HomeMy WebLinkAboutEDA Packet 08.21.18AGENDA
CITY OF HUGO
ECONOMIC DEVELOPMENT AUTHORITY
TUESDAY, AUGUST 21, 2018
5:00 PM
5:00 pm 4. Call to Order
5:01 pm 2. Roll Call (Denaway, Gallivan, Houle, Klein, Petty, Puleo, Weidt)
5:02 pm 3. Approval of Minutes
• EDA Meeting of July 17, 2018
5:03 pm 4. City Owned Property Concept
• Chris Cosgrove, Cozzie's Tavern and Grill
5:30 pm 5. Update on EDA Work Plan
• Chris Eng, Washington County CDA
6:00 pm 6. Discussion on Alternate EDA Commissioners
6:20 pm 7. Update on Downtown Redevelopment
6:30 pm 8. Adjournment
BACKGROUND MEMO FOR THE EDA MEETING OF
TUESDAY, AUGUST 21, 2018
3. APPROVAL OF MINUTES
Staff recommends approval of the minutes from the July 17, 2018, EDA meeting as presented.
4. CITY OWNED PROPERTY CONCEPT
Chris Cosgrove, owner of Cozzies Tavern and Grill in the Stillwater area, would like to present a
concept for the City owned property in downtown. They are showing a building on the northern
portion of the property with associated outdoor space and parking area. Staff has not evaluated
the plan in regards to the City Code or downtown plan. Mr. Cosgrove would like to present the
idea to the EDA at its meeting and show building design at that time. Staff recommends the EDA
provide Mr. Cosgrove comments on the plan on if it meets the EDA's development criteria for
the City owned property.
5. UPDATE ON EDA WORK PLAN
The work plan focus includes identifying and setting short term goals for economic development
as well as plans to achieve set goals through action steps and deliverables. Progress and success
of plan will be regularly reported to EDA. Chris Eng will present to the EDA on the work plan at
the meeting.
6. DISCUSSION ON ALTERNATE EDA COMMISSIONERS
Staff would like to discuss revising the EDA by-laws to allow alternate members to the EDA.
Staff has prepared a memo (attached) discussing the topic and it will be presented to the EDA at
the meeting.
7. UPDATE ON DOWNTOWN REDEVELOPMENT
Staff will provide an update on downtown redevelopment at the meeting.
MINUTES FOR THE EDA MEETING OF JULY 17, 2018
Weidt called the meeting to order at 5:05 pm.
PRESENT: Denaway, Klein, Petty, Puleo, Weidt.
ABSENT: Gallivan, Houle.
STAFF: Bryan Bear, City Administrator
Rachel Juba, Community Development Director
Pierre Giguere, Community Development Intern
APPROVAL OF MINUTES FOR THE EDA MEETING OF JUNE 18, 2018
Klein made a motion, Petty seconded, to approve minutes for the EDA meeting of June 18, 2018.
All Ayes. Motion carried.
DISCUSSION ON ECONOMIC DEVELOPMENT WORK PLAN
Juba introduced the EDA board to Chris Eng who is a member of the Washington County CDA. Juba and Eng
have been working on forming a new Economic Development Workplan that can be implemented within the
Hugo community to encourage development, expansion, and success among local businesses within the City.
The workplan will consist of a number of action steps and deliverables that will work to strengthen the
relationships between the EDA and local businesses. Specific action steps have yet to be identified.
Eng approached the podium to further explain how the workplan will function within the City's EDA. Eng
stated that the City of Hugo recently received a $9,900 grant from the Washington County CDA. This grant
will be used by the City to evaluate the potential cost of extending City utilities to 165th Street. The process of
evaluation will be included within the proposed workplan.
Eng stated that the workplan will consist of five goals. These goals include evaluating the expansion of utilities
to 165t' Street, marketing of downtown and City owned property, updating the current EDA website,
developing a list of business resources and City incentives, and forming partnerships with property owners
who are interested in selling land. Eng explained that the workplan will be a process that will take time but is
a sound investment for the City. Eng emphasized the importance of shovel ready sites within the City, which
help simplify and expediate development of new and expanding businesses and that it should be a focus within
the workplan. Eng also explained that talented individuals within the Hugo community are extremely valuable
and the workplan should focus on keeping these individuals present within community. Eng then requested
feedback from EDA members on what they think should be added to the plan. Members of the EDA agreed
that an economic development workplan could provide a great benefit to the City in terms of economic
development.
President Weidt stated that reaching out to the top 25 developers within the Washington County area should
be listed as an action step within the workplan.
Commissioner Petty added that updating the City's list of businesses and notifying these businesses of City
actions and business opportunities could greatly benefit local businesses, small businesses in particular.
Commissioner Puleo stated the fact that although the City of Hugo is pro-business and wants to help businesses
in all stages of their development, not all businesses within the area are aware of this. Puleo suggested that the
EDA distribute a monthly newsletter made specifically for businesses within the area. This will help increase
interaction between local businesses and the EDA.
APPOINTMENT OF AN EDA COMMISIONER TO HOPKINS SCHOOL COMMITTEE
Juba discussed the current state of the Hopkins School House. Currently, the building has a large hole in its
roof that is in need of repair. The City would also like to determine what the building could be used for if the
roof is repaired. In order to address the needs of the building more directly, an EDA Commissioner is to be
appointed to the Hopkins Schoolhouse Committee.
Commissioner Petty volunteered to be placed on the Committee.
President Weidt made a motion, seconded by Commissioner Klein.
All ayes. Motion carried.
UPDATE ON DOWNTOWN REDEVELOPMENT
Juba delivered an update on the O'Reilly Auto Parts project. Juba stated that the company recently submitted
a building application which will be reviewed. Juba also delivered an update on the TGK Automotive
development. TGK Automotive recently applied for a building permit. TGK Automotive is currently in the
process of relocating and expanding to a new site.
ADJOURNMENT
Commissioner Klein made a motion, seconded by Commissioner Petty, to adjourn at 6:00 pm.
All ayes. Motion carried.
1 inch = 100 feet
Site Map
Barn Silo
Tiki Bar
Parking
*0#461
Ice Crea
Parlor
f
Volleybal
Hockey
Turf
Area
'� ,� - • -' `- kers. �� r `
Grass Area
f: Pier
Ilk
r �
• � ,r1tik r
Preliminary
Restaurant Business Plan Proposal
Cozzie's
Lakeside Grill
Forest Boulevard (TH 61)
Hugo, Minnesota 55038
Non -Disclosure and Confidentiality Agreement
The undersigned hereby agrees that all financial and other
information that is has and will receive concerning Cozzie's Lakeside Grill is confidential and will
not be disclosed to any other individual or entity without prior consent.
The information shall remain the property of Cozzie'e Lakeside Grill and shall be returned to
Cozzie's Lakeside Grill promptly at its request together with all copies made thereof.
Recipient acknowledges that no remedy of law may be adequate to compensate Cozzie's
Lakeside Grill for a violation of this Agreement and Recipient hereby agrees that in addition to
any other legal or other rights that may be available in the event of a breach hereunder,
Cozzie's may see equitable relief to enforce this agreement in any court of competent
jurisdiction.
Signature
2
Date
Table of Contents
TitlePage..................................................................................................1
Non-Disclosure...........................................................................................2
Tableof Contents.....................................................................................3-4
1.0 Executive Summary...........................................................................6
1.1 Business Objectives......................................................................6
1.2 Mission Statement.........................................................................6
1.3 Guiding Principles..........................................................................7
1.4 Keys to Success...........................................................................7
2.0 Company Description..........................................................................9
2.1 Ownership....................................................................................9
2.2 Legal Form..................................................................................10
2.3 Start -Up Money............................................................................10
2.4 Location and Facilities....................................................................10
3.0 Services............................................................................................10
3.1 Daily Operations and Production......................................................10
3.2 Competitive Analysis......................................................................11
3.3 Suppliers.....................................................................................11
3.4 Management Controls....................................................................12
3.5 Administrative Systems...................................................................12
4.0 Market Analysis.................................................................................13
4.0 Market Segments..........................................................................13
4.1 Target Market Strategy...................................................................14
4.2 Market Needs................................................................................14
4.3 Positioning...................................................................................14
5.0 Position strategy and Implementation...................................................15
5.1
Strengths......................................................................................15
5.2
Weaknesses.................................................................................16
5.3
Opportunities.................................................................................16
5.4
Threats........................................................................................16
5.5
Unique Selling Proposition (USP)......................................................16
5.6
Competitive Edge...........................................................................16
5.7
Marketing Strategy, Promotion and Advertising Strategies ......................17
6.0 Sales................................................................................................18
6.1 Sales Forecast...............................................................................18
6.2 Legal.............................................................................................18
6.3 Milestones.....................................................................................18
3
7.0 Organization and Management
7.1 Organizational Structure...................................................................18
7.2 Management Team..........................................................................28
8.0 Financial Plan....................................................................................19
8.1 Important Assumptions........................................................................19
8.2 Start -Up Costs.................................................................................19
8.3 Source and Use of Funds..................................................................19
8.4 Projected Profit and Loss....................................................................19
Appendix's
A. Menu
B. Site Blue Print — Preliminary
4
1.0 Executive Summary
Cozzie's Lakeside Grill will be a competitively priced restaurant with indoor seating for
approximately 118 guests with additional outdoor seating to accommodate another 75 guests
during the Spring, Summer and Fall seasons. There will also be an indoor private party/event
room that will accommodate 50-60 people. The overall theme will be a modern rustic feel that is
welcoming, warm and cozy. Natural materials will be used with an emphasis on reclaimed
materials to be used for many of the finishes. The decor, ambiance and feel of the restaurant
will be inspired by the history of Hugo being a small farming community.
