The meeting’s central topic was the in-depth discussion of a cohesive strategic plan aimed at aligning the EDA’s efforts with New Ulm’s comprehensive city plans. Representatives from Better City delivered a virtual presentation, despite connectivity issues, providing an overview of the strategic plan’s goals. They emphasized the necessity of clear role delineation among the EDA, city council, and staff, advocating for a two-way communication loop to adapt to evolving needs effectively. Entrepreneurship, resilience, and community identity were identified as core values driving the EDA’s mission. Participants generally supported the proposed mission and vision statements, aligning with the community’s aspirations.

A critical aspect of the strategic discussion was the recommendation for the EDA to focus on strategic oversight, leaving program execution to staff members. This distinction was emphasized to prevent board members from becoming entangled in operational details, allowing them to concentrate on broader strategic goals. The necessity of clear communication among organizations such as the EDA and the chamber was reiterated to ensure business inquiries are handled under a “no wrong door” policy.

Housing emerged as a significant topic of concern, with discussions praising progress in the home building ecosystem and the ongoing demand for affordable housing. The EDA was encouraged to adopt a strategic and catalytic role in housing development, focusing on infill development and rehabilitation of existing structures to enhance property values without straining infrastructure. The conversation supported a data-driven approach to decision-making.

Delving into community identity and branding, the meeting acknowledged a misalignment in how New Ulm perceives and communicates its identity. A cohesive message focusing on the community’s strengths was suggested, potentially leveraging New Ulm’s German heritage as a central theme. The need for a unified branding strategy was highlighted, aiming for consistency across communications to strengthen the community’s identity and enhance collaboration among the EDA, chamber, and other stakeholders.

In conjunction with branding efforts, the meeting explored the development of a unified economic development logo to represent local partnerships. This strategic focus on concentrating efforts on initiatives was recognized as a vital component for success.

The potential development of a downtown hotel was another focal point, regarded as a catalyst for local businesses, tourism enhancement, and new property taxes. The need for collaboration among community stakeholders was underscored to advance this initiative. This discussion segued into concerns about the broader economic landscape in New Ulm, where a gradual decline in manufacturing jobs was noted. The EDA was urged to prepare for an economic inflection point, supporting entrepreneurship and scaling businesses to fill the gap left by declining manufacturing sectors.

Workforce development was also a issue, with discussions highlighting the impact of technological changes on traditional jobs. Adapting educational programs to align with evolving job requirements was emphasized, with particular attention to establishing a Career and Technical Education (CTE) center. The importance of connecting with local businesses to ensure relevant workforce training was stressed.

The meeting also addressed the current status of local businesses and city efforts to support new ventures, with recognition of positive changes in the downtown area. Structured outreach was identified as essential to prevent overlap in business visits. A pivot towards “economic gardening” was noted, focusing on nurturing existing businesses that have proven viability and the potential to expand, thus bringing new revenue into the community.

Tourism discussions acknowledged current successes in attracting visitors but raised concerns about the capacity of local hospitality services. The need for an upgraded hotel to accommodate growing tourism demands was identified, with suggestions for a feasibility study to explore potential developments. Collaboration among local organizations was deemed essential to enhance tourism initiatives and attract larger events.

Financially, the meeting reviewed the 2025 audited annual financial report, presenting a positive outlook with no compliance issues or deficiencies. The sale of Garden Terrace and rental properties impacted revenue and expenses, representing a change for the EDA’s financial outlook. The meeting concluded with an inquiry into the Westridge Place daycare facility by a graduate architecture student, highlighting interest in architectural solutions for childcare.