HomeMy WebLinkAbout11.24.08 EDA Packet
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AGENDA
ECONOMIC DEVELOPMENT AUTHORITY
November 24,2008 -7:00 p.m.
City Council Chambers. City Hall
1. Call Meeting to Order (7:00 n.m.)
2. Pledge of Allegiance
3. Approve Agenda
4. Citizens CommentslPresentations
5. Consent Agenda (see attached)
a. September 22, 2008 Minutes
b. September Bills
c. September Budget Details
d. October Bills
e. October Budget Details
Members
Chair
David Pritzlaff
Vice Chair
Christy Jo Fogarty
David McKnight
Kevan Soderberg
Steve Wilson
6. Public Hearings (None)
:.itv Staff ReDresentatives
... Peter Herlofsky
City Administrator
7. Continued Business
a. Industrial Park Expansion - Update (Tina)
b. Downtown Advertising Sign (Lisa)
c. Wal-Mart Correspondence
8. New Business
a. Business Development Grant Application, Vinge Tile & Stone (Lisa)
b. FY09 CDBG Application (Tina)
c. Year in Review Presentation (To be presented at the meeting.)
9. City Staff Reports, see attached
a. Economic Update
b. Downtown Idea Exchange (Nov. 1 & Nov. 15,2008)
c. Statewide Downtown Issues Survey, Conducted by Pine City, MN
d. "Power of Community Building" Audioconference Info
e. Pioneer Press article: "If you've seen one mall, you've seen 'em all"
f. Pioneer Press article: "In these shops, 'mall' is afour-letter word"
g. Star Tribune article: "A bucolic life in Mayberry, but where 's the
h. Wdl-Mart?"
1. ECM Post Review article: "First person collects on NB economic
referral program"
J. Neighborhood Stabilization Fund - Foreclosures verbal update
, 10. Adjourn
The Farmington EDA's mission is to improve the economic vitality of the city of Farmington and to enhance the overall quality of life
by creating partnerships, fostering employment opportunities, promoting workforce housing and by expanding the tax base through
development and redevelopment.
\t-jR,;:.\",FnA\R()_~J<f) /\GFNDAS\2008 Ronni Agcilc1[_~~;\11..2,c:1jnZ\J 1240;3 Ef)A agenda
Tina Hansmeier
Economic Development
Specialist
Lisa Dargis
Administrative Assistant
430 Thrid Street
Farmington, MN 55024
Phone: 651.463.7111
http://www.cLfarmington.mn.us
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MINUTES
ECONOMIC DEVELOPMENT AUTHORITY
Regular Meeting
September 22, 2008
1. Call Meeting to Order
The meeting was called to order by Chairperson Pritzlaff at 7:00 p.m.
Members Present: Pritzlaff, Fogarty, McKnight, Wilson
Members Absent: Soderberg
Also Present: Lisa Dargis-Administrative Assistant, Lisa Shadick-Administrative
Services Director
2. Pledge of Allegiance
3. Approve Agenda
MOTION by McKnight, second by Wilson to approve the agenda. APIF, MOTION
CARRIED
4.
Citizen's Comments/Presentations
Ann Carlon, president of the Farmington Economic Growth Committee spoke regarding the
work that they have been focused on recently. They have been working with the Counties of
Dakota and Scott on an east-west corridor study in order to increase partnerships with
businesses, counties and cities. The EGC has met with officials from Dakota County and
Lakeville. They have discussed how to increase passage between Highway 169 and
Highway 52 to make it a stronger corridor. They are in the preliminary stages but are
working to develop partnerships and involve businesses.
5. Consent Agenda
a. July 28, 2008 EDA Meeting Minutes
b. July Bills
c. July Budget Details
d. August Bills
e. August Budget Details
f. Buds & Bytes Business Development Grant Agreement
g. Request to use McVicker Property
MOTION by Fogarty, second by McKnightto approve the consent agenda. APIF,
MOTION CARRIED.
6. Public Hearings
None
7.
Unfinished Business
a. Industrial Park Expansion Process Update
Staff provided an update regarding the process of expanding the industrial park. The
consultants have met with all of the identified landowners and have received positive
EDA Minutes
June 23, 2008
Page 2
..
feedback. At this point they are compiling cost estimates to develop a preliminary
concept plan and address access for utilities. Member Wilson asked at what point
expenditures by the City of Farmington would cease and another developer would take
over. He is concerned about the City getting very heavily invested in this project. Staff
stated that many of the details will be dependent upon how the negotiations with the
landowners progress. Staff stated that discussions with the consultants have been
focused on the layout for the area remaining very flexible and determining what solution
will work best for the City and the landowners involved. Chair Pritzlaff stated that the
marketing folder needs to be sent out to corporations to market the City of Farmington.
Staff stated that there will be a specific marketing plan created for the area. Member
Fogarty stated that she would like to have further discussion about how to approach the
marketing of the City. Member Pritzlaff stated that he would like to know who is
developing industrial land in Lakeville and how the City is approaching it. Member
Wilson stated that he would like to see City Staff work with surrounding communities to
determine what approaches for development are working for them.
b. 308 Elm Street Hazardous Materials Abatement Estimate
Staff provided the EDA Members with the estimate from Peer Engineering for the
abatement that would need to be done on the site. Possible outcomes for the site and
cost estimates were provided. Member McKnight stated that he would only support
abating the building at this time. He does not support demolition of the building without .
a plan for the subsequent use or redevelopment of the site. Member Fogarty stated that
she would be in favor of abating the building and demolishing it. She would be
comfortable with making the site green space until it sells. Member Wilson stated that
he would concur with Member McKnight. Chair Pritzlaff stated that he would agree
with Member Fogarty that the building should be demolished. He stated that he feels
that the cost of bituminous on the estimate seems high. Staff stated that the engineering
staff member estimated 5 feet of bituminous around the building pad in his estimate.
Chair Pritzlaff stated that he would like the space to provide additional parking in the
downtown. Member Wilson asked how many inquiries we have received regarding this
site. Staff stated that there had been one inquiry recently. Member Wilson stated that he
would like to see the property listed for sale as is. Member Fogarty stated that the
property should be marketed. All of the EDA members were in favor of abating the
building.
Mr. Jeff Thelen asked how extensively the building would be damaged by the
abatement. Staff stated that the location of the hazardous material is listed in the Peer
review. Staff will provide the members with the copy of the Peer Review Report and list
the property as for sale with a '"For Sale" sign. The Members agreed that a '"For Sale"
sign should be posted on the site and the topic of what to do with the building will be
brought back to the next EDA Meeting.
8.
New Business
a. Business Development Grant Application - Anna's Bananas
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EDA Minutes
June 23, 2008
Page 3
Anna's Bananas Daycare and Preschool has applied for a Farmington Business
Development Grant. The business will be relocating to a new facility on Highway 3 just
north of the new Allina Medical Clinic. Anna's will be nearly doubling their number of
employees. Staff is recommending approval ofa grant in the amount of$15,000. Ms.
Anna Achtenberg stated that she is very pleased to be able to continue to do business in
Farmington and she is very excited about the grant program. They will be utilizing the
funds for the playground area of the facility. MOTION by Fogarty, second by Wilson
to approve the grant funding. APIF, MOTION CARRIED.
b. CnBG Allocation Funds Transfer
Staff is recommending transfer of$30,000 from the Riste Building CDBG account into
the Business Development Grant CDBG account. Staff feels that with the recent
popularity of the grant program, this transfer would allow the program to continue on an
ongoing basis for a longer period of time and both funds are low/moderate income
benefit accounts. Staff is also recommending setting a cap on the grant award for
business relocation and expansion of$15,000. MOTION by Fogarty, second by
McKnight to transfer the CDBG funding and cap the grant award amount at $15,000 for
business expansion and relocation use. APIF, MOTION CARRIED.
c. Activity/Marketing Updates
Staff provided an update on the ongoing activities that are not on the agenda. Staff is
working to solicit vendors for the farmer's market and investigating locations. The
American Legion has submitted a letter proposing to be the location for the market. The
Second Street parking lot is also being considered.
The Economic Update and Business Guide have continued to receive positive response
and local businesses are now contacting staff in an effort to be included in the
publications.
The City of Farmington website is going to be redesigned in 2009 and staffwill be
working to make economic development information more accessible.
Member Wilson stated that he would like to see the Council members invited to
accompany staff on business visits. Chair Pritzlaff asked when the Farmer's Market
would potentially begin. Staff stated that they are hoping to have the market starting in
2009. Member Wilson asked if Economic Development staff have been working on the
former City Hall site. Staff stated that they have not received any new direction sine the
City Council workshop on that topic.
d. Information Request - EDA Member Wilson
Member Wilson requested information regarding consultant fees. Staff provided the
requested information. Member Wilson asked if the Strategic Planning Session follow-
up document is kept up to date. Staff stated that the document has been used in the past
to benchmark ongoing activities against the results of the Strategic Planning Session. It
EDA Minutes
June 23,2008
Page 4
-.
was last updated before Craig Rapp provided his follow-up presentation. Member
Wilson would like to see staff provide this report monthly and he feels that staff should
provide an update on the old City Hall site. He would like the report to be sent to the
EDA prior to their meeting. He would also like to see the farmer's market added.
9. City Staff Reports
a. Dakota County Market Study Presentation
Staff received information from the Dakota County Community Development Agency
regarding the results of their market study. They have volunteered to attend the
November EDA meeting to provide a PowerPoint presentation about the study.
b. Economic Update
Information received.
c. Downtown Idea Exchange
Information received.
Chair Pritzlaff asked Administrative Services Director Shadick is staff is still monitoring
watering restrictions this late in the year. He stated that using a full size pick-up to perform
the monitoring did not seem economical. He stated that he did not feel that it was cost
effective to do this monitoring this late in the year. Staff will look into the enforcement .
procedures.
10. Adjourn
MOTION by Fogarty, second by McKnight to adjourn. APIF, MOTION CARRIED.
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City of Farmington
430 Third Street
Farmington, Minnesota
651.280.6800 . Fax 651.280.6899
www.ci.fannington.mn.us
TO:
EDA Members
FROM:
Tina Hansmeier, Economic Development Specialist
SUBJECT: Industrial Park Expansion - Update
DATE:
November 24, 2008
INTRODUCTION IDISCUSSION
Direction was provided to obtain cost estimates from the Industrial Park Consultants
regarding the costs for concept planning, budgeting and scheduling information. Please
see the attached proposal.
. ACfION REQUESTED
Provide direction to staff on how the EDA wishes to proceed.
Respectfully submitted,
-;JlALJ2;l~CL~'T'C;..a
Tina Hansmeier,
Economic Development Specialist
.
2335 Highway 36 W
St. Paul, MN 55113
.
Tel 651-636-4600
Fax 651-636-1311
www.bonestroo.com
November 19, 2008
.. Bonestroo
Mr. Peter J. Herlofsky, Jr.
City Administrator
City of Farmington
430 Third street
Farmington, MN 55024
Re: Farmington Industrial Park Expansion
City of Farmington
Bonestroo File No.: 000141-08304-0
Dear Peter:
Pursuant to the City's request, incorporated herein is a proposal to provide concept planning,
budgeting and scheduling information in regard to the proposed expansion of Farmington's
Industrial Park west of Pilot Knob Road.
.
The project team will consist of City Attorney Joel Jamnik, Bruce Maus of Grubb & Ellis/Northco,
several planning and engineering professionals at Bonestroo, and City staff. Based on our
meetings with City staff regarding the desired scope of services, we recommend that the City
budget $25,000 to $30,000 for this effort. The scope of services for this budget range includes:
. Four meetings between the City and the project team, three with City staff, and one with
the EDA. The meetings with City staff are to obtain gUidance during the concept planning
process. The meeting with the EDA will occur once the concept is in the final draft stage
to present the concept and receive approval to complete the final documents.
. Preparation of two concept plans. The first concept plan will incorporate conventional
design standards. The second will incorporate Low Impact Development (LID) principals,
to the extent desired/possible relative to the City's intended industrial park design
standards.
. Infrastrudure and land budget estimates. This item includes the layout and cost
estimates for the infrastructure associated with the concept plan(s). This work will
commence once the concepts are identified as "approved." This task also includes a
discussion with the City's appraiser to determine a budget estimate for the land costs.
Formal appraisals would be recommended in the future as the project moves forward.
. Final documents. The final document will include concept renderings, infrastructure
layout, budget information, and the identified schedule for the project.
.
aty of Farmington
Farmington Industrial Park Expansion
Page 2
November 19,2008
After the City has a chance to review this letter, if the scope generally outlined above is
acceptable, we will proVide a more detailed description of the work for final approval. The City
may wish to consider a meeting between the project team and the EDA to refine the scope of
services before a final cost estimate to complete this work is determined. Also, in the course of
the work outlined above, there may be benefit to adding a meeting to kick~off the concept
planning process with the EDA to receive their input up front.
The project team looks forward to assisting Farmington with this exciting project. Please do not
hesitate to contact me if you have questions regarding this proposal.
Sincerely,
BONESfROO
~~
Lee M. Mann, P.E.
Principal
cc:
file
Bruce Maus, Grub & EllisjNorthco
Joel Jamnik, Campbell Knutson
.
.
.
.
.
.
City of Farmington
430 Third Street
Farmington, Minnesota
651.463.7111 . Fax 651.463.2591
www.ci.farmington.mn.us
TO:
EDA Members
FROM:
Lisa Dargis, Administrative Assistant
SUBJECT: Downtown Sign Request for Proposals - Responses
DATE:
November 24, 2008
INTRODUCTION
Staff has received seven responses to the request for proposals that was issued to replace
the current Downtown Business Sign with an LED message board.
DISCUSSION
Attached are the estimates received for replacement of the Downtown Business Sign.
City Planning Staff prefer the use of monument style signs whenever feasible, however
some responses received are for pylon signs. Of the signs submitted, most would
require minor modifications to adhere to the Farmington City Code requirements for
monument signs. Attached is a synopsis of the City Code inconsistencies of the
submittals as provided by the Planning Department. As has been previously discussed,
a text amendment to the City Code will be required to allow a billboard of this type.
The estimates range from $28,401 to $55,084. Of the submitted responses, staff feels
that the design most consistent with the existing City signs is the submittal by SDDI
Sign Systems with a cost estimate of $33,414.38. This submittal also incorporates
placement of service organization insignia on the sign as was requested in the RFP.
Minor modifications to the base of the sign to make it conform to the City Code would
be required.
BUDGET IMPACT
The addition of an LED message center allows the City to advertise programs, meetings,
events and educational messages in a format the can be updated on a daily basis if
necessary. Currently, the City utilizes the billboard located on Pilot Knob Road to
advertise recycling education, water restrictions, and parking restrictions, to name a
few. The cost for billboard advertising is $575 for initial ad design plus approximately
$500 per month. Staffhas assessed interest from various departments in advertising on
the Downtown Business Sign and they are in favor of adding this option to their
advertising and public education budgets. The Municipal Liquor Store could also
potentially benefit from this type of advertising.
Historically, the sign has been available to local businesses as a means of advertising
Staff would like to continue that practice and propose a rate of $20 per week (it was
previously $35 for two weeks). While the initial cost of the sign is significant, there is
the possibility of some cost sharing with service organizations that would desire to have
their insignia affixed to the sign. In addition to benefiting local businesses, particularly
those in the downtown, the sign would qualify as a source of revenue from the sale of
advertising space.
ACTION REQUESTED
1. Authorize staff to work with SDDI Sign Systems to modify their design to meet
the City Code for a monument sign and install in the spring; and
2. Authorize staff to solicit commitment of funds from various City Departments
and local Service Organizations and develop contracts for rental of private
business advertising space and advertise it's availability.
Respe~~.su~mi!!ed, .
~_:t"_::'~""""--.~,"". ~
-&--~'" ~\'"'--- ~
Lisa Dargis, Adm~tive Assistant
.
.
.
Aft=~
..D~
d1P1tS
~~
SHOP ADDRESS
410 93rd Avenue NW
Coon Rapids, MN 55433
Phone: (763) 786-5545
Fax: (763) 786-5520
ESTIMATE
. ' .' .
Sales Person:
TIM OLSON
~
~
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Date
Name
Address
City, State, ZIP
Phone number
Fax number
Attn.
OCTOBER 1 2008
CITY OF FARMINGTON
...---....................-....................................-..,.-........................-.......--.......--..........--....-....-
430 THIRD STRRET
-.--.--....-....--............................---..---....-.............-.-.....--,..-.....-.-..........-
FARMINGTON MN
--.--.........----..................-.....................--....--.--..'--"'-..-
651-463-1620
LISA DARGIS
Qty Description Total
1
7' X 12' MONUMENT SIGN
BACKGROUND TO BE DRYVIT MOUNTED ON ALUMINUM
LETTERING TO ROUTED OUT OF ALUMINUM
WITH BLUE PLEX MOUNTED BEHIND ALUMINUM
BACK LIT WITH FLOURECENT LAMPS
.
LOGOS OF CITY ORGANIZATION ALUMINUM CUT OUTS
STUD MOUNTED ON SIGN WITH 3M VINYL GRAPHICS ON FACE
30"X 9'5" RED LED READER BOARD SPECS INCLUEDED
CUSTOMER WILL HAVE TO DECIDE ON HOW THEY WANT
TO TRANFER DATA TO SIGN (WIRELESS OR WIRE ETHERNET)
REMOVAL OF OLD SIGN REPLACE WITH NEW
- City permits fees will be additional
- Electrical connection to primary service is responsibility of client
BID PRICE
$28,401.00
NOTICE REGARDING MECHANIC'S LIENS
(A) Any person or company supplying labor or materials for thIs improvement to your property may file a lien against your property if that person or company is not
paid for the contributions.
(B) Under Minnesota Law, you have the right to pay persons who supplied labor or material for this improvement directly and deduct this amount from our contract
price, or withhold the amounts due them from us until 120 days after completion of the improvement unless we give you a lien waiver signed by persons who
supplied any labor or materials for the improvement and who gave you timely notice
I agree to pay as required by your terms until the balance has been entirely paid. I agree that title to and right at the possession of the merchandise shall
remain in you, that I will not sell, remove, or encumber the same without your written consent that I assume and shall be responsible for all loss or damage
to said goods, and that upon default of any payment or payments, you may, at your option take back the merchandise or affirm the sales and hold me liable
for the full unpaid balance, and if buyer fails of the terms of this contract, Buyer will pay collection fees as set by a commercial agency and reasonable fees
incurred in prosecution of suit.
BALLAST AND TRANSFORMERS CONTAINED IN SIGNAGE CARRY A ONE YEAR WARRANTY FROM MANUFACTURERS STAMPED DATE..
LABOR FOR REPAIR AND INSTALLATION OF THESE BALLASTS AND TRANSFORMERS IS NOT INCLUDED IN THIS WARRANTY.
.
Price subject to revision when unforeseen obstructions such as excess rock, steel, cement, utilities
or other unforeseeable foundation or wall conditions are encountered.
BUYER
DAKTRCJNICS
- il' iii
QUote # 314229.2 Rev 0
DAKTRCJNICS
_. llIll
Quote # 314229.2 Rev 0
DeMars Signs toe.
