EDA Agenda - 03/12/2025 (Workshop)AGENDA
WORKSHOP - ECONOMIC DEVELOPMENT AUTHORITY (EDA)
Wednesday, March 12, 2025 – 5:00 p.m.
Academy Room, Monticello Community Center
Commissioners: President Steve Johnson, Vice President Jon Morphew, Treasurer Hali Sittig,
Rick Barger, Councilmember Tracy Hinz, Mayor Lloyd Hilgart
Staff: Executive Director Jim Thares, Rachel Leonard, Angela Schumann, Tyler
Bevier, Anne Mueller, Sarah Rathlisberger
1.Call to order
2.Roll Call
3.Discussion – Review – Proposed EDA 2025-2027 Workplan (Goals and Objectives)
4.Adjournment
EDA Agenda: 3/12/25
5C. Consideration of Adopting the EDA 2025-2027 Workplan (Goals and Objectives)
Prepared by:
Economic Development Manager
Meeting Date:
3/12/25
☒ Regular Agenda Item
☐ Consent Agenda Item
Reviewed by:
Community Development Director,
Finance Director, Community &
Economic Development Coordinator
Approved by:
City Administrator
ACTION REQUESTED
1. Motion to adopt the 2025-2027 EDA Workplan (Goals and Objectives).
2. Motion of other as determined by the EDA.
REFERENCE AND BACKGROUND
The EDA is asked to consider adopting its 2025-2027 Workplan (Goals and Objectives) guiding
its economic development activities over the next three years. The EDA discussed the
proposed 2025-2027 Workplan in its Workshop meeting prior to the regular EDA meeting on
March 12, 2025. The proposed Workplan is relatively similar to the previous three-year plan,
minus the recent accomplishments such as completion of the Block 52 Redevelopment and the
Country Club Headwaters Housing development, both of which were large, complicated multi-
year development efforts.
Identifying activities in the proposed Workplan is somewhat logical and stems from the
remaining items in the previous Workplan, plus adding new opportunity areas that have arisen
in the past 18 months. These include the Block 34 Redevelopment efforts (downtown focus) as
well as continued support for smaller redevelopment efforts in the core downtown area and
further exploration of the optimal re-use and timeline of redevelopment of the Cedar Fair site
along Broadway East.
Continued industrial development efforts in the form of retention and attraction are also
needed as the EDA still has about 50 +/- acres of public land available for industrial
development in smaller sized lots in . Prudent and effective deployment and management of
the available business assistance tools also rises to the top of the Workplan.
Finally, the best use of the state funding known as Direct Housing Aid is a new opportunity area.
The estimated total from the Direct Housing Aide is approximately $155,000 +/-. It needs to be
used to support affordable housing activities. Staff is planning to hold an upcoming workshop
to further discuss housing development focus activities-efforts, including the optimal usage of
these funds.
EDA Agenda: 3/12/25
At this specific point it time, there are a couple of significant development efforts underway
that are expected to be quite complex and require numerous steps of EDA review and decision
points regarding land sales, TIF District formation and/or other possible forms of financial
assistance as may be needed. The action steps for these proposals may play out over the next
several months and continue for an additional three to five years. They both align with the
previously noted obvious focus areas. A summary of the Workplan focus areas is noted below
Summary - key Workplan Focus projects and efforts
1. Block 34 Redevelopment efforts: Sale of land; TIF District establishment, Development
Agreement and Development Contract, Redevelopment Funding Program submittals, etc.
2. Otter Creek Industrial Business Expansion and/or new facilities
3. Cedar Fair EDA owned site redevelopment exploration
4. Direct Housing Aid Usage Direction-Decision-Deployment
5. Optimal deployment and management of the business assistance programs
I. Staff Impact: The previous 2022-2024 Workplan timeframe has been completed.
Preparation of a new 2025-2027 EDA Workplan is an important guiding document
as the EDA utilizes City staff and financial resources in its efforts to perform its
mission and create a healthy vibrant local economy. City staff involved in the
formation of the proposed Workplan include the City Administrator, the
Community Development Director and the Economic Development Manager.