Just as Cozzie's Tavern & Grill in Stillwater has become a neighborhood bar and grill, it is
important that Cozzie's Lakeside Grill represent to the community of Hugo a place where
friends, families, passers bye, and community members can gather in a fun and casual
environment. Cozzie's Lakeside Grill will be an integral part in the community and will
participate in community events to help build camaraderie within the growing city of Hugo. The
outdoor area will be one of a kind, overlooking Egg Lake, featuring a vintage grain bin re -
purposed into a tiki bar with outdoor acoustic music on weekends. There will be a covered patio
along with a paved patio area featuring an outdoor fireplace and fire tables. The outdoor space
will be relaxing yet fun, where people feel like they are hanging out at a friend's lake home or in
someone's backyard. Natural and inviting landscaping will be crucial in the development of the
outdoor area. There will also be an area for volleyball, cornhole and boot hockey leagues
offered throughout the year. Special music events will be schedule periodically featuring local
musicians.
Cozzie's will be an establishment that offers fresh, scratch made food along with daily/weekly
food specials. Consistent food and service is a priority. Making customers feel welcome and
comfortable during every visit.
The restaurant will be family owned and operated by Chris and Jenifer Cosgrove. The owners
Jenifer and Chris Cosgrove together have over 15 collective years of experience owning,
operating and working at various bar and restaurants. The Cosgrove's owned a restaurant in
downtown Stillwater for 10 years before they sold that business and moved out of state. Then
in 2015, when Chris and Jenifer returned to Stillwater, they purchased a "rundown" bar in
Stillwater, and within 2 years were able to create one of the most popular "go -to" neighborhood
bar and restaurants in Stillwater. Cozzie's Tavern has also become a destination place for
many. Jenifer and Chris have a proven track record of creating and managing a successful
restaurant establishment because they take pride in what they do and believe being hands on is
the key to success.
The Cosgrove's would like to build an approximate 4800 square foot building with a one of a
kind outdoor seating area and bar overlooking Egg lake. The property is located on highway 61
in Hugo. Chris and Jenifer would like to work with the city of Hugo to create a community
gathering space, that maintains the historical integrity and feel of Hugo yet is prepared and
excited for the future growth and direction of the town as well.
The decor will fit in well with the city of Hugo. It will be natural, warm and inviting. Traditional
looking bar stools and booths with nice natural looking chairs and tables. The owners want
5
customers to feel comfortable and most importantly that the establishment is clean and well
maintained. Nothing "froufrou" about it, but a place that just makes you feel good, prompting
people to want to come back for more. Over time, the Cosgrove's would like to continue to add
vintage decor, specific to the history of Hugo, to add to the uniqueness and small town feel of
the restaurant.
1.1 Business Objectives
The primary objectives of the business plan for the Restaurant are below:
• To provide a warm, comfortable and welcoming atmosphere with friendly and
consistent service
• To provide exceptionally delicious and consistent scratch made food
• To be one of the "go -to" local establishments in Hugo that people look forward to
patronizing on a regular basis but also a destination place people seek out for the
unique and comfortable atmosphere
• To serve as a gathering place within the community, where more than likely
people will see a friendly face. A place where customers can play volleyball and
bags while also having the option to join a league
• To participate and promote community events to help endorse the town of Hugo
and create a neighborhood small town feel at Cozzie's Lakeside Grill
• A private party room for guests that will have both indoor and outdoor space
which customers can reserve for larger gatherings and private get togethers or
business meetings
• To create an exceptional one of a kind outdoor patio space overlooking the lake
where customers can relax, play games, or listen to special music events. A
place that locals and visitors will seek out because of the casual, cozy yet fun
atmosphere
1.2 Mission Statement
Cozzie's mission is to be known as the "go to" community restaurant and bar that
customers can consistently count on for a warm and welcoming experience; A
place where there will more than likely be a familiar face, where the food is
always fresh, and scratch made. A place where customers feel good about the
prices and portion sizes. Cozzie's will offer one of the best outdoor spaces
around. Cozzie's will also become a destination establishment, a place where
customers drive to in order to experience the ambience and food. We will strive
to achieve this goal by: 1) using our years of experience in the industry and
attention to detail in creating menu items that create buzz and that people crave
— we will take traditional bar food and through careful attention, research, detail,
and well thought out and tested recipes, we will provide fresh scratch made food
that differs from other establishments 2) offering consistent food and service at
competitive prices, so that customer know they are getting their money's worth 3)
dedication to the cleanliness and continued upkeep of the establishment 4)
providing an environment where the owners and management are mindful of the
wellbeing of the customers and the staff 5) creating a fun and relaxed
0
environment where gratitude is evident each and every day and creativity is
always appreciated! A place where attention to detail is key to success
1.3 Guiding Principles
6. Being mindful of our customers and staff
Coinciding with our own values, we will treat both our customers and staff
in a manner in which we ourselves would want to be treated
2. Gratitude
"An attitude of Gratitude" shown to our customers employees and
vendors — because without their input, service, ideas, labor and time, the
business would not be operating without them.
3. Service
Provide warm and friendly service, creating an atmosphere that is
welcoming and comfortable to all so that people will want to return again
and again
4. Consistency
Creating consistency with menu items and service is key to the operation
of the restaurant. Customers need to know that each and every time they
visit our establishment, they can count on the same level of service and
consistency, no question!
5. Hands -On Management
A restaurant that is not corporately owned, but exudes the sense of a
family owned and operated establishment where the owners are a part of
community and are hand's -on in their involvement and approach to
managing and operating the business. Small town feel.
1.4 Keys to Success
1. Repeat Business — Every customer who comes in once should want to return
and recommend Cozzie's to others. Word of mouth marketing is powerful thing.
We want people to crave certain menu items and tell their friends they have to go
to Cozzie's On The Lake in Hugo!
2. Staffing — We want to hire reliable employees who CARE! Employees we can
trust and who can have fun at work. Also, we want to hire employees who may
bring in customers because of their connections in the community and their
exceptional service.
3. Location — Convenience is essential. Cozzie's will be easy to access, with
plenty of parking. A place that is easy to get in and out of and that is close to
both residential areas and businesses. We also want to be a destination place.
One that has such a solid reputation for food and service that people will drive to
get to.
4. Becoming the "Go TO" neighborhood bar that is always warm and
welcoming. Where one can always count on exceptional fresh made food and
consistent friendly and efficient customer service. A fun place to go and hang
out. There will be free popcorn offered to all and fun games to play both inside
and out. Cozzie's will offer games for customers to play if they wish. Customers
like a clean establishment and that will be a priority at Cozzie's.
7
5. Outdoor Patio — Cozzie's will offer THE BEST outdoor patio dining
experience around. A place that is casual! A place that caters to all — families,
small and large groups, sports teams, locals, out of towner's, motorcycle groups,
bicyclists, old car clubs, young and old...
• The Patio will be a main component of what separates us from
other establishments
• The patio will offer both covered and open spaces that overlook
the lake
• There will be an outside bar/building "grain bin" where people can
sit and it will have its own bartender. The grain bin will be fully
functioning with Tv's
• The patio will be landscaped, so it very inviting and cozy
• There will be white light bulbs hanging to create ambiance
• There will be an outdoor fireplace, fire tables and heaters for when
its cool
• Corn Hole — there will be a separate space for corn hole and
volleyball leagues. Possibly boot hockey leagues during the
winter months
• There will be an area for live/acoustic music
• We may have special events like pig roasts or BBQ's
• Host special events and participate in community events
• Ample and convenient parking will be important
6. Menu — Appendix A is our current menu at the Stillwater location. Cozzie's
Lakeside Grill would have a very similar menu with the additions of a prime rib
dinner or sandwich, Smoked bbq ribs and some type of Friday Night fish fry.
Cozzie's Lakeside Grill would offer a variety of options on our menu — something
for everyone! Cozzie's prides itself in serving only fresh, scratch made food.
Cozzie's will take traditional bar food and through much research, detail and
testing, Cozzie's will create a menu that differs from other bar and grill
establishments. We want people to crave Cozzie's! Cozzie's will also offer a
reasonably priced kids meals to cater to families. With a new and larger kitchen
than our establishment in Stillwater, we would like to perfect a Rib dinner, prime
rib special and fish fry. We would continue to offer daily lunch specials with our
daily homemade soups and chili.
