EDA Agenda - 08/13/2025 (Workshop)AGENDA
WORKSHOP - ECONOMIC DEVELOPMENT AUTHORITY (EDA)
Wednesday, August 13, 2025 – 4:15 p.m.
Academy Room, Monticello Community Center
Commissioners: President Steve Johnson, Vice President Jon Morphew, Treasurer Hali Sittig,
Rick Barger, Clinton Berglof, 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. GMEF Loan Pre-Application Review – Best of Mexico (BOM)
4. GMEF Loan Pre-Application Review – Master Craft Outdoors
5. HRA Levy and EDA General Fund Budget Overview Discussion
6. Historic Plaque Signs Format and Color Discussion
7. Rustech Brewing – Equipment Auction Status Update
8. Adjournment
History of Your Business
BOM Foods was founded in 2024 with a simple but fiavorful idea: to bring joy, ease, and
creativity back into home cooking. What started as a small kitchen experiment quickly
turned into a culinary movement. Our signature product ”Recipe BOMS” are like bath
bombs for your crockpot: compact, handcrafted fiavor bombs made from real ingredients
that transform everyday meals into something extraordinary.
In just one year, BOM Foods has grown from a local curiosity to a brand with a loyal and
growing customer base. Our Recipe BOMS have found their way into homes, farmers
markets, restaurants, and butcher shops, driven by word-of-mouth and a shared love for
delicious, no-fuss meals.
As demand continues to rise, we’re ready for our next chapter: flnding a permanent home
for BOM Foods. Our vision includes a combined retail and restaurant space, a place where
customers can shop our full line of Recipe BOMS, enjoy freshly prepared meals inspired by
them, and experience the heart of our brand in person.
We’re not just building a business, we’re building a community around fiavor, simplicity,
and innovation. And we’re just getting started.
Describe Your Project (Products, Processes, Employment Types, Location(s),
Customers, Markets & Any other information to help us understand the nature of your
business)
BOM Foods specializes in the creation and sale of Recipe BOMS, a unique handcrafted
product designed to simplify home cooking. Much like a bath bomb, a Recipe BOM is a
compact, pre-measured blend of spices, herbs, and natural ingredients that dissolves in a
slow cooker or pot to create a fiavorful meal with minimal prep..
Processes:
Our production process involves small-batch manufacturing using high-quality ingredients.
Each Recipe BOM is hand -packed, sealed for freshness, and labeled with cooking
instructions. We maintain strict quality control and food safety standards throughout t he
process.
Employment Types:
BOM Foods is currently a family-operated business, built on passion and creativity. As we
grow, we’re excited to expand our team and bring in full-time and part-time staff to support
key areas of our operations. We’re looking to hire for roles in packaging, retail, food service
(servers), and marketing, helping us scale production, enhance customer experience, and
build our brand presence. Our goal is to create a collaborative and inclusive workplace that
refiects the heart of our products and the community we serve.
Location(s):
We are currently operating out of a shared commercial kitchen in M onticello, MN. We are
actively seeking a permanent location that will serve as manufacturing as well as our retail
storefront and restaurant, allowing customers to purchase Recipe BOMS and enjoy meals
made from them on-site.
Customers:
Our customer base includes busy families, working professionals, and food lovers looking
for convenient, healthy, and fiavorful meal solutions. We also serve restaurants, Shops,
and local markets.
Markets:
We currently sell direct-to -consumer through local farmers markets, pop -up events, and
online. Our future plans include expanding into regional retail stores and launching a
subscription service. The addition of a restaurant and retail space will allow us to deepen
customer engagement and build community around our brand.
Additional Information:
BOM Foods is more than a product , it’s a movement toward joyful, stress-free cooking. Our
mission is to make home-cooked meals accessible, exciting, and nourishing. With growing
demand and a strong brand identity, we are ready to scale our operations and establish a
fiagship location that refiects our values and vision.