Tim Olson
410 93rd Ave NW
Coon Rapids. MN UNITED STATES 55433
Phone: 763-786-5545
Fax: 763-786-5520
Emai!: tim@demars-signs.com
Reference: City of Farmington
Item #, Model
AF-3500-16xB0-34-R-2V
Matrix:;
PixelPileh:
LEQColor:
FaeeConfiguralion:
View Angle:
CabinBl.Dlmensions:
Max Power:
Weight:
GalaxyiID AF-3500 Outdoor
Display Communication Kit
Gafaxy@JGalaxyPro<!l External
Temperature Sensor
Venus@1500v4Software
FREIGHT
Service Plans
G5G5 - Product Assurance
Options
6/0ct!200B
Quote vaUd for: 90 days
Terms: 50% W/ORDER, 50% PSS
Subject to Credit Review
FOB: DAKTRONICS
De\\very: 5-7 weeks
Galaxy/GalaxyProiID Wi-Fl
Communication Upgrade Kit
Price Upgrade From Outdoor
GalaxyfGaJaxyPro@ Communication
Kit. Requires an existing WI-Fi access
point device provided by customer.
.
WebinarVenu$@1500
Software Training
Online softWare training hosted by
Daktronics
Description
... Services Opdons
Installation Assurance
Onsite verification of equipment
installation. Adds 90 days Platinum
onslte labor service to the Product
Assurance Warranty
QIy
Price
Galaxy@34mrn Monochrome
Outdoor LED Matrix Dlsplay..J500
Series
16pJ:.:els high bV50 pixels Jong
34.00mm
RED-40S6SHADES
2 View-Single Section
so degrees Horizontal x 40 degrees Venleal
2' S. H X 9' S~WX 0' B" 0 (Approx. Dimensions)
440 Max Wattsfface
Unpackaged 1S0lbsperfaee; Packaged 320 lbs perfac.s
Installation Assurance Plus
Advanced ensite support of equipment
installation. Adds 90 days Platinum
onsite labor service to the Product
Assurance Warranty
PXG5 - 109925 Platinum
Service (9 month Extension)
Extend Platinum to 12 months of
Daktronics' onsite labor coverage on
ane AF-35aa~16)(80~J4..R-2V.
Requires purchase of an installation
service.
Choose One of the Following
Communication Methods Wire Ethernet
or Fiber Ethernet
External Temperature Sensorwlth
Quick Connect
Ple.!lse reference TlSted ~Ies literature; 0013503B2,001361543,0013B9721,SL-0470J,sL-OSSSO,SL-oS65S,SL..oS766
VenuS\!l1500 v41nstallatlon CD-ROM
With Ucensin!;j For One (1) PC. Refer
to OD1361543 for OS requirements.
Shipping to site
Five (5) Year Gold Product
Assurance Warranty
TOTAL PRICE:
$16,893,00 I
Galaxy@Wireless Ethernet
Bridge Communication Upgrade
Kit
Price Upgrade From Outdoor Galaxy~
Communication Kit Radio Set
Includes: 1 SeNer (Sending) and 1
Client (ReceMng)
331 32nd Avenue
Brooldngs, SD 57006 USA
W...w.'.daktronics,com
D.tU("TRONlCS
Quote # 314229~2 Rev 0
D
Quote # 314229-2 Rev 0
Page 2 of3
~
331 32nd Avenue
Srookings, SO 57006 UsA
www.daktronics.com
Page1of3
DAKTRCJNIC9
Quote # 314229.2 Rev 0
?:~;Li,';'
Exclusions: This quote does not include Electrical Installation. Physical1Mechanicallnstallatlon. Structure,
Foundation, Power. Holst, Technical Support/Installation Support, Engineering Certification. Signal Conduit.
Labor to Pull Signal Cable, Applicable Permits. Duties, Taxes, Customs Clearance
Urness expntssly stated otherwise in this Quote # 314229-2 Rev 0 or the attachments, if Daktronics perfonns InstaUation of the
Equipment, the price quoted does not irdude the following selVices pertaininQ tc:I physical installations: digging of footings
(Including dirt removall. any materials fabrication, instaPation of steel cages, rebar, or bott attachments, or pouring and firnshing of
concrete footings, Those selVice may be provided for an additional cost beyond the quoted price. Purchaser shal be fully
res)Xlnsible for any and ;all additional costs plus overhead in the event anything unexpected of any nature whatsoever is found
while digging the footings including but are not limited to rock, water, utility lines, pipes or any other unforeseen circumstance. The.
Purchaser acknowledges and agrees that It is fully responsible for all site conditions.
Tfltms And Conditions:
Tony Thomas
PHONE: 605-692-0200
FAX:
EMAIL: TDThomas@daktronics.oom
The Terms Bnd Ccmditions v.rhlch applytll thi&; order available lln request.
SL-D2375 Standard Terms and Conditions af Sale (_,d..ktrtlni~.oorn.llelms_oondlOOnsJSL-o:!375,pdl)
SL~2374 Stsndard\Narranty and Limitation of Seller's I.!iIbAiIY ('JAW.',daktronics.c;omllerms_ccnditiClnsISl~:!3i".pdt)
6L~7862 Software llcann Agreement (Wf.w.d.k1lt1l'Oics.coml\elTl'l5_conditio~ISl-07aB2.pdf)
6l.10019 standard Terms and Conditions-Parts (l'oNM'.daktlllni!;s.~Clm!l.rms..condltions.lSt..10019.pdf)
D013603B2 InmDation Auuran~ Services (v...........daktrcr.~.ccm.'ertr$_eondition$IODl J60~2.pdl')
"Service Options
NOTE:
This quote Is nat to be used as a purchase order/order fonn. PJease request a formal quote with specific options defined,
from your Dalctronlcs representative, when you are ready to purchase.
Daktronics wants to ensure that aU product users receive quality service. To achieve that goal, we are asking that the Purchaser make
a choice on the final Quote whether Purchaser will be providing maintenanc;e service or asking Dalctrnnics to provide that service. The
Platinum Service Clption is available exclusively to Purchaset$ who request that Oalctronic:s provide services,
.
331 32nd Avenue
Srookings, SO 57006 USA
WINW.daktronics.com
DAK-rnoNl=
Quote # 314229-2 Rev 0
Page 30f3
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12437 MAGNOLIA CIRCLE
COON RAPIDS. MN. 55448
PH 763-754-2899 I FX 763-767-7316
Project: City ID Sign Proposal Date: 10/8/08
Proposal To: City Of Farmington Salesperson: Bill Cragg
Job Location: Farmington Mn.
Albrecht Sign Co, Inc. proposes to furnish all labor and material as needed to fabricate
and/or install the following sign:
.
Qty Description
I Double Faced Illuminated Mounument Type Sign With EMC Message
Center.Routed Aluminum Faces With Plexiglas Backers,Digital Vinyl
Graphics For City Logo,& Orgainizations.Cabinet All Aluminum,Illuminated
With Flouresent Lamps,Cold Weather Ballast,UL Labe1,Disconnect
Switch,Paint CoJor To Be Decided By Customer. There Are 3 Different
Layouts.The Price Will Be Good For Each.The Message Center Will Have
Multicolor.
:'.,
Total bid price: $ 45500..06'
_ Permit(s) and Staff time fees are not included in bid price.
_ Permit application(s) to be submitted upon receipt of down payment and signed
proposal (if applicable). .: :
Telms: 50% down; balance due upon completion
I accept the prices, terms; conditions and or specifications listed here, and hereby
authorize Albrecht Sign Co, Inc. to perform the work as specified.
.
Authorized signature from Albrecht Sign Company:
Authorized signature from Customer:
William A.
Cragg
,
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Page 1 of 1
From: Greg Rendall [GregR@sign-source.com]
Sent: Tuesday, October 07, 20082:08 PM
To: Lisa Dargis
Subject: Sign Estimates
Attachments: Sign Source Estimate13337.pdf; Sign Source Estimate13499.pdf; Sign Source
Estimate13500.pdf; City of Farmington.txt; City of Farmington.pdf
Hi Lisa,
Attached are three Estimates for your signs and a drawing
Estimate #13337 sign with red message center--- Price $37,439.50
Estimate #13499 sign with color message center - Price $43,704.50
Estimate #13500 price to remove existing sign - Price $1400.00
Please let me know if you have any questions.
Thanks,
Greg Rendall
President of the Minnesota
Sign Association
~S....I.G.......N..SOUR(EO-
..~
7660 Quattro Drive
Chanhassen, MN 55317
Ph: 952.908.9130
Cell: 612.770.6361
Fax: 952.908.9131
www.sign-source.com
w.wwJ~ch niQ[iDJ~net
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Sign Source, Inc.
7660 Quattro Drive
Chanhassen, MN 55317
Ph: (952) 975-4940
FAX: (952) 975-9209
Email: randyh@sign-source.com
Web: www.sign-source.com
Page 1 of 1
Estimate #: 13337
Created Date:
Last Modified:
Salesperson:
Email:
Office Phone:
Office Fax:
Entered by:
September 24, 2008
October 07,2008
Greg Rendall
gregr@sign-source.com
(952) 908-9130
(952) 908-9131
Greg Rendall
Prepared For:
Proof Due Date:
Contact:
Office Phone:
Office Fax:
Email:
Address:
City of Farmington
September 25, 2008
Lisa Dargis
(651) 463- 1620
(651) 463-1611
Idargis@ci.farmington.mn.us
325 Oak Street
Farminaton, MN 55024
Description: Monument Sign with Red Message Center
Subtotal
Quantity
Unit Price
1
1
Description:Manufacture illuminated Double faced sign per layout provided
10 Cabinet: U.L. construction
Size: 4'x9'5"
Faces: .080 routed aluminum back with blue acrylic
Poles 5x5x5/16 with radius wrap
Footing: 3'x8'
Color: Dryvit 424A Honey Gold with sand pebble finish
. (1) 48 in x 113 in x 20 in Cabinet Sign
$6,029.00
$6,029.00
Quantity
Unit Price
Subtotal
.2
$28,365.00
$28,365,00
Description:Daktronic Double Faced Message Center
AF-3500-32x80-34-R
Color: 4096 shades of RED
Size: 4'3" x 9'5"x8" per face
Max Power: 720 watts per face
Lines of Copy: 4
Characters per line: 16
. 1x) Oak Unit
Quantity
Unit Price
Subtotal
3
$3,045.50
$3,045.50
Description:lnstallation of sign and message center
. Work At Address: 325 Oak Street Farmington
Shipping & handling, if applicable, is additional. All estimated shipping &
handling amounts are for reference only. Actual shipping & handling will be
determined at time of shipment.
Subtotal:
Total:
$37,439.50
$37,439.50
Terms: COD. Net 30 Account Setup Form Available From Salesperson Deposit Required:
Remainder due COD. Please pay from invoice.:
D CharQe mv credit card at shipment D I will mail a check prior to shippinQ. Please provide detailed invoice.
$18,719.75
$18,719.75
Client Reply Request
QUOTES AND ESTIMATE ARE GOOD FOR 30 DAYS UNLESS NOTED OTHERWISE
Acceptance of Terms: All new customers will be required to pay by cash, check, money order or credit card, prior to the order being
eelivered. Customers who would like to establish credit with our company should request a credit application from their salesperson. Once
redit has been established, the customer will be billed on a Net 30 Day basis. On larger projects, we may request a down payment or a
progressive payment schedule.
D Estimate Accepted "As Is", Please proceed with Order. 0 Other:
SIGN:
Date:
D Changes required, please contact me.
Print Date: 10/7/2008 1 :39:48PM
.
rsiGN~
Sign Source, Inc.
7660 Quattro Drive
Chanhassen, MN 55317
Ph: (952) 975-4940
FAX: (952) 975-9209
Email: randyh@sign-source.com
Web: www.sign-source.com
Estimate #: 13499
Page 1 of 1 .
Created Date:
Last Modified:
Salesperson:
Email:
Office Phone:
Office Fax:
Entered by:
October 07, 2008
October 07, 2008
Greg Rendall
gregr@sign-source,com
(952) 908-9130
(952) 908-9131
Greg Rendall
Prepared For:
Proof Due Date:
Contact:
Office Phone:
Office Fax:
Email:
Address:
City of Farmington
October 08, 2008
Lisa Dargis
(651) 463- 1620
(651) 463- 1611
Idargis@ci,farmington.mn,us
325 Oak Street
Farminaton, MN 55024
Description: Monument Sign with Color Message Center
Quantity
Unit Price
Subtotal
1
1
Description:Manufacture illuminated Double faced sign per layout provided
ID Cabinet: U.L. construction
Size: 4'x9'5"
Faces: .080 routed aluminum back with blue acrylic
Poles 5x5x5/16 with radius wrap
Footing: 3'x8'
Color: Dryvit 424A Honey Gold with sand pebble finish
. (1) 48 in x 113 in x 20 in Cabinet Sign
$6,029.00
$6,029.00
Quantity
Unit Price
Subtotal
2
$34,630.00
$34,630.00
Description:Daktronic Double Faced Message Center
AF-3500-32x80-34-RGB
Color: 4096 shades of 68 Billion Colors
Size: 4'3" x 9'5"x8" per face
Max Power: 1460 watts per face
Lines of Copy: 4
Characters per line: 16
. 1x) Oak Unit
.
Quantity
Unit Price
Subtotal
3
$3,045.50
$3,045.50
Description:lnstallation of sign and message center
. Work At Address: 325 Oak Street Farmington
Shipping & handling, if applicable, is additional. All estimated shipping &
handling amounts are for reference only. Actual shipping & handling will be
determined at time of shipment.
Subtotal:
Total:
$43,704.50
$43,704.50
Terms: COD. Net 30 Account Setup Form Available From Salesperson Deposit Required:
Remainder due COD. Please pay from invoice.:
o CharQe my credit card at shipment 0 I will mail a check prior to shippinQ. Please provide detailed invoice.
$21,852.25
$21,852.25
Client Reply Request
QUOTES AND ESTIMATE ARE GOOD FOR 30 DAYS UNLESS NOTED OTHERWISE
Acceptance of Terms: All new customers will be required to pay by cash, check, money order or credit card, prior to the order being
delivered. Customers who would like to establish credit with our company should request a credit application from their salesperson. Once
credit has been established, the customer will be billed on a Net 30 Day basis. On larger projects, we may request a down payment or a
progressive payment schedule.
D Estimate Accepted "As Is". Please proceed with Order.
.
D Changes required, please contact me.
D Other:
SIGN:
Date:
Print Date: 10/7/2008 1:40:59PM
.
rsiGNS~V,~fE
Sign Source, Inc.
7660 Quattro Drive
Chanhassen, MN 55317
Ph: (952) 975-4940
FAX: (952) 975-9209
Email: randyh@sign-source.com
Web: www.sign-source.com
Estimate #: 13500
Page 1 of 1
Created Date:
Last Modified:
Salesperson:
Email:
Office Phone:
Office Fax:
Entered by:
October 07, 2008
October 07, 2008
Greg Rendall
gregr@sign-source,com
(952) 908-9130
(952) 908-9131
Greg Rendall
Prepared For:
Proof Due Date:
Contact:
Office Phone:
Office Fax:
Email:
Address:
City of Farmington
October 08, 2008
Lisa Dargis
(651) 463- 1620
(651) 463- 1611
Idargis@ci.farmington.mn,us
325 Oak Street
Farminoton, MN 55024
Description: Removal and Disposal of existing sign
Quantity
Unit Price
Subtotal
1
$1,400.00
$1,400.00
Description:Removal and disposal of exisiting sign
. Work At Address:
.
Shipping & handling, if applicable, is additional. All estimated shipping &
handling amounts are for reference only. Actual shipping & handling will be
determined at time of shipment.
Subtotal:
Total:
$1,400.00
$1,400,00
Terms: COD. Net 30 Account Setup Form Available From Salesperson Deposit Required:
Remainder due COD. Please pay from invoice.:
o Charae my credit card at shipment 0 I will mail a check prior to shippinQ. Please provide detailed invoice.
$700.00
$700.00
Client Reply Request
QUOTES AND ESTIMATE ARE GOOD FOR 30 DAYS UNLESS NOTED OTHERWISE
.cceptance of Terms: All new customers will be required to pay by cash, check, money order or credit card, prior to the order being
elivered. Customers who would like to establish credit with our company should request a credit application from their salesperson. Once
credit has been established, the customer will be billed on a Net 30 Day basis. On larger projects, we may request a down payment or a
progressive payment schedule.
D Estimate Accepted "As Is". Please proceed with Order.
D Changes required, please contact me.
D Other:
SIGN:
Date:
Print Date: 101712008 1:45:28PM
.
schad:traCII
slqns
The Sign of Qualio/
SAlES CONTRACT
P,O, BOX 357
ORONOCO, MN 55960
507-367-2631 FAX 507-367-2633
1610 E, CLIFF RD, BLDG #5
BURNSVILLE, MN 55337
952-894-2421 FAX 952-894-2748
SUBMllTED TO: Lisa Dargis PHONE: 651-463-1620 DATE: 10/9/08
COMPANY: City of Farmington FAX NUMBER:
ADDRESS: 430 third Street JOB DESCRIPTION:
CITY, STATE: Farmington, MN 55024 JOB LOCATION:
CITY, STATE:
WE HEREBY SUBMIT SPECIFICATIONS AND ESTIMATES FOR:
Fabrication and installation of one 13' x 12' double faced, double pole, internally lit freestanding sign with a monochrome elec-
tronic display. The upper 5' x 12' cabinet will have routed copy backed with acrylic and will be illuminated with high output,
cold weather ballasted florescent lamps. The electronic message display from Daktronics will feature 20mm red LEDs and will be
controlled by cell modem. The lower shrouded portion of the structure will have an aluminum tube grid to support service organi-
zation emblems. These emblems are not included in this proposal. Price includes city sign permits and removal of the existing
sign to grade level. Price does not include final electrical connection or cell phone service.
.
City Permits are EXTRA if required
Electrical Hook up is EXTRA and is not included in this contact
Electrical service on existing signs are not included and will be billed at a time and material base if requested or required
~'lletj IS ACCEPTED-A CONVENIENCE FEE IS CHARGED FOR THESE SERVICES
Leasing is available through KLC Financial, Inc.
PRICES DO NOT INCLUDE FUEL SURCHARGE, SIGN PERMITS, SECURAL OF PERMITS, ADDITIONAL INSURED,
* MINNESOTA SALES TAX IS INCLUDED. BUT DOES NOT INCLUDE MN USE TAX OR ANY OUT OF STATE TAXES.
* PURCHASER IS RESPONSIBLE FOR ADDITIONAL EXPENSE OR OVERAGE DUE TO UNFORESEEN OBSTRUCTION SUCH AS EXCESS ROCK. STEEL. CEMENT. UTIliTIES.
SPRINKLER SYSTEMS, COMMUNICATION LINES OR OTHER UNFORESEEABLE FOUNDATION OR WALL CONDITIONS. THESE ITEMS Will BE BILLED AS ADDITIONAL
Thirty-nine thousand five hundred sixty-four & 00/100 DOLLARS ($
39,564.00
PAYMENT TO BE MADE AS FOLLOWS:
75% Down-Balance upon completion
1111S PROPOSAL MAY BE WI111DRAWN IF NOT ACCEPTED WITHIN 30 DAYS.
