Two-term Grand Mayor Jay Arrowsmith DeCoux is attempting to win a third two-year term. While he had no opposition in the last mayoral race, this time he faces Ray Pederson, who is new to politics.
Both agreed to answer some questions for the Cook County News- Herald. Following are their replies.
First, please tell us a little bit about yourself. Where did you grow up? Your career, family, children, hobbies, etc. And why you are running for mayor or city council?
.Jay Arrowsmith DeCoux: I came to the area nearly 10 years ago to be a guide in the Boundary Waters. Since then I have worked several jobs culminating in owning two businesses in the city and have served on a wide variety of boards and associations both local and regional.
I owe a great deal to my wonderful partner and wife Rose and to my son Ennis, who keeps us both on our toes. I can usually be found at the bike shop, running with the cross-country team, or otherwise outside enjoying whatever weather we have at that moment.
.Ray Pederson: I grew up on Maple Hill, graduating from Cook County High School in 1974 and moved to town at age 18. I worked for the Minnesota Department of Transportation for 27 years where I was supervisor. I also owned and operated Pederson Disposal for 14 years. My oldest son Jess is an industrial engineer in Michigan. Barry co-owns Pederson Disposal. Cory works for Homeland Security at the Grand Portage border while Joey works construction here in the county. John is the technology coordinator for Lutsen Mountains and is also the front house manager for Papa Charlie’s. Sue, my partner, works as a cook at North Shore Health.
I decided to run for mayor because I think it’s about time I give something back to this place I have long called my home.
Do you feel Grand Marais has strong, consistent planning and zoning laws? Should they be updated?
.Pederson: No, we don’t have consistent planning and zoning in the city. The whole program needs to be looked at and updated.
.Arrowsmith DeCoux: The community polling that the city has done in the past three years has resulted in a Comprehensive Plan that I believe reflects a very accurate (but no document can be 100 percent accurate) summary of what people in Grand Marais desire their community to be.
With that said, I do not believe that the City Code reflects this community vision and I believe that it has not aged well from 1977 when the bulk of it was written. In short, I believe it is time to readdress city ordinances et. al.
The city of Duluth allows 60 Airbnbs. Do you think Grand Marais should place a limit on Airbnbs?
.Arrowsmith DeCoux: Putting a limit on vacation rentals seems to be a very subjective practice, but one that many communities have felt the need to put in place. I would recommend identifying where the community would be okay with vacation rentals existing and then modifying the zoning ordinance to allow it as a conditional or approved use so that we can allow for commercial activities where the community sees that it is appropriate while protecting our limited housing supply.
.Pederson:We need to take a look at what other cities are doing and learn from them. I know in New York Airbnbs took housing away from the long-term rental market and drove up the price of rents. Owners of Airbnbs don’t pay commercial property taxes or hotel taxes. We need to find a way to make it fair for hotel owners and fair to the public as well as the owners of these Airbnbs. I need to learn more about them to give a complete answer.
The city and county have joined to make a heavy push to promote tourism in the area. Meanwhile, little has been done to attract new businesses. Some cities and towns encourage local business growth by granting special loans and offering tax incentives to entice new businesses to come to their community. Do you see any way to broaden and diversify our business base?
.Arrowsmith DeCoux: I believe that we can use the inertia created by our destination reputation to attract business and people who work remotely (through our broadband connection). It seems to me that most of the businesses here in Grand Marais have grown slowly over a long period of time and have evolved to meet the community’s needs/fill specific niches in the community. This is part of what makes our local businesses more resilient and I value that greatly. At present I believe we have a bigger concern with our housing than attracting new business, however.
.Pederson: I am all for new business coming to Grand Marais. We definitely need to broaden and diversify our business base. Currently more than 80 percent of our revenue comes from tourist-based businesses. That’s fine as long as the economy is strong. What happens though, when the economy goes downhill and the tourists don’t show up here in vast numbers? That’s a big reason to reach out to people who might move a business here that would be a good fit for our area. Maybe we could give them tax incentives for awhile, or offer land in the business park. I’m not sure how to go about that, but I would reach out to people who know more than I do for answers and solutions.
In light of declining revenue at Gunflint Hills golf course, should the city keep it and run it? Or hire an outside firm to manage it? Or sell it?
Pederson: I don’t want the city to go in partnership with the county or the EDA on the Gunflint Hills golf course. I would like to form a golf course board and give the people who do the grounds keeping the training they need to keep the course playable and in good shape. I think we need to hire a financial manager who is also good at promoting to run the business side. I also think we need to finance the course properly for about two years and then let the course pay for itself. That’s what they do in Two Harbors and in Silver Bay.
.Arrowsmith DeCoux: It is the city’s plan to continue to operate the Gunflint Hills golf course as a golf course. There will be significant conversations throughout the fall/winter to weigh options of hiring a new superintendent or to find a contractor to provide service for the 2019 season. There are many things that the course can do to improve its finances, but we will continue to watch the course and any decision to change the plan with that property will have to come from the community first.
Should the city pay more than it now does for the upkeep at the YMCA? Should the city pay anything at all for the Y?
.Arrowsmith DeCoux: I believe that the city has a responsibility to assist in the costs of the YMCA for no other reason than we said we would in the initial contract. I believe that the community values the YMCA and wishes it to succeed. With that said, there is a perception that city residents are getting double taxed on the cost of the YMCA and there are serious concerns about the YMCA’s budget/income balance. There will be in-depth conversations regarding the YMCA joint powers agreement this fall and I intend to bring these items up so that a sustainable, mutual agreement can be drafted.
.Pederson: Until we can get an actual accounting of what the city and the county actually pay to support the YMCA, I don’t think we should give them anything at all. I’m not against the YMCA, but does anyone know what the actual costs are? It’s hard to budget when you don’t know how much to budget for.
Should the city build a new town hall/ office center in a different location or should the city update the building it now has and remain put?
.Pederson: If the city hall is in as bad of shape as I have been told, then maybe it’s time to build a new one, but not up on the hill where the maintenance garage is. A new city hall should go in the business park and the land on the hill not used by the maintenance garage should be sold and put back on the taxes. I also don’t want to see the liquor store moved. It’s in a great location and should stay there.
.Arrowsmith DeCoux: This is truly up to the community to tell us. I see the tradeoffs as being very simple, but the decision to be more complicated. We could stay in our current facility, which doesn’t meet our needs, and have to invest a smaller amount every year for upkeep understanding that a catastrophic failure of the roof, foundation, plumbing, or heating systems could be right around the corner, which would result in a much larger expense. Or we could plan for a facility that could house our operations and other community agency’s operations, be up to date with technology, be energy-efficient, and be located in a place that is easier to get to, but understand that it will cost more.
What do you see as the city’s biggest need?
.Arrowsmith DeCoux: Right now I believe that the city needs to be innovative in creating solutions to our housing problem while seeking ways to promote economical stability for our residents either through educational opportunities, job training, and/or policy work that enables residents to be successful here. Some of these are actionable by the council, some can only be done by the community itself, and some will be done through partnerships of the city with other organizations. I believe that we can make great strides toward this goal though.
.Pederson: As far as city government, we need to strive for transparency and accountability.
As far as our future, we need to find ways to keep our young people living here. That of course entails having jobs here that pay a livable wage. We won’t have a housing problem if the young people that stay and live in the community get paid enough to buy a house. Right now, we don’t have that, and most of our young people leave because they can’t afford to live here. That needs to be addressed.
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