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90-409 O �{ � i, I �v� L • Council File # � � tv Green Sheet # ��O�O RESOLUTION -- CITY OF SAINT PAUL, MINNESOTA , � Preaented By �y+.,�, � �/Ref erred To i,�- ' �x �L;�� . Committee: Date �/;�--r�'� RESOLUTION ADOPTING THE ECONOMIC DEVELOPMENT STRATEGY AS PART OF THE SAINT PAUL COMPREHENSIVE PLAN. WHEREAS, the City of Saint Paul is authorized under Minnesota Statutes, Section 462.353, to carry on comprehensive municipal planning activities for guiding the future development and improvement of the City; and • WHEREAS, the City of Saint Paul as a local government unit within the metropolitan area is required under Minnesota Statutes, Section 473.858, to prepare a Comprehensive Plan in accordance with Laws of 1976, Chapter 127; and WHEREAS, the Council of the City of Saint Paul is authorized under Minnesota Statutes; Section 462.355, to a�opt or amerid a Comprehensive Plan or portion thereof after a recommendation by the Planning Commission; and �, WHEREAS, the Planning Commission convened the Economic Development Strategy Task Force which met with Planning Division staff and prepared an Ecoiaqmic Development Strategy for the City of Saint Paul for consideration by the Planning Commission; and WHEREAS, the Planning Commission has reviewed the Economic Development Strategy, dated January S, 1990, a copy of which is on file in the office of the Department of Planning and Economic Development, and, after public hearing, has by resolution adopted January 12, 1990, recommended its adoption by the Council of the City of Saint Paul as a replacement for the 1980 Economic Development Strategy; and WHEREAS, the Council of the City of Saint Paul has reviewed the Economic Development Strategy, including its relationship to other elements of the Comprehensive Plan as have been adopted and the overall health, safety and welfare needs of the residents of the City of Saint Paul and the metropolitan area; 0 ��I G� I �I A U � � . �.� q� - ��' 2 NOW, THEREFORE, BE IT RESOLVED, that the Council of the City of Saint Paul hereby adopts the Economic Development Strategy, dated January 5, 1990, as a segment of the Comprehensive Plan for the City of Saint Paul in replacement of the 1980 Economic Development Strategy, subject to Metropolitan Council review. � Navs Absent Requested by Department of: imo osw z —'� on Plannin and Economic Develo ment —�cca ee �— e man � vne i son �— BY� O P y JU L 1 9 1990 Form Approved by City A orney Ado ted b Council: Date / � Adoption ertified by Council Secretary By: � By' �� A v ppro by Mayor for Submission to JUL 2 Q 1990 Council Approved b Mayor: D�te� � � , �1�;?�.��-'�- y; �z��!`t��r � By: �� r,' s p�gE�f}�p J U L 2 81990 1 , . - � �� --�o� DEPAFiI'M[NT/OFFICEICOUNCII DATE INITIATED �,�'J] - pl�tnnrn _ 3-9d GREEN S T No. 8406 CONTACT PERSON 8 PIiONE NQ hey�r�ek x 3363 �DEPARTMENT DIRECTOR � �GTY COUNpL �NITIAUDATE u v gdr b po u�t o� X�' `/g Y�� ro wl-:n Nu�� CI11!ATT�iNEY �CITY CLERK MUST BE ON COUNCIL AOENDA 8Y(DATE) ROUTINO �BUDOET DIRECTOR �FIN.8 MOT.SERVICES DIR. �MAYOR(OR A8313TANn D�RCC rNo TOTAI N OF 31�iNATURE PAGES � (CLIP ALL LOCATIONS FOR SIGNATUR� ACTION REf�UE87ED: �}o(oPf,v� o� reso/c�t-io� adopf�n� �e 1:C�onarnic �evelo�prneht �fr,a t�y cz s a S ec�rn e n f p'fc Xti e � ��s �n�Prehehsi v e /��h cJ RECOMMENDAT�ONS:Approvs(A)or Rejsct(R) COUNCIL COMMITTEE/RESEAl�H REPORT OPTtONAL �PLANNINO COAAMI8810N �CIVIL SERVI�COMMIS810N '��'Y3T PHONE NO. /j CIB COMMITTEE _ 1Z STAFF _ COMMENT3: _DISTRICT OOURT _ SUPPORTS WHICH(�UNqI�JECTIVE7 IPNTIATINO PROBLEM.ISSUE.OPPOR7UNfTY(Who,What,When,Whsre,Why): �}t til-he C�,�{-c� C'oane;l's reques� �d�e /�/ahh,'n� �mm,'ss;o.-, eonvph�d. � c� �sk �'oPee � , s1�-(,L�C� �-�vnorn�c � suQ S Cc�d mak� hQ�oir,mev,dc�f%av,s r ,econorr,�c olev�lo�ovr,.eht �L�-! V� �� s a�,d �/i� r �s �'or �+e rtQ}ct sever� ( (�-ears , �`T�e. �OGCtrn�2 n'F C �=IJS� I s in�2 v�al.�d � �'riQ�n�F-2rn AeO�JOr�-C.cN��-y %h Jo 6 S �dr y�e s',"elQ n*s ct n ol i n e�ecz_s e 5�-h� C�arnm e rc 1 e( ��'nol us fi-,'a l ��-1c b u s e ADVANTAQES IF APPROVED: �K}n u/�-y-a-da�Fe poi,�Y �,.c�d e � �� de��s ��h s re (af+"�c� � �cd�d,-,.,;� al e v-e(o�,-r��e ,-,� 1.�i re c�-z`o,-, �' � aol�i n r s fi-�a�,U..1 � aLe v�e�oP e�. Wvrk �prooJYa+-ri �-o rrn�olevr�ent' oconorv, % c S��e�� s. � DISADVANTAOES IF APPROVED: RECE►vEp REC�tVEp NIAR 1 1990 �� ,��o�,s c:l(Y CLEKK �_ OFFI� DISADVANTAOES IF NOT APPROVEO: �ac�C e,F al�'.�ecfi'aY, . �� e xr's fir"/�g ��onorn;c �ei.�elo�ryrer�t S7rc�� (' I°t8'o� i S o c.�� f c�c��.e . ��i�xa�� Mesearch c:enteC MAR 0 21990 TOTAL AMOUNT OF TlUI�ACTION = W8T/F�VENUE BUOOETED(CiRCLE ONE) YES NO FUNDINO 80URCE ACTIVITY NUMBER FlNANqAL INFORMATION:(EXPWN) �V V ' , i , , •� NOTE: COMPLETE DIRECTIONS ARE INCLUDED IN THE OREEN 8HEET INSTRUCTIONAL MANUAL AYAILABLE IN THE PURCHASINii OFFICE(PHONE NO.298-4225). ROUTING ORDER: Below are prebrred routinqs for the flve most frequent typsa of documents: CbNTRACTS (atsumss authorizad �UNqL RESOLUTION (M�snd, 9dgb./ budgst exists) Accept.Oranta) 1. Outside ApsnCy 1. Dspartment Director 2. Initlating DepeRment 2. Bud�et Diroctor 3. City Attomey 3. Gty Attorney 4. Mayor 4. Mayor/Aseistant 5. Finance d�Mpmt Svcs. Dirsctor 5. City Cou�il 8. Flnance Ac:counting 6. Chiet Accountarn, Fln�Mgmt 3vcs. ADMINISTRATIVE ORDER (Budyet COUNGL RESOLUTION (dl others) Revision) and ORDtNANCE 1. Activity Manager 1. IniUeting DspaRment Director 2. Dep�Rm•M AccountaM 2• �Y an�►^sY 3. Ma /AtNsteu�t . 4. Bu�dpet D�irecta�� 4. dty�Couhcil 5. City Clerk 6. Chief�►ccountaM, Fln 8 Mgmt Svcs. ADMINISTRATIVE ORDERS (ell oMsrs) 1. Inftiatlnp DepaRment 2. Gty Attornsy 3. Mayor/AssiataM - 4. Gty Gerk TOTAL NUMBER OF 8K3NATURE PAQES Indic�ts the�of papss a�which signatures are required and papsrclip sach of these paa�ss. ACi'ION REOUE3'TED Ds�cribs what ths project/roqwet sesks to accomplish in either chrorrolopi- cal order or order of impoRance.Yvl�chever is most appropriate 1or ths issue. Do not write oanplete esntences. B�pin eech item in your Iist with `� a verb. AECOMMENDATIONS Complsts if the i�ue in qusstion has b�sn preeeMed bsfore any body, public or private. SUPPORTS WHICH OOUNqL OBJECTIVE? Indicate which Coundl objacd�ro(a)Y��Prol��9�s�PP�a bY IlsUng the key word(s)(HOUSINQ, RE(�iEA7'ION, NEI(3HBORHOODS, ECONOIrA1C DEWELOPMENT, � BUQCiET, SEWER 3EPARATION).(SEE COMPLETE LIST IN INSTRUCTIONAL MANUAL.) COUNCIL COMMITTEElRE3EARCH REPORT-OPTIONAL AS FiEG1UE3TED BY OOUNGL INITIATINO PROBLEM, 138UE,OPPORTUNITY -`' Explain the aitudion or�nditions that crssted a need for ycwr p►oJect or request. . ADVANTADES IF APPROVED Indlcate whether this fs simply an annuat budqet proceduro req�red by law/ charter or whethsr there aro spsciflc we in which the City of SaiM Paul and ita citizens wfll beneflt from this pro�t/action. DISADYANTA(iES IF APPROVED What negative etfecta or maJor chan�es to exfstinp or past proc�ees might this projscVreqwst produce if it is paased(e.p.,treftic dslays, noise. tax increasss or a�merns)�To Whom?When?For hour long? DISADVANTA(iE3 IF NOT APPROVED Whet will be the nsgaNve�naeq�if the prqmiaed action is not approved?Inabiliry to deUver eenrics?CoMinued high traffic, nolse, �cident rats4 Loss of reve�uaZ FlNANqAL IMPACT Although you must tailor•tM information you provids here to the iasue you are addressing, in gensral you m�t answer two questions: How much is it going to costl Who ia�oinp to pay? . . �90-�a`�� HOUSING AND ECONOMIC DEVELOPMENT COMMITTEE COMMITTEE REPORT -- APRIL 11, 1990 PAGE TWO 8. Resolution 90-409 -- A Resolution adopting the Economic Deve�opment Strategy as Part of the Saint Paul Comprehensive Plan (Referred to HED 3-15-90) . NO COMMITTEE ACTION REQUIRED 9. Tax Forfeiture Lands Available to the City of St. Paul -- Hearing to review department and City Council recommendations as to the disposition of these parcels. COMMITTEE RECOMMENDED THIS ITEM BE LAID OVER TO THE APRIL 25, 1990, HOUSING AND ECONOMIC DEVELOPMENT COMMITTEE MEETING, 3-0 10. Resolution 90-462 -- Authorizing Mayor Scheibel as Chief Executive Officer to submit the CDBG Year XVI Statement of Community Development Objectives and Projected Use of Funds to the U.S. Department of HUD, to submit assurances, certifications, technical changes or additional information that may be required during their review, and upon approval authorizing the proper City officials to execute grant agreernent and contract between HUD and the City for the CDBG Year XVI Program (Referred to HED 3-27-90) . COMMITTEE RECOMMENDED APPROVAL, 3-0 chr 2 9 � " �i��„ � . CITY OF SAINT PAUL �� 3 ` OFFICE OF THE CITY COUNCIL CITY HALL-7th FLOOR-SAINT PAUL,MINNESOTA 55102 612-298-5506 TOM DIMOND � • COUNCILMEMBER t�ecnbers: , Tom Dimond, Chair Dave Thune, Vice-Chair Paula Maccabee Date: April 11, 1990 COMMITTEE REPORT HOUSING AND ECONOMIC DEVELOPMENT COMMITTEE 1. Approval of the Minutes of the March 28, 1990, Housing and Economic Development Committee meeting. COMMITTEE RECOMMENDED APPROVAL, 3-0 2. Low Income Tax Credit Qualified Allocation Plan for Procedural Manual. COMMITTEE RECOMMENDED APPROVAL TO FULL HRA, 3-0 3. Approval of Non-Profit Production Incentive Fee Guidelines for Housing and Commercial Development Projects. COMMITTEE RECOMMENDED APPROVAL WITH AMENDMENTS, 3-0 4. Appeal of John Luger to the denial of his request by the Public Works Department for a house number and/or waiver for property adjacent to 1465 Matilda Street. COMMITTEE RECOMMENDED THAT IT BE SENT BACK TO THE PUBLIC WORKS ADMINISTRATION, 4-0. 5. Fox Packaging Enterprise Zone -- Port Authority File No. 06086. COMMITTEE RECOMMENDED APPROVAL, 3-0 6. Change in Riverfront Enterprise Zone Boundaries and Expansion Plan of the Hardship Area -- Port Authority File No. 06087. COMMITTEE RECOMMENDED APPROVAL, 3-0 7. Ordinance 90-507 -- An ordinance amending Chapter 189 of the Saint Paul Legislative Code pertaining to the Truth-In-Sale of Housing (Referred to HED 3-27-90) . COMMITTEE RECOMMENDED APPROVAL WITH AMENDMENTS, WITH THE ADDITION OF THE INSURANCE CLAUSE,3-0 Chair, Housing and Redevelopment Authority, Committees: Public Works; Housing and Economic Development; Finance. 100%Recycleable ��5 ' ' �cJU _c�Q� iA ' ,�»�g��„; ` CI'TY OF SAINT PAUL - �ia� �� .,il`' ; OFFICE OF THE CITY COUNCIL CITY HALL- 7th F�,00�2-SAINT PAUL,MINNESO'�A 55102 612-29$-5506 TOM DIMOND COUNCILMEMBER Members: Tom Dimond, Chair Paula Maccabee Dave Thune Date: June 27, 1990 COMMITTEE REPORT HOUSING AND ECONOMIC DEVELOPMENT COMMITTEE 1. Resolution 90-409 -- Resolution adopting the Economic Development Strategy as part of the Saint Paul Comprehensive Plan (Laid Over in Committee 6/13/90) . COMMITTEE RECOMMENDED APPROVAL, AS THE PLAN WAS AMENDED, 3-0 2. Sibley Apartments (Galtier Plaza) -- Redevelopment Company contract Terms (Property Tax Abatement) (Referred from HRA 5/22/90; Laid Over in Committee 6/13/90) . THIS ITEM WAS LAID OVER TO THE JULY 11, 1990, HOUSING AND ECONOMIC DEVELOPMENT COMMITTEE MEETING � � 3. Request for the Termination of Sublease between TGA, Inc. , and the City of Saint Paul on the City Walk Parking Ramp (Referred from HRA 5/22/90; Laid Over in Committee 6/13/90) . THIS ITEM WAS LAID OVER TO THE JULY 11, 1990, HOUSING AND EEONOMI�.- , DEVELOPMENT COMMITTEE MEETING AND WILL BE SCHEDULED FOR THE� JULY 12, 1990, CITY COUNCIL MEETING 4. Authorization to Expend Rehab Initiative -- Code Enforcement Fund (Referred from HRA on 5/22/90; Laid Over in Committee 6/13/90) . COMMI�7�E�..ECOMMENDED APPROVAL AS AMENDED, 3-0 AND WILL BE SCHEDULED FOR THE �`JULY 12, 1990';�ITY COUNCIL MEETING 5. Review of Comprehensive Home Assistance Program. THIS ITEM WAS LAID OVER TO THE JULY 11, 1990, HOUSING AND ECONOMIC,_:�..�=� DEVELOPMENT COMMITTEE MEETING AND WILL BE SCHEDULED FOR THE JULY �12, 1990, ; CITY COUNCIL MEETING ��M�% Chair, Housing and Redevelopment Authority, Committees: Public Works; Housing and Economic Development; Finance. 10090 Recycleable ��5 ' HOUSING AND ECONOMIC DEVELOPMENT COMMITTEE COMMITTEE REPORT - JUNE 27, 1990 PAGE TWO 6. Third and Maria Redevelopment Plan Recommendations. THIS ITEM WAS LAID OVER TO THE JULY 11, 1990, HOUSING AND ECONOMIC DEVELOPMENT COMMITTEE MEETING 7. Lower Dayton's Bluff 40 Acre Study/Small Area Plan. THIS ITEM WAS LAID OVER TO THE JULY 11, 1990, HOUSING AND ECONOMIC DEVELOPMENT COMMITTEE MEETING 8. Highwood Pl an. �,�-�.� .�'`_�`.�' J'�-°"`� ci COMMITTEE RECOMMENDED APPROVAL OF THE PLAN AS AMENDED, 3-0 9. Budget Goals and Policies. THIS ITEM WAS LAID OVER TO THE JULY 11, 1990, HOUSING AND ECONOMIC DEYELOPMENT COMMITTEE MEETING 10. Resolution 90-1010 -- Additional C.D. Funding for Single Family Rehab Program. COMMITTEE RECOMMENDED APPROVAL, 3-0 - chr ' �'1�-- �(�, --y� l Recommended Amendments to Saint Paul Economic Development Strateqy Housing and Economic Development Committee Tom Dimond, Chair June 27, 1990 Paqe 1. Amend the section entitled, "Organization for Economic Development" as follows: ��ORGANIZATION FOR ECONOMIC DEVELOPMENT The Saint Paul City Council, Housing and Redevelopment Authority Board of Commissioners and Port Authority Board have the major responsibility for economic development in the city. The City Council sets policy for economic development, and its members sit as the HRA board to approve most major project financing plans. As used in the EDS, the term 'Citv' is understood to comprehend both the Citv and HRA as appropriate to the context in which it appears. Paqe 18. Amend the discussion under Objective 7 as follows: "OBJECTIVE 7: Enable neiqhborhoods to develop economically in ways that serve the city as well as promotinq their best interests. Saint Paul is a city of strong neighborhoods, which have business as well as residential identities. The commercial nature of neighborhoods has changed a great deal over time; there have been difficult losses and promising gains. Some neighborhoods continue to strive toward finding the niche which will lead to stability and prosperity. Each neighborhood business center has unique conditions and potential. Identifying and fulfilling those potentials will be necessary for overall city well-being. A very strong market operates outside of Saint Paul's downtown. There are major employment areas in Saint Paul which are regional in nature and beyond the scope of what would be considered as neighborhood business areas, but which nonetheless affect nearby residential neighborhoods. Some are thriving, some are in transition. These major business centers need to be managed in a way that is good for the entire city. - q�-� o`� . EDS Amendments June 27, 1990 Page 2 While the challenge for many areas in transition is to fill existing commercial/industrial space in other cases redevelobment is indicated because the existinq phYSical plant is economically obsolete or the land is underutilized. The update of the land use plan will include focus on neighborhood areas which are in transition or face particular threats or opportunities for which targeted and timely planning is indicated. " Paqe 19. Amend Policy 36 as follows: "36. The City and Port Authority should incorporate design, aesthetic and environmental considerations into commercial and industrial development to ensure compatibility with residential neighborhoods, to respect the city's historic. old-world character and to capitalize on Saint Paul's special attributes. " Amend Policy 37 as follows: "37. The Port Authority should broaden its focus to address smaller scale industrial areasthat are blighting neighborhoods and arein need of redevelopment to create iobs, add to the tax base better use underutilized land, and remove neighborhood blivht. " Add the following new policy under Objective 7: "The Citv and Port Authority's neiahborhood efforts should focus on reducing vacancies in existina commercial and industrial buildinqs when economicallv feasible; and should pursue redevelopment and new development when doing so better serves the ob�ectives of iobs tax base and/or neiahborhood compatibilitv " , � ?--�� EDS Amendments June 27, 1990 Page 3 Paqe 20. Amend Policy 44 as follows: "44 . The City should eneet��ege reinforce the role of its downtown as a center of government by encouraainq federal, state, regional and county governments to locate their offices and service functions in the downtown core as a first priority, utlizing existing private commercial _ space when possible. In particular, the City should work with the private sector to strongly encourage the State to plan for strong physical connections between the Capitol area and the downtown, in order to enhance Saint Paul's role as the center of State government. " Amend Policy 45 as follows: "45. The City should continue and strengthen its efforts in downtown urban design, to respect the historic, old-world character of the citv maintain a pedestrian scale and capitalize on Saint Paul's relationship to the Mississippi River and role as the State Capitol. " Add the following new policy under Objective 8 : "The Citv and Port Authority should careful� assess and respond to opportunities to purchase and assemble land to be held for future development. " Paqe 21. Amend Policy 57 as follows: "57 . The City should participate in planning for light rail transit to ensure �l�a�-��-�9 that, if it is built, it will be located where it will serve city economic development objectives, linking employers with employees and firms with markets, as well as meet rider demand. " EDS Amendments June 27, 1990 Page 4 Paqe 24. Add the following policy under Objective 12: "The City should continue its many efforts to encouracLe and assist in the maintenance and improvement of residential , commercial and industrial property throughout the city in order to stabilize and increase the overall value thereby alleviating individual tax burdens. " Paqe 27 . Add the following policy under Objective 16: "The City's neighborhood marketing efforts should be linked to its economic development marketinq efforts and emphasize the high quality neighborhood options for executive housing in Saint Paul. " Paqe 29. Amend the discussion under Objective 19 as follows: "OBJECTIVE 19: Support proqrams and projects which maintain or improve saint Paul�s environmental quality. The natural environment is a key determinant of an area's quality of life. Saint Paul is part of a region which is uniquely blessed with an abundance of water and clean air. It also has trouble spots needing clean-up. In addition, the densities and integration of land uses, which are features of a vital central city, necessitate particular attention to the control of noise, odors, trash, and hazardous substances. Development policies must ensure that resources are preserved, cultivated and where necessary improved, and that quietude and enioyment of property is protected. " Amend Policy 88 as follows: "88 . The City and Port Authority should work to retain and attract business which are compatible with a clean, quiet and healthy environment. " �.