HomeMy WebLinkAbout12.16.13 EDA Packet AGENDA
REGULAR ECONOMIC DEVELOPMENT AUTHORITY MEETING
DECEMBER 16, 2013
6:00 P.M.
CONFERENCE ROOM 170
Todd Larson, Chair; Geraldine Jolley, Vice-Chair
Douglas Bonar, Steve Wilson, Kirk Zeaman
Action Taken
1. Call Meeting to Order
2. Pledge of Allegiance
3. Roll Call
4. Approve Agenda
5. Citizen Comments/Presentations
6. Consent Agenda
a) Meeting Minutes (11/25/13 Regular) Approved
b) Bills: 11/25/13 — 12/15/13 Approved
7. Public Hearings
8. Continued Business
a) Final Marketing Plan Report Tabled Approval
9. New Business
10. City Staff Reports/Open Forum/Discussion
11. Adjourn
01,,\Iftc.
AGENDA
REGULAR ECONOMIC DEVELOPMENT AUTHORITY MEETING
DECEMBER 16, 2013
6:00 P.M.
CONFERENCE ROOM 170
Todd Larson, Chair; Geraldine Jolley,Vice-Chair
Douglas Bonar, Steve Wilson,Kirk Zeaman
•
Action Taken
1. Call Meeting to Order
2. Pledge of Allegiance
3. Roll Call
4. Approve Agenda
5. Citizen Comments/Presentations
6. Consent Agenda
a) Meeting Minutes (11/25/13 Regular) Page 2
b) Bills: 11/25/13 — 12/15/13 6
7. Public Hearings
8. Continued Business
a) Final Marketing Plan Report 7
9. New Business
10. City Staff Reports/Open Forum/Discussion
11. Adjourn
1
MINUTES
ECONOMIC DEVELOPMENT AUTHORITY
Regular Meeting
November 25, 2013
1. CALL TO ORDER
The meeting was called to order by Chair Larson at 6:30 p.m.
Members Present: Larson, Bonar, Jolley, Wilson,Zeaman
Members Absent: None
Also Present: David McKnight, City Administrator; Lee Smick, City Planner;
Cynthia Muller, Executive Assistant
2. PLEDGE OFALLEGL4NCE
3. ROLL CALL
4. APPROVEAGENDA
MOTION by Wilson, second by Jolley to approve the Agenda. APIF,MOTION
CARRIED.
5. CITIZEN COMMENTS/PRESENTATIONS
6. CONSENT AGENDA
MOTION by Wilson, second by Bonar to approve the Consent Agenda as follows:
b) Approve Bills 10/28/13— 11/24/13
c) Received October 2013 Financial Report
APIF,MOTION CARRIED.
MOTION by Zeaman, second by Bonar to approve Meeting Minutes (10/28/13 Regular).
Voting for: Larson,Bonar, Jolley, Zeaman. Abstain: Wilson. MOTION CARRIED.
7. PUBLIC HEARINGS
8. CONTINUED BUSINESS
a) Marketing Plan Update
Mr. Tom Whelan, Marketing Plan Consultant,presented the outline of the
marketing plan. The final report will contain results of the SWOT analysis, who
our competitors are,what site selectors want and what Farmington has to offer.
The marketing strategy has been narrowed to business retention and expansion,
and new business attraction and recruitment. Target audiences have been
identified. The tactics include key messages and what Farmington needs to offer.
This is about being liked. You can have the best piece of real estate with
infrastructure,but if they do not like you,they will not come. This is about
renewing relationships. There is not a large budget for development of sales
tools, such as website,banners and sales material. There are local economic
development sessions that will be discussed. The final report will contain
2
EDA Minutes(Regular)
November 25,2013
Page 2
outcomes and milestones for measurement. It will also contain an implementation
timeline and budget.
Mr. Whelan presented a handout on"Three Killers of Branding." They are local
politics, lack of champions, lack of money. He felt Farmington will have no lack
of champions for getting out a unified message. Chair Larson asked about
Champions and if it takes one bad apple to spoil the whole bunch. Mr. Whelan
noted you will never have everyone on board. It is a matter of respecting their
opinion and moving on. Member Wilson asked in terms of funding, is there any
allocation for marketing efforts? Chair Larson noted there is very little right now.
City Administrator McKnight noted the EDA fund balance is$130,000, and it
will be funded again next year, so there will be some money to use. Member
Zeaman asked if we will be turning this plan into a multi-year vision so progress
will continue regardless of elections. Chair Larson agreed,we do not want this
sitting on the shelf;we want timelines that will continue.
9. NEW BUSINESS
a) Adopt Resolution—Approving Second Amendment to Contract for Private
Development Vinge Tile and Stone
City Planner Smick stated ABW Holdings (HOBO, Inc. and Chemquest, Inc).
develops chemicals for the car wash industry. The President is Ken Wentworth,
and Vice-President is D.C. Agner. HOBO wants to purchase the Vinge property
in the industrial park,at 21205 Eaton Avenue. In May 2003, Mr. Vinge received
approval from the HRA for a business subsidy. The lot to the west was purchased
by Mr. Vinge for$130,680. He received a business subsidy for$65,340 from the
HRA. With the approval of the Contract for Sale,the EDA approved a
promissory note and a mortgage. Therefore, Mr. Vinge would pay the$65,340 in
increments. As of October 15, 2013, there is a balance owed of$30,731. Due to
the sale of the property,we need a Second Amendment to the Contract for Private
Development. Several items will be removed with the proposed Second
Amendment because the requirements have been met. They include:
- Building an 18,000 square foot building.
- Mr.Vinge is required to pay off the promissory note of$30,731. The
principal goes into the EDA budget in a receivables account and the interest
goes into the revenue account.
- The requirement of adding one job has been fulfilled.
- All fees and charges have been paid except for development fees of$1,077
and the Pilot Knob assessment of$1,000.
- The final lift of asphalt and striping in the parking lot has not been completed.
This needs to be completed by September 30, 2014. HOBO will be
submitting a letter of credit for this for$20,000. Mr. Vinge will be
reimbursed for his surety for the parking lot. Member Bonar noted the
property was developed in 2005. We are seven years in arrears for getting the
final lift on. He asked what measures are in place to make sure prior
commitments are met. City Planner Smick explained Engineering has a punch
3
EDA Minutes(Regular)
November 25,2013
Page 3
list of items to be completed. Staff has repeatedly sent letters to Mr. Vinge
regarding completing the work. With this purchase, HOBO will complete the
work. Member Jolley asked if the EDA is the owner of the mortgage. City
Planner Smick explained Mr. Vinge will pay the balance of the note upon the
sale. City Attorney Poehler would like to keep the mortgage until all
transactions are completed. City Administrator McKnight clarified once the
the note is paid, we will not have a mortgage.
