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IDC Agenda 12-18-1986 . AGENDA MONTICELLO INDUSTRIAL DEVELOP Thursday, December 18, City Hall Members: Chairperson Ron Hog1u Lungwitz, Bud Schrupp Morrell, Bruce Gagne1 Don Smith, John Bondh Grimsmo, and Ollie Ko 1. Call To Order. NT COMMITTEE MEETING 986 - 7:00AM d, Shelly Johnson, Dale Harvey Kendall, Jay us, Joel Winkelman, s, Tom Eidem, Arve opchak. 2. Approval of the September 2 , 1986 IDC Minutes. 3. The Monticello Industrial D ve10pment Committee's Financial Report. 4. Consideration of Goals for the 1987 Star City One Year Work Plan and Five Year Work Program. 5. Evaluation of the Performa ce of the Economic Development Director. . 6. Analysis of the IDC Fundra ser and Consideration to Set the IDC Banquet Date. 7. Consideration to Reorganiz the IDC. 8. Consideration to Renew the Economic Development Director's Membership in the MIDA. 9. Reports: Airport Subcommi tee Det Scandinavisk Vinduscompaniet A/S Other Prospects 10. Other Business. 11. Adjournment. . . MINUTES MONTICELLO INDUSTRIAL DEVELOP Thursday, September 2 City Hal NT COMMITTEE MEETING , 1986 - 7:00AM Members Present: Chairperson R n Hoglund, Shelly Johnson, Dale Lungwitz, Bud Schrupp, Harvey Kendall, Jay Morrell, ruce Gagne1ius, Joel Winkelman, and Ollie Kor pchak. Members Absent: Don Smith, Joh Bondhus, Tom Eidem, and Arve Grimsmo. 1. Call to Order. Chairperson Ron Hoglund cal ed the September 25th IDC meeting to order at 7:07AM. 2. A rova1 of the Au ust 21, 986 IDC Minutes. Harvey Kendall motioned to ccept the August 21th IDC minutes, seconded by Bud Sc rupp. Passed 9-0. . 3. Consideration liminar Plans for Det Scandinaviske t Shareholder's Visit to Monticello. The IDC accepted the itiner ry and luncheon plans (agenda supporting data) fo Det Scandinaviske Vindus- companiet's shareholders an boardmembers visit to Monticello on October 23, 1 86. The luncheon guest list was approved with the addit" on of George Phillips. Koropchak is to mail out in itations to all guest. Discussion centered around ho would be responsible for payment of the luncheon. With no financial report, Joel Winkelman and Shelly Johnson requested a financial report at the next meeting. The committee's consensus was that it would be tacky if some people paid individ- ually, therefore, the committee agreed to reimburse their portion of the bill, if need be, after viewing the financial report. Also, the committee agreed to have Bruce Gagne1ius hire hris Vokaty and Dave Cook as entertainment at the Mo te Club. Chris and Dave would each be paid $50.00. 4. Other Business. Shelly Johnson inquired ab ut other prospects. The committee suggested contac ing George Leifert and Floyd Markling. 5. Adjournment. By consensus of the commit ee, the meeting adjourned. . ~ ~~ \.(C\.C; ~ Olive M. Koropchak Executive Secrectary Monticello Industrial Deve opment Committee . MONTICELLO INDUSTRIAL DEVE OPMENT COMMITTEE FIANANCIAL RE ORT Prepared by Olive Koropchak, December 4, 1986 Security Federal Savings & Loan oney Market: Balance, November 24, 1986 Wright County State Bank Money Balance, October 31, 1986 Wright County State Bank Checkin Balance, October 31, 1986 TOTAL BALANCE-ON-HAND . . $ 3,309.33 7,421.02 150.96 $10,881.31 . MONTICELLO INDUSTRIAL DEVE OPMENT COMMITTEE FINANCIAL REP( RT Prepared by Olive Koropchak, December 4, 1986 Wright County State Bank Checking Acct# 1011692 Balance, January 1986 $ 483.06 DEPOSITS: Transfer from W.C.M.M. 2,500.00 Transfer from W.C.M.M. 1,966.55 TOTAL DEPOSITS $4,466.55 $4.949.61 WITHDRAWALS: Banquet Expense: Lynn Smith Check 11251 95.50 Monti Office Products Check #252 22.83 Little Mountain Floral Check 11253 27.65 Monte Club Check 11254 2,086.85 Monticello Printing Check #257 8.69 Monte Club Check 11258 200.00 SubTotal 2,441.52 . Magazines & Ads: Hogland Sign Company Check # 259 1,800.00 SubTotal 1'1,800.00 Travel, Conference, Member 3hips: Ollie Koropchak Check #245 I' 122.56 Ollie Koropchak Check 11261 15.00 SubTotal $ 137.56 Entertainment (Prospects): Silver Fox Check #246 $ 42.48 Ollie Check 11247 41.00 Ollie Check #249 70.00 Ollie Check 11250 72.00 Ollie Check 11255 23.34 Dino's Deli Check 11256 32.31 Arve Grimsmo Check #260 44.81 Ollie Check 11262 5.00 Ollie Check #263 50.84 SubTotal $ 381. 