�.;�4� �I��' �64�t*=o. ' GITY OF SAINT PAUL . ; OFFICE OF THE MAYOR � ° M ` ��,��' i +� �� 347 CITY HALL ,... SAINT PAUL, MINNESOTA 55102 JAMES SCHEIBEL � (612) 298-4323 MAYOR February 23, 1990 Council President Bill Wilson and Members of the Saint Paul City Council 7th Floor, City Hall Saint Paul, MN 55102 Dear Council President Wilson and Members of the City Council: On January 12, 1990, the Saint Paul Planning Commission approved an Economic Development Strategy (EDS) for the 1990's. I have reviewed the EDS and enclose it for your consideration for adoption as a segment of the City's Comprehensive Plan. A proposed resolution is also enclosed. The City can be very pleased with the process which resulted in this document. A 28-member task force of business, education, neighborhood and public agency representatives worked for several months to develop the recommendations in the EDS. The effort involved careful study of recent and long-term economic trends, interviews with dozens of Saint Paul leaders and a community forum on the city's economic future. Public comment was solicited on the draft EDS during a three month review period and at two public hearings held by the Planning Commission this fall. The EDS task force considered these comments as it made revisions to the draft. Making only a few minor changes, the Planning Commission voted unanimously in favor of the finished report. I believe the Planning Commission and its task force have identified the central questions facing the City in the next decade: how to provide not only enough jobs, but also the best types of jobs in a decade which promises increased regional and international competition and a shortage of skilled labor; how to equip Saint Paul residents with the skills the economy of the future will demand; how to meet the different development needs of our neighborhoods and our downtown; how to make the city attractive for business. The EDS clearly recognizes that Saint Paul can and should work as a community in order to achieve its economic development ob�ectives. It supports and expects leadership from private business people and neighborhood organizations and calls for more attention to business/government relations. It recommends strong partnerships with our education community, for job creation and training. It promotes good residential neighborhoods as being good economic development policy and recommends comprehensive approaches to neighborhood revitalization. It affirms that Saint Paul needs a strong downtown and strong neighborhoods in order to prosper. It sees the Saint Paul economy as extending beyond the city boundaries. •�46 Printed on Recyckd Papu � y� ��a� City Council EDS Transmittal February 23, 1990 Page 2 I am excited by the policy directions provided in the EDS. In particular, I support the recomtnendation that the administration develop a three-year work program to implement the EDS, with annual review by a monitoring committee of the Planning Commission. Such a process will provide the framework for continual review of economic trends and opportunities and for evaluating City actions. Saint Paul's government, like its businesses, will need to be adaptable to change in the coming years. An annual review of EDS implementation will be a very useful vehicle for this effort. Once adopted, the EDS will be the major policy guide for this City's decisions in economic development. I trust that the City Council will give it careful consideration and provide opportunity for additional public comment during your review process. I endorse the policies set forth in the EDS and request your favorable review and adoption as an element of the City's Comprehensive Plan. Following is a brief outline of the key points of the EDS. Very truly yours, �f� .C�l.�l.G'�/ James Scheibel Mayor JS/NCF/bp Enclosures (3) .♦ .'► li/ i D.,�� GITy o� CITY OF SAINT PAUL ��' 9, DEPARTMENT OF PLANNING AND ECONOMIC DEVELOPMENT w � x � IIIIII lllll ro tt11 1�� WARREN W. HANSON, ACTING DIRECTOR � s hC �ea+ 25 West Fourth Street, Saint Paul,Minnesota 55102 612-228-3200 JAMES SCHEIBEL Fax:612-228-3220 MAYOR February 23, 1990 T0: Mayor James Scheibel FROM: Warren Hanson Peggy Reichert %� ;J-�e��._...._ SUBJECT: THE ECONOMIC DEVELOPMENT STRATEGY (EDS) Attached are the following materials: 1. A proposed cover letter for your signature to be attached to the Economic Development Strategy (EDS) and its supporting materials before they are distributed to the City Council. This cover letter includes a brief outline of the EDS. 2. A proposed City Council resolution for adoption of the EDS as a chapter of the City's comprehensive plan. 3. Ten (10) copies of: a. the Planning Commission resolution of January 12, 1990, recommending the EDS for adoption by the City Council; b. the EDS; and c. a Plan Brief which summarizes the EDS. The Economic Development Strategy approved by the Planning Commission reflects the hard work of the EDS task force. The policies recognize the challenges posed by an expected skilled labor shortage, increased regional and international competition, and the lack of easily developed land for commercial/industrial activities. The EDS also recognizes the opportunities which exist in the city's quality of life, entrepreneurial spirit and institutions of higher learning. The EDS takes a positive view toward both downtown and the neighborhoods and recommends approaches for each. The staff supports the policies contained in the EDS and is looking forward to developing them into specific initiatives. As part of the document, the Planning Commission recommends administrative development of a three-year work program for implementation of the EDS. This work program would be updated annually and reviewed by an EDS monitoring committee for report to the Planning Commission. This is an important element which will require on-going staff effort to prioritize and account for our activities. _ . � � g o -��a�' Mayor James Scheibel EDS Briefing February 23, 1990 Page 2 We will be contacting Shannon to arrange a time to discuss the EDS with you. We need to know if there are any particular policies that you wish to highlight, or recommend as additions or modifications to this Planning Commission document. If so, we can amend your transmittal letter of recommendation to the City Council to so indicate. Following is a brief outline of the key points of the EDS. We look forward to meeting with you. WWH/PAR/NCF/bp Attachments (32) . � . ��a _��9 SAINT PAUL ECONOMIC DEVELOPMENT STRATEGY Recommended by the Saint Paul Planning Commission January 1990 Saint Paul's proposed Economic Development Strategy (EDS) is based on the premise that Saint Paul's large investment in jobs and tax base will need to be carefully managed in the 1990's, a decade expected to be marked by a shortage of skilled labor, increased regional and international competition and rapidly changing markets and technology. The overall goals of the strategy are to maintain opportunity in the number of jobs and increase wage levels, and to maintain or increase the proportion of commercial/industrial to residential tax base. The EDS is guided by the principle that the City's economic development activities should benefit all Saint Paul residents and, in particular, increase quality employment opportunity for economically disadvantaged populations. Among the strengths and opportunities which Saint Paul brings to this challenge are the city's economic diversity and basis in high-wage, product-oriented businesses, the strength of business activity in both the neighborhoods and the downtown, and the integral relationship between the city and the surrounding region. The EDS concentrates on the key elements which business will be looking for in the 1990's: a skilled labor force, convenient and affordable land, a supportive government environment and a good quality of life. The EDS policies are divided into five strategic areas: 1. JOBS AND INVESTMENT. The highest priority for jobs in Saint Paul is to cultivate and retain businesses which (a) create wealth through value-added products, services or processes or development of new markets, (b) provide jobs with advancement opportunity, and (c) contribute to the overall stability of the local economy. The EDS recommends that the City tailor its business assistance programs and partnerships to emphasize this strategic focus and that it initiate ways to improve access to capital for innovative ventures and make connections between local employers and existing business innovation programs. The strategy calls for a Port Authority concentration on industrial site development and more City efforts to promote small business development in Saint Paul. 2. JOB SKILLS AND EDUCATION. Developing the skills of the work force will be critical in order to increase the employability and income of city residents and to attract and retain desirable employers. The EDS recommends partnerships with business and education to match the skills taught to students with the labor needs of business. The EDS also calls for strengthened job training programs and an emphasis on support services in order to improve job market participation by unemployed and underemployed residents. .� . �,--yo y�q 1990 EDS SUMMARY Page 2 3. LOCATIONS AND LINKAGES. The City must plan for enough commercial and industrial land and ensure that it is adequately supported with infrastructure and used efficiently, attractively and in a manner which - benefits the City as a whole. The EDS references the city-wide land use plan now underway as the vehicle to identify land for business and recommends that financial tools to be developed to address sites which are difficult to redevelop. The strategy for neighborhood revitalization calls for a comprehensive approach that links housing rehabilitation, commercial redevelopment and industrial development efforts. The EDS asks the Saint Paul Port Authority to broaden its focus to do smaller scale industrial redevelopment where needed in neighborhoods. It also supports the work of neighborhood development agencies. The strategy for downtown focuses mainly on marketing existing space and increasing the number of downtown workers, residents and visitors. The EDS references the new downtown strategic planning effort for answers to additional downtown development questions. The EDS takes a regional view of the Saint Paul economy and says that the City should be willing to participate in development efforts outside of Saint Paul when doing so clearly has job benefits for city residents. 4. BUSINESS/GOVERNMENT RELATIONS. In order to make Saint Paul known to present and potential employers as a desirable place to do business, the City must maximize positive relations with the business community and control the negative effects of its public regulatory and taxing responsibilities. The EDS supports efforts to reduce demand on property tax and advocates state tax reform beneficial to business. It calls for the City to develop a customer service orientation in its dealings with businesses and to look into ways to improve its business-related research capability. It also recommends streamlining of City regulations. 5. OUALITY OF LIFE. Quality of life is increasingly a determinant of where business invests, making residential and environmental quality key concerns of an economic development strategy. The EDS references the City's draft housing plan for ways to maintain high quality residential areas and improve detection and treatment of the social problems which affect some areas of Saint Paul. The EDS says that the City should work with businesses to improve building and site design and should include compatibility with community environmental objectives as a criterion for business development. To implement these five strategies, the EDS calls for the annual convening of a committee which would monitor an economic development work program and report to the Planning Commission. It also recommends that the policies of the EDS be reviewed after five years in order to assess the effectiveness of its direction for the City of Saint Paul. .�. ., .- ��0—cr� 9 ?HE E00l10lQC DSVSLOPl�NS SiRATEGY (LDS) CITY Ot SAIN2 YAUL A� r�oomm��d D� tlu Saint Paul Plannias Comission Jaauar� 1990 SIIMIARY �---------------------------------------------------------------t j ECONOlQC lRSNDS I� SAIl1? PAUL I I � I � ' Loeu-t�rs job �rovth ' llnemploymsat hishes thaa m�tro• I � � Hish and srowia� vasea � D�clina in osdian incom� � � Loe�-t�:m prop�rt� Lar�� plaat cloaia�s I valua �rovth ' Slovic� �sovth j 1-----'-- Hishl� valu�d propert�----- --------------- � 1----------------- �------------------------------J--------------------------------� j EDS PREMISES � I � I � � ° Na or challe e of the 1990's: managing cit�'a lszs� investment ia jobs � � aad tax ase in tha aoe o an expected skilled laboz shortasa, � � regional and iateraational eompetitioa, and rapidl� chan�ia� markets � I and technolog�. � 1 � � ' St. Paul stre ths and o rtunitiea: economic div�rait�, baais in ; � i -vase, pr uct-oriente sinessss, strons businesa activit� ia j nei�hborhoods and dovntovn, Sntesral zelstionahip vith surzoundins resion. � i � � ' fihat attrsct and kee a business: a �k111ed Laboz force, conveaient and I � or s and, manasa le tan and re`ulatory smtlrosmeat, a sood qualit� � �� of lifa. ____�__________�_______�_�___�1_�_��_��___��_��__��_��_��_�� ------------------------------1--------------------------------� � � � EDS PRINCIPLES � 1 I I ° Res onsibilities for economic develo nt: City sovernment should develop � 1 visioas pzivat� buainess people, naigh orhoods should provide leadarship. � 1 � � ' Overall economic coala: maintain opportunit� in number of jobs, increas� � jva��svels, iacreaas proportion of commercisl/iadustzial to residential I tax bsas. � � I 1 • � Int�ed eaeficiariea of economi devel nt: all seaideats of oit�t � jspecis ocus on qua it� jo opportvait� or economicall� disadvantaaed. �------------------------------ ----------------------� 1---------- 1 I —�-----�-------- • ----------- ------------- i---------------------------------------- r------- --�------- � � STRASEGY: jSTRASDGYs jSSRA2EGY: � S'fRA?EGY• �STRAlEGY: � � Jobs i Iavastment IJob Skills i Educstioa ILoeations i Linkaaes � Busiaeas/Govt. Relations �Qualit� of Lif� � I I � I � jRetsin aad cultivate �Dsvalop tha akills of �Plan for ca�arcial/ Ibla�cimisa poaitive �lialatain and enhance � I busineasss whieh �wrk forcw to inczease �iadwtrial Land and � relations vith busineas �residentisl aad � ia) czeat• walth ��mplo�abilit�, inaoms �easuze sdequst� infra- � communit�t eontrol �emiroumental � � throu�h valua-addsd lof eit� zesidenta, and Istruetuze support and � nesatiw affacta of public �qwli[�, address social � products, psoceases, �to attrsct aad r�tsin �sfficieat, attractive, I refulator� and ta�[ins Iproblems, to mak� eit� I � aasroicas, nev mazkets �desirable emplo�ers. �beaeficial use of laad. � zesponaiDilities. �an attraetive plsce � 1 b) provid� ��OOa� joba � � � �for employars, 1 � c) contribut• to overa111 � � �emplo��es and custamers. � econamic atabilit�. � 1 � I �--------------------�------------------------ ----------------------------------------� ----1--------- I � r--------------------------------------i I I � IMPLEh1ENTATION � I � ° 3-year vork program j 1 ° annual updata � � ° 5-year EDS �vsluation I � ° EDS monitorins cammittee to report � � to Plannln� Comniasion � 1 I +--------------------------------------I � �T �� j �'' //p LOS STRATEG2C POLICIES l:J` '�'1 d -`�U 9 -------------------------------------------------------------------------------------i � SiRAlSGYi I � Jobs and Inwstm�nt � L'-------------------------------------------------------------------------------------1 � Euiin�ss r�t�ntion� walth eraation � Good �oba aa for di�advanta ed I � � � , P• � � Hconomlc atabilit� � � -Post Authorit� industri�l d�v. focw � -�oD ac►d plac�nt s�rvlc�s j -div�rsifieation atud� � � -busia�s• ineubators � -first-sourc� asr��ats � -tarsat�d busi�uss attzaction I I -tailor�d Duiia�s• aasiitatfc� I -tailor�d busin��• assistane• I -cit� mark�tin� plan 1 � -Dusin�ss, hi�us �ducatlon partnsrships � -sm�ll busin�ss focw � I � anpport prlvst�, aesdalo s�s�azch � -job lmpact anal�sis � � � -1laks to busin�s� innovation Prc�zam� I I �I -wntus� c�pltal -----------------I--------------------------I I --------------- � � --------------------------� �----------------------------------- --------------------------------------� � SSRA?SGY: � 1 Job Skllls aud Sdueatioa � �-------------------------------------------------------------------------I I � I jSk111�d lsbos forc� j Improved opportunit� #or unanployad, � � I underemplo�ed. nev i.msi�rants � I � � � -business, sducation partnerships � -job irsiain� i � -comwnit�, �ducation partnershlps � -transit support � -hisher educatioo for rasidents � -child cara linlcages � I I -nai�hborhood skill � 1 � inventoriss, pro�rami I �------------------------------------1------------------------------------ r----------------------------------------------------------------------------------------------� I STitAiEGY: I � Locations and Linkages � I r-----------------Y------------------�-------------------�--------------------�---------------� � Sufficieat land � Nei�hborhoods � Dovatovn �Regional devalopmant � 