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HomeMy WebLinkAbout09-28-04 City of Lakeville .Economic .Development Commission Regular Meeting Agenda. Tuesday, September 28, 2004, 6:00 p.m. City Hall, 20195 .Holyoke Avenue Lakeville, MN 1. Call meeting to order. 2. Approve August 28, 2004 meeting minutes 3. Review and discussion of 2405-2007 Strategic `Plan Work Session Recommendations 4. Director's Repot 5. Adjourn Attachments: • Metropolitan Council Region's Growth Continues at a Steady Pace • Dakota County Workforce Investment Board News and Notes August/September 2004 Edition • Pioneer Press Feel-good banking in the burbs • City of Lakeville August Building Permit Report DRAFT City of Lakeville Economic Development Commission Meeting Minutes August 24, 2004 Marion Conference Room, City Hall Members Present: Comms. Brantly, Emond, J. Erickson, Gehrke, Matasosky, Pogatchnik, Schubert, Tushie, Ex-Officio member City Administrator Steve Mielke, Ex- Officio member Todd Bornhauser -Executive Director -Lakeville Area Chamber of Commerce Members Absent: Comms. Miller, Smith, Others Present: Todd Rapp, Himle Horner, Inc., Staff present: David Olson, Community & Economic Development Director; Amanda Schwabe, Economic Development Coordinator 1. Call Meeting to Order. Chair Matasosky called the meeting to order at 4:03 p.m. in the Marion Conference Room of City Hall, 20195 Holyoke Avenue, Lakeville, Minnesota. 2. Approve May 25, 2004 Meeting Minutes Motion 04.09 Comms. Erickson/Pogatchnik moved to approve the minutes of the May 25, 2004 meeting. Motion carried unanimously. 3. 2005-2007 EDC Strategic Plan Work Session Mr. Olson informed EDC members that the EDC had identified in the budget to bring in a facilitator in anticipation of the strategic planning process. At the May 25, 2004 EDC meeting Chair Matasosky, and Comms. Brantly and Pogatchnik formed a Subcommittee to guide the EDC as the process continued. The 2002-2004 Strategic Planning process was facilitated by Chair Vogel, however it had been determined that the EDC would benefit from bringing in an outside facilitator. Mr. Olson then introduced Todd Rapp, Senior Director at Himle Horner, Inc. EDC members introduced themselves to Mr. Rapp and City Administrator Steve Mielke. Mr. Rapp lead the EDC in discussions related to their role, past strategic plans, their vision, mission, organizational definition and goals for the 2005-2007 Strategic Plan for Economic Development. Detailed notes from the work session are attached. Ecorromk Development Commission Meeting Minutes May 25,2004 4. Adjourn The meeting was adjourned at 8:05 p.m. Respectfully submitted by: Attested to: Amanda Schwabe, R: T. Brantly, Secretary Economic Development Coordinator 2 Agenda Item M~M~RAWDUM TO: Economic Development Commission CG: Steven C. Mielke, City Administrator Amanda Schwabe, Economic Development Coordinator FROM: David L. Olson, Community & Economic Development Director DATE: September 24, 2004 RE: 2005-2007 Strategic Plan Work Session Recommendations Attached are the minutes. from the August 24~' Work Session on the 2005-2007 Strategic Plan that was. facilitated by Todd Rapp of Himle Horner. Included in this in#ormativn are separate pages that contain the proposed new Viafon, Miesion, Organizational fieffnltlon, and the f3ignificant lasuss and E~oals that were identified during the wo?fc session. The intent was to have further discussion of these items grid make any necessary changes and/or refinements at the September 2ti"' meeting and for the EDC to approve this portion of the Strategic Plan at this meeting. The next step in the process would he to came up with desired outcomes from the approved Significant Issues and Goals. This will require additional discussion by the EDG and staff to determine desired outcomes based on the agreed upon goals that were identified within the six signifyant issues. Attached is a three-page attachment on green paper that lists the Significant Issues and Goals that have been approved to date with space provided to list several desired outcomes under each Significant Issue. If possible, please spend some time prior to the meeting to identify desired outcomes that you feel may be appropriate and be prepared to discuss them at the meeting. The next step in the process will be to have a Joint Work Session with the Giry Council to discuss the portions of the Strategic Plan that have been completed to date.. The Cit~ Council has not yet confirmed a date for their next work session however October 11 is a_ da#e that will be suggested by staff. Typically City Council work sessions start between 5:00 - 5:30 p.m. Please check your calendars to determine whether this date will work. EDC members will be contacted as soon as a work session date has been confirrned. 2005-2007 Strategic Plan Vision: Lakeville is a unique and attractive community where people and families want to live, learn, work and enjoy for their entire lives. 2002-2004 Strategic Plan Vision: Creative and Innovative Credible Facilitators of Change Providers of outcomes to achieve lasting impact Providers for a better community Promoters rather than policy makers Builders of relationships between businesses and residents Successful facilitators of council initiatives Anticipatory of difficult city issues, and developers of proactive solutions Identifiers of issues before they become a problem Aggressive innovators 2005-2007 Strategic Plan Mission: The Economic Development Commission is committed to identifying and managing innovative economic growth, which enhances the quality of life and provides balance to the business and residential community. 2002-2004 Strategic Plan Mission: The Economic Development Commission is committed to innovative economic growth, which enhances the quality of life, and provides balance to the business and residential community. 