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for the IRB program appears to be somewhat opposite the 503. Rather th~n a la. <br />of cities participating, there are 70% of the FA]SA area cities using IREs, <br />therefore there must be a need. The abilitg to Pool, thus ~roviding financino <br />for smaller or borderline projects,has also been indicated as a need. - <br />Experience and research will show that developers have not been bashful in <br />requesting IREs, 70% of the cities have used them and some have developed stri~ <br />criteria. No research has been done as to why 30% have not, but it is clear <br />the~ could if there was a need. The ability to pool exists through existing <br />port authorities and cities do have the ability to request port authority <br />designation. Finallg, the council has not indicated any city or developer <br />that has requested council issuance of IREs. The list of cities participating <br />in IRE issuance would indicate that size of cit9 is not a barrier. <br /> <br />b) <br /> <br />Legal Authority. The council has received two opinions in this area. One <br />indicates that the authorit~ exists, whereas, the other tends to cast doubt. <br />Unless the council obtains clear statutory authoritg, it should not beco~ <br />involved as an operatin~finance agency. <br /> <br />c) <br /> <br />d) <br /> <br />Competition. The councils role as an overall planning and technical <br />assistance agency has allowed it to basically remain aloof from dag to daf <br />normal competion among cities for tax base growth. This posture has allowed <br />the council to be verg successful in coordinating metropolitan development to <br />maxim/re use of regaional founds for development of regional swstems. City <br />o.fficials have come to accept this role. If the council puts itself into a <br />new role of operating agencg with ability to directI~ influence who and what <br />develops and where, it soon may become embroiled in competitive battle~ and' <br />lose its overall affectiveness. <br /> <br />Operational versus pl'annlng. The Metropolitan Council was conceived as a <br />planning and coordinating agency. The implementation and operating role in <br />the four systems (Sewer, Transporation, Parks, and Airports) was specificall~ <br />and intentionally kept separate. The one exception of the HRA as an operating <br />function of the council, was only done after extensive and thorough research <br />into needs and to be able to implement. Federal programs. The council can be <br />effective in promoting economic development through its planning, research, <br />and technical assistance tasks. The documentation established so far in~- <br />.support of these policies clearlg indicate that there are many tools <br />available for current operating agencies to accomplish the goals set forth <br />for econondc development of this- region. <br /> <br />4. ECONOMIC OPPORTUNITY POLICY <br /> <br />POLICY L. Encourage Public and Private Sectors to improve access to jobs for the <br />poor and unemployed. <br /> <br />COMMENT: This policg provides the gathering of statistics to primarily augment <br />existing policies in the physical development areas and is appropriate as a <br />planning function. <br /> <br />C. RECOMMENDATION: <br /> <br />Policy K should.be eliminated. The council sho~dconcentrate its efforts in the other <br />policy areas of planning and research. It especially should implement poli..c~ J. to <br />monitor and measure impacts of current Rrograms for a period of time to reall~ <br />dete.~mine if new programs are needed. Until this is done, there is no basis a31~L_ <br /> <br /> <br />