2nfzsstructure � j -land use planning j -camprehenaiv� j -mszketins priority j-participation in ll�tro j -capital pla.anins j I -r�dsvelopment I revitalization I -focuaad nev development� Eaat Paztnershlp I -resional road I I flnas►ein� � -critaris for I -dvta atratasic plan I-joint infraatructure � lanni 1 � -sonin� ordinance � public inveatment � -Capitol connection � plaaning � -zegionagl traasit, � � updat�s � -small buslnaas focua � -desisa � dev outaide St. Paul � LRT plannias � � � -aupport, partaerships� -llmited Port Authority � linked to joba for reaideatel -resioaal airport � � I vi�h nghd dwalopmenti rola I-support for reglonal dev. I,plaaning I I � asencies � -riverfroat dev. � policies � -parking developmeat � � � -small srea planaing � -public i�rovmenta � � telacommunieati�s � � � -design � � � � I J I I 1 reaearch � � � -small iadustrial area� � � I I redevelopment 1 I 1 i I � -aihd data bases 1 I I � �-----------------�------------------�------------------�--------------------�---------------J r---------------------------------------------------------------------------------------------� I SSRA?fiGY: I � Busiaesa/Government R�lations � � -------------------------r--------------------� �----------------i-------------------�----------. i i � � Aolss � iaxea � Regulation �Public lncentivas �Research j � I i I I � j -�aeourage privats j -dabt raductioa j -clear procedur�a � -public purpose �-busiaess, aducation � I l�ad�rship I -budt�t eoatrol � -adequsts iaformatioa � idantification � parta�rships for � I -Lncreass eapaeii� I -ua�r feaa I for bw ineanea needins I -suidelina reviev andl reseazch j � of non-profita � -incraued state aids � pesmits � asaessment �-research dissemination I � -ancousage � -revia�d asaessment � -customer service � -financing tools � ; � sssidsatial/ � polleles � orientstion � � I busin�ss I -in lisd of tazss fos 1 -fosvm to update � 1 � I I atat� overameat I ze ulatioas 1 I � vad�zstaadings t i I I � -bett�r stat� buaineas� I 1 i I j tau policies � 1 I � � � -flacal disparities � I I '---------------------------------------------------------------------------------------------J ----------------------------------------• I----------------------------------------- � STRATEGY: � j ______________ Quality of Life ------------------------�—y---------� 1---------------------- � � Amenities, � Problem areaa � Pub11c aervices � Eavironment lit � � neighborhood quality j j 1 I i -Souains Plan I -Efforts to build I -budget policies I -eompstible buainesses � I � saco�endations � ao�uaity � -capital poiiciea � -im►eatment critaria � � -local traffic � -Humaa aarvices � -aei`hborhood rolea � -emironmental improvement � � manasawent � -Lav eaforcement � � pro6ram � � -local paskin� 1 -Prop�rt� mgmt 1 I � I maas�nt I -Re�ional balance I I � � -desi�n I I I i � -arts and ent�r- � � j � � tsinmant � � � � �------------------�----------------�------------------�--------------------------� �9�a -�/D 9 SAINT PAUL ECONOMIC DEVELOPMENT STRATEGY Recommended by the Saint Paul Planning Com�nission January 1990 Saint Paul's proposed Economic Development Strategy (EDS) is based on the premise that Saint Paul's large investment in jobs and tax base will need to be carefully managed in the 1990's, a decade expected to be marked by a shortage of skilled labor, increased regional and international competition and rapidly changing markets and technology. The overall goals of the strategy are to maintain opportunity in the number of jobs and increase wage levels, and to maintain or increase the proportion of commercial/industrial to residential tax base. The EDS is guided by the principle that the City's economic development activities should benefit all Saint Paul residents and, in particular, increase quality employment opportunity for economically disadvantaged populations. Among the strengths and opportunities which Saint Paul brings to this challenge are the city's economic diversity and basis in high-wage, product-oriented businesses, the strength of business activity in both the neighborhoods and the downtown, and the integral relationship between the city and the surrounding region. The EDS concentrates on the key elements which business will be looking for in the 1990's: a skilled labor force, convenient and affordable land, a supportive government environment and a good quality of life. The EDS policies are divided into five strategic areas: 1. JOBS AND INVESTMENT. The highest priority for jobs in Saint Paul is to cultivate and retain businesses which (a) create wealth through value-added products, services or processes or development of new markets, (b) provide jobs with advancement opportunity, and (c) contribute to the overall stability of the local economy. The EDS recommends that the City tailor its business assistance programs and partnerships to emphasize this strategic focus and that it initiate ways to improve access to capital for innovative ventures and make connections between local employers and existing business innovation programs. The strategy calls for a Port Authority concentration on industrial site development and more City efforts to promote small business development in Saint Paul. 2. JOB SKILLS AND EDUCATION. Developing the skills of the work force will be critical in order to increase the employability and income of city residents and to attract and retain desirable employers. The EDS recommends partnerships with business and education to match the skills taught to students with the labor needs of business. The EDS also calls for strengthened job training programs and an emphasis on support services in order to improve job market participation by unemployed and underemployed residents. � 9� - %9 1990 EDS SUMMARY Page 2 3. LOCATIONS AND LINKAGES. The City must plan for enough commercial and industrial land and ensure that it is adequately supported with infrastructure and used efficiently, attractively and in a manner which benefits the City as a whole. The EDS references the city-wide land use plan now underway as the vehicle to identify land for business and recommends that financial tools to be developed to address sites which are difficult to redevelop. The strategy for neighborhood revitalization calls for a comprehensive approach that links housing rehabilitation, commercial redevelopment and industrial development efforts. The EDS asks the Saint Paul Port Authority to broaden its focus to do smaller scale industrial redevelopment where needed in neighborhoods. It also supports the work of neighborhood development agencies. The strategy for downtown focuses mainly on marketing existing space and increasing the number of downtown workers, residents and visitors. The EDS references the new downtown strategic planning effort for answers to additional downtown development questions. The EDS takes a regional view of the Saint Paul economy and says that the City should be willing to participate in development efforts outside of Saint Paul when doing so clearly has job benefits for city residents. 4. BUSINESS/GOVERNMENT RELATIONS. In order to make Saint Paul known to present and potential employers as a desirable place to do business, the City must maximize positive relations with the business community and control the negative effects of its public regulatory and taxing responsibilities. The EDS supports efforts to reduce demand on property tax and advocates state tax reform beneficial to business. It calls for the City to develop a customer service orientation in its dealings with businesses and to look into ways to improve its business-related research capability. It also recommends streamlining of City regulations. 5. QUALITY OF LIFE. Quality of life is increasingly a determinant of where business invests, making residential and environmental quality key concerns of an economic development strategy. The EDS references the City's draft housing plan for ways to maintain high quality residential areas and improve detection and treatment of the social problems which affect some areas of Saint Paul. The EDS says that the City should work with businesses to improve building and site design and should include compatibility with community environmental objectives as a criterion for business development. To implement these five strategies, the EDS calls for the annual convening of a committee which would monitor an economic development work program and report to the Planning Commission. It also recommends that the policies of the EDS be reviewed after five years in order to assess the effectiveness of its direction for the City of Saint Paul. � ,�� -�0� 28E ECONOMIC DSVSLOPl�liS SiRATSGY (ED8) CITY Of SAIN2 YAl1L 11� r�comm�nd�d b� th� Salat Paul Ylanniu� Comission Januar� 1990 SUMiARY �---------------------------------------------------------------� I ECONQRC iRBNDS IN SAZ11i PAtJI. � I � � ' L t�zs ob • � on�- j �rovth Oo�lo�mant hishar thaa m�tro� I � � Biih aad sswin� vas�s � D�clina ln madlaa incom� i � Lon�-term psop�rt� Lsz�� plant closic�s I valw �zovt2� ' Slovi:fs �rovth � I ' 81sh1� valu�d prop�rt� � �------------------------------1--------------------------'------� �------------------------------J---------------------------------� I EDS PREMISES � I � � ° or challe e of the 1990's: mansgins cit�'s lars� inve�tment ia jobs � � and tsx aa• in t a ace o an expected skillad labos shozta�s, � O°� � P 7 ��i �rkets � � regional aad intaznationsl e etition snd rs idl c � I and techaolo��. � � I � ' St. Paul stre ths and o ortunitle : •conomic diwrsit�, basis in I � i -vs � r uct-orienta siness�s, stz � � 6 . P on� busisuss setivit� ia in�ishborhoods aad dovntova, iat�sral relationship vith surrota:dic� rasion. � � ° Hhat a tract and kee businea : a akillad labor force, eomanient aad I � : or 1� , mu►asa 1• tu and resulator� amiroamant, a �ood quslit� I � of lif�. � �------------------------------1--------------------------------1 i------------------------------1---------------------------------� i � � EDS PRINCIPLES 1 1 � I � 1 ° Res onsibilitias for economic develo nt: Cit� government should develop � � viaion: privat� sineaa people, naig orhoods should provide leaderahip. � I i ° Wera 1 ec n mic oa s: maintaia opportuaity in n�bar of jobs. iacrsaaa � � vas� sve s, iacraas� proportion of co�ercial/industrial to residaatial � � tax bas�. � I � ° ntended ae i aries of economic deva n : sll resideats of cit�t 1 � spacis ocua on qua it7 jo opportvnit� oz sconomicall� disadvaatssed. � �-------------------------------�--------------------------------� 1 I I ------------------------------------------------------- ----------�-- � ------- �--------------------� I STRATF7GY: jSTRATBGYt jSiRASBGY: � STRAT�GY: �SiRAiEGY: � � Jobs C I�►estmaat IJob Skills i Bducation ILocations 4 Linkases j Euainesa/Govt. Relations jQualit� of Lif� � jAatsin a� cultivsta �D�valop ths skills of �Plan for commercial! 1llaximiaa poaitiva IMaintain aad �nhanca I I buainessss vhieh �work forc� to iacreaas �iadustrlal land and � relatiocu vith buainess �zesidential and � �) cr�at� walth ��oplo�abilit�, incom� �ansure adequat� infra- � cammuait�s coatrol �anvizoamental � � thso�h ralw-addsd lof cit� sesideats, and Istructure support and � negative effecta of public �qualit�, addr�sa social � � products, procaasss, �to attract and r�taia �efficient, sttrsctiva, I re�ulstor� and tanins Iproblems, to mak� cit� I � a�rvic�a� aw markats �deairabla �mplo�ara. �beneficial use of Laad. � raspon�ibilities. �aa sttraetiw Lace i � D) provid� '�ood" jobs j � � �foz emplo�ars,P � � c) contribut• to owrall� I � �e�lo�aes and customers. � � econamic stabilit�. � I � � --------------------�---------------------------�-------------------------------------------------� t r------------------�----_—_____--------� � I � lMPLF?1ENTATION � I � I � ° 3-7ear vork program � I e annual updata j � S-year IDS �valuatioa I � ° EDS oonitorins committea to report � jto Plannin� Commission � � I I +--------------------------------------I EDS STRAiEGZC POLICIES ��v,`, �D� --------------------------------------------------------------------------------------� � STRASEGY: � Jobs and 2nwstm�nt I I � i-------------------------------�--------------------------�---------------�----------� � 3uiin�ss r�t�atioat v�alth er�atioa � Good �ops, •sp. for dLsadvaata�ed � Bconamio st�bilit I 1 � -Port Auclwzit� lndwtsi�l d��. focua � -�oD �nd plae�ac ��r�io�a j -diwrsiiication atud� � � -buain�ss incubatori � -fizst-soure� a�re�ments � -tars�t�d busl�ss attraction I -tsilos�d Dusia��s assiataao� I -tailor�d bwiness assistanc� I -cit� mark�tie� plan j � -bw in�ss, bi�lus �ducation partn�zship� � -small Dusia�ss foeus � I � suppost pri�at�. acadmie r�s��reh � -�oD iaiput aaal�sis � I � -llaks to Susiiusi intwvstion pzo�raos � � I i -wntus� capital � � � --------------------------------�--------------------------�--------------------------� �-------------------------------------------------------------------------� I STRASHCY• � � Job Skilla and Educati� � �------------------------------------�------------------------------------1 � Skilled lsbos force � roved I I � �p opportunit�os uaemplo�ed, � � i �deremplo��d, aav i�raats � I I � -business. education partn�zships � -�ob train � -coomunit�, �ducation partnerships � -transit s�ort � � -hisher �ducation for residents � -ehild caza Linkages � � i -nei�hborhood skill � imentories, programa � �------------------------------------1------------------------------------ i-------------------------------------------�------------------ ---- ------ ---------------------- STRATEGY: I � I � Locationi and Linkages � 1 � ------ -------- ---------- --------- ' ----� r----------- -�---------- -T------- —r---------- ,------------- � � Sufflciaat land � Neishborhoods � Dovntovn �Aesioaal development � Iafraatructure � j -Land use plaanins j -compz�haasiw j -mazk�tias priorit� j-partieipatioa in Matro � � I -r�develo at 1 r�vitalisatioa I -focusad aev d�valo 1 -capital plaanias � pma pment� East Partnership 1 -rejional road � � financins � -critaria for I -dvta atrat�sic plan 1-�oint infrastructur� � plaani I � -aonin� ordinaace � public imnatoent � -Capitol eaaaaction � plaaa � � I I 1 � � � -=e�ioaal traa.sit, � � updates � -small buala�ss fxus � -desisa �-dev outaid� St. Paul � yR= 1� 1 � � -support, partnerships� -limited Port Authorit� � linked to jobs for reaidental -ze�ional ai�rport j 1 I vith n�hd dav�lopmentl role I-support for regional dev. I,pl�� agencies � -riverfzont dav. � polieies �-park dev�i I � � -small araa plaaaing � -public improvmeata � I � �p�eat � � � � �-telecomm�micatlona � I � -deaipt I 1 I reasarch � � � -small indwtrial srea� I � I ' 1 I =ed�velopment 1 I 1 1 1 -�� ta basea � I 1 I I I -----------------------------------------------------------------------------------------------� ' i--------------------------------- ----------------------------------------------------------� � � S?RATEGY: I i � Busiaeaa/Govarnmant Ralations � i r----1 I � ________________i__�_r--.._—__---'—_---------------__� i ---------------------------------- i � � Rolss � Tazes � Re�ulation �Public ineentives �A�search j � I � j -sucouzaes privats j -debt reductloa � -clear procedurea �-public purpos� �-bu�iaess, �ducatioa � I leadership I -buds�t eoatrol � -sdequat� iaformation � identificstion � partaerships fos � 1 -iaer�ase capscit� � -us�r fees I for businassea needie� I -suidsline rsviev aadl zaasazch � I � of non-pzofits � -iacreased stste alda � permits � asasssmeat �-res�arch diaaamination I ' � -aacours�e � -zevised asasasmant � -customer aarvica � -financins tools � � � � rasid�atial/ � poliel�s � orieatation � I I i 1 businsss I -ia li�u of tazes fos 1 -forum to updats � � � � � �a►dazataadin�s � stats �ovarnment I regulationa 1 I � � � -bett�r stat� business� � � 1 I taz polici�s I I I . � i � � -fiscal diaparities � � � I � �---------------------------------------------------------------------------------------------� � I---------------------------------------------------------------------------------� � � STRATEGY: I alit of Life � ------------=�---y--------------------------------------- I----------------------- � i � Ameaiti�s, � PsoDlem azeae � public services � Environment qualit� I � neighborhood qwlity I I 1 � i 1 I I I � � I -Hous Plan I -Efforts to build I -bud et � u+t g policies 1 -compatible businasaes � � secommeadatioas � co�mit� � -cspital policies � -imestmeat criteria � � -lxal traffic � -8umaa s�rvices � -neishborhood roles � -eavironmental i�rovement � , � manas�at � -Lav snforc.emeat � � program � i I -local pazkia� I -Propert7 �t I 1 I � _dmana�at � -ae�ioasl balance 1 1 � I � � -arts and entsr- � � � I i � tai�nt � I I � ` � -----------� ----------�------------------�--------------------------� t f C�.�' 9 D��o�l city of saint paul commssion r��olution � �� 90-1 �te ..,......_., ��_ t9on i '` �lHIItFAS, the Plaiming Commission com�ened the £cononic Development Strategy ! Task Force for the purpose of developing a prop�osed Economic Development Strategy as a replaceaent for the 1980 Economi� Developnent Strategy presently included as an element of the Conprehensive Plan of the City of Saint Paul; and . WHERFAS, the Task Force met with Planning Divi�sion staff and prepared and submitted a draft report to the Planning Com��ssion; and , � WHEREAS� the Planning Commission held a public. hearing on the draft Economic ' Development Strategy on September 22 and Octottier 6� 1989; and ; �: WHEREAS� prior to said hearing, a notice of tfine, place and purpose of the hearing �as published in the Legal Ledger and :Saint Paul Pioneer Press Dispatch at least 10 days prior to October 6, n1989; and '� WHEREAS, at said public hearing and during the period of public review which .� preceded it, the public� Planning Division staff and Planning Commission , members were given opportunity to discuss and�review the draft Economic � Development Strategy; and '� WHEREAS, following the public hearing� the Ecanonic Development Strategy Task � ; Force and Planning Division staff responded tv hearing comments with a `i revision of the Economic Development Strategy; and ; '' � WHEREAS, the Economic Developnent Committee af the Pl�ing Commission j�� reviewed the Task Force report and is in agre.