2005-2007 Strategic Plan Organizational Definition: The EDC is an advisory group of business people that promotes and responds to community and economic growth by: • Serving as policy advisors to Council and staff about community and economic development issues Anticipating internal and external changes in opportunities, challenges and trends that may affect development • Communicating with the Council, residents and stakeholders while listening and reacting to the opinions of interested parties • Building relationships and facilitating cooperation among stakeholders • Promoting Lakeville as a good place to live, work and do business (Note: The 2002-2004 Strategic Plan did not include an Organizational Definition) 2005-2007 Strategic Pian Significant Issues and Goals Transportation • Advocate for the implementation of a process to develop East-West Corridors • Assure timely completion of 50-60-70 interchanges • Monitor and evaluate efforts to develop a viable transit plan for Lakeville Advocate on behalf of business interests with airport and rail planners Managing Development • Advocate with the Council and stakeholders for desired, diverse and distinctive commercial development • Monitor development and advise the Council to ensure a balanced tax base and a manageable rate of growth Affordable Housing • .Work with the Council to establish an affordable housing goal for Lakeville • Help develop a process with other stakeholders to begin to meet the Council's affordable housing goal Downtown Plan • Facilitate an effort to create along-term plan to promote downtown economic viability while retaining its unique and historical characteristics Partnerships • Improve communication and coordination with other units of government on important community and economic development issues facing Lakeville • Create partnerships with Lakeville Chamber of Commerce, DLBA and other business and development associations on mutual development objectives Public Communication • Improve the awareness and support of Lakeville residents of the importance of C/I to the tax base and quality of life • Encourage greater citizen input into community and economic development decisions Strategic Pun Signi~ca>at Issue, Gvalr~ ~ (}rr T • A+slvocate for the implementation of a process to develop Bast-West Cviridars • Asstue tirc~lq completi~ of 50-60-70 interchanges • Monitor and evaluate etfa~ts to develop a viable transit plan far Lakeville • Advocate on behalf of busit~ss interests with airp~irt and rail plamnsrs t .+'4tivac~e with the Council and stakchvlders far desired, diverse and dstltive dal daveiaptnent • Manitor development and advise the Council to enstue a balanced tax base and a manageable rate of growth D . ? « Work with the Council m establish an affordable housing goai far ke?~ilie « develrep a process witi? outer stakeholders to begin to tmst die C.a~cil'a affordable housing goal r T? • ~ . ~ an effort to create a i~?ng-term gian to promote eeana~ic wiabitiry vwhlt~ rcTantng its uAque and histarical characteristics D ,~f . ~ 'axe snd eoardi~raticm with units of ~ ty ~d c develc~nenit iawsues fnciptg • ~wi~e I~°ilht fiber of C I3L~A esna t~t~uk~ai deve t~b,tivves a • t$+~e a , ate-suppcsrt of Lakeville r~ic~nta r~ the i ~ ~ of bf`c . } ° a~~dzatf int+n c~nmwutiity and ecdncu~ic de A ' DRAFT City of Lakeville Economic Development Commission 2005-2007 Strategic Plan for Economic Development Work Session Notes August 24, 2004 Marion Conference Room, City Hatl Introductions and Goals for meeting Facilitator Todd Rapp, Senior Director at Himle Homer, Inc. led the EDC in the introduction to the agenda and the 5[rategic Planning work session process. Mr. Rapp explained that his role as facilitator is to guide discussion and the process, make suggestions and to keeg the EDC focused and on task. Mr. Rapp informed EDC members that the goals for the meeting include: • Preliminazy discussion on vision, mission and organization definition • Prioritization and initial draft of goals • Outline outcomes/measurements for each goal • Discuss elements of work plan Mr. Rapp continued by explaining the five elements of a strategic plan which include: • Vision • Mission • Organizational definition • Goals • Measurements Mr. Rapp recommended not including the work plan as part of the Strategic Plan (as in 2002-2004 Strategic Plan) for two reasons. Reason #I: The 2005-2007 Strategic Plan is a three-year plan with specific goals the EDC would like to meet. How the EDC achieves those goals is going to require flexibility. Getting too detailed at this time on what should be the elements of that work plan does not serve the EDC well. Mr. Rapp suggested setting up a brainstorming session related to the work plan and then turn it over to staff and let them work on the work plan, which is going to be evolving every three, six, twelve months etc. Reason #2: The EDC is responsible to the public. It is critical for the EDC to communicate effectively with the public. Mr. Rapp explained that if the EDC tells the public what their vision, mission, and goals are, the public will understand the direction of the EDC. If the EDC tries to communicate to the public what their work plan is, and how they are going to accomplish that 1 level of detail, the EDC will be less effective communicators and the public will not be well-served. The EDC members' audience is the public Mr. Olson, Ms. Schwabe and City Administrator Mielke's audience is the EDC, the public, City Council and many other people they have to answer to. That is why staff should focus on the work plan and bring it back to the EDC to review. Mr. Rapp indicated that he wanted the EDC to focus on the primazy outcomes that they need to communicate to the public: Vision, Mission, Goals and how they are going to measure success. He strongly encouraged the EDC to not focus heavily on the work plan at this meeting, or future meetings and certainly not in the public document. Mr. Rapp stated that it is not to say that staff won't come back to the EDC and talk about what members want the work plan to be for carrying out, its just saying that the EDC should not make a staff workplan an integral part. of the strategic plan. Role of EDC and Staff Mr. Rapp led the EDC in a discussion of what does the EDC/Staff do well? Results of the discussion are listed below. • Communicate (EDC/Staff) - Internal - Public - Other entities - Listen • Create/Identify Opportunities for the Community (EDC) - Staff follow-through • Fresh thinking (EDC) - Expertise • Facilitation (EDC/Staff) • Create/Execute work plan (Staff) • Explain why (Staff} • Focus/On-task (Staff) - EDC meets once/month (Staff) Mr. Rapp clarified once again why he suggested earlier that the EDC focus and think about goal setting and then communicating those goals with the public. Since the EDC only meets once a month, the EDC should focus on achieving realistic goals in their once/month meeting schedule. What are the challenges facing the EDC/Staff? • Prioritizing (EDC/Staff) • Focus on goals in a changing world (EDC) • Too much reacting/managing, not creating (EDC/Staff) • Improvement create challenges (EDC/Staff) 2 Look back at past Strategic Plans Mr. Rapp asked EDC members to shaze what they have and have not liked about past