HomeMy WebLinkAbout[08] SC PartnershipCITY OF ST. JOSEPH
Council Agenda Item 8
MEETING DATE: March 17, 2011
AGENDA ITEM: St. Cloud Partnership, Consideration of Membership
SUBMITTED BY: Administration
BOARD /COMMISSION /COMMITTEE RECOMMENDATION: The EDA considered the membership
for the St. Cloud Partnership at their January meeting. They unanimously recommended the Council
approve the membership for 2011, with dues at $ 8,000.
PREVIOUS COUNCIL ACTION:
BACKGROUND INFORMATION: Dave Gruenes from the St. Cloud Partnership will be present at the
meeting to discuss the direction of the St. Cloud Partnership and answer questions of the Council. The
dues are paid through the EDA fund, and were budgeted for the year 2011.
BUDGET /FISCAL IMPACT: $ 8,000.00
ATTACHMENTS:
Request for Council Action ... ............................... 8:1 -2
Letter from St. Cloud Partnership ...................... 8:3
Invoice for 2011 Dues ........... ............................... 8:4
Extract of EDA Minutes ........ ............................... 8:5
REQUESTED COUNCIL ACTION: A motion either accepting membership or declining is required.
8:1
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8:2
THE PARTNERSHIP
February 10, 2011
Dear Partnership Members,
We want to take this opportunity to thank you for your participation in the St. Cloud Area
Economic Development Partnership, as we're worked together to help grow the regional
economy here in Central Minnesota.
As you know, the Partnership is transitioning into a new organization that will become more
private - sector driven, yet communities will continue to have a strong voice in this enhanced
economic development initiative under new leadership with greater investment capital.
Now more than ever, we need your continued support and your continued financial
commitment. Even now, the Partnership is experiencing heightened economic development
activity as a result of our prospecting, marketing and business retention and expansion efforts.
No matter what happens to the Partnership, any remaining excess funds will be turned over to
the new organization and will continue to be used for the stated purpose of supporting regional
economic development.
Attached please find an invoice to submit with your payment. Please let me know your
organization's decision as soon as possible so that we can plan accordingly and continue our
collaborative effort here at the St. Cloud Area Economic Development Partnership.
In Partnership,
Dale Wick RECEIVED
Partnership Board Chair
................... ............................... FEB 1 1 2011
St. Cloud Area Economic Development Partnership, Inc.
P.O. Box 1091, St. Cloud, MN 56302 -1091 :PH
320.252.2177
www.scapartnership.com
8:3
THE PARTNERSHIP
A progressive approach to growth 8 development
INVOICE
February 10, 2011
Judy Weyrens
City of St. Joseph
25 College Avenue North
St. Joseph, MN 56374
Amount Date Due
Annual membership dues for 2011 ........... ......................$8,000.00 Upon Receipt
Please remit payment to: The Partnership
P.O. Box 1091
St. Cloud, MN 56302
Thank you for your continued support of The Partnership!
............................................. ............................... I ..................
St. Cloud Area Economic Development Partnership, Inc.
P.O. Box 1091, St. Cloud, MN 56302 -1091
Phone: (320) 252-2177 Fax: (320) 251-0081
8:4
Extract of EDA Minutes
January 2011
EDA Accounts Payable and Approval of Financial Reports.
Wick introduced the topic. Accounts payable for the month totaled $10,807.75 and included monthly
contract services of $2,807.75 and annual dues for the St. Cloud Area Economic Development
Partnership at $8,000.
Wick then introduced the monthly financial reports
Frank inquired as to whether or not the SCAEDP dues would be acted on by the City Council. Strack
confirmed that the EDA follows department head rules pertaining to spending authority which is capped at
$1,000 per purchase /expense.
Wick noted that the SCAEDP was considering a wholesale restructuring or reorganization as a non -profit
entity which could function like an Economic Development Corporation with copious amounts of private
sector funding rather than the current structure.
The EDA noted that changes were rapidly evolving regarding the SCAEDP and by recommending
approval of the dues payment they were doing so as of today's date and not with regard to changes that
may be forthcoming.
Motion Heinen, second by Skahen to approve the accounts payable and monthly reports. Motion carried
5-0.
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8:6
Dubuque entity is
model f r
By Kari Petrie,_(�� "
kpetrie@stcloudtinies.com
In 1984, Dubuque, Iowa,
had the country's highest un-
employment rate and was hit
hard by a recession and farm
crisis.