- The HRA offered to refund Mr. Vinge 50%of the cost up to $20,000 for
relocating a storm sewer line between the building and the vacant property if
he would want to expand onto the vacant lot. The Second Amendment
removes the 50%refund of the cost of the storm sewer relocation and
provides up to a maximum refund of$20,000. HOBO will be providing a
letter of credit of$20,000 for construction of minimum improvements.
- The Second Amendment requires HOBO to maintain the property as a single
parcel and is prohibited from splitting the property into two or more lots.
Approval of the Second Amendment is contingent on the following:
- Payment of the balance of the promissory note between D&R Vinge and the
City of Farmington EDA.
- Closing on the sale of the purchase agreement between Vinge and ABW
Holdings,LLC.
MOTION by Zeaman, second by Wilson to adopt RESOLUTION R13-01 authorizing
the execution of the proposed Second Amendment to the Contract for Private
Development with the above contingencies. APIF,MOTION CARRIED.
b) Reschedule December EDA Meeting
MOTION by Wilson, second by Jolley to reschedule the December EDA meeting
to December 16,2013 at 6:00 p.m. APIF,MOTION CARRIED. The fmal
report of the Marketing Plan will be presented.
10. CITY STAFF REPORTS
a) Articles on Eagan and New Prague
City Planner Smick provided articles on economic development in the above
cities.
City Planner Smick clarified information provided last month regarding industrial
property. The Huber property is currently listed at$2.5 million; it contains 59
acres at$44,000/acre. The Lakeville industrial park is selling land with utilities in
the next lot for$24,103/acre.
Utilities are located on the south side of CR50, and from Pilot Knob to the west.
Member Zeaman was concerned with all our conversation,we may be driving up
the cost of land. Member Wilson asked about the east side of Pilot Knob which is
zoned B-1. Staff stated Mr. Devney owns the industrial side and on the west side,
they own the B-1. They are open to industrial development. Staff has not spoken
4
EDA Minutes(Regular)
November 25,2013
Page 4
with Mr. Reagan to determine if they are open to industrial. The Devney's are not
interested in development on the west side of Pilot Knob. The Murphy's have
just installed a new irrigation system. Member Bonar asked for clarification on
the availability of sewer. Sewer is available from Flagstaff. On Pilot Knob, it is
available from the T-intersection. The Sayer property located south of the high
school, is also for sale.
City Planner Smick noted there will be another comprehensive plan update in a
year. Member Wilson recalled the last comprehensive planning was very
thorough and extremely well organized. There were numerous farm owners in
attendance. You want to balance the rich heritage and seizing opportunities.
Member Zeaman commended City Planner Smick for all her work; she has a lot
of knowledge of where everything is and has been able to reach out to a lot of
people.
Mayor Larson asked about whether meetings should continue to be held in the
conference room. Members agreed to hold them in the conference room.
Member Jolley felt everyone needed to be reminded that it is a formal meeting,
there are action items, and people need to ask permission to speak.
11. ADJOURN
MOTION by Wilson, second by Jolley to adjourn at 7:25 p.m. APIF,MOTION
CARRIED.
Respectfully submitted,
Cynthia Muller
Executive Assistant
5
•
R55CKS2 LOGIS600 CITY OF FARMINGTON 12/12/201310:10:17
Note: Check Amount may not reflect actaul check total due to sequence of data - Council Check Summary Page- 1
11/25/2013- 12/15/2013
Check# Date Amount Supplier/Explanation PO# Doc No Inv No BU Obj Sub Subledger Account Description BU Description Co Dept Div
126420 12/6/2013 113371 HOSPITALITY CONSULTING GROUP
3,500.00 HOTEL FEASIBILITY STUDY 124262 1314 2000 6401 PROFESSIONAL SERVICES HRA/ECONOMIC DEVELOPMENT 02000 03
3,500.00
Report Totals 3,500.00
•
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City o f Farmington
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g Farmington,Minnesota
10 651.280.6800•Fax 651.280.6899
41r•A PRO* www.cifarmington.mn.us
TO: EDA Members
FROM: Lee Smick,AICP CNU
City Planner
SUBJECT: Marketing Plan—Final Submission
DATE: December 16,2013
INTRODUCTION/DISCUSSION
Tom Whelan,Nemer Fieger,has completed the Marketing Plan and submits it for review by the EDA.
ACTION REQUESTED
Staff is recommending approval of the Marketing Plan.
Respectfully submitted,
Lee Smick,AICP, CNU
City Planner/Economic Development
7
City of Farmington, Minnesota
MARKETING PLAN
Leveraging Our Strengths To Capitalize
On Economic Development Opportunities
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Prepared by: Nemer Fieger
Contact: Tom Whelan, Principal
952.278.3124 twhelan @nemerfieger.com
Date: December 16, 2013
City of Farmington • Economic Development• Marketing Plan
CITY OF FARMINGTON
ECONOMIC DEVELOPMENT MARKETING PLAN
Table of Contents
Executive Summary
1. Project Purpose and Goals 3
2. Background 3
3. Discovery Process 4
3.1. SWOT Analysis 5-6
3.2. Competitive Scene 7
3.3. What Site Selectors Want 8
3.4. What Farmington Has to Offer 9
4. Marketing Strategies
4.1. Business Retention and Expansion 10
4.2. New Business Attraction and Recruitment 11-13
5. Target Audiences/Key Stakeholders 14
6. Tactics
6.1. Key Messages 15
6.2. What Farmington Needs to Offer 16
6.3. How Farmington Should Communicate 17
6.4. Development/Enhancement of Sales Tools 18
6.4.1 Website 18
6.4.2 Banners/Signage 18
6.4.3 Sales Collateral 19
6.4.4 Social Media 19
6.4.5 Visits to Farmington 19
6.5 Associations to be Made/Joined 20
6.6 Continuing Education 20
7. Specific Actions Tied to Goals 21
8. Implementation Timeline and Budget 22
Business Questionnaire Appendix A
Prepared by Nemer Fieger • December 16, 2013 Page 1
City of Farmington • Economic Development• Marketing Plan
Executive Summary
Farmington seeks to implement a more aggressive marketing plan for its Economic Development effort.
What follows is a plan that concentrates on Business Retention and Expansion, Product Readiness activities in
anticipation of New Business Recruitment and Attraction,the recruitment and attraction itself and on-going education and
involvement in the economic and development industry.
