HomeMy WebLinkAbout2006 [05] May 15 & 17
CITY Of ST. JOSEPH
www.cityofstjoseph.com
Administrator
ludy'Weyrens
st. Joseph Economic Development Authority
Notice For Potential Quorum
Mayor
Richard Carlbom
Monday May 15, 2006
5:00 P.M.
Workshop
Councilors
AI Rassier
Ross Rieke
Renee Symanietz
Dale Wick
and
Wednesday May 17, 2006
Noon
Press Conference
St. Joseph City Hall
25 North College Avenue
These events do not constitute official meetings of the St. Joseph
Economic Development Authority, however, there is the potential that a
quorum of the St. Joseph Economic Development Authority may be
present at this event. There shall be no official business conducted by the
St. Joseph Economic Development Authority at either of these events.
2., College Avenue North' .PO Box 66s . Sdint. loseph. Minnesotd ,6,74
Phone ,2.0.,6,.72.01 Fdx Fo.,6,.o142.
Administrator
JudyWeyrens
Mayor
Richard Carlbom
Councilors
AI Rassier
Ross Rieke
Renee Symanietz
Dale Wick
CITY OF ST. JOSEPH
www.cityo!stjoseph.com
St. Joseph Economic Development Authority
Meeting Notice
Wednesday, May 17, 2006
3:00 p.m. City Hall
1. Call to Order.
2. Approval'of Agenda.
3. Approval of Minutes.
a. April 19, 2006.
4. Financial Report.
a. Approval of Accounts Payable.
b. Financial Report
5. Business.
a. Preliminary Request for TIF: Collegeville Development
b. Downtown Committee Recommendation to Proceed
c. Business Subsidy Reports
6. Director Report.
a. Prospect List/Activity Report.
7. Board Member Announcements.
8. Adjournment.
2.') College Avenue North. PO Box 668 . Saint. Joseph. Minnesota ')6'P4
Phone ,2.0.,6,.72.01 fax ,2.0..,6.,.0,42.
CITY OF ST. JOSEPH
ECONOMIC DEVELOPMENT AUTHORITY
Meeting Minutes - Wednesday, April 19, 2006
Present: EDA Board Members Ross Rieke, Richard Carlbom, Carolyn Yaggie-Heinen, Ken Jacobson and
Tom Skahen.
Absent: None.
Also present: Cynthia Smith-Strack of Municipal Development Group.
Chairperson Rieke called the April 19, 2006 meeting of the St. Joseph EDA to order at 3:03 p.m.
Agenda.
Chairperson Rieke introduced the agenda. Moved by Skahen seconded by Car/bom to approve the
agenda as presented.
Motion carried 5-0.
Approval of Minutes.
EDA Chairperson Rieke noted the minutes from the March 15, 2006 meeting were included in the packet.
Motion by Skahen, seconded by Jacobson to approve the March 15, 2006 regular EDA minutes as
presented. Motion carried 5-0.
EDA Accounts Payable.
Rieke introduced the topic. Strack noted accounts payable for the month included invoice for contract
services in the amount of $2236.08. Strack noted the invoice reflected mileage reimbursement for an
additional Wednesday in the month of March. The total hours provided through March 31st equaled
100.75, on target for the projected 420 hours of service for the year.
Motion. by Jacobson, second by Skahen to approve EDA accounts payable for the month of March 2006
in the amount of $2, 014. 02. Motion carried 5-0.
Financial Report.
Rieke introduced the agenda item. Strack noted the March financial reports were contained in the packet.
Reports presented included: revenue, expense, check register and fund balance. Skahen noted a
discrepancy within the check register wherein park operations/maintenance expenses were included in
Fund 150/250 report. Strack to check with City Accountant to correct report.
Motion by Skahen, second by Heinen to approve the March financial reports. Motion carried 5-0.
Release from Lease: EDAlCity for City Hall
Rieke introduced the topic. Strack noted the EDA issued a series of lease revenue bonds to purchase
the City Hall (former bank) at 25 College Avenue North. Annual payments for the revenue bond were
covered through a lease payment tothe EDA from the City. The revenue bond was paid off as part of
refunding bond issuance in 2004. During the 2005 audit (conducted in March) a finding was made noting
the lease agreement between the EDA and the City relative to the initial revenue bond issuance was not
formally terminated. Since the EDA was a party to the lease, official authorization/direction to execute the
release agreement Is needed.
Motion by Jacobson, second by Heinen to authorize/direct execution of the release from lease. Motion
carried 5-0.
EDA Minutes - April 19. 2006
Page 1
3
Technical Inventory CSAH 75 Corridor: 2nd Street NW to 3rd Street NE (first tier of lots)
Rieke introduced the agenda item. Strack stated a technical inventory for the first tier of lots within the
CSAH 75 corridor between 2nd Street NW to 3rd Street NE has been created. CSAH 75 is classified as a
"Principal Arterial" roadway as it passes through the City of S1. Joseph. The Principal Arterial
classification means the primary function of the roadway is one of mobility as opposed to access.
Controlled access points. may be minimized in an attempt to promote the movement of through traffic.
Therefore,frontage/backage roads are essential mechanisms providing convenient access to local
business establishments. 2003 traffic estimates indicate CSAH 75 carries approximately 15,100 vehicle
trips per day west of College Avenue and 22,500 vehicle trips per day east of College Avenue. In
comparison, 1-94 carries approximately 21,800 trips per day west of CSAH 2 and 25,000 trips per day
east of CSAH 2.
Increasingly large volumes of traffic in the CSAH 75 corridor through St. Joseph have lead to the
development of commercial uses adjacent to the corridor. For the most part the commercial uses are of a
nature that is highly dependent upon patronization by motorists as opposed to destination-oriented
clientele. Commercial development within the CSAH 75 corridor has been occurring for quite a few years
essentially radiating outward from the intersection of College Avenue (CSAH 2) and CSAH 75.
Commercial development particularly between 1st Avenue NW and 3rd Avenue NE has occurred in a
haphazard fashion with large variations in building styles, exterior material types, setbacks, access
patterns and building placement on lots. The haphazard nature of development is further exacerbated by
parcels that have not yet converted from residential uses to commercial uses and varying lot sizes.
Throughout the study corridor infill/redevelopment needs are evident.
Strack noted the technical inventory includes: (1) a map depicting the subject area, (2) spreadsheet
containing pertinent information regarding parcels in the subject area and (3) a pictorial directory of
properties within the subject area. Of the 43 properties abutting CSAH 75 a number are under unified
ownership but not contiguous. Furthermore, several of the lots especially south of CSAH 75 have
existing discrepancies between what they are zoned for, what they are actually used for and what they
are guided toward for future use. In addition, several former single-family homes have been purchased
and are being used for student rental. Such uses may be difficult to convert due to the ec;onomic benefit
of renting versus costs associated with demolition/redevelopment. Commercial land prices may also
increase development costs thus detracting from redevelopment potential.
Corridor attributes include: the condition of roadway, traffic mobility which (at this point) appears to be
sufficient and good visibility from principal arterial - desirable for highway commercial use.
Corridor challenges include: the perception of development within the corridor as haphazard, commercial
uses interspersed with residential uses, infill opportunities are not unified, parcels vary greatly in size, lack
of continuous frontage/backage roads offering access to commercial development and inconsistent
architectural styles, wide variety of building construction types/materials employed, non-uniform setbacks
and limited landscaping.
Strack noted that permitted and special uses within the B-2 District allow for a diverse mix of retail and
service establishments but do not allow residential uses as the corridor is in transition from primarily
residential to primarily business. It is the goal of the City to develop a continues pattern of complimentary
land uses adjacent to the corridor that are dependent on high volumes of vehicular traffic and of an
intensity that's compatible with close proximity to an arterial roadway. The EDA is discussing the corridor
so as to entertain input related to the unique challenges/opportunities presented to development and/or
redevelopment projects in the corridor. Strack noted some items to consider included: (1) level of
financial assistance offered to establishments conducting redevelopment efforts of a sizable scale; (2)
participation by the EDA. in master planning the corridor and/or (3) participation by EDA. in securing first
right of refusals for individual properties as a means of assisting with the combining of smaller lots into
one larger lot more conducive to commercial development.
EDA Board Members discussed whether or not it wished to participate in a redevelopment effort in the
identified corridor. The EDA reached consensus on their interest in improving the aesthetics of the
EDA Minutes - April 19, 2006
Page 2
~
corridor which would begin with small incremental improvements and potentially mature to a more robust
project. The next step is for MDG, Inc. to create a summary of potential strategies for project/goal
implementation.
Zoning Updates - Input
Rieke introduced the topic. Strack noted that the Planning Commission and City Council were
considering several zoning ordinance amendments a few of which would potentially impact businesses.
Therefore, the EDA was asked to comment on a few of the proposed amendments, one relating to
signage, the other relating to standards within business districts relating to corridor aesthetics.
The sign ordinance amendment is proposed to update the following sections of the sign ordinance:
findings, purpose/intent, effect, severability, non-commercial speech, exemptions and non-conformance.
Sections relating to design standards for downtown and high visibility corridors are proposed to be added.
In addition as a follow up to discussion previously related to business corridor aesthetics, sample
language regarding a transportation corridor overlay district was introduced. The proposed language
would not address appropriate uses, but rather ensure uniform aesthetic standards were incorporated in
certain designated areas. Although the EDA did not review the specific standards, the EDA did discuss
the concept of creating high quality corridors adjacent to major transportation routes through uniform
standards related to viewshed preservation, parking lot location, utility placement underground, building
layout, architectural appearance, lighting and screening. The EDA preferred the corridor overlay approach
to instituting specific standards throughout all commercial districts.
Director's Report.
Carlbom exited the meeting at 4:50p.m. Rieke introduced the topic. Strack noted the Director's Report
was included in the packet.
Board Member Announcements.
Rieke updated Board Members on the SCAEDP meeting held earlier in the day. Rieke noted that the
"Associate Memberships" were being successful and that the proceeds of the associate memberships
were earmarked for marketing the St. Cloud area.
Adjournment
Motion by Heinen, seconded by Jacobson to adjourn. Motion carried 4:0. Meeting adjourned at 5:00 p.m.
EDA Minutes - April 19, 2006
Page 3
E;
THIS PAGE INTENTIONALLY LEFT BLANK
G
CITY OF ST. JOSEPH
www.cityofstjoseph.com
DATE:
May 10, 2006
Administrator MEMO TO:
Judy Weyrens
S1. Joseph Economic Development Authority
~L5
Joanne Foust & Cynthia Smith-Strack, Municipal Development Group
FROM:
Mayor RE:
Richard Carlbom
Accounts Payable - April 2006
April Financial Reports
Councilors
AI Rassier
Ross Rieke
Renee Symanietz Payable To
Dale Wick MDG, Inc.
Total
A. Accounts Payable:
Following are Accounts Payable for the EDA's Consideration.
For Fund
April Econ. Dev. Service 150-46500-300
Amount
$ 2,122.60
$ 2,122.60
Action:
A MOTION is in order to approve the Accounts Payable.
B. Financial Report:
April 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 1-3 155, TIF 1-4 156 and RLF 250).
Action:
A MOTION is in order to approve the financial reports.
I
2.~ College Avenue North. PO Box 668 . Saint. Joseph, Minnesota ~6,74
Phone ,2.0.,6,.72.01 Fax Fo.,6,.0'42.
..
INVOICE.
MUNICIPAL DEVELOPMENT GROUP, INC.
25562 WILLOW LANE
NEW PRAGUE, MN 56071
952-758-7399
FAX: 952~758-3711
mdg@bevcomm.net
City of St. Joseph
Attn: Judy Weyrens
City Administrator
PO 668
St. Joseph, MN 56374
Invoice Date 05-01-06 I Payment Terms: 30 days I Customer ID #: ST J06ED
Project April Economic Development Services
See attached detail
Amount: $1,820.00 Monthly contract fee-35 hrs
$ 302.60 680 miles x .445
$2,122.60
Code to: 150-46500-300 for general EDA
Remit To: Municipal Development Group, Inc.
25562 Willow Lane
New Prague, MN 56071
Dates-EDA
April 5, 2006 EDA Office Hours 7.25 hrs. C. Strack
April 12, 2006 EDA Office Hours 8.50 hrs C. Strack
April 19, 2006 EDA Office Hours & EDA Mtg 8.00 hrs. C. Strack
April 26, 2006 EDA Office Hours & DT Mtg. 7.50 hrs. C. Strack
. Total April, 2006 31.25 hours
Total MDGs Inc. 2006 Hours through Aprils 2006 = 132
Thank your We appreciated the opportunity to work with you!
I Check No.
Date:
~4-k,L
Principal
s
City of St. Joseph
EDA Report .
