Quarterly Newsletter 7th Edition - July 2015

What does home in Carlisle look like to you?

Do you prefer the small town Carlisle of 30 or 40 years ago, where everyone knew each other, businesses were locally-owned, most folks worked in town, kids walked safely to school and you could walk safely in your neighborhood and to local shops? Choices of what to do on the weekend involved school ac-tivities, grilling in the backyard, or taking the occasional trip to Des Moines. And, perhaps taxes were lower, but there was not a local police or fire station, swimming pool, or plan to save the downtown buildings.

Or maybe you long for the small town, safe community, with more national chain conveniences like a drive through for sandwiches, more options for shop-ping local and more activities for kids and adults. Perhaps you prefer more places to shop in town like Fareway, True Value Hardware, O’Reilly’s Auto Parts, and other companies that bring jobs and more out-of-town shoppers and dollars to Carlisle, so you can work in town for a living wage. Maybe you want more options on housing that bring new residents and taxes to the city to fund the department of safety, the library, the pool and local recreational activities. And, maybe you want city leaders who use a minimum of tax payer money, combined with large dollars from grants, to bring exceptional bike and walking trails, safe crossings for schools kids, upgrades to downtown buildings, and economic development that attracts businesses that employs residents and, over time, creates a richer tax base for our school system, streets, sidewalks, and more.

We have plenty of people in town who will argue the virtues of each vision of Carlisle. Truth is, nothing stays the same. Organizations, businesses and cities are ei-ther growing or dying. That is the bottom line, and either way, the bills have to be paid. If you look around the state of Iowa, it is easy to recognize the cities and communities that grow. Growing cities have more people involved in help-ing with the cost of expenses and services for the community.

Mayor Ruth Randleman is passionate about the city of Carlisle. Over the past 10 years, she, along with the members of the City staff and the City Council, the Warren County Supervisors, Warren County Economic Development Cor-poration, countless businesses owners, and dedicated citizens and volunteers, have rolled up their sleeves and gone to work to keep Carlisle on the growing, not dying, side in order to keep the city strong so businesses can prosper and people who live here can participate in a comfortable quality of life.

They’ve done their homework, looked at their options and planted and cared for seeds that are now beginning to bear the fruits of their efforts resulting in big benefits for local tax payers and residents for years to come.

Mayor Randleman says, “We want Carlisle to continue to be a place where more and more people want to call home. Managing the city budget is much the same as managing your own household budget. We balance income from taxes with expenses. Sometimes the state legislators throw a wrench into the works, costs are increased in an area we cannot control, we must create a competitive package for a new hire or unexpected and unplanned expenses show up. We make adjustments and are conscientious about the services we provide and the dollars it takes to support those services.

“I think of it as similar to the family budget when the car unexpectedly need

In this issue:

1. Creating Carlisle’s Vision 1. Tasty Changes on School Street 2. Carlisle Chamber Making a Difference 3. Aquatic Center Celebrates 10 Years 3. WCEDC Announces Executive Director 4. Summer Reading Program - Super Success

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Creating Carlisle’s Vision by Shannon Godwin & Barbara Rasko

Back Alley Smokehouse took over the first floor of their building and in record time turned a beauty salon into the full service Smokehouse dining area with a custom bar, more than tripling their capaci-ty. Combined with their already famous BBQ, the recent improvements and a stocked bar make Back Alley Smokehouse a full-service, destination BBQ restaurant.

La Villa Mexican Restaurant, opening in September, looks to be an upscale Mexi-can dining experience. Significant work is going into the re-model of the space. If the food and ser-vice are on par with the amount of work and res-toration going on within the building, La Villa should be a popular attraction in the Carlisle area.

Tasty Changes on School Street by Shannon Godwin

cityhall@carlisleiowa.org www.carlisleiowa.org

195 N. First St. Carlisle, IA 50047

515-989-3224

Carlisle City Hall

Continued on page 4

When Barbara Rasko assumed the position of Executive Director of the Carlisle Chamber of Commerce two years ago, she saw a need for providing improved services to the business community at large.