It's recommended Farmington spend 2014 focusing mostly inwardly, ensuring local businesses are committed to the City
and when considering expansion, will make Farmington their#1 choice. The widely quoted study Job Creation in America
(Birch, 1987)reported that nationwide, up to 80 percent of net new job growth comes from existing businesses. Our best
opportunities are likely found in our own backyard.
Farmington desires industrial development, but available land is either limited or lacks sufficient infrastructure to be as
attractive to site selectors/developers as land available elsewhere. While 2014's marketing efforts will engage land owners
and developers in 'what's possible'discussions, the City must concurrently consider what kind of resource commitments it
may have to make to consummate big economic development deals.
This plan also calls for on-going contact with those who could consider Farmington for site selection. It's crucial we grow
our database of contacts so when opportunities are presented, Farmington gets proper consideration.
A budget estimate is attached. In addition to time for which we may be retained for creative services and consultation,
Nemer Fieger will also commit 40 hours of pro bono time to ensure this plan is implemented.
As has been discussed at recent EDA meetings, land availability and good intentions are not enough. You can have the
best approach in the world, but if they don't like you, they won't work with you. Farmington must endeavor to be liked.
Prepared by Nemer Fieger • December 16, 2013 Page 2
City of Farmington • Economic Development• Marketing Plan
1. Project Purpose & Goals
The Farmington Economic Development Marketing Plan presents a plan of action and pathway that markets
Farmington as an attractive site with great opportunities for new businesses and expansion of current businesses.
This marketing effort is part of Farmington's Economic Development Authority's(EDA)strategic plan to bring more
businesses to Farmington and ultimately increase the tax base.The priorities for the group are to first market and promote
Farmington, improve business retention and expansion, and explore shovel-ready sites.
This Marketing Plan sets forth the following goals for Farmington:
1. Deepen relationships with Farmington Business owners through an aggressive Business Retention and
Expansion program
2. Get closer to land owners/developers in order to be better prepared for Industrial development in the City
3. Get connected to site selectors and business owners who conduct site searches in the area
4. Get smarter about the industry through active participation in industry associations like Economic Development
Association of Minnesota (EDAM)and Minnesota Commercial Association of Realtors(MNCAR)
Successful implementation of this plan will enable Farmington to increase its competitiveness in the economic
development arena, leading to an expanded tax base and employment growth that will improve the economic vitality and
enhance the overall quality of life of the City.
2. Background
The Farmington City Council adopted a Business Attraction Plan in 2013 and also began implementation of Economic
Development Strategic Plan 2012-2015 that describes a roadmap for the City. The strategy is based on the premise that
the community can develop visions of what it wants to become, determine the strategies in which it has the best chance
of being successful and apply resources to achieve them. If done systematically and over the long-term, Farmington can
enhance its economic base while maintaining its core values.
In September, 2013, the City retained Nemer Fieger to assemble a marketing plan for its Economic Development effort.
Nemer Fieger specializes in grassroots marketing and marketing communications.
Prepared by Nemer Fieger • December 16, 2013 Page 3
City of Farmington • Economic Development• Marketing Plan
3. Discovery
We sought information to gain understanding of the current situation and to ascertain what others have done to be
competitive in the economic development space.
In so doing, we reviewed Farmington's recent Economic Development Strategic Plan and Business Attraction Plan.
We also have visited with site selectors, brokers, developers and other economic development professionals to acquire
the information we needed to move forward with our plan.
What follows is our assessment of the current scene.
Prepared by Nemer Fieger • December 16, 2013 Page 4
City of Farmington • Economic Development• Marketing Plan
3.1 SWOT Analysis
In late September, we assembled a group of local business owners, developers and representatives of Farmington's
Economic Development Authority to participate in a discussion of Farmington's Strengths, Weaknesses, Opportunities
and Threats.
Our Strengths and Weaknesses are items internal to Farmington, e.g. capabilities, resources and processes; those things
we can control. The Opportunities and Threats are external, e.g. environmental, industry and competitive factors; things
we can't control, but things we may be able to impact.
Strengths can offset our Weaknesses and can also be used to invest in our Opportunities. We need to be aware of our
Threats, knowing that we may be able to mitigate some of our Threats by investing in our Opportunities.
Once we put together our lists, our attendees had the opportunity to prioritize the collective responses. Our aim was to
come up with ideas that lead to strategies and tactics for our economic development marketing plan and, over the
long-term, development of goal statements that will allow Farmington to:
• Capitalize on its Strengths
• Shore-up its Weaknesses(areas of Opportunity)
• Invest in its Opportunities
• Identify its Threats
Here are the lists we collected:
Strengths
Small town feel-6 Commitment to SVC- 1
Schools w/innovative learning-4 Growing and ability to keep growing
River scenic-3 Easy access to 35 and 52
Land availability-3 Parks and recreation
30 minutes from downtown-2 Housing boom through town
Friendly helpful business owners-2 Dakota city village
Downtown-2 Fairgrounds
Farm and business association support-2 VRC
ATC- 1 Eco-aware friendly
Population Over 20,000- 1 Lots of resources
Low business Property tax rates-1 Business friendly
Opportunity to determine farm's destiny- 1 City spirit
Safety good PD/FD- 1 Grow Farmington
Low bureaucracy-easy to do business- 1 Lots of opportunity to create jobs
Lots of space- 1 mm sq. ft.- 1
Weaknesses
High School location-6
what is available 411.11. Many work here but don't live in Farmington
No industrial labor force - 3 (impact on retail/SVC)- 1
land to expand?Shovel rel. Minimum$ low-mid housing
(infrastruct Transportation
Many live here but work elsewhere-3 School ties(Todd and Jay to discuss)
3-4 bases"compete": RT3, Dtwn, North, West)-2 Traffic along 50 makes it tough to turn into industrial park
Low bureaucracy(government staffing resources)- 1
Prepared by Nemer Fieger • December 16, 2013 Page 5
City of Farmington • Economic Development• Marketing Plan
Opportunities
Farmington as destination—6 School programs—2
Draw the kids—parents follow—5 Improving economy
Land availability—3 Brand development
Job creation—3 Bottle the spirit
Eagan Friday Night Lights—3 Kids for years to come
300 day/yr site
Threats
Lakeville/AV rental—1 Missed opportunities
Global biz community Workforce issues
Competition Diversity of workforces
Online commerce Funding
Uncertain state government Will the kids come?/stay?