April 30, 2006
2006 YTD April 2006
Account Oeser Budget 2006 Amt YTD Amt Balance
FUND 150 Economic Development
E 150-46500-103 Legislative Bodies $700.00 $0.00 $0.00 $700.00
E 150-46500-151 Workers Compo $100.00 $0.00 $0.00 $100.00
E 150-46500-200 Office Supplies $500.00 $24.50 $24.50 $475.50
E 150-46500-300 Professional $28,000.00 $2,236.08 $9,416.26 $18,583.74
E 150-46500-303 Engineering Fee $4,000.00 $0.00 $0.00 $4,000.00
E 150-46500-304 Legal Fees $1,000.00 $0.00 $0.00 $1,000.00
E 150-46500-321 Telephone $1,200.00 $41.16 $163.39 $1,036.61
E 150-46500-322 Postage $200.00 $0.00 $20.50 $179.50
E 150-46500-327 Tax Increment $0.00 $0.00 $0.00 $0.00
E 150-46500-331 Travel & $500.00 $0.00 $73.77 $426.23
E 150-46500-340 Advertising $1,000.00 $0.00 $0.00 $1,000.00
E 150-46500-433 Dues & $0.00 $0.00 $8,000.00 -$8,000.00
E 150-46500-510 Land $0.00 $0.00 $0.00 $0.00
E 150-46500-582 Computer Software $300.00 $0.00 $0.00 $300.00
E 150-46500-587 Special Projects $0.00 $0.00 $0.00 $0.00
E 150-46500-700 Misc $0.00 $0.00 $0.00 $0.00
FUND 150 Economic Development $37,500.00 $2,301.74 $17,698.42 $19,801.58
FUND 155 TIF 1-3 Borgert (SKN)
E 155-46500-300 Professional $311.67 $0.00 $500.00 -$188.33
E 155-46500-327 Tax Increment $0.00 $0.00 $0.00 $0.00
E 155-46500-340 Advertising $16.67 $0.00 $0.00 $16.67
E 155-46500-600 Debt Service - $2,769.14 $0.00 $0.00 $2,769.14
E 155-46500-611 Bond Interest $3,471.05 $0.00 $0.00 $3,471.05
E 155-46500-620 Agent Fees $0.00 $0.00 $0.00 $0.00
FUND 155 TIF 1-3 Borgert (SKN) $6,568.52 $0.00 $500.00 $6,068.52
FUND 156 TIF 1-4 St. Joe Development
E 156-46500-300 Professional $2,422.00 $0.00 $500.00 $1,922.00
E 156-46500-304 Legal Fees $0.00 $0.00 $0.00 $0.00
E 156-46500-327 Tax Increment $0.00 $0.00 $0.00 $0.00
E 156-46500-340 Advertising $50.00 $0.00 $0.00 $50.00
E 156-46500-600 Debt Service - $6,439.94 $0.00 $0.00 $6,439.94
E 156-46500-611 Bond Interest $15,507.76 $0.00 $0.00 $15,507.76
E 156-46500-620 Agent Fees $0.00 $0.00 $0.00 $0.00
FUND 156 TIF 1-4 St. Joe Development $24,419.70 $0.00 $500.00 $23,919.70
FUND 250 Revolving Loan Fund
E 250-46500-304 Legal Fees $0.00 $0.00 $0.00 $0.00
E 250-46500-490 Revolving Loan $0.00 $0.00 $0.00 $0.00
FUND 250 Revolving Loan Fund $0.00 $0.00 $0.00 $0.00
$68,488.22 $2,301.74 $18,698.42 $49,789.80
1
City of St. Joseph
EDA Revenues
April 30, 2006
YTD %
SOURCE SOURCE Descr Budget Rev Revenue Balance of Budget
FUND 150 Economic Development
36210 Interest Earnings $0.00 $0.00 $0.00 0.00%
39201 Transfers from Other $37,500.00 $0.00 $37,500.00 0.00%
FUND 150 Economic Development $37,500.00 $0.00 . $37,500.00 0.00%
FUND 155 TIF 1-3 Borgert (SKN)
31050 Tax Increment $0.00 $0.00 $0.00 0.00%
FUND 156 TIF 1-4 St. Joe Development
31050 Tax Increment $0.00 $0.00 $0.00 0.00%
FUND 250 Revolving Loan Fund
36210 Interest Earnings $0.00 $97.74 -$97.74 0.00%
36212 CDAP Loan Interest $0.00 $279.92 -$279.92 0.00%
39312 CDAP Loan Proceeds $0.00 $2,814.05 -$2,814.05 0.00%
FUND 250 Revolving Loan Fund $0.00 $3,191.71 -$3,191.71 0.00%
$37,500.00 $3,191.71 $34,308.29 8.51%
10
City of St. Joseph
EDA Expenditures
April 30, 2006
YTD %
OBJ OBJ Oescr Budget Exp Expense Balance of Budget
FUND 150 Economic Development
DEPART 46500 Economic Development Authority
103 Legislative Bodies $700.00 $0.00 $700.00 0.00%
151 Workers Compo Insur. Premo $100.00 $0.00 $100.00 0.00%
200 Office Supplies $500.00 $24.50 $475.50 4.90%
300 Professional Services $28,000.00 $9,416.26 $18,583.74 33.63%
303 Engineering Fee $4,000.00 $0.00 $4,000.00 0.00%
304 Legal Fees $1,000.00 $0.00 $1,000.00 0.00%
321 Telephone $1,200.00 $163.39 $1,036.61 13.62%
322 Postage $200.00 $20.50 $179.50 10.25%
327 Tax Increment Certification $0.00 $0.00 $0.00 0.00%
331 Travel & Conference Expense $500.00 $73.77 $426.23 14.75%
340 Advertising $1,000.00 $0.00 $1,000.00 0.00%
433 Dues & Subscriptions $0.00 $8,000.00 -$8,000.00 0.00%
510 Land $0.00 $0.00 $0.00 0.00%
582 Computer Software $300.00 $0.00 $300.00 0.00%
587 Special Projects $0.00 $0.00 $0.00 0.00%
700 Misc $0.00 $0.00 $0.00 0.00%
DEPART 46500 Economic Development $37,500.00 $17,698.42 $19,801.58 47.20%
FUND 150 Economic Development $37,500.00 $17,698.42 $19,801.58 47.20%
FUND 155 TIF 1-3 Borgert (SKN)
DEPART 46500 Economic Development Authority
300 Professional Services $935.00 $500.00 -$188.33 120.14%
327 Tax Increment Certification $0.00 $0.00 $0.00 0.00%
340 Advertising $50.00 $0.00 $16.67 66.67%
600 Debt Service- Principal $8,307.42 $0.00 $2,769.14 66.67%
611 Bond Interest $10,413.14 $0.00 $3,471.05 66.67%
620 Agent Fees $0.00 $0.00 $0.00 0.00%
DEPART 46500 Economic Development $19,705.56 $500.00 $6,068.52 69.20%
DEPART 49301 Transfer to other Funds
700 Misc $0.00 $0.00 $0.00 0.00%
FUND 155 TIF 1-3 Borgert (SKN) $19,705.56 $500.00 $6,068.52 69.20%
FUND 156 TIF 1-4 St. Joe Development
DEPART 46500 Economic Development Authority
300 Professional Services $7,266.00 $500.00 $1,922.00 73.55%
304 Legal Fees $0.00. $0.00 $0.00 0.00%
327 Tax Increment Certification $0.00 $0.00 $0.00 0.00%
340 Advertising $50.00 $0.00 $50.00 0.00%
600 Debt Service - Principal $19,319.82 $0.00 $6,439.94 66'.67%
611 Bond Interest $46,523.28 $0.00 $15,507.76 66.67%
620 Agent Fees $0.00 $0.00 $0.00 0.00%
DEPART 46500 Economic Development $73,159.10 $500.00 $23,919.70 67.30%
FUND 156 TIF 1-4 St. Joe Development $73,159.10 $500.00 $23,919.70 67.30%
FUND 250 Revolving Loan Fund
DEPART 46500 Economic Development Authority
304 Legal Fees $0.00 $0.00 $0.00 0.00%
490 Revolving Loan $0.00 $0.00 $0.00 0.00%
DEPART 46500 Economic Development $0.00 $0.00 $0.00 0.00%
FUND 250 Revolving Loan Fund $0.00 $0.00 $0.00 0.00%
$130,364.66 $18,698.42 $49,789.80 61.81%
II
City of St. Joseph
EDA Check Register
April 30, 2006
Search Name CHECK # Comments FUND DEPART Amount
MUNICIPAL DEVELOPMENT CORP 037153 eda contract 150 46500 $2,236.08
SHAMROCK LEATHERS, INC 037165 B Gohman award 150 46500 $24.50
TDS METROCOM 037172 telephone 150 46500 $41.16
$2,301.74
II
Administrdtor
Judy Weyrens
MdYor
Richdrd GJrlbom
Councilors
AI Rdssier
Ross Rieke
Renee Symdnietz
Ddle Wick
CITY OF ST. JOSEPH
www.cityofstjoseph.com
DATE:
May 10, 2006
MEMO TO:
Economic Development Authority
/ 1-..5
Cynthia Smith-Strack, Municipal Development Group
FROM:
RE:
Request for Tax Increment Financing Assistance - Collegeville Development
Request:
Collegeville Development has submitted a pre-application for Tax Increment Financing
assistance for the construction of a 19,296 square foot mixed-use facility at the former
Krebsbach Chevrolet site located at 25 East Minnesota Street and may include the current
laundromat. A copy of the TIF Pre-Application is attached for your review. Representatives of
the company will be present to answer questions regarding the preliminary application.
Background:
TIF
Tax increment financing is a tool which allows the City/EDA to reimburse a company or land
owner a portion of the new propertv taxes aenerated as a result of an development 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. There are several types of tax increment financing districts, each of which has
a maximum increment period established by state law. Collegeville Development is
requesting assistance in the form of redevelopment TIF.
RedeveloDment TIF
A "redevelopment district" means a type of TIF district consisting of a project, or portions of a
project, within which the authority finds by resolution that one or more of the following
conditions, reasonably distributed throughout the district, exists:
1. Parcels consisting of 70 percent of the area of the district are occupied
by buildings, streets, utilities, paved or gravel parking lots, or other
similar structures and more than 50 percent of the buildings, not
including outbuildings, are structurally substandard to a degree
requiring substantial renovation or clearance;
2. The property consists of vacant, unused, underused, inappropriately
used, or infrequently used rail yards, rail storage facilities, or excessive
or vacated railroad rights-of-way;
3. Tank facilities, or property whose immediately previous use was for tank
facilities, as defined in section 115C.02, subdivision 15, if the tank
facilities:
a. Have or had a capacity of more than 1,000,000 gallons;
b. Are located adjacent to rail facilities; and
c. Have been removed or are unused, underused,
inappropriately used, or infrequently used; or
4. A qualifying disaster area.
/3
2., College Avenue North' PO Box 668 . Sdint. Joseph, Minnesotd ,6.374
Phone ,2.0.,6,.72.01 FdX 12.0.,6,.0'42.
The Collegeville Development project is expected to qualify for redevelopment TIF under (1)
above.
Term of TIF Agreement
The maximum term of a redevelopment TIF district is 25 years, however, the term of any TIF
agreement should only reflect the amount needed to close a demonstrated 'gap' in financing;
therefore, very often the approved agreement terms are much shorter than the maximum
allowed by state law.
Pavas YOU 00 TIF
State law allows the City/EDA to proceed with two types of TIF financing mechanisms. The
first is the issuance of a TIF bond by the City/EDA. In this arrangement the proceeds of new
tax increments are immediately available to the developer in the form of cash. With this type of
mechanism the City/EDA bear significant risk in that if the project isn't completed and/or taxes
are not paid, the City is responsible for making the bond payment.
Due to the amount of risk involved, the City of St. Joseph's TIF policy highly discourages the
issuance of TIF bonds. Instead an arrangement known as 'pay as you go' is the standard
mechanism embraced by the City/EDA. With 'pay as you go' TIFt the City does not issue
debt, instead the City enters into an agreement with the Developer pledging to 'rebate' a
portion of the tax increment provided property taxes are paid. In this kind of arrangement, the
Developer may use the TIF agreement to leverage a note from a conventional lender but the
City is not incurring risk if taxes aren't paid or the project not completed.
The Proiect
A summary of the proposed project is attached. The redevelopment project consists of the
construction of a 19,296 s.f. commercial/residential mixed-use structure within the Downtown.
A conceptual site plan and cost estimates for the two-story, traditional downtown facility are
attached for your information.
Pay-as-you-go redevelopment TIF assistance is requested in order to help the project move
forward. The Company has provided the EDA with pro-forma analysis illustrating a $340,000
gap in funding following an injection of personal capital and conventional loan; without
redevelopment TIF assistance, the project will not occur.