�ment with its recommendations, with certain ainor revisions; �'� '�.� NOi�I� THF.RSF'ORE. BE IT RESOLVBD. that the Planning Commission for the City of Saint Paul hereby adopts the Economic Development Strategy (1990), a copy of E� which is attached hereto and incorporated her+tin by reference, as a � � replacement for the previously adopted EDS; and 3; a� BE IT FURTHER RESOLVED� that copies of this Plan be transmitted to the Mayor ° j and City Council of the City of Saint Paul; and '�= BE IT FURTHER RESOLVED, that the Planning Comraission recommends to the City �; Council the adoption of the EDS, as revised as a segment of the Comprehensive '�x Plan for the City of Saint Paul, sub�ect to Metropolitan Council review. A;; ="'; mO� � MC DONEI,L. �,'� � :.., � ZI N = � - ¢ in fav�or �Tn-s � ;. � against_____ � ,, � . �yo-�o� D � � D D ECONOMIC DEVELOPMENT STRATEGY January 1990 PURPOSE The Economic Development Strategy (EDS) is a comprehensive statement of the city's economic goals and a set of policies for meeting those goals. When adopted by the Saint Paul City Council, the EDS will serve as a guide to the City's elected officials and staff; as an evaluation criterion in the Unified Capital Improvement Program and Budget Process; and as the City's official statement of economic development policy to accompany applications for federal, state and foundation aid. The EDS also serves as a statement to the Saint Paul community on the City's economic goals. It is intended to cultivate a shared vision with other agencies involved in economic development such as the Port Authority, business associations and non-profit development corporations. PROCESS The current EDS was adopted in 1980. In 1988, the Council's Housing and Economic Development Committee asked the Planning Commission to draft an updated EDS. In response, the Planning Commission convened a 28-member task force to explore economic issues and recommend strategies to address those issues. In June 1989, the EDS Task Force submitted a draft EDS to the Planning Commission to be released for public review and comment. On September 22 and October 6, 1989, the Planning Commission held a public hearing on the draft. Comments made at the hearing and during the preceding public review period were reviewed by the EDS Task Force. The Planning Commission's consideration of the task force recommendations is reflected in the final recommended EDS. Copies of the complete EDS are available at the Planning Division office, llth floor, City ._ Hall Annex, 25 W. 4th Street, Saint Paul. Telephone: 228-3270. . � REPORT SUMMARY As introduction, the EDS summarizes key economic trends affecting the city. In a long-term context, Saint Paul's experience has been positive. Job growth has been strong over the past 40 years. Wages are high and growing. The inflation-adjusted value of taxable property has increased. Less encouraging trends include an unemployment rate which is higher than it was 10 years ago, declining family incomes, and significant number of large plant closings.The strategy recommendations are designed to maintain the positive aspects of past performance and address the problems which remain. The recommendations of the EDS are presented in five strategy sections on the topics of (1) Jobs and Investment, (2) Job Skills and Education, (3) Locations and Linkages, (4) Business/Government Relations and (5) Quality of Life. Each strategy section of the EDS enumerates findings which are pertinent to the topic and which lead to the recommended objectives. Under each objective, the EDS recommends a set of City policies. DIVISION OF PLANNING •DEPARTMENT OF PLANNING AND ECONOMIC DEVELOPMENT• CITY OF SAINT PAUL CITY HALL ANNEX• 25 WEST FOURTH STREET, SAINT PAUL, MINNESOTA, 55102 • TELEPHONE 612-228-3270 EDS Plan Brief January 1990 Page 2 j S The highlights of the five strategy sections are reviewed below. (1) Jobs and Investment Strategy The EDS states, "The highest priority for public and private development efforts is to build upon the city's existing economic strengths through the cultivation and retention of businesses which (a) create wealth through new value-added products and services, processes, or markets; (b) provide jobs with advancement opportunities; and (c) contribute to the overall stability of the local economy. It is also a high priority to attract new businesses." Policv Hi�hliehts � Wealth Creation: Space should be provided through Port Authority industrial site development and redevelopment and City business incubator programs. Programs ' should be developed to improve access to capital for innovative ventures. The City should actively direct businesses to federal and state programs designed to stimulate innovation, entrepreneurship and product/process development. Retention and expansion of existing businesses is key. Good Jobs: Job and placement efforts should be strengthened, especially for economically disadvantaged populations. Emphasis should be placed on small business development which has greatest job creation potential. Economic Stability: Joint efforts with the private sector should be undertaken to attract targeted businesses. All Job and Investment Objectives: Programs and partnerships should be tailored ., toward desired ends, with three major focuses: (a) Focus on the type of business (favoring assistance to existing product-oriented and information-related businesses; favoring assistance to cultivate innovation within existing businesses; and favoring assistance to attract companies which contribute to an identified level of diversification). (b) Focus on the size of business (favoring small and medium-sized companies). (c) Focus on the amount and income potential of jobs provided (favoring labor-intensive business, high-skill/high-wage business, and firms employing disadvantaged workers). (2) Job Skills and Education Strategy The EDS states, "Developing the skills of the work force in order to increase the employability and income of city residents and to attract desirable employers is a high priority." , �c o-c�09 EDS Plan Brief January 1990 Page 3 Policv HighliQhts Qualified Labor Force: Partnerships should be maintained with business and educational institutions to help match the skills being taught to students with the labor needs of business. Opportunity: Job training should be strengthened and support services emphasized to help improve participation in the job market by unemployed, underemployed and new immigrants. (3) Locations and Linkages Strategy The EDS states, "The City must ensure that there is sufficient and appropriately-located land for business, that land is used efficiently, attractively and in a manner which benefits the city as a whole and that land uses are adequately supported by infrastructure. This requires definition of the market potential and role of neighborhood commercial areas, ma jor non-downtown centers and downtown. It requires consideration of the Saint Paul's place in the regional economy. Finally it requires understanding of the existing capacity of public services and facilities to support commercial/industrial dev.elopment." Policv Highliehts Land for Business: Industrial and commercial�land, including redevelopment areas, should be identified in the land use plan and financing options for redevelopment should be developed. Neighborhood Economic Development: Comprehensive efforts, based on sound land use �. planning and assistance priorities and linking housing rehabilitation, commercial redevelopment and industrial development, should be directed to neighborhoods. The Port Authority should focus on redevelopment of smaller scale industrial areas which are blighting neighborhoods. The City should work in partnership with neighborhood-based development agencies on economic development efforts. Downtown Enhancement: Existing space in the downtown should be marketed and the number of downtown workers, residents and visitors should be increased. Public real. estate development activities should be reserved for unique opportunities with special requirements and growth potential. The City should work with the private sector on a downtown strategic plan to answer detailed questions about specific strategies, land uses and roles. Regional Employment Opportunity: The City should participate in development efforts outside of the City when they clearly and measurably benefit Saint Paul. Policy guidelines for such participation should continually be reviewed and refined. EDS Plan Brief January 1990 Page 4 Supportive Infrastructure: Capital budgeting should continue to be linked to economic development. The City should also continue to be involved in regional transportation planning to assure decisions are compatible with economic development objectives. Parking should be planned for as a critical component of marketing and development. Research into the communication needs of business should also be done. (4) Business/Government Relations Strategy The EDS states, "Saint Paul must be known to present and potential employers as a highly desirable place to do business. This requires a supportive governmental structure including fair taxation, constructive regulation and appropriate incentives. It also requires a clear understanding of the role of the public, private and non-profit sectors in achieving � economic development goals." � Policv Highliehts Public Role: Leadership in economic development should be provided by the business community. Development efforts by non-profit organizations should also be supported. The City's role is to provide overall vision. Improved Tax Environment: Efforts to reduce demand on the property tax and to advocate state tax reform beneficial to business should be continued. The City should advocate state tax reform and maintenance of fiscal disparities law. Streamlined Regulation: Clear procedures and adequate information should be provided to business; City employees should be trained in customer service; and obsolete or ineffective regulations should be updated. _ AppropriateZy-used Incentives: Public purpose objectives for each City or Port � Authority-assisted project should be identified. Guidelines for public investment for various types of activities should be assembled, evaluated and communicated to the public. New financing tools be developed and existing ones should be adapted as needed. Research Support for Development: Partnerships with business and educational institutions should be entered into to improve business-related research capability. Research identified as needed includes business trends, needs and markets, demand for employee skills and appropriate level of economic diversification for Saint Paul. (5) Quality of Life Strategy The EDS states, "As important as taxation and regulation to the City's desirability as a business place is its overall quality of life. The City must maintain and enhance residential quality, provide amenities and work to economically balance its population." . . 0-4�0 9 EDS Plan Brief January 1990 Page 5 Policv Hi�hlights Amenities, Residential Quality: Efforts should be made to maintain high quality residential areas, manage traffic intrusion into neighborhoods and improve building and site design. Arts and entertainment should continue to be promoted. "Crisis" Areas: Detection and treatment of social problems related to crime and chemical abuse through existing and new efforts should be a priority. Adequate Public Services: The City should carefully plan and budget for the basic level of public services to meet the community's needs and expectations. Environmental Quality: Retention and attraction of businesses that are compatible with a clean environment should be emphasized and public efforts to address existing environmental problems should be continued. ; OVERVIEW AND IMPLEMENTATION The EDS includes an overview summary which categorizes the City policy recommendations into (1) existing activities, which the City should continue and strengthen, (2) new initiatives which the City should develop, and (3) points of advocacy which the City should encourage other organizations to undertake. The EDS also recommends steps to begin implementing the policies of the EDS. They are: 1. Administrative development of a three-year woik program. 2. Annual update of the work program. 3. Mid-course evaluation of the EDS. � 4. An on-going EDS monitoring committee to annually review work program progress, review economic trends and be a forum for public discussion of economic issues in Saint Paul. � ' OMY �g° �°g SAINT PAUL S ECON R e p o r t 7 • J a n u a r y , 1 9 9 0 _ ' � � ' ' � �� r � A Chapter of the Comprehensive Plan � � r � . � � � � � �� Recommendadon of the Saint Paul Planning Commission ss�ss�, Platuiing Division, Department of Planning&Economic Development 1 � �9��/e� � � � � SAINT PA UL ECONOMIC DEVELOPMENT STRATEGY � � � � r � �� . � � � Janu 5, 1990 az'Y � Recommendation of the Saint Paul Planning Commission r � � ��y°"�°9 � CONTENTS 1 INTRODUCTION ................................................................................... 1 � PREMISES.............................................................................................. 6 � PRINCIPLES........................................................................................... 8 ECONOMIC DEVELOPMENT STRATEGY..................................................11 � JOBS AND INVESTMENT STRATEGY..........................................12 JOB SKILLS AND EDUCATION STRATEGY .................................1 S , ' LOCATIONS AND LINKAGES STRATEGY 17 .................................. � BUSINESS/GOVERNMENT RELA770NS STRATEGY....................23 QUALI'ilf OF I.IFE STRATEGY...................................................27 IEDS OVERVIEW AND lMP1.EMENTATION ...............................................30 � CREDITS ...............................................................................................32 SOURCES AND ACKNOWLEDGEMENTS .................................................33 � � ' ' . � . � � � , . ' � �o-�d 9 t INTRODUCTION � The Economic Development Strategy(EDS)is a comprehensive statement of the � city's economic needs and gaals, and a set of policies for meeting these goals. The EDS serves as the City's official statement of economic development policy in conjunction with applications for federal, state and foundation aid; as part of ' the review process in the Unified Capital Improvement Program and Budget Process; as a guide to the economic development activities of the City's elected officials and staff; and as a statement to the remainder of the community on � the City's goals and direction. This EDS updates the preceding document adopted in 1980. According to the 1986 report of the Saint Paul Cidzens Commission on Bonding and Financing ' Practices, the 1980 EDS provided guidance resulting in a maintained employ- ment level and increasing tax base. The Commission also found that the City was generally successful in business retention, development and attraction and � that a wide variety of businesses had been assisted in a wide variety of ways and that the City was being prudent in the use of its financial tools. � The EDS for the 1990's presents a strategic appruacf► to respond to the chal- lenges of the future. The new decade is expected to be marked by reduced public financing options, slowed national growth, increased international competition, shortages of properly educated and trained labor and persistent � social problems. Much of what is being done in economic development should be continued,but new initiatives are also indicated. � This document states as premises the conditions which are expected to affect economic development policy in Saint Paul in the 1990's. It also lists the basic guiding principles for the strategy. On the basis of the premises and prin- ciples, the report recommends EDS objectives and a set of policies that the City � should follow to achieve those objectives. � ORGANIZATION FOR ECONOMIC DEVELOPMENT The Saint Paul City Council, Housing and Redevelopment Authority Board of � Commissioners and Port Authority Board have the major responsibility for economic development in the city. The City Council sets policy for economic development, and its members sit as � the HRA board to approve most major project financing plans. Tlie Council is advised on development matters by certain appointed commissions, most notably the Planning Commission, Riverfront Commission and Capital Improve- � ment Budget Committee. Economic development planning and implementation is carried out administratively under the direction of the Mayor by the City's Department of Planning and Economic Development(PED). Among the PED- 1 administered programs are technica! assistance and financing for small busi- nesses, neighborhood business areas and downtown and riverfront develop- ments, housing construction and rehabilitation and job training and placement. The City Council also regulates business and development through licensing , and zoning,building, housing, �re and health codes, levies taxes and assesses special service fees. � The Saint Paul Port Authority is chiefly responsible for industrial development in the city, using revenue bonds as its primary �nancing tool. The Port Author- ity has also been financially involved in several large commercial projects. ' � 1 � Two members of the City Council must sit on the Port Authority Board and the � City Council must approve all Port Authority bond projects. In addition to managing industrial parks. the Port Authority is directly involved in manage- ment of projects during the life of the bond. In these ways. the City has a significant effect on the private sector economy. , But the City is only part of the picture. While the economy is the sum of deci- sions made by individual businesses, workers and consumers, many other , organizations join the City in shaping those choices. The work of private and non-profit business organizations, public and private schools,community and neighborhood organizations and other levels of government are vitally impor- � tant to Saint Paul's economic stability and development. While each organization has its particular role and perspective, the overall benefit of the city can be best realized when they work toward a common goal � and in common understanding of issues and expectations. The EDS is intended to frame objectives and to suggest opportunities for partnership among the many players in the Saint Paul economy. ' EDS PROCESS The Economic Development Strategy was developed by the Planning Commis- � sion through the work of a community-based task force. The Planning Commis- sion submitted a draft EDS prepared by the task force to the Saint Paul commu- � nity for comment, and, at the task force's recommendation, considered the community response in developing the final draft for submission to the Mayor and City Council. � The EDS will be joined by updated housing and land use plans as key chapters in the City's Comprehensive Plan for the 1990's. � JOBS: SAINT PAUL 1947-1987 , s00000 �s0000 ; ', `. ; ` ' '. ' �aa000 ••••••;••••••F••...