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95-104ORIGINAL Council File � � �J '�� Green Sheet ¥ 3b3c�3 RESOLUTION CITYOF SAINP PAUL, MINNESOTA Presented By � t. Referred To r/� Committee: Date 1 ACCEPTANCE OF "RESULTS OF THE 1994 SAINT PAUL BUSINESS SURVEY" WHEREAS, the Saint Paul Department of Planning and Economic Development (PED) received input from the City Council Community and Economic Development Committee at its September 28, 1994 meeting regazding an upcoming survey of business attitudes towazd City services; and 5 WHEREAS, PED, in cooperation with other City departments, in October of 1994 performed the 6 aforementioned survey of business attitudes toward City services; and 7 WIIEREAS, the Mayor and PED on December 15, 1994 released a written report entifled "Results 8 of the 1994 Saint Paul Business S�uvey' ; and 9 WHEREAS, key findings of the report include the need for the City to improve timeliness of 10 service, and the need for a regulaz publication summarizing changes in City programs and il regulations affecting Saint Paul businesses; and 12 WHEREAS, PED staff on December 28, 1994 made a presentation to the City Council Community 13 and Economic Committee regarding the results of the survey based on the committee's request 14 from its September 28, 1994 meeting; and 15 WHEREAS, the Mayor and Ciry Council are committed to worldng together to obtain input and 16 recommendations from the business community and neighborhoods regazding the results of the 17 survey; and 18 WHEREAS, the Mayor and City Council are committed to implementing changes in C`ity 19 operations and procedures to improve and enhance the "way we do business with business" in the 20 City of Saint Paul; and 21 Wf3EREAS, the Community and Economic Development Committee commends staff on its 22 innovation, energy and foresight in seeldng to improve its customer focus through this and other 23 surveys; and 24 WHEREAS, the Community and Economic Development Committee requests that staff prepare a 25 report to the City Council by June of 1995 discussing progress with the implementation of ideas 26 generated by the 1994 survey; and 27 WHEREAS, the Community and Economic Development Committee requests that staff repeat the 28 survey of business attitudes toward City services annually, in order to track changing business 29 atdtudes and City progress in addressing business needs; and �5-i� 1 WHEREAS, staff is distn'buting copies of "Results of the 1994 Saint Paul Business Surve�' to the 2 business comm�ty and neighborhoods, and inviting input and recommendations regarding the 3 survey results; and 4 Wf�REAS, staff aze preparing to report to the City Council in 1995 regazding the implementation 5 of the City's economic agenda and plans for updating the economic agenda in 1996; 6 NOW TE�REFORE BE IT RESOLVED, that the City Council accepts "Resuits of the 1994 Saint 7 Paul Business Survey." Requested ��D of: By: Appx By: / By: /�!l/�i�i � Form`Approved by City Attorney �� b i Approved by Mayor for Submission to Council BY�/�� Adopted by Council: Date ��,�_\Qq,� Adoption Certified by Council Secretary 95-104 `� DEPAFTMENT/OFFICE/CqUNCIL DATE INITIATED ' V� 3 0 3 6 3 PED �i�si9s GREEN S _ CANTACT PERSON & PHONE O DEPARTMENT O�RECTOR ` Ci � CRY CAUNqL �NITIAVDATE Mark Vander Schaaf 6-6637 ASSIGN �crtvnn �/� u �CIiYCIEflK NUYBERFOP MUST BE ON COUNCIL AGE�1M BY (DA7E) p0�� BUDGET DIRECfOR � FIN. & MGT. SERVICES DIP. February 1, 1995 ONOER � MAYOR (Ofl A$$ISTANT) � TOTAL # OF SIGNATURE PAGES 1 (CLIP ALL LOCATIONS FOR SIGNATUR� ACfION RE�UESTED: Approval of resolution accepting "Results of the 1994 Saint Paul Business Survey." For Discussion FiECOMMENDaTONS: Approve (A) or Heject (R) pENSONAL SERVICE CONTRACTS MUS7 ANSWER TNE FOLLOWING QUESTIONS: _ PLANNMG COMMISSION _ CIVIL SERVICE CAMMISSION 1. Has this persONfirm ever worked under a coMract for this department? - _ CIB COMMITTEE YES NO _ STAFF — 2. Has this perwnRirm ever besn a city employee? — YES NO _ DISTRIC7 COUR7 _ 3. Does this person/firm possess a skill not normall y possessed by any cuneM city employee? SUPPORTSWHICHCOUNCILOBJECTIVE? YES NO Job C: eatio'i Explain nit yes enawe�s on aeparate sheet nnd eltaeh to green sheet Governmental Efficiency INITIATING PROBLEM, ISSUE, OPPOATUNITY (Who. Whffi. Wnen, Where, Why): In consultation with the City Council Community and Economic Development Committee, and in cooperation with other City Departments, PED performed a survey of business ateitudes toward City services. R � j JAN 18 1995 ADVHNTAGESIFAPPqpVEO: �� . �.:., Support for ongoing Mayor and City Council commitmeat to the "way we do business with business" in the City of Saint Paul. DISADVANTAGES IFAPPFOVED: e�i�ui'.��i ��a��6 E�"��i�� v�y1'� � � ��J:a DISADVANTAGES IF NOT APPROVEO: �°. � P �� 1995 �� TOTAL AMOUNT OF TRANSACTION S COST/qEVENUE BUDGETEp (CIRCLE ONE) YES NO FUNDING SOURCE AC7IVITY NUMBER FINANCIAL INFORMATION: (EXPLAIN� � 5 - ��f .. � '°, €; - .` r � MARIE GRIN7M Councilmember Date: December 28, 1994 CED COMMITI'EE RS: �, A J`� f�,11 M�e Grinn4 Jerry Blakey U � Roberca Mea xd Marcia Mcermond, Policy Malyst COMMIITEE REPORT COMMUNITY AND ECONOMIC DEVELOPMENT 1. HELEN WELTER Leo lative L+ide V ICKI SHEFFER Executive Assistant Results of the 1994 Saint Paul Business Survey; presentation and questions. Committee requested that a Memo be prepared in June, 1995 to be placed on the main Council Agenda, to report what has been done with the results of the Survey. (Approved-by consensus.) Committee further requested that Mr. Vander Schaaf present the results of the survey to the newly appointed Business Review Council. (Approved-by consensus.) Lastly, Committee requested that a Resolution be prepared accepting the results of the business survey and requesting the June, 1995 report to City Council. (Approved-by consensus.) CITY OP! SAZNT PAUL OFFICE OF THE CiTY COUNCIL CTI'Y HALL THIRD FLOOR SAINT PAUL, MINNPSOTA 55102 612/266-8660 5�46 P[inted on Recyded Paper q5-�� 1 GI .., � u � �� ,� i a�,r , �f' � �. sC �_ � i � � i ! s 1� � i �,i� � i_ +ui �_� � y� � i �: i� Latry Buegler, C6air Stacy Becker w�iviam Fmney Tim Full� P� Hames Bob Kessle.r Tim Marx Bob Piram s: , �.: .