Now, during the Great Re-
cession, it's growing. It has
an unemployment rate lower
than the national average
and has garnered awards for
its economic development
work.
The St. Cloud area hopes
to duplicate some of that
success.
The Greater Dubuque
Development Corp. over-
sees economic development
for the Dubuque area. It is
a one -stop shop where de-
velopers and businesses can
go to learn more about the
region.
St. Cloud
"Once they contact us, we
take care of everything," Ex-
ecutive Director Rick Dick-
inson said.
The organization has four
main goals: business reten-
tion and expansion, work
force development, busi-
ness recruitment and retail
expansion.
The group's main focus
is retaining local businesses
because without a thriving
local economy, it's hard to at-
tract new businesses; Dickin-
son said.
"You have to take care of
the people who are already
here;" he said.
As the St. Cloud Area
Economic Development
Partnership goes through
See DUBUQUE, 7A ►
FROM PAGE 1A
Dubuque
its reorganization, it points
to Dubuque as a model for
fostering economic develop-
ment.
Working together
The Greater Dubuque De-
velopment Corp. maintains
a close relationship with the
Chamber of Commerce, the
local business community
and local governments, Dick-
inson said. It also works with
higher education institutions
and labor groups.
That means that everyone
is on the same page and no
one is duplicating services,
he said.
Members meet each week
with city officials to talk
about what work has been
done and what comes next.
"We work as closely as pos-
sible;' Dickinson said.
Developers who make an
initial contact with the city
are directed to the develop-
ment corporation.
"Everyone understands
who does what," he said.
The relationship between
the development corpora-
tion, the city and employ-
ers is an important one.
The development corpora-
tion works on behalf of the
employers.
"We don't advocate for the
city, we advocate for employ-
ers," Dickinson said.
Funding and success
Two - thirds of its fund-
ing comes from the private
sector while the rest comes
from the public sector. It's
annual budget is $1.6 mil-
lion. The group used to get a
large majority of its funding
from local government, but
that changed to avoid giving
businesses the impression
it was a government entity,
Dickinson said.
GDDC is overseen by a
39- member board; day -to-
day operations are directed
by an executive board of 17.
Board members are commu-
nity leaders and representa-
tives from the public and pri-
vate sectors.
Each year, the organiza-
tion conducts 250 interviews
with local businesses to see
how things are going and
how the organization can as-
sist them.
From those interviews, the
group comes up with goals
for the next five years and
develops a strategy to reach
them. That strategy is pre-
sented to local business, who
then make a five -year invest-
ment based on those goals.
Dickinson said it's impor-
tant that the group shows
companies that the invest-
ment paid off.
Those goals also help the
organization track progress
toward success. In its curren
five -year goals, the groul
wants to log $300 millioi
in construction, 6 percen
population growth, 5,00(
new jobs and average wage:
exceeding $16 an hour.
Each month the groul
tracks how it's doing to reacl
those goals.
It also tracks its other
functions, such as how man,
employers it helps to assis
newcomers to the commu
nity, how many communit;
tours it gives and how man}
people visit its website.
Dickinson said he think;
three factors make the or-
ganization successful: Resi-
dents elected talent to lead-
ership positions, talentec
people were hired to work fot
the city and then resident:
supported the talent that wa_
elected and hired.
Without the strong rela-
tionship between the city
and the organization, the
group couldn't be successful;
he said.
"We make the promise:
and the city keeps them;
Dickinson said.
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FORWARD
SIOUX t> FALLS
2011-2016
E� "FIEXPANSION "
THE GOAL: To facilitate the expansion of existing companies
and actively target and recruit new businesses to the Sioux Falls MSA,
resulting in increased job and income growth.
