HomeMy WebLinkAbout2000.06.13 PACKET 111
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( 1
Secretary
• CITY OF COTTAGE GROVE
ECONOMIC
DEVELOPMENT
AUTHORITY
AGENDA
TUESDAY, JUNE 13, 2000
7:30 A.M.
• 1. Call to Order
2. Roll Call
3. Approval of May 9, 2000 Minutes
4. Business Items
A. Project Updates
B. EDA By-Laws and Appointment of Officers
C. EDA Trust Fund
D. Miscellaneous ED Update
E. Golf Tournament & Survey
F. Grey Cloud Island Update
G. Calendar
H. City Marketing Plan
5. Miscellaneous Business Items
6. Adjourn
Next Meeting Date: July 11,2000
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F:\GROUPS\PER_ECON\Economic Development\EDA Packets\2000\Agendas\June.doc
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City of Cottage Grove
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Memo
To: Economic Development Authority Members
From: Michelle A. Wolfe, Assistant City Administrator(\Olt(
Date: 06/08/00
Re: Project Updates Item 4A
CCE
The project is under construction.
HOTEL/RESTAURANT/OFFICE
The School Board received the study and approved it at the May 11 meeting. A copy is
• attached for your reference. Progress continues on this project. The developer
anticipates submitting an application to Planning in June.
APi
The company is reviewing three possible options for expansion/relocation. We can
update you at the meeting.
Duke-weeks Realty
Ryan Schroeder and I met with Phil Kluesner of Duke-weeks Realty to talk about
development opportunities in Cottage Grove. Mr. Kluesner requested the meeting, so
that he could become more educated about Cottage Grove. We provided him with a
great deal of information, and hopefully we will now be a location the quickly comes to
mind when he is working with clients.
Remaining Projects:
Attached is a listing of active projects from our database. We will review the status of
these projects at the June 13 meeting.
Attachment
•
F:\GROUPS\PER_ECON\Economic Development\EDA Memos\2000\June 00 Proj Update.doc
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ACTIVE LEADS QUERY EDA PACKET 6/5/00
Proposal ID Project Description SF/Acres Needed
ED-00-04 Warehouse/Distribution 140,000 sf/ 18-20 acres
ED-00-10 Office/Distribution facility 5-6 acres
ED-00-13 Medical Office Building 300,000 sf w/room for expansion
ED-00-19 Manufacturing 90,000 sf/ 10 acres
ED-00-22 Office Warehouse 45,000- 50,000 sf warehouse, 4,000-5,000 office
ED-00-26 Manufacturing 400,000 sf
ED-00-28 Distribution Center 380,000 sf/25-30 acres
ED-00-29 Office 60,000 - 80,000 sf
ED-00-31 Grove Plaza NA
ED-00-32 Hotel & Restaurant 70,000 -80,000 sf
ED-00-33 Manufacturing 15,000 sf
ED-00-34 Stamping facility 155,000 sf/30 acres
ED-00-35 Post Office
ED-00-37 Manufacturing 400- 500,000 sf/26-33 acres
ED-00-38 Manufacturing 85,000/5 acres
ED-00-39 Cabinet Manufacturing 18-20,000 sf/2-5 acres
ED-00-40 Light Manufacturing 100,000 sf/5-10 acres
ED-00-41 HOTEL
ED-00-42 Machine Shop 30,000/4 acres
ED-00-43 Distribution Facility 80-90,000 sf/11-15 acres
ED-00-44 Manufacturing 75,000- 100,000/4.6-6.6 acres
ED-00-45 Power Plant
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Page 1
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CONSULTING GROUP , INC .
Transportation•Civil •Structural•Environmental•Planning■Traffic•Landscape Architecture •Parking
•
SRF No. 0003744
SECOND DRAFT MEMORANDUM
TO: Ryan Schroeder, City Administrator
Kim Lindquist, Community Development Director
CITY OF COTTAGE GROVE, MINNESOTA
FROM: Dennis R. Eyler,P.E.,Vice President—Traffic Engineering
Jeff Bednar, Senior Traffic Engineering Specialist
DATE: May 4,2000
SUBJECT: SHARED PARKING STUDY FOR THE PROPOSED DEVELOPMENT OF A
COUNTRY INNS AND SUITES HOTEL AND RESTAURANT ADJACENT TO THE
SOUTH WASHINGTON COUNTY SCHOOLS—DISTRICT PROGRAM CENTER
NEAR 90TH STREET SOUTH AND EAST POINT DOUGLAS ROAD SOUTH
COTTAGE GROVE,MINNESOTA
As you requested, we have completed a shared parking study associated with the subject
proposed development project in Cottage Grove (see Figure 1). Based on this shared parking
study, the following summary of findings, conclusions and recommendations is offered for your
consideration:
Introduction
The subject development proposed by Goldridge Group of Eau Claire, Wisconsin would consist
of a 70-room hotel and 5,500-square-foot restaurant. This development would be located on a
vacant site west of the South Washington County Schools—District Program Center (see Figures
2 and 3). Access to the development site is proposed from a new access on East Point Douglas
Road and a shared access with the westernmost District Program Center (DPC) site access. Due
to the size and shape of the vacant parcel being considered for the proposed development, an
adequate number of new parking spaces (as defined by the zoning ordinance) cannot be
constructed on the site. It is believed that the offsetting schedule of activities at the DPC would
allow a shared parking concept to work in this case. It is the intent of this shared parking study
to address the following issues:
• Evaluate the shared parking concept to determine if there would be an adequate number of
• parking spaces to provide for the concurrent parking demand of the DPC and the proposed
One Carlson Parkway North, Suite 150, Minneapolis, MN 55447-4443
Telephone (612) 475-0010 • Fax (612) 475-2429 • http://www.srfconsulting.com
An Equal Opportunity Employer
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- CITY OF COTTAGE GROVE FIGURE 0
Wq CONSULTING GROUP, INC. PROJECT LOCATION
1
COUNTRY INNS&SUITES HOTEL/RESTAURANT DEVELOPMENT
SRF NO.0003744 SHARED PARKING STUDY
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Kim Lindquist
•
hotel and restaurant. Analysis scenarios will include a typical highest weekday and special
event weekday for the DPC, plus a typical high weekday for the proposed hotel and
restaurant development. An analysis of weekend parking demand was not included since the
DPC is not typically used on the weekends. All of the special events reviewed occurred
during the week.
• Review of the proposed concept site plan for parking layout and configuration plus internal
site circulation, particularly as it relates to drop-off and pick-up operations at the main
building entrances for the hotel,restaurant and DPC.
• Safety concerns related to children in the DPC parking lot and a potential increase in new
development generated traffic circulating through the parking areas and the main west site
access intersection.
Existing Conditions
• The DPC is housed in a 52,627-square-foot building and provides approximately 270 parking
spaces (based on information provided by DPC staff). Programs regularly held at the DPC
include; Alternative Learning Center, Special Education, Second Opportunity School/Adult
1111 Basic Education, Early Childhood Family Education, Senior Center and Community
Education. Other programs and activities take place at the DPC, but not on a regular basis.
• The DPC staff assisted in developing the highest typical weekday and highest special event
weekday staff and participant number estimates by program (see Tables 1 and 2 plus
Appendix A) based on the best available information and/or the staff experience in these
programs. The highest special event weekday identified was the Back to School Workshop
held during the last week of August on Tuesday, Wednesday or Thursday. Both the
Community Education and Special Education programs have participated in this workshop
on the same day. Other special events identified that were not characterized as the highest
event included: The Senior Center — Pancake Breakfast in February, the Early Childhood
Family Education Program — Open House in September, Parent/Teacher conferences, Pre-
school screening,Family Night, Basic Skills testing and the City's Halloween Parade.
• The Back to School Workshop in August already generates an over-capacity parking demand
on that day that results in parked cars spilling out onto the adjacent streets and nearby
commercial parking lots.
• The DPC staff does not anticipate any significant growth to any of the existing programs
based on the capacity of the existing building and facilities.
• The DPC staff expressed concern for existing internal circulation and short-term parking
• problems related to the drop-off and pick-up of participants at the main building entrances.
This concern has lead to the proposal to close the east site access to East Point Douglas Road
in order to resolve the concern in the area of the Alternative Learning Center building
entrance on the south side of the building.
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City of Cottage Grove
s
Memo
To: Economic Development Authority Members
From: Michelle A. Wolfe, Assistant City Administrator
Date: 06/08/00
Re: Review of By-Laws &Appointment of EDA Officers Item 4B
You were previously sent a copy of the EDA By-Laws. During the last meeting, it was
noted that the EDA needed to formally appoint officers. After discussion, it was decided
that prior to appointment of officers, the By-laws should be reviewed to determine if any
changes are needed. Attached is another copy of the by-laws, as well as a copy of the
1986 enabling resolution that created the Economic Development Authority.
4110 A few suggestions for change include the following:
• ARTICLE III Board of Commissioners
In paragraph 5, consider adding language allowing the ability to waive the
requirement for five days written notice for meetings. In paragraph 6, consider
adding language allowing the ability to waive the three-day notice requirement for
special meetings. The exception would be for public hearings.
• ARTICLE IV Officers
Consider establishing a position of Executive Director.
• ARTICLE IX Annual Report and Budget
In paragraph 1, consider deletion of requirement to include statement of financial
condition. This has not been done for the past several annual reports. In paragraph
2, consider changing the budget submission date. Current language indicates that
the budget should be submitted by May 1. Staff suggests changing the language to
read that the EDA budget should be submitted to the City of Cottage Grove in the
same manner as all other municipal budgets.
It should be noted that Article XIV, Amendment of By-laws, should be followed for any
recommendations that the EDA wishes to implement.
•
Attachment
F:\GROUPS\PER_ECON\Economic Development\EDA Memos\2000\June 00 By-Laws.doc
•
• EXHIBIT A
Adopted by Resolution
No. EDA-87-06
BY-LAWS
OF
COTTAGE GROVE ECONOMIC DEVELOPMENT AUTHORITY
ARTICLE I
Purpose
The Cottage Grove Economic Development Authority (hereinafter the "Authority")is
a public body politic and corporate and a political subdivision of the State of
Minnesota. The primary purpose of the Authority is to serve as an Economic
Development Authority pursuant to Minnesota Statutes 458C as amended 1986. The
Authority shall be governed by all requirements of said statute, the Enabling
Resolution No. 86-227 (hereinafter the "Resolution") passed by the Cottage Grove
City Council and any amendments to the Resolution which may be enacted in the
future.
ARTICLE II
Offices and Boundaries
1. The principal office shall be in the City Hall of the City of Cottage
Grove, County of Washington, State of Minnesota.
• 2. The Authority may also have offices at such other places as the
Commissioners of the Authority may from time to time appoint, or as the business
of the Authority may require.
3. The territory in which operations of the Authority are principally to
be conducted consists of the City of Cottage Grove in the County of Washington,
State of Minnesota.
ARTICLE III
Board of Commissioners
1. The management of all of the affairs, property and business of the
Authority shall be vested in a Board of Commissioners, consisting of five (5)
persons, with at least two members of the City Council . Commissioners shall be
appointed by the Mayor with the approval of the City Council.
2. The initial terms of the Commissioners shall be for two, three, four,
five and six years respectively. Thereafter, all commissioners shall be
appointed for six year terms.
3. The Board of Commissioners may exercise all powers of the Authority
and do all such lawful acts and things as are directed or required to be done
pursuant to law, the enabling resolution or pursuant to these By-Laws.
1 *(
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4. All vacancies in the Board of Commissioners shall be filled by Mayoral 410
appointment with approval by the City Council. A Commissioner selected to
fill any vacancy shall hold office for the balance of the unexpired term to
which he or she is appointed.
5. Meetings of the Board of Commissioners shall be held at least quarterly
in the principal office of the Authority in the City of Cottage Grove, State
of Minnesota or at such other place as the Board may establish from time to
time. At least five (5) days written notice of such meetings shall be given to
the Commissioners.
6. Special meetings of the Board of Commissioners may be called at any time
by the President, or, in his/her absence, by the Vice-President or by any two
(2) Commissioners, to be held at the principal office of the Authority in the
City of Cottage Grove, State of Minnesota, or at such other place or places as
the President, Vice President or any two Commissioners calling such meeting may
designate. Notice of special meetings of the Board of Commissioners shall be
given to each Commissioner at least three (3) days prior to the meeting via
telephone, telegram, letter or personally.
7. A quorum at all meetings of the Board of Commissioners shall consist of
a majority of the whole Board, but in no case shall a quorum be less than three
(3) Commissioners. Less than a quorum may, however, adjourn any meeting, which
may be held on a subsequent date without further notice, provided a quorum be
present at such deferred meeting. •
8. Compensation for attending meetings and actual expenses shall be
established from time to time by City Council Resolution.
9. All meetings of the Authority shall be open to the public.
ARTICLE IV
Officers
1. The officers of the corporation shall be a President, a Vice-President,
a Secretary, a Treasurer and an Assistant Treasurer who shall be elected to one
year terms. They shall hold office until their successors are elected and
qualified. The President, Vice-President and Treasurer shall be members of the
Board of Commissioners. No person may hold more than one (1) office. The
Secretary and Assistant Treasurer need not be members of the Board of
Commissioners.