��, � � �� Mark Vander Schaaf, Chair Linda Caznp Tom Cran Kady Dadlez Harriet Horwath 1►�ke Kassatt John Kimball Molly O'Rourke Fiank Shaffenson Gerry Strathman Steve Zaccard Mike Zipko Busincss Advisory Grou� Neil Cummings, Buyer's Choice Office Supply Anita Duckor, Northern States Power David Feinberg, EMC Corporation Phyllic Harvin, US West Steve Wellington, Wellington Management R�nort Production• Dei►artmevt of �nnning �d ECOnomic Deve�ment =.a==r Buegler, nirecwr: s,�p�vi�on Mark Vander Schaaf, Suategic Planner: Author Maija Morris, Intern: 17dta Manageme.nt saz►ara Gar;epy: s,uvey Graphics Ruby Brandon: Ttanscription of Written Comments I,aura Eckert: Transcription of R�ritten Commenu Sonja Taylor: Transcription of Written Comments � ��. � �� ,� � �� LJ � � � � � �' EXECUTIVE SUMMARY Backgonnd q5-i0� TSis survey grew out of an initiative by Mayor Coleman to improve customer service on the part of City agencies. To meet the expectations of their business customers, City agencies must learn elcactly what those expectations aze. The 1994 survey was designed to assess how well businesses feel they have been seived by the City during the past yeaz, what level of interest there is in the GYt}�s new "Business Service Center," and what kinds of C1langes businesses might recommend in the way City seivices are provided. Overview of Process and Methodolog� The questionnaire for the business survey was prepared under the direction of the Economic Development Strategic Action Team, a group of department directors whose work relates closely to the business wmmunity. The initiai draft of the questionnaire was prepazed by an interdepartmental worldng group, which received input from a group of local business leaders, and &om the Saint Paul City Council. The survey was mailed in October of 1994 to a random sample of 800 Saint Paui businesses. Out of 733 deliverable surveys, 355 responses were received for a response rate of 48 percent. Key Findings Three major conclusions stem from the 1994 survey: 1. Rating of Types of Services: Out of four general types of CYty services, businesses gave the highest performance ratings to "call for services" (e.g., repair, snow remaval, polica, 5re). The other tluee general types of services weze "enforcement" (e.g., licenses, permits, inspections), "financial and technical assistance" (e.g., loans, business plan assistance, assistance with finding sites) and "other" (e.g., quotes or bids, project approvat, public meetings, complaints). 2. Rating of InteraMions with City: For each of the general types of CYty services, four service chazacteristics were rated. For �ll general types, the City received its highest rarings in the category of "courtesy of staff' and its lowest rating in "timeliness of assistance." Other categories were "responsiveness of staff' and "helpfulness of staff." 3. Changes in City Services: Strong interest was expressed in one potential change in City services — a regular publication summarizing changes in City programs and regulations affecting businesses. � � � � � � � � � � �' � � � � � � � � � q�-I�y TABLE OF CONTENTS t m ToDic p�gg� 1. Types of Interactions with C�ty Government 2 2. Rating of All Interactions: Overall Quality of Service 4 3. Rating of "Call for Services" Interactions 6 4. Rating of "Fnforcement" Interactions 8 5. Rating of "Financial and Technical Assistance" Interactions 10 6. Rating of "Other" Interactions 12 7. Business Service Center 14 8. Interest in Changes in City Services 16 9. Assessment of Overall Business Climate 18 10. Selected Ratings by Economic Sector 20 Il. Selected Ratings by Size of Business 22 12. Selected Ratings by Age of Business 24 Appendix A. Responses to Survey Questions: Numerical 27 Appendix B. Summary of Responses to Survey Questions: Written 39 Appendix C. Survey Process and Methodology 47 1 Q�-co� 1 L TYPES OF INTERACTIONS WITH CITY GOVERNMENT The sutvey asked businesses what ,specific types of interactions with City government they had experienced during the yeaz of 1994. Nine types of interactions were cited by more than 15 percent of respondents: � Call for police services: � Receive an inspection of your business: � Apply for a permit � Use CYty library services: o Attend a public meeting: � Contact city regazding pazldng issues: � Apply for a business license: � Interact with water utiIity: 49 percent 41 percent 26 percent 21 percent 20 percent 18 percent 18 percent 15 percent Two out of four eg neral categories of interactions had the highest numbers of specific interactions identified by more than 15 percent of respondents: 0 Caii for Sen+ices (call for pofice services; use G�ty library services; contact City regarding pazldng issues; interact with water utility; call for repair of sueet, sidewaik, curb or street light) � �� Enforcement (receive an inspection of your business; apply for a permit; apply for a business license) � The general category of Financial and Technical Assistance (economic development narrowly defined) involved only a small percentage of businesses: � Apply for a business loan or gant: 3 percent o Receive assistance in locating a site: 2 percent � Receive assistance in 5nding employees: 1 percent � Receive assistance in creating a business plan: 0 percent 2 � � � � � � � �� :� � � � � � � �' � � � Gx�rxlc i TYPES OF INTERACITONS WTTH CITY GOVERNMENT o� � ao% .� so% q5-ioy ��•. Percentage of Businesses Identifying At Least One Interaction in 1994 Call for police services Receive an inspection of your business Apply for a permit Use City library services Attend a public meeting Contact City regarding parking issues Apply for a business license Interact with water utility Cali for repair of street, sidewallc, curb or street light Submit a quote or bid Receive approval for a project Call for fite services Call regarding snow removal File a complaint about conditions of property Apply for a business loan or grant File a complaint about quality of service Receive assistance in locating a site Receive assistance in finding employees Call for Services Enforcement Enforcement Call for Services Other Call for Services Enforcement Call for Services Call for Services Other Other Call for Services Call for Services Other Financial & Technical Other Financial & Technical Financial & Technical 48.8% 41.4% 25.8% 20.7% 20.0% 18.2% 18.1% 15.9% 153% 13.7% 12.0% 9.2% 7.2% 6.5% 2.9% 2.4% 2.3% 1.2% 3 � Call for Services Enforcement � Other � Financial(Technical �5-io� 2. RATING OF ALL INTERACTIONS: OVERALL QUALITY OF SERYICE Businesses were aslced to rate interactions with City government in four general azeas: Calls for Service, Enforcement, Financial and Technical Assistance, and "Other." The general area registering the highest rating of satisfaction was Calls for Services, where 30 percent rated overall quality of service "very good," 42 percent rated it "good" and 18 percent rated it "fair." Only 7 percent of respondents rated the overall quality of Calls for Service "poor", and 3 percent rated it '�ery poor." On average, the rating of overall service quality in this azea was 3.89 (with 3= Fair; 4 = Good). The general azea of Financial and Technical Assistaace was remarkable for its small number of responses, malang its resulu less reliable than those for other general azeas. It is also notable that the Financial and Technical Assistance ratings were strongly bimodal, in contrast to the ratings for the other geaeral categories. That is, neazly all ratings in this category were either positive or negative (57% Very Good or Good; 39% Poor or Very Poor). In written responses, businesses suggested a number of ways to improve the way City government interacts with business customers. The most frequently mentioned responses were: � Show appreciation for businesses; Iisten, visit, treat businesses ethicalIy as customers. � Improve problematic parldng situations. � Improve the planning and management of street repairs and cleaning. � Focus on good basic services; privatize some current public functions. See pages 39-40 for a complete summary of these suggestions. 