strategic plans in relation to the process, outcomes and what they would like to do differently this time? Comm. Tushie stated that the ideas in the past strategic plans were good, but the implementation was lacking. Comm. Pogatchnik noted that there was staff turnover during that time, which makes implementation difficult. Chair Matasosky stated that prior to the Strategic Plan, the EDC was a "think-tank" that didn't go anywhere. The strategic plan kept the EDC focused and helped create a work plan that assisted in the transition of changes in staff, council etc. and provided cohesiveness ensuring that everyone was headed in the same direction even if faces .changed. He continued to say that it is not as though you are starting over again with every change. Chair Matasosky concurred with Comm. Tushie's comment regarding implementation. Mr. Rapp asked EDC members if they would prefer to have a strategic plan with a limited number of goals all ranked fairly evenly or many more goals that are prioritized? Technically the EDC has only 4-5 categories in the last plan, but many more goals. Chair Matasosky stated that the sheer volume of goals that the EDC attempted to achieve in the last strategic plan was overwhelming. Mr. Rapp indicated that the goal of the 2005-2007 Strategic Plan for Economic Development is not to throw everything from the last plan out. The strategic plan won't include everything that the EDC does for the next three years, but it should identify for every hour that the EDC meets, where 45 minutes of their discussion should focus. Comm. Pogatchnik stated that the last plan has been a nice tool, but now we are getting to a point in the community with development where we need to get more exact and defined. Mr. Rapp helped the EDC visualize the scope of the 2002-2004 Strategic Plan by listing the issues identified in that plan and asking the EDC members to evaluate the progress that was made on each issue. The following is the listing of issues and the EDC member's view of progress: s , ~ 4"~ ry ~"yam , ~,u,_ Infrastructure • 50-60-70 Project in progress/good work . I-35 Enhancements Limited or no progress • Explore issues related to East-West Met goal corridor • Major transportation arteries/access to Project in progress/good work business areas 3 • Implement Gateway and Corridor plan Met goa] • Investigate/encourage airport and rail Project in progress/good work opportunities Financial • Better partnership in financial planning Limited or no progress • Proactive budgeting process for EDC Met goal • Promote C/I growth and encourage a Project in progress/good work balanced tax base Communication • Partner with Chamber and DLBA to Froject in progress/good work promote Lakeville . Inform and educate on benefits of C/I Project in progress/good work base • Anticipate emerging issues in economic Limited or no progress development - be pro-active Growth/1)evelopment • Affordability of land. Limited or no progress • Business infrastructure investigation Project in progress/good work • Affordable housing solutions Limited. or no progress • Use Southern Gateway opportunities Limited or no progress/in progress • Historical flavor of downtown and ensure Project in progress/Met goal long- term viability • Marketing for commercial growth Project in progress/good work • Improve retail Project in progress/good work Looking forward -Lakeville Mr. Rapp outlined the keys to a successful strategic plan: • Big dreams, realistic goals • Focus on your strengths - What you need to do - What you do well - What others can't do • Measure yourself • Consumer-friendly Mr. Rapp then questioned EDC members on what they feel the biggest opportunities and challenges are right now for Lakeville. The following items were mentioned: • More Growth - Transportation - Services/value • Lots of land left 4 • Good planning - Fiscal management • Reactive vs. pro-active work • Quality of life Growth, value of services, being reactive rather than pro-active and quality of life were determined as the four major opportunities/challenges facing Lakeville at this time. City Administrator Mielke stated that as he's asked organizations about Lakeville quality of life issues including environmental issues (i.e. I don't like the quality of water in my lake), transportation issues (i.e. I can't get around and do not drive anymore and there are not any transportation options available), and growth/developmentfssues (I'm used to the way that my neighborhood is and the growth around me is changing the way my neighborhood feels to me) have been brought up. He continued to say that those are quality of life issues that as the community matures are becoming bigger issues. Mr. Rapp then asked EDC members to share their dreams for Lakeville. The following list was compiled: • Well respected with unique identity (independent stores/restaurants) • Community you can live your entire life in (Lifecycle housing/employment, transportation) • Have residents understand and appreciate what businesses do • Landscaped streets, spotless and attractive city • Development is relative for long term (Sustainable, not redeveloping in 20-25 years) • Govemmendothers work well together toward a set of goals The next task for the EDC members was [o think about everything that had been discussed earlier and to identify existing strengths (community, EDC, staff) that will help the EDC achieve the dreams and weaknesses that have been identified that may stand in the way of accomplishing those dreams. ~ :,erg _ _ ~ Unique identity Affluence, early in Lack control, metro issues process Community you can live your entire life in Residents love it here Comp plan and services do not support Residents understand/appreciate role of business Communicate Lack of housing for workers Attractive community - People value Organization, control (EDC) Sustainable development Good planning & Redevelopment already here analysis Govemment/others work together toward a set of goals (Was not discussed) (Was not discussed) 5 Vision Mr. Rapp asked EDC members how the EDC's current vision aligned with the new list of dreams. The current EDC vision follows: The EDC's Current Vision is to be: Creative and Innovative Credible Facilitators of Change Providers of outcomes to achieve lasting impact Providers for a better community Promoters rather than policy makers Builders of relationships Between businesses and residents Successful facilitators of council initiatives Anticipatory of dif,~icudt city issues, and developersof proactive solutions Identifaers of issues before