IEDC Agenda - 11/01/2022AGENDA
INDUSTRIAL & ECONOMIC DEVELOPMENT COMMITTEE (IEDC)
Tuesday, November 01, 2022
7:00 a.m. at Monticello Community Center
Participants who choose to attend remotely may join via Microsoft Teams:
Click here to join meeting; Teams
Members: Chairperson Liz Calpas, Vice Chairperson Sarah Kortmansky, Joni Pawelk, Bill Fair, Darek
Vetsch, Kevin Steffensmeier, Steve Johnson, Wayne Elam, Luke Dahlheimer, Don
Roberts, Andrew Tapper, Randy Skarphol, Eric Olson, Kathleen Massmann
Liaisons: Rachel Leonard, Angela Schumann, Jim Thares, Marcy Anderson, Jolene Foss, Dave
Tombers, Tim Zipoy
1. Call to Order
2. Approve Minutes:
a. September 27, 2022, meeting minutes
3. Consideration of Adding Items to the Agenda
4. 2022 Manufacturing Appreciation Breakfast— Follow Up Critique -Discussion
5. Table Topic — 2022 Regional CEDS Update and Discussion
6. Reports (Verbal Reports):
a. Economic Development
• Prospects List
• Next Meeting Reminder— Date: December 6, 2022
b. Planning Commission
c. City Council
d. Wright County Economic Development Partnership (WCEDP)
e. Chamber of Commerce
7. Adjournment (B:OOam)
MINUTES (Draft)
INDUSTRIAL & ECONOMIC DEVELOPMENT COMMITTEE (IEDC)
Tuesday, September 27, 2022 — 7:00 a.m.
Monticello Community Center, North Mississippi Room
Participants who chose to attend remotely joined via Microsoft Teams.
Members Present: Chairperson Liz Calpas, Vice Chairperson Sarah Kortmansky, Bill Fair, Dareck
Vetsch, Steve Johnson, Randy Skarphol, Eric Olson, Kathleen Massmann, Luke
Dahlheimer, Andrew Tapper
Liaisons Present: Rachel Leonard, Jim Thares, Marcy Anderson
Staff Present: Angela Schumann, Steve Grittman (NAC), Hayden Stensgard, Vicki Leerhoff
1. Call to Order
Vice -Chairperson Sarah Kortmansky called the meeting to order at 7:00 a.m.
2. Approve Minutes:
RANDY SKARPHOL MOVED TO APPROVE THE AUGUST 2, 2022, REGULAR MEETING MINUTES.
MOTION SECONDED BY KATHLEEN MASSMANN. MOTION CARRIED UNANIMOUSLY.
3. Consideration of Adding Items to the Agenda
No additional items were added.
4. Table Topic — Industrial Zoning Ordinance Amendment Discussion
Community Development Director Angela Schumann provided an overview of the agenda item to
the IEDC and the public. The proposed changes to the ordinance are in a response to the limited
industrial land within the City of Monticello, as well as the imminent decommissioning of the
Monticello Nuclear Generating Plant in the future. The goal is to promote employment and tax
base to help prepare for that decommissioning. The IEDC had the opportunity to review these
proposed changes and provide questions and comments before they went to the Planning
Commission for Public Haring on October 4, 2022.
City Planner Steve Grittman walked the IEDC and the public through the proposed ordinance
amendments.
Andrew Tapper asked about the aesthetic changes to the ordinance and how exterior finishes will
be regulated. Mr. Grittman clarified that the current code requires 15% brick or stone on the
fagade of a building, and that the surrounding materials would be reviewed to meet the
standards of the ordinance, not exceed it.
Dareck Vetsch asked how the ordinance would work with unique building finishes, he used
Masonite as an example. Ms. Schumann clarified that part of the purpose of the ordinance is to
establish minimum standards for site development.
5. 2022 Manufacturing Appreciation Breakfast
Mr. Thares noted the speaker for the upcoming October 13, 2022, Manufacturing Recognition
Breakfast is St. Cloud State Economist and Dean of Public Affairs, King Banaian. Ms. Leerhoff
provided an update on the caterer, flowers, Save the Date email and the printed invitations.
6. Reports (Verbal Reports):
a. Economic Development
• Project List
Mr. Thares provided an overview of the project list to the IEDC and the public.
Suburban Manufacturing has started construction of their 21,000 square feet
expansion. Mr. Thares also provided a brief update on the development process
for Wiha Tools. The TIF district has been established and the financing portion of
the development is nearing completion.
b. Planning Commission Agenda (attached)
Ms. Schuman provided an overview of the upcoming Planning Commission meeting to the
IEDC and the public.
c. City Council
Ms. Schumann provided an overview of the recent City Council meeting, noting that the
City Council adopted a preliminary HRA and levy. They also approved the release of a
request for proposals for architectural designs for the new public works facility.
d. Wright County Economic Development Partnership
Mr. Thares gave an overview of the materials and update provided by the WCEDP Director
Jolene Foss.
e. Chamber of Commerce
Marcy Anderson, Chamber of Commerce Director, highlighted candidate forum on
October 17th at 6:00 p.m. Erik Therwanger, founder & author of Think GREAT, will be the
guest speaker at the Chamber meeting October 18th, 2022. Business After Hours this
month will be hosted by Nordic Brew Pub on October 12th, 2022. Downtown Trick or
Treating will be held on Thursday, October 27th, 2022.
Mr. Thares noted the next meeting will be November 1, 2022, and there is no meeting in October due to
the Manufacturers' Recognition Breakfast event.
7. Adjournment
LUKE DAHLHEIMER MOVED TO ADJOURN THE REGULAR MEETING OF THE MONTICELLO IEDC.
RANDY SKARPHOL SECONDED THE MOTION. MOTINO CARRIED UNANIMOUSLY, MEETING
/_uAD1:1►"_TIff:1i11:1_wu1
IEDC Agenda: 11 /01 /22
5. Consideration of 2022 CEDS Update (JT)
A. REFERENCE AND BACKGROUND
The four county (Wright, Sherburne, Stearns and Benton) Region 7W CEDS (Comprehensive
Economic Development Strategy) document is required to be updated every five years. The
current Region 7W CEDS was completed in late 2017 and submitted to the US Economic
Development Administration at that time. The CEDS update process began in mid -2022 with
open forums held in the St. Cloud area to identify needs and prioritize goals to be included in
the update. The process is now at the point where the draft CEDS document is available to
review and accept public comment. The public comment period is 30 to 35 days. The goal of
the ad-hoc volunteer Region 7W CEDS subcommittee is to finalize the CEDS Update and
submit it to US -EDA by mid-December 2022.
Jolene Foss, Executive Director, Wright County Economic Development Partnership, is on
the Update Subcommittee. She will provide a high-level overview of the CEDS document to
the IEDC members at the meeting. Comments offered by the IEDC will be conveyed to the
CEDS Update Subcommittee for consideration of inclusion in the final document.
Al. Staff Impact: Limited
A2. Budget Impact: None
B. ALTERNATIVE ACTIONS
1. Review and discussion only
C. STAFF RECOMMENDATION
No motion is required. This is an opportunity for the IEDC members to review and offer
comment on the CEDS update document.
D. SUPPORTING DATA
a. DRAFT VI — Region 7W 2022 CEDS Document
IM BENTON COUNTY
� SHERBURNE
(COUNTY
.-u -ry
I/ L -..
I -k
Wright County
M I N N E S O T A
A collaborative regional strategic planning effort.