2. The President shall preside at all meetings of the Authority, shall be
in charge of the day-to-day operations, shall sign or counter-sign all cer-
tificates, contracts and other instruments of the Authority as authorized by the
Board of Commissioners, shall make reports to the Board of Commissioners, and
shall perform all such other duties as are incident to his/her office or are iik
properly required of him/her by the Board of Commissioners.
2
S 3. The Vice-President shall exercise the functions of the President during
the absence or disability of the President.
4. The Secretary shall issue notice for all meetings, except for notice
of special meetings of the Board of Commissioners called at the request of
Commissioners as provided herein may be issued by such Commissioners, shall keep
minutes of all meetings, shall have charge of the Authority books, and shall
make such reports and perform such other duties as are incident to his/her
office, or are properly required to him/her by the Board of Commissioners.
5. The Treasurer shall perform all duties incident to his/her office which
are properly required by the Board of Commissioners.
6. In the case of the absence or inability of any officer of the Authority
to act and of any person herein authorized to act in his/her place, the Board of
Commissioners may from time to time delegate the powers of duties of such
officer to any other officer, or any Commissioner whom it may select.
7. Vacancies in any office arising from any cause may be filled by the
Commissioners present at any regular or special meeting.
ARTICLE V
Attendance and Expenses
• 1. Any Commissioner who is absent from three (3) consecutive duly called
meetings of the Board shall be deemed to have resigned unless the absentee
provides a satisfactory explanation to the President and the President so notes
such explanations in the records of the Authority.
2. Commissioners and officers shall be entitled to reimbursement for all
reasonable travel and related expense incurred in attendance at meetings and in
the performance of duties on behalf of the Authority. Schedules of reimbursable
expense shall be established by the Authority from time to time, as ratified by
the City Council.
ARTICLE VI
Finance and Administration
1. The monies of the Authority shall be deposited in the name of the
Authority in such bank or banks as the Board of Commissioners shall designate,
and shall be drawn out only by check signed by two persons designated by resolu-
tion by the Board of Commissioners.
2. The fiscal year of the Authority shall be the same as the fiscal year
of the City of Cottage Grove.
3. The nature, number, and qualification of the staff required by the
authority to conduct its business according to these By-Laws shall be annually
determined by the Board of Commissioners. Any agreement shall set forth in
3
reasonable detail the nature of the services to beperformed,
c the cost basis for 410
such services and the payment to be made by the Authority. Included within
the service to be provided under this arrangement shall be necessary contacts
with prospective applicants, involved financial institutions, federal or state
agencies and the keeping of necessary books of account and records in connection
with the Authority business.
4. The books and records of the Authority shall be kept at the "Authority"
office in the City of Cottage Grove and State of Minnesota.
5. The affairs of the Authority shall be limited to promoting the growth
and development of commercial and industrial concerns in the City of Cottage
Grove.
ARTICLE VII
Powers
The Authority may exercise all of its powers, subject to the limita-
tions contained in Article VIII, as are contained in the laws applicable to eco-
nomic development o c evelop ent authorities or housing and redevelopment authorities including
but not limited to the following.
1. The Enabling Act, Minnesota Statutes, Chapter 484C. •
2. The Housing Act, Minnesota Statutes, Chapter 462.
3. Agency powers contained in the Development Act, Minnesota Statutes,
Chapter 472A.
4. The powers of a redevelopment agency contained in the Industrial Bond
Act, Minnesota Statutes, Chapter 474.
5. The powers of a City contained in the Housing Finance Act, provided that
such powers authorized by ordinance of the City Council pursuant to Minn. Stat.
462C.02, subd. 6 of the Housing Finance Act.
6. The powers of an authority contained in the Tax Increment Act, Minnesota
Statutes, Chapter 273.
ARTICLE VIII
Limit of Powers
1. The sale of all bonds issued by the Authority must be approved by the
City Council before issuance.
4
f
2. The ability of the Authority to participate as a limited partner in a
410 development project must have prior approval of the City Council .
3. All official actions of the Authority must be consistent with the
adopted Comprehensive Plan of the City, and any official controls implementing
the comprehensive plan.
4. The Authority must submit administrative structure and management prac-
tices to the City Council for approval and conduct its affairs consistant with
those structures and management practices.
ARTICLE IX
Annual Report and Budget
1. The Authority shall prepare an annual report describing its activities
and providing an accurate statement of its financial condition. Said report
shall be prepared and submitted to the City of Cottage Grove by March 1st each
year.
2. The Authority shall prepare an annual budget projecting anticipated
expenses and sources of revenue. Said budget shall be prepared and submitted to
the City of Cottage Grove by May 1st each year.
• ARTICLE X
Notices
1. Whenever the provisions of the statute or these By-Laws require notice
to be given to any Commissioner or officer, they shall not be construed to mean
personal notice; such notice may be given in writing by depositing the same in a
post office, postage prepaid, addressed to such Commissioner at his or her
address as the same appears in the books of the Authority, and the time when the
same shall be mailed shall be deemed to be the time of giving of such notice.
2. A waiver of any Notice in writing, signed by a Commissioner, whether
before or after the time stated in said Waiver for holding a meeting, shall be
deemed equivalent to a Notice required to be given to any Commissioner.
ARTICLE XI
Staff
1. The Authority shall at all times, as specified and directed by the Board
of Commissioners, make available professional staff as needed for carrying out
the purposes of this Authority. "Staff" shall include city employees and other
qualified individuals or organizations, who may from time to time contract with
the Authority to provide professional legal, accounting and technical assistance
services to the Authority.
•
5
.
2. The Staff have the capability to package, process, close and service
business financial assistance transactions which the Authority may participte in 4110
while pursuing the purposes of the Authority.
The Staff shall be available to receive visitors or respond to business
matters over the telephone during normal business hours.
The Staff shall have the capability to provide management advice and
services to business concerns in the territory of the Authority, which
assistance, when provided, shall further the purposes of the Authority.
The Staff shall also have professional management, legal and accounting
capabilities sufficient to insure the proper and efficient operation of the
Authority.
3. The number of the Staff shall be as determined by the Board of
Commissioners, provided, however, that this number shall be sufficient to meet
the requirements of Section 2 of this Article.
Regardless of the number of the Staff, the Staff shall be qualified,
based upon education, experience in the opinion of the Board of Commissioners
to meet the provisions of Section 2 of this Article.
ARTICLE XII
Seal1111
1. The official seal of the Authority shall be in the form affixed hereto.
ARTICLE XIII
Indemnification
1. The Authority shall have the power to indemnify any persons, whether
officers, Commissioners, employees, agents or other persons acting for or on
behalf of the Authority in respect to any and all matters or actions for which
indemnification is permitted by the laws of the State of Minnesota, including,
without limitation, liability for expenses incurred in defending against actions
commenced or threatened.
2. The Authority may purchase and maintain insurance for claims arising out
of the actions taken by the Authority and its members, or any threatened claim
against the Authority or persons described in paragraph 1 of this Article.
ARTICLE XIV
Amendment of By-Laws
1. Alterations, amendments or repeal of the By-Laws may be made by a
majority of the Commissioners entitled to vote at any meeting, if the notice of
6
4
,
such meeting contains a statement of the proposed alteration, amendment or
1110 repeal after ratification by the City Council. Notice of any alteration, amend-
ment or repeal of the By-Laws shall be given in writing to each Commissioner at
lease five (5) days prior to the meeting at which said proposed alteration,
amendment or repeal shall be considered.
ARTICLE XV
Miscellaneous
1. All meetings of the Authority shall be governed by Roberts Rules of
Order, Revised.
2. The Authority shall adopt and maintain a conflict of interest policy
which shall be applicable to all actions to be taken by the Commissioners or
officers.
Passed this ib4:11`• day of 405. 01 1987.
ice _ _/, �� ./ . ✓
Presi •e t
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7
i
RESOLUTION NO. EDA-87-02
RESOLUTION APPROVING BY-LAWS OF THE
COTTAGE GROVE ECONOMIC DEVELOPMENT AUTHORITY
WHEREAS, the Cottage Grove Economic Development Authority (hereinafter
,the "Authority") may adopt by-laws and rules of procedure pursuant to Minnesota
Statute 458C.09, and
WHEREAS, Resolution 86-227 adopted on December 17, 1986 by the Cottage
Grove City Council specifies that the Authority' s administrative structure and
management practices be submitted to the City Council for approval,
NOW, THEREFORE, BE IT RESOLVED that the By-Laws hereto attached as
Exhibit A are hereby named as the Authority' s official By-Laws.
Passed this /1,6, day of M0,3 1987.
President, Cot :ge rove
Economic Development Authority
Attest:
Secretary, Cottage Grove
Economic Development Authority
S
• RESOLUTION NO. 86- 227
AN ENABLING RESOLUTION ESTABLISHING
ECONOMIC DEVELOPMENT AUTHORITY FOR THE CITY OF COTTAGE GROVE
WHEREAS, the City of Cottage Grove, (hereinafter "City") has the authority to
establish an Economic Development Authority, (hereinafter "the Authority") pursuant to
Chapter 458C of the Minnesota Statutes, and
WHEREAS, the Notice of Public Hearing and summary of the Resolution was
published in the Washington County Bulletin, once per week for two weeks before the
adoption of the Resolution, and
P
WHEREAS, a public hearing was held on the 15th day of October, 1986, and
WHEREAS, based on all of the information presented, the City Council hereby
finds that the establishment of an Economic Development Authority is in the best
interest of the City.
NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Cottage
Grove that an Economic Development Authority to be known as "City of Cottage Grove
Economic Development Authority" is hereby established pursuant to Chapter 458C of
the Minnesota Statutes which Authority shall operate on the following terms and
conditions:
•
1. Powers: Subject to the terms and conditions hereinafter set forth, the
Authority shall have all of the powers contained in Sections 13 to 33 and Chapter 462
and 472A.
2. Limit of Powers:
a. The Authority shall not exercise any of the powers contained in
Section 13 to 33, Chapters 462 or 472A without the prior approval of the City
Council.
b. By the adoption of a Resolution, the City may require the Authority
to transfer any portion of the reserves generated by activities of the Authority
which have not previously been pledged by the Authority, when the City Council
determines that the reserves are not necessary for the successful operation of
the Authority. The reserves shall be transferred to the debt service fund to be
used solely to reduce tax levies for bonded indebtedness of the City.
c. That the sale of all bonds or obligations issued by the Authority
shall be approved by the City Council before issuance.
d. That the Authority shall follow the budget process for a City
department as provided for and implemented by the City.
RESOLUTION NO. 86-227
Page 2
• e. That all official actions of the Authority must be consistent with
the adopted Comprehensive Plan of the City, and be in accordance with any and
all official controls implementing the Comprehensive Plan.
f. That any planned activities for influencing the action of any other
governmental agency, subdivision or body shall be submitted to the City Council
for approval.
g. That the Authority shall submit its administrative structure and
management practices to the City Council for approval.
3. Commissioners: The Authority shall consist of five members who shall be
appointed by the Mayor with the approval of the City Council. Two of the Commissioners
shall be members of the City Council.
4. Term: The initial appointments shall be for terms of 2, 3, 4, 5, and 6
years respectively. Thereafter, the Commissioners shall be appointed for 6 year terms.
5. Vacancies: A vacancy is created from the membership of the Authority
when a City Council member of the Authority ends Council membership. A vacancy
for this, or another reason must be filled for the balance of the unexpired term in the
manner in which the original appointment was made.
6. Compensation: Each Commissioner shall be paid Thirty and 00/100 Dollars
($30.00) for attending each regular or special meeting of the Authority, plus be reimbursed
for actual expenses incurred in doing official business of the Authority.
7. Removal: Removal of Commissioners shall be made pursuant to Minn. Stat.
458C.08, subd. 5.
8. Bylaws—Seal: The Authority shall adopt an official seal, and may adopt
Bylaws and rules of procedure.
9. Officers: The Authority shall elect a President, Vice President, Treasurer,
Secretary and Assistant Treasurer. The President, Treasurer and Secretary shall be
elected annually. No Commissioner may serve as President and Vice President at the
same time. Other offices may be held by the same Commissioner. The offices of
Secretary and Assistant Treasurer need not be held by a Commissioner.
10. Conflict of Interest: A Commissioner, officer or employee of the Authority
shall not acquire any financial interest, direct or indirect, in any project or any property
included or planned to be included in any project, nor shall the person have any financial
interests, direct or indirect, in any contract or proposed contract for materials or
service to be furnished or used in connection with any project, except as authorized
by Minn. Stat. 471.88.
11. Budget: The Authority shall arrange to submit its budget to the City
Council on or before August 1 of each year.
•
• RESOLUTION NO. 86-227
Page 3
Passed this 17th day of December, 1986.
'A
:yor
Attest:
Clerk
WINAAA)tly: Introduced by: Councilman Raun
Seconded by: Councilman Hammero
Voting in favor: Councilman Raun, Councilman Hammero, Councilman Denzer, Councilman
Voting against: None Brown and Mayor Peterson
•
Bulletin: January 22, 1987
January 29, 1987
S
1 . 1
0 _ • pd Z.1E -17
I .
XVII•:d
Alta N1anu.l1 Item Int SLIC NOTICE
•
AffltLlII of Publication
Sept .1. Pali
AFFIDAVIT OF PUBLICATION
• STATE OF NII\\LSOTA I ,
i ss .