7. Cozzie's will be known for —
Bloody Mary's, Margarita's, and monthly drink specials — We want
to create delicious drinks that people talk about and will travel to
get. A good value for their money. Delicious and consistent
recipes
Happy Hour — Create a well -liked happy hour and prices to attract
local customers
Fantastic Lunch Specials — We offer daily lunch specials created
from scratch each day at a great value. Served with homemade
0
soup or chili. This is a great option for people who work in the
community of Hugo. A "go -to" spot for a great lunch!
• Sliders — hand patties, special meat, Hawaiian buns
• Fresh Cut French Fries
• Chicken Wings
• Prime Rib Dinner
• Smoked Ribs
• Pizza — need to develop a crust and sauce that creates the perfect
pizza that people crave and will drive to get — one that is talked
about and offered at a great value!
• Popcorn machine —free
• Loaded Coney Dog — Special mini dogs that SO unique!! Loaded!
Double duce or three amigos
• Awesome homemade chili and soups
• Fresh tacos
• Kids meals at affordable and reasonable prices
2.0 Company Description
Cozzie's Lakeside Grill will be located on Highway 61 in Hugo, Minnesota 55038. The
restaurant will be owned and operated by owners Jenifer and Chris Cosgrove. The restaurant
will serve a variety of classic favorites from burgers, pizza, tacos, prime rib and appetizers to a
delicious Bloody Mary and family recipe Margarita.
The Restaurant will be open 7 days a week with hours as follows:
Monday
11:00 am —
11:00 pm
Tuesday
11:00 am —
11:00 pm
Wednesday
11:00 am —
11:00 pm
Thursday
11:00 am —
11:00 pm
Friday
11:00 am —
1:00 am
Saturday
11:00 am —
1:00 am
Sunda
11:00 am —
11:00 pm
2.1 Ownership
The restaurant will be owned by Jenifer and Chris Cosgrove. Jenifer began her
restaurant career before even graduating from college as she worked at two very
successful and long standing restaurants in the area. She also grew up in a family of
bar and restaurant owners. Jenifer and Chris Cosgrove owned and operated a
successful restaurant for nearly ten years in downtown Stillwater before they sold it, and
then moved out of state. Jenifer also has a BA degree in Organizational Management
and Communication with several years of experience in corporate Human Resources.
Chris began his restaurant career working at two very successful local restaurants and
then owning and operating his own restaurant with Jenifer for nearly ten years. He has
also held several management positions outside of the restaurant business accounting
for nearly twenty years of experience in sales and managing others. Jenifer and Chris
currently own and operate Cozzie's Tavern & Grill in Stillwater. In only two and a half
0
years, they took a small run-down bar and turned it in to one of the busiest restaurants in
Stillwater.
2.2 Legal Form
Cozzie's Lakeside Grill will be organized as a Corporation.
2.3 Start -Up summary
If and when the Cozzie's Lakeside Grill concept and preliminary plan is approved by the
City of Hugo, we will begin the bidding process and start up estimates and get more
detailed at that time. We will then engage with an architect, engineer, construction's
companies, ect...
2.4 Location and Facility
The approximate 4800 square foot building will be located on highway 61 in the city of
Hugo plus an expansive outdoor area for seating, acoustic music and leagues.
Estimating seating for 118 inside, 60 private party room inside, 75 outdoor seating. The
property on Highway 61 has a high volume of traffic that will continue to grow as more
development occurs in the city of Hugo and in the surrounding communities of Forest
Lake and White Bear Lake.
3.0 Services
3.1 Daily Operations and Production
Cozzie's will be open 7 days a week for lunch and dinner requiring 2 shifts. Jenifer and
Chris will write the schedules. The schedules will be written in a manner that will allow
the ability to increase or decrease hourly labor according to sales volume in order to
maintain a consistent labor cost control.
Proper labeling and rotation techniques, accompanied by ample storage facilities will
ensure that a high quality prepared product will be sufficiently available to meet the
demands during peak business hours. Replenishment and ongoing preparation will
continue during off peak business hours.
Chris and the executive chef will be responsible for ordering, receiving and maintaining
sufficient inventory to meet production demands. Ordering schedules will be staggered
with perishable products being order multiple times per week to preserve freshness.
Standard grocery supply orders will be ordered less often, according to a predetermined
schedule and storage capacity. The executive chef is responsible for managing food
costs.
There will be Front of House Mangers in charge of all functions in the FOH. This
position reports directly to Jenifer and Chris.
10
The restaurant layout, including the dining room, kitchen and serving line, has been
designed for efficiency and flexibility to accommodate the fluctuation in customer traffic
and peak meal periods.
3.2 Competitive Analysis
Some Local competitors within a 10 mile radius
• The Blue Heron
• The BlackSmith
• Rudy's Redeye Grill
• Sal's Angus Grill
• Kelly's Korner
• The Old Log Cabin
• Manitou Ridge and Event Center
• Cabin 61
• The Old Log Cabin
Cozzie's will differentiate from these establishments in the following ways:
• Cozzie's will go above and beyond the typical bar food by using fresh
ingredients, paying special attention to presentation, and by using secret
ingredients and recipes to make items unique so that customers crave
more. Special attention will be given to each item on the menu as we
work closely with our executive chef and sous chefs.
• Cozzie's will strive to create food specials featuring items like prime rib,
smoked ribs and fish fry's that will draw people from the community and
more
• Cozzie's will come to be known as the classic relaxed neighborhood bar
with a non -pretentious feeling that is known for its scratch made food,
specialty items, and reasonably priced beer and drinks.
• Cozzie's will be warm and welcoming and known for its consistency in
customer service and food quality
• Cozzie's lakeside patio will be one of a kind in the general area that will
be known for being a great outdoor fun spot that caters to many
demographics. There will be a covered patio and paved patio area.
Complete with a unique fully functioning outdoor bar, fireplace, fire
tables, lakeside setting and area for corn hole, volleyball and other
outdoor games. The patio will be a place where patrons feel like they are
simply hanging out in a friend's backyard.
• Sports leagues will help with community bonding and keeping a fun
relaxed environment
3.3 Suppliers
Because of their years of experience and restaurant connections in the area, Cozzie's
owners will be using multiple vendors to ensure that food costs are kept low in order to
11
achieve desired profit margins. Cozzie's will also use its buying power by having two
locations in order to receive food and liquor discounts from vendors.
3.4 Management Controls
Cozzie's will practice sound management procedures in order to control costs, ensure
quality of product and provide consistency in food quality and customer service. The
following systems will be used by management:
Order guide: The restaurant will use an item specific order guide to track order history
and maintain designated level of product in inventory.
Weekly Inventory: Management will conduct a weekly inventory to determine valuation
for use in the preparation of weekly profit and loss reports.
3.5 Administrative Systems
With a small staff, it is crucial that Cozzie's remain current with daily cash outlay. The
purchase of a POS system and having the POS system in place and fully operational is
crucial in helping with daily administrative tasks.
Daily Cash Control. Sales and receipts recorded by the POS system will be
compared to actual cash and credit card deposits on a daily basis.
Discrepancies greater than $10.00 will prompt management to conduct an
immediate audit to account for the difference. Monthly totals will be compared to
actual P & L statements for accuracy. Cash, debit card and credit card receipts
will be deposited in a deposit. The daily receipts will be dropped at the bank
daily. The only money kept on hand will be petty cash, not to exceed $500 at
one time
Purchasing Records/Payable. Jen will process and record invoices and credits
weekly. Reports detailing cash expenditures, payments by check, and accounts
payable transactions will be readily available. Check disbursements will be
prepared by Jen. Check signing authority for the general operating account will
be given to Jen and the manager.
Payroll Processing. Payroll checks will be issued every other week. Payroll will
be done by Vital Systems in Stillwater.
12
4.0 Market Segments
Cozzie's will appeal to a broad base of consumers in both the residential and business
community. The location selected for Cozzie's was chosen based on the fact that there
was once an operating restaurant on the site that seemed to do well within the
community and the location is visible and easily accessible being right on highway 61
which is a well -traveled road. The owners of Cozzie's believe without a doubt that the
city of Hugo can support another restaurant, especially one that will embrace the
community. Cozzie's Lakeside Grill will be an establishment that will feature
exceptional scratch made food, reasonable and competitive prices, a one of a kind
ambience and outdoor patio in Hugo. The census data, based on population, income,
and household size easily supports another restaurant in Hugo, Minnesota.
Companies and industry in the area include Schwieters Companies, Wilson Tool,
Northland Pallet, Loadmaster Lubricants, Drytech Restoration, J Olson Tool, Western
Spring Manufacturing and several more. Besides having quite a few
industrial/manufacturing businesses in and around Hugo, there is also Oneka Ridge
golf course and Tanner Brook Golf Courses near the Hugo site, as Cozzie's is a popular
destination for many golfers and offers golfer specials.
Cozzie's will be located in zip code 55038. Therefore, it is important to know the
general demographics of the area.