Requirements: Preliminary TIF Application:
The following are required to be submitted with the preliminary application for TIF assistance:
1. A map showing the exact boundaries of the proposed development. A site plan is
attached which illustrates the proposed 19,296 sf mixed-use facility. .
2. A General description of the project including the following:
. Size and location of building(s); The proposed two story structure will be
utilized for commercial lease space on the ground level with residential lofts
on the second "oor. The building design is reminiscent of traditional
downtown buildings with a "at roof, balconies on the second floor and a
building forward position on the lot. Parking will be provided to the rear of
the facility and landscaped courtyard is proposed for the front of the lot at
the comer of Minnesota and College.
. Business type and use; The redevelopment project will add nine 1,200 sf
commercial lease units in downtown. Commercial uses are expected to be a
mix of retail and professional offices. A total of 10 housing units (lofts) are
proposed to occupy the second story of the building. The lofts have been
designed to accommodate an upscale clientele and feature balconies on
both the front and rear of the each loft. The lofts are not tor rental by
students. The project as proposed allows for renting or owning of lofts.
ILl
. Traffic information, including parking; Parking facilities are proposed to the rear
of the building, as required in the Central Business District. The Planning
Commission must approve the facility site plan, including parking
requirements. The EDA does not have jurisdiction over parking lots.
. Timing of project; The applicant wishes to proceed with the expansion on a
timely basis. The project can not commence until, if approved, a TlF
agreement is signed. Commencement of any construction activity prior to
the signing of a TlF agreement will void any/all increment available to the
project and therefore, the employment of tax increment financing. The
applicants wish to proceed with site plan approval later this summer with
construction anticipated to begin in the Fall of this year or Spring 2007.
. Estimated market value following project completion. MDG has not consulted
with the County Assessor pending receipt of formal sitelbuilding plans. The
applicant, however, has provided project estimates within project pro-
formas which place the project cost at $2.24 million. If the EDAlCouncil
approve/authorize submission of a final TlF application, building plans will
be submitted at that time for review by the Steams County Assessor.
3. The existing Comprehensive Plan land use designation and zoning of the property. The
comprehensive plan guides the subject parcel to continued downtown (Central
Business District) use. Current zoning class is B-1. Mixed-use facilities are
permitted within said zoning class providing residential does not occupy greater
than 60% of the gross square footage.
4. A statement identifying how the increment will be uses and why it is needed to complete
the project. The increment will be used to assist with the following eligible expenses
associated with the development: land acquisition, site preparation, demolition and
utility placementlselVice/connection.
Thorough sources/uses will be included. with the final application for TlF, the
company will be required to disclose financial information in conjunction with the
final application. Preliminary sources/uses are included in attachments to this
memo.
5. A statement identifying the public benefits for the proposal including estimated increase in
property valulation, new jobs to be created and other community assets. The subject
property currently consists of a vacant gravel parking lot within the Central
Business District (downtown). The proposed project is estimated to cost $2.24
million. The proposed project will redevelop an underutilized parcel and, if the TlF
district is structured large enough, encourage additional revitalization within the
Downtown in conjunction with other revitalization effots.
6. A written perspective of the developers company (Le. corporation, principals, history, past
projects, etc.). A written narrative is attached to this memo.
TIF Policy:
A copy of the City's TIF policy is attached. The policies for the use of TIF include the
following:
1. General Policy - The City of St. Joseph and EDA shall consider Tax Increment
Financing for projects that serve to accomplish the City's goals for housing and
economic development as they may change over time. The goals include facilitating
projects that would result in the creation of quality jobs(Le. stable employment and/or
attractive wages and benefits) and the attraction. retention. and eXDansion of business
and housina oDlions in the City. The request appears to meet this policy criteria.
If;
2. Objectives: As a matter of adopted policy, the City of S1. Joseph and EDA will
consider using tax Increment Financing (TIF) to assist private development projects to
achieve one or more of the following purposes: The project appears to meet the
objective outlined in (a)-(d) and (f) below.
a. Remove blight and/or encourage redevelopment in the commercial
and industrial areas of the City in order to encourage high quality
development or redevelopment and private reinvestment in those
areas.
b. To provide for a balanced and sustainable housing stock to meet
diverse needs both today and in the future.
c. To retain local jobs and/or increase the number and diversity of
quality jobs (Le. stable employment and/or attractive wages and
benefits.
d. To encourage additional unsubsidized private development in the
area, either directly, or through secondary "spin-off' development.
e. To offset increased costs of redevelopment (Le. contaminated site
clean-up), over and above those costs that a developer would incur in
normal urban and suburban development.
f. To facilitate the development process and to achieve development on
sites which would not be developed without this assistance.
3. Costs that qualify for TIF assistance: The TIF would assist with expansion of an
existing facility and promote 13 new livable wage jobs within two years.
4. Minimum Qualifications:
a. TIF would facilitate development that would not occur without the assistance. The
Preliminary TlF application provides evidence the development would not
occur without assistance a per pro-forma analysis conducted.
b. But-For Test. The pre-application requires the developer to submit a statement
identifying how the increment will be uses and why it is needed to complete the
project. The applicant has submitted pro-formas illustrating the project does
not cashflow without TlF assistance.
c. The project is consistent with the Comprehensive Plan and zoning
ordinance. The subject parcel is zoned downtown commercial.
d. Prior to approval of the TIF Plan (at the time of final application), financial
guarantees and credentials will be required.
e. Ownership (control) of the parcel will be required by the applicant.
5. Desired Qualifications:
a. Taxes paid before and after the development will be greater than a 2:1 "ratio.
Current taxes payable on the subject parcels equate to $10,092. Taxes post
construction are estimated at 3% of the project cost or $67,000 annually.
/G
b. TIF should not be used for speculative projects. Collegeville Development was
formed in 2000. The company has developed projects in Winona and
Northfield in conjunction with college communities. Complete financial
information from the company and major shareholders. will be required
if/when a final application is submitted.
c. TIF should not be used to pay for overpriced land. The TIF assistance is
proposed to be used for costs associated with redevelopment of
substandard property within the original townsite (Central Business District)
and not for greenfield development
d. TIF should be pay-as-you go. The request is for pay-as-you go assistance.
e. Preference is given to projects that do not cause extraordinary demands on City
services. The applicant is proposing a mixed-use facility. No extraordinary
demands on the utility systems are anticipated.
f. Preference is given to projects that are consistent with the compo plan, improve
surrounding land uses, provide new employment, are financially feasible and
provide the highest and best desired use for the property. The project appears
to meet all of the aforementioned criteria in addition to adding a unique type
of dwelling unit (loft) to the City's housing stock.
Appropriateness of TIF:
Attached is the "Grading and Report Card for TIF". The proposed project received a
composite score of '5.0' meaning it is an 'excellent' use of tax increment financing.
Other Considerations:
The Downtown Committee formed under the auspices of the EDA is bringing a
recommendation to the City Council to proceed with a major, long-term downtown
revitalization project. The Collegeville Development project is proposed to be announced' in
conjunction with the revitalization project as a means of jump-starting both projects. The EDA
may wish to recommend the City Council establish a TIF district which encompasses more
parcels than those contained in the Collegeville Development project as a means of assisting.
other potential redevelopment projects within the Downtown.
Action:
If the EDA is supportive of utilizing TIF for this project, a MOTION is in order to recommend
the City Council approve the pre-application and authorize submittal of the final application
and fee.
/7
THIS PAGE INTENTIONALLY LEFT BLANK
/6
City of St. Joseph
TIF Assistance Program
Preliminary Application
(Please print or type)
General Information:
Legal name of owner/applicant:
COJ..ll6l.Vll..LC
b~Vtl..,t1P"1tN" &l<.rJwt LlC
Operating Entity (if different):
lo/.J" IrJ l.sT" ST. G&It"1p...) N .srdU.tr
Address:...sJ' CL.::J lil.!) M. N ...rl630 \
Telephone Number: ( ~ r 4- ... 0 ry (,;.. Fax Number:
Name of contact person: 'J". "" h t <>>/0 V AN ^" l 0 f(.
f4.r4- oC'"J4o
M u'(' l B'06J'1e
The following information should be presented in to the St. Joseph EDA Office as soon as
possible after the initial meeting with the EDA Director. The information will be evaluated to
determine if the proposed project conforms with the community's goals and objectives.
=> A map showing the exact boundaries of the proposed development.
=> Give a general description of the project including the following:
· Size and location of building(s)
· business type and use
· traffic information, including parking
· timing of project
· estimated market value following completion
=> The existing Comprehensive Plan land use designation and Zoning of the property.
Make a general statement as how the project will conform to the land use designation.
=> A statement identifying how the increment will be used and why it is needed to
complete the project.
=> A statement Identifying the public benefits of the proposal including estimated
increase in property evaluation, new jobs to be created and other community assets.
=> A written perspective of the developers company(i.e. corporation, principals, history,
past project, etc.)
"-J"{'lt ""$r ~ b 1 fa/,) vAf'J NI
)- c~ ~.~~~L
o<=-1=.t f/...
Signature
Applicants signature:
Date:~C,
St. Joseph TlF Policy
/9
Attachment C-I
1; -,,' _,
'1' ".
~,' ~; ',1,' '~, '."
}
^:"I' ......~'.
.i,' f
",-\ _~ ,lV'"
l_~
,
,
,
"
,+
','t t _'?.I_~;~
'~. .,\-
"
" #l
"-~. .,.'. "
"
,
!'F ~ ,...
.\,.
"l~ .\
" -,.. ','
; t
'11- '"
...,0 .it
.01 ....' -:It'
(" ~ ",f
:7:
"
'it.'
THIS PAGE INTENTIONALLY LEFT BLANK
LV
. ATTACHMENT TO PRELIMINARY APPLICATION FOR TIF ASSISTANCE
Collegeville Development Group Project
in the
City of St Joseph
May 2006
Site Map:
See attached map showing the location of the proposed project which is located
on the north east corner of College Avenue and Minnesota Street. It includes lots 11, 12,
13, and parts oflots 4,5,6, 7, and 13 all in Block 10, Saint Joseph.
Size and Location of Buildings:
The proposed new building would be situated set back from Minnesota Street on
lots 5, 11, 12, and 13. It might also include part oflot 4. See the attached site plan.
There is currently a laundromat located on lot 4 and a vacant wood frame
structure located on lot 5..
The planned new building will be a 216' x 45' two story building with a footprint
of approximately 9760 square feet.
The ground level would consist of approximately 9 bays of 1200 square feet
apiece to be marketed for retail and commercial users. The second floor is planned to be
small and affordable loft style condominiums which would be for sale or rent and could
include covered porches on the front and backs of the building.
In addition there would be abuilding accessible from the alley running east west
located between Ash Street and Minnesota Street used for approximately 14 garage units
for the tenants or owners of the loft condominiums.
The estimated market value upon completion is $2,240,000.
Timing:
Commencement of construction will depend on our ability to get Letters of Intent
from buyers or tenants, but is intended to be in the fall of 2006 or spring of 2007.
Completion of construction would be approximately 6 to 8 months after commencement.
Comprehensive Plan:
The project is consistent with the uses permitted in the City Central Business
District; but will be subject to zoning approval of by the City Council. The project would
also require vacation of the alley platted between lot 12 and 13. See the attached
Certificate of Survey.
Use of Tax Increment:
Tax increments are being requested to make the project financially feasible; and
will be used for tax increment eligible expenses primarily including land acquisition,
21
demolition, and site improvements. A detailed pro-forma will be submitted as part of the
TIF final application. A very preliminary pro-forma has been submitted to City staff, but
it must be understood that it is subject to change as final costs and revenue projections are
arrived at prior to closing on a TIF Development Agreement with the City.
Public Benefit:
The project will be an anchor redevelopment project at the most high profile
corner in the Central Business District. It will result in an increased property tax base. It
will create unsubsidized ( except for the TIF financing) affordable housing. We expect
that the housing will be attractive to employees of the College of St Benedict.
Collegeville Development Group LLC:
See the attached description of Collegeville Development Group officers and
advisors. Additional information about the company can be viewed at the company web
site: Collegevillecommunities.com
1Z
H!II'fS10~ NOSI'f'f111IM OOH1S3N09 ),9 ~OOZ 0 1HOIHAdOO ~ 0()
"'L~~ NW 'Hd3SOr .I.S S8Je/OOSsV ~ wOO'OOJlsouoq'''''M )llS 83M 4J/WSJO)f lli <D ~
,.. ~
" I
L X08 Od Z,Z9'l,Z XVJ I:,Snsz'ozl: 131 . - z 0()
SNOISIA:JII f >/!/JepUV -=- 10m NI'f 'on0101S UOSW811/!M -=- 2 0 w 0
J r
SOOZ 3Nnr '1 :31W S3S/~d~31N3 eU8S0~ rur H1nos 13311lS Olll:Z IUI: riff' .. 0
..' ,.. ~ ~
NO<;~Vl :03~03HO IJo'<.AJns OOJJS9U08 .