COUNTY OF N,V.HINr:TON i
•
1 Jo5rr ll,llsten.on. ben* duly sluortl, on oath sr)s that he/she is the publisher or
. � authorized agent and rrnplo)ee of IM publisher of the nem simper known as The
Washingliin Cuunty bulletin. and has full know.ledge of the facts Mhlch are stated
below •
IA i The nrM sp.itwr h.ts complied atilt all of 11w requirements constituting Qualt• .
location .Is a qualified ne*sp.rper. as pro%frted by \linnesota Statute 331A (Ti.
Its A if/. .611(1 oilti r aplilicatilr I.m s as anienilid
' i ft i The pr inlet, ...... CITY QF COTTAGE. .RAV . -
RESOLUTION NO. 86-227
0 *hull .iti.0 ht•il Na.l Ul II inn ihr t'uluiri,ts of new spaprr.and Mas printed arid
putili\h,•,I tint i•r.rth At irk.tlor 2 , !iK't't•,i'.i mucks. it as first published on
THURSDAY _- ..the 22ND d.it of -JANUARY 19 87 ,grid
AA as Ihcre'.tltrr printed and publish ed On every THURsnAv 10 and including 1
•
THURSDAY__• the 29TH Ally ell ___ JANUARY _. 19. 87 and print
ed below. IS j tops. of the Ioirr case all•hJbe•t Irum A to Z. both tnclusise. IA loch is
hereby atknut.Ied ed as bring the size.tnd kind ut l ipr used in the composition and .
publication of the not me:
11 •;:t6 a Y...____9(t'rfX--4- Z-Zir...1-.4.eal-t-<‘-&-tt.2 •
i_. ) TITLi: _ 11- - . •
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Suhscrib•d and sworn lu betureme an ,
• this 30TH day d _. ' A . tY - i r
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Notary Public. M ashington County. Min emit,' .1 •
I ik1y Cum mission F:Apirrs Z 19 9 z__-
• Alphabet should be in the same site and kind of 1)pe as the notice
•
'" CAROLYN E ._s_t ,
NOTARY PUBLIC ,,ni!,u�Se i
WASHINGTON COUNY
•
My commission expires 7-20-°"
S i
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T '
/CITY OF COTTAGE GROVE
RESOLUTION NO. 86-227
AN ENABLING RESOLUTION
ESTABLISHING ECONOMIC
DEVELOPMENT AUTHORITY P'OR THE
CITY OF COTTAGE GROVE
WHEREAS, the City of Cottage Grove.
(hereinafter`City")has the authority to establish an
t Economic Development Authority,ority,(he einand"the
Authority")pursuant to Chappa 458C of the Minne- _-
seta Statutes,aid 5.Vacancies: A vacancy is created from the
WHEREAS,the Notice of Public Heating and membership of the Authority whin a City Council
summary of the Resolution was published in the mamba of the Authority ends Council membership.
Washington County Bulletin,once per week for two A vacancy for this,or another reason must be filled
weeks before the adoption of the Resolution,and I forthebalance ofthe unexpired terminthe manner in
tWHEREAS,a public hearing was held on the 15th which the original appointment was made.
day of October. 1986. and 6.Compensation:Each Commissioner shall be
WHEREAS, based on all of the information paid Thirty and 00/100 Dollars($30.00)for attend-
- presented,the City Council hereby finds that the 1 ing each regular or special meeting of the Authority,
esublishunen:of an Economic Development Author- , plus be reimbursed for actual expenses incurred in
ity is in the bat interest of the City. doing official business of the Authority.
NOW,THEREFORE,BE IT RESOLVED,by the 7.Removal:Removal of Commissioners shall be
City Council of the City of Cottage Grove that an made pursuant to Minn. Stat.4580.08, subd. 5.
Economic Development Authority to be'mown as 8.Bylaws—Seal:The Authority shall adopt an
"City of Cottage Grove Economic Development official seal,and may adopt Bylaws and rules of
Authority"is hereby established pursuant to Chapter P
458C of the Minnesota Statutes which Authority 9.Officers:The Authority shall elect a President,
>( shall operate on the following terns and conditions: .Vice President,Treasure,Secretary and Assistant
1.Powers: Subject to the terns and conditions Treawre.The Precedent,Treasurer and Secretary
hereinafter set forth,the Authority shall have all of shall be elected annually.No Commissioner may
• the powers contained in Sections 13 to 33 and Chap- nerve as President and Vice President at the same
ter 462 and 472A. time. Other offices may be held by the same
2. Limit of Power: Commissioner.The offices of Secretary and Assis-
i.The Authority shall not exercise any of the tint Treasurer need not be held by a Commissioner.
powers contained in Section 13 to 33,ChaPter 10.Conflict of Interest:A Commissioner,officer
462 or 472A without prior approval of the City jan employee of the Authority shall not acquire any
Coon I financial interest,direct or indirect,in any project or
b.By the adoption of a Resolution.the City ieny property included or planned to be included in
may require the Authority to tnnsfa any portion any project,nor shall the person have any financial
of the=serves generated by activities of the ottani*,direct or indirect,in any comma or prop-
Authority which have nes previously bee° osed contract far matetials or service to be furnished
ple'tged by the Authority,when the City Council or used in connection with any project,eacectas
determines that the=SOWS are not necessary onhoneed by Minn. Stat 471.88. ;
for the successful operation of the Authority. 11.Budget:The Authority shall arrange to submit
The reserve*shall be transferred to the debt is budget to the City Council on or before August 1
savicc fund to be used solely to seduce tax of each year.
levies for bonded indebtedness of the City. Passed this 17th day of December, 1986.
• e.That the sale of all bonds or obligations s/Roger E Pevam
issued by the Authority shall be approved by the tides
Yot
City Council before issuance.
d.That the Authority shall fallow the budget Attest:
process for a City department as provided for sICarI F. Moreton
and implemaned by the Qty. Clerk
e.That all official actions of the Authority Introduced by:Councilman Rats
must be consistent with the adopted Seoonded by: Councilman Harmneo
Comprehensive Plan of the City, and be in Voting in favor:Councilman Raum,Councilman
i accordance with any and all official oasuols Hammero,Councilman Dense,Councilman Brown
implanting the Comprehensive Plan. and Mayor Peterson
f.That any planned activities for influencing Voting against none
- the action of any other governmental ages cfy,
} subdivision err body shall be sutriuitted te,,tye- (Published in The Washington County Bulletin
City Council fa approval Thursday,January 22,1987 and Thursday,January
g.That the Authority shall submit its �. 1987 abcdetg iljklmmpcgsnnvwxyz)
admini-
strative structure and management practices to
the City Council for approvaL
3.Commissioners:The Authority shall consist of
'five members who shall be appointed by the Mayor
with the approval of the Qty Council.Two of the
Commissioners shall be members of the City
Council.
4.Term:The initial appointments shall be for
terms of 2,3,4,5 and 6 years respectively.Thereaf-
•
ter,the Commissioners shall be appointed far 6 year
awns -
City of Cottage Grove
•
Memo
To: Economic Development Authority Members
From: Michelle A. Wolfe, Assistant City Administrator 11
Date: 06/07/00
Re: Economic Development Trust Fund Item 4C
The Economic Development Trust Fund was established in 1999. To date, the City has
received two donations for this fund. A management policy for the trust fund was
established in June 1999. The intent of the policy is to provide a structure for use of
funds that allows for economic development activity, but also seeks to preserve a
portion of the initial donation. This will allow the fund to generate investment income in
• the future. The policy only allows economic activity. I have attached a copy of the
policy for your reference.
At a June 28 workshop, the City Council will be discussing a budget for the Economic
Development Trust Fund. The EDA should discuss possible uses for Council
consideration. Some ideas staff is considering include land cost contributions or
infrastructure construction to facilitate projects.
•
\\CG_FS1\SYS\GROUPS\PER_ECON\Economic Development\EDA Memos\2000\June 00 Trust.doc
Michelle Wolfe-Trust fund management policy.doc Page 1
CITY OF COTTAGE GROVE •
ECONOMIC DEVELOPMENT TRUST FUND MANAGEMENT POLICY
Fund Created
There is hereby created a separate fund to be designated as the Economic
Development Trust Fund. This fund shall be used for the furtherance of
economic development within the City. The purpose of the fund is to enhance
economic development opportunities for commercial entities desiring to locate,
expand or improve commercial property within the City. Further, the City
Administrator, Assistant City Administrator and the Finance Director shall
administer this fund in accordance with the provisions set forth. All sources of
funds received shall remain in the fund, except for authorized expenditures, as
described below. The Fund shall be composed of a permanent reserve and a
non-permanent reserve.
II. Sources of Funds
The permanent reserve in the fund shall be $150,000. The permanent reserve
may be adjusted from time to time. In no case shall the permanent reserve be
adjusted downward from the above level. The permanent reserve shall be
defined as the principal of the fund. The following sources of funds shall be
deposited into the Economic Development Trust Fund:
A. Donations.
B. Investment Earnings.
Investment earnings shall be transferred to the fund on the basis of
average cash balance during the year. This shall be done in accordance
with accounting and auditing standards and City policies then in place.
C. Funds transferred from the Economic Development Fund and/or the Economic
Development Authority as approved by City Council resolution.
D. Any other money appropriated, transferred or loaned to the Economic
Development Trust Fund by the City Council for the purposes of this fund.
III. Uses of Funds
Use of Fund resources must be for projects that could not occur or be funded but
for the use of Fund resources. Uses of Fund resources are not intended to
replace funding from another previously programmed source. Expenditures from
the Fund may be made from the monies deposited, transferred or loaned to the
fund. Expenditures may also be made from the permanent and non-permanent
reserve according to the following restrictions. Uses of funds shall be the
following:
A. Land purchase to develop the commercial/industrial taxable market value in the
City.
B. Infrastructure improvements in the Industrial Park as in existence at May 19,
1999 and any future designated Industrial Parks except as provided below.
C. Infrastructure improvements in the retail space as in existence at May 19, 1999
•
I:CLERK/Trust fund management policy
Michelle Wolfe -Trust fund management policy.doc Page 2
• CITY OF COTTAGE GROVE
ECONOMIC DEVELOPMENT TRUST FUND MANAGEMENT POLICY
and any future retail space except as provided below.
D. Repayment of inter-fund loans that are a direct obligation of the Economic
Development Trust Fund.
E. Exceptions:
1. No expenditures shall be made from the fund for general governmental
purposes. General governmental purposes shall mean operating or
capital expenditures for general government, parks and recreation,
public safety or public works.
2. No expenditures shall be made from the fund for bonded debt repayment.
3. No expenditures shall be made from the fund to reimburse
expenditures/expenses incurred prior to May 19, 1999.
4. No expenditures shall be made from the fund to reimburse an inter-fund
loan payable that is not a direct obligation of the Economic
Development Trust Fund.
5. No expenditures shall be made for residential purposes. Residential
purposes shall mean establishing, maintaining or reconstructing
residential infrastructure.
Expenditure Procedure
Expenditures from the fund shall be included in the Capital Improvement
Planning process.
Expenditure Limitation
In the general activity of the fund, total amounts expended in any one year or
during the life of the Fund shall not infringe upon the permanent reserve
(principal). Expenditures shall be made in the following priority:
A. First from accumulated unspent investment earnings.
B. Expenditures shall then be made from funds transferred into the Economic
Development Trust Fund.
C. Expenditures may be made from the non-permanent reserve funds.
1. Allowable expenditures that can be reimbursed to the Fund.
2. As a match for allowable expenditures.
3. Allowable expenditures from the non-permanent reserve that has no other
reasonable funding source.
D. Expenditures may be made from the permanent reserve only if the amount is
repaid to the Fund.
IV. Amendments
Amendments to this policy made be made from time to time upon the affirmative
vote of four-fifths of the City Council members.
114 l:CLERK/Trust fund management policy
Michelle Wolfe -Trust fund management policy.doc Page 1
CITY OF COTTAGE GROVE
ECONOMIC DEVELOPMENT TRUST FUND MANAGEMENT POLICY
Fund Created
There is hereby created a separate fund to be designated as the Economic
Development Trust Fund. This fund shall be used for the furtherance of
economic development within the City. The purpose of the fund is to enhance
economic development opportunities for commercial entities desiring to locate,
expand or improve commercial property within the City. Further, the City
Administrator, Assistant City Administrator and the Finance Director shall
administer this fund in accordance with the provisions set forth. All sources of
funds received shall remain in the fund, except for authorized expenditures, as
described below. The Fund shall be composed of a permanent reserve and a
non-permanent reserve.
II. Sources of Funds
The permanent reserve in the fund shall be $150,000. The permanent reserve
may be adjusted from time to time. In no case shall the permanent reserve be
adjusted downward from the above level. The permanent reserve shall be
defined as the principal of the fund. The following sources of funds shall be
deposited into the Economic Development Trust Fund:
A. Donations.
B. Investment Earnings. •
Investment earnings shall be transferred to the fund on the basis of
average cash balance during the year. This shall be done in accordance
with accounting and auditing standards and City policies then in place.
C. Funds transferred from the Economic Development Fund and/or the Economic
Development Authority as approved by City Council resolution.