Hugo 55038
2016 Population 14,532 (city -datacom)
Median household age 35.2
Average household size 2.7
Median household income $90,360
• of family households 74.2%
• of unmarried households 7.7%
Forest Lake 55025
2016 Population 24,336 (city -datacom)
Median household age 39.9
Average household size 2.7
Median household income $78,121
% of family households 56.3%
% of unmarried households 7%
White Bear Lake 55110
2016 Population 39,594 (dity-datacom)
13
Median household age 44
Average household size 2.4
Median household income $77,302
• of family households 48.8%
• of unmarried households 5.2%
White Bear Lake 55109
2016 Population 33,978
Median household age 38.1
Average household size 2.5
Median household income $60,476
% of family households 44.5%
% of unmarried households 8.1%
Mahtomedi 55115
2010 Population 9,117 (city -datacom)
Median household age 44.8
Average household size 2.7
Median household income $101,545
• of family households 60%
• of unmarried households 3.4%
4.1 Target Market Segment Strategy
Cozzie's Lakeside Grill location was selected primarily because of its great location on a
busy highway with great visibility, ample parking, easy accessibility, and beautiful
relaxed setting on Egg Lake. In addition to its great location, the city of Hugo is growing
in population and is welcoming and opening to new development.
4.2 Market Needs
The Hugo area is in need of a neighborhood bar and grill that is located directly within
the community of Hugo. Area residents are looking for and will appreciate a restaurant
that is easy to access and that has ample parking. Residents will also appreciate
reasonable prices and moderate portion sizes. Cozzie's will be an establishment that
has an outdoor space like no other and one that caters to all demographics (families,
couples, singles, younger, older, motorcycles, old car clubs, bicyclists, locals and
people visiting the area). The restaurant will have a reputation for consistent customer
service and scratch made food that goes above and beyond typical bar food. Cozzie's
will offer a great lunch that will cater to the many businesses and their employees in the
city of Hugo. Cozzies' will also be a great gathering place for families, friends,
businesses, special events and private parties. Sport leagues will be offered which will
create a community feel, along with the private party room as a place where guests can
gather to host their private events. A relaxed, friendly, cozy environment that caters to
everyone, all twelve months of the year.
4.3 Positioning
14
Cozzie's will position itself as the neighborhood bar and grill that is warm and
welcoming. A place where people can go for high quality consistent food and service.
A place where they might see a friend or two, a neighbor, or meet a whole new crew. A
casual establishment with great ambience and attention to detail that will also become a
destination establishment that people in surrounding communities will drive to
experience. Most importantly, it will be a place that offers an outdoor patio where
everyone has fun! A place to sit and relax while eating great food, watching a sporting
event on television, listening to live music or maybe playing a game or two of corn hole.
Cozzie's patio customers will feel as though they are hanging out in a friend's backyard,
yet they are being waited on and have access to delicious fresh bar food like no other!
Cozzie's will position itself and continue to strive to be the "go to" neighborhood bar
customers can always count on for the same great experience every time!
5.0 Position Strategy and Implementation
Cozzie's will position itself as the "go to" neighborhood bar that customers can
consistently count on for a warm and welcoming experience, where the bar food is like
no other and customers feel good about the prices and portion sizes. This is a crucial
factor in the Stillwater Market. Cozzie's will do this by developing a menu that uses
fresh ingredients and special thought out recipes to transform traditional bar food into
flavorful and unique items that customers will crave. An Executive Chef will be hired
along with a Sous Chef to ensure optimal and consistent food quality and consistency.
The owners will utilize their years of experience to create unique menu items that
customers will want to come back to again and again. Customers will enjoy the
welcoming and quant ambience of the bar with its classic decor. Cozzie's will stay true
to the traditional neighborhood bar feel of years ago. There will be nothing fancy about
Cozzie's, but that is why people will love it!
Cozzie's will hire experienced staff who care about the service they are provide to
others. The employees will be treated with a great deal of respect and rewarded for
their exceptional service. Each employee will be appreciated for their hard work and
"caring" attitude. Cozzie's will be proactive with employees by having regular staff
meetings and performance appraisals to both address areas of growth and to reward
employees for their hard work. Training will also be provided when necessary and will
utilize a "hands on" approach. The POS system will help to streamline the flow of the
restaurant to ensure efficient and consistent service to customers. As much as
realistically possible, one of the owners will be present to ensure the highest levels of
customer service is being provided on a daily basis. We not only want our owners but
our staff to have a vested interest in the success and reputation of Cozzie's.
5.1 Strengths
• Prime location with easy access from Highway 61
• Ample parking
• Beautiful setting on Egg Lake to create a unique setting
15
• Proven track record of similar fully operating existing business and success of
concept in the general area
• The city of Hugo is open to new development and is not currently saturated with
bars and restaurants
• Owner combined years of experience in the industry in both menu item creation,
customer service standards, and employee retention
• Consistent owner presence along with careful consideration in staffing in order to
offer unsurpassed service when compared to larger competitors
5.2 Weaknesses
Scheduling and retaining employees is always a challenge in the restaurant
business
Staying in budget is always challenging when building new. But our involvement
in the build out process and experience with this in the past is a positive.
5.3 Opportunities
• Continue to grow the patio business to attract more customers and build an even
stronger reputation by offering a great outdoor patio experience!
• Opportunity to be a community gathering place
• As Hugo continues to grow, the anticipation is that Cozzie's business will
continue to grow with the community
5.4 Threats
Any changes made to Highway 61
More restaurants and bars opening that could saturate the industry in that area
Being able to maintain profit margins while still providing customers with good
prices and solid portion sizes
5.5 Unique Selling Proposition (USP)
Cozzie's will offer exceptionally BETTER bar food at reasonable prices in a warm and
welcoming neighborhood bar atmosphere. The average check price is expected to be
$6 - $30 per person depending upon drink selection and quantity. Because of the
owner's experience with vendors, we will negotiate prices and use multiple vendors in
order to keep our food costs in check. We will also be able to use our buying power
because of owning multiple locations. We will also keep our prices in check by
meticulously monitoring the controllable expenses and keeping close eye on our
inventory each week through POS reports. The owners will work shifts as much as
possible to help keep labor costs down and to ensure the business is running smoothly
and efficiently.
5.6 Competitive Edge
Cozzie's competitive edge will be:
16
• It's cozy, welcoming, and warm neighborhood bar ambience
• Its accessible and visible location
• It's exceptional scratch made fresh bar food, competitive prices, and portion
sizes
• There will be one or two menu items that Cozzie's will become known for as and
that customers will crave!
• Its one of a kind outdoor patio space
• Its sport leagues which is a unique feature compared to other establishments.
• Its ability to host private parties and serve as a gather place in the community
• It's consistent customer service and food quality
Cozzie's believes that a business is not only as good as its product but the quality of the
staff as well. The staff will be a reflection of the owners and their values. A successful
business reflects the values, attitude, and work ethic from the top down. This will be the
business model utilized at Cozzie's. Cozzie's will hand select staff that reflect the same
values as the owners. The staff will be able to explain why they care about providing
consistent and friendly service at Cozzie's. This will be the essential mindset and
attitude of each employee.
5.7 Marketing Strategy, Promotion and Advertising Strategies
The owners of Cozzie's realize that the success of Cozzie's will have to be achieved by
doing more than serving exceptional bar food and providing consistent friendly service.
We will utilize a marketing plan to build customer traffic. At Cozzie's we will continually
strive to win more customers by staying true and consistent with our concept.
The following is a list of different marketing strategies, adverting and promotions that
Cozzie's will use and continue to use to grow the business.
• Social Media — Cozzie's will use Facebook, Twitter, and Instagram to introduce
Cozzie's to the community. Social media will also be used to promote specials
and display to the community the fun neighborhood feel that they do not want to
miss out on. Cozzie's will post pictures of the exceptional food, the friendly staff,
and patrons having a great time. Facebook will also be used to post specials,
promotions and upcoming events.
• Signage — Cozzie's will display a sign on the building that can easily be seen
from Highway 61 both in the daytime and the evening. Of course approved by
the city of Hugo. Cozzie's will also keep the original signs to maintain that
vintage feel. A lighted open sign will also be used and everything approved by
the city and planning commission.
• Website — Cozzie's will have a website that displays pictures of the
establishment, a history of the Bar and most importantly the menu. The website
will have our address and google map so that we can easily be found. The hours
will also be listed on the website. It must be very user friendly and functional.
• Donations and Sponsoring — Cozzie's will participate in local silent auction
donations and sponsoring special events to be part of the community and to get
the name out in the community.
• Hand Delivery — Hand out or email flyers and coupons to local businesses with
specials and promotions to get businesses in the door during the week
17
Loyalty Program — By investing in a POS system, Cozzie's will develop some
type of loyalty program. (i.e. lunch punch cards, senior discount cards ect...)
Word of Mouth — Cozzie's wants to create a buzz. The first few months of
operation are crucial. The owners must be present. We want customers to
come in feeling welcomed to a warm environment and leave telling friends and
family how they have to check out Cozzie's because the food is exceptional and
offered at competitive prices. CREATE BUZZ! We want customers to crave
certain food items and to love the ambience.