they become a problem Aggressive innovators He stated that what might have happened when the EDC began describing their old vision was they got into who the members want the EDC to be. He suggested that the vision should be about Lakeville, not about the EDC. What members want the EDC to be will be part of the organizational definition. Mr. Rapp explained that focusing on Lakeville would be more helpful for the strategic plan, in terms of the EDC's work with the community and also their thinking through of what is important and what is not. The EDC should not worry so much about who they hope they are, but worry about who the EDC hopes Lakeville is. The EDC creates a vision for the public to think about, as to where the EDC wants to bring Lakeville. The vision is intended to guide the EDC's work and to communicate to the public. Mr. Rapp then assisted the EDC in incorporating the roles of the EDC identified earlier in the meeting into a single statement, which would then be developed into a new vision statement. The EDC members reached a consensus on the following new vision statement: Lakeville is a unique and attractive community where people and families want to live, learn, work and enjoy for their entire lives. Mr. Olson stated that in the past the words "safe" and "secure" have been used in communicatiops with the public. He questioned whether or not they should be included in the vision. Mr. Rapp explained that you want your vision to be defined with a simple statement. Comm. Pogatchnik stated that it is assumed that Lakeville is a safe and secure community if you want to work and live here; the community is providing those basic 6 services. He continued to say that the EDC is covering a lot of things with just a few words with how the new vision statement is written. Mr. Rapp asked EDC members if they liked the new vision statement as an individual and in terms of a shared vision? Comm. Tushie expressed an interest in wanting to incorporate a business element to the vision statement to support the EDC's role of supporting the economic viability of the community. Mr. Rapp advised the EDC to review the vision and incorporate a business element to the vision statement at the next EDC meeting. He also recommended making the vision statement something that is well beyond the EDC. The vision should incorporate what we want. overall for the City of Lakeville. Mission Mr. Rapp led the EDC in a discussion about the current mission statement, which follows: Current EDC Mission Statement The Economic Development Commission is committed to innovative economic growth, which enhances the yuaZity of life, and provides balance to the business and residential community. Mr. Rapp stated that the old mission statement was. good, but that he wanted to make sure the four biggest opportunities/challenges identified eazlier (growth, services/value, quality of life and reactive vs. pro-active) are covered. Mr. Rapp questioned whether or not the current mission statement identifies well enough how the EDChas to manage growth issues? Value of services? Reactive vs. pro-active? After further discussion, the EDC decided to add "identifying and managing" to the mission statement. The new mission statement follows: The Economic Development Commission is committed to idenh; fying and managing innovative economic growth, which enhances the quality of I{fe and provides balance to the business and residential community. Mr. Rapp stated that there is nothing wrong with having fundamentally the same mission statement that the EDC has had for the last three years. Break Organizational definition Mr. Rapp asked the EDC to identify who the organization is and what it does. The following list was compiled during discussion: Policy Advisors • Promoters 7 • Visionaries • Citizens (resident and/or stakeholders) • React (and listen) • Anticipate • Facilitate change (communications, development) • Build relationships • Educate/inform The EDC agreed upon the following organizational definition as a description of who they are to be used for the purpose of keeping on task and to communicate with Council, residents and stakeholders. The EDC is an advisory group of business people that promotes and responds to community and economic growth by: • Serving as policy advisors to Council and staff about community and economic development issues • Anticipating internal and external changes in opportunities, challenges and trends that may affect development • Communicating with the Council, residents and stakeholders while listening and reacting to the opinions of interested parties • Building relationships and facilitating cooperation among stakeholders • Promoting Lakeville as a good place to live, work and do business Mc Rapp then questioned EDC members on whether the vision links well with the mission and if the organizational definition explains how the EDC will do the things in the mission? EDC members agreed that they in fact do. Goals for the Strategic Plan Mr. Rapp identified the key elements of prioritization as follows: • What does the EDC need to keep working on? What new ideas are mission-critical? - Desirable - Nice but less important • What can only the EDC do? • What resources are needed for each goal? • Is the public interested in each goal? The EDC then reflected on the significant issues questionnaire responses and worked to organize the significant issues that were divided into critical issues and critical processes listed below: Transportation 8 Managing Development Affordable & Lifecycle Housing Downtown Plan Partnerships Public Communication Mr. Rapp led discussions on each issue and process listed above to identify goals. Results of the discussion are listed below. Transportation • Advocate for the implementation of a process: to develop East-West Comdors Assure timely completion of 5Q-60-70 interchanges • Monitor and evaluate efforts to develop a viable transit plan for Lakeville • Advocate on behalf of business interests with airport and rail planners Mr. Rapp concluded the discussion on transportation goals by stating that in the area of transportation, three years from now the EDC could evaluate the work they did based on: • Have you successfully advocated for the implementation of the process to create East-West Corridors? • Have you helped assure timely completion of 50-60-70 Interchanges? • Have you monitored and evaluated efforts to develop a viable transit plan for Lakeville? • Have you been an advocate for Lakeville business interests with airport and rail planners? Mr. Rapp explained that those