THIS CONTRACT, WITH ALL CONDITIONS NOTED, IS HEREWITH ACCEPTED BY 60111 PARTIES,
SALES REPRESENTATIVE
Steve Mack
PURCHASER
SCHAD TRACY SIGNS, INC.
BY
.
TITlE
TITlE
Sales Representative
PERSONALLY
GUARANTEED BY
CONTRACT DATE
October 9,2008
SUBJECT TO TERMS AND CONDITIONS ON PAGE TWO
TERMS AND CONDITIONS
1. All signs MANUFACTURED by Schad-Tracy Signs are guaranteed for a period of 1 year or 4380 operating hours from the date Of.
installation or shipment, to be free of defects in materials and workmanship. Defective parts will be replaced, during the first 90 days
without charge for both labor and materials. Defective parts will be replaced, after 90 days up to 12 months, without charge for materi-
als only. THIS WARRANTY DOES NOT APPLY TO: LAMPS, NEON, OR LABOR INCURRED AFTER 90 DAYS, SHIPPING OF
DEFFECTIVE PARTS, DAMAGE CAUSED BY ACCIDENT, NEGLIGENCE, MISUSE, or FAULTY INSTALLATION BY OTHER THAN
SCHAD-TRACY. WARRANTY WILL BE VOID IF NOT PAID IN FULL WITHIN 30 DAYS OF INVOICE.
2. This proposal is made for specially constructed equipment and when accepted is not subjected to cancellation. Company shall not
be responsible for errors in plans, designs, specifications, or drawings furnished by PURCHASER or for defects caused thereby.
3A. The Purchaser agrees to secure all necessary governmental permits, and all necessary permits or approval from the building
owner and/or others whose permission is required for the installation of this display. Purchaser assumes all liability with regard to
same and all liability, public and otherwise, for damages caused by the display or by reason of it being on or attached to the premises.
Purchaser agrees to secure all necessary permission for use of all registered trademarks or copyrights used on the display.
3B. At the expense of Purchaser, Company shall obtain, if required, all necessary certified engineering prints and specifications.
3C. All signs are 120 volt unless notified in writing otherwise.
4. Any items not shipped or installed on or before 60 days from contract date will be invoiced in full at the designated contract price,
and PURCHASER hereby agrees to pay said invoice within (30) days from invoiced date. It is agreed that storage charges shall ac-
crue at the rate of one percent (1 %) per month of the price of the display commencing at the end of said 60 day period. Company, at
its option, may invoice each item called for in the proposal separately upon completion is delayed, or, if for reasons beyond its control
completion is delayed, company may invoice for that portion of the work completed during any given month. Under no condition, will
any item be held 60 days after completion. In the event that size and weight of any item prohibits storage by Company on its own
property, Purchaser must make arrangements for shipments immediately upon completion.
5. Payment for items purchased under the terms of this contract will be made upon receipt of invoices submitted. In the event of pay-
ment is not made as agreed, PURCHASER agrees to pay a service charge on past due amounts from the times they are due, thirty
(30) days from invoice date, at the rate of one and one-half percent (1 1/2%) per month. In the event this contract is placed for collec-
tion or if collected by suit or through any Court, reasonable attorney's fees and/or collection service fees shall be added. .
6. Company will not be responsible for delays in shipments caused by delays created by supplies or transportation services, by labor
disputes, or due to any other circumstances beyond it's control.
7. Title to all materials and property covered by this contract shall remain property of Company and shall not be deemed to constitute
a part of the realty to which may be attached until the purchase price is paid in full. Company is given an express security interest in
said material and property both erected and unerected not with standing the manner in which such personal property shall be an-
nexed or attached to the realty. In the event of default by PURCHASER, including, but not limited to, payment of any amounts due
and payable, Company may at once (and without process of law) take possession of and remove, as and when it sees fit and wher-
ever found, all materials used or intended for use in this construction of said equipment and any and all property called for in this con-
tract without being deemed guilty of trespass.
8. NOTICE: Purchaser shall supply to Company as subcontractor, all information required under law in connection with the ownership
of the premises for the purpose of notice, by subcontractor, of lien rights.
9. Purchaser is responsible for any and all additional expenses of Company resulting from labor disputes, acts of God, or construction
scheduling delays.
10. It is agreed that this contract shall be construed according to the laws of the State of Minnesota. Acceptance by Company is
deemed to occur in Minnesota.
11. When this contract is signed by a duly authorized person of each party, all provisions contained herein become integral parts of
this contract, and there is no other agreement or understanding of any nature concerning same unless such agreement or under-
standing, if any, is specifically incorporated here by reference.
.
Purchaser's Acknowledgement
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SIGNMASTERS Inc.
514 Jefferson Hwy
Champlin, MN 55316
ph. (763) 712-8600
fax (763) 712-8602
email: sales@signmastersmn.com
Description: Remove Pylon Sign and Replace with Monument and LED board
Prepared For: Lisa Dargis ph: (651) 463-1620
Company: City Of Farmington
Estimate:
08 529
'.- ,=-;
~I Glf(fd;&AS I'ERS
Printed 10/10/2008 11 :05:24AM
email: Idargis@ciJarmington.mn.us
Product
Font
Qty Sides Height Width Unit Cost
Item Total
1 Installation 1 1
Color:
_ Description: Remove existing Pylon Sign and dispose
(LEAVE POLES IN PLACE FOR NEW SIGN)
1
$1,633.00
$1,633.00
Text:
2 Monument 1 1 180 186 $15,925.00 $15,925.00
Color:
Description: MONUMENT SIGN WITH ROUTED LETTERS, NON-LIT CUSTOM SHAPED TOP:ROUTED 3/16" LETTERS
STUD MOUNTED WITH MESSAGE CENTER INSTALLED
Text:
. 3 LED Message Board
Color:
Description: 1 AF-3500-24x128-34-R-2V Galaxy@ 34mm Monochrome
Outdoor LED Matrix Display-3500 Series
24 pixels high by 128 pixels long
1
2
40
177 $31,525.00
$31,525.00
34.00mm
RED- 4096 SHADES
2 View - Single Section
90 degrees Horizontal x 40 degrees Vertical
3' 4" H X 14' 9" W X 0' 8" D (Approx. Dimensions)
840 Max Watts/face
Unpackaged 400 Ibs per face; Packaged 600 Ibs per face
Galaxy@/GalaxyPro@ External Temp Sesor
Galaxy@ Wireless Ethernet Bridge Communication Upgrade Kit
Galaxy@ Communication Kit. Radio
Set Includes: 1 Server (Sending) and 1 Client (Receiving)
Text:
4 Installation 1 1 1
Color:
. Description: Install New Sign onto EXISTING SUPPORTS from old sign
Text:
1
$2,446.00
$2,446.00
"SEE THE DIFFERENCE"
Estimate
~ ImljD';jASTERS
SIGN MASTERS Inc.
514 Jefferson Hwy
Champlin, MN 55316
ph. (763) 712-8600
fax (763) 712-8602
email: sales@signmastersmn.com
Notes:
This estimate is based off of using the EXISTING FOUNDATION AND SUPPORTS from the 01
sign. ADD $4500 if new supports and foundation is required.
****Final Electrical by others not included in quote
"
Page 2 of2
Estimate:
08 529 .
Printed 10/10/2008 11 :05:24AM
.
Line Item Total:
Subtotal:
Taxes:
Total:
$51,529.00
$51,529.00
$3,555.51
$55,084.51
Deposit Required:
$27,542.26
Company: City Of Farmington
430 Third Street
Farmington, MN 55024
"SEE THE DIFFERENCE"
.
Received/Accepted By:
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S i 9 n s t hat d ef in e ani ma 9 e
October 7, 2008
Quote #
2979
Lisa Dargis
City of Farmington
430 Third Street
Farmington, MN 55024
Site Location: City of Farmington
Monument Sign
Dear Lisa,
Thank you for your interest in SDDr Sign Systems. I am pleased to provide a quote for the project.
The following is a detailed description and pricing of what SDDI will be providing.
Monument Sign
102" x 140" overall size, double sided, steel angle framework with
aluminum skin, vinyl graphics, 3-12" plaques
illY
1
Unit Cost Extended Cost
$13,020.00 $13,020.00
Digital Displays - Daktronics Galaxy 20mm monochrome outdoor LED
matrix display-3500 series, 32 pixels high x 128 pixels long,
LED Color - Red, external temp. sensor, Venus 1500 v4 software,
aernet or fiber ethernet connection
'lion - Galaxy wireless ethernet bridge communication upgrade kit
1
$14,850.00 $14,850.00
1
$1,106.00
Sign Permit
1
$105.00 $105.00
Sign Totals
Installation
Tax 6.5%
Shipping/Handling
Total Project Cost
$27,975.00
$3,400.00
$2,039.38
$0.00
$33,414.38
Note:
Price is valid 30 days from date on quote.
Price based on quantities and clients list.
Pricing based on standard colors and materials.
Installation price does not include unforeseeable conditions.
Terms: 1/2 down and balance upon completion for projects over $5000. Work will begin when down payment is received.
Termsfor projects under $5000.00: Due Upon Receipt.
I agree to the above pricing and terms
Date:~~_Signature
.Ok forward to working with you on this project. Please call me with any questions that you may have.
~ke Garden/Ryan Haen
SDDI Sign Systems fax: 952-224-9909 ryan@sddisiqnsvstems.com
952-224-9906
8631 Eagle Creek Circle Savage, MN 55378
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September 26. 2008
Lawrence
City of Farmington
430 Third street
Farmington MN 55024
Re: Signage proposal for: Monument Sign with EMC board
Lawrence Sign hereinafter referred fa as Company. proposes fa fumish for the above named customer. hereinaiter referred la as CUSTOMER. the
items described below. subject fo the ferms and condiilons set forth hereIn.
Lawrence Sign proposes to provide labor and materials necessary to SUiVev. Deskin. Fabricate and Install the foUowlng sign types:
Sign specifications are defaIled In illustrations dafed 9-25-08,
One (1) Double FOced Non Illuminated Monument Sign wilhan Electronic Message Center (EMC)
-Aluminum Cabine!. Faces & Pole wrappers will be textured & Painted Beige.
-Copy "FARMINGTON DOWNTOWN BUSINESS DISTRICr' will be '/," thick routed Sintra painted Green (PMS 357CJ and Will be stud
mounted to each face.
-2'9")( 8'5" Double Faced Eleclronic Message Center will be d Translux ,9"/23mm pi~e] pitch Arnber LED'S that wiU support up to
(4) lines of 6" changeable copy with a 90 degree viewing angle. Electronic message center has a Time and Temperature and
Dimmer sensor. EleCtronic Message center will be RF (wireless) programmable within 1200 feet of a clear line of siaht. Electronic
Message Cenler has a 5 Year warranty by the Manufacturer (Transfux) along with instrucllon manuals and a training session,
Compuler to be provided by others.
See Lawrence Sign Drawings Dated 9-15-06 for delails
Total Pro led Price: $34.615 (Plus permit costs and procurement feel
Terms: 50% down payment fa begin the permit process
Electrical reaulrements: All signs ulilizing neon or LED require primary electrical service with a dedicated ground from Ihe electrical
service panel. Bectrical specifications unique to this project wTII be provided.
Terms: 50% down payment to begin the permit process and fabrication of the cuslorn work descnoed above with progress billings
as results exceed deposit amount. Balance. due upon receipt.
Warranty:. All signs manufactured by Lawrence Sign carry an all-Inclusive warranty on labor for one vear. Matthews's points. 3M
Panaflex. and 3M vlnvls are warranted bv the manufacturer for fIVe vears. Lighting components are warranted as follows:
Fluorescent lamps == 30 days. Neon = one year. Red LED = live years (by manufacturer). White LED = four years [by manufacturer)
This proposal does not include: Cost af pennits. elecfrical conneclion. finished landscaping, sprinkler syslem repair. or additional
installation charges related to encountering rock. buried debris. winter conditions. or encountering steel structure withIn the wall of
the localion Jeffers are to be mounted.
The contract. with all conditions as noted. is herewith accepted by both parties.
CUSTOMER
BY:
BY:
DATE:
DATE:
Bill to:
BY:
Billing Address:
DATE:
& 945 PIERCE BUTLER ROUTE A ST. PAUL, IvllNNESOTA 55104 A 651.488.6711 A FAX 651.488.6715
www.lawrencesign.col11
Retl/1'lI one signed copy.
J
.
ADDITIONA.L TERMS A.ND CONDITIONS
I. This proposal is mflde for specifllly consrrucreJ equipmem and when accepted is nm subject to cancellation. Company
sh;JII not he responsible for errors in rl:ms, designs, specifications nr drawings furnished hy CUSTOlvlER or for defects
caused therehy.
2.A The CUSn1ll1er ;lgrees W secure all neceSS;'iry permits from the buildingnwner and/l\r (l'lhers wh'lse permission is required
('lr the insralbtion nf this display and he aSSumes all liability with regard to same and all liability, public and otherwise,
for damages caused by the display or by n:ason of it being on or atwched ro the premises. Purchaser agrees to secure all
necessary petmissilln for use nf all registered trademarks Ot copyrights used on the ,Iisplay.
l.R The coll\p:lny agrees to make application for all necessary gnvernmental permits, and the fees for such will be in addition
to pricds) qulltcd.
2.C All necessary electrical \viring, outlets and connectinns 1"11 the display from the building meter and/or fusc pand will be
pwperly (used and imtalled, ;][ the expense of the Customer.
2.n I NSTALLo\ T10N PRICES QUOTED ARE SUBJECT TO REVISION WHERE EXCESS ROCK OR OTHER
UNFORESEEABLE FOUNDATION CONDITIONS ARE ENCOUNTERED.
). COMPANY WARRANTS THE DISPLAY AGAINST DEFECTIVE WORKMANSHIP IN CONSTRUCTION AND
ASSEMBLY FOR ONE YEAR FROM DA1E OF SHIPMENT OR INSTALLATION, IF INSTALLATION IS MADE
BY COMPANY. ADDITIONALLY, COMPANY WILL REPLACE DEFECTIVE C01\.1PONENTS MANUFACTURED
BY OTHERS FOR 90 DAYS FROM DA1E OF SHIPMENT OR INSTALLATION BY COMPANY, FOR NORMAL
LABOR AND nAVEL CHARGES ONLY, COMPANY SHALL NOT BE LIABLE FOR ANY DAMAGES OR
LOSSES OTHER mAN TI-IE REPLACEMENT OF SUCH DEFECTIVE WORK OR MA1ERIAL.. WHENEVER
THERE IS ANY CIRCUMSTANCE ON WHICH A CLAIM MIGHT BE BASED, COMPANY MUST BE
INFORMED 1!\1MEDIATELY OR THE PROVISIONS OF THIS WARRANTY ARE VOIDED.
.
4. Payment f,'ritcms purchased under the terms nf this ctlJ1lracl will he madc un re<;eipt of invoices suhmitted. In the event
payment IS not made as agreed. CUSTOMERagrees tdpay service charge \\11 paS[ due amount's fr6m the times thcy are
due, thirty (30) day:; (rom invoice date, the m,)ximumlegal rate ll( interest applicahle, nor w exceed the rare of one and
(Ine-hali percem (1- I /2%) per month. In the eVenr rhis C1l11lraCr is placed for collection Dr if collected by suit or rhrough
,lIiy Court, re;isnnahlc atrorney's fees shall he added.
5. All applicable raxes p;lyable under the laws oi the State int'u which rhc pn'perry is to be delivered llr installed (1S
menrinned herein shall be ;JJded to the price qUilled, unless such lax is p,lid directly by CUSTOMER.
6. Company ll'ill nor he responsible (nr dda}'s in shil)memS caused hy Jdays created by supplies l)r transportation services or
by lahnr disputes or due tu any other circumstances bey,md its cuntfl'll.
7. Tirle to ,llllll:UCri;lb imd property covered by thi" conrract shall remain in Company und shall not be deemed to
(lmstiture a part llthe tealty to which it may he atTached umilthc purch:Jse is paid in fulL Company is given an express
security inren:st in said material and property b.ith erected and unen:ctcd nmwithsranding rhe manner in which such
person,il propeny shaH be annexed or atmched to the realty. In the event d default by CUSTOMER, including, but not
limited t,), paymem of <lny amounts due and paytlble, Company may at UIKC (and without process of law) take possession
orand remo\'e, as and when it sees fit and wherever found, all rnareriab used Of intended 1llr use in this construction of
said equipmcnt and any and all property called for in this contTact wirhllut heing deemed guilty of trespass.
B. It is agreed that thi;; cnntr;\C( shall be construed according to rhe laws I If t he State of Minnesota.
9.
When this wnttnct is Signed by a duly authorized person of each parry, all provisions contained herein become integral
parts nf this contract, and there is no other agreemem or understanding of any nature concerning same unless such
agreement or understanJing, jf ~my, is specifically incorporated here by reference.
.
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City of Farmington
430 Third Street
Farmington, Minnesota
651.463.7111 . Fax 651.463.2591
www.ci.fannington.mn.us
October 14, 2008
Mr. John Hubener
Wal-Mart
10240 Hudson Road
Woodbury, MN 55129
Dear Mr. Hubener:
This letter is to follow up on our phone conversation last week regarding the City of Farmington.
We would appreciate your consideration of Farmington as a future site for Wal-Mart. I have
included six brochures providing a variety of information about the City of Farmington and how
attractive a location it would be for one of your stores.
We would like to invite you to our next Economic Development Authority meeting as a way to
introduce Farmington to Wal-Mart. The next meeting is November 24,2008, at 7:00 p.m. at the
Farmington City Hall. Please advise Peter Herlofsky whether or not you will be able to attend.
If you have any questions, or would like additional information, please contact our City
Administrator or myself:
Peter J. Herlofsky, Jr.
City Administrator
City of Farmington
430 Third Street
Farmington, MN 55024
Tel: 651-463-1801
David Pritzlaff
EDA Chair / Councilmember
City of Farmington
430 Third Street
Farmington, MN 55024
Tel: 612-708-6861
We appreciate your consideration of the City of Farmington for a future site of a Wal-Mart store.
Sincerely,
David Pritzlaff
Chair, Economic Development Authority
City Councilmember
cc: City Council
Peter Herlofsky
Herlofsky/Economic DevlWalMart
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City of Farmington
430 Third Street
Farmington, Minnesota
651.463.7111 . Fax 651.463.2591
www.ci.farmington.mn.us
TO:
EDA Members
FROM:
Lisa Dargis, Administrative Assistant
SUBJECT: Vinge Tile & Stone, Business Development Grant Application
DATE:
November 24, 2008
INTRODUCTION
Staff has received an application from Vinge Tile & Stone for a Business Development
Grant for the business expansion or relocation use.
DISCUSSION
Vinge Tile & Stone, located at 21205 Eaton Ave., will be expanding into the currently
vacant western half of their building. The expansion will be due to the addition of a
granite fabrication and installation component to their existing company offerings.