Nat'l business Uncertain econo
We also asked the group for their thoughts on Farmington's brand i.e. what would we hope the perceptions of Farmington
held by stakeholders.At some point, it may be appropriate to conduct focus groups to ascertain whether stakeholders do
indeed have these perceptions.
Brand
Fun Cooperative activity: Business/Government/School
Tranquility No tower
Sense of community Farm
Historic
Open space
Safe
Open
Friendly/welcoming
Innovative (Combination of the above) Open minds
business
en m
onds
Community support
We've used some of this information in the development of strategies, tactics and key messages.As the SWOT input was
relevant to the City at large, long of economic development, it's recommended this information be revisited by others for
advancement of goal statements that impact all of Farmington.
Prepared by Nemer Fieger • December 16, 2013 Page 6
City of Farmington • Economic Development• Marketing Plan
3.2 The Competitive Scene
Our economic development efforts have to be a thoughtful mix of offense and defense.
As we work to attract employers to Farmington, our targets are objects of business retention and expansion efforts in their
current homes,AND, new business attraction/recruitment targets for cities just as eager to invite them as Farmington.
At the same time, Farmington businesses may be on someone else's target list for new business attraction. Which is why
successful implementation of the business retention and expansion strategy discussed later is so crucial.
When we draw a circle around the metro area that intersects communities roughly the same distance from the Midway
area between Minneapolis and St. Paul as Farmington and consider those cities with decent proximity to major
thoroughfares, we see several with the potential to be hearty competitors. Champlin,Andover, Shakopee and Woodbury
are just four representatives of that group.
We are also aware that cities to our south, like Albert Lea and Faribault, already have aggressive economic development
efforts in play.
A quick check of competitor websites unveils a plethora of information. Osseo, for example, lists several properties that
are currently available and owned by the Osseo Economic Development Authority. We don't mean to suggest that
Farmington should be buying and listing its own properties; the Osseo situation is just one way to approach economic
development.
Whether our competitors are ahead or behind Farmington in current economic development capabilities, we know we
have to put more emphasis on our"game."
Prepared by Nemer Fieger • December 16, 2013 Page 7
City of Farmington • Economic Development• Marketing Plan
3.3 What Site Selectors Want
It's pretty straight-forward. Site selectors want and need good information. They are the people who we, the economic
development authority and community leaders, want to attract. Since they are likely considering multiple locations, we
need to provide info with which they can make effective"apples-to-apples"comparisons.
Minimally,we should include basic municipal data, a list of Farmington employers,what buildings are ready for occupancy
and a list of available parcels of land, shovel-ready and not.
Here's what we should be considering as we assemble our information:
• Print newsletters and brochures that are handy for site selectors and consultants to stuff in a briefcase and read
while later.Although e-newsletters are effective, many site selector consultants prefer"hard copy."
•Whether in an e-mail or in hard copy, provide information to site selectors that they can't get anywhere else.
(Though that doesn't preclude us from making our info available through other sites.)
• If at all possible, arrange "face time"with prospective site selectors.The"in-person" meeting is often much more
effective than exchanging e-mails and telephone calls. Find out in advance the type of information needed by the
site selector, and have that information readily available at the meeting.
•"Face-to-face" meeting with a site selector is good, schmoozing is not necessarily so. These people make their
decisions on factual information and data, market logistics and their clients'needs. We want to be liked, but site
selectors'decisions or recommendations to clients are never made on the basis of a community's hospitality and
amount of free flowing wine. When we are successful in our efforts, there'll be plenty of opportunities to socialize
after the deal is done!
• Put the right players on the team. This depends somewhat on the type of business proposal being considered
but generally speaking you will need: Economic Development director, EDA board members,the Mayor, a banker,
an engineer, a lawyer, possibly representatives from some companies already operating in Farmington,
Vicki Stute from the Chamber and other community leaders as deemed appropriate.
Prepared by Nemer Fieger • December 16, 2013 Page 8
City of Farmington • Economic Development• Marketing Plan
3.4 What Farmington Has to Offer
The Economic Development office has the comprehensive list of what's currently available for retail, commercial and
industrial development.
Parcels zoned business/commercial can be found throughout the City, most notably along MN-3 on the east side of
Farmington, in the downtown core, and along north Pilot Knob Rd as it nears Apple Valley.
Nearly 22.5 acres of highly visible space is available at Vermillion River Crossing, 212th St(Cty-50)just west of
downtown.Almost 40 acres of land is available as part of the Farmington Business Park, located south of Co. Rd. 50
11 and east of MN-3.
Closing deals on any of these spaces will be good news for Farmington.
11
The most potentially tantalizing opportunities lie on 343 acres west of Pilot Knob Rd (see map), on the north side of
212th St W(Cty-50).The land is held by four families. Some of the land is currently being marketed. Sewer and Water
are as near as Flagstaff Ave and 212th St W and Pilot Knob at 212th St W.
As demand is ascertained, The City will need to make decisions on which parcels could be updated to shovel-ready
status from the farm land it currently represents.
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Prepared by Nemer Fieger • December 16, 2013 Page 9
City of Farmington • Economic Development• Marketing Plan
4.1 Business Retention and Expansion
Current Situation
The City is generally confident that local businesses are happy to be here. This needs to be confirmed and, a commitment
for any potential expansion here should be sought, through scripted meetings.
While we are eager to attract new businesses to Farmington,we should never be so outwardly focused that we ignore our
existing local businesses, those who have allowed us to grow to be what we are today. We'd argue that this will be the
most impactful effort Farmington should undertake in the near-term.
Why is this so important? Here are three very important reasons:
• It's going to be much easier to retain and grow the relationship with those businesses already here than it will be to
develop new relationships with businesses who don't know us as well.
• Happy Farmington business owners will become another line of offense for us as we pursue new economic development
from outside the area.They can be subject matter experts and advocates when they get questions from those
considering a move to Farmington.And finally, from the best offense comes a good defense.
•We can be pretty sure that those cities with well-established economic development efforts are calling on Farmington
businesses, attempting to lure them away entirely and/or convince them to expand to another location outside of
Farmington.
Your business retention and expansion plan should be thoughtful, deliberate and disciplined. While meetings with local
businesses may be friendly and casual, reminiscent of Farmington's small town nature, your intent must be to remind your
contacts why Farmington is a good place to do business and seek their commitment to make Farmington their only choice
for possible expansion.
Participants in the visits should be hand-selected and should be groups of up-to-three, minimally including the Economic
Development Director and the mayor or another city official. It would also be desirable to include a Farmington business
owner or another member of the City's Economic Development Authority. Conversations should be scripted to ensure we
get our key messages across AND obtain all of the information we need.