�....••••.....:......:......f.....�......;......:...... ,...... . . 19UU110 ......�......t......t."""""""'....•.......j.' "{""'�"""�".. ...¢......... . 16000u ......{....'"{."".t........ ; .'.. .......�.....:....",".........y.."'.... . . IS0000 .....i... .: : ...........i......i......t... . :...... . . . . .?...... , 140000 ; . ; : ' °�� ...z.... .. ...q........ e... � N � ' �Covaed : . . , . Bmploym .. ,6mploymert • ^ 130000 ""'.y.....:.....:............y....":""..;......;......a......y....... ..':•"'..."'.�.....5...... , � 120000 :--.y......E......e........_•�•••••�•.:...:......i......f••••..�....•.. .;...... :••<....:..�..:... 110000 ....�.....:.....:........ ....�.....:......:.._...�.......�....-.. ...5.......;...... f� f00000 .....�......t......t...........":"""�"...N..._..r.....c.."'.:...........�...""' 'a gpppp ......?_...._�......t.......""";"'...:......s.......y....':"....;.... ...�......... . . ogpppp . ..:.-....s......r......... .:......:......s......a.....:......:........ . . .i--....j...... 70000 : ' ' i i � 6000U ""'S""':.....:......"""g""'y""':......j......i-......y....." ' "'a.....5...... 50000 ....y.....i.....�...........�.••••y•...:......:.....F.....q....... • •••i.....•.y••... � �� ......j.....�..:..�......."'""�'""..{.......�......�..."'¢"...�....... ...:............i......ir...... 7U000 � 7.0000 '.....:."""�.""'6"""......�...""�'.....t--...../-....�......�....... �....... . . . 10000 ......:......;.....-{""""""':'.....:......4.....-}"'..;......:•"' ...�......... . . ' 0 1947 1932 1937 1962 1%7 19?2 19T7 1982 1987 � Nate: Covaed w ip oymeutt taals are ically wmewhu lowc than ronagricultunl � amploymeit wuls bocause cowed am�oymau eaecluda nitroad emplqees �nd studmb warking puo-tima 2 • � � �=-.-��-�o� � LONG-TERM CONTEXT _ The Economic Development Strategy is directed toward the city's future. In doing so, it builds on the experience of the past. Because economic develop- � ment is in reality a long-term process, a review of key economic trends in Saint Paul during the 40-year period since World War II provides a revealing and useful context for this EDS. The graphs below on these two pages depict these � long-term trends in jobs and property value. 1. Since World War II,job growth in Saint Paul has been consistently strong. By 1987, there were about 45,000 more jobs in Saint Paul than � there were in 1947. During the same time period, the city's population declined by about 55,000. Minneapolis has increased its job base by about 30,000 jobs since 1947 while its population declined by about 165,000. As � a result, the gap between jobs in the two central cities has narrowed. In 1987, there were 190,900 jobs in Saint Paul. ' 2. The overall job trend in Saint Paul has been not only positive but relatively constant. Saint Paul has seen signi�cant cyclical setbacks with a duration of one to three years five times during the last 40 years. These � set-backs are a function of national economic cycles and have sometimes in-volved the loss of major Saint Paul employers. Still the trend line for net job growth has been relatively smooth. Job growth trends during the 1970's and 1980's were particularly impressive. Although this was a � period of three unsettling turns in the business cycle, the city was able to bounce back each time. � � � INFLATION -ADJUSTED VALUE OF PROPERTY: SAINT PAUL 1947-1987 � s � ......... ........ ..... ..4..••••••.. ...••••• •••••••• r6 . ........ ........ ........ ........ .. ......... . . . � � � : ......... ........ . . . S . . . . . ... . . . � � � � ........................................_.............:............................. ..... ... � 4 H � � j '........ ""'""" ........ ........ ........ ........ ....."' '""...... 2 •.....•• •........ ........ ••••.... ........ ........ ••••••••• ••...... � 1 . ........ '"'...... ........ ...."'" ..........{........"' '"..."'. ........ � � . • . � �� Z 1�7 1� 1� 1�_ �� 1�z ��/ � • 3 � 3. Job growth in Saint Paul and Minneapolis has occurred despite the � lact that their populations have declined and that surrounding suburbs capture most of the region's population growth. Substantial suburban job growth began during the 1970's but tapered off somewhat during the 1980's. Between 1970 and 1987. the suburban population grew ' by more than 400,000 (from 1,120,100 to 1,520,600). The number of suburban jobs also grew by approximately 400.000 during the same period (324,000 to 726,400). Between 1970 and 1980, the number of suburban � jobs grew at an average of approximately 25,000 jobs per year. During the 1980's, that level of suburban job growth slowed to approximately 21,000 jobs per year. Unlike the suburbs, the number of jobs in Saint Paul is considerably larger than the number of people in the work force. Saint � Paul supplies jobs not only to its residents but to people throughout the metropolitan area. 4. Wages for Saint Paul jobs are high and growing. In the last decade, � the real(1987 dollars)average annual wage in Saint Paul has been consis- tently above both Minneapolis and the metro area suburbs. Wages gener- � � ally fell for all three locations between 1976 and 1982, but since 1982 the wage level in Saint Paul increased more than it has in either Minneapolis or the suburbs. In 1987, the average annual wage in Saint Paul was S24,218, compared to 523,814 for jobs in Minneapolis and 521,641 for suburban � jobs. 5. The real (inflation-adjusted)value of property in Saint Paul has in- � creased over the last 40 years. Real value declined through the 1960's and'70's, but that trend was turned around in the last decade when it increased by nearly S 1.1 billion. The annual growth rate in average real � property value since 1975 (S91 million per year)has been more than double the rate experienced during the previous growth period in the 1950's. 6. At �6.8 billion, Saint Paul's current stock of tazable property is on � average worth over �190.000 per acre. over siz times that of prop- erty in the suburban metropolitan area. The city's tax base is now � highly-developed. Redevelopment activities have enabled the city to com- pensate for the natural depreciation of existing property and the rising costs of goods and services. � RECENT CHALLENGES Saini Paul has experienced some positive trends over the long-run. But some � indicators reflect needs that are not being met and challenges that will require attention in the future. � 1. The unemployment rate in Saint Paul is higher than it was 10 years ago. In 1987, the unemployment rate was 5.1 percent, up from 3.9 per- cent in 1978. It is down from a recessionary period high of 8.4 percent in � 1983. During the last l0 years, Saint Paul's unemployment rate averaged approximately 0.5 percent higher than that of Minneapolis. This may be a reflection of the city's high share of unemployed refugee population. � � 4 � � 1 -- �—ya-�o� � 2. Median lamity income of Saint Paul residents declined between 1969 and 1979. Adjusted for inflation, the median family income in Saint Paul declined by 2.8 percent between 1969 and 1979, the years reported in � the last two censuses. While this compared favorably to Minneapolis,like the increased unemployment rate, it suggests that attention needs to be paid to ensure that city residents benefit from economic growth in the city and region. � 3. A signilicant number oi large plant closings have occurred in Saint Paul in recent years. Some of the biggest plant closings in the Twin � Cities area between 1982 and 1987 have been in Saint Paul. The closings of Whirlpool.Amhoist, Burlington Northern, Sperry Computer and Montgomery Ward accounted for the.loss of 3,340 jobs between 1982 and � 1987. Added to those lost jobs is the loss of secondary jobs that occurs with every plant closing. More recently, the closing of ETA removed another 450 jobs from the city. While the overall job growth has been good, the displacement caused by these closings is painful in human ' terms, can have a depressant effect on surrounding neighborhoods and undermines overall confidence in the economy. � 4. The most recent period of economic expansion was not as strong in Saint Paul as the previous ezpansion period had been. The 1983- 1987 expansionary period resulted in a 5.9 percent increase in jobs, compared to a 9.1 percent job increase experienced during the 1976-1980 � economic expansion. While the number and percentage of jobs gained in the last expansion was greater than the number and percentage lost during the forerunning recession, the ability of the city's economy to recover from � economic downturns may be more of a concern in the future. Saint Paul has economic successes to maintain and unmet needs to address. � The city faces a new decade of signi�cant demographic and economic changes. The Economic Development Strategy is intended to guide the City and other economic development organizations as they make the decisions that will influence how well the city survives and prospers in the coming years. � The objectives and policies in this EDS are based on certain premises about the expected setting for economic development in the future, and principles or ' standards against which economic development policy should be judged. They are listed here: � . � i i � � � 5 � PREMISES � DEMOGRAPHIC AND ECONOMIC CHANGES WILL PRESENT SIGNIFICANT , CHALLENGES TO THE SAINT PAUL ECONOMY IN THE 1990'S. Unlike the 1970's and 1980's when the national and local economy was chal- lenged to absorb the baby-boom population as it entered the labor force, there � is expected to be a sharp decline in the number of young workers entering the job market in the next decade. Saint Paul will also be subject to this national trend. The populations that are increasing are those which have historically � encountered barriers to employment. While these demographic trends are fairly predictable, there may also be social changes which cannot be antici- pated, yet which may have major implications for markets and work forces. � The decline in the growth of the labor force is expected to dampen the rate of economic growth both nationally and in the Twin Cities area. This reduced emphasis on quantity of growth is accompanied by forces affecting the quality ' of economic growth. The nation will be subject to rapid economic shifts taking place on a global scale. Saint Paul will compete not only regionally and nation- ally but internationally. New technology will make some work obsolete and � create new opportunities. 7'he ability of the local economy to adapt to these major changes will determine its overall long-term success. SAINT PAUL HAS A LARGE INVESTMENT IN JOBS AND TAX BASE WHICH � WILL NEED CAREFUL MANAGEMENT IN THE 1990'S. Saint Paul has been able to cope with change in the past. It has rebounded � from the loss of a number of major employers and experienced long-term job growth and a tax base that has kept pace with inflation. Today, Saint Paul � provides over 190,000 jobs to regional residents and has a 56.8 billion base of residential, commercial and industrial property. Maintenance of this invest- ment is the major task for the future. � SAINT PAUL HAS A DIVERSITY OF JOBS AVAILABLE TO A WIDE RANGE OF EMPLOYEE ABILITIES, NEEDS AND INTERESTS. , As an economic center of the region, Saint Paul provides a wide variety of job options. The city has retained large employment levels in manufacturing, � government and trade over the last several years, and experienced a sizable increase in service jobs. The opportunities provided within these stable and growing sectors, as well as in smaller sectors, require different backgrounds and provide different rewards. ' In addition to the city's strength of diversity is its solid basis in companies that make complex products and pay high wages. This provides Saint Paul with the � opportunity for continued development of the type of jobs that have significant career and income growth potential in the 1990's. � � 6 ' � � �9o-�fa 9 � RESIDENTS WILL BE ABLE TO FULLY PARTICIPA'I'� IN THE ECONOMY ONLY IF THEY HAVE RECEIVED EDUCATIONAL TRAINING RELEVANT TO THE JOBS OF THE FUTURE. ' The city's economic competitiveness will depend upon having a skilled labor force. Educational institutions have a responsibility to ensure that their stu- _ dents are prepared for the economy of the 1990's and beyond. Lifelong learn- � ing and retraining will be essential for the flexibility required of tomorrow's work force. � EACH BUSINESS CENTER IN SAINT PAUL HAS STRENGTHS AND OPPORTU- NCTIES WHICH CAN BE MANAGED IN A BALANCED MANNER TO ENSURE � THE ECONOMIC WELL-BEING OF THE�ITY AS A WHOLE. NEIGHBOR- HOODS ARE ENHANCED BY A STRONG DOWNTOWN; DOWNTOWN IS ENHANCED BY STRONG NEIGHBORHOODS. ' A notable feature of Saint Paul is the that business activity is not just concen- trated in the downtown; it is strong throughout the city. Over half of the city's jobs are in the core(downtown)area. However, Saint Paul's neighborhood areas � have been economically dynamic in recent years. Since 1983, more than 86 percent of all new jobs in Saint Paul have been added outside of downtown. Neighborhood areas now contain more than 60 percent of all commercial prop- erty value and nearly 95 percent of all industrial property value in the city. � With this type of economic balance. Saint Paul's prosperity depends upon the , prosperity of all of its parts. � SAINT PAUL'S ECONOMY IS INTEGRALLY RELATED TO THE BROADER REGIONAL ECONOMY. � In economic terms, the boundaries between Saint Paul, its suburbs and Minnea- polis do not exist. These communities are dependent upon one another for jobs, workers and market. Forty percent of Saint Paul's residents work outside � of the city and over half of the city's jobs are held by non-residents. The future of jobs and employment in Saint Paul will be shaped by regional trends gener- ally and particularly by growth in areas easily accessibte from and to the city. � SAINT PAUL'S ECONOMY IS AFFECTED BY THE POLICIES AND PRA�TICES � OF THE VARIOUS LEVELS OF GOVERNMENT IN BOTH POSITIVE AND NEGATIVE WAYS. Business locational decisions are influenced by the level of burden that govern- � ment regulation and taxes pose both for development and for on-going opera- tion. Conversely, the availabiiity of incentives and technical assistance for economic development creates a supportive climate for development. � SAINT PAUL'S ECONOMY WILL DEPEND UPON MAINTENANCE AND EN- HANCEMENT OF THE QUALITIES WHICH MAKE IT ATTRACTIVE TO BUSI- INESS: ACCESSIBILITY.VALUE, RESIDENTIAL QUALITY AND AMENITIES. Quality of life is becoming increasingly important as a determinant of business ' locational decisions. Employers are attracted to areas where they can find convenient, affordable locations for their businesses and where they and their employees can live comfortable, satisfying lives. Saint Paul has a reputation for � having a high quality of life and is challenged to maintain that quality. � 7 1 PRINCIPLES � THE C1TY GOVERNMENT AND OTHER PUBIIC. PRIVATE AND NON-PROFIT , ORGANIZATIONS INVOLVED IN ECONOMIC DEVELOPMENT SHOULD FOCUS THQR ACTIVITIES IN A STRATEGIC MANNER TO RESULT IN THE MOST BENEf1T FOR THEIR EFFORTS AND TO BE BALANCED THROUGH- OUT THE COMMUNITY. ARTICULATING THIS FOCUS IS THE 1N'I'ENT OF � THE ECONOMI� DEVELOPMENT STRATEGY. Because the City, Port Authority and private and non-profit business organiza- � tions have limited resources to commit to economic development efforts, they need to be selective in how those efforts are focused. In light of the expected structural changes in the economy, the EDS should identify what types of � activities are expected to have substantial pay-offs based on strategic goals and recommend policies accordingly. Likewise,different geographic business areas have unique needs and potentials to which economic development efforts can and should be tailored. , THE CITY GOVERNMENT HAS A RESPONSIBILITY TO FURTHER THE � INTERESTS OF ITS CITIZENS BY CULTIVATING A SHARED ECONOMIC DEVELOPMENT VIS10N FOR SAINT PAUL WHI�H�AN BE ACHIEVED THROUGH COOPERATIVE AND COMPLEMEN'I'ARY PUBLIC AND PRIVATE � EFFORTS; PRIVATE BUSINESS PEOPLE AND NEIGHBORHOOD ORGANIZA- TIONS HAVE A RESPONSIBILITY TO PROVIDE STRONG LEADERSHIP IN ECONOMIC DEVELOPMENT. The City government exists to represent the broad public interest, serving all , members of the community, present and future. The City is engaged in a wide variety of activities that directly or indirectly affect economic development. It � is the appropriate forum for bringing the community together to articulate a comprehensive, long-term approach to shaping the locat economy. The City government does not have the resources or authority to achieve the � community's vision alone, nor should it. Saint Paul needs a visible and vocal private and nonprofit business community to aggressively pursue its develop- ment goals. � THE ECONOMIC DEVELOPMENT STRATEGY SNOULD EMPHASIZE M�p1IN- � TAINING OPPOR'I'UNITY IN THE NUMBER OF JOBS OPENINGS AND IN- CREASING WAGE LEVELS. THE STRATEGY SHOULD ALSO EMPHASIZE MAINTAINING THE LEVEL OF COMMERCIAL/INDUSTRIAL