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Home My WebLink About02.26.07 EDA Packet 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. . . AGENDA ECONOMIC DEVELOPMENT AUTHORITY February 26, 2007 - 7:00 p.m. City Council Chambers, City Hall Members 1. Call Meeting to Order Todd Arey ( Chair) 2. Pledge of Allegiance Paul Hardt (Vice Chair) 3. Approve Agenda 4. Citizens Comments Yvonne Flaherty Erik Starkman 5. Consent Agenda a. Bills b. December 19, 2006 Minutes c. January 22,2007 Joint CC/EDA Minutes Chad Collignon Christy Jo Fogarty City Council 6. Public Hearings (None) . David McKnight City Council 7. Unfinished Business a. EDA Budget Information (TO BE DISTRIBUTED AT MEETING) Peter Herlofsky City Administrator 8. New Business a. Procedural Matters 1. Adoption of By-Laws 11. Election of Officers iii. Official Newspaper iv. Meeting Schedule b. Draft Economic Development Strategy (see attached) c. Tax Increment Financing District Report (see attached) d. Riste Demolition Estimate - WOLD (see attached) e. EDA owned sign (see attached memo) f. CDA Housing Rehabilitation Summary (12-31-06) g. Miscellaneous Items City Staff Reoresentatives Tina Hansmeier Economic Development Specialist 325 Oak Street Farmington, MN 55024 Phone: 651.463.7111 Internet: www.ci.farmington.mn.us 9. City Staff Reports 10. Adjourn .' 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MINUTES ECONOMIC DEVELOPMENT AUTHORITY REGULAR MEETING December 19, 2006 1. Call Meeting to Order The meeting was called to order by Chairperson Arey at 7:00 p.m. Members Present: Arey, Collignon, Hardt, McKnight, Flaherty, Starkman Members Absent: Fogarty Also Present: Economic Development Specialist Tina Hansmeier, City Planner Lee Smick, Mr. Hosmer Brown IV 2. Pledge of Allegiance 3. Approve Agenda Item #8a will be heard after item #4 Citizen's Comments to accommodate the audience. MOTION by Hardt, second by Starkman, to approve the agenda. APIF, MOTION CARRIED. 4. Citizen's Comments Mr. Hosmer Brown, IV stated that they are continuing to make progress with the Exchange Bank Project. The project is running somewhat behind due to the need to change Sprinkler Contractors and some unforeseen complications in the refurbishing process. There are currently no prospective tenants for the upper level space. There is the potential for the space to be used as a meeting/entertainment space upon completion. 5. New Business a.) Agriculture Preserve - Devney (This item was movedforward to accommodate the audience) Mr. John Devney would like to change the Comp Plan Designation and zoning for two of his properties so that he can re-enroll them in the Ag Preserve Program. The properties in question are currently designated Industrial and zoned I-I. In order to put the properties into the Ag Preserve Program, the parcels must be comp plan guided and zoned agricultural. The Members inquired as to whether or not the City has plans to take the land for industrial use. Staff replied that there has not been discussion about taking the property. Member Flaherty stated that she did not feel that forcing the landowner to give up the land for development was appropriate. Member Collignon stated that with the land that is currently available for commercial use, this parcel would not necessarily need to be developed for the next eight years; however, he stated he would prefer not to see the property return to Ag Preserve. Chair Arey stated that he feels that the property should stay I-I. Staffnoted that if the property stays zoned I-I, the owner can not put the property into the Ag Preserve Program. Member Hardt stated that he feels that rezoning the property does not fit into the plan that the City has for economic development. Members Collignon and Hardt stated that EDA Minutes November 13,2006 Page 2 they would be in favor of not recommending the proposed changes to the Planning Commission in order to send a message that this type of rezoning is not consistent with the overall vision for economic development. Members Flaherty and McKnight indicated that they would not be in favor of restricting the landowner's right to put the property into the Ag Preserve Program. Member Hardt stated that he feels that the Comprehensive Plan needs to be adhered to. Member Starkman said that he does not think that there is any point in preventing the owner from using the land however he wishes if the City is not planning on taking the land. The Members agreed that there does not seem to be a consensus to refuse Mr. Devney's request. Member Hardt stated that there needs to be ongoing negotiation with landowners to work towards the EDA's economic development vision. There was also some discussion of the properties located west ofEcono Foods. The properties are currently zoned commercial, but the landowners would like to have their parcels rezoned to residential. The Members would like to see this item come before them again in the near future with additional information. 6. Consent Agenda MOTION by Hardt, second by Flaherty, to approve the Consent Agenda as follows: a.) Bills b.) November 13, 2006 Minutes c.) November 27, 2006 Minutes of the City CounciVEDA Joint Meeting APIF, MOTION CARRIED 7. Public Hearings None 8. Unfinished Business a.) Potential Allocation of CDBG Funds to Former Dueber's Property. This item was continued from the regular EDA Meeting in November, 2006. Staff has provided some additional information regarding Mr. Otten's request for funding to make improvements to the former Dueber's space. Mr. Otten has met with members ofthe City of Farmington's Engineering Division to discuss the possible coordination of the water line extension to his project with that of the City Hall project. The Members discussed the EDA's role with regard to the use ofCDBG Funds. The Members felt that this project was an appropriate use of the funding requested. MOTION by Starkman, second by Hardt to approve the allocation of funds for the project requested. APIF, MOTION CARRIED. 9. New Business (ConL) b.) EDA Budget Information There is an anticipated fund balance for December 30,2006 of$164,619. Through the first 11 months ofthe year there were revenues of$109,300 which includes the federal (CDBG) funding money received for the purchase ofthe . . . , . . . EDA Minutes November 13, 2006 Page 3 10. Riste Building. By year end it is anticipated that there will be $15,000-$18,000 coming in for TIP Administration Fees. The EDA also received a $5,000 Partners in Progress Grant from Dakota Electric. Expenditures for the first 11 months of 2006 totaled $122,776. A large portion of the total expenditures was the cost for acquisition of the Riste Building. There is an anticipated $1,500 in legal fees to be paid before the end of the year. There will be an additional expenditure in early 2007 to pay the cost ofthe ICMA Peer Team consultants. The Members requested that Staff provide a written report of the budget information. c.) CDBG Allocation for Next Fiscal Year Staff is recommending the allocation of the 2007 CDBG Funds be divided between two uses. The Funds would be divided equally with 50% going to the Dakota County CDA's housing redevelopment loan program and 50% going to the Riste Redevelopment CDBG activity fund. The Members asked what would happen to the funds that were not used in 2006. Staff replied that the money stays in the fund for future use. Member Flaherty asked if this information was available on the City's website to notify residents that there are funds available. Staff indicated that putting the information of on the website is being looked in to. MOTION by Hardt, second by Flaherty to recommend approval ofthe proposed allocation of CDBG Funds. APIF, MOTION CARRIED. d.) Strategic Planning Effort Update The information was received by the Members. e.) ICMA Public Management Magazine Article The information was received by the Members. f.) Date for Second Strategy Meeting with ICMA Peer Team The second ICMA Strategy Session will take place on January 22,2007 which is the next scheduled regular meeting date. Staff requested that the EDA decide if they would like to discuss regular business at this meeting, or replace the regular meeting with the Strategy Session and continue regular business items to the February EDA Meeting. The Members asked Staff to discuss this issue with the City Administrator. City Staff ReportslDiscussion The submitted CDA Redevelopment Incentive Grant is still being reviewed by the CDA. There will be a recommendation made on January 9, 2007. The funds, if awarded, will be used for the demolition of the Riste Building. Staff requested that the Members review the 2007 calendar to determine what date the December regular meeting should be rescheduled to. The Members wanted the meeting to be moved to December 18th. 1 EDA Minutes November 13,2006 Page 4 . 11. 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CJ (.) ..s; ~ .~ o ~ o lrl t- N~ M €A o ~ o lrl t- N~ M €A ~ ~ .... ..s; ....~ ~ ~ ~~ ,~ ...!:C .... ~ to ~;..; :... ~ ~~ ~~ 'u "\:! :... :... ~~ ~ -~ = ;0;;;""" .S 8 "\:! ... ~ "!:::-.~ ~ ..... ~ s:: ~ = ~ ;::! ~ .... .... ~ -.J ~ ~..t:l ~ ~ ~ ~ ~ ioio4 ;::. ~ "\:! - ~ s:: s:: .S! ~ ~ ~ ~ ,~ .~ ~~ ~ ...... "\:! ~ a~~~ ~ ~ ~ "\:! U ~..s;~ :... <Q, ~ ...... ..t:l ~ ...... '6 ;::. ~ -ti s:: ~ ,... o <0 C\I C\I o o ~ 0\ \0 \0 00 - €A \oC> ('f') f'i ~ lIf c::> &: i tti ~ ~ ~ o ~ 0\ \0 \0 oo~ - €A \oC> tI'} 00 N ~ 00 ('f') """ ~ .. - .a Q ~ . . . ECONOMIC DEVELOPMENT AUTHORITY BY-LAWS These By-Laws, when adopted, are intended to deal with matters not otherwise covered by State Law, City Ordinance or elsewhere. Section I - Meetin2s SUBD. 1 - Regular meetings of the 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 of the 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 of the meeting by causing written notice thereofto be delivered to hirn/her personally if he/she can be found, or, if he/she cannot be found, by leaving a copy at the home of the 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 ofthe 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. K:\TINA\EDA\2006 EDA By-Laws.doc Section II Presidin!! Officer: Rules of Order . SUBD. I - The Chairperson shall preside at all meetings of the Authority. In the absence of the 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 oftheir 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 of the 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/herself to the question at hand and avoid all personal, indecorous or sarcastic language. . E. Whenever any member ofthe Authority desires to speak on any question, which affects him/her 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. . K:\TINA\EDA\2006 EDA By-Laws.doc 2 . . . Section III - Aeendas 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) Approve Agenda 3) Approve Consent Agenda a. Bills b. Minutes c. Additional Consent Agenda items 4) Public Hearings 5) Unfinished Business 6) New Business 7) Executive Director's Report 8) Adjourn 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 hislher absence, hislher 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 presiding officer shall call for any additions or corrections. If there is an objection, the Authority K:\TINA\EDA\2006 EDA By-Laws. doc 3 shall vote upon the addition or correction. If there are no additions or corrections, the minutes shall stand approved by motion. If there is an objection, the Authority shall vote upon the addition or correction and approve the minutes by motion as amended. Section VI - Quorum and V otin!! . 