A questionnaire has been developed for your use,found in Appendix A. By asking these specific questions, you'll be able
to create a database that will equip you to make decisions and pursue new strategies.
p
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4.2 New Business Attraction and Recruitment
Current Situation
We are currently in short supply of sites that are ready-to-go for industrial development. Other potentially available sites
are not yet on the market or require major redevelopment work. Regionally, the competition is fierce with an ample supply
of shovel-ready sites outside of Farmington.
We need to be prepared for demand when it comes. This year, the plan calls for engaging local land owners and
developers to gain an understanding of what is possible and how quickly we could meet the demand.
New businesses will come to Farmington in three ways: first,when we have solicited site selection through outbound
communications i.e. we hear about specific opportunities and chase them down; second,when we are the recipients of
inbound requests for information and in responding to those requests,we initiate conversations that lead to formalized
discussions about the viability of Farmington as a new site; and finally, through a long-process of relationship development
with key stakeholders who, over time, can help us with efforts in our inbound and outbound solicitations. Let's tackle them
in reverse order.
Relationship Development
In those times we're not planning for and executing business retention calls and fielding requests for information, we need
to be networking and communicating with those people who may be able to get us into new conversations with potential
decision makers. (See Target Audiences/Key Stakeholders section)
Our'cost-of-entry'for initiating these meeting is having credible information about Farmington that has the potential for
influencing a business decision. That gets us in the door.As mentioned earlier, our objective is to be 'liked.'When we
have good (and timely) information AND people like us,the conversations continue and relationships develop. Generally,
if we have the information and people DON'T like us, we're not going to get very far in our relationships. Sounds pretty
simple, doesn't it? Maybe. But, it's been our experience that many people don't think about it that way and their
relationships get stalled.
The important thing is to remember that it takes different levels of attention and conversation to ensure our contacts like
us.Think of it like having to recognize when and how to dance. If one's contact isn't ready to 'slow dance' i.e. get more
familiar, being overly comfortable with him or her probably isn't going to work. Conversely, an easy-going contact probably
won't respond to a stilted or more serious approach.
Once we have the basis of a good relationship,we need to work to maintain it, by continuing to have good and helpful
things to say. What we learn is that in the back-and-forth of our conversations,we will be getting good information in
return.And new relationships will develop.
Responding to Inbound Requests for Information
We will continue to be solicited for information by site selectors and owner's representatives, either directly or through
third-parties like Greater MSP and Dakota County Community Development Agency.
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City of Farmington • Economic Development• Marketing Plan
Most of the requests will very specific and require a thoughtful response. Others will seem to be"fishing expeditions,"
asking for the moon.
Let's assume that most will be of the former, legitimate requests with a specific need in mind. While a complex request
is usually accompanied by a realistic deadline, others may require a quicker turn-around. Since we have up-to-date
information of what properties or parcels are available,we should be prepared to respond to these requests quickly.
Even if we don't have exactly what the selector is seeking, we should respond in some form. Perhaps we have an
alternate option that might work. Unless the request specifically asks we not respond unless we can deliver to spec,
our response gives us an opportunity to keep a foot in the door for future considerations.Though we might not close
this deal, our"win" could be capturing another contact for our database.
Here is a recent example of what appears to be a far-fetched request
• 50-mile radius of MSP
• 35 to,10 useable acres
• Initial facility would be 250,000 sq. ft. - 280,000 sq. fi.;with ultimate size of 500,000 sq. ft.
• Site would need to be zoned to allow for.53'total building height
• Site would need to be reach for construction starting spring,201 1
• Employees:Approximately 290 employees within 21 months (this is a food warehouse/distribution company. It will
involve cooler and freezer space.)
Capital Investment
A. 1'acilio-(280,000 SF) S28,000,000
B. Site (35 to 10 acres) SValue is site specific.
C. Equipment/rac-king S3 000,000-S 1,000,000
1). Other tangible personal property S8,000,000-510,000,000
E. Finished goods inventor- S15,000,000
The site selector has requested the following information
I. No cost industrial site to the Company
2. All required infrastructure improvements to the selected site,at no cost to the Company
3. Property tax abatements and/or TIP
1. Waiver and/or rebate of utility connection related fees and budding permit fees
5.Accelerated permitting- Facility development and enyironnienlal related
6.Temporary office space (approximately.5,000 SF)during the project's physical development;at no cost to the Company
Please respond to this email with a description of site and any financing options.
Still, the site specifications they included are reasonable expectations. It was later in the request when they asked for the
City to pay for nearly everything that it started to sound excessive.
We recommend as part of your tool kit, you develop a form that addresses most of the requests you receive; one that can
be populated with relevant information and emailed/mailed quickly.
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Outbound Communications
You should plan for a few different needs. The first to consider is how you're going to send information.
The communications package should be customized to what you know about the potential need.
Key components: specifics on the site, information on the surrounding area, traffic counts; business climate factors, like
permit processes, tax rates, area job force, transportation, etc., and other specialized assistance you may have to offer.
We'd also recommend you include a personalized letter from the Mayor that indicates how seriously you're taking this
interaction. It also reinforces the small town spirit of which Farmington is so proud.
A second important tactic is an on-going communication piece you send to those in your database. Perhaps you call it
"Fresh from the Farm(ington)" or"Farm(ington)to Your Table."The purpose of the piece is two-fold. First, it keeps you
top-of-mind with your prospects and second, it gives you a regular opportunity to let people know what you have available
for them in Farmington. This information is interesting and potentially helpful to people already doing business in
Farmington. Remember, they can be a second choir for you and of real value in your external economic
development work. You can use it to communicate local business news and also for reiterating your key messages, those
conversation-starters we hope everyone uses when they're discussing Farmington (See Key Messages.)and its
economic development intentions.
If we decide email is the best way to send the latest news from Farmington, we have to ensure that our recipients will
accept it, opting-in, and always give them the chance to unsubscribe.
We will work with you to develop this tool.
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City of Farmington • Economic Development• Marketing Plan
5. Target Audiences/Key Stakeholders
We've listed those groups you should stay close to and recommended you maintain your connections.
Farmington Citizens: public notices, occasional coverage in the Farmington Independent, cable television
Farmington City Government: Council/EDA--emails and monthly meetings. They should also be included on all of your
mass communications.