PROPERTY VALUE AND THE PROPORTION OF COMMERCIAL/INDUSTRIAL TO RESI- � DENTIAL TAX BASE. � Saint Paul has a large investment in jobs which it has been steadily building in � the last several decades in spite of periodic cyclical downturns and the loss of some major employers. It is tmportant to focus on maintaming this level of jobs in the face of future demographic and competitive pressures. � � 8 ' � �y°-�o9 ' While wages are high for jobs in Saint Paul. income of the residents themselves is lower than that of residents in the remainder of the region. This gap is growing. In terms of quality of employment oppor- tunity for residents, the income potential of new jobs for Saint Paul residents � becomes as important as where those jobs are located. City residents can benefit from new jobs outside of Saint Paul if those jobs are accessible and have a good potential for income and career growth. � However,business retention and development in the city itself remains critical in order to maintain the level of the non-residential tax base. Currently. � commercial/industrial property makes up 25 percent of the tax base. To avoid excessive burden on the residential sector, this proportion should be main- tained or increased. � ECONOMIC DEVELOPMENT SHOULD BENEFIT ALL RESIDEN'i'S OF THE CTIY AND. IN PARTICULAR. IMPROVE OPPORTUNITIES FOR QUALITY � EMPLOYMENT OF ECONOMICALLY DISADVANTAGED POPULATIONS. While the nation has been recently enjoying economic growth, it has also seen the apparent emergence of a permanent underclass. The social and physical � deterioration caused by persistent poverty undermines all other economic successes of a community. The City has under way several efforts to address the barriers to employment faced by economically disadvantaged residents, ' immigrants and dislocated workers. These efforts�are limited, however. Con- tinued attention to the economic needs of all members of the community will be essential, not only for their benefit but because they constitute a major , resource which business will need in the face of expected overall labor short- ages. � ECONOMIC DEVELOPMENT SHOULD BE CARRIED OUT IN A MANNER WHICH RESPECTS THE ENVIRONMENTAL QUALITY OF THE CI'TY. , Economic and environmental objectives need not be in conflict if approached in a reasonable manner. It is in the overall long-term interest of the Saint Paul business community to be part of a clean and healShful city. By addressing probtems such as air pollution, water contamination, and hazardous waste ' before they reach crisis proportions, the community can avoid severe restric- tions on development being faced in other cities. ' ' . � i t , 9 � � � � � � . , � , , � , 1 � ' i i i �o � ` 1 y ou-�a g � ECONOMIC DEVELOPMENT STRATEGY � Findings, Objectives, Ciry Policies � With national and local economic growth expected to slow in quantitative terms, the EDS emphasizes selectivity in the type of growth which public and private city leaders will encourage. � The EDS asks: , 1. What types of empioyers have the greatest potential for Saint Paul's future? 2. What kind of work force will employers need? � 3. Where should the various types and scales of business activity be located? 4. How does the city create a governmental environment which encourages � economic development? 5. How does the city create a community environment which encourages eco- 1 nomic development? These questions become the framework for the five key elements of the EDS. The answers are based upon analysis of past trends and informed predictions � about the future. They take the form of the objectives contained in this docu- ment. The major elements of the EDS are: � JOBS AND INVESTMENT-Resources must be directed to retaining, cultivating and attracting the types of employers that have substantial income and tax base growth potential for the city. Retention of existing employers is critical because they will be the greatest source of job growth for the city. Particularly � promising opportunities are with small and medium sized firms which produce new products and services, use new processes and/or serve new markets. For this type of growth to occur, business must have better access to capital and , business-related research. JOB SKILLS AND EDUCATION-Saint Paul residents must be able to adapt to 1 the changing job requirements of the future or they, and the city, will be left behind. New entrants into the labor market must possess adequate skills to achieve and advance in tomorrow's economy. � LOCATIONS AND LINKAGES-The various types and scales of business activity should be directed to the appropriate type of locations. Neighbor- hoods, downtown, major non-downtown centers and locations outside of the � city each have unique economic niches for Saint Paul. These should be identi- fied and promoted in order to minimize counterproductive competition be- tween places, control negative impacts and maximize economic benefit. , BUSINESS/GOVERNMENT RELA'TIONS-The City must achieve a balance of economic development and quality of life objectives in designing and carrying out its taxation, regulation and support of commerce and industry. The City � must also clearly de�ne the role which it will play and the roles it will expect other actors to play regarding economic development in the future. � QUALITY OF LIFE- Saint Paul must provide safe, attractive residential neigh- borhoods and recreational, cultural and entertainment amenities to attract business and to maintain an economically balanced population as a work force and market. 11 � , JOB AND INVESTMENT STRATEGY � � What types of employers have the greatest potential for Saint PaWI's � /'uture? The highest priori[y for public and private development e�'foris is io build upon the ciry's � exisring economic strengths through ihe cultivaiion and retention of Sainr Pau1 busi- nesses which create wealch ihrough new value-added products and services, processes or markets, which provide jobs wiih advancement opporrunities, and which contribuie to � the overall stability of[he local economy; atrraccion of new businesses co Saint Paul is also a high prioriry. � FINDINGS � • Between 1976 and 1987, Saint Paul achieved greater economic diversity, and signi�cantly increased its number of jobs and businesses. � • The businesses which already exist in Saint Paul will be responsible for a vast majority of future job growth. Attraction of new businesses to the area and support of start-up companies are also important in order to � maintain a heatthy level of diversity in the economy. • Compared to the rest of the nation, the Twin Cities metropolitan area, and � particularly Saint Paut, can attribute less of its past job growth to small and medium-sized firms. Saint Paul's average employer size is larger than that of the remainder of the region. The potential for more job growth in � smaller firms is not yet fulfilled in Saint Paul. • lnnovative entrepreneurship, the ability to successfully adapt to change, especially through applied technology, is expected to be the key to retain- ' ing and creating wealth and jobs during the 1990's. Innovation and initiative and the resulting job growth are furthered in a diverse economy and are particularly realized through small and medium sized firms(100 or fewer employees). t • To be innovative, companies' special needs for research, capital, technical assistance and marketing must be met. The city has capacity in its busi- , ness community, its many institutions of higher education and its public and non-profit agencies to help meet these needs. � � OBIECTIVES AND POLICIES To build upon Saint Paul's existing strengths in job and investment develop- , ment, the EDS focuses on the.following objectives. Below each objective are specified the implications of these objectives for City palicy. 1 1 �z � � , �.�=90-�/09 , OBJECTIVE 1: Retain and ezpand the ezisting business base and pursue new job formation with an emphasi� on businesses which create new products/services.use new processes and/or reach new markets. / Saint Paul's greatest economic strength and potential are in its existing busi- nesses. The task for these businesses will be to adapt successfully to techno- logical, demographic and economic changes. Those which do will remain � competitive in the future. This is true for large, well-established firms and for smaller,younger companies. The city will bene�t most from a concerted effort to identify and promote those businesses that have the potential to grow rather � than become obsolete. Policies � 1. The Port Authority should strengthen its traditional emphasis on industrial site development and redevelopment programs. ' 2. The City should continue and strengthen its business incubator programs. 3. The City and Port Authority should tailor their programs and work with the ' private sector to emphasize retention of existing product-oriented and in- formation-related businesses, and cultivation of innovation within existing businesses. , 4. The City should work closely with business and higher education organiza- tions on programs to promote job retention and creation in the city. � 5. The City should support strong emphasis in local academic and private efforts in basic and applied scientific and information-based research. � 6. The City and the Port Authority should develop programs to improve access by entrepreneurs to capital for innovative ventures. 7. The City should develop the capacity to refer businesses to appropriate , metropolitan area, State and federal programs designed to stimulate inno- vation, entrepreneurship and product/process devetopment. � 8. The City should also participate in efforts to create regional programs to cultivate innovation and entrepreneurship to ensure that these program help the kinds of businesses which exist in Saint Paul. � OBJECTIVE 2: Retain and promote businesses which provide career path jobs and adaptable skills !or their workers.with a special focus on pro- ' vid�ng opportunity for unemployed and underemployed groups. Assessment of the contribution which any business makes to the city's future ' cannot be based only on its likelihood of remaining competitive. It is impor- tant to focus also on the number and particularly the income potential of the jobs that business provides. To fill the needs of the local labor force, particular � efforts should be directed to providing entry-level jobs which have expecta- tions for advancement. Smal!and medium-sized firms have the particular potential for providing these types of jobs. (The next section of the EDS focuses on the goal of developing marketable job skills among the work force.) ' , � 13 � A special focus on economically disadvantaged workers is�indicated. With the � expected labor shortage, the city cannot afford to waste the productive capacity of individuals who. through circumstances often beyond their control, have difficulty securing or maintaining employment. , Policies 9. The City and Port Authocity should tailor their programs and work with the � private sector to emphasize: a. retention of existing labor-intensive business , b. new high-skill/high-wage labor-intensive business c. firms employing disadvantaged workers d. companies which have a high ratio of jobs to assistance e. companies with cooperative hiring and/or training agreements with � the City 10. The City should continue and strengthen its job and placement services for � businesses and job seekers, especially immigrants, dislocated workers and other economically disadvantaged populations. 11. The City should continue its policy of first-source agreements with as- � sisted employers. 12. The City should continue and strengthen its existing financial and techni- ' cal assistance programs to assist and support small business development and expansion. 13. The City should continue and improve its analysis of publicly-assisted � projects for their impact on jobs. OBJECTIVE 3: Target attraction o�new business to contribute to long- � term economic stability for the city. Beyond retention and development of businesses already based in Saint Paul, � efforts will continue to bring new businesses to the community. These efforts should be based on the previous two objectives of expected long-term competi- � tiveness and job income potential. They should also be targeted toward a level of diversity which witl protect the cit}�s economy from over-dependence on any particular sector. . Policfes � 14. The City and the Port Authority should include among its business assis- � tance criteria a focus on companies which contribute to an identified level of diversification. ldentification of the level of economic diversification should be among the objectives of the business-related research capability � discussed in Objective 1 S under Business/Government Relations(page 26). 1 S. The City and the Port Authority in conjunction with private sector efforts should develop a plan for the attraction of firms identified in a target � business study. 16. The City and the Port Authority should jointly develop a marketing plan for , underutilized land and buildings in the city of Saint Paul. The plan should address marketing to local as well as national concerns. 14 � � , �9o-�a 9 � JOB SKILLS AND EDUCATION STRATEGY � What kind of work Force wiil e►nployers need? Developing rhe skills o�'rhe work �'orce in order to increase the employability and income � of ci[y residents and to attraci desirable employers is a high priority. FINDINGS ' • The unemployment rate in Saint Paul has declined to a level that is ap- proaching full employment. While a return to a high level of unemploy- � ment is not expected,vigilance regarding the quality of employment will be necessary. • Wages in Saint Paul are high and have been growing, due in large part to ' the large number of jobs in businesses involved in innovation and the creation of sophisticated products. These are the types of businesses expected to be particularly competitive in the future. ' • A skilled work force will be needed in the coming decade. Education is critical to the development and retention of such a skilled work force. In � particutar, Saint Paul's concentration of institutions of higher education contributes significantly to the development of such a skilled work force. • Despite an expected labor shortage, some disadvantaged groups within � Saint Paul will continue to experience dif�culty in obtaining good jobs during the 1990's due to the existence of employment barriers. ` OBJECTIVES AND POLICIES � To prepare the Saint Paul labor force to participate in the economy of the future, the EDS includes the following objectives and City policies. ' OBJECTIVE 4: Improve the ability of local educational institutions(pri- mary. secondary. tecbnical and higher education)to provide t6e educa- tion and training necessary to qualify the labor force for skilled jobs � witb advancement opportunities. • Knowledge-intensive�rms have the greatest potential for future development , but only if they can find a quali�ed work force. The labor force will need to be properly educated and have the ability to adapt to the changing needs of the work world. For city residents to maintain and increase their standard of living,efforts must be directed to ensure that they are able to participate in an ' economy that is based on skilled work. Policies � 17. The City should continue existing and explore new partnerships with the local business community, public and private education in programs such � as the Commonwealth project and the busines�partnership program in order to ensure that young people are taught the skills needed in the future. , � 15 , 18. The City should support a continued partnership between the business � community and technical-vocational colleges to tailor training programs to jobs of the future. 19. The City should encourage higher education opportunities for Saint Paul ' residents. 20. The City should continue to identify and act on new opportunities to form � partnerships with educational institutions in order to meet the special needs of the community. OB]ECTIVE 5: Improve the ability o!unemployed�underemployed and , new immigrants to participate in the job market. As discussed in the Jobs and Investment section on page 10, there are some � members of the community who face particular barriers to employment. Without intervention, the number of unskilled individuals in the labor poot will � � continue to grow. There are and will continue to be other workers, who have skills and solid , employment histories, that will �nd that their skills no longer match the jobs available. Attention must be focused on creating and keeping a high quality labor force in Saint Paul, one which makes use of all its human potential. Pol[cies � 21. The City should continue and strengthen its training programs for dis- � placed workers, workers needing to upgrade their skills, disadvantaged populations, new immigrants, teen-agers and single parents. 22. The City should continue to support transit which is accessible and links � populations with work places. 