TABLE OF CONTENTS
INTRODUCTION 1 SIGNIFICANT INDUSTRY TRANSITIONS 22
What is the CEDS? Electrolux Plant Closure
Vision Sherco Decommissioning
Stakeholder Involvement & Public Engagement Future of MNGP
Region 7W Summary Sartell Paper Mill
ACKNOWLEDGEMENTS 2 S.W.O.T. ANALYSIS 25
REGIONAL OVERVIEW
Demographics
Population Change, 2016-2021
Population Change, 1980-2021
Population by Age Group, 2016-2021
Population Projections by Age Group, 2023-2053
Population by Race, 2021
Labor Force
Labor Force Change, 2012-2021
Labor Force Projections, 2023-2033
Employment Characteristics, 2020
Unemployment Rate, 2013-2021
Jobseeker Per Vacancy, 2009-2019
Educational Attainment by Age Group, 2020
Commute Shed & Labor Shed, 2019
Income, Wages, and Occupations
Household Incomes, 2020
Per Capita Incomes, 2020
Cost of Living, 2021
Wages & Occupations, 2021
Job Vacancy Survey, 04 2019
Occupations in Demand, 2022
Employment Projections, 2020-2030
STRATEGIC DIRECTION & ACTION PLAN
3 MADO & DevelopMN
Human Capital 27
Labor Force Context, Goal & Strategies
Education & Skills Attainment
Economic Competitiveness 28
Business Growth
6 Entrepreneurship
Community Resources 30
Arts & Culture
Tourism
Natural Resources
Foundational Assets 32
Broadband
11 Transportation
Housing
Water Ouality/Wastewater Infrastructure
Economy 18
Industry Employment, 2021
Distinguishing Industries, 2021
Industry Projections, 2020-2030
Employers by Size Class, 2020
Nonemployer Establishments, 2019
Census of Agriculture, 2017
ECONOMIC RESILIENCE 36
IMPLEMENTATION AND EVALUATION 39
PUBLIC COMMENT & CONTACTS 41
ODUCTION
WHAT IS THE CEDS?
According to U.S. Economic Development
Administration, the Comprehensive Economic
Development Strategy (CEDS) contributes to
effective economic development in America's
communities and regions through a locally -
based, regionally -driven economic development
planning process. Economic development
planning — as implemented through the CEDS —
is not only a cornerstone of the U.S. Economic
Development Administration's (EDA) programs,
but successfully serves as a means to engage
community leaders, leverage the involvement of
the private sector, and establish a strategic
blueprint for regional collaboration.
The CEDS provides a vehicle for individuals,
organizations, local governments, institutes of
Learning, and private industry to engage in a
meaningful conversation and debate about what
capacity building efforts would best serve
economic development in the region.
1&1111►?
Region 7W strives to foster a prosperous region
that creates new business and employment
opportunities essential for economic growth.
Economic development strategies will drive the
creation, retention, and reinvestment of
resources that increase the economic
opportunities and improve the quality of life for
Region 7W citizens.
STAKEHOLDER INVOLVEMENT AND PUBLIC
ENGAGEMENT
Public and private sector economic and
community development leaders throughout the
region participated in meetings focused on
developing goals and strategies around the four
cornerstones of community and economic health
identified by DevelopMN. Key professionals in
Region 7W made a collaborative effort to
1
promote the CEDS planning process at economic
and community development meetings in the
region.
DevelopMN was created to, "Help identify
needed alignment and document a broadly
supported strategy for creating shared
prosperity." The purpose is to create regional
alignment to take advantage of shared priorities
and maximize the use of resources (mnado.ora).
The four cornerstones of human capital,
economic competitiveness, community resources
and foundational assets are discussed in detail
in the strategic direction and action plan section
of this document.
Region 7W Summary
Region 7W is composed of Benton, Sherburne,
Stearns, and Wright Counties, centrally located
in the State of Minnesota. Taking up nearly
3,000 square miles of land, the region is home to
many lakes, city, and county parks, and is an
industry leader in agriculture across the state.
The Mississippi River cuts through the center of
the region, which is also served by the railway
and a regional airport. Manufacturing is the
strongest industry in the region, while also
emerging strongly in the areas of high-quality
education, health care and human services.
There is a more comprehensive demographic
and economic profile ahead in the Regional
Overview section of this document.
ACKNOWLEDGEMENTS
ACKNOWLEDGEMENTS
The 7W CEDS Staff Committee served as the Strategy Committee to steer the development of the CEDS
document. The committee is composed of stakeholders across Region 7W that broadly represent the
economic interest of the region. Thank you to all those who contributed to the development of the CEDS.
Region 7W CEDS Strategy Committee
Jessica Barthel, Sherburne County Government
Tricia Bigaouette, CMJTS, Workforce Development
Barb Chaffee, CMJTS
Neil Fortier, Stearns County Government
Jolene Foss, Wright County Government
Luke Greiner, State of Minnesota- DEED
Steve Hammes, Stearns County Government
Don Hickman, Initiative Foundation
Hannah KLimmek, City of Big Lake
Greg Lerud, City of Becker
Cathy MeheLich, City of St. Cloud
Josh Mollan, City of Elk River
Brent O'Neil, City of Elk River
Mark Osendorf, Xcel Energy
Amanda Othoudt, Benton County Government
Marie Pflipsen, Xcel Energy
Lyndsey Stram, City of St. Cloud
Jim Thares, City of Monticello
Dan Weber, Sherburne County Government
Clay WiLfahrt, Wright County Government
Michael Williams, Stearns County Government
2
REGIONAL OVERVIEW
DEMOGRAPHICS
Population Change, 2016-2021
Region 7W is located in the
larger 13 county Central
Minnesota planning region
and averaged nearly 12 new
residents every day for the
Last 5 consecutive years.
Wright County and Sherburne
County have remained the
fastest growing counties for
the region. Region 7W was
home to 444,325 Minnesota
residents in 2021 increasin
Table 1. Po ulation Chan a from 2016-2021
Population2016
AL M�A&umber
Ment
Region 7W
422,464
444,325
21,861
5.17%
Benton Co.
39,687
41,459
1,772
4.46%
Sherburne Co.
93,228
99,074
5,846
6.27%
Stearns Co.
157,225
158,947
1,722
1.10%
Wright Co. 1
132,324
144,8451
12,521
9.46%
Minnesota
5,522,744
5,707,3901
184,646
3.34%
Source: DEED Quarterly Census of Employment & Wage (QCEVV)
9
population by 5.17 percent in the last five years (see Table 1). The Region's population growth far
outpaced the state of Minnesota, which experienced a 3.34 percent population increase since 2016.
Population Change, 1980-2021
The state of Minnesota has grown consistently over the past forty years, picking up an average of just
over 400,000 new residents every decade. Region 7W grew remarkably from 1980 to 2010. While still
experiencing significant growth from 2010-2021, the pace of growth did slow through this period
increasing by only
42,033 residents as
compared to an
average of 60,000
new residents the
previous three
consecutive
decades. All four
counties were
among the fastest
growing counties
in the state in
terms of growth
rate, led by Wright
County which
Lands at eighth
place overall, Sherburne at tenth place, and Stearns coming in at eleventh place. In 2021, Region 7W
accounted for 7.8 percent of the state of Minnesota's population (see Figure 1). This is just a slight uptick
from the 2016 data which put the region making up 7.6 percent of Minnesota's population.
REGIONAL OVERVIEW
Population by Age Group, 2016-2021
Region 7W as compared
to the state, has a _ __ _
younger population.
People aged 34 years and
under make up 47.9
percent of Region 7W's
population as compared
to the same age group
comprising only 44.9
percent of the state of
Minnesota's population.
14 percent of Region
7W's population are age
65 and over, as compared
to the states over 65
population which is 16.7
,. _ ,. a .,
percent. Region 7W and
the state of Minnesota have a very comparable population make up for ages 35-64, varying by only two-
tenths of a percent (see Figure 2).
According to the data
in Figure 3, Region
7W's population has
increased by 6,402
people in the age
range of 35-44 years,
and by 5,427 people in
the 55-64 age range.
These two age sectors
alone make up 11,829
people or 52 percent of
the region's overall
growth from 2016-
2021. The region is
also seeing a
significant increase in
the retirement age population, also known as the Baby Boomers. The Baby Boom generation are people
born between 1946 and 1964 and between the ages of 57-75 in 2021. In an article titled, Aging baby
boomers expected to impact Minnesota's workforce, author Liz Stoever states, "As baby boomers age,
private and state workforces are poised to face massive retirements." The population in the age range of
45-54 experienced the largest decrease in people with a loss of 3,723.
REGION 7W 2022 COMPREHENSIVE ECONOMIC MF
EVELOPMENT STRATEGY
Population Projections by Age Group, 2023-2053
Region 7W is projected to continue to grow at a consistent pace over the next thirty years (see Figure 4).