Promotions, Specials & Events — Cozzie's will have different promotions,
specials, and events each month.
o Cozzie's will create weekly and daily food specials that will create a buzz
over time and draw people in. We will create a "once it's gone, it's gone"
special to create a must have buzz!
o Cozzie's will be known for its great happy hours prices and specials —
promote this on social media
o Cozzie's will have special events held on the patio
■ Live Music on the patio
■ Possible events like a Pig roast
■ Smoked Rib specials
■ Corn hole and volleyball leagues and tournaments
■ Fish Fry
■ Prime rib dinners
■ Possible indoor/outdoor bingo
6.0 Sales
This section will be completed once the plan is approved, contract is signed and a deal
is in place to move forward.
7.0 Organizational and Management
7.1 Organizational Structure
Cozzie's expects to hire 25-50 employees. The owners will personally select each
candidate. They will use a standard interview process with each candidate. They will
also try to network within the community to find the right employees. Hiring an
employee with a great reputation and who has strong connections within the community
in order to bring more people through the doors would be ideal.
7.2 Management Team
The restaurant will be owned by Jenifer and Chris Cosgrove. Jenifer and Chris will
serve as the General Manager. The management team will consist of Font of House
I
Managers, Shift Leads, an Executive Chef, and Sous Chef. Cozzies will also employ an
Event Coordinator that will work closely with the owners to manage leagues,
promotions, and special events.
8.0 Financial Plan
The following sections outline our financial plan:
• Required Cost of Start-up
• Profit and Loss
• Cash Flow
• Balance Sheet
• Financial Ratios
• Hourly Labor Costs
• Food Costs
• Weekly Sales
8.1 Important Assumptions
• Meal Price Range from $5 - $30 depending upon if prime rib dinners and fish
fry's are offered. Overall, most items will be between $9 - $14 dollars
• Average Lunch Price $9-$12
• Average Dinner Price $10-$15 not including alcoholic drinks
• Happy Hour Prices same is Stillwater location
• The restaurant is comprised of 4800 square feet inside and plus a finished
outdoor space which will include a covered patio and paved patio
• The indoor dining room will be comprised of 118 seats plus a separate
party/event room that will accommodate up to 60 people. Cozzies will need
ample parking spaces to meet the needs of customers
• The restaurant will employ 40-50 employees
8.2 Start Up Costs
This section will also be completed once an agreement has been made and a contract
is in place to move forward.
8.3 Source and use of funds
8.4 Projected profit and loss
Appendix's
A. Menu
B. B. Site blue print preliminary plan
19
Draft
2018-2019
Hugo EDA
Economic Development Work Plan
5
7/31/2018
The mission of the Hugo Economic Development Authority (EDA) is to create a
thriving community with diverse jobs and tax base, brought about by specific emphasis on
business retention, business expansion, and business attraction.
1. Create an Infrastructure and Concept Plan for 165th Street and Highway 61.
2. Promote Downtown Development/Redevelopment Opportunities
3. Update the Hugo EDA Website
4. Create and Maintain a Business Resource List
5. Meet with Property Owners and Create an Inventory of Potential Development Sites
6. Explore Options for a Business Retention and Expansion Program
The purpose of this document is to serve as the Hugo EDA 2018 Economic Development
Strategic Plan with a planning horizon through 2019.
To assist in the EDA's discussion and to help achieve the goals and action steps identified within
this plan, a summary of the February 2017 group discussion from the 2040 Comprehensive Plan
Update is included as Attachment A.
1
Draft
7/31/2018
1. Conduct an Infrastructure Feasibility Study and Concept Plan for Business
Development Opportunities at 165th Street and Highway 61.
Action Step: Enter into a professional service agreement with WSB & Associates, Inc. to:
1) Identify potential end users of the created parcels to create appropriate sized parcels.
2) Prepare concept of roadway and lot layouts.
3) Review connectivity to adjacent roadways.
4) Review and make recommendations related to necessary roadway improvements
(internal and adjacent).
Action Step: Enter into a professional service agreement with Springstead Financial Advisors to:
1) Complete a business incentive analysis, (Tax Increment Financing and Tax
Abatement) for the proposed new industrial park development based upon maximum
allowable build -out.
2) Review the subsidy projections to the estimated cost of public improvements
attributable to the development parcel amount of capital investment required to fund the
necessary public improvements.
3) Outline the procedural process through which a potential economic development
project could access public assistance.
4) Present to the City of Hugo staff, EDA and City Council an analysis and
projections.
Action Step: The EDA will review the WSB and Springstead findings and reports upon
completion and discuss options and plans on moving forward.
Deliverables: This infrastructure feasibility and concept plan will begin in the third quarter of
2018 and be completed by December 31, 2018.
Program Cost: $2,100 to be matched with $9,900 in grant funds from the Washington County
CDA.
2. Promote Downtown Develop ment/Redevelopment
Action Step: City staff with assistance from Washington County CDA staff will update
information (including traffic counts) to promote and market the City owned property by
advertising and presenting on a panel at the MN Real Estate Journal East Metro Development
Summit on July 27th 2018 in St. Paul.
Action Step: City staff, CDA staff and the Hugo EDA will utilize various marketing tools and
events to promote and advertise the available city owned land in the downtown. Goal of at least
2 ads in the Minnesota Real Estate Journal 2018 and 2 in 2019.
2
Draft
7/31/2018
Action Step: City staff with the assistance of CDA staff will coordinate promotional efforts and
attend the Minnesota Commercial Association of Realtors (MNCAR) Expo in Minneapolis in
October 2018 and 2019 to connect with site selectors and developers.
Action Step: City staff with the assistance of CDA staff will meet with and work with potential
developers and downtown surrounding property owners whenever possible to promote new
opportunities for business development and redevelopment along the Highway 61 corridor.
Deliverables: Property owner, developer and site selector meetings will be held beginning in
the third quarter of 2018 and will be ongoing. Promotional information and marketing materials
for the downtown area and available sites will be updated immediately and the maintaining of
these materials will be ongoing.
Action Step: Explore updating the 2013 downtown commercial area market study. City staff
will get cost estimates, develop a list of options and present information to the EDA for
consideration.
Deliverables: The Hugo EDA explore hiring a consultant to update/undertake a market study
and then report back to the EDA Board, City Council and other local community organizations.
The market study update will begin in 2019 or sooner contingent on available funding.
Program Cost: TBD
I Update the Hugo EDA Website
Action Step: City staff with the assistance of CDA staff will explore opportunities to update and
improve the Hugo EDA website. Updates to the EDA website will include maintaining a list of
commercial, industrial and residential projects that are in the planning process, under
construction and recently completed.
Action Step: City staff will showcase more economic development stories and business updates
on the EDA website as well as in the City's Newsletter.
Deliverables: Staff will explore options to update the EDA's web presence including,
considerations for a potential different web platform, adding an inventory of available land and
buildings, listing available business resources and developing a digital marketing plan and
materials {digital rollout} for business recruitment, expansions and retention. This will begin in
the third quarter of 2018 and will be ongoing. Recommendations will be provided to the EDA
members on a regular basis for discussion and input.
Program Costs: TBD
Draft
4. Create and Maintain a Business Resource List
7/31/2018
Action Step: The EDA will create and maintain a current list of state, county, city and other
resources to assist businesses with expansions and new development in the city. This business
resource list will be included on the EDA website.
Deliverables: The creation of the business resource list will begin immediately (third quarter of
2018) and will be maintained on an ongoing basis.
5. Meet with Property Owners/Keep an Inventory of Available Properties
Action Step: City staff with the assistance of CDA staff will meet with interested property
owners on an ongoing basis to determine the level of interest in selling, appropriate contact,
proposed timing, asking price, and any other relevant information that might be used for
planning purposes and directing future inquiries.
Action Step: City staff with the assistance of CDA staff will partner with commercial realtors,
building owners and businesses to be a resource whenever possible to identify commercial and
industrial land development/redevelopment opportunities. An inventory of available properties
and vacant buildings will be maintained to attract new businesses and promote higher building
occupancy.
Deliverables: The EDA will be updated at regularly scheduled meetings on the progress and
outcomes of the meetings with property owners, developers and site selectors. This will begin in
the third quarter of 2018 and will be ongoing.
6. Explore Options for a B, R&E Visitation Program
Action Step: The City and CDA staff will research and explore options for a business retention
and expansion program. City staff with the assistance of CDA staff will evaluate costs, timing,
create a business survey and discuss the potential interview process and overall program
operations. Recommendations will be brought to the EDA for consideration, input and
discussion.
Action Step: The Hugo EDA will explore developing a business appreciation certificate
program to recognize, show our appreciation and highlight local businesses and employers on a
quarterly basis at regularly scheduled EDA Board meetings.
Deliverables: City staff will be providing options to EDA for discussion and consideration. This
will begin in the second quarter of 2019.
Program Costs: TBD
2
Draft 7/31/2018
7. Discussion Item (Reaffirm the EDA's structure, mission, vision, staffing)
Action Step: City staff with the assistance of CDA staff will compare and contrast other local
EDA's for the Board's discussion purposes to review and reaffirm the Hugo EDA for future
planning as it relates to organizational structure, budget, staffing and operational aspects of the
Hugo EDA.
Deliverables: This will begin in the first quarter of 2019 and be ongoing.