“I think the biggest challenge when I started two years ago was convincing our governing board that we (the cham-ber) were bigger than they thought”, stated Barb Rasko. “I wanted them to treat the chamber and the board like they treat their own businesses and position the chamber for growth and bigger things.”

As the Des Moines metropolitan area grows, suburban communities on the south side will be impacted with population growth and the need for local jobs. The Carlisle Chamber is working with local business leaders and coun-ty resources like the Warren County Economic Development Corporation and the Greater Des Moines Part-nership to continue to improve the business environment in Carlisle.

“As a Chamber of Commerce we try to provide value to the local business community.” Barb continues, “There is so much to be gained by local business owners getting to-gether and sharing their experi-ences and doing business with each other. Buying local starts with our business community, store front, independent con-tractors, arts and local farmers working together.

“Building an interactive commu-nity of business owners and citizens involves give and take. For that reason, the Chamber has continued the tradition of creating activities and fundrais-ing events designed to provide our generous business leaders opportunities to work in the community and to bring Carlisle families to these events. The best advertising for our local businesses is one-on-one interaction and for the most part, these events are extremely low cost to our members and provide exposure that money can’t buy.

“In the last several months, we’ve made administrative updates such as

Clearer list of benefits for our members

Recruited a committed, enthusiastic and active board of directors

Updated our accounting processes to better track line item budget with yearly spot checks

Updated our by-laws

Increased board orientation, risk management and directors insurances to educate and protect the board

Brought in informative business building programs and more networking opportunities which has increased attendance at monthly meetings

Continued the strong chamber bucks program

Distributed welcome packets to promote our members to new residents, teachers and staff

Worked through the process of creating a new Cham-ber logo and branding

“In addition, we’re also reaching out to visitors and Carlisle families with several different activities such as bringing bus tours (and buyers) to town, sponsoring an Easter egg hunt, PumpkinFest (October 25) and a Light Up Carlisle Winter Car-nival (December 12th). We also sponsored a babysitting clinic for 5th Graders and promoted a “Mad Scientists Camp” for kids which was wildly successful.”

Scott James, President of the Chamber’s Board of Directors adds, “We’re continuing to make forward strides in regards to promoting and growing business in Carlisle. We just finished the new “Shop Local” monument sign to provide visibility for downtown busi-nesses and we’ve received a generous donation of the build-ing on the corner of School and Garfield Street which will be our new Chamber office.

“Our goal is to continue to provide value to our business

members, increase their participation within the chamber and provide a positive impact on the community in general while promoting growth within and around the Carlisle community.”

Chamber membership is open to anyone in the communi-ty, and yearly membership dues for individuals, non-profits, area farmers and independent contractors such as home-party businesses and artists is $100 a year. Basic membership for businesses is $300 a year and all mem-berships include lunch at the monthly Chamber meetings. To learn more about membership, contact Barbara at BRasko@carlisleiachamber.org.

Carlisle Chamber of Commerce Making a Difference by Shannon Godwin

Newsletter - Page 2

After serving three months as Interim Director, Hollie Askey has

been named Executive Director of WCEDC, where she was

Director of Operations from 2011-2015. A native of Red Oak,

Iowa, Askey’s career includes being manager of LA Weight

Loss Center and Bally Total Fitness in Tampa, Florida, owner

of Ashton Personal Fitness Center in Clearwater, Florida, and

host of her own fitness segments on Tampa Bay’s “Fitness on

Demand”.

In 2008, Askey sold her business and

moved back to the Midwest to be

closer to her family. She took a

position with the Montgomery County

Family Y.M.C.A. in Red Oak as the

Marketing Director. She then served

as a Loan Specialist with the USDA

Rural Development agency, working

with rural communities on projects to

improve infrastructure, public safety,

health care and education through

federal loan and grant making. It was at the USDA Rural

Development agency that Hollie discovered her passion for

Economic Development.

Askey graduated from the Heartland Economic Development

Course in 2012, is currently enrolled in the Oklahoma

University Economic Development Institute, and is scheduled to

graduate in 2016 with her Bachelors of Science degree in

Business Administration with a minor in legal studies.