The region's growth will be most robust from 2023-2033, projecting a population increase of 33,993
people. From 2033 to 2043, projections predict a population increase of 27,097 people, and from 2043-
2053 an increase of 22,567 people is predicted.
Region 7W is
_ c:= _cn still projected
' ^ - to retain and
increase a
higher
�- percentage of
Mill 43,194 46,940- people that
39,984 49,182 53,446 1 54,695 1 are between
54,720 57,365 58,597 64,101 52,666 the ages of 5
60,011197 and 44 which
55,362 60,372 " 64,568will make up
66,349 - 67,996 71,903 75,294 43 percent of
62,256 65,822 69,126 72,602 the population
30,000 31,340 33,069 34,278 growth over
the next 30
years. This
compared to
people under
the age of 5 representing less than 1 percent of the overall projected growth of Region 7W. Also notable,
is that the population of people over the age of 85 is expected to more than double from 8,128 people
in 2023 to 20,527 people by 2053.
Population by Race, 2021
R
Table 2. Race and Hispanic Origin,
2015 & 2021
Total
444,325
100%
8.13%
5,707,390
100%
4.1%
White
400,137
90.1%
4.6%
4,735,626
83.0%
1.3%
Black or African American
23,836
5.4%
145.3%
423,565
7.4%
25.7%
American Indian & Alaska Native
2,350
0.5%
37.0%
79,214
1.4%
7.1%
Asian & other Pac. Islander
8,454
1.9%
46.2%
311,620
5.5%
17.1%
Two or More Races
9,548
2.1%
23.5%
157,274
2.8%
20.9%
Hispanic or Latino
15,541
3.5%
41.8%
333,474
5.8%
17.4%
egion 7W s
population is less
diverse than the
state's but is
increasing in
diversity over time.
In 2021, 23,836
people reported as
Black or African
American, that is
an increase of
1453%f 2015
Will
Region 7W outpaced the state of Minnesota in terms of increasing diversity in all measured races by
more than two times over except for people reporting Two or More Races alone (see Table 2).
REGION 7W 2022 COMPREHENSIVE ECONOMIC
DEVELOPMENT STRATEGY
LABOR FORCE
Labor Force Change, 2012-2021
According to data from DEED's Local Area Unemployment Statistics (LAUS) program, Region 7W
experienced steady growth in the size of the available labor force from 2000-2020, peaking at 249,673
available workers. Data recorded for 2021 shows the impact of the Covid-19 pandemic on the workforce,
showing a steep decline
to 234,780 workers, a
Loss of about 6.3%. The
Labor Force Projections, 2023-2033
Region 7W's population is
expected to increase over the
next 30 years (see Figure 4), so
is the region's labor force
expected to increase by 4.1
percent over the next decade.
The region will be experiencing
a major shift in the age
composition of the workforce.
Projections show gains in
workers ages 16 to 54 and over
the age of 65. The labor force
over the age of 65 is projected
to increase substantially over
state of Minnesota
experienced a very
similar loss to the labor
force at 6.4% decline
(see Figure 5).
Table 3. Region 7W
Labor Force Projections,
oil. 191111
151603
2023-2033
il
15,761
1.
158
1.0%
16 to 19 ars
20 to 24 years
28,539
29,668
1,129
4.0%
25 to 44 years
102,078
107,762
5,684
5.6%
45 to 54 years
47,665
51,917
4,252
8.9%
55 to 64 years
40,718
36,597
4,121
-10.1%
65 to 74 years
10,208
12,298
2,090
20.5%
75years & over
1,888
2,774
886
46.9%
Source: calculated from Minnesota State Demographic Center population projections & 2016-2021
American Community Survey 5 -Year Estimates
the next ten years. However, there is significant loss in workforce projected for ages 55 to 64 (see Table
3). This is the result of the Baby Boom generation making their way through the population pyramid. The
shift in the age composition of Region 7W's workforce will likely lead to a tight labor market and
employers will need to respond to the lack of workforce availability.
REGION 7W 2022 COMPREHENSIVE ECONOMIC
VELOPMENT STRATEGY
Em- � 04
Employment Characteristics, 2020
Table 4. Employment Characteristics 2020
16 to 19 ars 15,238
58.8%
9.9%
52.0%
11.0%
20 to 24 ars
27,189
86.1%
5.6%
83.8%
6.2%
25 to 44 years
100,213
89.5%
2.9%
88.7%
3.4%
45 to 54 years
49,761
90.5%
2.4%
87.6%
2.8%
55 to 64 years
39,338
74.4%
2.9%
73.0%
3.1%
65 to 74 years 1
8,5371
25.5%
1.8%
28.4%
2.5%
75 years & over 1
1,5471
6.4%
0.7%
6.8%
2.4%
White alone
220,840
72.2%
3.0%
68.9%
3.2%
Black or African American
8,741
74.3%
13.5%
71.3%
8.7%
American Indian & Alaska Native
476
50.8%
7.0%
57.9%
12.7%
Asian or Other Pac. Islanders
4,318
78.6%
5.7%
72.0%
4.0%
Some Other Race
2,9431
72.0%
2.6%
72.7%1
6.2%
Two or More Races
4,472
73.9%
7.3%
73.3%
7.1%
Hispanic or Latino
6,804
79.1%
3.9%1
76.5%
6.3%
41-114 n -15171-M, 4AsT-1QMULr170TAZa=UF111
Veteran 18 to 64 ars 1
9,449 1
81.8%
4.0%1
79.5%
4.0%
With any Disability,20 to 64 years
11,2531
54.7%
7.3%1
52.9%
8.9%
Population, 25 to 64 years
189,302
86.1%
2.8%
84.4%
3.2%
Less than H.S. Diploma
8,925
71.3%
3.6%
66.3%
4.5%
H.S. Diploma or Equivalent
45,302
80.8%
2.0%
77.9%
2.5%
Some College or Assoc. Degree
75,374
88.1%
3.0%
85.2%
3.3%
Bachelor's Degree or Higher
59,752 1
90.9%
1.3%
90.0%
1.9%
Source: 2016-2020 Am ericon Community Survey 5-Venr Estimates
Region 7W has 72.2 percent of people
aged 16 years and over participating in
the labor force, three percent higher
than the state participation rate. Region
7W has a higher labor force
participation rate for workers aged 16
to 64 years old but falls below the state
Labor force participation rate for
workers aged 65 years and older.
Region 7W has low unemployment
rates in all age brackets as compared to
the state of Minnesota, even in the age
range of 65 to 74 years and 75 years
and over where the unemployment
rates are 1.8 percent and .7 percent,
respectively (see Table 4). Since the
2017 CEDS report, Region 7W has made
significant progress in shrinking the
unemployment rate in every minority
group. American Indian & Alaska Native
and Hispanic or Latino populations
Lowered the unemployment rate by
two-thirds. Region 7W is experiencing
an 8.5 percent increase in labor force
participation by Black or African American workers since the 2017 CEDS report and a 7.2 percent
increase in labor force participation for Hispanic or Latino workers, landing the labor force participation
rates at 74.3 percent and 79.1 percent, respectively.
Unemployment Rate, 2013-2021
Region 7W's unemployment rate has
tracked closely with the state of
Minnesota's unemployment rate, either
matching or coming in less than the state
for the last 8 consecutive years (see Figure
6). According to DEED's Local Area
Unemployment Statistics, both Region 7W
and the state of Minnesota saw
unemployment rates more than double in
2020 because of the Covid-19 pandemic.
Remarkably, both the region and the state
experienced near full recovery by 2021.
L
N 7W 2022 COMPREHENSIVE ECONOMIC
VELOPMENT STRATEGY Iq
Region 7W Jobseekers per Vacancy, 2009-2019
EDR level Job Vacancy
Survey (JVS) data was not
produced by the state of
Minnesota after 2019. As a
result, there are data
presented for Region 7W
thru 2019 and Central
Minnesota thru 2021. The
Labor market remained tight
since the 2017 CEDS report.