could be the four ways you will evaluate whether the EDC has been successful in the strategic plan. It is important to keep goals manageable within what the EDC's role is but yet still provide value to make Lakeville a unique and attractive community where people and families want to live, team, work and enjoy for their entire lives. ManaQinQ Development • Advocate with the Council and stakeholders for desired, diverse and distinctive commercial development • Monitor development and advise the Council to ensure a balanced tax base and a manageable rate of growth Mr. Rapp recommended making determining what "balanced tax base" is part of the work plan. 9 Affordable Housine • Work with the Council to establish an affordable housing goal for Lakeville • Help develop a process with other stakeholders to begin to meet the Council's affordable housing goal Downtown Plan Facilitate an effort to create along-term plan to promote downtown economic viability while retaining its unique and historical characteristics Partnerships Improve communication and coordination with other units of government on important convnunity and economic development issues'facing Lakeville Create partnerships with Lakeville Chamber of Commerce, DLBA and other business and development associations on mutual development objectives Public Communication • Improve the awareness and support of Lakeville residents of the importance of C/I to the tax base and quality of life • Encourage greater citizen input into community and economic development decisions Break Work Plan Comm. Pogatchnik questioned when wou]d be a good time to bring in the Lakeville Area Chamber of Commerce or the Council in on this process for direction. Mr. Olson stated that staff envisions having a joint session with the City Council after the next EDC meeting when staff will have an opportunity to put the information from tonight in a document form and the EDC will have. had. an opportunity to review and revise the document. City Administrator Mielke recommended having another work session in October with the City Council to keep them informed of the progress the EDC has made with the 2005- 2007 Strategic Plan for Economic Development and to receive feedback on the goals that have been identified. Mr. Olson informed EDC members that the Mayor and Council members all completed the Significant Issues Questionnaire that was sent out and their comments were included on the response sheet in the EDC packet. City Administrator Mielke explained that he would like to see the EDC get through the outlining of the outcomes section prior to meeting with the Council because the Council 10 would be interested in hearing the EDC's thoughts on what outcomes the EDC would be looking at three years from now. He continued to say that the work plan becomes more of a matter of how do you get there. After additional discussion, EDC members decided that it would be desirable to have a work plan adopted by the end of the year. Next steps Mr. Rapp walked the EDC through the next steps listed below: Preliminary decision on vision, mission and Review and final approval at next EDC meeting organization definition Prioritization and initial draft of goals Staff refinement and further discussion approval at next EDC meeting .Preliminary discussion of outline Staff drafts outcomes for discussion and eventual outcomes/measurements for each goal approval by EDC Discuss elements of work plan Staff develops work plan for EDC review Adjourn Mr. Olson thanked Mr. Rapp for his time and assistance at the meeting. EDC members concurred. Meeting adjourned at 8:05 p.m. 11 Agenda Item T MEMORANDUM TO: Economic Development Commission CC: Steve Mielke, City Administrator Amanda Schwabe, Economic Development Coordinator FR: David L. Olson, Community & Economic Development Director DATE: Se tember 24 2004 P , RE: September Director's Repart The following is the Director's ReporFfor September of 2004. Saotiight on Business There were no Spotlight presentations for the month of September. Argonne Village Update Plansfor a 3,819-square-foot Wendy's will be presented to the Planning Commission en Thursday, September 23`". Walgreens will be closing on their site this week and are expecting to begin construction late fall. Central Maintenance Facility Update The City Council accepted bids and awarded a contract#or the construction of the Central Maintenance Facility on Cedar Avenue at 179d' Street to CM Construction Company in the amount of $11.1 million at the September 7'" meeting. Manufacturers' Appreciation Luncheon Governor Pawlenry has proclaimed Oct. f 8-22nd as Minnesota Manufacturers' Week. The 11`h Annual Lakeville Manufacturers' Appreciation Luncheon will be held on Wednesday, October 20'~ at the Lakeville Area Arts Center. Lunch wilt be served as t2:00 pm with a presentation on the history of the Airlake Industrial Park at 1:OOpm. Staff will be sending out invitations in the coming week. Customer Service Training Customer Service Training was identified in the 2002-2004 Strategic Plan for Economic Development as a strategy the EDC would like to continue to maintain quality customer service. Staff is currently working with the Human Resources Department to organize a Customer Service Training seminar for ail City employees in November/December. The last Customer Service Training seminar was conducted in 2002. Building Permit Update Through the end of August, the City has issued building permits with a total valuation of $158,877,137. This compares to a valuation of $127,667,329 during the first eight month`s of 2003. Included in this amount is $31,841,150 for commercial and industrial permits year to date, which compares to $23,253,000-for commercial and industrial permits during the same period in 2003'. Also incfudad in this valuation are permits for 280 new single-family dwellings and 352 townhouse units. Attached is a copy of the full building permit report through August 31,2004. Atka manta: • Metropolitan Council Region's Growth Continues at a Steady Pace • Dakota County Workforce Investment Board News and Notes August/September 2004. Edition. • Pioneer Press .Peal-g+~ct banking in the burbs • City of LakeviAe August Building Permit Report Dakota County Workforce Investment Board News and Notes August/September 2D04 Edition, Vol. 2-6 Missiott: Providing comprehensive, professional, and timely services for jobseekers and employers. Welcome to the Dakota County Workforce Workforce Center Staff at Dakotra County Fair Ltvestrnent Board's (WIB) News and Notes. This The Dakota County