4 � q5-ioy GxArxic a j RATIl�tG OF ALL INTERACTIONS: OVERALL QUALITY OF SERVICE ,� � � � � � .� � � � � � � � � � � � 5 Enforcemenc othor Call for Services Finanaal/1'echnical' 3. RATIl�TG OF "CALL FOR SERVICES" INTERACTIONS q5-�a� � � The general rategory of Call for Services consists of seven specific types of interactions: o Call for police services � Use City library services o Contact City regarding pazking issues � Interact with water utility � Cail for repair of street, sidewalk, curb or street light � Call for 5re services � Call regarding snow removal Of the four general categories in this survey, Call for Services had both the highest number of interactions and the highest quality ratings, with an overall rating of 3.89 (3 = fair, 4= good, 5= very good). Survey respondents rated courtesy of staff as the best aspect of service quality in this category (average rating of 4.10), while timeliness of assistance received the lowest mazks (average rating of 3.'1�. As is evident on the following pages (pp. S- 13), this same pattem aLso heid true for the other general categories. 0 � GRAPHIC3 � � RATIl OF "CALL FOR SERVICES" INTERAGTIONS � � � � � � � � � � � � � � i � � � Courtesy Responsveness Heipfulness Timeliness OVERAI,I. �5��0� 4. RATING OF "ENFORCEMENT" INTERACTIONS The general category of Enforcement consisu of three specific types of interactions: � Receive an inspection of your business � Apply for a permit � Apply for a business license This general category ranked second after Call for Seivices, both in number of interactions and in quality ratings, with an overalt rating of 3.73 (3 = fair, 4= good, 5 = very good). As is the case with other general categories, survey respondents rated courtesy of staff as the best aspect of seivice quality in this category (average rating of 3.99), while timeliness of assistance was rated as the weakest aspect (average rating of 3.63). 0 I GRAPIiIC 4 a � - �oy � RATIldG OF "ENFORCEMENT' INTERACTIONS � � � � � � � � � � � � � �� 0 Courtesy Responsveness Helpfulness Timeliness OVERALL q 5 - �a� 5. RATING OF "FINANCIAL AND TEC�CAL ASSISTANCE" INTERACTIONS The general category of Financial and Technical Assistance consists of four specific types of interactions: � Apply for a bvsiness loan or grant � Receive assistance in locating a site � Receive assistance in finding employees � Receive assistance in creating a business plan This general category had a small m�mber of respondents, making its results of low statistical reliability. It was also notable in that its ratings were strongly bimodal — a high percentage of positive ratings combined with a high perceniage of negative ratings. Again, survey respondents rated courtesy of staff as the best aspect of service quality in this category (average rating of 3.88), wlule timeliness of assistance was rated as the weakest aspect (average rating of 3.17}. 10 1 Q5-�oy GRAP�iIC 5 � RATII�IG OF "FINANCIAL & TECH1vICAL ASSISTANCE" INTERACITONS# � ,� � � � � � � �, � � � � � � � � 11 Courtesy Responsveness Helpfulness Timeline�s OVERAII. q5-�a� � 6. RATING OF "OTHER" INTERACTIONS A final general category —"Other" — consists of five specific types of interactions: � Attend a public meeting o Submit a quote or bid o Receive approval for a project � File a complaint about conditions of property � File a compiaint about qnality of service This general category ranked third in quality ratings, with an overall rating of 3.61 (3 = fair, 4= good, 5= very good). As was true for all other general categories, survey respondents rated courtesy of staff as cleazly the best aspect of service quality in this category (average rating of 3.93). Timeliness of assistance was again rated as the weakest aspect (average rating of 3S9). However, in the Other category, ratings for timeliness of assistance were nearly equai to those for responsiveness of staff, and helpfulness of staff. � � � GRAPHIC 6 (� Fj - f �L� RATII�G OF "OTI�R" INTERACTIONS � � � � � � � � � � � � � � � � � 13 � Courtesy Responsveness Helpfiilnesc Timeliness OVERAII. q�-io� � 7. BUSINESS SERVICE CENTER The survey asked businesses if they were aware of the new "Business Service Center" which the Cityis establishing to serve as a single point of access to Saint Paul's business and economic development services. Only 9 percent indicated that they were previously aware of the Business Service Center. One part of the Business Service Center will be an intake program providing businesses with improved access to business and ecanomic development services through a single phone m�mber and location A total of 26 percent of respondents indicated that tbey would 5nd this service 'wery valuable" for their business, 30 percent "moderately valuable," 29 percent "slightly valuable," and 16 percent "not valuabie." A second part of the Business Service Center will be an outreach program consisting of service representatives who will work outside of the office, directly with selected businesses, to help them overcome barriers to success and identify opportunities for growth. Tn general, respondents were somewhat less interested in this outreach program, than with the intake program: 21 percent of respondents indicated that they would find this service "very valuable" for their business, 27 percent 'waluable," 28 percent "slightly valuable;' and 23 percent "not valuable ° See pages 4Q-41 for a summary of written comments about the intake and outreach programs of the Business Service Center. � 14 � � � � � � � � � � � � � � � � � � � GRAPHIC 7 BUSINESS SERVICE CENTER �5 -�ay Awareness of Business Service Center No �9i.�� Y�s (a756) Value of Intake Program 302%) V0.IuaWe (25.6%) Very (1S5%) Not (2&7%) Slight Value of Outreach Program (27.4%) Valuable (?8.096) SliBht 15 (21.4%) Very � (232 Not q5-ia� 1 8. INTEREST IN CHANGES IN CITY SERVICES Eight potential changes were suggested to businesses regazding the way City services are provided. The level of interest in potential changes clustered into four groups: Great Iatenest ° Surnmmy of Changes in Regulationr and Prog�ms: The greaxest interest was indicated for the idea of publ'c� a regular s�mmary of changes in City programs and regulations affecting businesses. Some level of interest was expressed by 77 percent of all respondents: 30 percent "very fnterested" an@ 47 percent "interested." Significant Interest � Information without Speaking Directly to Staff: More than 18 percent of respondents indicated they were 't�ery interested" in the ability to receive recorded information by phone or printed information by fax, without spealdng directly to Ciry staff. Nearly 43 percent indicated that they were "interested." City O�ces Open Early and Late (morning and evening): This suggestion attracted 16S percent of respondents at a level of "very interested." Another 42 percent iadicated they were "interested." Moderate Interest � Computer Connection with City (ability to receive information and communicate tbrough a personal computer with direct City connections) New City Of,j4ces Outside of Downtown Electronic Customer Service Kosks (in numerous locations — providing information about City services and handling a variety of transactions) Little Interest � 0 City O�ces Open Weekends Use of Credit Ccvd to Pay fos City Services � 16 GRAPHIC 8 INTEREST IN CI�ANGES IN CITY SERVICES G�7 ,� 0 60% q�-ioy $0% ��•. ::;`:;::I Summary � Information Without Staff � Offices Open Early and Late Computer Connection New Offices �;>.