades. The majority of this growth is projected to be located in Rural Centers.
These numbers may change during the upcoming comprehensive planning process which will
more precisely delineate how much .community growth belongs inside the Urban Service Area
and inside each rural designation.
Rural Centers are, Belle Plaine, Bethel, , Cologne, East Bethel*, Elko New Market, Hamburg,
Hampton*, Jordan, Mayer, New Germany, Norwood Young America, St. Francis*, Vermillion*,
and Watertown: .
*listed in this designation but also has areas in other designations.
DRAFT FOR PUBLIC COMMENT
Last revised: February 26, 2014 60
Diversified Rural: Protecting
land for rural lifestyles and
long-term urbanization
- --Diversified-Rural-communities-are-home to -a -
variety of farm and non -farm land uses including
very large -lot residential, clustered housing,
hobby farms and agricultural uses. Located
adjacent to the Emerging Suburban Edge of the
Urban Service Area, the Diversified Rural Area
protects rural land for rural lifestyles today and
potential urbanized levels of development
sometime a er
Large areas of high quality natural resources are
located in these communities with some of these
natural areas protected in state lands and
regional parks, like Carlos Avery Wildlife Management Area in Anoka County and Carver Park
Reserve in Carver County.
While these communities contain a mix of uses, large portions of communities in the Diversified
Rural area also contain prime agricultural soils, located primarily in Scott and Washington
counties: Although these communities are not designated Agricultural communities, the Council
supports the preservation of agricultural land. Agricultural uses in Diversified Rural communities
benefit from their proximity to the Urban Service Area and Rural Centers, but face challenges to
their long-term continued use, including incompatible uses developing nearby and increased
development pressures.
The Council discourages urbanized levels of residential development in Diversified Rural
communities to avoid the premature demand for expansion of metropolitan systems and other
urban public services. Regional investments in infrastructure, such as roads, focus on rural
levels of service, while recognizing the need to include transportation infrastructure consistent
with market access and the business needs of the area. Some Diversified Rural communities
are also located within the Long -Term Service Area for the regional wastewater system. These
areas esignate o ensure an avai a it ty to accommodate rowth ost-2040 at the ed e
o t e ur anizing he remaining Diversified Rural communities are considered long-term
rural areas.
r
There is a portion of the region's population that is interested in rural and small town living. For
communities in the Diversified Rural area, the Council supports the clustering of homes to meet
that demand, but done in a manner that protects high quality and locally -prioritized natural areas
and open spaces, and also preserves lands for potential post-2040 urban development.
Based on the draft forecasts and current community designations, the rural area as a whole —
including Rural Centers, Diversified Rural, Rural Residential and Agricultural areas —rill add
approximately 55,000 residents, 30,000 households and 15,000 jobs between 2010 and 2040.
This represents growth of 36 percent in population, 57 percent in households and 64 percent in
employment over the three decades. The majority of this growth is projected to be located in
Rural Centers. These numbers may change during the upcoming comprehensive planning
DRAFT FOR PUBLIC COMMENT
Last revised: February 26, 2014 61
process which will more precisely delineate how much community growth belongs inside the
Urban Service Area and inside each rural designation.
Designated Diversified Rural communities are: Afton, Baytown Township*, Belle Plaine
Township*, Blakeley Township*, Cedar Lake Towns hi oates, Credit River Township*,
- Dellwood,-Denmark-Township! Grant, Grey Cloud -Island -Township, Helena Township*; ------
Independence*, Jackson Township, Linwood Township, Louisville Township, Marine on St.
Croix, May Ty ownship, Miesville, New Market Township*, New Trier, Randolph, Randolph
Township*, Ravenna Township, Sand Creek Township, Scandia, and St. Lawrence Township.
*listed in this designation but also has areas in other designations.
DRAFT FOR PUBLIC COMMENT
Last revised: February 26, 2014 62
a . k)
A TWICE -YEARLY
PUBLICATION
FOR RESIDENTS �� \
OF THE CITY OF ��
SCANDIA, .3
"w""°T" SCANDIA
Zero Levy Increase for 2014
For the first time in a decade, there's no city levy increase
On September 10, 2013 the Council passed a resolution certifying the preliminary levy for 2014 at
$2,171,074 which is the same as the 2013 levy. Cities are required to certify their preliminary levy by
September 16, 2013 to the county. The final levy will be set at the December 17, 2013 Council meeting.
