HomeMy WebLinkAbout02.25.08 EDA Packet - with notes
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Members
Mayor Soderberg
Christy Jo Fogarty
David McKnight
David Pritzlaff
Steve Wilson
. City Staff Representatives
Peter Herlofsky
City Administrator
Tina Hansmeier
Economic Development
Specialist
Lisa Dargis
Administrative Assistant
325 Oak Street
Farmington, MN 55024
Phone: 651.463.7111
http://www.ci.farmington.nm.us
AGENDA
Special City Council Meeting
February 25, 2008 - 7:00 p.m.
City Council Chambers. City.Hall
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1. Call Meeting to Order .fer ~
So,?
2. Informational Items ",J/t>! 0.;
a. Procedural Matters
b. ED Strategy/Activity update
c. Rental Property Options
d. Update on EDA property
e. Exchange Bank Building Update
3. City Staff Reports
a. Economic Update
4. Adjourn
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(7:00D.m.)
. The Farmington EDA's mission is to improve the economic vitality of the city of Farmington and to enhance the overall
.. quality of life by creating partnerships, fostering employment opportunities, promoting workforce housing and by
expanding the tax base through development and redevelopment.
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City of Farmington
325 Oak Street
Farmington, Minnesota
651.463.7111 . Fax 651.463.2591
www.ci.farmington.mn.us
TO:
EDA Members
FROM:
Tina Hansmeier, Economic Development Specialist
SUBJECT: Procedural Matters
DATE:
February 25, 2008
INTRODUCTION /DISCUSSION
It has been the practice for the past few years to review the EDA's By-Laws in February
of each year. Attached for your information are the By-Laws which were adopted in
2007.
ACTION REQUESTED
This item is for informational purposes only.
Respectfully submitted,
~~/~
Tina Hansmeier,
Economic Development Specialist
cc: Peter Herlofsky, Jr., City Administrator
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2007
ECONOMIC DEVELOPMENT AUTHORITY BY-LAWS
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These By-Laws, when adopted, are intended to deal with matters not otherwise covered by State
Law, City Ordinance or elsewhere.
Section I - Meetinl!s
SUBD. 1 - Regular meetings ofthe Economic Development Authority shall be held on the
fourth (4th) Monday of each month at 7:00 PM. Any regular meeting falling upon a holiday shall
be held on the next following business day at the same time and place. All meetings, including
special and adjourned meetings, shall be held in the City Hall unless otherwise designated.
SUBD. 2 - Special meetings of the Authority may be called by the Chairperson or in written
form by any other three (3) members ofthe Authority, filed with the Executive Director. The
Executive Director may also call a special meeting. At least 3 days before the meeting, the
Executive Director shall notify each member of the time, place and purpose ofthe meeting by
causing written notice thereofto be delivered to him/her personally ifhe/she can be found, or, if
he/she cannot be found, by leaving a copy at the home ofthe member with some person of
suitable age and discretion residing therein. At least three (3) days prior to the meeting, the
Executive Director shall also post notice of the meeting and if applicable, notify each person who
has filed an applicable written request for notice, or may, if necessary, provide such other more
restricted notice, including but not limited to (as allowed by Statute, such as) M.S. 471.705,
subd. 1 C, paragraph g, " if a person receives actual notice of a meeting of a public body at least .
24 hours before the meeting, all notice requirements of this subdivision are satisfied with respect
to that person, regardless of the method of receipt of notice." Emergency meetings may be held
because of circumstances that, in the judgement of the Authority require immediate attention.
The notice of special meeting shall state the item(s) to be discussed and acted upon. Items not
stated in the notice may be discussed, but no action may be taken if any member objects.
Any special meeting attended by a majority of the Authority members shall be a valid meeting
for the transaction of business that may come before the meeting.
SUBD. 3 - At the regular Authority meeting in February of each year, the Authority shall (1)
designate the official newspaper; (2) establish meeting schedule for the year; and (3) choose a
Chairperson and a Vice-Chairperson, who shall perform the duties of the Chairperson during the
Chairpersons disability or absence and in case of a vacancy in the office of Chairperson and until
a successor has been appointed and qualifies to fulfill the duties of Chairperson.
SUBD. 4 - All Authority meetings, as defined by State Law, including special and adjourned
meetings shall be open to the public. The Authority Attorney shall advise the Authority in
writing as to his interpretation of the state "Open Meeting Law" and all new members shall be
provided such written interpretation.
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Section II Presidin2 Officer: Rules of Order
SUBD. 1- The Chairperson shall preside at all meetings of the Authority. In the absence ofthe
Chairperson, the Vice-Chairperson shall preside. In the absence of both, the Executive Director
shall call the meeting to order and shall preside until the Authority members present at the
meeting choose one of their number to act temporarily as presiding officer.
SUBD. 2 - The presiding officer shall preserve order, enforce the rule of procedure herein
prescribed, and determine all questions of procedure and order. Except as otherwise provided by
statute or by these rules, the proceedings of the Authority shall be conducted in accordance with
the following rules of order:
A. A Motion must be seconded before being considered by the Authority and the
The presiding officer must recognize mover, as well as the seconder.
B. Any motion may be withdrawn by its mover with the consent of his /her second.
But a motion, once debated, cannot be withdrawn except by a majority vote ofthe
Authority.
C. A motion will not be subject to debate until it has been stated by the presiding
officer and he/she has opened it to debate.
D.
Each member, while speaking, shall confine himself/herselfto the question at
hand and avoid all personal, indecorous or sarcastic language.
E. Whenever any member of the Authority desires to speak on any question, which
affects himlher personally, he/she shall first vacate his/her chair and shall not
resume his/her seat until the matter under consideration has been acted upon.
He/she shall be allowed to make comments on the question as a private citizen
only and while a member of the audience.
F. Whenever public hearings are held, the presiding officer, shall allow any member
of the public, the privilege of speaking. A reasonable time shall be allowed to
anyone as long as they are not repeating points already made. The presiding
officer shall maintain order and may rule anyone out of order.
G. At any meeting, the presiding officer will allow the public to participate as long as
there is reason to believe the input is beneficial.
SUBD. 3 - Any member may appeal to the Authority from a ruling of the presiding officer. If
the appeal is seconded, the appealing member may speak first on the reason for his/her appeal.
General discussion can then take place on the appeal before a vote. The appeal shall be sustained
ifit is approved by a majority ofthe members present.
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Section III - Al!endas
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SUBD. 1 - The agenda shall be prepared by the EDA Executive Director and shall be closed at
noon on the Wednesday preceding the meeting for publication purposes.
SUBD. 2 - Any member may place an item on the agenda by so instructing the Executive
Director.
SUBD. 3 - No item shall be placed on the agenda unless the item is expressed in such a way as
to clearly show the subject matter involved
SUBD. 4 - The agenda add-ons are subject to approval by a majority vote of the members
present and further such add-on items may be discussed, but no action may be taken if any
member objects.
Section IV - Order of Business
SUBD. 1 - Each meeting of the Authority shall convene at the time and place appointed
therefore. Authority business shall be conducted in the following order:
1) Call to Order
2) Pledge of Allegiance
3) Approve Agenda
4) Approve Consent Agenda
a. Bills
b. Minutes
c. Additional Consent Agenda items
5) Public Hearings
5) Unfinished Business
6) New Business
7) Executive Director's Report
8) Adjourn
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SUBD. 2 - The order of business may be varied by the presiding officer, except that all public
hearings shall be held at the time specified in the notice of hearing.
Section V - Minutes
SUBD. 1 - Minutes of each Authority meeting shall be kept by the Executive Director or, in
his/her absence, his/her designee. In the absence of both, the presiding officer shall appoint a
secretary pro tern. Resolutions need not be recorded in full in the minutes if they appear in other
permanent records of the Executive Director and can be accurately identified from the
description given in the minutes.
SUBD. 2 - Minutes of each meeting shall be reduced to typewritten form, shall be signed by the
taker, and copies thereof shall be delivered to each Authority member as soon as practicable after .
the meeting. At the next regular Authority meeting following such delivery, approval of the
minutes shall be considered by the Authority. The minutes need not be read aloud, but the
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presiding officer shall call for any additions or corrections. Ifthere is an objection, the Authority
shall vote upon the addition or correction. Ifthere are no additions or corrections, the minutes
shall stand approved by motion. Ifthere is an objection, the Authority shall vote upon the
addition or correction and approve the minutes by motion as amend<;:d.
Section VI - Quorum and V otin2:
SUBD. 1 - At all meetings a majority of all members shall constitute a quorum for the
transaction of business.
SUBD. 2 - The votes of members on any question pending before the EDA shall be by voice
votes. Roll call vote can be requested by any member, except for the following agenda items;
approval of the agenda; approval ofthe consent agenda; and the adjournment. The names of
those voting for and against the question shall be recorded in the minutes. If any member present
does not vote, the minutes shall state: "Abstain: Name".
SUBD. 3 - Except as otherwise provided by statute, a majority vote ofthe quorum shall prevail.
Section VII - Executive Directors Review
The City Administrator shall complete an annual performance review ofthe Executive Director.
The City Administrator will provide an opportunity for Authority members to comment on the
performance of the Executive Director.
Section VIII - Suspension or Amendment of the Bv-Laws
SUBD. 1- These by-laws maybe temporarily suspended by a unanimous vote of the members
present.
SUBD. 2 - These by-laws shall not be repealed or amended except by a majority vote ofthe
whole Authority after notice has been given at some preceding meeting.
Section IX - Effective Date
SUBD. 1 - These by-laws have been adopted by the
on the day of
immediately.
,20
and becomes effective
Attest:
EDA Executive Director
EDA Chairperson
Date:
Date:
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City of Farmington
325 Oak Street
Farmington, Minnesota
651.463.7111 . Fax 651.463.2591
www.ci.farmington.mn.us
TO:
EDA Members
FROM:
Lisa Dargis, Administrative Assistant
SUBJECT: ICMA Joint Strategic Planning Meeting Update
DATE:
January 28,2008
INTRODUCfION
Staff is providing an update on activities outlined as part of the ICMAJoint Strategic
Planning meeting on January 22,2007.
DISCUSSION
The attached report includes the identified tasks and a brief description of the related
activities that have been initiated or completed in the last 12 months. As part of the strategic
planning process; staff will be in contact with Craig Rapp to schedule a time for him to come
back and assess what progress has been made with regard to completing the identified tasks:
Please review the attached report.
ACTION REQUESTED
This item is for information only.
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Respectfu:llt~ SUbm\tted,
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City of Farmington
325 Oak Street
Farmington, Minnesota
651.463.7111 . Fax 651.463.2591
www.ci.farmington.mn.us
TO:
EDA Members
FROM:
Tina Hansmeier, Economic Development Specialist
SUBJECf: Rental Property (305 3rd Street)
DATE:
January 28,2008
INTRODUCfION
The rental property, located at 305 3rd Street, has been vacant since September 2007.
Since that time staff has been exploring options for the use of this space which include
making improvements to and finding a tenant to occupy the building space.
DISCUSSION
Staff has been in discussion with two potential prospects that have expressed an interest
in the rental property. Included for your information are letters of interest received
from A) The Dakota Valley Arts Council, a non-profit group and B) Expressive
Embroidery, a new retail business.