They will be hiring additional staff and indicate the new positions they will be offering
will be qualified to meet the low jmod income benefit as is defined by the CDBG and
Business Development Grant Program guidelines. All of the required financial
information has been submitted and the Dakota County Community Development
Agency(CDA) has reviewed the application and approved the proposed project. Their
proposed expansion plans have been discussed with the Farmington Planning
Commission at their September 10, 2008 meeting to ensure zoning compliance. The
proposed project costs for the expansion are as follows:
Granite Fabrication Equipment
Electrical
Plumbing
Mechanical
Total
$300,000
$40,000
$30,000
$30,000
$400,000
Vinge Tile & Stone has been a very valuable asset to the Farmington business
community and we are pleased to be able to assist them with the proposed expansion of
their business within our city. The expansion will fill a currently vacant industrial space
and allow for additional product offerings for Farmington residents.
ACTION REQUESTED .
Authorize award of a City of Farmington Business Development Grant in the amount of
$15,000 to Vinge Tile & Stone based on the following contingencies:
1. Receipt of an appraisal for all equipment purchased with grant funding; and
2. Final approval by the CDA of appraisal documents.
Resp~<;tlly submitted,
':."(~''''j' .
/ L.
f'..-
Lisa Dargis, AdmInIstrative Assistant
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City of Farmington
430 Third Street
Farmington, Minnesota
651.280.6800 . Fax 651.280.6899
www.ci.fannington.mn.us
TO:
EDA Members
FROM:
Tina Hansmeier, Economic Development Specialist
SUBJECT: Community Development Block Grant Application FY09
DATE:
November 24,2008
INTRODUCTION
The City has the opportunity to apply for approximately $44,490 in Community
Development Block Grant [CDBG] funds for the CDBG Program Year 2009 [July 1,
2009 through June 30, 2010]. A completed application must be submitted to the
Dakota County Community Development Agency [CDA] accompanied by an approved
City Council Resolution by December 15, 2008.
DISCUSSION
In order to obtain the available CDBG funds, the City must complete and submit an
application, as it has done in past years. The application must identify the project(s) for
which the CDBG funds will be used, and the specific project activities to which the funds
will be applied. CDBG funds can only be used for "eligible" projects or activities that
meet certain "National Objectives." Typically, such objectives include redeveloping
slums or blighted areas, creating or improving housing that benefits individuals who fall
within "low to moderate income" guidelines, or creating jobs that pay wages that fall
within certain ranges.
For FY08 the City Council approved the EDA's recommendation that 50% of the eligible
funds be allocated towards the Dakota County CDA's housing rehabilitation loan
program and the remaining 50% of said funds be allocated towards the Commercial
Rehabilitation activity fund to be used to support the Business Reinvestment Loan
Program.
For CDBG Program Year 2009 staff identifies the following opportunities for allocating
CDBG funds:
. Housing Rehabilitation
Funds have been allocated to this activity for the past several years and are used
exclusively for the benefit of low to moderate income Farmington
homeowners. Improvements to residences that are old and/or in poor condition
benefit the community in a number of ways. They improve the aesthetics or
ACTION REQUESTED
Motion to approve the following:
1) Recommendation of FY 09 allocation of CD BG funds,
. 50% of said funds to the Dakota County CDA's housing rehabilitation loan
program, with the understanding that said funds will be used exclusively for the
benefit of Farmington homeowners and,
. 50% of said funds to the Business Development Grant program activity fund.
2) Forward recommendation and attached resolution to the City Council for approval.
Respectfully submitted,
J '- ~ _.~ 1
yC~1J-iib..r1?rV1R4eA.J
Tina Hansmeier,
Economic Development Specialist
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1645 Marthaler Lane
West St. Paul, Minnesota 55118
Phone: 651.455.1560
Fax: 651.234.2280
Toll Free: 866.514.9290
Internet: darts1.org
caregiverMN.org
October 29, 2008
Tina Hansmeier
Economic Development Coordinator
City of Farmington
430 Third Street
Farmington, MN 55024
Dear Tina:
Have you noticed some older neighbors in your community who aren't keeping up their yard the
way they used to? Everyone wants a home they can be proud of, but the combination of
diminishing physical abilities and tight financial constraints may mean some homeowners can no
longer maintain their yards to meet community expectations.
.
Three years ago, Burnsville began experiencing this situation and they talked with DARTS because
of our expertise in aging issues. Burnsville opted to use some of their CDBG dollars to partner with
DARTS toward a yard maintenance solution. DARTS has been providing outdoor chore help to
older residents for over ten years. By partnering with the City of Burnsville, we are leveraging
DARTS' trusted reputation to address the City of Burnsville's concerns for their senior residents.
Julie Dorshak, Burnsville City Administrator, says of the collaboration, "DARTS provides a valuable
tool to our residents. Their program gives our residents the ability to stay in their homes as well as
help maintain our neighborhoods. In the last year, DARTS has assisted 27 seniors in Burnsville for
a very low cost. I hope that you will consider allocating a portion of your CDBG funding toward
this valuable service."
Please give some thought to this partnership opportunity between DARTS and Farmington, now or
in dle future. I'll gladly answer any questions you have as to how our outdoor chore service could
be implemented on behalf of older residents in your community. I will phone you in the next week
or two to ascertain your interest and answer questions. In the meantime, I have enclosed a flyer Ma:~~~:~:
describing our outdoor chore service. I look forward to speaking with you soon. VI<ePresldent
of Community SelVices
Beth Wiggins
Sincerely,
,f) ":::1
L ~y--. cy)~ G~
Vice President of Transit
Rob McDonough
Colleen Fritsch
Director of Volunteer Resources
/~ on c~
/:.) tA- [-Z/
~c~
Board of Directors
Gary DeCramer, Chair
Marie Emeott, Vice~Chair
Marty Kennedy, Secretary
Barb Blumer, Treasurer
Jim Burmeister
Doug Differt
Charlotte Johnson
Sandy Klas
Virginia Lanegran
Adeel Lan
Lisa Lavin
lance Lemieux
Katherine Lilly
Scott Northard
Karl Oestreich
Bill Owens
Jack Ralig
Aida Schaefer
.
Enclosure
Directors Emeritus
Duncan Baird
Millie Gignac
Julie TItcomb
your
connection
to possibilities
we help,
we care,
Outd or
Service
hore
.
Heavy Chores & Outdoor Yardwork
DARTS' Outdoor Chore Service is very affordable.
The cost is based on your income and the type
of work you request.
Raking leaves
Snow shoveling
Mowing lawns
Weeding gardens
Cleaning gutters*
Trimming small trees
and shrubs*
Touch-up painting*
Exterior window washing*
Removing ground level
storm windows or screens*
.
We can also help with:
Cleaning garages or
basements
Planting flower boxes
Patio furniture
Packing boxes
* DARTS' Outdoor Chore Service workers will perform
work from a stepladder (6-foot ladder or smaller; no
extension ladders). They will not use power equipment
while on a ladder. Chore workers are not available to apply
chemical treatment to lawns or gardens.
DARTS' Outdoor Chore Service is funded in part by the Metropolitan Area
Agency on Aging as part of the Older Americans Act
we provide solutions .
DARTS 1645 Marthaler lane, West st. Paul, MN 55118 651-455-1560 (Main) 651-455-1339 (Transportation) darts1.org. caregiverMN.org 6.08
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Essential Information For Downtown Revitalization
Vol. 55, No. 21 . November 1, 2008
Revitalization Projects
City acquires, plans to clean up brownfield
as redevelopment-ready land
The city council recently
voted to take over a brown field
site in downtown Tacoma, W A
(pop. 193,600), and the massive
cleanup and liability that comes
with it. It's a move that will posi-
tion downtown to come back
stronger when the economy
rebounds.
The city has experience in
this area, having purchased and
cleaned up its polluted Foss Water-
way next to downtown in 1990.
In this case, the dirty land
was home to a dry cleaning busi-
ness, which closed in 2000. Dur-
ing the decades the business was
open, dry cleaning chemicals
leaked into the ground at the
15,000-square-foot lot, contami-
nating soil and water.
The land now sits barren,
and chemicals have seeped into
adjoining properties, making
for untenable redevelopment
conditions.
The city's purchase of the
site is "a huge upside-down trans-
action," says Blly Walkowiak,
(Continued on page 2)
Arts & Entertainment
Former department store is reused as
a movie theater and lounge
One of the best adaptive
reuses we can think of for an old
department store would be as a
chic and artsy movie house and
bar - the kind of romantic night
out activity center that people still
make time for. That's precisely
what's been done recently in
downtown Greeley, CO (pop.
76,930), resulting in the Kress .
Cinema and Lounge. The interior
ambience of this independent and
art film theater and full-service
bar takes smart advantage of the
high, decorative plaster ceilings
and other retro elements of the
renovated Kress Building.
An entrepreneur who has
been involved in the downtown
for years, and has had many
successful businesses developed
the theater, says Amy Fahren-
bruch, Main Street Manager,
Greeley Downtown Development
Authority.
(Continued on page 4)
Don't let property taxes
hamper growth
With commercial property
tax increases averaging 30 per-
cent a year since 2000 in
Northfield, MN (pop. 17,150), a
guest editorialist in the North-
field News offered these wise
words: "Most of the buildings
in downtown Northfield are
old, many are historic. If rental
income is relatively flat and
the property tax costs are
steadily and substantially ris-
ing, there is less and less
cash flow for maintaining
these older buildings.
"With a more equitable dis-
tribution of the tax burden and
tax increases ..., building own-
ers have a chance to make
their economics work. If they
can [do that], our downtown
has a better chance of remain-
ing economically viable."
Inside this issue
Target brownfields in key
locations first. . . . . . . . . . . . . 3
Website brings problem
reporting and tracking to
the people.. . . . . . . . .. . . . . . 5
Design guidelines help spur
revitalization of destination
downtown. . . . . . . . . . . . . . . . 7
Impromptu DDA meetings
restricted by law.. . . . . . . . . . 8
@ 2008 Alexander Communications Group, Inc. All rights reserved.
1SSN 0012-5822
Downtown @
Idea Exchange
A publication of the
Downtown Research & Development Center
712 Main Street- Suite 187B
Boonton, NJ 07005-1450
Phone: (973) 265-2300 . Fax: (973) 402-6056
Emai1: info@DowntownDevelopmentcom
Website: www.DowntownDeveIDpment.cDm
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Paul FeZr, ext. 119
pfelt@DowntownDevelopment.com
Customer Service
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Exchange for $227.*
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TITLE
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ADDRESS
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FAX
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~ MAil: 712 Main Street - Suite 1878
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. North America, $227. Elsewhere, $257
(includes airmail delivery).
2
City acquires, plans to clean up brownfield
as redevelopment-ready land - continuedfrom page 1.
project manager, Community and
Economic Development Depart-
ment, City of Tacoma. The cleanup
cost is estimated at between $2
million and $2.7 million, and the
site is only worth $600,000.
But given the priority the city
places on economic development
and attracting commercial and
office development into the down-
town core, "the city decided that
it's really important for us to take
care of that site. The private prop-
erty owners [a family trust] really
could not afford the cleanup,"
she says.
Opportunity area for redevel-
opment, business retention
The acquired site is strategi-
cally significant for downtown.
Directly north, there are just a
few parking lots and a Budget
rental car business. In other words,
there's not much in the way of
higher and better uses.
"It would be an excellent re-
development area for downtown,"
says Walkowiak. "The footprint
of that area is 80,000 square feet.
We could actually put a decent-
sized high-rise office development
on it." And the city has two large
Having a large developable site in a do
requiring significant demolition and costiy
bly, is a rare commodity for business
sion. The problem in Tacoma is conta
site that has been leaking through the g
Iy to the northeast. Key points of the cl
· Owners of the contaminated site
ty itself [worth $600,000] a
toward the remediation
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Downtown Idea Exchange . www.DownfownDeve/opmenf.com
November 1, 2008
.
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employers in mind that would
more likely be retained if they
could expand at the site.
Most notably, the city and its
partners are working to retain and
expand Russell Investments, a glob-
al fmancial services company head-
quartered in Tacoma and its largest
employer with 1,100 employees.
The fIrm is researching several site
selection options both in and out-
side of the city, and considering
expanding on the site north of the
brownfIeld property.
City assuming all liability for
water contamination
The city is assuming all liability
for groundwater contamination from
the site, which allows development
to proceed without issue. That's
critical, because the offsite ground-
water contamination cleanup bill
could actually be on par with the
onsite soil cleanup costs!
Groundwater contamination
will be an issue if future developers
dig deep enough for underground
parking and hit groundwater. "If
they do, they need somebody to be
on the hook that's going to be able
to take care of that issue for them.
And the property owners that cur-
rently hold it by no means have the
capability to do it," says Walkowiak.
The family trust that owned the
dirty land was already 'taken to the
cleaners,' so to speak, in a lawsuit
settlement with the owner of land
to the south.
"Truly, the city needed to
address the issue," she says. The
city conducted extensive environ-
mental reports on the dry cleaner
site, and developed excellent rela-
tionships with contacts at the Wash-
ington Department of Ecology.
That department offers a Re-
medial Action Grant Program fund-
Target brownfields in the most key locations first
This area of downtown Tacoma, WA, where the city has acquired a
brownfield it will clean up has a few vacant sites ready for redevelop-
ment, other sites that are being rehabilitated, and excellent revitaliza-
tion potential.
In the vicinity, the city is working with a local developer to restore,
with the help of historic tax credits the 1890 Luzon Building. The six-
story high rise is one of two remaining buildings on the West Coast
designed by famed Chicago architects Burnham and Root.
Across the street, an older garage is being outfitted with additional
parking, several floors of office space on top, and a new facade.
"There. is activity in the area.. It's not a blighted area. But we have
thisone site thatis stymieing development in the area," says Elly
Walkowiak, project manager,. Community and Economic Development
Department, City of Tacoma.
ed by oil revenue, under which
municipalities are able to apply
for 50 percent of the cleanup costs
for contamination on property
they own.
Get ready for economic
rebound
"We wanted to fInd a win-win
amongst all parties. The Washing-
ton Department of Ecology had
been trying to get this site cleaned
up for many years. The landowner
had limited resources. There's
more redevelopment opportunity
now than ever before because of
the city's concerted effort to try to
build the commercial offIce sec-
tor," Walkowiak says.
"Our most important goal is
the creation of jobs and develop-
ment on this site, and also to facil-
itate adjoining development on the
sites to the north. ..' The public
purpose is to create a development
site that will allow for new invest-
ment and job creation - not only
on this site itself, but also in the
neighborhood."
The city expects the brown-
fIeld site to be all cleaned up
within nine months, with the
cleanup itself taking about three
months.
"What we're trying to do is to
create product in downtown Taco-
ma so that we have developable
sites. So that when the interest is
generated, there isn't additional
time lost. We're trying to get ready
for when the economy picks up.
We'll have developable sites and
can go forward."
Assess which brownfIeld sites
have the most development poten-
tial, she advises. Then work with
those property owners and state
environmental agencies, and find
win-win approaches to making the
sites developable.
Contact: Elly Walkowiak, City ofTaco-
ma, (253) 591-5209, ellen. walkowiak@
cityoftacoma.org. .
[Jj Web Extras
~ To view the agreement by
which the City of Tacoma
acquired a key brownfield, visit
www.DowntownDevelopment.com
and click on Web Extras.
November 1, 2008
Downtown Idea Exchange . www.DowntownDevelopment.com
3
Former department store is adaptively
reused as a movie theater and lounge
- continued from page 1
"They're going to show clas-
sics, cult hits, and other new
releases that may not be shown in
our local theaters," she says, such
as the best in art, foreign, and inde-
pendent films. The theater owners
have also partnered with a restau-
rant next door, to offer food service
from its kitchen. The digital pro-
jector can also be rented at off-
hours for private presentations and
parties.
Downtown made strides,
but offered little to do
For several years, Linde
Thompson, a co-owner of the
Kress Cinema and Lounge, worked
to recruit businesses to the down-
town area as a volunteer on the
DDA board. "The idea of the cafe-
cinema combination was one that
I'd seen in other cities, and a lot of
people were talking about. It just
seemed like a really good fit for
our downtown," she says.
In the last five years, down-
town Greeley has made strides in
improving its appearance and
attracting new restaurants and bars.
"But one of the criticisms is that
there's nothing to do," she says.
"The lack of something that would
keep people occupied down here,
as well as feed, water, and enter-
tain them, was where the genesis
of the idea came from."
Thompson couldn't interest
other entrepreneurs who seemed
interested in starting businesses in
downtown in her idea. So she
started thinking about doing it
herself!
More small investors than
initially expected
The theater and lounge's .
startup budget was a little over
$500,000, nearly $300,000 of
which was spent on construction
and the remainder going to furni-
ture, fixtures, and equipment.
Working with a theater supplier
who deals in quality refurbished
equipment and furnishings kept
the startup costs low.
Surprisingly, many of the
investors in the Kress Cinema and
Lounge are not especially wealthy.
Thompson and her husband would
find people interested in investing
among fellow parents of children
in the local school system, and
people in the nearby university
where they used to run a business.
"When we initially thought
we'd have maybe six investors with
substantial contributions, it turns
out that we have 20 investors, many .
of whom made relatively small
BID replaces diseased trees with several species resis
4
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Downtown Idea Exchange . www.DowntownDevelopment.com
November 1, 2008
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contributions, just to be involved in
the project and be part of an idea
that they really were excited about
seeing come to Greeley.
"It worked to our benefit,
because now we have a lot of peo-
ple who have an investment not just
in money, but they're invested in
going out and spreading the word
for us. That's been helpful in get-
ting this off the ground."
Differentiating from the movie
theater competition
Design character and ambience
is what most differentiates this
venue from its suburban mall, black
box megaplex competition. "A lot of
people wouldn't know this place
wasn't a movie theater when they
come in," Thompson says.
"We've tried to make the most
of the Art Deco design that the
building had originally. It has the
wonderful craftsmanship and mate-
rials, like the restored original hard-
wood maple floors and decorative
plaster ceilings, which just aren't
used in modern construction any-
more. Believe me, that comes across
when you're in here. When people
walk in, immediately their eyes go
up and they start looking around.
It's pretty elegant and grand.
"It doesn't feel old or musty.
It's got a lot of contemporary
design in it, but we've really made
the most of the uniqueness that is
part of a historic building. '" I
don't suppose that the public rela-
tions people in our city would like
for me to say this, but honestly,
what a lot of people say is, 'Wow! 1
can't believe I'm in Greeley!'"
Contact: Linde Thompson, Kress Cinema
and Lounge, linde@kresscinema.com,
www.kresscinema.com; Amy Fahren-
bruch, Greeley Downtown Development
Authority, amy@greeleydowntown.com,
www.greeleydowntown.com. .
November 1, 2008
Technology
Website brings non-emergency problem
reporting and tracking to the people
"If's a simple way...
to provide some
accountability. "
The founder of a new website
that allows anyone to report non-
emergency issues and anyone else
to receive alerts on those issues,
says he came up with the idea out
of frustration.
Ben Berkowitz, chief executive
officer of SeeClickFix LLC and
also president of the Upper State
Street Merchants Association, a
group of 34 dues-paying members
along a commercial corridor in
New Haven, CT (pop. 123,600),
grew tired of having his voicemails
to complain about
graffiti on his street
lost in a bureaucracy.
"I was trying to
get graffiti removed
on my neighbor's
building," he says. "The City of
New Haven takes responsibility for
doing that through a contractor. 1
just felt like my voicemails were
going into a black hole. And I
knew other people were having the
same problem. So 1 thought: It
would be really good if, when 1
reported things to city government,
everybody knew about it," he says.