The final levy may decrease but cannot increase above the amount set in September.
In 2014 the City is able to direct more resources towards roads, including $300,000 for a new Local Road
Improvement Fund, without increasing the levy due to the savings from the state sales tax exemption, using
fund balance to prepay the Fire Hall bonds, competitively bidding out contracts for services such as legal,
engineering and auditing and bringing the budget more in line with actual spending history. Only three
departments will see their budgeted expenses increase in 2014 over 2013: elections (2014 is an election year
and 2013 was not), planning and building (expenses related to Zavoral Mine monitoring will be reimbursed
Inside this issue: by the project applicant) and police (approximately 2.8% increase in County contract).
The 2014 budget proposes an additional full-time maintenance worker and eliminates the summer part-time
Council 2 maintenance worker position. Currently there are three full-time employees, including the Director of
Establishes EDA Public Works, responsible for the care and maintenance of 90 miles of local roads. This is double or triple
the number of lane miles per employee compared to staffing levels in other cities. Additionally, many of the
roads in Scandia were paved in the last 10-20 years. They are now reaching the end of their useful life and
New Fire Chief 2 1 require more maintenance. The Council will continue to review whether services can be provided more
economically by contracting out work as an alternative to hiring an additional employee. These services
include but are not limited to tree trimming, patching, ditching, snow removal and wastewater activities.
Improved
Vinterfest 2014
Free, Fun Family
Events at Scandia
Fire Department
2
As part of the budget process the Council is also working on updating the Capital Improvement Plan (CIP)
for 2014-2018. The draft CIP includes an electronic data storage system for the Administration Department,
equipment replacements, building maintenance items, a new Chiefs car and second fire station for the Fire
3 Department, tennis court reconstruction and Log House Landing improvements for the Parks Department
as well as other park improvements that are dependent on grants/donations, and street maintenance
Fall Leaves Impact 3
Water Quality
Short Takes
Community 4
Calendar
projects (including Quinell Ave) and equipment replacements for the
Public Works Department.
The draft budget and CIP are available on the City website under the
City Financial Services section. The Planning Commission will hold a
public hearing on the CIP at their November 5, 2013 meeting. The
City Council will hold a public hearing on the draft 2014 budget on
December 10, 2013 at 6:30pm. The public is encouraged to attend
both meetings.
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Most Up -to -Date Information
Economic Development Authority Gets Organized
In May the City Council established an Economic
Development Authority (EDA) to assist existing
businesses, recruit new businesses to Scandia and
also look into housing development issues. At
their June meeting, the Council appointed Tom
Triplett, Greg Isaacson, Bruce Swenson, Sally
Swanson and Dan Lee as commissioners to the
EDA Board.
The EDA held their first meeting in late August to
review bylaws, adopt a conflict of interest policy,
elect officers, recommend a budget for 2014, set
regular meeting dates and discuss future agenda
topics. Sally Swanson was elected President, Tom
Triplett as Vice -President and Dan Lee as
Treasurer. City Administrator Kristina Handt,
who also serves as the Executive Director of the
EDA, was elected Secretary and Assistant
Treasurer.
Over the next year the EDA plans to meet
monthly to hear from local businesses, meet
with members of other EDAs and consultants,
study zoning and infrastructure issues, and
create a vision and mission statement for the
organization. Meetings will be held at the
community center and the public is invited to
attend. Check out the City's website for
meeting dates and times.
New Leadership for Scandia Fire and Rescue
At their June 18, 2013 regular meeting, the City
Council appointed Mike Hinz as Fire Chief for a
term beginning July I, 2013 through December
31, 2016. Hinz replaces Jim Finnegan who
announced his resignation in late April after
moving out of the area.
While he may have a new job title, Chief Hinz is
very familiar with the City of Scandia and the
Fire and Rescue Department. He joined the
Fire and Rescue Department in 1992 and since
then has served on the Fire Relief Association
and as an Assistant Chief in addition to a couple
terms as New Scandia Township Supervisor.
Hinz holds a number of educational certificates
including EMT, Firefighter I and 11, NIMS and
Dive Rescue.