Regardless of the tenant, the building is in need of improvements before it can be
occupied. Some examples would be removal/replacement of carpeting or floor covering,
painting of walls, and general cleaning of the space. Each prospect has indicated their
desire for what improvements they see necessary for theIr desired use of the space. Staff
is in the process of obtaining estimates for the improvements and has determined that
the cost of these items could range from $15,000 to $28,000.
ACfION REQUESTED
For information and discussion purposes only.
grl es ctfully su bl!litted, =-
, /ILf( LL_gJ~~
____.-". T j/r U
L.--..-/'
Tina Hansmeier,
Economic Development Specialist
cc:
Peter Herlofsky, Jr., City Administrator
.
PROPOSAL FOR DV AC ART CENTER
2008
MISSION STATEMENT
Dakota Valley Arts Council is an organization that teaches, is a community resource,
mentors potential artists, facilitates
art-related events and activities, advocates relationship between artists and the public
in the greater Farmington area.
xxxxxxxx
The Dakota Valley Arts Council will continue to. fulfill our vision according to our mission
statement. A workable art center will give space to help achieve these commitments. It will
allow a working area to plan art events and create support for city events, a gallery area to
promote and display for sale art of local artists, room for classes to be held, studio space for
artists to work, an area to host art events. An art center will be a gathering place for artist and
the public interested in the arts.
'-T EVENTS --- More art shows will be planned and held in the art center. Our space would
invite artists from a wider area to become involved with art shows and exhibits.
CREATIVE SUPPORT --- With a working area at the art center the members of Dakota Valley
Arts Council would have studio space to work on their creations. DV AC would be able to do
promotions and art creations for events being held in the city. The space would provide an area
to develop art to be placed within the city.
GALLERY --- Many excellent artists living in the Farmington area do not have a place to display
and sell their creations. A gift shop and gallery space would support artists and draw the public
to Fannington. A one man show with reception could be hosted by Dakota Valley Arts Council
to promote local artists regularly.
CLASSES --- Classes could be held on many subjects to help local artists. Examples might be
drawing, painting, sculpting, wood-working, ceramics, calligraphy, photography, writing, play
production, music and dance. Also, classes could be held on the business problems involved with
art, such as sales, promotion, taxes, protecting your creative ideas and more.
.STING EVENTS --- The building would be a gathering place for DV AC board meetings and
would allow regular meetings and art exhibits to be held for and by DV AC members. It would be
an area available for small receptions related to art within the city.
.
FARMINGTON BUILDING
303 Third Street
Dakota Valley Arts Council has considered areas of the vacant liquor store that needs attention.
Some solutions to update the condition of the building with cooperation between the Dakota
Valley Arts Council, Economic Development Association, and the city of Farmington are listed
below.
Present condition and solutions
The building area consists of 1500 square feet. On the south side there are two small rooms
and a small office space, with an alcove containing a safe that could be utilized. The north side
contains a small room with storage shelves. Because of the size of the floor space and the fact
that there is one bathroom (on the East wall), the maximum number of people allowed in the
building at one time would be 15.
The floor is covered by old tiles and a moldy carpet. These should be removed and .
replaced by serviceable floor tiles or possibly just the concrete floor. Several
ceiling tiles have been opened but most are pushed aside and can be easily pushed back
into place.
There are hanging electrical conduits, metal ventilation ductwork, and discoloration on the
interior walls. A wall of peg boards to be used for hanging art could be installed
after the electrical conduits and ventilation ductwork, are safely removed. A
coat of primer plus a coat of paint would recondition the walls and brighten the
interior.
There is a large window space at the northwest comer of the building. Shelving space along the
south wall and the window will make good display area for art work. Applied paint will
make a fresh look for these display areas.
The lighting is inadequate for art classes and will require significant changes. The lighting now
is overhead fluorescent tubes. It has not been determined if there are sufficient wall outlets.
Adequate lighting fixtures would have to be installed and possibly wall outlets.
There is a large sink with running water on the north wall that is ideal for art projects, allOWing.
easy clean-up of equipment.
.e one bathroom is not handicap accessible, and for the time being would be used by both men
and women. The stall wall would need to be moved and a larger door installed to
provide wheelchair access. A higher toilet also needs to be installed. The
doorway into the room is too narrow to be handicap accessible.
The single bathroom limits the number of people that can be in the building at one time. The
addition of a second bathroom would allow more people in the building. A future project
would be to utilize the storage room on the north wall for a women's bathroom.
There appears to be plumbing already there. The existing bathroom has
plumbing for two urinals to be installed, and could then be the men's bathroom.
There is a back door on the east side of the building which can not be entered from the outside
without a key. It would be convenient to be able to have easier access through that
door. Also the building inspector requires a lighted EXIT sign installed over the
door.
The basement is approached through very steep stairs and is badly lit. There are no railings on
the stairs and a conveyer track is along one wall. DV AC would have no use for the
~nveyer track and would like to have it removed. Railings can then be installed
~ both walls for safety reasons.
The basement itself is dirty and also has inadequate lighting. It has not been cleaned for
sometime. This has provided an environment for mold, dampness and a bad odor. Because of
the history of the sewer backing up there is a limit to the usage of the floor area. Anything placed
on the floor area should be raised off the floor due to possible sewer problems. There are good
storage shelves on the walls which can be used for storage. The cleaning that Economic
Development Association will contract for should take care of these problems
with the basement. Over time it can be determined if there are sewage backup
problems and if not artists can make use of the basement for storage and studio
space.
The exterior of the building is mostly of bricks and needs no work. The awning is new and still
in good condition. The alcove on the west wall would make a good community
bulletin board and outdoor display area. The name of Dakota Valley Arts
Council could be painted on the awning or a sign could be made and placed on
the brick wall.
.ere is an outside wall on the north that needs updating. After repairing and painting,
is would be a wall visible from Elm Street and would make a good place for a
mural, perhaps to welcome people to Dakota Valley Arts Council and
Farmington.
The driveway on the north has cracks and is uneven with the Subway parking lot. A new .
coating would correct the cracks and make the driveway level with the one next
door.
There is a barrier halfway to the east blocking access to the back of the building. The building on
the East is bounded by a large parking space off the alley and is currently somewhat merged with
Subway space. A future project would be to put in a fence north to south to divide
in half the space east of the building leaving parking access along the alley and
then planting grass within the fenced area. Many art projects and/or displays
could utilize this area. This area would be a neat place to hold art classes with
outdoor lighting. The whole outside grounds are in need of a good clean-up
when spring arrives.
.
.
.
DAKOTA VALLEY ARTS COUNCIL
AND THE CITY OF FARMINGTON
FUTURE PROJECTS
1. Plan and organize Art Shows during Rambling River Days, Fall Festival and the Holidays
and other civic events.
2. Organize community art projects, such as zig-zag paintings, chairs or benches for each of the
city parks. Perhaps sculptures of brown trout or deer etc., could be made and painted as a
community project and then the art work could be placed in parks where desired.
3. Organize children's projects such as classes, chalk drawing contests, etc. Organize a student
art contest to design the 2008 button for Rambling River Days. Continue to hold contests and
display student art around town.
4. Create a design and get the city's approval to paint a mural on the north wall of the art center.
. Work with the Parks and Recreation Department and help develop the Depot Way Arts Park
with a path to the north along the railroad to the river. The area is narrow but zig-zag paintings,
sculptures and more of the existing fencing could be placed along the railroad easement to
separate the path and railroad.
6. Work with the Parks and Recreation Department and help develop the Depot Way Arts Park to
the south to Ash Street and the Fairgrounds.
7. Work with the Economic Development Association, the city, and the downtown Farmington
Business Association to help promote and revitalize the downtown area.
8. Plan and organize music concerts and plays for public viewing.
9. Organize trips to art shows, art centers and museums.
10. Create art scholarships for creative students.
11. Rotate Art in the Art Center, City Hall and other buildings in Farmington.
.
.
2008 DAKOTA VALLEY ARTS COUNCIL
PROJECTS
1. Achieve permission from the city of Farmington to remodel and move into the
vacant liquor store.
2. Set up a business plan to operate the DV AC Art Center and organize volunteers
to be receptionists in the art center.
3. Locate art teachers, plan and organize various art classes, studio time, and gallery
opportunities.
4. Produce DV AC information brochures and have available for distribution
throughout the city. .
5. Promote Dakota Valley Arts Council, and increase the membership and provide
more benefits for the members.
6. Create a database and directory of artists and supporters of the arts.
7. Encourage members ofDV AC and other artists to develop, promote, and display
their talents.
8. Further develop Dakota Valley Arts Council's website and further utilize the
interne
.
-
-gfJ
PROPOSAL FOR LEASE OF
CITY OWNED "OLD LIQUOR STORE"
.
We, Mark & Cindy Bubbers, will be starting a new business within the next 30 - 45 days. The business has
been incorporated and filed with the Federal (10# 26-1875597) & State (10# 9278631) entities.
The business name is: Expressive Embroidery, Inc.
ABOUT OUR BUSINESS
Our business would be a retail oriented business which providing a "value added" service to apparel bought
through us or brought in by our customers. These services would be items such as pre-designed or in-house
designed logos, names etc, which we would then apply to the apparel. We will be capable of doing embroidery
tackle twill, heat press, dye sublimination and screen printing. All but the screen printing would be in-house
operations, and we have an reputable firm lined up to handle that for us at a wholesale price. Our business will
do one item at a time for individuals & businesses, as well as the large orders required by some businesses,
organizations, schools, sporting teams etc.
In addition to the above, we would offer a full line of promo items like personalized mugs, mouse pads, duffel
bags, pens, golf balls, etc. for the individual as a gift item or for businesses as a promotional item.
HOURS OF OPERATION
This is flexible. We've talked with a few business owners and they said not much goes on till 1 0:00 am so
initially we thought 10:00 am to 5:00 pm M - F and maybe 10:00 - 2:00 on Saturday Closed Sunday. We will
ee when the busy time is. We will probably be open a couple nights till 6:00 or 7:00 to accommodate walk-ins.
WHY WE'D BE GOOD FOR FARMINGTON
In a word, "exposure", and any additional exposure is good for the City.
Our business would expose Farmington to many people from outside the Farmington area. There would be
those that find Farmington is closer than the firm they're currently using, as well as the new people that would
be coming here to pick up orders that were sold in many other communities through our "outside sales"
efforts which will cover the seven county metro area.. For many of these people it may be the first time they
have been to Farmington. While they are in town they may well grab a meal, buy an ice cream cone, stroll
through a couple of stores etc. It may not create a huge surge in business for downtown merchants, but any
additional business for downtown has to be a good thing.
Currently there's no other "store front" embroidery business in downtown (to our knowledge) so we would
not be competing with an existing "like" business, but would be creating an additional "draw" to downtown.