Farmington Business Owner/Operators: one-on-one assessment meetings; mass communications; website
Farmington Land Owners(and their representatives): one-on-one conversations; they should also receive regular
updates on our progress
Developers with Farmington Projects: regular communications, our mass communications vehicles, one-on-one
meetings as required
Brokers/Real Estate Professionals: monthly email communications of what's developing in Farmington, MNCAR
meetings and expo
External Business Owners/Site Selectors and Owner's Representatives: monthly email communications; personal
calls when the relationship allows it
Business Advisors(Board of Education, Chamber of Commerce, Dakota Electric, etc.): more often than not,
individual phone conversations will be helpful; occasional group meetings are advisable, mass communications vehicles.
Economic Development Peers:There's good information to share with professionals who are alternately competitors
and allies. Dakota County Community Development can be a good conduit. Membership in Economic Development
Association of Minnesota is advised.
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City of Farmington • Economic Development• Marketing Plan
6. Tactics
We just addressed our strategies, our next moves: Retaining and Expanding Farmington Business and Attracting New
Business to Farmington from the outside.
Next we will discuss tactics, that is, how we will actually carry out the plan. The difference between the two concepts can
be remembered with the phrase, "strategic is doing the right things--tactical is doing things right."
6.1 Key Messages
What are key messages?
You want everyone to understand the same basic message. Each individual may remember different details, but they
should all be able to sum up your message consistently in one or two sentences. If they are properly developed and
delivered, those sentences will be your key messages.
To be useful, key messages must
• Be few in number, usually no more than two or three
• Be short and concise, generally no more than a sentence or two.
• Be written down.
You know the basic speech structure: Tell them what you're going to tell them, tell them, and then tell them what you just
told them.That, in a nutshell, is the proper use of key messages. You should start any communication with your key
messages, return to them throughout, and then summarize with them at the end.
Developing key messages becomes especially valuable in settings where other issues are likely to come up. If you have
formalized your key messages, you have something to return to so you can keep the discussion on track.
Any supporting materials you provide should convey the same key messages. If you use slides or overheads, they should
be organized around your key messages.
To be truly effective, you must practice. (See How Farmington Should Communicate.)There is just something about
saying things out loud that brings a clarity that is not always possible just by looking at the written word. If you find that
your key messages do not flow off the tongue easily, redraft them. Test the messages with someone you trust to see if
they make sense and are credible.
During the Discovery phase of our process, particularly during the SWOT exercise, we paid close attention to what people
were saying about Farmington; and,when we discussed "Brand," how others perceived Farmington.
Here are three key messages that will serve as conversation starters for you. Each can be substantiated with
current and relevant examples.
• Farmington is Business-Friendly.
• Farmington Has Room For You.
• Farmington Will Help You Grow Your Business.
(Some of this content came from an article, written by Neal Linkon that originally appeared in PR Fuel.)
■
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6.2 What Farmington Needs To Offer
If we're going to be true to what we say in association with our key messages,we have to put together competitive
packages that work for our prospects and will, in the long-term, work for the City.
We have more competition than we need.And many of those cities have economic development efforts that have been
working effectively for a long time.
Our objective must be making Farmington known for being good for business.
Word gets around when something good happens.
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6.3 How Farmington Should Communicate
As was discussed at a recent EDA meeting, the three killers of a successful branding project are Local Politics, Lack of
Money and Lack of Champions. We understand we have the budget to be successful and there seems to be an ample
supply of champions. Any political/territorial issues need to be nipped.
Once this plan has been accepted and implementation has begun,we need the Mayor, Council and Economic
Development Authority to make a polite, firm request of the City to jump on board. Economic Development is good for
Farmington. It doesn't matter where in the City it's taking place. Over time the efforts will involve each part of the City.
We've already addressed the key messages and the spirit in which they should be delivered.
Becoming Better Actors
We once went through new business boot camp led by a veteran of the agency wars, Robb High, who used to say
"any personal contact with new business prospects should be considered a stage production ... never a meeting."
They need to be carefully planned and thoroughly rehearsed to create an entertaining and engaging show."
The content we present is important, but what many people do is spend most of their time and energy on content
preparation and little or none of their time working on the most important piece of creativity, the presentation itself.
Our information along with a competitive package gets us in the door. Our personalities and the way we engage is what
gets us liked and trusted.And that combination greases the skids for new business wins.
The best actors weren't born with their talent. They had to work hard to perfect it.And so must we.
When we communicate with the written word,we need to be clear, concise and warm. Like Farmington.
6.4 Development/Enhancement of Sales Tools
According to industry sources, nearly 97% of initial site selection screening is done on-line, so we'll consider your website
first.Visitors will associate the quality of your EDC's web design with the quality of Farmington's economy. That's why it's
so important to present website visitors with a professional, informative web design that portrays the strength and
credibility of Farmington's economic development organization.
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City of Farmington • Economic Development• Marketing Plan
6.4.1 Website
Your current website is serviceable.The information is there, but it's kind of tough to navigate. If one scrolls over enough
buttons, one can usually end up in the desired spot, but needs to be pretty intuitive.
There are better and more compelling ways to package your information. The Internet has several sites that cover best
practices for economic development websites. Here are examples of a Chamber and a state economic development site
that allow easier access to information and/or present the information in a more interesting way.
www.indianriversites.com
In an application developed by GIS Planning, this would seem to be a site
selector's dream.Available properties are seen immediately with an easy sort, which we've come to learn is what they
want. If they desire more information, the tool bar atop the page gives them entrée to detailed economic development-
oriented information on the cities in which they have interest.
www.missouripartnership.com
Application from LocationOne Information --The Show-Me State's site.The way they say it—"By taking advantage of the
LocationOne site selection tool, you can make the process of choosing the right location for your business easy."
While we don't suggest you invest in such an extensive make-over, what we found particularly helpful was the way they
packaged basic economic development information using compelling graphics.
We should consider adding some testimonials from our local businesses. Having someone other than ourselves thumping
the drum is genuine. Enhancement of the website is a longer discussion that should be held soon.
6.4.2 Banners/Signage
We recommend you enhance your ED effort with an investment in a portable display kit that can be put up and taken
down at trade shows, expositions, etc.The display could be used full-time at City offices and transported to expos as
needed. We attended the MNCAR expo this fall and saw several municipal and county ED agencies exhibiting. If we
elect to compete at this level,we need to have materials that establish our credibility.
The"First Impressions"work done in June, 2010 included some comments about the signage as visitors enter
Farmington.Though not critical in the near-term, we recommend that Farmington's ED intentions are somehow
acknowledged in welcoming signage. "Farmington is Business-Friendly."