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 of the 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 of the quorum shall prevail. Section V 11- Executive Directors Review The City Administrator shall complete an annual performance review of the Executive Director. The City Administrator will provide an opportunity for Authority members to comment on the performance ofthe Executive Director. Section VIII - Suspension or Amendment of the Bv-Laws SUBD. 1 - These by-laws may be temporarily suspended by a unanimous vote ofthe 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 [Dr:) u,(ti vl?eJ/C:::>/Yl +Gf('-.uI7~'t alrdth1Y on the \()t::r'> ~ ILl ti- day of r(lo.. (c,h ,200lo and becomes effective immediately. Date: ,~J() lrector '2) I <-f 1 o~ \ \ ~er~:4-~ Date: 03/1 o/JXP I / . K:\TINA\EDA\2006 EDA By-Laws.doc 4 . ~"\ <;)~ Economic Development Strategy City of Farmingtonr Minnesota February 2007 . 10 . .. . Introduction In the summer of 2006, the Farmington City Council and Economic Development Commission hired the International City-County Management Association (ICMA) to develop an economic development strategy and to identify best practices in economic development. The project was undertaken using a "peer assistance" approach, with ICMA providing overall project management, but enlisting the voluntary services of a "peer" group of experienced current and former city managers with extensive backgrounds in economic development. The project was initiated in October, 2006 and culminated in a joint meeting of the City Council, Economic Development Authority and key staff on January 22, 2007. Project Methodology Responding to the scope of services outlined by the City, the project team established the following methodology for the project: . Peer Assistance Fundamental to the process was the engagement of a team of current and former city managers who had a depth of experience in economic development. The group included: Craig Waldron, City Manager in Oakdale, MN. In addition to his experience in Oakdale, Dr. Waldron has been a Community Development Director and worked for the Department of Economic Development at the State of Minnesota; Mark Nagel, former City Manager in Anoka, MN. Mr. Nagel, in addition to his experience as a City Manager, has also served as an Executive Director of a County Housing and Redevelopment Authority; Richard Fursman, former City Manager in a number of communities, most recently Maplewood, MN. In addition to his City Manager experiences, Mr. Fursman also served as an Economic Development Director. . . . Assessment of current conditions To establish a baseline and determine the current state of economic development in the City of Farmington, the project team conducted an extensive series of interviews. The interviews included all current City Council, EDA members, key City staff, major business and property owners, and developers in and around the city. In addtion, the team made an assessment of the current environment based upon their own knowledge of the area and through discussions with industry professionals. Review of competitive environment/common practices Understanding the competitive environment was a key component of developing a new economic development strategy. To do this, the project team organized a bus tour of communities that had similar characteristics to Farmington, but had been successful in their economic development efforts. . On Saturday, November 18, 2006, the City Council, EDA staff and project team toured the cities of Rosemount, Oakdale, Roseville, New Brighton, Anoka and Elk River. In each city, an overview of issues and project "lessons learned" was presented, including questions and answers for the officials from Farmington. . Identification of Internal Capacity Once City officials began to understand the competitive environment and the common practices used by other communities, the project team led City officials on an examination of the City's capacity to respond to the challenges of economic development. On November 27, 2006, the City Council and EDA met in joint session and participated in a facilitated process focused on identifying Farmington's internal strenths and weaknesses, and the external opportunities and threats (SWOT analysis) in connection with acheiving economic development success. A summary of that session is attached as Appendix _' . . Review of Best Practice . The City of Farmington requested that the project team provide information on best practice in economic development as an ongoing source of information and guidance. A review and summary of best practice in economic development was prepared, identifying a list of most common elements and approaches used by successful communities, as well as common mistakes made by economic development authorities. In additon, the team provided a separate, but related examination of downtown development practice. Given Farmington's unique circumstance as a outer tier community in the metropolitan area with a distinct downtown, it was determined that a focus on downtown redevelopment practices was merited. The best practice documentation is attached to this report in Appendix _' Facilitated Strategic Planning Process The project team strongly recommended that the City of Farmington generate its own strategic direction and work plan, not merely choose a set of actions based upon the research and interviews conducted by the project team. . To that end, a facilitated joint meeting of the City Council, EDA and key staff was held on January 22, 2007. Building on the information generated by the SWOT analysis, interviews and research process, the group identified the six most important strategic issues confronting the City. Once those issues were identified, a series of action steps to address them were developed, and both responsibities for fOllow-through and initial timetables were set forth. These efforts for the Economic Development Strategy for the City of Farmington and are described at the end of this report. General Findings The project team found that Farmington has a solid foundation from which to build a successful economic development program. The existence of a core downtown area, expanding residential base, good schools and low crime are all assets that will serve the City well and can be leveraged to attract economic development. . . . . The primary concerns expressed regarding the future of economic development were: lack of focus and consistency amongst public officials, lack of good industrial land, technical capabilities of economic development staff and the absence of an economic development plan. Nearly all parties connected to this process agreed, however, that the City's effort to undertake this study and commit to a focused strategy was worthwhile. Best Practice Recommendations A detailed review of best practice for both general economic development as well as downtown revitalization is contained in Appendix _' All of the information contained within that document should be carefully considered as implementation of the Economic Development Strategy moves forward. Our most specific recommendation is to make sure to link the approach to the circumstances in Farmington. One of the greatest mistakes in economic development is to embark on a program simply because it was successful in another community. There is no substitute for understanding the local economy, and the unique strengths and weaknesses of the community. With that in mind, the project team recommends serious consideration of these best practices: . Establishing a plan and sticking to it (patience) . A Shared Community Vision (part of a strategic plan) . Focused Leadership- all members of the process aligned and co m m itted . Cooperation among the chamber, government, etc. (no turf wars) . Effective governance - consistent, clear processing of development applications and decision-making . A supportive regulatory environment - creating policies and approaches that support private investment . Understanding the regulatory environment -particularly how it affects . businesses operating within the city, while also contributing to the physical and social environment. . Clear approach to coordinating land use and economic development - understanding how these relate, and clearly articulating this philosophy to the citizens and development community. . For downtown development, adopt the "Main Street Approach" and its four principles: o organization of downtown interests, o design and historic preservation to enhance the built environment, o economic restructuring to diversify the downtown economy, o marketing and promotion of the downtown Additional Observations In order to effectively implement the actions identified in the Economic Development Strategy, the city will have to address two key issues addressed in this report (1) staffing, or staff capacity; and (2) cooperation and alignment of policy makers. . With respect to the issue of staffing, the project team recommends expanding the City's capacity to analyze and conduct economic development negotiations and finalize "deals". This should be done as soon as practical. This can be accomplished by either contracting for this service, or hiring a qualified economic development professional. As City officials learned during this process, even the most sophisticated cities use economic development consultants. For that reason, the project team suggests initiating the process to engage the services of qualified consultants for that purpose. In addition, serious consideration should be given to hiring a full-time economic development professional. Although no recommendation is being made as to title and internal responsibilities, based upon the City's current needs, a professional with broad oversight of all development activities, with the strongest experience in economic development would seem to be the best course of action. In terms of cooperation and alignment of policy makers, this issue appeared to the project team to be the single issue most likely to . . . . affect success or failure of the City's effort. As a result, the team recommends that the City Council, EDA and key staff spend additional time focused on team building, developing a plan for communicating and coordinating effort, roles and responsibilities, and how conflict will be handled. Extra effort in these specific areas will help to strengthen the implementation of this plan. APPENDIX A . Economic Development Strategy IX. Create an Economic Development Framework What are we going to do and how are we going to manage this project Action Steps: O. Make a decision for managing this process by March/April '07 _ ^ -J__~_:_~~_.e.