WHY THE OLD LIQUOR STORE
In search of an actual "store front" building, we have done a.comprehensive search of the available
properties for lease in Farmington as well as in Lakeville & Rosemount. In most cases the properties in
Farmington with. store front's were too large, too small or too expensive. We have in fact found a property
in Lakeville that would work for us, but as we are now Farmington residents (110 6th Street) we would
prefer to have our business in Farmington, supporting our "hometown" economy, rather than that of
.ther City.
en the Old Liquor Store was brought to our attention, it piqued our interest so we checked it out. We
saw that it would be a good fit for us as it is a decent size as well as being a storefront which is what we.
would prefer, plus, and very important, the amount of rent that was paid by a previous tenant fit our budget.
WHO DOES WHAT
Not being "lease experts" we don't know how much of this would go into a lease, but the City can decide that.
WHAT WE WOULD DO
1 We would keep the counter setup, shelving, racks & ceiling security bubbles (wouldn't use bubbles)
We would probably replace the existing countertops - our expense
2 We would be willing to leave the long white PVC pipe as it is
3 Clean existing carpet and install new carpetinglflooring over it (in main area not extra rooms)
4 Paint the upper floor (minimal wall prep would be done)
5 Clean up the bathroom and use it as is
6 Build 1/2 wall as required in same area the cooler wall was removed
7 Repair door that led to cooler area
8 Lockset on rear door
9 We would add 2 rows of fluorescent ceiling lights over "cooler area"
10 We would add some standard outlets as well as one 220 plug if not there now. (Probably 8 additional outlets)
11 Install baseboard where required - along "cooler wall" for sure
12 Get required permits to do the work needed
.
WHAT THE CITY WOULD DO
1 Clean up any residual mess from a previous "sewer backup" in the basement
City said they would do this no matter who leased the building
2 Clean out the sewer line out to the street and install a backup protection valve
City said they would do this no matter who leased the building
3 Finish backside of the wall that was added after coolers were removed
4 Replace the three doors that need replacing
5 Clean the building up so it's ready for paint. Get all the debris off the floors etc.
Take "vents" of the south wall & get all the debris off the floors etc (leave shelves racks and counter)
.
6 Be responsible to repair any roof leaking issues that may occur during the course of the lease
7 Be responsible for repairs of the furnace/air conditioning units during the course of the lease
Not restart's etc but repairs that may be required to make the system work properly
8 Carry hazard insurance to cover the building regarding storm damage, misc damage not covered by others
vandalism etc and pay the deductible in the event a claim is made
I would think this is something the City would do anyway for their own peace of mind
9 Pay any expenses for electrical items required by State Electrical Inspector to get existing items to code
10 Dispose of debris (vents, construction materials etc)
11 Provide monthly statements for gas & electric for the period from 8/1/2006 - 2/1/2008
12 Quarterly trash service charged at normal residential rate for largest container
.
WHAT WE WOULD LIKE
. Start Lease after all work above has been done
2 Three year lease
Year one at $ 700/month
Year two at $ 8S0/month (our option)
Year three at $1 ,OOO/month (our option)
3 Reduce monthl
us
Year one First 6 months - no charge (payback $4,200)
Last 6 months - $SOO/mo (payback $2,400)
Year two Full year - $ 7S0/month (payback $1,200)
Year three $1,000/month
$6,600
Y r 1 pay back total
$7,800
Total pay back
4 The approval for a sign or banner to be placed on the north wall of the building. You would not have to
paint that wall. It may be a lighted sign would have to check into the expense.
S In the event you would prefer to do all the work (except counter tops and our 220 plug) we would not be
opposed to that. Then the lease amounts listed would be payable in full each month.
. are very excited to hopefully have our business in Farmington, and hope this proposal seems fair to you.
It will allow us to get a nice building at an affordable price, and at the same time, you will get a "fresh" building,
be relieved of the utility expenses, and be generating an income on what has been a negative on your budget.
If you have any questions please feel free to contact me at 612.363.7070.
Thank you,
Sincerely
('YY~>>-1l~
Mark Bubbers
.
.
.
.
City of Farmington
325 Oak Street
Farmington, Minnesota
651.463.7111 . Fax 651.463.2591
www.ci.farmington.mn.us
TO:
EDA Members
FROM:
Tina Hansmeier, Economic Development Specialist
SUBJECT: Update on EDA property
DATE:
February 25, 2008
INTRODUCTION
The EDA owns two vacant commercial properties located on Oak and Third Streets in
the downtown area. Historically these parcels have been referred to as the "McVicker"
and "Riste" lots.
DISCUSSION
Currently staff is in the process of obtaining appraisals of each of the lots identified
above. According to Patchin, Messner & Dodd, an appraisal firm the City has used in
the past, the cost to prepare two appraisals, each including 2 vacant lots, would be
$5,250. The results of the appraisals will be provided at the March EDA meeting.
ACTION REQUESTED
This item is for informational purposes only.
Respectfully submitted,
~~~U
Tina Hansmeier,
Economic Development Specialist
cc: Peter Herlofsky, Jr., City Administrator
.
.
.
City of Farmington
325 Oak Street
Farmington, Minnesota
651.463.7111 . Fax 651.463.2591
www.ci.farmington.mn.us
TO:
EDA Members
FROM:
Lisa Dargis, Administrative Assistant
SUBJECT: Exchange Bank Default of Contract
DATE:
February 25, 2008
INTRODUCTION
Staff is providing an update of the status of the Exchange Bank Default of Contract.
DISCUSSION
The owner of the Exchange Bank Building has been in default of contract since October
2007. The City Attorney was previously unable to locate the signed warranty deed that
was included as part of the original contract as a remedy in the event of default. Staff at
Campbell Knutson have recently been able to verify that Dakota County Abstract does
indeed have the signed, original document. At this point Mr. Brown is still in default of
contract. Although he has submitted plans and pulled permits for the mechanical work
to be done in the space, staff has still not received any revised building plans or building
permit application, nor has there been any evidence of an electrical permit through the
State of Minnesota provided. Attached for your review is documentation from Tom
Scott at Campbell Knutson outlining possible courses of action at this point. Due to the
fact that there has been some activity since the last notice was sent, staff felt it
appropriate to issue a final notice of default giving Mr. Brown 30 days to complete all
work on the site and receive a certificate of occupancy. Thus, Mr. Scott will be drafting a
letter to Mr. Brown indicating this deadline and conveying the City's intent to record the
warranty deed after such 30 day period.
ACTION REQUESTED
For information and discussion purposes only.
f\.,.-.::\
Re~pec lly Sybmitted,
)<
{>~- /~ ~
Lisa Dargis, Admigi trative Assistant
T'hornasJ. CampbcH
Roge-r r~L K.:nUt5DTI
Th-omas M.. Scott
ElIiott B. Knetsch
Joel J~ Jamnik
~",ndrea 1YlcDovrell Pothier
Sor,en 1v1'. Ivl.atdck
John F. }(dly
f-Jenry A... Sc:haefte!'~ Itt
Alina Sclrw4:rtz
SaruueI].. Edll1Unds
Ivr:.1f'g'uerhe ,fvi. C\r!cq'.:atron
1 :'3:.0 Corpo.f'rite Ccnt,~r (:ur~e
Suite 317 # Llgan, MN 55121
651-452-5000
fax 651-452-55Sa
-y{w"v'-~ .ck-law..cn::n
CAMPBELL KNUTSON
.
Professlona.11\_ssociati():f]
February 20, 2008
VIA ELECTRONIC TRANSMISSION
Ms. Lisa Dargis
City of Fannington
325 Oak Street
Farmington, Minnesota 55024
Re:
Exchange Bank Building
Dear Ms. Dargis:
This letter will update the status of this matter.
On November 6, 2007, Mr. Brown was sent a notice of default letter and
given thirty days to cure the default by completing the remaining work. Some of
the work has been cQmpleted; other items have not been done.
The 1998 Development Contract has a reconveyance provision upon
default. We have verified that Dakota County Abstract does have the original deed
reconveying the property back to the HRA (now EDA), which it is holding in
escrow. I am enclosing a copy of the reconveyance deed and Limited Warranty
Deed Escrow Agreement, both dated November 9, 1998.
.
Pursuant to the 1998 Development Contract and enclosed escrow
agreement, Dakota County Abstract is obligated to deliver the original Warranty
Deed to the EDA upon notification from the EDA that the Developer is in default
and has not cured the default within the time allowed by the Development Contract.
A review of the real estate records does not disclose any mortgage against the
property.
There are two options at this point. First, the EDA can notify Dakota
County Abstract of the default and demand that the original deed be delivered to
the EDA as successor in interest to the HRA. Upon receipt of the deed, the EDA
would own the property. Presumably, Mr. Brown will initiate a court action in an
attempt to prevent the transfer of the property back to the EDA.
The second option is to have our office write a letter to Mr. Brown one
more time giving him a date by which all work must be completed and advising
him that the EDA will be exercising its right to delivery of the reconveyance deed
ifhe does not comply.
.
.
.
.
Ms. Lisa Dargis
February 20,2008
Page Two
Please call if you have any questions. Otherwise, I will wait for your direction.
Best regards,
Campbell Knutson
::JeSSirctCi:O)1 ~/
Thomas M. Scott
TMS:cjh
'~ JUN. 3. 2004''''L12: 47PM DE"",DAKOTA CTY A?2I.R~T n"arm Conveyancing E11-. (,978)
JflJI'F~rm NO. 9-M - ........nn...n. J ....,
NO. 2241vls coP. 4/33hS
--
Q:lTf'OnJ.jQIR or ~n:,a,.}'Ilp LD
.. ..- ~cuT"''''.l.iod a!' P''''''1cr1'hlr
No delinquent taxeS and lransfer entered; Certificate of
Real Estate Value ( ) filed ( ) not requiTed
CertificllLe of Real Esiate Value No.
.19
.
County Auditor
by
Deputy
STATE DEEDl'AX DUE HEREON: $
Date.: ,<.::b ", ~ l-A.. .C7
,19 '1r
(Te~efVed Cor =Tding dlllA)
FOR VALUABLE CONSIDERATION.
.2004 R ......' F.~f:;...t-,;o - Cn"'l?"'ny .._, -- .
..8 t"'!o~ra~inn
. Grantor. hereby cQllve)'sandcpit:l:::l..al.ns m Hnl'l!,;'I"NIr.! 2l."lJ"'l
n~ P~RM~~~t M~~m~~
under the laws of ~hR 1';t:lOlt... ..,1". MiTlnp-~rf'
COlUlty. Minnesota. described as follows:
under the taws of
RF.nl<!\~r.np~
. Grantee. a
. real propertY in
the Sta~p- CT Minn~~n~a
AUTHDRT'I'Y 01". IJ'RR CT'l'V
~'Ui~ip~l ~,..,~~ri,..,n
DAKOTA
SEE EXI'!:tB:IT "A" ATTACSED BERE'IO AND MADE A PART aEREOF.
The Seller certi.fies that the Se1J.er does not know of any weJ.J.s on the described r~al property.
(1)
( 2)
. (If "'''"' "1""" i. .......004. ClC!flIIrpoa "" b.~
Logerher \Vilh all lJel"edilamenLS and appw1enances belonging lherelD.. Gtanta:" ~ Gn3 L.~a that:
This Deed conveys after-acquired title: and , . .