6.4.3 Sales Collateral
Much of the information you send out will be in response to a specific request for information. To impart general informa-
tion, we recommend you have a leave-behind'piece that's a step-up from a mass-produced 8.5" x 11" Probably a tri-fold
on nicer stock that a site selector can easily put into his/her jacket. If there's specific info we choose to include, a
customized 8.5"x 11" sheet can also be included.
The latest digital-printing technologies allow for quick and cost-efficient printing, even for smaller quantities.
This next idea hasn't yet completely gelled, but we believe leaving something a little more memorable than information is
a good idea, something that will always trigger a thought of Farmington. Like a small plant(a pepper plant?)that connotes
both the 'farm'in Farmington and that business conditions in Farmington are 'growing hotter.'
Even if the plant doesn't stay on our contact's desk, it will have a presence somewhere. We can't think of too many people
who would toss a plant!
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City of Farmington • Economic Development• Marketing Plan
6.4.4 Social Media
Our younger prospects favor what we with tenure would call less-traditional forms of communication. They get most of
their news and information on-line rather than through (more)traditional means like print and broadcast. Their"smart
phones" are never out of their sight. What to do?
Linkedln and Twitter would seem to be our best points of entry; the former for making connections and the latter as a
conduit for sending/receiving breaking ED news. Though social media is a concurrent strategy, we recommend parking an
aggressive pursuit until later in the year, after we've had the opportunity to evaluate our progress in BRE and New
Business Recruitment.
6.4.5 Visits to Farmington
Hotter prospects will benefit from a market tour. They may make the trip by themselves, but we should provide for the
chance to lead them around ourselves. When that's the case, Economic Development-oriented signage might be helpful,
either at a particular site or near the entrances to Farmington. It shows the prospect you're thinking and can also serve as
a reminder to other Farmingtonians that their ED office is active in the marketplace.
6.5 Associations to be Made/Joined
We need to see and be seen by people with whom we might be able to do business.
We already have membership in EDAM and want to ensure we are taking full advantage of our investment. Committee
and board involvement usually bring higher levels of communication,the more we hear, the more we learn, the more
prepared we are to be successful.
We made a contact with the executive director of MSCA, the Minnesota Shopping Center Association... brokers,
investors, retailer and all professionals serving the Minnesota retail real estate industry for mutual benefit. This is an
organization that can also provide valuable information.
On-going participation in the Dakota County Regional Chamber will also give us access to timely and helpful information.
Not only with relationships within the Farmington business community be strengthened, we will also garner important
contacts within the region.
MNCAR, the Minnesota Commercial Association of Real Estate and Realtors has a reputation for providing invaluable
contacts, future-focused education and the most accurate information.The investment in exhibiting at MNCAR's annual
expo will pay dividends.
Positively Minnesota Marketing Group is a public-private partnership that works together to develop a broad-based
marketing initiative to promote Minnesota and its business economy at local, regional and national venues. Quarterly
meetings.Another good opportunity to raise Farmington's visibility.
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City of Farmington • Economic Development• Marketing Plan
6.6 Continuing Education Opportunities
Taking advantage of Industry-oriented programming accomplishes a couple things: you're able to renew old and make
new contacts and, you get to cover topics completely relevant to your work.
EDAM Winter Conference—Minneapolis Marriott Northwest, January 23-24, 2014
$245 member rate. Premiere Economic Development Conference offers Farmington another chance to interact with
Minnesota's top industry professionals
Upper Midwest Basic Economic Development Course—UMD, July 21-25, 2014
$600 plus lodging. Topics include:
• Business Retention and Expansion
• Strategic Planning
• Marketing/Attraction
• Economic Development Finance
• Small Business and Entrepreneurship Development
• Community/Neighborhood Development
• Real Estate Development and Reuse
•Workforce Development
• Managing Economic Development Organizations
IEDC—the International Economic Development Council; several times a year, IEDC offers webinars and other on-line
learning opportunities.As an example, this past November, they offered a 6-part series"Getting the Most Out of Social
Media." Farmington already has membership. These webinars are generally cost-effective. This one was$95 for
members.
The best presenters continuously refresh their skills. (We discussed becoming better actors earlier.)We recommend
the ED Director and the EDA team invest in presentation training. One of our favorites is Betsy Buckley, of
What Matters, Inc. (what-matters.com). Betsy is the former sales development director at Weber Shandwick, one of
the area's leading Public Relations firm. She, and others like her, would customize a program that meets Farmington's
specific needs.
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City of Farmington • Economic Development• Marketing Plan
7.0 Specific Actions Tied to Goals
Here are re-introduced the goals first brought forth in 1.0 Project Purpose. Specific actions have been tied to these goals.
In the next section,we apply them to the implementation timeline and budget.
1. Deepen relationships with Farmington Business owners through an aggressive Business
Retention and Expansion program.
1.1 Average at least two calls per week in 2014 on local businesses. By year-end, you'll have information from
a minimum of 100 Farmington businesses.
1.2 Build the database that results from information garnered on these calls.
1.3 Prepare sales collateral stating your intentions that can be left with each of your contacts.
1.4 Review database each quarter to determine if strategy needs to be modified or if new strategy can
be introduced
1.5 Invest in supplemental memento of your visit
1.6 Handwritten thank you notes to every contact
2. Do the same with local land owners/developers in order gain the latest information to be better
prepared for industrial/commercial development in the City.
2.1 Build database of known owners/developers with Farmington land holdings either available or not yet so
2.2 Quarterly meetings with owners of large parcels and/or their representatives.
3. Get connected to site selectors and business owners who conduct site searches in the area.
3.1 On-going acquisition of contact info for site selectors, real estate brokers, business owners, representatives
3.2 Develop/implement email marketing campaign that targets list you've acquired
3.3 Make website more user-friendly
3.4 Conduct market tours as are necessary
4. Get smarter about the industry through active participation in industry associations like Economic
Development Association of Minnesota (EDAM) and Minnesota Commercial Association of
Realtors (MNCAR) Personal development also included here.