2023 2024 2025 2025 2026 %
Account Number Account Description ACTUAL ACTUAL BUDGET THRU 8/7 BUDGET CHANGE
213-00000-310110 CURRENT AD VALOREM TAXES 401,266$ 448,962$ 499,000$ 256,161$ 504,000 1.0%
213-00000-310210 DELINQUENT AD VALOREM TAXES 473 2,607 - 1,158 - ---
213-00000-310310 MANUFACTURED HOME TAX - - - - - ---
213-00000-319100 PENALTIES & INT - TAX 68 787 - 118 - ---
213-00000-334235 STATE GRANT 344,993 294,248 - 12,678 - ---
213-00000-362110 INTEREST EARNINGS - INVESTMENTS 206,517 159,232 27,000 - 75,000 177.8%
213-00000-362200 RENTAL OF CITY PROPERTY - - - 3,072 - ---
213-00000-362300 CONTRIBUTIONS 3,300 11,940 - (275) - ---
213-00000-362400 SALE OF PROPERTY - - - - - ---
213-00000-362900 OTHER MISCELLANEOUS REV - - - - - ---
213-00000-392000 OPERATING TRANSFERS IN 3,950 5,114 6,000 - 6,000 0.0%
213-41911-349655 ENGINEERING - BILLABLE PROJECTS 1,281 8,238 - - 5,000 ---
TOTAL EXPENDITURES 961,848$ 931,128$ 532,000$ 272,912$ 590,000$ 10.90%
2023 2024 2025 2025 2026 %
Account Number Account Description ACTUAL ACTUAL BUDGET THRU 8/7 BUDGET CHANGE
213-41911-431990 MISC PROFESSIONAL SERVICES 1,281$ 8,238$ -$ -$ 5,000 ---
213-46301-410100 SALARIES, FULL TIME - REG 125,789 132,600 158,036 90,362 168,980 16.56%
213-46301-410200 SALARIES, FULL TIME - OT 903 630 500 619 500 ---
213-46301-410300 SALARIES, PART TIME - REG 12,005 5,021 7,200 2,089 7,221 0.00%
213-46301-411100 SEVERANCE PAY - 1,599 - - - ---
213-46301-411110 SEVERANCE BENEFITS - - 1,000 - 1,000 ---
213-46301-412100 PERA CONTRIBUTIONS 9,411 9,828 11,890 6,825 13,253 16.93%
213-46301-412200 FICA CONTRIBUTIONS 10,189 10,399 12,679 6,989 13,518 16.08%
213-46301-413100 HEALTH/DENTAL/LIFE INSURAN 19,646 15,101 33,715 10,732 35,063 -6.85%
213-46301-413250 HSA CONTRIBUTIONS 5,722 4,259 - 3,017 - ---
213-46301-413300 LIFE INSURANCE CONTRIBUTIONS 120 123 - 80 - ---
213-46301-413400 DISABILITY INS CONTRIBUTIONS 735 718 - 444 777 ---
213-46301-415100 WORKERS COMP INSURANCE 2,268 2,467 3,442 2,245 3,755 23.80%
213-46301-421990 GENERAL OPERATING SUPPLIES 35 - 500 106 550 25.00%
213-46301-430300 PROF SRV - ENGINEERING FEE - - 5,000 - 5,000 0.00%
213-46301-430400 PROF SRV - LEGAL FEES 21,780 32,933 22,500 7,828 23,800 12.50%
213-46301-431990 MISC PROFESSIONAL SERVICES 134,078 22,228 54,000 29,652 54,500 70.35%
213-46301-431991 MISC PROFESSIONAL SERVICES - PROPERTY MGMT 2,566 2,566 4,300 1,497 4,650 7.50%
213-46301-431993 MISC PROFESSIONAL SERVICES - ECON DEV SVCS 19,777 22,851 19,000 - 16,000 4.40%
213-46301-432100 TELEPHONE STIPEND 780 780 780 380 780 0.00%
213-46301-432150 IT SERVICES 3,473 3,353 3,456 1,728 3,834 1.76%
213-46301-432200 MAIL & DELIVERY SERVICES 462 147 300 23 480 9.09%
213-46301-433100 TRAVEL/TRAINING EXPENSE 5,120 1,182 3,750 3,657 4,800 4.17%
213-46301-434990 ADVERTISING & MARKETING 5,000 18,351 47,000 5,000 51,200 4.44%
213-46301-435100 LEGAL NOTICE PUBLICATION 398 1,477 650 187 850 0.00%
213-46301-436100 INSURANCE - LIABILITY/PROPERTY/VEHICLE 3,395 4,259 2,350 1,371 2,350 -58.21%
213-46301-437100 PROPERTY TAXES - 58,658 2,250 3,573 3,000 ---
213-46301-438100 UTILITIES - GAS/ELECTRICITY 10 1,653 100 2,045 1,750 0.00%
213-46301-438200 WATER/SEWER 78 1,009 150 427 1,200 50.00%