__ __f...__ _ ~'-'''-l'.-d~'''"l!..~...U~!'''U''~"':)'''';f''''\~ +-"" i=f'^. I=r\^ a. /,,\UIIIIIII:::>LIOLUI 1110"'1:;,:) 1;;1 II:;\..VIIIIII.;..II..........'VII ..v ......;i" ........-. recommends to City Council by end of February/ next City Council Meeting. b. Have project management in place by April 2nd, 2007 IX. Understand Farmington's Market Determining our niche Action Steps: . 4. Evaluate relevance of McComb Study for supporting an ED Plan 4. Make recommendation for evaluating industrial and downtown segments City Planner to do by February 26, 2007 (next EDA meeting) 4. Identify "downtown" Farmington b. Develop a process to define a downtown district 1. City Planner to do by April 15, 2007 2. Develop marketing plan for market segments of highest interest/capacity based upon market study results . . III. Coordinate Comprehensive Plan with Economic Development Strategy Action Steps: 1. Administrator and City Planner will create a joint meeting/communication process for coordinated development of Comp Plan and Economic Development Plans. a. Specify purpose b. Identify outcomes IV. Create adequate staffing and technical capacity to support economic development activities Action Steps: . 1. Administrator will make a resource/capacity recommendation to the EDA by March' 07 with recommendation to go to CC by April' 07. Recommendation to include the following factors: a. Technical b. Staffing (hours) c. Training V. Unification of all groups behind the Economic Development Strategy Action Steps: 1. Decide on Economic Growth Committee role a. EDA recommends to City Council in April' 07 2. Establish a schedule for CC/EDA/PC to meet and discuss issues and direction by February 8, 2007 a. Include "old" warriors as revered guests . 3. City Planner will prepare a communication plan/process for community information/updates a. Coordinate wi comp plan update process b. Public relations and success dissemination VI. Ensure necessary financial resources to support economic development activities . Action Steps: 1. Prepare a summary of funding sources for supporting operations and management by February 2007 2. Summarize/create budget to implement planning and evaluation activities by March 2007 3. Recommend a process to analyze funding sources by June 2007 4. Analyze all sources of funds for underwriting development deals by October 2007 . . . APPENDIX B 10 [ ["1 Economic Development and Downtown Revitalization: A Review of Trends and Best Practice City of Farmington January 2007 Introduction The City of Fannington is undertaking a concerted and focused effort to create a plan to guide economic development. To assist the City in this effort, a review ofresearch, current trends and best practice has been conducted. The following is summary of our findings. . Is development of an economic development strategy worth the effort? This question was the starting point for our research. Because the City of Farmington will be investing time and resources on economic development it will be important to understand how important a city plan will be to a successful outcome. Many of the factors that influence city economic development success relate to national economic trends. As a result, there is little that the individual city can do to affect those variables. There are, however, many policies that a city can control which can have a direct bearing on its competitiveness (Kresl, 1995). Research also indicates that although there are critical influences on competitiveness beyond the control of city policy-makers they need not be passive actors. 'Good' policy can equip cities to adapt and to foster a dynamic economic environment Fisher (1998). Development of good policy was a common theme amongst those who have achieved economic development success. Of all of the lessons learned, the primary recommendation from successful communities was: Focus your attention on issues within your control and create strategies to maximize your impact. . . While this may seem self-evident, it is often difficult to adequately articulate the range of issues that a local jurisdiction can, or should address when contemplating a local economic development effort. The following is a list of policies and positions that successful cities identified that contribute to economic development success: . A Shared Community Vision, including: . o Public outreach campaign, targeted at informing citizens about their future options and alerting them to the opportunity to help mold the future o Focused communications (newspapers, etc. . .) o Fostering a core group of people to help begin the implementation process through collaboration and cooperation. . Cooperation among the chamber, government, etc. (no turf wars) . Having a plan and sticking to it (patience) . Articulation of a well-thought-out and clearly expressed strategic plan . Focused Leadership- allrncl.l.lDelB of the proce55 aligned and COilililitted . Effective governance - consistent, clear processing and decision-making . A supportive regulatory environment - creating policies and approaches that support private investment . Understanding the regulatory environment -particularly how it affects the ease with which business can operate, while also contributing to the physical and . social environment. . Attitudes toward land-use planning - understanding how this will bear on the types of economic activity that are able to flourish. . Public support of cultural activities - and for developing the civic amenities as key 'assets' of the city - such as city festivals. . The taxes and charges levied by the authorities - these along with some of the cost-alleviating services cities provide contribute to the relative attractiveness of locations. . Investment in reliable, accessible infrastructure and services . Inclusiveness of all social groups . Promotion of smaller firms . Ensuring an adequate complement of business and financial service providers . Social and environmental factors, such as o The quality of residential accommodation o The crime rate o Schools . . . . Beyond these local policies and approaches, there was one additional notion that was cited that was important, but pushed local government leaders from their comfort zones: "Get Comfortable with Concept of Failure". While this seems almost impossible in a government setting-economic development, more than any other municipal endeavor contains the element of risk. The concepts of venture capital, creative risk taking and entrepreneurial leadership are the stock in trade of new business development, and government is challenged to understand, if not embrace these notions. The following excerpt illustrates the point: Howard Bell, executive director for TechTown, the Wayne State University-affiliated high-tech incubator that opened two years ago in Michigan, told a session at the Detroit Regional Chamber's Mackinac Policy Conference that political leaders "need to get comfortable with the concept of failure." Speaking as part of a panel on defining Michigan's leadership agenda, Bell said that leaders can't get bogged down worrying about failure or trying to play it safe. They need, he said, to emulate the entrepreneurs he deals with - people who know that failure is an inevitable part of being creative and trying to improve the world. "As we move forward with new technologies, we don't really know where we're going. A lot of the entrepreneurs in the new technologies are going to fail as part of the process," he said. "You need to be a marathon-oriented group of leaders. You can't worry about being chastised for failure. " Fellow panelist Edsel Ford II, civic leader and president of Water ford Township-based Pentastar Aviation, said first and foremost leaders need integrity. "If you don't have integrity, you don't have any leadership skills." From: Henderson, Tom. "Panelists: Leaders shouldn't try to play it safe." Crain's Detroit Business 22.23 (June 5, 2006): 25. A Measured Approach to Chasing Development As Farmington considers strategies for economic development, it is important to understand the reality of chasing huge boxes of retail or production space. Economic development programs continually focused on attracting industry as the most effective strategy for job creation have often failed. For many communities, and in particular rural areas, this strategy often "lines the pockets" of the real estate development community while creating less than living wage jobs in big box stores that undermine local retail and service enterprises. In contrast, those communities able to retain retail and service sector local businesses may see profits invested locally and contributed to local causes. The result, according to Rupasingha and Goetz (2003) is that "self-employment is associated with lower poverty rates, while the presence of Big-box retailers is associated with higher poverty rates." . Community leaders often assume that incentives offered for relocations will be returned many times over in new tax revenue and support for schools and local infrastructure. The reality, however, is much different. Relocations often create new costs in the future when infrastructure ages, the workforce needs change, or the incentives run out and the operation moves again (Humphrey, 1988; Flora & Flora 2004). An aggressive strategy to "chase" development also requires significant staffing and operating funds to support the necessary travel and public relations costs. Small communities such as Farmington generally do not have the resources to do this. The reality however, is that industrial recruitment, while generating jobs in some communities, accounts for only a small portion of overall new job creation. Indeed, ~",,",o,,~...l-, ~.,.,r!~..."+",,, +l-,,,+ +l-,;" "h-.,t"'mr hoC' l;1'VOit",r'! ",.rfp,..t;.,,,,T'lPC;:C;: .rAr mnc::t ,..it;~c:: (K ~:lJlffrn::!n ~'"'~""'w.J.VJ...L J...lJ..u..I.v"""".....6.:) "-&..&._" ""-~u ~"""--"'-bJ .....L~ ...........................;..,._ w~..___~~... '_.....;._....._ ;...-_-_ _____:.. _'_~..:...,-'__ \....=.._..,'....._u._>_ ." ;. 2002). "Grow Your Own" as a Strategy The most effective approach may be to adopt an "enterprise development" strategy, which simply means supporting the development of small to medium sized business in the community through a variety of proactive measures. According to Thomas S. Lyons (2002), "Enterprise development is increasingly recognized as a relatively low-cost, 'bottom up' strategy for economic development that is particularly well-suited for a variety of rural and urban communities" (p.l). The following is put forth as a rationale for focusing on a "growing your own" strategy for economic development: . 1. The majority of businesses are small or medium sized, and they employ the majority of people in the United States. 