D. Any other money appropriated, transferred or loaned to the Economic
Development Trust Fund by the City Council for the purposes of this fund.
III. Uses of Funds
Use of Fund resources must be for projects that could not occur or be funded but
for the use of Fund resources. Uses of Fund resources are not intended to
replace funding from another previously programmed source. Expenditures from
the Fund may be made from the monies deposited, transferred or loaned to the
fund. Expenditures may also be made from the permanent and non-permanent
reserve according to the following restrictions. Uses of funds shall be the
following:
A. Land purchase to develop the commercial/industrial taxable market value in the
City.
B. Infrastructure improvements in the Industrial Park as in existence at May 19,
1999 and any future designated Industrial Parks except as provided below.
C. Infrastructure improvements in the retail space as in existence at May 19, 1999
•
l:CLERK/Trust fund management policy
Michelle Wolfe-Trust fund management policy.doc Page 2
CITY OF COTTAGE GROVE
ECONOMIC DEVELOPMENT TRUST FUND MANAGEMENT POLICY
and any future retail space except as provided below.
D. Repayment of inter-fund loans that are a direct obligation of the Economic
Development Trust Fund.
E. Exceptions:
1. No expenditures shall be made from the fund for general governmental
purposes. General governmental purposes shall mean operating or
capital expenditures for general government, parks and recreation,
public safety or public works.
2. No expenditures shall be made from the fund for bonded debt repayment.
3. No expenditures shall be made from the fund to reimburse
expenditures/expenses incurred prior to May 19, 1999.
4. No expenditures shall be made from the fund to reimburse an inter-fund
loan payable that is not a direct obligation of the Economic
Development Trust Fund.
5. No expenditures shall be made for residential purposes. Residential
purposes shall mean establishing, maintaining or reconstructing
residential infrastructure.
Expenditure Procedure
Expenditures from the fund shall be included in the Capital Improvement
Planning process.
Expenditure Limitation
In the general activity of the fund, total amounts expended in any one year or
during the life of the Fund shall not infringe upon the permanent reserve
(principal). Expenditures shall be made in the following priority:
A. First from accumulated unspent investment earnings.
B. Expenditures shall then be made from funds transferred into the Economic
Development Trust Fund.
C. Expenditures may be made from the non-permanent reserve funds.
1. Allowable expenditures that can be reimbursed to the Fund.
2. As a match for allowable expenditures.
3. Allowable expenditures from the non-permanent reserve that has no other
reasonable funding source.
D. Expenditures may be made from the permanent reserve only if the amount is
repaid to the Fund.
IV. Amendments
Amendments to this policy made be made from time to time upon the affirmative
vote of four-fifths of the City Council members.
•
I:CLERK/Trust fund management policy
City of Cottage Grove
•
Memo
To: Economic Development Authority Members
From: Michelle A. Wolfe, Assistant City Administrator 'fk
Date: 06/07/00
Re: Miscellaneous Economic Development Update Item 4D
Annual Report
Steve Barrett is completing the report. The text and layout are ready. He was waiting
for a sunny day to take some pictures. The layout is exactly as shown to you last
month, with the one suggested change —we added the address and general phone
• number of the City to the outside folder. We can have a sample available for you at the
June 13 meeting.
Northwest Corner of the Industrial Park
Attached is a copy of a map that was prepared for the site visit we conducted in late
May. This map was intended to illustrate possible lot configuration on CP Rail Property,
and also the property just to the west of there. Staff would like to provide you with a
verbal update at the meeting as to the plans for this portion of the park as it relates to
Stormwater, landscaping buffers, etc.
Infrastructure Update
Bids were recently awarded for the following projects: Construction of the regional storm
water drainage-way (i.e. flume) within the Industrial Park south of 95th Street;
reconstruction of 110th east of Ideal, Ideal from 110th to 100th, and Jamaica from 95th to
East Point Douglas, plus smaller portions of other streets in the same area. In addition,
the pavement reconstruction project this year includes repairs to roadways north of 70th,
south of 65th, west of Inwood, and east of Ideal.
Banker's Luncheon
On Wednesday, June 7, City and Chamber representatives met with representatives
from various local banks, including Anchor Bank, Southview Bank, and Hampton Bank.
One purpose of the meeting was to encourage active participation in the Chamber. A
second purpose was to build working relationships in order to have potential to leverage
• their contacts as future manufacturing clients and have a pool of financing resources
that can use for existing clients. A follow-up meeting will be held on June 14.
\\CG_FS1\SYS\GROUPS\PER_ECON\Economic Development\EDA Memos\2000\June 00 Misc.doc
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Aerial Photo
Staff has been getting quotes for a new aerial photo of the Industrial Park. We plan to
make sure the photos are ready to use at the manufacturing show in Chicago
(September).
Metro East Development Partnership Update
Attached is a copy of the Metro East Broadcast for your information.
Livable Communities Grant— Red Rock Corridor
On Wednesday, June 7, Mark Gander form the Parson's Group, consultant to the Red
Rock Corridor Commission, will meet with staff to review potential station sites in
Cottage Grove for the proposed rail line. A newsletter will be sent out in the near future
to update residents and the City Council on the progress made to date on the Red Rock
Corridor commuter rail line. The City's use of the $150,000 Livable Communities grant
will be an extension of the activities currently being conducted by the Red Rock Corridor
Commission. The Community Development Department will be administering the
Livable Communities grant and coordinating related activities. Administration and
Economic Development staff will continue to be involved.
Advertising & Marketing Update
We are working with City Business to make changes to the ad as recommended at the •
May EDA meeting. In addition, we are in the process of preparing a 4th of July postcard
which will go out to our entire mailing list. The theme is "Development in Cottage Grove
is as easy as a picnic on the 4th of July!"
Attachments
•
\\CG_FS1\SYS\GROUPS\PER_ECON\Economic Development\EDA Memos\2000\June 00 Misc.doc
06/05/00 MON 15:31 FAX 6122235484 METRO EAST DEVELOPMENT 1;J002
MIel:
" East
B;ro ,d,cas.t.
410-The first"Metro East Connections" session will occur this Telex Communications has announced it is moving into a
Wednesday, June 7'h in Oakdale. This is an opportunity for 114,000 sq. ft. corporate headquarters in Burnsville, The
members of the partnership to tour a community's greenlields producer of sound systems and hearing aids is moving from
and available buildings, become familiar with the new Blooiminfiton.
comprehensive plan and interact with city officials and other
members of the partnership, The July session will be held in MEDP member Bruce Maus of Corporate Real Estate was
Shoreview, and the August session will be in Eagan. For recently featured in the Minnesota Real Escaic- Journal. Mr.
more information contact Amie Wetterlin at 651-265-2762. Maus was commenting on the value and objectivity that outside
consultants can bring to the real estate process.
MEDP member Wispark Corporation has announced that a
large portion of its portfolio is for sale. Wispark currently MEDP Executive Committee member Mark Beattie will
owns the 123,000 sq. ft. Rivertown Trading building in Saint chair the Private Sector Finance Committee. This committee
Paul and the 97,321 Ay. ft. Grand Oak One Office Center in will meet over the summer to standardize the investment or
Eagan. It also controls 96 acres of undeveloped land in private sector members of the partnership. Mr. Beattie is
Shoreview and 36 acres of undeveloped land in Eagan. manager of the real estate department at 3M. The first meeting •
of the committee has been set for Tuesday, June 27 at 12:00
Wells Fargo (formerly Norwest), the Saint Paul Pioneer noon in the executive conference room at the MEDP offices.
Press,and Kraus Anderson have signed as event sponsors .
for this year's 3" Annual MEDP Mid-Year Meeting and Golf Dakota County is studying the feasibility of converting Cedar
Outing, Hole sponsors include Twin Cities-Metro,US Avenue into a mass transit route linked to the light rail Iinc to
Bank, Adolfson and Peterson, NSF, Ryan Companies and Minneapolis and express bus line to Saint Paul at the Mall of
AMCON Construction. This years' event will be held at the America. The study is part of a 5500.000 grant the county
pristine Hastings Country Club on Monday, August 14°i . For received from the State. More than 100,000 drivers a day now
sponsorship infonuation, please contact Kathy Price at 651- use Cedar Avenue in Apple Valley and Eagan.
224-3278.
The City of Saint Paul and representatives of the Saint Paul
CRESA Partners promoted Ann Hanson to senior associate. Chamber of Commerce are meeting with business
Welsh Companies promoted Scott Frederikson,Pete Rand representatives from Neuse. Germany. Neuse is a sister city of
and Bill Ritter to senior vice-president. Cushman and Saint?ael and is located in the industrial center of Germany.
Wakefield added Gary Gurdelle,John Khami and Heath
Moore to its staff. Ryan Companies added Michael McElroy The Dakota County Economic Development Partnership
as its executive vice-president of properties. Guy LaBarre of hosted a business delegation front Shanghai, China, The
Minnesota Street Associates was elected Chairman of Saint meeting was part of a broader effort to strengthen business ties
Paul BOMA. between the City of Shanghai and Dakota County.
The MEDI Board of Directors passed the recommendations The City of Oakdale recently opened 36 new, state-of-the-art
of the Public Sector Finance Committee at its quarterly movie screens at two locations. Car mike's Oakdale boasts 20
meeting in May. Among the 13 recommendations are the screens, and the Marcus Theater offers 16 screens,
following. The minimum level of participation is $1,000
annually. No city shall pay more than$15,000 annually.
Cities shall participate at a blended rate. This rate is based The Metro East Broadcast is a monthly communication from the
50% on population and 50% on total assessed fair market Metro East Development Partnership. We would like to share
value. 'l'he rate for 2001 is $.035 per capita and 5.75 per your news with other members of the Partnership. Please send
million of total assessed fair market value. These rates will be your press releases to:
phased in over three years. Washington County
Commissioner Myra Peterson chaired this committee. For MEDP
more information, contact David Piggott at 651-265-2760. Saint Paul, MN 55101 332 Minnesota Street, Ste. N-205
MEDP member US Bancorp announced that it is launching ..iii
new accounts that combine bank and brokerage products. (651) 224-3278 fax(651) 223-5484
hese accounts will allow people to bundle all their standard www,medp.org
accounts into one and deposit funds into their brokerage ,
account front their bank or ATM.
Volume I, Issue IV, June 00
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City of Cottage Grove
•
Memo
To: Economic Development Authority Members
From: Michelle A. Wolfe, Assistant City Administrator
Date: 06/06/00
Re: Golf Tournament Item 4E
The EDA Golf Tournament is scheduled for August 22, 2000 at River Oaks Golf Course.
Attached is a memorandum from Steve Barrett with an update on the tournament,
including a copy of the registration materials.
Included with the registration materials was a survey, a sample of which is also
attached. It is the same survey I used when I prepared the EDA Marketing Plan.
• However, it will be sent to our entire mailing list — over 1,000 people. We should be
able to use this data to refine and improve our marketing plan. It will also help us in
budget preparation and other planning activities.
Attachment
i
\\CG FS1\SYS\GROUPS\PER ECON\Economic Development\EDA Memos\2000\June 00 Golf.doc
•
MEMO
TO: EDA MEMBER '
FROM: Steve Barrett
DATE: Tuesday, June 6, 2000
RE: FIFTH ANNUAL EDA GOLF OUTING
Here is an update on plans for the tournament, scheduled for Tuesday,
• August 22, 2000. Two items are taking place this month:
• Invitations, with registration forms and a survey, are being mailed the week of June
5. The mailing list is close to 500 addresses. A copy of the invitation and the survey
are attached.
• City staff chose two gifts for tournament participants — (1) a "golf polypac" with tees,
ball markers, and a divot repair tool with the City's logo; and (2) a 16 oz. travel mug
with EDA and River Oaks logos.
500 polypacs will be ordered (that's the minimum number) at $1.01 apiece.
144 travel mugs will be ordered (again, the minimum order) at $2.98 apiece.
There is also a $100 setup fee for the two items. Total cost will be $1,034.
These items will have a long shelf-life, and can be used as gifts for many
years to come.
• The next items to coordinate include: deciding on a caterer; lining up hole sponsors;
purchasing insurance for a hole in one; arranging for a new car to be placed on the
course (for inspiration); and other minor tournament details.
•
41"
City of Cottage Grove
Economic Development Authority
6th Annual EDA golf
Outing
The Cottage Grove Economic Development Authority
is hosting its fifth annual Golf Outing on Tuesday,
August 22 at River Oaks Golf Course. The four-
person
scramble will begin at 12:00 noon with a WIN A NEW CAR !!!
shotgun start. •
Score a hole in one on the
This is a golden opportunity to learn about Cottage designated par 3 prize
Grove's development opportunities, and meet the hole, and you'll be driving
people who make it happen. home in style!
A social hour and barbecue dinner follow the golf. Other prises are also
available throughout the
event.
Send in the attached survey by August 8 and
you'll be entered in our GRAND PRIZE RAFFLE!
(You don't need to be present to win.)
The cost is only $35 each, or$120 per foursome. Hole sponsorships are available
for$175.
Please complete the attached registration form and return by August 8, 2000 to
reserve your spot. Call Steve Barrett at (651) 458-2883 for more information.
River Oaks Golf Course is touted as
River one of the finest public golf courses
Oaks in the Twin Cities. Experience for
Golf yourself our scenic river views,
Course brand new clubhouse, and first class
1111 hospitality!