Granto~ has not made, done, executed OJ:" suffered any actor th;i.n9 whereby the a.bov.'. e- d. escrib~
property or any part thereof, now or at any time hereafter, shal.l. or may be imperi1ed, charged..
or incumbered in anymanner, and GrantoJ:' will. "'arrant the titl.e to the above-::-described
pro~t:'ty against aJ.l persons claiming the ..
same from OJ:' t.hrmh Grantor as a re,sul.t of ~~~
""P!".$,.~ ~p~' :Y~.,';Ji':;' jll
~t4~ -. ~fiA,,~ ~.
1 t/ - P.-f~
STATE OF MINNESOTA
COUNTY OF DAIroTA
The foregoing lnlllnUTlGnt was acknowledged before me Ulis
bY#P~--- ~ :rn- and
Lhc ~~,_. and
or 2004 R~A' E~t~t-~ eomp~ny
under the Jaws of the State of Minnesota
tn.
By
Cl
1I'rrs.r"'.~
-vic.c.
day of ~p".--,.,!..,;
;4 . u~_ Zfl.
P-.J , ...e-r
,1991" .
,a
~n~~t""~nn
oorporation
. on bol1alf oC &he
", >I Mll,\I.IH^~fl' tlR SHAI. (ort ()TIll~ 'n")'L!! Olt KAI'fJ<)
, . .... ~~.. 'lo
'e E.RN5ST J. D,a.F\FLINGER
!:tl OTARV PUliILJc-MINNeSOTA
'. M~ COMMlssrON ~pIFl~ ,.a1.o0
<:0~-P~ .
SIGNA TtIlU! PERSON a ACKNOWLEDGMENT
Tu S/al<m1JJlfJ fOl' Ih~ n:&I PI'OfC'"'Y do.crihcd i" .bis in'lrument
.baWd be .....t 10 tInclude !)lime aDd edd",.. of Grsn.....):
'lIlT." I'1S'I~\':-mN'I' WAS J)R^,~ml) flY (l\jAMH ANI) Af)J>RESS):
Ernest: J. Dal:'fl.;l.nger
Attorney at Law
311 Oak Street
FaJ:1tIington, MN 55024
(651) 463-7).5~
Atty. I.D. 21155
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JUN. 3.2004 12=47PM
DAKOTA CTY ABSTRACT
NO. 224
P.5/33
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::J$HIBIT "An
The fo11owinq desori~ed 1ot, piece o~ parce1 of land situate, 1ying and
being in the County of Dakota and State of Minnesota to-wit:
That part of Lots Four (4) and Five (5) in B1oc~ T~enty two (2~) of
the Town of Fa~ington more particular1y described as: Commenc1ng at
the Southeast corner of Lot Five (5) in B10ck Twenty two (22); thence
West a10ng the south 1ine of.said B1oc~, ~OO feet to a point; thence
running North para11e1 with the East 1ine of said B10ck, 70 feet to a
point; thence running East and para11e1 with the south 1ine of said
Block, 20 feet; thence South and para11el with the ~ast line o~ said
Bloc~ to a point 44.4 feet no~th of the'south line of Lot Four (4).
thence East SO feet to the Bast 1ine of said Block TWenty two (22) to
a point 44 feet north Of the Southeast corner of Lot Five (5); thence
south along the East line of said Block, 44 feet to point of
beginni.nq
according to the plat the~eo~ now on fi1e and of record in the office of
the County Recorder within and ror said County and state. Hereinafter
known as the "benefited property".
Together with a fire escape egress easement over the South 10 feet of the
fol~owin9 described property to-wit;
That Part of Lots Four (4) and Five (5) in Block Twenty two (22) of
the Town of Fa~~n9ton ~ore particular~y described as: commencinq at
the Southeast corner of Lot Five (5) in B~oc~ Twenty two (22); thence
West along the south ~ine of said B1ock, 100 feet to a point; thence
running North para~~el with the East line of sa~d Block, 70 feet to'a
po~t; thence running East and parallel with the south 1ine of said
Block, 20 feet; thence South and paral1el with the East line of said
Block, one foot to a point; thence East and paral~el to the south
line of said Block, 80 feet to the East line of said Block Twenty two
(22), thence south a~onq the East line of said Block, 69 feet to
point of beginning, all being in the Town of Farmington EXCEPTING
THEBE~OH: That part Of Lots Four (4) and Five (5) in Block Twenty
two (22) of the Town Qf Farmington more particu~arly described as:
commenoing at the Southeast corner of Lot Five (5) ~n Blook Twenty
two (22); thence West along the south ~ine of said Block, ~OO feet to
a point: thence runn~ng No~th para~le~ w~th the East line of said
B1ock, 70 feet to a point; thence running East and. parallel with the.
south 1ine of said B~ock, 20 feet; thence South and para1le~ with the
East line of said Block to a point 44.4 feet no~th of the South line
of Lot Four (4); thence East aO feet to the East li.ne of said BlOCk
Twenty two (22) to a point 44 feet north of the southeast corner of
Lot Five (5); thence south a~ong the East 1ine of said BlOCk, 44 feet
to point of be9inning. Hereinafter known as the "benefi.ted
property" .
Said fire escape easement being mo~e particular~y described as creatinq
egress from the second. story Northeast exit of the benefited property
onto the roo~ of the above described burdened property and from the roof
of the above described burdened prope~y to the ground ~evel, via the
West wall, of the build.ing oonstructed on the burdened property.
A11 costs and expenses of design installation, maintaining, and repair of
said fire escape system to be the so~e cost, e~ense and obligation of
the benefited property with the design, location, manner of installation,
and construction of said fire escape system to be approved by'the
burdened property prior to construction thereof which approval shall not
be unreasonably withhe~d..
d.hra.hos~r.exhibit.a
FEB, 11. 2008 12:41PM
NO, 729
P. 2
?r
Limited WARRANTY DEED EScmOW AGREEMEN'l'
.
THIS ESCROW AGREEMENT, made and entered into this c; day
of ,AJ~v.~ Ju... , 19.1i:..., by and between THE HOUSING AND
REDEVELOPMENT AUTHORITY OF THE CITY OF FARMINGTON, MINNESOTA, a
Mi~neso~a pUb~io body corporate and pOlitic, and hereinafter referred
to as "HRA,I' and 2004 REAL ESTAiI'E COMPANY, a Minnesota corporation,
hereinafter referred to as "Developer".
~, the HRA has sold to Developer the property legally
described as follows, to-wit: See Exhibit "AI' Attached Hereto.
WHEREAs, the Developer has entered into a Contract For Private
Sale with the BRA, a copy of such contract being hereto attached,
incorporated by reference, made a par't hereof, and marked EXhibit "BII,
for the development of the property above described pursuant to terms,
conditions, and covenants contained in said Contract for Private Sale
(hereinafter called Develop~ent A~reement); and
WHERKAs, pursuant to said Development Agreement, Developer has
agreed to deliver into escrow a deed to the aDove described property:
and
.
WHEREAS, this Escrow Agreement as part of said Development
Agreement is beinq executed pursuant to the terms and conditions as
hereinafter described.
NOW, THEREFO~, it is mutually agreed as follows:
1. Parties hereto nominate, constitute, and appoint Dakota County
Abstract co~pany, 1250 Highway 55, PO Box 456, Hastings, Minnesota
55033, a$ Escrow Aqent.
2. That said escrow aqent hereby acknowledges receipt of the Limited
Warranty Deed from Developer, as qrantor, to the HOUSING AND
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FEB.11.200812:41PM
NO. 72 9
P. 3
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REDEVELOPMENT AUTHORITY OF THE CITY of FARMINGTON, MINNESOTA, as
grantee, and agrees to transfer and deliver said deed pursuan~ to
the ~Qrms of this EscroW Agreement as hereinafter stated.
3. That upon written notice by the BRA to escroW agent of the
following,
a. That Developer is in default pursuant to the terms of the
Development Agreement.
b. That O~veloper has been properly notified by the HRA of
said default.
o. That Developer has failed to cure said default within the
time allowed pursuant to the terms of said Development
Agreement..
Escrow aqent is empowered, authorized, directed, and ordered to
deliver said Limited Warranty Deed to the BRA.
4. That upon notification by the HRA to escrow agent that oeveloper
has fulfilled all covenants, obligations, terms, and conditions
pursuant t.o the Development Agreement for delivery Of the
Certificate of Completion, the escrow agent is empowered,
authorized, directed and ordered to deliver said Limited Warranty
Deed to Developer.
HOUSING AND REDEVELOPMEN'l' AUTHORITY
OF THE CITY OP FAtUaNGTON, MINNESOTA
2004 REAL ESTATE COMPANY
~y~t1~ [lL
ts presiderat -
bY..~(]~
CHAIRPERSON
and~~~
EXECUTIVE DIRECTOR
f4 ~&:. ~
and :by - ..., ~ - .
It ()- Lb~. 4"
hra\hosmr\escrow.3
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@ 2008 Alexander Communications Group, Inc. All rights reserved.
No quotation without written permission of Alexander Communications Group. No part of this publication
may be reproduced, redistributed or put into an electronic or other information retrieval system without
prior written permission of Alexander Communications Group.
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Lvestigate any successful, vibrant downtown, and you'll fmd a common theme - a good mix of thriving
businesses. These retail establishments, restaurants, service providers, and entertainment venues are an essential
part of the foundation of a healthy downtown. But these businesses don't just open their doors in downtown by
accident. It requires downtown leaders who understand what it takes to recruit and retain these businesses, and
who are willing to put in the effort to do it.
Following are several practical ideas for attracting and retaining the best businesses for your downtown.
These come to us from cities and towns across North America and have appeared in greater detail in the
pages of Downtown Idea Exchange newsletter.
Assess local business needs
Any successful recruitment and retention effort requires an assessment of local business needs. This will
help you determine the needs of the individual businesses in your community and of the downtown or district
as a whole.
A needs assessment survey should be completed by business owners, or by representatives of the retention
and expansion effort who have met with each owner personally.
Analyze the market
A retail market analysis will provide a broader understanding of the market potential of the area and cre-
ate a solid foundation of information on which to base retention and expansion efforts.
The analysis should detail the potential for specific
types of existing businesses to thrive and expand down-
town; the potential for recruiting specific types of busi-
nesses to the area; and the optimum location for such
businesses.
Specific elements of a retail market analysis typically
include:
· A clear definition of the trade area.
· An assessment of competing shopping destinations
to determine how downtown measures up.
· An inventory/assessment of the retail development
and business climate that characterizes the area and
its overall market appeal.
· A calculation of sales potential. In other words, the
sales that could be achieved through business expan-
sions or business openings.
· A list of potential retail business expansions and
businesses to recruit.
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Uncover or develop market niches
A clustering plan for downtown should also be part
of the market analysis work. This involves grouping
together a certain mix of businesses in ways that enable
them to benefit from each other's sales, customers, and
markets.
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Bringing the Best Businesses Downtown
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How do you discover niches? Here are several quick tips:
· Look at niches in comparable downtowns.
· Take long walks around downtown.
· Analyze your commercial space inventory.
· Obtain and analyze sales data.
· Review previous market research studies.
· Conduct a shoppers' intercept surveyor telephone trade area survey.
