HomeMy WebLinkAbout2008 [01] Jan 23
Judy Weyrens
Administfdtor
MdYor
AI Rdssier
Councilors
Steve Frdnk
R.ick Schultz
R.enee Symdnietz
Ddle Wick
CITY Of ST. JOSEPH
www.cityofstjoseph.com
St. Joseph Economic Development Authority
Meeting Notice
Wednesday January 23, 2008
3:00 p.m. City Hall
1. Call to Order.
2. Approval of Agenda.
3. Approval of Minutes.
a. December 19, 2007
4. Accounts Payable and Financial Report.
a. Approval of Accounts Payable
b. Approval of Financial Report
. 5. Business.
a. Existing Uses - Central Business District
b. 2008 GoalslTransition to COD
c. Business Recruitment Information on Website
6. Board Member Announcements.
7. Adjournment.
2 )"C 0 II e g e Avenue N 0 f t h . PO Box b b 8 . S din t Joseph, M inn e sot d )" b , 7 4
Phone ,20.,6"72.01 FdX ')2.0.,6,.0'42.
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CITY OF ST. JOSEPH
ECONOMIC DEVELOPMENT AURTHORITY
Meeting Minutes - Wednesday, December 19,2007
Present: EDA Board Members Carolyn Yaggie-Heinen, Ken Jacobson, AI Rassier, Tom Skahen
and Dale Wick.
Absent: None.
Also present: St. Joseph resident Michael McDonald and Cynthia Smith - Strack of Municipal
Development Group.
Chairperson Wick called the December 19, 2007 regular meeting of the St. Joseph EDA to order
at 3:01 p.m.
~ Agenda.
Chairperson Wick introduced the agenda.
Moved by Heinen seconded by Rassier to approve the agenda as presented. Motion carried 5-0.
Approval of Minutes.
Chairperson Wick introduced the minutes from the November 28, 2007 regular meeting. Motion
by Jacobson, second by Heinen to approve minutes from the previous meeting as presented.
Motion carried 5-0.
EDA Accounts Payable.
Wick introduced the topic. Strack noted accounts payable for the month totaled $2,287.78. The
accounts payable and check register differed due to the fact the check register report is
calculated from mid-month to mid-month as opposed to month to month for accounts payable.
Motion by Ra$sier, second by Jacobson to approve the EDA accounts payable for the month of
December 2007 in the amount of $2,287. 78. Motion carried 5-0.
Financial Report.
Wick introduced the agenda item. Strack noted the financial reports included in the packet were:
revenue, expense, check register and fund balance.
Motion by Skahen, second by Heinen to approve the December financial reports as presented.
Motion carried 5-0.
Approval of TIF Disbursements.
Chairperson Wick introduced the agenda item as Strack distributed information from the City
Finance Director regarding second half TIF disbursements for TIF 1-3 and TIF 1-4. The
disbursement for TIF 1-3 totaled $11,385.53 following the ten percent reduction for
administration. The disbursement for TIF 1-4 totaled $26,744.63 following a ten percent reduction
for administration.
Motion by Rassier, second by Skahen to authorize TIF 1-3 and 1-4 disbursements in the amount
presented. Motion carried 5-0.
2008 EDA Meeting Schedule.
Wick noted the 2008 proposed EDA meeting schedule was included in the EDA information
packet. Meeting dates will regularly be the 4th Wednesday of each month, except for the
3
December meeting which will be held on the 3rd Wednesday since the 4th Wednesday is a
holiday. All meetings will be held in the Conference Room and begin at 3 p.m.
EDA Board Member Reimbursement Requests.
Wick noted that EDA per diem reimbursement requests for non-Council representatives serving
on the EDA Board were distributed. Members signed the requests and the Chair authorized
payment. JacobsOn noted Board Member Skahen had attended each meeting in 2007.
EDA Director & MDG Contract.
Wick introduced the agenda item. Strack provided an update to the memo included in the
information packet noting the City Council had included a staff level Community Development
Director (CDD) position in the 2008 budget. Strack thanked the EDA for previous opportunities to
serve the community and noted a willingness to assist the EDA until a staff level CDD was hired.
Rassier noted a need to provide for a transition period between the end of the MDG contract and
the beginning of the staff level CDD position. Rassier suggested a two-month period of job
shadowing and transitioning wherein MDG would continue to provide weekly office hours on
Wednesdays.
Motion Jacobson, second Heinen to recommend the City Council continue the MDG contract as
presented until a staff level Community Development Director is hired and providing for a two-
month transition period between MDG contract expiration and COD hiring. Motion carried 5:0.
Approval of Annual Report to Council.
Wick introduced the agenda item noting requested adjustments from the November meeting were
included in the revised EDA annual report to Council.
Strack noted the second chart on Page Six of the draft report was added per the EDA's request
and included a comparison of market shares for various property classifications in 2002 and
2007. A dramatic and noteworthy decrease in the percentage share of homestead residential
market value (~ of 4.97%) and a dramatic and noteworthy increase in the percentage share of
non-homestead residential (i of 4.39%) are apparent. In addition the market share of
commercial/industrial market value increased by .63% over the same period indicating steady
commerciallindustrial growth.
Strack also called,attention to the 2008 goals as discussed at the November EDA meeting. Wick
noted the goals itemized allude to a Comprehensive Plan update but do not specifically state the
EDA will participate in the update process. A specific goal relating to participation in the
Comprehensive Planning process will be added to the list of 2008 goals.
Motion Skahen, second Rassier to authorize submittal of the 2007 EDA Annual Report to the City
Council. Motion approved 5:0.
Impediments to Commercial (Re)development.
Wick introduced the agenda item. Strack distributed a hand-drawn mock-up map illustrating
general sets of information contained in the five maps included in the EDA information packet.
Information contained in the maps within the packet include:
1. Non-conforming uses within the Central Business District. These uses are residential
within a commercial district. There are no discrepancies between existing zoning and
future land use. Non-conforming uses within the CBD are also inconsistent with future
land use for the district.
2. Non-conforming uses within the CSAH 75 'renewal corridor'.
EDA Minutes - December 19, 2007
2
q
3. CSAH 75 renewal corridor parcels with existing zoning classifications that are
inconsistent with future land uses.
4. CSAH 75 renewal corridor parcels with existing land uses that are inconsistent with
planned future land uses.
The EDA discussed the maps and potential impediments to (re)development in both the Central
Business District and the Highway Business District.
As a next step, the EDA requested additional information regarding uses within the Central
Business District be illustrated in map form. Specifically, a parcel-by-parcel representation of
mixed commercial/residential uses (conforming in B1 District), owner occupie~ residential units
al)d renter occupied residential units.
Distribution of McComb Group Study.
Chairperson Wick introduced the agenda item. Strack noted that at the November meeting Board
Members directed the McComb Group Market Research Study be distributed to several outlets
including St. Joseph Chamber of Commerce members, the St. Cloud Area Chamber of
Commerce, the SCAEDP, the Anderson Center (SCSU), the Donald McNeely Center (CSB), and
alumnae associations of area colleges/universities. Strack noted the market study had been
distributed as requested by the EDA. The next item to work on related to study distribution
involved the establishment of a City weblink devoted strictly to business recruitment using
information obtained through the study process.
Board Member Reports.
Wick noted he attended the St. Cloud Area Economic Development Partnership's Annual Meeting
where recently named SCSU Interim President Dr. Leonard Mcintyre was the keynote speaker.
Mcintyre stressed SCSU as a community partner.
Adjournment.
Motion Skahen, second Jacobson to adjourn the E"DA meeting. Meeting adjourned at 4:00 PM.
EDA Minutes - December 19, 2007
3
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b
www.cityofstjoseph.com
CITY Of ST. JOSEPH
DATE:
Judy Weyrens MEMO TO:
Administrdtor
January 16, 2008
St. Joseph Economic Development Authority
FROM:
Cynthia Smith-Strack, Municipal Development Group
Accounts Payable - December 2007 & January 2008 (mid-month)
Dec.lJan Financial Reports
MdYor
All\dssier
RE:
Councilors
Steve Frdnk
Rick Schultz Payable To
Renee Symdnietz MDG, Inc.
Ddle Wick SCAEDP
Postage
Qwest Metrocom
Total
A. Accounts Payable:
Following are Accounts Payable for the EDA's Consideration.
For
Dec Econ. Dev. Service
2007 Dues
Postage
Telephone
Fund
150-46500-300
Amount
$ 2,197.08
$ 8,000.00
$ 23.43
$ 3.72
$10,224.23
150-46500-000
Action:
A MOTION is in order to approve the Accounts Payable.
B. Financial Report:
Mid Dec/Mid January. financial reports for the EDA are following. The reports consist of:
1. EDA revenue to date.
2. EDA expenditures to date.
3. Check Register.
4. Fund Balances (Econ Dev. 150, TIF 1-3155, TIF 1-4156 and RLF 250).
In addition, year end reports are also attached for your review. They are not audited.
Action:.
A MOTION is inorder to approve the financial reports.
7
2.)' College Avenue North' PO Box 6b8 . Sdint joseph, Minnesotd )'6)74
Phone ,2.0.,6,.72.01 FdX )2.0.,6,.0'42.
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~
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INVOICE
MUNICIPAL DEVELOPMENT GROUP, INC.
25562 WILLOW LANE
NEW PRAGUE, MN 56071
952-758-7399
FAX: 952-758-3711
staff@municipaldevelopmentgroup.com
City of St. Joseph
Attn: Judy Weyrens
City Administrator
PO 668
St. Joseph, MN 56374
Invoice Date 01-10-08 II Payment Terms: 30 days II Customer ID #: ST J07ED
Project ~ December Economic Development Services
See attached detail
Amount: $1,925.00 Monthly contract fee - .25.50 hrs.
$ 272.08 561 miles x .485
$2,197.08
Code to: 150-46500-300 for general EDA
Remit To: Municipal Development Group, Inc.
25562 Willow Lane
New Prague, MN 56071
Dates-EDA
December 5, 2007 EDA Office Hours 6.00 hrs. C. Strack
December 12, 2007 EDA Office Hours 8.50 hrs. C. Strack
December 19, 2007 EDA Office Hours 8.00 hrs. C. Strack
December 27, 2007 EDA Office Hours (MDG) 3.00 hrs. C. Strack
Total December, 2007 25.50 hours
Total MDG, Inc. 2007 Hours through December, 2007 = 420
Thank you! We appreciated the opportunity to work with you!
Check No.
Date:
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CITY OF ST JOSEPH
EDA Check Register
01/16/088:54 AM
Page 1
CHECK
# Search Name Comments FUND DEPART Amount
039790 STAMP FULFILLMENT SERVICES Envleopes w/stamps 150 46500 $23.43
039792 QWEST -TELEPHONE January service 150 46500 $3.72
039851 ST. CLOUD ECON DEV PARTNERSHI 2008 Annual Membership 150 46500 $8,000.00
$8,027.15
II
CITY OF ST JOSEPH
EDA Expenditure Report
January 2008
2008
2008 YTD January 2008 "10 of
Account Oeser Budget 2008 Amt YTD Amt Balance Budget
FUND 150 Economic Development
E 150-46500-103 Legislative Bodies $1,260.00 $0.00 $0.00 $1,260.00 0.00%
E 150-46500-122 FICA Contributions $80.00 $0.00 $0.00 $80.00 0.00%
E 150-46500-125 Medicare Contributions $20.00 $0.00 $0.00 $20.00 0.00%
E 150-46500-151 Workers Compo Insur. Premo $150.00 $0.00 $0.00 $150.00 0.00%
E 150-46500-200 Office Supplies $500.00 $0.00 $0.00 $500.00 0.00%
E 150-46500-300 Professional Services $0.00 $0.00 $0.00 $0.00 0.00%
E 150-46500-303 Engineering Fee $4,000.00 $0.00 $0.00 $4,000.00 0.00%
E 150-46500-304 Legal Fees $1,000.00 $0.00 $0.00 $1,000.00 0.00%
E 150-46500-321 Telephone $1,200.00 $3.72 $3.72 $1,196.28 0.31%
E 150-46500-322 Postage $250.00 $23.43 $23.43 $226.57 9.37%
E 150-46500-331 Travel & Conference Expens $500.00 $0.00 $0.00 $500.00 0.00%
E 150-46500-340 Advertising $1,000.00 $0.00 $0.00 $1,000.00 0.00%
E 150-46500-433 Dues & Subscriptions $8,000.00 $8,000.00 $8,000.00 $0.00 100.00%
E 150-46500-582 Computer Software $300.00 $0.00 $0.00 $300.00 0.00%
..
