A primary discussion revolved around the hotel renovation project. Participants considered transforming the current hotel into a more appealing venue for families by incorporating amenities like game rooms and pools. The suggestion of affiliating with a recognized brand, such as Best Western, was raised as a possible solution to improve the hotel’s marketability. Concerns were voiced about the current state of the hotel, with rooms reportedly smaller than competitors, potentially impacting profitability. The neighboring restaurant’s impending sale was highlighted as a factor that might restrict access to the hotel, complicating future development plans.

Further deliberations focused on the ongoing hotel study. The study suggested positioning a new hotel near major roads and retail areas, favoring midscale brands to attract visitors. The discussion also touched on the logistics of co-developing a hotel and restaurant as a more economically viable option compared to separate constructions. Concerns about land costs and construction expenses were voiced, particularly regarding prime locations near existing businesses. The need for communication with current hotel owners was emphasized, as the study had yet to engage them, raising concerns about progress and collaboration.

The EDA also reviewed two advertising proposals to promote Zumbrota. One proposal involved distributing 500,000 ads over four months, focusing on increasing business and traffic, particularly for visitors interested in local attractions like the bridge. This campaign was projected to cost around $4,000, aligning with the EDA’s remaining annual budget. The second proposal, from local company Tulip Tree, involved developing a targeted Facebook and Instagram strategy for $5,400, running through December. Members noted Tulip Tree’s collaborative approach with the EDA and its tailored strategy as potentially more beneficial than a generic billboard campaign.

Participants discussed the importance of integrating these advertising efforts with the city’s existing marketing resources, such as the city website. Emphasis was placed on referencing the website in all advertising, with a focus on upcoming events like the Cover Bridge Festival. There was a consensus that any external marketing company should work alongside the city’s marketing representative to ensure alignment and leverage existing knowledge.

The meeting also covered the Keller Bartman apartments project, which had encountered delays. Participants noted a lack of updates regarding the developer’s plans, with concerns about meeting grant requirements for construction initiation. Similar concerns were raised about the local bank’s ATM and drive-thru services, with logistical challenges and associated costs discussed.

Additionally, a grant proposal submission to Compier for funding to replace meeting room microphones was addressed. The proposal aimed to improve audio quality during meetings, with an estimated cost of $13,000. Hopes were expressed that the grant would cover most of the expenses.

Infrastructure grant applications were also discussed, with a focus on affordable housing. Participants exchanged insights on collaborative efforts among local organizations to leverage state funding opportunities. An example of successful patio-style homes in the region was mentioned. The need for affordable housing was underscored, with discussions about local builder Bigalow Homes’ initiative to construct homes under $400,000 as a step toward addressing housing shortages.