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EDA Agenda 05-08-2013 (Special Meeting)EDA SPECIAL MEETING Wednesday, May 8th, 2013 5:00 p.m. Mississippi Room - 505 Walnut Street, Monticello, MN Commissioners: President Bill Demeules, Vice President Bill Tapper, Treasurer Tracy Hinz, Vice Treasurer Matt Frie, Rod Dragsten and Council members Tom Perrault and Brian Stumpf Staff. Executive Director Jeff O'Neill, Wayne Oberg, Angela Schumann Guests: WSB & Associates Staff, Monticello Industrial & Economic Development Committee, Monticello Chamber of Commerce, Representatives and ReSTOREing Downtown Representatives 1. Call to Order. 2. Consideration to review WSB Economic Development Services Proposal — "Market Matching" 3. Adjourn. EDA Agenda: 05/08/13 2. Consideration to review WSB Economic Development Services Proposal — "Market Matching" (JO /WO /AS) A. REFERENCE AND BACKGROUND: The proposal concept — "Market Matching" — was previously presented to the EDA and City Council in a joint workshop on April 22nd. After the joint workshop session, further discussion and input on the concept was requested by representatives of both the City Council and EDA. In particular, questions were raised about potential "gaps" in the Market Matching approach, which may have been previously filled by an economic development staff person. In addition, it was noted that while the Market Matching program seemed to be strong in data and asset identification, more information was needed on how a larger overall marketing plan would be coordinated with the sales effort. A deeper understanding of the WSB team's sales qualifications and deployment methodology was also desired. As such, the May 8th workshop will be designed to walk through the economic development process, from the starting point of asset identification for the community to the time when the key is turned on a new business location in Monticello. We will be working to identify how the WSB proposal fits our current (and desired) process, where potential gaps may exist as noted above, and how such gaps could be filled should the City /EDA choose to try the WSB proposal. In addition to the EDA Commissioners, IEDC members, Chamber of Commerce and ReSTOREing Downtown representatives have also been invited to attend the workshop. After the workshop, as part of its regular meeting, the EDA will be asked to make a formal recommendation on whether to proceed with the development of a scope of services contract with WSB & Associates, or whether to pursue an alternate or hybrid approach. The following information was previously provided to the EDA with the April 22 "d workshop packet and is provided herein for reference. April 22"d, 2013 Staff Report The EDA is asked to consider a proposal by WSB & Associates for services related to economic development. Staff is providing a relatively detailed description and recommendation below so that you have a good level of information in advance of the "open house" schedule for 4:30 p.m. At the open house you will have the opportunity to meet John Uphoff and Brian Bourassa who are the staff people from WSB in charge of this initiative. Please note however that attendance at the open house is optional. At 5:00 PM the formal meeting begins with WSB providing a review of the concept and associated proposal followed by Q & A and discussion. The City has been evaluating options for economic development since the departure of Economic Development Director Megan Barnett - Livgard in mid -2012. In December, staff presented to the EDA and Council the idea of making a strategic shift in the City's economic development program. The idea would be to move the position away from traditional marketing production and administrative duties, focusing instead primarily on lead development and sales outreach. At that time, the Council and EDA indicated that for such a program to be successful, the following would be important to develop in more detail. • Job description and any pay incentives • Measurement of work product • Cost of related expenses (travel, conference attendance) • Market opportunities In January, as City staff was developing the details of the new position based on EDA and Council feedback, WSB & Associates approached the City with a new economic development offering that had possibilities for satisfying information collection and business prospecting needs. Below is a general analysis of WSB's proposal in relationship to the City's existing needs and the newly developing strategy for economic development. WSB's proposal document provides more detail on each activity. Needs: What do we have /what is our inventory of land and buildings for development? What are the attributes of the inventory? Size, power, zoning, etc? What incentives programs do we offer? Proposed Solution: Task 1 - Asset Identification Needs: How do we prepare a timely response to prospectors and prospects? How do we pull only the information requested? How do we create materials for general distribution? How do we maintain an accurate data -base and avoid reinventing the wheel every time there is an information request? How do we best organize and utilizes the storehouse of information already in place in support of our prospecting effort? Proposed Solution: Task 2: Asset Database Needs: How do we get Monticello into the marketplace? Which markets? How do we reach the best candidates? How do we match them to