II. Budget Impact: Review and editing tasks of the annual Workplans are included in the
job descriptions of both of the EDA support staff, and as such, those associated
costs are part of the EDA’s routine operating expenditures.
A. STAFF RECOMMENDATION:
Staff recommend that the EDA adopt the proposed 2025-2027 EDA Workplan. The plan
is a useful document that will guide the EDA efforts in its utilization of City staff and the
various EDA financial resources with the overall goal of creating a healthy local
economy. While the three-year plan is a good guide over the next three years, if the
need arises at some point in the future to adjust the Workplan, that can be done at any
time by directing staff to incorporate new goals into the Workplan or completely
revamping it to reflect new focus activities and/opportunities.
B. SUPPORTING DATA:
A. Proposed 2025-2027 EDA Goals and Objectives Workplan
B. Redline 2022-2024 EDA Goals and Objectives Workplan
EDA Agenda: 3/12/25
C. 2040 + Comprehensive Plan Economic Development Implementation Summary
1 | Page
MONTICELLO ECONOMIC DEVELOPMENT AUTHORITY
2025-2027 ECONOMIC DEVELOPMENT WORK PLAN
EDA Purpose:
The EDA is charged with coordinating and administering the City of Monticello’s economic
development and redevelopment plans and programs. The EDA is also responsible for housing
and housing redevelopment.
EDA Work Plan Mission Statement:
The EDA’s work plan is adopted in support of achieving the goals of the Monticello 2040 +
Comprehensive Plan. The EDA will be proactive by developing and undertaking actions for
achievement of the Comprehensive Plan’s Economic Development goals and will be reactive in
responding to economic development opportunities as they arise in the most timely and effective
manner possible. The EDA shall utilize the Economic Development Implementation Chart
contained in the Comprehensive Plan as a guiding document creating its 2022-2024 Work Plan.
Comprehensive Plan Goals:
1. Business Attraction and Retention
2. Tax Base Expansion
3. Downtown Vitality
4. Redevelopment and Reinvestment
5. Life Cycle Housing
6. Workforce Development
7. Promotion and Partnerships
8. Opportunity Focus Areas
2 | Page
GOAL #1: BUSINESS ATTRACTION AND RETENTION
Policy 1.1. Business and Employment Retention
Strategies:
1. Maintain a strong Business Retention and Expansion (BR&E) program to monitor
opportunities for continued growth and expansion of businesses as well as the continued
relationship development between the City and existing businesses.
2. Identify and support companies that are expanding and adding employees.
3. Identify and promote programs that assist existing companies in expansion and creation
of new jobs.
4. Assist and support companies in accessing business assistance programs including
financing and educational programs.
5. Bring Businesses and Educations Organizations together to create training programs to
foster new living wage opportunities.
Policy 1.2: Local Business Support
Strategies:
1. Facilitate relationships with existing businesses on the expansion, redevelopment and
improvement of their buildings and facilities.
2. Utilize façade rehabilitation programs, small business loans, grants and other tools to
encourage property reinvestment and support local businesses.
3. Foster partnerships and maintain networking relationships with the goal of maintaining
communication in support of existing businesses.
GOAL #2: TAX BASE EXPANSION
Policy 2.1: Diversify economic sectors to broaden the base of available living wage
employment in the community.
Strategies
1. Capitalize on the proximity to the I-94 regional transportation facilities, available land
and educated and skilled workforce to create opportunities for job growth.
2. Inventory existing industry clusters by attracting similar and complementary businesses.
3. Work with existing business clusters to expand the attraction of supply chain companies.
4. Recognize changing land use patterns for industrial parks, and other or alternative uses
such as co-working spaces.
Policy 2.2: Maintain a business development and job creation toolbox to assist
existing and future businesses.
Strategies:
1. Identify and communicate new or innovative state and federal programs or grants which
could be leveraged to support business development.
3 | Page
2. Proactively support small business start-up efforts through programs, collaborative efforts
and various tools available for small businesses.
Policy 2.3. Work collaboratively with partners to foster the attraction of new
businesses.
Strategies:
1. Continue to support the IEDC interactions within the Wright County Workforce
Pathways efforts in addressing workforce needs and training.