FUND 150 Economic Development $18,260.00 $8,027.15 $8,027.15 $10,232.85 43.96%
FUND 155 TIF 1-3 Borgert (SKN)
E 155-46500-101 Salaries $0.00 $0.00 $0.00 $0.00 0.00%
E 155-46500-121 PERAContributions $0.00 $0.00 $0.00 $0.00 0.00%
E 155-46500-122 FICA Contributions $0.00 $0.00 $0.00 $0.00 0.00%
E 155-46500-123 Deferred Comp-Employer $0.00 $0.00 $0.00 $0.00 0.00%
E 155-46500-124 Wellness Benefit $0.00 $0.00 $0.00 $0.00 0.00%
E 155-46500-125 Medicare Contributions $0.00 $0.00 $0.00 $0.00 0.00%
E 155-46500-130 Health Ins-Deductible $0.00 $0.00 $0.00 $0.00 0.00%
E 155-46500-131 Health Insurance $0.00 $0.00 $0.00 $0.00 0.00%
E 155-46500-132 Dental Insurance $0.00 $0.00 $0.00 $0.00 0.00%
E 155-46500-133 Life Insurance $0.00 $0.00 $0.00 $0.00 0.00%
E 155-46500-134 Disabilty Insurance $0.00 $0.00 $0.00 $0.00 0.00%
E 155-46500-300 Professional Services $0.00 $0.00 $0.00 $0.00 0.00%
E 155-46500-331 Travel & Conference Expens $0.00 $0.00 $0.00 $0.00 0.00%
E 155-46500-340 Advertising $0.00 $0.00 $0.00 $0.00 0.00%
E 155-46500-600 Debt Service - Principal $0.00 $0.00 $0.00 $0.00 0.00%
E 155-46500-611 Bond Interest $0.00 $0.00 $0.00 $0.00 0.00%
E 155-46500-622 Tax Increment Payments $0.00 $0.00 $0.00 $0.00 0.00%
FUND 155 TIF 1-3 Borgert (SKN) $0.00 $0.00 $0.00 $0.00 0.00%
FUND 156 TIF 1-4 S1. Joe Development
E 156-46500-101 Salaries $0.00 $0.00 $0.00 $0.00 0.00%
E 156-46500-121 PERA Contributions $0.00 $0.00 $0.00 $0.00 0.00%
E 156-46500-122 FICA Contributions $0.00 $0.00 $0.00 $0,00 0.00%
E 156-46500-123 Deferred Comp-Employer $0.00 $0.00 $0.00 $0.00 0.00%
E 156-46500-124 Wellness Benefit $0.00 $0.00 $0.00 $0.00 0.00%
E 156-46500-125 Medicare Contributions $0.00 $0.00 $0.00 $0.00 0.00%
E 156-46500-130 Health Ins-Deductible $0.00 $0.00 $0.00 $0.00 0.00%
E 156-46500-131 Health Insurance $0.00 $0.00 $0.00 $0.00 0.00%
E 156-46500-132 Dental Insurance $0.00 $0.00 $0.00 $0.00 0.00%
E 156-46500-133 Life Insurance $0.00 $0.00 $0.00 $0.00 0.00%
E 156-46500-134 Disabilty Insurance $0.00 $0.00 $0.00 $0.00 0.00%
E 156-46500-300 Professional Services $0.00 $0.00 $0.00 $0.00 0.00%
E 156-46500-331 Travel & Conference Expens $0.00 $0.00 $0.00 $0.00 0.00%
E 156-46500-340 Advertising $0.00 $0.00 $0.00 $0.00 0.00%
E 156-46500-600 Debt Service - Principal $0.00 $0.00 $0.00 $0.00 0.00%
E 156-46500-611 Bond Interest $0.00 $0.00 $0.00 $0.00 0.00%
E 156-46500-622 Tax Increment Payments $0.00 $0.00 $0.00 $0.00 0.00%
FUND 156 TIF 1-4 S1. Joe Development $0.00 $0.00 $0.00 $0.00 0.00%
I;!
01116/088:55 AM
Page 1
CITY OF ST JOSEPH
01/16/088:55 AM
Page 2
EDA Expenditure Report
January 2008
2008
2008 YTO January 2008 %of
Account Oescr Budget 2008 Amt YTO Amt Balance Budget
FUND 157 TIF 2-1 Millstream
E 157-46500-101 Salaries $0.00 $0.00 $0.00 $0.00 0.00%
E 157-46500-121 PERA Contributions $0.00 $0.00 $0.00 $0.00 0.00%
E 157-46500-122 FICA Contributions $0.00 $0.00 $0.00 $0.00 0.00%
E 157-46500-123 Deferred Comp-Employer $0.00 $0.00 $0.00 $0.00 0.00%
E 157-46500-124 Wellness Benefit $0.00 $0.00 $0.00 $0.00 0.00%
E 157-46500-125 Medicare Contributions $0.00 $0.00 $0.00 $0.00 0.00%
E 157-46500-130 Health Ins-Deductible $0.00 $0.00 $0.00 $0.00 0.00%
E 157-46500-131 Health Insurance $0.00 $0.00 $0.00 $0.00 0.00%
E 157-46500-132 Dental Insurance $0.00 $0.00 $0.00 $0.00 0.00%
E 157-46500-133 Life Insurance $0.00 $0.00 $0.00 $0.00 0.00%
E 157-46500-134 Disabilty Insurance $0.00 $0.00 $0.00 $0.00 0.00%
E 157-46500-331 Travel & Conference Expens $0.00 $0.00 $0.00 $0.00 0.00%
E 157-46500-340 Advertising $0.00 $0.00 $0.00 $0.00 0.00%
FUND 157 TIF 2-1 Millstream $0.00 $0.00 $0.00 $0.00 0.00%
$18.260.00 $8.027.15 $8.027.15 $10,232.85 43.96%
I,j
It{
CITY OF ST JOSEPH
01/16/089:24 AM
Page 1
EDA YE Balance Sheet
2007
YTD YTD Current
Account Descr Begin Yr Debit Credit Balance
FUND 150 Economic Development
G 150-10100 Cash $65,213.21 $21,186.70 $55,418.34 $30,981.57
G 150-10450 Interest Receivable on Invest. $198.36 $1,071.29 $879.39 $390.26
G 150-20200 Accounts Payable -$2,069.65 $2,069.65 $0.00 $0.00
G 150-25310 Appropriated Fund Balance -$63,341.92 $56,297.73 $24,327.64 -$31,371.83
FUND 150 Economic Development $0.00 $80,625.37 $80,625.37 $0.00
FUND 155 TfF 1-3 Borgert (SKN)
G 155-10100 Cash $4,255.80 $32,425.61 $31,699.84 $4,981.57
G 155-10450 Interest Receivable on Invest. $0.00 $60.48 $0.00 $60.48
G 155-20200 Accounts Payable $0.00 $0.00 $0.00 $0.00
G 155-25310 Appropriated Fund Balance -$4,255.80 $31,699.84 $32,486.09 -$5,042.05
FUND 155 TIF 1-3 Borgert (SKN) $0.00 $64,185.93 $64,185.93 $0.00
FUND 156 TIF 1-4 St. Joe Development
G 156-10100 Cash $33,794.48 $80,782.85 $74,830.14 $39,747.19
G 156-10450 Interest Receivable on Invest. $0.00 $354.14 $0.00 $354.14
G 156-20200 Accounts Payable $0.00 $0.00 $0.00 $0.00
G 156-25310 Appropriated Fund Balance -$33,794.48 $74,830.14 $81,136.99 -$40,101.33
FUND 156 TIF 1-4 St. Joe Development $0.00 $155,967.13 $155,967.13 $0.00
FUND 157 TIF 2-1 Millstream
G 157-10100 Cash $0.00 $17,163.47 $6,281.66 $10,881.81
G 157-10450 Interest Receivable on Invest. $0.00 $76.83 $0.00 $76.83
G 157-25310 Appropriated Fund Balance $0.00 $6,281.66 $17,240.30 -$10,958.64
FUND 157 TIF 2-1 Millstream $0.00 $23,521.96 $23,521.96 $0.00
FUND 250 Revolving Loan Fund
G 250-10100 Cash . $48,020.66 $2,282.35 $181.89 $50,121.12
G 250-10450 Interest Receivable on Invest. $204.11 $656.66 $454.04 $406.73
G 250-11900 Notes Receivable $0.06 $0.06 $0.12 $0.00
G 250-25310 Appropriated Fund Balance -$48,224.83 $636.05 $2,939.07 -$50,527.85
FUND 250 Revolving Loan Fund $0.00 $3,575.12 $3,575.12 $0.00
$0.00 $327,875.51 $327,875.51 $0.00
15
CITY OF ST JOSEPH
01/16/088:58 AM
Page 1
EDA YE Check Register
2007
Search Name CHECK # Comments FUND DEPART Amount
MUNICIPAL DEVELOPMENT CORP 038395 eda contract hours- 150 46500 $2,069.65
TDS METROCOM 038407 telephone 150 46500 $42.84
MUNICIPAL DEVELOPMENT CORP 038510 edacontract hours- 150 46500 $2,264.99
TDS METROCOM 038519 telephone 150 46500 $39.06
TDS METROCOM 038606 Telephone - Feb 150 46500 $38.75
QWEST-TELEPHONE 038609 Telephone Service 150 46500 $15.70
MUNICIPAL DEVELOPMENT CORP 038647 eda contract hours- 150 46500 $2,505.75
QWEST-TELEPHONE 038680 telephone service- 150 46500 $131.08
MUNICIPAL DEVELOPMENT CORP 038719 eda contract hours- 150 46500 $2,333.13
QWEST-TELEPHONE 038785 telephone service- 150 46500 $5.12
ST. JOSEPH NEWSLEADER 038794 Development Distri 157 46500 $84.50
ST. JOSEPH NEWSLEADER 038814 Amendment to ED 150 46500 $29.25
STAMP FULFILLMENT SERVICES 038816 postage 150 46500 $34.83
QWEST-TELEPHONE 038864. telephone service- 150 46500 $75.63
ST. CLOUD ECON DEV PARTNERSHIP 038871 2007 membership 150 46500 $8,000.00
MUNICIPAL DEVELOPMENT CORP 038931 eda contract hours- 150 46500 $2,242.43
PITNEY BOWES 038935 postage 150 46500 $30.37
MUNICIPAL DEVELOPMENT CORP 038997 eda contract hours- 150 46500 $2,469.17
QWEST-TELEPHONE 039000 telephone service- 150 46500 $26.59
ST. JOSEPH NEWS LEADER 039007 Vistor's Guide Ad 150 46500 $71.00
PITNEY BOWES 039039 postage 150 46500 $83.04
QWEST-TELEPHONE 039048 Telephone Service 150 46500 $3.13
BORGERT PRODUCTS, INC/SKN 039066 1 st half 2007 tax s 155 46500 $11,385.53
MINNWEST BANK 039095 1 st half 2007 Tax s 156 46500 $26,744.64
MUNICIPAL DEVELOPMENT CORP 039097 eda contract hours- 150 46500 $2,333.13
QWEST -TELEPHONE 039102 Telephone service- 150 46500 $69.80
QWEST-TELEPHONE 039153 telephone service 150 46500 $8.63
QWEST-TELEPHONE 039206 Telephone service- 150 46500 $69.80
ST. JOSEPH NEWSLEADER 039211 TIF Annual Disclos. 156 46500 $39.00
ST. JOSEPH NEWSLEADER 039211 TIF Annual Disclos 155 46500 $39.00
MUNICIPAL DEVELOPMENT CORP 039265 eda contract hours- 150 46500 $2,248.98
MUNICIPAL DEVELOPMENT CORP 039265 TI F annual reportin 156 46500 $303.28
MUNICIPAL DEVELOPMENT CORP 039265 TIF annual reportin 155 46500 $303.28
QWEST-TELEPHONE 039274 telephone service 150 46500 $8.05
STAMP FULFILLMENT SERVICES 039290 Postage 150 46500 $46.86
MUNICIPAL DEVELOPMENT CORP 039324 eda contract hours- 150 46500 $2,015.70
QWEST-TELEPHONE 039329 Telephone service- 150 46500 $69.80
TDS METROCOM 039336 October Service 150 46500 -$42.80
TDS METROCOM 039336 Apr-Sept billings 150 46500 $81.99
QWEST-TELEPHONE 039346 Telephone service- 150 46500 $4.57
LEAGUE OF MN CITIES INS TRUST 039376 Work Comp 2007- 150 46500 $20.75
MUNICIPAL DEVELOPMENT CORP 039450 eda contract hours- 150 46500 $2,287.78
QWEST- TELEPHONE 039456 Telephon service- 150 46500 $72.82
QWEST-TELEPHONE 039472 Telephone Service 150 46500 $4.56
LEAGUE OF MN CITIES INS TRUST 039507 2006-2007 Audited 150 46500 $2.03
QWEST-TELEPHONE 039595 Telephone Service 150 46500 $86.85
MUNICIPAL DEVELOPMENT CORP 039628 eda contract hours- 150 46500 $2,484.93
QWEST-TELEPHONE 039696 November service 150 46500 $8.44
BORGERT PRODUCTS, INC/SKN 039713 TIF 2nd half payme 155 46500 $11,385.53
JACOBSON, KEN 039719 11 EDA Meetings 150 46500 $385.00
MINNWEST BANK 039728 TIF 2nd halfpayme 156 46500 $26,744.63
MUNICIPAL DEVELOPMENT CORP 039729 eda contract hours- 150 46500 $2,287.78
QWEST-TELEPHONE 039732 December service 150 46500 $87.91
SKAHEN, TOM 039737 13 EDA Meetings 150 46500 $455.00
YAGGIE-HEINEN, CAROLYN 039742 11 EDA Meetings 150 46500 $385.00
$115,024.26
Ib
CITY OF ST JOSEPH
01/16/089:04 AM
Page 1
EDA YE Expenditure Report
2007
2007 YTO 2007
Account Oescr Budget YTO Amt Balance
FUND 150 Economic Development