78 Miscellaneous: . Monticello Printing Check # 248 $ 30.53 Service Charges 7.26 SubTotal $ 37.79 TOTAL WITHDRAWALS $4,798.65 Balance, October 31, 1986 $ 150.96 . MONTICELLO INDUSTRIAL DEVE OPMENT COMMITTEE FINANCIAL REP RT Prepared by Olive Koropchak, December 4, 1986 Security Federal Savings and Loa Money Market, Acct# 5058000868 Balance, January 1986 Years Interest to November 24, 1986 Balance, November 24, 1986 $ 163.06 $ 3,146.27 $ 3,309.33 ******************************** ******************************************* Wright County State Bank Money Market, Acct# 720574 Balance, January 1986 DEPOSITS: City of Monticello 1986 Banquet Subtotal Years Interest to October 31, 1986 TOTAL DEPOSITS . WITHDRAWALS: City of Monticello Check #507 Transfer to Checking Check #508 Transfer to Checking Check 1!509 State of Minnesota Check #510 TOTAL WITHDRAWALS Balance, October 31, 1986 . 4,000.00 8,475.00 $ 0,220. 77 2,500.00 1,966.59 732.50 $12,475.00 365.22 $12,840.22 $15,419.86 $10,000.66 $22,840.88 $ 7,421.02 . 4. CONSIDERATION OF GOALS FOR T E 1987 STAR CITY ONE YEAR WORK PLAN AND FIVE YEAR WORK PROGRAM. A. BACKGROUND AND REFERENCE 1. Five Year Action P1a An eva uat on 0 t e 1V year action plan for 1986 indicates one item has n t been offica11y initiated that being Update Commun ty Fact Booklet. Please read and evaluate the p1 n, do you see a need for change? (Supporting Dat includes the Five Year Action plan and the Development of a Five Year Plan and Strategy). . 2. One Year Action An evaluation of the On Year Action Plan for 1986 also indicates the item not initated is the Industrial Development nformationa1 Packet. (Supporting Data inc1ud s the 1986 One Year Action Plan, Benefits to the C mmunity, and Suggestions for a Yearly Action P1a). Consideration may be given to downtown revit 1ization, industrial and commerica1 retention pr gram, neighborhood commerica1 development, industrial recruitment, and the fulfillment of he Best-In-Webb and IXI buildings. At the time of typing no recommendation have been received from City Administrator Tom Eidem due to a conf1ict'ng time schedule with myself. B. ALTERNATIVE ACTIONS. Stated above and open t the committee. C. RECOMMENDATION. Given at meeting. D. SUPPORTING DATA. Stated above. . FIVE YEAR ACTI N PLAN . 1986 ~ - Update study of available fOnancing - Update community fact bookl t ~ Update study of available t ansportation services and utilities c~ _ Evaluate performance of Eco omie Development Director ~ _ Evaluate the probablity of Volunteer Retention Program 1987 Prepare report on compariso of industrial and business growth to other communities - Review City's zoning ordina ces - Update film on Monticello - Update labor survey 1988 _ Sponsor Economic Deve10ment Forum on Local Business & Industry - Update study on Transporta ion and Utilities - Update the Retention Progr m _ Encourage construction of peculative buildings _ Evaluate performance of Ec nomic Development Director 1989 . Prepare report of business industry growth in Monticello to communities - Review City's zoning ordin nces - Update film on Monticello - Update community fact book et 1990 _ Sponsor Economic Developme t Forum on Local Business & Industry _ Update study on Transporta ion and Utilites Encourage speculative buil ing _ Evaluate performance of Ec nomic Development Director 1991 - Update - Update Update - Update labor survey the Retention Progr m study of available community fact book inancing et Each year should conclude with e aluation of goal, function, and effectiveness of program itself. Additional 1986 Activities are lOsted with the 1986 Work Program and 1986 Proposed Budget. . . '. . DEFINITION OF GOALS The community that has collected appropriate data about itself and the environment in which it operates, and has analyzed the data and ompleted a community analysis and profile and a labor market survey is ready to formulate its Five-Year Plan and Strategy. This means setting realistic long term goals for the com unity's economic development program. setting short term objectives in the form of a One- ear Action Plan, and eE;tablishing strategies for achieving those goals and Objectives With input from the economic development organization, the local government s ould develop a corollary long-range capital improvement plan (CIP). These planning st ps are covered in the following section. DEVELOPING A FIVE-YEAR PLAN AND ST ATEGY The local economic development organization sho Id prepare an economic development plan that focuses on economic development