�::;:�:�;:�::f ElectronicKiosks Offices Open Weekends Credit Card - Interested � Very Interested Interest in Changes in City Services Summary of changes in regulations and programs Information without speaking directly to staff City offices open early and late Computer connection with City New City of6ces outside of downtown Electronic customer service kiosks City offices open weekends Use of credit card to pay for City services Veryinterested 30.2% 18.4% 16.5% 15.3% 15.3% 11.4% 11.0% 11.2% Inierested NotIaterested 47.1% 22.7% 42.7% 38.9% 41.6% 41.9% 36.4% 48.3% 35.5% 49.1% 36.4% 52.2% 22.3% 66.8% 17.2% 71.6% 17 q5 -io� i 9. ASSESSMENT OF OYERALL BUSINESS CLIMATE Two questions were asked to gauge how businesses assess the overall business climate at the time of the survey. When asked to rate the prospects for growth at their establishment during the coming year, 21 percent indicated that prospects were "very good," 26 percent indicafed that prospects were "good" and 33 percent indicated "fair." In wntrast, 11 percent rated their prospects "poor" and 10 percent 'bery poor." Businesses were also asked how they regazd Saint Paul as a place for their esta.blishment to do business. Responses to tbis question were aLso positive: 26 percent rated Saint Paul '�ery good," 47 percent "good," 27 percent "fair," 7 percent "poor" and only 4 percent bery poor," In written responses, bnsinesses suggested a aumber of things that would make Saint Paul a better place for their establishment to do business. The most frequenfly mentioned responses were: � I.ower taxes. � Lower Workers Compensation rates. � More downtown businesses and employees. o Improved downtown pazldng -- e.g., free, reserved for c�stomers. � I.ower crime rate. o More dowatown activity — e.g, promorions, nightlife. o More business in Saint Paul. See pages 42-45 for a complete swmmary of these suggestions. � Ef? GRAPHIC 9 q 5_ I � 1� ASSESSMENT OF OVERALL BUSINESS CLIMATE Prospects for Coming Year Good �_._. Fair (33.09 (m•6'9o� Very Poor (9.6'&) or iq'o) Saint Paul as a Place to Do Business Good (a�.i%) V (3.S� p•�) Ve Good (16.0%) 19 Fair (26.5%) q� - �oy 1 10. SELECTED RATINGS BY ECONOMIC SECTOR Several questions gathered data regazding the chazacteristics of the businesses responding to the survey. This allows for analysis of the attitudes of different types of businesses through the statistical procedure of cross tabulation. Some of the more important cross tabulation results aze �mmari�ed on the following pages: ratings by economic sector (Graplric 10), size of bnsiness (Graphic 11), and age of business (Graphic 12). The highlighted ratings focus on three different aspects of the overall bUSiness climate — City services, growth prospects for the coming year, and Saint Paul as a place to do business. Graphic 10 displays these ratings by three aggregated economic seMOrs: goods- producing (13.1% of all respondents), distn'butive (30.9% of all respondents), and service-producing sectors (56.0% of all respondents). Notable conclusions from Graphic 20 include: � � � � � � Overall City Services rated higher than growth prospects or Saint Paul as a , place to do business for all sectors. Goods-Producing Sectors registered: the least variation among the three raiing categories (ratiags of overall C�ty services, growth prospects, and a Saint Paul locaxion were almost equal) the lowest rating of City services and Saint Paul as a business Iocation the highest expectation of growth for the coming year Distributive Sectors registered: the greatest variation among the three rating categories the lrighest rating of CYty services the lowest expectation of growth for the coming yeaz Service-Producing SecWrs registered: the Irighest rating of Saint Paul as a place to do business � � m '� GxaPxic io SELEGTED RATII�IGS BY ECONOMIC SEGTOR � 2 �5-�Oy Notes: "Goods—Producing" = Agricultural, Forestry, Fishing, Mining; Construction; Manufacturing "Distn'butive" = Transportadon, Communications, Utilities; Wholesale; Retail "Service—Producing" = Finance, Insurance, Real Estate; Services "Overall City Services" = weighted rating of Enforcement, Financial/Technical, Call for Services, Other Interactions "Growth Prospects" = answer to Q27: How do you rate the prospects for growrth at this establishment during the coming year? "Saint Paul Location" = answer to Q33: In general, how do you regard Saint Paul as a place for this establishment to do business? 21 Goods—Producing Distnbutive Secvice—Producing � Overall City Services Po'� Growth Prospects Saint Paul Location q5-�d� � 11. RATINGS BY SIZE OF BUSINESS i Graphic 11 displays the three business climate ratings by three aggregated size categories: 1-9 employees (65.2% of all respondents), 10-19 employees (13.8% of all employees), and 20+ employees (21.0% of all respondents). One notable pattern is clear from Graphic il: the expectation of growth during the coming yeaz improves as business size increases. Other notable conclusions include: � Overall City Services rated higher than growth prospects or Saint PauI as a place to do business for all sectors. � Size Category lA Employees registered: the lowest rating of CYty services the lowest expectation of growth for the coming yeaz � Size Category 10-19 Employees registered: - the lrighest rating of City seivices - the highest rating of Saint Paul as a business location o Size Category 20+ Employees registered: - the highest eacpectation for growth in the coming year - the lowest rating of Saint Paui as a business location 22 r GRAPHIC 11 , SELECrED R.ATIl�GS BY SIZE OF BUSINESS � s � a � 3 � 2 � 1 � 0 � � ,� � � � � � � a�-�� Notes: "Overall City Services" = weighted rating of Enforcement, Financial(fechnical, Call for Services, Other Intenctions "Growth Prospects" = answer to Q27: How do you rate the prospects for growth at this establishment during the coming year? "Saint Paul Location" = answer to Q33: In general, how do you regard Saint Paul as a place for this establis}►ment to do business? ►•'��, 1 Employees 10 Employees 20+ Empioyees � Overall City Services �`£`�� Growth Prospects Saint Paul Location �5-�a� � 12. SELECTED RATINGS BY AGE OF BUSINESS Graphic 12 displays the three business climate ratings by three aggregated age categories: 0-5 years (15.0% of all respondents), 6-10 years (153% of all employees), and 11+ years (69.8% of all respondents). Two notable pattem aze revealed in Graphic 12: � the expectation of growth during tbe coming year decreases substantially as business age increases. � the rating of City services improves slightly as business age increases Other notable conciusions include: � Age Category 0-5 Years registered: - the lowest rating of City services - the highest expectation of growth for the coming yeaz - the highest rating of Saint Paul as a business location - note that this was the �y category in Graphics Io-12 where C`ity services were rated lower than Saint Paul as a business locarion � Size Category 6-10 Years registered: - the lowest rating of Saint Paul as a business location � Size Category 11+ Years registered: - the highest rating of City services - the lowest expectation of growth for the coming yeaz � 24 � � � � � � � � � � � � � � l_� � � f_� GRAPHIC 12 SELECTED RATIl�IGS BY AGE OF BUSINF.SS s a 3 � 1 0 q5- fd�j Notes: "Overall City Seivices" = weighted rating of Enforcement, Financial(I'echnical, Call for Services, Other Interactions "Growth Prospects" = answer to Q27: How do you rate the prospectc for growth at this establishment during the coming year? "Saint Paul Location" = answer to Q33: In general, how do you regard Saint Paul as a place for t�is establishment to do business? 