E 150-46500-103 Legislative Bodies $750.00 $1,225.00 -$475.00
E 150-46500-122 FICA Contributions $0.00 $0.00 $0.00
E 150-46500-125 Medicare Contributions $0.00 $0.00 $0.00
E 150-46500-151 Workers Comp.lnsur. Premo $150.00 $22.78 $127.22
E 150-46500-200 Office Supplies $500.00 $0.00 $500.00
E 150-46500-300 Professional Services $24,100.00 $25,473.77 -$1,373.77
E 150-46500-303 Engineering Fee $2,000.00 $0.00 $2,000.00
E 150-46500-304 Legal Fees $1,000.00 $0.00 $1,000.00
E 150-46500-321 Telephone $600.00 $857.09 -$257.09
E 150-46500-322 Postage $250.00 $195.10 $54.90
E 150.46500-331 Travel & Conference Expense $500.00 $0.00 $500.00
E 150-46500-340 Advertising $500.00 $100.25 $399.75
E 150-46500-433 Dues & Subscriptions $0.00 $8,000.00 -$8,000.00
E 150-46500-582 Computer Software $300.00 $0.00 $300.00
FUND 150 Economic Development $30,650.00 $35,873.99 -$5,223.99
FUND 155 TIF 1-3 Borgert (SKN)
E 155-46500-101 Salaries $0.00 $150.08 -$150.08
E 155-46500-121 PERA Contributions $0.00 $9.38 -$9.38
E 155-46500-122 FICA Contributions $0.00 $8.64 -$8.64
E 155-46500-123 Deferred Comp-Employer $0.00 $3.33 -$3.33
E 155-46500-124 Wellness Benefit $0.00 $0.00 $0.00
E 155-46500-125 Medicare Contributions $0.00 $2.02 -$2.02
E 155-46500-130 Health Ins~Deductible $0.00 $0.00 $0.00
E 155-46500-131 Health Insurance $0.00 $0.00 $0.00
E 155-46500-132 Dental Insurance $0.00 $3.53 -$3.53
E 155-46500-133 Life Insurance $0.00 $0.22 -$0.22
E 155-46500-134 Disabilly Insurance $0.00 $0.00 $0.00
E 155-46500-300 Professional Services $935.00 . $303.28 $631.72
E 155-46500-331 Travel & Conference Expense $0.00 $19.95 -$19.95
E 155-46500-340 Advertising $50.00 $39.00 $11.00
E 155-46500-600 Debt Service - Principal $0.00 $0.00 $0.00
E 155-46500-611 Bond Interest $0.00 $0.00 $0.00
E 155-46500-622 Tax Increment Payments $18,720.00 $22,771.06 -$4,051.06
FUND 155 TIF 1-3 Borgert (SKN) $19,705.00 $23,310.49 -$3,605.49
FUND 156 TIF 1-4 SI. Joe Development
E 156-46500-101 Salaries $0.00 $150.08 -$150.08
E 156-46500-121 PERA Contributions $0.00 $9.38 -$9.38
E 156-46500-122 FICA Contributions $0.00 $8.64 -$8.64
E 156-46500-123 Deferred Comp-Employer $0.00 $3.33 -$3.33
E 156-46500-124 Wellness Benefit $0.00 $0.00 $0.00
E 156-46500-125 Medicare Contributions $0.00 $2.02 -$2.02
E 156-46500-130 Health Ins-Deductible $0.00 $0.00 $0.00
E 156-46500-131 Health Insurance $0.00 $0.00 $0.00
E 156-46500-132 Dental Insurance $0.00 $3.53 -$3.53
E 156-46500-133 Life Insurance $0.00 $0.22 -$0.22
E 156-46500-134 Disabilly Insurance $0.00 $0.00 $0.00
E 156-46500-300 Professional Services $4,700.00 $303.28 $4,396.72
E 156-46500-331 Travel & Conference Expense $0.00 $19.95 -$19.95
E 156-46500-340 Advertising $50.00 $39.00 $11.00
E 156-46500-600 Debt Service - Principal $0.00 $0.00 $0.00
E 156-46500-611 Bond Interest $0.00 $0.00 $0.00
E 156-46500-622 Tax Increment Payments $47,192.00 $53,489.27 -$6,297.27
FUND 156 TIF 1-4 SI. Joe Development $51,942.00 $54,028.70 -$2,086.70
/7
CITY OF ST JOSEPH
01/16/089:04 AM
Page 2
EDA YE Expenditure Report
2007
2007 YTO 2007
Account Oescr Budget YTO Amt Balance
FUND 157 TIF 2-1 Millstream
E 157-46500-101 Salaries $0.00 $150.08 -$150.08
E 157-46500-121 PERA Contributions $0.00 $9.38 -$9.38
E 157-46500-122 FICA Contributions $0.00 $8.64 -$8.64
E 157-46500-123 Deferred Comp-Employer $0.00 $3.33 -$3.33
E 157-46500-124 Wellness Benefit $0.00 $0.00 $0.00
E 157-46500-125 Medicare Contributions $0.00 $2.02 -$2.02
E 157-46500-130 Health Ins-Deductible $0.00 $0.00 $0.00
E 157-46500-131 Health Insurance $0.00 $0.00 $0.00
E 157-46500-132 Dental Insurance $0.00 $3.53 -$3.53
E 157-46500-133 Life Insurance $0.00 $0.22 -$0.22
E 157-46500-134 Disabilty Insurance $0.00 $0.00 $0.00
E 157-46500-331 Travel & Conference Expense $0.00 $19.95 -$19.95
E 157-46500-340 Advertising $0.00 $84.50 -$84.50
FUND 157 TIF 2-1 Millstream $0.00 $281.65 -$281.65
$102,297.00 $113,494.83 -$11,197.83
/g
CITY OF ST JOSEPH 01/16/089:21 AM
Page 1
EDA YE Revenue Report
2007
2007
YTO YTO
SOURCE SOURCE Oeser Budget Revenue Balance
FUND 150 Economic Development
36210 Interest Earnings $0.00 $3,903.90 -$3,903.90
36300 Reimbursement $0.00 $0.00 $0.00
39201 Transfers from Other Funds $0.00 $0.00 $0.00
....
FUND 150 Economic Development $0.00 $3,903.90 -$3,903.90
FUND 155 TIF 1-3 Borgert (SKN)
31050 Tax Increment $0.00 $23,988.58 -$23,988.58
36210 Interest Earnings $0.00 $108.16 -$108.16
FUND 155 TIF 1-3 Borgert (SKN) $0.00 $24,096.74 -$24,096.74
FUND 156 TIF 1-4 51. Joe Development
31050 Tax Increment $0.00 $59,432.53 -$59,432.53
36210 Interest Earnings $0.00 $903.02 -$903.02
FUND 156 TIF 1-4 51. Joe Development $0.00 $60,335.55 -$60,335.55
FUND 157 TIF 2-1 Mil/stream
34150 T1F/MIF Deposit $0.00 $11,000.00 -$11,000.00
36210 Interest Earnings $0.00 $240.29 -$240.29
FUND 157 TIF 2-1 Millstream $0.00 $11,240.29 -$11,240.29
FUND 250 Revolving Loan Fund
36210 Interest Earnings $0.00 $2,303.02 -$2,303.02
36212 CDAP Loan Interest $0.00 $0.00 $0.00
39312 CDAP Loan Proceeds $0.00 $0.00 $0.00
FUND 250 Revolving Loan Fund $0.00 $2,303.02 -$2,303.02
$0.00 $101,879.50 -$101,879.50
If
CITY Of ST. JOSEPH
www.cityofstjoseph.com
DATE:
January 16, 2008
MEMO TO:
Economic Development Authority
Judy Weyrens
Administrdtor
FROM:
Cynthia Smith-Strack Municipal Development Group
RE:
Central Business District - Existing Land Use
MdYor
AI Rdssier
Councilors
Steve Frdnk
Rick Schultz
Renee Symdnietz
Ddle Wick
Background:
At the previous EDA meeting the Board reviewed information regarding potential impediments
to redevelopment in the CSAH 75 corridor and the Central Business District. The EDA
specifically reviewed information on the following:
1. Location of non-conforming uses within both commercial areas.
2. Location of parcels with inconsistent existing zoning and future land use
classifications.
3. Existing land uses that are inconsistent with planned future land uses.
After reviewing several maps with associated information, the EDA requested maps of actual
existing land uses by tax classification be prepared for the Central Business District.
Please find attached several maps illustrating existing land use by tax classification and existing
zoning. It is noted the CBD contains 93 parcels. The volume of parcels in each tax classification
present is as follows:
Existino Land Use
Number of Parcels in CBD
Pure commercial
Mixed Use: non-hstd. resid (1 unit) & commercial
Non-hstd resid. - 1 unit (student rental)
Full hstd resid (owner occupied)
Mixed Use: non-hstd resid (1-3 units) & commercial
Mixed Use: hstd residential & commercial
Non hstd resid. 4+ units
Public - Municipal
30 parcels within CBD
7 parcels
24 parcels within CBD
26 parcels within CBD
2 parcels
1 parcel
1 parcel
2 parcels
Action:
Review and comment.
2.)' College Avenue North, PO Box 66s . Sdint joseph. Minnesotd )'6'314
Phone ,2.0.,6".72.01 FdX 12.0.,6.,.0)42.
20
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Administrdtor
MdYor
AI Rdssier
Councilors
Steve Frdnk -
R.ick Schultz
R.enee Symdnietz
Ddle Wick
www.cityofstjoseph.com
CITY OF ST. JOSEPH
DATE:
January 16, 2008
MEMO TO:
FROM:
Economic Development Authority
Cynthia Smith-Strack Municipal Development Group
RE:
2008 Goals and Transition to Staff CDD
Background:
As announced at the previous meeting, the City has provided funding for a full-time staff level
Community Development Director. As you are also probably aware, State Economist Tom
Stinson has stated Minnesota in a recession.
In an effort to provide background for the candidate selection process and ideas to help St.
Joseph approach an economic downturn, I've assembled some information for your
consideration.
Economic development is the process by which local communities organize and engage in
tasks to stimulate or maintain business activity and/or employment as a means of improving the
economic well-being and quality of life for the geographic area. Economic development does
not occur within a vacuum but rather functions as part of the community environment. To those
ends, economic development is a long-term investment of time, people, limited resources and
skills.
The nature of economics is cyclical so economic development and change will occur whether or
not they are planned for or desired. However, proper economic development planning and
administration can help communities anticipate change and guide development.
As you know there are only three things that can happen to a local economy:
· Economic expansion
· Economic stagnation
· Economic contraction
As illustrated in the EDA's annual report to the City Council, St. Joseph's economy has been
expanding. Much of that expansion can be attributed to new construction and new residents
locating in the community. With new building significantly slowing, a renewed focus on the
basics of economic development may be necessary.
Generally speaking most economic development professionals are advised to operate within
specific target areas: organizational development, product (including infrastructure)
development, business development, workforce development and market development.
Attached to this memo please find an overview these target areas.
A review of the S1. Joseph EDA in view of common economic development target areas is
summarized below:
2.) College Avenue North, PO Box 66s . Sdint joseph, Minnesotd .,6174
Phone ,2.0.,6'.72.01 FdX )2.0.,6,.0)42.