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Target your office market
You should also think about niches in terms of office markets. A key to successful office space recruitment
is identifying these niches. Your downtown might be specifically geared to back-office users or health care pro-
fessionals or as a regional corporate headquarters. A downtown should think about using its existing strengths
instead of developing a new niche from scratch.
Provide helpful resources and assistance
Offering a wide range of services and resources to help businesses succeed is another integral part of any
recruitment efforts. Downtown New Westminster, B.c., for example, offers businesses the following services:
· Help with writing business plans.
· Assistance in locating retail space by putting a merchant in touch with a real estate agent and helping
negotiate the lease terms to keep overhead low.
· Cutting red tape by aiding with the approval and permitting processes in a wide range of areas.
· Guidance on marketing and administrative functions.
· Information on local [mancial resources. .
Promote nontraditional spaces
A ready supply of available space is an asset common to most downtowns. While vacant land may be
sparse, such is not the case when it comes to the supply of older buildings that can be reused. These types of
buildings hold particular appeal for graphics and media companies, which look for large, open floor plans
and high ceilings that lend themselves to easy wiring.
Such buildings also lend themselves to the back-office operations found in businesses from all industries.
In a smaller city, for instance, a corporation might choose to keep its headquarters in a suburban office park
while consolidating noncore but necessary functions such as a call center or customer service center in a sin-
gle downtown location.
Find creative ways to reuse existing space
Many downtowns are home to several of the oldest and most historic buildings in their area, and they
are anxious to capitalize on the ambiance of these buildings by reusing the space within. When recruiting
new businesses, think about what kind of firms might benefit from the special spatial benefits or situations
offered by older buildings. For example, warehouse buildings are often successfully converted into galleries
and artists' live/work spaces. Old department stores have been reused as factory outlet centers and big-box
retailers. Class C office space has been turned into apartments, old libraries into medical offices, and old
factories into libraries - the options are endless.
Don't forget residential
Retail development continues to be the backbone of many revitalization efforts, but residential develop-
ment is growing in importance. A number of central business districts have revitalized their communities and
sparked investment dollars by creating a downtown that operates 24 hours a day. Residential development is
seen by many as the key to making this happen.
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Bringing the Best Businesses Downtown
For example, over a three-year period, downtown Olympia, WA, brought 300 new housing units to the
central business district. Instrumental in this success was a 10-year property tax exemption, which included
the following conditions:
. Projects must create at least four new or additional units of multifamily housing within the target areas.
· Units can be created from new construction or added to existing occupied housing.
· No existing tenant may be displaced.
. Construction must be completed within three years of the tax-exemption grant.
Target city, state, and municipal offices
It may be difficult to provide modern governmental and judicial services in historic central business dis-
trict facilities. But these services, and the many public and private offices that usually locate near them, are a
sure magnet for drawing people downtown. The purchasing power of staff, the visitors they attract, and other
related economic activity make government offices an irreplaceable boon to many downtowns.
Increase the level and quality of downtown promotion
An active downtown organization that has a strong identity, produces events, and organizes promotions will
make downtown a more attractive place for the retailers who are already there - and those who are looking to
relocate downtown. Downtown organizations have sponsored everything from "Buy Local" campaigns to festi-
vals that bring crowds of potential new customers downtown. Be sure to showcase the efforts of these organiza-
tions and their successful promotions to potential recruits - it lets them know you are there to support them.
Improve the appeal and image of the downtown area
Downtown's got to look good to do effective recruitment. This means cleaning up the streets. A good
low-cost method is honoring merchants who clean up on their own. If this doesn't work, resort to a special
assessment to hire cleaners. Also, look into facade rebate programs and establish sign or window display ordi-
nances to improve downtown's image.
Inventory all your resources
Inventory your resources so you can impress recruits. You're going to need to brag about your downtown,
so do some research: What are your demographics? Population density? Median income? Ethnic mix? What's
your proximity to buses, parking, trains? Also, understand downtown's deficiencies, so that you are prepared
to counter any attacks.
The characteristics of each downtown determines what information should be used. For instance,
Petoskey, MI, is a resort community, so the data it posted on its website includes the number of hotel rooms,
marina slips and their utilization rates, retail
sales and projected demand, demographics,
seasonal data, and available locations.
Create a database to track availability,
including lease status
The Downtown Dayton Partnership devel-
oped a highly systematic process for recruiting
businesses that relies heavily upon a series of
databases. The databases include listings of
every building in downtown, every business
(from those with one employee to those that
employ thousands), and all available properties.
The database can also be used to retain busi-
nesses by keeping track of lease expires. When a
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Bringing the Best Businesses Downtown
lease is coming up, !he Partnership contacts the business ahead of lease termination to head off any potential
business losses.
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Create printed catalogs of available space
Having databases isn't enough. You need to create published catalogs of available properties that provide
hard-copy versions of the listings. Hard-copy listings often range from three to four pages, and include pho-
tographs, maps, and floor plans. When talking with prospects, you can supplement the hard copies with a
printout of the most up-to-date information.
Create window displays in vacant windows
Another tactic for making vacant buildings look lively while waiting to attract new tenants is to decorate
and light the windows. Some downtowns have done this by having volunteer organizations "adopt" windows
and stores for holiday decorating. Others have showcased the downtown art scene or children's art or essay
contests in the windows of vacant buildings.
Create a full-blown recruitment package
As part of its effort to attract new business development, the Forest Park, IL, Main Street Redevelopment
Association compiled information about the downtown in a business recruitment package that includes:
· A letter to the prospective business.
· A summary of recent and upcoming downtown developments.
· A list of promotional activities and resources available to business and property owners.
· A list of available properties.
· A list of incentive programs such as a building improvement low interest loan program.
· Current demographic data for downtown and the surrounding five miles.
· The most recent issue of the downtown newsletter.
· The most recent issue of the community guide.
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Put your package online
Downtowns of all sizes are putting their recruitment packages online, making it easier than ever for
new and relocating business owners to learn about their downtowns.
Downtown Cedar Falls, lA, created the www.silicorn.net web site to recruit more high-tech businesses to
the central business district. The name was cre-
ated to blend Silicon Valley with Iowa's tradi-
tional agricultural influence. Among the
information on the website:
· Available technology services.
· Available business development assistance.
· Financial institutions.
· Education and training facilities in the
region.
· Success stories from high-tech firms locat-
ed in Cedar Falls.
· Community information, other helpful
links, and a technology glossary.
4
Hold an open house
The City of Newport, KY, hosted an
"Investor Fest" to aggressively promote proper-
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Bringing the Best Businesses Downtown
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ties for sale or lease as fITst-floor locations for new businesses
or second-floor loft or office development. Participants received
an orientation focused on recent revitalization efforts, an infor~
mational packet, and a self-guided tour of downtown.
To attract business owners, promotional flyers were sent to
the city's own in-house database of people who had made
inquiries about property and businesses throughout the region
that might have an interest in expanding.
Get out and recruit
Downtowners from West Palm Beach, FL, have had suc-
cess attending the annual meeting of the International Coun-
cil of Shopping Centers. They host a booth at the event to
promote downtown West Palm Beach to investors and new
retailers.
On a smaller scale, Pomona, CA, has had good luck seeking out fledgling entrepreneurs at local flea
markets. Many people start their businesses by selling merchandise at weekend outdoor flea markets. As their
businesses grow, successful merchants often decide to move to a permanent location downtown.
Create a business-to-business directory
A downtown business-to-business directory - in essence, a yellow pages for downtown - is a great
retention and recruitment tool. Several downtowns have created these by working with the phone company.
The directories should be designed for CEOs, office managers, and purchasing agents, and should encourage
them to patronize other downtown businesses.
. Create a consumer guide
A useful recruitment and retention piece you should also consider is a consumer guide that is distributed
to all downtown employees, residents, and visitors. This guide should provide coupons and information on
downtown restaurants, entertainment, and retailers, along with their hours of operation and location. It's
another good way to show potential businesses how you will help support them. Publication costs can be paid
for through advertising.
Remember to focus on retention
Many downtown organizations focus their efforts on bringing new businesses to their communities.
Although this is vital to sustaining a thriving downtown, it is just as important to concentrate on retaining and
strengthening the businesses already in place. In fact, a program aimed at strengthening existing businesses
will significantly enhance a downtown's ability to attract new ones. Plus, business retention and expansion
programs are generally less expensive than business recruitment efforts.
One of the best ways to help current businesses thrive is to increase business owners' knowledge of
sound business practices. Consider some or all of the following strategies to help your existing businesses:
· Provide one-on-one business counseling sessions.
. Develop visitation teams (usually made up of two or three people who visit with local business owners
to determine their needs and link them with information sources).
· Provide referrals to service providers.
· Host business owner get-togethers.
. Distribute assistance directories that list technical and professional assistance available in the community.
. Distribute financial resources directories that list financial institutions, loan, grant, and other programs.
· Host training seminars, workshops, and conferences.
. Establish a downtown information resource center that provides information, technical assistance, and
counseling to business owners.
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(~owntown Research & Development Center
~1712 Main Street - Suite 187B, Boonton, NJ 07005
Telephone (973) 265-2300 · Fax (973) 402-6056
Ernail: info@DowntownDeveloprnent.com
Website: www.DowntownDeveloprnent.com
@ 2008 Alexander Communications Group, Inc. All rights reserved.
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Essential Information For Downtown Revitalization ...
Vol. 55, No.4. February 15,2008
Parking
Downtown finds cell phone a good,
low-cost way to pay for meter time
People parking in metered
spaces around downtown often risk
not feeding the meter as much as
they really should, or even not at
all, simply because they don't have
the change handy. The best solution
all around is for downtown to offer
more flexible on-street payment
options.
The big disadvantage of meter
payment alternatives, such as 'pay
and display' multi-space meters
that can accept credit cards, is that
they can be pricey to implement
and maintain. A flexible and less
costly alternative is payment by
mobile phone. Drivers have had
that convenience since November
2006 in West Palm Beach, FL
(pop. 82,100).
Success of parking payment
cards whets public appetite
Several years earlier, the city
had purchased 1,500 new single-
space meters that could accept pay-
ment by smart card. To maximize
the benefit of its investment in new
meters, the city advertised and
(Continued on page 4)
Transportation
Free transit zone aims to ease traffic,
parking, air pollution downtown
Operating a free transit zone
downtown can encourage people to
park on the outskirts of the CBD,
and then catch a ride into the heart
of the action.
Ideally, this means less traffic
congestion and air pollution for
downtown, and less hassle and cost
to park. While good ideas don't
always gain traction with the pub-
lic, this concept is catching on in
Annapolis, MD (pop. 35,840),
where the Free Transit Zone is a
designated route through the his-
toric downtown area.
How free transit zone
service works
In November 2006, the An-
napolis Department of Transporta-
tion added bus stops between the
east and west ends of downtown,
where parking lots are located.
(Continued on page 4)
Decorative tiles
celebrate downtown
The downtown organiza-
tion in Berthoud, CO (pop.
4,840), found a way to raise
funds and celebrate down-
town at the same time. The
organization began selling
bas-relief tiles that depict
images and icons specific
to the small town known as
the "Garden Spot." One tile
shows a Victorian home, for
example. A local artist de-
signed, pressed, and glazed
the tiles. Berthoud residents
can use the tiles for display in
or out of doors, and incorpo-
rate them with other tiles.
