HomeMy WebLinkAbout11.04.21
www.cityofstjoseph.com
75 Callaway Street East | Saint Joseph, Minnesota 56374
Email: cityoffices@cityofstjoseph.com | Phone: 320.363.7201 | Fax 320.363.0342
St. Joseph Economic Development Authority
November 4th, 2021
5:00 PM
75 Callaway St E (St. Joseph City Hall)
1. Call to order
2. Approve Agenda
3. Work Session
4. Adjourn
EDA Agenda Item 3
MEETING DATE: November 4th, 2021
AGENDA ITEM: 3
SUBMITTED BY: Nate Keller, Community Development Director
PREVIOUS BOARD ACTION:
At the September 21st meeting the Board recommended scheduling a work session on October 20th at
5PM to discuss goals and priorities. Due to personal circumstances staff had to reschedule the 10/20
work session to 11/04.
BACKGROUND INFORMATION:
Attached are the EDA goals from the Comprehensive plan.
Staff asks Board members to provide responses to the questions on page of this memo prior to
the meeting.
The work session will center around goals/strategies. Staff have also provided notes on status of the
goals and what has been implemented to-date.
BUDGET/FISCAL IMPACT: None
ATTACHMENTS:
1. Comp. Plan goal worksheet
2. Comp. Plan Economic Development goals and implementation notes
REQUESTED BOARD ACTION:
Consensus on priorities for 2022 and beyond.
COMPREHENSIVE PLAN
List five goals and strategies from the Comprehensive Plan that you feel are of the highest priority for
2022.
1.
2.
3.
4.
5.
Are there any goals or strategies missing from the Comprehensive Plan as it relates to Economic
Development?
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
What are some specific short-term, and long-term goals or ideas you may have as it relates to Economic
Development?
For example – attracting a 9-12 grade school, filling of Industrial park, redevelopment of housing in B-1
to commercial uses, etc.
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
Implementation notes
STRATEGY NUMBER STRATEGY STATUS
Goal 1 – Retain, attract, and grow businesses
1.1 Develop a “shop local” campaign. CVB pro-actively markets and
plans for the shop local campaign
(every year. This includes vendors,
events, and activities around the
event.
1.2 Support and enhance existing
business. Solve barriers and
establish Business mentorship or
Business retention program
Yearly BR&E visits occur with 10
visits completed to-date
1.3 Develop and distribute information
resources such as guidelines and
best practices to support businesses
Informational email blasts sent out
on a regular basis. Personal
relationships being established and
applicable resources shared one on
one with businesses.
1.4 Directory of local-owned
businesses
Database established for local
businesses and contact information.
Continued refining of database.
Beginning stages of land database
is being established. Website will
be updated.
CVB working on map and directory
of businesses. Directory will be
available at local businesses and
sign placed at Wobegon trailhead
(priority for CVB in 2022).
1.5 Support redevelopment in the
downtown.
RFP issued for Fire/Village hall.
Purchase agreement signed to fill
space.
Pro-active work being done with
land owners in downtown and
prospective businesses looking to
be downtown.
Weekly communication occurs with
prospective folks to try and find
space.
1.6 Support redevelopment of CSAH
75
Active work being done with
owners of land off CSAH 75.
Example includes 2.5 acre property
on CSAH 75 and 8th Ave (just
sold). Other examples include
exploration of Birch St
redevelopment study and grant
opportunities
1.7 Attract larger businesses. Create
strategic plans to attract business.
Prioritize brownfield sites.
Pro-active work and planning being
done with key developments like
new Industrial park. Prospective
new businesses steered towards
downtown area if the use is
applicable and space/needs can be
met.
Active work with existing land
owners in downtown like pursuit of
grant for JR Mobile site, steering of
prospective businesses to the site
adjacent to the Post Office (123
Ash St)
1.8 Develop pipeline of trained interns
and new staff into existing or new
businesses. Partner with educational
institutions to connect students with
employers
Strong relationships established
with CSBSJU. Staff is also
involved in the mentorship program
at CSBSJU and with Principles at
Kennedy.
1.9 Support development of business
incubators for local start-ups. Focus
incubator in the downtown area
Staff has an idea for this but has not
pursued it to-date.
Goal 2: Focus on competitiveness
2.1 Establish and maintain public and
private partnerships.