goals and strategies. That plan should record the results of certain data collection and analysis ctivity, serve to guide the continuing planning efforts, and be the road map for commu ity economic development action. A typical Five-Year Plan might contain the foil wing: I. Orqanization. a description of the econo ic development organization, its structure, duties, committees, and funding sources. II. Community and Its Economy, a profile of community strengths -and weaknesses. This is the result of the environmental analysis and community self-review. III. Potentials for Economic Development, a honest assessment of likely industry sectors and specific industries that might be attracted, commercial development possibilities, and retention program need. These are the basic, realistic goals for the community economic development p ogram. This is based on matching the labor market survey and locational factos used by industries with the community strengths, weaknesses and desires. . IV. Strateqies for Implementation, a refinem nt of the goals, a prioritizing of where to begin, an identification of what resource will be used, and a determination of who will carry out each objective. It is a One- ear Action Plan that outlines those activities that will be done during the firs year of the program. It is the process for deciding how to capitalize on the comm nity's strengths and which strengths are most important. It also contains strategi s for correcting certain liabilities. Because the ultimate goal is to persuade private ector investors and businesses to invest money in the community, it is wise to understand the various factors that influence business location decisions. Lists of these are found in Vol me I of the guide. It is also wise to understand the role that loc I government plays in certain factors that influence business location decisions. That role u ually involves the following: . Zoning and building codes; . Tax policies; . Regulations and licenses; . Public facilities; . Public service levels; and . Certain financial incentives made possible by ederal grants, tax-free bond sales or other means. These are also discussed in more detail in Volu . e I of the guide. While most of the data necessary for setting goals will have been collected during the external and internal community analysis phase f the planning process, additional information may be necessary. Much of the infor ation collected above will be general in nature and not related to specific industry sector needs and trends. It is at this stage in the 4-8 ONE YEAR WORK ROGRAM . The Monticello Industrial Deve opment Committee has adopted the following goals and object ves: Development Goals: * Take the lead in retaining commercial/industrial busin in attracting new commercia while maintaining the quali vironment. nd expanding existing sses in Monticello and /industrial concerns y of Monticello's en- * Diversify Monticello's comm rcial/industrial employment base and utility loads. One Year Ob'ectives/Activities (1986): -.!f * Sponsor and support the Ind strial Development Banquet. Jf * Implement and sponsor an In ustrial Development Freeway Sign. '7 * Recruitment of one Industr al Business. :. .~ * Insure continued execution of an Industrial/Commerical Retention Program in Monticello. ~ * Research the possibility 0 Development Committee. reorganization of the Industrial * Research, develop, and impl ment a new Industrial Development Informational Packet. * * Initiate a feasibility stu ~ * Initiate a feasibility stu lines to Monticello. for an improved airport. for Minneapolis telephone The Monticello Committee has to oversee specific aspects 0 Members for these subcommitte the community at large. stablished three subcommittees its one year work program. s are drawn from the group and Finance, Buildin & Sites/Zon n Subcommittee: * Oversee financial componen s of the Development Committee. * Update maps and descriptio s of the Industrial Park. . * Advise the Industrial Comm'ttee on the construction of speculative buildings and n the available vacant buildings. * Work with Industrial/Comme ical prospects on building design, pre-construction c nsultation and land purchase. . . . LOCAL GOVERN MEN : DESIGNATION Organizing for Econo ic Development OVERVIEW This section explores ways your community can reac economic development objectives by organizing. It outlines reasons for