'r� 0-5 Years 6-10 Years 11+ Years � Overall City Services a��M� Growth Prospects - Saint Paul Location � � APPENDIX A RESPONSES TO SURVEY QUESTIONS: NUMERICAL � � � � 1994 � S aint Paul � Business Surve � y � � � � CTTY OF SAINT PAUL �5-ib� 27 q5-�oy� � � '� Instructions This survey is part of a new effort by the City of Saint Paul to assess how businesses feel about City govemmenYs role in making Saint Pau! a better pface to do business. Your comments will assist City officials in making improvements in ihe way services are delivered to businesses in Saint Paul. We ask that someone who is knowiedgeable about the relationship of your business with Saint Paul City govemment take a few minutes to fiill out this questionnaire. When the survey is completed, piease retum it to the Saint Paul Department of Pianning and Economic Development. If you have any questions about this survey, piease contact the projeci director, Mark Vander Schaaf, at 266-6637. �► Interactions with City Government 01. ENFORCEMENT: During the year of 1994, have you or other members of your business come into contact with City representatives for any of the folbwing in connection with your business? (Circle one for each ilem.) a. Apply for a business license b. Apply for a permit e. Fteceive an inspection of your business d. Other enforcement (�4 1. Yes 2. No 9! 1.Yes 2.No ( 4 6 1. Yes 2. No a.6 1. Yes 2. No G2. Based on these iMeractions, what are your perceptions about SaiM Paul City govemmeht in ihe area of ENFORCEMENT? (Circie one iw each item.) a. Courtesy of staff 1. Very b. Responsiveness of staff 51. Very c. Helpfulness of staff 331. Very d. Timeliness of assisianc a91. Very .. ae�ri c�i�. a�� 3zt. ve � 5. Very Poor d 5. Very Poor J 5. Very Poor 7 5. Very Poor 5 5. Very Poor 862. Good 33 3. Fair 7 4. 7k2. Good 3�3. Fair lq 4. 712. Good 40�. Fair 15 4. 782. Good yy 3. Fair (4 4. 852. � 3Q3. Fai iaa. 28 � � �� C � i � �7 � i � � � � � � � � q5-�oy Q3. FINANCIAL AND TECHNICAL ASSISTANCE: Du��g the year of 1994, heve you or other members of your business come irrto contact with City representatives for any of the foibwing in connection with your businessl (Circle one for each rtem.) a. Appiy for a business ban or grant b. Receive assistance in bcating a site e. Receive assistance in creating a business plan d. Receive assislance in finding empbyees o. Other assistance !O 1. Yes $ 1. Yes p t. Yes 4 1. Yes 2. No 2. No 2. No 2. No 2. No G4. Based on these interactions, what are your perceptions about Saint Paul Ciry govemment in the area of FINANCIAL AND TECHNICAL ASSISTANCEI (Circle one for each item.j a. Couriesy of staff b. Responsiveness of staff c. Heipfutness of staff d. Timeliness of assistance a. Overal{ qua{ity of service Q 1. Yery Good $ 2, Caood 5 3. Fair a 4. Poor 1 5. Very Poor (p 1. Very Good � 2, Good e,�. 3. Fair �p 4. Poor 3 5. Very Poor ,rj 1. Very Good q 2. Good 0 3. Fair 7 4. Poor 3 5. Very Poor $ 1. Very Good $ 2. Good oZ 3. Fair 4 4. Poor 5 5. Very Poor 6 1. Verv Good 7 2. Good � 3. Fair 4 4. Poot 5 5. VeN P�,�,r Q5. CALL POR SERVICES: During the year of 1994, have you or other members of your business come into contact with City representatives tor any ot the following in co�nection with your business? (Circie one tor each item.) a. Call for repair of strest, sidewalk, curb or street IigM b. Call regarding snow rertroval e. interact with water utitity d. Contad Ciry regarding parking issues a. Caii for police services f. Call for fire services g. Use City library services h. Other calis for service _ S3 i. Yes �5�. ves 55 �. ves b3 � • Yes ! 641. Yes 3� 1. Yes ?�-1. Yes 13 1. Yes 2. No 2. No 2. No 2. No 2. No 2. No 2. No 2. No Q6. Based on these interactions, what are your perceptions about Saint Paul City govemment? (Cir�le one for each Rem.) a. Courtesy d staff 761. Very b. Responsiveness of staff 671. Very e. Helpfulness of staff 671. Very d. Timetiness of assistance R 1. Very o. Overell quality of service 6�1. Ve P� Good 4 3. Fair y 4. Poor 4 5, Very Poor Good 343. Fair (R 4. Poor y 5. Very Poor Good 3f� 3. Fair 1S 4. Poor 4 5. Very Poor Good 37 3. Fair 17 4. Poor 1 a 5. Very Poor Good 383. Fair �b 4. Poor b 5. Verv Poor P� � � � q5-�a� �! �7. OTHER INTERACTIONS: During the year of 1 gg4, have you or other members of your business come into contact wfth City representatives for any of the folbwing in connection with your business? (C�le ohe for each rtem.) a. Submit a quote or bid b. Receive approval fw a project e. Attend a pubiic meeting d. File a complairrt about quality of service t. File a oomptaint about condicions of property f. Other 47 1. Yes 4 I 1. Yes 68 1. Yes $ 1. Yes atbL 1. Yes 6 y. Yes 2. No 2. No 2. No 2. No 2. No 2. No Q8. Based on these interactions, yvhat are your per�eptions ebout Saint Paul City govemment in the area of OTHER INTERACTIONS? (Circle one for each itemJ a. Courtesy oi staff b. Responsiveness of staff e. Helpfulness of staff d. Timeliness of assistance �. Overall qual'dy of service �91. Very Good ,2 Very Good i q t. ve�y Gooa ddl . Very Good i q 1. Verv Good 12. Good !9 3. Fair 6 4. 12. Good d53_ Fair $ 4. i2. Good a3. Fair tl 4. �2. Good d63. Fair 5 4. k2. Go od d83. Fair 8 4. .1 5. Very Poor 7 5. Very Poor 4 5. Very Poor 9 5. Very Poor 5 5. Very Poor Q9. What suggestions do you have for improving the way City govemmenF iMeracts with business customers7: See Apoendix B 30 � � ' � � q5 - M��-f ++ Business Service Center The City is in the process of estabiishing a'Business Service Center to serve as a single point of access to Saint Paul's business and economic development services (including financing, technicai sssistance. Gcerssing and permits). The to{bwing questions ask for yau i�xst about tfiis service center. �10. Were you previous�y aware of the Business Service CeMei't (Cirole one.) 30 �. Y� 3�5 2. No C11. One paA of the Business Service Center will be an INTAKE program providing all businesses � with improved access to bus+ness end economic development services through a singte pMne number and location. How valuable do you think this service couid be for YOUR business? (Circle one.) 84 i. Veryvaluabie Q9 2. Moderatelyvaluable Comments: 94 3. Slighttyvaluabie 58- 4. Not valuable See ADpend i x P� �12. A second part of the Business Service Center will be an OUTREACH program consisting of service representatives who wilt work outside of the office, directly with selecled businesses, 2o help them overcome barriers to success arxi identity opportunities tor growtfi. liovr va4u able do you think this service could be for YOUR business? (Circle one.) � � 1. Very valuable 9 � 2. Moderately valuable Comments: 9 3 3. Slightly valuabie 77 4. Notvaluable 31 q� -��y ! �► Changes in City Services A number of changes are possble in the way Ciry services are provided. How iMerested would your business be in the foibwing?: �13. Abiliry to receive irdortnation and communicate through a personal computer with direct City conned'ans — for example, informat'an about water usage, pubiic works projects, building and zoning regulatans, sociai and ecoramic data. (Circle one.) 53 1. Very interesied iae 2. �me��a /67 3. Not interested Q74. Ability to receive recorded infortnation by phone w printed intormation by fax, without speaking directly to City steff — tor example, infortnation about licensing requirements, application fortns. (Circle one.) 6�} 1. Very interested 1y8 2. Interested ! 