Draft
7/31/2018
Attachment A
2040 Hugo Comprehensive Plan
Strengths, Opportunities, Weaknesses,
Stand -in -the -Way Group Discussion
11
,—. CITY OF
5
EST. 1908
Comprehensive Plan Update 2040
Council & Commission Kickoff Meeting
February 27, 2017 Meeting Summary
Meeting Attendees
Tom Weidt — Mayor
Joe Hoyle — EDA
Becky Petryk — City Council
Phil Klein — City Council
Bronwen Kleissler — Planning Commission
Cindy Petty — EDA
Mike Gallivan — EDA
Mike Miron - City Council
Scott Arcand — Planning Commission
Chantell Knauss — Planning Commission
Cathy Moore-Arcand — Parks Commission
Ranell Tennyson — Parks Commission
David Strub — Parks Commission
Nicole Schmid — Parks Commission
Cynthia Schoonover — Historical Commission
Andrew Tjernlund, new PC member - did not attend, sent replies via email.
fW-w
CITY C]F
Comprehensive Plan Update 2040
EST. 1908
Small Group Discussion—Responses
Objective: To identify strengths and weaknesses in the current Hugo 2030 Comprehensive
Plan.
What are Hugo's greatest strengths? What makes the City a great place to live? Please
list at least 5 things you think make Hugo great. (Strengths can refer to the community,
the people, public facilities, natural resources, character, governance, etc.)
Large Group Discussion
• Great community members*
o Strong support network
o Welcoming
o Small town feel
o Generational "Deep Roots"
• Beautiful landscape, lots of open space*
• Great location*
• Great schools*
• Wonderful parks*
• On cutting edge of water conservation, re -use
• Collaborative community with other cities, school districts, and agencies*
• Low taxes for area*
• Strong community leadership, great staff, honest people
• Diversity of housing types
o allow people to stay in Hugo as they age
o Something for everyone (rural, urban)
• Functional government
• Safe
• Business Friendly
• Lots of open land
*Multiple groups said the same thing.
Individual Responses
a. Proximity to Metro; Diversity of housing opportunities for residents; Surplus of
lightly developed and publicly owned land (die is not cast); Low property taxes;
Unknown brand outside of NE suburbs (where's Hugo?); Established appealing
niche communities (equestrian, orchards, greenhouse, snowmobiles).
b. Functioning city council; Mahtomedi school district; Natural resources; Neighbors
c. WBL School District is great; Lots of parks for the kids; Lots of programs for kids and
families to get involved in; Country Living close to the city.
d. Safe; Solid Leadership, Open space/trails; peaceful.
Council/Commission Kickoff Meeting &oma_
February 27, 2017 LL�II�l►
2
,-. CITY OF
fComprehensive Plan Update 2040
EST. 1906
e. Diversity — of people, interests, landscape; Staff — cooperative nature, Futuristic view
f. Strong leadership at City Hall; City Council that works well together; A comm that
has good variety in house/age of; It's a rural comm — love driving in on Frenchman
Rd — corn fields on rt.
g. Smart reasonable leadership at City Hall — Dedicated City Employees; Clean,
comfortable, well -cared for environment; Friendly, welcoming neighbors; Great
Parks, beautiful ag environment, great trails.
h. Community support (Food Shelf, Tornado Clean up, etc.); Water abundance;
Location to major cities/venues; Open space — rural areas; Family Oriented (church,
school, parks).
i. Multiple types of housing — condo to farmland; Ability to stay living in Hugo until
you die if you want; Location to the downtown of St. Paul/Mpls areas; Governance
is pretty good — anyone is welcome at meetings; Lots of natural areas
j. Rural feel/small town feel; Great community members; Industry; Beautiful; Water;
Parks — Hanifl, Oak Park; Natural resources; Collaborative; Community; GND —
Community Feel.
k. Working together with our committees; Very updated city management team; Very
commuter school district; Strong influence on future development; Strong business
association.
I. The people — still feel connection, many have lived here over 40 years, their children
live here, etc.; still has a rural small town atmosphere; close to the cities; Low taxes
— good staff, hardworking, honest residents; We have a nice growing base of stores
& services.
m. Community members, very welcoming; small town/rural; Beautiful; School district;
Geoformically, Parks — Irish; Low taxes/Honest, good people; Good Governance;
Water conservation; Life cycle housing; Multiple housing types.
n. Competent/Strong Leadership; Geographical location to major city/open space;
Good variety in housing, small town feel; Community support (Food Shelf,
Tornado); Schools, parks, churches.
o. School Districts; Neighbors; Natural Resources; Functional Government; Staff;
Multiple types of housing; Life Cycle Housing; Location to Metro.
Council/Commission Kickoff Meeting CITY OF
February 27, 2017 4HUGO
-•r'- 3
,-. CITY OF
f p
Comprehensive Plan Update 2040
EST i9os p
2. What are Hugo's weaknesses? Where does Hugo fall short from your perspective? What
is missing that could better reflect the community vision?
Large Group Discussion
• Low availability of services
• City identity*
o Schools
o Recognition of the City— Where's Hugo
o Promotion of City
• Downtown*
o TH 61
• No entertainment/ destinations4Boring*
• No large group meeting locations / event space
• Transportation options are limited
o No metro mobility
o No busses
• Diversity
• Need Hotel
• Need more commercial and industrial
• Weak Roads
• Scattered development
• Limited freeway access off TH 61
*Multiple groups said the same thing.
Individual Responses
a. Scattered zoning based on actual early development of city; Limited freeway
and highway access outside of 61; Un -compelling downtown; Lack of
destination attractions; Some fairly basic amenities not near many Hugo
residents (pharmacy, restaurants, major retailer).
b. No nightlife; lack of restaurants
c. Silly but a Target or Walmart, 10 miles each way for these; Community center;
Still several dirt roads
d. School identity; Dining; Hwy 61 development; shopping
e. Well roundedness — restaurants; Cohesiveness — 4 school districts not drawn
together
f. Boring — friend said; Don't have restaurants/coffee shops on Hwy 51; Don't have
property developed.
g. The "downtown" draw
h. Local transportation within Hugo; more commercial development
Council/Commission Kickoff Meeting &oma_
February 27, 2017 LL�II�l►
4
,-. CITY OF
fComprehensive Plan Update 2040
EST. 1906
i. Gathering spots for large group meetings; Diversity of culture; Baseball area for
Hugo teams (or sport areas at all); Better variety of places to eat; Walkability
from old downtown is missing; Hwy 61 is a mess — not inviting.
j. Downtown (I think currently quaint — spruced up); Too Rural?; Diversity
k. Road planning and updating of the roads; more emphasis on Business moving
to Hugo; Improvements Hwy 61; Up-to-date fire protection
I. Work to help small businesses start, grow & thrive; More people to help fund
parks & development of fields, etc.;
m. Roads; Downtown/Encourage small business to thrive & grow; More retail;
Industrial Park/Technology/Office space; Diversity, not very diverse;
Improvements — Bus Service, more promotional; Availability of Services
n. Dining, retail, entertainment; Hotel facility (professional & wedding venues);
Destination; Commercial & light industrial development; Boring
o. Lacks Plays, Restaurants; Large group meeting locations; Diversity of Culture;
Hwy 61; Transportation
Council/Commission Kickoff Meeting &oma_
February 27, 2017 LL�II�l►
5
,-. CITY OF
5
EST. 196
Comprehensive Plan Update 2040
3. What are the greatest opportunities in the community? What things do we do well
already, but could do better? What areas do we fall short in that we could be better at?
Where are the greatest opportunities for the community?
Large Group Discussion
• Water conservation
• Trail connections
• Redevelopment
• Transportation connections
• Developing an identity for the fractured school districts, growing schools*
• Economic Development
• Community gathering spaces*
• Embrace proximity to Twin Cities
• Connect with nearby communities to take advantage mutual amenities such as
equestrian & snowmobile trails
• Connect urban and rural residents
• Availability of land
• Weaknesses are opportunities
o Hwy 61 development
o Schools
o Services
• Take advantage of business association
• Diversity of housing types
• Changing work styles may allow more people to work from home / remotely.
Opportunity to develop as a tech center
• Create brand for Hugo
• Make Hugo a destination
*Multiple groups said the same thing.