organizing and pro ides practical ways to establish an organi- zational structure. Key steps in the process include: a essing community strengths and develop- ment constraints; identifying leadership and selecting, members; creating a common purpose, focal point and community theme, and creating an rganizational structure best suited to your community. WHY ORGANIZE There are three primary reasons why communities ar willing to organize for economic development: benefits; combined force; and common purpose. Benefits Most members of a community benefit from increase economic developm~nt, usually linked to the area's growth, and the accompanying increase in: · Retail sales · Bank transactions · Expenditures · Jobs · Tax revenues The increase in jobs and economic factors often ranslate into additional: . Households · Population . School age children and school enrollments · Retail establishments . Personal and community income Combined Force of Community Organizing creates a collective force of all the m mbers, enabling the organization to better respond to various economic development needs. By conibining forces, your organization will have more: . Ideas and alternatives - more members generate ore ideas and a greater variety of alternatives. . Resources - the organized input of time, talent and financial resources results in greater likelihood of achieving goals. Common Purpose Members of your organization will be more willin to participate if they perceive a common and ongoing purpose and theme to the economic d elopment effort. In some cases, the common purpose is directly related to current benefit, but it can also relate to an individual's expectation to satisfy a vested interest. Benefits and xpectations are not always tied to monetary rewards; however, personal satisfaction and commun ty pride can often become the strongest motivating factors. 1-1 . . . Target Projects and Programs Every community wants clean. high technology i dustry that pays high wages and a clean environment with a high quality of life. Unfortunat Iy, there are not enough of these industries to go around. Nor is every community repared with enough of the highly skilled, well-educated workers these industries desire. AI 0, some communities have a high unemployment rate among entry-level workers a d need manufacturing jobs. Some communities have deteriorating commercial area or existing industries considering leaving the area and need to address these problems. In order to select the most practical approac to economic development and the one with the greatest potential for success, communit leaders must be realistic. The community assessment that was done previously should be sed once again to decide how to target resources and talents to get the greatest return f desired results. A realistic assessment means making some trade-offs. Though a community wishes to retain agricultural land, it may need to sacrifice a certain tract in order to assemble industrial land. A community must constantly be prepared 0 recognize changes in its economic environment and make plans to adjust its Action Plan. The focus of the Action Plan should be on a limited number of very high-priority issues and programs. A careful assessment of monetar and people resources should be made to ensure that there are sufficient resources to impl ment the Action Plan. A community must decide whether. its One- ear Action Plan will encompass a number of small interrelated tasks as a comprehensive a proach to solve a multifaceted problem or if all efforts will be dedicated to a single program of attracting an industry from a specific industry sector. A community will want to decide where to focus its actions for the year. Some target areas could include: . Downtown revitalization or redevelopment; . Industrial or commercial retention program; . Small business retention and expansion progr m; . Foreign export programs for local businesses; . Neighborhood commercial redevelopment; . Attracting foreign investments; . Industrial park creation; and . Shopping mall development. The following are some program areas commun'ties have used to address their economic development needs and goals: . Financing programs for private businesses - Direct loans - Loan guarantees - Interest subsidies . Technical and management assistance progr ms . Business ombudsman programs . Manpower programs . Public improvements programs . Quality of life/image improvement programs . Marketing program5 5-2 . 