35 3. Not interested Q15. Electronic customer service kiosks in numerous bcatwns that would provide information on Ciry services and handle a variety of business transactions — for exampie license applicafans and processing. (Circle one.) 39 1. Very ir�terested Id5 2. Interested 1'79 3. Not interested f}16. Existing City offices open early momings, and evenings. (Cirde one.) 5l 1. Very interested ! 4 4 2. Iraerested ( y S 3. Not interested �77. Existing City offices open weekends. (Circle one.) 38 1. Very interested 77 2. Interested ,�31 3. Notinierested G18. NEW City offices OUTSIDE OF DOWNTOWN that would handle a variety of transactions or services relating to businesses. (Cirole one.) 53 1. Very iMerested � a3 2. IMerested ! 70 3. Not interested ! 32 1� � � i � � � � � � � � q5 - I Oy Q19. Ability to use c�edit card to pay for itetns such as water senrice,licenses, pertnits. (Cir�{e one.) 39 7. Very interested 60 2. Irnerested d 4q 3. Not irrierested Q20_ Regular p�lication of summary of changes in City programs and regulatans affecting businesses — for example, licensing, zoning, building codes, heaRh inspection. (Circle one.) /05 1. Very irderested : (04 2. Irrierested 79 3. Not interested Q21. What other changes in City senrices wouid your busiriess ►ike to see? See APPend i x B �► Generai Ba�kground — Companywide Questions 22 through 26 relate to your company as a whole. if your company has more than one establishment, piease answer relative to ALL establishments. Q22. What is the main type of product or service provided by your business? (Cirde one.) 3 1- AgricuRure, Forestry, Fishing, Mining ( 8 2. Constructan q 4. Transportation, C 17 5. Whotesale Trade di 7. Finance, � � ba a. seNxeS � � � ' � Estate Goods- Producin9 pistribvtive, Service- Prod�cing G23. How bng has your business been in operationT (Cirole one.) ! 0 1. 0 to 2 years 43 2• 3 to 5 years 5y 3. 6 to 10 years 3 47 4. Nbre than 10 years 33 � a5-►oy �1 �24. How bng hes you� business opereted in Saint Paul? (Circle one.) 2 t 1. 0 to 2 years $f 2• 3 to 5 years 5� 3. 6 to 10 years dd4 4. More than 10 ears Q25. Where is the headquarters of your business7 (Circle one.) 3061. ao 2. 33. 1 a a. fi 5. I 6. SaiM Paul Twin Cilies Metropolitan Area (Outside of Saint Paul) Minnesota (outside of Twin Cities) Upper Midwest (outs�de of Minnesota) Unded S{ates (outside of Upper Midwest} Outside of United States. Q26. Is your business 51 perceM owned by irxfividual(s) who are minority, female, or hand'icaapped? (Circ)e one.) 77 1. Yes d73 2. No �► General Background — Establishment Questions 27 through 33 relate spec'rficaily to the establishment at the bcation in Saint Paul where this survey was mailed. Q27. How do you rate the prospects for growth at this establishment during the coming yeai'! (Circle one.) 7l 1. Very good 40 2. Good !14 3. Fa'v 37 4. Poor 33 5. Very pc�or �28. What is the primary mar{cet area for this estabiishmenYs products? (Circle one.) /03 t39 3? aa d7 tl 1. 2. 3. 4. 5. 6. Saint Paul Twin Cities Metropolitan Area Minnesota Upper Midwest United Stetes Intemat'anal 1 � � � Ll � � , , � i � LJ 1 � � ' � � i �� r � � � � 1 � r � q5 Q3�. How many empbyees are at tfiis esiablisfimeM? (Circie one.) ! �. �-a l4 s. �oo-2as 8 a 2 . �- s a�. 2so - ass 4g s. to-�s � e. soo-sss 38 4. 2o-as � 9 �,�. t � s. so - ss C31. tiow bng has this establishment been in its cuRent Saint Paul bcation? (Circle one.) 35 7. o co z years 7g 2. stosyears 7b 3. 6 to 10 years � 63 4. More than 10 ears �32. is fhis establishment a member of a Saint Paul business association, such as a chamber of commerce or a neighbortiood commercial association? (Cirote one.) 173 1. Yes a34 2. No Q33. In general, how do you regard Saint Paul as a place for this establishment to do business? (Cirole one.) 55 1. Very good a24 4. Poor l bd- 2. Good 101 5. Very poor 9 I 3. Fair Q34. What would make Saint Paul a better place for this establishment to do businessl �� 35 � q5-�ay �► Concluding Information 035. Do you think that the Ci1y should do surveys more often as a way of making sure that City services meet the needs of SaiM Paul businesses? (Circle one.) �31 1. Yes 93 2. No� Q36. If the Ciiy were to gather more information about the quality of City services hom business customers, which of the following approaches would you prefe(? (Circ{e all thet appty.) �43 1. Written survey 66 2. Ptane survey 70 3. Fxus group — a small group with a facilitator asking key questions 70 4. Persona! iMerviews — one-fo-one 4y 5. Suggestion boxes at public facilities 3 6. Other 36 1 � Q37. Please add any other commeMs about services the City provides to businesses in Saint Paui. � � �� - �a� � 22 ADD f1L� 1 X g ' � 1 [� i � 1 1 1 1 THANK YOU FOR PARTICIPATlNG IN THIS SURVEY C! 1 37 � � � , � L� ��-IOy f�'i11�' APPENDIX B TO SURVEY QUESTIONS: WRITTEN What suggestions do you have for improving the way City government interacts with bnsiness cnstomers? Most Fiequentty Mentioned (5+ Responses) , � Show appreciation for businesses; listen, visit, treat businesses ethically as customers. � Improve problematic pazldng situations. � � Improve the planning and management of street repairs and cleaning. a Focus on good basic services; privatize some current public functions. � Frequently Mentioned (3-4 Responses) � Reduce property taaces. j � Get rid of layers of bureaucracy; reduce staff levels. � Improve telephone skills; stop relying so much on answering machines. o Improve or abolish the Tazgeted Vendor Program; improve general bid � policies. � Be consistent in enforcing rules. � Improved financial/technical assistance. Mentioned (1-2 Responses) � Relax enforcement of business laws. � Buy from Saint Paul vendors. � Improve snow removal. � Fight serious crime, not trivial violations. o Provide better information about grants, fix-up. a Deal more effectively with graffiti, vandalism, and trash problems. o Control of panhaadlers and othez problem people. � Compensate employees based on perfonmance. � Better incentives to retain existing businesses. � Get rid of City Council ward system. o Abolish the 1/2 cent sales ta�c. o Make mechanical and piumbing inspections more timely. � Extended hours for City offices. � Provide businesses with a checklist of license/reguladon guidelines. � Additional golice. � More surveys. 