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7.1. EDSR 11-18-2019 Request for Action To Item Number Economic Development Authority 7.1 Agenda Section Meeting Date Prepared by General Business November 18, 2019 Amanda Othoudt, ED Director Item Description Reviewed by Chamber Business Survey Summary Cal Portner, City Administrator Reviewed by Action Requested Hear presentation by Debbi Rydberg, Elk River Chamber of Commerce. Background/Discussion At their strategic planning meeting in early 2018, the EDA requested the Elk River Chamber of Commerce conduct a business survey to better understand the experiences of business owners, contractors, developers, and service professionals who have developed, expanded, built new commercial property, or otherwise engaged with the city in the preceding 60 months. The results of the survey were completed by the Chamber on February 25, 2019. On March 6, 2019, staff requested information regarding the methodology used in the survey before the public presentation. At the May 20, 2019, EDA meeting, Commissioner Westgaard requested permission to work with the Chamber to facilitate a conclusion to the survey. He stated his intent would be to have actionable results and action items for 2020. Focus Groups were facilitated by the Elk River Chamber of Commerce on July 30-31, 2019. A summary of the focus group discussion is attached. Financial Impact N/A Attachments  Focus Group Summary The Elk River Vision A welcoming community with revolutionary and spirited resourcefulness, exceptional service, and community engagement that encourages and inspires prosperity Summary of the Focus Group Discussions: Focus Group held July 30 & 31 The following is a list of common themes we heard throughout the group discussions. They include challenges, highlights and suggestions for improved relations with the existing and potential ER business community.  Some of the current staff are seen as bright and talented individuals who should be recognized for their leadership and customer service focus. The changes in these roles have been refreshing and impressive.  There is a need for balance between desire for beautification and business use of property (storage, signage etc.)  The business customer often does not feel their risk is appreciated or understood. Empathy does not mean bending the rules.  Can there be a proactive approach to business development such as educating builders, contractors, owners before a project is submitted?  Communications regarding process requirements for Building permits, Codes, Loan programs and Ordinances needs to be timely, consistent, clear, transparent and communicated up front, before excessive money is spent.  Communicating in person vs. sneaking around taking pictures or sending threatening letters would be appreciated more.  Several references to the ‘enforcement’ verbiage on the city truck were used as an example of a philosophy being tilted away from personable customer service.  EDA/HRA Loan processes are cumbersome. Can they be simplified and expedited?  Some perceived that the personal agenda of a staff member can influence the way City process is interpreted.  There is no substitution for product knowledge, some examples of staff not fully knowledgeable of the code, ordinance, process or loan. Additional training can help.  How can the Planning and Zoning process be streamlined and given more authority to reduce timelines?  A review of the city fee schedule is needed both by comparison cities and philosophy. (i.e. bldg. permit, sac/wac, utility deposits)  Shouldn’t it be a collective effort, or common goal, for staff and entrepreneurs to build and grow the business community in Elk River together?  Can Compliance and Customer Service both be accomplished or balanced?  Find a way to say “yes” and not always “no”. Find a way to be more welcoming in the process, even when the answer might be “no”. Can staff help to find a way to say “yes” with suggested changes in design?  It is generally understood that rules are rules; it’s the attitude and approach of those tasked with compliance/enforcement that makes the difference.  Overall, several participates indicated that they do see some improvements in the areas code enforcement and inspections. Some recommendations for ways to make development more business friendly If the city really wants to be known for supporting renewable energy, they should reconsider their incentive programs to support projects that are in line with the stated objectives in the Comprehensive plan: to be more energy efficient, preserve resources, even if it means ordinance or design flexibility. Current rebate programs are insufficient to achieve the objectives of the stated goals. Clearly outline what is being inspected for the entire project and limit the inspection to that list. New items should not pop up with every inspection Clear written instruction including citing relevant code for each infraction. The remedy should be clearly defined so there is less re-work that needs to be done Can there be an ombudsman or advisor type position to negotiate the maze of city rules on the business owner’s behalf? This person could develop relationships proactively with business owners and encourage a partnership mentality between owners and city staff. Use the velvet glove approach when delivering requirements for compliance. Think of the business owners as customers.