Individual Responses
a. Indirectly Create an image/brand (using those words loosely) for Hugo from the
relatively blank slate it has to make it a destination for certain businesses or
residents; (Compare one's image, good or bad, of Lake Elmo, WB, North Oaks and
the lack thereof for Hugo); Embrace geographic proximity to the Twin Cities and
add amenities that make Hugo a destination (e.g. Free to build Tesla charging
station off Victor Hugo since there are none between Minneapolis and Hinckley);
Further streamline city administration and zoning to minimize property taxes for
Council/Commission Kickoff Meeting r CITY OF
February 27, 2017 I HUGO
6
,-. CITY OF
fComprehensive Plan Update 2040
EST. 1906
residents (eg., Rural residential vs typical residential); Cater to our existing niche
groups already established in the city and nearby cities to make Hugo a hub for
these groups.
b. Good trails, could be better connected; Connect rural/urban neighborhoods
c. We have land which draws people here; We have great schools
d. Hwy 61 "Downtown"
e. Planning; Parks/Activities
f. Bring in business that the City wants
g. Building a downtown destination — restaurants, etc.; Linking trails (continue);
PARKS, multiuse (Irish Ave)
h. Continue our water conservation efforts; expand into energy and recycling
i. Community events could be increased; We could probably use a middle school; We
could do better utilizing partnerships among businesses (or older population &
younger population); Diversity
j. Amount of land available for development; Lions Park/Irish Park; Housing;
Hugo/tour de Hugo Event
k. Family; Great Activities throughout the year; Parks & Land use
I. We have a well-educated, connected community, hardworking
m. Hard working; Above average income; New elementary school; Amount of land;
Hugo Business Association; Affordable Housing; More promotional — draw people
here
n. Water conservation, energy & recycling; More trail connections; Transportation
corridor opportunities; Redevelopment
o. Economic development, Community "Gathering" space; Several school districts but
no community link; Connect rural and urban neighborhoods; School Growth
Council/Commission Kickoff Meeting CITY OF
February 27, 2017 H TGO
i1VVll� 7
,-. CITY OF
5
EST i9os
Comprehensive Plan Update 2040
4. What things stand in the way of achieving the opportunities or maintaining our
strengths? What threatens the community or city from achieving their goals?
Large Group Discussion
• Lack of Funding*
• Trunk Hwy 61 Widening
• No LGA Funding
• Fear of change
• Transportation Routes
• Keep transparency
• The "squeeze"
o Hugo is in the middle of developed communities
o Other community actions reflect on perceptions of the community
• Rely on other communities
• Availability of natural resources
• May not be able to control the market to meet Met Council's requirement for
affordable housing.
*Multiple groups said the same thing.
Individual Responses
a. All things to all people approach leaves Hugo only somewhat compelling a number
of residents and potential residents (e.g. not rural nor suburban, some heavy
industrial with some million dollar homes, etc.); Significant growth chokes up
highway 61 making traffic and issue for residents and businesses; Hugo gets a
associates with some undesirable traits and development slows in approved areas;
Zoning does not reflect modern needs of business (e.g. Too light industrial and too
much retail, or vice versa); No flagship developments occur to spur reactionary
further developments.
b. Lack of resources to develop parks and trails
c. Lack of funds to keep up with road maintenance and future expansion; No real
shopping areas to keep residents here, we have to leave to get everything we need.
d. No comments written.
e. Squeeze — 35F FL WBL; Speed & Position
f. Cost; Lack of community involvement
g. $-> opportunities; Fear of change
h. Need to emphasize openness and transparency
i. People to organize the opportunity
j. Resources/Money; Hwy 61
k. No comments written
Council/Commission Kickoff Meeting &oma_
February 27, 2017 LL�II�l►
8
CITY C)F
EST. 1908 Comprehensive Plan Update 2040
I. Development of downtown
m. No comments written
n. Freeway interchanges out; $$; Emphasize transparency & openness; fear of change
o. No comments written.
Council/Commission Kickoff Meeting &oma_
February 27, 2017 LLv�Iltl►
9
Business Resources
City of Hugo
State of MN Programs
Minnesota Investment Fund — Is a loan program through the Minnesota Department of
Employment and Economic Development to provide loans to assist expanding
businesses. Must meet minimum criteria for private investment, number of jobs created or
retained, and wages paid.
https: //mn.gov/deed/business/financing-business/deed-programs/mif/
Job Creation Fund — The Job Creation Fund provides financial incentives to new and
expanding businesses that meet certain job creation and capital investment targets.
Companies deemed eligible to participate may receive up to $1 million for creating or
retaining high -paying jobs and for constructing or renovating facilities or making other
property improvements. In some cases, companies may receive awards of up to $2 million.
https://mn.gov/deed/business/financing-business/deed-programs/mn jcf/
Small Business Development Loan - The Minnesota Innovation Loans for Entrepreneurs
(MILE) program provides interest-free loans to early stage businesses developing or
producing high-tech products or services in Minnesota. This program is an initiative of the
Minnesota Investment Fund.
https: //mn.gov/deed/business/financing-business/deed-programs/mile/
Minnesota Job Skills Partnership - Program focuses on providing training for both new
and existing employees of participating businesses. Businesses must partner with an
accredited Minnesota educational institution. Grants up to $400,000 are awarded to
educational institution to develop and deliver training specific to the business needs.
https: / /nm.gov/deed/business/financing-business/training-grant/partnership/
Minnesota Data Center Sales Tax Incentive - For companies that build data or network
operation centers of at least 25,000 square feet and invest $30 million in the first four years
qualify for tax breaks. Qualifying projects receive sales tax exemptions for 20 years on
computers and servers, cooling and energy equipment, energy use and software.
https: / /mn.gov/deed/business/financing-business/tax-credits/data-center-credit/
Minnesota Capital Equipment Sales Tax Exemption - If a business buys or leases
qualifying capital equipment for use in Minnesota, businesses are eligible for an exemption
or a refund of state and local sales or use tax paid. The purchaser must use the machinery
primarily for manufacturing, fabricating, mining, or refining tangible personal property.
http: / /www.revenue. state. mn.us/businesses/ sut/Pages/ Qualifying_For_CE_Refund. aspx
Brownfields & Contamination Clean -Up Grant - The Contamination Cleanup and
Investigation Grant Program helps communities pay for assessing and cleaning up
contaminated sites for private or public redevelopment. Grants pay up to 75 percent of the
costs to investigate
https: / /mn.gov/deed/government/financial-assistance/cleanup/contamination.j sp
Redevelopment Grant Program - Helps communities with the costs of redeveloping
blighted industrial, residential, or commercial sites and putting land back into productive
use.
https://mn.gov/deed/govemment/financial-
assistance/ cleanup /redevelopmentgrantprogram.j sp
Washington County Programs
Open to Business — The Open to Business Program is offered to entrepreneurs and residents
of Washington County by the Washington County CDA and can provide to your business:
• Loans for both new/emerging and second-stage/growing businesses
• Acquisition financing for real estate
• Assistance with business plans, financial projections, and loan applications
• Technical assistance with all aspects of business operations
https: //washingtoncountycda.org/economic-development/open-to-business/
Tax Abatement - For projects meeting certain criteria the Washington County Board of
Commissioners may consider property tax abatement. To be considered, the business must
complete an application with all information requested and must be accompanied by a letter
of support of resolution approved by the local municipality in which the project will be
located. A copy of the City's approved application may be accepted by the County.
City of Hugo Programs
Tax Increment Financing - For projects meeting certain criteria, the City of Hugo may
consider tax increment financing (TIF). To determine if a specific project is eligible
applicants should contact the Hugo Community Director and complete the City's TIF
Application.
Tax Abatement - For projects meeting certain criteria the City of Hugo may consider
economic development property tax abatement. To be considered the business should
contact the Hugo Community Development Director and complete an application with all
information requested, which can be found here or at the bottom of the page.
Other Citv Resources
The City of Hugo does not require parkland dedication for commercial and industrial
development.
The City of Hugo does not charge sewer trunk charges for redevelopment sites in
downtown.
The City of Hugo is a one stop shop for commercial and industrial development as it is the
Local Governing Unit for the Rice Creek Watershed District.
Other Resources/Programs
Connexus Energy/Great River Energy - Great River Energy offers an Energy Efficient
Equipment Fund (E3 Fund) which provides a low-interest loan to cover the costs of
acquisition and installation of energy efficient equipment. Loans from $100,000 up to
$350,000 will be considered with an interest rate determined by energy savings achieved.
The maximum maturity is 10 years based upon the useful life of the equipment. A minimum
of 10 percent owner -equity is required.
http: //econdev.greatriverenergy.com/assistance-programs/p/item/ 1 /gre-programs
Business Incentive and Sustainability Rider - Commercial and Industrial customers either
new or existing customers with new or additional load of 350kW or greater are eligible to
receive a 40% electric demand rate reduction for 3 years. To determine eligibility, contact
Ryan Bruers, 612-803-7289 Xcel Energy.
https: //www.economicdevelopment.xcelenergy.com/programs/Minnesota/Business-
Incentive-and-Sustainability-Rider
Property Assessed Clean Energy (PACE) Financing - Helps businesses, nonprofit, multi-
family housing and more in making their building energy efficient or add renewable
energy. Provides low-cost long-term financing. As a result, there is less a reliance on credit
and the assessment stays with the property instead of the owner.
https://www.co.washington.mn.us/2462/Clean-Energy-Financing --- PACE
Agenda Number: 6
CITY OF HUGO COMMUNITY
DEVELOPMENT DEPARTMENT
MEMORANDOM
TO: Bryan Bear, City Administrator
FROM: Pierre Giguere, Community Development Intern
SUBJECT: Appointing Alternate Economic Development Authority (EDA) Commission
Members
DATE: August 14, 2018, for the EDA Meeting of August 20, 2018
1. BACKGROUND:
The purpose of this report is to propose the use of alternate members on the EDA Commission.