Fair was held Aug. 91° -Aug. 15'". newslener's purpose is to provide you with an With the help of partners from Job Service, Vocational update of workforce and economic development Rehabilitation Services, and Workforce Services, 11 activities. volunteers answered questions about Dakota County Workforce Centers and explained the services offered. A laptop was provided for on-line help to citizens such as job iipcotttimg Events search, resume writing, veteran services and employer Dakota County Quality Couacid - Sept. 2 (see story) information just to name a few. Job Fair-Sept. 16 (see story) Dakota County WIB Meeting -September 17,.2004 And Now For Something Comyletely WIB Members in the .News Different... From the "you can't make this stuff up" list, European Jennifer Brigham, President, Brigham Group, Apple scientists have come up with a mathematical formula to Valley reports that the company is partnering with Snelling predict the time of day you'll be most tired... Personnel Services. All Brigham's office locations in www.krraekeriactor.co.uk Minnesota and Wisconsin will begin using the name Snelling Personnel Services and will be expanding services in the Twin Cities and upper Midwest. Number of Jab Seekers Kentains Higla in Resorrrce Hoonts Long-time WIB member John Lorenz, Banklife "Nearly 27,000 visitors used the Dakota County Associates, is resigning from the Board to pursue a Workforce Center Resource Rooms to look for jobs position on the Faribault School Board. Thanks to John between January and July 2004," says LaDonna Boyd, for al! of his efforts and input over the yeazs. If you're Chair of the Dakota County Workforce Investment Board. interested in applying for the vacant WIB position "These statistics are down slightly from 2003, however, representing the private sector, go to March, 2004 was the busiest month ever with 4,380 htto://www.co.dakota.mn.us/board/meetings/ca/ca role.ht visitors." m "We get a lot of `thank you's' from people who come in to Thanks to Dakota Electric for hosting the August WIB use the Resource Rooms," notes Carol Axness, who works meeting. After the meeting, guests were treated to a tour in the Resource Room to assist clients. "Many of our of the facility. visitors don't have computers at home, or if they do, they don't know all of the resources available to them for their job search including the Minnesota Job Bank, July 2004 Unemployment Information Monster.com, Career Builder, as well as company-specific - ° sites" Besides the computers, Resource Rooms are Dukora County Uneenptoyment Hate 3.7 r/o equipped with fax machines, books and numerous other These compare to 4.2% for the State and 5.7°k nationally. resources to help individuals prepare resumes, complete Numbers in Iuly of 2003 were 4.2°k for the County; 4.9% applications and search for jobs. for the State; and 6.3%o nationally. Rates for other cities in the County are: Apple Valley 3.5%; Burnsville 3.8%; Axness reports that the numbers of visitors to the Resource Eagan 3.1 and Inver Grove Heights 3.6%. Room have remained consistent with the previous year - kan://data.mnwfc.orn/lmr/laus/detail.asa?eeoe=2704000 down slightly from the previous quarter, despite 037&adiust~ downsizing and plant closures in retail and manufacturing sectors. Based on customer reports, interviewing has been brisk and initial telephone interviews appear to be gaining in popularity among employers. Customers have self- reported obtaining employment at wages that meet or exceed wages earned at the time of layoff. Plus, a number of long-term unemployed customers reported obtaining job offers. Uati:ota CotnttV Quality Council September 2 keyboarding, and digital camera use. Students also are Hear Rob ChvaGSl, Manager of Organizational eligible for earning school credit for successfully Development at Flint Hills Resources Pine Bend Refinery completing the program. speak about Improving Performance One Habit at a Time. Rob has implemented TQM, 5PC, ISO 9000 and other Work sites and projects: management systems. Meeting is at the Dakota County Ample Vallev: Diamond Path Trail System -Crew installed Technical College, Room 2-140 w/ registration beginning a landscape timber staircase. at 8 a.m. Ca11 65 1 423-8000 for info. Dodge Nature Center: Crew constructed a dimension lumber deck. Hastnes: Hastings Jr. High -Modular block edger Job Fair is September 1 hth installation. ' Mark your calendazs, as the next Ge[ Jobs Job Fair is Seneca Tree Nursery. Eagan: Timber staircase installation. Thursday, September 16'" at the Eagan Community Center. htfia/www.mnwfc.org/dakota/iobfair/index.htm Individual Placements: 82 summer participants worked at - a variety of host sites. Sites are throughout the County and host site staff supervise the youth. Tree Trust also works Need Pevple? Meet Job Seekers at the with cooperating educators for granting of school credit for {VorkForce Center individually plaited youth. While it's too late for employers to get a booth at the Thanks to the Dakota County Youth Council September Job Fair, businesses who would like to meet job (httn:/lwww.nutwfc.ore/dakota/wib/vaahcnuncil.htm) for seekers are invited to be the "Employer of the Day" at a overseeing this program and Tree Trust WorkForce Center. Cail Joe Klein at 651 554-6587 for (www.treetrust.orr) for working so effectively with youth. more information. Youth Council Selected to Host Promise Fellow Looking For ZimploVees? ZAOkirtg for Work? The Dakota County Youth Council recently submitted a The Minnesota Job Bank is free for anyone to use whether proposal and was subsequently selected to be a host site you're looking for work or are an employer looking to hire for a Promise Fellow through the AmeriCorps Promise someone. Employers can post jobs or scan the resume Fellow Program. The National Service program unites database. Registration is quick and easy. diverse individuals, schools, and organizations to address a http://www.mnworksorJ Minnesota educational challenge -the achievement gap between white students and students of color, and between students from middle-income families and those who are Innovative Program F,utploys Youth Uver low-income all across Minnesota. The year of service for .Sutrtttter the individual extends from Sept. 2004 -Aug. 2005. The On Friday, August 13th, Tree Trust held its summer primary activities of the project will be men[oring, awards picnic. Dignitaries in attendance included County tutoring, career exploration and public service. Paztners in Commissioner Joe Harris and State Representative Denny