And so SeeClickFix.com was
born. Downtown business improve-
ment districts and neighborhood
associations across the country,
from New Haven, to Bozeman,
MT, and Olympia, WA, have start-
ed to use this service to collect and
report information about non-emer-
gency issues and maintenance
needs in the public space.
A transparent 311-like system
for everybody
"Initially the concept was a
311-like system for everybody, but
a transparent 311 system in that its
issues are reported online on
Google Maps and anybody can
view it," says Berkowitz. But the
founding partners quickly realized
that more was needed.
So the web site, which people
can use in its most basic form for
free, enables users to create watch
areas with geographical bound-
aries, and set up email alerts about
issues that people are reporting in
their districts, filtered by key
words of their choosing. Those
alerts can be automati-
cally forwarded to the
party assumed respon-
sible in the district.
The intent is not to
spam but to alert the
right people about, and help them
track, many little problems that
usually get lost, Berkowitz says,
and so far the website is well
received.
The power-to-the-people
nature of this idea makes the
service a naturally useful tool
for community-based downtown
organizations such as business
improvement districts, business
associations, and resident and mer-
chant groups.
A portal for communication
and accountability
The Town Green Special Ser-
vices District in New Haven was
the first group to begin using the
serVIce.
"They have usedit to hold city
government accountable for things
that they're not fixing. They have
used it to hold their clean team
accountable, and the clean team
Downtown Idea Exchange . www.DowntownDevelopment.com
5
has used it to report back
to them. And the mer-
chants have used it to
communicate with the
clean team," Berkowitz
says.
Nuisance. problems
like graffiti started getting
addressed much more
quickly and efficiently
than before. The City of
New Haven's graffiti
removal contractor started
removing a tremendous
amount of graffiti in the
district, and shortened its
response time noticeably.
"Anyone can create a watch
area for anyone else," Berkowitz
says. "The way we ended up get-
ting [New Haven's graffiti removal
contractor] back in shape was to
create a watch area for them. They
started receiving emails every time
the word 'graffiti' went into the
system within the geographic
boundaries of the city."
The system also expedites
the process of complaints about
problems in the public space
reaching the people who are ulti-
mately responsible for resolving
them, which is not necessarily the
municipal government. For exam-
ple, AT&T cleans up graffiti on
their utility boxes.
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Member-based groups
can respond swiftly
The service can be
especially powerful in
the hands of private-sec-
tor driven downtown
organizations like busi-
ness improvement dis-
tricts, Berkowitz says,
"because of their mobili-
ty and ability to respond
quickly, in contrast to the
tremendous overhead of
government bureaucra-
cies to respond to and fix
things like graffiti, litter,
and maintenance issues."
And the website is "a simple
way for business improvement dis-
tricts to provide some accountabil-
ity to the people they represent.
"We have 34 members paying
$400 a year," Berkowitz says of
his merchants group established
last January. "From my standpoint,
it's been great to have. It's been an
excellent, easy way of communi-
cating issues and getting response
from the people we're paying to
keep our street clean."
A premium subscription ser-
vice, SeeClickFix Pro, enables
professional users to view rele-
vant issues in a printable list for-
mat as opposed to strictly on a
map, to officially acknowledge
issues, to provide an estimated
date of completion, and to create
alerts when the targeted comple-
tion date is nearing.
SeeClickFix Pro is priced at
$25 per month for the next six
months via private beta invitation
(email team@seeclickfix.com to
request one) and $50 per month
thereafter.
.
SeeClickFix provides an interactive map for reporting and tracking
local non-emergency issues.
Facilitate productive
community involvement
In Olympia, at least two
neighborhood associations are
using the free SeeClickFix service
for community residents to report
vandalism. A police department
liaison in city government
informed the city's neighborhood
groups about the website.
"The City of Olympia has a
vandalism program that they work
on with the neighborhood associa-
tions. The Northeast Neighbor-
hood Association has been using
SeeClickFix, and we're following
their model. We're inviting neigh-
borhood members to mark what
they're seeing, and then we'll take
care of it, either through working
with the city or volunteers, to go
out and fix those issues," says
Luke Bowerman, president, East-
side Neighborhood Association.
For downtowns and close-in
neighborhoods, "It seems like a
great way to get community
involvement, and make it easier
for people to tell the powers that
be about problems, so they have
a way to feel involved and hope-
fully get stuff resolved," he says.
"All issues reported on
SeeClickFix are viewable to the
world and can be commented on
by anyone. Additionally you can
encourage your neighbors and
friends to click on the ticket you
reported and click 'I want this
fixed, too' to help reinforce the
neighborhood's interest in having
the problem addressed," the North-
east Neighborhood Association
tells its members in an instruction-
al handout for its "Graffiti Busters
Campaign."
J
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1
Contact: Ben Berkowitz, SeeClickFix,
(203) 415-6878, ben@seeclickfix.com,
www.seeclickfix.com. .
.
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Downtown Idea Exchange . www.DowntownDevelopment.com
November 1, 2008
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Design and Capital Improvements
Design guidelines help spur revitalization
of destination downtown
Downtown design guidelines
have helped Pittsburg, CA (pop.
56,770), a city traditionally known
as a blue-collar area, break a rein-
vestment impasse and pave the way
for a full-scale makeover. Redevel-
opment projects and events are
repositioning the city's Old Town
into a vibrant community center
where people meet to socialize,
stroll the promenade of the adja-
cent marina, dine out, and shop.
The City of Pittsburg and the
Pitts burg Redevelopment Agency
successfully sparked redevelopment
activity by creating a planning
structure supportive of bringing
more upscale retailers to Old Town.
Frumpy downtown sorely
needed a makeover
The problem in attracting
high-end retail and restaurant ten-
ants was that the Old Town was
more frumpy-suburban than
urban-chic. A janitorial supply
store and a plumber operated out
of buildings fronting downtown's
main street! The downtown had
turned into a district that support-
ed mostly industrial and office
uses and the rents reflected that.
None of the property owners
wanted to be the first to take the
leap of faith and invest in their
building. Existing retail business-
es were not willing to invest to
improve the interior because they
looked across the street and saw
office and industrial. uses rather
than foot traffic arid competition.
In response to this impasse,
the city and redevelopment agency
implemented the Old Town Pitts-
burg Design Guidelines and Prin-
November 1, 2008
ciples to promote the creation of
urban-oriented storefronts and sig-
nage. New Old Town businesses
had to be assured that all other
businesses and the surrounding
property owners would be held to
the same standard as they were.
Zoning district gives teeth
to guidelines
To give 'teeth' to its downtown
design guidelines, completed in
2005, the city designated a specific
zoning district for its Old Town
core, the CP District, and updated
the non-conforming section of the
code. The stated goals for the CP
District are, "To provide a vibrant
destination area that caters to
pedestrian shoppers and visitors in
the downtown commercial core.
Permitted uses on ground floor
along the primary corridor consist
primarily of pedestrian-oriented
retail, entertainment, restaurants,
and galleries. Office uses are per-
mitted abovelbelow the ground
floor and beyond the primary cor-
ridor of the CP District to increase
the downtown population and
employment/shopper base without
11=.11 Web Extras
I 0..l!!l To view Pittsburg's Old
Town Design Guidelines, visit
www.DowntownDevelopment.com
and click on Web Extras.
detracting from the ground floor
pedestrian retail synergy desired
along the primary corridor."
The CP District established
that any new business license and
any new building permit within the
district triggers requirements for
substantial compliance with the
new design guidelines.
If they do not comply, noncom-
pliance is treated like a normal code
violation, through citations, fines,
and liens. Since the CP District was
established, three businesses have
implemented the design guidelines,
and three more are in the pipeline
for implementation.
Old Town Pittsburg has benefit-
ed from over $150 million in,rede,.
velopment agency and private
business investment oyer the. past
two years.
Now that the district is estab-
lished and active, city staffers make
sure that all planning staffers are
aware of the CP District, and any-
body that inquires about placing a
business within the CP District is
told up front about the requirements.
Contact: City of Pittsburg, www.ci.
pittsburg.ca.us. .
Downtown Idea Exchange . www.DowntownDevelopment.com
7
Idea
~ExCliange
Poor economy = greater
need for private funds
If the economy continues to
struggle, there may be less public
money available to support down-
town. For example, Petaluma, CA
(pop. 54,550), is one of the cities
looking to cut expenses. City
council candidate David Glass
recommends finding private fund-
ing to replace public dollars for
expenses such as the maintenance
and security for the Keller Street
Garage.
"The city spends several hun-
dred thousand dollars of public
money per year on this facility.
The city has invested millions of
dollars in downtown, which the
entire community has received
benefits from in jobs and tax rev-
enue.... It isriow time for the
property owners downtown to
chip in and pay for the upkeep
of this city-owned amenity that
increases the value of their prop-
erties," Glass told the Argus-
Courier.
Yearly district. expansion
written in code
A redevelopment district can
provide beneficial economic tools
and assistance to downtown busi-
nesses, and extending those offer-
ings to businesses outside the
original district is a good way
to further build downtown. But
expanding these districts can
require jumping through several
regulatory hoops and overcoming
other barriers. The redevelopment
commission in Highland, IN (pop.
23,550), doesn't have to worry
about such issues, however. The
commission is allowed to expand
the original district up to 20 per-
cent each year.
Unu$ed lot first option
for new parking
When facing parking short-
ages downtown, one of the first
places to look is unused space, as
a blogger from Minot, ND (pop.
36,570), recently proposed. He
Impromptu DDA meetings restricted by law
While downtown leaders should be praised for aggressively pro-
moting and working to build downtown, it's important to know and fol-
low any applicable laws governing those actions. Representatives of
the downtown development authority (DDA) in Nederland, CO (pop.
1 ,390), recently took part in a workshop i ich they were reminded
ctions regard in As.
nee, when it co ee
'-"'')_:'.':::.''''.'.':':'-;'_':'.-.'.'''''.'':-;".,:":<C:':'.-'-"',.i:'-/:"';-':_'..,>i;':_L-::(;--,:",:./:>._}<:..::,-;';:_'._'::-.'_:-';;:"',,'.<.--:-';-:.!
of the board happen to run into each other {downto ,
e), they may talk about DDA issues. But it is a violation of the
.. third member is present. Regulations also cover how the DDA
nicates via email. Upon returning, the workshop participants
. reminded the entire DDA not just to follow the laws, but also to be
aWare of how their actions are perceived by the public.
8
e
asks: "While tl1e issue of a lack
of parking in downtown Minot
continues to be discussed, we
wonder: Why isn't the empty lot
owned by the Minot Public
School district near Central Cam-
pus being used for anything? ...
There's nothing at the old site,
save for a dusty parking lot roped
off from use.
"If the district paved the lot
and opened it up to Central stu-
dents and staff, it would free up
parking on downtown Minot
streets. If the district isn't going to
use the lot, it should consider sell-
ing it. ." The point is, there must
be a better use for the lot than let-
ting it sit empty and roped off,
unusable to anyone."
1
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Public art program..soothes
construction frustration
In New York City, the Down-
town Alliance is attempting to
limit the aggravation associated
with construction projects through
the Re:Construction public art
program. The program turns con-
struction sites into canvasses for
innovative public art and architec-
ture. For instance, the "Best
Pedestrian Route" is an innovative
sidewalk shed that transforms tra-
ditional construction materials to
challenge the conventional experi-
ence of navigating a construction
site. The "Houston Fence," mean-
while, uses colors that relate to
the site, thetratflc, and the city.
Shades of green, yellow, blue and
orange will mutate as the fences
are shifted with the progress of
the construction site. .
e
Downtown Idea Exchange . www.DowntownDevelopment.com
November 1, 2008
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Essential Information For Downtown Revitalization
Vol. 55, No. 22 . November 15, 2008
.
Planning
Base planning and design concepts
in market realities
.
Downtown planning should be
based on market realities, says
Cory Scott, a planner with RDG
Planning & Design. Even more so
when times are tough, "try to be
realistic when asking: What are the
potentials of future commercial
downtown development?"
When Scott helps a downtown
devise a plan, he uses consumer
data to develop 'gravity models' of
a downtown's consumer pull. That
is, the areas from which consumers
are likely to come and spend money
downtown. RDG will then deter-
mine the three areas of core con-
sumer draw, which are the down-
town's primary, secondary, and
tertiary markets (the primary mar-
ket being the most dependable con-
sumers and the tertiary market
being the occasional day-trippers).
"We look at those three mar-
kets, and determine what the possi-
bility is of capturing additional
dollars from each one. In some
cases, Scott says, a negative pull
factor is identified. In this situa-
tion, more money is flowing out
(Continued on page 3)
Arts & Entertainment
Implementing public art successfully
demands public input in planning
.
Developing public art for
downtown is something of an art
unto itself. For practical purposes,
let's go with a working definition
of public art from Barbara Gold-
stein, public art program director
for the City of San Jose,CA (pop.
894,900), Office ofc;ultural
Affairs: the placement of art in the
public realm for the enjoyment and
inspiration of diverse stakeholders.
"It can be the placement of a
freestanding artwork. It can be
something that's integrated into the
environment in a preplanned and
thoughtful way. It can be some-
thing that's there temporarily. But
the main issue is that it's in the
public realm, and it's there for the
enjoyment of the people that are
going to be passing through the
public realm," she says.
That public realm is any
public space that people must
pass through to get from one place
(Continued on page 5)
Guide to permits will
streamline projects
Permits and other reg-
ulations can be a major
impediment to downtown
development. That's why For-
tuna, CA (pop. 10,500), and the
Fortuna Business Improvement
District, began creating a road
map of permits and processes
for common project types. The
guide will provide "businesses
that start projects with as much
knowledge as possible, and
hopefully, an easier road to
completion," says the BID.
Creating the road map
requires gathering information
from the city and then survey-
ing those involved in recent
projects about the problems
they encountered and what
they learned during the project
that they wish they had known
at the beginning.
Inside this issue
Perspectives: In recruiting and
keeping volunteers, imagine
downtown as winery. . . . . . . 2
Analyzing your downtown's
trade area. . . . . . . . . . . . . . . . 4
Public art can serve to mend
broken fences.. . . . .. . . . . . . 6
City tries doWntown public
safety zone. . . . . . . . . . . . . . . 7
Tips for identifying thieves. . . 8
@ 2008 Alexander Communications Group, Inc. All rights reserved.
Center
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2
Perspectives
In recruiting, training, and retaining .
volunteers, imagine downtown as winery
By Jeffrey Sadler
Three things give downtowns
the most trouble with regard to
volunteers: No clear work plan, lit-
tle educational outreach, and gen-
erational disconnect.
Basically, many downtown
organizations have a hard time
recruiting volunteers because no
one knows what they do. There is
no clear mission set for them, and
most recruitment begins with,
"Can you come to our meeting
next Wednesday?"
Moreover, those who are
involved in downtown have trouble
stepping outside of their comfort
zone to look for new stakeholders.
The same people from the cham-
ber, Lions, Rotary, and planning
commission are asked to do the
downtown work, too. Downtowns
need to look to incorporate more
minorities, churches, youth, and
neighbors in their projects.
Open the recruitment channels,
and leave no stone unturned
As far as recruiting volunteers
goes, I say leave no stone un-
turned. Ask every stakeholder to
become involved; bankers, neigh-
boring residents, business owners,
you name it. Too often overlooked
places for task- or project-specific
volunteers are churches and high
schools.
Attracting volunteers is much
easier when the prospects know
who you are, what your mission
is, and what is expected of them.
Therefore, it is important to have
a detailed, task-oriented work
plan that is shared often. Also,
giving all stakeholders a say
in the development of the work
plan helps attract volunteers. Peo-
ple will support what they are
invested in.
Training should be an ongoing
task that basically follows as a
matter of course from running an
open organization. Most people are
naturally curious. It is the organi-
zation's job to let people know that
there is more to learn and facilitate
that learning.
Think of it as developing wine
enthusiasts. At first they just like
wine. Then they learn about the
different varietals, and then how
factors like soil composition,
aging, and weather affect the fla-
vor. The learning resources are
often readily available, but people .
have to use them.
The best way to keep volun-
teers coming back is to make it
fun. Wine has its own intrinsic
reward, but downtowns can offer
many varieties of fun events to say
thank you to the volunteers.
Downtowns must adapt to
changing nature of volunteerism
The prevailing theory about
modem volunteerism is that vol-
unteers are more task-oriented and
less 'loyal' to an organization or
cause. There must be rewards for
the volunteers. The easiest reward
a volunteer coordinator can offer
is success. This success comes
from clearly identifying the task,
the purpose, and the goal, and also
providing the necessary tools for
success.
Nothing will drive a volunteer .
away more quickly than vague
Downtown Idea EXChange . www.DowntownDevelopment.com
November 15, 2008
.
instructions or ongoing, nebulous
projects. Keep the work simple
and goal-oriented.
Let downtown's loyalists lead,
but don't overwhelm them
Managers of downtown orga-
nizations dependent on volunteers
may be vexed by how to compen-
sate for the shift from fewer and
fewer all-of-the-timers, to mostly
some-of-the-time volunteer work-
ers. How can they still get good
work, the sharing of know-how
from one volunteer to the next, and
consistent staffing levels?
Well, there is still a cadre of
loyalists in every downtown. The
key is to identify them and let
them know how important they are
to revitalization efforts without
overwhelming them. Use their
consistency to direct and inform
the part-timers.
.
Be sensitive to how people
change through their life stages
Old, young, and middle-aged
people can all make fine volun-
teers, but people obviously have
different responsibilities and rea-
sons for volunteering through their
stages in life.
For youth (high school-age
to 25 years old), it has to be fun.
The best way to make it fun is
to involve groups of peers. It is
also important for these groups
to be able to find their own way,
i.e., give them lots of guidance,
but allow them to figure it out
on their own. Make sure that
direction is conversational rather
than dictatorial. Ask questions
like, "Do you think it would work
if we ..."
Once people move into the
family stage of life, it is difficult to
compete with all of the school,
church, and recreational activities.
.
November 15, 2008
That is why it is good to ask the
umbrella organizations for assis-
tance. Again, churches are natural
partners for most downtowns.
Time is the key commodity here,
so make sure that the tasks the
volunteers are completing are very
directed and have distinct deliver-
abIes. Make sure they know what
to do, when to do it, where to do
it, and how to do it. Make sure
that any needed tools or supplies
are ready before you ask them to
begin.
For older people or retirees,
it is important that work has a
purpose. For many retirees, the
ideas of being connected and
helping the community are para-
mount. Encourage them to help
lead, develop, and mentor the
other volunteers. Ask them about
their experience, skills and inter-
ests. Be sure to actually listen to
what they say and appreciate
them.
Stay ahead of challenges to
volunteerism
Educate the public about what
you do. Tell them the big picture.
Invite them to join you. Ask for
their opinion. Ask them for their
help. Thank them.
Never let a volunteer leave a
project or task without being
assigned a new one. If they can't
do the first one you suggest, have a
back-up ready. If they can't do that
one, they either did not have a
good experience or they really
don't have time.
Make sure you thank them in
person and follow it up with an
email, a letter, or a phone call. The
rewards of being needed and want-
ed are important to those who vol-
unteer. Make sure they know just
how important they are to you.