Chief Hini s goals for the department over the
next few years include: increasing fire depart-
ment involvement within the community,
increasing firefighter training and capabilities,
developing a plan to improve efficiencies for
reduced spending and budget requirements, and
recruiting new firefighters as current members
retire.
Hinz resides in Scandia with his wife Melanie and
works as General Manager at PN Products,
which has allowed him to provide a high level of
service to the community for a number of years.
Other recent appointments within the fire
department include Ernie Yoch as Assistant Fire
Chief and Ian Skarja and Bill Boyd as Captains.
The Scandia Fire and Rescue Department is a
group of volunteers organized for the pur-
poses of the fighting of fires, education and
prevention of fires, the saving of life and prop-
erty, and assisting in any medical emergency in
the City of Scandia and parts of May Township.
New and Improved Vinterfest Planned for 2014
Earlier this summer the public
0 responded to a poll on the City's
website about Park and Recrea-
tion Committee priorities.
Expanded programming during
Vinterfest received the most
votes. The Park and Recreation
Committee responded and is
planning a number of new
activities for Vinterfest 2014 and
recruiting volunteers.
On February I, 2014 the Pleasant
Valley Cloggers, bonfire and
marshmallow roasting, sledding,
chili cook off and snow sculpture
contest will all be returning. In
addition, Roberts Funeral
Homes will be sponsoring a
hockey tournament fundraiser
Friday night and Saturday. On
Saturday also enjoy a skiing
workshop by Stillwater Award
Winning Ski Coaches, Dennis
Seefeldt and Bill Simpson
followed by a ski loppet and quiz
promenade through Gammelgar-
den and Lilleskogen Park ending
with prizes and treats at Designs
of Sweden. Free ski and boot
rental including high tech skate
skis provided by 45° Stillwater.
Mark your calendar! Don't leave
town and invite your friends!
Be sure to check the City web -
site for more details over the
next couple months.
Free, Fun Family Events at the Scandia Fire Department
Annual Open House— Safe Halloween Party— Both events: Scandia
Tuesday. October 8, from 5:00 Thursday, October 31, from 5:00 Fire Hall, 15040
p.m. to 7:00 p.m. p.m. to 8:00 p.m. Scandia Trail (Hwy
Join the Scandia Fire and Rescue
Department for their annual
Open House. Bring the kids
and learn about fire safety, see
the fire trucks and other equip-
ment, and meet your neighbors
for some fun and food.
This is a fun event for all ages. 97)
Activities will include a large
bonfire, games, hot dogs & hot
chocolate. Co-sponsors are the
Scandia Marine Lions Club, Elim
Lutheran Church, Helke Tree
Service and Country Rentals.
Fall Leaves Impact Summer Water Quality
Managing and disposing of
leaves properly will help to
improve your lawn, protect
your street from flooding, and
improve the health of nearby
wetlands and waterways.
Although leaves and grass
clippings are natural, they con-
tain high levels of phosphorus.
When rain and melting snow
carry yard waste off the street
and into nearby lakes, rivers
and streams, it causes algae to
grow out of control. Just five
bags of leaves and clippings can
grow up to 500 pounds of
smelly green algae! When you
clean up and compost leaves,
seeds, twigs and clippings during
the fall, you help to ensure that
our favorite swimming holes
Short Takes
Looking for ways to deter or
prevent crime at your
residence?
There are many simple, easy and
fairly inexpensive ways to do
so. The Sheriffs Office can
conduct a no cost survey of
your home and give you
ideas. Simply call 651.430.7889
to set up an appointment.
Snow is Coming... is Your
Mailbox Ready?
Before you know it the snow
will be falling. Now is a good
time to look at your mailbox
and landscaping within the right
of way. If your mailbox is in
and fishing ponds will stay clear
and clean next summer.
Got a small yard? Rake and bag
leaves from your yard and side-
walk. Dispose of the leaves by
composting them in your yard or
bagging them for curbside pick-
up.