2. Consider IEDC recommendations and be prepared to be a partner in potential solutions
based on WCWFP findings.
3. Partner with Wright County EDA on infrastructure and development project funding as
warranted.
GOAL #3: DOWNTOWN VITALITY
Policy 3.1: Implement the recommendations of the Downtown Small Area Plan.
Strategies:
1. Support and advocate for improvements to the downtown area as envisioned in the Small
Area Plan and Walnut Street Corridor Plan.
2. Develop and support the appropriate policies, programs, and incentives that enable the type
of development described in the Plan.
3. Continue to build a funding base for use in property acquisition and redevelopment efforts in
targeted areas.
4. Implement a façade improvement program for desired revitalization areas.
5. Continue to meet with downtown property owners with the goal of relationship building in
informal group settings (Downtown Rounds) or individually and to understand their concerns
with traffic, parking, land use and possible reinvestment in their property as well as
willingness to sell, partner, desired price, etc.
6. Encourage continued incorporation of arts as an economic development tool for Downtown
Monticello and the community at large.
7. Support opportunities for park and pathway development as consistent with the Downtown
Small Area Plan.
8. Encourage the redesign of the pathway connection under the MN-TH #25 bridge to
incorporate safety elements and improved lighting.
9. Ensure that greenway and pedestrian/cycle connections are considered within the downtown
and from the downtown to other areas within the community.
10. Support park improvements in the downtown area.
4 | Page
GOAL #4: REDEVELOPMENT & REINVESTMENT
Policy 4.1: Redevelopment: Continue to support redevelopment efforts for publicly owned properties in Block 52, Block 34 and other EDA owned sites.
Strategies:
1. Remain open to and analyze strategic opportunities for redevelopment throughout the
community.
2. Proactively market Block 34, the Cedar/Broadway site, 4th Street site, West River Street
parcel and the West 7th Street land tract to the commercial and residential development
community towards a goal of attaining the highest and best use.
3. Engage with developers in an effort to identify an appropriate scale of redevelopment in
Block 34 and support such efforts through the use of available economic development tools.
GOAL #5: LIFE-CYCLE HOUSING
Policy 5.1: Actively promote and seek opportunities for the development of a wide
variety of housing types, styles and price points as a mechanism to support and
attract employment.
Strategies:
1. Develop revised policy statements for housing which address the identified 2023 Housing
Study needs.
2. Continue to market workforce housing development on EDA owned land or at suitable sites
in the City, including the Downtown.
3. Support efforts by private and non-profit entities to develop affordable housing projects
utilizing state and federal programs.
4. Examine the use and application of available housing TIF dollars per the 2016 TIF
Management Plan and the Direct Housing Aide funding as well as the adopted Policy
Statements for Available TIF Funds.
5. Continue to periodically examine housing stock for aging or blighted properties and research
development of programs for redevelopment and/or revitalization of existing housing.
6. Market the availability of incentives/subsidies available for development of housing.
GOAL #6: WORKFORCE DEVELOPMENT
Policy 6.1. Diversified and Skilled Workforce
Strategies:
1. Support interactions with local organizations to address workforce needs and training.
2. Partner with Wright County Workforce Pathways (WCWFP) on solutions for workforce
needs and training.
3. Promote Central Minnesota Jobs and Training Services as an option to Community
College or university for students seeking alternative careers in the trades, manufacturing,
and similar sectors.
5 | Page
4. Support the development of a plan to market living wage employment opportunities
aimed at the local commuter workforce GOAL #7: PROMOTION & PARTNERSHIPS
Policy 7.1: Create and maintain a comprehensive Marketing & Communication
Strategy for priority sectors and locations.
Strategies:
1. Identify community partners that can be regularly engaged and advised on economic
development activities and events.
2. Engage with partners in the development and implementation of strategic marketing plans,
including creation of an overall economic development brand, for various focus audiences
and sectors of development; residential, commercial and industrial and redevelopment.
3. Incorporate the marketing of EDA incentive programs in a more proactive manner, both
within the community and beyond,
a. Present existing and new incentive programs to smaller community groups, local
banks, realtors, and local businesses either in an informal group session or a formal
roundtable format.
b. Develop and communicate a “complete” development package program which
provides support and assistance to prospects and developers from inquiry to
construction.
c. Measure the effectiveness of the marketing efforts to guide adjustments as needed.