5. EVALUATION OF THE PERFORMAN E OF THE ECONOMIC DEVELOPMENT DIRECTOR. A. REFERENCE AND BACKGROUN . In accordance with the Star City Five Year Action Plan this year, 1986, includes a evaluation of the Economic Development Director's perf rmance. Enclosed is the job description for the sai position (Supporting Data). I believe an evaluation, po itive or negative, can benefit both the employer a d employee. Upon your request, I will remain or 1 ave the room. This position has also been evaluated by he City Administrator at six months and thereafter, early. B. ALTERNATIVE ACTIONS. None. C. STAFF RECOMMENDATION. None D. SUPPORTING DATA. Job description. . . INDUSTRIAL DEVELOPMENT OMMITTEE .ITION TITLE: Director of Eccnomic Developme .t ACCOUNTABLE TO: City Administrator ------------------------------------------------- ------------------------------ PRIMARY RESPONSIBILITY: This position is responsible for coordinatin ~eminding members when nearing due dates. It is ing a suggested Annual plan for Committee review soliciting industrial prospects and supplying the Monticello, and when possible, arranging a meeti rnent Committee. Additional responsibilities incl secretary, preparing financial statements, checkb cata and preparing reports for the Committee. KEY RESULTS AREAS: all Committee functions and 150 responsible for develop- nd change. Duties include with information on with the Prospect Develop- de functioning as meeting ok management, collecting Solicit Industrial and Commercial Prospects - Locating prospects - Prompt follow-up Keeping Committee involved and informed _ Persuading prospects to locate here . Provide technical assistance and guidanc.e to evelopers implem8ntation through start-up (as requested) from Coordinating Committee Functions - Keeping all members aware of project progress - Reminding members of due dates - Progress on planned projects _ Oversee successful implementZltion of Committe events Yearly Planning preparation - Completeness of proposed plans - Neat, clearly written plans - Suggestions to improve plans - Timeliness of plan completion Budgeting and Financial Assistance - Staying within budget guidelines - Accurate, complete financial statements - Checkbook monitoring - Paying needed bills on time Meeting Secretary - Assistance in preparing agenda - Complete, Clearly written minutes _ Clarification where necessary on Committee decisions . Industrial Development Committee Position Title June 27, 1983 Page #2 . Data Collection, Research and Report Preparation - Usefulness of Research Data - Accuracy of methods - Report readability City Government, - Executive Secretary of Monticello Housing & Redevelopment Authority * Record proceedings * Agenda preparation assistance * Data collection, research Economic developme'nt financial packagi.ng Grants Administration (when applicable) Chamber of Commerce - Data collection, research Membership services * Technical assistance on promotion events * Clearinghouse for significant information * Fundraising, membership evaluations Legislative initiative (Lobbying) Liason between Chamber, City, and General Public '. . . 6. ANALYSIS OF THE IDe FUNDRAIS R AND CONSIDERATION TO SET THE IDC BANQUET DATE. A. BACKGROUND AND REFERENCE. Previously the IDC Banquet h s been held the third Monday in May, therefore, I have co firmed with Bruce Gagnelius to reserve Monday evening, y 18, as the banquet date. If this is satisfactory with the committee, I believe our next step is to secure a speaker. One suggestion was Win Borden, President of the Minnesota Association of Commerce and Industry. nother consideration is Gov. Rudy Perpich since his administrative goal is job creation for the state. Other considerations for po a raffle or a golf tourname fundraisers may be . . 