Jeffrey Sadler is program manager for
Virginia Main Street and the Virginia
Enterprise Initiative. Contact him at
jeff.sadler@dhcd.virginia.gov. .
Base planning and design concepts
in market realities -continuedfrom page 1
than in. One example of a negative
pull factor comes from Park
Rapids, MN (pop. 3,280).
Focus on where downtown
excels
A key development concept
for any downtown, but especially
one seeking to turn around a nega-
tive pull factor like Park Rapids,
Scott says, is to "Build off of your
strengths. Once you're meeting
basic needs, focus on the. things
that you're already good at."
In Park Rapids, a new Super
Wal-Mart that opened a year ago,
was considered to be an immediate
threat to some downtown retailers.
Another challenge was that a high-
way through the north part of
downtown, between downtown and
Wal-Mart, was being expanded
from three to five lanes plus new
bike lanes and shoulders.
"It was massive, and so with
all that construction, they were
concerned about how that would
stifle the downtown economy
and the businesses there. They
needed to make sure that they
II~I Web Extras
I \'..lO To view the plan for Park
Rapids Downtown, visit www.
DowntownDevelopment.com and
click on Web Extras.
Downtown Idea Exchange . www.DowntownDevelopment.com
3
were putting themselves in a posi-
tion where they could strategically
respond to some of these threats.
Part of the initial response is a
streetscape. Another component is
redevelopment," he says.
Before the downtown plan was
even finished, over 10 individual
property owners in Park Rapids
assembled properties for gravely
needed redevelopment projects.
Always consider what will draw
people to downtown
"We've got a new, very active
downtown business association,
and a real paradigm shift in leader-
ship, even amongst a lot of the
store owners," says David Collins,
executive director, Hubbard Coun-
ty Regional Economic Develop-
ment Commission.
"They've come together, and
are working together really well.
They've done joint advertising
together. They're doing one evening
per week where they've got the
same hours. There are more events
in the downtown area, and more
advertising and marketing."
On top of that, when the main
street gets rebuilt in 2010, "we're
looking at the whole downtown
area in terms of amenities and rea-
sons to draw people downtown.
We just got a grocery store that
was going to build on the south
edge of town to build downtown
instead. That's going to become a
major traffic draw for us in the
downtown area."
The 50,000-square-foot gro-
cery store will open March 1. The
economic development commis-
sion declared the land where the
grocery store is being built a rede-
velopment district and used tax
increment fmancing as an incentive
to bring the store downtown.
Collins also believes that the
4
Analyzing your downtown's trade area
Defining a downtown's geographic market, or trade area, is an
important first step in any market analysis. It is crucial as it defines the
boundaries that will serve as the basis for further study. It also helps indi-
vidual businesses identify opportunities to expand their own trade area.
A trade area is simply the geographic area that generates the
majority of the customers for a downtown. Knowing the boundaries of
the trade area helps quantify the number of potential customers. Fur-
thermore, knowing the trade area allows for demographic and lifestyle
information to be gathered from a variety of public and private sources.
For example, the Bureau of Labor Statistics' Consumer Expenditure
Survey (www.bls.gov/cex), and paid services such as Claritas
(www.claritas.com) and ESRI (www.esri.com), which can be instrumen-
tal in filtering such information down to what's relevant to the down-
town trade area, and organizing the data. .
This information provides insight into the people in the trade area
and eventually will allow consumer demand for products and services
to be calculated.
A downtown may have a number of different trade areas depending
on a variety of factors. Often, the variability can be attributed to either
different types of products and businesses, or different segments of.
customers.
Source: The Downtown and Business District Market Analysis guidebook, a collaborative effort
between the University of Wisconsin - Extension (UWEX) and the Wisconsin Main Street Pro-
gram of the Wisconsin Department of Commerce, www.uwex.edulceslccedldowntownsldma.
regional pull of the Wal-Mart, two
miles from downtown, makes it an
asset for downtown's specialty
retailers. "Now that they're coming
to town for the Wal-Mart, they're
coming downtown for some
extras," he says. "It just makes us
more of a retail center than we
were before."
Involve entire community to
ensure support for plan
In the final analysis says
Collins whether your downtown is
exerting positive or negative pull
factors, you want to be sure you
have community involvement in
the downtown plan.
"Get as many people as possi-
ble in your community involved
in the process, through surveys,
.
,
I
l
.
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focus groups, and community meet-
ings." Downtown Park Rapids had
over 450 people complete surveys,
over 220 people participate in focus
groups, and three meetings for the
community that were attended by
over 100 people each, along with
extensive news coverage.
"By the time we got done, it
wasn't the downtown group's plan
or a consultant's plan. It was a
community plan because it really
reflected the culture," he says.
"It's going to work well for
us. People are excited about it.
And implementation will be a lot
easier with the city council,
because they know there's so
much community support for it.
Reaching out and building com-
munity support as you do it is key.
.
Downtown Idea EXChange . www.DowntownDevelopment.com
November 15, 2008
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Downtowns involve and have to
function for the entire community,
not just the downtown business
association."
Contact: Cory Scott, RDG Planning &
Design, (402) 392-0133, cscott@
rdgusa.com, www.rdgusa.com; David
Collins, Hubbard County Regional Eco-
Implementing public art successfully
demands public input in planning
- continued from page 1
to another. It includes outdoor gath-
ering spaces, streets, sidewalks,
trails, public lobbies, parks, libraries
and other public buildings, publicly
visible walls, and transit systems.
When it comes to putting a
public art program together, stake-
holders would include:
· People who use the location
everyday
· People who visit the location
occasionally
· People who make decisions
about the use of the public
space
· People who manage the pub-
lic space
· People who design the public
space (architects and land-
scape architects).
Let's look at two examples of
public art, one that was exceeding-
ly well implemented and another
that was not planned so well. These
studies illustrate issues to think
about in implementing public art,
as explored in a recent teleconfer-
ence by the Americans for the Arts
organization.
Temporary artwork is a great
way to start
"Temporary artwork is a way
that many public art programs get
started," Goldstein says. "And it's a
great way to start a public art pro-
gram. The reason is that it's a really
good way to get your feet wet and
not be too concerned about whether
November 15, 2008
it's going to be there forever, or
whether people are going to love it
or hate it. If it's temporary, if they
love it, that's great. If they hate it,
it's going away!"
Notable temporary art in-
stallations in the public space have
ranged from the international yet
local color-folksy CowParade and
spin-offs of that fiberglass animal
idea, to ambitious concept works
like The Gates, developed by
artists Christo and Jeanne Claude
for New York's Central Park.
Making The Gates a reality
was the result of unusually long-
term planning, from 1979 through
2005 when it was finally imple-
mented. City and community lead-
ers were involved in the process
early on, and the planning process
invested them in the work. The
implementation was funded by $21
million in privately raised funds,
and brought an economic impact
over 10 times that, $254 million,
via four million visitors. Neither
the project's budget, nor its scope,
nor its economic impact was typi-
cal. But it goes to show that tem-
porary art can have a phenomenal
and lasting economic impact, and
moreover that the public planning
process is key.
"The artwork itself was only
a part of what made this temporary
installation important. What really
made it important was the pro-
cess," Goldstein says. "The process
nomic Development Commission, (218)
732-2256, dwc@hubbardcountyedc.
com, www.hubbardcountyedc.com or
www.co.hubbard.mn.us. .
San Jose's Thomas Fallon Sculpture,
originally planned for a central location,
was stored for over 10 years while other
memorials were planned and installed.
involved meetings with many pub-
lic officials, public meetings, meet-
ings with neighborhoods, and
negotiations with the Central Park
Conservancy. And, once it was
approved, it involved the work of
thousands of volunteers. Many
people were invested in the project
from the get-go and throughout."
Don't be a Lone Ranger in
public art realm ...
A perfect example of what not
to do was made by a permanent
artwork commissioned for a central
park in downtown San Jose.
"Successful memorials emerge
from the public initiative in gener-
al. Unfortunately, with this particu-
lar project, that was not the case.
This project came about from the.
top down," says David Allen, direc-
tor of Metro Arts in Transit in St.
Louis, MO (pop. 348,200), and for-
Downtown Idea Exchange . www.DowntownDeveJopment.com
5
mer public art program manager
for the San Jose Office of Cultural
Affairs.
In the late 1980s, San Jose
embarked on a massive revitaliza-
tion of its downtown. In those
days, many urban design decisions
were being made by the city's
redevelopment agency.
As part of the redesign of a
centrally located park, then-mayor
Tom McEnery had the city com-
mission a memorial statue depict-
ing Thomas Pallon, the seventh
mayor of the city, raising the U.S.
flag in conquest. The memorial
was to commemorate Pallon's
1846 capture of the former Mexi-
can territory with a small civilian
militia force, without bloodshed.
"This project came about
without any interaction with the
community or any public discus-
sion, and without any communica-
tion or input from the city's arts
commission," says Allen.
...Lest public sentiment turn
sour
The memorial cost over
$605,000, funded through the
redevelopment agency's one-per-
cent for the arts program. The
work was shipped to the U.S. and
stored in a warehouse.
Eventually, news of the project
got out into the community, and
the reaction was pointed and swift.
"The Hispanic community was
incensed that they had not been
included, and the selection of the
subject matter was essentially the
taking of what was at that point in
history Mexican territory. So it
was about basically conquest,"
Allen says. Critics protested that .
Pallon represented American
imperialism and repression of the
Mexican population.
"There were protests at city
6
Public art can serve to mend broken fences
Since 1984, developers working with the San Jose Redevelopment
Agency have set aside up to one percent of construction costs for pub-
lic art, which has greatly enhanced downtown's pedestrian appeal.
But even public art, like other forms of downtown development,
requires consensus building. The remedy to a .sculpture memorial. that
some took as offensive was the implementation of a new public
process leading to four additional memorials thatincluded broad PUblic
support and recognized the diverse people who built the city.
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council meetings, the mayor came
under quite a bit of heat, and the
city council turned to the city's arts
commission to try to rectify the sit-
uation and come up with some sort
of opt-out plan," he says.
The arts commission recom-
mended that a broad-based com-
mittee be formed, and identified 15
individuals who represented the
city's wide and varied demograph-
ics. The group, known as the His-
toric Art Advisory Committee, met
for over a year.
The committee recommended
four additional subjects to be com-
memorated through the city's pub-
lic art program - memorials that
included broad public support and
recognized the diverse people who
built the city - and that the Pal-
Ion memorial remain in storage
until all were completed.
In 2002, after over 10 years
of storage, the Pallon memorial
was finally displayed in a small
park northwest of the original
proposed location, on the periph-
ery of downtown. The original
intended site remains vacant to
this day.
Join the idea..
exchange
If your downto
something innovati
thing from economi p-
ment to trash pickup, we'd
like to know. Please contact
your editor, Paul Felt, at pfelt@
DowntownDevelopmemt.com, .
Great ideas will be featured in
upboming issues of Downtown
Idea Exchange.
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Downtown Idea Exchange . www.DownfownDevelopmenf.com
November 15, 2008
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Always involve stakeholders
in art development
Public art, as it is by definition
placed in the public realm, should
always involve stakeholders in the
planning process.
"It's really different to place
something in a private building,
where people have a choice about
going in. If you're going to a muse-
um, you're paying admission, and
you are choosing to look at art. In
the public realm, you really don't
have a choice, unless you vary your
path to avoid the art. With art you
place in the public realm, you need
to be cognizant of who your public
is," Goldstein says.
As the example of the Fallon
sculpture shows, "if you don't
involve your stakeholders, you do
so to your own detriment," she
adds. "It's always best to think
about who the stakeholders are,
and try to be as inclusive with
your process as possible. You real-
ly can't involve too many people."
At the same time, art making
is a creative, not a democratic
process. Stakeholders do not get
to vote on what the art looks like.
What downtowns should gather
from their stakeholders should be
things like the thoughts and feel-
ings they have about their commu-
nity (associations that give the
artist ideas and direction), the
walking paths they take, their con-
cerns about taking care of art in
the public realm, etc.
"You need to involve your
stakeholders, and you need to really
think through what they have to
contribute to the process," she says.
Contact: Barbara Goldstein, San Jose
Office of Cultural Affairs, barbara.gold-
stein@sanjoseca.gov; David Allen,
Metro Arts in Transit, dmallen@met-
rostlouis.org; Americans for the Arts,
www.americansforthearts.org. .
November 15, 2008
Clean & Safe
City implements public safety zone
In recent months, residents,
downtown businesses, city staff,
and city councilors all reported
concerns about safety and bad
behavior in downtown Eugene, OR
(pop. 137,900). Tracking the city's
safety patterns confIrmed a 30 per-
cent increase in intimidating
behavior and criminal activity
downtown. This increase impacts
the quality of life and safety of the
downtown community, and
impedes redevelopment efforts.
So in September, the Eugene
city council enacted a Downtown
Public Safety Zone ordinance,
which city police began enforcing
in late October. The ordinance
addresses the higher incidence of
certain types of crimes in the
downtown area. Enforcement
efforts will specifIcally target
repeat offenders engaged in crimi-
nal activity.
. If a person is cited or arrested
for certain offenses in the Down-
town Public Safety Zone, a judge
may exclude that person from
downtown for 90 days. If a person
is later convicted of committing
one of a larger list of offenses in
the downtown zone, he or she can
be excluded for a year. If a person
is found not guilty of the offense or
the prosecutor decides not to press
charges, the 90-day exclusion order
ends at that time.
A person who has received an
exclusion order is not allowed to
come into the downtown zone for
any reason other than the few
exceptions listed in the ordinance
(e.g., meeting with a lawyer or
doctor, going through downtown
on a regional transit bus), unless he
or she gets a variance from the
court. An excluded person may be
granted a variance and allowed to
come downtown for reasons such
as residing, working, or going to
school within the downtown zone.
If a person comes into the down-
town zone in violation of an exclu-
sion order, he or she may be
arrested and taken to jail.
To help enforce the ordinance
within the fIrst 30 days, the police
department is deploying six full-
time patrol officers and two
sergeants to the downtown core
from other assignments. Court case
management processes will also
accelerate to respond in a timely
manner to the projected increase in
the number of case fIlings.
During the fIrst weekend the
ordinance was enforced, the
Downtown Initiative Team issued
three citations each for possession.
of less than an ounce of marijua-
na, open container/consumption,
and urinating in public.
Officers also responded to an
assault in which two girls, ages
thirteen and fourteen, planned an
attack on a fourteen-year-old girl.
The more aggressive and vio-
lent of the females (the 13-year-
old) was issued an exclusion
notice, and both girls were lodged
at a juvenile justice center. A 20-
year-old male accomplice who
hindered their prosecution was
lodged at the jail.
Contact: Melinda Kletzok, Public
lnfonnation Director, Eugene Police
Department, (541) 682-5/24. .
II:=JI.. . Web Extras.
~ To view the complete
ordinance, visit www.Downtown-
Development.com and click on
Web Extras.
Downtown Idea Exchange . www.DowntownDevelopment.com
7
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Minimizing construction
disruptions on businesses
In order to minimize the
impact of construction on busi-
nesses in downtown Portland, OR
(pop. 529,100), the Tri-County
Metropolitan Transportation Dis-
trict of Oregon and its partners are
taking several steps, including:
· Establishing a "get in, get
out" approach by speeding the pace
of construction, limiting activity in
front of businesses, and maintaining
pedestrian and parking access.
· Moratoriums to give busi-
nesses a break. Construction will
pause during the winter holidays
and the Rose Festival.
· At each block within a con-
struction zone, easy-to-read tempo-
rary sign age will alert patrons that
businesses are open.
Paint guidelines lead to
a consistent image
The city of Sanford, FL (pop.
38,290) adopted regulations last
year limiting many buildings to
neutral or pastel colors in order to
make the commercial districts
more attractive, to conserve prop-
erty values, and to encourage con-
tinued economic development.
The predominant color of a
building must be a warm earth tone
or pastel. Primary and secondary
colors, as well as pastels and -earth
tones, may be used for trim colors.
Neon, fluorescent, metallic, and
pearlescentJpearlized colors are
strictly prohibited for both predom-
inant and trim/accent colors.
Before painting, businesses
must fill out an application in the
8
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Planning and Development Ser-
vices Department and submit color
samples.
a visual reference to better gauge
the suspect's height. This simple
tool wIll allow you to get a more
accurate description of the suspect
and, in turn, help the police in
identifying them."
Downtown officer offers
tips for IDing thieves
William Derr, the community
policing officer for downtown
Hila, HI (pop. 40,760), shared this
useful information with downtown
business owners on his blog:
"When police arrive to investi-
gate a theft, they will be asking for
a description of the suspect. Sex,
hair style, color, clothing, tattoos,
age, facial hair, body type and skin
tone can all be described fairly
accurately. However, it's more dif-
ficult to estimate a person's height
accurately. For this reason consider
placing. aCQlor-coded measuring
. guide on the doorframe of your
entry and exit locations. As the sus-
pect leaves the store you will have
Workshop helps residents
reduce energy costs
With many people becoming
more money-conscious as the
economy struggles, the James
Street Improvement District
recently advertised a workshop to
help downtown residents in Lan-
caster, PA (pop. 56,350) reduce
energy costs. The workshop
focused on how urban homes use
and lose energy and how to use
less. Participants developed an
action plan to help cut the cost of
energy. With energy prices on the
rise and winter fast approaching, it
was a timely offering. .
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November 15, 2008
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Statewide Downtown Issues Survey
Conducted November 3-7, 2008
Cities across Minnesota were asked to help participate in the following survey:
1. What is your community name and rough population?
2. In your community, do you have a "downtown" in the traditional sense (pedestrian-oriented, mix of uses,
connectedness, storefronts, street wall, etc.)?
3. With the present economic conditions, has your downtown experienced a noticeable decline in any of the
following areas:
a. Pedestrian Traffic
b. Sales
c. Store Front Occupancy
4. Do you have a Downtown Farmers' Market?
5. Do you have an active Chamber of Commerce?
6. Do you have a Downtown Task Force? If so, please describe its dynamic and function. (Le. Is there a perception
that the Task Force pins downtown against the rest of the community? How does what it does differ from or align
with what your local Chamber does? What is its mission? etc.)
7. What works well in your community for building a vibrant downtown?
Responses were as follows:
Austin, Minn. (pop. 23,300)
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Austin has a traditional downtown that hasn't seen noticeable decline in pedestrian traffic, sales or storefront occupancy,
despite economic conditions. In Austin's downtown, there is a farmers' market. The City has an active Chamber of
Commerce and a downtown task force through an agency called the Main Street Project. Easements are purchased with
Main Street Project funds, utilized to improve storefronts. The project is working well and there are no objections from
other retailers.
Completed by Craig Hoium, Community Development Director, choium@cLaustin.mn.us
Bemidji, Minn. (pop. 13,100)
.
