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HomeMy WebLinkAbout08-24-04-04 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 Drder. 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. • .Economic Development Commission Meeting Minutes May 25,2004 • 4. Adjourn The meeting was adjourned at-8:05 p.m. Res ectfully submitted by: Attested t l s Amanda Schwabe, R. T. Brantly, Secretary Economic Development Coordinator • 2 City of Lakeville i Economic Development Commission 2005-2007 Strategic Plan for Economic Development Work Session Notes August 24, 2004 Marion Conference Room, .City Hall Introductions and Goals for meeting Facilitator-Todd Rapp, Senior Director at Himle Horner, Inc. led the EDC in .the introduction to the agenda and the Strategic Planning work session process. Mr. Rapp explained that his role as facilitator is to guide discussion and the process, make suggestions and to keep the EDC focused and on task. Mr. Rapp informed EDC members that the goals for the meeting include: • Preliminary 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 #1: 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 ess 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 primary 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 share 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 S in the last strategic plan was overwhelming. 1VIr. 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. 1VIr. 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: Ttisue 1'ro;~re~s 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 goal • 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 Project in progress/good work promote Lakeville • Inform and educate on benefits of C/I Project inprogress/good work base • Anticipate emerging issues in economic Limited or no progress development - be pro-active Growth/Development • 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/developmentisues (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 wife 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) • Governmendothers work well together toward a set of .goals The next task for the EDC :members was to 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. [)ream Strength ~Veaknc5s 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/apprecate role of business .Communicate Lack of housing for workers Attractive community People value Organization, control (EDC) Sustainable development Good planning & Redevelopment already here analysis Governmentlothers work together toward a set of goals (Was not discussed) (Was not discussed) i 5 • Vision 1VIr. 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 difficult city issues, and developers of proactive solutions Identifiers 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. Ra ex laved that focusing on Lakeville would be more helpful for the strategic pP p 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. 1VIr. 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 communications with the public. He questioned whether or not they should be included in the vision. 1VIr. 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 1VIr. Rapp Ied 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 quality 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 earlier (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 EDC has to manage growth issues? Value of services? Reactive vs. pro-active? After further discussion, he EDC decided to add "identifying and managing" to the mission statement. The new mission statement follows:. The Economic .Development Commission is committed to identifying .and managing innovative economic growth, which enhances the quality of life and provides balance o the business and residential community. 1VIr. 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 • Mr. 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 1VIr. 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: Critical issue Areas Transportation 8 Managing Development . Affordable & Lifecycle Housing Downtown Plan Critical Process areas 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 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 1VIr. 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? 1VIr. 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, learn, work and enjoy for their entire lives.. 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 1VIr. Rapp recommended making determining what "balanced tax base" is part of the work plan. • 9 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 Break .Work Plan Comm. Pogatchnik questioned when would 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 I0 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: Nroduct of the work session future ~~ctions 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 1VIr. Olson thanked Mr. Rapp for his time and assistance at the meeting. EDC members concurred. Meeting .adjourned at 8:05 p.m. 11