':lN130i!llS :NMVlIO H~V8SB3~)f OOJJ9GUOa 810'1/l/01'( . 8J"UrllU3 VI
SnJJINI311 :A3^lIns ........,
:::n
~
>
L
:l
\0
4-
()
~~
-I-'i I
0:
\)J
--,
4-
-- I
-I-'i ,
L'
\\)~
\)!
I
~
~ ~~
~ :t~
UI-
t: ZIIl
~ ;~
~ ~~
t ~i
~ ~tli
III -~
~ 13UJ
~ b?5
o ~~
~
I-
lU
lU
U.
~
UJ
..J
<t
~
o
'"
U
;;;:
0.
~
I.!/
o
_ 0
o
..-
'"
~-
(I)
.c
III
~-
loJ
III
0::
~-
(I)
C::)
l,~
.c
'"
II) 0
oo~
-J-JD',,~
,...:o~:Sc
... "
-g q; ~.s <3
o~o"EU)
tOD:c~~
z (l)t:?a., ~ v
() o~tx_V)
I- ...J 00
~ -~..,"U >..
It ~.!~5~
v VI_ ::J
~ ~ ~V)~:
~ ~sea~
o 0
2 QJ-gn'+-~U
.( ~O.2~~
-J IVn(IJ:s_ .
~ -. .E __ '5 ~
ON=..2 In
tn_oo.~~
Q) . . vi;: t:
~:::::5o:i
R
'"
:5
>. ...
4. E >.~
O~;55
W-o-O
350~
~og~ci
I- ,,_
ffi"-r.ng
uEo'O~
:E ~;s 3 :i
-"O'U__
o~ggo
:5&.c.g~
>. ~ ,2 ~.B
~ o..!?.!(/)
~ ~ i~ ~
~:o -
~~~~-
L. fi: U c: en
~ ::>.~.~ ~
_tI)"'O-,_
~ ...~
0",
&;-.0
1: E
" "
VJZ
0g-g~
I-~~ 0 c
lCJ
..-
.A3'1'1';'
CO'lIb' M.O!io~
J
1
a ('~ If!
~ ..- ~ ~
I&l t; " x
r~r--~,-Y---l
~
l3
10
~..
,
~:':"; .
;.. .........,..
i'~~ s~
\ .; ~~
.. () --
o\--\ -~r-
- , (U
\ \
I
I
og I
I
I
~-
~ I
~-
(lJ
'C I
~-
()
(f)
t!J I
!i
I
eo
\
-"-"-"-",
()
,--
,"-"-"-"-"-"\
I
LCJ
,--
..
S
--- - ---------1 r- -- - -- - -.-- -- --l@:
:oz: ~t ~ ~:s
<J) \ ,.. cr., .. ~ . i 09
. l:lr S ~ " !l
. ~
-------------1
.._.._.._,._..~
OO'(XI
R
M.tIOi9E.OO9
I -,-"'v
"..:) I I'
C()
!:
to-
Ld
Ld
~
..-
(/)
c(
~-
o
(/)
Ld
-.
oft.
...
ott_
4=
..!:
.--..--..,...
OO'SZI
-----
OO'Sl:1
-----
i1.~~
\
" (,)
'\-~-~r-
---. . ("0
-- \
--
()
,--
to
'........
--
-..,.-
-
--
~..
~
,..,~
, \ C""c..
''''O\..,..t.
....,
1,le
.. \ 't:.~..V\.o
f"'\"
'1
\
\
Z\
i\
\
\
\
~
,(< ... . ' \
;:,
~t':
,1'
*
"
~?f/
,/1"
~~
#
,'"I'
I!
~
;;{-'.
1$'
.jI!o
,.ft'
,,-,.^,
- ,.1'
rtf.-i'-
;:;,~
",.
./i;
~
. ~
f'l.'
I "
~~"._-
--- -......_~-
~~---~,',='"<""--:;:-~
.-.;;!'..;;._~~~~--"""'~'--"~?_:"""'-:':"'-r..~.,,_~~_
,~~~_.....-----~
25
. II
Image
minnesota street
building wi units (second level)
units a,b,c
minnesota street
Downtown Concept
. St. Joseph, MN
GI.J:&,hi,,,,,,,
Development
Group, LLC
phone: (320)-654-0762 ext:. 21.
"i:K';~~~~:~"'<
05A!1.us . ~_OI...~lli""'?i(;ly%:'
l0
'2.~ ('
r
Tax Increment Financing Worksheet
St Joseph Mixed Use- Downtown
Assumes NPV of TIF note is
337,000
Land Cost
Bank lends 90% of TIF note, we assign TIF payments to Lender
La Playette
Kippley Site
Krebsbach Site
Land Total Cost
o
330,000
170,000
500,000
Canst, GC & Soft
1,740,000
Total Dev Cost
2,240,000
1,900,000
340,000
True Economic Value (price at which the
deal works
GAP which needs to be funded
TIF Note
303,300 Applied
326527 X.9
36,700
Remaining Gap
'l-7
>-
Q)
0.
0.
S2
"0
C
co
..c
()
co
..c
en
..0
Q)
~
~
CI)
.....
CO
E
~
t/)
w
.....
t/)
o
o
.....
c
CI)
E
C-
O
-
CI)
>
CI)
C
-
CO
.....
o
t-
CI)
.....
.-
en
.c
(.)
co
.c
t/)
..c
CI)
~
~
en u
(!) -
01 (!)
('\l
.... en
('\l C
01
.5: (!)
E
0 -
0 ('\l
(!)
co ....
....N .-
~"O ~
0 C
LO ('\l "0
,...: en c
LO~ ';:
U en
x (!)
.... "0 (!)
en u
c c
<0 .- .~
O'>N
NO'> 0..
O'>LO 0.
..-N ('\l
00 0 000 OOOOOOOOCOO 0 00 ..-
NO 0 000 0000000060 0 00 0
LOO 0 OOLO OOOOOOOOCOO 0 00 ~-
-0 ci LO ..- N L6 - 0
O'>LO ciciLOciC<)LOLOLOc<)ci gN 0
0..- ..- -l -IN''-''-~ ~~~ ..- ~
..- U U ..- 0 0..- ~ U LO N
..- .5: .5: z z .5: N
~
0
~
-
"0
~
ell
=-
....
C/j
o
()
....
C/j
C
o
o
(!)
U
C
~ 0.
..Q a1
_<t~/
1-"5~
&en - -lOCI
o C ~ ~ en >. ~::2 .5:
~ 0 t:: (!) S '-enO 01 Qj ~ ~ ~ C '3:;
C/j <(01...._" _ u~en(!)_~"O
o 0. E (!) en ..... (!) en.S c en 0') u - _
() :J en Q) Q) >. c: Q) .- ..... - 0') .... <( Q) - lJ)
(/) 0 en .5: I- (!) ~ LL E ~ (jj ro .5: ~ u ..E .~ E l!:?
~~<(cOl~~:J>E~cO')~c(!)cnE(!)
00> 0 C O::J en (!) 0 w 0 '''_ '" 0.0.... 0-
cn~>owcncnEoo~o~o~cnO<(OE
-
~
!:9.
'0
C
o
U
C
Ql
G
l~
'0 0
c E
ell (!)
-10
()
o
I-
Behind the Concept
Collegeville Development Group
Founded in 2000, Collegeville Development Group is a limited liability
corporation located in St. Cloud, Minnesota, 60 miles north of Minneapolis.
Collegeville Development Group was founded by ,Jon Petters. Collegeville
Development Group also maintains an experienced Board of Governors, a
group of advisors and investors who are actively involved in the company.
Profiles
Jon c. Petters is the CEO and founder of
Collegeville Development Group. Jon is a
successful entrepreneur vvho has founded
and managed hvo prosperous companies.
Tn '1984 he co-founded Aria Communications,
a privately held telemarketing and direct-
mail organization knovvn nationally for
fundraising. In 1992 Jon founded and
managed Irresistible Ink, Inc., a direct-
marketing company that \-vas sold to
Hallnlark Cards, Ine. in 1998. 'While ,It
lrresistible lnk, he was awarded recognition
as the Direct Marketer of the Year 1997 in
the State of Minnesota. Prior to founding
his marketing companies, Jon was a real-
estate broker and \vas involved in commercial
real-estclte development \.vith Brutger
Companies. He has the following educational
background: MBA, St. Cloud State University;
School of Architecture, University of Ivlinnesota;
and BS, Individualized Major, Saint John's
University.
Colleen Hollinger Petters is the President
of Collegeville Communities. Colleen
brings to us over twenty years of successful
careers in advertising, sales, marketing, and
writing, including six years at Irresistible
Tnk, Tne., and as Executive Director of a
regional Anlerican Eed Cross. She holds a
degree in Business Communication from
the University of Minnesota, Duluth, and is
a published journalist and writer.
Thomas H. Klassen is the Chief Operating
Officer of Collegeville Development
Croup, coming to us after a successful
career in the development and corporate
administration of several regional health
systems, including construction of medical
facilities, as well as an entrepreneurial
career in the development of hydroelectric
pmver capabilities. He grad uatcd from
St. John's University in Minnesota with a
degree in Natural Sciences, and received his
Masters in J lealth Administration from the
University of Minnesota.
James Degiovanni is Collegeville
Development Group's Chief Corporate
Officer. He holds a layV degree from the
University of wfinn.esota and a Master of
Arts degree in Urban an.d I\.egional Studies
from Minnesota State University - Mankato.
Jim holds Minnesota licenses to practice
law and broker real estate. Jim spent 20
vears as member and shareholder of the
Rinke Noonan La,,\' Firm, specializing in
municipallavv and real esta te development.
Prior to practicing bw he served as
Executive Director for the Scott County
Minnesota Housing and Redevelopment
Authority and in the public sector in areas
of housing and conmmnity developnwnt.
4
@ Collegeville Development Group - Collegeville Communities
page 8
~q
Peg S. Eisenreich joins us as our Chief
Financial Officer, coming with over 16 years
of experience in the areas of accounting,
finance and corporate controls. Prior to
joining the Group, Peg served within the
accounting and finance sector as controller
and office manager, as well as eight years
as chief financial officer and board of
directors for a large building developer.
Ms. Eisenreich has a BS degree in Accounting
with and emphasis in economics from Saint
Cloud State University.
Ted Schmid is a board member and investor,
and is actively involved in construction for
CollegeviJ1e Communities, serving as advisor
and general contractor on some projects.
Ted is the owner of Lumber One, Inc., a
third-generation family business. Recent
projects include over 350 residential projects
ranging from single-family homes to a 100+
condominium project. Ted is the recipient
of the Minnesota Governor's a ward for
affordable housing.
Diane Coplan is a board member and
consultant. Diane has an extensive professional
career devoted to social services and
gerontology. Experience includes: Co-founder,
Central Minnesota AIDS Project; Board
of Directors, Mankato State University
Foundation; Jewish Family and Children's
Services and older adult services; graduate
work in gerontology at St. Cloud State
University; BS in Elementary Education
from Mankato State Universitv.
Don Gustofson is a board member and
consultant, and assists with site selection
and advising on CoJJegeville Community
projects. Don has extensive experience
leading development and planned-giving
efforts at major universities. Over the
years, he \'lorked in a number of leadership
roles at Jowa State University, including
Director of Development and Executive
Director of the ISU Al.umni Association,
Director of the 1SU Achievement Foundation,
and Associate Director of Admissions. While
at Iowa State, hedeveloped the concept for
Green Hills Retiremen.t Village and for the
Gateway Center Hotel & Convention Center.
Don also worked at Montana State University
as President of the MSU Foundation. While
at MSU, he also served as President of
Advanced Technology Inc., a technology
park he developed in 'order to attract hi-tech
companies to locate on the IvlSU campus
and to work with university faculty and
researchers.
Richard C. Edwards is an advisor to
CollegeviJJe Development Group. Dick is
the administrator for Charter House, an
internationally renowned continuing-care
retirement center in Rochester, Minnesota.
Mr. Edwards is recognized v'lorldv'lide as a
leader and ed ucator in the field of Service
to the Aging. Experience includes: Past
Chairman, Minnesota Health and Housing
Alliance; Board of Directors, American
Association of I lomes and Services for the
Aging. MA in Social Services Administration,
Case vVestern Reserve University.
Thomas J. Petters is a board member and
investor. Tom is founder, CEO and president
of Petters Companies 1nc. Subsidiaries of
Petters Companies include uBid, Fingerhut,
Redtagbiz, Petters Consumer Brands,
PolaroidElectronics.com and more. Tom
manages both distribution and tTading
locations yvorldwide, including Europe and
Asia, with over $1 billion sales in 2001.