Askey has been instrumental in bringing in new businesses to

Carlisle as well as assisting existing businesses in their expan-

sion and growth projects.

“The future of Warren County is incredibly bright, stated Ms.

Askey. “As we continue to develop, we become more known in

Iowa as a part of the Des Moines metro. Warren County will

always have its own identity due to its history and uniqueness,

but we can certainly only gain from being included in the metro

when it comes to things like site selection, industrial and retail

recruitment efforts, and tourism.

“Right now Warren County, including Carlisle, has the most

available, developable land anywhere in the central Iowa region

with direct highway and interstate access.

“We are also aggressive when it comes to being competitive

and fighting for the projects and companies we want to locate

or expand here. With all of these tools in our toolbox, I see

nothing but phenomenal growth in the future. In terms of

WCEDC's future, the organization has been in a continual

pattern of upward motion for the last 4 years.

“Looking at our portfolio of projects and current caseload, I see

no reason for this to change in the next five years.

WCEDC has a connected, progressive, supportive

and aggressive board of directors, which is the key

Continued on page 4 Newsletter - Page 3

Warren County Economic Development Corporation Names Executive Director By Shannon Godwin

This year marked the 10th anniversary of the Carlisle Aquatic Center. As with any undertaking of this size and expense, the Aquatic Center project garnered its fair share of propo-nents as well as detractors. In the end, City leaders were able to find grants and other sources of revenue to cover over 45% of the construction costs, helping the project move forward.

“This facility has been a fantastic addition to our com-munity”, stated Ron-da Frost, Aquatic Center Director. “This was only my first year at the Aquatic Center and I’ve been overwhelmed with the amount of compliments I’ve received from parents and day-care providers.”

The Aquatic Center hasn’t changed their fees in several years. Daily admission is only $3.00 with a Family Season Pass at $106. The city also provides private rentals pending availability of staff and lifeguards. “This summer we were booked every weekend for private rentals”, Frost adds.

With a background in management training and business experience from Marriott Corporation, Frost manages the Aquatic Center like a business with a focus on public service.

Frost continues, “If you only have four swimmers in the pool, there’s an argument that we should close the Aquatic Center, but I’ve never been to a hotel or restaurant that took the after-noon off because they didn’t have enough customers. Consistency with operating hours, quality of service and staff training are important to building a sustainable business and a satisfied customer base.

“This summer we provided swimming lessons to over 150 children in 8 two-week sessions. Each year the kids are ex-cited to show us their stronger swimming skills and our lifeguards (who teach swimming lessons) take pride in the progress of their little swimmers.

“Between concessions and lifeguard duties the Aquatic Center provides about 30 part time jobs over the summer. It’s rewarding to teach teens about responsibility and taking ownership and we get a chance to do that here at the Aquatic Center.

“Before I could start I had to take classes and pass a test to become a CPO (certified pool operator). In addition to the training I rely on the technical talents of Dave Sigmund and Steve Obraza with the city. They have been excellent to work with and have been a great resource with regards to pool management and maintenance.

“Just like city parks, shelter houses, playgrounds and libraries the Aquatic Center is an amenity that helps make Carlisle a better place to live, work and play. If everything works out, I would love to come back next year and apply many of the lessons learned this year. It’s my goal to keep the Aquatic Center as efficient as possible so it will continue to be a pop-ular summertime destination in Carlisle for years to come.”

Lifeguard Jordan Greenwood

and Director Ronda Frost

Aquatic Center Celebrates 10 Years by Shannon Godwin

For two months over the summer, the Public Library sponsors a summer reading program for all ages. This sum-mer’s theme was ‘Every Hero has a Story’. The program provided library patrons, of all ages, fun incentives to keep reading and discover all the library has to offer during the summer months.

The program was especially targeted towards school aged children to prevent the ‘summer slide’ of reading develop-ment progress made during the school year. Library staff partners with the school to provide some of the titles on their recommended reading lists for each grade.

The summer reading program is funded, for the most part, with a grant from the local General Mills plant with additional funding from Goodhue-Nolte Insurance, etc Graphics and Avondale Vet Clinic. Subway generously donated free kids meals, the Blank Park Zoo gave free admission passes as it does every year and Fareway donated prizes to those who found the hidden mascot each week.