Monticello's assets? Who will convey asset information and in what form? Who will manage the sales process? How will it be managed? How will the sales process fit into the City's existing program for working with development proposals? How will incentives be described and managed for inclusion in a project? How will the City analyze success of contacts /leads developed versus deals delivered? How does the hand -off work? Once a prospect is found, how is the transition from "Letter of Intent" to "Closing the Deal" managed? Proposed Solution: Task 3 — Information Deployment/Market Matching While each of the tasks is critical in the economic development process, it is important to note that the City is currently running at a disadvantage in terms of asset inventory and true sales outreach. Although staff has a good understanding of available land and buildings, the ability to pull the relevant information requested by a site selector, prospector, or business in a prompt manner is not possible at the present time. Although much of the data is available, it is data maintenance and assembly that is difficult. This is due to changing information and disconnected data sources. In fact, during the EDA's 2013 work planning session, the EDA identified the identification of assets and creation of marketing collateral materials for available properties as a top priority. WSB's approach to the development of an available land/building inventory is a major strength to this program. It would enable instant access to searchable, current data on properties for timely lead response. While marketing of the community to and within the community has been a strength of the economic development department, the City's past approach to economic development did not emphasize the "sale" of Monticello. WSB's proposal will include significant level of external outreach and as such offers the opportunity to build name recognition and foster lead development beyond Monticello in a much more active way. As noted above, in the past, focused prospecting has been a weakness of our economic development program. The EDA and Council should consider whether or not this deficit is addressed via the proposed program. WSB representatives Brian Bourassa and John Uphoff will present the economic development service proposal in more detail. They will more fully describe each task, as well as the following: What is the proposed cost? What is the ratio of staff time to consultant time for each component of the process? What are the deliverables for each task — what are the measurables? How will the consulting services, which are offered to numerous communities, manage potential issues with conflict of interest and competition? At this time, the proposal is presented as one possible alternative to filling the need for economic development services. Al. Budget Impact: The WSB proposal includes a monthly fee for service in the amount of $4,000. For this fee a significant amount of data organization, formatting and maintenance is included. Due to our longstanding relationship with WSB in development of our GIS system, the firm is in good position to assist in development of our data as a productive economic development resource. The expense associated with data mining and reporting and maintenance has not been itemized, but it is an expense that the City would very likely be incurring regardless of whether a city employee was hired to fill the business prospecting position. Total annual cost of the WSB program as proposed, including data mining and management, is $48,000. It should be noted that WSB will not be taking each candidate from prospect stage all the way to project completion. As compared to having an economic development specialist on staff, under the WSB arrangement existing staff will be more involved in the site development process including identification of development site locations (for sites that are city owned) along with involvement in development of financing proposals. It is our view that between the City Administrator, Finance Director and Community Development Director, as well as the as- needed utilization of consultants such as Ehlers and Northland Securities, there is capacity within our current staff to fully assist with closing deals and proactively assisting a prospect from initial interest to a completed development It is recognized that under the WSB alternative, there will be a number of services or activities previously provided by the Economic Development Director that the City will need to determine how to replace, or provide on a more limited basis. Maintenance of an active business retention program and facilitation of the Embrace Downtown project and other activities may not get as much staff attention if the WSB option is selected. In order to address this deficit the city may elect, after analysis, to supplement staff resources with a lower paying position to help in the effort of filling needs not addressed by the WSB option. CostsNalue of Hiring a Staff Person The cost to hire a city staff person for the position of Economic Development Prospector is difficult to estimate. The current pay range for the Economic Development Director position as it stands today ranges from $49,784 to $64,719 plus benefits ($20,000) for a total cost of $70,000 to $85,000 annually. Further, the position would likely incur significant travel expenses while prospecting. In addition to