Within this commission, a quorum of at least four members is required to allow the EDA to have
a meeting and take action items. Through the use of alternate commission members, the EDA can
achieve a quorum even when members are absent. At their August 6, 2018 meeting, the City
Council discussed the use of alternate members on all Hugo commissions, including the EDA. The
City Council directed staff to evaluate what is required to all alternate members on commissions.
2. COMMISSION ORGANIZATION:
The EDA Commission is to consist of seven members. Members include City officials, business
representatives, and local citizens.
The EDA meets every third Tuesday of the month and makes recommendations to the City
Council in relation to economic development. These recommendations include the economic
development decisions, business retention and expansion, and support of local businesses within
Hugo. All members are appointed by the City Council and serve a six-year term.
3. ALTERNATE EDA BOARD MEMBERS:
It is acknowledged that commission members are volunteers and may be absent from time to
time due to various reasons. However, the commission must still be able to perform its duties
with the absence of members. This can be made possible through the use of alternate commission
members.
The idea is that the alternate member would be fully prepared for the meeting and attend all the
regular meetings. In the event there is an absence of a member of the EDA, the alternate
Alternate EDA Commission Members
Pg. 2
commissioner will be present to temporarily fill the position. This alternate member will assume
all powers held by a member including the ability to place votes.
4. RECOMMENDATIONS:
Currently, the use of alternate members is not mentioned within the EDA Commission bylaws.
Staff has recommend that the EDA approve the resolution revising the EDA bylaws to allow
alternate members
5. ATTACHMENTS:
• Draft Resolution
• Drafted amendment EDA bylaws
RESOLUTION 2018-1
A RESOLUTION OF THE ECONOMIC DEVELOPMENT AUTHORITY OF
THE CITY OF HUGO
FOR AND AMENDMENT TO THE EDA BYLAWS TO ALLOW ALTERNATE
MEMBERS
WHEREAS, the City of Hugo Economic Development Authority has bylaws that outline
procedures, meetings, and membership of the Authority;
WHEREAS, the City of Hugo Economic Development Authority has the right to amend
its by-laws by resolution;
WHEREAS, the City of Hugo Economic Development Authority has the desire to allow
alternate members to the Authority under specific circumstances,
WHEREAS, City of Hugo Economic Development Authority has amended the by-laws
to including the following:
Section 9. Alternate Members. The Authority may appoint alternate
members to fill in for members that are absent during the scheduled or special
meetings. The alternate members shall be prepared to attend all meetings. In
the event that a member is absent, the alternate shall temporarily fill the
absence and exercise all powers of the Authority, including voting. The
alternate members shall be appointed by the City Council and shall be
appointed to a three-year term.
NOW, THEREFORE, BE IT HEREBY RESOLVED BY THE BOARD OF
COMMISSIONERS OF THE ECONOMIC DEVELOPMENT AUTHORITY OF THE
CITY OF HUGO, MINNESOTA, that it should and hereby adopts this resolution
amending the City of Hugo Economic Development Authority by-laws.
WHEREUPON, a vote being taken upon the motion, the following members voted in
favor:
The following voted against:
Resolution 2018-1
Page 2
ADOPTED by the Economic Development Authority this 21st day of August 21, 2018
Tom Weidt
President, Hugo EDA
ATTEST:
Bryan Bear
Executive Director, Hugo EDA
BYLAWS OF THE ECONOMIC DEVELOPMENT AUTHORITY
OF THE CITY OF HUGO, MINNESOTA
ARTICLE I - THE AUTHORITY
Section 1. Name of Authority. The name of the Authority shall be the
"Economic Development Authority of the City of Hugo, Minnesota" (which may
sometimes be referred to as the "EDA" or the "Authority"), and its governing body shall
be called the Board of Commissioners (the "Board"). The Board shall be the body
responsible for the general governance of the Authority and shall conduct its official
business at meetings thereof.
Section 2. Seal ofAuthority. The Authority shall have an official seal, as
required by Minnesota Statutes, Section 469.096, Subdivision 1.
Section 3. Office of Authority. The offices of the Authority shall be the
Hugo City Hall.
ARTICLE II - OFFICERS
Section 1. Officers. The officers ofthe Authority shall be a President, a Vice -
President, a Treasurer, an Assistant Treasurer and a Secretary. The President, the Vice -
President and the Treasurer shall be members ofthe Board and shall be elected annually,
and no Commissioner may be both President and Vice -President simultaneously. The
Assistant Treasurer and the Secretary need not be members ofthe Board.
Section 2. President. The President shall preside at all meetings ofthe Board.
Except as otherwise authorized by resolution of the Board, the President and the
Secretary (the Vice -President, in the Secretary's absence or incapacity) shall sign all
contracts, deeds and other instruments made or executed by the Authority, except that all
checks ofthe Authority shall be signed by the Treasurer and Assistant Treasurer. At each
meeting the President shall submit such recommendations and information as he or she
may consider proper concerning the business, affairs, and policies ofthe Authority.
Section 3. Vice -President. The Vice -President shall perform the duties ofthe
President in the absence or incapacity ofthe President; and in case ofthe resignation or
death ofthe President, the Vice -President shall perform such duties as are imposed on the
President until such time as the Board shall select a new President.
Section 4. Secrerga. The Secretary shall keep minutes ofall meetings ofthe
Board and shall maintain all records ofthe Authority. The Secretary shall also have such
additional duties and responsibilities as the Board may from time to time and by
resolution prescribe.
Section 5. Treasurer. The Treasurer shall have the care and custody of all
funds ofthe Authority and shall deposit the same in the name ofthe Authority in such
bank or banks as the Board may select. The Treasurer and Assistant Treasurer shall sign
all orders and checks for the payment of money and shall pay out and disburse such
moneys under the direction of the Board. The Treasurer shall keep regular books of
accounts showing receipts and expenditures and shall render to the Board, at least
annually (or more often when requested), an account of such transactions and also ofthe
financial condition ofthe Authority. The Assistant Treasurer shall act as the Treasurer's
agent and assistant to perform the above-described duties, subject to the Treasurer's
approval thereof.
Section 6. Additional Duties. The officers of the Authority shall perform
such other duties and functions as may from time to time be required by the Board or the
bylaws or rules and regulations of the Authority.
Section 7. Vacancies. Should the office of President, Vice -President,
Treasurer, Assistant Treasurer or Secretary become vacant, the Board shall elect a
successor at the next regular meeting, or at a special meeting called for such purpose, and
such election shall be for the unexpired term of said officer.
Section 8. Additional Personnel. The Board may from time to time employ
such personnel as it deems necessary to exercise its powers, duties, and functions. The
selection and compensation of such personnel shall be determined by the Board.
Section 9. Alternate Members. The Authority may appoint alternate members
to fill in for members that are absent during the scheduled or special meetings. The
alternate members shall be prepared to attend all meetings. In the event that a
member is absent, the alternate shall temporarily fill the absence and exercise all
powers of the Authority, including voting. The alternate members shall be appointed
by the City Council and shall be appointed to a three-year term.
ARTICLE III - MEETINGS
Section 1. Regular Meetings. The regular meetings ofthe Board shall occur
according to a meeting schedule, if any, adopted or revised from time to time by
resolution of the Board.
Section 2. Special Meetings. Special meetings ofthe Board may be called by
the President or any two members of the Board for the purpose of transacting any
business designated in the call. The call for a special meeting may be delivered at any
time prior to the time of the proposed meeting to each member of the Board or may be
mailed to the business or home address of each member ofthe Board at least two (2) days
prior to the date of such special meeting. At such special meeting no business shall be
considered other than as designated in the call, but if at least four members ofthe Board
are present at a special meeting, any and all business may be transacted at such special
meeting. Notice of any special meeting shall be posted and/or published as may be
required by law.
Section 3. Quorum. The powers of the Authority shall be vested in the
Board. Four Commissioners shall constitute a quorum for the purpose ofconducting the
business and exercising the powers of the Authority and for all other purposes, but a
smaller number may adjourn from time to time until a quorum is obtained. When a
quorum is in attendance, action may be taken by the Board upon a vote of a majority of
the Commissioners present.
Section 4. Order of Business. At the regular meetings ofthe Board the
following shall be the order of business:
I . Roll call.
2. Approval of the minutes of previous meeting.
3. Bills and communications.
4. Reports.
5. Unfinished business.
6. New business.
7. Adjournment.
All resolutions shall be written or transcribed and shall be retained in the j ournal
of the proceedings maintained by the Secretary.
Section 5. Adoption of Resolutions. Resolutions of the Board shall be
deemed adopted if approved by not less than a simple majority of all Commissioners
present, unless a different requirement for adoption is prescribed bylaw. Resolutions
may but need not be read aloud prior to vote taken thereon and may but need not be
executed after passage.
Section 6. Rules of Order. The meetings ofthe Board shall be governed by
the most recent edition of Robert's Rules of Order.
ARTICLE IV - MISCELLANEOUS
Section 1. Amendments to Bylaws. The bylaws ofthe Authority shall be
amended only by resolution approved by at least four ofthe members ofthe Board.
Section 2. Fiscal Year. The fiscal year ofthe Authority shall coincide with
the fiscal year of the City of Hugo, Minnesota.
Adopted on , 2004.