Each tile is $25, and will be
produced in limited quantities.
Presentation of the new tiles is
held in conjunction with the
downtown's First Thursdays
Shop Late campaign.
Inside this issue
Perspectives: Technology is
just a tool like any other. ... 2
How do you know when
you've maximized right of way
accessibility? . . . . . . . . . . . . . 5
Free Wheelin' bike borrowing
program offers alternative for
getting around town.. . . . . . . 7
Be aware of challenges in
countering graffiti.. . .. . . . . . 8
@ 2008 Alexander Communications Group, Inc. All rights reserved.
Please start/renew my one-year
subscription to Downtown Idea
Exchange for $227.*
NAME
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FIRM/ORGANIZATION
ADDRESS
CITY
STATE
ZIP
PHONE
FAX
EMAIL
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Boonton, NJ 07005-1450
iJI FAX: (973) 402-6056
it PHONE: (973) 265-2300
@ EMAIL: info@DowntownDevelopment.com
. North America, $227. Elsewhere, $257
Qncludes airmail delivery).
N15
2
Perspectives
Pioneering use of technology sheds light
on the power of volunteers
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By Chris Wilson
This month, columnist Chris
Wilson, director of Main Street
McMinnville, follows up on an arti-
cle in our January 15 issue, which
discussed his downtown's innova-
tive use of modeling technology
and its benefits for downtown.
The project is called simply, 3D
Downtown.
3D Downtown has been a
great way to bring different parts
of the community together that
normally do not come together.
What I mean is GIS engineers and
school teachers, CADD operators
and historic preservationists, and
municipal planners and CEOs.
Each learned about how the pro-
ject would benefit downtown.
Because the project involved
taking pictures of all individual
faces of the buildings being mod-
eled, it required the participants to
see many of the buildings' rear
faces for the first time and really
study them. This gave them a
new appreciation for the buildings
and their shortcomings. One par-
ticipant was quoted as saying
"the businesses and property own-
ers have neglected their back
facades. If the public can see any
part of your building it should be
maintained ."
I presented this project to a
statewide Tennessee Main Street
Program downtown managers
meeting several months ago. The
state tourism division was there
and mentioned how great this tool
would be to market our down-
towns. Many people can only see
.
our downtowns in photos in a
brochure or on a website, but this
gives someone a chance to view
everything. And since the 3D
buildings are combined with ter-
rain imagery, those in hilly or
mountainous terrain can really
give a view of the area that sur-
rounds them.
From a design standpoint,
one manager said this technology
would have been very helpful in a
public meeting they had as they
searched for solutions to a mod-
ern multi-story building that was
going up in the middle of his
downtown historic district. No
one could see how it would affect
the buildings around it. If they
had the 3D technology they
could have collaborated with the
developer to make it work for
everyone.
In terms of increasing expo-
sure for downtown, the project
has been very good. We received
coverage in local newspapers like
the Knoxville Times Sentinel, busi-
ness journals like the Cumber-
land Business Journal, and blogs
on Google Earth and Google
SketchUp. The state put it in their
'Hot Sheet,' an economic develop-
ment e-newsletter that is emailed
worldwide. And the project has
been chosen by Google as a case
.
D Web Extras
~ To learn more about 3D
Downtown, as described by Chris
Wilson, and Google's "Visualize your
community in 3D" pilot program, visit
www.DowntownDevelopment.com
and click on Web Extras.
.
Downtown Idea Exchange . www.DowntownDevelopment.com
February 15, 2008
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study to help other communities
replicate it too.
You can never gauge how
well a message gets out until you
get a phone call about it or some-
one mentions it. This has hap-
pened several times when people
not associated with McMinnville
have called or commented in a
conversation about this project.
We know that the article in the
Knoxville paper was among the
highest emailed articles they had,
which means many people emailed
the article to friends and business
associates.
So from a public relations
standpoint, it has been generating
positive reactions from inside and
outside McMinnville. Our involve-
ment in this project and the press
coverage shows that we are a city
with a vision, and that's very posi-
tive in terms of inviting economic
development opportunities.
Technology is a tool just like
any other. The key is to find the
technology that is most cost effec-
tive, easy to learn and maintain,
and that can most positively affect
your downtown.
Technology is a great market-
ing, design, and management tool
in an arsenal of many choices.
For example, Downtown Mc-
Minnville utilizes technologies
including webcams, websites,
e-newsletters, downtown Wi-Fi,
3D modeling, graphic design,
web site and photo editing and
databases, podcasting, and video
editing software.
These days, if you don't use
technology to increase your pres-
ence, you are losing out. It is there
for the taking. It can make a dif-
ference. You can be as specific or
as broad in your approach as you
want to be, but it has to be part of
your downtown.
February 15, 2008
For instance, if people cannot
find information about your down-
town on a search of the Internet,
then you better put yourself there.
No matter how small or how large
your city is, most people are using
the Internet in some capacity. Get
noticed or at least be able to be
found.
But use of technology also
has to be balanced with more tra-
ditional forms of marketing,
design, and development activi-
ties. Technology will continue to
playa big part in downtowns
across the country. We have the
ability to compete with any and
all downtowns and other destina-
tions and attractions with the use
of technology. But as with any-
thing, technology must be evaluat-
ed for each project you plan to do.
More technology might be best or
less may be more appropriate. It all
depends on the return on your
investment in terms of the time it
takes to learn, use, and complete
the project with the specific tech-
nology and/or the cost of someone
else doing it for you.
These days again, if you can
dream it, chances are the technolo-
gy is there to make it happen, or at
least enable reaching your goal
within a reasonable cost.
Finally, I can't stress enough
the value of volunteer collabora-
tion with others in the marketing,
design, and high tech fields. They
can help you find the desired solu-
tion within your budget.
Chris Wilson is director of Main Street
McMinnville, TN. Contact him at main-
stmcminn@blomand.net. .
Downtown Idea Exchange. www.DowntownDevelopment.com
3
Downtown finds cell phone a good,
low-cost way to pay for meter time
- continued from page 1
actively promoted its meter pay-
ment cards, and also placed change-
and card-dispensing machines in
various businesses for the conve-
nience of downtown users.
The public response to these
conveniences was positive, and
people soon requested the ability to
also use credit and debit cards for
on-street parking. But the city
could find no affordable options to
implement that.
"If we went with multi-space
meters, the cost would exceed
$6 million for purchase and instal-
lation and training for the public
and our meter technicians. If we
upgraded to [credit/debit card] com-
municating meters, the price was
still over $1 million. These alterna-
tives were also extremely time-con-
suming, since we would have to
remove meters and poles; install
new machines; and change existing
signs. In the end, both of these
choices brought the convenience,
but at too high a price," says Sue
Olley, city parking administrator.
Setting four criteria simplifies
vendor-vetting process
Next, the city looked into
working with several pay by cell
phone providers, but found a num-
ber of limitations that various ser-
vices presented to be unacceptable.
For example, some of the proposed
systems did not link with the city's
database for audit control, or
charged fees to the driver for the
ability to use on-street credit/debit
card parking.
City parking staff then devel-
oped criteria for implementing
credit/debit card use for on-street
parking. This included:
4
· Minimal capital and hard
costs to the city.
· Easy for customers to use.
· No additional cost to the
driver.
· Interface with current meter
system.
In the spring of 2006, MacKay
Meters, the same vendor that sup-
plied the city's 1,500 new single-
space parking meters years earlier,
approached the city about a new
cell phone payment concept that
seemed to meet all these criteria.
Working out the kinks of new
payment method
As with any new high-tech
system, there were a few kinks to
work out before introducing this
service to the public. The first was
converting the city's alphanumeri-
cally coded meter database to a
new number-only system for meter
location identification, so that a
motorist wouldn't need to know
how to send a text message to say
where he's parked. Second, there
were contract issues that needed to
be resolved with the vendor.
Third, the city had to set max-
imum time limits for each meter.
Without these, if a customer for-
got to call back when leaving the
metered parking space, he or she
could be charged forever! The
city parking staff determined that
a $3 maximum was the most they
wanted their customers to face.
Fourth, since this was part of
a larger parking program change
downtown, creating and placing
new stickers on every meter was
time consuming, but had to be
done.
Strong publicity efforts as the
program was being developed
helped the city parking staff get its
local Sprint/Nextel franchise to '
donate three of the six Palm Treo
smartphones it would need for
enforcement, as well as six months
of airtime for those phones.
The cost to implement this
program was surprisingly low:
· Labels $3,200
· Smartphones $ 800
· Overtime labor $1,500
· TOTAL $5,500
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t
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Making it easier to park down-
town means more visits
Mayor Lois Frankel made the
first pay-by-phone call during a
press conference introducing the
service. "This is a great system for
motorists, but we also
did it for our down-
town businesses," she
said.
"Making it easier
to park downtown
means that shoppers
and diners will be
more likely to pay us
a visit and patronize
some of our great
merchants."
After 15 months,
the pay by cell phone
program has been
For enforcement, each parking officer in West Palm Beach
carries a smartphone.
Downtown Idea Exchange . www.DowntownDevelopment.com
i
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February 15, 2008
.
widely accepted. The city now has
over 2,500 registered users and
averages 140 cell phone parkers
each weekday. The portion of the
city's on-street meter revenue paid
by phone is five percent overall,
and as high as 15 percent in some
areas around downtown.
"Pay by cell phone technology
has brought added convenience to
the downtown parker in a variety
of ways," Olley says:
· Downtown parkers no longer
have to search for change.
· They only pay for what they
use (no more guessing how many
quarters to put in the meter).
· They have a detailed state-
ment for on-street parking if they
are able to turn in receipts for
reimbursement or billing clients.
· In areas without a time limit,
parkers do not have to return to the
meter to feed it. They can call
from the comfort of their office
and renew their time.
· The program has brought
credit card payments to on-street
parking for a fraction of the cost to
convert to 'pay and display' or pay
by space meters.
Parking violation appeals are
also easier to settle. "If a person
paid by cell phone and says he had
paid through a certain time, the
report detail allows us to check
that to the second," she says. "We
can show the individual when he
started the transaction and when
it finished."
.
.
Program's expansion will
include parking lots
Although the system is easy to
use, there were some interesting
issues that popped up when it was
first implemented. The city park~
ing office staff members were
trained alongside the enforcement
officers, since they would have to
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February 15, 2008
Downtown Idea Exchange . www.DowntownDevelopment.com
5
explain how the system worked
and be ready to answer any ques-
tions about it.
"One driver called the office
upset because he had received a
citation. He thought that he could
move from meter to meter and, as
long as he did not run out of time,
the system would know that he
was parked legally anywhere in the
city," Olley says.
But since the system is based
only on parking meter post ID, the
enforcement officers had no way
to track his license plate from post
to post and therefore issued a cita-
tion. "We were very flexible with
this situation and the few others
like this that occurred during the
first few weeks," she says.
What's planned to further
enhance the program? "We would
love to be able to offer a validation
program for our businesses, espe-
cially for those who need quick
turnaround," she says.