these expenses, one would rd expect that the city would need to develop data management assistance and marketing materials from various consultants on an ala carte basis. We do not have an estimate of this cost, but it would add thousands to the range noted above. Complicating this option further is the possibility that the City might not be able to find a find a qualified candidate within the pay range for the type of sales and prospecting position proposed. A perfect cost comparison is difficult, but we believe that the WSB option will provide significant value and will likely be less expensive than hiring an economic development sales person and considerably less when factoring in the potential costs for development of needed inventory and sales resources as proposed. WSB represents a relatively risk - free route at this juncture. In addition, if it is determined that the value does not justify the cost, than the program can be abandoned for other alternatives. B. ALTERNATIVE ACTIONS: The EDA will be asked to take formal action as part of their regular meeting. Such action could include one of the following: 1. Motion to direct the development of a contract for services for Market Matching services for review at the June EDA meeting. 2. Motion to direct staff to research and prepare an alternative economic development proposal for the City as directed by the EDA. C. STAFF RECOMMENDATION: Staff has reviewed WSB's proposal in detail. At this time, staff is supportive of initiation of contract services with WSB for economic development. • Staff believes that the product is tailored to Monticello's needs and the evolving idea of a sales -based economic development strategy. • The program builds an important foundation of inventory and asset information that the City would pay to create above and beyond the salary paid to a staff person for exclusive sales - related activities. The cost to create the inventory as described could likely cost the City thousands of dollars and would need to be completed prior to any sales activity for a new economic development position. • The use of consulting services allows the City to contract for a specific timeframe. The City can terminate the contract if it finds that it is not meeting intended goals. • The systems for collecting and reporting data that is included in the monthly fee 5 would not be wasted and could be used by a future city employee if the WSB program is discontinued. • The use of contract services allows the City to determine the success of a sales - focused approach for economic development, without being locked into the creation of a staff position. The City can then assess the results of both the contract and the new sales approach. • Staff was struggling with the issues of incentives, commission -based salary and expense generation which would come with the creation of a city- employed economic development sales person. Due to pay equity requirements and statutory limitations related to the use of public funds, a true sales -based position could be difficult to structure. • As a new product, WSB has indicated that additional tailoring of the service can be made to meet Monticello's needs. • The cost to implement the sales -based approach through consulting services is less than the City would likely need to pay to generate the equivalent task products noted above. • Using a consulting service for lead development and initial lead response will allow existing city staff to focus their attention on continued community marketing and business retention efforts. • City staff will be actively involved in working with prospects as they develop and move through the decision process. Existing staff and consultants (Ehlers, Kennedy & Graven, Northland Securities) will also continue their roles in supporting the development of financial and legal packages necessary for any transaction. D. SUPPORTING DATA: A. WSB Proposal Co WSAR & Associates, Inc. Monticello A proposal to provide: Economic Development Services r.. . . WSB & Associates, Inc. 4140 Thielman Lane Suite 204 St. Cloud, MN 56301 wsbeng.com April 2013 Tob(e of Contents Approach and Scope of Services .................. • Task 1: Data Collection • Task 2: Market Matching Deliverables ................. ............................... Appendix A - Data Collection ...................... Appendix B - Data Deployment .................... Appendix C - InfoTracker ............................. Appendix D - Market Matching Team .......... Appendix E - Market Matching Sales Process WSB & Associates, Inc. 701 Xenia Avenue South Suite 300 Minneapolis, MN 55416 wsbeng.com WSB & Associates, Inc. 477 Temperance Street St. Paul, MN 55101 wsbeng.com Contact: John Uphoff 763.267.2942 juphoff@wsbeng.com 1 .4 .8 10 11 12 15 April 17, 2013 Monticello City Council and EDA City of Monticello 505 Walnut Street Monticello, MN 55362 Re: Economic Development Services Dear Members of the City Council and EDA: Thank you for taking time to discuss WSB's proposal to provide Economic Development services. For more than 17 years, WSB and the City of Monticello have enjoyed a success by partnering to deliver projects that have led to growth and prosperity. We are confident the addition of Economic Development services will continue this track record. Understanding and directly marketing Monticello's assets is at the heart of WSB's approach to economic development. Building relationships