Ja
Orqanizational Development
The City of St. Joseph has an economic development organizational structure in place. The
structure is involved and within the past year the EDA has placed renewed emphasis on making
it more inclusive (mailings to business owners). The EDA's 2008 goals include the hosting of
listening/working sessions with business owners regarding opportunities provided by or
available through the EDA
The EDA has updated information and work plans included in the Comprehensive Plan and has
partnered in a market analysis including retail absorption rates.
Infrastructure Development
If the support system needed to deliver and produce goods and services is not in place,
economic development is unlikely to occur. Infrastructure not only includes basic facilities and
services (Le. wastewater, drinking water, roadways, stormwater, schools, gas, electric,
telephony, etc.) as related to economic development it also includes providing for available sites
(e.g. business park development), gateway programs, downtown revitalization programs and
speculative building projects. Since the St. Joseph EDA has since its inception been active in
the development of a business park, the establishment of gateway districts and the pursuit of a
downtown revitalization project I've attached information regarding such efforts. I've also
attached information on speculative development sponsored by an economic development
organization although the EDA has not considered such activity in the past. As you transition to
new leadership, the attached information should be helpful.
Business Development
Business development efforts revolve around three general programs: business recruitment,
entrepreneurial development and retention/expansion.
The St. Joseph EDA has an active business recruitment program including: information on the
local business climate, active lead follow-up, inventories of available properties, business basics
and start up information, business incentive programs, available & current demographic
information (Le. population make-up), general market data (housing, employment, business mix,
market potential, etc.), and information on current and planned projects including market
absorption rates and estimates of current square feet per use.
Efforts to encourage entrepreneurial development is currently a strategy the St. Cloud
Economic Development Authority is actively pursuing. The Partnership and other organizations
are working to create an environment conducive to the development of a strong bioscience -
biotechnology hub. At this time the EDA has not actively pursued specific entrepreneurial
development projects. This is a potential opportunity the EDA may wish to explore with the
Donald McNeeley Entrepreneurial Center (CSB) or the Anderson Center (SCSU).
The St. Joseph EDA implemented a Business Retention and Expansion Program in 2006 -
2007. The BRE program involved personal interviews with several local business owners. The
program goal was to identify time-sensitive issues (e.g. businesses wishing to expand or
businesses contemplating leaving the community), to further rapport with the business
community, and to identify local business needs. Follow up from the BRE survey is ongoing.
The BRE survey will likely be repeated approximately every three years.
Other business development ideas the St. Joseph EDA could follow up on include tourism
related activities.
Workforce Development
Workforce development activities in Minnesota are generally coordinated by workforce
development centers located in each of the State's economic development regions. The
workforce development centers have historically pursued bottom-up (Le. working with
educational institutions to provide relevant education for employment opportunities expected in
)!?
the future) and top-down (Le. working with businesses to educate their workforce and/or
working with businesses to identify types of worker skills needed) strategies in an effort to link
available educational opportunities with business needs.
Market Development
As illustrated in the attachments to this memo, there are two ways a community can bring new
dollars in: attract new individuals and/or attract new organizations (e.g. businesses,
organizations, government). Our EDA work plans have historically focused primarily on
attracting new organizations, however, the EDA has continued to support attracting new
individuals to the community as well. The EDA may wish to undertake a new effort to attract
targeted types of individuals to the community. Additional information and strategies regarding
this potential effort is attached for your information.
Action:
Review and comment.
2Jf
Five General Components of
Economic Development Practice
Organizational Development
To start the process, a community or region needs
to have an economic development organization
which is in place, involved and inclusive. Communi-
ties lay the groundwork for economic development
activities by undertaking a process to determine a
common future vision. By conducting an analysis of
current economic conditions and completing a
strategic planning process, a community can
determine goals and objectives that will address
local needs while working to achieve its vision.
During this process, a community must also eval-
uate and identify the most effective organizational
structure and potential resources available for
carrying out its economic development activities.
Infrastructure Development
Infrastructure, provided by both government and
private business, is the support system needed for
producing and delivering goods and services.
Traditionally, infrastructure has included all forms of
utilities (e.g. water, sewer, gas, electric, tele-
phone), transportation services (e.g. roads, park-
ing, airports, ports, rail), schools, hospitals and
other public services sometimes referred to as
"social infrastructure." Communications infrastruc-
ture is becoming increasingly important as busi-
nesses and residents rely on advanced data, voice
and video transmissions. In addition, communities
need to consider infrastructure investments in
business and industrial parks and to develop an
inventory of sites and buildings, including
brownfields, suitable for development. Communi-
ties must identify both current and future needs
and work with both public and private sector
providers to ensure the provision of adequate
infrastructure.
Business Development
Business development is the cornerstone of a
community's economic development program.
Typically, a community's business development
program includes a mix of three primary strategies:
retention and expansion of existing businesses,
entrepreneurial development, and business attrac-
tion. Within these strategies, a community may
seek to target certain types of businesses after
conducting an evaluation of the current economic
base. Business cluster strategies, working with
companies based on various inter-relationships, has
become a standard practice in recent years. A com-
munity may also focus its efforts on the development
or redevelopment of its downtown and/or neighbor-
hood business districts. Increasingly communities are
also directing efforts toward the development of
capital resources to support local businesses including
revolving loan funds, angel networks and venture
capital opportunities.
Workforce Development
Communities need a quality workforce development
program in place to stay competitive, to keep existing
businesses strong, to keep young people in the
community, and to raise residents' standard of living.
Workforce development strategies include developing
approaches to enhance the skills of workers so that all
residents can become contributing members of the
local economy. These strategies involve partnerships
with educational institutions, employers, unions and
state and local workforce development agencies and
organizations. It is helpful to begin looking at this
component by completing an analysis of the local
labor market. Such an analysis will help to identify
significant workforce issues that need to be consid-
ered.
Community Cash Flow Development
Communities looking to bring new dollars into a
community to ensure a balance of economic activity
(or "community cash flow") can look at two sources of
new dollars: those brought in by individuals, and those
brought in by entities [organizations, businesses,
government]. There are two types of new individual
dollars that come into a community: earned income
(wage and salary income) and transfer income (non-
wage income or generated wealth). New dollars
brought into a community by entities or institutions
cover a wide range of sources, including tourism,
expanding markets, pursuing outside investments,
government contracts or grants, and developing
support sectors. Many successful economic develop-
ment strategies, which bring new dollars into a
community, are the result of public-private partner-
ships that focus on serving growing sectors in the
economy, and which bring in both individual and
institutional dollars.
14
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KEY QUESTIONS ABOUT INFRASTRUCTURE
The economic development organization will need to coordinate with local government
officials and private utility representatives to assure that upgraded services are planned
for commercial and industrial areas and that the improvement schedule matches the
time line of the economic development strategy. So before any state-of-the-art
infrastructure is agreed upon, the economic development organization must encourage
a cautious approach by advocating the right amount and type of infrastructure, as well
as reasonable costs for operating a business. Keep the following in mind as you deal
with experts:
1. Will the benefits of having this improved
infrastructure be worth the costs to the
community?
2. Would having this particular infrastructure
in place before there are customers to use
it make our community sufficiently more
attractive to new businesses?
3. What are the risks in waiting to build this
infrastructure? What are the risks in
moving forward now?
4. Will the increased taxes or user charges for
this upgraded infrastructure hurt existing
businesses? If so, how much?
5. Are there other ways to solve the problem
other than developing new infrastructure?
6. How else can we pay for this infrastructure
other than what has been proposed?
7. Is the infrastructure at this site going to be
balanced? For example, if there is no way to
get water to the site, is there any point in
installing electric lines?
8. Can our community take advantage of
existing infrastructure in nearby
communities?
9. Would sharing facilities with other
communities reduce the costs of this
infrastructure?
10. What could we gain by having this
infrastructure plan verified by someone
outside of our community?
Infrastructure
PRODUCT DEVELOPMENT
11. How else could we beneficially spend our
money for economic development than
having this infrastructure?
12. Have we asked managers in the kinds of
businesses we desire to tell us what their
infrastructure requirements are?
13. How might the infrastructure being proposed
for this site be extended efficiently to serve
other sites?
14. Is this particular infrastructure consistent
with our economic development strategy?
15. As long as we are digging a trench for one
kind of infrastructure (cables, water mains),
can any other kind of infrastructure be
placed in the trench at the same time?
16. What is the budget for all of the operating
and maintenance costs that this new
infrastructure will generate?
17. Do any pending regulatory changes make
our infrastructure plans potentially more
risky or more costly?
18. Can we support any regulatory or
legislative changes to help our community
get the infrastructure we need sooner?
19. What technology alternatives have been
considered in this infrastructure proposal?
20. What are the rates for this kind of utility
service in communities with whom we
compete or compare?
30
JS
CAUSES OF CONCERN
Despite all the good intentions that improved infrastructure may bring to a community, there is
potential for disaster if the development is not thought out carefully. The following situations
could cause businesses to fail or leave:
L Poor location
L Short life span
L Inadequate capacity
L Excessive regulatory requirements
L Inconsistent reliability
L Community risks in failure modes (e.g.,
contamination, economic disruption)
L Environmental impacts (noise, smell, etc.)
L Durability and maintenance requirements
L Inability to upgrade or expand
L Costly government-imposed fees and
taxes
L Inability to recover capital costs
L Inability to recover operating costs
Just the Basics
An engineer is hired to study the
conditions and capacity of existing
municipal water, wastewater, storm water
system and the streets and roads
servicing the area (or site) or any new
systems required.
The economic development organization
calls upon privately owned utilities to
conduct a similar analysis, or completes
their own study, if the owners do not.
A report is made summarizing the adequacy ofthese
systems to serve commerdal and industrial use or reuse
of the area (or site).
Recommendations are
offered indicating what
infrastructure can retained
for use and what
improvements should be
installed to service the area
lnr c:.itj:t.\
The local government
owners (or private utility
providers) make a
decision to complete
engineering, secure
construction permits and
finance construction.
:>
The first phase of
infrastructure installation
is undertaken, hopefully
servicing the economic
development needs of
the area (or site).
Infrastructure
31
PRODUcr DEVELOPMENT
11
What are Gateways?
The gateways of a community are usually the roads and highways leading from the edge of a
town or neighborhood into a central business district. They are also the routes leading from
other portals of entry, such as by air, rail, or sea.
Gateway programs are designed to enhance the entrance ways to give the viewer a positive
image of the community and encourage appropriate types of development. The programs may
include image-building physical improvement activities as well as land use controls. These two
major components are intended for both short- and long-term projects.
Why is a Gateway Program Important?
Builds Positive
Image
It shows a community's healthy face to visitors and residents.
It makes a statement on how the community feels about itself.
Enhances
Transportation
It protects major transportation corridors from lower standards
of development.
Promotes Community
Pride
It provides an opportunity for communitywide projects.
Enhances Community
Design Theme
It promotes a concept to make the community unique and able
to distinguish itself to visitors and prospects.
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Gateway Prol.rams
PRODUCT DEVELOPMENT
31
30
Suburban industrial parks with newer buildings
and more convenient transportation access had
also encouraged many manufacturing and
industrial businesses to relocate outof downtown.
Andrea told Ed about the successful Main
Street Program where she had lived before. "The
planners got the entire community involved, and
they took a long-range, comprehensive approach.
Within a few years, the downtown became a
thriving center for that area." She also told him
about other communities and their strategies for
putting fresh energy into their downtowns.
As Ed walked back to his office, he no longer
saw empty downtown storefronts. Instead he
imagined the core area being brought back to life
by preservation-minded investors and shoppers
looking for something other than strip malls and
warehouse discount chains. He saw buildings put
back into productive use. He wondered if city
officials could be convinced that downtown was
worth reinvesting in. Ed knew something needed
to be done soon to tum the spiral around, before
the heart and soul of his community would be
gone forever.
What is Downtown Revitalization?
Downtown revitalization is enhancing the social, political, physical, and economic value of the
traditional central business district of a community. The goal is to expand and improve the
livability and sustainability of the entire community by attracting employment, shopping,
recreation, and social activities.
The most recognizable and basic downtown revitalization activities include:
. Organizing a body of people who have a special interest in the district.
. Preparing a design plan for land use and physical appearance improvements for
both privately and publicly owned property.
. Devising a strategy to restructure the downtown retail, commercial, and light
industrial economy, including strategic business recruitment programs.
. Sponsoring special events to increase visitor and customer traffic in the
downtown, as well as celebrations in the district.
