St. Paul Housing & Redevelopment Authority Focuses on Downtown Revitalization Strategy Amidst Budget Constraints

The St. Paul Housing & Redevelopment Authority convened to discuss initiatives, with a primary focus on the city’s downtown revitalization strategy. This effort aims to address economic development through strategic partnerships and innovative projects, despite challenges posed by budget reductions and lingering effects from the COVID-19 pandemic.

03:37The Deputy Mayor presented the downtown revitalization strategy, underscoring its critical role in the city’s economic development. The strategy is structured into three main priorities: converting underutilized office spaces into housing, investing in pedestrian-oriented streetscape improvements, and advancing strategic redevelopment opportunities. The Deputy Mayor highlighted the importance of partnerships, particularly with the Saint Paul Downtown Alliance, in achieving these goals. The Alliance is instrumental in recruiting new employers, attracting investments, and creating a positive downtown experience. She emphasized the mission to maintain a vibrant, economically successful, safe, and attractive downtown as a collaborative effort involving businesses, nonprofits, government entities, residents, and entrepreneurs.

She introduced a framework for categorizing the city’s efforts into four types: top initiatives, essential services, strategic innovative projects, and resource drains labeled as “vampires.” This categorization aids in prioritizing efforts and allocating resources effectively. The Deputy Mayor noted the need to occasionally decline certain projects to ensure a focus on top priorities, such as public safety and downtown revitalization.

12:06The presentation also addressed community safety, approached cross-departmentally, including initiatives to address root causes of violence and improve quality of life. This involves both objective conditions like crime rates and subjective perceptions of safety. A leadership group, consisting of several directors, oversees revitalization efforts, focusing on increasing visitors, attracting businesses, and improving public spaces.

53:44Specific initiatives were discussed, such as the property risk management task force. This task force was formed in response to concerns over failing properties managed by Madison Equities. Efforts to leverage city assets were highlighted, including a space needs analysis to enhance redevelopment partnerships downtown.

18:04The meeting further explored the city’s return-to-work policy, implemented on April 1st, which mandates at least three days in the office for city employees. While most employees had never worked remotely due to their roles, there was recognition that hybrid work arrangements are likely to remain. Balancing the need for employees to return with the flexibility experienced during the pandemic was emphasized, as was the urgency of having employees back in the office to maintain competitiveness as an employer.

21:39Discussions extended to the issuance of requests for proposals (RFPs) and developer selections concerning city assets. The aim is to strategically utilize public assets to support a joint public-private strategy. An example is the annex building, currently non-revenue generating and incurring maintenance costs, with a proposal to convert it into residential space. A space needs analysis will explore potential relocations of city employees and maximize the value of city assets.

25:51Public realm improvements were also a focus, with investments in infrastructure and beautification efforts in downtown Saint Paul. The public realm work group is tasked with enhancing the downtown experience for residents, workers, and visitors through actions like sidewalk improvements and replacing trash cans and trees, funded by one-time budget investments. The activation of public spaces, including wayfinding signage, is another area of focus.

29:04A discussion emerged regarding business retention and attraction, particularly following recent business closures. Negative news about closures spreads rapidly, overshadowing new openings. This includes regular check-ins to identify issues faced by business owners, whether related to public safety or permits. The aim is to streamline city engagement with business owners, improving relationship management and providing necessary resources.

Challenges in implementing this outreach program were acknowledged, especially with limited resources for city staff. Assigning a dedicated city representative to each business was seen as beneficial but difficult to achieve with current staffing levels. The need for increased personnel and coordination across departments was emphasized to ensure effective service delivery to businesses.

58:22The meeting concluded with a discussion on the Housing Trust Fund. Established seven to eight years ago as a long-term resource for housing needs, the fund allows for flexible support, adapting to changing economic conditions. Initial investments came from the Loan Enterprise Fund and the STAR Fund, with additional investments through bonds and World Trade Center parking revenues, totaling around $21 million. Current investments are primarily from the World Trade Center parking fund, with a projected investment of $562,000 for 2025.

The Housing Trust Fund has supported various programs, including down payment assistance and family housing pilots. However, concerns were raised about its long-term sustainability, particularly with decreasing World Trade Center parking revenues. Commissioners expressed interest in exploring recommendations to maintain and grow the fund’s impact.

Note: This meeting summary was generated by AI, which can occasionally misspell names, misattribute actions, and state inaccuracies. This summary is intended to be a starting point and you should review the meeting record linked above before acting on anything you read. If we got something wrong, let us know. We’re working every day to improve our process in pursuit of universal local government transparency.

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