Housing & Redevelopment Authority in and for the City of Roseville

Home , Makeover (Glee)

Housing & Redevelopment Authority in and for the City of Roseville Meeting Agenda Tuesday, August 13, 2013 at 6:00 p.m.

Roseville City Hall, Council Chambers, 2660 Civic Center Drive Roseville, Minnesota 55113

1. Call to Order

2. Roll Call

3. Approval of Minutes: Minutes of Regular HRA Meeting on July 16, 2013

4. Announcements, Agenda Adjustments, Recognitions, Correspondence, and Comments

5. Community/Citizen Comments – comments from the public on items that are not otherwise on the agenda

6. Consent Agenda a. Acceptance of HRC Monthly Reports for July 2013

7. Public Hearing – None

8. Presentations –

a. University of Minnesota Extension Michael Darger

9. Action/Discussion Items a. Authorization to work for University of Minnesota Extension BR & E services b. Authorize Request for Proposal for Redevelopment of Dale Street Site c. Rental Licensing Ordinance and Implementation Plan d. Levy Request e. Discussion of Living Smarter Home and Garden Fair

10. Information Reports & Other Business (Verbal Reports by Staff and Board Members): a. Foreclosure Map

Next Regular Meeting: September 17, 2013, City Council Chambers at 6:00 p.m.

1 Housing & Redevelopment Authority 2 Roseville City Hall Council Chambers, 2660 Civic Center Drive 3 Minutes – Tuesday, July 16, 2013 at 6:00 p.m. 4 5 1. Call to Order 6 Chair Maschka called to order the regular meeting of the Housing & Redevelopment Authority (HRA) 7 in and for the City of Roseville at approximately 6:00 p.m. 8 9 2. Roll Call 10 11 Present: Chair Dean Maschka; and Members Susan Elkins; Kelly Quam; Bob 12 Willmus; Bill Masche; and Vicki Lee 13 14 Members Excused: Member Bill Majerus 15 16 Staff Present: HRA Acting Executive Director Jeanne Kelsey 17 18 3. Approval of Minutes 19 Motion: Member Willmus moved, seconded by Member Lee to approve the Regular HRA 20 Meeting Minutes of June 18, 2013 as presented. 21 22 Ayes: 5 23 Nays: 0 24 Abstentions: 1 (Elkins) 25 Motion carried. 26 27 4. Announcements, Agenda Adjustments, Recognitions, Correspondence, and Comments 28 29 5. Community/Citizen Comments 30 31 6. Consent Agenda 32 Acting HRA Executive Director Jeanne Kelsey briefly reviewed the Consent Agenda item as detailed in 33 the staff report dated July 16, 2013: 34 35 a. Acceptance of HRC Monthly Reports for June 2013 36 b. Quarterly Financial Update 37 38 Motion: Member Masche moved, seconded by Member Elkins to approve the Consent 39 Agenda as presented. 40 41 Ayes: 6 42 Nays: 0 43 Motion carried. 44 45 7. Public Hearings 46 None. 47 48 8. Presentations 49 50 a. Sherman and Associates, Andy Hughes Twin Lakes Property 51 Acting HRA Executive Director Kelsey introduced this item and presenters. 52 53 Project Manager Andy Hughes 54 Mr. Hughes provided a background of the company and their other developments throughout 55 the metropolitan area; and then provided specifics for the proposed project in Roseville. Mr. HRA Meeting Minutes – Tuesday, July 16, 2013 Page 2

1 Hughes reported that the project was intended as a three (3)-phase development as detailed in 2 the staff report dated July 16, 2013, with the first two (2) phases anticipated in 2014. 3 4 Sherman Architect Link Wilson of Kaas Wilson 5 Mr. Wilson recognized George Sherman as a pioneer in development projects, and his 6 architectural firm’s involvement with Mr. Sherman and various projects since 1987. Mr. 7 Wilson reviewed the concept plans using similar projects, and how the project would be 8 phased. Mr. Wilson advised that sustainability had been and was an important component of 9 multi-family housing projects given their density; and reviewed his firm’s work toward LEED 10 certification on various projects, specifically attempting to use regional materials and create 11 energy efficiencies. Mr. Wilson noted that some sustainability efforts were visible, while 12 others were more internal or part of infrastructure and not visible to the public. 13 14 Mr. Wilson noted that this project site would utilize the transit lines provided along County 15 Road C and nearby Snelling Avenue, dictating its design and organization of buildings around 16 pedestrian pathways and access to bus stops. While still in a concept state, Mr. Wilson 17 expressed the desire of his firm and Sherman Associates to work with the HRA and City to 18 provide creative solutions for this site. 19 20 Mr. Hughes reviewed the projected timing for market rate apartments, with the retail pad and 21 mixed unit proposed in 2015 at the latest. 22 23 At the request of Member Willmus, Mr. Hughes advised that the intent for DEED funds for 24 demolition and interior abatement of asbestos materials from existing buildings on site, 25 stormwater management and infrastructure needs. 26 27 At the request of Member Willmus related to green space ratios for Phases II and III, Mr. 28 Wilson responded that, while unable to provide exact counts at this time, he reviewed other 29 strategies that would meet or exceed typical Roseville ratios. Mr. Wilson provided an example 30 of recent work by Sherman Associates of light rail work accomplished at 3550 East 46th Street 31 in Minneapolis (Oaks Station Place), using underground strategies to delay excess rainwater 32 runoff. 33 34 Mr. Hughes advised that it was the intent of their firm to interface to Langton Lake as much as 35 possible to address the City’s desire that it be an amenity, with soft applications of possible 36 individual townhome units and entrances to achieve that softer buffer, while providing an 37 active amenity space between Phase II retail tenants and Phase I apartments. Mr. Hughes 38 advised that the apartments would have typical market rate amenities, with more attention 39 given to the Fairview Avenue entrances. 40 41 Mr. Wilson provided another example of a collaboration with Sherman Associates, with walk- 42 ups provided to address diversity of apartment tenants, with senior tenants preferring upper 43 floors for safety concerns, but younger families with pets preferring the first floor, addressed 44 through walk-ups as one option. 45 46 Chair Maschka spoke in support of the concept, particularly the walk up options; referencing 47 the American Boulevard development in the City of Bloomington as an example of a great 48 amenity. Chair Maschka opined that this pioneering view was needed in Roseville, and 49 reiterated his excitement for the project. Chair Maschka expressed his preference for modern 50 design, while recognizing that this remained a concept at this time. 51 52 Member Quam advised that she had an opportunity to work with Sherman Associates over the 53 last 10-15 years in private practice; and opined that their developments had proven 54 phenomenal, from construction to management to practices, opining that they were a terrific HRA Meeting Minutes – Tuesday, July 16, 2013 Page 3

1 company. Member Quam expressed her enthusiasm for Sherman Associates to do something 2 in Roseville; and questioned if their financing was in place to allow construction start in 2014. 3 4 Mr. Hughes advised that they were still doing due diligence at this time, and would most likely 5 contemplate a tax increment financing (TIF) request in the future. However, prior to 6 completing that due diligence for financing the project, Mr. Hughes advised that they sought to 7 air their concept initially with the HRA and City Council; and if supported, they anticipated a 8 TIF application coming forward in August of 2013. Mr. Hughes advised that HUD-insured 9 financing would be primary, and anticipated that it would take most of the winter to get 10 through the HUD approval process, with anticipated groundbreaking in late spring or early 11 summer of 2014. 12 13 At the request of Member Quam, Mr. Hughes advised that they anticipate Phase II commercial 14 space to be built to a single office/medical tenant with a build/design option unless the demand 15 for more retail uses seemed to be significant. 16 17 At the request of Member Quam, Mr. Hughes advised that Phases I and III were proposed as 18 four (4) stories each; however, he noted that Phase III would look like a five (5) story building 19 due to the pitch of the roof. 20 21 At the request of Member Quam, Mr. Hughes responded that they anticipated seeking some tax 22 credits for Phase III, proposing 80% market rate and 20% affordable housing units. 23 24 At the request of Member Quam, Mr. Hughes advised that typically, Sherman Associates 25 constructed, owned and managed all of their buildings. 26 27 For the benefit of the public and any potential misperceptions with the mention of HUD 28 financing for the project, Mr. Wilson noted that phenomenal buildings were still possible with 29 that type of funding much different than perceived in the past. 30 31 Mr. Hughes noted that everyone was cognizant that such financing was a necessary tool in 32 today’s market to credit-enhance the loan for such a project. 33 34 Ms. Kelsey noted that the HUD tool was frequently used to allow for longer term (e.g. 40 year) 35 loans; with Mr. Hughes concurring that it allowed for a 40-year amortization for longer term 36 and larger loans and required less subsidy. 37 38 At the request of Member Masche, Mr. Hughes advised that, while Sherman did not yet control 39 the site, they were working with Hagen, and were confident in the status of those negotiations 40 to appear before the HRA tonight. 41 42 Mr. Masche recognized the history of the Sherman company, specifically George Sherman, 43 and the immense amount of ideas and creativity with its projects; and expressed appreciation 44 that the legacy was continuing. 45 46 Mr. Hughes noted that Mr. Sherman continued to own and manage the company himself, and 47 saw great potential with this proposed project in Roseville. 48 49 9. Action/Discussion Items 50 51 a. Resolution of Support for Sherman and Associates DEED Application 52 53 Motion: Member Lee moved, seconded by Member Quam to recommend to the City of 54 Roseville to apply for DEED funds on behalf of Sherman Associates, Inc., for the 55 redevelopment of 2785 Fairview Avenue. HRA Meeting Minutes – Tuesday, July 16, 2013 Page 4

1 2 Ayes: 6 3 Nays: 0 4 Motion carried. 5 6 Motion: Member Quam moved, seconded by Member Elkins to adopt RHRA Resolution 7 No. 49 entitled, “Resolution in Support of City of Roseville Application to the Minnesota 8 Department of Employment and Economic Development for the Redevelopment of 2785 9 Fairview Avenue:” as detailed in the staff report dated July 16, 2013. 10 11 Ayes: 6 12 Nays: 0 13 Motion carried. 14 15 b. Budget Discussion 2014 16 Ms. Kelsey provided a status report of the proposed 2014 budget as detailed in the staff report 17 dated July 16, 2013; referencing the updated RHRA Strategic Plan with 2014 budget details. 18 19 Ms. Kelsey addressed a proposed new Communications position for City Administration; and 20 advised that no marketing had been done since the Hornik Agreement had been eliminated. 21 However, Ms. Kelsey reviewed some of the positives of the HRA working with the City for 22 this new position, and collaboration for one message versus the various messages among 23 departments at this time. Ms. Kelsey recommended HRA funding of the position at $30,000, 24 utilizing that position to provide proportional time each week for HRA marketing. Ms. Kelsey 25 advised that this would also utilize the allotted advertising funding for collateral material. 26 27 Ms. Kelsey noted that the current Living Smarter branding had been done by the HRA for over 28 three (3) years, and at the Home and Garden Fair for five (5) years. However, Ms. Kelsey 29 suggested that the Fair needed to be rebranded and brought up to date to recognize the HRA’s 30 focus on housing AND economic development so that message included the business 31 community. 32 33 Ms. Kelsey noted that these two new initiatives were addressed on page 3 of the staff report as 34 new items; and sought HRA direction for amending, updating and finalizing the HRA budget 35 for adoption in August and forwarding it to the City Council for their September Preliminary 36 Budget approval. 37 38 Regarding the Home & Garden Fair, Member Willmus advised that comments he’d heard from 39 vendors was that the same people attended each year, and there was a need to reach out to 40 bring in new people. Member Willmus noted that this may be indicative of sliding attendance 41 the last few years as well; and spoke in support of rebranding it, suggesting that it may be 42 better to hold it every other year versus annually; or hold it at a different time of year so as not 43 to compete with larger events elsewhere. Member Willmus spoke in support of exploring 44 opportunities. 45 46 Ms. Kelsey asked that the HRA discuss this and provide direction to staff. Ms. Kelsey noted 47 that the Fair had been held in Roseville for thirteen (13) years, with the HRA rebranding it five 48 (5) years ago due to the population asking for sustainable-related workshops and topics. Ms. 49 Kelsey reported that the 2012 Fair had over 1,200 attending, with only 850 attending in 2013, 50 averaging 1,000 – 1,200 people. Ms. Kelsey noted that weather was a factor, as well as the 51 venue with several different buildings needed to make it work creating logistical issues. Ms. 52 Kelsey noted that vendors had been receptive to the “Bingo” cards to allow attendees to 53 engage with vendors. Ms. Kelsey advised that sponsors were very happy with the interest 54 gleaned from workshops and promotion for their businesses, and new customers, with most HRA Meeting Minutes – Tuesday, July 16, 2013 Page 5

1 sponsors realizing a minimum of three (3) jobs as a result of the Fair. Ms. Kelsey advised that 2 staff continued to come up with new ideas annually. 3 4 Ms. Kelsey noted that some cities have stopped having an annual fair, with the City of 5 Richfield moving to every other year and handled strictly by a volunteer committee. Ms. 6 Kelsey noted that other communities attempted not to overlap with other north suburban events 7 or approach vendors within that same area. Ms. Kelsey advised that the City of Roseville 8 wanted to attract vendors defined in this area, not the broader metropolitan area, with 9 marketing done outside Roseville, but no further than Mounds View, New Brighton, 10 Shoreview and other immediately adjacent suburbs all within the Lillie Suburban News 11 advertising area, even though staff was very aware that attendance was being drawn from other 12 areas. 13 14 Ms. Kelsey reiterated staff’s desire for the HRA to provide direction, noting that the Fair had 15 already been launched for 2014, but preferences were to get a Communications person on 16 board that could respond to HRA direction and provide value added to the group for 17 rebranding it for the City as a whole or for community outreach. Ms. Kelsey suggested some 18 options may be to include a City Hall Open House or engage other departments, events or 19 community activities as part of the Fair if a larger venue was available. 20 21 Chair Maschka agreed that the Fairview Community Center was not a contiguous venue for 22 holding the event. 23 24 Ms. Kelsey advised that comments from those attending speak to the great workshops, but by 25 attending them, they didn’t have time available to attend the Fair itself and visit with other 26 vendors. In response, Ms. Kelsey advised that three (3) workshops were scheduled this fall to 27 be held at the Ramsey County Library/Roseville Branch entitled, “Getting Ready for Winter,” 28 “Buttoning Up Your Yard,” and “Aging in Place by Making a Home for a Lifetime with 29 Universal Design.” 30 31 Member Quam noted that vendors needed to be expanded beyond single-family homeowners, 32 with the HRA’s new emphasis on market, upscale rental housing, serving a different clientele 33 beyond home ownership. 34 35 Member Willmus concurred that a segment of the population may be missed by focusing on 36 vendors geared toward home ownership. 37 38 Chair Maschka expressed confidence that this would become part of the marketing program 39 being put together to provide a cohesive marketing message. Chair Maschka encouraged 40 continuing to look at what is and what is not working, and who should be marketed. Chair 41 Maschka noted that the City continued to go in one direction to sell Roseville based on its 42 location and amenities; and questioned how this discussion fit with the additional focus on 43 economic development to support businesses in town and how to blend that message into an 44 overall marketing program. 45 46 Chair Maschka noted that, in the recent Finance Committee meeting, Member Majerus talked 47 about hiring a consultant versus an employee for one (1) year to see what their actual work was 48 worth, and being easier than hiring an employee, with many consulting firms having that area 49 of specialty and expertise. 50 51 Ms. Kelsey noted that there were pros and cons for each option. 52 53 Member Willmus suggested looking at that option, as well as exploring other venues if the Fair 54 was held at other times of the year outside tournament time at the High School. 55 HRA Meeting Minutes – Tuesday, July 16, 2013 Page 6

1 Ms. Kelsey advised that staff had explored other options in the City, with the biggest issue 2 being the garden component being the trigger for timing of the Fair for planting season. 3 4 Discussion ensued noting that the Parade of Homes occurred in the fall each year; 5 improvements for the Fair, even though the current event remains viable; clarification that the 6 funding of $30,000 from the HRA for the Communications position came from what was 7 originally allotted for the Marketing Consultant and collateral material; the need for the 8 Communications position, whether a consultant or employee, to collaborate with and among 9 all departments; lack of a similar position in the City at this time and restructuring of the 10 existing Communications function with adding the HRA function to it; need for a coordinated, 11 consistent message rather than many departments having different slogans and approaches for 12 marketing their respective departments and functions; and allowing a much more economical 13 and efficient effort, along with that consistent message. 14 15 Further discussion included a report from Member Willmus on City Council efforts to look at 16 the entire City entity to see how resources could be better utilized; and Ms. Kelsey’s intent for 17 continued coordination by the HRA with the City Council on its strategic plan initiatives to 18 ensure updates are consistent as the economic development focus continues to allow 19 businesses to be aware of the City’s interest in their health. 20 21 Member Masche congratulated Ms. Kelsey on the targeted budget dollars in line with and as 22 contemplated in the HRA Strategic Plan with funding in place for those initiatives. 23 24 At the request of Member Quam, Ms. Kelsey reviewed the $145,000 projected increase in the 25 2014 Budget from the 2013 Budget, clarifying where those funds would come from; and 26 carrying over 2012 and 2013 reserves into the next budget cycle. 27 28 10. Information Reports and Other Business (Verbal Reports by Staff and Board Members) 29 30 a. Rental Licensing Ordinance Update and Implementation Timing 31 Ms. Kelsey provided a status report for rental licensing following discussion with and 32 revisions to the first draft by the City Attorney and Building Codes Department. Ms. Kelsey 33 advised that she would meet again tomorrow with the City Attorney to finalize those 34 provisions, hoping to return to the HRA in August with the revised draft for their review, and 35 anticipated approval for recommendation to the City Council and their public hearing process. 36 37 b. Business, Expansion and Retention Consulting Agreement 38 Ms. Kelsey reported that four (4) proposals had been received, with anticipated action and 39 recommendations by the HRA at their August meeting; at which time a presentation by the 40 recommended finalist and next steps will be facilitated. 41 42 At the request of Member Willmus for the HRA’s multi-family housing options budget, Ms. 43 Kelsey advised that Owasso School site implications at $1.6 were only specific to the north 44 portion of the site, as the HRA could not purchase park land, and therefore the recent 45 appraisals would have little impact on that budget. 46 47 Fall Workshop Schedule 48 Reiterating the upcoming HRA sponsored workshops at the Ramsey County Library, Ms. 49 Kelsey advised that additional information was available online and could be obtained through 50 registering with the Library in their marketing materials, as well as through the City’s Parks & 51 Recreation registration options; along with in the City newsletter for fall quarter registration 52 information. 53 54 Dale Street Project Update HRA Meeting Minutes – Tuesday, July 16, 2013 Page 7

1 At the request of Chair Maschka, Ms. Kelsey provided an update on this project, with RFP’s 2 anticipated for authorization by the HRA at their August meeting, review in September, 3 continued review by HRA committee and subsequent invitation of finalists at a joint meeting 4 of the HRA/City Council to hear their presentations in October of 2013; with additional 5 research and background due diligence performed by staff; with additional discussion 6 anticipated in November of 2013 prior to selection of a development firm by jointly by the two 7 bodies; and anticipated drafting of a Development Agreement in December of 2013/January of 8 2014; with action anticipated in January of 2014 on that Agreement, depending on the number 9 and quality of RFP’s returned. 10 11 11. Adjournment 12 The meeting was adjourned at approximately 6:56 p.m. 13 14 Agenda 6. a. City of Roseville Monthly Status Report HousingResource Center - North and East Metro January 1, 2000 - July 31, 2013 Thru- Jan- Jan- Jan- Jan- Jan- Jan- Jan- Jan- Jan- Jan- Jan- Jan- Dec Dec Dec Dec Dec Dec Dec Dec Dec Dec Dec Dec Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Year-to- '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10 ' 11 '12 '13 '13 '13 '13 '13 '13 '13 '13 '13 '13 '13 '13 Date TOTAL Roseville Home Improvement Loan Applications Rec'd 168885000002100000 3 43 Loans Closed 144352000000100000 1 27 Multi-Family Rental Loan Calls/Inquries 2131000000000000 0 6 Applications Rec'd 0000000000000000 0 0 Loans Closed 0000000000000000 0 0 Revolving Loan Applications Rec'd 13 32 25 14 22 19 26 15 1 167 Loans Closed 11 30 21 12 18 7 21 13 1 This loan merged into the Roseville Home Improvement Loan 134 Family Home Ownership Loan Applications Rec'd 441 9 Loans Closed 330 This loan merged into the Roseville Home Improvement Loan 6 MHFA Fix Up Fund/Rehab/Rental Loan Applications Rec'd 0062472141551000000000000 0 37 Loans Closed 0041461110310000000000000 0 22 Ramsey County Deferred Loan Loan Applications Rec'd 0006231058676010032000000 6 44 Loans Closed 0004211023723101000000000 2 24 Construction Consultation Report Consultation Phone or Walk-i 25 61 61 49 156 125 153 165 152 196 244 143 91 19 14 13 12 17 17 36 0 0 0 0 0 128 1,658 Site Visits, Inspection 42 76 64 76 118 105 95 97 118 121 125 116 65 9 8 6 8 11 13 19 0 0 0 0 0 74 1,227 Scope of Work 3810054852042025510000110200000 4 320 Additional HRC Services Number of calls 409 207 507 622 468 490 543 391 414 321 398 321 254 6 16 13 15 22 17 28 0 0 0 0 0 117 5,208 Total SERVICES Provided 538 506 742 871 814 767 852 690 731 669 805 612 428 35 39 33 36 54 51 87 0 0 0 0 0 335 8,932 NOTE: These numbers reflect the number of CLIENTS serviced. In many instances a client will receive more than one service.