COTTAGE GROVE INDUSTRIAL PARK
MARKETING SURVEY
June, 2000
• Completed By: Company:
Position:
1. If you are looking for a site in an industrial or office park, what factors are important
to you? (Rate each factor on a scale of 1 to 5, with "1" being most important and "5"
being least important.)
Rate 1 — 5:
Price of Land
Location
Labor Availability
Proximity to Rail
Size of Community
Size of Industrial Park
Highway or interstate access
Close to College/University •
Proximity to Airport
Quality of Existing Buildings in Industrial Park
Quality of Proposal Submitted
Development Process in Community
Appropriate Zoning/Land Use
Proximity to Fire and Medical Services
Responsiveness of City (Timeliness, Interest)
.
Financial Incentives
Depends on client
Proximity to other related business/potential customers and/or vendors
Other:
2. What steps do you take (or recommend to a client) when beginning a site search?
(Check all that apply):
Hire a broker or Consultant
Contact a city directly
Contact an Economic Development Organization
Consult real estate and business periodicals
Contact the State Department of Trade and Economic Development
Search on the Internet
Check Newspaper Ads
"Networking"
Prepare a formal Request for Proposals
Other:
3. If you checked "consult real estate and business periodicals" under question #2,
please list any you would consult:
•
4. Do you regularly read certain publications to stay abreast of commercial real estate
and economic development activity? YES NO
If"YES", which ones do you read at least occasionally? (Please list) •
5. How are you most likely to become aware of a city's industrial or office park? (Rank
1 through 7, with "1" being the most likely and "7" being the least likely.)
Rank 1 through 7:
Networking (Word of Mouth)
Articles in trade journals
Articles in newspapers
Advertisements
Direct mail promotions
Special events (for example, golf tournament)
Membership in an economic development partnership of professional
organization
6. When you contact a city regarding their industrial or office park, what information
is critical to you to have as soon as possible? What is "nice" to have but not
necessary until later in the site selection process?
Check One: •
ITEM IMMEDIATELY LATER IN PROCESS
Land Availability
Site Map
With utilities shown
With topography
Regional Location Map
Aerial Photo
Labor Market Data
Financial Incentives
Utility Information, General
Sewer capacity
Water capacity
Electric capacity
Transportation Information, General
Rail
River/Barge
Highway
Airport
Price of Land
Soils Information
Zoning/Land Use
Demographics
TO ENTER THE GRAND PRIZE RAFFLE, RETURN BY AUGUST 8, 2000 TO:
Michelle Wolfe Steve Barrett •
City of Cottage Grove OR City of Cottage Grove FAX: (651)458-2897
7516—80th Street South 7516 80th Street South
Cottage Grove, MN 55016 Cottage Grove, MN 55016
City of Cottage Grove
0
Memo
To: Economic Development Authority Members
From: Michelle A. Wolfe, Assistant City Administrator RJka,
Date: 06/06/00
Re: Grey Cloud Island Update Item 4F
On May 25, a letter was forwarded from Mayor Denzer to Met Council Chair Ted
Mondale. The letter includes a request by the City for assistance in studying "smart
growth" development opportunities on the island. The letter also indicates that the City
Council is interested in encouraging development of a regional park across a portion of
IIIthe island. A copy of the letter is attached for your information.
On Friday, June 2, the City of Cottage Grove submitted an application for a Smart
Growth program grant for a mixed-use development on Lower Grey Cloud Island. The
Metropolitan Council is administering this program. It is envisioned that project
components would include commercial, residential, and public and private open space
and park land uses. The residential areas would include life cycle housing at varying
densities. The commercial area would contain small neighborhood retail and specialty
shops. Public and private open space would permit a variety of passive and active
uses, including a marina, to allow direct public access to the Mississippi River.
Community Development Director Kim Lindquist prepared the grant application and will
be coordinating this project.
•
\\CG_FS1\SYS\GROUPS\PER_ECON\Economic Development\EDA Memos\2000\June 00 Grey Cloud.doc
CZCity of
CottageMinnesota Grove
•
7516 80th Street South/Cottage Grove,Minnesota 55016-3195 651.458-2800 Fax 651.458-2897
www.cottage-grove.org TOD 651.458-2880
May 25, 2000
Mr. Ted Mondale, Chair
Metropolitan Council
Mears Park Centre
230 East Fifth Street
St. Paul, Minnesota 55101-1626
Dear Mr. Mondale,
As you are aware, for the past several years the City of Cottage Grove has been
involved in discussions regarding the future of Lower Grey Cloud Island, which is
within our corporate limits. Over the past two years the Island's future has loomed
larger as we progressed through the comprehensive planning process within which
this issue took center stage. It was during this same planning process that the owner
• of the bulk of the Island, PAS Associates, proposed developing the Island.
Development of Lower Grey Cloud Island has drawn the attention of many interested
parties. This being the case the City Council put together a work group to meet with
various entities attempting to build consensus on the future land uses on the Island.
Involved in these discussions have been the Minnesota DNR, the Metropolitan
Council, Washington County,the property owner, and their representative Sienna
Corporation. At this point in time complete consensus has not been achieved.
Most recently the City Council has been attempting to refine its own desires for the
future of the Island. At our meeting of May 17, 2000 we agreed that it was important
to us that all development options preserve all or a majority of the shoreline for public
use so long as that goal does not restrict the opportunity for estate housing as an
option among the housing choices. We also determined that we desire to ensure
public access to the river itself. Finally, we determined that we are interested in
encouraging development of a regional park across a portion of the Island. This last
goal does not preclude State or County participation or ownership of land or facilities.
We understand that the Metropolitan Council may be interested in studying "smart
growth"development opportunities within the region. We believe that the Lower Grey
Cloud Island may provide an opportunity to develop smart growth scenarios that
would facilitate the above goals within the development options presently being
IIdiscussed by this City Council. As such, we request that the Metropolitan Council
EQUAL OPPORTUNITY EMPLOYER
•
assist us toward development of collaborative alternatives for the Island that address
regional goals, our goals and the development issues that are facing this community.
We have already benefited by the opportunity to work with Commissioner Marc
Hugunin, Community Development Director Tom McElven and Senior Planner Ame
Stefferud on this issue. Provided the opportunity, we stand ready to roll up our
sleeves with you and the Metropolitan Council to accomplish a vision for Lower Grey
Cloud Island that meets local and regional goals into the future.
City Administrator Ryan Schroeder will be in contact with your staff to determine
appropriate process and to identify your level of interest in the Lower Grey Cloud
Island future land use/regional park opportunity. Thank you for your anticipated
interest and assistance.
-rel
i
' k Denzer, Mayor
City of Cottage Grove
CC: City Council
Tom McElven
I:Weil\Grey cloud letter.doc •
City of Cottage Grove
Memo
To: Economic Development Authority Members
From: Michelle A. Wolfe, Assistant City Administrator
Date: 06/06/00
Re: Calendar of Upcoming Events Item 4G
Banker's Luncheon June 7
Chamber Board Meeting June 8, July 13
• Chamber Golf Tournament June 26
City Council Workshop June 28
(Economic Development Trust Fund)
EDA Meetings July 11, August 8, September 12
Metro East Golf Tournament August 14
EDA Golf Tournament August 22
•
\\CG_FS1\SYS\GROUPS\PER_ECON\Economic Development\EDA Memos\2000\June 00 Calendar.doc
City of Cottage Grove
Memo
To: Economic Development Authority Members
From: Michelle A. Wolfe, Assistant City Administrator K.
Date: 06/06/00
Re: City Marketing Plan Item 4H
The City of Cottage Grove Marketing Committee completed its work on a citywide
marketing plan. The plan was placed on the agenda for approval at the June 7 regular
City Council meeting. Attached is a copy of the plan approved by the City Council.
Staff will begin implementing the plan immediately. Various committees and task forces
41111 will be established to carry out assigned tasks contained in the document. Some of the
items relate to the EDA, and will be included in the recommended 2001 EDA Marketing
Plan. If you have any comments on the contents of the plan, or how it should relate to
economic development marketing activities, please advise staff at the June 13 meeting.
Attachment
\\CG_FS1\SYS\GROUPS\PER_ECON\Economic Development\EDA Memos\2000\June 00 City Marketing.doc
REQUEST OF CITY COUNCIL ACTION COUNCIL AGENDA
MEETING ITEM #
DATE 6/7/00
•
PREPARED BY: Administration Michelle Wolfe
ORIGINATING DEPARTMENT STAFF AUTHOR
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
COUNCIL ACTION REQUEST:
Consider approving the City of Cottage Grove Marketing and Communications Plan, and direct
staff to begin implementation.
STAFF RECOMMENDATION:
Approve the plan and direct staff to begin implementation.
SUPPORTING DOCUMENTS:
® MEMO/LETTER: Memo from Michelle Wolfe dated 6/2/00.
❑ RESOLUTION:
❑ ORDINANCE:
❑ ENGINEERING RECOMMENDATION:
• ❑ LEGAL RECOMMENDATION:
® OTHER: Marketing Plan and implementation schedule.
ADMINISTRATORS COMMENTS:
?"0140/k
o1 /2)
City Administrator Date
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
COUNCIL ACTION TAKEN: 12/APPROVED ❑ DENIED ❑ OTHER
•
C:\WINDOWS\Desktop\Marketing Plan Cover.doc
City of Cottage Grove •
Memo
To: Honorable Mayor and City Council
From: Michelle Wolfe, Assistant City Administrator 11,\Pttilitt
Date: 06/02/00
Re: City Marketing Plan
You have all been provided a copy of the most recent draft of the City Marketing
Plan. Having heard no further feedback on the draft, it is now being presented to
you for formal approval.
There are minor changes from the draft you were presented. There are
corrections on page 16. Some items were listed under the "Employees" category
that should have been listed in another section of the report.
BUDGET
The other new item we have prepared is very preliminary budget information.
Staff has reviewed the list of tasks to be completed in the first 18-months, and
tried to determine some costs for the fiscal year 2001. We can pretty accurately
estimate staff expenses for the addition of a position devoted to this plan. That
cost, for wages and benefits, is estimated at $38,803. This person will need a
budget to carry out the plan, such as supplies, professional services, printing,
etc. An estimate for these items is $5,000-10,000.
In addition, staff reviewed the tasks to be carried out and determined that some
would need monies budgeted, while others should be carried out with existing
resources. Of those identified for funding, we attempted to estimate amounts.
They can vary greatly. For example, "improving aesthetics of all buildings" could
cost a small amount to a large amount, depending on how many buildings are
done per year and to what extent we take the project. Landscaping costs alone
can vary greatly.
A list of the items identified as needing funding is attached with cost estimates.
As you can see, the budget needed from various sources and funds is in the
range of$57,803 to $121,303. Staff would need to refine these figures further as
the 2001 budget is developed.
F:\GROUPS\PER_ECON\MAW\Communications\Marketing Committee\council approval.doc
PLAN DISCUSSION
By approving the plan at the June 7, 2000 City Council meeting, you would be
providing direction to staff to proceed with the implementation schedule
presented in the plan document. Plan tasks within this fiscal year are expected
to be within existing budget allocations. Task Forces would be created and begin
their assigned work. Departments assigned a particular task would also begin
implementation. Administration would work on a 2001 budget for this plan, carry
out assigned tasks, and coordinate the overall plan implementation. Many of the
suggested items in the plan would be coming back before the City Council on a
case-by-case basis as they are further studied by assigned staff.
RECOMMENDED ACTION
Approve the City of Cottage Grove Marketing and Communications Plan and
direct staff to begin implementation.
Attachments
S MAW
•
F:\GROUPS\PER_ECON\MAW\Communications\Marketing Committee\council approval.doc
MARKETING PLAN IMPLEMENTATION SCHEDULE S
ESTIMATED COSTS - 2001
NEW MARKETING EMPLOYEE
TASK RESPONSIBILITY APPROX. DESCRIPTION
COST OF COSTS
Hire a Marketing staff Administration $38,803 Personnel costs.
person.
Supplies, postage, Administration $5,000 - $10,000 Supplies, etc.
professional services, etc.
NEW PRODUCTS AND SERVICES (p. 14)
TASK RESPONSIBILITY APPROX. DESCRIPTION •
COST OF COSTS
Tree planting programs, Public Works $0 - $5,000 Trees;
including tree expo and subsidization
subsidized boulevard trees. costs.
(p. 14)
Banners with themes, EDA $0 - $2,000 Balance of costs
sponsored by local not covered by
businesses. (p. 14) sponsors.
Ice skate rental. (p. 14) Arena $5,000 - $10,000 Skates.
Theme parties for kids — i.e. Recreation $0 - $1,000 Supplies.
fire station. (p. 14)
"Chuck a puck" and other Arena $500 Prizes.
•
games of chance. (p. 14)
11, OPPORTUNITIES TO INFORM AND EDUCATE (p. 14)
TASK RESPONSIBILITY APPROX. DESCRIPTION
COST OF COSTS
Focus groups — randomly Various $0 - $1,000 Supplies; consultant
invite citizens to solicit their departments as fees?
advice. (p. 14) needed
Forums for local EDA $0 - $1,000 Supplies; speakers
businesses. (p. 14)
Town meetings. (p. 14) Administration $0 - $500 Supplies; food, etc.