213-46301-440100 REPAIR & MTC - BLDG & SYSTEMS - - - - 150 ---
213-46301-440200 REPAIR & MTC - FACILITIES MAINTENANCE 1,512 1,119 650 325 650 -91.15%
213-46301-443300 DUES, MEMBERSHIP & SUBSCRIP 6,796 7,416 11,000 6,999 12,750 22.22%
213-46301-461500 REDEVELOPMENT ACTIVITIES 4,500 6,578 124,602 - 151,139 -14.29%
213-46301-443990 MISCELLANEOUS OTHER EXP 603,370 867,884 1,200 62,069 1,500 20.00%
213-46301-472030 OPERATING TRANSFER OUT - - - - - ---
213-46601-443990 MISCELLANEOUS OTHER EXP - - - - - ---
TOTAL EXPENDITURES 1,001,199$ 1,245,427$ 532,000$ 250,269$ 590,000$ 10.90%
EDA GENERAL FUND DRAFT 2026 EXPENDITURES BUDGET
EDA GENERAL FUND DRAFT 2026 REVENUES BUDGET
CITY OF MONTICELLO
Schedule of Assets, Liabilities, Deferred Inflows of Resources, and Fund Balances
Economic Development Authority & Small Cities Development Program
June 30, 2025 - Unaudited
TIF 6 (d)TIF 19 (d)TIF 20 (d)TIF 22 (d)TIF 24 TIF 29 TIF 30 TIF 34 (d)TIF 40 TIF 41 TIF 42 TIF 43 TIF 45 TIF 46 GAAP Total Total
EDA General GMEF TIF Future Raindance MS Shores Prairie West Downtown St. Henry's Front Porch CMHP Interchange Briggs UMC Headwaters Headwaters Block 52 WiHa Reconciliation EDA SCDP
ASSETS
Cash and investments 1,762,690$ 830,811$ -$ 95,444$ 37,719$ -$ 34,358$ 151,358$ 102,356$ 92,690$ -$ 63,008$ 69,581$ -$ -$ 111,291$ 32,379$ -$ 3,383,685$ 903,437
Receivables
Delinquent taxes 3,465 - - - - - - - - - - - - - - - - - 3,465 -
Accounts 10,926 - - - - - - - - - - - - - - - - - 10,926 1,918
Intrafund receivable 109,779 - - 687,248 - - - - - - - - - - - - - (797,027) - -
Notes receivable 127,246 439,445 - - - - - - - - - - - - - - - - 566,691 80,195
Land held for resale 2,759,929 - - - - - 163,200 - - - - - - - - - - - 2,923,129 -
TOTAL ASSETS 4,774,035$ 1,270,256$ -$ 782,692$ 37,719$ -$ 197,558$ 151,358$ 102,356$ 92,690$ -$ 63,008$ 69,581$ -$ -$ 111,291$ 32,379$ (797,027)$ 6,887,896$ 985,550$
LIABILITIES
Accounts and contracts payable -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 127,246$ -$ -$ -$ 127,246$ -$
Intrafund payable - - 58,563 - - - - - - 49,331 - - 687,248 431 431 431 592 (797,027) - -
Unearned revenue - - - - - - 163,200 - - - - - - - - - - (163,200) - -
Escrow deposits 38,746 - - - - - - - - - - - - - - - - - 38,746 -
Total liabilities 38,746 - 58,563 - - - 163,200 - - 49,331 - - 687,248 431 127,677 431 592 (960,227) 165,992 -
DEFERRED INFLOWS OF RESOURCES
Unavailable revenue - property taxes 3,465 - - - - - - - - - - - - - - - - - 3,465 -
FUND BALANCES
Restricted 121,740 1,270,256 - 782,692 37,719 - 34,358 151,358 102,356 43,359 - 63,008 (617,667) (431) (127,677) 110,860 31,787 163,200 2,166,918 985,550
Assigned
Economic Development 4,588,594 - (58,563) - - - - - - - - - - - - - - - 4,530,031 -
Façade Grant 21,490 - - - - - - - - - - - - - - - - - 21,490 -
Total fund balance 4,731,824 1,270,256 (58,563) 782,692 37,719 - 34,358 151,358 102,356 43,359 - 63,008 (617,667) (431) (127,677) 110,860 31,787 163,200 6,718,439 985,550
TOTAL LIABILITIES,
AND FUND BALANCES 4,774,035$ 1,270,256$ -$ 782,692$ 37,719$ -$ 197,558$ 151,358$ 102,356$ 92,690$ -$ 63,008$ 69,581$ -$ -$ 111,291$ 32,379$ (797,027)$ 6,887,896$ 985,550$