In 04 of 2018, the region
reported having more job
vacancies than unemployed
job seekers. In 04 of 2019,
the labor market remained
incredibly tight with 9,483
job vacancies reported, with only 9,971 unemployed jobseekers looking for employment (See Figure 7).
The most recent data does not include the impact of the Covid-19 pandemic on the labor market, but as
Figure 6 above shows an unemployment rate of 3.8 percent that is indicative of an increasingly tight
labor market.
Central Minnesota Jobseekers per Vacancy, 2011-2021
Region 7W is included in JVS
data for Central Minnesota
and has statistically trended
with Central Minnesota.
Figure 7.1 illustrates the
effect of the Covid-19
pandemic on job vacancy as
we see a spike in
unemployment in 2020.
Figure 7.1 also illustrates in
2021 when workers re-
entered the workforce post -
pandemic. A major shift in
workforce patterns emerged
as job vacancies reached a
ten year high, while
unemployment simultaneously reached a ten year low creating one of the tightest labor markets the
region has seen in well over a decade. The amount of job vacancies coupled with the low jobseekers -
per -vacancy rate depicts the mass exit of the workforce the Covid-19 pandemic caused.
REGION 7W 2022 COMPREHENSIVE ECONOMIC
EVELOPMENT STRATEGY
Educational Attainment by Age Group, 2020
Region 7W has a greater population
of young people aged 18 to 24 years
old in comparison to the state of
Minnesota. The region's younger
population is demonstrating a
commitment to higher education
with 44.54 percent of people in this
age bracket attending some college
but having not yet received their
degree. This is 6.22 percentage
points higher than the state average
for the same category (see Table 5).
Region 7W also experienced an
increased percentage in high school
graduates for people aged 25 to 44
as 22.14 percent of this age group
has a high school diploma or
equivalent as compared to the 2017
CEDS, which reported 19.9 percent
for the same category.
Region 7W has a higher percentage
of people in the 25 to 44 and 45 to
64 age groups who have obtained
some college, no degree and an
associate's level education, but much
lower levels of people with a
bachelor's or advanced level degree
in comparison to the state
percentages.
Table 5. Educational Attainment bAge Group,
2020
":.cow,
..
Less than high school
4,437
9.93%
11.80%
High school grad. incl. equiv.)
12,401
27.75%
28.46%
Some college, no degree
19,903
44.54%
38.32%
Associate's degree
3,588
8.03%
6.80%
Bachelor's degree
4,058
9.08%
14.60%
Advanced degree
T„
297
0.66%
',
0.74%
,
Less than high school
5 734
5.12%
6.20%
High school grad. incl. equiv.)
24,782
22.14%
18.31%
Some college, nodegree
25,084
22.41%
19.42%
Associate's degree
19,353
17.29%
13.44%
Bachelor's degree
26,258
23.46%
29.30%
Advanced degree
10,132
9.05%
13.33%
..•
O
Less than high school
6,169
5.72%
5.90%
High school grad. incl. equiv.)
31,284
29.01%
24.45%
Some college, no degree
26,398
24.48%
21.80%
Associate's degree
14,676
13.61%
12.41%
Bachelor's degree
20,087
18.63%
22.83%
Advanced degree
9,234
8.56%
12.61%
Less than high school
6,921
12.05%
8.55%
High school grad. incl. equiv.)
22,993
40.04%
33.67%
Some college, nodegree
12,195
21.24%
21.30%
Associate's degree
3,684
6.42%
7.21%
Bachelor's degree
7,391 1
12.87%1
17.86%
Advanced degree
4,241 1
7.39%1
11.42%
Source: 2016-2020 American Community Survey 5 -Year Estimates
Also notable is the increase in
people with associate's degrees, bachelor's degrees, and advanced degrees in the age brackets of 45 to
64 years and 65 years and over for both Region 7W and the state of Minnesota. Since the 2017 CEDS
report, all three levels of advanced education for both age brackets increased percentages of attainment
demonstrating an increase in the older population holding college degrees.
Data has demonstrated that people are staying in the workforce longer. As the Baby Boomers come
through the age brackets, we will continue to see an increase in education attainment levels for people
holding college degrees in the 65 years and older workforce.
REGION 7W 2022 COMPREHENSIVE ECONOMIC
DEVELOPMENT STRATEGY
Commute Shed and Labor Shed, 2019
According to the commuting
data from the U.S. Census
Bureau, Region 7W continues to
be a net labor exporter, having
more workers than available jobs
with a net outflow of 39,503
workers.
There are 43,112 people who are
employed in Region 7W but live
outside the area as compared to
L Akin th t f
Table 6. Region 7W Inflow/Outflow Job Counts All obs), 2019
Patterns
ere
ResidentsWhere
our
Outside
e
Employed in the Selection Area
140,426
100%
Employed in the Selection Area but Living Outside
43,112
30.70%
Employed and Livingin the Selection Area
97,314
69 %
8,170
(4.5%)
Morrison
LivingPr
in the Selection Area
179,929
100%
Living in the Selection Area but Employed Outside
82,615
45.92%
Livin and Employed in the Selection Are
97,314
54.08%
Source: U.S. Census Bureau, OnTheMap
near y ou e e amoun o
people at 82,615, who live in Region 7W but are employed outside of the region.
Despite having the lowest growth rate
percentage of all 4 counties in Region 7W
(see Table 1), Stearns county remains the
Largest county in the region. St. Cloud
remains the largest draw for workers into
Stearns County while Benton, Sherburne,
and Wright counties have labor outflows
primarily to the Twin Cities metro area and
St. Cloud (see Table 7 & Figure 8).
8. Reeion 7W Labor and Commute
Table 7. Region 7W Commuting
Patterns
ere
ResidentsWhere
our
Outside
Workers
.-7W
Livel
County
Hennepin
to Work
Number/Percent
45,348
(25.2%)
County Number/Percent
Hennepin 7,764 (5.5%)
Hennepin
Anoka
3,915
(2.8%)
Anoka
8,170
(4.5%)
Morrison
3,617
2.6%
Ramse
6,611
3.7%
Mille Lacs
2.957
2.1%
Dakota
3,116
1.7%
Source: U.S. Census Bureau, OnTheMap
ied, 2019
Y #� 4
-
r
♦ F j
82,615
4
97,374
IONAL OVERVIEW
INCOMES, WAGES, AND OCCUPATIONS
Household Incomes
The median household
income for the state of -
Minnesota was $73,382
in 2020. Region 7W
surpassed the state
median income with a
regional median income
of $75,563. Sherburne
County led the region
with a median income of
$88,671, followed
closely by Wright County
at $87,882, then Stearns
County at $65,244 and
Lastly Benton County at a
median income level of $60,564. The difference in income is attributed to Sherburne and Wright
Counties closer proximity to the Twin Cities Metro area than Benton and Stearns Counties. Also, both
Sherburne and Wright Counties have several major highways improving access and travel times to the
Twin Cities Metro for commuters. Region 7W has seen a decrease in the percentage of household
incomes that are less than $50,000 since 2015 dropping from 37.6 percent to 31.8 percent for the
region. In contrast, there is an even larger percentage increase to households in the region that have
median incomes higher than $100,000, moving from 25.8 percent in 2015 up to 35.1 percent in 2020.
Per Capita Incomes
The per capita income
average for Region 7W
is $34,132. The state of
Minnesota's per capita
income is $38,881,
that's $4,749 more than
the regional average.
Wright County has the
highest per capita
income at $37,416,
Benton County has the
Lowest per capita
income at $31,515 only
$59 lower than Stearns
County (see Figure 10).
RIP
REGIONAL OVERVIEW
Cost of Living
According to DEED's Cost of Living tool, the basic needs budget for an average Minnesota family (which
consists of two adults and one child, with one full-time and one part-time worker) was $60,540 in 2021.
The cost of living for a similar family in Region 7W was $57,780. Region 7W is still holding at the third
highest cost of living of the 13 Economic Development Regions in the state behind Twin Cities Metro
and Region 7E- East Central. The highest monthly costs were housing, transportation, and food. Since
the 2017 CEDS report, the cost of housing in Region 7W has seen a 22% increase.