is the central tenet to success in directly marketing your city. WSB has an expansive network of professional organizations and maintains relationships within the development community. As part of our Economic Development services, we will continue to grow our network and will strategically deploy data representing the unique attributes the City of Monticello has to offer. In addition, WSB offers the full capacity of our Market Matching team and more than 170 team members in representing your community. Finally, we will utilize our expertise in community development to assist in all phases of the development process from pre - application to identifying potential funding opportunities. The Monticello EDA exists to direct goals and objectives to attract higher wage level jobs and expand City tax base. WSB's Economic Development service is aimed directly at helping you achieve your City's goals and objectives. The proposed price of WSB's Economic Development services is $4,000 per month with a minimum term of one year. We appreciate the opportunity to propose our services to fill this important role within your community. We further look forward to meeting with you to discuss firsthand how WSB can apply its capacity and expertise to help the City of Monticello continue to grow and prosper. Sincerely, WSB & Associates, Inc. John Uphoff Brian J. Bourassa, PE Economic Development Specialist Principal /Senior Project Manager/ (320) 534 -5951 Economic Development Specialist (763) 287 -8356 Approach and Scope of Services Introduction WSB & Associates has been in the economic development business for 17 years. We represent more than 35 cities as city engineer and perform services for more than 90 cities overall. We provide daily assistance to our clients in the area of infrastructure development related to growth opportunities in all types of development. Much of this work is related to how to best accommodate new development while respecting the needs of the existing system users and being fair from a cost and use perspective. It is beneficial to WSB when our clients are successful and are developing. We work hard to make sure that we represent our clients with their best interest first, knowing that what is good for our clients will be good for WSB. To that end, we get involved with short term strategies that will allow for development to occur without compromising the long term goals of the city. We are very strategic in finding funding for infrastructure projects that allow City funds to be used in other places of need. Our company has grown beyond the traditional engineering firm in an effort to recognize the benefits of economic development to our clients and to WSB. We have become active in local chambers, economic development groups and have developed relationships with many of the large developers and builders. Once these private organizations work with WSB, they appreciate how hard we work to make their project successful while preserving the needs and goals of the City. Additionally, we have developed a grant and funding program to provide searchable options for project funding. We have expanded our team to include community planning to complement our full array of services including engineering, environmental, survey, right of way and relocation. This most recent addition of economic development was necessary to complete our team approach to provide full services to our clients. We intend to team with the financial consultants when a deal requires funding analysis, but we have the resources to fulfill all of the other economic development analysis and support. WSB is continually improving in order to provide value to our clients and economic development is an obvious area that we can contribute to your success. Our vision for this effort is unique and focused on relationships, information and visibility. The following scope details how we will make an impact for your organization! Task 1: Data Collection During this task, WSB will analyze existing data related to Monticello's market sectors. We will examine the data that is available on the City's website as well as related city, county, and state -based economic development websites. We will also examine internal documents containing market data. Once we have completed our analysis, we will report our findings to City staff and the EDA. Based on our report, we will ask for a recommendation from the EDA to determine priority for data collection and for targeted prospects. Where data is incomplete or unavailable, WSB will research and compile new data sets to ensure all local market sectors are appropriately represented and the information is readily available (see Appendix A - Data Collection). To ensure the City's market data is readily available, WSB will deploy information where appropriate including the City's website, local economic development websites, GreaterMSP and MNDEED's customer relationship management systems. WSB will also utilize a GIS -based platform to deploy the City's market data during the Market Matching process (see Appendix B - Data Deployment). The dynamic nature of market data requires a built -in process of content management to ensure accuracy and relevance. Therefore, WSB proposes a system of periodic review which includes real -time updates. To support the real -time updates, WSB has developed the InfoTracker tool, which is made available to City staff and EDA (see