4IIf MACI'S BORDEN TO MEET WITH LOCAL BUSINESS L ~,~~ ERS (St. Paul, MN) . . . The Minnesota Associatio of Commerce and Industry (MACI) President Win Borden will meet with local business leaders here this month in pre aration for the 1986 legislative session. MACI, Minnesota's largest business lobby orga ization, represents almost 6,000 state businesses, loc 1 chambers of commerce and trade associations. - (- - "Before the start of the 1986 legislative session," said . Borden, "we want to meet with MACI members a d prospective members to talk about the multitude of issues and co cerns facing Minnesota businesses today. We want to know what Minnesota business leaders are thinking about politica issues that affect them and their bottom line. We also want th m to know what MACI can accomplish on their behalf." Borden said likely targets for MACI lobbying in the upcoming legislative session include unemployment com ensation, commer- cial and industrial property taxes, hazardou waste disposal, and workers' compensation reform. "What's more," he said, "we want to talk abo t the political process and how business people can most eff ctively get involved in that process." . .......... S;;, ::l ::l ro (/) o .- OJ )> (/) (/) o (j pj' ....... 0' ::l o -, ~z---_...__. .. _n' ,,' '~'.'m ~. ...m i"m ~(J -.,,1 "'" '~J>cn fit '."......'--..m ~t .''\1 .,;.':. - ::l 0- C (/) ....... >-\ '< W o ::) J: )) ::l ;1 C .~ o o :3 :3 ro >-\ (j ro Ro :0 E, a:: ::l to .+::> (X) o o ro 0- OJ >-\ C/l ....... >-\ ro ro .-+ C/l .-+ 'lJ OJ S 3: 5' ::l ro (/) o ....... OJ CJl CJl J--I o J--I ~ J--I N l'>.:l 1.0 N .i::. 0\ CJl o . 7. CONSIDERATION TO REORGANIZE HE IDC COMMITTEE. A. BACKGROUND AND REFERENCE. The IDC is made up of good leaders from within our community who have done an outstanding job. however. some committee members do n t attend meetings regularly. For our committ e to be effective. I need input. I'm not sugges ing for anyone to resign. only. to consider: One. a ossib1e replacement for John Bondhus. Second. to e 'ect a 1987 President and Vice President and to desig ate the Economic Development Director as secretary/treas rer as stated in the job description. Third. possib e rotation of one new committee member each year r two (exception of the Chamber representative whic changes yearly). Fourth. for the agenda to include a monthly financial report. B. ALTERNATIVE ACTIONS. Please keep in mind the abo e ideas are from Tom Eidem and myself. the committee's input and ideas must be considered also. C. RECOMMENDATION. Stated above. . D. SUPPORTING DATA. None. . . . . 8. CONSIDERATION TO RENEW THE DIRECTOR'S MEMBERSHIP IN TH CONOMIC DEVELOPMENT MIDA. A. BACKGROUND AND REFERENC MIDA membership dues are pa Annual dues are $95.00. Mo ment Director has been a me however. I will state that have only attended two or t conflicting schedule. Bene newsletters. contacts and s breakfast meetings. and the B. ALTERNATIVE ACTIONS. 1. To renew MIDA membershi . able by January 31. 1987. ticello's Economic Develop- ber in previous years. ithin the past year I ree meetings due to a its to the membership are eaker's information at r three day summer conference. 2. To deny renewal of MIDA membership. C. STAFF RECOMMENDATION. None D. SUPPORTING DATA. None . 9. REPORTS: Airport Subcommit ee On October 20. 1986 and Oct Councils of Big Lake and Mo adopted the Joint and Coope Airport Commission. This a Tom Creighton of Hannan & 0 membership was extended to Big Lake, and Monticello. stated that initial members who become members on or b According to Bill King and Administrators have receive of Becker. The general pur The general purpose of an authority to invest establishment of an ai to study all relevant laws and regulations r to investigate prelimi of such an undertaking commitment to the Memb taking; and to recomme proposed course of act . Each municipality shall be represent it on the Commiss City Administrator. Each D vote. (If anyone would 1ik it's available in my office. REPORT: Det Scandinaviske I have not heard the 100% d Vinduscompaniet at the time to hear this week from Erik to make the announcement to ber 27, 1986. the City tice1lo. respectively. ation Agreement for an reement prepared for by Connor. Original he municipalities of Becker. he agreement further shall be those members fore December 1. 1986. om Eidem. neither City a response from the City ose reads as follows: this Agreement is to establish gate the feasibility of the port. and in particular edera1. state. and local lated to such an airport; ary technical requirements to investigate the financial r Cities of such an under- d to the Member Cities a on related to such an airport. ntit1ed to two Directors to on. one of whom shall be the rector is entitled to one to read the entire agreement. induscompaniet A/S. cis ion from Det Scandinaviske of typing. I'm expecting Fjerdingstad. I was hoping you at this meeting. REPORT: Other Prospects. Will be given at meting. .