Table 8. Famil
rl Cost er Hourl
Wa e, and Fam Monthly
Costs 021:1 FT & 1PT Worker, 1 child
Region 7W$
• VATL; toL,,6L"QN1
57,780 $ 18.52
$ 431 $ 799 $
0006
558 $ 1,115 $ 827 $ 524 $ 561
Minnesota $
60,540 1 $ 19.40
$ 579 1 $ 822 1 $
561 1 $ 1,151 1 $ 772 1 $ 540 1 $ 620
Source: DEED Cost of Living Tool
The yearly cost of living rises significantly when analysis is run for a family of two full-time workers and
two children (see Table 9 below). For Region 7W, the yearly increase amounts to $30,300 more dollars or
more than 50 percent as compared to the cost of living for a family with one full-time worker, one part-
time worker and one child.
Table 9. Family Yearly Cost, Worker Hourly
Wage, and Fam Monthly
Costs, 2021: 2 FT workers, 2 children
-.
Re ion 7W $ 88,080 $ 21.17
$ 1,558 $1,044 $
AM M.1 Mule M.Rk
568 $ 1,569 $ 873 $ 715 $1,013
Minnesota $ 94,164 $ 22.64 1
$ 1,905 $1,073 $
571 $ 1,602 $ 814 $ 732 $1,150
Source: DEED Cost of Living Tool
To meet the base cost of living for the region, the workers in the family would need to earn $18.52 per
hour for a family of three (see Table 8). The hourly wage required to meet the yearly cost of living in
Region 7W increases to $21.17 for a family of four to meet the basic needs standard of living. Both
required wage scenarios are below the required hourly wage for same family size average for the state of
Minnesota. This is an indicator that the family yearly cost of living is less in Region 7W as compared to
the state of Minnesota's family yearly cost of living.
12
REGION 7W 2022 COMPREHENSIVE ECONOMIC
EVELOPMENT STRATEGY
Wages and Occupations
According to DEED's Occupational Employment Statistics program, the median hourly wage for all
occupations in Region 7W is $25.60 in 2021, which was the third highest wage level of the 13 EDR's in
the state. The wage gap has widened between Region 7W and the state as a whole. In 2019 the region
was $6.22/hr below the state hourly wage median, current data shows the region is now $6.68/hr behind
the state for 2021.
The 2019 data indicated that Region 7W's median hourly wage was $9.52/hr below the median hourly
wage in the neighboring seven -county Twin Cities metro area, which amounted to just over $19,800 per
year less income for a full-time worker. The region has also increased the gap in wage to $10.15 per
hour or about $21,112 per year for a full-time worker (see Table 10 below). This also helps to explain the
Labor and Commute Shed in Figure 8. Also noteworthy, in comparison to the 2019 Quarterly Census of
Employment and Wages (QCEW) data, estimated employment across all regions is decreasing. Likely this
is the lasting impact of the Covid-19 pandemic.
Table 10. Occupational
Employment Statistics by
Region, 2021
. • -
- •
' - •
-
. • -
- - •
-
•
EDR 1 - Northwest
$ 24.55
34,899
$ 21.18
36,498
-1,599
EDR 2 - Headwaters
$ 23.20
29,729
$ 20.18
32,557
-2,828
EDR 3 -Arrowhead
$ 25.15
132,143
$ 22.45
143,683
-11,540
EDR 4 - West Central
$ 22.73
87,665
$ 20.28
91,167
-3,502
EDR 5 - North Central
$ 22.68
61,103
$ 19.03
63,013
-1,910
EDR 6E - Southwest Central
$ 23.05
50,219
$ 20.55
53,346
-3,127
EDR 6W- Upper MN Valley
$ 21.30
15,893
$ 18.70
17,248
-1,355
EDR 7E - East Central
$ 22.08
45,217
$ 19.48
48,763
-3,546
EDR 7W - Central
$ 25.60
170,695
$ 22.43
176,369
-5,674
EDR 8 - Southwest
$ 22.60
52,199
$ 20.18
53,233
-1,034
EDR 9 - South Central
$ 23.70
100,353
$ 21.23
106,122
-5,769
EDR 10 - Southeast
$ 28.30
236,684
$ 25.58
246,808
-10,124
EDR 11 - 7 -County Twin Cities
$ 35.75
1,676,409
$ 31.95
1,776,439
-100,030
State of Minnesota
$ 32.28
2,759,918
$ 28.65
2,901,632
-141,714
Source: DEED EDR QCE W
REGION 7W 2022 COMPREHENSIVE ECONOMIC
VELOPMENT STRATEGY •
Wages and Occupations continued
About 10 percent of jobs in Region 7W were classified as production jobs, according to DEED's
Occupational Employment Statistics for 01, 2022. For Region 7W, this is 2.6 percentage points higher
concentration than the state of Minnesota. Region 7W also had a higher concentration of Sales &
Related jobs, Transportation & Material Moving, Education, Training & Library, and Food Preparation &
Servicing jobs (see Table 11).
The highest paying jobs in the region are in Management at a median hourly wage of $46.37,
Architecture & Engineering at $38.80, Healthcare Practitioners at $38.74, and Computer & Mathematical
at $38.06. Jobs in these categories primarily have higher education and training requirements. The
lowest paying jobs in the region are in Food Preparation & Serving at $14.40 per hour, Personal Care &
Service at $15.11, and Sales at $15.15 per hour.
The state of Minnesota has a higher median hourly wage in every occupation sector when compared to
Region 7W, except in Community & Social Service and Protective Service occupations.
Table
11. Region iW Occupational Em
to
ment Statistics
est Qtr. 2022
State of Minnesota
2,695,450
100°1
Total, All Occupations $22.94
165,010
100% 1.0 $ 23.81
Office & Administrative Support
$21.55
19,020
11.5%
0.9
$
23.12
334,550
12.4%
Production
$19.76
16,520
10.0%
1.4
$
22.22
198,940
7.4%
Sales & Related
$15.15
16,380
9.9%
1.1
$
24.27
245,390
9.1%
Transportation & Material Moving
$19.20
15,860
9.6%
1.2
$
22.49
209,780
7.8%
Education, Training & Library
$24.68
10,590
6.4%
1.2
$
29.37
149,990
5.6%
Healthcare Practitioners & Technical
$38.74
11,090
6.7%
1.0
$
48.71
190,180
7.1%
Food Prep. & Servicing Related
$14.40
13,790
8.4%
1.1
$
15.70
198,800
7.4%
Construction & Extraction
$30.01
9,760
5.9%
1.5
$
31.31
107,180
4.0%
Management
$46.37
8,750
5.3%
0.8
$
50.51
181,090
6.7%
Installation, Maintenance & Repair
$24.65
6,640
4.0%
1.1
$
27.97
96,660
3.6%
Personal Care & Service
$15.11
3,410
2.1%
1.0
$
17.91
56,580
2.1%
Business & Financial Operations
$31.45
7,260
4.4%
0.6
$
41.09
192,700
7.1%
Building, Grounds, Cleaning & Maint.
$17.68
4,870
3.0%
1.0
$
18.59
75,850
2.8%
Healthcare Support
$15.35
8,960
5.4%
0.9
$
17.40
162,530
6.0%
Computer & Mathematical
$38.06
2,080
1.3%
0.3
1 $
47.96
101,560
3.8%
Community & Social Service
$29.16
2,510
1.5%
0.8
$
27.64
53,670
2.0%
Protective Service
$29.68
2,400
1.5%
1.0
$
28.50
40,580
1.5%
Architecture & Engineering
$38.80
1,760
1.1%
0.6
$
43.48
51,970
1.9%
Arts, Design, Entertainment & Media
$23.93
1,570
1.0%
0.7
$
30.81
36,710
1.4%
Life, Physical & Social Science
$36.86
930
0.6%
0.6
$
40.61
26,140
1.0%
Legal
1 $36.591
6201
0.4%1
0.5
1 $
53.301
19,8601
0.7%
Farming, Fishing & Forestry
1 $17.25
1
280
1 0.2%1
1.1
1 $
19.85
1 4,3501
0.2%
Source: DEED Occupational Employment Statistics, Qtr. 1 2022
REGION 7W 2022 COMPREHENSIVE ECONOMIC
VELOPMENT STRATEGY
Job Vacancy Survey
Employers in
Region 7W
reported 9,483 job
vacancies in the
fourth quarter of
2019. Job
vacancies are at
the second
highest level in
the last 15 years.