39 q� - �� o Pay less attention to District CounciLs. � Make building inspec[ors available for questions. o Provide better information about bids. � Provide provocative interaction about business issues — e.g., workshops, seminars. � Create "account executive" positions for each business assisted. � Improve police response time. o Don't make businesses repeat the same paperwork year after yeaz. o Reduce license reqvirements. o Lower water and sewer costs. [� � � i � Qll Comments regarding IIVTAI� pmgram of Business Service Ceater. � Most Frequerctly Mentioned (5+ Responses) � Make sure the service is accesssible — real people answering the telephone promptIy. Tsn't necessary — improve. goverament isn't qualified to teach businesses how to An important step in the right direction. Frequently Mentioned (3-4 Responses) Important to have a single, central office. Should be used to help simplify services, reduce cosu. Mentioned (1-2 Responses) o Important to focus on information and awazeness. o Should provide small business financing, loan and grant information. � Will just add another layer of bureaucrary. � Should use money to reduce property taaies instead. o Shouid focus on dowatown. � Might be good — depends on what is offered. � Should provide more detailed information about how bids aze approved. � Should provide informaflon about cultural fnitiative. � Should help non-profits. � Need for energetic communication � Should provide guidance regazding compliance. � Needs to have the authority to make things happen. o May be useful for startups, but not after that. 40 q5 - lo� Q12 Comments regarding OUTREACfi pmgram of Business Service Center. Most Frequeraly Mentioned (S+ Responses) � Good idea Frequently Mentioned (3-4 Responses) ° Fspecially important for small, and minority/women-owned businesses. � Not an appropriate government function -- especially the "social program" implications of outreach. Mentioned (1-2 Responses) � Important for business to have contact with real person. � Not as important as tbe intake function. � Respondent not sure how it would work. o Not likely to work because goverament staff don't have business background. � Could be useful in coordinating volunteer services to businesses. � Only would be useful for uneducated. � Success will depend on staff knowledge and resources. � Should work on reducing licensing requiremenu. � Should function as a liaison to Mayor and Police. � Ciry should relax attitudes about business noise and congestion. � Should help with training. � More important than intake function. � Seems better suited to mature company looking to expand. � Maybe should offer classes and seminars for groups of businesses. Q21 What other changes in City services wonld your business like to see? Most Frequently Mentioned (5+ Responses) � Reduction of government costs, taxes. � Reduction of regulafion, licensing, paperwork. Frequently Me�uioned (3-4 Responses) o Stay personal, don't get too complicated and too refiant on technology. � Information and improved consideration on street construction, closing. � Better police protection. o Improved snow plowing. 41 q5 - �oy ! � Consistency in enforcement a CS�stomer focus. Menrioned (12 Responses) � No new services (implement other suggestions first) � Clean city. � Safe city. � G�t back on welfare. � Downtown hotline to report suspicious or problem situations. o Flexibility. � Don't try to heip business in ways where the CYty has no expertise. � Provide assistance with loan/grant applications. � Clean streets more frequenfly. o Embrace electronic data transfer as the wave of the future. o Better training of inspectors. o Follow-through on health inspections. � Have a fair process for considering zoning and licensing appeals. � Provide informarion about what to expect from police. � Improved sidewalk repair. o Assistance in property acquisition and facility growth needs. � Coordinated services for downtown visitors. � Major visitor attraction. o Elimination of all but essential City services. � More downtown lighting. � Professional window and storefront lighting downtown. � More recruitment of downtown businesses. Q34 What would make Saint Paul a better place for this establishment to do business'! Most Frequently Mentioned (5+ Responses) o Lower taxes. o Lower Workers Compensation rates. � More downtown businesses and employees. o Improved dowatown parking — e.g., free, reserved for customers. o Lower crime rate. a More downtowa activity — e.g, promotions, nightlife. o More business in Saint Paul. 1 42 ' � , � � lJ �l ' ' � � Fiequently Mentioned (3-4 Responses) � No 1 J2 cent sales tax. o Better access to dowatown. � Economic and community development on East Side. � Better promotion of city image. o Qeaner city — less litter, graffiti, etc. Mentioned (I 2 Responses) o Lower costs of doing business. � Better educated workforce. o Streets open more often. � Re-open Holiday Inn — more hotel rooms. � Increased police presence. � More downtown retail attractions, better shopping environment. � More pazking. � Cleaner downtown building exteriors. � Fewer regulations. � Better lighting of streets and pazldng azeas. o More 5nancial and technical assistance. � Higher income for Saint Paul residents. o I.ess influence by unions. � Less government influence. � Improved police presence on Payne Avenue. � Incentives for businesses to maintain property. � I,ess government employment. � Special financing for business in non-owner-occupied property. o Fewer special evenu that restrict access to downtown. ' � Rapid transit to Minneapolis. � More skyway signs identifying businesses. o Lower rent. q5 - ioy , � Abolish Tazgeted Vendor Program. o City offices and libraries open evenings. � Compensation of GYty employees tied to service, not longevity. � � Free employee pazldng across river from downtowa. � Improved CYty services. ' � Improved C�ty activities to affect appearance of Saint Paul. � Low-interest loans for small businesses. � Downtown networldng opportunities such as the Saint Paul Athletic Club , ' ' once provided. � Fewer obnoxious drunks, vagrants — especially downtown. � Changes in State law to encourage pbysicians and psychotherapists to be employed here. 43 � q5-�o� a Patronage of downtown busiaesses by Saint Paul residenu. � Kids staying in school. � Better law enforcement. � Police foot pauols on West Seventh Street. � Move Dorothy Day Center out of downtown. � More night police patrols. � Better capitalization on arts and entert �an�snt for downtown business development � Better education regarding mental health and mental illness. � Waterfront development � Less drug traffic in Frogtown/Aurora SL Antho� aeighborhood. o Fewer group homes. � Foot patrols by one officer, one volunteer. � More street sweeping. � I.ess Catholic influence in private matters. � Ct�rbside rerycling. � Improve Midway. � More business networks and organi�ztioas. � Consistency in licensing and inspection. � Stronger