PRIORITY PROGRAMS & MEASURABLE IMPACT:
• Conduct visits and respond to the needs of key businesses with 50 or more employees, achieving 350
visits over the program
• Increase non -farm wage and salaried workers by 10,000
• Advocate to develop statewide and complimentary local incentives for economic development
• Establish a formal business and retention and expansion (BRE) program with consistent visitation and
outreach to existing businesses, supporting their growth and expansion and leveraging their networks to
generate new business prospects
• Positively influence business prospects and economic development decision - makers by hosting prospects
and consultants in Sioux Falls to familiarize them with our community and operational advantages
• Work with the Sioux Falls Convention & Visitors Bureau and the Governor's Office of Economic
Development to promote economic development opportunities in the Sioux Falls area to key visitor
groups attending events and experiencing recreational and tourism opportunities in South Dakota
• Direct recruitment and focused resources on targeted industries of Medical Services & Research Science,
Corporate & Data Services, Renewable Energy Technologies, and Warehousing & Distribution
• Conduct marketing missions and attend trade shows focused on targeted business industry sectors
• Generate leads through telephone contact with 7,500 companies in targeted sectors, exploring interest
in a Sioux Falls area location
• Add research capability to determine the value to the community of a prospective company, assess our
competitive position and advocate for needed incentives to assist with their recruitment and location to
the Sioux Falls area
• Add and maintain interactive search capability of sites and buildings on the Development Foundation
website and tie in to international web portal connecting site selectors to the website
• Support international marketing through the South Dakota Port of Entry /Customs office
TOTAL (OST: $3.4 rnillion over 5 yetirs
TEST DOCUMENT: for evoluotion purposes only
FORWARD
SIOUX €> FALLS
2011 -2016
THE GOAL: To leverage and expand existing resources to enhance the skilled workforce pipeline
for the area's diverse business sectors and to optimize the resources from the Sioux Falls MSA
public and private school systems to two- and four -year degree programs and beyond.
PRIORITY PROGRAMS & MEASURABLE IMPACT:
• launch new recruitment efforts utilizing new images and messages created through the National
Marketing & Public Relations initiative
• Pursue new collaborations with high school CTE and STEM programs
• Double efforts aimed at the critical workforce development tool of college level internships through
programs like Interns in Industry
• leverage area higher education resources to positively impact the variety and flexibility of graduate
programs that accommodate the needs of working adults and parents in the Sioux Falls area
• Explore the creation of "centers" at the University (enter to support the most competitive employment
sectors and leverage qualified professionals as instructors and liaisons
• Expand use of social media marketing to expand the quality and quantity of the workforce
• Train 50 career - focused ambassadors to assist with alumni - related efforts
• Grow the labor force by 10,000
• Network to maintain direct and online contacts with the 45,000 post- secondary students within a 150 -
mile radius of Sioux Falls
• Increase adult student enrollment in Sioux Falls from 10,000 to 121500
• Facilitate 400 post- secondary internships and 2,000 high school career shadows
• Establish a Sioux Falls Area Education Council
TOTAL COST: $1.3 million over 5 years
t
TEST DOCUMENT: For evaluation purposes only 7
FORWARD
SIOUX ivi FALLS
2011-2016
lwwwt
THE GOAL: To advocate for the policies, infrastructure and amenities necessary
to ensure the Sioux Falls MSA grows effectively and sustainably.
PRIORITY PROGRAMS & MEASURABLE IMPACT:
• Actively lobby at the federal level for economic development issues, such as securing the future of the
South Dakota Air National Guard base in Sioux Falls, for continued Lewis & Clark Regional Water Project
funding, for continuation and enhancement of the EROS Data Center, etc.
• Work in coalition with local, state and federal governments to secure adequate funding for major Sioux
Falls area infrastructure projects
• Establish an Air Service Committee, working with the Sioux Falls Airport Authority, to develop a plan and
strategy to further enhance air services at the Sioux Falls Regional Airport
• Provide matching funds for the Blood Run Historical Site Master Plan and Land Acquisition Program
in partnership with the South Dakota Game Fish & Parks Department and the South Dakota Parks &
Wildlife Foundation
• Enhance communication with South Dakota legislators and other regional elected officials by sponsoring
a legislative Hosting in Sioux Falls in 2011, 2013 and 2015
• Lobby to retain and enhance statewide economic development incentives that are scheduled to sunset in
2012 by action of the South Dakota Legislature
• Support the activities of the Sioux Empire Housing Partnership in their efforts to work with the South
Dakota Housing Authority to provide more affordable housing opportunities to people in the Sioux Falls
area
• Serve 2,500 people through the homebuyer education and foreclosure mediation programs
• Expand SEHP homebuyer outreach centers in the Sioux Falls MSA
TOTAL COST: $2.0 million over 5 years
8 TEST DOCUMENT: For evoluotion purposes only
FORWARD
SIOUX E- FALLS
2011-2016
NATIONAL MARKETING & PUBLIC RELATIONS
THE GOAL: To aggressively promote the Sioux Falls area as a competitive location
for business and talent to both external and internal audiences
and elevate Sioux Falls' presence in the national market.