REQUEST FOR HRA ACTION

Date: 08-13-13 Item No: 9a Staff Approval: Agenda Section:

Action Item Description: Authorize Contract Services for Business Retention and Expansion Program with the U of M Extension (HF_0125)

1.0 Requested Action

Authorize the RHRA to enter into Contract with the University of Minnesota Extensions Business Retention and Expansion (BR&E) Strategies Program.

2.0 Background

The RHRA 2012-2016 Strategic Plan goal number #5 is to Retain and attract desirable housing and businesses that lead to employment, investment, and commitment to the community. When this goal was developed, the RHRA’s objective was not only to engage the community in developing business development priorities, but to create strong relationships with existing and prospective businesses by understanding their needs and maximizing opportunities for business retention, growth, and development.

The RHRA authorized at their June 18th, 2013 meeting to go out to request for proposals (RFP) for BR&E services. The RFP requested firms to assist the RHRA in conducting a survey of existing business and then providing a comprehensive report with recommendations of programs to address the businesses issues in our community.

The RHRA did budget funds in 2013 for Economic Development and specifically to pay for professional services to facilitate community engagement. Additionally, RHRA staff has received a commitment of $2500 from Xcel Energy to assist the RHRA with hiring a consultant.

The RHRA did receive four responses to the RFP and they are attached for the boards review. Based upon the extensive experience of the U of M Extensions BR&E Strategies Program and the comprehensive report that will be provided to the RHRA staff is recommending entering into a contract with the U of M Extensions BR& E Strategies Program.

3.0 Staff Recommended Action

Authorize the RHRA to enter into a contract for BR&E services with the U of M Extension.

Prepared by: Jeanne Kelsey (651-792-7086) Attachment A: RFP Responses

RHRA_ Agenda (8-13-13) - Page 1 of 1 Agenda 9a. Attachment A

City of Roseville HRA Business Retention & Expansion Program Request for Proposal

July 3, 2013

Kirstin Barsness Maxfield Research, Inc.

Agenda 9a. Attachment A

STATEMENT OF UNDERSTANDING

The Roseville Housing and Redevelopment Authority (HRA) seeks consulting services to organize, research and recommend a process for developing and implementing a Business Retention and Expansion Program within the City of Roseville. Activities will include both the identification of a community specific retention strategy, execution of the survey and analysis of the results.

PROJECT TEAM

Kirstin Barsness, Development Consultant 24438 Imperial Court Forest Lake, MN 55025 Telephone: (651)408-1032 E-mail: [email protected]

Maxfield Research, Inc. 1221 Nicollet Avenue, Suite 218, Minneapolis, MN 55403 Telephone: (612) 338-0012 E-mail: [email protected]

PROJECT APPROACH

The consulting team is recommending a two phase Business Retention and Expansion Program.

Phase I would entail a comprehensive survey of Roseville business community utilizing a survey tool that is web based, such as Survey Monkey. The Survey would capture a cross section of Roseville businesses based on size, number of employees and industry sector. This methodology allows for identification of key issues within Roseville that may be germane to certain businesses relative to their size or industry. Additionally, it will help identify growing clusters and business sectors that should be cultivated for long term growth.

In Phase I, BRE volunteers would be utilized to follow-up with local businesses to determine is the introduction letter arrived, survey access works and other process related questions. The tabulation of the results can be easily quantified and evaluated. A larger role for the BRE volunteers exists in Phase II: Targeted Visitation.

Phase II builds on the foundational work of the first phase. The broader based survey can be utilized to detect a targeted group of businesses for visitation and cultivation. This group is limited to less than 30 companies that Roseville wishes to maintain and invest time, energy and potentially financial resources. Visitation is a time intensive practice, so a targeted and focus approach builds strong results. Once the originally selection have been visited, subsequent companies can be identified and incorporated.

Agenda 9a. Attachment A

Applicant’s Experience

Kirstin Barsness

Ms. Barsness has been involved in establishing business retention programs since 1990, both at the municipal and county level. In 2008, the City of Shoreview hired Ms. Barsness to work with its Economic Development Commission in evaluating a Business Retention Strategy that allows Shoreview to focus its land and financial resources into the local businesses best position for continued growth.

An assessment of the community’s strengths and weaknesses, including any barriers to continued investment was completed. The EDC then developed criteria for which Businesses would be cultivated based upon tax base, employment and emerging markets. The businesses were categorized into Landmark and Emerging Businesses and will be the framework from which Shoreview will make investment decisions and build redevelopment strategies. The BRE Strategic Plan identified goals, policies, and actions that were incorporated in the City’s Comprehensive Plan. Additionally, a three year work plan supporting the BRE recommendations was drafted and is being implemented with assistance from Ms. Barsness.

Shoreview’s support and commitment to their program has resulted in multiple expansions of their BRE businesses. In 2013, the Shoreview BRE Program was honored by EDAM for their efforts with the expansion of two major manufacturers’ with investment over $14 million. In 2013, Shoreview continued to use Ms. Barsness as they updated their retention program to include a second phase of visitations, focusing on emerging firms.

Maxfield Research

Maxfield Research Inc. has conducted market and economic research specific to the real estate industry. Maxfield consistently works with communities on a variety of their land use and real estate needs including residential and commercial real estate. In 2005, the City of Minneapolis commissioned Maxfield Research Inc. to conduct an industrial land use and employment policy plan analysis. An extensive employer survey was completed for that report that identified industrial businesses’ greatest concerns. Maxfield Research Inc. also regularly contacts major employers for smaller projects; primarily comprehensive housing needs analyses, to determine employment growth and the ability of the existing housing stock to serve the needs of employees working at area businesses.

Agenda 9a. Attachment A

Business Survey Experience

As mentioned above, Maxfield distributed a written survey to local businesses. A contact letter from the City was sent prior to the survey to the businesses that requested their cooperation in the study and thanked them in advance for participating. The response rate was high. Businesses wanted to be able to speak to their city government about issues that were impacting them, primarily the ability to expand their businesses and land use policies and restrictions that inhibited business operations and/or expansions. In developing a business survey, it is important to identify the goals and objectives to be accomplished with the survey and to develop questions and craft response options that are clear and cohesive. Respondents must be able to understand and follow the construct of the survey in order to provide effective answers to the questions. Additional space should also be allotted for respondents to add further comments or explain their responses to various questions.

Maxfield’s work with business surveys and business interviews over a period of 20+ years enables us to bring significant experience to this portion of the analysis.

For the Roseville HRA project:

PROPOSED RESEARCH ACTIVITIES

1. Using national employment databases and information provided by the Roseville HRA, identify criteria used to select a varied cross-section of businesses that should be contacted for a business survey. Include businesses of varying sizes by number of employees and within a cross-section of industries such as manufacturing, transportation, construction, retail, etc.

2. Develop a survey that will be conducted with the businesses identified in 1. Above. Survey questions will be drafted in collaboration with the Roseville HRA and will focus on business needs and collaboration with municipal government. Business expansion and retention will be a primary objective of the survey.

3. Maxfield Research Inc. will tabulate and analyze the survey results as provided by those conducting the survey.

4. In collaboration with economic development local and regional economic development experts, generate suggestions for a local strategic action plan.

5. Prepare and assist in the delivery of a comprehensive report based on the findings of the survey and other information specific to Roseville.

Agenda 9a. Attachment A

PROPOSED PUBLIC PARTICIPATION

ROSEVILLE HRA BOARD AND STAFF

1. Facilitate process to identify the goals and outcomes for the Business Retention and Expansion process. 2. Review and recommend the structure and content of the BRE Survey 3. Evaluate the survey results and propose businesses for Target Visitation 4. Develop Targeted Visitation format and support materials

BUSINESS RETENTION & EXPANSION VOLUNTEERS

1. Provide direction and training on Phase 1 telephone support for completion of Survey 2. Prepare and coach volunteers on completion of Phase II Target Visitation process 3. Assist with identifying key issues that require a response to address a business concern

Identifying Programs and Resources

Be able to respond in a timely manner to business concerns is a key element of any business retention program. Using local, regional and national sources, the consulting team can assist in identifying programs and resources that can be leveraged for economic development in Roseville. While private sector investment is solicited and preferred, in redevelopment scenarios, it may be important for the City to support efforts to retain existing businesses and recruit new businesses.

Familiarity with programs available both to and by local government is an important element. The consultants will provide the Roseville HRA with matrix that matches possible business concerns with the various resources available to address it. Evaluation will include review of programs sponsored by DEED, Greater MSP, the Metropolitan Council and other organizations active in economic development.

Both Barsness and Maxfield have extensive experience in working in the Twin Cities. Maxfield strengths are is resource identification and correlation to industries. Barsness has over 20 years of project implementation in redevelopment and economic development including municipal project management of business expansions and business attraction.

Agenda 9a. Attachment A

Key Staff Qualifications and Background

Following are qualifications and background for key staff that would be assigned to the Project.

Kirstin Barsness, Development Consultant

Ms. Barsness has been active in economic development in Minnesota since 1990 and is recognized for launching successful economic development programs in rural and suburban communities. She specializes in the facilitation and implementation of commercial, industrial, and mixed use development and redevelopment projects for public and private organizations. Provide master planning, strategic planning, project management, and development assessment services for small and large cities.

 Assisted and worked with over 50 cities, 10 Counties and 35 private companies to meet their development objectives.  Developed innovative Business Retention Program for City of Shoreview (EDAM Award Winner 2013)  Facilitated and assisted clients with over $43 million in development projects in 2012  Interpreted and Negotiated First JOBZ Project in the State for North Branch

Mary C. Bujold, President, Maxfield Research

Mary has almost 30 years of experience in real estate research and consulting and regularly consults with private developers and public entities regarding all types of land and real estate uses. Mary specializes in redevelopment analysis and is considered a market expert in the field of residential real estate. She regularly testifies as an expert witness for eminent domain, tax appeal and other types of real estate litigation. As President, she heads projects for large- scale land use and redevelopment studies including downtown revitalization for private developers and municipalities as well as private developers. Mary frequently gives presentations at seminars and workshop sessions on current real estate market topics.

Matt Mullins, Vice President, Maxfield Research

Matt Mullins brings 16 years of real estate consulting and advisory experience to Maxfield Research Inc. Matt has conducted and directed real estate analysis for projects locally, regionally, and nationally for a variety of private and public sector clients; including: housing, commercial, industrial, mixed-use, hospitality, tourism, entertainment, financial institutions, performing arts, transit-oriented developments, among others.

Matt frequently presents real estate findings and emerging trends to public sector entities and professional trade organizations. In addition to his research and consulting responsibilities, Mr. Mullins also manages and implements business development strategies for Maxfield Research.

Agenda 9a. Attachment A

Timeline and Budget

A Business Retention Program captures unique elements within a community and builds on them to establish long term business growth. Barsness and Maxfield will strive to make the Roseville HRA Program a success, by providing customized tools and resources. To accomplish this goal, the consultant team will provide a high level of customer service through excellent communication, adaption of client suggestions, flexibility in timing, and delivery of a unique program.

Proposed Timeline

The proposed timeline for Phase I is:

Month 1 Kick off Meeting; Roseville HRA Facilitation of Goals Month 2 Identification of Businesses for Survey and Survey Review Month 3 Volunteer Training & Survey Deployment Month 4 Survey Completion Months 5 /6 Survey Tabulation, Analysis and Recommendations Month 6 Suggestions for Local Action/Identify Programs & Resources Month 7 Final Report

The Proposed Timeline for Phase II is:

Month 8 Identify Targeted Businesses/ Prepare Survey Month 9 Train Volunteers for Visitation Process & Begin Visits

Budget

Barsness and Maxfield are proposing a not to exceed project fee of $17,745. A detailed budget with costs per task is contained in the table on the following page.

Services requested by the Roseville HRA outside of the proposed scope of work will be billed at the hourly rate for the person completing said work. Mileage for travel and meetings will be billed at a rate of $.565 per mile. A reproducible copy of the all written reports will be provided to the HRA. No costs will be incurred for meals or lodging.

Invoices will be sent monthly and payment is due within 30 days or a 10% administrative fee will be assessed.

Agenda 9a. Attachment A

PROPOSED BUDGET ROSEVILLE HRA - BUSINESS RETENTION & EXPANSION

Maxfield Research Inc. Staff Mary Amanda Phyllis Maxfield Kirstin Hours per Cost by Bujold Janzen Austin Research Barsness Task Task Project Task President Analyst Support Total Total

A. Project Kick -off and Field Visit 2 0 0 2 2 4 $650

B. Identify Businesses for Survey 4 4 0 8 2 10 $1,250

C. Prepare Business Survey 1 4 0 5 1 6 $625

D. Facilitation with Roseville HRA Board ( 2 meetings) 0 0 0 0 7 7 $1,225

E. Preparation and Training of Phase I BRE Volunteers 0 0 0 0 5 5 $875

F. Tabulate and Analyze Survey Results 3 24 0 27 2 29 $2,600

G. Generate Suggestions for Local Actions 4 0 0 4 4 8 $1,300

H. Prepare Phase II Survey Tool & Process 0 0 0 0 4 4 $700

I. Prepare & Coach Phase II Visiation Volunteers 0 0 0 0 3 3 $525

J. Identify Programs & Resources 4 0 0 4 5 9 $1,475

K. Conclusions and Recommendations 6 2 0 8 6 14 $2,100

L. Meetings and Final Report Preparation 10 8 4 22 12 34 $4,420

Total Hours 34 42 4 80 53 133 (times) Hourly Rate $150 $75 $55 $175 Total Cost for Staff Time $5,100 $3,150 $220 $8,470 $9,275 Total Project Cost (Not to Exceed) $17,745

Agenda 9a. Attachment A

Proposal for Business Retention & Expansion Program Consulting

June 28, 2013

Municipal Development Group, Inc. 25562 Willow Lane New Prague MN 56071 952‐758‐7399 Toll‐Free Phone/Fax 1‐888‐7MDG‐INC (1‐888‐763‐4462) [email protected] website: www.municipaldevelopmentgroup.com

Agenda 9a. Attachment A

Table of Contents

Company Background & Experience 2‐3 Company Profile Examples of Similar Projects

Business Survey Experience 4

Programs & Resources 5

Key Staff Qualifications & Background 6‐7

Budget & Timeline 8‐9

References 10

Submitted to: Jeanne Kelsey, Acting Executive Director Roseville Housing and Redevelopment Authority 2660 Civic Center Drive Roseville, MN 55113

Submitted by: Municipal Development Group, Inc. Contact: Joanne Foust, Principal 25562 Willow Lane New Prague, MN 56071 952‐758‐7399 Toll Free phone/fax: 1‐888‐763‐4462 (1‐888‐7MDG‐Inc) E‐mail: [email protected] www.municipaldevelpmentgroup.com

Agenda 9a. Attachment A

Company Background

 Recognizing a need for professional community development consulting services by communities, Municipal Development Group (MDG), Inc. was formed in 2001. Over the past 12 years we have worked in partnership with over 35 municipalities, township, and counties providing professional planning, economic development, GIS, and grant writing services.

 MDG, Inc. Team Members include: o Joanne Foust, Principal (Co‐Founder) o Cynthia Smith‐Strack, Principal (Co‐Founder) o John Anderson, Associate. Specialty: Planning and Real Estate (Licensed Realtor) o James Bunning, GIS Guru. Specialty: GIS Mapping and Analysis o MDG, Inc. has three office assistants who provide clerical and office support as needed.

 MDG, Inc. Co‐Founders Foust and Strack have made a conscious decision to remain a small firm. We believe our firm’s size allows us to be nimble and quickly respond to changes in the market and to our clients. Rather than providing an endless array of services we prefer to be focused on providing exceptional economic development, planning, and grant writing services as we believe these three critical components of community development are interrelated.

 All MDG, Inc. staff members have held positions with local government units, providing us with a better understanding of your position and processes. We have served as “consulting staff” as well as facilitating the development approval process. We have completed National Development Council Training and are members of the Minnesota Chapter of the American Planning Association.

 As small business owners for the past 12 years, we have an understanding of what businesses in small to mid‐size communities are experiencing. It is our goal to combine our professional knowledge and personal experience to assist our clients.

 Municipal Development Group, Inc. is organized as a S‐Corporation under Minnesota laws.

Agenda 9a. Attachment A

Business Survey Experience

Municipal Development Group, Inc. has coordinated the Business Retention and Expansion Program in several communities over the past four years. Following is a summary of the communities and projects.

City of Rockford –We are currently in the process of meeting with Rockford’s businesses and conducting one‐on‐one busniess interviews. Based on information obtained, businesses have been provided with information on the Small Business Administration, Initiative Foundation loan programs, available sites for expansion, etc. The process began in 2012 and is continuing through 2013. MDG, Inc. has utilized their knowledge of economic development programs to respond to business needs.

City of Montrose‐The Montrose EDA began a Business Retention and Expansion Survey process in 2012. This program is being continued in 2013 and is currently in process.

Chisago Lakes Area Chamber of Commerce – In 2013 MDG, Inc. coordinated a Business Retention & Expansion Survey with Chisago Lakes Area businesses (Chamber and Non‐Chamber Members). Eighty‐two (82) businesses participated and provided input which has been utilized to develop a Business Series which is being presented at Chisago Lakes Area Chamber meetings. Programs relating to marketing, financing, etc. have been developed based on the requests within the surveys.

City of St. Joseph EDA – In 2012, 38% of St. Joseph’s businesses participated in an on‐line and mailed business survey. MDG, Inc. staff followed‐up with businesses which responded to “red flag questions”. A summary report was prepared which has assisted the EDA in developing priorities for 2013 and budgeting for programs to assist businesses.

City of Jordan EDA –In 2011, 39% of Jordan’s 117 businesses participated in a Business Retention and Expansion Survey, coordinated by MDG, Inc. Information obtained was used to support the expansion of a matching grant program as well as develop a business directory, etc.

City of Cokato – In 2010, MDG, Inc. coordinated a Business Retention and Expansion Survey Program in which 19% of the 167 businesses participated. Seven businesses (25% of respondents) noted a need for a larger space in the next three years. The EDA utilized this information to ensure they identify sites in the city to retain these businesses.

In each of the above communities/areas, MDG, Inc. assisted in developing survey questions which would result in relevant information. MDG, Inc. would work closely with the Roseville HRA to ensure the content of the survey obtains information on the topics important to the community.

Agenda 9a. Attachment A

Business Survey Experience

We believe efforts should be made to retain all businesses and assist any in need of expansion! We recommend an on‐line survey be made available to all businesses that wish to participate. In addition, we recommend the Roseville HRA develop a list of major employers to interview as well as a cross section of businesses from major employment sectors. According to statistics from the MN Department of Employment and Economic Development, majority of employment opportunities in Roseville are in the Trade, Transportation and Utilities Business Sector, followed by Leisure and Hospitality.

Business growth is occurring in the Education and Health Services Sector while the number of businesses in the Trade, Transportation and Utilities sector and Financial Activities have decreased.

We would recommend one‐on‐one interviews in the fastest growing as well as fastest declining business sectors. We also recommend interviews with businesses leaders in sectors the HRA would like to see expand.

Manufacturing (1013)

Employment by Trade, Transportation and Roseville's Businesses Utilities (1021) Information (1022)

19.9% Financial Activities (1023) 17.3% 10.7% Professional and Business 20.9% 5.7% 2.4% Services (1024) 2.8% 7.8% Education and Health 27.4% Services (1025) 6.0% Leisure and Hospitality (1026) Public Administration (1028) Other Services (1027)

Agenda 9a. Attachment A

Number of Business Establishments – Roseville 2008 2009 2010 2011 2012 Net +/‐ % change

81 70 71 69 69 ‐12 ‐15% Manufacturing (1013) Trade, Transportation and 502 479 457 439 440 ‐62 ‐12% Utilities (1021) 37 35 34 35 ‐2 ‐5% Information (1022) 194 176 156 149 136 ‐58 ‐30% Financial Activities (1023) Professional and Business 313 297 296 295 ‐18 ‐6% Services (1024) Education and Health Services 171 167 184 183 12 7% (1025) 142 138 135 139 ‐3 ‐2% Leisure and Hospitality (1026) 16 17 17 18 2 13% Public Administration (1028) Source: MN Dept. of Employment & Economic Development

Identification of Programs and Resources

MDG, Inc. staff has over 20 years of economic development experience including financial programs, technical assistance programs and business expansion. This knowledge base has proven beneficial in timely responses to businesses. Examples of funding programs MDG, Inc. staff is familiar with includes:  MN Department of Employment & Economic Development Redevelopment Grant  MN Department of Employment & Economic Development Minnesota Investment Fund  MN Department of Employment & Economic Development Business Infrastructure Grant  SBA 7a and 504 programs, financed through local banks  Tax increment financing  Tax abatement  Local revolving loan fund programs

MDG, Inc. staff has assisted a number of businesses with expansion projects including identification of appropriate sites, zoning, and review of financial applications.

MDG, Inc. staff currently serves as “economic development staff” with office hours at a number of communities including but not limited to the cities of St. Joseph, Montrose and Rockford.

Agenda 9a. Attachment A

Resume ‐ Joanne Foust

Joanne Foust, Principal/Owner of Municipal Development Group, Inc. has twenty years of experience in municipal government, both in the public and private sectors, Foust enjoys a successful track record in municipal planning, economic development, finance and grant writing.

Ms. Foust has over 20 years of experience in economic development having served as the Community Development Director for the cities of St. Peter and Belle Plaine prior to transitioning to consulting. Ms. Foust has coordinated numerous business retention and expansion survey programs. As a small business owner for the past 12 years, Ms. Foust brings a level of understanding to the process.

