FAIRMONT– The Fairmont Economic Development Authority (FEDA) on Monday continued its strategic planning discussion and spent the most time talking about housing.

At its May meeting, the board had asked Economic Development Coordinator, Ned Koppen, to flush out more priorities and on Tuesday Board Member Jon Omvig seemed to want more information, specifically where housing development and re-development were concerned.

“I tread a little lightly on the housing. I think it is absolutely one of the absolute, greatest needs that we have, but we do have an HRA (Housing Redevelopment Authority). I feel like… this group prioritizes it but we kind of support them first and then step in when we’re able,” Koppen said.

Omvig agreed with that and Koppen pointed out that FEDA, the HRA and the Martin County EDA have been working more closely together recently.

“HRA is the housing board and redevelopment, but as part of our strategy, should the strategy be coordinate our enabling resolution as appropriate with HRA and develop that joint strategy?” Omvig asked.

Koppen said he believed they were headed into that direction but that it was up to the HRA whether it wants to tweak its enabling resolution.

“In summary, our strategy for new housing development should be to… support HRA as appropriate,” Omvig said.

Community Development Director, Pat Oman, said that right now the enabling resolution for the HRA is to manage multi-family dwellings and help build infrastructure for multi-family dwellings.

“I would suggest the default for the EDA is anything the HRA is not doing,” Oman said.

Board Member Britney Kawecki said that she feels the EDA and HRA are in the same position as they have been in and that she hasn’t seen growth or new housing opportunities.

“Looking back over the last four years, what are the priorities? It’s housing, it’s daycare, it’s jobs,” Kawecki said. “In order to get to jobs we need to have housing and daycare so what are our priorities?”

Omvig acknowledged a desire not to step on the HRA’s toes, but said that the HRA would concentrate its efforts on building and maintaining public housing.

“Then we’re not stepping on their toes and if housing’s a big one (priority) then we need to go full steam ahead with housing under our umbrella. If we keep pushing it back to HRA, and HRA’s not going to do it, we end up with no housing,” Omvig said.

Koppen brought up the newly established Local Housing Trust Fund and said that he and Oman are zeroing in on what the criteria is for the funds and what efforts need to be addressed and that they are different than that of the HRA’s.

He also pointed out that the list of priorities is a “living document” and can change as new projects and priorities are identified.

“Personally, what I would like to see out of the strategy, is the general framework and some defined metrics or goals that we’re trying to achieve so that at the end of the year we can look at it and say, ‘okay, we identified EDA and HRA roles, check…,'” Omvig said.

Kawecki agreed and said, “I’d like to be able to see some results as to how we’re moving forward on these goals and these priorities and I don’t even know if it should be a year. At six months… we should be able to reassess and see where we’re at.”

However, Board Member Jay Maynard, who like Kawecki is also on the Fairmont City Council, said, “to me this document is an overall goal setting document. I think putting specific projects and specific project goals in here would be a mistake because it would needlessly restrict what we actually go out and do.”

He added that the board doesn’t need to be micromanaging Koppen.

Omvig was in agreement with that statement and said they didn’t need to be so specific with the goals, but could call for five, 10 or 15 units rehabbed when it comes to housing development.

“I think we need to have a target in mind,” Omvig said.

Kawecki said she thought the whole purpose of the FEDA board was to have an outcome.

“I feel like, this is my fifth or six meeting and I feel like we come here every month and really don’t talk about a whole lot and we’re not discussing a whole lot of measurable goals,” Kawecki said.

Maynard said he didn’t want to be so specific with the goals.

“Putting a specific goal in place is not something that belongs in a strategic plan. Develop housing, sure… but as soon as you said, ‘develop five units,’ okay but then if you develop four does that mean we’ve failed?” Maynard asked.

Omvig said if there’s a metric they can better see what’s working and what’s not.

Koppen listened to the feedback and said he would put in the same amount of effort whether very specific or loose goals were set.

“I rely on you guys to collaborate and make suggestions on areas of work and how we go about it and I appreciate it. What I would ask from you guys is if you strongly think we need metric or goals, over the next month shoot me an email, stop in, give me a call and let me know and I’ll incorporate it,” Koppen said.

After a half hour of discussion, the board opted to continue the discussion at a later date as only four of the seven board members were present.