the project include ISD 191, the Minnesota Valley YMCA, McNamara. Here are some facts about the 2004 summer Dakota County Job Service, Dakota County Technical program: College, Prince of Peace Church and Tree Trust. Tree Trust has served the Dakota County summer youth employment since 1986. Tree Trust's model emphasizes Where e'hre the WOrkFOCCe CertteCS? offering low income and special needs youth a structured WorkForce Centers in Dakota County are located in summer employment experience offering two paid work Burnsvillejust north of the Cty. Rd. 42 and Cty. Rd. 11 experience components: 1) Crews working in local parks intersection and in West St. Paul at the Northern Service and 2) individual placements with host sites throughout the Center, which is just west of Hwy. 3 and Mendota Road. Dakota County community. htto://www.mnwfc.arg/dakota/maus.htm Crew Sites: 68 youth participated in the youth corps in 2004. Students work 2-3 days per week on community I'or pact aewslerters and infunnatian on the WIB and Incal {YorkFrrrcr Centers ht[p:llx~rvw.rnnwle.nre/dakota! park improvement projects. These are real, meaningful, and long-lasting construction projects hosted by local park C'onracr ;t7ark .Tacohs as 65I 554-5622 or nia a-maH a[ departments, who provide all project materials. Workers mark.iruohs<54rn.dakola.mn.us ifyvx have gaestinns and/or earn $5.25 per hour and are eligible for incentives based on cnnune+nts ohour rrnuents afaus ,aervslener. job performance. Tree Trust staff supervise the crew youth and provide mobile computer lab involvement (TeamTech) offering students exposure to spreadsheet application, Feel-good banking in the burbs Page 1 of 2 '~winCities~can .-m._...._~. .__m . ~ _~v, ..~~..~m.-...~.~.... a ~-_._w~._~.--e-.., ._.__n.......-_u.~. Posted on Sun, Aug. 29, 2004 Feel-good banking in the burbs Touting personal service, offices are sprouting like weeds. BY 608 SHAW Pioneer Press Don'[ ask Tom Mork how he got the money to build his new bank. The question to ask is: Why? There are already 16 bank offices in Lakeville. Indeed, Twin Cities suburbs are teeming with them, doubling in 10 years. Suburbs have replaced St. Paul and Minneapolis as banking centers -most suburbs have far more bank offices per capita. Stillwater, for example, has four times as many as St. Paul It's common to see three or four banks stacked up at one intersection, as gas stations used [o be. But Mork is undaunted. "You aren't [he first one [o say I am crazy to do this," he said, stepping over a puddle as he gave a [our of what will soon be Lakeview Bank. He can win in ahyper-competitive environment, he says, because he is offering personalized, friendly service. Sound familiar? His competitors say the same thing. Bu[ they can all win, say banking experts, because convenience and face-to-face friendliness are trumping even such things as fees and interest rates. Other factors are contributing, too -such as a failing farm economy [hat drives rural banks into the metro area. Suburbanites are seeing such names pop up as Boundary Waters, Provincial, American, Anchor, Merchants, Sterling, Eagle Valley, Premier. In Woodbury, [here are 13 banks and credit unions within two miles of City Hall. Apple Valley has a nest of nine near its commercial center. The bank officials have one thing in common -they want to be your pal. That's how customer Steve Thoresen describes his relationship with Brickwell Community Bank in Woodbury. The bank is only 2 months old, but brokerage firm owner Thoresen says the president spent "fve or SO minutes" listening to Thoresen describe his banking needs. "I feel like now," Thoresen said, "we are friends." Friendliness is a relatively new approach to banking. Bankers used to believe, back in the Great Depression, that the one thing their customers wanted was security. Bank buildings were fortresses of strength, often with Grecian columns, designed to scare away thieves. Massive vaults were featured in countless bank robbery movies. The new suburban banks could hardly be more different. At Lakeview Bank, instead of hiding offices in marble-floored corridors, Mork will sit in aglassed-walled office by the front door, so every customer will see him. His desk is set at an angle to maximize eye contact. "I want everyone to think they have a chance to know the bank president," Mork said. The vault won't be pre-cast iron. It will have an ordinary wooden door. "The windows are wood-framed residential construction, no[ cold aluminum frames," Mork said. Customers will lounge in leather-covered club chairs, as [hey sip coffee from the coffee bar and watch a 4Z-inch N by fhe fireplace in the "hearth room." If the place were any homier, tellers would wear pajamas. http://www.twincities.com/mld/twincities/news/local/9518173.htm?template=contentModules/printstory.jsp 8/30/2004 Feel-good banking in the barbs Page 2 of 2 At the 4-month-old Citizens Bank in Lakeville, the Indoor mezzanine curves into an amoeba shape, Vined with wood and stone accents. A popcorn machine waits by the coffee bar, with yellow and blue halogen lights hovering overhead. John ]ohnson, a branch manager in a golf shirt, said, "It's about feeling, service, family. It's about building relationships." Banks are competing to be friendly, because customers don't always migrate to [he lowest fees and loan interest rates. "What's the difference between their free checking and my free checking?" asked Patrick Pariseau, the president of Brickwell Bank, waving his arms. "There isn't any!" So the new banks train [heir employees to be as actively friendly as Jaycees. "When you walk in the door, we will know your name. We will know how your kids are doing in school or in hockey," said Pariseau. "We will serve you coffee. If you ask us for cookies, we will run out and get you some." 8rickwell's tellers even give dog biscuits to drive-through customers with canine companions. The banking boom has been a little uneven. In 10 years, Washington County has tripled the number of bank offices to 72. Other suburban counties have impressive increases, too -but the growth of banking in urban counties has been far less, such as the 46 percent increase in Ramsey County. The suburban banking surge is surprising experts, said Gary Geiger, chairman of the Minnesota Bankers Association and chairman of Heritage Bank in Willmar. In the 1990s, banking futurists predicted that online banking would kill community banks -suburbanites would sit at home and pay bills through distant, centralized banks [hey never visited. Today, he said, his customers use the Internet, "but my lobby is as busy as ever," he said. In some cases, new bank offices are like refugees from a wilting farm economy. Citizens Bank was founded in 1876 in New Ulm, but since then the farmers in the area have struggled - as have the banks that Tend them money. So Citizens has branched out into fast-growing Lakeville. "We don't want all our eggs in [he ag basket," said )ohnson. In the suburbs, the bank-building boom has outpaced that of other stores and services. Many fast-growing suburbs have more bank offices than, say, sit-down restaurants. Yet the bankers continue building. "With restaurants, tastes are fickle. There Is a ho[ restaurant for two or three years, then the Cheme concept changes, the management changes," Mark said. "But money is money. It always has been and likely it always will be." Bob Shaw can be reached a[ bshawC~p+oneerpress.com or 651 228-5433 I)Sk Sii ! ~]1!i ' ±t 1 4 t. tnt J.It. 117 i7 ,.