Most vacancies
recorded are for
part-time
positions, many of
which still require
some level of
post -secondary
education. Industries experiencing the highest job vacancy rate are Building & Grounds Cleaning and
Maintenance, and Food Preparation & Serving Related occupations, respectively. Also notable is the
wage percent increase in certain occupation sectors. Building & Grounds Cleaning and Maintenance,
Business & Financial Operations, and Computer & Mathematical occupation sectors have seen median
hourly wages nearly double or more than double in the last three years.
Table 12. Re
Number
Vacancies
Total, All Occupations
Its, 4th Qtr. 2019
of Job Percent
Tuta , Vacancy Part-
Rate Time
9,483 5.5% 47%
Percent Requiring
Temporary
or Secondary
Seasonal Education
22%
Requiring
Post. Plus
Experience
24%
1 Requiring
Years Certificate
of or
License
38%
34%
2019
Median
Hourly
Wage
$16.78
2016
Median
Hourly
Wage 2016-2019
$ 12.33
Wage
Change
Percent
36%
Building & Grounds Cleaning, Maintenance
1,424
25.3%
92%
84%
0%
15%
4%
$26.43
$ 11.44
131%
Sales and Related
1,365
6.9%
35%
17%
5%
27%
2%
$14.60
$ 11.45
28%
Food Preparation and Serving Related
1,265
12.9%
60%
7%
3%
35%
15%
$13.43
$ 10.58
27%
Personal Care and Service
696
9.6%
76%
8%
2%
9%
58%
$12.27
$ 11.86
3%
Construction and Extraction
658
6.9%
5%
8%
85%
97%
95%
$29.32
$ 17.66
66%
Office and Administrative Support
617
2.3%
52%
11%
19%
59%
9%
$15.92
$ 11.25
42%
Production Occupations
613
2.7%
5%
0%
23%
36%
6%
$14.99
$ 15.01
0%
Healthcare Practitioners and Technical
499
3.5%
35%
3%
80%
41%
97%
$21.27
$ 20.17
5%
Healthcare Support
453
7.4%
70%
2%
20%
16%
76%
$14.38
$ 11.98
20%
Transportation and Material Moving
406
2.9%
43%
19%
1%
30%
79%
$17.86
$ 13.12
36%
Installation, Maintenance, and Repair
333
4.0%
16%
0%
12%
43%
25%
$16.77
$ 14.65
14%
Education, Training, and Library
284
2.0%
58%
73%
73%
84%
92%
$16.16
$ 16.04
1%
Business and Financial Operations
271
4.1%
0%
0%
76%
29%
4%
$28.68
$ 13.68
110%
Management Occupations
145
1.6%
1%
1%
47%
97%
31%
$29.45
$ 31.29
-6%
Community and Social Service
127
4.8%
35%
9%
46%
65%
75%
$17.24
$ 18.16
-5%
Computer and Mathematical
121
3.8%
1%
0%
90%
99%
8%
$43.28
$ 22.57
92%
Arts, Design, Entertainment, Sports, Media
69
3.3%
66%
18%
28%
30%
75%
$17.44
$ 15.38
13%
Architecture and Engineering
43
1.6%
3%
0%
94%
91%
25%
$30.09
$ 25.70
17%
Protective Service Occupations
35
1.4%
69%
24%
10%
54%
64%
$12.11
$ 10.70
13%
Life, Physical, and Social Science
25
2.8%
0%
25%
88%
84%
68%
$30.15
$ 30.&1
-2%
Legal Occupations
13
2.0%
0%
0%
80%
100%
78%
$24.67
none
Source: DEED Job Vaca ncy, Survey, Qfr. 4 2019
Minnesota's Department of Employment and Economic Development (DEED) discontinued the production
of Job Vacancy Survey (JVS) results for Economic Development Regions (EDR) at the end of 2019. The JVS
data for EDR's is now part of the Minnesota Planning Regions. For Region 7W that means our JVS data is
e12.1CentralMNJobVacanc Surve Results Qtr.42021 represented in the
Requiring Requiring 1 RMIN
Cb 77 lllllllll7J. b Percent Percent Post- Plus Years Requiring Hourly Central Minnesota
Total Vacancy
Vacancies
Rate
Part-
Time
Temporary Secondary
or Seasonal Education
Of Certificate
Experience or License
Wage
Offer
Total, All Occupations
21,410
8.1
27%
14%
25%
38%
38% $ 17.26
Mana ement Occupations
442
3.3
20%
14%
54%
85%
29% $ 28.11
Business and Financial O erations Occu ations
422
4.1
32%
50k
51°k
67%
560k $ 26.82
Com uter and Mathematical Occu ations
79
2.7
0%
6%
73%
90%
32% $ 29.29
Architecture and Engineering Occupations
258
7.7
0°%
0%
45%
46°%
41% $ 20.98
Life, Ph sical, and Social Science Occu ations
79
5.3
3%
4%
99%
87%
84% $ 30.71
CommUnit and Social Service Occu ations
494
9.7
21°%
60k
62%
56°%
95% $ 18.61
Legal Occupations
17
1.7
0%
1 %
100%
100%
70% $ 29.20
Educational Instruction and Libra Occu ations
894
5.4
1 B%
30%
71%
61 %
80% $ 17.28
Arts, Design, Entertainment, S orts, and Media Occu.
160
7.2
14%
4%
12%
89%
39% $ 18.57
Healthcare Practitioners and Technical Occupations
2,021
11.8
20%
11%
93%
62%
90% $ 25.51
Healthcare Su ort Occu ations
973
5.8
46°%
9%
30%
26°%
580k $ 15.69
Protective Se v ce Occu ations
197
4.7
29%
2%
40%
63%
85% $ 22.39
Food Preparation and ServingRelated Occupations
4,417
20.2
36°%
10/0
10/0
22°%
8°% $ 13.19
Buildingand Grounds Cleaningand Maintenance Occu.
612
8.3
47%
7%
7%
26%
52% $ 14.72
Personal Care and Service Occu ations
620
11.4
12%
4%
25%
46%
86% $ 11.49
Sales and Related Occu ations
2,028
8
640k
60k
1°%
21 °k
60k $ 13.02
Office and Administrative Support Occupations
865
2.9
22%
4%
12%
56%
22% $ 16.78
Farmin , Fishin , and Forest Occupations
228
33.1
48%
48%
10%
2%
1% $ 17.94
Construction and Extraction Occu ations
1,653
12
0%
71%
8%
8%
15% $ 22.92
Installation, Maintenance, and Repair Occupations
816
7.9
4%
24%
11%
62%
42% $ 18.49
Production Occupations
2,175
8.3
50k
9%
20°%
43°%
14°k $ 20.13
Transportation and Material MovingOccupations
1,922
8.2
34%
12%
6%
37%
70% $ 1918.
Source' DEED Job Vacancy Survey, Qfr 42021
15
Planning Region data,
which is current as of
Otr. 4 2021. As a result
of the Covid-19
pandemic, the shift in
workforce trends such
as the uptick in part-
time work in
Management and
Business & Financial
Operations are evident
in this data set.
REGION 7W 2022 COMPREHENSIVE ECONOMIC
EVELOPMENT STRATEGY
EW_ pilow!