2. Entrepreneurial growth companies account for "at least two-thirds of net new jobs in the American economy" (Kauffinan, 2002, p. 3). 3. Small businesses incubate innovation leading to new businesses opportunity. They are responsible for more than 50 percent of all innovations, 67 percent of inventions, and 95 percent of all radical innovations (Kauffinan, 2002, p. 5). 4. Weare living in a "new 'Entrepreneurial Age' in which entrepreneurs and their companies are transforming the economic landscape." (Kauffman, 2002, p. 4). 5. Entrepreneurs, those focused on innovation and fast growth, comprise 5 to 15 percent of all U.S. businesses (Kauffinan, 2002), and there are some in every location. 6. Entrepreneurs and the companies they lead playa critical role in fostering economic prosperity and are vital to our ability to compete internationally. . . . . 7. Fast growth companies occupy a variety of business sectors, but they often start at the kitchen table or in the garage with less than $50,000 (Kauffrnan, 2002, p. 7). 8. Both our defense capability and homeland security require a robust small business sector. 9. Once established, a strong entrepreneurial environment in distressed or remote communities can lead to success in regional relocations of related businesses. If the first element in a proactive approach to entrepreneurship is well-organized and effective business support services, then the second essential element is community leadership. Case studies collected at the Heartland Center indicate that service providers alone cannot make a successful "grow your own" approach. In the Heartland Center study (2003), leaders play key roles in businesses success by: o Creating a compelling vision; o Communicating the vision to others; o Developing a plan to support business success; o Demonstrating commitment (Wall & Luther, 2003, p. 5). Communities that are successful in growing their own indicate that "nearly all of the citizens become cheerleaders to promote the successes of new enterprises. They understand the importance of operation between businesses and all other parts of a total community. Where communities focus on creating their own jobs, leaders build a culture to nurture entrepreneurship in all three arenas: civic, social, and business. They also develop a support infrastructure, or system as Lyons described, that addresses the need for services, space, networking, and capital" (Wall & Luther, 2003, page 5). Research on entrepreneur/community relationships reveals the following: 1. Access: Entrepreneurs need help accessing talent, capital, networks, and infrastructure (Kauffman, 2002, p. 12) as well as an eco-system "mix of good programs, good quality of life, and a culture that encourages people to take risks and start new ventures" (Kauffman, 2002, p. 20.) 2. Community: In today's world, it often takes a community to grow an entrepreneur (Heartland Center for Leadership Development, 2003). 3. Local Resources: A focus on "growing your own" can be sustainable as it draws on local resources, focuses on mobilizing human rather than financial or built capital, and fosters businesses with personal ties to the community and subsequent commitment to that community (Lyons, 2002). 4. Vision & Culture: Developing entrepreneurial economies in urban and rural regions requires a vision for entrepreneurship among the leadership and a culture that supports and nurtures entrepreneurs, coupled with specific elements including a proactive educational system; access to spaces, services, and information; resources for financing; access to networks and mentoring; and a supportive environment that provides public recognition of business achievement and values and supports people starting out in business (Heartland Center, 2003). 5. Positive Environment: An Aspen Institute report focused on the need to create a positive environment, provides an educational system that stimulates and prepares entrepreneurs, and maintain a culture that values and celebrates entrepreneurship (Aspen Institute, 1996). . A Concentration on the Central Business District or "Downtown" Farmington has evolved from its early days as a free-standing small city to its current position as a growing outer tier suburb. To identify Farmington as a typical suburb however, would be to misstate its unique characteristics, in particular, the downtown area. Given this unique circumstance, and the role downtown will have in Farmington's future, special attention has been given to the challenges of developing and redeveloping a "downtown" district. The specific literature on the revitalization of downtown areas in small secondary cities within metropolitan areas like Farmington is sparse. The research does reveal however, (Robertson, 2001) some of the differences between large and small cities that impact the development strategies and possibilities of each. The downtowns of small cities like Farmington are more "human scale," meaning that the buildings are smaller and distances between destinations are shorter and thereby walkable. Traffic congestion and crime are usually minor problems in small cities. Local independent businesses dominate the retail sector. Residential neighborhoods are close enough to walk downtown. Historic structures are likely to remain in the downtown, unlike in many larger cities where urban renewal, the interstate highway system, and other development pressures resulted in the removal of entire blocks of historic structures and even entire neighborhoods in many cities. . Results from a national survey (Robertson, 1999) on downtown revitalization strategies for 54 non-suburban cities (population 25,000 to 50,000) identify the major problems confronting the downtown areas of such cities: . attracting new development . attracting people on evenings and weekends . competition from discount stores and malls . vacant space Case studies were also available (Burayidi, 2001) on downtown development in non- suburban (free-standing), small cities with populations under 100,000. The results of these case studies provide guidance for implementing programs and policies (which are applicable to Farmington): (1) Emphasize local funding for downtown programs so that the community feels ownership of the process; . (2) promote both physical and economic renewal by creating a sense of place in the . . . downtown; monitor downtown revitalization programs and progress so that the effectiveness of these programs can be evaluated; (0) involve many constituencies-business owners, tenants and landlords, government officials, workers and residents in revitalization efforts; (0) establish a long-term vision for downtown; and, (0) find out about programs in other communities. Like the recommendations on general economic development cited earlier, the best practices in downtown development and redevelopment relate to what the local government can control and how it should participate in the process. The following are the suggestions most often cited. Many of them overlap or relate to those previously mentioned as best practice for general economic development: . Role of Local Government . Recruiting businesses and developers into the downtown area . Shaping the zoning ordinance to require landscaping and appropriate signage in the downtown area. . Revolving loan funds at below market interest rates to help finance rehabilitation projects. . Take the lead in developing vacant property on the riverfront into a cluster of restaurants. . Acquire Property (assemble pieces) . Taming White Elephants (large vacant or underutilized buildings) . Historic Preservation o Incentives . Historic structures located in National Historic Districts are eligible for federal rehabilitation tax credits. . Low-interest loan program for developers to refurbish downtown buildings. . Downtown Plans and Historic Review: Having a plan and a review board sends a signal that a city is serious about historic preservation Getting People to Come Downtown . Waterfront development is often used to spur economic development in downtown areas that have this natural advantage. The city of Fannington appears to have this untapped potential. Riverfronts offer ideal places for: o Restaurants o A public o Parks with a play area for children . Festivals throughout the year . Farmer's markets during the summer and early fall. . Housing . The development of housing is essential to a healthy downtown - residents provide demand for retail, services and entertainment Review of Key Findings for Downtown Development . Having an organization whose sole function is to advocate the interests of downtown is critical. . Invigorating downtown areas by building on its strengths (density and infrastructure) and enhancing amenities through clustering of restaurants and entertainment options is important. . Tht: purl;hase and rehabilitation of large vacant buildings or the identific~ticn of potential projects for those buildings by each city's Main Street Association will help spur development of smaller buildings nearby. . The revitalization process is different for each city. The goal of these strategies should be to develop a distinctive downtown in which people enjoy spending time and money. Projects should be tailored to the needs of the community. o For additional descriptive information on Downtown redevelopment, see Appendix A . This survey of approaches is meant to be part of the foundation upon which the City of Farmington can build its own economic development strategy. As the research indicates, each community is different, and it is important to understand the strengths and weaknesses of the community in order to create a plan that will be viable for the long- term. The ideas presented in this document are intended as a collection of good ideas and starting points for Farmington's journey. . . Appendix A: Narrative on Downtown Development The literature on urban economic development is dominated by analysis of the decentralization of population and employment, the resulting decline of the traditional central business district (CBD) referred to hereafter as downtown--and the consequences of both. There is a direct relationship between sprawl (excessive decentralization) and downtown vitality that should be reflected in Farmington's plan. Brueckner (2000) points out that excessive suburbanization reduces "the incentive to redevelop land near the center" contributing to the decline of downtown areas. Nu..'TIerous policies and projects have been implemented to lure people and businesses back downtown. The movement to revitalize once vibrant urban centers that have gone through a protracted period of decline has gained momentum over the last few decades. KEY POINT: The organization of downtown interests is critical to revitalization efforts. . Downtown areas often lack large tracts of developable land and have a variety of aging historical buildings that are not compatible with the type of development, such as big box retailers, that is occurring in outlying areas. Historic buildings and existing infrastructure within downtown areas offer an opportunity to create a new and unusual combination of activities in stark contrast to what Kunst1er (1993) termed the "nowhere syndrome," referring to the anonymity of many newer built environments with the same stores, architecture, and large parking lots. The ability to establish a "sense of place" is one of the strengths of traditional downtown areas. Review of the Literature on Downtown Revitalization The literature on downtown revitalization in the United States is primarily descriptive and prescriptive--describing policies and projects that have worked or not worked in particular cities and prescriptions for how to approach the revitalization process. One result of this approach is that specific policies (or projects) that have been successful in one city are often adopted with little modification in other cities. Many times such projects are not successful and fail to establish a "sense of place" that makes downtown areas attractive. Policies and Projects Several types of policies and resulting projects have been implemented to revitalize downtown areas. Robertson (1995) provides an overview and assessment of seven approaches that have been commonly pursued: . (0) pedestrianization, (0) indoor shopping centers, (0) historic preservation, (0) waterfront development, (0) office development, (0) special activity generators, and (0) Transportation enhancements. . 