CUSTOMER SERVICE (p. 15)
TASK RESPONSIBILITY APPROX. DESCRIPTION
COST OF COSTS
Improve aesthetics of all Public Works $5,000 Supplies, etc.
buildings. (p. 16)
Enhance signage to better Community $2,000 - $35,000 New signs.
direct customers. (p. 16) Development
Expand hours of service. Marketing $0 - $5,000 Additional staff time.
(p. 14.) Committee
PUBLICITY STRATEGIES (D. 16)
TASK RESPONSIBILITY APPROX. DESCRIPTION
COST OF COSTS
Employee service, Administration $0 - $1,000 Awards
innovation, and safety
awards. (p. 16)
Employee retirement Administration $0 - $1,000 Awards
awards. (p. 16)
Employee family day, picnic, Events Task Force $0 - $1,000 Supplies
etc. (p. 16)
SEASONAL EVENTS (p. 17)
TASK RESPONSIBILITY APPROX. DESCRIPTION
COST OF COSTS
Business Expo. (p. 17) Events Task Force $1,000 - $2,000 Supplies; speakers
Street lighting and banners. Events Task Force variable range Supplies
(p. 17)
Holiday lighting contest. Events Task Force $500 Added electricity;
(p. 17) supplies
•
• BROADCAST MEDIA STRATEGIES (p. 19)
TASK RESPONSIBILITY APPROX. DESCRIPTION
COST OF COSTS
Use radio and TV ads to Marketing unknown Advertising, etc.
promote the City. (p. 19) Committee
ESTIMATED COSTS IN 2001 :
3:z
Minimum - $57,803
Maximum - $121,303
•
City Cottage Cotta a Grove
Marketing and
Communications Plan
June 7, 2000
• CITY OF COTTAGE GROVE MARKETING AND
COMMUNICATIONS PLAN
May 24, 2000
GOALS
1. Enhance the overall image of the City of Cottage Grove.
2. Identify ways in which the City of Cottage Grove can more effectively market its
products and services.
Toward this end, a staff committee was formed in September 1999. Committee
membership was from throughout the organization, and consisted of the following
employees:
• Bruce Anderson, Golf Operations Manager
• Steve Barrett, Management Analyst
• • John Burbank, Associate Planner
• Dave Dally,Deuty Director of Public Safety/Fire Chief
• Diane Evans, Recreation Supervisor
•
• John Fredrickson, Assistant Public Works Director/Parks and
Recreation Director
• Greg Reibel, Police Officer/Paramedic (Community Relations)
• Ryan Schroeder, City Administrator
• Michelle Wolfe, Assistant City Administrator
The committee met from October 1999 to April 2000. The Cottage Grove City Council
was informed of the committee's work throughout the project and was formally consulted
for input during January 2000. The City's department heads were provided an
opportunity to influence the outcome during January 2000. City employees were
provided a draft of the committee data compilation, and were asked for input during April
2000.
This document provides a statement of our current situation, future trends, capabilities,
and customer analysis. This is followed by a list of objectives, current resources and
efforts, a SWOT analysis, and research listing. Finally, we have included a suggested
strategy and implementation proposal.
2
PROFILE •
Cottage Grove is one of the fastest-growing communities in the Twin Cities metropolitan
area, with more than 32,000 residents (2000 estimate). The population is forecasted to
grow to 41,000 by 2010 and 51,000 by 2020. For the period 1990-1998, Cottage Grove
was one of the top ten communities in the metropolitan area for population gain.
The City is located approximately eight miles southeast of Saint Paul in Washington
County. According to the Minnesota State Demographer's Office, Cottage Grove has
consistently reported higher-than-average family incomes. Washington County has the
distinction of being ranked#1 in per-household income among 87 counties in the
Minnesota, 58%higher than the statewide average.
PRODUCT DESCRIPTION
The City of Cottage Grove endeavors to be a visionary organization, providing quality
government and retail services and products. The goal of this document is to examine
both deficiencies and attributes of our current marketing approach to product and service
delivery. The document is intended to be non-product specific. Moreover, it is intended
to provide direction and major initiatives to be followed as individual facets of the
organization examine product and service delivery methods in the future. This document •
is not by itself intended to be a marketing piece, but rather is intended to forthrightly
identify those programs and efforts that are successful, and consider emulating those
methods when analyzing product/service marketing and delivery.
SITUATION ANALYSIS
Market Conditions
Budget limitations affect the City's marketing approach. In addition, the City must
continuously monitor and respond to local, state, regional, and national economic factors.
Technology is always changing, and therefore affects our marketing approach. The
utilization of technology is a key factor. As a local government, decision making is
affected by the nuances of the political arena, both internally and externally. Diverse
markets exist due to the variety of products and services provided by the City. The City's
marketing program has been affected by organizational planning, a tendency toward
reactionary approaches, segmented efforts, and clarity issues relative to identifying our
internal and external customers. The City's physical features, location, and geography
are factors that affect the marketing program. In addition, the City needs to determine the
current market position of our various products and programs.
•
3
• Strategic Issues
Several marketing problems have been identified that impede the City's ability to meet its
goals as effectively as possible. A segmented approach to marketing and limited staff,
expertise and budget allocations limit the City. A lack of cohesive vision, organizational-
wide identity (internally and externally), financial resources, and positive publicity have
been identified as strategic marketing issues. Sporadic maintenance and development of
the City's Web site has deterred effective electronic and Internet marketing. Working in
a political environment can sometimes limit marketing initiatives. The City's logo,
market positioning and mix, and timeliness of promotion have been sporadic as well.
The City does not deliver a consistent, understandable and believable message regarding
finances, programs, and other City activities. There are some concerns about the outside
perception of the retail business climate and a perceived apathetic client base.
Competitor Analysis
The City's competitors for one or more products/services have been identified as follows:
• Arenas, golf courses, and other public and private facilities
• Internal—competition for budget dollars
• Other industrial parks and property vendors
• • Private sector
• School district
• Social service providers
• Washington County, other cities and states
In addition, the following competitive barriers have been identified:
• Access to and over the river
• Fiscal resources
• Imbalance in housing variety
• Internal/external image
• Lack of comparative facilities
• Legislative and governmental agencies
• Perception of our location
• Political priorities
• Staff resources
• Transportation
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Future Trends .
The City of Cottage Grove has recently completed a major Comprehensive Plan revision
that relied heavily on the CityVision 21 long range planning process and the 1999 Fiscal
Impact of Growth analysis. The City's Comprehensive Plan indicates a desire to continue
a steady coordinated growth pattern as a community and organization.
This general growth trend is based on stated community goals and policies, as well as a
series of assumptions about growth that are supported by population, household, and
employment forecasts; land use inventories for all zoning classifications; and estimates of
land demand and supply within the urban service area.
One of the stated goals in the Comprehensive Plan is to "enhance the image of the city as
a desirable place in which to live, work and play". One of the best ways to accomplish
this goal is through a planned and coordinated community marketing effort and
implementation program. The Comprehensive Plan contains many other goals and
policies that will be completed by various City departments and commissions in the
facilitation, coordination and marketing of future growth. These goals and policies are
listed below:
• Acquire Park and Open Space areas throughout the City.
• Create a sense of community identity.
• Develop aesthetically pleasing parks,playgrounds, and open space areas. •
• Develop goals and priorities for development, and use of parks, open space areas,
and recreational facilities.
• Design development to minimize impact on natural amenities
• Encourage the preservation of long-term agricultural lands.
• Encourage cluster development in environmentally sensitive areas.
• Ensure an adequate supply of land to accommodate development needs.
• Ensure that public structures and properties are a source of public pride.
• Improve the visual appeal of the city.
• Locate commercial/industrial areas in planned and concentrated centers.
• Maintain a compact pattern of urban growth.
• Maintain a coordinated quality land use environment for all citizens.
• Preserve and protect natural resources and environmental systems.
• Preserve the unique scenic character of the Mississippi River.
• Promote a sound economic tax base.
• Promote a well-integrated transportation system.
• Promote high-quality development in the industrial area.
• Promote retail hubs that provide continuity of design and quality.
• Promote the recognition and application of historic preservation goals.
• Provide a safe, convenient, and coordinated system of trails.
• Provide for a diversity of housing types, sizes, locations, and price ranges.
• Revitalization will be encouraged to ensure high quality of development. •
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S Capabilities
Marketing capabilities are somewhat limited. As a unit of government sensitive to public
perceptions of spending decisions, staff resources are constrained in comparison to many
larger or financially stronger cities. The City of Cottage Grove has limited capabilities
for organization-wide efforts due to the lack of designated staff for marketing activities, a
segmented approach, and budget limitations. Individual departmental efforts currently
vary widely.
CUSTOMER ANALYSIS
The City's current customers have been identified as follows:
• Businesses
• City departments and their employees
• Developers/builders
• Non-residents
• Other cities
• Other organizations
• Program participants—golf,recreation, hockey
4110
• Property owners
• Residents
• Travelers
• Western Wisconsin
Many potential customers have been identified. As the City grows, there is an
opportunity to attract new businesses and residents. As development of the Industrial
Park continues, commercial and industrial owners and their clientele will be City
customers. Residents not currently participating in City programs may become program
participants with increased awareness of program offerings. Travelers may present a
previously unexplored target market. The media is not always considered a customer, but
can be. Both residents and non-residents using City facilities provide potential customer
growth. In addition, other governments and agencies should be considered as potential
customers.
COTTAGE GROVE ANALYSIS AND
STATEMENT OF OBJECTIVES
Marketing Mission
To improve, enhance, and protect all facets of Cottage Grove by providing with PRIDE
the highest level of services and products, while continuing our commitment to
innovation, safety, and responsiveness to the community.
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Image
The City strives to be known as an innovative, safe and responsive community that
operates in an efficient, effective, and friendly manner.
Objectives
1. Identify existing condition of marketing and public information efforts and
methods for improvement.
2. Explore options for new creative products or service delivery.
3. Discover opportunities for more efficient delivery of products and services.
4. Develop an implementation strategy for carrying out the goals of this plan.
Resources
The following sources of primary and secondary data have been identified:
• Block Watch captains
• Business outreach
• City staff
• City surveys every few years—both City sponsored and participation with •
partners
• CityVision 21
• Community outreach
• Comprehensive Plan and other planning documents
• Department operational audits
• Focus groups
• Internal marketing/surveying
• Internet
• Involvement with civic organizations
• Involvement with schools
• Participation in outside surveys
• Public hearings/neighborhood meetings
• Task force reports
In addition, many performance indicators have been identified. Once a marketing plan is
developed, these indicators can be used to design a means to evaluate the success of the
marketing efforts. For example, statistics can be used if appropriate data is gathered.
Several different approaches can be used to solicit external feedback from customers,
residents, and businesses. General feedback can be used to determine public perception.
Staff can also use internal feedback from City Council, advisory commissions, other
departments, and employees as a means to measure performance. Other indicators of
performance include budget/profit, rankings and awards, and portrayal in the media. 411
7
Current Marketing Efforts
There is no major theme for integrating our marketing materials between departments.
An easy way to address this is to ensure a consistent use of a logo or common identifier.
In addition, the City should revisit the design of the existing logo. There is a lack of
consistency in marketing efforts and message between departments. The consistency that
exists centers on promoting a City activity,product or service.
Current marketing materials are not consistent from department to department in
presentation, style, format, etc. There is no consistent theme or message. The amount of
money spent among departments varies, as does the shelf life of documents, timeliness,
and consistency of distribution. The distribution methods themselves vary. How our
City is marketed through equipment and vehicles varies. Even the City apparel worn by
employees varies bydepartment.
P
Promotion techniques used to reach City customers include the following: •
• Arena and other signage
• Awards
• Brochures and fliers
• Cable television
• CG Reports
410 • City vehicles
• Community events
• Council liaisons and commissions
• Direct mail
• Door hangers
• Forms
• Golf tournaments
• Hotels—concierge
• Internet and web page
• Library
• Maps
• Merchandise
• Monday News
• Newspaper—press releases
• Phone calls and inquiries
• Radio
• Recycling—magnets and bins
• Relationship building
• Resident guide
• Schools
• Trade shows
• Utility billing
• Volunteers
• • Word of mouth
• Youth Expo and similar events
8
In addition, there are at least four separate marketing and/or business plans that have been •
or will be developed. The River Oaks Golf Course Business Plan was written in 1999
and was used to prepare for the expansion of the clubhouse. The Economic Development
Authority Marketing Plan was written in 1999, and is expected to be revised annually.
The EDA accepted the plan during the 2000 Strategic Planning process. The Ice Arena
will be developing a marketing plan during the coming year. Finally, Administration
staff intends to prepare a Communications plan that will become an addendum to this
document.