4. Market industrial development at the Monticello Business Center (Otter Creek Business
Park) to a broad variety of prospects as guided by the Comprehensive Plan.
a. Focus on prospects which serve or rely on the St. Cloud and Twin Cities markets.
b. Focus on supply chain prospects.
5. In collaboration with the IEDC, communicate with current business and industry in support
of Business Retention & Expansion.
a. Engage in informal business and industry small group meetings and explore
potential format of helpful formal round tables meetings.
b. Work with the Monticello Times to do a business spotlight or profile article two
times per year.
c. Leverage the networks of existing commercial and industrial entities currently doing
business in and around Monticello.
Policy 7.2: Engage as a partner in local and regional planning and development
opportunities.
Strategies:
1. Monitor the regional planning efforts of the Central Mississippi River Regional Planning
Partnership (CMRRPP) and engage with feedback as requested.
2. Consider funding and/or completing studies that provide policy and strategy framework for
desired land uses/or projects in the downtown and for other programs.
3. Monitor commuter rail development in and around the Twin Cities metro region for potential
benefits and opportunities to serve Monticello.
6 | Page
GOAL #8. OPPORTUNITY FOCUS AREAS
Policy 8.1: Opportunity Focus Areas
1. Maintain open lines of communication with property and business owners to understand
their long-term development objectives.
2. Consider strategies, loans, grants and other financing methods to boost reinvestment and
improvements.
3. Encourage public infrastructure investment in these areas in an effort to support private
investment.
4. Focus on additional outreach with the downtown businesses with a goal of further
enhancing and supporting a dynamic vibrant core downtown area.
Policy 8.2: Support community quality-of-life initiatives which act as economic
development tools.
Strategies:
1. Encourage and support coordinated planning and development of parks, trails in or near
business districts.
2. Increase the visibility of the intersection of all amenities including parks and trails with the
economic hubs of the city.
3. Support the development of Bertram Chain of Lakes Regional Park, including community
Connections.
Appendix: Monticello 2040 Vision + Plan, Economic Development and Implementation
1 | Page
MONTICELLO ECONOMIC DEVELOPMENT AUTHORITY
2025-2027 ECONOMIC DEVELOPMENT WORK PLAN
EDA Purpose:
The EDA is charged with coordinating and administering the City of Monticello’s economic
development and redevelopment plans and programs. The EDA is also responsible for housing
and housing redevelopment.
EDA Work Plan Mission Statement:
The EDA’s work plan is adopted in support of achieving the goals of the Monticello 2040 +
Comprehensive Plan. The EDA will be proactive by developing and undertaking actions for
achievement of the Comprehensive Plan’s Economic Development goals and will be reactive in
responding to economic development opportunities as they arise in the most timely and effective
manner possible. The EDA shall utilize the Economic Development Implementation Chart
contained in the Comprehensive Plan as a guiding document creating its 2022-2024 Work Plan.
Comprehensive Plan Goals:
1. Business Attraction and Retention
2. Tax Base Expansion
3. Downtown Vitality
4. Redevelopment and Reinvestment
5. Life Cycle Housing
6. Workforce Development
7. Promotion and Partnerships
8. Opportunity Focus Areas
Deleted: 2
Deleted: 4
2 | Page
GOAL #1: BUSINESS ATTRACTION AND RETENTION
Policy 1.1. Business and Employment Retention
Strategies:
1. Maintain a strong Business Retention and Expansion (BR&E) program to monitor
opportunities for continued growth and expansion of businesses as well as the continued
relationship development between the City and existing businesses.
2. Identify and support companies that are expanding and adding employees.
3. Identify and promote programs that assist existing companies in expansion and creation
of new jobs.
4. Assist and support companies in accessing business assistance programs including
financing and educational programs.
5. Bring Businesses and Educations Organizations together to create training programs to
foster new living wage opportunities.
Policy 1.2: Local Business Support
Strategies:
1. Facilitate relationships with existing businesses on the expansion, redevelopment and
improvement of their buildings and facilities.