6. Housing development is an additional strategy. Pedestrianization:. Pedestrian malls did not meet the original goal of bringing people downtown and reversing the decline of downtown retail. Indoor Shopping Centers: The development of indoor shopping centers was another effort to retain retail sales and compete with the suburbs. Gratz and Minz (1998) makes the point that rather than large projects such as downtown malls, the focus should be on incremental changes that "add to the long-evolving, existing strengths, instead of replacing them" (p. 61). West and Orr (2003) argue that such developments have positive spillover effects: increasing community pride and encouraging shoppers to visit other stores and l"csta"U.l"ants iri the dC"'v"'v'nto"!~.vn area. Recent trends ha''''lel:ler to'I.'ard "lifest)rle centers" and "demalling" have contributed to the reality that indoor shopping centers have a limited appeal and effectiveness, leading to a renewed interest in historic downtowns. Historic Preservation: This focus is on "adaptive reuse" of historic structures where buildings that were initially constructed for one purpose are converted to a different use. Over 48,800 buildings have been rehabilitated in cities with Main Street Programs since 1980 in addition to substantial numbers of new businesses and jobs (p. 455). While some of these buildings may have been rehabilitated even in the absence of the program, Main Street has undoubtedly had a positive impact in communities in terms of being a catalyst for historic preservation and rehabilitation of downtown properties. . Waterfront Development: Farmington does have a unique water feature that could be an untapped economic development opportunity. Research does not provide the relatively small scale that is represented in Farmington, rather the studies are focused on larger urban areas. Office Sector: The office sector in the Farmington economy is significant, especially downtown. Research shows that this feature has remained a large component of downtown employment and can serve as "feeders" to stores, restaurants, and hotels in the downtown. Special Activity Generators: Special activity generators such as the planned hockey arena with proposed tournaments have become common components of economic development strategies. The bulk of research and data are on a much larger scale, however the principle of capturing visiting dollars is a typical economic development strategy. Transportation Enhancements: Transportation appears to be low on the list of concerns for those visiting downtown Farmington. However, planners should keep in mind . enhancements that deal with issues surrounding travel time, congestion, safety, and . . . parking. Downtown businesses often complain that potential customers are unwilling to walk more than a few blocks to a store and that adequate parking is crucial to bringing people downtown. The possibility of not finding parking close to the targeted destination is a deterrent to visiting downtown areas. While parking can be a problem in cities of any size, congestion and safety concerns are more prevalent in large cities than in small cities such as Farmington. Housing and Downtown Revitalization: The connection between housing and downtown revitalization has become a common component of downtown revitalization in recent years. Downtown advocates realize that a residential population adds to the quantity and variety of goods and services demanded in a downtown. While activity 24 hours a day, 7 days a week may not be a necessary condition for a vibrant and healthy downtown, a residential base increases the level of activity after normal business hours as provided by Birch (2002). White Elephants Often the rehabilitation of white elephants--Iarge vacant or underutilized buildings--is the impetus for downtown revitalization efforts (Moe & Wilke, 1999; Weiler, 2000). Movie theaters, department stores, and warehouses are some common types of white elephants. While vacant properties, in general, signal a lack of economic activity, large vacant buildings are particularly troublesome due to the externalities associated with them. Because white elephants are large and visible, they may have a substantial negative impact of surrounding property values and lead to a cycle of deterioration, a negative externality. Often these types of buildings have historic or architectural elements that provide the unique sense of place that distinguish traditional downtown areas from newer developments, an unrealized positive externality. The rehabilitation of white elephants is one ofthe core issues in downtown revitalization. These buildings are located in areas with existing infrastructure--roads, sewers, and so on--unlike new developments on the fringe or urban areas, yet these buildings are underutilized. These buildings may be underutilized or vacant for a variety of reasons linked to the landlord's return on investment (or lack thereof). The interior systems, such as electricity and air conditioning, may need to be updated. The costs of these updates or the cost of converting the building to another use (converting a movie theater, for example) may be greater than the accumulated rent or the sales price the landlord would receive. The landlord may continue to hold the vacant property because he or she believes that the value of the property will increase over time. There may be no market for the property: no one is willing to buy it. If property taxes are higher than the value of the property, the landlord may simply abandon the property. Finally, white elephants and smaller rundown properties may result from absentee landlords--building owners that live in another city and do not take care of their property. . Revitalization: A Slow Process: One of the challenges of downtown revitalization is identifying viable uses and fInancing for vacant or underutilized space. It is usually obvious which buildings and spaces need to be rehabilitated-what is less obvious are the potential uses. Revitalization is a slow process most often occurring in increments--one building at a time. It took decades for doWntown areas to become "rundown," and even with advocacy it will take time for them to evolve into something different. In downtown areas that have begun the revitalization process, pub1ic-private-nonprofIt partnerships, intervention of local government, proactive policies at the state and 10ca11eve1s, and continued leadership are needed. The restoration of a fe~.~l prominent b1Jildings often ~erve~ as a catalyst for the restoration of others. Revolving loan funds, tax abatement, and streamlining permit systems are ways that government has encouraged private investment. Cavanaugh (2002) provides case studies of several downtown revitalization projects focusing on the partnerships between public and private entities. Downtown Revitalization: A Brief Look at One Formula: Organizing Downtown Interests - The Main Street Development Approach . A key factor in many successful downtown revitalization strategies has been the Main Street Approach. Results from the National Study of Development Issues and Strategies detailed in Robertson (1999) show that the Main Street Approach was the most effective approach out of 16 development strategies listed in the study. The Main Street Approach consists of four principles: o organization of downtown interests, o design and historic preservation to enhance the built environment, o economic restructuring to diversify the downtown economy, o marketing and promotion of the downtown (Tyler, 2000). The two most common problems with most Main Street Associations and ones that are likely for Farmington are limited funding and limited volunteer involvement. 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Downtown malls as engines of economic development, community spirit, and political capital. Economic Development Quarterly, . . . APPENDIX C 10 ~:) ~j [".