Economic Development Experience: Ms. Foust has assisted a number of communities with various economic development projects including but not limited to: successful business recruitment and financial packaging, authoring of successful grant applications for new industrial park development, development of Highway Commercial and Downtown Redevelopment Strategic Plans and subsequent implementation of plans, establishment of EDAs, establishment of a Chamber of Commerce, development of Business Subsidy Policies, funding guidelines, applications and review processes; creation of marketing materials and proposals and creation of new economic development programs.

Grant Writing: Ms. Foust enjoys a successful track record with grant writing for municipalities including numerous grants through the Minnesota Department of Employment and Economic Development, Initiative Foundation, MnDOT, AgStar, etc.

Planning Experience: Ms. Foust has most recently authored Comprehensive Plans for the cities of Jordan, New Prague, Belle Plaine, and Rush City. She has prepared new and amended numerous zoning and subdivision ordinances; prepared master park plans; and completed the review process for various subdivisions, site plans, variance requests, conditional use permits, interim use permits, etc. Ms. Foust is currently working with the cities of Jordan and Rock Creek on Zoning Ordinance updates.

Education: Ms. Foust has a Bachelor of Science Degree with a double major in Business Management and Economics from the University of Minnesota, Morris, and has completed coursework toward a Masters in Public Administration.

Professional Affiliations: Member of MnAPA, National Development Council Certified Economic Development Specialist, Blandin Leadership Program Graduate & Initiative Foundation Healthy Community Partnership Graduate. Ms. Foust has served on the Board of Directors for the State Bank of Belle Plaine for the past eight years.

Agenda 9a. Attachment A

Resume – John Anderson

With years of experience in both municipal government planning and private residential development and sales, John Anderson, Associate with MDG, Inc., has obtained a unique perspective from both the municipal and private sectors. By combining private and public sector experience and knowledge, Mr. Anderson strives to implement new ideas and solutions for government plans and policies.

Planning Experience: Mr. Anderson provides planning consulting services for a number of communities including, but not limited to, the cities of Center City, Pine Island, Rush City and Osakis. Mr. Anderson has reviewed site plans, plats, variance and zoning requests, building permits and has updated comprehensive plans, zoning and subdivisions ordinances as part of his planning experience.

Private Development Experience: Mr. Anderson’s ability to understand government rules and regulations assisted him for seven years while working in the private sector for Tollefson Development, Inc, Giles Properties, Inc. and other builders and developers as a residential project manager throughout the Twin Cities and Des Moines Metropolitan areas. Work included negotiating land purchases, receiving government approvals, managing construction of streets and utilities, marketing and selling finished lots and securing project financing. Working with multiple government entities, including Federal, State and Local, has provided a vast array of knowledge of what government plans, policies, rules and regulations work and identify areas where public‐private partnerships could be improved.

In 2007 Mr. Anderson received his realtor’s license in the State of Minnesota which is being held by Miles Realty in Bloomington. By keeping in touch with the real estate market, it has allowed Mr. Anderson to be up to date and knowledgeable of current market conditions.

Education and Professional Affiliations: Mr. Anderson is a member of the National Association of Realtors (NAR), 2007‐present; Minneapolis Area Association of Realtors, 2007‐ present; and MN American Planning Association. Kaplan Professional Schools, Bloomington, Minnesota, 2007. Real Estate Licensing. His education includes a Masters in Urban Planning from Minnesota State University‐Mankato and undergraduate Bachelor of Science Degree in Urban and Regional Studies and Geography from Mankato State University, Mankato, MN,

Prior Municipal Experience: Prior to joining MDG, Inc. he served for three years with the Blue Earth County and City of Belle Plaine planning departments.

Agenda 9a. Attachment A

Proposed Schedule

Following is a proposed schedule of key tasks. We are happy to alter the schedule to meet the needs of the City.

MAJOR TASKS Aug. Sept. Oct. Nov. Dec. Jan. Feb. March April May

Recruitment of BR&E Task Force ▲ ▲ Development of Business List ▲ Survey Development ▲ Train BR & E Task Force ▲

Survey Process/marketing ▲ ▲ ▲ ▲ ▲ ▲

Tabulate and analyze results ▲ ▲ ▲ ▲ Preparation of recommendations for local ▲ ▲ ▲ ▲ action

Summary report ▲ ▲ Preparation of program recommendations ▲ ▲

Additional consultation ▲

Agenda 9a. Attachment A

Proposed Budget

Following is our proposed compensation. We are happy to work with the City to modify the number of meetings, the deliverables, etc. to fit your budget.

Professional Fees: Recruitment of BR&E Task Force $ 680 Development of Business List $ 680 Survey Development $ 680 Train BR & E Task Force $ 680 Survey Process/marketing $3,400 Tabulate and analyze results $ 850 Preparation of recommendations for local action $ 850 Summary report $ 850 Preparation of program recommendations $ 850 Additional consultation $ 850 Travel $ 570 Supplies/reimbursable expenses $ 60 Total $11,000

Professional Fees are based on the following hourly rates: Joanne Foust. Hourly Rate: $85 per hour John Anderson. Hourly Rate: $80

Travel Fees above are based on: $.565 per mile (Federal Mileage Reimbursement Rate) or $57 in mileage reimbursement per trip.

*Direct Expenses: Binders, copies, tabs, materials, etc. We will invoice based on actual expenses.

Monthly Statements. MDG, Inc. would provide monthly statements to the City of Roseville with an itemization of the date of services, the personnel providing the services, and a description of services performed.

Agenda 9a. Attachment A

References

MUNICIPAL Here are just a few of our satisfied client communities: DEVELOPMENT GROUP, INC. Barb Swanson, City Administrator City of Montrose MDG, Inc. was 311 Buffalo Avenue South proud to be one of Montrose, MN 55353 three firms (763) 675‐3717 selected by Email: bswanson@montrose‐mn.com Envision Minnesota Nancy Carswell, City Administrator (formerly 1000 City of Rockford Friends of 6031 Main Street Minnesota) to assist selected Rockford, MN 55373 communities with (763) 477‐4393 their planning Email: [email protected] projects through the Community Judy Weyrens, City Administrator Growth Options 25 College Avenue North initiative, a St. Joseph, MN 56374 planning initiative (320) 363‐7201 funded through the Initiative E‐mail: [email protected] Foundation. Corrin Wendell, Senior Planner MDG, Inc. was City of Jordan selected by four 210 East First Street of the ten Jordan, MN 55352 communities as Email: [email protected] “consulting planner” from 2009 to 2011. Ken Ondich, Senior Planner Although grant City of New Prague funds are no 118 Central Avenue North longer available, New Prague, MN 56071 MDG, Inc. is 952‐758‐4401 pleased to [email protected]‐prague.mn.us continue its consulting Amy Mell, City Administrator relationship with City of Rush City these communities. PO Box 556 Rush City MN 55069 320‐358‐4743 [email protected]‐city.mn.us

Agenda 9a. Attachment A

ResResponse to Request for Proposal for Consulting

Services: Business Retention & Expansion Program

Presented to:

City of Roseville, MN

Housing and Redevelopment Authority (RHRA)

Prepared by:

Main Street Research & Consulting, LLP ● 1722 Walden Ln. SW, Rochester, MN 55902 (507) 271-7167 Agenda 9a. Attachment A

Table of Contents

Cover Letter………………………………………………………………………………………………………………………………………………………1

BR&E Program Proposal A. Applicant’s Experience…………………………………………………………………………………………………………………2-3 B. Business Survey Experience…………………………………………………………..……………………………………………4-7 C. Identifying Programs and Resources…………………………………………………………………………………..………..8 D. Key Staff Qualifications……………………………………………………………………………………………………………………9 E. Budget and Timeline………………………………………………………………………………………………………..…………10-11 Appendix A. Industry Terminology Definitions…………………………………………………..………………………………………..i-iii B. Resumes for Key Staff………………………………………………………………….…………………………………………iiii-viii

Agenda 9a. Attachment A

July 1, 2013

Jeanne Kelsey Acting Executive Director Roseville Housing and Redevelopment Authority 2660 Civic Center Drive Roseville, MN 55113

Dear Ms. Kelsey:

We are pleased to submit our qualifications in response to the RFP for consulting services for Roseville’s Business Retention & Expansion Program.

Main Street Research & Consulting, LLP is a relatively new firm based in southern Minnesota catering to the policy research needs of public entities. Our mission is to help public administrators make more informed policy decisions based on quality information that is affordable, easy to understand, and accessible. We offer competitive rates and customized research products to achieve this goal.

Our response to the Request for Proposal demonstrates our ability to exceed the requirements necessary for a successful research project. We are committed to helping you make Roseville a community where people live, work and engage and where businesses are invested in the success of the community as a whole. We thank you for your consideration of our proposal and hope to work with you in the near future.

Please contact us at (507) 271-7167 at any time if you should have any questions.

Sincerely,

Silvana Hackett & Rylee Main Main Street Research & Consulting, LLP 1722 Walden Ln. SW Rochester, MN 55902

Agenda 9a. Attachment A

A. Applicant’s Experience ______

Main Street Research and Consulting, LLP provides public policy research services ranging from full-scale research projects to survey design as well as technical assistance with development and implementation of public policy research projects. Services are targeted to government units in Minnesota which may not have the staffing or fiscal capacity to carry on independent policy research projects. Main Street Research and Consulting, LLP offers a client centered approach, tailoring our services to the needs of each individual client. We investigate policy options appropriate for available levels of resources and organizational capacity.

Partners Rylee Main and Silvana Hackett have undertaken policy research projects for public and private sector organizations that have informed important policy decisions. Ms. Main is currently the Project Manager for the Lake Pepin Legacy Alliance, tasked with a statewide water conservation best practices analysis and management of the organization’s day to day operations. Ms. Hackett has completed research projects in the areas of housing and social policy. Her previous accomplishments include managing non-profit human service programs and the coordination of county-wide service collaboratives.

Ms. Hackett has previously worked with RHRA staff to complete two research projects sponsored by the Center for Urban and Regional Affairs at the University of Minnesota. The first of these projects, a study of intergenerational housing communities nationwide, included the development of a survey targeted towards Roseville residents age 65 and older to determine their housing and service needs. Survey results were tabulated and represented in a final report along with a summary of results from interviews conducted with service providers in the community and intergenerational housing providers from across the country. Ms. Hackett has also developed evaluation surveys to measure changes in attitudes and behaviors for at-risk youth participating in programs administered by a youth service organization in Rochester, MN. The second project completed for RHRA, a study analyzing rental licensing practices for multifamily housing units in suburban areas of the Twin Cities, involved extensive interviews with staff from fifteen cities as well as Roseville Building Inspections staff. The analysis of these interviews informed a final report with customized policy recommendations for Roseville.

Ms. Main has conducted stakeholder analysis of private and public organizations for the Lower Minnesota River Watershed District in order to understand the needs of businesses that benefit from the work of the watershed district, to find areas of overlapping interests, to identify future partnerships and to help shape the policies of the watershed district. The district’s board is in the process of evaluating and revising their mission based on the recommendations of Ms. Main’s governance study. Ms. Main is also experienced in coordinating input from a variety of stakeholders to inform and support the capacity of local communities to address water and environmental quality issues.

Agenda 9a. Attachment A

Main Street Research and Consulting, LLP offers several competitive advantages. We have successfully structured an organization staffed with skilled individuals and with little over-head costs. This structure allows us to offer affordable pricing options. Members of this partnership are committed to serving the needs of each client and to being as flexible as possible without compromising the integrity of our work. Main Street R&C partners take on one consulting or research project at a time so clients are ensured to receive focused and individualized attention.

Agenda 9a. Attachment A

B. Business Survey Experience ______

Industry Selection

In order to select businesses from which to solicit feedback for the Business Retention and Expansion Program, the following considerations should be addressed.

Which industries have potential for the most and least growth within ten years?

Figure one below depicts projections made by the Minnesota Department of Employment and Economic Development (DEED) for the seven-county Minneapolis/St.Paul metropolitan area between 2010 and 2020. These projections are based on employment growth in each industry. A more detailed description of the types of businesses included in each category can be found on pages i-iii of this proposal. For the purpose of this proposal, only data on privately owned businesses was analyzed (with the exception of public administration employment). According to these projections, the construction, education and health services, and professional services industries are expected to experience the most job growth in this time period, with 38%, 31%, and 14% growth respectively. The largest numerical change in jobs is expected to occur in the education and health services industries, with an additional 76,793 jobs between 2010 and 2020. Growth is expected to add 36, 951 jobs in professional services and 17, 932 in the construction industry. Conversely, the information and the natural resources industries will constrict resulting in a decrease of 36 and 391 jobs respectively. Jobs in the manufacturing industry, which in 2010 employed almost 157,000 people is only expected to see job growth of 1%.

Figure 1. Projected Job Growth by Industry 2010-2020, Minneapolis/St. Paul Metro

Information Natural Resources/Mining Manufacturing Public Administration Retail Trade Other Services Financial Services Transportation/Warehouse/Utilities Wholesale Trade Professional Services Education/Health Services Construction

-5% 5% 15% 25% 35% 45%

Source: State of Minnesota Department of Employment and Economic Development, Employment Outlook Projections

Agenda 9a. Attachment A

Which high-paying industries have potential for the most growth within ten years?

Table one below shows employment projections for high-paying industries in the Minneapolis/St. Paul metropolitan area. The table displays information for the fifteen industries projected to experience the most employment growth between 2010 and 2020. Of these fifteen industries, eight are industries involved in the building trades and three in the health care industry.

Table 1 . Employment Growth Projections 2010-2020 for Minneapolis/St. Paul Metro % Change Employment Median Change Yearly Income Ambulatory Health Care Services 48.1% 2143 $51,792 Building Foundation/Exterior Contractors 47.9% 2798 $51,428 Management & Technical Consulting 47.3% 5683 $78,728 Professional & Technical Services 46.8% 4239 $47,164 Building Equipment Contractors 45.7% 6654 $62,660 Outpatient Care Centers 44.7% 3028 $68,068 Residential Building Construction 38.6% 1740 $53,040 Wood Product Manufacturing 34.5% 1254 $47,008 Specialty Trade Contractors 34.2% 1486 $52,468 Durable Goods Wholesalers 31.6% 1141 $93,028 Physicians 31.4% 8295 $44,980 Building Finishing Contractors 29% 2030 $55,276 Architectural & Structural Metals 26.3% 1082 $76,076 Nonresidential Building Construction 26.1% 1798 $92,092 Computer Systems Design and Services 21.3% 5386 $95,524 Source: Minnesota Department of Employment and Economic Development, Employment Projections

How do these industries respond to recessionary impacts?

A study conducted by the Bureau of Labor Statistics1 suggests that industries involved in the production of consumer goods are most sensitive to changes in the business cycle. These industries include wholesale and retail trade, production related to construction, and some manufacturing. Industries involved in the production of public goods, such as health and education, insurance, and government related activities are least sensitive to these changes.

By looking at the available employment data in these industries in the city of Roseville from 2008 to 2012, we can observe association between the unemployment rate and fluctuation in employment in specific industries. The unemployment rate here is used to indicate the

1 Berman, Jay and Jane Pfleeger. “Cyclical Sensitivity: Which Industries are Sensitive to Business Cycles?” US Bureau of Labor Statistics. 1994. http://www.bls.gov/mlr/1997/02/art2full.pdf

Agenda 9a. Attachment A

recessionary period between 2009 and 2010 during which the unemployment rate was higher. For the City of Roseville, only the industries of transportation, warehouse, and utilities, professional services, financial services, and education and health services are back to pre- recession (2008) employment levels. The same can be observed in data for all of Ramsey County for the same period, with the exception of financial services.

What industries currently employ Roseville Residents?

Roseville residents of working age work primarily in four business sectors; Education and Health Services, Manufacturing, Financial Services, Retail Trade, and Professional Services.

Figure 2. Industries Employing Roseville Residents

Agriculture 1% Construction Public 4% Administration Arts/Recreation 4% Other 7% 5%

Manufacturing Wholesale Trade 11% 3%

Retail Trade 10% Education/Health Services 28% Transportation 5% Financial Services Information 10% 3%

Professional Services 9% Source: US Census Bureau, American Community Survey 2007- 2011, 5-year Estimate

Agenda 9a. Attachment A

Business Selection and Survey Development

In order to develop an effective survey and select businesses to participate, Main Street R&C staff will work closely with RHRA staff to determine the types of information that would be most useful to gather from businesses in order to gauge the feasibility and challenges of operating a business in the city of Roseville. For the survey, this may include topics such as: availability and quality of workforce, physical environment of business location, zoning restrictions, state and local taxes, and general business environment. To develop the survey instrument we can examine and draw from existing surveys, modify these to best capture the information that would be most relevant to Roseville, and/or develop new survey questions.

Business selection will be based on further analysis of the information presented in the previous “Industry Selection” section and determined by a set of selection criteria to be developed in conjunction with RHRA staff. Primary considerations in this process will be type of industry, number of persons employed by each industry, number of establishments within the city of Roseville, and length of time in business.

Table 2. Number of Establishments and Employees by Industry in Roseville, 2012 Establishments Employees Professional Services 295 6466 Retail Trade 280 6230 Education/Health Services 172 2234 Leisure/Hospitality 139 4003 Financial Services 136 2139 Manufacturing 69 2234 Transportation/Warehouse/Utilities 42 2191 Information 35 1034 Source: Minnesota Employment and Economic Development Department, Business Employment Dynamics (MBED)

Agenda 9a. Attachment A

C. Identifying Programs and Resources ______

An analysis of current Business Retention & Expansion programs will help identify programmatic options most suited for the city of Roseville. This will include an analysis of programs in similar communities targeted to similar industries. Ms. Hackett and Ms. Main have experience in researching and writing grant proposals for social service and environmental programs. This includes a deep understanding of grant requirements and language. As part of her previous employment as a Program Manager, Ms. Hackett tapped into her professional networks to identify local funding opportunities and relied on her research skills to identify state and federal funding streams. This, at times, meant facilitating collaboration between organizations that had historically competed for the same funding as well as exploring programmatic alternatives to suit the requirements of available funding sources.

In her work for the Lake Pepin Legacy Alliance, Ms. Main identified existing programs and funding sources for water quality and conservation projects over a 37 county region. She utilized this information to secure continued funding for LPLA through both state and private grants and to provide usable information to county boards for assisting in the implementation of recommended agricultural best management practices. The identification of existing programs has allowed for coordination on LPLA's main project and will be used in presentations to county boards.

As a team, we can also help Roseville explore funding options incentivizing minority owned businesses and businesses that carry out sound environmental practices.

Agenda 9a. Attachment A

D. Key Staff Qualifications and Background ______

Silvana Hackett, Research Analyst: Ms. Hackett received a Master in Public Policy degree from the Humphrey School of Public Affairs at the University of Minnesota and a Bachelor’s Degree in Political Science from the University of California, Riverside. She has substantial training in qualitative and quantitative research methods and policy analysis. She has successfully designed and carried out research projects for the Center for Urban and Regional Affairs and Minneapolis Public Health Department. She has also provided data collection and analysis and research support for professors at the University of Minnesota and for the Chicago Council on Global Affairs. Her professional experience also includes the management of several non-profit programs, and outreach coordination for these programs and that of a local city council campaign. Ms. Hackett will be the primary consultant for this project.

Rylee Main, Research Analyst: Ms. Main received a Master in Public Policy degree from the Humphrey School of Public Affairs at the University of Minnesota and a Bachelor’s Degree in Global and Environmental Studies from North Central College in Naperville, IL. She has extensive experience conducting qualitative and quantitative research, offering policy and program recommendations, and producing professional research documents in the field of environmental policy (reports, memos, policy briefs, etc.). She has worked in community engagement projects and conducted stakeholder analysis for several water conservation organizations in Minnesota. Ms. Main will provide support and internal review of survey/interview practices for this project.

Detailed resumes can be found in the appendix, pages iiii-viii

Agenda 9a. Attachment A

E. Budget and Timeline ______

Research and consulting for this project will be carried out in three stages.

Stage 1:  Initial consultation  Development of survey instrument  Finalization/review of survey instrument  Recruitment of BR&E Task Force  Logistical survey/visitation planning  Identification of participating businesses

During the first stage of this project the primary research analyst will be available to spend the time required for an initial consultation, logistical planning and business identification at the client’s place of business. Because the steps in this initial phase are crucial to the development of this research project, the primary research analyst will be available via phone, e-mail, or in- person as needed without additional charge to the client.

Stage 2:  Task force training  Survey practice  Scheduling of business visits  Task force business visits  BR&E best practices analysis

During the second stage of this project the primary research analyst will conduct two 2-hour trainings with Task Force members in preparation for their business visits and will coordinate scheduling for business visits. This stage is contingent on the availability and schedules of task Force Members and business representatives. As such, it is expected that, time-wise, this will be the lengthiest portion of this project. While Task Force members conduct surveys in the community, the primary research analyst will be available to address any logistical challenges and provide guidance regarding the survey process. During this time, the primary research analyst will conduct a best practices analysis of Business Retention and Expansion strategies for relevant industries and engage in project management tasks.

Stage 3:  Survey tabulation and analysis  Optional preliminary survey results briefing/presentation  Gather input from economic development experts  Research and identification of potential funding sources  Recommendations  Final report

Agenda 9a. Attachment A

During the third stage, the primary research analyst will focus on formulating recommendations based on all levels of analysis and synthesizing the information into a final report. Feedback from the client may be solicited during this time to ensure the usability of the final product.

The budget estimate below details time and wages for this project. The total cost is based on an hourly consulting fee of $30 per hour and mileage costs. Mileage costs are estimated for the number of visits to the client’s place of business based on IRS standard mileage rates for 2013 and the distance between Main Street R&C’s offices in Rochester, MN and the client’s office in Roseville, MN. Main Street R&C will invoice for services and mileage upon completion of activities at each Stage. The timeline detailed below is flexible.