Appendix C - InfoTracker). The deliverables provided in Task 1 include the following and are further described on pages 4 and 5. • Deliverable 1 : Market Data Report • Deliverable 2: New Data Sets (ongoing) • Deliverable 3: Data Deployment (ongoing) • Deliverable 4: System of Periodic Review of Market Data (ongoing) • Deliverable 5: InfoTracker (ongoing) Task 2: Market Matching The focus of Task 2 is to strategically and directly market Monticello's assets to prospective market entrants. WSB achieves this by utilizing our team's professional background and network to connect with prospects within our varied areas of expertise. The Market Matching team executes outreach to prospects through our Market Matching Network. Each member of WSB's Market Matching team is assigned to a market sector and systematically markets the City's assets within their respective network (see Appendix D - Market Matching Team). Also during Task 2, WSB's Market Matching team collects feedback from prospects and catalogs opportunities in our Customer Relationship Management (CRM) system. Prospects that become leads are moved into the development or pre - application process involving City staff, EDA, and consultants (see Appendix E). The deliverables provided in Task 2 include the following and are further described on page 5. • Deliverable 6: Profile of targeted prospects (ongoing) • Deliverable 7: System of targeted prospect outreach (ongoing) • Deliverable 8: Deliver leads /assist in closing (ongoing) 1. General Market Data 2. City & EDA Owned Property 3. Housing 4. Manufacturing and Industrial Market Data 5. Retail Market Data This chart describes WSB's unique and comprehensive approach to economic development. WSB strives to present relevant asset information in the most effective and strategic manner possible. The graphic represents the ongoing flow of information and the continuous process of data management and market matching. 1. GIS -Based with Web Access 2. Traditional Collateral ■ Positively MN ■ Greater MSP Investor ■ MN Precision Manufacturing Association ■ NAIOP ■ MN High Tech Association ■ Minnesota Shopping Center Association ■ Wright County Economic Development Partnership ■ St. Cloud Downtown Alliance Foundation • Greater St. Cloud Development Corporation ■ MN Chamber ■ More Deliverables Task 1: Data Collection Deliverable l: Market Data Report WSB will provide City staff and EDA with a report that analyses the inventory and availability of the City's market data. The Market Data report will tell you if the assets embedded in your community are well defined and if the information related to your community's assets is open and accessible. The report will identify any weakness in the identification and /or presentation of your community's assets. If any asset is found to be misidentified or underrepresented, the report will provide details for recommended corrective action. This report will is also aimed at determining the City's Unique Selling Proposition (USP). The end result is your community's enhanced ability to help existing businesses expand, as well as attract, and communicate with, a wider array of prospective developers and business owners. Deliverable 2: New Data Sets The collection of new data sets is prioritized based on recommendations from the EDA. The goal of this deliverable is to achieve maximum effectiveness for data availability and diffusion. WSB will collect and organize data from existing sources and will conduct independent research to obtain data that is not otherwise available. It is important to note that the process of research and data collection is ongoing and is rolled into the system of periodic review. Deliverable 3: Data Deployment Data deployment occurs on a macro level - local, regional, and state -wide websites and databases, and on a micro level - through the direct marketing efforts of WSB's Market Matching team. As part of this process, WSB will provide data to GreaterMSP and MNDEED as requested, provide content for the City's websites, develop a GIS- based reporting tool, and provide a quarterly report to City staff and EDA on the status of data deployment. Deliverable 4: System of Periodic Review of Market Data City staff and the EDA review the Market Data Report and prioritize data collection efforts. WSB organizes a system of periodic review based on recommendations it receives from City staff and EDA. The figure on page b is a sample of the market data review and deployment timeline. Deliverable 5: InfoTracker City staff and EDA are often the first to become aware of changes in the marketplace. WSB will provide City staff and EDA with access to the InfoTracker tool, which provides the means to quickly and easily hand -off information to WSB so our team can update market data in a highly expedited manner. Please see Appendix C for a detailed description of the InfoTracker tool. Task 2: Market Matching Deliverable 6: Profile of Targeted Prospects Upon completion of the Market Data Report, WSB will ask the EDA for priority in determining a profile of targeted prospects. The profile of targeted prospects is derived from the City's asset information. WSB will utilize the City's asset information to highlight market strengths and to determine Monticello's USP. WSB recommends reviewing the profile of targeted prospects on a semiannual basis. Deliverable 7: System of Targeted Prospect Outreach Once the City's USP and profile