~ ~:" ,t..... To: Peter Herlofsky, City Administrator From: Craig R. Rapp RE: Interview Summary - Farmington Economic Development Strategy Date: January 16,2007 The following is a summary of the interviews conducted by our project team regarding . economic development in the city of Farmington. The information presented has been aggregated in order to maintain the anonymity of the persons interviewed. However, specific comments, and the issues raised are sufficiently detailed to enable the City Council, EDA and staff to understand the concerns raised and the suggestions offered. The following process was used to gather information: ~ A standard questionnaire was developed ~ One-on-one interviews were conducted with the following: o Mayor and City Council o Economic Development Authority members o Selected City staff o Selected business and property owners ~ The interview team (Craig Rapp and Peer Team) discussed and summarized the findings Although the questions developed were used by all interviewers, each interview was tailored to elicit the maximum value from each participant. Specifically, our goal was to allow each participant to give us their unique perspective. . In some cases this meant deviating from the standard questions and simply pursuing issues raised in the interview, in others it was a combination of set questions and additional discussion. In all cases, we were successful in engaging the interview subjects in a wide ranging discussion about economic development in Farmington. . The answers listed are those answers that were given by a majority of the respondents. In that way, we are representing the strongest opinions of the entire group, not just the opinions of an individual or small number of those interviewed. At the end of the summary, we have included a few opinions that were not widely held, but we believed represented important perspectives that should be shared with the City. Res))onses O. Interest in Economic Development Everyone interviewed expressed a strong, professional or persunallnterest ill economic development and most wanted to help the City move forward and thrive. For the most part, participants indicated that this economic development strategy formulation approach is a good one, as long as Council gets behind it and stays behind it. O. How would you describe Farmington's business climate? The themes that emerged confirmed that the City is primarily a service oriented economy with its future potential related to the pace of residential growth. The business climate is viewed more regionally than as a micro, or local economy. . . Many thought that the commercial/office sector is the strongest with banking, legal, and insurance businesses. . They noted that Farmington is a "little off the beaten track" for commercial development, because 1-35 is so far away. . The industrial sector is viewed as being in a holding pattern with little available land to grow. The respondents believed that the City must be ready to act when land in the western part of the city opens and the agriculture designation drops in 2012. . Given land prices in surrounding communities, it was observed that Farmington may have a competitive advantage . The retail sector has little to offer the residents with so much competition close by. There are three Super-Targets in close proximity that are keeping investors out of Farmington for now. . . . The Burnsville model that was examined was mentioned by several people - noting that follow-through should be happening. . Many felt that there is pent up demand and potential, but that for whatever reason, entrepreneurs aren't taking advantage of it. O. City efforts in attracting, retaining, and expanding business Nearly all participants indicated that the City is unorganized, limited, and haphazard in its economic development efforts. It was generally felt that the City is not proactive. What does it do well? o Now moving in the right direction o Incentives on land o Changing approach to development fees . How could it improve? o Get well qualified economic development professional on staff o Need to get consensus and consistent support for economic development efforts o Stick with whatever goals you choose. . . the Council changes their minds too frequently o Need stable City Hall o More communication with developers is needed, for example, some cities have quarterly updates for developers on projects and progress, plus take input o Public relations (ambassador type) o Be much more aggressive O. Greatest challenges facing the City as it attempts to create a successful economic development strategy: This question seemed to have the widest range of responses. The themes most frequently mentioned were: . . Getting everyone on the same page . Especially businesses working together . Need to speak with one voice (EDA, Chamber, Planning Commission, City Council, County) . Creating a plan . Overcoming poor decisions of the past . Not actually ready for development challenges . Getting a qualified economic development professional . Overcoming resistance to change/growth . Having the outside world view Farmington as ready for development . Growing, yet keeping a small town . Not being risk averse . Confused electorate . Getting townships to cooperate . Very costly to do comprehensive economic development . Coordination with Comprehensive Plan O. Farmington's Best Assets: . Nearly everyone indicated that the downtown was the city's best asset. The interviewees liked the: . Historic nature of the downtown . Small town feel . Quaintness of the space . Stronger service sector . Some active restaurants Conversely, they also thought some things about downtown could be improved: . Businesses need to work together more with some common goals. . Need more events to attract and keep people in the area . Restaurants need to get more with the times. . Other city assets frequently mentioned were: . Vermillion River . We have time to plan this thoughtfully . Great residents (educated, thoughtful, interested in the City) . Good governance . High Growth potential . Nice place to live: trials, parks, neighborhoods . Still has open-space O. Why invest in Farmington? This was a difficult question for many people; however, there were a number of common responses: . Great place to live (Small-town atmosphere) . High growth potential . When housing market rebounds, it will explode with numerous . lots - leading to increased demand for goods and services . . . . Good investment (medium term) . Red Carpet for new investors (Council is open to new business) . Staff tries to be helpful and easy to work with. . Good environment for small to medium sized businesses . Good schools Other Comments/Suggestions: 1. The school will be adding facilities (hockey) that will be attracting tournaments to the City. The City could use a good hotel and restaurant to capture the dollars from these kinds of events. Also, when people visit the industry in town, there is nowhere for them to stay. 1. Be mindful of development along Hwy 50. It could lead to more problems for the downtown. 1. Highway 3 needs widening - inattention will slowly stifle progress. 1. Figure out how to work with the townships 1. Residential market is good. . .land prices between buyers and sellers show some differential- people asking "way too much" for undeveloped land. Again, what is the "mix" of housing that the city is looking for? 1. Has there ever been a survey of the businesses located there to see why they chose Farmington and is there a business retention program? 1. Let the private sector do what it does best - keep the city focused on public sector duties APPENDIX D . SWOT Analysis Strengths 6. Professional Staff 6. Traditional downtown 6. Involved City Council 6. In-place functioning and involved EDA 6. Land available for development and redevelopment 6. Vermillion River - quality trout stream in middle of city 6. Ciry supports growth 6. Active business community 6. Located in the 'path' of metropolitan development 6. Educated population 6. Quality school district 6. Low crime 6. Quality public services . Opportunities 7. Good fiber optic cable availability- potential for fiber-to-the-premises 7. Because Farmington is largely unknown- chance to create or define an image 7. Learn and leverage the knowledge of other cities 7. City has time to get organized and focused - with lots of people currently engaged 7. Economy is getting better 7. Opportunity to compete globally 7. Recruitment - going from zero to something focused 7. Marketing the city's "small town" feel 7. Ability to coordinate the Comprehensive Plan with an Economic Development Plan . Comprehensive Plan first, Economic Development Plan second 7. Rail service - marketing opportunity to users that need rail 7. Trout stream - market the image and potential to draw people 7. Improve relationships with the townships 7. Opportunities to "network" - develop and improve relationships with County, State and developers 7. Location - market the fact that Farmington is close, but a little off the beaten path 7. Pull three groups together- City Council, EDA, Economic Growth Committee 7. Engagement of the business community 7. High School - infrastructure extensions ' . . 7. Follow models of other successful cities - Naperville example - riverwalk Strengths/Opportunities - Possible connections 1. Strengths - Involved City Council; in-place functioning EDA Opportunities: . Learn and leverage knowledge from other cities . Ability to coordinate Comprehensive Plan with Economic Development Plan . Improve relationships with townships . Opportunities to "network" - develop and improve relationships with County, State a..'1d developers . Pull three groups together - City Council, EDA, Economic Growth Committee . Engagement of the business community . 1. Strengths - Traditional downtown; land available for development and redevelopment Opportunities: . Marketing the city's "small town" feel . Location - the fact that Farmington is close, but a little off the beaten path 1. Strengths - City supports growth; active business community; located in the "path" of metropolitan development Opportunities: . City has time to get organized and focused- with lots of people currently engaged . Because Farmington is unknown- chance to create or define an image . Recruitment - going from zero to something focused . Rail service - marketing opportunity to users that need rail 1. Strengths - Vermillion River - quality trout stream in the middle of the city Opportunity: . Trout stream - market the image and potential to draw people . . Weaknesses 7. Location - not on 1-35 7. City has image of bedroom community 7. Population currently too small for 'big box' retail interest 7. Limited land available for industrial development 7. "Fragmented" downtown business community - lack of direction 7. Lack of common vision ,.., ~__~.______..-4-.....~;........... I. ~J.a.u;:,pUJ.LaL1UU Railroad . Intra-city options are poor . Lack of good access to I-35 7. Lack of expertise making development deals 7. Three separate groups working on economic development 7. The community at large is disengaged 7. Poor image or lack of image with business community 7. Poor relationship with townships 7. School District fragmentation . Threats 13. Developable land closer to the Twin Cities . Retail Other 13. Lakeville annexation encroachment . Possibility of surrounding Farmington 13. Gravel mines blocking economic development 13. Long-term holding of agricultural land - limiting land for development 13. Opening up of Elko-New Market due to sewer extension 13. Future push back against development 13. Slow down in the housing market 13. High gasoline prices 13. State of Minnesota actions are unpredictable . LGA cuts . TIF limitations 13. Desirable development is close to Farmington, but outside our city . Example: Flagstaff Ave. . . . . 13. Highway 3 congestion 13. Acting alone on economic development resulting in being land -locked Weaknesses/Threats - Possible Connections 7. Weaknesses - "Fragmented" downtown business community - lack of direction; lack of common vision; three separate groups working on economic development; the community at large is disengaged Threats: . Developable land closer to the Twin Cities . Opening up of Elko-New Market due to sewer extension . Desirable development is close to Farmington, but outside our city 7. Weaknesses -limited land available for industrial development Threats: . Long-term holding of agricultural land - limiting land for development . Lakeville annexation encroachment- possible surrounding of Farmington . Acting alone on economic development resulting in being land-locked Other Issues / Connections 13. Transportation- enhancing connections to serve new development 13. Deal making capabilities - staff development 13. Interesting and unique city - creative and unique approaches - fiber optics, etc. 