Estimated Hours Consulting Cost Stage 1 Activities: September 9th-14th Initial consultation 1 $ 30.00 Development of survey instrument 10 $ 300.00 Finalization of survey instrument 6 $ 180.00 Guidance on Recruitment of BR&E Task Force 2 $ 60.00 Logistical survey/visitation planning 1 $ 30.00 Identification of participating businesses 4 $ 120.00 Stage 2 Activities: September 16th-November 27 Task force training 2 $ 60.00 Survey practice 2 $ 60.00 Scheduling of business visits/Project Management 5 $ 150.00 BR&E best practices analysis 16 $ 480.00 Stage 3 Activities: December 2nd-20th Survey tabulation and analysis 20 $ 600.00 Recommendations with expert input 10 $ 300.00 Research and identification of potential funding sources 16 $ 480.00 Final report 40 $ 1,200.00 Weekly Meetings 8 $ 240.00

Total Hours/Fees 143 $ 4,290.00

Travel/Mileage 672 $ 379.68

Printing/Training Materials $ 30.00

Total Cost $ 4,699.68

Agenda 9a. Attachment A

A. Industry Classification Description

Category Definition Activities Natural Resources/Mining "Establishments primarily engaged in Agriculture, fishing, hunting, forestry, growing crops, raising animals, harvesting mining, quarrying, oil and gas extraction timber, and harvesting fish and other animals from a farm, ranch, or their natural habitats and the extraction naturally occurring mineral solids."

Construction "Establishments primarily engaged in the Construction of residential and non- construction of buildings or engineering residential buildings, building finishing projects" contractors, highway, street and bridge construction, civil engineering construction, and related trades

Manufacturing "Establishments engaged in the Processing of materials into finished mechanical, physical, or chemical products transformation of materials, substances, or components into new products"

Transportation, Warehouse, "Industries providing transportation of Warehousing and storage, ground, air and Utilities passengers and cargo, warehousing and water transportation, freight services, storage for goods, scenic and sightseeing public transportation, taxi and limousine transportation, and support activities services, production and provision of related to modes of transportation as well electricity, water, sewage and gas as establishments engaged in utility services"

Wholesale Trade "Establishments engaged in wholesaling Wholesale of motor vehicle and motor merchandise, generally without vehicle parts, furniture and home transformation, and rendering services furnishings, lumber and construction incidental to the sale of merchandise" materials, commercial and professional equipment, household appliances and electrical goods, hardware, plumbing and machinery

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Retail Trade "Establishments engaged in retailing Motor vehicle dealers, automotive parts merchandise, generally without stores, home furnishing stores, grocery transformation, and rendering services stores, building material and garden incidental to the sale of merchandise" stores, food and beverage stores, liquor stores, gasoline stations, clothing and accessories stores, jewelry and leather goods stores, department stores, sporting goods and hobby stores, books and news dealers, office supplies and gift stores, electronic shopping

Financial Activities "Establishments primarily engaged in Financial services and insurance, real financial transactions (transactions estate, rental and leasing involving the creation, liquidation, or change in ownership of financial assets) and/or in facilitating financial transactions as well as establishments primarily engaged in renting, leasing, or otherwise allowing the use of tangible or intangible assets, and establishments providing related services"

Professional/Business "Establishments that specialize in Legal services, accounting, tax Services performing professional, scientific, and preparation, payroll services, technical activities for others, requiring a bookkeeping, architectural, engineering high degree of expertise and training. Also and related services, computer systems includes establish design, management, scientific and technical consulting services, advertising and public relations, veterinary services, waste management services and others

Education and Health "Establishments that provide instruction elementary and secondary schools, Services and training in a wide variety of subjects colleges and universities, technical and and establishments providing health care trade schools, education support services, and social assistance for individuals." physicians, dentists, other health practitioners, outpatient care centers, hospitals, medical labs, home health care, nursing facilities, drug and alcohol treatment facilities, community food, housing, and other relief services.

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Public Administration "Establishments of federal, state, and local Executive, legislative and other government agencies that administer, government support, justice, public order oversee, and manage public programs and and safety activities, administration of have executive, legislative, or judicial government programs authority over other institutions within a given area."

Leisure and Hospitality "Arts, entertainment and recreation as Performing arts, spectator sports, well as establishments providing promoters, agents and managers, customers with lodging and/or preparing independent artists, museums, meals, snacks, and beverages for amusement, gambling and recreation, immediate consumption" accommodations, and food services Other Establishments engaged in providing repair and maintenance services, personal services not specifically provided for care services, dry cleaning, death services elsewhere in the classification system" Based on the North American Industry Classification System (NCAIS) http://www.census.gov/cgi- bin/sssd/naics/naicsrch?chart=2012

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Silvana Esposito Hackett

Education: Master in Public Policy University of Minnesota, Humphrey Institute of Public Affairs  Frances Humphrey Howard Fellowship recipient (2010-2012)  Maurice Roberts History of Immigration Law and Policy Fellowship recipient (Summer 2011)  Cumulative GPA: 3.7  Relevant Coursework: Population Methods/Demographic Issues in the US; Qualitative Research Methods; Empirical Analysis; Multivariate Techniques; Regression Analysis; Economics of Social Insurance Programs  Final Capstone Research Project: “Trends in Youth Violence Prevention Funding” for City of Minneapolis Department of Public Health  Participated in an independent study project compiling information on immigration in the Midwest for the Chicago Council on Global Affair’s Immigration task force (http://midwestimmigration.org/in-your-state)

Bachelor of Arts in Political Science (Cum Laude) University of California, Riverside  Cumulative GPA: 3.6

Professional Experience: University of Minnesota 05/2011 – 08/2012 Minneapolis, MN Research Assistant . Worked with Professors Katherine Fennelly of the Humphrey Institute and Kathryn Pierson on a project analyzing the polarization of Congressional votes related to issues of Immigration from 1993 to 2012. . Compiled two large databases to document agenda items related to immigration and individual member votes related to agenda items. Presented preliminary research findings at the UK Political Studies Association’s Annual Conference in Belfast, Northern Ireland, April, 2012. . Research also included literature reviews and producing a narrative of descriptive statistics regarding the congressional immigration agenda.

Center for Urban and Regional Affairs 05/2011-09/2011 and 01/2012-05/2012 Minneapolis, MN

Research Assistant . Worked with the City of Roseville Housing and Redevelopment Agency to conduct a needs assessment for families and children in suburban areas of Ramsey County and researched intergenerational housing programs as potential means to address those needs. . Needs assessment included demographic analysis, constructing, administering and evaluating a mail-in survey, and conducting and analyzing interviews with social service and housing providers. . Additionally worked on a research project to identify best-practices in multi-family residential rental licensing programs. This included conducting interviews with residential building inspectors and program managers in 15 Minnesota cities and reviewing building maintenance codes in order to make a final policy recommendation appropriate for the City of Roseville.

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Eden Information and Referral, Inc. (Alameda County 2-1-1) 8/2007-07/2010 Hayward, CA

2-1-1 and Community Programs Manager (02/2008-07/2010)  Responsible for operations of 2-1-1, a human services hotline, and other community programs. This included training and supervision of 10 staff members and additional volunteers, contract maintenance and compliance, and monitoring overall program efficiency.  Coordinated outreach efforts to promote 2-1-1 and represented the program at community events; Monitored and maintained program quality measures.  Prepared monthly and quarterly funding reports and assisted in writing grant proposals.  Provided statistical analysis of community needs and populations served.  Presented program information to elected officials and their staff, county social service staff, and other non-profit agencies. Represented the program in county-wide collaboratives. Also responsible for outreach to immigrant and Spanish-speaking communities. Participated in budget preparation for 2-1-1 program.  Administered related programs through 2-1-1 including: Priority Home Partnership: Intake and eligibility screening for a program administering Homeless Prevention and Rapid Re-Housing stimulus funds for rent, utility assistance, and housing case management to low-income and homeless Alameda County residents. CalWORKs (TANF) Sanction Program: Advocated for sanctioned CalWORKS/TANF clients who wished to file an appeal to clear sanctions preventing them from receiving benefits in collaboration with Alameda County Social Services Agency, East Bay Community Law Center, and Bay Area Legal Aid. Food Stamp Outreach Program: Increased outreach efforts to reach eligible Alameda County residents by conducting eligibility screening and application assistance in collaboration with Alameda County Food Bank and Alameda County Social Services Agency. Volunteer Income Tax Assistance Program: Provided eligibility and location information to low- income Alameda County residents seeking free tax preparation assistance and EITC eligibility information. Member of the Alameda County wide steering committee for this program. Bank On Oakland: Increased outreach to Alameda County residents who do not participate in traditional banking systems and provide information on financial education and asset building programs. City of Hayward Motel Voucher Program: Administered the city’s short-term emergency housing voucher program. Disaster Preparedness and Volunteer Management:. Developed and implemented a spontaneous disaster volunteer database to manage volunteer requests during a disaster. Developed the Emergency Operations Manual for use in case of a disaster or public health emergency detailing how the program will operate in extreme circumstances.

Information Management Resource Specialist (08/2007-02/2008) Identified gaps in human services within Alameda County and located resources to fill those gaps. Developed contacts with community based organizations in order to maintain a database of community non-profit and public agencies. Assisted in the development of materials for collaborative projects and created and edited employee manuals, database operations guidelines, and documents for internal and external communications, including marketing materials. Provided information and referral to community organizations based on client needs. Also participated in disaster relief efforts in conjunction with San Bernardino County 2-1-1 during the Southern California wildfires. Responsible

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for proofreading and editing the Big Blue Book: Directory of Human Services in Alameda County, a 600+ page publication, for format and accuracy. Also responsible for creating Spanish language flyers, brochures, and program literature.

Inland Empire United Way (San Bernardino County 2-1-1) 9/2006-8/2007 Rancho Cucamonga, CA

2-1-1 Certified Call Specialist Collected data to provide comprehensive assessment of client needs and determined the most appropriate course of action and referrals to organizations in the community providing human and social services. Provided thorough customer service and advocacy.

Paul Rodriguez for City Council 6/2005-7/2006 Chino, CA

Campaign Coordinator (Volunteer Position) Worked with campaign manager to develop tactics for reaching diverse community demographics. Developed plans for mobilizing voters and volunteers. Coordinated volunteer activities and developed effective outreach strategies. Developed communications strategy to present a positive public image of the candidate.

American Civil Liberties Union of Southern California 9/2004-5/2005 Los Angeles, CA

Jails Intake Intern Coordinated and participated in LA County jail inspections to monitor living conditions and inmate access to medical and mental health care. Prepared figures for presentation to LA County Sheriff’s Department. Provided administrative support for Jails Intake Program Director.

Computer Proficiency: Proficient in Microsoft Office Suite (Word, Excel, Power Point, Outlook, Publisher), Adobe Photoshop and Pagemaker, FileMaker Pro, STATA statistical analysis software, SPSS and Nvivo qualitative research software.

Additional Skills: Fluent in Spanish. Excellent organizational and time management skills. Experience in public speaking and presentation.

Volunteer Experience: Justice and Opportunity for Youth (JOY) – Rochester, MN January 2013-Present Volunteer Grant Writer

People’s Community Federal Credit Union – Oakland, CA 2009-2010 Advisory Board Member

Volunteer Income Tax Assistance Program (VITA) – Oakland, CA 2008-2009 tax years Volunteer Income Tax Preparer

Agenda 9a. Attachment A

Rylee E. Main

EDUCATION Humphrey School of Public Affairs, University of Minnesota, Minneapolis, MN Degree: Master of Public Policy Concentration: Science, Technology, and Environmental Policy Degree awarded: May 2012 GPA: 3.8/4.0

North Central College, Naperville, IL Degree: Bachelor of Arts Major: Global Studies – Developing States Minor: Environmental Studies

SKILLS PROFILE Strong analytical, coordination, and communication skills. Experience conducting qualitative and quantitative research, offering policy and program recommendations, and producing professional documents in the field of environmental policy (reports, memos, policy briefs, etc.). Strong working knowledge of agricultural conservation programs, associated water quality impairments, and local, state, and federal stakeholders. Excellent time management, leadership and organizational skills.

 Relevant coursework: Graduate-level statistics, regression, multivariate techniques, hydrology, natural resource economics, computer applications in land-use planning, water resource policy, and advanced research methods.

RELEVANT WORK Lake Pepin Legacy Alliance, Red Wing, MN EXPERIENCE Project Manager (June 2012 – Present)  Developed, managed, and administered a local resource management scorecard, comparing 37 counties’ conservation practices in the Minnesota River Basin.  Managed the work of four part-time employees, including a project analyst, website developer, graphic designer, and communications intern.  Prepared a regular educational newsletter sent out to 600 members.

 Coordinated with local government, state agencies, non-profit organizations,

landowners, and private entities to enhance local capacity to address sediment

impairments in the Lake Pepin watershed.

Lower Minnesota River Watershed District, Chaska, MN

Researcher and Consultant (January 2012 – May 2012)

 Master of Public Policy Capstone Project  Designed and produced a governance study report for the Lower Minnesota River Watershed District . Conducted stakeholder interviews as the basis for an analysis of the organization’s role in water governance, and . Offered research-based management recommendations on strategic organizational reform.  Gained extensive knowledge of the relationships between state agencies and local units of government in the field of water resource management.

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OTHER Freshwater Society, Anoka, MN RELATED Intern (February 2011 – May 2012) EXPERIENCE  Assisted the Director of Programs in revising community engagement programs. Conducted literature reviews and wrote annotated bibliographies on current environmental behavior research regarding water conservation.  Supervised and instructed volunteers for one of the Freshwater Society’s Community Clean-Up projects.  Assisted in the research and planning of the FarmWise program – a farmer to farmer mentor program designed to improve and encourage water quality conservation practices on farmland.

Environmental Law and Policy Center, Chicago, IL Intern (May 2011 – August 2011)

 Conducted research, analyzed and evaluated Energy Efficiency portfolios for all

major Midwest public utilities.

 Prepared a comprehensive Best Practices Report with program recommendations based on the Energy Efficiency portfolio analysis.  Gained insight into the legal proceedings of public utilities.

Morton Arboretum, Lisle, IL Grounds Crew for Display Horticulture (June 2008 – August 2010)  Worked with horticulturists to maintain display gardens, requiring both attention to detail as well as knowledge in plant identification and invasive species.  Obtained certification as a pesticide applicator in Illinois.  Gained knowledge of best practices to reduce soil compaction and control invasive pests.  Studied and applied advanced cultivation techniques for specific plant species.  Supervised and instructed volunteers on a weekly basis.

University of Minnesota, Minneapolis, MN Other Experience Access Assistant (January 2012 – Present)  Tutor for graduate-level courses in statistics: Regression Analysis and Multivariate Techniques

 Assisted student with disabilities both in understanding course content as

well as providing assistance transcribing tests and other coursework.

St. Anthony Park Elementary School, St. Paul, MN

Tutor (September 2010 – December 2010) st th  Assisted in an afterschool program tutoring primarily 1 and 4 grade students in the subjects of science and math.

AWARDS AND ACHEIVEMENTS Arthur Naftalin Award recipient for career-focused summer research Pi Sigma Alpha Honors Society

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Proposal to City of Roseville HRA for Business Retention & Expansion Program University of Minnesota Extension BR&E Strategies Program Michael Darger, Program Director July 11, 2013

A. Applicant’s Experience. The University of Minnesota Extension’s BR&E Strategies Program has provided Business Retention & Expansion research, education and applied research services to Minnesota communities since 1990. 65+ Minnesota cities, counties, or regions have received applied research and consulting BR&E services from the program. The north metro cities of Coon Rapids, Forest Lake, Hugo, Big Lake, Vadnais Heights, Blaine, and Isanti have contracted with our program to receive services similar to those described in the RHRA Request for Proposal. All of these communities and the other participating communities around Minnesota have BR&E reports listed on our program website. These reports describe in full detail the BR&E programs including the names of businesses visited, volunteer task force members and the Priority Projects that were chosen. They serve as examples of BR&E programs successfully implemented. Please see http://www1.extension.umn.edu/community/business‐retention/reports‐surveys/.

B. Business Survey Experience. Roseville is blessed with a great deal of businesses. Of course, many of these are retail or service firms located in the Rosedale complex or nearby. Yet there are many other businesses in the city that provide jobs, taxbase and goods or services valuable to the local economy. Even excluding the retail or service firms, there are too many businesses to try to visit with personal visits. Therefore, the city should be prepared to target businesses deemed of particular importance based on the aforementioned factors. The BR&E Strategies Program is prepared to assist Roseville in this targeting process. Using proprietary databases that the U.M. purchases through its library system, program staff will help Roseville create a prioritized list of businesses that represent a sample, if not all of the high priority businesses.

Extension has a standard BR&E survey instrument that it has developed based on many years and visits to thousands of companies in Minnesota. The survey will be used in the program and up to two pages of additional questions can be added, if desired. We do not recommend developing a new instrument for Roseville’s situation. However, if desired, this can be done for an additional fee of $2,000. This would push the timeline out by about two months or more.

C. Identifying Programs and Resources. Program Director Michael Darger brings economic development experience since 1989 and, prior to that, business experience and business degrees. This, in addition to other Extension staff and faculty’s experience is the resource base for identifying programs and resources of particular suitability for Roseville. The BR&E process itself is what brings the appropriate needs and resources together.

D. Key Staff Qualifications and Background. Program Director Michael Darger has directed Extension’s Business Retention and Expansion Strategies Program since 1999. Michael has helped lead award‐ winning business outreach programs in Hugo, Lyon County, St. Paul's Midway‐University neighborhood, the City of Faribault, and Swift County, Minnesota as well as in Saskatchewan. And many other communities across Minnesota. He teaches a course on Business Retention and Expansion in Your Community that is designed for city and county professionals and board members in Minnesota. Michael is the president of the National Association of Community Development Extension Professionals (NACDEP) and has an MBA from the University of Michigan. See vitae attached for more information.

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E. Budget and Timeline. We propose a set of BR&E services (including some consultation and facilitation but primarily data analysis and written reports) to take place between the time of approval of the proposal and summer/fall of 2014. Note that the timeline would be developed in consultation with RHRA staff because their work and planning is critical (i.e. a detailed timeline is largely dependent on RHRA’s input). Nevertheless, a suggested timeline is included here. This is an ambitious schedule and is predicated on Roseville HRA staff’s and the recruited BR&E Task Force members and any others stepping up to do what it takes to expedite decisions and action in order to make the project successful. For $9,700 we propose delivering the following services (these are not necessarily put in order):

 Guide the recruitment of a BR&E Task Force. Note that this proposal assumes that RHRA staff will guide the Task Force in the goal setting, and planning of the BR&E program.

 Help identify businesses to be contacted for interviewing. Extension has a lot experience in this aspect of BR&E as well as access through University of Minnesota libraries to extensive databases about Minnesota businesses.

 Conduct training (along with RHRA staff) on effective business interviewing for Task Force and any additional BR&E visitors

 A BR&E Research package includes our standard survey instrument (up to 2 pages of additional questions can be added); data tabulation/analysis; a campus research review meeting that gathers University faculty and other experts to suggest projects that meet business concerns; a customized four‐chapter research report (60+ pages) with narrative and graphs and suggested “potential , a summary report, and a planning retreat to “Set Priorities and Take Action”. Extension’s BR&E Strategies consulting services are not included in this package other than what is enumerated in this proposal.

 BR&E Project Implementation – training on effective project planning and implementation

Timeline: (note: other items are included here as suggestions, items not mentioned in the RFP) 1. Recruit Task Force, Sept. ‐ Oct. 2013. RHRA manages this process along with organizing the leadership, goals and plan of work for the BR&E initiative. 2. ID businesses, Sept. – Oct. 3. Prepare survey, Sept. ‐ Oct. 4. Engage and train Task Force, RHRA staff, and others for effective business visits, Oct.‐Nov. 5. RHRA manages visitation of 30‐80? business visits, Nov. 2013 – Jan. 2014. 6. RHRA manages warning flag/individual responses to firms, Nov. through as long as it takes to create successful disposition of issues. 7. Tabulate and analyze survey results, Nov. ‐ Feb. 2014. 8. Generate suggestions for Roseville actions from economic development and other experts. Feb. – March. This includes a campus‐based research review meeting (St. Paul campus) 9. Deliver comprehensive research report (60+ pages) to Task Force for strategic action planning, March. 10. Facilitate Task Force recommendations and selection of prioritized implementation projects in a planning retreat, March or April. 11. Convene and organize project teams to enable them to develop and refine their priority project plans over time, April ‐ June.

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12. BR&E Summary report (10‐13 pages) delivered by Extension based on results pertinent to the selected priority projects and overall survey findings, June. See examples of many past community summaries at http://www1.extension.umn.edu/community/business‐retention/reports‐surveys/ 13. Optional: Conduct a BR&E Community Commencement event for stakeholders, businesses and the greater public to celebrate and announce the priority projects, June. 14. Program Director Darger would be available via phone/email for continued consulting about success in the implementation process.

Michael Darger University of Minnesota Extension 1420 Eckles Ave. St. Paul, MN 55108‐6068 [email protected] 612‐625‐6246

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Curriculum Vitae Michael Patrick Darger

OFFICE HOME Extension Center for Community Vitality 3455 NE Hayes Street University of Minnesota Minneapolis, MN 55418 460 Coffey Hall Ph: 612‐788‐4507 1420 Eckles Ave. St. Paul, MN 55108‐6068 Ph: 612‐625‐6246 E‐mail: [email protected]

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EDUCATION M.B.A. Marketing and Finance, University of Michigan, Ann Arbor, Michigan; 1986

B.A. Economics and Management, Albion College Professional Management Program, Albion, Michigan; 1982

EMPLOYMENT (Community Economic Development related) Extension Specialist, Community Economics, University of Minnesota, St. Paul, MN, January 1, 2011‐present. Led continued development/management of the Business Retention and Expansion Program, a continuous assignment since arriving at the University in 1999. Co‐P.I. for Extension’s part of the Minnesota Intelligent Rural Communities (MIRC) program (sub‐grantee to Blandin Foundation, $734,326).