~1 I \Y4't`:~_ i ..iSn.l http://www.twincities.com/mld/twincities/news/local/9518173.htm?template=contentModules/plintstory.jsp 8/30/2004 Metropolitan Council -News & Info. Region's Growth Continues at a Steady Pace. Aug. 2004 Page 1 of 2 • News Release Region's Growth Gontinues at a Steadv Pace City of Blaine is the growth leader so far this decade Contact: Bonnie Kollodge 651.602.1357 ST. PAUL-Aug. 25, 2004-Annual population estimates by the Metropolitan Council show the seven-county region grew more in the three years from 200D to 2003 than it did during the first three years of the 1990s--a decade that experienced more growth than any other decade in Twin Cities history. "The estimates are on track with the Council's forecasted population growth," said Council Chair Peter Bell. "They confirm, barring any significant events or changes, that we're on course to add nearly a million people to the region between 2000 and 2030, and nearly half a million new households." According to the Council, theTwin Cities is home to an estimated 2.7 million people, with growth in the region of 98,929 people, or 3.7 percent, between April 2000 and April 2003, and 45,999 new households fora 4.5 percent increase. The population increase in the Twin Cities over three years is roughly like adding the city of Duluth to the metro area, with Its year 2000 population of 87,000. Council officials attribute steady growth in the region primarily to economic performance. Although the Twin Cities economy was in a mild recession during the first three years of the decade, registering a Job loss of 25,700 or -1.5 percent, Its performance relative to other major U.S. metropolitan areas remained strong. Among individual communities in the region, [he city of Blaine is the growth leader so far this decade, experiencing the most population growth. "It's no surprise that Blaine is experiencing a good deal of growth, both in terms of population and In new households," said Mark Vander Schaaf, the Council's Director of Planning and Growth Management. "The new Tournament Players Club of the Twin Cities and National Sports Center are major attractions. Last year, at the city's request, the Council approved significant increases to the city's urban area to accommodate thousands of new homes over the next 15 years. In a city long known far its sod farms, the local land use planning is being called a'modet' for future development," said Vander Schaaf. Top 10 Cities In Estimated Population Growth, April 2000 to April 2003: (These cities are ranked by amount of growth, not rate of growth.) City Population added Blaine 5,020 Maple Grove 4,913 Eden Prairie 4,424 Shakopee 4,399 Lakeville 4,395 - Plymouth 4,344 Prior Lake 3,745 Farmington 3,184 Apple Valley 2,891 Woodbury 2,866 The city of Eden Prairie experienced the most growth in the estimated number of new households from 2000 to 2003. Metropolitan Council -News & Info. Region's Growth Continues at a Steady Pace. Aug. 2004 Page 2 of 2 "The city's long-term plans call for a lot of new residential development," said Vander Schaaf. "In addition, the city Is adding a fair amount of higher-density and multi-family housing that will help accommodate a full range of household types and needs." "Eden Prairie has a strong job base, good access to roads and transit, close proximity to the central titles and is home to several beautiful regional park amenities. There's simply a lot to like about the city," said Vander Schaaf. Top Ten Cities in Growth in the Estimated Number of Households, April 2000 to April 2003: City Households added Eden Prairie 2,158 Maple Grove 2,091 Plymouth 2,051 Shakopee 1,931 Blaine 1,897 Lakeville 1,792 Apple Valley 1,513 Prior Lake 1,508 Woodbury 1,354 Chaska 1,341 "There's no question that the growth we're experiencing in the region is both a blessing and a burden," said Chair Bell. "Growth lends vitality and prosperity, but it also poses challenges in terms of congestion, pollution and so on. The key to maintaining our quality of life is good planning, so that growth occurs hand-in-hand with our ability to provide and pay for roads and sewersthat will be needed to accommodate growth in the most efficient and cost effective manner possible. That, in a nutshell, Is the Council's mission." The Council forecasts the region will grow by 966,000 people and 471,000 new households between 2000 and 2030. In the 30 years from 1970 to 2000, the region grew by 767,000 people and 448,000 households. To review local population and household estimates on line, please visit www.metrocouncil org/metroa.rea/2003P~ulatonHOUSeholdEst~ma_tes_,g~lf. Or, contact the Regional Data Center at 651.602.1140 or data.centerCo~.metcstate.mn.us. The Metropolitan Council Is the regional planning organization for the seven-county Twin Cities area. It runs the regional bus and light rail system, collects and treats wastewater, manages regional water resources, plans regional parks and administers funds that provide housing opportunities for low- and moderate-income individuals and families. The Council Is appointedby and serves at the pleasure of the Minnesota Governor. -30- Return to News Releases Metropolitan Council Home ~ Services (About. Us ~ Meetings & Events ~ Resource, Reports & Data R_egona( Transportation ~ Jobs ~ Contact. Us_ ~ Sde Search Mears Park Center • 230E 5th St. • St. Paul, MN 55101 Phone: 651-602-1000 • TTY: 651-291-0904 E-Mail: data.centerQmetc.state.mn.us All information on this site is available in other formats upon request. © 2003 Metropolitan Council. All Rights Reserved. httre//www.metrncnuncil_nre/news/2004/news 454.htm 9/3/2004