23. The City should continue its efforts to create linkages between employers/ � employees and affordable child care. 24. The City should support neighborhood-based efforts to inventory skills of residents and to fashion programs around those skills. , � . ' , , � 16 . , � G�y�-��g � LOCATIONS AND LINKAGES STRATEGY � Where showid the various types and scales oF bwsiness activity be located? � The Cic musr ensure ihat there is su icient and a ro riarel -locaied land or business Y ff pp p Y f � � thai land is used ef�'icienrly, aitractively and in a manner which bene�'iis ihe city as a whole, and ihai land uses are adequately supporred by infrastructure. This requires definirion oF rhe market potential and role oF neighborhood commercial areas, ma�or ' non-downrown centers and downrown. /t requires consideraiion of Sainc Paul's place in [he regional economy. Finally ii requires undersranding of the exisring capaciiy of public services and faciliiies io suppor[ commercial/industrial deve►opment. � FINDINGS ' . • During the 1980's, downtown Saint Paul has emerged as a solid center of economic activity with a particular emphasis on financial services, govern- ment and arts and entertainment. � • Along with the growth of downtown Saint Paul, economic activity outside of downtown has been strong. , • As an oider city, Saint Paul faces the problem of having not enough readily developable commercial/industrial land, and too much under-utilized com- mercial/industrial land which is difficult to redevelop. � • The location of economic growth elsewhere in the metropolitan area will have a significant impact on Saint Paul's economy during the 1990's. r OBJECTIVES AND POLICIES � To establish a strong locational framework in which development should occur, the EDS includes the fotlowing objectives and City policies. ' OBJECTIVE 6: Ensure sufficient land for future business growth. � Among the factors of production, land is the one which the City government specifically regulates. The City is in the process of updating the land use plan on which zoning decisions are to be based. The ptan will consider in a compre- hensive manner what level of different uses Saint Paul can expect to support � and where those uses should be located. In particular, it will consider what re- use should be made of land now occupied by obsolete uses. , Policies 25. The City's land use plan should adequate land for industrial and commer- � cial development and expansion in order to increase the proportion of commercial/industrial tax base. 26. The City's land use plan should identify redevelopment options for areas 1 with deteriorating and obsolete uses, and for areas of excess land includ- ing rail right-of-way. , 17 , 27. The City should develop financing mechanisms for redevelopment of areas � targeted through the land use plan. 29. The City should periodically review its zoning regulations and amend them � as necessary to keep cunent with technological and economic changes af- fecting the nature of business activity. OBJECTIVE 7: Enable neighborhoods to develop economically in ways � that serve the city as well as promoting their best interests. Saint Paul is a city of strong neighborhoods,which have business as well as ' residential identities. The commercial nature of neighborhoods has changed a great deal over time; there have been difficult losses and promising gains. � Some neighborhoods continue to strive toward finding the niche which will lead to stabiliry and prosperity. Each neighborhood business center has unique conditions and potential. Identifying and fulfilling those potentials will be necessary for overall city well-being. , A very strong market operates outside of Saint Paul's downtown. There are major employment areas in Saint Paul which are regional in nature and beyond � the scope of what would be considered as neighborhood business areas,but which nonetheless affect nearby residential neighborhoods. Some are thriving, some are in transition. These major business centers need to be managed in a � way that is good for the entire city. The update of the land use plan will include focus on neighborhood areas which are in transition or face particular threats or opportunities for which � targeted and timely planning is indicated. Policies � 30. The City and Port Authority should recognize the interdependence between commercial/industria! and residential areas and link housing rehabilita- tion, commercial redevelopment, and industrial development into compre- � hensive strategies to revitalize neighborhoods in their entirety. Such com- prehensive strategies should be identified as the result of small area plans developed by the City in cooperation with neighborhood organizations and , businesses as part of the city-wide land use plan update. 31. The City should, through its on-going land use planning process, identify � opportunities for public involvement in commercial reinvestment. Priority should be assigned to areas where the private market has been unable to generate its own revitalization but where there is clear potential for market strength with public intervention. Priority should also be assigned to areas � where there is evident commitment by local merchants to redevelopment. 32. The City should encourage the retention and development of neighborhood , businesses which are oriented toward adjacent residential markets. It should also encourage neighborhood bus�nesses to cultivate unique niches which could draw from the wider metropolitan and regional markets, as � long as doing so is compatible with the neighborhood scale. 33. The City should focus special attention on retention and expansion of small businesses in neighborhood redevelopment efforts, consistent with ' neighborhood development plans. 18 ' , I �r-yo-�o� , 34. The City should be supportive of neighborhood-based development agen- cies and work in partnersh[p with those agencies to carry out development. � 35. The Cit�s land use plan should clearly indicate business expansion areas and residendal retention areas in neighborhoods, while providing for buffers between business and residential land uses. � 36. The City and Port Authority should incorporate design, aesthetic and envi- ronmental considerations into commercial and industrial development to ensure compatibility with residential neighborhoods. ' 37. The Port Authority should broaden its focus to address smaller scale indus- trial areas that are blighting neighborhoods and are in need of redevelop- ' ment. 38. The City and Port Authority should support major business centers outside of the downtown if they harmonize with surrounding neighborhoods, and ' if they significantly strengthen Saint Paul's competitive position relative to areas outside of the city. � 39. The City and the Port Authority should emphasize timety implementation of the City's land use plan and other neighborhood development plans in development assisted through their programs. , 40. The City and the Port Authority should maintain a current data base to evaluate market conditions as they plan and implement their business as- sistance efforts in neighborhoods. � OBJECTIVE 8: Maintain and enhance the downtown's strong role as the � commercial center o!the city and eastern half of the metropolitan region. Downtown Saint Paul has seen remarkable transformation over the last several � years and has become a stronger center of commerce in the regional economy. Downtown should remain Saint Paul's center for�nancial services, arts and entertainment, major retail, of�ce and public activity. In the cycle of down- ' town development, Saint Paul_is at a point of needing to "market buildings"and "build markets". Policies . ' 41. The City should have, as its �rst priorities for downtown, marketing to increase the level of occupancy in existing downtown buildings and to � increase the number of downtown workers, visitors and residents. 42. The City should continue its tcaditional focus on real estate development � downtown but should reserve it for unique uses that have special building requirements and which have strong growth potential. Examples include tele-communications, medical-related technologies, targeted street-level retail, arts and entertainment and residential support services. , 43. The City should work with the private sector to develop plans for the downtown to determine marketing and development strategies, land uses, � and roles for the various actors involved. Thi.;should include an update of the current downtown plan and act on the findings of the pending visitor industry market study. , ' 19 � 44. The City should encourage federal, state. regional and county governments , to locate their offices and service functions in the downtown core as a first priority,utilizing existing private commercial space when possible. In par- ticular. the City should work with the private sector to strongly encourage � the State to plan for strong physical connections between the Capitol area and the downtown, to enhance Saint Paul's role as the center of State government. � 45. The City should continue and strengthen its efforts:n downtown urban design. 46. The Port Authority should participate in downtown development only as a � financing agency of last resort, when significant job creation and/or retention is expected as a result and when it is consistent with Port Author- ' ity policies. 47. The City and the Port Authority should coretinue their commitment to , . refining and implementing the plan for Saint Paul's riverfront by investing in the public infrastructure necessary to fulfill the plan's objectives. Such infrastructure includes completion of the levee and floodwall improve- ments, design and construction of the esplanade and reconstruction of � Harriet lsland Park. 48. The City should continue to install public improvements in the downtown , in order to enhance and economically reinforce existing investment. These public improvements include open space amenities, entryways, street- scapes, skyways and other pedestrian connections and parking. � OBJECTIVE 9: Fspand employment opportunities through regional economic development e!lorts. , The economic well-being of Saint Paul residents is not based solely within the city limits. More and more city residents work outside of Saint Paul. There can � be a good skill match between Saint Paul residents and the types of businesses which favor suburban locations. The City of Saint Paul, like Minneapolis and some of the more established suburban communities, has expertise in eco- nomic development. Some of the communities which surround Saint Paul and , which could provide jobs to city residents lack such expertise.The City and Port Authority have in place some interim guidelines for providing develop- ment assistance outside of Saint Paul. These interim guidelines are designed to � ensure a"Saint Paul-first"policy for assisting companies, to maintain City control of financing, to limit involvement to industrial or service projects and to tie large projects to job training and placement. Saint Paul also shares with � other cities in this part of the region.concerns about infrastructure which supports economic development. There is opportunity for mutual benefit in joint efforts. Policies ' 49. The City should continue actively participating as a member of the Metro � East Development Partnership effort of the Chamber of Commerce. 50. The City should continue to participate in joint infrastructure planning ' efforts with its surrounding communities. 20 ' , r �/="9o-�d9 � S 1. The City and Port Authority should participate in development efforts whenever they clearly and measurably benefit�aint Paul residents and businesses. The City and Port Authority should continue to evaluate and � refine their policy guidelines for technical assistance and financial partici- pation in development outside of the city limits. 52. The City should support adherence to Metropolitan Council guidelines � which encourage development to occur in areas which already have metro- politan services before areas to which such services would have to be expanded. � OBJECTIVE 10: Ensure investraents in local and regional infrastructure � supportive o!economic development. Sound infrastructure is critical for economic development, and is an area where the public sector has clear and direct responsibility. Transportation is particu- ' larly critical. Businesses must have good accessibility to resources, customers, workers and supporting businesses. The system upon which business depends includes many modes of transportation and suppert facilities and is regional, ' national and even international in nature. The City is directly responsible for its own street system and is involved as a partner in the planning of regional transportation networks. , Communications networks are becoming as important as more traditional transportation linkages. Saint Paui will need to be competitive in this new infrastructure as it evolves. � In Saint Paul, there is generally adequate sewer and water capacity to support any expected businesses development. � Policies 53. The City should continue to give special consideration through its capital � allocation policies to capital improvement proposals which support busi- ness development and investment and job creation. ' S4. The land use plan should relate the intensity of use to the carrying capac- ity of the transportation network. � 55. The City should work through participation in regional plannix►g efforts to improve Saint Paul's connection with the metropolitan road system. 56. The City should continue to work with regional transit planning and oper- � ating agencies to maintain and improve bus service. 57. The City should participate in planning for light rail transit to ensure that , it is located where it will serve city economic development objectives, linking employers with employees and firms with markets, as well as meet rider demand. ' S8. The City should remain active in regional airport planning to maintain convenience of Saint Paul and its surrounding communities to air travelers and shippers. ' ' � 21 ' 59. The City should work with the rail and shipping industries to encourage ' needed system improvement while minimizing adverse impacts on neigh- borhoods. 60. The City should plan for parking as a critical on-going component of devel- , opment and marketing, and should work to ensure adequate parking through cooperative efforts with business organizations.design and construction of public parking and design and enforcement of relevant ' sections of the zoning ordinance. 61. The City should include in its efforts to develop business-related research � capability an investigation into business needs for improved telecommuni- cations facilities. , ' , ' � � ' , ' � ' � ' 22 � ' 1 �y°�y°� ' B USINESS/GOVERNMENT RELATIONS STRATEGY How does ihe City create a eovern►nental environ►nent which encowrages ' econo�nic develop►nent? Saini Paul musi be known ro presenc and pocential emnloyers as a highly desirable place � io do business. This requires a supporrive governmenial structure including �air taxa- [ion, consrructive regularion and appropriate rncenrives. I[ also requires a clear under- standing of ihe role of the public, privare and non-profir seciors in achieving economic � development goals. ' FINDINGS • Economic development efforts are most successful when developed and implemented in a collaborative way among all key actors, public, private ' and non-profit. • The way in which businesses perceive the government's attitude toward ' them is important to their decisions to locate, remain and expand. Saint Paul has established a reputation as a place that is generally supportive of economic development; however, complexity, cost and delay associated with the City's regulatory functions have contributed to some local percep- � tions of unfriendliness toward business. • The growth of property values in Saint Paul is not likely to compensate sig- � nificantly for the rising costs of goods and services which local govern- ments must purchase. , OBJECTIVES AND POLICIES To create a government atmosphere which is frien�ly to business, the EDS , includes the following objectives with City policies: � OBJECTIVE 11: Establish government's role as that of fostering a shared overall vision, a cooperative environment and support Por private and community-based economic development efforts. ' In the recent past, the public sector has assumed an aggressive role in the economic development of Saint Paul. Efforts have worked best, however, when the leadership has been shared between the City and the business community. , In the challenge to adapt to economic changes, collaboration will be particu- larly important. The Cit�s role as articulator, protector and promoter of the common interest will provide a framework for the actions of the private sector. ' Policies 62. The City should encourage leadership by the business community for � economic development. , � 23 , , 63. The City should assist non-profit groups to develop the capacity to plan. � implement and manage development projects in the city and should work in cooperation with these groups to identify opportunitles for partnership and to develop guidelines to establish the level and nature of�nancial , support for these activities. 64. The City should encourage opportunities for residential and business interests to develop shared visions for economic de•ielopment. � OBJECTIVE 12: Reduce local�overnment dependence oa property taz � and relorm taz policies which negatively aKect Saint Paul businesses. Property tax burdens for businesses are the result of a complicated system of real and assessed values, State aid formulas, and County, School District and , City funding needs. Saint Paul also has a large amount of tax-exempt property. The City has committed to minimizing the impact and use of property tax financing. While the City can have some impact on property tax burden ' � through its budget control and�nancing policies. it also recognizes that businesses are concerned with other tax disparities. Policies , 65. The City should continue and strengthen its debt reduction and budget control policies and to identify and consolidate duplicative public services. ' 66. The City should continue to move toward user fees and special assess- ments to reduce demand on the property tax levy. � 67. The City should support increased state aids and revised assessment policies to bring property taxes into line with state averages. ' 68. The City should support provision of"in lieu of taxes"payments by the state for state government property in Saint Paul. 69. The City should suppor[state business tax policies to improve competi- , tiveness with neighboring states. 