Extension Program Leader, Community Economics, University of Minnesota, St. Paul, MN, September 1, 2003‐December 31, 2010. Led the Community Economics program area field team and grew it from three to nine full‐time regional educators. Chaired several successful search committees. Supervised the nine Extension educators located in regions across Minnesota. Acted as a coach and convener of the educator team and as liaison to campus specialists supporting the educators’ expertise in programs in the community business and industry climate, public finance and tourism specializations. Concurrently, served as Business Retention & Expansion Program Director, which included supervising a .75 FTE Analyst/Writer.

Director, Business Retention & Expansion Strategies Program, University of Minnesota Department of Applied Economics, St. Paul, MN, Feb. 1, 1999‐September 1, 2003

Economic Development Coordinator, Sherburne County, Elk River, MN, January 1996 to January 1999

Executive Director/Economic Development Coordinator, University UNITED, St. Paul, MN, January 1994 to January 1996

Economic Development Coordinator, Phillips Community Development Corporation, Minneapolis, MN, August 1989 to January 1994

EMPLOYMENT (Business)

Market Research Analyst/Financial Analyst, Cardiac Pacemakers, Inc. (now Boston Scientific), Arden Hills, MN, July 1986 to July 1989.

Commercial Credit Analyst, Michigan National Bank, Flint and Grand Rapids, MI, September, 1982 to August, 1984.

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PROFESSIONAL AWARDS & HONORS

2012 Minnesota High Tech Association Tekne Award for “Innovation Collaboration Award” – Minnesota Intelligent Rural Communities (MIRC) initiative (Principal Investigator for Extension portion of the initiative) 2012 Business Retention and Expansion International (BREI) Award of Excellence – Lyon County, Minnesota (BR&E program director) 2012 BREI Award of Excellence – Hugo, Minnesota (BR&E program director) 2011 Distinguished Service Award, Minnesota Association of Community & Leadership Education Professionals 2010 National Association of Community Development Extension Professionals National Award (NACDEP), Diversity – Team, The Ethnic Chambers BR&E Program 2008 Dean’s Award for Distinguished Outstanding Leadership (U.M. Extension) 2007 BREI George Morse Award for contributions to BREI 2006 Dean & Director’s Distinguished Extension Double Bottom Line Award (U.M. Extension) 2005 Dean & Director’s Award to Distinguished Extension Team (U.M. Extension) 2005 Minnesota Association of Extension Educators Team Award – Retail Team 2004 BREI Award of Excellence – Action Swift Current, Saskatchewan (project researcher, report writer) 2002 BREI Award of Excellence – Faribault, Minnesota (project researcher, report writer) 2002 Minnesota Association of Extension Educators Team Award – Swift County BR&E 1999 Volunteer of the Year Award, Education to Employment Partnership ‐‐ Elk River, Rogers, Zimmerman (MN)

GRANT FUNDED STUDIES AND PROJECTS

2013 MnDOT District 8 Manufacturer Perspectives Study. Served as co‐investigator and team lead for Extension in a collaboration with the U.M. Humphrey School and the Minnesota Department of Transportation to study manufacturer needs and perspectives in southwest Minnesota regarding transporation issues. Our contributions from Extension are our networks of economic developers and BR&E skills and methods. $80,000 grant with $10,000 as Extension’s portion. 2013 (submitted) Elevating and Expanding the Traditional Business Retention and Expansion Program. Will serve as adviser on a multi‐state grant that seeks to improve BR&E in several ways. $18,500 for the team that spans five states. 2010‐2012 Minnesota Intelligent Rural Communities (MIRC). Served as PrincipaI Investigator. Hired and supervised program director, provided administrative leadership to the initiative, and led the planning for the statewide conference that was held May, 2012. Percentage of effort: ~15% FTE.  Extension was sub‐grantee to Blandin Foundation for $734,326 with the overall goal of increasing awareness and adoption of broadband internet usage by rural

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businesses, particularly in eighteen selected communities. 31 individuals were either staff or contractors on this initiative for Extension.  Extension exceeded its two express goals by serving 2,082 rural businesses with educational workshops (goal was 2,000) and 117 businesses with 1:1 technical assistance (goal was 60).  Baseline research on the “digital presence” and “digital sophistication” of ~14,000 rural businesses was conducted. During the grant period, businesses in the eighteen MIRC communities improved their digital presence greater than the businesses in four control communities.

SCHOLARSHIP & PROFESSIONAL ACTIVITY

Publications/Presentations Schwartau, Bruce, Hennen, Mary Ann G., Darger, Michael (2009). Exploring Unintended Consequences in Community Development, Rural Connections ‐‐ A Publication of the Western Rural Development Center, 11‐13, Volume 3 Issue 2. Lazarus, William F., Darger, Michael (2003). The Economic Impact of the health sector on the economy of Chippewa County‐Montevideo Hospital market area. University of Minnesota Department of Applied Economics, et al. Similar reports created for Shetek Hospitals Service Area, Murray County; First Care Area Medical Services, East Polk County; and Aitkin County/Riverwood Healthcare Center Service Area, Aitkin County. Darger, Michael, (2001). Paying Attention to the businesses in your backyard: case studies of three rural community business retention and expansion visitation programs. Joint International Summit on Community and Rural Development. Presentation.

BR&E Facilitation and/or Applied Research. Business Retention and Expansion (BR&E) Visitation Projects that Michael Darger has assisted (location, type, date and role(s)): Twelve BR&E Strategies projects (Menahga, Forest Lake, Lyon County, Monticello, Hugo, Yellow Medicine County, Ethnic Chambers of Commerce, Princeton, Big Lake, Mora, Pine City, Alexandria) and four BR&E Toolkit projects (Luverne, Brooklyn Park, Swift County, Morris) across Minnesota have been assisted since 2005 as University BR&E program director Coon Rapids, mixed business focus, 2012‐2013, consultant, assistant research writer and University program director. Vadnais Heights, mixed business focus, 2005, assistant research writer, consultant and University program director. City of Blaine, manufacturing focus, 2001‐2004, assistant research writer, consultant and University program director. Becker County, resort tourism focus, 2001‐2004, assistant research writer, University program director. Owatonna, mixed business focus, 2003, assistant research writer, University program director.

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Traverse County, mixed business focus, 2002‐2003, research writer, and University program director. Swift Current, Saskatchewan, Canada, mixed business focus, 2002, freelance research writer. City of Faribault, mixed business focus, 2001‐2002, research writer, and University program director. Sibley County, mixed business focus, 2001‐2002, assistant research writer, University program director. Pipestone County, mixed business focus, 2000‐2002, research writer, and University program director. City of Isanti, mixed business focus, 2000‐2001, assistant research writer, consultant, and University program director. City of Eagan, mixed business focus, 2000‐2001, assistant research writer, co‐consultant, and University program director. Rice‐Steele Counties Agriculture, 2000‐2001, assistant research writer, and University program director. Freeborn County, manufacturing focus, 2000, research writer and University program director. Grant County, mixed business focus, 2000, research writer, and University program director. City of Springfield, mixed business focus, 1999‐2000, research writer and University program director. City of Winsted, mixed business focus, 1999‐2000, research writer, consultant, and University program director. City of Moorhead, manufacturing focus, 1999, research writer and University program director. Swift County Agriculture, 1999, University program director. Northern Lights Tourism Alliance, 1999, University program director. Sherburne County, continuous visitation, 1996‐1998, local coordinator. St. Paul, Midway‐University, manufacturing focus, 1995‐96, local coordinator. (all programs were Minnesota‐based and all [except Sherburne County, Swift Current] have summary reports available at http://www.extension.umn.edu/BusinessRetention/reports.html)

Extension Teaching 2012‐2013 Developed a blended (face‐to‐face & online) BR&E course in 2012 for launch in 2013. Co‐developed with Brigid Tuck and Mary Vitcenda. The development team participated in the University of Minnesota Learning Mostly Online (LMOL) program for training and technical support of the course development effort. First offering, Jan.‐ April, 2012 to 20 participants. 2013 Co‐presented Digital Presence study results from MIRC to Warroad Chamber annual dinner via Google Hangout while Rani Bhattacharya was there in person. 2002 to 2006, 2008‐2009, 2011‐2012 Taught BR&E 1.5‐2 hour segment on BR&E visitation practices to annual Upper Midwest Economic Development Course, U.M. Duluth.

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1999 to 2005 Taught and/or managed the online (nine courses taught) and co‐taught 3‐day workshop (ten courses taught in both U.S. and Canada locations) versions of the BR&E Consultant Certification course. Also, managed two online BR&E courses that were taught by an auxiliary instructor from 1999 to 2008. This University of Minnesota course was affiliated with BREI, which issued certification to qualifying participants. 2000‐2001 Organized and facilitated three half‐day BR&E workshops for Extension educators and nonemployee BR&E consultants to update skills, share new research findings and success stories, St. Paul.

National and International Conference Presentations 2013 Hans Muessig, Daun, Tara & Darger, Michael. Are Rural Tourism Businesses Using the Internet? (poster accepted). Community Development Society conference, Charleston, SC (presented by colleagues). 2012 Darger, Michael and Tuck, Brigid. Moving a Community from Ideas to Action through Applied Research (90 minute workshop, 48% acceptance rate), one of six concurrent long presentations. National Association of Community Development Extension Professionals (NACDEP) Conference, Park City , Utah. 2012 Tuck, Brigid and Darger, Michael. Business Retention and Expansion Benchmarking for Clarity and Context (30 minute presentation, 95% acceptance rate). NACDEP Conference, Park City , Utah. 2012 Darger, Michael. What Actually Happened: Reporting Back in a Meaningful Way ‐‐ Evaluating Your BR&E Work: A Case Study Using Ripple‐Effect Mapping (30 minute invited presentation that passed a 3‐committee review process). Business Retention and Expansion International (BREI) Conference, Saskatoon, Saskatchewan, Canada. 2011 Darger, Michael and Russell, Jana. Establishing and Operating a BR&E Program (one day seminar invited by BREI Executive Director), a new course commissioned by BREI and co‐developed and co‐taught as a pre‐session to BREI Conference, Williamsburg, VA. 2007 Darger, Michael, & Templin, Liz. Business Retention and Expansion: What really makes projects work after the business visits? (30 minute presentation, 95% acceptance rate). NACDEP Conference, Philadelphia, PA 2007 Darger, Michael, & Nelson, David. Getting Started with Business Retention and Expansion (BR&E): Conducting Quality Firm Interviews (30 minute presentation, 95% acceptance rate). NACDEP Conference, Philadelphia, PA 2007 Darger, Michael, & Pesch, Ryan. Does Business Retention and Expansion (BR&E) Create Community Glue? (30 minute presentation, 95% acceptance rate). NACDEP Conference, Philadelphia, PA 2007 Darger, Michael. After the BR&E Visit: What will make a Community Priority Project Succeed or Fail? BREI Conference, Regina, Saskatchewan, Canada. 2006 Morse, George, & Darger, Michael. Community Economics Phone Discussion Course, National Association of Community Development Extension Professionals (NACDEP) Conference, San Antonio, TX 2003 Darger, Michael. BR&E Research Reports (½ day seminar), BREI Conference, Bismarck, ND

7/17/2013 Agenda 9a. Attachment A

1999 Darger, Michael. Minnesota’s BR&E Strategies Program, Business Retention and Expansion International (BREI) Conference, Portland, OR.

Minnesota Conferences 2013 Darger, Michael. The BR&E Strategies ‐ Grow Minnesota! Program (invited presentation), Grow Minnesota! program annual conference for partner organizations, St. Cloud, MN (45 minute presentation). 2013 Darger, Michael and Schwartau, Bruce. Supporting Small Businesses Growth as an Economic Development Strategy (invited 60‐minute presentation), League of Minnesota Cities Centennial Conference, St. Paul, MN. 2012 Darger, Michael and Tuck, Brigid. Presented a workshop Moving County Economic Development from Ideas to Action (60 minute presentation, 46% acceptance rate). Association of Minnesota Counties (AMC) annual conference, Dec., 2012, St. Cloud. 2012 Hans Muessig, Daun, Tara & Darger, Michael. Are Rural Tourism Businesses Using the Internet? (poster, 62% acceptance rate). University of Minnesota Extension Program Conference, Bloomington. 2002 Darger, Michael. Invited presentation. Presented a workshop about the public goods aspects of the U.M. BR&E Strategies Program at the Extension annual program conference, Oct., 2012, Brooklyn Center. 2002 Darger, Michael. Invited presentation. Presented a BR&E Workshop to the Great River Energy Economic Development Conference, Grand Rapids. 2001 Darger, Michael. Invited plenary session panelist on a session about using educational technology in teaching. Presented on Economic Development Online, a program that Extension offered in 2000‐2002. Extension annual program conference, Oct., 2001, Rochester. 2001 Darger, Michael. Invited breakout session panelist regarding BR&E. Minnesota Development Conference, St. Louis Park. 2000 Darger, Michael. Created and hosted a learning station The Home Grown Economy for the Minnesota Rural Summit, Rochester. 1999 Darger, Michael and George Morse. Organized and co‐taught Healthy Communities: Prescriptions for the Future, 90‐minute workshop including a 35‐minute panel discussion that I facilitated. League of Minnesota Cities conference, Rochester.

Educational Materials 2012 Hodson, Betsey and Michael Darger, Brigid Tuck, et al. Business Retention & Expansion (BR&E) website redesign and overhaul with new sections on BR&E Tools, research & development, awards, news, and program evaluation. http://www.extension.umn.edu/BusinessRetention/ 2009 Darger, Michael P. and Claudia Cody. Business Retention & Expansion Strategies Program (BR&E) Flow Chart. University of Minnesota Extension, published 2011. http://www.extension.umn.edu/BusinessRetention/components/Flowchart.pdf. 2009 Vitcenda, Mary, & Darger, Michael. Retaining and Expanding Business in Your Community, an educational video with four new segments of up to 18 minutes, University of Minnesota Extension (product # 08657).

7/17/2013 Agenda 9a. Attachment A

2008 Darger, Michael & BR&E team. BR&E Toolkit, a multi‐part, web‐based curriculum for business retention and expansion with a “do it yourself” approach, http://www.extension.umn.edu/BusinessRetention/toolkit/, University of Minnesota Extension. 2007‐2008 BR&E Visitation Program Case Studies – a series of five case studies with multiple authors and designers.

Intramural Teaching 2012 Darger, Michael and Brigid Tuck. Moving a Community from Ideas to Action through Applied Research, Extension Center for Community Vitality annual gathering. 1999 to 2005 Guest Lectures regarding Business Retention and Expansion given annually to U.M. Humphrey Institute course, Community Economic Development

MEDIA

TV Interviews 2013 Darger, Michael and Rani Bhattacharyya. Lakeland Currents – Business Retention & Expansion, Brainerd (Lakeland Public Television), Ray Gildow (interviewer), ½ hour interview, http://www.youtube.com/watch?v=thhhLbdKYmI&feature=player_embedded&noredirect =1

PROFESSIONAL CERTIFICATIONS AND LEADERSHIP PROGRAMS COMPLETED

2012 Completed Independent Applying the Quality Matters (QM) Rubric (a national online course quality improvement program) 2010 Completed Lead21, the national land grant university leadership program 2008 Certified Wheel Master, Joel Barker’s Implications Wheel 2006 Completed The Successful Manager’s Leadership Program, University of Minnesota 2003 Certified Master Consultant, Business Retention and Expansion International 1999 BR&E Consultant Certification, Business Retention and Expansion International 1998 Completed Blandin Community Leadership Program 1995 Economic Development Finance Professional Certification, National Development Council

PROFESSIONAL ASSOCIATIONS

National Association of Community Development Extension Professionals (NACDEP), (2005‐present)  President, May, 2013‐June, 2014  President‐elect, May, 2012‐April, 2013  Board member & Secretary, 2010‐2012

7/17/2013 Agenda 9a. Attachment A

 Chair for program planning for NACDEP portion of the joint Galaxy IV conference (Pittsburgh, PA September, 2013)  Chaired Association Manager Search Committee that hired NACDEP’s present association manager in 2010  Vice Chair and creator, Communications Committee, 2011‐2012  Chaired Ad Hoc Committee to develop a conference site selection policy, 2006 Joint Council of Extension Professionals (JCEP), (2012‐present)  Treasurer, 2015  Assistant treasurer, 2014  Board member and member of several committees Economic Development Association of Minnesota (EDAM) (1996‐present),  Board member 2007‐2008 Business Retention and Expansion International (BREI) (1999‐present),  Board member 2000 to 2002  Chaired Internal Issues committee and hired BREI’s first professional manager, 2000  Newsletter editor 1999 to 2002  Chaired Ad Hoc Committee to develop a conference site selection policy, 2002  Certification and Education Committee, 1999‐2004  Moderated several panel discussions at annual conferences, 2000‐2002 Community Development Society (2004‐2009)

SERVICE TO UNIVERSITY OF MINNESOTA

Extension Center for Community Vitality, Promotion Review Committee, 2012 Extension, Conference Planning Committee, 2010 Extension, Co‐founder and contributer to Promotion Initiative for Educators (PIE) Committee, the creators of Promotion Action Group (PAG), 2009‐2011 University Senate, 2006‐2009 Extension, Search Committee for Employee Communications Specialist, 2006 University, Council of Academic Professionals and Administrators (2002‐2003), elected rep from the College of Agriculture, Environment and Food Sciences University, Senate Nominating Committee (2003‐2004), P&A representative

SERVICE TO THE COMMUNITY DEVELOPMENT PROFESSION

Performed dossier reviews (2) and peer review (1) for other NACDEP members, 2012. Served on a national review panel for a USDA National Institute on Food and Agriculture (NIFA) grant program, January‐February, 2012

PROGRAM MANAGEMENT/LEADERSHIP CONTRIBUTIONS (note: this is a catch‐all category to list Extension program contributions not fitting elsewhere)

7/17/2013 Agenda 9a. Attachment A

Leading a collaboration with Minnesota Chamber of Commerce Grow Minnesota program. Aiming for a formal joint BR&E program between Extension and Minnesota Chamber to be announced April, 2013. Led major overhaul of BREville, the standard survey instrument for the BR&E Strategies Program, 2012. Created Program Development Project Tracker for managing BR&E program with program team, 2011

7/17/2013

REQUEST FOR HRA ACTION

Date: 08-13-13 Item No: 9b Staff Approval: Agenda Section:

Action Item Description: Approval of RFP for redevelopment of 2325 Dale St. and the Dale Street Fire Station. (HF_0117)

1.0 Requested Action

Approve the attached request for proposal (RFP) for redevelopment of 2325 Dale Street and the Dale Street Fire Station.

2.0 Background

At the joint meeting of the RHRA and City Council on July 1, 2013 the Corridor Development Initiative (CDI) presented the final report that outlined the process that was used and the neighborhood recommended guidelines for redevelopment of the 2325 Dale Street and Dale Street Fire Station. These guidelines are the framework of the RFP.

The following is the outline for timeline for the process that will be used for accepting RFP’s to selecting a developer for the site.

Timeline Milestone Aug 14, 2013 RFP Release Aug 15-23, 2013 E-mail questions due Aug 27, 2013 Answers to e-mailed questions posted Sept 27, 2013 Proposals Due Oct 1, 2013 All RFPs posted on website and available for public review Oct 1-4, 2013 Proposals reviewed for alignment with CDI guidelines Oct 5-7, 2013 Proposals that best address the CDI guidelines are invited for presentation Oct 15, 2013 RHRA Board meeting presentations of proposals that meet guidelines Oct 16-31, 2013 Further review of developer credentials Nov 19, 2013 RHRA Board consideration of Preferred Developer

Depending on the amount of responses received the RHRA may consider having a special meeting in order to conduct their normal business agenda or the CDI advisory group may need to reconvene in order to pick the proposals that best meet the criteria in the RFP.

RHRA_ Agenda (8-13-13) - Page 1 of 1

3.0 Staff Recommended Action

Staff is recommending authorizing the RFP for redevelopment of 2325 Dale Street and the Dale Street Fire Station.