Bemidji's trade area is about 25,000 - 30,000 people. They have a traditional downtown that is quite compact and has a
lot of activity but there are some vacant storefronts. People come downtown just to have lunch and dinner, with about
nine places to eat lunch (about half of which are bars also open for dinner). It is truly a full-scale downtown with three
furniture stores, a dry cleaner, pharmacy, appliance store, Ben Franklin, two wedding/formal shops, a men's store, music
store, one women's clothing store, banks, radio, accountants, architects, book store, two jewelry stores, hair salons, two
art galleries, several second hand stores, two antique shops, gift and souvenir shops, science center, history museum,
woolen mills, county government campus, federal building, American Legion, Moose, food co-op, shoe repair, playhouse,
music and art school, charter school, Senior Citizen Center and more. We also have several tattoo parlors all in a very
walkable 4x6 block area. It's hard to say whether that current economic downturn has been felt more by Bemidji's
downtown than in any other part of the city. In fact, the traffic downtown may be better than usual because of the great
fall weather and a recent promotion where stores are all open late and run specials one night per week. Bemidji has a
SCDP grant for storefront and rental rehab underway right now and 15 property owners have taken advantage of the
program (They qualify for $40,000 forgivable loan with a like match). They have also had some businesses relocate to
the downtown and expect a couple more in the next few months. There is a farmers' market that sets up in the Pamida
parking lot Tuesday, Friday, Saturday, and Sunday, on the edge of downtown. There is an active Chamber of Commerce
www.bemidiLorg and a Downtown Development Authority (DDA) http://bemidiidda.comlindex.html. The DDA operates
the parking permitting for all City-owned lots downtown and receives funding from the program. They also have
membership dues. Their budget is used for promotional activities like crazy days, Christmas cookie countdown,
Christmas tree lighting the downtown streets and waterfront park trees (Night We Light), they maintain and plant the
..
sidewalk planters, etc. They work very closely with the Chamber, but they are separate. They try to coordinate and assist
with each other's promotions. Bemidji finds that the key to a great downtown is having a lot of activity and promotions.
In addition to the DDA and Chamber, they open their downtown to other groups who put on events. For example, the .
Rotary sponsors the Dragon Boat Festival at the Waterfront (that's where Paul and Babe statues are). The Jaycees
sponsor the Water Carnival for five days over the Fourth of July and the Oktober Fest, which includes a street dance
downtown. Bemidji State University Alumni sponsors a Homecoming Street Dance downtown in late September. Kraus
Anderson puts on a fishing tournament-the "Walleye Classic"-and the DDA piggy-backs with "Lunker Days" sale
promotions. The arts community sponsors the First Friday Art Walk. It takes all the community groups working together
to get it done. They do, however, recognize that more housing is needed downtown and the City is currently in the middle
of a downtown study and master planning process to help them understand how to improve. A preliminary draft
presentation is linked from their homepage http://cLbemidii.mn.us/Click on the Downtown and South Shore
Redevelopment, that will take you to our consultants project page (RDG Planning and Design). RDG was chosen because
they had a lot of experience with small communities and with communities that are adjacent to water. They recently
completed downtown planning for Park Rapids and Detroit Lakes.
Completed by Rita Albrecht, Community Development Director, rita.albrecht@cLbemidii.mn.us
Brainerd, Minn. (pop. 13,000)
Brainerd has a downtown in the traditional sense. Pedestrian traffic is not measured but merchants have not noticed a
decline. Sales have varied from industry to industry; for instance, a jeweler has seen the purchase value drop for people
generally considered the middle class. However, the purchase value for expensive items has remained about the same. A
few consignment stores (kids and adult clothing, antiques) have been busier than usual. Overall store front occupancy has
increased over the past four months. Brainerd has a farmers' market at the edge of their downtown, about a quarter mile
from the pedestrian-oriented part. They have an active Chamber of Commerce with a staffed Main Street Coordinator.
Brainerd Main Street receives programmatic funding from the City and the City's Economic Development Agency.
Funding for individual projects is raised by the program through fundraising, sponsorships, or donations. Their Main .
Street Advisory Committee has people from the program area; however, that extends beyond downtown to include
portions ofHwy 210 and Business 371. They are following the national Main Street 4-point Approach:
www.mainstreet.org.InBrainerd.it.s a community-based effort to revitalize Brainerd's Central Business District.
Though it is a program ofthe Chamber, it is for members and non-members alike. Some of the activities they do are
similar to what a Chamber does such as organizing community events, holding seminars for business people to learn more
about a topic and fundraising for holiday decorations. Other activities may be outside of the typical Chamber role:
Working closely with the City and consultants on designing the streets cape to be constructed this spring, creating building
design guidelines that will be paired a revolving loan fund for building improvement projects, and planting a garden in a
visible area downtown. Prior to the Main Street program, it was perceived that the downtown was pitted against the rest
of the community and/or against itself. Through Main Street, they've been able to enlarge the area considered downtown
and bring in more stakeholders. More people have been working together on projects and the relationships formed
through that work has helped them talk about larger issues (such as a street construction project in spring 2009). The
program has only been in place for one and half years. The community feels it's important to promote the area so that
people come to see it and know what it has to offer. It's important that it be in good physical shape, both being clean and
having solid buildings. It's also important that it has businesses offering products and services that customers are looking
for. Finally, whatever organization is working on, it should be measuring its progress so that it can show what it's
accomplished. There's currently an effort to start up a state-wide coordinating program for local Main Street programs in
Minnesota. The Minnesota Historic Preservation Alliance's Bonnie McDonald is spearheading the effort.
Completed by Emily Roragen, Main Street Coordinator, eroragen@explorebrainerdlakes.com
Buffalo, Minn. (pop. 12,000)
Buffalo has a downtown in the traditional sense and many ofthe buildings are 100 years old or older. The downtown has.
seen a decline in store occupancy from years past. They have not studied pedestrian traffic. There is not a farmers'
market but they do have an active Chamber of Commerce located in the downtown. There is not a downtown task force
but the HRA is dedicated to the downtown and has identified downtown as the only area in the City that can receive
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funding. One of the most successful programs they have is their "first come, first served" grant program. Building
owners can receive funding on a first come, first served basis to a certain amount ($1,000). The money can be used for
improvements to do basic things they otherwise might have "let go" if money was not available.
Completed by Ryan Grittman, Administrator's Assistant, ryan.grittman@ci.buffalo.mn.us
Cambridge, Minn. (pop. 7,500)
The City of Cambridge has a traditional downtown that does not appear to have had a noticeable decline in the present
economy. There is a farmers' market in the downtown business district and an active Chamber of Commerce. There is a
Downtown Action Team that meets on an as needed basis. They discuss items that range from signage, parking and small
cities loan programs to a downtown customer appreciation event and sales promotions. According to the survey
respondent, business owners in Cambridge's downtown seem to pin themselves against the rest of the community,
especially the city's east side which is developing with big box stores. By and large, downtown business owners are very
passionate about the downtown and most owners and businesses have been there for many years and have built up a
network with one another.
Completed by Marcia Westover, City Planner, mwestover@ci.cambridge.mn.us
Chatfield, Minn. (pop. 2,500)
The City of Chatfield has some very historic properties and buildings and covers about two-and-a-halfblocks along
Highway 52 and Main Street. They have seen a decline in pedestrian traffic and sales; and there are now 18 current
building vacancies. They have a downtown farmers' market, in a city park just a block south of the downtown core.
There isn't an active Chamber, but the community's local businesses have established a commercial club. There isn't a
downtown group, but the City's comprehensive plan directs the City to complete a Central Business Core study or a
Master Plan on the area to better determine what the next steps for that area ought to be. A task force wi11like1y be
assigned to that task. Finding the right land uses, along with seasonal events that bring vibrancy to the downtown area are
helpful; along with addressing issues dealing with parking, aesthetics, safety and mixed uses.
Completed by Kristi Clarke, City Planner, kclarke@cLchatfield.mn.us
Duluth, Minn. (pop. 86,300)
Duluth has a traditional downtown from turn of the century. It has not seen any decrease in pedestrian traffic or store
front occupancy. There has been no decrease in sales either that the City has been made aware of. While there is not a
downtown farmers' market in Duluth, the City has a quite active Chamber of Commerce, as well as a Greater Downtown
Council focused on businesses downtown, which seems to be working well. The City of Duluth has had various
downtown-focused groups over the years. Lately, efforts have been made to increase the amount of housing downtown to
make it more of a 24-hour place instead of just an 8 a.m. to 5 p.m. place and deserted otherwise. Also, they have what's
called a Business Improvement District that keeps the place clean and spruced up and helps tourists find their way around.
It's called "Clean and Green".
Completed by Kyle Deming, Planner II, kdeming@duluthmn.gov
Elko New Market, Minn. (pop. 3,800)
Elko New Market has a downtown in the traditional sense. The City has recently witnessed a noticeable decline in
pedestrian traffic, sales and storefront occupancy. This is due to a road reconstruction project through the downtown this
season. However, prior to the project there was a very low vacancy rate in the downtown. There is not a farmers market
in the community, or a Chamber of Commerce. Elko New Market established a downtown task force for the development
of a downtown master plan and development guidelines. The task force consisted of one Council member, the entire
Planning Commission, three property or business owners in the downtown and one resident at large. They found that by
making the primary stakeholders (downtown businesses and property owners) heavily involved in the planning process,
the vision was tempered with reality, there was "buy in" and implementation to date has gone much more smoothly than it
might have.
Completed by Tom Terry, City Administrator, tterrv@cLenm.mn.us
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Falcon Heights, Minn. (pop. 5,700)
The City of Falcon Heights doesn't have a downtown. The frrst-ring suburb's Central Business District is at the
intersection of two busy highways. The community has a farmers' market in one of its business districts. The remainder
of the survey questions does not apply.
Completed by Deb Jones, Zoning & Planning Director, deb.iones@fa1conheights.org
Farmington, Minn. (pop. 21,300)
Farmington has a downtown in the traditional sense. They do not collect sales tax information and do not track sales, but
they have noticed an increase in storefront vacancy. Currently, they do not have a downtown farmers' market. However,
staff is researching the possibility of putting one together. They have surveyed the community and over 97% of the
respondents indicated they would like to have a local market. There is not a Farmington-specific Chamber however they
are a part of the Dakota County Regional Chamber of Commerce. There is also not a downtown task force. Downtown is
a work in progress and they are struggling with the best strategy to make downtown thrive. Farmington used to be a free-
standing community and it no longer is. Therefore, the downtown has unique characteristics which everyone agrees has
value. They feel that filled storefronts, thriving business and the right business hours are just a few components that will
help build a vibrant downtown. In addition, the community must take some responsibility and pride in the area to survive
and become even more successful. In Farmington, traffic-generating businesses (grocer, liquor store, post office, etc.)
each do their part in making the downtown more vibrant.
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Completed by Tina Hansmeier, Economic Development Specialist, thansmeier@cLfarmington.mn.us
Fridley, Minn. (pop. 27,000)
Fridley doesn't have a traditional downtown or task force. They have a Chamber of Commerce, but it is a multi-city one.
The remainder of the survey questions did not apply.
Completed by Julie Jones, Planning Manager, ionesi@ci.fridley.mn.us
Mahnomen, Minn. (pop. 1,200)
Mahnomen has a traditional downtown that is very active, with a significant amount of pedestrian traffic. It is a very
compact community and with three public transit and shuttle systems, it is very busy between 8:00 A.M. and 8:00 P.M. It
also helps that they have a community college located in the downtown area. Storefront occupancy is at roughly 80%.
Mahnomen has many old buildings that need a lot of renovation. As a result, a few of their buildings are sitting idle.
They have owners who live far away (what they call "absentee owners") that don't properly maintain their properties.
Mahnomen has trouble getting business members to come to Chamber meetings. Only four out of the 20-plus downtown
businesses attend. The City is contemplating creating a newsletter just for the businesses to relay information (Le. grants,
loans, city services, etc.).
Completed by Mitch Berg, City Administrator, mrbinmn@hotmail.com
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Moorhead, Minn. (pop. 35,000)
Moorhead is trying to build up their downtown. They do not have any information on pedestrian traffic, sales or
storefront occupancy at this time. Their farmers' market is in an adjoining park, but will be moved closer in to downtown
next season. Both Fargo and Moorhead have active Chambers of Commerce and downtown associations. The answer to
building a more vibrant downtown Moorhead will likely be mixed-use. A lot of retail and condo development is
occurring in and near downtown, putting potential customers within walking distance of stores.
Completed by Deb Martzahn, City Planner, dmartzahn@ci.moorhead.mn.us
New Prague, Minn. (pop. 7,000)
New Prague has a downtown and Main Street, the highlight of their community. They have not noticed a decline in
pedestrian traffic or sales, and they have few vacant storefronts. They have a farmers' market, but it's not located
downtown. New Prague is fortunate to have a very active Chamber of Commerce. There are no downtown committees
that are a segment of city hall. However, a segment of the Chamber works to promote downtown businesses; mostly the
business owners work together to promote downtown. They hold special events a few times a year to increase awareness
of their businesses. What works well is that they have relaxed zoning regulations in their old downtown. Nearly every
use is an allowed use and there are no parking requirements. They allow apartments and residences to locate above Main
Street businesses by a conditional use.
Completed by Renee Christianson, City Planner, rchristianson@cLnew-prague.mn.us
Pine City, Minn. (pop. 3,400)
Pine City has a downtown in the traditional sense, the highlight of which is the town square around Robinson Park.
Pedestrian traffic and sales aren't measured but ifthere was a decline with either, it would be hard to know whether to
pinpoint that on the economy or the courthouse (one of the city's major employers) moving out of downtown. There are
several vacancies downtown but, overall, the city is seeing business growth; it's just occurring elsewhere. The rule of
thumb is that downtown districts with a total vacancy rate of no more than five percent are doing very well. Although
certain blocks have more than that threshold, the entire Central Business District has fluctuated between five and nine
percent in recent months. The bright side of that could be early signs of a revitalization of sorts, and the vacancies can
provide opportunities to create dynamic business clusters. But the City will continue to monitor the situation. If after
three years of a transforming downtown, the vacancy rates are still somewhat high, that may suggest that the marketing
strategy, the comprehensive plan policies or the regulatory environment needs some help. Pine City has a growing
downtown farmers' market, and an active Chamber of Commerce. The City has had trouble keeping a downtown
committee in tact. Presently, the Downtown Leadership Group (DLG) meets separate from the Chamber to discuss and
work on issues unique to downtown. To some, there is the perception that downtown is pitted against the rest of the
business community. The DLG acknowledges that and is working to strengthen the downtown neighborhood without
taking away from other community businesses. Pine City has been fortunate that, for the most part, its downtown has
remained vibrant despite major transformation and economic conditions. What has helped is its pedestrian-friendliness,
business diversity, residents living downtown, activities (Art in the Park, farmers' market, etc.), and streetscaping
techniques (plantings, banners, light poles, etc).
Completed by Nathan Johnson, City Planner, niohnson@youbetnet.com
Proctor, Minn. (pop. 2,800)
Proctor has a downtown area roughly two blocks long that hasn't witnessed any significant change in the present
economy. 2008 was the :frrst year of their farmers' market and it seemed successful. The City has an active Chamber
with about 90 members. There is no downtown task force. Good cooperation and communication among the downtown
businesses, the Chamber and the City administration are keys to their downtown's successes.
Completed by Jim Rohweder, City Administrator, irohw@ci.proctor.mn.us
Detroit Lakes, Minn. (pop. 8,300)
Detroit Lakes has a downtown in the traditional sense, with "okay" pedestrian traffic, strong sales and full storefront
occupancy. The City's farmers' market is in a park several blocks from downtown. The Chamber of Commerce is active
and there is no downtown task force. As far as what works well to build a vibrant downtown in Detroit Lakes, there is a
Street Fair, Winter Carnival and other promotional activities.
.
Completed by Nancy Wichmann, Planning Department Secretary, nwichmann@lakesnet.net
Red Wing, Minn. (pop. 16,300)
Red Wing has a downtown in the traditional sense. In the present economy, the City is seeing stable pedestrian traffic,
and mixed results on sales (most are doing okay, but not spectacular). The downtown goes through cycles where they
have some vacancies and then stores fill up. One and one-half years ago, they had several vacancies that are now nearly
filled. The City has a small but growing farmers' market. It was not made clear whether its location is downtown. They
have a downtown Main Street Program modeled after the National Trust Main Street Program. Many of its members are
also members of the Chamber of Commerce. They focus on the downtown core and have a half-time staff person. They
have programs related to promotions, events and advocacy. They would like to hire a full-time staff person and become
more active. Working well in Red Wing is a well-organized downtown business organization; a shared vision and
strategy for improvement; strategic municipal investments and infrastructure; design standards for building renovations
and new construction; and financial incentives for business improvement.
Completed by Brian Peterson, Planning Director, brian.peterson@cLred-wing.mn.us
Rochester, Minn. (pop. 100,000)
.
Rochester has a downtown in the traditional sense of the word. With the present economic conditions, they have not
witnessed decreases in pedestrian traffic, sales or store front occupancy. Although, they said there is no accurate way to
measure sales information and that it might be too early to tell. They have a downtown farmers' market that is very
successful and an active Chamber of Commerce. Rochester has a downtown Alliance, which is funded through a special
service district fee and contributions from the City and Mayo Clinic. Its purpose is to market and promote downtown and
conduct special events. Unlike the Chamber, its mission is purely downtown-focused. There are no competitive issues
between the Chamber and the RDA. Working well in Rochester is the strong support for downtown development on the
part of the Council, the City Administrator and the business community.
Completed by Doug Knott, Development Administrator, dknott(@,rochestermn.gov
Sartell, Minn. (pop. 14,300)
Sartell does not have a traditional downtown however they are currently master planning what they call a town square.
They have a farmers' market but it's not in their downtown. They have an active Chamber of Commerce but no
downtown task force.
Completed by Anita Rasmussen, Community Development Director, anita@sartellmn.com
Watertown, Minn. (pop. 4.200)
Watertown has a downtown in the traditional sense that has not seen a decline in sales, pedestrian traffic or storefront .
occupancy in the present economy. They have a downtown farmers' market and a somewhat active Chamber of
Commerce; the Chamber meets monthly but sometimes has a hard time fmding volunteers for events. All positions for
the Chamber are volunteered. There is not a downtown task force. What works well in Watertown is that there is
.
.
.
encouragement of local entrepreneurship, private investment, longstanding business, mixed-use (housing in downtown),
basic necessities remain downtown (i.e. post office, pharmacy, grocery store, city hall, hardware store, etc.).
Completed by Crystal Foust, Senior Planner, cfoust@ci.watertown.mn.us
Waterville, Minn. (pop. 1,800 with a seasonal pop. 00,200)
Waterville has a traditional downtown with many of its historically-designed buildings still in tact. Their downtown has
had to compete with bigger communities' downtowns such as St. Peter, Northfield, Mankato and Faribault, all within 35
miles; and the Twin Cities, just over an hour's drive. Their big focus now is to try to improve the overall appearance of
their downtown. On a five-point scale, based on visual preferences, they rated their own downtown a 2.4 (one being least
attractive). They have brought on a student group from Minnesota State-Mankato working to create a downtown
revitalization plan for the community. Waterville has a farmers' market, but not downtown; as well as a fairly active
Chamber of Commerce. The community does not have a downtown task force or downtown council although they would
highly recommend having some sort of downtown task force or downtown development authority to help with issues of
downtown businesses as the Chamber of Commerce may not provide the best services for strictly downtown businesses.