70. The City should support retention and expansion of fiscal disparities for , region-wide sharing of the benefits of new development. OBJECTIVE 13: Streamline the local regulatory process in order to en- , courage rather than discourage development. The initial interaction which a business has with the City government is usually � during the application for some permit, approval or license. The quality and tone of these interactions can have a strong impact on how the business per- ceives the government's attitude toward development. Regulation of business ' is seen as necessary and proper,but there is concern about poor administra- tion and explanation of regulations and about regulations which are outdated. , � 24 � , 1 �=yo -�a9 � Policies 71. The City should have clear procedures and provide adequate information , to businesses seeking development or operating permits. 72. The City should train its staff in customer service. � 73. The City should create a forum including businesses, neighborhoods and regulating staff to identify and recommend resolutions to obsolete, ineffi- cient or ineffective regulations. ' OBJECTIVE 14: Use appropriate incentives to support economic develop- ' ment which clearly fulfllls a public purpose. Economic development resources must be allocated strategically to ensure that , they are put to the best use. This requires both a clear sense of the purpose of economic development and a strong set of tools to fulfill that purpose. Many of the tools that have been effective in the past are no longer available to Saint Paul. New efforts will be needed to further define the public purpose of eco- ' nomic development and to update Saint Paul's economic devetopment tools. Policies � 74. The City and the Port Authority should identify the specific public purpose objectives to be achieved by public investment in any given economic de- velopment program or project. � 75. The City and the Port Authority should assemble and periodically update the guidelines which are used to determine the nature and level of public ' investment in various types of economic development activities, and evaluate them for consistency with overall objectives of the EDS. These guidelines should be made available to the public. ' 76. The City and the Port Authority should develop new financing tools and adapt existing mechanisms to changing conditions to maintain a strong ca- pability to promote economic development. ' OBJECTIVE 15: Improve research capability in the city to support busi- ' ness innovation and development. • In view of the rapidity of economic change, decisions need to be based on more ' and better information than in the past. Businesses need access to scientific and information-based research to encourage innovation in product and service development, and information on markets and labor force to keep them com- petitive. Educational and training institutions need information about the labor ' requirements of business. Organizations involved in economic development initiatives need information about overall economic trends, the level of eco- nomic diversi�cation, markets for redevelopment areas,and tax and regulatory � issues. This need for research should be addressed in a comprehensive and cooperative manner. , � � zs , Policies . � � 77. The City should form a partnership with business. local educational insti- tutions and governmental agencies to develop resea:ch capability in , business trends, needs and markets, employee skills expected to be in demand in the future.and the level of diversi�cation appropriate for the Saint Paul economy. , 78. The City in partnership with busfness and education shoukti d�e�� for disseminating the results of such a research effort to the bt�si� and educational organizations which need it. , ' . , ' � , , , � ' . , . , , � ' 26 � � � �yo-y�� , Q UALITY OF LIFE STRATEGY Now does the city create a co�n►nunity environ►nent which encoarages , econotnic develop�nent? As imporcani as taxation and regulacion io the Ciry's desirabiliiy as a business place is its roverall qualiiy of life. The City must mainrain and enhance resideniial qualiiy, provide physical and cultural amenities and work to support economic balance in iis popularion. ' FINDINGS , • Saint Paul has developed a national reputation as a city with an outstand- ing quality of life. ' • City projects and programs are becoming increasingly sensitive to the im- portance of enhancing the overall quality of life in the community. • Unless they are addressed, significant social and environmental problems ' could undermine the quality of life in Saint Paul. ' OBJECTIVES AND POLICIES To keep Saint Paul an attractive place to work and do business, the EDS in- ' cludes the following objectives with City policies. OBJECTIVE 16: Invest in amenities and residential quality to create an ' overall environment conducive to economic stability and growth. Beauty, convenience, stability, diversity, recreational and cultural options and , environmental quality are among the elements that make up Saint Paul's unique quality of life. While housing, parks, and infrastructure are addressed more specifically in other chapters of the City's comprehensive plan, this objective is included in the EDS to reaffirm the importance of these items for economic ' development purposes. Policies , 79. The City should emphasize provision of high quality residential areas through neighborhood marketing, strategies to increase home ownership, ' improved code enforcement, amenities and facilities which enhance residential quality and publicity regarding the benefits of schools within the city. (These strategies are detailed in the City Housing Plan.) ' 80. The City should orient its transportation planning and local traffic manage- ment efforts to maintain accessibility, reduce�ongestion and improve air quality in city neighborhoods. , 81. The City should continue its efforts to alleviate congestion and intrusion into residential areas due to on-street parking�by a variety of tools includ- , ing permitting, parking demand management and development of off- street parking facilities. ' 27 � • ' 82. The City should encourage improvement in building and site design by: ' a. including design controls/guidelines in regulation of new construction b. developing area-wide design guidelines in key areas of importance to , the cit}rs image c. providing technical assistance to business associations and developers � 83. The City should continue business and promotional assistance for art and entertainment groups in Saint Paul. , OBJECTIVE 17: Respoad effectively to areas o!the city critically im- ' pacted by social problems related to crime aad chemical abuse. Saint Paul is a safe place to live and do business. However, there are a few areas that are experiencing social problems. Measures to better detect and ' � avert the destructive impact of such problems are detailed in the City Housing Plan. This objective is repeated here in order to emphasize that controlling these ' problems supports economic development in the city as a whole. Employers must be confident that their customers and employees will continue to come to their places of business, that they themselves will be secure, and that the city's , �scal health will not be overwhelmed as the problems grow. Policies , 84. The City should continue existing and new, innovative efforts to improve detection and treatment of social problems such as: ' a. support of local efforts to build a sense of community among city residents b. building of family and individual capacity through community support ' and human resource services c. strengthening of law enforcement and social service response capacity ' as necessary d. improved property management ' e. maintenance of economic balance in the city and improved availability of jobs and affordable housing throughout the metropolitan region. ' OB,JECTIVE 18: Ensure that Saint Paul maintains an basic level of public services to meet the needs o!community. , The willingness of existing taxpayers to stay in Saint Paul(and new residents and business to locate in the City)depends in part on how well the City meets ' their expectations regarding sewer and water service, street maintenance and snowplowing, access to recreation and community services, and life and safety protection. ' 28 � � � ��-��y , Policies � 85. The City should continue to emphasize maintenance of the existing level of ' service while controlling costs through its budget and capital allocation policies. � 86. The City should establish policies and priorities for specific capital func- tions in its Comprehensive Plan. 87. The City should make use of opportunities to explore new neighborhood , roles for provision of public services. ' OBJECTIVE 19: Support programs and prnjects which maintain or im- prove Salnt Paul's environmental quality. The natural environment is a key determinant of an area's quality of life. Saint , Paul is part of a region which is uniquely blessed with an abundance of water and clean air. It also has trouble spots needing clean-up. Development policies must ensure that resources are preserved, cultivated and where necessary ' improved. Policies , 88. The City and Port Authority should work to retain and attract businesses which are compatible with a clean environment. , 89. The City and Port Authority guidelines for public investment should be supportive of environmental quality as well as economic development. , 90. The City should continue to design and impiement programs such as the sewer separation program which improve environmental quality as well as support economic development. ' � � ' . ' � ' � � 29 � OVERVIEW AND IMPLEMENTATION . ' The table below reviews the policies of the EDS objectives. FJlISTING PROGRAFtS NEW IN17U77VE5 ADVOCACY ' ConUnue and stren;then: Develop or newly ecnpl�asize: Support othv eftoru to provide: Industrial site Buainas assbtanoe tailored to emphaaize: Scfentlfic and in(ormatlon-based development pro�nma -exiatlng bualnessea rcsearch 10BS&INVfSTMfNT -cultivatlon ot inmvarion in loal companfa ' STRA7ECY Businss incubawr dabor-intensity Prognms to promote buslness pro�rama -ht�h-akill joba innovatlon and enVeprcneurahip -amaU and medium sized companiea )ob match and plscemmt -opportuNty for disadvantaged workva pro;rams,flnt source -hi;h joba/aasistance raUo aQreementa ' Tugeted business attractfon Small business assistance Overall muketlng plan for Saint Paul Job impad analysis Linkages between entrepreneun,research and capital , LinkaQes w(th hi�her eduption,busiruss Job training New busines�/educatlon partnerships Hi�her educatlon opportunities Business/education for Saint Paui rcsidents ' JOB SKILLS& p��pa Neighborhood-based skill[nventory enucA�oN� STRATEGY Transit support Child ure linkages ' Periodic zoning land use plan to: Diration ot regional development to ordlnana updates •ldentify adequate commerdal/industrial land areaa with infrastructure capaciry LOCATIONS -provide tor redevelopment ot obsolete uses & LINKACFS �D�emmtation ot -identlfy opportuNUes for commercial roinvestment Development by neighborhood ' STRA7ECY p��a -define residential/wmmerdai cd4es devetopment agenciea Smail businesa Redevelopment tinancin�mechanisms retention,expansion in neighborhoods Design,aesthetic,environmental considerations Criteria for public Small scale industrial redevelopment by Port Authodty ' investment in neighborhoods Nei�hborhood market data Downtown public Mazketin�of vacant space downtown improvements ' Downtown real estate development tocused on ]mplementation of projects with spedal needa,potential dvertront plan _-Doxvntown svategic plan TransportaUon planning , -meVO road Participatlon ln regional: connec[ions -marketing -bus service -intrastructure planning -light rail vansit -linkages between suburban development -airport and Saint Paul Jobs Budget control eftorts Increased capadty for non-profit developmmt Ecoromic development leadership , agendes by businas community BUSINESS/ �P��an ot ezisUng GOVERNMfNT n��n�tooie Gear business approval procedwes,informaUon State tax reform . , RELATIONS Customer service orientaUon Retention,ezpansion of STRATECY fiscal disparfUes Evaluation of regulauons Evalwtion and communicatfon of public ' investment guidelines New financing tools Research on busfness needs,market,miz employee skills , Maintenance ot existing ResidenUal maintenance and improvement Availability of jobs and level of publlc servlces aftotdable housin� QUALIlY OF LIFE Design and aesthetics thtoughout the metro regioa STRATEGY Tratffc and parking ' management IdenUflcatlon and Veatment of social problems AssiaWnce for arts New neiYhbothood roles for public serv[ces and entertainmmt Emphasis on environmental quality in economic ' Environmental quality development activiUea. efforts 30 - � � � �y°��`°y ' Implementation Policies . The EDS provides a policy framework for economic development activities for , the next decade. The City must develop specific work plans to see to the implementation of these policies. It is also important that the City respond to changes in economic conditions and opportunities as time goes on. The following policies are directed toward these ends. ' 1. Upon adoption of the EDS by the City Council. the City administration should immediately develop a three-year work program of specific activi- � ties to pursue the objectives and institute the policies contained in the EDS. ' 2. The City administration should update the work program annually. 3. The City should evaluate the policies of the EDS after ftve years, or sooner as economic conditions and opportunities change. ' � 4. The City should establish an on-going Economic Development Strategy monitoring committee which will report to the Planning Commission. This ' committee should meet annually to review progress on the work program, to review economic trends and to be a forum for public discussion of economic development issues in Saint Paul. � , , 1 1 ' . � � ' ' , ' � 31 ' CREDITS � , The Economic Development Strategy was prepared by the Planning Commis- ' sion with guidance of the Economic Development Strategy Task Eorce. The task force membership included representatives of business, education. developers, labor. neighborhoods and public officials as ex-officio members. The task force was chaired by members of the Saint Paul Planning Commission and staffed by ' the Saint Paul Department of Planning and Economic Development. ECONOMIC DEVELOPMENT STRATEGY TASK FORCE ' Dave McDonell, Co-chair Frank Jandric Kathy Zieman, Co-Chair Ed Johnson Clark Armstead Joseph R. Kingman lII , Norbert Conzemius Judith Martin Ann Copeland George McMahon Bruce Davis Bill Meyers ' Dennis Dorgan Rick Nolan Jeff Farmer Rafael Ortega Bernard Friel William Sands ' Rich Hadley Jim Stoker Kathy Haggerty Mike Temali Richard Zehring Ex-officio: � William Wilson, City Councilmember , James Bellus, Chief Executive Officer.Mayor's Of�ce Kenneth R.Johnson, Director� Department of Planning and Economic Development ' Eugene Kraut. Director, Saint Paul Port Authority (Represented by James Faue� Director of Real Estate) STAFF ' Administration and Policy Direction Warren Hanson,Acting Director, 1990 , Kenneth R.Johnson, Director, 1989 Peggy A. Reichert, Deputy Director for Planning . Ken Ford, Principal Planner ' Planning and Research Nancy Frick, Report Author ' Steven Grochala, Senior Planner Mark Vander Schaaf, Planner , Graphics Printing Doris Buehrer pon Brau � Joan Hagen Jeff Pluff Cory Gomez ' 32 � ' 1 � 90��5 � SOURCES AND ACKNOWLEDGEMENTS ' The recommendations of the EDS are based in part on information gathered through: 1. City�ouncil Policy interviews. Members of the 1988-1989 Saint Paul City Council were interv�ewed concerning their opinions and beliefs about the goals, objectives and issues the City should address in , its economic development activities for the 1990's. 2. Key Informant lnterv[ews. Interviews similar to those with the City Council were conducted with 27 � leaders in the fields of business.jobs and economic development. 3. Economic Trend Reports. PED Planning Division staff prepared five reports on the topics of"Work" (employment,jobs and occupations), "Pa}�' (income, payroll and wages),"Property"(property values, ' land use and types of facilities), "Employers"(size categories of businesses, business starts and fail- ures. numbers of employing establishments)and"Locations"(job, property value and office space trends within subareas of Saint Paul and the metropolitan area). These reports are available at the ' Planning Division of�ce, l lth floor, City Hal!Annex, 25 West 4th Street, Saint Paul. 4. Economic Development Agency Reports. Papers and presentations were provided to the EDS Task ' Force by the foliowing agencies: Neighborhood Development Division(PED), Downtown Development Division(PED),Job Creation and Training Section(PED), Housing Division(PED), Saint Paul Port Author- ity. Saint Paul Area Chamber of Commerce, North End Area Revitalization, and West Seventh Local Development Corporation. , S. Forum on the Future of Saint Paul's Economy. Three noted experts addressed a public forum co- sponsored by the Ptanning Commission and the City Council. The forum considered economic changes , expected in the metropolitan area during the 1990's, and ways for Saint Paul to take advantage of those expected changes. The Planning Commission wishes to acknowledge the contributions of participants in this process: ' 1988-1989 City Council Key Informants , James Scheibel, President Dave Chapman Ruth Murphy Thomas Dimond Anita Duckor Gerald Okerman Roger Goswitz Quentin Elliot Bill Peterson ' Robert Long Mary Grace Flannery John Reiling Janice Rettman Sandy Grieve Skip Sajevic Kiki Sonnen Dick Hawk Joe Scanlan William Wilson Ron Hick Harlan Sheehy ' Dick Johnson Karen Starr Robert Johnson Lloyd Thorndyke Forum Speakers Kathy Keely Polly Voegeli ' Tom McKeown Willie Mae Wilson Clyde Hause, Department Manager, Wilbur Maki Steve Weber New Products Department, Industria! Mark Moeller George Winter and Electronic Sector Research and John Morgan ' Development, 3M Corporation Wilbur Maki, Economist, Department , of Agricultural and Applied Economics, University of Minnesota ' Arthur Rolnick, Director of Research, Ninth Federal Reserve District ' � 33 . �� - - �,� �- � a-�� - �St � 3 -s'� _ —� ,�_ ;� -- �o 3 '' � '� � G, t� AC�Opt2C� 3rd i Nays � Yeas � nv� �� i DIMOND `Z ; � 77/7 ; GpSWITZ ; LONG = ; MACCABEE RETTNIAN TEiiJNE �. PRESIDENT� WILSON