It is important to identify those promotion techniques or programs that have been
successful, and those that may not be. Those that have been successful will be used as
examples for improving existing programs, or in starting new programs. There is general
agreement that the following programs have been successful:
• Annual Figure Skating Ice Show
• Cable television—Your Public Safety, Rec Connection, Council
Update
• City's image regarding snowplowing and similar services
• Cottage Grove Reports
• National Night Out and similar events
• Property maintenance requirements
• Public Safety programs—DARE, GREAT, CPR/First Aid
• Recreation/Cottage Grove Athletic Association •
• River Oaks Golf Course
• Safety Camp
• Youth Expo
Several City programs and services may or may not be viewed as successful. Additional
research and study are needed to more accurately evaluate the level of success for these
programs, which are listed below:
• Ambulance billing
• Chamber/business relations
• The "City Hall experience"
• Great Grove Get Together
• Handling customer communication—i.e. construction
• Historic preservation
• Ice arena
• Marketing efforts promoting the Industrial Park
• Municipal pool
• Nuisance ordinances
• Open burning
• Pet licensing
• Physical planning •
• Reaching preferred market segments
9
• • Skateboard park
• Strategic Planning
• Tax increment financing
• Using city owned signs to promote City activities
• Water bans
S.W.O.T. ANALYSIS
In order to assess our current marketing program, it is necessary to evaluate the City's
strengths, weaknesses, opportunities and threats.
Strengths
• Access to commerce and amenities
• Affordable housing
• Available work force
• Clean and safe
• Community education programs
• Development possibilities with varied environments
• Golf courses
• • Knowledgeable and innovative staff
• Location
• Manufacturing strength(3M, Renewal, Up North Plastics, CP Rail)
• Mississippi River
• Natural beauty and resources
• Parks and other open spaces
• Recreational opportunities
Weaknesses
• Access to and across the river
• Bureaucracy
• Communication efforts
• Competing demands on time and resources
• Imbalance in the tax base
• Inconsistent marketing
• Inconvenient access via Highway 61
• Insufficient amenities at entry points into the City
• Insufficient financial resources
• Lack of a central hub
4111/ • Limited quality retail
• Little cohesion in the business community
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• Not enough positive publicity
• Organizational focus is lacking
• Perception of our location
• Perception of school quality
• Reactive environment increases reactive tendencies
Opportunities
• Commuter rail/transit
• Desire to create a positive identity
• Enhancement of public facilities
• Enhancement of community heritage
• Expansion of recreational opportunities
• Golfing opportunities
• Grey Cloud Island
• Industrial Park growth
• Infrastructure capacity
• Mississippi River
• New technology
• Opportunities for quality multi-family housing
• Opportunities for upscale and senior housing .
• Planned growth areas
• Transportation improvements
Threats
• Aging housing/infrastructure
• Apathy—not having everyone on board
• Difficulty meeting competing demands
• Downturn in the economy
• Growth management
• Highway 61 construction and potential congestion
• Litigious society
• Mistrust of government
• Negative press
• Reliance on other governments
• Single issue politics
• Unfunded mandates
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RESEARCH
Research and studies have occurred that provide focus for the organization. Examples
include:
• 3M/Decision Resources surveys of 1999 and 1998
• Annual Capital Improvement Plans, Financial Plans, City Budgets, and
Financial Audits
• Builders Association of the Twin Cities
• Chamber of Commerce surveys—Grey Cloud Island in 1999, etc.
• City Council Goal Setting Plans of 1990, 1991/92, 1996, 2000
• City/Decision Resources surveys of 1996, 1993, and 1987
• CityVision 21
• Comprehensive Plan
• EDA Strategic Plans of 1993, 1996, 2000
• Employment operations surveys
• Fiscal Impact of Growth 1999
• Grey Cloud Fiscal Impact Study 1999
• Natural Resource Inventory
• Operational audits—Public Works, Public Safety, Ice Arena, and
Recreation
• Pavement management
• Public Improvement Feasibility studies
• Recreation Program surveys
• Retail Potential Study, 1994
• Organization and Management of the City of Cottage Grove, December
1981
• Land Use and Market Feasibility Study, Cottage Grove Industrial Park,
1995
• City Philosophy Workshop, 1990
• Community Development Teambuilding 1998
• Management Teambuilding 1990, 1991
These studies can be consulted as a source of data whenever a specific business plan is
under development.
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•
STRATEGY STATEMENT
Staffing
The adoption of this plan will include a multi-year implementation process. In order to
proceed with implementation, the City will need to designate staff responsible for various
duties outlined in the implementation section. One option is to continue with a
decentralized approach, with various projects being assigned to staff throughout the City.
Another option is to centralize the marketing approach. While individual departments
will still perform some tasks, a designated staff position would be responsible for
overseeing the implementation of this plan, and for ensuring citywide consistency.
Centralization may result in added responsibilities for an existing position(s), or result in
the addition of a new staff position. These options must be analyzed early in the process
of implementing this plan.
Target Market
Unlike most marketing plans,which are written for a specific product or service, this plan 11110
is general in nature. The market for this plan is for the current and potential customers
identified earlier in this document.
Specific target markets need to be identified for each product or service. This needs to be
done with existing products and programs in order to improve them, and must be done
when developing new products and programs in order to ensure their success.
Product, Pricing, and Distribution (Place) Strategy
Because this is a general plan, there is no one product that is under review here. This
plan is primarily a promotion plan. Marketing plans developed for specific products or
services will need to identify individual target markets and more clearly define the
product,pricing, and distribution strategies in compliance with the principal tenets
identified here.
Some possibilities for new products and services include:
•
13
• • Adopt a City staff member/brick/street
•
sign • Ice skate rental
• Marina
• Advertise on web page and other • Neighborhood code enforcement grant
documents program
• Annual City clean up • Photo contest—make calendars
• Banners with themes,sponsored by • Placemat marketing in restaurants
businesses • Project-specific fund raising
• Bituminous concrete disposal • Provide theme parties for kids—i.e. fire station
• Bottled water • Public kiosks/furniture with ads
• Building demolitions or burns • Reserved parking at fireworks
• CG Credit card or phone card • Riverboat excursions
• CG leashes and dog collars • Sealcoating
• Right of way advertising • Sell ads at public facilities,vehicles,and CG
• Christmas tree pickup and chipping Reports
• "Chuck a puck"and other games of skill • Snow plow contracting
City flags • Specialized animal license tags
• City mailboxes • Swimming pool supplies,fill-up service
• City store—stationary,postcards,etc. • Tree planting programs—tree expo,subsidize
• Community center boulevard trees,etc.
• Garbage hauling • Vending operation for water and other items
• Historic village • Water ban exemption permits
• Web store
Promotion Strategy
Face-to-face Strategies: City staff currently engages in a number of outreach programs,
such as DARE, Junior Achievement, Recreation programs, Water conservation, Historic
Heritage Education, and other visits to schools and neighborhoods from various
departments. In addition, a great deal of outreach is unrecognized. The City should •
aggressively continue to support outreach efforts, and coordinate and track their
successes.
Additional opportunities to inform and educate our customers, and to sell additional
products, include the following:
• Citizen/police academies
• Community Oriented Government
• Focus groups—randomly invite citizens to solicit their advice
• Forums for local businesses
• Town meetings
• Training in personal communication skills
Customer Service Strategies: There are many actions the City can take to improve
customer service. For example,we can strive to improve internal marketing and
communications in order to ensure consistent presentation of the City's messages. The
City should emphasize the importance of customer service, and develop personal
communication skills. The possibility of expanding hours of service should be evaluated.
• Continued maintenance and development of the WEB page should be a priority. Finally,
the City should consider enhancements to the reception area of all city facilities.
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110
The City should set high standards for professionalism, which include:
• "3 ring rule" for answering someone else's phone
• Changing voice mail greetings each day
• Ensure adequacy of the phone system itself
• Make sure the customer speaks to a person each time—need to review
departmental reception phone capability
• Returning phone calls within 24 hours
• Establishing a consistent format for written communications
Residents and other customers frequently visit our city facilities. Some suggestions have
been made to improve the image of service and helpfulness. For example, improving the
interior and exterior aesthetics of all buildings. Our employees must present a welcoming
environment through personal greetings and interaction. All offices need to promote a
professional image. The City needs to enhance signage to better direct customers. All
employees should be cognizant of customers and cleanliness.
Direct Marketing Strategies: The City should contact the target audience more often
through the mail. A number of new programs, strategies and methods have been
identified:
•
• Advertise clubhouse rental
• Business community newsletter
• Contribute to Chamber newsletter and professional journals
• Coordinate mailing lists and databases
• Create a tracking method
• External release of"Best of Monday News"
• Golf trade shows
• Hiring a PR staff person
• More issues of CG Reports
• Partner with businesses and other agencies
• Partner with the Bulletin—City page
• Quarterly mailings for the Industrial Park
• Use direct mail in conjunction with the internet
• Using the internet more
• Varying our contact beyond CG Reports
• Video tapes and interactive CD ROM's to prospective businesses
Publicity Strategies: Overall, there is strong consensus that the City needs to
communicate more with the media about department and City news. Some new
approaches include: 4111
15
� 5
• • Adopt a City-wide media policy/procedure manual
• Arrange a new column to the Bulletin with pictures and special
features
• Enact a more proactive, uniform and centralized effort
• Submit more press releases when appropriate
The City should consider additional recognition programs. This would allow the City to
recognize the achievements of residents, businesses, volunteers, and employees. Some
possible programs include:
A. Residents & Volunteers
• Awards for referring a business to town
• Certificates to Task Force members
• Council congratulations for notable achievements
• Historic preservation
• Home improvement
• Human interest—citizen of the month
• Plaques to departing Council and Commission members
• Volunteer banquet
11,
B. Employees
• Employee family day, picnic, etc.
• Retirement awards
• Service, merit, innovation, and safety awards/programs
Additional publicity ideas include the following:
• Business or department of the week
• Employee directory on the web site and improved employee access to
computers
• "Gateway to the Hiawatha Antiques Corridor"
• "Get Away for Golf in the Grove"
• Highlight employees more in CG Reports
• Media guide through the internet
• Participate in the League of Minnesota Cities' "Building Quality
Communities"
• Pictures of employees in City Hall
• Promote the City's open space
• Put City's history in travel guides
• View photos and art work for sale at City Hall
• Wakota Bridge marketing effort
16
•
Anotherublicit technique is seasonal events. Below is a list of seasonal events the City
P Y q
currently hosts or could potentially host, which would provide media opportunities:
CURRENT IMPROVE NOT DOING
• Clean up day • Fourth of July • Business Expo
• Fire open house • Great Grove Get Together • Holiday lighting contest—
• Fire Prevention Week • Golf tournaments public buildings
• Hazardous Waste Days • Hockey , soccer, and • Public Works Week
• Ice show softball tournaments • Street lighting and
• National Night Out • Parades—more exposure banners
• Safety Camp • Tree planting and • Women's business
• Volunteer banquet
beautification outreach
• Youth Expo
Internet Strategies: The Internet is a relatively new tool that the City has not utilized in
many marketing efforts. However, many ideas have been developed and are
recommended for review for possible marketing improvements:
S
• Budget planning—comments from the public
• Broadband wiring issue—are City fees too low?
• City code
• Comparisons to other cities—available land, etc.
• Create a Technology Task Force
• Develop ad/link policies
• Develop the web page and keep it current
• Direct links to e-mail with timely response
• Employee roster/yearbook
• General education and training
• Historic preservation information
• Intranet—policies, forms, etc.
• Links to cable television
• Links to Chamber and other sites
• Provide a virtual tour of the City
• Provide base information with phone numbers
• Register for programs, pay bills, recruitment on line
• Sell ad space, City merchandise
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• Trade Show, Open House, and Event Marketing Strategies: The following strategies
are currently in use:
• Bicycle Registration Days
• City Hall open house
• Compost site information
• CPR/First aid classes
• Events with schools
• Fire Prevention Week and open house
• Historic preservation week
• LEO—law enforcement career expo
• Meetings with builders
• Parkside Harvest Fest
• Police open house
• Public infrastructure meetings
• Public Works open house
Hosting a special event can benefit the City's target audience. Some possible ideas
include the following:
I
• Adopt a house/hydrant/cop
• Arbor Day tree planting
• Building/Remodeling Expo
• Business education sessions—licensing, etc.
• Business Expo
• Citizens academy
• Enhance community event opportunities
• Home improvement TV show
• More citywide open houses
• Participate in Annual Cities Week
• Partner with businesses—3M, Andersen, etc.
• Promote the river
• Work with schools more
Printed Media Strategies: Paid advertising in print media sources can help the City
achieve its objectives. Advertising can promote community events and increase the
visibility of the City. However, the City should centralize and analyze print media
strategies. The South Washington County Bulletin may be an advertising resource. One
possible idea is to tie into golf course clubhouse rentals to promote the City's
commercial, retail, and hotel businesses.
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Broadcast Media Strategies: Advertising in broadcast media sources may help the City •
achieve its objectives. The use of broadcast media advertising should be analyzed on a
case-by-case basis, and should always be kept in mind as a possible strategy.
In addition, the City can more effectively use the government access channel. Some
suggestions include:
• Have more input on programming
• Keep current information available
• More subject-specific, topical shows
• Link internet to cable
• Promote at the event when it will be on TV
• Promote the channel through the Bulletin
• Publicize particular programs more
• Review franchise agreement—discuss with Commission members
• Tape events—leagues, eagle scouts, etc.
• Timing
• Use radio and TV ads to promote the show
IMPLEMENTATION
•
All of the recommendations contained within this report were reviewed by the Marketing
Committee. An initial 18-month schedule was developed and is included in this plan as
Attachment A. The implementation schedule includes the task to be performed and the
staff person or committee assigned to the task. Any recommendations contained in this
report,but not included in the initial implementation schedule, will be programmed for
future years. The marketing committee will prepare additional implementation schedules
on a periodic basis as some tasks are completed and new ones need to be assigned.