One ofWaterville's biggest concerns was the condition of their downtown's streetscape, and trying to let visitors of the
trail and people who drive on MN Hwy 13 and 60 know that they have a downtown, and to make the town a more inviting
place for the potential businesses.
Completed by Sam Woods, Grad Student in Urban and Regional Studies, samue1.woods@mnsu.edu
If you've seen one mall, you've seen 'em all- TwinCities.com
Page 1 of 4
eTwinCities.com
If you've seen one mall,
you've seen 'em all
What are malls missing? A look at some quirky
stores in the metro finds dramatic innovations -
and plenty of unique merchandise.
By Bob Shaw
bshaw@pioneerpress.com
Article Launched: 11/16/2008 12:01:00 AM CST
Cub, Target and Office Max share space in a shopping
center in Stillwater, Minn. (Pioneer Press: Brandl Jade
Thomas)
Woodbury is the proud home of a Home Depot,
McDonald's, Starbucks, Cub Foods and Target.
So is Eagan.
Ditto Apple Valley, Bloomington and Blaine.
In fact, every suburb is dominated by the same
national chains, slightly repackaged from mall to
mall.
Advertisement
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"Malls are the same-old, same-old," sighed Jeanne
Adkins, of Apple Valley, as she hefted sacks of
SuperTarget groceries into her SUV. '" really prefer
the mom-and-pop shops."
To find them, she's going to have to look harder.
Increasingly, unique or locally owned shops are
being squeezed out of malls by national chain
stores.
This month, as developers of Woodbury's new
Commerce Hill mall look for tenants, shoppers
already know what is going to be there: nothing they
haven't seen before.
Chain-store dominance is the natural result of a
retail evolution, said Bruce Carlson, vice president
of development for United Properties and president
of the Minnesota Shopping Center Association.
The chains are a success story, he said, pleasing
millions of customers every day.
"The cream rises to the top," Carlson said.
But others have their doubts.
"The cream rises? Boy, is he wrong," said Judy
Anderson of Bravo Bras, a stand-alone custom-
fitting bra store in Blaine.
She said a chain might succeed not because of a
better product, but because it's strong in other areas
- promotions, advertising, picking a location.
"It might be the cream of the marketers, or the
accountants or product placement," said Patty
Mathews, co-owner of Two Smart Cookies, an
independent cookie store in St. Paul.
And the chain gang tends to squeeze creativity out
of the marketplace, said George John, chairman of
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fyou've seen one mall, you've seen 'em all- TwinCities.com
TwinCitiesecom
the marketing department of the Carlson School of
Management.
risk."
As a recession looms, the tendency for malls to
copy one another will only accelerate, he predicted.
And startup businesses are risky. Half of them don't
survive for five years. Instead, mall landlords prefer
chains that are proven money makers.
"We are seeing a nationalization of brands and
tastes, in favor of chains," he said. "Malls are
depressingly similar."
"What people forget is that every retailer started with
one stofe - Wal-Mart, Applebee's, Target," Carlson
said. "Everyone was a mom-and-pop at some point."
IF YOU'VE SEEN ONE ...
But increasingly, the retail environment that was
fertile for the nascent chain stores isn't available to
new startups.
A Pioneer Press study of metro area retail shows
how malls mimic one another.
Shoppers agree that on one level, big-box malls are
exactly what they want - convenient stores with low
prices and easy parking. Yet they often say
shopping there leaves them cold.
In at least seven suburbs, it's possible to make
identical shopping trips - buying, for example, the
same best-seller at Barnes & Noble, milk at Cub
Foods, French onion soup at Applebee's, cough
medicine at Walgreens and T-shirt at Target.
"I shop out of necessity or fun," said Adkins'
mother, Darlyne Barto, who was shopping with her
recently at Apple Valley's SuperTarget. "This is
necessity."
In some cases, the similarity is almost eerie.
Stillwater Marketplace seems like a clone of Apple
Valley's Southport Centre - with a Cub Foods,
Target and Office Max sharing a parking lot and
other identical stores nearby.
To make mall shopping fun would mean more
surprises - but unique mall stares are as scarce as
homemade quilts at a Home Depot.
Mall stores travel in packs because they work well
together, said Mike Sims, former vice president of
retail leasing for United Properties.
Danielle Radke recalls the brutal negotiations when
she opened her first store, Blissful Bath, in the
Woodbury Lakes shopping center.
Thus, it is not only individual chain stores
spreading across the country, but also groups of
stores.
"You would think they would be courting us. But
they said, 'Who are you?' " she said. "It is
intimidating. You are not Gap. Mom-and-pop shops
do not have a lot of history."
"You can go to Kansas City and they are the same,"
Carlson said.
'CHAINS BRING IN THE TRAFFIC'
Professor John said the copycat-mall syndrome is a
product of corporate thinking: "The people who
generate data copy each other, with a few
exceptions. You want a sure thing. It lowers your
In malls, unique stores find the rules of the
marketplace stacked against them.
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. If you've seen one mall, you've seen 'em all- TwinCities.com
Page 3 of 4
~winCities.com
Take name recognition. Big-box malls are built so
that a passing driver can take a quick glance and
instantly know what's being sold.
Advantage: McDonald's, Caribou and Wal-Mart.
Unique stores must teach every customer what they
sell- a big burden.
"If I see a sign saying 'Kevin's Sandwiches,' I will go,
'Hmm, I don't know about that,' " said Newport Mayor
Kevin Chapdelaine, who has worked for years to
attract business to his town. "Then I will just go into
a Subway."
"People know what DQ or Coldstone is. They don't
know what Kalli's is," said Matt Kachman, manager of
Kalli's Popcorn Shop in Apple Valley.
City rules, too, seem to favor chains.
For example, many small businesses can't afford
advertising. But cities often limit the signage a store
owner can put in a window - their only form of free
advertising.
'Why should the city care? It's my store," said Buzz
nderson, president of the Minnesota Retailers
Association.
Chain stores also have an advantage when it comes
to negotiating rent. Mall owners often discount rates
for major stores.
John knows of a Famous Dave's restaurant that is
getting free rent because the owner is desperate to
keep it in his failing mall. "The chains bring in the
traffic," he said. That traffic benefits neighboring
stores.
Finally, chain stores have lower costs because they
buy in bulk. They also can transfer employees for
training or to fill in if a worker is sick.
Advertisement
While some independent stores are open at the
whim of the owners, mall stores are run by one
landlord - who usually specifies rules for parking
and store hours.
"This is what draws people," John said.
SMALL, BUT PASSIONATE
But owners of unique businesses say they offer
what can't be matched by chain stores - passion for
their customers and their products.
Passion keeps owners working long hours,
responding to every problem from clogged toilets to
unpaid bills. It drives them to respond quickly to
customer needs, without checking with corporate
headquarters.
"A customer will say that such and such a cookie
tasted funny," said Mathews, of Two Smart Cookies.
"We go back and fix it. The next time, they taste it
and say, 'Yeah, you fixed it.' The response time is
immediate."
John said owners' passion gives local stores one of
their few advantages.
But when Wall Street wants to invest in a successful
mom-and-pop store, it wants a business that can be
"scaled up," said John - copied across the country.
The passion of an owner is tough to replicate.
"You can't McDonald's-ize it. You can't blow that
up," John said.
Beth Hanson agrees. She can look out the front
door of her O'Malley's Irish Pub in Woodbury and
see chain restaurants with familiar names. But she is
betting that her passion for the job will carry the
business through.
TwinCitiesecom
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11/17120m
fyou've seen one mall, you've seen 'em all- TwinCities.com
TwinCitiesecom
"We love our jobs," Hanson said. "It's not about the
money."
Then she thought for a moment.
"At least, that's what we tell ourselves when we pay
the bills every month."
Bob Shaw can be reached at 651-228-5433.
Advertisement
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Page 4 of 4
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11/17/2008
In these shops, 'mall' is a four-letter word - TwinCities.com
Page 1 of 4
~winCities
com
In these shops, 'mall' is a
four-letter word
Owners say chain stores will never touch their
unique, edgy specialties - guaranteed
By Bob Shaw
bshaw@pioneerpress.com
Article Launched: 11/17/2008 12:01 :00 AM CST
High-heeled shoes for infants - who can't even
walk yet - aren't practical.
Lynda Thurstin doesn't care. She sells the baby-size
pumps and other impractical shoes at her offbeat
store, My Shoe & Purse Room.
Crammed into a former doggie day care next to a
gas station, the unique store is something shoppers
will never find in a big-box mall, Thurstin says.
"Those malls are all the same. They have lost their
Advertisement
soul," she said, standing next to a pump with a
spring-loaded heel.
A spot check of the metro area's quirkiest one-of-a-
kind stores shows why you rarely find them in malls:
The merchandise is unique - unsuited for mass
marketing.
The stores sometimes are not very profitable and
can't afford high mall rents.
The owners have passion for what they sell, a
difficult quality to transfer to chain-store managers.
The stores have dramatic innovations - some of
them strangely appealing, some just strange. But
they are surprising. For customers starved for
variety, they serve as an antidote to malls.
"In a bad economy," Thurstin said, gazing at a
high-heeled tennis shoe, "I would rather be here
than in a mall."
OFT-HUGGED BRA FITTER
No mall store can fit a brassiere from a size 28AB to
a 54L.
"I would never go into a mall. I have a niche
business, so you have to come to me," said Judy
Anderson of Bravo Bras, a custom-fitting bra
business in Blaine.
Anderson was interrupted as she sized up a
customer brought in by her priest - after she
complained in church about ill-fitting bras.
"( am not in it for the money. I do not have dollar
signs in my eyes. I have my customers in my eyes,"
Anderson said.
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11 /17 /?om~
n these shops, 'mall' is a four-letter word - TwinCities.com
TwinCitiesecom
Mall stores are all the same, she said. "They are like
card shops - come in, find something you like, and
leave. There is nothing personal about it.
store with items reflecting what she judges to be
worthwhile causes - which constantly change,
along with the merchandise.
"Me, I get a lot of hugs."
Here, you can buy Enviro-Rite soaps to help the
environment, Nepalese sweaters to aid Third World
workers, baby clothing with bamboo fiber for
sustainability, and socks made of sweater wool to
support local businesses.
NOT THE GAP
No chain store sells 40-year-old bright-orange
barbecues.
She picks books, spices, toys and jewelry according
to the same environmental and social
consciousness. "We are usually about 10 years
ahead of the group," Ballata said.
But you can find them at Up Six in St. Paul, along
with vintage clothing and home furnishings from the
1950s, '60s and '70s.
Neighbors and college students come in for fun,
just to see what owner Megan McGuire has found.
It's unpredictable - with a '50s cocktail dress for
sale one week, a set of plastic chairs the next.
No chain store ever would mess with more than 300
suppliers, as Ballata does. "It's much more difficult
than at the Gap, who just calls someone and says,
'Send us this season's offerings,' " Ballata said.
Customers become friends. "When you come in, you
always speak with me, the owner," said McGuire,
who opened the store seven years ago.
As a matter of principle, she won't go to a mall.
"I believe in community and real people doing real
things where they live," she said. "Malls suck the life
out of downtowns."
Rarely does anyone find storeowners in chain
stores. "A store like mine may not translate in a mall.
It is more of a novelty," she said.
WHERE EVERYBODY KNOWS YOUR NAME
She sees a difference between suburban mall-
hoppers and hipper, younger urban shoppers.
No chain of restaurants has furniture made in the
owner's garage.
"Young people want to be more fashion-forward,"
McGuire said. "It is never fun to look like everyone
else. If I buy something at the Gap, I go out and see
five others wearing the same thing."
O'Malley's Irish Pub, a unique bar-restaurant in
Woodbury, features booths hand-made by owners
Beth and Todd Hanson.
300 SUPPLIERS, ONE SMALL STORE
"No one is as crazy as we are. Very few people
would take that kind of a chance," said Beth Hanson,
who opened the business three years ago as a
neighborhood gathering place.
No national chain is as politically correct as the
Nest.
Hanson - surrounded by chain-owned restaurants
- competes by making personal connections with
Owner Phyllis Ballata stocks the White Bear Lake
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In these shops, 'mall' is a four-letter word - TwinCities.com
Page 3 of4
-rwinCities
com
customers: "We want to be like Cheers, where
everyone knows your name."
When a customer recently suffered a death in the
family, Hanson put an honorary plaque on the back
of his chair. "You do not find that at T.G.I. Fridays,"
she said.
RECIPES HANDED DOWN
No national restaurant chain has the owner behind
the counter.
Stacy Traviss, owner of Giuseppe Italian Ristorante
in New Brighton, boasts of recipes passed down
from the previous owner's grandmother - for such
fare as olive- and pepperoni-studded breads.
Her competition is "all chains," she said.
"We are more part of the community," Traviss said.
"We are in the community. We are not cookie-cutter.
"Applebee's puts up a few pictures from the high
school, but that does not make them local."
OOKIES NOT GENERIC
No national chain sells a chai-Iatte cookie.
Patty Mathews, co-owner of Two Smart Cookies,
developed that flavor and 52 others when she
opened her store a year ago.
She doesn't consult headquarters or market
research to pick which cookies to bake every day.
"We go on our cravings," Mathews said.
She admits that she sometimes shops in malls.
"There are days when I just have to get things done,"
she said.
Advertisement
"But as much as I love Target, when those stores are
so big, it makes things impersonal. They start to feel
generic. "
BLISSFUL BUSINESS
No chain store makes a cupcake you bathe with.
In her back-shop factory, Danielle Radke creates
bath products with a food theme - Sugar Scrub
Souffle for exfoliating skin, a lotion called Body
Frosting and bath-powder cupcakes that dissolve in
a tub.
When she makes her baseball-size bath bombs, she
picks fragrances from a wall-full of 200 brown
bottles, then mixes them with powders and oils in a
homemade pressing machine.
The $4.50 bombs have names like Jamaican Me
Crazy and Oh, My Aching Muscles.
She pointed to one bin labeled, "I Dream of
Sleeping."
"I know it doesn't make sense. My sister said that is
so stupid," she said. "But it is our best seller."
Her store is Blissful Bath in the Woodbury Lakes
shopping center, a rare locally owned business in a
mall dominated by chain stores. She finds the
environment less than ideal.
She said the pedestrian traffic is lower than
expected, and the rent is $7,000 a month.
Increasingly, her mail-order business is eclipsing
her walk-in retail sales.
She is considering moving or possibly closing the
retail store if she can't negotiate a reduced rent
when her lease expires.
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11 these shops, 'mall' is a four-letter word - TwinCities.com
TwinCitiesecom
Woodbury Lakes manager Paul Skram would not
comment about rent paid by his tenants but said the
mall has seen an increase in total sales so far this
year.
"So far, the center has done well," he said.
PROMISE OF UNIQUENESS
No chain store has a guarantee as weird as that of
My Shoe & Purse Room in Inver Grove Heights.
If you have a certain shoe in mind, owner Lynda
Thurstin absolutely, positively guarantees you won't
find it.
Instead, she promises that every pair you see is one
of a kind. When it sells, she won't reorder it. And if
you see a shoe you like, but it's not in your size -
too bad.
The idea, she patiently explained, is that no
customer of hers will ever see someone else wearing
the same shoes. She sells each pair for $25 or less.
She would never move to a mall, she said, because
malls charge about four times as much in rent as
she is paying. And her signs - 4-foot-tall cutout
pumps lined with Christmas lights - might strike
mall managers as tacky.
She said business is booming because the promise
of uniqueness works for her core market - prom-
goers and transvestites.
"OthelWise," she said, "you might as well go to
Payless. "
Bob Shaw can be reached at 651-228-5433.
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A bucolic life in Mayberry, but where's the Wal-Mart?
Page 1 of2
starTribune.com ! MINNEAPOLIS - ST. PAUL, MINNESOTA
A bucolic life in Mayberry, but where's the Wal-Mart?
By DAVID PETERSON, Star Tribune
October 21,2008
The morning after the candidates for City Council in Belle Plaine faced the voters in a
public forum, the mayor was asked what came up as a source of irritation.
"Economic growth," Tom Meger said. Translation: "Where's our Target? Where's our
Wal-Mart?" he said.
All across the southern reaches of Scott County this fall, candidates for public office are
facing the same sorts of questions.
People who migrated from the suburbs into the more remote small towns in quest of
cheaper homes and a Mayberry-like existence for the kids are finding that some things
about closer-in suburbs were mighty handy after all.
Shouldn't they have known? Laura Piehl, a candidate for mayor of Elko New Market,
thinks they should have -- and did.
"When you move out here, you kind of know that, yeah, you have to go 10 miles," she
said, to find a Target, a Home Depot, or any other of the "big box" stores that are a
standard feature of life closer in.
But candidates and public officials agree that people who bought before the era of
volatile gas prices and drastic slowdowns in growth now find themselves in a different
world. It costs real money today to drive to the next town and back -- and for many it's a
lot more than 10 miles. At the same time, the sudden slowdown in housing growth,
symbolized by weedy, unfinished subdivisions at the edge of town, means the day when
the major retailers might take an interest could well be pushed back by years.
What's causing trouble in some towns could be creating competitive advantages for
others. New Prague is a case in point.
"There's a lot of stuff in our little community that a lot of others don't have," said Bink
Bender, the mayor of the city on the southern border of Scott County. "Target will
probably not stick a store in Elko when there's already one in Lakeville. But about a year
ago, we got a new big box, an ALCO, and Wal-Mart is planning on coming here. We're
turning into sort of a little mini-trade area. Even Coburn's had an effect on cities like
Montgomery and Jordan, with people coming here to take advantage of a supermarket
that's open 24 hours. The mayor of Montgomery tells me their grocery store noticed a
downturn in volume. Lonsdale would be another one. Wal-Mart coming here would make
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10/22/2008
A bucolic life in Mayberry, but where's the Wal-Mart?
Page 2 of2
things even harder for those communities,"
Harder for merchants perhaps. but better for shoppers. Even though it would be 20
minutes away, said Meger, the mayor of Belle Plaine, people in that city hope Wal-Mart
does come to New Prague. Because there's no sign of anything like that happening in
Belle Plaine itself.
.
As much as voters may blame public officials, Meger said. it's the reality of business.
"Big-box retail is population driven. With a city of 6,700, can we support it? Will Target
look at Belle Plaine? The city's never been approached by any large big-box developer
as such."
Little though she may sympathize with those who didn't seem to realize what they were
getting themselves into when they moved to tiny communities far from retail hubs, Piehl
agrees that the new world of roller-coaster gas prices heightens anxiety on the issue.
"When gas prices went up, I would hear that all the time," she said. "I drive 120 miles a
day, which gets very expensive, my husband is close to about the same. He goes way
north for work while I am at the airport, but I have to go to New Prague to get one kid
from sports and my other child has another sport in Burnsville, so it's parent taxicab."
She shops for groceries at the SuperTarget in Lakeville and can often combine trips.
While she's "not a big fan" of Wal-Mart in principle, she can't pledge she'd never make
her way over to New Prague to shop there, even though it's about 20 minutes away.
.
"If it were one of the 'super' ones with groceries, I can see where it would be a benefit."
David Peterson · 952-882-9023
@ 2008 Star Tribune. All rights reserved.
.
http://www.startribune.com/templates/Print_This _ Story?sid=31230549
10/22/2008
61
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