of targeted prospects is developed, WSB's Economic Development Specialist briefs the Market Matching Team, providing them with relevant market data. Then the Market Matching Team will begin the process of converting prospects to leads through direct marketing to business contacts, association networking activity, responding to inquiries, and actively pursuing opportunities through various economic development agencies. WSB will provide the EDA with a quarterly report on targeted prospect outreach activity. Deliverable 8: Deliver Leads /Assist in Closing The closing component of the Market Matching process is a culmination of the successful execution of the steps that preceded it. WSB will work directly with potential market entrants from the prospecting phase to the pre - application or development phase. We will act as a conduit to provide information to City staff /EDA and act as a resource in identifying potential constraints. WSB will aid in identifying potential sites, and act as a resource in implementing a funding package as needed. Deliverable 9:Annual Bus Tour WSB places a high value on the importance of face -to -face interaction. Your community has a sense of place that can only be fully realized from an on- the - ground point of view. The annual bus tour gives your community the opportunity to show the best you have to offer and provides you an opportunity to promote your community's assets directly to potential market entrants. WSB's Market Matching team identifies and invites developers and business owners who are active in your region as well as those who are operating elsewhere but who have expressed interest in opening your market. We take care of all of the logistics, allowing you to refine and tailor your outreach to maximize your impact. The relationship your community makes with potential market entrants pays instant dividends, and also serves as a valuable resource for years to come. Deliverable 10:Annual Open House Economic Gardening is quickly becoming a buzz phrase. This concept is born out of the idea that economic growth happens brick by brick, primarily with those who are already living and doing business in your community. These are firms that have roots in your community and view the world around them, not simply through the lens of profitability, but also with an eye toward overall success of their community. The vitality of these firms is extremely important in realizing positive sustainable socioeconomic conditions. WSB's Economic Development service aims to support the firms and developers who are already doing business in your community. In addition to collaborating with local business owners and developers during the asset analysis phase, the Market Matching team gathers local operators for an annual open house to review the state of the local markets, as well as to provide them with opportunities to network with potential investors. The open house facilitates an intersection of landowners, business owners, and developers allowing them to share relevant market information leading to increased investment opportunities. Market Data Review and Deployment Timeline ....................... 4 ............. 4 ................ ............. ...................... .................. I I., .......... I u u 5 1 F ............... I ................ . . - .... - ............ ........... ... .. *­ .............. ......... - ...... I ....... - .... .................... ..... ...... ............ . --- ............ ......... Appendix A - Data Collection WSB recognizes that cities desire to move forward with marketing efforts as quickly as possible. Based on our research, WSB understands that we must have a good deal of information to be of value to prospects; they require market data. By providing a preliminary report on the inventory and availability of market data, we are providing City staff and the EDA with an opportunity to decide which market sector you would like to place your focus and prioritize WSB's data collection efforts. It is important to note that the process of collecting and deploying data is ongoing. The process of systematizing data collection carries added value in that it relieves the City of the obligation to conduct expensive periodic market study projects. The Market Data Report sheds light on the availability of critical data. It also aids in understanding the community's assets and informs the prospect identification and marketing process. This list below is a sample of the market data likely to be requested by prospects, and completed by WSB as part of the ongoing data collection effort: General Market Data • Population (MSA or County) - Age distribution • Annual per capita income - Household Income • Race and ethnicity • Unemployment rate • Cost of living index • Quality of life - Parks and trails - School data • Transportation and transit City & EDA -Owned Property • Available inventory • Size (developable acres) • Cost per acre • Zoning requirement - Uses permitted • Setbacks - Percent of site that may be utilized - Control of nuisances (dust, smoke, noise, etc.) - Site mitigation required • Available incentives • Inventory and list price of homes currently on the market Housing • Age and condition of current housing stock • Inventory and list price of homes currently on the market • Housing values • Renter - occupied units • Senior housing Manufacturing and Industrial Market Data • Existing available