4
@ Collegeville Development Group - Collegeville Communities
page 9
30
Thomas Hartmann is a board member.
Thomas is a founding partner of McMahon,
Hartmann, Amundson & Co. Experience
includes: CPO, 911 Emergency Products;
Board of Directors, St. Cloud Opportunities;
past President, St. Cloud Area Economic
Development Partnership and St. Cloud
Downtown Association. Numerous
business and avocation leadership roles
throughout the United States.
Chad McKenney is a board member and
legal counsel for Collegeville Development
Group, LLC. Chad is a founder and
managlng partner for Donohue McKenney
Thacher & Bergquist, Ltd. Experience
includes: Former member, Donahue
Rajkowski, Ltd. JD degree, William tvlitchell
College of Law; BA, St. Thomas University.
J. Michael Podawiltz is a board member.
He is CEO of Podawiltz Development
Corporation, developing over 4,000 housing
units and coordinating over $200 million in
financial placements. Experience incllldes:
Board member, St. Cloud Area Economic
Development Partnership; board member
and past Executive Director, St. Cloud
Housing & Redevelopment Authority. MA
in Public Affairs, lndiana University; tvlA in
Public Administration and Bush Leadership
FellO\v, Syracuse University.
Christopher L. Schellinger is a boa rd
member "utd director of project development
for Collegeville Development Group.
Chris represents a fourth generation of
craftsmen and builders in the St. Cloud
area. Prior to joining the company, Chris
managed diverse manufacturing operations
at Woodcraft lndustries and Nahan
Printing. He has a BA degree in Business
Management from Saint John's University.
Don Watkins is a board member. Now retired,
Dan's past experience includes: CEO, Tanner
Systems. Board member, Bremer Bank;
Chairman, St. Cloud State University (SCSU)
New Century Campaign; board member:
Central Minnesota Community Foundation,
SCSU Foundation, Cenh'al Minnesota Council
of the Boy Scouts of America and Hill
Monastic Manuscript Library. Past Board
Trustee, College of Saint Benedict.
. John Koneck is a board member for
Collegeville Develoflment Group and is a
Certified Real Property Law Specialist. John
is a shareholder in Fredrickson & Byron's
Real Estate Development and Finance client
service group, with over 20 years experience
in commercial, industrial, sales & acquisition
transactions in real estate. John has his law
degree from Yale Law School and is a frequent
real estate law lecturer, guest writer, and
real estate law instructor.
A
@ Collegeville Development Group - Collegeville Communities
page 10
31
THIS PAGE INTENTIONALLY LEFT BLANK
JL
City of St. Joseph
Policy and Procedures for Tax Increment Financing
Project
For the purpose of this policy, the "EDA" shall also mean the St. Joseph Economic Development
Authority, which serves in conducting various economic development, housing and redevelopment
programs and activities within the City of St. Joseph.
I. GENERAL POLICY
The purpose of this policy is to establish the position of the City of St. Joseph and the Economic
Development Authority with respect to the use of Tax Increment Financing for private
development within the City. This policy shall be used as a guide in the application for, review and
consideration of any requests for Tax Increment assistance. The fundamental purpose of tax
increment financing in St. Joseph is to encourage desirable development and/or redevelopment
that would not otherwise occur "but for" the assistance provided through TIF.
The City of St. Joseph and EDA shall consider Tax Increment Financing for projects that serve to
accomplish the City's goals for housing and economic development as they may change over
time. The goals include facilitating projects that would result in the creation of quality jobs(i.e.
stable employment and/or attractive wages and benefits) and the attraction, retention, and
expansion of business and housing options in the City.
II. CITY's and EDA's OBJECTIVE FOR THE USE OF TIF
As a matter of adopted policy, the City of St. Joseph and EDA will consider using tax Increment
Financing (TIF) to assist private development projects to achieve one or more of the following
purposes:
. Remove blight and/or encourage redevelopment in the commercial and industrial areas of the
City in order to encourage high quality development or redevelopment and private
reinvestment in those areas.
. To provide for a balanced and sustainable housing stock to meet diverse needs both today
and in the future.
. To retain local jobs and/or increase the number and diversity of quality jobs (Le. stable
employment andlor attractive wages and benefits.
. To encourage additional unsubsidized private development in the area, either directly, or
through secondary "spin-off" development.
. To offset increased costs of redevelopment (Le. contaminated site clean-up), over and above
those costs that a developer would incur in normal urban and suburban development.
. To facilitate the development process and to achieve development on sites which would not
be developed without this assistance.
. To meet other uses of public policy, as adopted by the Council from time to time, including
promotion of quality urban design, quality architectural design, energy conservation,
decreasing the capital and operating costs of local government, etc.
St. Joseph TIF Policy
1
3.3
Ill. COSTS WHICH QUALIFY FOR TIF ASSISTANCE
. Project design fees including: utilities, landscape, architectural and engineering design.
. Site related work including: permits for site work, earthwork/excavation, soil correction,
landscaping, utilities, streets and roads, street/parking lot paving, street/parking lot lighting,
curb and gutter, sidewalks
. land acquisition
. Special assessments
. legal fees (acquisition, finance, closing)
. Soil tests
. Environmental studies
. Surveys
. Park and open space dedication fees
. Interest rate write downs
. Relocation assistance
. Replacement or clean-up of contaminated soils which would otherwise preclude
redevelopment
. Rehabilitation
. Any other costs allowable by Statute
IV. PROJECTS WHICH MAY QUALIFY FOR TIF ASSISTANCE
All new TlF projects considered by the City of St. Joseph and EDA must meet each of the
following minimum qualifications and will also be evaluated based on their ability to meet the
desired qualifications for assistance. However, it should not be presumed that a project meeting
any of the qualifications will automatically be approved. Meeting the qualifications creates no
contractual rights on the part of any potential developer to have its project approved.
MINIMUM QUALFIC,ATIONS
1. The 'project should meet one or more of the Tax Increment Financing Objectives outlined in
Section \I of this policy, but at a minimum shall:
. Remove blight and/or encourage redevelopment in the commercial and industrial
areas of the City in order to encourage high quality development and redevelopment
and private investment in those areas.
. To facilitate the development process and to achieve development on sites which
would not be developed without this assistance.
2. The developer must demonstrate that the project is not financially feasible "but for" the use of
T1F assistance.
3. The project must be consistent with the City's Comprehensive Plan, Zoning Ordinances and
the EDA's Strategic Plan or require changes to the plan and ordinances must be under active
consideration by the City at the time of final TIF application submittal.
4. Prior to approval of a TIF financing plan, the developer shall provide any requested market
and financial feasibility studies, appraisals, soil borings, private lender commitment, and/or
2
St. Joseph TIF Policy
3tf
+
other information the City, EDA or its financial consultants may require in order to proceed
with an independent underwriting of the proposal.
5. The developer must provide adequate financial guarantees to ensure the completion of the
project. These may include, but not limited to: assessment agreements, letter of credit,
personal deficiency guarantees, maximum cost contract, etc.
6. Any developer requesting TIF assistance should be able to demonstrate past successful
general development capability as well as specific capability in the type and size of
development proposed. TIF will not be used when the developer's credentials, in the sole
judgement of the City, are inadequate due to past track record relating to: completion of the
projects, general reputation and/or bankruptcy, or other problems or issues considered
relevant by the City and EDA.
7. The developer'shall retain ownership of the project at least long enough to complete it, to
stabilize its occupancy, and to establish the project management and initiate repayment via
the TIF assistance.
DESIRED QUALlFICA liONS
1. TIF proposals creating a higher ratio of property taxes paid before and after redevelopment
will receive priority consideration. Given the different assessment circumstances in the City,
this ratio will vary widely. A 1:2 ratio of taxes paid before and after redevelopment is desired.
2. TIF proposals should normally not be used to support speculative industrial, commercial,
office or housing projects. In general, the developer should be able to provide market data,
tenant letter of commitment or finance statements which support the market potential/demand
for the proposed project.
3. TIF will normally not be used in a project that involves an excessive land and/or property
price. Thiswill normally be where the acquisition price is more than 20% in excess of the
market value as determined by an independent appraisal of the property.
4. TIF will not be used in projects that would give a significant competitive financial advantage
over similar projects in the area due to the use of tax increment subsidies. Developers should
provide information to support that the TIF assistance will not create such a competitive
advantage. Priority consideration will be given to projects that fill an unmet market need.
5. TIF will be provided on a pay-as-you-go basis. Any request for up front assistance will be
evaluated on its own merit in accordance with this policy. Projects requesting pay-as-you-go
financing will receive priority consideration.
6. Preference will be given to projects that do not place extraordinary demands on City services.
If it is determined by the City's Public Works Director and City Engineer that an extraordinary
increase in public service would result because of the project, TIF financing will not be
considered.
7. TIF will not normally be used for projects that would generate significant environmental
problems in the opinion of the local, state, or federal governments. Priority will be given to
project that aim to clean-up existing contaminated sites and would facilitate the location of an
industry or business that has an environmentally sound track record, or meet a housing need
in the City.
St. Joseph TIF Policy
3
jS
8. Preference will be given to projects that meet good public policy criteria as determined by the
EDA and City Council, including:
. Projects that are in accord with the Comprehensive Plan, Strategic Plan, Zoning Ordinances
and other redevelopment plans of the City and EDA,
. Projects that provide significant improvement to surrounding land uses, the neighborhood,
and/or the City,
. Projects that provide a significant increase in tax base,
. Projects that provide significant new, or retained employment,
. Projects that meet financial feasibility cr.iteria established by the EDA, and
. Projects that provide the highest and best desired use for the property.
V. TAX INCREMENT PROJECT EVALUATION PROCESS
The following five methods of analysis for all TIF proposals will be used:
1. Consideration of project meeting minimum qualifications.
2. Consideration of project meeting desired qualificatic;>ns.
3. Project meets "but for" analysis and statutory qualifications (Exhibit A).
4. Project Report Card (Exhibit B).
5. Project is deemed consistent with the EDA Strategic Plan and the City's Comprehensive Plan.
Please note that the evaluation methodology is intended to provide a balanced review. Each area
will be evaluated individually and collectively and in no case shall one area outweigh another in
terms of importance to det~rmining the level of TIF assistance.
VI. APPLICATION FOR TIF ASSISTANCE FOR ALL TIF DISTRICTS AND
PROJECT AREAS
The City's tax increment financing program will be administered by the St. Joseph Economic
Development Authority (EDA). The St. Joseph EDA will require a non-refundable application fee
in the amount of $2,000 for its processing of the application. The application fee shall be paid to
the EDA at the time of final TIF application is submitted.
At the time a final TIF application is submitted, the applicant shall also deposit $8,000 with the
EDA if the project cost is estimated at $750,000 or less or $15,000 if the project cost is estimated
at $750,001 or more, with the EDA to cover its attorney's and consultant's costs incurred as part
of amending or establishing a TIF District, drafting and negotiating a development agreement, and
conducting and fiscal analysis that may be require to meet the requirements of utilizing TIF. If
additional costs are incurred beyond the $15,000, prior to the execution of a development
agreement, the EDA shall notify the applicant in writing and the applicant will be required to
deposit additional funds upon notice.
If the project is approved and the applicant proceeds with the project, the EDA shall reimburse the
applicant any unused portion of the deposit as of the date of execution of the development
agreement. If the applicant does not proceed with the project, the EDA shall reimburse the
applicant fOr the unused portion of the deposit as of the date that the EDA is notified in writing that
the applicant desires to withdraw its application.
VII. APPLICATION PROCESS
The application process is a two-step process and must be completed in accordance with the TIF
application procedures (Exhibit C). The purpose of this approach is to give an applicant the
opportunity to present a development proposal without expending a great deal of money and time
in pursuing a development that may conflict with the City's and EDA's goals and objectives.
St. Joseph TIF Policy
4
310
Attachment B
PROPOSED TAX INCREMENT FINANCING
Rating & Analysis
1. Ratio of Private to Public Investment in the Project:
Private~
$ I, q 3 0 . 700 Private Investment... I q 3(;:, I 7 oD ~__
. J
$ ~o3: 300 TIF/Public Investment 3D 3, ?;,t>o 4:1
$ (o~ I Ratio of Private /Public Financing 3:1
2:1
Below 2:1
s'-~
-
4
3
2
1
5
2. Jobs created and/or r
N/A
K ~d e ue fop,
Score:
5
4
3
2
1
obs created/retained
26+
11-25
6-10
1-5
None
Total number of jobs created an
a result of the project.
3. Pay Level of Jobs:
Score:** tJ/A
-
-
- ~Op.
-
-
-
Waee
Job Classification
***
Average Score:
edian wage for the applicable overall job classification in
y e Minnesota Workforce Center's most current report.