Successful downtown revitalization requires a carefully organized plan, long-term financial
commitments, and cooperation from property owners, business owners, local government
officials, and residents of the community. A comprehensive revitalization program-due to the
high levels of time, money, and individual involvement required-are not for the faint of heart.
However, from a community investment standpoint, it offers a greater chance for quick
success than many other forms of economic development undertaken in a small community.
Downtown Revitalization
PRODUCT DEVELOPMENT
46
3/
Why is Downtown Revitalization Important~
Improves Image
Downtown is often what gives visitors their first
impressions of a community.
Makes Use of
Existing Buildings
Develops a Sense of
Community
Provides Variety of
Retail Options
Assists communities in managing growth through reuse
of property.
Provides central location for community-wide projects.
The more stores there are in an area, the more people
will gather and shop.
Prevents Blight and
Abandonment
Reduces health and safety costs and concerns;
discourages vagrancy and vandalism.
Perpetuates Community
Character and History
Encourages New and
Complementary Businesses
Visible signs of the past can be retained and stories
can be passed on to the next generation.
Businesses want to be where people are and money is
being spent, so it strengthens an existing business
cluster.
Expands the Tax Base
Generates local revenues to pay for community
services.
Increases Employment
Opportunities
Regains Status as Central
Shopping District
Plugs Leakage of Dollars
Replaces jobs lost through natural attrition and
encourages entrepreneurs.
Pulls in shoppers from a radius beyond the city limits.
Citizens will no longer need to shop at retail businesses
outside of the community.
An empty downtown commercial building
costs the local economy $40 in lost economic
activity for every dollar in rent lost to the
property owner.
Downtown Revitali,ation
PRODUCT DEVELOPMENT
c
5}
47
DOWNTOWN REVITALIZATION PLAN
Activity Description Champion Budget Start Date End Date
Concept The concept of central business district
improvements and their importance is
sold to the community.
Measurement: The community is
talking about the importance of
revitalizing the central business district.
Organizational Form an organizational committee to
Development establish a main streeUcentral
business district improvement
program.
Measurement: The organizational
committee is meeting regularly.
Downtown Inventory downtown area for number
Assessment of buildings, usage, size, amenities,
services, traffic routes, infrastructure,
problems, and potential usage.
Measurement: Inventory list and map
of downtown area are now available.
Research Identify unique character of any
Historic building or area and any historic events
Features that took place at the site(s).
Measurement: Historic landmarks are
documented.
Plan The committee develops its plans
Development through internal assessment, reviewing
other projects, and professional
assistance, if necessary.
Measurement: Plan is drafted and
completed.
Committees Organize key committees for
promotion, design, and economic
restructuring.
Measurement: Committees
established and functioning.
Funding Secure funds for specific projects
identified in the plan.
Measurement: The money is in the
bank.
Implementation Undertake projects selected as a
result of this planning effort.
Measurement: The plan is
implemented.
Downtown Revitalization
51
PRODUCT DEVELOPMENT
f'J"-'?
;;5
BUSINESS PARK DEVELOPMENT PLAN
Activity Description Champion Budget Start Date End Date
Concept A broad discussion of the business park
needs to occur.
Measurement: The community is talking
about the importance of the park.
Feasibility Do we have sufficient market demand to
Market warrant a business park?
Analysis Measurement: A figure has been developed
that quantifies how fast land will be
developed in the new park.
Feasibility Does our preferred site have the capacity to
Engineering support development?
Analysis Measurement: Engineering analysis has
been completed.
Feasibility Are the essential community elements in
Planning place to support this project?
Analysis Measurement: Planning analysis has been
completed.
Feasibility Can we arrange funding to develop the
Financial business park?
Analysis Measurement: Financial analysis has been
completed.
Feasibility How are we going to sell this new park to the
Implementation marketplace?
Plan Measurement: Implementation plan was
completed.
Contract Formal discussions with various partners and
Negotiation consultants who will make this park a reality.
Measurement: All hired help is at the table
and discussing the development plan.
Formal Formalize partnerships in writing.
Commitments Measurement: Completed contracts are in
place.
Park Actual construction ofthe park.
Development Measurement: Dirt is being moved.
Completion Dedication ceremony by mayor and key
and Opening officials.
Measurement: Local media has announced
the new park.
Marketing and Ongoing park management throughout the
Property sales and construction process.
Management Measurement: The marketing program is
underway.
Business Parks
PRODUCT DEVELOPMEl\rr
61
3Lf
Just the Basics
The eight key steps to real estate development, when applied to the business park, look like
this:
....-...
"
Business Park Development a Glance
What can you expect to accomplish?
Acreage dedicated to
business expansion
Rallying point for
economic development
program
Who will do the work?
Project champions as
identified in the work plan
Contract personnel who
join the project
How will you pay for these activities?
Economic development
program funds
Dedicated funds from non-
general funding sources
Business Parks
PRODUCT DEVELOPMEI\IT
3(;
Focal point for new growth
in the community
Positive press and
resulting community
attitudes
Governmental inspectors
approving the work
Economic development
personnel
For-profit industrial
development group or
real estate investment
trust (REIT)
General fund dollars from
local unit of government
62
The planning group, Ed believed, needed to
understand that this strategy would complement
their vision of business expansion and job
creation. But they would be taking a major risk.
Being ready too soon could result in an
empty building for a long time. Being ready too
late may mean losing a prospective client to
another community that had a building ready for
occupancy. The group would need to carefully
weigh the pros and cons.
What is Speculative Building Development(
Speculative building development is a defined program to acquire land, prepare plans for
development of the site, install site infrastructure, and construct a commercial or industrial
building for the purpose of offering it to a prospective business.
An economic development organization constructs a building with the goal of recouping all
invested funds at some point in the future. The speculative building development program is
intended to provide sites and buildings for a new or expanding business when the private
sector does not fulfill this need.
A speculative building can be a fully constructed, ready-to-utilize building, or a shell building
where contractors are hired to finish electrical and mechanical systems and pour the floor to
meet the needs of the incoming business. In many cases, a shell building is more competitive
due to its higher flexibility and lower construction costs. Development costs for a "spec
building" typically range between $2.50 and $5.00 per square foot.
Why is Speculative Building Development Important?
Creates a Market
Speculative building development may be the only way to
entice a business to locate in your community.
Development Suited
to Target Industry
Can Be Done in
Phases
A community can design a speculative building to attract '
specific types of companies or manufacturers.
A shell building may be more marketable than a completed
structure, and it allows the community to complete the project
in defined steps.
Can Be a Continuing
Program
Potential for Long-
term Income
Speculative Buildinl,s
PRODUCT DEVELOPMENT
Upon sale of an initial building, proceeds can be used for a
second project, thus establishing a revolving building program.
In lieu of a sale, many businesses may want a long-term lease,
which will provide ongoing income to the owner or
organization. Many ports prefer this method.
65
3h
CHARACTERISTICS OF SPECULATIVE BUILDINGS
HIGHLY CONTROVERSIAL
Gaining community support is more difficult than other programs
because of costs, uncertainty of whether the building will sell, and
the pretense of doing private sector development.
LONG TERM
From start to finish, a speculative building
may require up to a year for planning,
securing funding, and construction.
VERY HIGH RISK
Actively marketing a speculative building is
no assurance it will be occupied in a short
time period.
EXPENSIVE
REQUIRES CREATIVE FINANCING
Land purchase, site development, and
building construction could easily require
$200,000 to $1,000,000 before the building
can be offered for occupancy.
Economic development organizations rarely
have large amounts of cash or collateral to
construct a building and therefore must find
funding sources.
Just the Basics
Speculative Buildirw
PRODUCT DEVELOPMENT
66
31
QUESTIONS TO ASK
. Is the market strong enough to consider constructing a spec building?
. Is there a need for more space?
. What are the vacancy rates for existing buildings?
. What is the market activity level?
. What are the absorption rates?
. What construction is currently under way?
. Where is a good location to build?
. Is the cost of this project in line with other buildings already on the market?
(SOURCE: Office and Industrial Properties, June 1998.)
SPEC BUILDING DEVELOPMENT PLAN
Activity Description Champion Budget Start Date End Date
Concept Favorable public opinion is sought for the
spec building.
.
Measurement: The community is talking
about the importance of the building and its
value in stimulating new investment.
Location Wise selection of a location for the building
and Size and determination of the appropriate size.
Measurement: Building committee
consensus about the location of the
building has been achieved.
Engineering The needs of and ideas about the building
and Design reduced to architectural drawings and
specifications.
Measurement: Blueprints are available for
review.
Funding Capital necessary to complete the project.
Measurement: Funding secured.
Construction Actual building of the' building.
Measurement: A building exists.
Completion Dedication ceremony by mayor and key
and Opening officials.
Measurement: Local media has
announced the new building.
Marketing Ongoing marketing of the property for
and Sale ultimate sale or lease.
Measurement: New company sets up in
town.
S !Jerula/ire BuildinJ!,s
PRODUCT DEVELOPMENT
67
3g
The planning group also knew that change in
the business community was inevitable.
Businesses started and either succeeded or failed.
It was just part of the natural cycle of the economy.
Even the best economic development efforts and a
booming economy could not overcome bad
management, poor customer service, or retirement
and closing. The board
was ready for an active effort directed toward
bringing new business to the community to help
offset the losses that would naturally occur.
Ed prepared a plan for presentation to his
board. It would be one of the most competitive,
difficult, and expensive efforts his community
could undertake.
What is Business Attraction?
Business attraction focuses on identifying companies from outside the area and enticing them
to expand or relocate into a community. The goal is simple and straightforward: to secure new
jobs and investment. It is glamorous work, frequently commanding the most recognition of
economic development efforts in local media.
The normal cycle for any business is start-up, growth, stabilization, contraction, and closure.
Business attraction activities help insure that new businesses replace the ones that close.
A business attraction strategy should supplement other economic development activities and
not be a community's sole focus. In fact, competition for firms is so fierce, and success so
infrequent, that most authors recommend having at least three other, more viable, economic
development strategies in place before tackling business attraction.
Why is Business Attraction Important?
Creates Jobs
Increases the overall health of the community.
Enhances
Tax Base
Allows communities to support and improve local services
without increasing taxes.
Offsets
Attrition
Business closing is a normal part of economic cycle, so new
businesses are needed to replace them.
Shapes Community's
Future
Businesses become part of a community's long-term strategic
plan.
Boosts Reputation
Encourages Likely
Spin-offs
Communities become known for the businesses they attract.
Other related or competitive enterprises often follow.
Business Attraction
BUSINESS DEVELOPMENT
102
31'
She knew that starting a business was a
dream of many people, but reading books about it
and doing it were two different things. How would
she market her services? And where would she
get the money to upgrade her computer so she
could increase her chances of locating books for
people? What type of
business entity would it be? What would her
husband think of her leaving a secure job?
All these questions were on her mind as she
began researching information for her
presentation to the economic development
planning group.
What are Start-ups and Emerging Enterprises?
America's greatest claim to fame in the hugely competitive global economy is that we lead the
world in entrepreneurship and emerging enterprises. People in rural and urban areas can build
major businesses from nothing but an idea. We produce more start-up enterprises in a month
than European countries do in a year. While Fortune 500 companies have declined in job
creation, entrepreneurs and emerging enterprises are creating jobs by the millions.
Start-up and emerging enterprise development stimulates the creative urge--or entrepreneurial
spirit- of individuals who choose to be their own boss and have a product or idea they want to
develop and market. Such individuals often need assistance in searching for more innovative
ways to utilize available resources to create wealth. A start-up and emerging enterprise
strategy helps people develop their managerial and technical skills. These entrepreneurs
organize, operate, and assume the risk for business ventures either as a start-up (beginning)
operation or as an emerging (two- to three-year-old) business.
Economic development organizations that focus on start-up and emerging enterprises help
communities promote new business, rather than focus on outside risky business attraction
efforts. This strategy requires high visibility in order to gain political and financial support.
Nurturing entrepreneurial businesses from start-up through the various growth stages and into
maturity requires a full-time effort and long-term commitment.
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Start-ups and Eme1J',inf!, Enterprises
BUSINESS DEVELOPMENT
113
LfO
Why are Starl-ups and Emerging Enterprises Importa.nt1
Source for Rural Jobs
Few other options are available for communities with no major
industry or business attraction possibilities.
Creates Jobs
One small business will create, on average, 10 to 20 new jobs in a
community.
Diversifies Local
Econom ic Base
Reliance on a few industries could endanger a community's
welfare during downturns in the economy. Multiple small
businesses may keep it afloat.
Supports Local People
Home-grown firms typically remain in the community.
Enhances Local
Tax Revenues
Successful entrepreneurs will provide additional income to the
community.