Prepared by: Jeanne Kelsey (651-792-7086) Attachment: RFP

RHRA_ Agenda (8-13-13) - Page 2 of 1 9b. Attachment A

Roseville Housing & Redevelopment Authority

Request for Proposal Dale Street Fire Station Redevelopment

Request for Proposal Issue Date: August 14, 2013 Proposal Due Date: September 27, 2013

Roseville Housing and Redevelopment Authority 2660 Civic Center Drive Roseville, MN 55113 9b. Attachment A

Request for Proposals Table of Contents

1. Introduction ...... 1 2. Proposal Considerations ...... 1- 2 3. RFP Timeline and Process ...... 2 4. Eligibility and Preference Criteria ...... 2 – 3 5. Proposal Content ...... 3 – 4 6. Selection and Evaluation ...... 4 7. RFP Attachments ...... 4 8. Submittals, Instructions, & Miscellaneous ...... 4 – 5

9b. Attachment A

1. INTRODUCTION The Roseville Housing and Redevelopment Authority (RHRA) is seeking proposals from qualified developers to purchase and redevelop a parcel that is approximately 3 acres in size and located at the west side of Dale Street between Lovell and Cope Avenue. The parcel is owned by the RHRA and City of Roseville. The RHRA went through the Corridors Development Initiative (CDI) process, which consisted of four community workshops. Approximately 120 community members attended the workshops, which were aimed at accomplishing the following:  Gather community input on shared values for the area;  Explore development scenarios to identify feasible redevelopment options for the site;  Establish development guidelines to address the challenges and opportunities of the site; and  Build community consensus around development goals (guidelines). 2. PROPOSAL CONSIDERATIONS The purpose of the CDI process was to identify a range of development options that meet community goals and market viability; the process was not intended to arrive at a specific development direction or product. The CDI process involved a technical team of facilitators, designers, developers, and city staff who worked collaboratively to inform and support participants as they explored ideas. After participating in the CDI process, participants indicated that they did have a better understanding of the guidelines that could be requested of a developer to enhance the area for current and future residents. Dale Street Fire Station Site Development Guidelines from the CDI Process To establish a more attractive 3-acre redevelopment site, the HRA acquired 5 lots that are adjacent to the Dale Street Fire Station. Located on Dale Street, the site has easy freeway access (Highway 36), is near a pine forest, and is within walking distance of Central Park. Ideal for housing, the RHRA is interested in supporting a residential use that embraces sustainable development elements and promotes intergenerational living. The redevelopment of the site must complement the existing single-family neighborhood. If a three-story building is required, it should transition from medium to lower density as it approaches the single-family homes. The preservation of trees and green space on the site is also strongly encouraged. The option to include workforce housing (providing access to additional public and philanthropic resources to fill financial gaps) can also be considered. To avoid ongoing disruption to the area, it is also recommended that the site be developed expediently rather than phased-in. Below is a summary of the guidelines. To view the full report, go to http://www.ci.roseville.mn.us/index.aspx?NID=2434 Promote intergenerational living and connections to surrounding features  Incorporate universal design, creating accessible spaces for people of all ages.  Provide a range of housing sizes to accommodate a variety of household needs and incomes.  Create pedestrian-friendly connections that link to surrounding areas of interest (e.g., schools, pet cemetery, and pine forest).  If subsidy is required, it should focus on insuring eligibility for seniors.  Blend into and complement the existing neighborhood.  Egress to the site should be a consideration regarding traffic control.  Work cooperatively with the county to deal with traffic issues.

Enhance neighborhood character and amenities  Single-family homes, townhomes, and/or units with condo-type ownership units with shared courtyards. City of Roseville • Dale Street Fire Station Redevelopment RFP Page 1

9b. Attachment A

 A pocket neighborhood that blends a mix of housing types and shared green space.  Housing options that accommodate different household sizes, configurations, and incomes are preferred.  Owner-occupied housing is preferred; if rental units are included, an emphasis on stability is desired.  If rental units are included, a maximum height of 3 stories should be considered, with private entrances at the street level to create a townhome appearance.  Rental properties must provide strong management oversight and a crime-free addendum. If rental, either for profit or nonprofit, the developer should have a history of long-term commitment to their developments.  Build in flexibility to allow for rental to ownership mix as markets change.  Create a sense of ownership and community for all users, including residents.  Greater massing on this site should be located on Dale Street, stepped down as it approaches single-family homes (reduce impact to single-family homes by graduated height transition).  Create common spaces that act as a shared amenity and preserve the tree canopy.  Promote views throughout the site to have “eyes on the street” for safety and security.  Consider elements that enhance “indoor-outdoor” experience, such as balconies and screened porches.  Ensure adequate off-street parking is available for residents and guests.  The Dale Street trail should be maintained. Encourage Sustainable Development  Utilize sustainable building and site design.  Reduce impervious paving, minimize surface parking, and mitigate storm water runoff.  Build new construction to last 100 years.  Consider and minimize the ecological impact. 3. RFP TIMELINE AND PROCESS Timeline Milestone Aug 14, 2013 RFP Release Aug 15-23, 2013 E-mail questions due Aug 27, 2013 Answers to e-mailed questions posted Sept 27, 2013 Proposals Due Oct 1, 2013 All RFPs posted on website and available for public review Oct 1-4, 2013 Proposals reviewed for alignment with CDI guidelines Oct 5-7, 2013 Proposals that best address the CDI guidelines are invited for presentation Oct 15, 2013 RHRA Board meeting presentations of proposals that meet guidelines Oct 16-31, 2013 Further review of developer credentials Nov 19, 2013 RHRA Board consideration of Preferred Developer

4. ELIGIBILITY AND PREFERENCE CRITERIA  Proposals that best address the development guidelines from the CDI process.  Demonstrated implementation of green design standards in neighborhood and building design.  Demonstrated residential development experience using innovation in other aspects of neighborhood and building design.  Proven ability to successfully finance and market developments of a similar size.  Proven ability to work with City staff and residents in the existing neighborhood. City of Roseville • Dale Street Fire Station Redevelopment RFP Page 2

9b. Attachment A

 Proven ability to develop a schedule for completion and complete the project on time.  Ability to provide a purchase offer and financing proposal including level of any anticipated RHRA/City subsidy. 5. PROPOSAL CONTENT Cover Letter The cover letter shall address each of the following points: 1. Confirm that all elements of this RFP have been reviewed and understood. 2. Include a statement of intent to develop a Green neighborhood and indicate what, if any, Green Certifications will be sought. 3. Include a brief summary of the Developer’s qualifications. 4. Identify a point of contact for communications during the proposal review process. 5. Include a purchase offer for the property contingent upon development approval. 6. Include a summary of the proposal schedule, with anticipated dates for project milestones. Concept Plans and Design The proposal shall include concept drawings or models showing the initial approach to the design and style of the neighborhood, street connections, and buildings. Design submittals should include the following:  Concept site plans for the development including concept circulation plans, building plans, and landscaping.  Concept building drawings, which should include concept floor plans and elevations.  Clearly articulated green elements in the proposal along with the type of any certification of the development you will be seeking (e.g., LEED, MN GreenStar).  Clearly articulated expected sale price or rental rates. Company and Developer Team Information This section shall include the following information about the Developer:  Main office mailing address and telephone number of the Developer.  Developer’s type of organizational entity (e.g., corporation, sole proprietorship, partnership, or joint venture).  Name, title, and phone number for the members of the Developer’s professional team including architects, engineers, contractors, management, and marketing professionals. Major subcontractors (if any) and their degree of involvement should also be included.  A statement of qualifications and resume of all personnel who will be involved with the design, community participation/approval process, procurement of financing, and negotiation of agreements for this project. Statement must include: o Name Title o Name of Developer o Years of employment with Developer and/or number of years professional team has worked with Developer. o Developer’s years of experience o Design team name and title

Qualifications and Experience The Developer shall provide a detailed list of similar projects including project description.  If the project is a rental property, indicate if the property is still owned by the Developer; if not owned by the Developer, indicate how long it was owned by Developer and why the property was sold. City of Roseville • Dale Street Fire Station Redevelopment RFP Page 3

9b. Attachment A

 If the property is managed by the Developer, indicate the management company and its affiliation to the Developer.  If the property was for-sale development, indicate the sales team and its affiliation with the developer/contractor. Scope of Work This section should demonstrate an understanding of the project requirements and eligibility criteria. It should describe the general approach, organization, and staffing required for the project. Please submit an outline summarizing the basic approach to implement the project. Schedule Provide a detailed project schedule, including anticipated public process, formal approval, financing procurement, construction start and completion milestones. Property Purchase and Financing Provide a purchase offer for the property contingent upon development approval in accordance with the criteria set forth. Provide a Sources and Uses document to describe how the project will be financed, including expectation of grants and/or other public financing/subsidy requirements. Identify any financing gaps that are anticipated for which a source has not yet been identified.

6. SELECTION AND EVALUATION Proposal Selection The Roseville Housing and Redevelopment Authority (RHRA) reserves the right to amend, withdraw, and/or cancel this RFP. The RHRA reserves the right, without qualification, to reject any or all proposals to this RFP at any time prior to entering into a purchase agreement with the selected Developer. The RHRA reserves the right to request or obtain additional information about any and all submittals. All proposals become the property of the RHRA. Proposal Evaluation Criteria The RHRA intends to engage the most qualified Developers in accordance with the evaluation criteria. It is imperative that the Developer’s proposal fully addresses all aspects of this RFP. A proposal must clearly express the Developer’s understanding of the Dale Street Fire Station Site Development Guidelines in Section 2 and meet the Eligibility and Preference Criteria in Section 4. RHRA will request interviews with Developers as a part of the assessment of qualifications. 7. RFP ATTACHMENTS The CDI process, map of the site and the RFP can be found at www.cityofroseville.com/dalefirestation. 8. SUBMITTAL, INSTRUCTIONS, & MISCELLANEOUS All requests for clarifications or interpretations of the Scope of Work or Terms and Conditions set forth in this RFP should be made from August 15-23, 2013, and e-mailed to Jeanne Kelsey, Acting Executive Director of the Roseville Housing and Redevelopment Authority, at [email protected]. Submittal Date and Time All proposals are due at the City of Roseville, Community Development Department, September 27, 2013 before 4:30 p.m.

City of Roseville • Dale Street Fire Station Redevelopment RFP Page 4

9b. Attachment A

This time and date is fixed and extensions will not be granted. All proposals received after the deadline shown above will be rejected. Submittal All proposals shall be signed by a duly authorized representative of the organization. The name and mailing address of the individual executing the proposal must be provided. Should the Developer have concerns about meeting any requirements of this RFP, the Developer shall include a clearly labeled subsection with individual statements specifically identifying the concerns and exceptions. Please provide ten (10) hard copies and one (1) electronic copy along with all attachments. One of the hard copies must be three (3) holed punched. Proposals must be mailed or delivered to: Attn: Jeanne Kelsey Acting Executive Director Roseville Housing and Redevelopment Authority 2660 Civic Center Drive Roseville, MN 55113 Subject: Proposal for Dale Street Fire Station Redevelopment Late proposal will not be accepted. Roseville Housing and Redevelopment Authority reserves the right to reject any and all proposals and to waive information and minor irregularities in any proposal received. Public Records All proposals submitted in response to this RFP become the property of the Roseville Housing and Redevelopment Authority under the Public Records Act and are public records and, as such, may be subject to public review. If a Developer claims a privilege against public disclosure for trade secret or other proprietary information, such information must be clearly identified in the proposal. The Roseville Housing and Redevelopment Authority RHRA shall not be liable for any pre- contractual expenses incurred by any Developer in relation to the preparation or submittal of a proposal. Pre-contractual expenses include but are not limited to the expenses incurred by the Developer in preparing a proposal or related information in response to RFP, negotiating with the RHRA on any matter related to this RFP, and costs associated with interviews, meetings, travel, or presentations. Additionally, the RHRA shall not be liable for expenses incurred as a result of the RHRA’s rejection of any proposals made in response to this RFP.

City of Roseville • Dale Street Fire Station Redevelopment RFP Page 5

REQUEST FOR HRA ACTION

Date: 08-13-13 Item No: 9c Staff Approval: Agenda Section:

Action Item Description: Multi-Family Rental Housing Licensing (HF_0113)

1.0 Requested Action

The RHRA should review and discuss the draft Ordinance and implementation plan for Multi-Family Rental Housing Licensing program.

2.0 Background

At the joint meeting with the City Council on March 11, 2013, the RHRA presented an outline for a Multi-Family Rental Housing Licensing program. Based upon that meeting and the RHRA’s April 16, 2013, meeting, staff has drafted an Ordinance and implementation plan for discussion with the RHRA.

The intent of the rental licensing program is to ensure multi-family property owners provide and maintain safe and healthy living accommodations. The proposed program will require properties with five (5) or more units to be licensed with the City. The program will require an initial inspection of the rental properties and, depending on the classification of the rental property license, a schedule for reinspection will be determined. The program will also require property owners to attend educational programs hosted by the City.

Based upon testimonial of rental property owners, staff has made the following changes to implementing the program:  The required licensing of Multi-family Rental properties will become effective January 1, 2015.  The inspections will be conducted by the Community Development Department (CDD) staff, which will be done by a seasonal code enforcement officer. The cost of the initial inspection will be included in the licensing fee the first year. The proposed fee for the first year is $20/unit + $100/building.  All costs for the subsequent years of the program will come from the CDD budget.  The first-year inspections will begin in May 2014 and conclude by the end of August 2014. Once an initial inspection determines the class of property, inspections will reoccur in subsequent years from March through May and from September through November starting in 2015.

The draft ordinance would require owners/managers of Multifamily Rental Dwellings (MRD) to do criminal background checks on all renters, to include a disorderly behavior lease addendum to all leases, and to maintain a current occupancy register of all renters. In addition, the ordinance would require that property owners have a management representative located within the 7-county metro area.

RHRA_ Agenda (8-13-13) - Page 1 of 1

RHRA staff has taken the lead to write the Ordinance and implementation plan, but it is anticipated that the Community Development Department will need to hire a consultant to help the Building Codes Division of the Department put together the inspection criteria, inspection manual, and program details.

RHRA staff also recommends that the City of Roseville require property owners who must license their rental properties to participate in the Minnesota Crime-Free Multi-Housing educational program. In order to incorporate this program into Rental Licensing Program, additional staff in the Roseville Police Department would be needed.

3.0 Staff Recommended Action

The Roseville City Council (RCC) is the only body that can adopt ordinances. It is the RHRA role to review the ordinance and implementation plan and make recommendation to the RCC to review and adopt the ordinance. The RCC attorney Mark Gaughan has reviewed the ordinance.

From discussions and review of the draft ordinance, the RHRA recommends that the City Council review Chapter 908 Rental Licensing for Multifamily Rental Properties of 5 or more units and start the process for adoption.

Prepared by: Jeanne Kelsey (651-792-7086) Attachment A: Ordinance 908 Rental Licensing Attachment B: Draft Implementation Plan

RHRA_ Agenda (8-13-13) - Page 2 of 1 9c. Attachment A

CHAPTER 908 Rental Licensing for Multifamily Rental Properties of 5 or more Units

SECTION:

908.01: Purpose 908.02: Definitions 908.03: Licensing Requirements 908.04: Licensing Term 908.05: Fees 908.05: Local Agent Required 908.06: Licensing Suspensions, Revocation, Denial and Non-Renewal 908.08: Appeal 908.09: Maintenance of Records 908.10: Authority 908.11: Rules, Policies and Procedures 908.12: No Warranty by the City 908.13: Severability

908.01: PURPOSE:

It is the purpose of this Chapter to assure that Multifamily Rental Dwelling (MRD) with 5 or more units in Roseville are decent, safe and sanitary and well maintained. The implementation of a MRD licensing program is a mechanism to ensure that rental housing will not become a nuisance to the neighborhood; will not foster blight and deterioration; and/or will not create a disincentive to reinvestment in the community. The operation of MRD is a business enterprise that entails responsibilities. Operators are responsible to assure that citizens and children of MRD’s may pursue the normal activities of life in surroundings that are; safe, secure and sanitary; free from crimes and criminal activity, noises, nuisances or annoyances; free from unreasonable fears about safety of persons and security of property..

908.02: DEFINITIONS: For the purpose of this Chapter, the following terms shall be defined as set forth below.

A. Building Official: The designated Building Official for the City of Roseville or his/her duly authorized representative(s). B. City: Shall mean the City of Roseville. C. City Council: Shall mean the City Council of the City of Roseville. D. City Approved Inspectors Report or Inspection Report means a rental dwelling inspection report prepared and signed by a City rental housing inspector or inspector contracted by the City to conduct an inspection and provide a report to the City.

9c. Attachment A

E. Denial: As used in the City of Roseville Ordinances is the refusal to grant a license to a new or renewing applicant by the City. F. Dwelling Unit: Any portion of a building thereof that contains living facilities, including provisions for sleeping, eating, cooking and sanitation. G. Lease: An oral or written agreement between a MRD owner and a tenant for temporary use of a rental dwelling unit, usually in exchange for payment of rent. H. License: The formal approval of an activity specified on the certificate of license issued by the City. I. Local Agent: Owner’s representative who resides in any of the following Minnesota counties; Hennepin, Ramsey, Anoka, Carver, Dakota, Scott, or Washington. J. Multifamily Rental Dwelling (MRD) any building or portion thereof that contains five (5) or more dwelling units that may be attached side-by-side, stacked floor to ceiling and/or have common entrance and have a common owner that are being rented out in the City of Roseville. This does not apply to Minnesota Department of Health licensed rest homes, convalescent care facilities, nursing homes, hotels, motels, managed home-owner associations or on-campus college housing. K. Owner: a person, agent, firm or corporation having a legal or equitable interest in the property. In any corporation or partnership, the term owner includes general partners and corporate officers. L. Permissible occupant load: The maximum number of person permitted to occupy a building or space within a building per city code. M. Reinspection: a follow-up inspection that is a) conducted to determine if a Code violation has been corrected; b) needed because a licensee, owner, or other responsible party fails to attend a scheduled inspection; c) needed because a scheduled inspection does not occur or is prevented due to any act of a licensee, owner, or responsible party; or d) any inspection other than the initial inspection for a license application where one or more violations are found. N. Rent: The consideration paid by a tenant to the owner of a rental dwelling unit for temporary and exclusive use of the rental dwelling unity by the tenant. The consideration is not limited to cash. O. Repair: To restore to a sound and functional state of operation, serviceability or appearance. P. Revoke: To take back a license issued by the City. Q. Safety: The condition of being reasonable free from danger and hazards that may cause accidents or disease. R. Suspend: To make a license temporarily inoperative. S. Tenant: Any adult person granted temporary use of a rental dwelling unit pursuant to a lease with the owner of the MRD.

9c. Attachment A

908.03 LICENSING REQUIREMENTS

General Rule. No person shall operate, let or cause to be let a MRD which has not been properly licensed by the City of Roseville in the manner required by this Ordinance. A license must be obtained for each MRD. Upon receipt of the properly executed initial application for a rental license, the Community Development Department shall cause an inspection to be made of the MRD to determine whether it is in compliance with Section 906, other Roseville ordinances, and the laws of the State of Minnesota. Every rental dwelling unit shall be re-inspected after a renewal application is filed to determine if it still conforms to all applicable codes and ordinances.

A. Licensing. A license will be granted as Type A, Type B, Type C, or Type D based on nationally recognized standards recommended by the Building Official and adopted by the City Council. All rental dwelling units shall be licensed before being let, in whole or in part. Licenses will expire annually or semi-annually at midnight on December 31 or June 30 as determined by the licensing type and City

B. Criminal Background Check. The licensee shall conduct criminal background checks on all prospective tenants. The criminal background check must include the following: a. A statewide (Minnesota) criminal history check of all prospective tenants covering at least three years; the check must be done utilizing the most recent update of the state criminal history files; b. A statewide criminal history check from the prospective tenant’s previous state of residence, unless not allowed, if the tenant is moving directly from the previous state; c. A criminal history check of any prospective tenant in their previous states of residence, unless not allowed, covering the last three years if they have not resided in Minnesota for three years or longer; d. A criminal history check of any prospective tenant must be conducted in all seven counties in the metro Twin Cities are (Hennepin, Ramsey, Anoka, Carver, Dakota, Scott and Washington) covering at least the last three years including all misdemeanor, gross misdemeanor, and felony convictions. C. Disorderly Behavior Lease Provisions. All tenant leases shall contain crime-free drug- free provisions as on file with the City that prohibit disorderly behavior identified in City Ordinance 511.02 These lease provisions shall be incorporated into every new lease for a tenancy beginning January 1, 2015 or all renewed leases by such date. D. Occupancy register. Every owner of a licensed rental dwelling shall keep, or cause to be kept, a current register of occupancy for each dwelling unit that provides the following information: a. Dwelling unit address. b. Number of bedrooms in dwelling unit and size of each bedroom, include the maximum number of occupants allowed. c. Legal names and date of birth of adult occupants and number of adults and children (under 18 years of age) currently occupying the dwelling units. d. Dates renters occupied and vacated dwelling units.

9c. Attachment A

e. A chronological list of complaints and requests for repair by dwelling unit occupants, which complaints and requests are related to the provisions of this Code of Ordinances. f. A similar chronological list of all corrections made in response to such requests and complaints. Such register shall be made available for viewing or copying by the Code Enforcement Officer upon at each routine inspection or upon city receipt of a report of potential occupancy violation.

E. Application Filed. A license application shall be submitted to the Community Development on forms furnished by the City of Roseville and must contain the following information: a. Name, address, telephone number, and e-mail address of the owner of the rental dwelling units. This is the address that all future correspondence from the city will be sent to. Owner shall indicate if the owner is a corporation, partnership, sole proprietorship, or other business entity. b. Name, address, telephone number, and e-mail address of designated local agent responsible for the management of the MRD. c. Street address(es) and unit numbers for the MRD. d. Number and type of dwelling units including unit size and bedroom size for each building (One (1) Bedroom, Two (2) Bedrooms, etc….) e. Description of property listing number of buildings and number of dwelling units in each building. f. Owner shall certify compliance with the requirement for conducting background checks on perspective tenants found in 908.03B. g. Owner shall certify compliance with the requirement to include disorderly behavior lease provisions required in 908.03C. h. Owner shall certify compliance with the requirement to include 908.03D. F. Changes in Ownerships and Amended Licenses. A license is not assignable. Any changes occurring in the ownership of a MRD requires a new license. The new owner must obtain a new license within thirty (30) days of acquiring the property. The fee paid for the new license shall be the fee required for an initial license. If any changes occur in any information required on the license application, the owner must submit an amended license application to the City within thirty (30) days of the change. If any rental dwelling units are added to a current license, the additional rental dwelling units must be licensed by amendment of the current license and must be accompanied by the fee required for the additional units. G. Complaint Based Inspection. The City may, upon receipt of creditable third party complaints or complaints of residents with reasonable concerns, require an inspection of a unit. A complaint based inspection may require additional units to be inspected. Upon the additional unit inspection, the City may require a license category criteria inspection be performed using the same standards as the license renewal inspection. H. Additional Requirements. The City may require additional educational, training or participation in programs related to the license type.