* Median Wage for Job Classifications is defined as th
the St. Cloud Metropolitan Statistical Area as identifie
**Score Calculation (for each iob classification): I
111 % of median wage for job classification or grearr = 5
101 - 110% of median wage for job classification =r 4
100% of the median wage for job classification = i
90 - 99% of the median wage for job classification = 2
Less than 89% of median wage for job classification = 0
*** The average score of all job classifications shall be used as the overall score for this category.
37
4. Increase in Estimated Market Value:
$ 2'1 [7JS; OC[) Estimate market value of site after development
$ 350 cruD Estimated market value of site before development
I ': b Ratio of value before/after development
BefOre/~evelooment--- ~
1:4
1:3 3
1~ 2
1:1 1
1:<1 0
s
5. Will the proposed project redevelop a previously contaminated or environmentally challenged site;
redevelop a blighted or underutilized parcel; or, preserve/promote historical features of existing
buildings? /
.-0es (5 points) _ No (Zero points)
6. Is the proposed project consistent with the City's long term developmeut and redevelopment guidelines as
contained in the City's Comprehensive Plan?
~mu)
_ No (Zero points)
7. Does the Developer agree to pay-as-you-go financing?
~ poUlts) _ No (Zero poUlts)
CALCULATION OF OVERALL SCORE:
5
Total Points Scored m= average score. .-- S C\. VL6;/X1~
~ 4= Very Good, 3 = Average, 4 = Below Average, 5 = Fail
jg
~.
MUNICIPAL
DEVELOPMENT GROUP. INC.
DATE:
April 12,2006
MEMO TO:
FROM:
RE:
Economic Development Authority
Cc-'j .
Cynthia Smith-Strack Municipal Development Group
Downtown Committee - Recommendation and Strategic Plan
Background:
As you are aware, the S1. Joseph Downtown Committee has been meeting on a monthly basis since July
of 2005. The purpose of the Committee was to determine whether or not a comprehensive revitalization
effort for the downtown was feasible, how it could be achieved and if enough public support for such a
project existed.
The purpose of this memo is to inform the EDA that the Downtown Committee intends to formally
recommend the City Council proceed with a revitalization effort with the knowledge/understanding that
while the City may convene the process, it must quickly be led by the private entities whose time and
money will ultimately determine the effort's success.
The Downtown Committee has concluded that a healthy, sustained partnership is crucial to getting the
revitalization process off the ground and building the critical mass needed to spur a cycle of sustainable
development over a period of several years. Following is information describing the review process the
Downtown Committee has employed which also comprises the content of the revitalization plan.
Also attached to this memo is the strategic plan for revitalization which the Committee has developed and
will present to the City Council on March 18th.
Visioning
The Downtown Committee has completed the following visioning processes:
1. Convened as Downtown Committee to determine if and how to create an identifiable destination
area of local and regional interest by promoting a sense of place and ambiance in a united,
revitalized and viable core of the City.
2. Conducted technical analysis. Examined/documented:
a. The history (narrative and historic photos) of the downtown.
b. Previous efforts at revitalization when they were undertaken why they failed.
c. The existing dimensions of the downtown.
37
d. Inventory of property/businesses (parcels, lot sizes, addresses, value, condition of
existing structures, type of business, business hours, number of employees, plans for
expansion/sale/etc., residential units, number of renters)
e. Pictorial analysis of the downtown (overall viewsheds, streetscape, architectural types,
exterior materials, rooflines, windows, entryways, signs, etc).
f. Analysis of public infrastructure (transportation facilities, utilities, sidewalks, street
furniture, parks, open space, landscaping, etc.)
3. Conducted subjective analysis.
a. Visited other downtowns that had undertaken successful projects.
b. Sought and reviewed professional advice/information/research.
c. Determined what is valuable, what is missed, what is positive, what is negative about
other downtowns and downtown st. Joseph.
4. Considered scope of potential project, project term, strategies/plan for success.
5. Determined whether project is feasible and there is enough private sector and public support for
the project.
6. Bring recommendation to City Council to make a definitive decision to proceed with project with
the understanding:
a. Private sector and at-large public support exists as evidenced by specific findings (e.g.
business/property owners, interest in persons to serve on work groups, etc.).
b. A strategic plan for downtown revitalization has been developed.
c. Initial investment/participation by City is estimated to cost $20,000:
i. $2,000: Staff time/project coordination (primarily EDA Director initially)
ii. $15,000: Market research study (determine sq. ft. of retail/office space that
downtown S1. Joseph could absorb/suPport and determine potential housing
market for MF in DT).
Iii. $2,500: Landscape architect/design services for DT urban environment
renderings and consultation.
iv. $500: Initial meetings of work groups: organize, schedule, invite, host at City Hall.
d. Midterm investment expected to require approximately $5,000 for project coordination by
City staff in 2007 as control/leadership/ownership of the revitalization project is tumed
over (from the City) to the private sector and associated work groups which are led by
private entities.
e. Long-term investment/participation by City is estimated to be $1,000 per year (staff time,
coordination, studies, meetings, etc.) with project duration expected at 15 years.
f. The estimates above do not include participation incentive/grant programs such as (TIF,
tax abatement, revolving loan fund, SCDG application, etc.).
tjo
4
Revitalization Plan
A copy of the complete strategic plan for downtown revitalization is attached as Exhibit A.
Next Steps: If project approved:
1. ,Actively and abundantly inform the public the project is going to proceed, why and hOw.
2. Name the "Project Coordinator" can be a person, position, group or organization. The "Project
Coordinator" is responsible for the overall management of the revitalization project.
3. Populate the four work groups.
4. Establish an oversight commission/committeelteam comprised of the "Project Coordinator" and
the chair/vice chair of the work groups identified in the revitalization plan (urban environs,
resource development, promotions and organizational). .
5. Quickly turn controllleadership/ownership of the revitalization project over (from the City) to the
private sector and associated work groups which are led by private entities who will ultimately
determine the effort's success. .
Action
This item is for the EDA's information.
Ljl
ST. JOSEPH
DOWNTOWN REVITALIZATION PLAN
st. Joseph Downtown Revitalization Plan
Municipal Development Group, Inc.
Page 5
tfJ
I. VISIONING PROCESS
1. Convene Study Group to determine if and how to create an identifiable destination area
of local and regional interest by promoting a sense of place and ambiance in a united,
revitalized and viable core ofthe City.
2. Conduct technical analysis. Examine/document:
A. The history (narrative and historic photos) of the downtown.
B. Previous efforts at revitalization when they were undertaken why they failed.
C. The existing dimensions of the downtown. .
D. Inventory of property/businesses (parcels, lot sizes, addresses, value, condition
of existing structures, type of business, business hours, number of employees,
plans for expansion/sale/etc., residential units, number of renters)
E. Pictorial analysis of the downtown (overall viewsheds, streetscape, architectural
types, exterior materials, rooflines, windows, entryways, signs, etc).
F. Analysis of public infrastructure (transportation facilities, utilities, sidewalks, street
furniture, parks, open space, landscaping, etc.)
3. Conduct subjective analysis.
A. Visit other downtowns that have undertaken successful projects.
B. Seek and review professional advice/information/research.
C. Determine what is valuable, what is missed, what is positive, what is negative
about other downtowns and downtown St. Joseph.
4. Consider scope of potential. project, project term, strategies for success.
5. Determine whether project is feasible and there is enough private sector and publiC
support for the project. While the City convened the process, it must quickly be led by
the private entities whose time and money will ultimately determine the effort's success.
A healthy, sustained partnership is crucial to getting the revitalization process off the
ground and building the critical mass needed to spur a cycle of sustainable development.
Determine whether this exists, potentially by seeing if work groups identified in the
strategic plan can be populated.
6. Bring recommendation to City Council to make a definitive decision to either:
A. Proceed with project:
i. Private sector and at-large public support. exists as evidenced by specific
findings (e.g. business/property owners, interest in persons to serve on work
groups, etc.).
ii. Strategic plan has been developed.
iii. Initial investment/participation by City estimated at $20,000 (staff time,
coordination, studies, initial meetings, etc.)
iv. Midterm investment (2007) estimated to be $5,000.
v. Long-term investment/participation by City will be $1,500 (staff time,
coordination, studies, meetings, etc.)
B. Private sector and at-large public support doesn't exist and the project should not
proceed as the risk of failure is greater than the potential beneijt of the project.
5t.Joseph Downtown Revitalization Plan
Municipal Development Group. Inc.
Page 6
qef
II. PROJECT ORGANIZATION (IF PROJECT PROCEEDS).
1. Actively and abundantly inform the public the project is going to proceed, why and how.
2. Name the "Project Coordinator" can be a person, position, group or organization. The
"Project Coordinator" is responsible for the overall management of the revitalization
project.
3. Populate the four work groups.
4. establish an oversight commission/committeelteam comprised of the "Project
Coordinator" and the chair/vice chair of the work groups identified in the revitalization
plan (urban environs, resource development, promotions and organizational).
5. Quickly turn control/leadership/ownership of the revitalization project over (from the City)
to the private sector and associated work groups which are led by private entities who will
ultimately determine the effort's success.
81. Joseph Downtown Revitalization Plan
Municipal Development Group, Inc.
Page 7
Lje:{
III. DOWNTOWN REVITALIZATION WORK GROUPS
A. URBAN ENVIRONS WORK GROUP
Goal:
Creating a pedestrian-friendly place of destination by planning for corridor aesthetics,
streetscape, multiple uses and community gathering spaces.
Prospective Members:
Members of the public at-large, downtown merchants, design professionals,. City/EDA liaison
Tasks associated with implementation of strategic plan:
. Determine the boundaries of the downtown and potential anchors for the area.
. Determine specifically what the urban environment and associated character should
look like develop design criteria such as traditional color palettes, awning styles,
uniform signage types/styles, uniform lighting styles, uniform building styles, roof
lines, exterior building materials, window styles, entryway styles, etc.
. To determine how can to help promote a downtown 'experience' for pedestrians that
will be different depending on the time of day, the day of the week, or the s.eason of
the year - even if a pedestrian is traveling along a well trod path; how can we provide
opportunities for new experiences nearly every time a pedestrian takes to the streets.
. To review research regarding public infrastructure; incorporate research into a plant
to create/install: 'pocket' park, open space, gathering spaces, street fumiture,/outdoor
dining opportunities, etc.; to provide meaningful pedestrian infrastructure such as an
interconnected sidewalklwalkway system, areas to gather, opportunities to linger,
etc.; to accommodate an expanded public transportation presence in the future; and,
to promote structured parking facilities within the downtown (e.g. fee in-lieu of parking
proceeds used to establish public parking).
. Determine what opportunities exist for housing development within the downtown.
. Determine what City rules/regulations need to be changes/amended to legally allow
such housing within the downtown.
. Work with City staff to inventory city-owned land and buildings that could be available
for early development or redevelopment.
. Work with Organization Work Group, private/non-profit entities that own property or
operate businesses to specifically identify land/buildings that could be available for
early development and/or redevelopment.
. To determine what opportunities for retail development exist within the Downtown
. Research quality of water and sewer laterals within the downtown.
. Determine what needs to be done to make sure opportunities for employment within
the downtown can happen.
. Define and plan for the existence of diverse social values within the downtown and
pursue means of enforcing the plan.
s1. Joseph Downtown Revitalization Plan
Municipal Development Group, Inc.
Page 8
!/~
III. DOWNTOWN REVITALIZATION WORK GROUPS
B. RESOURCE DEVELOPMENT WORK GROUP
Goal:
Identify the overall financial needs associated with downtown revitalization (from improving public
facilities/amenities to assisting private sector in leveraging funds to capitalizing activities of
downtown revitalization work groups) and develop a fund raising plan that supports the
revitalization effort.
Prospective Members:
Members of the community at-large, financial specialists, other professionals, City/EDA liaison
Tasks associated with implementation of strategic plan:
Tasks associated with implementation of strategic plan:
. Identify community initiative grants available through non-profit and state-wide
programs for which the S1. Joseph Downtown revitalization initiative will qualify.
. Identify local partners interested in contributing financially to downtown revitalization
and develop a plan that will enable .Iocal contributors to work together to ensure
. optimal benefit from local contributions.
. Determine potential sources of public investment to leverage private investment (e.g.
tax increment financing, tax abatement, Small Cities Development Program, low
interest loan payments, revolving loan fund, revitalization zone, etc.)
. Plan, promote and conduct a variety of resource development efforts as a means of
capitalizing streetscape amenities and public realm enhancements within the
Downtown.
. Research opportunities to promote structured parking facilities within the downtown
(e.g. fee in-lieu of parking proceeds used to establish public parking).
. Determine the need for new organizations to achieve goals necessary (e.g.
downtown merchant's association, community foundation). If needed work to
establish such organizations.
. Define and plan for the existence of diverse social values within the downtown and
pursue means of enforcing the plan.
st. Joseph Downtown Revitalization Plan
Municipal Development Group, Inc.