Provide Role Models
Portrays positive image to youth, especially in rural communities.
CHARACTERISTICS OF
ENTREPRENEURIAL DEVELOPMENT PROGRAMS
INNOVATIVE
Must design a program that meets the needs
of the specific enterprises in the community.
CUT THROUGH RED TAPE
Start-ups and emerging businesses do not
want to deal with bureaucracies that restrict
them from getting their product to market.
MODERATE COSTS
Expenses of training and technical
assistance can be shared with other
organizations.
LONG-TERM
Assistance should continue from pre-start-up
through growth and into maturity.
Start-ups and Emery,i,,~ Enterprises
BUSINESS DEVELOPMENT
FLEXIBLE
No two businesses are exactly alike, so the
strategy must work for a variety of ventures.
LIMITED TIME
Start-ups and emerging businesses work
with borrowed money so need assistance in
a timely manner.
GROWTH FOCUSED
Will be key to expansion projects in the
future.
RISKY
There is a high failure ratio, because start-
ups are long on ideas but short on
management skills and financing.
114
Lff
What is Tourism?
Tourism is a conglomeration of many different businesses-hotels, restaurants, gas stations,
shops, museums, campgrounds, airlines, theme parks, rental car agencies, resorts. Each
complement the other and are often interdependent on each other for success and survival.
In some ways, tourism is an intangible industry; it is not as easy to quantify or track as
manufacturing. Yet travel and tourism is considered to be the second largest industry (behind
health services) in terms of employment, accounting for more than 7 million jobs in 1997-a
payroll of $127.8 billion. Travel and tourism in the United States generate an estimated $500
billion in expenditures every year.
Ten years ago, many cities, towns, regions, and states did not view tourism as an industry.
Today, these areas are developing and promoting the industry and view it as an important part
of their economy.
TYPES OF TOURISM
H Outdoor Recreation
H Sightseeing
H Entertainment I Spectator Sports
H Community Events and Festivals
H Business Conventions and
Conferences
H Visits by Friends and Relatives
H Historic and Cultural Activities
H Hunting, Fishing, Wildlife Watching
H Retreats and Weekend Workshops
H Personal Business
H Shopping
H Passing through Communities
Why is Tourism Important~
Tourism can bring substantial benefits to a community and its residents. It is one of the few
industries that brings new money into a community-that is, money from outside your
boundaries. Tourist spending creates a chain reaction flowing through your local economy.
Diversifies the
Economy
Helps communities be less reliant on one or two industries
(e.g., lumber, fishing).
All Businesses
Benefit
Visitors patronize hotels, resorts, campgrounds, and
restaurants- as well as gas stations, grocery stores, pet
shops, hardware stores, drugstores, gift shops, churches, etc.
Brings
New Money
When a visitor spends money in your community, most of it
stays and recirculates among local residents. Today's tourist
may also be tomorrow's investor.
New Tax Dollars
All levels of government benefit from taxes paid by visitors.
TOl/nsm
BUSINESS DEVELOPMENT
124
L/;{
Creates Jobs
Tourism is a stable, year-round industry in many communities
and is a main source of employment in other areas during
certain seasons (e.g., ski resorts, national parks).
Boosts Appearance
Communities often become more visually appealing in order to
attract visitors.
Assists in Business
Attraction
Industries prefer to locate in communities with tourist
amenities.
Youth Opportunities
Part-time or seasonal jobs match employment needs of youth
and second-wage earners.
Helps Support
Community Facilities
Outside dollars are used to support amenities used by
residents.
AREAS OF CONCERN
Your community has little control over whether visitors will come or not. But you can and
should influence to what degree you develop tourism. Consider how the community
may be impacted by the following issues:
Conflicts between residents and tourists - Visitors are often
not familiar with the lay of the land in your area and may
not respect the rights of private property owners. Careful
design and community planning for visitor services and
access can greatly help minimize aggravations.
Internal community conflicts - An industry-versus-the-rest-of-
the-community attitude may develop, especially during the
infancy stages of tourism development, and fester into
antagonism or hostility.
Environmental pressures - More people may cause pollution,
depletion, or deterioration of your area's natural
resources.
Transient, low-wage workers - Many travel-oriented jobs are
seasonal and entry level. Some rural areas with a small
population base may need to find nonlocal employees to
service the guests.
Public services - Roads, sewer, and safety (law enforcement,
rescue teams, medical emergency assistance) may need
to be upgraded or enhanced.
T ounsm
125
BUSINESS DEVELOPMENT
L/3
Later that evening, as Lenny drove through
the streets of Field, it occurred to him that he now
knew more about that stranger's business than he
did about most of the businesses in his own town.
Did the owners of those businesses feel like no
one cared about their needs or the jobs their
company provided?
Lenny decided to bring this up at the next
economic development planning group meeting.
He realized there was a lot of untapped potential
and several opportunities already waiting for them
in Field-all they had to do was find out and pay
attention to what businesses and community
members needed.
What is Business Retention and Expansion?
Business retention and expansion, or "BRE," as it is often called, is considered by many
communities to be the cornerstone of their economic development plan. And it should be.
Existing businesses provide jobs for local residents and tax revenue for the community. BRE
strategy focuses on satisfying the needs of the businesses already in the community,
encouraging them to stay (retains them) or grow (expand).
The most effective economic development dollars are those spent working with existing
businesses, since most of the economic growth in a community is a result of established
enterprises. In its simplest terms, business retention and expansion programs encourage local
businesses because it shows that the community cares about them. One business location
expert states he would not recommend a firm move to any community that did not have a
business retention program.
A BRE strategy also builds relationships between existing employers by gathering information
that will reduce business costs, improve competitiveness, increase markets, and enhance
infrastructure. This information becomes the foundation of a series of programs targeted
directly at the needs of the business and economic base of the community.
Why is BRE Important?
Job Growth
Expansion of a company in the same community has a more
significant potential for creating jobs.
Business Stability
Companies maintain existing relationships with local suppliers
and resources.
Moving is Costly
The economics of moving a company affects the company, the
employees, and local community.
Stabilizes
Local Tax Base
Existing companies and their employees generate revenues
that pay for existing services.
Business Retention and Expansion
BUSINESS DEVELOPMENT
90
t-jtJ
Helps "At-Risk"
Companies
No amount of community roots can offset poor market access
or excessive costs of doing business. But removing local
obstacles will increase business life span.
Provides Options
Technical assistance with bankruptcy or business succession
will maintain job opportunities.
Powerful
Recruitment Tool
Owners and employees of successful existing businesses are
a community's best ambassadors.
CHARACTERISTICS OF BRE PROGRAMS
PROVIDE TECHNICAL ASSISTANCE
Services may include management consulting,
assisting with expansion siting, increasing competitiveness,
acting as intermediary for workforce training, or
working with local government to solve problems.
.
FLEXIBLE
A custom-tailored program bridges a gap
between the community's resources and the
needs of the business community.
COST-EFFECTIVE
Maintaining existing businesses is
significantly less expensive per job and new
investment dollar than other economic
development efforts.
COLLABORATIVE
Requires the cooperation of business and
local govemments.
ASSISTS LONG-TERM STRATEGY
Data collected will help community focus on
long-term needs of businesses.
.
Business futention and Expansion
BUSINESS DEVELOPMENT
INEXPENSIVE TO START
A small core of volunteers, organized into an
effective team of community advocates,
can start a BRE program.
EASIEST TO SERVE
It is much easier to contact a company
currently in your community through formal or
informal means than a business or industry
from outside the area.
RESUL TS-ORIENTED
Information is collected for the purpose of
taking positive action.
POLITICALLY CORRECT
Emphasis is placed on meeting the needs of
local businesses, not on wooing outsiders.
91
lf5
What is Workforce Development?
Workforce development is a statewide system of education and training that prepares
people for high-skill jobs and assures employers of a skilled flexible workforce in the
future. This comprehensive program is designed to improve the productivity level of the
workers and allow companies to grow in the future. While the program may be
articulated under a single organization (often the economic development office), it is
actually implemented by a number of organizations throughout the community.
A workforce development effort can only succeed when it has the resources-qualified
workers-to fill the jobs that new employers will have. It does little good to create jobs
for which there are no people who can do them.
Workforce developmentincludes:
Education reform-adjusting the local education system to
produce graduates who have skills necessary for the next
century.
Skill development for displaced workers-making sure that
people who have lost their jobs never have it happen again due
to their job skills. .
On-the-job training-to help workers to gain new skills and
handle the increasing use of technology in the workplace.
Welfare-to-work programs-to help people become
economically self-sufficient by removing barriers, building skills,
and meeting the individual's basic needs.
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WORKFORCE DEVELOPloJENT
135
Lifo
Because of the large number of individuals and organizations, the need for system-
wide coordination and accountability in workforce development programs is substantial.
While few agencies absolutely have to work together, the primary role of the economic
development organization is to act as an intermediary and create a community-wide
vision, so that everyone is recognized for their contributions and is provided an
environment where they benefit from participation.
Why is Workforce Development Important?
Increases
Productivity
The rate of worker productivity-the amount of work produced
per unit time-has been steadily declining in the United States.
Workforce development intends to reverse that trend.
Enhances Ability
to Compete
A skilled workforce helps companies expand and remain
competitive.
Fewer Entry-Level
Positions
An expected decline in the number of young workers may lead
to labor skill shortages in all professions.
Low-Skill Jobs are
Disappearing
They will be replaced by jobs requiring a higher level of
technical skill, especially with computers.
The Workforce
is Aging
Without effective training, older workers could become
entrenched in old ways, unwilling or unable to learn the new.
Opportunities for
Women and
Minorities
People historically denied higher-paying jobs will require more
education and training. Women now make up nearly 50
percent of the workforce, and 65 percent of the entrants into
the labor market will be women and minorities.
Aids in Retention
of Workers
A trained workforce will lead to steady jobs, which will
encourage their families to stay in the community.
Increases
Standard of Living
Better job skills will lead to increased wages and upward
mobility.
Reduces Illiteracy
Skill-building will enhance the self-esteem of the workforce,
which will increase productivity.
Reduces Gap
Between the Haves
and Have-Nots
Skill shortages contribute to economic disparities between
people in many communities. Workforce development helps
balance the scale.
WORKFORCE DEVELOPMENT
136
L/7
What would it take to get more people like
Bart to move to the community?
Ed didn't know if Bart would be willing to talk
about his business to the group or not, but he
might at least share some information about why
he had moved his business to their town. This
could lead to some very interesting recruitment
possibilities... .
What is New Resident Attraction?
New resident attraction, sometimes called migrant attraction, targets specific individuals or
groups with disposable income to support commercial activity in the community. Making an
area attractive to people interested in relocating to an area involves developing the amenities
they find desirable and possibly providing some incentives to encourage their move.
People who move from one area to another are often looking for pleasant, comfortable places
compatible with their lifestyles. They typically have steady incomes and are not vulnerable to
normal down cycles in the national economy. Their income is often used for discretionary
spending, which usually occurs locally and leads to economic development and job creation for
the community.
Why is New Resident Attraction Important?
Increases
Retail Sales
Migrants either bring money with them or earn a great deal and
tend to spend it locally.
Creates a
Multiplier Effect
Dollars spent on goods and services are re-circulated several
times through the local economy.
Increases the Number Jobs follow people with money the same way that industrial
of Local Jobs payrolls generate jobs.
Helps Retain
Jobs
Most targeted groups, such as retirees or loan eagles, do not
compete with other residents for local jobs.
Improves Local
Tax Base
Spending by new residents increases tax revenues from retail
sales and property tax payments.
Increases Local
Capital Pool
Larger Pool of
Volunteers
New Resident Attraction
Money in local banks provides additional loan capital to
residents.
New residents may want to be involved in the community and
bring fresh ideas and new experiences.
72
MARKET DEVEWPMENT
41
What are Partnershi~
Partnering is the process of joining with other key groups within your community or in.
surrounding communities to make things happen. This will allow a community to expand its
market of products and services to existing and relocating businesses.
Economic development is a team activity, especially when you're trying to do it in small, rural
communities where the resources to accomplish community goals are much more sparse than
in urban settings. Rural communities can only succeed if they learn to associate and cooperate
with their neighbors, even their competitors.
Working with others allows you to achieve a certain critical mass unattainable on your own. For
example, one community may have a rail line, the other an airport. One has rolling hills for
residential development; another has a talented work force just laid off due to a plant closing.
Partnering creates a vital community that businesses inside and out will see as more attractive
than a single defined area. The resulting links with nearby towns and cities spawn a thriving
region that promotes each of the participating community's special amenities and features. Any
weaknesses of one town will be overshadowed by the strengths of its neighbors.