PRIORITY PROGRAMS & MEASURABLE IMPACT:
• Elevate Sioux Falls' presence nationally by utilizing national media to share the benefits of living,
visiting and doing business in Sioux Falls
• Optimize external marketing, attraction and public relations efforts and leverage dynamic
marketing tools, social media and new technologies to effectively convey the Sioux Falls area
message
• leverage community and governmental organizations to help this concept succeed by serving as its
ambassadors and utilizing their constituencies to spread the message and sell Sioux Falls as a high -
value location; this includes partnering with the City of Sioux Falls to enhance gateways and signage
within the city
• Enhance business recruitment marketing efforts by working with area employers to help them sell
the community to vendors, customers and future employees as they are selling their companies
• Create improved career connections describing the Sioux Falls advantage for all employers through
www.siouxfalls.com
• Continue marketing and communication efforts to current investors and potential FSF investors
• Manage websites included on the portal site www.siouxfolls.com
• Enhanced web presence for the community to better direct visitors to the information they're
seeking about the community, whether it's visitor /tourism - related, economic development- related
or general information about the community
• Increased visitor numbers that add to the economic impact for the community
• Maintain and increase population growth of the City of Sioux Falls and the MSA
• Strategically place 50 positive pro- business and quality of life messages (articles, quotes,
photographs, references) in national and international publications
• Enhance signage within the city to better direct people to Sioux Falls landmarks and brand identity
TOTAL COST: $2.4 million over 5 years
TEST DOCUMENT: For evoluotion purposes only 9
FORWARD
SIOUX �> FALLS
2011-2016
RESEARCH, INNOVATION & ENTREPRENEURSHIP
THE GOAL: To - maximize the economic impact of research, high growth businesses,
entrepreneurs and innovators in the Sioux Falls MSA.
PRIORITY PROGRAMS & MEASURABLE IMPACT:
• Support research, innovation and entrepreneurship through SDTBC programs and activities
• Building on Innovation Expo, develop a nationally - recognized innovation event involving local and
regional entrepreneurs, researchers and post- secondary students
• SDTBC will partner with the Enterprise Institute and South Dakota Innovation Partners to host a regional
Student Venture competition
• SDTBC and the Enterprise Institute will manage and host an annual Technology Acceleration Program with
a goal to launch five new businesses annually
• Partner with the Enterprise Institute to create three new angel investment funds to increase available
early -stage equity
• Work with South Dakota Innovation Partners to increase available and proof of concept funds and seed
capital
• Facilitate the development of three new post- secondary programs supporting private sector research
• Assist in development of University Center Research Park master plan
• SDTBC clients will create 150 -200 new high -wage, high -skill jobs
• Increase annual Innovation Expo participation from 400 to 100
• Double student participation in Giant Vision business competition
• Secure equity funding for 10 new SDTBC client companies
• Graduate an additional 10 companies into the Sioux Falls business community from the SDTB(
• Double the combined annual sales from SDTBC clients and graduates to $200 million
• Complete expansion of the Graduate Education and Applied Research (GEAR) Center
TOTAL COST: $1.5 million over 5 years
10 TEST DOCUMENT: For evoluotion purposes only
FORWARD
SIOUX $> FALLS
2011-2016
MANAGEMENT & COMMUNICATION
THE GOAL: To manage the Forward Sioux Falls program in a fiscally responsible manner
by being accountable to investors and keeping them informed of the activities
and outcomes of the program initiatives.
PRIORITY PROGRAMS & MEASURABLE IMPACT:
• Provide funding for Forward Sioux Falls fundraising campaign expenses and feasibility study in
2010 -11
• Provide regular updates on Forward Sioux Falls activities and accomplishments to all investors
and the public through the www.forwardsiouxfalls.com website, newsletters, and annual Report to
Investors
• Conduct periodic Report to Investor briefings and visits with investors throughout the program
• Manage program through quarterly meetings with the Joint Venture Management Committee
• Leverage finances by researching and applying for grants consistent with the FSF mission and
approved programs
• Provide ongoing financial management and accountability and provide for annual audits of the
program
• Maintain financial and other required records for the program
• Provide office space for staff carrying out Forward Sioux Falls programs
• Staff technology support, software and hardware
• Brand Forward Sioux Falls through use of logo and other mediums
• Maintain www.forwardsiouxfalls.com websile and all associated websites (10)
TOTAL COST: $2.2 million over 5 years
TEST DOCUMENT: For evoluotion purposes only I r