Page 9
L/7
III. DOWNTOWN REVITALIZATION WORK GROUPS
C. PROMOTIONS WORK GROUP
Goal:
Create/enhance opportunities to bring visitors/tourists to the City of S1. Joseph and to capitalize
on activities/events already occurring within the community. Maximize private investment and
public ownership of the revitalization process.
Prospective Members:
Chamber of Commerce, members of the community at-large, Downtown Merchant's Association,
marketing professionals, CitylEDA liaison
Tasks associated with implementation of strategic plan:
. DevelOp a promotional calendar that will benefit downtown. Work with the
organizational Work Group to identify annual and future events that S1. Joseph's
downtown may benefit from. Consider expanding opportunities for S1. Joseph to
showcase itself to S1. Joseph visitors
. Create a plan and work with downtown property/business owners to promote unity
and cohesiveness as a means of having the downtown property/business owners
take ownership of not only their individual property but the entire 'downtown
experience' .
. Reposition the image of downtown revitalization from neutral or negative to a
positive, constructive albeit long-term process.
. Communicate the downtown revitalization strategy and progress in implementing the
revitalization strategy to the property owners (investors) and the banking community
so they will have faith in the process in which they are being asked to invest.
. Establish and promote community-wide events and activities which bring visitors and
tourists to the City.
. Work with other event planners/holders within the community (e.g. College of S1.
Benedict; S1. Benedict's Monastery, S1. Cloud Independent School District,
Downtown Association, etc.) to coordinate events on an area wide basis, such as a
downtown art crawl corresponding to a cultural activity on the college campus. .
. Put a human face on the revitalization effort.
. Determine what needs to be done to help ensure all stakeholders in the community,
civic organizations and community organizations are involved in and/or aware of the
process
. Work with downtown property owners/downtown merchants to jointly plan special
events so as to move from simply co-existing to forming a cohesive, unified force
working together to achieve mutual goals.
. Work with Organizational Work Group to create "road map" to strengthen the link
between the College of S1. Benedict, St. Benedict's Monastery, downtown property
owners, adjacent residents, the public at-large and City officials and. provide
measurable opportunities for abstract and physical interaction between the
aforementioned entities.
81. Joseph Downtown Revitalization Plan
Municipal Development Group, Inc.
Page 10
L/fd
. Research methods to promote continued security and cleanliness in the downtown
(e.g. cooperative effort among property owners/stakeholders).
. Determine the need for new organizations to achieve goals necessary (e.g.
downtown merchant's association, community foundation). If needed work to
establish such organizations.
. Define and plan for the existence of diverse social values within the downtown and
pursue means of enforcing the plan.
st. Joseph Downtown Revitalization Plan
Municipal Development Group, Inc.
Page 11
tfl
III. DOWNTOWN REVITALIZATION WORK GROUPS
D. ORGANIZATIONAL WORK GROUP
Goal: Establish and continue to strengthen open/active partnerships between business owners,
residents, property owners, the Chamber of Commerce, service providers, government entities, .
the College and the monastery. Manage and encourage continuous and active discussion and
sharing of knowledge between stakeholders in the revitalization process.
Prospective Members:
Representatives from the public at-large, community/civic organizations, representatives from the
College and Monastery, CitylEDA liaisons.
Tasks associated with implementation of strategic plan:
.
Coordinate, host and facilitate meetings with project stakeholders to keep them
informed of what is happening.
.
Work with Urban Environs Work Group, private/non-profit entities that own property
or operate busineSses to specifically identify land/buildings that could be available for
early development and/or redevelopment.
.
Keep opinion-makers and others informed about the revitalization process, as the
public image of downtown during the early phases of revitalization is generally
negative.
.
Create plans which help ensure the success of the downtown revitalization effort by
promoting private/public partnerships - not the other way around.
.
Determine what needs to be done to help ensure civic and community organizations
are involved in and/or aware of the process
.
Assist in the formation of new organizations to achieve goals (e.g. downtown
merchant's association, Resource Development Work Group, community foundation).
.
Determine how work groups, property owners, residents, civic and non-profit entities,
elected/appointed city leaders and others interact to achieve continued and sustained
synergy in revitalization efforts.
.
Ensure citizens, particularly property owners, business owners and residents of
surrounding neighborhoods, have continuous opportunities for input and involvement.
.
Work with the Promotions Work Group to create "road map" to strengthen the link
between the College of St. Benedict, St. Benedict's Monastery, downtown property
owners, adjacent residents, the publiC at-large and City officials and provide
measurable opportunities for abstract and physical interaction between the
aforementioned entities.
.
Determine the need for new organizations to achieve goals necessary (e.g.
downtown merchant's association, community foundation). If needed work to
establish such organizations.
Page 12
St. Joseph Downtown Revitalization Plan
Municipal Development Group, Inc.
sf)
. Determine how to help assure the downtown becomes a place where all members of
the community feel welcomed (regardless of age, income, educational attainment,
family origin/status, religious beliefs, etc.).
. Define and plan for the existence of diverse social values within the downtown and
pursue means of enforcing the plan.
st. Joseph Downtown Revitalization Plan
Municipal Development Group, Inc.
Page 13
5/
IV. DOWNTOWN REVITALIZATION STRATEGIES
A. CHARACTER
,
Goal:
Define the boundaries of downtown, how dense it should be, and how it addresses the
immediate surrounding neighborhoodS. The downtown 'urban' character is reflected in a
density of land use that highest in the city: small lot sizes/widths; building forward/parking
rear; no side yard setbacks; no maximum surface coverage limit, building may cover entire
lot). If there are less dense neighborhoods surrounding downtown, this can and should be
maintained, thus providing those residents with the best of two worlds: 'suburban' homes a
short distance from walkable urbanity.
Strategies:
. Determine the boundaries of the downtown and potential anchors for the
area;
./ . Urban Environs Work Group, business/property owners,
community at large, City, College, etc.
. Determine how to promote a downtown 'experience' for pedestrians that
will be different depending on the time of day, the day of the week, or the
season of the year - even if a pedestrian is traveling along a well trod
path. Determine how to provide opportunities for new experiences
nearly every time a pedestrian takes to the streets.
./ Urban Environs Work Group, property owner/business owners,
involvement by civic organizations, public input, research, etc.
. Research and create a plan to create/install: 'pocket' park, open space,
gathering spaces, street fumiture, outdoor dining opportunities, etc.; to
provide meaningful pedestrian infrastructure such as an interconnected
sidewalklWalkway system, areas to gather, opportunities to linger, etc.; to
accommodate an expanded public transportation presence in the future;
and, to promote structured parking facilities within the downtown (e.g. fee
in-lieu of parking proceeds used to establish public parking).
./ Urban Environs Work Group, property owner/business owners,
public input, research, Park Board, landscape architect, etc.
. Determine what opportunities exist for housing development within the
downtown.
./ Urban Environs Work Group, property owner/business owners,
involvement by civic organizations, public input, research, etc.
. Determine what City rules/regulations need to be changes/amended to
legally allow such housing within the downtown.
./ Ordinance amendments, policy changes, etc.
. Work with City staff to inventory city-owned land and buildings that could
be available for early development or redevelopment.
./ Urban Environs Work Group, City officials, public input, research,
etc.
. To determine what opportunities for retail development exist within the
Downtown.
./ Urban Environs Work Group, public input, research, professional
advice (e.g. research firm).
st. Joseph Downtown Revitalization Plan
Municipal Development Group, Inc.
Page 14
32-
. Research quality of water and sewer laterals within the downtown.
./' Urban Environs Work Group, research, professional advice (e.g.
City Engineer).
. Determine what needs to be done to make sure opportunities for
employment within the downtown can happen.
./'. Urban Environs Work Group, public input, research, professional
advice (e.g. St. Joseph EDA).
. Determine specifically what the urban environment and associated
character should look like develop design criteria such as traditional color
palettes, awning styles, uniform signage types/styles, uniform lighting
styles, uniform building styles, roof lines, exterior building materials,
window styles, entryway styles, etc. to apply:
./' Urban Environs Work Group, public input, research, professional
advice (e.g. landscape architect).
1. Desired Features of Traditional Downtown Buildings: A few
buildings in St. Joseph's central business district are two-story
buildings with brick fayades and flat roofs, reminiscent of the feel
of a traditional "downtown". However, the overall face of the
downtown at this time is somewhat stark and haphazard.
Although some efforts at historic preservation are evident, for the
most part original development looks random in placement,
design, materials and style. Deliberate attempts to promote
similar facades and a limited color palette could easily improve
the area. Along the street there are a few opportunities where
similar elevation heights can be developed to relate buildings
with one another. For example, facades with similar exterior
materials at similar levels (granite, brick, clapboard, etc.) paired
with windows of similar shapes at similar heights could begin to
blend the surrounding viewshed. Similarly, false-fronting various
buildings could reinforce the relationship between one and two
story buildings; parapet walls could integrate random rooflines
reinforcing the notion of unified development. A "downtown" and
its associated character will develop over a period of many
years. The following are general guidelines the City may wish to
reflect on when reviewing building plans within the Central
Business District:
. Future buildings in the downtown should be designed to
blend in with the existing character.
. While architectural style may not be dictated, architecture
should promote construction that complements a traditional
building fabric.
~-l.r.!7~iJ'/
...t:!:::..-
iA'............I-. .
:-i--..,.:.r.
· New buildings need not
be historic replicas, but
should offer high quality
and compatible
interpretations of the
traditional styles
present within historic
and traditional
downtowns.
~"l..-;;:;:c!.:,,'"
'114""-":1
I~".";"\l")o""'"
81. Joseph Downtown Revitalization Plan
Municipal Development Group,. Inc.
Page 15
5~
. Simplify storefronts by using similar siding materials at
similar heights (e.g. traditional. masonry materials or granite
or brick or clapboard or some combination thereof) to unify
the area and bring it back to its historical context.
. New buildings should reflect the predominant scale, height,
massing and proportions of traditional downtown buildings
and existing buildings in close proximity to proppsed infill
development.
. . Improvements and additions to existing buildings with
architectural or historical interest should reinforce and
enhance the characteristics of traditional downtown buildings
rather than apply new or different stylistic treatments.
. In order to reinforce the existing building line and to facilitate
pedestrian access and circulation, principal buildings within
the downtown should be built to the front property line and
shall be oriented so that the front of the building faces the
public street. New construction and infill buildings should
maintain the alignment of facades along the sidewalk edge.
Exceptions may be granted if the setback is pedestrian-
oriented and contributes to the quality and character of the
streetscape. An example would be for outdoor dining. There
are a few parcels where the buildings are setback farther
from the street frontage, until such a time when
redevelopment occurs and the buildings could be moved
forward, perhaps the front yards could be converted to
landScaped courtyards to provide gathering places, public
displays (e.g. art) and green relief on the street.
. Create distinctive character throughout the corridor by
employing one style of canopy as opposed to differing styles,
types and colors.
. Create a historical color palette of a few colors for street
facades to unify the downtown businesses.
. Encourage signage to be in the same style if hung
perpendicular to the facade.
. Create a boulevard between the sidewalk and street toallow
for tree plantings and grass to separate pedestrians from
highway traffic. Use this boulevard to place traffic signs and
classical style streetlights.
. Make crosswalks visible by using a change is ground texture
with either concrete or brick. Another solution would to be to
paint crosswalks and supplement with lights to show right of
way for pedestrians.
2. Humanscale Design. The pedestrian circulation system should
be enhanced by improving sidewalks, adding street
furniture/gathering spaces, ornamental lighting, outdoor music,
trees, etc. With the existence of a trunk highway the City should
st. Joseph Downtown Revitalization Plan
Municipal Development Group, Inc.
Page 16
scf
work to minimize the impact of through traffic on the downtown
atmosphere.
3. Landscape Design: As the community expands, there is a
tendency for commercial development to locate near CSAH 75
and 1-94 rather than in the traditional downtown setting. In order
to continue to make the downtown or general business district
more inviting, the City should update and maintain landscape
design standards as a means of encouraging pedestrian traffic
and unique businesses to locate in the area. Landscaping
treatments can be used to enhance the pedestrian experience,
complement architectural features and/or screen utility areas.
The use of flower boxes, planters and hanging flower baskets by
individual businesses could be encouraged.
4. Retain Govemment buildings in the Downtown. Governmental,
semi-govemmental and institutional services and buildings
including City offices, post offices and libraries impact the vitality
of a "Downtown" business district and should be encouraged,
retained and expanded.
5. Future expansion of the Downtown. The city may wish to identify
properties adjacent to the existing downtown that may be
acquired in the future for expansion of the downtown. The.
current downtown corridor includes a number of businesses
interspersed with residential homes.
st. Joseph Downtown Revitalization Plan
Municipal Development Group, Inc.