Many hours of staff time are spent
developing relationships with
developers, businesses, and private
parties. A good example of this is
the excellent relationship staff have
with developers in getting the
residential homes in the downtown
B-1 district smoothly transitioned to
commercial uses (specifically along
Ash St)
2.2 Provide business incentives Staff and EDA approved increasing
the award amounts to programs like
Business Façade, and demolition
grants. Staff have also worked on
larger projects like the Trobec tax
abatement.
2.3 Review land use and zoning
standards
Staff consistently evaluates the
existing ordinances in accordance
to requests/priorities. An example is
amending the signage code to
prohibit electronic signage in the B-
1 district to help preserve the
character of the downtown
2.4 Utilize technology. Provide
additional resources for existing
businesses and new businesses
Staff have update website
information and assisted property
and business owners with tools and
technology needs through existing
partnerships
2.5 Seek grant opportunities Staff sought grant opportunity tied
to Birch St
redevelopment/transportation needs
(Council did not support grant
submittal at this time)
Goal 3: Provide a high quality of life
3.1 Preserve community character.
New businesses shall fit the
character especially in the
downtown area
New development is held to the
standards of the ordinance. B-1
district standards were amended a
few years back to ensure higher
architectural materials are used.
Industrial park has similar
requirements for facades of
buildings fronting public street
3.2 Encourage strong community pride
in urban and suburban areas.
CVB does a great job in creating
pride in the community through the
“Joetown” marketing campaign and
capturing of stories and visuals (via
EDA support of funds to Rubinski
visuals)
3.3 Invest in high-quality education.
The city shall continue to partner
with the School District
Staff is involved in the mentorship
program at CSBSJU, has met with
Kennedy Principles to discuss
needs/concerns
Goal 4: Retain and attract residents
4.1 Explore extension of public
transportation
No action. Larger conversation with
Metro Bus. Maybe there is
possibility to do a ConneX service
similar to Sartell? Might be a
population density constraint
4.2 Accommodate a variety of housing
types
Staff have worked pro-actively with
developers to identify key areas
primed for middle housing
(townhomes, duplexes, etc.) An
example is the River’s Bend 4
project
4.3 Recruit technology businesses Staff have not focused on specific
technology business recruitment to-
date. However staff have worked
with interested businesses that are
technology focused.
Goal 5: Strengthen the downtown as a center for historical cultural and history
5.1 Support new and existing
businesses in the downtown and
urban area that provide arts, dining,
retail, entertainment
Staff continues working with
existing businesses on expansion
projects. Staff also is working with
finding a space for an arts focused
organization who would be a great
fit in the downtown.
5.2 Create new educational,
recreational, and cultural activities
and space in the downtown
City piloted the Parklet program to
temporary create another gathering
space in downtown.
City also supported the Monday
night market which provided
cultural activities, music, and art
activities every Monday in the
downtown
5.3 Maintain and enhance existing
public spaces while creating new
spaces
Staff and Park Board held multiple
outreach and community
conversations at parks like:
Klinefelter, Centennial, and Hollow
to explore ideas for enhancing the
spaces.
Staff explored potential
enhancements of vacant
underutilized city owned property
for recreational uses. For example,
this included discussion on
underutilized city owned land on
Fir St for potential mountain bike
trail.
5.4 Work with St. Joseph Historical
Society to create a list for
designating buildings in the
Downtown on the National Registry
5.5 Provide economic incentives and
design flexibility to encourage
restoration of historically
significant buildings in the
downtown
Staff has worked with purchasers of
residential homes in the downtown
to help ensure a smooth transition
from residential to commercial use
and to maintain or preserve the
homes of historical importance
Goal 6: Continue to host and sponsor local arts and cultural activities
6.1 Incorporate art into the design of
public spaces and infrastructure
Many communities offer “sculpture
walks” . which are yearlong
displays of art within the
community. Staff has briefly
researched sculpture walks
including how they start, partnering
with artists, and creating a
successful program.
Staff have also reached out to other
cities regarding mural programs but
this is not seen as a priority.
6.2 Explore opportunities to pursue a
“percentage for arts” requirement
Have not pursued to-date
6.3 Create a community wide project to
create a seal to be used in a range of
public activities
Have not pursued to-date
6.4 Collaborate with the schools to
create public art opportunities
within the community
Discussions have occurred but no
action to-date. COVID essentially
paused this.
6.5 Solicit input from developers when
building or renovating public
buildings
Collaboration occurs with
developers consistently. City sought
an RFP for the Community Center
and that project will likely
incorporate art in some aspects.