9c. Attachment A

908.04 LICENSING TERM:

Licenses will be issued for a time period according to the license type as indicated in Diagram I. All licenses may be reviewed at any time after the beginning of the license term to determine whether the property continues to have the appropriate Type License.

Diagram I Requirement  Attend Roseville Memorandum of Multifamily Inspections and Understanding Monthly Property Owner’s Licensing Fee for correction of Updates License Type* Quarterly Meetings nuisance 

Once every 3 Type A Attend 25% ‐ ‐ years

Once every 2 Type B Attend 50% ‐ ‐ years

Type C Attend 75% Once a year May be required ‐

Once every 6 Required (Shall be Type D Attend 100% Required months brought to Council)

A. New Licenses. MRD’s that have legally not been required to have a rental license due to new construction will qualify for a Type B License. Properties found operating without a valid rental license from the City or failing to meet City Code requirements or that have been the subject of enforcement actions such as criminal prosecution or civil penalties for violation of this chapter, will only qualify for a Type C license. B. License Renewals. All rental properties are subject to review and may be required to apply and qualify for a different license Type based on the level of compliance with City Codes and applicable regulations. C. Any Type Property Licenses. For properties that have chronic code violations that are not being resolved in a timely manner, the City Council may pursue any and all remedies under Minnesota Statutes sections tenant remedies action 504B.395 through 504B.471 in addition to any other legal or equitable relief. D. License Category Criteria. License type will be determined on the basis of number of property Code and nuisance violations as recommended by the City Manager and approved by the City Council. a. Property Code and Nuisance Violations. Standards for property maintenance will be based on compliance with City and other applicable Codes or other nationally recognized standards as adopted by the city council. E. License Process and Renewal. a. Initial application of existing MRD’s in the City will need to complete full application by December 31, 2013.

9c. Attachment A

b. Code enforcement officers will notify applicant approximately thirty (30) days prior to inspection. c. Notice of licensing type will be sent to the applicant. Licensing fee will be due and payable within 30 days of notice of licensing type. A license will be issued for each MRD. Every Owner of MRD shall conspicuously post the current license certificate within 14 days of receipt in the main entryway or other conspicuous location for each building. For MRD that do not have shared common area or entrance the Owner must provide a copy of the license certificate to each tenant by attaching a copy to the tenant’s copy of the executed lease agreement. . d. License renewals shall be filed between 90 and 120 days prior to the license expiration date. Upon receipt of a completed application and of the licensing fee as established by the City Fee Schedule in Section 314.05all fees and fines shall be charged to and payable by the property owner. F. Issuance of License. The City shall issue a license once the City deems the property to not have any unsafe, unsanitary, or dilapidated conditions as defined in Section 906.03H or elsewhere in Roseville’s City Code.

908.05 FEES There shall be a licensing fee as established by the City Fee Schedule in Section 314.05. All fees and fines shall be charged to and payable by the property owner.

908.06 LOCAL AGENT REQUIRED:

A. Local Agent No operating license shall be issued or renewed for a nonresident owner of a MRD (one who does not reside in any of the following Minnesota counties; Hennepin, Ramsey, Anoka, Carver, Dakota, Scott, or Washington) unless such owner designates in writing to the Building Official the name of the owner’s local agent (one who does reside in any of the following Minnesota counties: Hennepin, Ramsey, Anoka, Carver, Dakota, Scott, or Washington) who is responsible for maintenance and upkeep and who is legally constituted and empowered to receive service of notice of violations of the provisions of the City Code of Ordinances, to receive orders and to effect such orders and to accept all service or process pursuant to law. B. Responsibility for Acts of Manager, Operator, or Local Agent. Licensees are responsible for the acts or omissions of their manager, operators, local agent, or other authorized representative.

908.07 LICENSING SUSPENSIONS, REVOCATION, DENIAL AND NONRENEWAL

A. Applicability. Every license issued under the provisions of this Chapter is subject to suspension or revocation by the City Council. B. Unoccupied or Vacated Rental Units. In the event that a license is suspended, revoked, or not renewed by the City Council, it shall be unlawful for the owner or the owner’s duly authorized agent to thereafter permit any new occupancies of vacant or thereafter vacated rental units until such time as a valid license may be restored by the City Council.

9c. Attachment A

C. Grounds for License Action. The Council may revoke, suspend, or decline to renew any license issued under this Chapter upon any of the following grounds:

a. False statements, misrepresentations, or fraudulent statements on any application or other information or report required by this chapter to be given by the applicant or licensee. b. Failure to pay any application fee, fine or penalty, reinspection fees, reinstatement fee, special assessments, real estate taxes, or other financial claims due to the City as required Chapter and City Council resolution. c. Failure to continuously comply with any property maintenance, zoning, health, building, nuisance, or other City Codes; or failure to correct deficiencies noted in Compliance Notices in the time specified in the notice. d. Failure to comply with the provisions of an approved memorandum of understanding (MOU) with the City that addresses the underlying causes for the nuisance conduct and provides a course of action to alleviate the nuisance conduct. e. Failure to actively pursue the eviction of tenants who have violated the provision of this Chapter or Crime Free Lease Addendum or have otherwise created a public nuisance in violation of City, state, or applicable laws. f. The failure to eliminate imminent health and life safety hazards as determined by the City, or it authorized representatives. g. Failure to operate or maintain the licensed premises in conformity with all applicable state and local laws and Ordinances. D. License Action Sections. Revocation, suspension, and non-renewal may be brought under either this Section or any other Section of 908. E. Notification, Hearing and Decisions Basis. a. Written Notice, Hearing. A decision to revoke, suspend, deny, or not renew a license shall be preceded by written notice to the applicant or licensee of the alleged grounds therefor and the applicant or licensee will be given an opportunity for a hearing before the City Council before final action to revoke, suspend, deny, or not renew a license. b. Decision Basis. The Council shall give due regard to the frequency and seriousness of violations, the ease with which such violations could have been cured or avoided and good faith efforts to comply and shall issue a decision to deny, not renew, suspend or revoke a license only upon written findings. F. Affected MRD. The Council may suspend or revoke a license or not renew a license for part or all of a MRD. G. License Actions, Reapplication a. Suspension. Licenses may be suspended for up to ninety (90) days and may after the period of suspension, be reinstate subject to compliance with this Chapter and any conditions imposed by the City Council at the time of suspension. b. Revocation, Denial, Nonrenewal. Licenses that are revoked will not be reinstated until the owner has applied for and secured a new license and complied with all conditions imposed at the time of revocation. Upon a decision to revoke, deny or not renew a license, no approval of any application for a new license for the same facility will be effective until after the period of time specified in the Council’s written decision, which shall not exceed one year. The Council shall specify in its written

9c. Attachment A

decision the date when an application for a new license will be accepted for processing. A decision not to renew a license may take the form of a suspension or revocation. A decision to deny an initial application for a new facility will not take the form of a suspension or revocation unless false statements have been made by the applicant in connection with the application. A decision to deny an initial application shall state conditions of reapplication. c. Reinstatement Fees. All new applications must be accompanied by a reinstatement fee, as specified by Council resolution, in addition to all other fees required by this Chapter. d. Written Decision, Compliance. A written decision to revoke, suspend, deny, or not renew a license or application shall specify the part or parts of the facility to which it applies. Thereafter, and until a license is reissued or reinstated, no rental units becoming vacant in such part or parts of the facility may be re-let or occupied. Revocation, suspension or non-renewal of a license shall not excuse the owner from compliance with all terms of state laws and Codes and this Code of Ordinances for as long as any units in the facility are occupied. Failure to comply with all terms of this Chapter during the term of revocation, suspension or non-renewal is a misdemeanor and grounds for extension of the term of such revocation or suspension or continuation of non-renewal, or for a decision not to reinstate the license, notwithstanding any limitations on the period of suspension, revocation or non- renewal specified in the City Council’s written decision or in paragraph 6 of this Section. e. New License Prohibited. A property owner who has a rental license revoked may not receive a new rental license for another property within the City for a period of one year from the date of revocation. The property owner may continue to operate current licensed MDR’s if the properties are maintained in compliance with City Codes and other applicable regulations. 908.08 APPEALS A. An appeal pertaining to any licensing decision addressed in this Chapter may be filed by a MRD property owner. a. The appeal shall be submitted to the City Manager within 10 calendar days after the making of the order or decision being appealed. b. The appeal shall state the specific grounds upon which the appeal is made. c. The appeal shall be accompanied by the fee set forth in Chapter 314. B. When an appeal is filed, a public meeting regarding the matter shall be held before the City Council, acting as the Board of Adjustments and Appeals, at a regular meeting held within 30 days of the receipt of the appeal. The board of Adjustments and Appeals may consider any of the evidence that had previously been considered as part of the formal action that is the subject of the appeal. New or additional information from the appeals applicant(s) may be considered by the Board of Adjustments and Appeals at its sole discretion, if that information serves to clarify information previously considered by the Building Official.

9c. Attachment A

908.09 MAINTENANCE OF RECORDS:

All records, files and documents pertaining to the Licensing of MRD shall be maintained in the office of the City and made available to the public as allowed or required by laws, rules, codes, statutes or ordinances.

908.10 AUTHORITY:

Nothing in this Chapter shall prevent the City from taking action under any applicable rule, standard, statute or ordinance for violations thereof and to seek either injunctive relief or criminal prosecution for such violations as therein provided. Nothing contained in this Chapter shall prevent the City from seeking injunctive relief against a property owner or designated agent who fails to comply with the terms and conditions of this Chapter on licensing.

908.11 RULES, POLICIES, PROCEDURES:

The City Council may adopt from time to time, by resolution, rules, policies and procedures for the implementation of this Chapter. Violation of any such rule, policy or procedure by a property owner shall be considered a violation of this Ordinance.

908.12 NO WARRANTY BY THE CITY:

By enacting and undertaking to enforce this Chapter, neither the City, its designees, the City Council, or its officers, agents or employees warrant or guarantee the safety, fitness or suitability of any MRD in the City. Owners or occupants should take whatever steps they deem appropriate to protect their interests, health, safety and welfare. A warning in substantially the foregoing language shall be printed on the face of the rental registration.

908.13 SEVERABILITY:

If any provision of this Chapter or amendment thereto, or the application thereof to any person, entity or circumstance, is held invalid or unconstitutional by a court of competent jurisdiction, the remainder of this Chapter shall remain in full force and effect and the application thereof to other persons, entities or circumstances shall not be affected thereby.

9c. Attachment B

Multifamily Rental Dwelling License Implementation Plan

The purpose of this program is to protect the public health, safety and welfare of citizens of the City who occupy rental units in Multi‐family properties. This is achieved by adopting a Rental Dwelling inspection program to provide minimum maintenance standards for existing and newly constructed Multi‐family rental properties in Roseville, MN. The Multifamily Rental Dwellings (MRD) licensing program would be required for any building or portion thereof that contains five (5) or more dwelling units that may be attached side‐by‐side, stacked floor to ceiling and/or have common entrance and have a common owner that are being rented out in the City of Roseville. This does not apply to Minnesota Department of Health licensed rest homes, convalescent care facilities, nursing homes, hotels, motels, managed home‐owner associations or on‐campus college housing.

The program would be set as follows:  Notice of ordinance adoption in fall 2013 to all MRD property owners.  Building codes to hire one temporary seasonal code enforcement officer (SCEO) as contract employee to do inspections in 2014.  Notice in beginning of 2014 to all MRD properties to apply for licensing. Application due by April 15, 2014.  Community Development or the SCEO will send 14‐30 day notice to schedule inspection. Inspections will be conducted in the months of May, June, and July.  A third 1/3 of all units in MRD will be initially inspected. If upon initial inspection SCEO may determine that additional units need to be inspected.  Reinspection of code violations may need follow‐up. First reinspection is free additional reinspection fees will be $25.00 a unit and $100 per building.  Notice sent by October 1, 2014 License Type A, B, C, or D to MRD.  Rental licensing fee is due and payable within 45‐60 days of notice.  Fee for licensing is $100 per building and $20 per unit. The license will be effective based upon the classification of the property. Property owners who fail to obtain or renew a license within 30 days of expiration will result in a $500 penalty; the penalty will double every 2 weeks it remains unpaid.  For properties that have chronic code violations that are not being resolved in a timely manor the City may use the “Tenant Remediation Act.”  The City may, upon receipt of a creditable third party complaint or residents with reasonable concerns, require an inspection of a unit. Upon a complaint based inspection the city may require additional units to be inspected. Upon that inspection, the City may require a license category criteria inspection be performed using the same standards as the license renewal inspection.  Quarterly Property Owner’s meetings start in 2015. Dates to be determined for the meetings and notices going out in fall of 2014 through e‐mail notices from applications. Property Licensing Requirements The type of license (A, B, C, or D) a property owner receives will be determined by the overall number of property code violations identified during the inspection. (see table below).

Requirement  Attend Roseville Multifamily Property Owner’s Quarterly Inspections and Licensing Fee Mitigation Plan Monthly Updates License Type meetings 

Type A Recommended Once every 3 years ‐ ‐

Type B Attend 25% Once every 2 years ‐ ‐ Type C Attend 50 % Once a year May be required ‐ Required and shall Type D Attend 75 % Once every 6 months be brought to Required Council. Draft 8‐13‐13

9c. Attachment B

Multifamily Property Owner’s Quarterly Meetings

The Roseville HRA staff and the Roseville Police Community Relations Coordinator will provide quarterly educational outreach meetings and will provide topics that property owners will give input on. These meetings will be either recommended or required based upon level of property license received.

Violation Rate Calculation

Inspection criteria will be based upon the Building Maintenance and Preservation Code (906) or other nationally recognized standards that has been adopted by City Council. Inspection criteria and evaluators guidelines will be provided to owners and posted on the City’s website. The license type will be based on the average number of code violations per inspected property. (The City may choose upon the initial inspections to change the below criteria).

Proposed Property Code Violations Criteria (Property Code Only) License Category Property Code Violations per Inspected Unit Type A – 3 Year 0‐.50 Type B – 2 Year Greater than .50 but not more than 1.0 Type C – 1 Year Greater than 1.0 but not more than 1.5 Type D – 6 Months Greater than 1.5 Example Based on the table above, an 11‐unit property would be required to have 4 units inspected (33% x 11 = 3.63) To receive a Type A License, the 4 units could have no more than 2 violations averaged for the units inspected (4 x .50 = 2) To receive a Type B License, the 4 units could have no more than 4 violations averaged for the units inspected (4 x 1 = 4) To receive a Type C License, the 4 units could have no more than 6 violations averaged for the units inspected (4 x 1.5 = 6)

Fees and Repeat Nuisance Service Code Violations Property owners who fail to meet the requirements under the Type of license criteria may be subject to doubled fees for rental and/or change of rental licensing type and Repeat Nuisance Ordinance (RNO), Chapter 511. Enforcement of that ordinance will be coordinated between departments on a monthly basis.

Cost implications to the City  To assist with implementation, process manual and coordinating this new program, a consultant will need to be hired.  The city will have to hire a Seasonal Code Enforcement Officer. Fees from rental licensing should cover cost for the first year of implementation.  If council would like the police to implement the Minnesota Crime Free Multifamily program and to make it part of the licensing type criteria than additional police staff will need to be hired.

This Multi‐Family Rental Housing Implementation Plan is intended to provide program concepts and is draft for discussion purposes.

Draft 8‐13‐13

Request for HRA Action

Date: 07-16-13 Item No: 9.d Director Approval: Agenda Section:

Action

Description: 2014 RHRA Budget

Requested Action The RHRA, at their July 16th, 2013, meeting, reviewed the prepared budget. From the RHRA discussions no changes were recommended. The RHRA needs to adopt the attached budget resolution – which was prepared by staff and preliminarily discussed by the RHRA Finance Subcommittee – and advise staff about any additional programming the board may want.

Budget Process Per State Statute 469.033, subdivision 6, the HRA must formulate and file a budget each year in accordance with the budget procedure followed by the executive departments of the City.

To request an HRA levy, the RHRA must adopt a resolution and budget and present it to the City Council by September. Assuming approval, the RHRA budget will be included in the City budget and levy request that is submitted to Ramsey County in September. The City Council holds hearings on all elements of the budget, including any proposed HRA levy, in December.

2014 RHRA Budget Details To prepare the 2014 RHRA budget, staff has used the Strategic Plan 2012 – 2016, the 2013 – 2016 Implementation Plan, and held a discussion with the RHRA Finance Subcommittee.

According to Chris Miller, City Finance Director, the maximum levy that the RHRA can impose in 2014 is $703,579. It is proposed that the RHRA seek the maximum levy for the 2014 budget year. The proposed 2014 levy is a less than .0075% increase from the 2013 levy of $698,471. The impact on a median-valued home of $187,600 would be approximately $34 annually, which is the same as last year. This is basically a flat increase request from 2013 levy.

The draft 2014 budget shows an estimated carryover amount of $145,300. This carry over is due to the following unexpended dollars from the 2013 budget:

Ongoing Marketing and Living Smarter Marketing $40,500 Professional Services $20,000 Outreach Marketing for Economic Development Activities $ 5,000 Attorney Fees $10,000 Reserve contingency $69,800

2014 RHRA Budget Discussion - Page 1 of 3

In 2014, the following programs will continue to operate but will receive no additional funds:

Roseville Loan Program (consolidated home improvement loan program) $0 Abatement Assistance (payment of abatement costs for code enforcement activities). $0

In 2013, the following programs will be continued or expanded:

Living Smarter Home and Garden Fair budget reflects costs to continue the same marketing approaches that were put in place in 2009. The costs for personnel of are for $9,553 the Community Development Department Assistant who primarily works on the fair for 8 months out of the year. Multi-family Loan Program reflects additional funds to be set aside for a revolving loan program These funds are moved to the 724 account at the end of the year. Currently the $175,000 HRA is looking at using these funds to purchase property south of the Dale Street Fire Station. Contract with Housing Resource Center for construction services. Loan administration fees of $800 per each loan ($4800 budgeted in 2012) will be passed along to the $15,000 applicant. Energy Efficiency program, which provides funds for energy audits for Roseville $12,000 residents. Neighborhood Enhancement Program budget reflects a slight increase in cost for staff $28,730 and services.

Marketing Costs for professional services and publication of materials that promote the $2,500 outreach RHRA and its programs to Roseville residents. The budget is broken out for $6,500 printing maintaining outreach efforts, printing, and postage $1,500 postage Living Smarter Green Marketing – Continuing the new marketing campaign $30,000 General HRA Expenditures – 2013 budget is increased to reflect an increase in staffing costs along with step increases and cost of living. (Pat 15%, Jeanne @ 39 hrs/week, $154,313 Jane @ 16 hrs/week, Sheila @ 5 hrs/month). Attorney Service - Expenditures for HRA Attorney services has been increased to $15,000 reflect additional work that the HRA will be doing in 2013. Fiscal/Overhead Fee reflects 5% fee of the HRA General Expenditures for Financial $8,193.30 Services. Education/Training/Conferences reflect opportunities for staff to go to conferences or $1,725 attend workshops that would benefit the RHRA Training/Conferences for Board Members: has been set aside to pay for RHRA Board $1,000 members to attend seminars and conferences. Other Services and Charges reflect the amount that the RHRA pays for phone landline, $2,500 supplies, software, meeting materials and membership subscriptions

2014 RHRA Budget Discussion - Page 2 of 3

In 2013, the following program will be new:

Housing Replacement Program allows the HRA to buy code deficient homes to demolish and make the lot available for new construction. $200,000 The RHRA Comprehensive Market Study that was completed in 2009 should be updated as the RHRA undertakes the redevelopment of the Dale Street Fire Station $18,000 2013-2017. The RHRA should undertake a community engagement process in 2013 to develop objectives related to commercial viability of what Roseville can attract for commercial development. This process would include residents and commercial owners in $30,000 Roseville. Outreach to existing businesses to engage them in roundtable discussions related to what their needs are, as well as updating our database and doing newsletters. $10,000

Suggested RHRA Action:

Discuss and review proposed 2014 RHRA Budget and give staff direction.