Occupations in Demand
Table 13. Central Minnesota Regional Top 30 Occupations in Demand with Education Level, 2022
Retail Salespersons
1
$30,515tyr
High school diploma or equivalent
Fast Food and Counter Workers
2
$28,9381yr
High school diploma or equivalent
Home Health and Personal Care Aides
3
$31,094fyr
High school diploma or equivalent
Nursing Assistants
4
$38,996fyr
Postsecondarynon-degree award
Registered Nurses
5
$81,426tyr
Associate's degree
Heavy and Tractor -Trailer Truck Drivers
6
$52,0181yr
High school diploma or equivalent
Cashiers
7
$29,427tyr
High school diploma or equivalent
First -Line Supervisors of Retail Sales Workers
8
$43,5821yr
High school diploma or equivalent
Stockers and Order Fillers
9
$31,789tyr
High school diploma or equivalent
Janitors and Cleaners
10
$36,185tyr
High school diploma or equivalent
Licensed Practical and Licensed Vocational Nurses
11
$49,345tyr
Postsecondary non -degree award
Customer Service Representatives
12
$38,870tyr
High school diploma or equivalent
Teaching Assistant
13
$37,860fyr
High school diploma or equivalent
First -Line Supervisors of Food Preparation and Serving Workers
14
$39,9451yr
High school diploma or equivalent
Elementary School Teachers
15
$63,794tyr
Bachelor's degree
Laborers and Freight, Stock, and Material Movers, Hand
16
$38,843tyr
High school diploma or equivalent
Construction Laborers
17
$48,133tyr
High school diploma or equivalent
Office Clerks, General
18
$39,3321yr
High school diploma or equivalent
Secondary School Teachers
19
$63,5221yr
Bachelor's degree
Machinists
20
$51,052tyr
Postsec on dary n on -degree award
Maids and Housekeeping Cleaners
21
$31,917tyr-
High school diploma or equivalent
Miscellaneous Assemblers and Fabricators
22
$39,2821yr
High school diploma or equivalent
Light Truck Drivers
23
$41,535fyr
High school diploma or equivalent
Cooks, Fast Food
24
$29,736tyr
High school diploma or equivalent
Passenger Vehicle Drivers
25
$35,713tyr
High school diploma or equivalent
Maintenance and Repair Workers
26
$48,583tyr
High school diploma or equivalent
Carpenters
27
$50,504fyr
High school diploma or equivalent
Packers and Packagers, Hand
28
$24,883tyr
High school diploma or equivalent
Secretaries and Administrative Assistants
29
$47,382tyr
High school diploma or equivalent
Sales Representatives, Wholesale and Manufacturing
30
$64,434tyr
High school diploma or equivalent
Source: DEED Occupations in Demand
DEED's Occupations in Demand tool shows that there are hundreds of occupations in demand across
multiple sectors and with varying educational requirements. Table 13 above depicts the top 30
occupations in demand in the Central Minnesota Region in conjunction with the occupation's median
annual wage and education requirements for 2022. Currently the most in demand occupation is in Retail
Sales with a median annual wage of $30,515, this wage has increased from $21,315 in 2016. Currently
the highest paying in demand jobs for the Central Minnesota Region are Registered Nurses at $81,426
per year, Sales Representatives at $64,434 per year, and Elementary & Secondary School Teachers at
around $63,500 per year. All these higher paying in demand occupations require either a bachelor's or
associate's degree, except for a Sales Representative occupation, which has an educational requirement
of a high school diploma or equivalent.
REGIONAL OVERVIEW
Central Minnesota Employment Projections, 2020-2030
Minnesota Department of Employment and Economic Development (MN DEED) project that the Central
Minnesota planning area will experience overall growth through 2030. The Region is projected to have a
need to fill 61,284 replacement openings left vacant by retirements and other career changes. In
addition to the large number of replacement openings, the region is projecting 117,904 new jobs by
2030. Job sectors projected to see rapid growth are Fast Food, Nursing, Teaching, Carpenters, Truck
Drivers, and Laborers (see Figure 11).
Net Job Change
Maids and Housekeeping Cleaners
Carpenters F
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Waiters & Waitresses
Office Clerks, General
eavy ana I Factor -Trailer Truck Drivers
Customer Service Representatives
c
Nursing Assistants
Childcare Workers
Teaching Assistant
Registered Nurses
Cooks, Restaurants
Net Job Change
Maids and Housekeeping Cleaners
Carpenters F
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17
REGIONAL OVERVIEW
ECONOMY
Industry Employment
For nearly an entire decade prior to 2020, both the State of Minnesota and Region 7W experienced
steady job growth: 14.2% and 18.1%, respectively. Unfortunately, because of the COVID-19 pandemic,
both the state and the region suffered significant job declines in 2020. This resulted in a loss of over
240,000 jobs for the state, and over 9,300 jobs for Region 7W. In comparison, Minnesota lost roughly
9.1% of jobs in 2020, Region 7W lost about 5.5% of jobs in 2020. Minnesota and Region 7W have made
great strides in recovering jobs lost because of the COVID-19 pandemic. Minnesota has gained back
more than half the jobs lost, and Region 7W has gained back just under half the jobs lost.
n
LJ
DEED's Quarterly Census of Employment & Wages (QCEW) program shows that Region 7W was home to
11,481 business establishments providing 172,903 jobs through 2021, with a total payroll of over $9
billion. Region 7W makes up 6.1 percent of the state's total number of jobs, but only 4.9 percent of the
state's total payroll. The average annual wage across all industries in Region 7W is $53,248, which is
$13,780 less than the state of Minnesota's average annual wage of $67,028. Stearns County remains the
largest emplovment center in Region 7W, providinq 83,532 iobs, even though since 2016 this number
Table 14. Region 7W Industry
•
..
. .
•
172,903
$
9,095,692,755.00
DEED's Quarterly Census of Employment & Wages (QCEW) program shows that Region 7W was home to
11,481 business establishments providing 172,903 jobs through 2021, with a total payroll of over $9
billion. Region 7W makes up 6.1 percent of the state's total number of jobs, but only 4.9 percent of the
state's total payroll. The average annual wage across all industries in Region 7W is $53,248, which is
$13,780 less than the state of Minnesota's average annual wage of $67,028. Stearns County remains the
largest emplovment center in Region 7W, providinq 83,532 iobs, even though since 2016 this number
Table 14. Region 7W Industry
nt Statistics 2021
..
. .
Total, All Industries
172,903
$
9,095,692,755.00
$ 53,248.00
2,743
2%
Benton
17,366
$
851,903,095.00
$ 49,452.00
197
1%
Sherburne
26,5
$
1 347 634 524.00
$ 51 740.00
1 027
4%
Stearns
4 499
83 532
$
4 595 057 095.00
$ 55 744.00
1 668
-2%
Wri ht
3,631
45,417
$
2 301 098 041.00
$ 50 960.00
3,1881
8%
State of Minnesota 1
191,052
2,830,564
$ 185,969,067,414.00 1
$ 67,028.00
16,292 1
1%
Source: DEED Quarterly Census of Employment& Wages (QCEIM
has declined from 85,200. Benton, Sherburne, and Wright Counties collectively added 4,412 jobs in the
last 5 years.
18
REGION 7W 2022 COMPREHENSIVE ECONOMIC
EVELOPMENT STRATEGY
Industry Employment continued
Providing 27,973 jobs to the region and nearly $1.6 billion in total payroll, Health Care & Social
Assistance is the Largest employing industry in Region 7W, despite experiencing a negative change in
jobs since 2016 likely due to the Covid-19 pandemic. Manufacturing is the second strongest industry for
employment in Region 7W, with 25,026 jobs at 707 firms providing over $1.5 billion in total payroll to
workers. The Retail Trade industry has 23,469 jobs at 1,282 establishments, and experienced an average
annual wage increase of $7,806 since 2016.
The Accommodation & Food Service industry Lost 1,232 jobs, while experiencing growth from 723 firms
in 2016 to 758 firms in 2021. Wages in this industry have historically been one of the Lowest in Region
7W and remain the second Lowest annual wage at $18,720 despite a 27.31 percent increase in annual
wages since 2016.