Why are Partnerships Important?
Creates Political
Influence
Elected officials and interest groups that work together show a
willingness to solve problems. It also creates stronger power
base for legislative action.
Creates Support
Networks
The possibility of duplication and costly competition is reduced,
and resources are shared.
Encourages Cost
Sharing or Circuit
Riding
Develops
Collaboration and
Teamwork
Communities can take advantage of group discount rates,
in-kind support, and cluster marketing.
People will have regional pride in what they accomplished with
the help of others in their area.
Helps Build Capacity
Expands components that attract and retain businesses.
Leverages Scarce
Resources
Partnerships
.MARKET DEVELOPAfENT
Money pooled for development goes farther than individual
efforts.
82
Ll1
Enhances Credibility
of Program
Activities Get Done
The more people involved, the more plausible it looks to
outsiders.
Work is spread out to numerous people rather than just a few
who are already overworked.
Critical Mass is
Achieved
More goals are attainable when more people are involved.
Increases Efficiencies
of Service Delivery
Eliminates duplication of efforts and reduces costly or
unnecessary competition.
AREAS OF CONCERN
Despite the obvious benefits that come with community cooperation and partnerships, they are
often difficult to achieve. Conflicts may develop and cause a well-intentioned regional
economic development program to fail. Things that hamper collaboration include:
L Differences in base rates.
L Fear of lost identity.
L Fear of red ink.
L Strong egos and innuendoes.
L Inability to compare information.
L Seeing economic development as a zero-sum game.
L Failure to see similarities.
L Limited vision of what they can accomplish.
L Little interaction among community leaders.
L Communication problems.
L Inability to agree on community vision.
L Larger community not believing in equality.
RECIPE FOR DISASTER
Occasionally, board members of community economic
development organizations think they are the only game
in town and that no one else's input, resources, or
assistance is needed. This often results in a totalitarian
way of doing business by the board and a "them-
versus-us" attitude by others in the community.
Partnerships
MARKET DEVELOPitiENf
83
50
www.cityolstjoseph.com
CITY Of ST. JOSEPH
DATE:
January 16, 2008
MEMO TO:
Economic Development Authority
/udy Weyrens FROM:
Administrator
Cynthia Smith-Strack Municipal Development Group
RE:
Business Recruitment Material - Website Update
Mayor
AI Rassier
Background:
As indicated at the December regular EDA meeting the addition of business recruitment
information to the City's website began in January. Please find attached information uploaded
and available at www.citvofstioseoh.com (business recruitment).
Councilors
Steve Frank
At a Downtown Organizational Work Group meeting in mid-January, a few volunteers cautioned
Rick Schultz the City on the release of information included in the McComb Group Study. Concerns seemed
Renee Symdnietz to center around persons using information contained in the study without performing due
Ddle Wick diligence prior to investing in potential business ventures.
Action
EDA Board Member input on distribution of the market study is kindly requested, as are any
corrections or comments regarding the information currently posted to the City's website. It is
noted additional information will be added to the website (perhaps schedule of community
events) and links to other organizations (Le. chamber, St. Cloud Chamber, SCAEDP,
entrepreneurial centers, etc).
5'J,
2.') College Avenue North' PO Box bbs . Saint Joseph. Minnesotd ')b~74
Phone ~2.o.~b~.72.ol Fdx )2.o.~b~.O~42.
S1. Joseph, Minnesota
Page 1 of3
a~c~JQ_Wl:lI:LSjJ~
St. Joseph, Minnesota
Tomorrow with Tradition
FAVORABLE BUSINESS CLIMATE
McComb Group LTD. completed a market analysis for the City of St.
Joseph in November of 2007. The Study found abundant factors
supporting retail and service potential in St. Joseph including:
Pf:MQGMI'I::IX(:$ =-
Strong household growth within St. Joseph trade area - more rapid than St. Cloud MSA.
The current St. Joseph trade area includes: 16,818 persons and nearly 5,000 households. Population
and households in the current St. Joseph trade area is growing at a faster rate than the St. Cloud MSA.
The current trade area for St. Joseph is capable of supporting an estimated 104,300 sf of retail
goods/services at this time. The same area is projected to support an estimated 135,900 sf of retail
goods and services in 2010 and 187,300 sf in 2016.
Average household income ($65,448) in 2006 in the current St. Joseph trade area is 12.5% higher than
the St. Cloud MSA.
The percentage of households with incomes above $75,000 and $100,000 are consistently higher in the
current St. Joseph trade area than the St. Cloud MSA.
Total purchasing power for the current St. Joseph trade area was $163 million in 2005 and is projected to
increase to $207 million in 2010 and $348 million by 2020.
The current St. Joseph trade area purchasing power for shopping goods is expected to increase from
$45.2 million in 2005 to over $57.5 million in 2010 and $96.8% in 2020.
Average household income in St. Joseph trade area exceeds $65,000 in 2006 compared to $58,000 for
the St. Cloud MSA. Average household income in the St. Joseph trade area is projected to be near
$70,000 in 2011.
In 2011 a full 18.5% of the households in St. Joseph's trade area are expected to have incomes above
$100,000.
. Retail sales in St. Joseph increased from $23 million in 1997 to $28 million in 2002 according to the US
Census of Retail Trade. This is an annual increase of 3.8%.
St. Joseph has a highly educated population with 28.1 % of the population over age 24 having college
degrees and 10.4% having graduate degrees in 2006.
Interstate 94, CSAH 75, CSAH 2 and CR 133 provide excellent access to St. Joseph.
College of St. Benedict and St. John's University have a combined enrollment of 4,100 and a combined
staff of 940.
CSB/SJU host an estimated 137,000 visitors each year.
Ab$Q.rpti.Qn.m.rat~~L.fQr.$~rYiC~$mand.mretail_merc:ba.ndlseminnJhennC.urrentJra.cf~ma$
CQmpl~tednw:itl1inJbenMCCQmb_GrQyp._SJJJdy_a.1.ema.r~.aYaJ'aJ~hLbYmGJi.cki.n9-tl1j$Jink,
GENERAL MARKET DATA
Sf{
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St. Joseph, Minnesota
Page 2 of3
1-I0]lSIN(U:>J.\I~
ST. JOSEPH - NEW HOME PERMITS
Period Number Value
2006 80 $11,105,754
2005 156 $18,557,353
2004 78 $10,379,849
2003 108 $13,509,459
2002 58 $7,052,940
2001 54 $6,040,500
2000 23 $2,361,120
A"A:rl.~~J..I;_VLQRKfOR~J;
PROJECTED LABOR FORCE: SHERBURNE, BENTON AND STEARNS COUNTIES
AREANEAR 2010 2015 2020 2025 2030
Sherburne 50,050 55,690 59,970 63,730 67,270
Stearns 87,550 91,280 93,950 96,890 100,460
Benton 22,920 23,790 24,280 24,530 24,790
Total 160,520 170,760 178,200 185,150 192,520
Source: Mn. Demographer's Office
UNI:MPJ.,QY~!;NT_RAn:
ST. CLOUD MSA - UNEMPLOYMENT RATES
Year Labor Force Emplovment Rate MN US
2006 105,408 101,114 4.1% 4.0% 4.6%
2005 105,119 100,621 4.3% 4.1% 5.1%
2004 104,079 99,332 4.6% 4.6% 5.6%
2003 103,301 98,336 4.8% 4.8% 6.0%
2002 102,579 97,939 4.5% 4.5% 5.8%
2001 101,606 97,582 4.0% 3.8% 4.7%
2000 98,805 95,680 3.2% 3.1% .4.0%
1999 99,794 96,844 3.0% 2.8% 4.2%
1998 95,835 92,768 3.2% 2.7% 4.5%
1997 94,874 90,924 4.2% 3.3% 4.9%
1996 95,571 90,873 4.9% 3.9% 5.4%
1995 93,707 89,795 4.2% 3.7% 5.6%
Source: Minnesota Workforce Center
TRAFFIC COUNTS
CURRENT AND PROJECTED TRAFFIC VOLUMES - MAJOR ROADWAYS
Area Current Count Proiected Count
1-94 east CSAH 2 25,000 33,953*
1-94 west of CSAH 2 21,800 43,738*
CSAH 75 at 20th Ave Not available 38,300
CSAH 75 at CR 133 Not available 32,600
$15 5j.
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St. Joseph, Minnesota
Page 3 of3
CSAH 75 at 4th Ave Not available 30,100
CSAH 75 at Collece 22,500 25,800
CSAH 75 at CSAH 3 15,100 27,800
CSAH 75 west of CSAH 3 12,300 25,700
Minnesota St & Collece 5,600 9,000
Mn. Street & CSAH 3 Not available 16,700
CSAH 2 southwest of CSAH 3 8,800 26,900
CSAH 2 southwest of 1-94 4,250 23,500
'S1. Cloud APO 2030 projection employed
CURRENT AND PLANNED PROJECTS
INDEPENDENT SCHOOOL DISTRICT 742
ISD 742 St. Cloud Public School District is building a school on a "new" Kennedy campus in
eastern St. Joseph. The new campus will initially accommodate Pre-K through 8th grade,
with the possibility of adding to the building to create a "separate" area or building for
middle-level grades when capacity is exceeded. The new school campus will open in Fall of
2008.
M_:l:kl"STRE:Ar~'L$J:I.9~SLI..j)~FT~(DJL\I\1J~J~-"'l~J.
Construction on a mixed use facility at the intersection of College Avenue and Minnesota
Street is well underway in Downtown St. Joseph. The facility is expected be occupied in
2008.
--- --
~
----:..--..
City of Sl. Joseph 25 COllege Avenue N, PO Box 668,51. Joseph, MN 56374 (320) 363-7201
t 5ft;
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St. Joseph, Minnesota
Page 1 of5
6ack toJI\f~b__Sit~
51. Joseph, Minnesota
Tomorrow with Tradition
FINANCIAL AND TECHNICAL ASSISTANCE AVAILABLE
AVAILABLE ASSISTANCE TO BUSINESSES
TheSt. Joseph EDA is pleased to offer local businesses access to the following incentives and
information resources
TAX INCREMENT FINANCING
Tax increment financing is a tool which allows the City/EDA to reimburse the company or land owner a
portion of the new property taxes which are generated as a result of an expansion project. The amount
of financial assistance available (TIF) is dependent upon a number of factors including but not limited to
the assessed market value of the building and the financial need of the company. Several types of TIF
districts are authorized by state law.
TAX ABATEMENT
Like TIF, tax abatement is a tool which allows the City/EDA to reimburse the company a portion of
property taxes which are generated within a specified period of time. The difference between TI F and
tax abatement is that with tax abatement the County and/or school district have an option to participate
(with TIF participation is mandatory). The amount of the tax abatement available depends on a number
of factors, including, but not limited to the financial need of the company and participation by County and
school entities.
INDUSTRIAL REVENUE BONDS
lOBs are private activity bonds (small issue manufacturing bonds) issued by cities or EDAs on behalf of
private borrowers to finance the fixed costs of manufacturing facilities. IDBs may be utilized if the
company owns or i~leasing the facility. The bonds are marketed on their financial strength. Financial
statements of the company do not need to be disclosed to investors. If the company is interested in this
option, the City or EDA would proceed with requesting an allocation for funds from the state of MN,
following submittal of the required pre-application.
SMALL BUSINESS DEVELOPMENT LOAN PROGRAM (DEED)
This state program is available to manufacturing or industrial small businesses (500 employees or less)
which create a significant number of new jobs. Eligible projects include business expansions with
funding for acquisition of land, building, equipment and/or building construction or renovation. This state
issued IDB requires a minimum $500,000 and maximum $6,000,000 project. Interest rates depend on
the market rate of interest at the time bonds are sold. Terms are typically 20 years for real estate and 10
years or 80% of the useful life for equipment. Projects must be completed within two years. The MN
Agricultural and Economic Development Board (MAE DB) review applications monthly.
MINNESOTA INVESTMENT FUND
The Minnesota Department of Employment and Economic Development (DEED) offers a program, which
is a grant to the community that in turn makes a low interest loan to a company for land, buildings,
equipment and infrastructure improvements.
REVOLVING LOAN FUND
A revolving loan fund was established in 2002 through principal and interest payments from a MIF
grant/loan. The RLF has a current balance of approximately $40,000.
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St. Joseph, Minnesota
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MINNESOTA COMMUNITY CAPITAL FOUNDATION
The City of St. Joseph/EDA participates in the Minnesota Community Capital Foundation (MCCF). The
MCCF became operable in 2003. Through the MCCF the City is able to offer up to $250,000 to qualified
projects for a variety of uses (including working capital) on reoccurring basis. In addition, Stearns
Electric has joined the MCCF through an association with Great River Energy. Stearns Electric/Great
River Energy is able to sponsor qualified applications up to $1 million.