buildings — Size of building (square feet) — Cost per square foot — Year built — Previous use — Condition of building — Floor area ratio — Suitability of building for manufacturing — Current zoning — Climate controlled • Air conditioning • Heat — Surrounding uses — Opportunity for expansion • Existing available land — Size (developable acres) — Cost per acre — Zoning requirement • Uses permitted • Setbacks • Percent of site that may be utilized • Control of nuisances (dust, smoke, noise, etc.) • Site mitigation required — Surrounding uses • Infrastructure of manufacturing and industrial areas — Truck access — Rail served or adjacent to a rail line — On -site storage available • Trailer • Outdoor — Distance to: • Nearest commercial airport (name, miles) • Nearest inland port (name, miles) • Nearest ocean port (name, miles) • Nearest rail spur (name, miles) • Nearest intermodal facility (name, miles) • Nearest state highway (name, miles) * Nearest interstate exchange (name, miles) • Utilities available in manufacturing and industrial areas — Electric (on -site: Y /N; capacity) — Gas (on -site: Y /N; capacity) — Sewer (on -site: Y /N; capacity) — Water (on -site: Y /N; capacity) — Data /voice /fiber (on -site: Y /N; capacity) — Stormwater (on -site: Y /N; capacity) — Utility consumption incentives (rate discounts, hedging, etc.) • Retail market data — Synthesize data collected from previous retail market analysis Appendix B - Data Deployment The following are some of the locations where the City of Monticello's market information will be deployed: GREATER MSPTM _ MinneepD115 Saint Paul Regio POSITIVELY °I�..y � i� i Oaparhnenl mf EmPloymomarW ECUnomic 0eveluPment Monticello A& WSB & Associates, Inc. Market Matching Appendix B - Data Deployment m Appendix C - InfoTracker Effective and transparent communication with residents, business owners, and other community stakeholders is critical for achieving governmental success. WSB can help enhance your organization's communication process through our web -based market information management system - infoTrdcker. InfoTracker provides publicized, consistent messages coupled with streamlined documentation. InfoTracker efficiently and effectively transfers information to appropriate individuals within any organization, and can be customized to each organization's needs. By adding a link to the organization's website, constituents are also able to provide input and monitor the actions being taken resulting in a more connected community. Communication Process 0- Input market information into database and assign follow -up 91 a 0 3 00 0k After action is completed, it is documented (closed) in the database wsbeng. ccm ► Assigned team member notified via email m A a� �qP ► Assigned team member acts on market information or assigns follow -up to another team member InfoTracker Benefits • Immediate market information notification to the appropriate person(s) • "Chain-of-custody" for all documented market information • Easy prioritization and identification of critical market information • Permanent record of market information and resulting actions Interested in InfoTracker? This communication system, hosted by WS B, requires no additional IT support, and is provided with training. For more information or to setup a meeting, contact John Mac kiewicz at 763.287.71941 jniackiewicz@wsbeng.com. A WSB & Associates, i Appendix D - Market Matching Team (320) 534 -5951 juphoff@wsbeng.com (763) 287 -8536 bbourassa @wsbeng.com WSB's Economic Development Team includes the seven key individuals identified below and is supported by the entire WSB Team. The key staff have numerous direct connections to private sector businesses and development entities and have been assigned to various trade associations and business networks. Their collective network and emphasis on establishing economic development connections will raise the bar for traditional municipal economic development activities and will deliver ongoing value for the City of Monticello. John Uphoff Economic Development Specialist John is an economic development specialist with broad experience working with communities and organizations to achieve their economic goals. He earned a Bachelor of Arts degree in Planning and Community Development from St. Cloud State University, where he also minored in Economics. John has direct experience in the areas of local economic development, housing, historic preservation, promotion, and marketing. He has served as the project manager on a downtown development initiative and a neighborhood stabilization /communication plan in the historic South Side Neighborhood, both located in St. Cloud. John will be the City's primary contact for WSB's Economic Development Services offering. He will lead the Asset Identification /Market Review and Asset Build -out efforts, and coordinate the efforts of the Economic Development Team. John will provide ongoing feedback to City staff regarding economic development opportunities discovered and provide reports /presentations and feedback to the EDA on a bi- monthly basis. Essentially, he will be an extension of City staff and will respond to both staff and EDA requests for information as the City's economic development expert. Brian Bourassa, PE Principal, Senior Project Manager, Economic Development Specialist Brian is a registered professional engineer with more than 20 years of experience in many types of