2. Utilize façade rehabilitation programs, small business loans, grants and other tools to
encourage property reinvestment and support local businesses.
3. Foster partnerships and maintain networking relationships with the goal of maintaining
communication in support of existing businesses.
GOAL #2: TAX BASE EXPANSION
Policy 2.1: Diversify economic sectors to broaden the base of available living wage
employment in the community.
Strategies
1. Capitalize on the proximity to the I-94 regional transportation facilities, available land
and educated and skilled workforce to create opportunities for job growth.
2. Inventory existing industry clusters by attracting similar and complementary businesses.
3. Work with existing business clusters to expand the attraction of supply chain companies.
4. Recognize changing land use patterns for industrial parks, and other or alternative uses
such as co-working spaces.
Policy 2.2: Maintain a business development and job creation toolbox to assist
existing and future businesses.
Strategies:
1. Identify and communicate new or innovative state and federal programs or grants which
could be leveraged to support business development.
Formatted: Highlight
Deleted: positions
Deleted: Consider
3 | Page
2. Proactively support small business start-up efforts through programs, collaborative efforts
and various tools available for small businesses.
Policy 2.3. Work collaboratively with partners to foster the attraction of new
businesses.
Strategies:
1. Continue to support the IEDC interactions within the Wright County Workforce
Pathways efforts in addressing workforce needs and training.
2. Consider IEDC recommendations and be prepared to be a partner in potential solutions
based on WCWFP findings.
3. Partner with Wright County EDA on infrastructure and development project funding as
warranted.
GOAL #3: DOWNTOWN VITALITY
Policy 3.1: Implement the recommendations of the Downtown Small Area Plan.
Strategies:
1. Support and advocate for improvements to the downtown area as envisioned in the Small
Area Plan and Walnut Street Corridor Plan.
2. Develop and support the appropriate policies, programs, and incentives that enable the type
of development described in the Plan.
3. Continue to build a funding base for use in property acquisition and redevelopment efforts in
targeted areas.
4. Implement a façade improvement program for desired revitalization areas.
5. Continue to meet with downtown property owners with the goal of relationship building in
informal group settings (Downtown Rounds) or individually and to understand their concerns
with traffic, parking, land use and possible reinvestment in their property as well as
willingness to sell, partner, desired price, etc.
6. Encourage continued incorporation of arts as an economic development tool for Downtown
Monticello and the community at large.
7. Support opportunities for park and pathway development as consistent with the Downtown
Small Area Plan.
8. Encourage the redesign of the pathway connection under the MN-TH #25 bridge to
incorporate safety elements and improved lighting.
9. Ensure that greenway and pedestrian/cycle connections are considered within the downtown
and from the downtown to other areas within the community.
10. Support park improvements in the downtown area.
Deleted: downtown
Deleted: at-large
Formatted: Highlight
4 | Page
GOAL #4: REDEVELOPMENT & REINVESTMENT
Policy 4.1: Redevelopment: Continue to support redevelopment efforts for publicly owned properties in Block 52, Block 34 and other EDA owned sites.
Strategies:
1. Remain open to and analyze strategic opportunities for redevelopment throughout the
community.
2. Proactively market Block 34, the Cedar/Broadway site, 4th Street site, West River Street
parcel and the West 7th Street land tract to the commercial and residential development
community towards a goal of attaining the highest and best use.
3. Engage with developers in an effort to identify an appropriate scale of redevelopment in
Block 34 and support such efforts through the use of available economic development tools.
GOAL #5: LIFE-CYCLE HOUSING
Policy 5.1: Actively promote and seek opportunities for the development of a wide
variety of housing types, styles and price points as a mechanism to support and
attract employment.
Strategies:
1. Develop revised policy statements for housing which address the identified 2023 Housing
Study needs.
2. Continue to market workforce housing development on EDA owned land or at suitable sites
in the City, including the Downtown.
3. Support efforts by private and non-profit entities to develop affordable housing projects
utilizing state and federal programs.
4. Examine the use and application of available housing TIF dollars per the 2016 TIF
Management Plan and the Direct Housing Aide funding as well as the adopted Policy
Statements for Available TIF Funds.