'j . . . City of Farmington 325 Oak Street, Farmington, MN 55024 (651) 463-7111 Fax (651) 463-2591 www.ci.farmington.mn.us TO: Peter Herlofsky, City Administrator FROM: Robin Roland, Finance Director SUBJECT: Tax Increment Financing District Report DATE: February 15, 2007 Attached is a report on the seventeen Tax Increment Financing Districts in the City of Farmington. We should discuss the information in the report as it affects the EDA, the strategic planning process and future budgetary implications. I have significant background documentation and annual TIF reports should you desire to review them. &4/~ Robin Roland Finance Director . . . CITY OF FARMINGTON REPORT ON TAX INCREMENT FINANCING DISTRICTS DECEMBER 31,2006 EXECUTIVE SUMMARY This report addresses the City of Farmington's seventeen Tax Increment Financing districts. The report identifies what each district was established for, what revenues and expenditures are for each district and the status of the district as of the end of fiscal year 2006. The City has had success with Tax Increment Financing, for the most part because the districts have been "pay as you go" districts which have not been as impacted by reductions in class rates or tax capacity rates. Two districts, the Downtown District and the City Center district have significant deficits which must be addressed by supplementary methods. One possible solution is a separate EDA tax levy to repay the revenues originally directed to the BRA (EDA) Special Revenue Fund. Another possible solution is tax abatement in the downtown district after decertification of that district. As the EDA proceeds with their strategic plan, it is important that they understand the history of TIP in the City and the implications for the future. For example, administrative fees from each of the districts have been an annual source of revenue to the HRA as identified in each of the TIP plans. As the districts decertify, these fees are no longer available as a revenue source to the fund and other revenues must be identified to take their place. Also, any deficit situations should be understood and plans devised to remedy any shortfalls so that funding is available for all desired future initiatives. Downtown Redevelopment Project The Downtown Redevelopment TIF District is the oldest TIP district in the City. It was established in April 1974. As a pre-1979 district, there was no TIP plan budget for this district. The district is required to be decertified in August of 2009. The only expenditures allowed from the district until decertification are debt service retirements. The final debt service on the bonds in this district is due in 2007. The district should be decertified by the City Council on 12/31/07 and the district should be closed. However, the district is in a deficit position for reasons listed below. An analysis of the Revenues and Expenditures of this district for the last 11 years is attached with this memo as Exhibit A. Prior to 1996, all TIF revenue and expenses went through the HRA (EDA) special revenue fund, except for two projects where the expenses were segregated in the "HRA Capital Projects" fund. These projects were the Library project (which was supposed to be funded with the bonds and tax increments from the City Center District) and the Industrial park land purchases (phases I & II) which were funded with bonds issued on the Downtown District. I can only speculate what the thinking was at that time, but I assume that the Finance Director and the Executive Director I of the HRA anticipated continued TIP at the 1995 levels (which exceeded $300,000) which . would pay off the bonds and the land costs in short order. In 1996, we began to segregate the TIP revenues and expenditures by district, as is shown on Exhibit A. Revenues decreased due to changes in class rate and tax capacity rates. Although portions of TIP revenues from other districts have been assigned to the Downtown District in accordance with the individual TIP plans, these districts (listed individually further on in this document) are now closed or closing and those revenues are no longer available. Consequently, something must be done to eliminate the deficit in the Downtown District. Options to eliminate this deficit include repayment from the EDA special revenue fund (where the initial TIP payments were receipted) or a separate EDA levy. Economic Development District #2 - City Center The City Center development district was first authorized in May 1991 and includes parcels which currently contain the Econofoods building, the adjoining strip mall, Pellicci Hardware and the newest multi tenant building which houses the City's liquor store and the Olympus Fitness. $815,000 in Tax Increment debt was issued for this district in 1993 and those bonds were refinanced in 2004. The first Tax Increment payment was received in 1996. This district was created to purchase and renovate the "old" Erickson's grocery store (at 3rd and Spruce Streets) into a County library facility and move the grocery store to its current location at 1 st Street and Elm Street. Original development plans called for apartments (senior housing) and other site amenities at the 1 st and Elm site. Federal grant money was received for the library project. The original Tax Increment Financing plan budget called for $1,638,460 in TIP revenue over the life of the district (which expires in 2015) to repay the project costs and debt service. Through 12/31/06 the district has received $764,915 in TIP revenue. Again, due to class rate changes and tax capacity rate changes, the amount of TIP revenue has not fulfilled the original budget estimates. Consequently, the district is currently in a deficit position of almost $264,000. Unless the TIP received increases dramatically in the next seven years, the district will require some sort of supplemental assistance to eliminate the deficit. . City Development District #1 - Duo Plastics This district was established in November 1988 to provide assistance for the construction of additional space on the Duo Plastics facility. The distpct was decertified on November 7, 1998 by statute. The County overpaid the City $16,288.19 which was recorded in the HRA special revenue fund as income and will be repaid to the County in 2007 from EDA funds. Economic Development District #2 - Thelen Cabinet This district was established in September 1990 to provide assistance to Jeff Thelen for acquisition of land and construction of public improvements on Lot 2 Block 2 in the first phase of the industrial park. The district was decertified on September 14, 2000 by statute. The TIP . 2 . report shows a district balance of $4,806 which will be transferred to offset any losses in the Downtown district. . . Economic Development District #3 - Lexington Standard (phase 1) This district was established in October 1991 to provide assistance to Lexington Standard for acquisition of land and construction of public improvements on Lot 5 Block 2 in the first phase of the industrial park. This was a pay as you go district, with the developer receiving 90% of the annual increment for reimbursement of site improvement costs. The initial plan called for Tax Increments of $310,368 over the 8 years of the district; actual amount received was $209,860. The district was decertified in October 2001 by statute. The district has no balance. Economic Development District #4 - Austin Products . This district was established in May 1994 to repay the HRA for the land cost of Lot 3 Block 2 in the first phase of the industrial park and the related infrastructure improvements. The land was sold to the developer for $1. The initial plan called for Tax Increments of $129,984. Through 12/31/2004 Tax Increments received totaled $83,771. The increments have gone back to the HRA (Downtown district) which originally funded the acquisition of all the land in the first phase of the industrial park. The district was decertified in May 2005 and has a zero balance. Economic Development District #5 - Performance Industrial Coatings (PIC) This district was established in March of 1994 and provided assistance to PIC for construction of the facilities on Lot 1 Block 4 in the first phase of the industrial park. This was a pay as you go district, with the developer receiving 70% of the annual increment for reimbursement of site improvement costs and the HRA receiving the balance to recover the acquisition costs of the land. The original plan called for Tax Increments of $423,936. Through the end of 2004, increments received total $244,693. The district was decertified by statute on 12/31/04 and has a zero balance. Soils Condition district #1 - East Farmington (Sienna) This district was established in November 1994 to provide assistance to Sienna Corporation for constructing single family homes in the development area. The development area had issues with high water table and storm water drainage. The answer to address this was two fold; construction of a system of ponds and spillways known as the Prairie Waterway and the addition of soils to raise the base of the housing pads. $2,660,000 in TIP Bonds was issued to finance the Prairie Waterway project. Soils removed from the waterway project were used to raise the level of the house pads. Increment generated by the homes then was to be used first to repay the bonds and second, to provide assistance to the developer to help allay any cost for the additional soils so that per lot costs to the homebuilders would be comparable to other lots in the City. Compensation to the developer was initially to total $1,500,000. An amendment to the TIP plan in 2000 recognized additional developer costs for additional amenities provided increasing the total developer compensation to $1,817,830 over the course of the district. 3 The district was decertified in November 2006. mcrement generated through 11/20/06 totaled . $5,894,185. Debt service (principal and interest) repaid totaled $3,545,843 and payments to the developer totaled $1,817,830. Final debt service on this district is due 2/1/07 and is defeased in the amount listed above. Administration fees for this district were directed to the City's "Private Capital Projects" Fund and were used to offset time spent by Finance, Administration and Community Development Staff on the requirements of the TIF district. Economic Development District #6 - JIT Powder Coating This district was established in July of 1994 and provided assistance to JIT for construction of the facilities on Lot 1 Block 1 in the first phase of the industrial park. This was a pay as you go district, with the developer receiving 70% of the annual increment for reimbursement of site improvement costs and the HRA receiving the balance to recover the acquisition costs of the land. The original plan called for Tax mcrements of $419,697. Through the end of 2005, :_...........