SBA LOAN/GRANT
The U.S. Small Business Administration does not offer grants to start or expand small businesses,
though it does offer a wide variety of loan programs for business start-ups and expansions including 7(a),
504 and disaster assistance.
SBA 7(a)
SBA 7(a) loans are the most basic and most used type loan of SBA's business loan programs. The '7(a)'
name comes from section 7(a) of the Small Business Act, which authorizes the SBA to provide business
loans to American small businesses. A key concept of the 7(a) guaranty loan program is that the loan
actually comes from a commercial lender not the Government. All 7(a) loans are provided by commercial
lenders called 'participants' because they participate with SBA in the 7(a) program. Not all lenders
choose to participate, but most American banks do. There are also some non-bank lenders who
participate with SBA in the 7(a) program which expands the availability of lenders making loans under
SBA guidelines.
7(a) loans are only available on a guaranty basis. This means they are provided by lenders who choose
to structure their own loans by SBA's requirements and who apply and receive a guaranty from SBA on a
portion of this loan. The SBA does not fully guaranty 7(a) loans. The lender and SBA share the risk that a
borrower will not be able to repay the loan in full. The guaranty is a guaranty against payment default. It
does not cover imprudent decisions by the lender or misrepresentation by the borrower. Under the
guaranty concept, commercial lenders make and administer the loans. Under the program a business
applies to a commercial lender for their financing. The lender decides if they will make the loan internally
or if the application has some weaknesses which, in their opinion, will require an SBA guaranty if the loan
is to be made. The guaranty which SBA provides is only available to the lender. It assures the lender that
in the event the borrower does not repay their obligation and a payment default occurs, the Government
will reimburse the lender for its loss, up to the percentage of SBA's guaranty. Under this program, the
borrower remains obligated for the full amount due.
Loan documentation requirements may vary; contact your lender for information you must supply.
Common requirements include: purpose of the loan, history of the business, financial statements for
three years (existing businesses), schedule of term debts (existing businesses), aging of accounts
receivable and payable (existing businesses), projected opening-day balance sheet (new businesses),
lease details, amount of investment in the business by the owner(s), projections of income, expenses
and cash flow, signed personal financial statements and personal resume(s). You should take the
information, including your loan proposal and submit it to a local lender. If the lender is unable to approve
your loan, you may ask if the lender can consider your request under the SBA loan guaranty program.
Under this program, the SBA can guaranty up to 85% of a small business loan; however, the lender must
agree to loaning the money with the SBA guarantee. The lender will then forward your loan application
and a credit analysis to the nearest SBA District Office. After receiving all documentation, the SBA
analyzes the entire application, then makes its decision.
SBA 504 Certified DeveloRment Company Program
The 504 Certified Development Company (COG) Program provides growing businesses with long-term,
fixed-rate financing for major assets: Purchase land & improvements, including existing buildings,
grading, street improvements, utilities, parking lots and landscaping; constructing, modernizing,
renovating or converting existing facilities; and purchasing machinery & equipment. 504 program loan
proceeds cannot be used for working capital or inventory, consolidating or repaying debt, or refinancing.
See "Minnesota Business finance Corporation" heading below for more information on the 504 loan
program.
SBA Disaster Assistance The SBA Disaster Assistance Program provides
financial assistance for those who are trying to rebuild their businesses in the aftermath of a declared
disaster. SBA Disaster Assistance is a loan program to help businesses with long-term rebuilding and
repairing pursuant to a declared disaster.
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Page 3 of 5
Website: 'WWW,S.Rq,gQY
MINNESOTA BUSINESS FINANCE CORPORATION
The Minnesota Business Finance Corporation (MBFC) is a Certified Development Company authorized
by the U.S. Small Business Administration to originate and service SBA 504 loans.
The SBA 504 loan program is "the money that makes America work." As a nonprofit CDC, MBFC, a
member of the National Association of Development Companies (NADCO), promotes economic
development throughout Minnesota. The SBA 504 loan program is economic development financing
specifically designed to stimulate private-sector investment in long-term fixed assets to increase
productivity, create new jobs and increase the local tax base. This is done by providing long-term, low
down payment, reasonably priced, fixed-rate loans to businesses which have the highest probability of
successfully creating new jobs and competing in the world marketplace. Program specifications;
Structure: 50% bank or nonbank in 1st lien position; 40% SBA 504 in 2nd lien position; and 10% equity
injection. New business or special-purpose building will require 15 percent equity injection. New business
and special-purpose building will require 20 percent equity injection. Advantages of 504: Long-term,
fixed-rate financing; terms - 20 years on real estate; 10 years on equipment; and, low equity injection - 10
to 20 percent preserves working capital and increases return on equity. Website: www.mbfc:,org
USDA: RURAL BUSINESS COOPERATIVE SERVICE, BUSINESS AND INDUSTRY GUARANTEE
PROGRAM Loan guarantee (up to 80%) to individuals, partnerships, corporations, cooperatives or
non-profits for improving private business enterprises. Loans can be for business creation, expansion or
refinancing and used for land acquisition, facility construction, equipment purchases and/or working
capital. Terms depend on proposed collateral but are typically seven years for working capital, 15 years
for equipment and 20 years for real estate. Requires 20% equity injection for new businesses or 10% for
existing businesses. Applications accepted year round.
Website: llUp~fLl1'!WW. n.Jrjj~YJ.lsd~.99.Yt1J1.-D/rb~LtTIm
INCENTIVES FROM ENERGY PROVIDERS
businesses within the City of St. Joseph.
Stearns Electric offers rate incentives to qualifying
INCENTIVES FOR DISADVANTAGED PERSONS
The African Development Center (WWWA3<:tc_mlnDE:l?_Qtq,Q[g) provides business consulting services and
financing to African entrepreneurs. The American Indian Economic Development Fund
(WWW.JlleclflQc:L!1s&rg) provides gap financing, technical assistance, and culturally relevant business
education to enrolled Bank members who wish to start or expand businesses. Latino Economic
Development Center (wwwJeclc::n:m.()J~) provides business development services to Latino
entrepreneurs, including help with understanding financing and regulatory processes. The SBA's 8(a)
Business Development Program is a business development program
(bttp:!Lwww.$Qg.gQY!C3t>QlltsQ~SpapIQgrC3.ms!aabcllLl.}clex.btml) created to help small disadvantaged
businesses compete in the American economy and access the federal procurement market. Socially
disadvantaged individuals are those who have been subjected to racial or ethnic prejudice or cultural
bias because of their identity as members of a group.
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TECHNICAL ASSISTANCE - CITY OF ST. JOSEPH ECONOMIC DEVELOMENT AUTHORITY
The City of S1. Joseph contracts with consulting economic development professionals who are able to
assist with technical input into projects, finance packaging and navigating the City review process.
JOB TRAINING
The City of S1. Joseph has established ties with the Minnesota Department of Employment and
Economic Development and is familiar with job training and retraining resources offered through DEED.
ONLINE RESOURCE - A GUIDE TO STARTING A BUSINESS IN MINNESOTA
(FREE) A copy of this document is available in electronic format from the City of S1.
Joseph Economic Development Authority. This publication by the Minnesota Department of Employment
and Economic Development is intended to provide a concise, summary discussion of the major issues
faced by those starting a business in Minnesota. This edition of the Guide contains three major sections:
the narrative text; a Resource Directory, which provides addresses and telephone numbers of
organizations referenced in the text; and the Directory of Licenses and Permits, which lists all business
licenses and permits required by the State of Minnesota, the state agency which issues or administers
the license or permit, and a telephone number for obtaining more information. Topics presented in the
narrative text are presented in the order in which the new business owner typically must address them.
Web Li nk: bJtP~flwwwJnnwfC:.QIg/bjbbiD9N~t~[all--'nfol~-':;uid~to_StC3rtingA_Eluj;ine~~nMN2Q05,pdf
ONLINE RESOURCE: SBA FREE ONLINE BUSINESS
COURSES. The SBA offers over 25 free online courses for .
businesses. Topics include: starting a business, business planning, business management, financing &
accounting, marketing & advertising, government contracting, risk management & cyber security, e-
commerce, international trade, federal tax training and small business retirement. For more information
go to: bttp:f!www. SQa.~oy!s~rylces!tr~i nL ng!QJ]linecoU[S6S!) nd_~~JJtml
FREE BUSINESS CONSULTING SERVICES The SCORE Association (Service Corps of
Retired Executives) "Counselors to America's Small Business" is a nonprofit association comprised of
11,500 volunteer business counselors throughout the U.S. and its territories. SCORE members are
trained to serve as counselors advisors and mentors to aspiring entrepreneurs and business owners.
These services are offered at no fee, as a community service. SCORE's experienced business experts
provide general business advice on everything from how to write a business plan, to cash flow
management, to developing a small business advisory board. Assistance for aspiring entrepreneurs may
involve investigating the market potential for a product or service and assessing the capital needs to start
a business. Counselors can provide insight into how to start a business, operate a business, buy a
business or franchise and sell a business. The SCORE website offers practical "how to" information to
help your run your business.
Website: http~l!www.score.org or W\I\IW.stc!oudscOre.org
ONLINE WOMEN'S BUSINESS CENTER The SBA's Online Women's Business Center
(www.9oliDeWI:>G.gQ\.I).isastate-of-the-artlnternetsitetohelpwomenexpandtheirbusinesses.This free,
interactive Web site, offers women information about business principles and practices, management
techniques, networking, industry news, market research and technology training, free, online counseling,
and hundreds of links to other sites, as well as information about the many SBA services and resources
available to them.
MINNESOTA TECHNOLOGY, INC.
This fee-based service provides
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Page 5 of5
business/technology consulting and training services for manufacturing and high technology companies
in Minnesota. Website: lfIIW.W.mLI:H1~.SQtc:tte~J1DQlogY.9rg
FREE BUSINESS COUNSELING: MINNESOTA SMALL BUSINESS DEVELOPMENT
CENTERS The Small Business Development Centers provide business counseling
services for prospective and current business owners at no charge. Services include business planning,
loan application preparation, sales and marketing assistance, accounting, and financial analysis.
Website: IJJtg:!LWWWJTID?I:>.c:IC...QQm1 Local offices: S1. Cloud State University phone #320-308-4842.
ENTREPRENEURIAL RESOURCE CENTER The Anderson Entrepreneurial Center in S1.
Cloud promotes excellence in entrepreneurial performance for the central Minnesota business
community by educating, connecting and recognizing entrepreneurs. The website include a wealth of
links to resources that provide entrepreneurs with relevant information.
Website: !1Up;l/"'LWW.J1C1.~_c. oIgl
City of 51. Joseph 25 College Avenue N, PO Box 668,51. Joseph, MN 56374 (320) 363-7201
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Page 1 of 1
Ba!::.kt()JIV~b~Sit~
St. Joseph, Minnesota
Tomorrow with Tradition
RENOWN EDUCATIONAL RESOURCES
The College of S1. Benedict is within the City of S1. Joseph corporate limits and S1. John's University is
within four miles of the City of S1. Joseph. The College of S1. Benedict and S1. John's University are
ranked in the top 100 liberal arts colleges at a national level. Existing College/University facilities support
a laboratory-intensive approach to the sciences and 3,200 acres field biology research capacity. The
chemistry program is ranked 16th in the nation and to date chemistry faculty have published 57 papers in
peer:"reviewed journals with 16 student co-authors. Nursing students have an average pass rate of 92-
96% on their state licensing exam. The College/University math department annually hosts the Pi Mu
Epsilon Conference a regional undergraduate mathematics conference for students and faculty.
S1. Joseph is ten miles from S1. Cloud State University (MNSCU). SCSU's G.R. Herberger College of
Business is nationally accredited at the undergraduate and graduate levels. Three Minnesota Job Skills
Partnership grants have been awarded to SCSU. SCSU offers 50 Master's Degree programs and 175
majors, minors and pre-professional programs. Students at SCSU work side-by-side with professors on
research.
S1. Cloud Technical College is ten miles from S1. Joseph and provides specialized training in a variety of
disciplines including, but not limited to: communications/marketing, information technology, construction
technology, manufacturing technology, transportation technology and health and human services.
City of St. Joseph 25 College Avenue N, PO Box 668, St. Joseph, MN 56374 (320) 363-7201
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http://www.cityofstjoseph.comlindex.asp?Type=B_BASIC&SEC={C98F472E-DCDO-4D23-B45...1/16/2008