Got a big yard? Rake areas
directly under trees and then use
your mower to mulch the rest of
the leaves into the grass. Mowing
is less time intensive than raking
and the shredded leaves act as a
natural fertilizer for your lawn. Be
sure to aim the blower away
from the street and driveway or
bag the mulch and compost it.
need of repair, consider
replacing the post with a swing -
arm style support. Detailed
specifications are available on
the City's website or at https://
www.usps.com/manage/know-
mailbox-guidelines.htm, which
shows the proper installation
for a mailbox. Staff will be
driving their routes and noting
which mailboxes are not to
specifications. The homeowner
will be responsible for damaged
mailboxes that are not to code.
Landscaping along the road is
another thing to consider.
Obstacles may get buried after
several snowfalls. Make sure no
Got a street? Rake and bag
the leaves and debris settled
against the curb and in the
street in front of your home, as
well as any debris covering the
nearest storm drain inlet.
Left in the street, leaves can
clog storm drains and cause
your street to flood. The
leaves also contribute phos-
phorus to nearby wetlands and
waterways that storm drains
connect to, which contributes
to algae blooms during the
summer.
Remember: Keep leaves
and yard waste out of the
regular garbage, and never
dump them in wetlands or
buffer areas — it's illegal!
obstructions are in the right of
way that a plow driver might
hit when pushing back wing
rows. Lastly, make sure not to
deposit snow or ice within the
right of way. It creates a
hazard for traffic and City staff;
and it is against the law. Your
cooperation will be greatly
appreciated and make plowing
the
roads
easier
and
safer.
Scandia Compost
Registry— Got lawn
clippings, leaves, or
brush and nowhere to
put it? Looking for
this type of yard waste
for your garden or
farm? Last summer
the City of Scandia
started a Compost
Registry. Just call City
staff at 651 A33.2274
and we'll play
matchmaker.
a �_
SCANDIA
City of Scandia
Scandia Community/
Senior Center
14727 209th St. N.
Scandia, MN 55073
Phone: 651.433.2274
Fax: 651.433.51 12
E-mail:
mail@ci.scandia.mn.us
Hours: Mon. thru Fri.
9 to Noon & I to 4
(except Tues. open
until 6)
We're on the web!
and Facebook
City Council:
Randall Simonson, Mayor
651.538.4320
Dan Lee
651.433.4309
Chris Ness
651.707.5689
Jim Schneider
651.433.3692
Sally Swanson
651.43 3.3010
Regular Council Meeting:
Third Tuesday, 7:00 p.m.
Council Work Session:
First Wednesday, 6:30 p.m.
Planning Commission:
First Tuesday, 7:00 p.m.
City Staff:
Kristina Handt,
Administrator
Brenda Eklund,
Deputy Clerk
Colleen Firkus, Treasurer
Tim Kieffer, Public Works
Director
Mike Hinz, Fire Chief
Nick Vivian, Attorney
Eckberg Lammers
Ryan Goodman, Engineer
Bolton & Menk
Sherri Buss, Planner, TKDA
PRSRT STD
U.S. POSTAGE
PAID
Scandia, MN
55073
PERMIT #6
Household
Scandia, MN 55073
Community Calendar, October 2013—March 2014
October
• October 8, Fire Department Open House
• October 13, Lions Pancake Breakfast
• October 14, Columbus Day Observed —
Office Closed
• October 31, Safe Halloween at the Fire Hall
November
• November 11, Veteran's Day Observed —
Office Closed
• November 21, Lutefisk & Meatball Dinner,
Elim Church
• November 22, Turkey Bingo, 7 p.m.
• November 28 & 29, Thanksgiving Holiday —
Office Closed
December
• December 8, Lucia Dagen , Gammelgarden
• December 14, Lion's Community Breakfast
• December 10, 6:30 p.m. Public Meeting, 2014
City Budget and Tax Levy
• December 17, 7 p.m., Budget Adoption
Hearing
• December 25, Christmas Day --Office Closed
January
• January 1, New Year's Day —Office Closed
• January 20, Martin Luther King Day —
Office Closed
February
• February I, Vinterfest
• February 9, Lions Pancake Breakfast
• February 17, President's Day— Office Closed
• February 22, Fireball 2014
March
• March 9, Daylight Savings Time Begins
For more information and a City meeting calendar, see:
www. d. scan d ia, m n. us.
For Gammelgarden events, see:
http://www.gammelgardenmuseum.org.