Page 17
66
IV. DOWNTOWN REVITALIZATION STRATEGIES
B. HOUSING
Goal:
Housing is two~thirds of the built environment therefore, it is a critical part of the strategy to
revitalize a downtown. Commercial development and employment opportunities follow the
development of roof~tops. The purpose of this section is to encourage a vast array of .
moderate and high density housing at both market rate and affordable levels.
Strategies:
. Determine what opportunities for housing development exist?
.,- Public input and professional market research and advice.
. Help to ensure housing is legally allowed within the downtown (revise
zoning ordinance SO/50 business to residential mix requirement).
.,- City officials/staff.
. Inventory city-owned land and buildings that could be available for early
development or redevelopment.
.,- City staff.
. Identify land/buildings that could be available for early development
and/or redevelopment.
.,- Urban Environs and Organizational Work Groups, public input,
propertylbusiness owners, civic/community organizations, City
representatives, etc.
. What needs to occur to make sure housing development can happen?
.,- Ordinance amendments, letting property owners know what
options are available, funding source identification.
St. Joseph Downtown Revitalization Plan
Municipal Development Group, Inc.
Page 18
50
IV. DOWNTOWN REVITALIZATION STRATEGIES
c. RETAIL
Goal:
Determine the retail concentrations that a downtown market could support, including urban
entertainment (movies, restaurants, night clubs); specialty retail (clothing, furniture, and
jewelry boutique stores); regional retail (department stores, lifestyle retail); and local-serving
retail (grocery, drug, book, video stores). These different retail options should be
concentrated into walkable districts, creating, in essence, regional destinations that give the
area critical mass, identity and a reason to live there.
Strategies:
. Determine what are opportunities for retail development?
,,' Public input and professional market research. and advice.
. Determine what needs to occur to make sure it can happen?
,,' Ordinance amendments, letting property owners know what
options are available, funding source identification.
st. Joseph Downtown Revitalization Plan
Municipal Development Group, Inc.
Page 19
57
. IV. DOWNTOWN REVITALIZATION STRATEGIES
D. CULTURE
Goal:
Determine how the link between one-of-a"'kind existing cultural facilities and the downtown
can be measurably strengthened and opportunities for abstract and physical interaction
opened/facilitated.
Strategies:
. Create "road map" to strengthen the link between the College of St.
Benedict, St. Benedict's Monastery, downtown property owners, adjacent
residents, the public at-large and City officials and provide measurable
opportunities for abstract and physical interaction between the
aforementioned entities.
y" Public input, Promotions Work Group and Organizational Work
Group, property/business owners, City, etc.
. Determine what needs to occur to make sure it can happen?
,( Changes in the physical environment, cooperative interaction
between event planners, property owners and public entities.
st. Joseph Downtown Revitalization Plan
Municipal Development Group, Inc.
Page 20
5f)
IV. DOWNTOWN. REVITALIZATION STRATEGIES
E. PUBLIC INFRASTRUCTURE
~
Focus on essential issues such as water and sewer, parks and open space, opportunities for
gathering/lingering/people watching, transportation (pedestrian, transit, vehicular, truck),
structured parking, and enhanced security and cleanliness. Potential funding sources for
new/improved infrastructure. .
Strategies
. Research quality of water and sewer laterals within the downtown.
Research opportunities to create/install: 'pocket' park, open space,
gathering spaces, street furniture, outdoor dining opportunities, etc.
./' Urban Environs Work Group, Park Board, City Engineer,
landscape architect.
. Research opportunities to provide meaningful pedestrian infrastructure
such as an interconnected sidewalklwalkway system, areas to gather,
opportunities to linger, etc.
./' Urban Environs Work Group, Planning Commission, Park Board,
. City Engineer, landscape architect.
. Research opportunities to accommodate an expanded public
transportation presence in the future.
./' Urban Environs Work Group, MTC, City Engineer, etc.
. Research opportunities to promote structured parking facilities within the
downtown (e.g. fee in-lieu of parking proceeds used to establish public
parking).
./' Urban Environs Work Group, Resource Development Work
Group, Planning Commission, City Engineer, landscape
architect.
. Research methods to promote continued security and cleanliness in the
downtown (e.g. cooperative effort among property owners/stakeholders).
./' Promotions Work Group, public input, College of Sf. Benedict,
st. Benedict's Monastery, downtown property owners, adjacent
residents, the public at-large and City officials and Organizational
Work Group.
. Determine what is needed to make this occur?
./' Changes in the physical environment, identification of funding
sources, cooperative interaction between properly owners and
public entities.
st. Joseph Downtown Revitalization Plan
Municipal Development Group, Inc.
Page 21
fir
IV. DOWNTOWN REVITALIZATION STRATEGIES
F. EMPLOYMENT
Goal:
Focus recruitment efforts on businesses that could be downtown, which includes both
"export" employment (businesses that export goods and services from the area which
provide fresh cash into the economy) and regional-servicing employment (support
businesses or organizations which locate in regional concentrations such as downtown).
Generally these strategies occur later in the turn-around process, after a critical mass of
urban entertainment and housing has occurred.
Strategies:
. Determine what needs to occur to make sure opportunities for
employment within the downtown can happen?
,f Economic development authority and city staff continue to reach
out to potential business leads, conduct retention and expansion
visits with existing businesses and identify/promote funding
sources/available financial incentives.
st. Joseph Downtown Revitalization Plan
Municipal Development Group, Inc.
Page 22
(pO
IV. DOWNTOWN REVITALIZATION STRATEGIES
G. COMMUNITY INVOLVEMENT
Goals:
Work to encourage all members of the community are involved in the downtown effort and/or
knowledgeable of the ongoing downtown revitalization project. Promote ownership of the
project communitywide. Work to make the downtown beComes a source of community
pride.
Strategies:
. According to a research brief from the well-respected
non-profit, community based think-tank The Brookings Institute,
successful downtown revitalizations are generally private/public
partnerships - not the other way around. While the public sector usually
lead by the mayor or some other public official may convene the strategy
process, it must quickly be led by the private entities whose time and
money will ultimately determine the effort's success. A healthy, sustained
partnership is crucial to getting the revitalization process off the ground
and building the critical mass needed to spur a cycle of sustainable
development. Therefore, the downtown revitalization effort must help
ensure citizens, particularly property owners, business owners and
residents of surrounding neighborhoods, have continuous opportunities
for input and involvement.
,( Organizational Work Group, Promotions Work
Group, public, business owners, property owners, CBD
residents, College, Monastery, etc.
. Keep opinion-makers and others informed about the
revitalization process, as the public image of downtown during the early
phases of revitalization is generally negative. Put a human face on the
revitalization effort.
,( Promotions Work Group. .
. Determine what needs to occur to make sure all stakeholders in the
community are involved in and/or aware of the process?
,( Organizational Work Group and Promotions Work Group
coordinate and facilitate a variety of opportunities/events to allow
input from various stakeholders including, but not limited to:
property owners, City officials, non-profit organizations and the
general public.
St. Joseph Downtown Revitalization Plan
Municipal Development Group, Inc.
Page 23
(PI
IV. DOWNTOWN REVITALIZATION STRATEGIES
H. INVOLVEMENT OF NON-PROFIT ORGANIZATIONS
Goal:
Bring existing non-profits into the process and create new organizations to fill needed roles,
including but not limited to: business organizations, temporary task forces, events/arts
coordinating group and others.
Strategies:
. Determine what needs to occur to make sure civic and community
organizations are involved in and/or aware of the process.
./' Promotions Work Group and Organizational Work Group
coordinate and facilitate a variety of opportunities/events to allow
input from various stakeholders including, but not limited to:
property owners, City officials, non-profit organizations and the
general public.
. Determine the need for new organizations to achieve goals necessary
(e.g. downtown merchant's association, community foundation). If
needed work to establish such organizations.
./' Resource Development Work Group, Organizational Work
Group, Promotions Work Group to research and coordinate as
needed.
st. Joseph Downtown Revitalization Plan
Municipal Development Group, Inc.
fot
Page 24
IV. DOWNTOWN REVITALIZATION STRATEGIES
I.. MARKETING
Goals:
Continuously market the downtown as a place of destination and specific new downtown
events. .
Strategies:
. Reposition the image of downtown revitalization from neutral or negative
to a positive, constructive albeit long-term process.
,/ Promotions Work Group.
. Communicate the downtown revitalization strategy and progress in
implementing the revitalization strategy to the property owners
(investors) and the banking community so they will have faith in the
process in which they are being asked to invest.
./' Promotions Work Group.
. Determine how can the downtown work groups, property owners,
residents; civic and non-profit entities, elected/appointed city leaders and
others can interact to achieve synergy in revitalization efforts.
,/ Organizational Work Group, Promotions Work Group, coordinate
and facilitate a variety of opportunities/events to allow interaction
between stakeholder groups.
81. Joseph Downtown Revitalization Plan
Municipal Development Group, Inc.
Page 25
(;3
IV. DOWNTOWN REVIT!'LIZATION STRATEGIES
J. SOCIAL VALUES
Goals:
Help ensure the revitalized downtown becomes a gathering place for the entire community
where all persons regardless of age, income, educational attainment, family origin/status,
race, ethnicity, religious beliefs, etc. feel welcomed.
Strategies:
. Define and plan for the existence of diverse social values within the
downtown and pursue means of enforcing the plan.
./ Urban Environs Work Group, Resource Development Work
Group, Promotions Work Group, Organizational Work Group
coordinate and facilitate a variety of opportunities/events to allow
interaction between all members of the community.
· How can we best remind ourselves of this goal as. we develop and
implement a strategy for downtown revitalization?
./ Organizational Work Group, Promotional Work Group.
st. Joseph Downtown Revitalization Plan
Municipal Development Group, Inc.
b'Y
Page 26
www.cityofstjoseph.com
CITY OF ST. JOSEPH
Date:
May 10, 2006
Administrator
Judy Weyrens Memo To:
Mayor
Richard Car1bo1RE:
Memo From:
EDA Board Members
Joanne Foust and Cyn~~mith-Strack, Municipal Development Group
2005 Business Subsidy Reporting
Councilors
AI R Background:
aS~ier Cities with populations over 2,500 are required to submit annual reports to the Department of
Ross Rieke Employment and Economic Development detailing the status of local business 'subsidies' issued.
Renee SymanietzThe reports are due by April 15t of each year.
Dale Wick
MDG, Inc. has completed the annual busines~ subsidy report for fiscal year 2005. A copy of the
report is attached. Both of the existing projects for which financial assistance by the City were
provided have met the joblwage goals specified in the agreement.
Therefore, the attached report notes no new business subsidies were issued in 2005 and those
previously issued have met job/wage goals.
Action:
This item is for information only.
b6
2)" College Avenue North. PO Box 668 . Saint. Joseph. Minnesota )"6)74
Phone ,20.,6,.7201 Fax 120.,6,.0,42
Minnesota Business Assistance Form - Print Form
Page 1 of 1
Grantor Name is: City of St. Joseph
Date Finalized: 511012006 12:16:00 PM
Grantor 10: 5450
Section 1 Grantor Information
1. Name of grantor (funding entity): City of St. Joseph
2. Name of person completing this form: Cynthia Smith-Strack
3. Street Address: 25 College Avenue North
4. City: St. Joseph
5. Zip code: 563740668
6. County: Steams
7. Phone number: 9527587399
9. E-mail address:cstrack@municipaldevelopmentgroup.com
10. Is the person who should receive the MBAF different from the person in Question 2? No
11. Classification of grantor (If grantor is entity created by government agency, please indicate affiliation. For
example, a city EDA would check "City Government."): City government
12. Has your organization held a public hearing on and adopted criteria for awarding business subsidies in
compliance with Minn. Stat. ~116J.994? : Yes, prior to 2006
Hearing Date: 1012111999
Year Criteria Submitted: 2000
13. Has your organization signed any agreements to award a business subsidy or financial assistance from
August 1, 1999 through December 31, 2005, unless goals have been achieved and reported in a previous filed
MBAF that is required to be reported under Minn. Stat. ~116J.993 and ~116J.994?: No
Section 5 - Recipients Failing to Fulfill Obligations
33. During the period January 1, 2005 through December 31, 2005, did your organization have any recipients who
failed to report as required by Minn. Stat. ~116J.993 and ~116J.994? No
34. Did your organization have any recipients who failed to achieve any goals or fulfill any other obligations under
an agreement signed on or after January 1, 2005, "that were required to be fulfilled by the time of this report? No
(Ph
https://www.deed.state.mn.us/sec/mbaf/printreport.asp
5/1 0/2006
DATE:
MEMO TO:
FROM:
RE:
Background:
..
MUNICIPAL
DEVELOPMENT GROUP, INC.
April 12,2006
Economic Development Authority
Cynthia Smith-Strack Municipal Development Group
Director's Report.
The Director's Report will be distributed prior to the EDA meeting.
61