Required or Actual Decertification Date 12/9/2013 12/31/2023 12/10/2018 12/31/2023 12/31/2026 12/31/2029 12/31/2029 12/31/2022 12/31/2045 12/31/2031 12/31/2050 12/31/2050 12/31/2050 12/31/2032
TIF District Type Redevelopment Housing Redevelopment Housing &Housing Housing Housing Redevelopment Housing Economic Housing Housing Redevelopment Economic
(d) = decertified Redevelopment Development Development
CITY OF MONTICELLO
Schedule of Revenues, Expenditures and Other Financing Sources (Uses)
Economic Development Authority & Small Cities Development Program
For the Period Ended June 30, 2025 - Unaudited
TIF 6 (d)TIF 19 (d)TIF 20 (d)TIF 22 (d)TIF 24 TIF 29 TIF 30 TIF 34 (d)TIF 40 TIF 41 TIF 42 TIF 43 TIF 45 TIF 46 GAAP Total Total
EDA General GMEF TIF Future Raindance MS Shores Prairie West Downtown St. Henry's Front Porch CMHP Interchange Briggs UMC Headwaters Headwaters Block 52 WiHa Reconciliation EDA SCDP
Revenues
Property taxes 252,763$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 252,763$ -$
Tax increments - - - - - - 4,674 35,594 25,996 10,433 - 41,959 36,651 - - 111,291 29,674 - 296,272 -
Charges for services 3,072 - - - - - - - - - - - - - - - - - 3,072 -
Interest on loans - 12,458 - - - - - - - - - - - - - - - - 12,458 1,397
Total revenues 255,835 12,458 - - - - 4,674 35,594 25,996 10,433 - 41,959 36,651 - - 111,291 29,674 - 564,565 1,397
Expenditures:
Current
Salary and wages 74,424 - - - - - - - - - - - - - - - - - 74,424 -
Benefits 24,963 - - - - - - - - - - - - - - - - - 24,963 -
Supplies 106 - - - - - - - - - - - - - - - - - 106 -
Professional services - legal 5,568 - - - - - - - - - - - - - - - - - 5,568 -
Professional services - other 30,958 - - - - - - - - - - - - - - - - - 30,958 -
LPV Insurance 1,371 - - - - - - - - - - - - - - - - - 1,371 -
Legal and general publications 187 - - - - - - - - - - - - - - - 443 - 630 -
Property taxes 3,573 - - - - - - - - - - - - - - - - - 3,573 -
Marketing 5,000 - - - - - - - - - - - - - - - - - 5,000 -
Dues and membership 6,999 - - - - - - - - - - - - - - - - - 6,999 -
Utilities 2,722 - - - - - - - - - - - - - - - - - 2,722 -
IT services 1,728 - - - - - - - - - - - - - - - - - 1,728 -
Travel and conferences 2,455 - - - - - - - - - - - - - - - - - 2,455 -
Qualifying TIF expenditures - - - 17,157 - 104,142 218,761 - - - 77,340 - - - - - - - 417,400 -
Other expenditures 62,354 - - - - - - - - - - - - - - - - - 62,354 -
Total expenditures 222,408 - - 17,157 - 104,142 218,761 - - - 77,340 - - - - - 443 - 640,251 -
Net change in fund balances 33,427 12,458 - (17,157) - (104,142) (214,087) 35,594 25,996 10,433 (77,340) 41,959 36,651 - - 111,291 29,231 - (75,686) 1,397
Fund balance at beginning of year 4,698,397 1,257,798 (58,563) 799,849 37,719 104,142 248,445 115,764 76,360 32,926 77,340 21,049 (654,318) (431) (127,677) (431) 2,556 163,200 6,794,125 984,153
Fund balance at end of year 4,731,824$ 1,270,256$ (58,563)$ 782,692$ 37,719$ -$ 34,358$ 151,358$ 102,356$ 43,359$ -$ 63,008$ (617,667)$ (431)$ (127,677)$ 110,860$ 31,787$ 163,200$ 6,718,439$ 985,550$
Required or Actual Decertification Date 12/9/2013 12/31/2023 12/10/2018 12/31/2023 12/31/2026 12/31/2029 12/31/2029 12/31/2022 12/31/2045 12/31/2031 12/31/2050 12/31/2050 12/31/2050 12/31/2032