municipal and general civil engineering projects. His engineering experience includes all phases of the project and has involved representation of both public and private entities. Brian's experience in the private development market sector has included both residential and commercial projects. He also has first -hand experience as a private developer. Brian is known for his focus on client needs and excellent customer service. Brian will take direction from John and identify and market to potential developer matches for the City of Monticello. He will focus on both the commercial, senior housing, and residential markets. (763) 287 -7173 mdawley@wsbengsom (763) 287 -8520 jwedel @wsbeng.com Morgan Dawley PE Associate, Municipal Senior Project Engineer Morgan is a registered professional engineer with nearly 20 years of experience in municipal and civil engineering projects including streets, storm sewers, water distribution systems, sanitary sewer systems, water and wastewater treatment, site grading, park improvements, development review, and municipal state aid systems. His current responsibilities include planning, coordination, design, and construction administration of a wide variety of municipal projects. Morgan has been a staff or consultant city engineer for the past 10 years. Morgan will take direction from John and identify and market to potential developer matches for the City of Monticello. He will focus on both the commercial and senior housing markets. Jason Wedel, PE Associate, Senior Project Manager, Economic Development Specialist Jason is a Senior Project Engineer in our Municipal Group. He has proven managerial expertise related to municipal engineering and land development. Jason's experience working as an in -house public works director /city engineer provides him with the management level expertise to work cooperatively with City Councils, Advisory Boards, and City staff at a high level. Jason also has experience working for a national home building company (Pulte Homes) as their Director of Land. In that role, Jason performed duties related to land acquisition, entitlement, and development, which gives him a unique perspective and understanding of how developers and cities can collaborate to develop mutually beneficial assets for the community. He is versed in public speaking, administration, financial analysis, project estimating, resolving complicated entitlement and design problems, document preparation, and site management. Jason will take direction from John and identify and market to potential developer matches for the City of Monticello. He will focus primarily on the residential market. (763) 287 -8521 kiohnson @wsbeng.com (763) 287 -7190 bweiss @wsbeng.com (763) 231 -4873 alewis @wsbeng.com Bret Weiss, PE President Bret is a registered professional engineer with more than 25 years of diverse municipal and general civil engineering experience. He is an accomplished city engineer and project manager responsible for the planning, coordination, design, and construction administration of a wide variety of municipal projects. Bret is a skilled negotiator and is passionate about serving the City of Monticello. Bret's role on the Economic Development Team will be to support John in identifying potential developer matches, make introductions of the other team members to key stakeholders in the area, and be part of the City's team regarding the developer negotiation process. Kelsey Johnson,AICP Community Planner, Grant and Funding Specialist Kelsey is a community planner with extensive public sector experience. She has served as the project manager and lead planner on land use plans, comprehensive land use plan updates, zoning ordinance updates, subdivision regulation updates, housing action plans, and small area studies. As a grant and funding specialist, Kelsey tracks funding and grant opportunities for WSB. Kelsey's role on the Economic Development Team will be to support John and the City in identifying potential funding opportunities to support development projects. Addison Lewis Community Planner, Research Analyst Addison brings a variety of experiences in working with local communities. He has a passion for sustainability and is an adept researcher. Addison's experience with working on municipal planning projects and interpreting zoning and land use ordinances has provided him with a unique perspective on the necessity of preparing realistic and implementable plans. Addison will support John with research during the Asset Identification /Market Review tasks and on an ongoing basis. Appendix E - Market Matching Sales Process "Ap Potential Business Lead Generation • City staff /EDA • Business Contacts • Association Networking Activity • Economic Development Agency Initial Market Matching • Business discovery — client needs assessment • Respond to a Request for Information - RFI • Preliminary information exchanged and discussion regarding known community asset(s) Follow -up Market Matching Presentation — if necessary • Complete information exchanged regarding community assets • Further business discovery and client needs assessment Community Development Engagement • Preliminary Project Review • Letter of Intent — LOI Community Development Process Review • Site Plan Approval /Developer Agreement Process • Project Review — Planning — Engineering — Financial — Legal Appendix E- Market M atc hi n g Sales Process 7= k� Cr 0, 5 I ; ?