5. Continue to periodically examine housing stock for aging or blighted properties and research
development of programs for redevelopment and/or revitalization of existing housing.
6. Market the availability of incentives/subsidies available for development of housing.
GOAL #6: WORKFORCE DEVELOPMENT
Policy 6.1. Diversified and Skilled Workforce
Strategies:
1. Support interactions with local organizations to address workforce needs and training.
2. Partner with Wright County Workforce Pathways (WCWFP) on solutions for workforce
needs and training.
3. Promote Central Minnesota Jobs and Training Services as an option to Community
College or university for students seeking alternative careers in the trades, manufacturing,
and similar sectors.
Deleted: <#>Advocate for adequate City Council support
for related Block 52 infrastructure components that are
impacted by redevelopment proposals.¶
Advocate for the best designs and efficient traffic
circulation related to the Walnut Street- River Street
connection in support of Block 52 redevelopment.¶
Formatted: Highlight
Formatted: Highlight
Formatted: Highlight
5 | Page
4. Support the development of a plan to market living wage employment opportunities
aimed at the local commuter workforce GOAL #7: PROMOTION & PARTNERSHIPS
Policy 7.1: Create and maintain a comprehensive Marketing & Communication
Strategy for priority sectors and locations.
Strategies:
1. Identify community partners that can be regularly engaged and advised on economic
development activities and events.
2. Engage with partners in the development and implementation of strategic marketing plans,
including creation of an overall economic development brand, for various focus audiences
and sectors of development; residential, commercial and industrial and redevelopment.
3. Incorporate the marketing of EDA incentive programs in a more proactive manner, both
within the community and beyond,
a. Present existing and new incentive programs to smaller community groups, local
banks, realtors, and local businesses either in an informal group session or a formal
roundtable format.
b. Develop and communicate a “complete” development package program which
provides support and assistance to prospects and developers from inquiry to
construction.
c. Measure the effectiveness of the marketing efforts to guide adjustments as needed.
4. Market industrial development at the Monticello Business Center (Otter Creek Business
Park) to a broad variety of prospects as guided by the Comprehensive Plan.
a. Focus on prospects which serve or rely on the St. Cloud and Twin Cities markets.
b. Focus on supply chain prospects.
5. In collaboration with the IEDC, communicate with current business and industry in support
of Business Retention & Expansion.
a. Engage in informal business and industry small group meetings and explore
potential format of helpful formal round tables meetings.
b. Work with the Monticello Times to do a business spotlight or profile article two
times per year.
c. Leverage the networks of existing commercial and industrial entities currently doing
business in and around Monticello.
Policy 7.2: Engage as a partner in local and regional planning and development
opportunities.
Strategies:
1. Monitor the regional planning efforts of the Central Mississippi River Regional Planning
Partnership (CMRRPP) and engage with feedback as requested.
2. Consider funding and/or completing studies that provide policy and strategy framework for
desired land uses/or projects in the downtown and for other programs.
3. Monitor commuter rail development in and around the Twin Cities metro region for potential
benefits and opportunities to serve Monticello.
Deleted: .
Deleted: plan
Formatted: Font: Bold
6 | Page
GOAL #8. OPPORTUNITY FOCUS AREAS
Policy 8.1: Opportunity Focus Areas
1. Maintain open lines of communication with property and business owners to understand
their long-term development objectives.
2. Consider strategies, loans, grants and other financing methods to boost reinvestment and
improvements.
3. Encourage public infrastructure investment in these areas in an effort to support private
investment.
4. Focus on additional outreach with the downtown businesses with a goal of further
enhancing and supporting a dynamic vibrant core downtown area.
Policy 8.2: Support community quality-of-life initiatives which act as economic
development tools.
Strategies:
1. Encourage and support coordinated planning and development of parks, trails in or near
business districts.
2. Increase the visibility of the intersection of all amenities including parks and trails with the
economic hubs of the city.
3. Support the development of Bertram Chain of Lakes Regional Park, including community
Connections.
Appendix: Monticello 2040 Vision + Plan, Economic Development and Implementation