EVALUATION
The implementation schedule outlines the tasks suggested annually through 2003. This
schedule also outlines the staff assigned to the task, and the projected date of completion.
The established City marketing committee should meet periodically to review progress of
the implementation schedule. Staff will be required to submit status reports on assigned
tasks. The marketing committee will review these reports and make any needed
amendments to the plan.
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CONCLUSION
The Marketing Committee recommends that the City Council adopt the Marketing and
Communications Plan and direct its implementation. The Marketing Committee will be
charged with on-going evaluation of the plan goals and progress. In addition, upon
adoption, the Committee will meet to review staffing options for City marketing efforts,
and make recommendations for 2001 budget preparation. As the committee proceeds
with evaluation of the plan, needed amendments and revisions can be suggested and
brought to City Council as needed.
The Marketing Committee recommends that a more centralized marketing program must
be established, with a staff person to carryout the plan and monitor its progress. Further,
a budget must be designated for the marketing plan. A staff person and appropriate
budget will provide for a vastly improved marketing effort. In addition, the Committee
recommends the establishment of the following sub-committees be established to carry
out certain assigned tasks within the plan:
• Event Task Force
• Company Store Task Force
• Technology Task Force
The additional staff person, designated task forces, and existing staff will now have a
40 formal plan to implement in order to achieve the goals and objectives outlined in this
document. Implementation of this plan will result in enhancing the overall image of the
City of Cottage Grove, and assist in effectively marketing its products and services.
\\CG_FS1\SYS\GROUPS\PER_ECON\MAVV\Communications\Marketing Committee\Plan.doc
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ATTACHMENT A .
Marketing
Iiii Committee
•
18 MONTH IMPLEMENTATION SCHEDULE
COTTAGE GROVE ANALYSIS AND STATEMENT OF OBJECTIVES (p. 6 — 10)
110
Resources. A number of resources have been identified to measure our
marketing performance over the next eighteen months. These include:
TASK RESPONSIBILITY
Solicit feedback from customers, Marketing Committee
residents, and businesses. (p. 7)
Solicit internal feedback from the City Marketing Committee
Council, advisory commissions, and
employees. (p. 7)
Develop performance measures to Marketing Committee
evaluate the success of marketing efforts.
(p• 7)
Current Marketing Efforts. Over the next eighteen months, the following items
should be accomplished to begin the process of ensuring greater consistency in our
marketing efforts:
TASK RESPONSIBILITY
Revisit the design of the existing logo. Marketing Committee
(p. 8)
Ensure consistency of a logo or common Marketing Committee
identifier. (p. 8)
40
1
•
STRATEGY STATEMENT (p. 13) i
Staffing. The Marketing Committee identified this issue as one item that will be
examined during the next eighteen months.
TASK RESPONSIBILITY
Address staffing and budget needs for Marketing Committee
2001. (p. 13)
New Products and Services. Various new products and services can be
implemented over the next eighteen months. These include:
PRODUCT/SERVICE RESPONSIBILITY
Advertise on the web page and other Technology Task Force
documents. (p. 14)
•
Tree planting programs,r ms includinga tree Public Works
expo and subsidized boulevard trees.
(p. 14)
Annual City cleanup. (p. 14) Public Works
Project-specific fund raising. (p. 14) Specific departments as needed
Banners with themes, sponsored by local Economic Development Authority
businesses. (p. 14)
Ice skate rental. (p. 14) Ice Arena
Provide theme parties for kids — i.e. fire Recreation
station. (p. 14)
Reserved parking at fireworks. (p. 14) Recreation
2
PRODUCT/SERVICE RESPONSIBILITY
•
Building demolitions or burns. (p. 14) Fire Department; Building
"Chuck a puck" and other games of Ice ARENA
chance. (p. 14)
Create a "Company Store" Task Force. Marketing Committee
(p. 14)
The Company Store Task Force should review, prioritize, and begin business plans for
the following:
• Photo Contest— Make and Sell Calendars
• CG Leashes and Dog Collars
• Water Ban Exemption Permits
• Christmas Tree Pickup and Chipping
• City Flags
• City Store — Stationary, Postcards, Etc.
• • Specialized Animal License Tags
• Bottled Water
• CG Credit Card or Phone Card
• City Mailboxes
• View Photos and Artwork For Sale at City Hall
Some products and services may not be implemented over the next eighteen
months, for a variety of reasons. Nevertheless, we can begin to initiate the first steps
toward implementing a number of new products and services. These include:
PRODUCT/SERVICE RESPONSIBILITY
Marina. (p. 14) Task Force
Neighborhood code enforcement grant Community Development
program. (p. 14)
Web store. (p. 14) Technology Task Force
•
3
Riverboat excursions. (p. 14) Recreation
CG credit card or phone card. (p. 14) Marketing Committee
Garbage hauling. (p. 14) Public Works
Sealcoating. (p. 14) Public Works
Snow plow contracting. (p. 14) Public Works
Community Outreach. The City must get a better handle on our outreach
efforts. This can be implemented over the next eighteen months.
TASK RESPONSIBILITY
Coordinate and track the successes of Marketing Committee
community outreach efforts. (p. 14)
Opportunities to inform and educate. In addition to our current outreach
efforts, there are a number of new opportunities to inform and educate our customers •
during the next eighteen months. These include:
TASK RESPONSIBILITY
Focus groups — randomly invite citizens to Specific departments as needed
solicit their advise. (p. 14)
Forums for local businesses. (p. 14) Economic Development Authority
Town meetings. (p. 14) Administration
Training in personal communication skills. Administration
(p. 14)
•
4
Customer Service. There are many actions the City can take to improve
customer service. Over the next eighteen months, the following actions should be
taken:
TASK RESPONSIBILITY
Establish high standards of Management Support Team
professionalism. (p. 15)
Improve aesthetics of all buildings. (p. 14) Public Works
Ensure that all offices promote a Management Support Team
professional image. (p. 15)
Continued maintenance and development Technology Task Force
of the web page. (p. 14)
Establish a written format for all written Marketing Committee
• communications. (p. 15)
Enhance signage to better direct Community Development
customers. (p. 15)
Consider enhancements to the reception Management Support Team
area of all buildings. (p. 14)
Expand hours of service. (p. 14) Marketing Committee
Direct Marketing Strategies. A number of direct marketing strategies should be
implemented over the next eighteen months. These include:
MARKETING STRATEGY RESPONSIBILITY
Advertise clubhouse rental. (p. 15) Golf Course
• Hire a PR staff person. (p. 15) Administration
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Partner with the Bulletin — City page. Administration
s
(p. 15)
Use the internet to directly market to our Technology Task Force
target audience. (p. 15)
Contribute to Chamber newsletter and Economic Development Authority
professional journals. (p. 15)
Quarterly mailings on the Industrial Park. Economic Development Authority
(p. 15)
Business community newsletter. (p. 15) Economic Development Authority
Coordinate mailing lists and databases. City Clerk
(p. 15)
•
Golf trade shows. (p. 15) Golf Course
Partner with businesses and other Specific departments as necessary
agencies. (p. 15)
Create a tracking method. (p. 15) Marketing Committee
In addition to the strategies noted above, the City should begin the initial steps
toward implementing the following:
MARKETING STRATEGY RESPONSIBILITY
More issues of CG Reports. (p. 15) Marketing Committee
Use direct mail in conjunction with the Technology Task Force
internet. (p. 15)
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• Create video tapes and interactive CD Technology Task Force
ROM's for prospective businesses. (p. 15)
Publicity Strategies. New publicity strategies should be implemented over the
next eighteen months. These include:
STRATEGY RESPONSIBILITY
Arrange a new column in the Bulletin with Administration
pictures and special features. (p. 16)
Adopt a citywide media policy and Administration
procedure manual. (p. 16)
Enact a more proactive, uniform, and Marketing Committee
centralized effort for contacting the media.
(p. 16)
• Submit more press releases when Administration
appropriate. (p. 16)
In addition to the strategies noted above, the following programs should be
implemented over the next eighteen months to recognize our residents and volunteers:
PROGRAM RESPONSIBILITY
Council congratulations for notable Administration
achievements. (p. 16)
Plaques to departing Council and Administration
Commission members. (p. 16)
Volunteer banquet. (p. 16) Administration
Certificates to Task Force members. Administration
(p. 16)
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•
PROGRAM RESPONSIBILITY
Historic preservation. (p. 16) Community Development
Steps should be taken over the next eighteen months to begin initiating the
following recognition programs:
PROGRAM RESPONSIBILITY
Awards for referring a business to town. Economic Development Authority
(p. 16)
Human interest— citizen of the month. Administration
(p. 16)
Home improvement awards. (p. 16) Community Development
Employees should also be recognized. The following programs should be •
implemented over the next eighteen months:
PROGRAM RESPONSIBILITY
Service, merit, innovation, and safety Administration
awards. (p. 16)
Retirement awards. (p. 16) Administration
Employee family day, picnic, etc. (p. 16) Events Task Force
Additional publicity programs to implement over the next eighteen months
include:
PROGRAM RESPONSIBILITY
Wakota Bridge marketing effort. (p. 16) Economic Development Authority
•
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• "Get Away for Golf in the Grove." (p. 16) Golf Course
Media guide through the internet. (p. 16) Technology Task Force
Employee directory on the web site and Technology Task Force
improved employee access to computers.
(p. 16)
Highlight employees more in CG Reports. Administration
(p. 16)
Participate in the League's "Building Administration
Quality Communities" program. (p. 16)
"Gateway to the Hiawatha Antiques Marketing Committee
Corridor."
• Seasonal Events. A number of seasonal events can be created or improved
over the next eighteen months. The most immediate task:
TASK RESPONSIBILITY
Create an Events Task Force. Administration
Current Events To Be Reviewed:
• Great Grove Get Together
• Golf Tournaments
• Tree Planting and Beautification
• Fourth of July
• Parades
• Hockey, Soccer, and Softball
New Events To Be Reviewed:
• Public Works Week
• Business Expo
• Street Lighting and Banners
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• Women's Business Outreach •
• Holiday Lighting Contest— Public Buildings
Internet Strategies. The internet cannot be forgotten when implementing new
marketing tools. The following should be completed within the next eighteen months:
TASK RESPONSIBILITY
Create a Technology Task Force. Administration
The Task Force should review and prioritize, and begin implementing the following list
of possible ideas:
• Direct Links to e-mail with Timely Response
• Provide Base Information with Phone Numbers
• Register for Programs, Pay Bills, Recruitment On Line
• Budget Planning — Comments from the Public
• City Code
• Develop Ad/Link Policies
• Broadband Wiring Issue —Are City Fees Too Low?
• Employee Roster— Yearbook •
• General Education and Training
• Intranet— Policies, Forms, Etc.
• Provide a Virtual Tour of the City
• Sell Ad Space, City Merchandise
• Comparisons to other Cities —Available Land, Etc.
• Links to Cable Television
• Link Internet to Cable
• Advertise on the Web Page and other Documents
• Web Store
• Continued Maintenance and Development of the Web Page
• Use the Internet More to Directly Market
• Use Direct Mail in Conjunction with the Internet
• Video Tapes and Interactive CD ROM's to Prospective Businesses
• Employee Directory on the Web Site and Improved Employee Access to
Computers
•
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• Trade Shows, Open Houses, and Events. New trade shows, open houses,
and other events should be implemented over the next eighteen months. These
include:
EVENT RESPONSIBILITY
Arbor day tree planting. (p. 17) Public Works
Business education sessions — licensing, City Clerk
etc. (p. 17)
In addition to the events noted above, the City should begin to initiate steps
toward implementing the following:
EVENT RESPONSIBILITY
Promote the river. (p. 17) Marketing Committee
Work with schools for more special events. Marketing Committee
• (p. 17)
Business Expo. (p. 17) Marketing Committee
Host more citywide open houses. (p. 17) Marketing Committee
EVENT RESPONSIBILITY
Participate in Annual Cities Week. (p. 17) Marketing Committee
Partner with businesses — 3M, Andersen, Marketing Committee
etc. (p. 17)
Building/remodeling Expo. (p. 17) Marketing Committee
Citizen's Academy. (p. 17) Marketing Committee
• Home improvement TV show. (p. 17) Marketing Committee
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I
' A
t ,
Broadcast Media Strategies. The following strategies should be implemented •
over the next eighteen months:
STRATEGY RESPONSIBILITY
Review the cable franchise agreement— Marketing Committee
discuss with Commission members.
(p. 19)
Review all broadcast media strategies. Marketing Committee
In addition to the strategies noted above, the City should begin to take initial
steps to implement the following:
STRATEGY RESPONSIBILITY
Promote the channel through the Bulletin. Marketing Committee
(p. 17)
STRATEGY RESPONSIBILITY •
Have more input on programming. (p. 17) Marketing Committee
Keep current information available. (p. 17) Marketing Committee
Publicize particular programs more. Marketing Committee
(p. 17)
Create more subject-specific topical Marketing Committee
shows. (p. 17)
Link the internet to cable. (p. 17) Marketing Committee
Use radio and TV ads to promote shows. Marketing Committee
(p. 17)
•
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