"We are also working with our
pay by cell phone vendor to provide
cell phone payments in our parking
lots by using license plates, instead
of meters numbers. And we'd like to
be able to offer a call-back system
when the meter is about to expire."
Better compliance through
better payment options
Bottom line: The pay by cell
phone system provides credit card
payments on-street without the
high cost of converting single-
space meters or purchasing or leas-
ing large multi-space meters.
"It [also] reduces the city's lia-
bility by reducing the number of
coins that collectors need to carry.
For us, it has been a win-win,"
Olley says.
Despite the program's success,
smart cards continue to be used for
parking, and account for three and
a half percent of the city's overall
on-street revenue.
"When we started our cell
phone program, we wondered if
we could do away with our meter
cards. We found that our customers
like having a variety of options.
We also found that customers will
use the payment method that they
are most comfortable with. Meter
compliance has increased, as there
is now no excuse not to pay the
meter."
Contact: Sue Olley, City of West
Palm Beach, (561) 822-1500, solley@
wpb.org. .
Design & Capital Improvements
How do you know when you've
maximized accessibility?
In the course of alterations to
downtown streets, sidewalks and
other public rights-of-way, plan-
ners and designers have a unique
opportunity to maximize accessi-
bility for all of downtown's resi-
dents, workers, and other visitors.
The challenge comes in ensuring
that design changes are taking
advantage of all of the many
opportunities to improve accessi-
bility, including access for blind
pedestrians at street crossings,
wheelchair access to on-street
parking, and pedestrian access to
sidewalks and streets, including
crosswalks, curb ramps, street fur-
nishings, pedestrian signals, park-
ing, and other components of pub-
lic rights-of-way.
In addition to working in the
public interest to create the most
usable spaces, downtowns must
also consider the threat of litigation.
If the public believes that a
more accessible result might have
been achieved, designers may have
to defend their decision-making in
court. If reasonable care can be
demonstrated, then accessible
design carries no more risks for
public agencies than the design of
other roadway features.
The best guidance is to
approach accessible design and
construction with the same care
and commitment as all initiatives
and to document staff training,
planning and design procedures,
and decision-making processes.
Members of the United States
Access Board's Public Rights-of-
Way Access Advisory Committee
make the following recommenda-
tions:
· Designers need to expand the
depth of their analysis and think
outside the box.
· Designers should seek assis-
tance from people with disabilities
in the community. Consider their
opinions and recommendations.
Get input, advice, and support from
local advisory committees.
· Designers must recognize that
the first solution to a problem will
not often be the best. Look hard
and wide for creative solutions.
· Keep track of everything con-
sidered. Document the analysis
work, findings, and decisions. Save
them in the permanent project
record file.
· Select the solution that best
balances the needs of all users:
people who use wheelchairs, peo-
ple who have vision impairments,
and other pedestrians, young and
6
old. Avoid solutions where roadway
improvements are fully realized at
the expense of pedestrian accessi-
bility.
· Develop, adopt, and use a
standard method of design review
and approval.
· Be prepared to defend your
decisions in a potentially adversari-
al situation.
The recommendations above
provide no guarantee that a project
design will not be challenged.
There will always be someone with
a second opinion or a better design
solution. However, if the scope of
the project is clearly defined,
research is adequate, and the
method of selecting the preferred
alternative is clearly documented,
the solution can be adequately
defended.
It is the designer's responsi-
bility to develop the expertise
needed to evaluate potential alter-
natives before confirming an
engineering solution. Note that
cost cannot be the basis for elimi-
nating workable alternatives in a
planned alteration.
Source: Accessible Public Rights-of-
Way: Planning and Designing for Alter-
ations, United States Access Board,
www.access-board.gov/prowac. .
.
Free transit zone aims to ease traffic,
parking, air pollution in downtown
· Passengers may transfer for
free to other free routes at desig-
nated transfer points.
· Passengers must pay to
transfer to a pay-as-you-go county
connector route.
"Since parking is limited
downtown, the Free Transit Zone
allows people to park remotely
outside the core and take the free
transit to the downtown area. The
entire Free Transit Zone connects
all of the city's four parking facil-
.
- continued from page 1
One of the stops is next to a
bridge that connects to downtown;
the other is next to a recently-
opened transit-oriented develop-
ment that anchors a secondary
commercial corridor leading into
downtown.
The free service offers a lot
of flexibility in getting around
downtown:
· Passengers can use any of
four designated routes free of
charge.
.
Downtown Idea Exchange . www.DowntownDevelopment.com
February 15, 2008
.
ities along the route so there is
ample parking throughout the
zone," says Mike Miron, director
of the city's department of eco-
nomic affairs.
Service benefits quality of life,
business appeal
Besides alleviating downtown
parking issues, traffic congestion,
and air pollution, all benefits that
support the city's Regional Trans-
portation Vision and Master Plan,
"the free transit zone can also
provide an incentive for business-
es looking to attract local employ-
ees. Businesses can also use the
buses and bus stops for marketing
and advertising," comments
Karen Gindes, marketing associ-
ate with the city's department of
economic affairs. In particular,
the service seems to be invigorat-
ing the corridor from the west end
leading into downtown.
Over 7,000 people per day
visit the Annapolis area, and "the
bus stops within the free fare zone
are our most heavily traveled,"
says Danielle Matland, the city's
director of transportation.
Miron estimates that ridership
inside the zone has doubled in the
first year.
"The drivers estimate about
five to 10 new faces on each route
daily. More people are riding the
bus within the zone to get from
point A to point B," he says.
The city-funded program costs
approximately $60,000 per year to
operate.
Contact: Mike Miron and Karen Gin-
des, City of Annapolis Department of
Economic Affairs, (410) 263-7940. .
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February 15, 2008
Downtown Idea Exchange . www.DowntownDevelopment.com
7
Idea
.Exchange
Revitalization requires
many participants
Gosnells (Western Australia,
pop. 85,100) was recognized for
innovation in revitalizing its town
center with a Downtown Achieve-
ment Award at the International
Downtown Association's annual
conference and world congress last
fall. But the efforts wouldn't have
succeeded without the involvement
of many individuals and organiza-
tions. "This project was a real
team effort," said Mayor Patricia
Morris. For starters, state and fed-
eral government assistance were
essential to converting a $5 million
start-up contribution into more
than $80 million. The mayor also
recognized the residents and busi-
nesspeople who helped make the
project a success, saying, "Without
the support of them and the wider
community, this project would not
be the success it is."
Among the project's accom-
plishments are significantly lower
commercial vacancies, improved
streetscapes and new public art, a
business incubator, and a new town
square. To help maintain those
improvements, the city hired an
economic development manager.
Be aware of challenges for
anti-graffiti programs
A U.S. Department of Justice
"Youth in Action" bulletin offers
strategies for overcoming these
common challenges to starting and
maintaining a successful anti-graf-
fiti/vandalism program.
· Taking on too much. "You
and your group of volunteers won't
be able to fix or prevent every
instance of vandalism, but you can
make a substantial difference if you
stick to the goals of your project
and are persistent," it says.
· Maintaining interest.
Among the best ways to keep vol-
unteers interested and involved are
8
.
"making cleanup work fun, publi-
cizing the results of your project,
. .. celebrating your successes, and
thanking sponsors and volunteers."
· Maintaining resources.
You'll find funding and support
much more forthcoming if you have
a clear set of goals and a sound
plan for the project. Also keep in
mind that "thinking of goods and
services you need rather than just
asking for cash can open doors:'
Downtown parking strategy
focuses on high turnover
Among the frequently asked
questions at the Portland, OR (pop.
529,100), Office of Transportation
web site is: Why doesn't the city
have a downtown residential park-
ing permit program like neighbor-
hoods adjacent to downtown? It's
a question that could be asked in
many downtowns.
The answer outlines a strategy
that is also applicable to many
downtowns: ''The complexity of
downtown is quite different from
the adjacent neighborhoods. ... In
downtown, the scarce on-street
resource must be managed to have
high turnover and serve multiple
businesses rather than warehousing
a car all day. City council has iden-
tified the following as priorities in
city-owned parking, short-term
(under four hours), carpooling, and
long-term. As of 1991, all meters
in the downtown core were convert-
ed to I-hour, 90-minute, 3-hour,
and some quick stop 15-minute
meters. ... Only the furthest edges
of the central business district have
5-hour meters." .
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Downtown Idea Exchange . www.DowntownDevelopment.com
February 15, 2008
1
'1 l!:\.U~ea
I County
SEC-'f-ION-B
--, -..---------- --- _.- '---
DAKOTA COUNTY TRllB1!JNE-
'"M~RCH :1, l~m3
i, !p,m,.
.11"--':30
,lings Ci-
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lrination
Manage-
-ow
--....-" j ,
to
re
e..".".'.
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t
said, _:::';:l:onsolidated. eHort" u will 'oe -said-HRAwiU nave---$30;00() tH - ...:..-
"I can sit here and tell you ri'ecessary between Ute- HRA, $35,OOO.in its-general--fund-bel-
~ will test FARMINGT~N:- The city what's Wl'ong with lFarmingi.on planning cOmn:Ussion and task w~n July and De~ember after It
is for tor- council has dIrected attorney and so can half Ute businessmen force i.o fill vacant' spots and makes payments It .owes: '
,-WeElRcs Er:nes~ Darflinger to draw up here. We need bodies.. we n~ refurbish oUters, bef9r,e fillin~' ~ecause of that time hne, AkIn'
,rding 'to cnterla ,11>r hirmg economiC hOUSes. we needpeop1e sllUwlng--th . ' - slud the nextda , he hopes lo
d. . t analysts to aid 10' downtown here". he sa'd I~ter' ,'n the . ' . have the .~s . ror"e 10 p ace 'I
Irec or ._ ' ." ,,' u He saId that mIght entall-'.'~'.- ...._..E_....,--. ,.
\1:inneso18 redevelopment: meeting " \'n t" t' .. Of. ~'" July,., He. suggested at the
D rfl . th H' d . . vOlun....ry par ICIp3 Ion 0 12.... t' tho t' . J.ta ts 'h
;afety. At, . a, inger ,IS e o';'Sl?g an Only the CO':lDCII '!Iembers istin businesses, and added ,that mee. mg, a consu, n mlg t
I the state Redevelopment Authonty s legal voted on the motIon to time Darn- HR.! incentives such as low in- be hIred be~ore ~t time under 11
counsel. HRAwill be'the ultimate inger. His ,fee for the work was terest lOans might be aVaiiabie~ ,~Of1!rac.t stJPlIlatln.g that no pay.
al govern., decision-making authority in any It;ft open to avoid e~ther limiting "It should all ,tie. together,..to ment would be made b~fore July,
ps to test plans for downtown, redevelop- him or granting h,m a "blank t . Un h .. h - The size and compOSitIOn of the
, the drill ment.' " . ; check" The council approved the cr~ e a t~mq~e ~ tll OS~t~~' & task force were not defined at the
Torna do Ata special joint'-n'ieeting Mon.~- moti~1JnanimouslY and directed bsal k'. no 109... age ;IY IS. emt - meeting, .Akin recommended flYe...-
. d IF b 28 th '" '1 lIRA '. ar 109 on ..- on -ran..e proJec. r be dr ' I
:h will be ay,.~." e c~un~1 , ,; him to report back by Apnll. ' .0 seven l;TIem . ,.-5, awn m.;ltn y
~udy 'Per- -pla-nnrng-c-ommfSS-wn-a-nd _, _ . _~ -.---. -- --, - - --. -,'- ,,_~~fl!oJ1Lthe ,bU5~nE!SS,.c_omrnulllty,.-,
reprE!!!entati~es of ,th.e _Chamber . The ~ole oU)j~ ~sk force was.-=-l}.M. Goa:g~, clf~ at~orney, Other parricipants "favored a,
of Commerce bramstormed ,on bdl' d ' . told the council many bUSlOesses--Iarger 'group-wlth.-rnore -par.