“Thanks to the help of our sponsors and our families, the Library provided entertainment for 1,525 children and family members and 85 teens”, stated Stacy Goodhue, Library Di-rector. She continues, “The reading program saw record par-ticipation with 607 children reading 2,220 books and 1,810 hours read. We also had 111 teens read 140 hours and 183 adults read 95 hours. We also gave away 431 books, hun-dreds of free food coupons and free tickets from our spon-sors.

“Thank you to everyone who helped make our summer reading program such a huge success!”

Summer Reading Program a Super Success by Stacy Goodhue

to success in economic development.”

Askey concludes, “Right now I'd say our biggest challenges are

the fact that we have so much going on, and never enough time

in the day to reach every opportunity that needs our attention.

We have enough work to do for 10 full time employees and

we’re making it happen with 2-4 people.

“Our challenge for development is nothing unique to us, but

rather a small issue throughout all of central Iowa right now;

the cost of land and new build.

“The metro has grown so much lately, and has such a healthy

economy that it has driven costs and pricing up over the last

few years. It can sometimes be a small challenge when trying

to recruit a national chain store coming from an area with very

affordable development costs. I think we can work on this

though, and for any current land owners willing to sell for a

decent, or below market rate price.. please contact us, because

we can probably have a sale and project on your land

immediately!”

Currently Hollie and the WCEDC are working on projects

county wide which will result in an additional

$70,000,000 injection to the local economy over

the next four years.

Askey continued from page 3

repairs, someone is laid off from their job or there is an emer-gency hospital stay or when gas, tuition and egg prices in-crease. It’s upsetting and frustrating, and even scary, but we study the numbers, work together to figure things out, make adjustments and go forward.

“We work hard to find additional streams of income for projects through grants, such as the $3 million bike trail project that taps only $200,000 of local tax dollars. We set aside money each year for growth, in order to attract new businesses that will create jobs and involve more people sharing the tax burden.

“Zero growth in a community like ours is more costly to the city than investing in new growth. Communities in a negative downward spiral still have to pay their bills but they rely on fewer businesses and residents in their tax base.

“To be competitive, Carlisle must stand out and differentiate ourselves form our neighbors. We compete with other southern suburbs to provide a quality community capable of attracting families and businesses. We pride ourselves as the Natural Choice and offer many outdoor recreational opportuni-ties with our diverse environment not available in larger metro-politan areas. Amenities like an aquatic center, parks, trails and community libraries cannot be taken for granted. These are important quality of life incentives that make our communi-ty a great place to live and work, which will, in time, attract developers and businesses to Carlisle.

“We’ve worked hard to position Carlisle for growth. We now see proposals each week from prospects who view our location, with the By-Pass and Highway 5, as highly desirable. Our high-quality school system is also a tremendous asset. We look good in the characteristics considered by Business Insiders 2014 Best Suburbs in America: Commute time, Median household income, housing affordability, low crime rates and quality schools. There is also an intangible factor and that is livability which includes things like amenities, demographics, economy and education, according to Top 100 Best Places to Live by livability.com.”

Randleman continues, “We are aware of the data so when we make decisions we’re considering the implications for the next five and ten years into the future. In addition, we’ve done our own survey so we could better understand what is important to our residents.

“The walkability audit, funded with a free grant, helped us understand the importance of making our community accessi-ble for our current residents and for future residents. Safe sidewalks are important for residents of all ages, and walking through our neighborhoods helps preserve the small town feel that we all love.

“Overall, I’m excited about where we are now and what the future holds. Creating a thriving community doesn’t happen by accident. It takes forethought and years of planning to get where you want to be, and then, of course, you can’t stop there. You have to keep thinking forward every day. A lot of thoughtful preparation has been going into the decisions we make. I promise you, our leaders do not just think about what color to paint the fire engine!

“Every day we’re thinking about how to make Carlisle the Natural Choice for families, for employers and visitors today and in the future.”

Carlisle Vision continued from page 1

Newsletter - Page 4