____.......M_-I..... _..............:_..,......1 ~_.L.....1_...1 t1'1"'\Af\ 11 () rr'1__ ,..3.:_.t..-:,...L __..__ ..3__,-._..L:C-....3 1___ _L....t....,.4.-. _w_ "'7/1 0!1'"\4 ......_...11-.......... Ul\"H;;lU'~aHi:> lC\"lJlVIJU LULallJU ..p..:."'tV,llO. 1.111:; Uli:>LllvL Wa./:> Ul:;vl:;lLl1.ll:;U uy :>L'UULI:; U11 "lO/V.) a.uU 11a:> a zero balance. Economic Development District #7 - Minnesota Pipe This district was established in July 1994 to repay the HRA for the land cost of Lot 4 Block 2 in the first phase of the industrial park and the related infrastructure improvements. The land was sold to the developer for $1. The initial plan called for Tax Increments of $189,360. Through 12/31/2005 Tax Increments received totaled $97,279. The increments have gone back to the . HRA (Downtown district) which originally funded the acquisition of all the land in the first phase of the industrial park. The district was decertified by statute 7/18/05 and has a zero balance. Economic Development District #8 - Controlled Air This district was established in April 1995 and provided assistance to Dale and Leslie Pettis (proTemp, Inc.) for acquisition ofland and construction of the facilities on Lot 5 Block 1 in the first phase of the industrial park. The initial plan called for Tax mcrements of $153,600. Through 12/31/06, Tax Increments received totaled $101,579. The increments have gone back to the HRA (Downtown district) which originally funded the acquisition of all the land in the first phase of the industrial park. The district was decertified by statute 4/3/06 and has a zero balance. Economic Development District #9 - Crop Characteristics This district was established in December 1995 and provided assistance to Eaton Properties for construction of the facilities on Lot 3 Block 1 in the first phase of the industrial park. This was a pay as you go district, with the developer receiving 74% of the annual increment for reimbursement of site improvement costs and the HRA receiving the balance to recover the acquisition costs of the land. The original plan called for Tax Increments of $81,4 72. Through the end of 2006, increments received total $35,641. The developer received $26,374. The . district was decertified by statute on 12/14/06 and has a zero balance. 4 . . . Economic Development District #10 - CG Construction This district was established in October 1995 and provided assistance to Colin Garvey for construction of the facilities on Lot 2 Block 1 in the first phase of the industrial park. This was a pay as you go district, with the HRA retaining the first $5,884.10 of the annual increment for reimbursement of site improvement costs and the developer receiving the balance to recover the acquisition costs of the land. The original plan called for Tax Increments of $142,790 with the developer receiving $80,000 and the HRA retaining $62,790. Through the end of 2006, increments received total $67,793. The developer received $22,998. The district was decertified by statute on 10/11/06 and has a zero balance. Economic Development District #11 - Lexington Standard II This district was established in August 1996 to provide assistance to Lexington Standard for expansion of their facilities on Lot 1 Block 2 Farmington Industrial Park and Lot 1, Block 3 Farmington Industrial Park Second Addition. This was a pay as you go dist.-ict, with the developer receiving 90% of the annual increment for reimbursement of site improvement and infrastructure costs. The original plan called for Tax Increments of $793,712 with the developer receiving $714,344. Through the end of 2006, increments received total $569,934 and the developer has received $544,574. The amount retained has gone to the BRA (EDA) Special Revenue Fund as administrative fees. The district is due to be decertified on 8/5/07. Increment will be paid to the developer from the first half payment only in 2007. Economic Development District #12 - Precision Valve (Wanner Engineering) This district was established in August 1996 to provide assistance to Wanner Engineering for acquisition of land and construction of their facilities on Lots 2, 3 and 4 Block 3 Farmington Industrial Park. This was a pay as you go district, with the developer receiving 80% of the annual increment for reimbursement of site improvement and infrastructure costs. The original plan called for Tax Increments of $436,304 with the developer receiving no more than $349,040. Through the end of 2006, increments received total $380,373 and the developer has received $304,298. $27,249 has gone to the HRA (EDA) Special Revenue Fund as administrative fees and $28,615 has gone back to the Downtown District to help offset debt payments. The district is due to be decertified on 8/5/07. Increment will be paid to the developer from the first half payment only in 2007. Any remaining balance will be assigned to the Downtown District to offset the deficit there. Renewal and Renovation District #13 - Fraternal Order of Eagles Aeries 4031 This district was established in July 1997 to provide assistance to the Fraternal Order of Eagles in acquiring land, demolishing an existing substandard building and constructing a new club facility. The original plan called for the developer to receive 90% of the annual increment for reimbursement of site improvement costs up to $190,000. Through the end of 2006, increments received total $107,978 and the developer has received $97,180. $11,279 has gone to the HRA (EDA) for administrative fees and other costs. The district currently has a balance of $1,205. 5 The district exists for 15 years from the first receipt of increments, which was 1999, so the . official decertification date is 2013 or whenever increments paid to the developer prior to that dates equal $190,000. Economic Development District #13 - BL Adventure This district was established in 1999 to provide assistance to Dalsin Manufacturing for the construction of a 70,000 sq ft manufacturing facility on Lot 1, Block 1 Farmington Industrial Park 2nd Addition. This is a pay as you go district with the developer receiving 80% of the annual increment to reimburse the land and site improvement costs. The district received its first increment in 2001 and is scheduled to receive increment through its decertification on 8/23/09. 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City of Farmington Building Demolition Estimates We have estimated The Building Demolition cost for the following properties, as you requested: Riste Buildin~ . Property consists of two attached structures: Two (2) storm masonry building with wood frame construction on interior approximately 45' -0" wide x 70' -0" deep x 24' x 0" tall. One (1) story masonry (single width concrete block) approximately 45'-0' wide x 20'-0" deep x 16'-0" high. . Estimated cost assumes complete removal of foundation wall and footings as well as backfilling with clean fill. Building Demolition Cost Site Cost Total Estimated Cost $ 65,000.00 $ 10.000.00 $ 75,000.00 Park and Recreation Dept. Garage . Property consists of a one (1) story masonry (concrete block) building approximately 36' -0" wide x 125' -0" deep x 20' -0" tall. . Estimated cost assumes complete removal of foundation wall and footings as wen as backfilling with clean till. Building Demolition Cost Site Cost Total Estimated Cost $ 58,000.00 $ 7.000.00 $ 65,000.00 If you have any question or need additional information, feel free to call either myself or John McNamara in our office. cc: John McNamara, Wold Michael Cox, Wold GM/CI _ Farmington/06204 7/feb07 WOLD ARCHITECTS AND ENGINEERS . . . City of Farmington 325 Oak Street, Farmington, MN 55024 (651) 463-7111 Fax (651) 463-2591 www.ci.farmington.mn.us ] anuary 18, 2007 Dear Business Owner, Each year, downtown business owners are invited to rent advertising space on the Farmington EDA owned sign, located on the southwest comer of Elm Street and 2nd Street. Due to the upcoming Elm Street reconstruction, the EDA has chosen to waive the fees for advertising on the sign for 2007. Business owners who advertised on the sign last year will be given the option of utilizing the same advertising schedule that they had for 2006. The remaining open dates will be filled on a first come, first served basis. The sign is rented in two week increments and a schedule indicating open dates is attached. Please be aware that if you have not advertised on the sign before, you may need to have a panel made. If you are interested in reserving any of the available time slots, or if you have any questions regarding the availability of used panels, please call me at (651) 463/1813. Sincerely, Lisa Dargis Administrative Support Technician Community Development Farmington Sign - 2007 Dates IN 18 2N 28 Facing East Facing East Facing West Facing West Street Side Street Side March 2- March 15 March 16 - March 29 March 30 - April 12 Hometown M & RAuto April 13 - April 26 Hometown Welcome Friends April 27 - May 10 Brenda's Hometown Welcome Friends May I1-May24 M & RAuto May 25 - June 7 Anchor Bank June 8 - June 21 Hometown June 22 -July 5 Hometown 1 st N ationalIns. M&RAuto Anchor Bank Raltlhling River Days June 23-25 July 6 - July 19 Brenda's July 20- August 2 Hometown Brenda's August 3 - August 16 Hometown 1 st National Ins. M&RAuto Anchor Bank Dakota County Fair Aug 7-13 August 17 - August 30 Brenda's August 31 - Sept. 13 Hometown Brenda's Anchor Bank Sept. 14 - Sept. 27 Hometown Brenda's Sep. 28 - Oct. 11 Brenda's Hometown Oct. 12 - Oct. 25 Hometown Oct. 26 - Nov. 8 M & RAuto 1 st National Ins. Nov. 9 - Nov. 22 Hometown Anchor Bank Nov. 23 - Dec. 6 Hometown Dec. 7- Dec. 20 Welcome Friends Anchor Bank Dec. 21- Jan 3,2008 M & RAuto Jan. 4 - Jan. 17 Jan. 18 - Jan. 31 Feb. 1 - Feb. 14 Hometown 1 st National Ins. Welcome Friends Feb. 15 - Feb. 28 Hometown K:\HRA-EDA \Downtown Sign\Calendars\2007 Calendar. doc , . . . Page I of 1 Tina Hansmeier From: Melissa Carnicelli [MelissaCarnicelli@dakotacda.state.mn.us] Sent: Tuesday, January 16, 2007 9:52 AM To: Adam Kienberger; David Olson [Lakeville]; Deanna.Kuennen@cLnorthfield.mn.us; Jake Sedlacek; Jim Hartshorn; JHinzman@ci.hastings.mn.us; JHohenstein@cityofeagan.com; Julie Dorshak; Michele Merxbauer; B_Lindell@ssphra.org; Renee Vought; susanna.wilson@cLwest-saint- paul.mn.us; Tina Hansmeier; Tom Lovelace; Tom Link; Lindquist,Kim Cc: Dan Rogness Subject: Rehab-Summary-FY06.xls Attached is a summary of the Residential Rehabilitation program. Please note there are two tables. The first shows the monthly activity by city for the current fiscal year. If you scroll down further, you will find the second table showing activity by city for the past 3.5 fiscal years. 1/16/2007 -0 ..... Q) 0:: ~u. ft o C'? Q) c: ~ .., - C>>c:( .= C "CO c: Q) .!..c CD.... O~ >-,Q u."C Q) ... 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