,rriergency the issue of redevelonment. The toroHRAa 'I sAkiee~ as tSedn a "vThlsor>, tone nave not le.ft Farmington, but tl'cI'patio' n of non-bu. sinessmen,
nating the" n no 12 10 en- h nl I 1 d--..th' th .. ' '
tn underlying assumption was that r f th 18 k.f . . t f aye 0 'I re oca e ,WI In ,12 CI- Ak i n told .c.omrn,iss ion
more ,an a task force will be appointed to dlon, o. e oks. or~~ no -~~d::e ~, outside the d~wntown area. ' meinbers to begin talking to
ndou::t:::; work with other agencies on the ili=~-~a m~:.~t~ "Referring i.o "negative press arid residents at large business
question. _ 12 Is,on-malOg 'I, negativ~ a!litud~s,''' ~e, sug- owners and farme;s to find
I~~~h.~~ The task force and consultants . ~ gested., Let s say It: s gomg to Qe ,names,' of potential task force
. f will foc~ on the tax increment He ~dded thaLaRA ha~ the a ,~5k ~orceto improve .the members.
~n.:~ 'district;. which is essentially the authority ~o caITY out reae~elop- ~~~toWn area (i'alfiefllilUisave .
eight-block downtown area. bul ment I!roJ~ts 10 the tax mcr~ It)._
1 _ -'_ will also consider business aclivi- ment district. J 1m Gerster, a Charitbe~' 01
le_ o.rn......... - . '=- --
, ,_ . . . ... '. . " ,Tooker-said:""The only way-tax --agreed. :}-!.Ws-a-litan~H;tar-ts-
:e-(NWS)--_Ma%fP~nSincrel1itmt-fi~orkririfnere. 1 stand 10 .my, store and ,saY .
~d~h:IMia,!l~ "almos, t a foregone col\,tlusion" you~v~an1Ovestormtllecom- lhe~e's nothlJlg ,he.re, It's need-.d fo' r
iducaf 0-. ~t the, city will need h~lp from, llI~tr. The consensus of par- dea~...But ~e couldn t fIt the new ~-
) Ion professioDilI consliltarnr--- ' tJClpaqts-W8s-thal-the task force busmessss-11l- the_ollLdowntown.-~ - -1"-
, ,"The' way, to get this off' the would help HRA locate investors. area." . I ~S '0 r c,e
Ival\ng the ground is to-use' c19nsultants. .1 Dick~,. Chamber of He said businesses will r~ist ' '
~t .system don't.see any other way...1 for Commerce president, s~id, locating in Farmington if the, ffil- - F' NGTON - The -cifv has
,:;.: Pfti ~ wouldn't wont). ,it 00 tho, """"'..... to be """!' ...-ng. 'I\'; or ,doad _''',,~n """"IS. "", out · "II .'" ~idnnlS "
, ted't".' task force-arid say totheHRA !~:, What l~ one-~uslne.ss~say~, ._Werd-o~-mouth,~dvertlslOg"~ "-se~e'-on.-a'd(jwntown"~elop" -------
!S ; :r., . Here's our ideas' and three 'I U' come mto thIS bwlding if, the best thlOg a busmessman can. 'mifrill1iSR force . '
on. a tho years down the lin~ find out we you'll do this to it,' andanother--have," he concluded. At~ondaY's ~pecial meeting of
rJs_ In e were ~80 degrees out of phase," .....one says.. '~'1l .come, into thi~ Darflinger, sa,id" ,"q;he the city cowiciI. HRA. p1aaning
. __ ;- -'/\kin-said; (otl:1e~)bl!lldin~f.l~ !!.~<?that,=d?wnto.wn-15.not dnng;-Jt.:_S-J~t-commission ,and ,. Chamber of ,,', .--: .
Most of, the participants seem- and th;"two a~ dlametncally oIr disordered at the presenHlme,...- eommercei- Mayor Palr-ick-Akin--~,'-:" .
ed to agr-ee. Carol spru~. ~ ~~. _' . .' , asked members,-of-thm;e-gf'6l;1fl& . :
tll" n S~ member of the planning commis- ,AklO agr~--~t th.7r:e-,wouJd - ~~yne Henneke, ac.ting!:1.lY ad- ",-to 'begin..collecting. n.arnes fpr_ the
Ii sion, i!dded. "We'll need profes- ~ave to be contit;1U1tY 10 plann- mlOlstrator. told. the group H:R:^ task.forc~.-
siulJal c;:ons'til_lal1ts-to-h-elp-oeter" _,mg.- _.n~q~lOne(Ltbe_J~e"t '~as no (unds until July w~e.n lax The city seeks representatives
'_ mine what's not.working, what's day, he explalOed that some IOcrement paymentsamve. .He of business"agricullure and con.
_pon.",~c'.. , .. __---'-~~..:;n;~:i'~..
~llhs ~ L.__ 'on 0 _ ' members has yet to ~ delerrnin-
~ hIS aneg. d~;.;.;t"th~mem,~un.c,IT-SU~----- - ,.' ' . ' ,--
!tGn!s_Aut~_gestea the consultant wotk be 10 . , ~ Ie" .
~ . d b tl e onn 0 economIC .;Ina 'ISIS. on~ulJlers w 0 shOp pnmanly
> lssue " . ' . 'F . t d' th' h
. R b "t .. An economic study should come' - m annlOg on an. ose w 0
b 24 0 er first. It can be an entic;ement to d ~ - - s~op elsewhere wl,lI be con-
. f' 'th investors" he said. _ more OlAumants- -- , sldered:- The gruup-assembled
~~~. i1'~'''""..''''ywould'''lp . . ... ~ . ... MOOdaY.'" .oc""';, ..n.I",.
, d W . investors obtain financial baclt- . , . -.' tlOn.
I ~~~': ~ing ~uld::comrince- . .The Dakota:eou"'t.y-Recorder's Orfice repOrts a 39% increasein'Uie _-:"':rne~ta;s\(:rorce will-work with
J1' to tti~ barikers::tflai -a :-gfven buSiness __number of.-documents pr~c~s~,?:ou~lOg J!!n~a.!y 1~~::_~~~I'~d_-.-prol~lona1 ~im;wlants,and-'Jic-- - - '
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ts, _ and Comm~rce represenJ:atlve, had His offIce handles varioUS pocuments, including those invQlving ,'Residents iQteresteO ,in work- '-,'
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W '1.'1 consul~hts. ~,We_"~d.. C2..1'\: claim deedS., '.: "'-",.. :-.... TeVltalize Ute downtown ll,rea
; o~.:rll_~~, ~ultants down.here 19 figure park- Fees collected duru\g, January 19~ incl'~llsed 37% ?VerJllnl.lary ,sbould_co!'i!act,citY,hal.l, ~OlIIIdl. ~', --
p Y_. 109' lots;-..this-and that, and 1982. A total.of$1.8,069 was collected-lO Januarv 19113..Wllh..$1l,23l.co1,c m e.1n.b..e~s~or- comm ISS ion.-..' . ,_.n
.. r' 0 125_ of it I" he lected in the-same tirnfCenod last year. ", rnem~rs. , ~. '
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BUSINESS NAME
BACKGROUND INFORMATION
YEAR
SERVICEMASTER SOUTH METRO
2008 Moved out Feb. 1. 2008 to consolidate all offices into one
location. Now located in Northfield.
CARLSON WAGON-LIT
EDINA REALTY
HOMETOWN FLOORING
2007 Merged with their Apple Valley office,
2007 Built a new Apple Valley office and merged with that location,
2007 Closed due to bankruptcy,
IMAGINATION DAYCARE & PRESCHOOL
2007 Evicted from rental space,
JP mentioned that they closed due to market and are
consolidating into lakeville location, He also mentioned Garvey
looking at moving landscape Depot business overthere...and
2007 PressLine is looking at purchasing the site..,
Sales did not meet expectations. The shop closed and has
subsequently been purchased, We expect it to reopen with a new
2007 name and new management.
The Building Official noticed that this company left town in July,
2007 2007,
LAMPERTS LUMBER YARD
MEMORY CREEK
STREAMLINERS INC.
BASS FLEXIBLE PACKAGING
Relocated to lakeville; needed more space but could not find land
2006 or a building of the right size and/or at an acceptable price,
2006 Closed, reason unknown, Former Tom Thumb site,
Reportedly went out of business, Current location of "Cabins to
Country Club;" property was annexed from Castle Rock Township
2006 in 2005
and commercial growth; corporation prefers to be in smaller. less
2006 competitive markets,
2006 limited business hours and low quality exercise equipment,
2006 Closed, reportedly due to health of proprietor,
CANNON LOG HOMES
DUEBERS
LADIES WORKOUT EXPRESS
LISA MARIE'S BOUTIQUE
MASTERTECH PLASTICS
2006 Owner is in process of selling building,
MILLIE'S ANTIQUES
Owner of business and building removed inventory to create
2006 space for prospective new tenant.
Consolidated Farmington inventory with company's main location
2006 in Savage,
THOROUGHBRED CARPETS
APRILLE SHOWER'S TEA ROOM
2005 Relocated to Stillwater; in part due to landlord - tenant issues,
2005 Building demolished; land sold for new Kwik Trip.
2005 Building demolished; land sold for new Kwik Trip,
shops in close proximity at the time), Current location of Memory
2005 Creek (scrap book store),
OAK STREET GALLERY
REACH FOR THE STARS SALON
WHY USA REALTY/TRI-STATE
MORTGAGE
WIDE OPEN THROTTLE
2005 Closed, reason unknown; current location of DBS Hair Design,
Closed or relocated, reportedly due, in part, to difficulty meeting
2005 financial terms of lease, Current site of Fan Club Athletics,
Landlord reporte y I not renew tenant's lease, urrent site of
2005 ISD 192's classrooms,
ASHER CHIROPRACTIC
BLAHA'S COLLISION CENTER
HEART'N HOME
2004 Death of business owner,
er retired from auto business and sold building to HRA for
2004 future City Hall slle,
Owners retired from gift shop/craft business, Current site of
2004 Heikkila Studios,
NEXTEL PHONE (Pilot Knob Road)
Corporate decision to close, based on business volume, Current
2004 site of Cahill Salon,
Business sold to competitor who had existing location in
Minneapolis; new owner then consolidated operations in
2004 Minneapolis.
PRECISION VALVE
Grand Count
29
2/25/2008