TIF District Type Redevelopment Housing Redevelopment Housing &Housing Housing Housing Redevelopment Housing Economic Housing Housing Redevelopment Economic
(d) = decertified Redevelopment Development Development
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 through BR&E (business
retention and expansion) visits and business feedback roundtable meetings with the goal
of sharing information and 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.
3 | Page
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.
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.
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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.
5 | Page
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.
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.
6 | Page
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.
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
MonticelloMN.gov
OFFICE: 763-295-2711 FAX: 763-295-4404
505 Walnut Street Suite 1 Monticello, MN 55362
8.13.2025 Workshop Item Summary:
Historic Plaque Signs Format and Color Discussion
At the July 9, 2025 EDA Workshop, EDA members walked downtown to view the current and past façade loan
receipt projects for the historic signage preference. Staff’s understanding concluded that there were no strong
preferences regarding the color choices of blue, bronze, or black-white signage. The discussion leaned away
from the use of the blue signage, and preference for either the bronze or black-white signage.
Staff worked with the City’s Communications Specialist to determine which palette is in best alignment with
proposed park signage nearby and existing color pallets for city branding; and the bronze option is the most
compliant to these goals.
Staff is recommending consensus to move forward with quotes for bronze signage for the four remaining
façade loan recipients without signage. Staff would then have the black-white signage as an alternative sign if
a business owner does not find the bronze signage as the best fit for their façade.
08-07-25
Rustech Brewing, LLC – Equipment Status Update: Staff continue to stay in touch with
Bill Burt, the owner of Rustech Brewing, LLC, regarding the wind down of the business
venture and disposing of the assets. The EDA has a first security interest through a
Purchase Money Security Interest (PMSI) on a list of brewing equipment through a valid
UCC (Universal Commercial Code) filing with the MN Secretary of State’s office. In mid-
July, i t appeared that the sale of the remaining equipment was imminent….and then it was
called off. Then Mr. Burt and his spouse, Penny Burt, notified City staff that they filed
Chapter 13 Bankruptcy.
It remains to be seen how that filing will play out and impact the EDA moving forward and if
the Bankruptcy Court will honor the EDA’s lien position related to the equipment. Staff may
have to seek to relocate the equipment to a City storage facility and pursue the eventual
sale-disposal of the assets to recoup whatever value can be garnered through the market.
Staff will update the EDA as more information becomes available.