4.1 Attend EDAM Winter Conference, January, 2014
4.2 Participate as exhibitor at MNCAR expo, October, 2014
4.3 Attend Upper Midwest Basic Economic Development Course, Duluth, July, 2014
4.4 On-going IEDC webinars/on-line programs
4.5 Creation of Exhibitor Signage/Banners for on-going use
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City of Farmington • Economic Development• Marketing Plan
Budget— Farmington Marketing Plan
Action Budget Estimate
1.1 Prepare sales collateral materials $2000-4000
1.2 Average at least two calls per week $1,000
1.3 Build/maintain the information database $0
1.4 Review database for plan updates $0
1.5 Invest in supplemental memento $1000-2000
1.6 Handwritten thank you notes(for all in-person meetings) $100
2.1 Build/maintain database of known owners/developers $0
2.2 Quarterly meetings with owners of large parcels $0
3.1 On-going acquisition of contact info for site selectors $0
3.2 Develop/implement email marketing campaign $2000-5000
3.3 Make website more user-friendly $5000-20,000
3.4 Conduct market tours as are necessary $1,000
4.1 Attend EDAM Winter Conference/annual dues $645
4.2 Participate as exhibitor at MNCAR expo $1000-1500
4.3 Attend Upper Midwest Basic Economic Development Course $1,250
4.4 On-going IEDC webinars/online programs 1/Q $500
4.5 Exhibitor Display/Banners $2000-7000
4.6 Team Presentation Training $1000-$3500
TOTAL $18,495-47,495
Prepared by Nemer Fieger • December 16, 2013 Page 22
Timeline - Farmington Marketing Plan
2114 2115 2016 Ongoing
Q2 Q3, c •.— : Q1 Q2 Q3 Q4
1.1 Prepare sales collateral
materials
1.2 Average at least two calls
per week
1.3 Build/maintain the
information database
1.4 Review database for plan
updates
1.5 Invest in supplemental
memento
1.6 Handwritten thank you
notes
2.1 Build/maintain database of
known owners/developers
2.2 Quarterly meetings with
owners of large parcels
3.1 On-going acquisition of
contact info for site
selectors
3.2 Develop/implement email
marketing campaign
3.3 Make website more user-
friendly
3.4 Conduct market tours as are
necessary
4.1 Attend EDAM Winter
Conference
4.2 Participate as exhibitor at
MNCAR expo
4.3 Attend Upper Midwest Basic
Economic Development
Course
4.4 On-going IEDC
webinars/online programs
4.5 Exhibitor Display/Banners
4.6 Team Presentation Training
City of Farmington• Economic Development•Marketing Plan
Business Visitation
Questionnaire
Firm Date
Address
Name,Title of Officer(s)Interviewed
Contribution to the Local Economy
1. What is the general category of goods or services sold? Specify Standard Industrial Classification Code
(SIC),if applicable.
Agriculture
•
Manufacturing
Transportation,Utilities or Communication
Finance or Insurance
Retail or Wholesale Trade
Other(please describe):
2. What year did your firm start business in Farmington?
3. Estimate the number of jobs as well as the total wages and salaries$ the firm
provided in the community last year.
4. Accounting for part-time and seasonal jobs,how many full time equivalent(FTE)jobs did the
firm provide last year?
S. What percentage of the firm's employees live:
In Farmington.
In Dakota County
Outside Dakota County �O
6. Has the firm's local employment increased ,decreased or remained about the same
in the last three years?
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City of Farmington•Economic Development• Marketing Plan
7. Have sales increased ,decreased or remained about the same in the last
three years?
1
8. What portion of the firm's annual sales are made to customers:
In Dakota County?
Outside Dakota County but in Minnesota? %
Outside Minnesota but in the U.S.?
Outside the U.S.?
100%
9. Where are most of the firm's major competitors located:
In Dakota County?
Outside Dakota County but in Minnesota?
Outside Minnesota but in the U.S.?
Outside the U.S.?
100%
The Local Business Climate
10. What is your overall opinion of Farmington as a place to do business?
Excellent Good _ Fair Poor No Opinion
11. Describe your satisfaction with these business climate factors.Are you very pleased,satisfied or wish for
improvement?
SATISFACTION
Pleased OK Improve
Financial services
Other business/professional services....................................................
Land/site costs
Proximity of customers
Proximity to suppliers
Labor(costs/training/availability)
Tax rates
Permit processes
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City of Farmington •Economic Development• Marketing Plan
12. Rate the quality of transportation and public services the firm requires(good,adequate,poor).Then
consider cost of those services(high,fair,low).
Quality of Service Cost
Transportation Good Adequate Poor High Fair Low
Air
Rail
Truck
Inland Port
Quality of Service Cost
Public Services Good Adequate Poor High Fair Low
Water
Sewer Services
Waste Disposal
Electricity
Natural Gas
Phone Services
Fire Protection
Police Protection
13. Several organizations offer specialized assistance to business and industry. They include chambers of
commerce,local development groups,trade associations,public agencies and educational institutions.
A. Have you asked such organizations for help? Yes No
B. Which ones were most helpful?(briefly identify)
C. What other types of specialized assistance would you recommend to improve the area's business
climate? (Describe briefly)
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City of Farmington• Economic Development• Marketing Plan
Business Plans and Expectations
14. Do the officials responsible for the firm's expansion and retention plans live in Farmington?
Yes No
If no,where do they live?
15. Briefly describe changes which are planned for the next three years in:
A. Employment
B. Facilities size or location
C. Production Processes
D. Other(please explain)
16. Rank the importance of the following factors in choosing and/or remaining in Farmington:
Essential Convenient Unnecessary
Business and professional service
Land/site costs
Proximity to customers
Proximity to suppliers
Distribution/collection costs............................................
Labor costs
Education............................................................................
Health Care
Quality of Life
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City of Farmington• Economic Development•Marketing Plan
17. In terms of dollar value,estimate the percentage of raw materials or goods needed for production and
the percentage of goods sold that are shipped by:
Goods Needed Goods Sold
for Production
Truck % %
Rail % %
Air %
Inland Port
18. Do you buy or sell goods or services that could either be locally produced or further processed locally to
increase local employment?(Describe briefly)
Expansion and Retention Challenges
19. In general,are new entry level workers adequately trained to meet your needs? Yes No
20. Have you had difficulty recruiting or retaining employees in the following categories?
(Cross out those Recruiting Retaining
that don't apply) Yes No Yes No
Professional
Managerial —
Sales
Services
Agriculture
Machine operatives
Precision production
Technical
Handler/laborer
21. Do you anticipate needing employees who are either better or differently trained in the next two or
three years? Yes No If yes,please explain:
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City of Farmington• Economic Development• Marketing Plan
22. Do you presently have room to expand at your present location? Yes No If not,why?
23. Do you have excess space you would be willing to lease? Yes No If yes,how many
square feet?
24. Do you have concerns or suggestions for improvement in Farmington facilities or services?
Police
Fire
Water
Sewage
Zoning/Permits
Other
25. Are there any other comments you would like to make?
THANK YOU FOR YOUR TIME
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