Prepared by: Jeanne Kelsey, Acting Executive Director (651) 792-7086

Attachments: A. Proposed 2014 RHRA Budget B. Resolution adopting 2014 RHRA Levy

2014 RHRA Budget Discussion - Page 3 of 3 City of Roseville Housing & Redevelopment Authority DRAFT 2014 Proposed_Budget_Fund 723 9d. Attachment A Account 2013 2014 Number Description Adopted Proposed 723 Budget Budget

Proposed Sources: Revenue Revenue Cash - Carry over end of year $ 89,895.69 $ 145,300.00 Investment Income 5,000.00 5,000.00 HRA Levy - Approved by City Council 698,471.00 703,579.00 Home & Garden Fees 15,000.00 16,000.00 Miscellaneous Income $0 $0

Total Revenue 808,366.69 869,879.00

Account 2013 2014 Number Description Proposed Proposed 723 Budget Budget

Proposed Uses: Expenses Expenses 70 Home & Garden Fair Home & Garden Fair Home & Garden Fair 430000 Professional Services - Design Service 433000 Advertising 5,000.00 5,000.00 434000 Printing 5,000.00 5,000.00 438000 Rental 7,700.00 7,700.00 448000 Miscellaneous & Supplies (424000) 3,000.00 3,000.00 430000 Professional Services - Online Registration 300.00 300.00 70 Home & Garden Fair 21,000.00 21,000.00 71 Housing Replacement Program 430000 Professional Services - - 434000 Printing - - 448000 Miscellaneous - - 490000 Contractor Payments 71 Housing Replacement Program 200,000.00 200,000.00 72 Multi Family Program 430000 Professional Services - - 434000 Printing - - 448000 Miscellaneous - - Other Services & Charges - - 490000 Contractor Payments 175,000.00 72 Multi Family Rehab Program Total 175,000.00 250,000.00 73 Ownership Rehab Program 430000 Professional Services-HRC 13,000.00 13,000.00 433000 Advertising - - Other Services & Charges Fees for Loan Closing 490000 Greene Award Program 850.00 850.00 Energy Efficiency Program 12,000.00 12,000.00 73 Ownership Rehab Program Total 25,850.00 25,850.00 74 First Time Buyer Program 430000 Professional Services 433000 Advertising 448000 Other Services & Charges (448000, 424000) - - 490000 Live/work RSV program 74 First Time Buyer Program Total - - 78 Neighborhood Enhancement Program 430000 Prof Services 23,540.00 20,800.00 433000 Marketing -Printing and Mailing 4,500.00 4,500.00 Other Services & Charges 690.00 700.00 78 Neighborhood Enhancement Program Total 28,730.00 26,000.00 82 Marketing_Studies 430000 Prof Services - Update Comprehensive Housing Study 13,215.00 - Prof Services - Charrette for Dale Street 10,000.00 - 433000 Ongoing Marketing-Advertising 2,500.00 12,500.00 Living Smarter Green Marketing 30,000.00 30,000.00 434000 Printing Marketing Materials 6,500.00 6,500.00 448000 Miscellaneous-Postage 1,500.00 1,500.00 82 Marketing_Studies 63,715.00 50,500.00 56 Economic Development 430000 Prof Services-Engage the community in developing ob 30,000.00 10,000.00 433000 Marketing -Outreach to existing businesses 10,000.00 10,000.00 Other Services & Charges 490000 New Programming 20,000.00 56 Economic Development Program Total 40,000.00 40,000.00 00 General HRA Expenditures 430000 Prof. Svs. (Staff, Secretary) 154,313.00 162,028.65 0006 Prof. Svs. (HRA Attorney) 15,000.00 15,000.00 448001 Fiscal/Overhead Fee 8,727.00 9,721.72 441000 Education (Training/Conferences) 1,725.00 2,000.00 441000 Training/Conferences for Boardmembers 1,000.00 1,000.00 442000 Mbrship/Subscriptions 1,500.00 1,500.00 448000 Other Services & Charges(448000,424000,433000) 2,000.00 2,000.00 00 General HRA Expenditures 184,265.00 193,250.37 Budget Subtotal 738,560.00 806,600.37 Reserves 69,806.69 63,278.63 Total Expenses 808,366.69 869,879.00

Over (under) - Reserve Required 35% Cashflow shortfall reserve 282,928.34 304,457.65 Current Cashflow reserve for shortfalls 145,309.58 145,309.58

DRAFT EXTRACT OF MINUTES OF MEETING OF THE HOUSING AND REDEVELOPMENT AUTHORITY IN AND FOR THE CITY OF ROSEVILLE

Pursuant to due call and notice thereof, a regular meeting of the Housing and Redevelopment Authority in and for the City of Roseville, County of Ramsey, Minnesota, was duly called and held at the City Hall on Tuesday, the 13st day of August, 2013, at 6:00 p.m.

The following members were present:

and the following were absent:

Commissioner ______introduced the following resolution and moved its adoption

Resolution No. 50

A Resolution Adopting A Tax Levy in 2013 Collectible in 2014

BE IT RESOLVED by the Board of Commissioners (the "Board") of the Housing and Redevelopment Authority in and for the City of Roseville, Minnesota (the "Authority"), as follows:

Section 1. Recitals.

1.01. The Authority is authorized by Minnesota Statutes Section 469.033 to adopt a levy on all taxable property within its area of operation, which is the City of Roseville, Minnesota (the “City”).

1.02. The Authority is authorized to use the amounts collected by the levy for the purposes of Minnesota Statutes Section 469.001 to 469.047 (the “General Levy”).

Section 2. Findings

2.01. The Authority hereby finds that it is necessary and in the best interest of the City and the Authority to adopt the General Levy to provide funds necessary to accomplish the goals of the Authority and in furtherance of its Housing Plan.

Section 3. Adoption of General Levy.

3.01. The following sums of money are hereby levied for the current year, collectible in 2014, upon the taxable property of the City for the purposes of the General Levy described in Section 1.02 above:

Amount: $703,579

1384193v1 Section 4. Report to City and Filing of Levies.

4.01. The executive director of the Authority is hereby instructed to transmit a certified copy of this Resolution to the City Council for its consent to the levies.

4.02. After the City Council has consented by resolution to the levies, the executive director of the Authority is hereby instructed to transmit a certified copy of this Resolution to the county auditor of Ramsey County, Minnesota.

Adopted by the Board of the Authority this 13st day of August, 2013.

1384193v1 Certificate

I, the undersigned, being duly appointed and acting Executive Director of the Housing and Redevelopment Authority in and for the City of Roseville, Minnesota, hereby certify that I have carefully compared the attached and foregoing resolution with the original thereof on file in my office and further certify that the same is a full, true, and complete copy of a resolution which was duly adopted by the Board of Commissioners of said Authority at a duly called and regularly held meeting thereof on August 13, 2013.

I further certify that Commissioner ______introduced said resolution and moved its adoption, which motion was duly seconded by Commissioner ______, and that upon roll call vote being taken thereon, the following Commissioners voted in favor thereof:

and the following voted against the same:

whereupon said resolution was declared duly passed and adopted.

Witness my hand as the Executive Director of the Authority this 13st day of August, 2013.

Executive Director Housing and Redevelopment Authority in and for the City of Roseville, Minnesota

1384193v1

REQUEST FOR HRA ACTION

Date: 08-13-13 Item No: 9e Staff Approval: Agenda Section:

Discussion Item Description: Discuss Roseville Living Smarter Home and Garden Fair

1.0 Requested Action

The attached documents are a compilation of the surveys completed by Living Smarter Fair Attendees (during the Fair) and Exhibitors (in the week after the Fair). They are included to provide context for the discussion of the Living Smarter Home and Garden Fair.

2.0 Background

The RHRA, on July 16, 2013, discussed possible changes to the Living Smarter Fair Home and Garden Fair, including changes to the venue for 2014 and beyond. Staff wanted to provide additional information included in the surveys that the vendors complete the week following the fair and that the fair attendees complete during the Fair.

Beginning in 1996, the City of Roseville, the Roseville Area School District 623, and the Roseville Family Collaborative sponsored the Home and Garden Fair to provide a place where present and future homeowners could learn about the latest housing improvements and construction techniques from experts in the following areas: architecture, home remodeling, landscaping, gardening, materials suppliers, financial services, and housing inspections. Since its inception, the event has been held at the Fairview Community Center and is open to the public free of charge.

The Home and Garden Fair was “rebranded” in 2009 as the Roseville “Living Smarter” Home and Garden Fair and focused on 3 core areas: Energy and Environmental Sustainability, Home Improvement, and Gardening for Healthy Living. The Roseville “Living Smarter” Home and Garden Fair has a Fair Committee comprised of staff from the RHRA, ISD623 Community Education, ISD623 Senior Center, Lillie Suburban News, and Roseville Park and Recreation.

Surveys of exhibitors and attendees are conducted annually. These surveys guide the Fair Committee when planning future Fairs. Each year the Fair is modified to incorporate changes suggested in the surveys, however, the Fair Committee also looks at majority responses when leaving major details of the fair as is. Workshop attendance is also reviewed when deciding future topics for presenters in the 3 core areas of the fair.

RHRA_ Agenda (8-13-13) - Page 1 of 1

3.0 Staff Recommended Action

No action is required information is provided for discussion.

Prepared by: Jeanne Kelsey (651-792-7086) Attachment A: Exhibitor Feedback Attachment B: Attendees Feedback Attachment C: Workshop Attendance

RHRA_ Agenda (8-13-13) - Page 2 of 1 9e. Attachment A

2013 Living Smarter Exhibitor Evaluation ‐ Printable Report

How did you initially hear about the Fair? (Check all that apply) (33/37)

Result Responses Percentage Graph

Another vendor told me about it 3 8.1%

It came up in a Google search 4 10.8%

I received a card in the mail inviting me to register 4 10.8%

I received an e‐mail inviting me to register 7 18.9%

Other response 19 51.3%

The overall number of people in attendance was (33/33)

Result Responses Percentage Graph

Great 4 12.1%

Good 17 51.5%

Fair 10 30.3%

Poor 1 3.0%

Other response 1 3.0%

The LENGTH of the Fair was (33/33)

Result Responses Percentage Graph

Just Right 25 75.7%

Too Long 8 24.2% Too Short 0 0.0%

What LENGTH is ideal for your business?

5 hours 4 hours 9:00 to 2:00 2‐3 hours The last hour was a bit long and seemed much slower than the rest of the fair – could be shorter next year. 4‐5 hr is typically enough, creates a bit more urgency for attendees to get there and check out the 9e. Attachment A

vendors 4 hours We might want to think about ending at 1:00pm. It slowed down after one. We had very little traffic for the first and last hour. The morning tends to be a little busier and afternoon dwindles, so maybe cutting it shorter and maybe ending at 1pm? 3‐4 hours works well for us.

The DATE of the Fair was (33/33)

Result Responses Percentage Graph

Just Right 26 78.7%

Too Early in the Year 6 18.1%

Too Late in the Year 1 3.0%

What DATE is ideal for your business?

Ideal for our business would be early‐mid March, when there is less snow on the ground, but who can predict that :) End of April Not on the same day as the River Centre show. It is early in the Home Improvement Fair season. It is a nice way to kick off the spring for the NEC Wouldn't mind if it was a little earlier ‐ late Jan to early Feb. Our business books out 2 months so I lead in that time frame is installed by April. Late March March A little warmer weather might get people thinking home improvements more? Mid March would be better

What category best describes your product or service? (33/33)

Result Responses Percentage Graph

Community Resource 4 12.1%

Energy & Sustainability 3 9.0%

Financial Services/Insurance/Realty 1 3.0%

Gardening/Landscaping 4 12.1% 9e. Attachment A

Healthy Living 3 9.0% HVAC 0 0.0%

Remodeling 5 15.1%

Siding/Roofing 1 3.0% Specialty Exterior 0 0.0%

Specialty Interior 1 3.0%

Windows 3 9.0%

Other category 8 24.2%

The number of products or services similar to yours was (33/33)

Result Responses Percentage Graph

A reasonable number 20 60.6%

Too many 4 12.1%

Too few 2 6.0%

Other response 7 21.2%

The number of promising leads to future customers was (33/33)

Result Responses Percentage Graph

More than I expected 4 12.1%

About what I expected 18 54.5%

Fewer than I expected 10 30.3%

Not sure yet 1 3.0%

When thinking of other local fairs, the Registration Fee for this fair was (33/33)

Result Responses Percentage Graph

In line with other local fairs 29 87.8%

Higher than other local fairs 3 9.0%

Lower than other local fairs 1 3.0%

Was the Fair worth your time and expense? (33/33)

Result Responses Percentage Graph

Yes 25 75.7% 9e. Attachment A

No 3 9.0%

Other response 5 15.1%

Was your organization a (33/33)

Result Responses Percentage Graph

Fair Sponsor 2 6.0%

For‐Profit Exhibitor 21 63.6%

Non‐Profit Exhibitor 10 30.3%

Did you present a workshop? (2/2)

Result Responses Percentage Graph

Yes 1 50.0%

No 1 50.0%

The attendance for my workshop was (1/1)

Result Responses Percentage Graph

About what I expected 1 100.0% More than I expected 0 0.0% Less than I expected 0 0.0% Other response 0 0.0%

Did the set‐up for your workshop work well? If not, what would have worked better? The workshop was in the EDC room. The guy that did our workshop liked the room but felt it was a little off the main drag.

As a sponsor are there any other perks you would have liked to have? (no responses for this question)

The amount of space available for your exhibit was (33/33)

Result Responses Percentage Graph

Just Right 28 84.8%

Too Much Space 1 3.0%

Too Little Space 4 12.1%

The spacing of Booths was (33/33) 9e. Attachment A

Result Responses Percentage Graph

Spacious 2 6.0%

Comfortable 25 75.7%

Tight 6 18.1%

Did you have electricity? (33/33)

Result Responses Percentage Graph

Yes 12 36.3%

No 21 63.6%

The access to electricity was (12/12)

Result Responses Percentage Graph

Convenient 12 100.0% Awkward 0 0.0% As good as it could have been 0 0.0%

Comments about the Booth Sizes?

About 2 feet wider would be ideal They seemed space better this year We would have preferred to place our table at the front of the booth, but the booth wasn't wide enough. I thought the booths were jammed in pretty tight, and next year I could use two booth spaces For our purposes, they do not need to be as deep as they are each year. Generally speaking, we like to stand in front of our table to talk with people. The width is nice. My booth was definitely not 8ft. I can fit my booth configuration in an 8 ft booth and had to adjust for the lack of space. all is good It would work better for us if the table was smaller than the width of the booth.

Did you receive clear, accurate, and timely information about registering and participating in the Fair? (33/33)

Result Responses Percentage Graph

Yes 33 100.0% No 0 0.0% 9e. Attachment A

Other response 0 0.0%

Directions for Exhibitor set‐up, parking, and take‐down were (33/33)

Result Responses Percentage Graph

Great 19 57.5%

Good 12 36.3%

Fair 1 3.0% Poor 0 0.0%

Other response 1 3.0%

Did you have enough time to set up before the Fair? (33/33)

Result Responses Percentage Graph

Yes 33 100.0% No 0 0.0% Other response 0 0.0%

Please rate the support you received from the Fair Organizers? (33/33)

Result Responses Percentage Graph

Great 18 54.5%

Good 13 39.3%

Fair 2 6.0% Poor 0 0.0% Other response 0 0.0%

Comments about the Fair Logistics?

Logistics are always great! You put on a great show! One of the helpers indeed got me on track when I was lost, but came across as a bit of a Know It All. I did not appreciate being scolded for buying a soda. I was told it was not "living smarter..." yet you were selling bottled water and hot dogs. ??? What is smart about that? At the start I realized that it was hard to check in volunteers and at the same time help speakers set up. a plus fine 9e. Attachment A

The website did not list the address, nor links to participating businesses. Both of these represent logistical problems.

Would you be interested in attending the Fair next year? (33/33)

Result Responses Percentage Graph

Yes 31 93.9%

No 2 6.0%

Why not? not much traffic in our area Are there any other vendors (or types of vendors) we should contact for next year's Fair?

no that was fine Urban Farmer groups

We invited 3 Ask‐the‐Experts to be available from 9 am ‐ 3 pm in the areas of Home Maintenance, Gardening, and Universal Design. Which other "Experts" should we include?

Curb Appeal, Outdoor Design Windows Crime Prevention

Did you purchase any food in the concessions area? (33/33)

Result Responses Percentage Graph

Yes 11 33.3%

No 22 66.6%

Were you satisfied with the food you purchased in the concessions area? If not, what other food options would you have liked to see?

Yes (6) good food & reasonable prices More variety would be nice but at least there is something. nice to have food on site absolutely! was fabulous that there was a vegetarian option! 9e. Attachment A

More options and easier food to eat.

You indicated that you didn't purchase any food in the concessions area. Could you tell us why? (22/22)

Result Responses Percentage Graph

I brought food with me 11 50.0%

I didn't want to leave my booth 6 27.2%

I didn't care for the food offered 3 13.6%

Other 2 9.0%

Would you like to enter a drawing to win a Free Booth for the 2014 Fair (33/33)

Result Responses Percentage Graph

Yes 25 75.7%

No 8 24.2%

Company Name

Gladstone's Window & Door Store Goodmanson Construction Castle Building and Remodeling The Home Depot Maplewwd Revive Chiropractic Wellness Center Friends School Plant Sale Access Solutions Lakeside Hardwood Flooring Trustone Financial Federal Credit Union North Suburban Family Physicians Neighborhood Energy Connection Mon‐Ray, Inc. Harmony Homes custom remodelers min Let's Go Fishing A. DeTomaso Construction LLC 9e. Attachment A

Gutter Helmet of Minnesota Gutter Topper, Bjorkstrand Exteriors Design Transformations Giving Tree Gardens Minnesota Wellness Institute Northeast Tree, Inc. Eureka Recycling Johnson Creek, Inc.

Inserted from 9e. Attachment B Liked at the Fair Comments Suggestions 2013 Fair by the Numbers ‐ There were too many window Fair Attendance ‐ 868 good selection though too few (3); companies Started with 1200 labels & had 332 left good ideas on home improvement; ‐ Have more local exhibitors (2) Vendors Variety Bingo Cards Returned ‐ 187 very educational on energy savings (3); ‐ Don't allow exhibitors to sell information 25 Started with 400; used 306 liked the mix of commercial and non‐ they collect at the Fair ‐‐ I am receiving 187 Cards Returned: 146 w/comments profit calls from companies that were not at the Zero Waste Fair (Door Prize winner) Compost 36 lbs 15 oz 37%* Recycling 56 lbs 7 oz 56% Friendly, helpful, Sales people less pushy than at other shows (2); Access Solutions, Powerfully Trash 7 lbs 3 oz 7%** informative vendors ‐ Allow people to read booth display Green, and the Wellness booth were *Included 2 lbs chili; 6.5 lbs hot dogs; 7 27 mentioned specifically cinnamon buns; **Trash weighed 2 ozs less than last year‐% is higher because of coffee cup

We loved all of it ‐‐ it was our first time. boxes last year .. Everything We planned to stay for an hour and ‐ Open at 8:30 Kids Zone 22 stayed the whole day to attend ‐ Start earlier and stay open later Morning: ~50 pots workshops! Afternoon: ~50 Wood Building Kits 20 Nontoxic Cleaning Solutions Workshop Attendance ‐ MPCA presenter needs practice Bathroom makeover ‐ 7 Went to 4 workshops (3); Great info ‐ Have more on solar panels Prevent food waste ‐ 15 (3); Fun; Home Depot was good; ‐ Have more on recycle/composting Bike commuting ‐ 4 Raingardens was very infomative; the ‐ Have lawn care class Solar power ‐ 18 woman presenting on food waste ‐ Have class on how to do universal design Aging in place ‐ 25 prevention was very upbeat, Workshops and still maintain home resale value CSA ‐ 9 enthusiastic, and encouraged 7 ‐ Keep promoting CSA subject NEC ‐ 18 participant’s input; attendees ‐ Didn't know there were workshops? Kitchen remodel ‐ 50+ contributed many tips for maintaining ‐ Preparing your home to sell Pruning ‐ 19 foods longer without spoiling. Helpful ‐ Enhancing your home's curb appeal Rain Gardens ‐ 16 handouts included websites for further ‐ Senior housing options Gardening/Food preserving ‐ 20 research. ‐ Gardening/outdoor workshops Healthy Homes ‐ 5 GMHC ‐ 28 General Comments Bingo ‐ 8 Fun! ‐ Have only one sheet (not 4!) ‐Mayor greeting at the door was good Free ‐ 2 ‐ More chairs throughout to sit down (2) ‐ Parking lot too icy (1) Food ‐ 2 good ‐ Need more variety ‐ Post Fair layout ahead to plan ahead Well Organized ‐ 1 ‐ Collect for Food Shelf as Entry fee Fun ‐ 6 ‐ Liked that it was less crowded (2) Size ‐2 ‐ Liked the informal atmosphere Close to Home ‐ 1 ‐ Keep up focus on seniors‐whole generation ‐ If more than 1 activity, label so visitors needs this information know there are more ‐ Thought there would be actual seeds, bushes, Kid Activities ‐ 9 Loved the snake ‐ More fun for older kids etc. for sale ‐ Keep the bounce castle all day ‐ Provide caddy holder for larger bags ‐ too Give Aways ‐ 3 ‐ Give away coupon books hard to carry around How Did You Hear About the Fair? Roseville Review 79 New Brighton paper 0 Roseville Review ‐ flyer 2 Roseville City News 0 Flyer from school 8 St Paul Dispatch ‐ Pioneer Press 1 Vendor 3 Bulletin 1 Website 12 Channel 15 1 Poster at Business 12 Patch 2 Library, St. Anthony CC, City Hall, Cub Street sign 7 Shoreview Arden Hills paper 1 Flyer in the Mail E‐mail 8 Word of Mouth 22 City Council Meeting 1 Attended last year 5 Phone call to Village 1 9e. Attachment C

2013 Workshop Attendance

9:30 am Give your Bathroom a Mini‐Makeover with WaterSense – By Home Depot & Minnesota Pollution Control Agency (MPCA) (EDC) Attendance: 7 Preventing Wasted Food – Eureka Recycling (Room 108) Attendance: 15 Bike Commuting – By Bike Alliance of Minnesota (Room 102) Attendance: 4

10:30 am Solar Power: How to Choose Quality Products for Your Installation – Powerfully Green (EDC) Attendance: 18 Aging in Place: Make Your Home a Home for a Lifetime! – Access Solutions (Room 102) Attendance: 25 Don't Fear the CSA! – Tricia Cornell, Author of Eat More Vegetables (Room 108) Attendance: 9 11:30 am You + the NEC = An Energy‐Efficient Home: Introducing the NEC Energy Advisor at Your Service Program – Neighborhood Energy Connection (EDC) Attendance: 18 1:00 pm Remodeling Your Kitchen on a Budget – Alpha Handyman (Room 108) Attendance: 50+ Pruning and Caring for Fruit Trees and Berries – Ralph Thrane, Master Gardener (EDC) Attendance: 19 Rain Gardens and Such – Joe Lochner, Ramsey Conservation District (Room 102) Attendance: 16 2:00 pm Make a Garden Grow and Taste Minnesota! – Elen Swenson, 40‐Year Native Minnesota Gardener (Room 108) Attendance: 20 Healthy Homes – Lisa Marshall, Ramsey County Health Educator (EDC) Attendance: 5 Starting Your Next Remodeling Project – Paul Soenneker, Greater Metropolitan Housing Corporation (Room 102) Attendance: 28