middle class neighborhoods. � More independent businesses on Grand Avenue. � Trolley on Grand Avenue. � Easier to get around in Saint Paul. � Faster and better coordinated road construction � Continued promotion of dowatown and Grand Avenue. � Don't over-regulate Grand Old Days. � Less regulation of hospitality industry. � Logical way to make common-sense decisions. � Abolish the Welfare Department. � More nightlife in Saint Paul. � I.ess GYty spending. o I.ess restrictive environmental laws. o Move Saint Paul out of Minnesota. o Remove impediments to building trade certification. o Reduce problems caused by State Fair. � Improve the environment o Improve housing. � Better local lending by local banks. o Improved business appearance. � Better State laws. � Stable tax base. o More inspection of nursery schools. o Small trucks atlowed on Interstate 35E. � C�rfew for juveniles - 10 p.m, 44 � � ' ' L. ' ' ' � � � � � � � � � q5 -►oy o Remove crack houses. � Closer supervision of welfaze fraud. � Lower sewer fees. � More responsive government Q37 Please add sny other comments sbont services the City grovides to bnsinesses in Saint Panl. Most Fiequeraly Me�Uioned (S+ Responses) � City serrices should be limited to basics. � Need for action — implement ideas that have already been proposed. Fiequently Mentioned (3-4 Responses) � Need for more downtown businesses. � Eliminate troublesome government regulations. ° G�ty HaII is self-serving; doesn't teally cace about businesses. � Treat businesses with respect as customers. Mentioned (1-2 Responses) fl The CSty shouldn't dig up streets several times a year. o The survey won't make a difference. � Downtown pazking must be improved. � Need for better snow removal. � It would be valuable to provide service in locating properry. o There should be upbeat atuactions to bring people downtown. o Downtown business is declining. o Rules for doing business with the CYty are too much trouble. � CSty Hall seems to work only 4 days a week (gone Friday). � More surveys should be done after action plans have had some time to work. � More security is needed on skyways during the weekend. � Cleanup sidewalks, streets, bvs stops. � Businesses shouldn't have to go through so many councils to get a project approved. � There should be free shuttles to distant pazking lots. � Use volunteer organizadons as much as possible. � Too many businesses and people are moving to Minneapolis. � There should be a total ban on road wnstruction. � More law enforcement. � Need for a business corridor, not a cultural corridor. 45 � q5 -�o� 1 o Business lioense fees have gone up too much. � Lexington Avenue reconstruction was done poorly — took too long, not sufficient notification. o Snelling Avenue should be cleaned in the summer. o The Mayor's emphasis on small business is good. � Interested in contracting with C�ty Attorne}�s office. o Too many restrictions on liquor. o Not enough restrictions on food business. o Gas meters on outsides of buildings are ugiy. o IYs unfair to chazge fees for false alarms. o It would be better to give money directly to businesses for facade improvements than to District Councils for sueetscape projects. � Some businesses got compensated during recent construction, but others did not — this isn't fair. � Surveys should be done every 3-4 years. � Too many licensing requirements. o Not enough inspections. o Doesn't want to be bothered with more surveys. � Need better police response time. o There should be financial help for business expansion. � More police protection is needed. � Wants to know how to bid on contracts. � Automated phone systems aze frustrating. � Councilmember is not interested in helping. o Business outreach function could be a helpful catalyst for change. � Concem with Highland Pazk police of5cer who isn't serving neighborhood well. � Businesses should not be required to pay for inspections. o Opposed to river&ont development across the river from downtown. o Re-open the Holiday Inn. o Money for the Com�ention and Visitors Bureau is a waste. o Downtown streets and storefronts must be brighter. � Overall, Saint Paul is a very good city. 1 � tl C!� ' ' t Stndy Design l� , , , APPENDIX C SURVEY PROCESS AND METIiODOLOGY a�-io� The 1994 Saint Paul Business Suivey was coaducted as a mail survey and prepared under the direction of the Economic Development Strategic Action Team, a group of City department directors whose work relates closely to the bnsiness community. The questionnaires were designed by an interdepartmental worldng group, which received input from a group of local business leaders, and from the Saint Paul C�ty Council. The final version of the questionnaire was approved by the Economic Development Strategic Action Team. Study Sample ' The Saint Paui Business Survey was sent to a random sample of 800 Saint Paul organizations wiW business phone listings, with the exclusion of government offices, , schools and churches. Three seu of mailing labels were provided by Contacts Influential, each label supplied with its own unique identification number that allowed survey responses to be uacked. L _J ,� � � Data Collection Procedure The procedure used for this mail survey was based on a three-part process recommended by the Minnesota Center for Survey Research, and adopted as a model process for City use by the TQI C�stomer Expectations Demonstration Project Team in 1993 . The intial mailing on October 7th consisted of: 1) a cover letter from Mayor Coleman inviting participation in the study; 2) a survey instn�ment; and 3) a self-addressed stamped return enveloge. On October 14th, one week after the fust mailing, a reminder postcard was sent to each ' business thanking them if they had already filled out the questionnaire, and asking them to take the time to rnmplete it if they had not already done so. ' LJ �J The last mailing, on October 28th, was sent to non-responding businesses and consisted of: 1) a follow-up letter fram the Project D'uector, Mazk Vander Schaa� which stressed the importance of the survey; 2) a survey instrument; and 3) a self-addressed stamped return em�elope. 47 q5-�o� i As a result of following this proccdure, 355 valid responses were received by a November , 4 data entry deadline. Out of 733 deliverable surveys, tbe 355 responses represent a 48 percent response rate. An additiona120 suiveys were received too late to be included in ' anatysis for this report. Peak survey returns occurred within a few days after each ma;t;no, illustrating the importance of using multiple mailings to ensure a high response rate (See Graphic 13 on page 49 below). , Data Management Editing and coding of the business survey included checlong for response clarity and eliminating multiple responses when single-answer responses were sought After coding and editing were completed, the numerical responses in the questionnaires were keyed into a I.otus spreadsheet and uansported into SPSS for statistical analysis. Written comments were uanscribed in WordPerfect format before being su*nma in A.ppendix B above. 48 GRAPHIC 12 SCHEDULE OF SURVEYS RECEIVED .� 50 � 30 �►7�; 10 C q5'Id� 49 7 9 16 23 30 1 2 9