A trend that is evident in Region 7W is a very steep increase in the average annual wage across all
industries. Highlighted in green are average annual wage increases of greater than 25 percent since
2016 (see Table 15). Industries that are seeing the Largest wage increases are Finance & Insurance at
44.06 percent increase, Management Companies at 32.84 percent, Other Services at 29.2 percent and
Retail Trade at 28.99 percent increase. See above discussion on Figure 6 & 7 regarding the Low
unemployment rate and incredibly tight Labor market. The increase in wages is likely a staff attraction
and retainment effort on the employer's part.
ble 15. Re ion 7Wlndustr E to
NAICS Industry Title
nt Statistics, 2021
rN u7me qr PNpu mnibe r of
of Firms L Jobs
al Data
Percent
ob
Avg. Annual Changein
:gJobs
2016-201
Percent
Wage Percent
Total, All Industries
11,481
172,904
100%
$ 9,095,692,755.00
$ 53,248.00
2,744 1.61%
25.24%
Health Care & Social Assistance
1,479
27,973
16.2%
$1,585,909,281
$ 56 004.00
566 -1.98%
17.41%
Manufacturing
707
25,026
14.5°%
$1,509,296,798
$ 61 100.00
34 0.14%
21.67%
Retail Trade
1,282
23,469
13.6%
$809,464,301
$ 34,736.00
72 0.31%
28.99%
Educational Services
230
16,246
9.4%
$789,460,760
$ 54,808.00
635 4.07%
23.44%
Accommodation & Food Service
758
13,033
7.5%
$237,030,611
$ 18,720.00
1,232 -8.64%
27.31°%
Construction
1,779
14,594
8.4°%
$1,102,362,253
$ 77 688.00
2,847 24.24°%
27.46°%
Admin. Support & waste Nbmt. Svcs.
536
7,094
4.1°%
$274,237,610
$ 39,572.00
26 -0.37°%
25.70°%
Wholesale Trade
397
6,975
4.0%
$466,428,518
$ 68,224.00
165 2.42°%
27.02°%
Transportation &Warehousing
448
6,799
3.9°%
$364,787,603
$ 55,796.00
80 1.19°%
28.75°%
Public Administration
208
6,605
3.8°%
$393,681,835
$ 60 164.00
254 4.00°%
19.83°%
Other Services
1,342
5,344
3.1°%
$168,720,877
$ 32 032.00
158 3.05°%
29.20°%
Finance & Insurance
527
5,075
2.9°%
$458,888,962
$ 82,628.00
242 5.01%
44.06°%
Professional &Technical Service
747
4,044
2.3°%
$278,441,371
$ 68,536.00
138 3.53°%
20.21°%
Information
144
1,890
1.1°%
$122,818,553
$ 65,260.00
240 -11.27°%
23.03°%
Utilities
26
1,628
0.9°%
$198,759,221
$ 121 680.00
285 -14.90°%
18.99°%
Arts, Entertainment, & Recreation
223
1,823
1.1°%
$30,166,335
$ 16,380.00
66 -3.49°%
18.76°%
Agriculture, Forestry, Fish & Hunt
213
2,241
1.3°%
$96,183,443
$ 41,392.00
406 22.13°%
23.63°%
Real Estate, Rental, & Leasing
366
1,237
0.7°%
$47,708,212
$ 37,648.00
194 -13.56°%
27.19°%
Nana ement Companies
57
1,498
0.9°%
$139,814,605
$ 93 808.00
261 21.10°%
32.84°%
Wing
12
305
0.2%1
$21,531,606
$ 69 992.00
61 25.00°%
14.45°%
Souce DEED Quarterly Censu3oPEmployment&Wage3(QCEW)&20177WCEDSReport
19
REGIONAL OVERVIEW
Distinguishing Industries
Region 7W has a high share of employment in Manufacturing, Construction, and Transportation.
Specializing in areas of Furniture & Related Product Manufacturing, Fabricated Metal Product
Manufacturing, and Food Manufacturing, this industry makes up 11,602 jobs in the region. Another
booming industry in the region is Construction and Heavy & Civil Engineering Construction, providing a
combined 18,179 jobs to the region and $1.5 billion in total payroll (see Table 16).
ble 16. Region Muistinguishing Industries
or U-11191-�MOMN
MUM
0 ffral.-
Total All Industries
0
11 481
172,904
$ 9 095 692 755.00
$
53 248.00
1
Furniture & Related Product Wnufacturinq
337
65
2,153
$122,358,383
$
64,012.00
4.0
Heavy & Civil Engineering Construction
237
123
3,585
$420,465,583
$
130,104.00
2.3
Animal Production &Aquaculture
112
102
1,364
$57,781,728
$
48,360.00
2.0
Fabricated Metal Product Manufacturing
332
176
5,108
$325,522,012
$
71,604.00
1.9
Utilities
22
26
1,628
$198,759,221
$
121,680.00
1.9
Motor Vehicle & Parts Dealers
441
210
3,799
$220,310,731
$
61,724.00
1.8
Truck Transportation
484
282
2,868
$195,498,045
$
75,452.00
1.8
Construction
23
1,779
14,594
$1,102,362,253
$
77,688.00
1.7
Agriculture, Forestry, Fishing & Hunting
11
213
2,241
$96,183,443
$
41,392.00
1.6
Food Kthnufacturing 1
311
591
4,341 1
$249,675,651
$
63,856.00 1
1.5
1,242
Utilities
1,952
Source: DEED Quarterly Census of Employment & Wage (QCEVI�
Industry Projections
The Central Minnesota planning
area is projected to grow 5 percent
from 2020 to 2030, a gain of
15,046 new jobs. The largest
industry, Health Care & Social
Assistance, is expected to grow
11.9 percent or add 5,541 jobs over
the next decade. The
Accommodation & Food Service
industry is expected to increase by
21.6 percent. The Arts,
Entertainment, & Recreation
industry is projecting an impressive
31.1 percent increase from 2020 to
2030, adding 820 jobs to the
region. Trends in development
strategies are focused on bringing
quality of life amenities to areas as
a means to attract residents and
employers to the region.
Table 17. Central Minnesota Industry Pro'ections 2020-2030
5.0%
15,046
Total All Industries 301 170
316,216
Health Care and Social Assistance
46,672
52,213
11.9%
5,541
Public Administration
19,239
20,198
5.0%
959
Man ufacturing
39,543
40,646
2.8%
1,103
Retail Trade
35,588
33,781
-5.1%
(1,807)
Self -Employed and Unpaid Family Workers
27,454
26,917
-2.0%
537
Accommodation and Food Services
19,327
23,505
21.6%
4,178
Construction
18,984
19,792
4.3%
808
Other Services
10,108
11,290
11.7%
1,182
Administrative and Waste Services
9,545
10,066
5.5%
521
Wholesale Trade
10,123
10,516
3.9%
393
Transportation and Warehousing
10,098
10,685
5.8%
587
Finance and Insurance
7,796
7,912
1.5%
116
Professional and Technical Services
6,685
7,228
8.1%
543
Arts, Entertainment, and Recreation
2,636
3,456
31.1%
820
Agriculture, Forestry, Fishing & Hunting
5,052
4,493
-11.1%
559
Information
2,639
2,842
7.7%
203
Educational Services
23,734
24,976
5.2%1
1,242
Utilities
1,952
1,686
-13.6%
266
Real Estate and Rental and Leasing
1,754
1,737
-1.0%
17
Management of Comanies and Enterprises
1,877
1,891
0.7%
14
�Mining
364
386
6.0%
22
Source: DEED 2020-2030 Employment Outlook
20
REGION 7W 2022 COMPREHENSIVE ECONOMIC
DEVELOPMENT STRATEGYACR 7
Employers by Size Class
In Region 7W, 85.2 percent of businesses are small businesses
and employ less than 20 people, according to the U.S. Census
Bureau County Business Patterns statistics. This is slightly
higher than the state of Minnesota, where small business
makes up 84.2 percent of all business. Businesses that employ
between 20 and 99 staff make up 12.6 percent of firms in the
region. Region 7W has seen a decrease in the number of firms
that employ 500 or more people since 2015, dropping from 25
firms to just 13 firms in the region.
Nonemployer Establishments
Every small business starts
somewhere, usually as a self-
employed business with no more
than a single business owner
employee. These businesses are
called nonemployer
establishments and are the
steppingstones to small
businesses. Region 7W was home
to 30,587 self-employed or
nonemployer businesses. The
Table 18. Em
��mm--Region
of ..
1-4
to ers b Siz
7W
NumberNumber
5,967
Minnesota
54.7%
53.70%
5-9
1,916
17.6%
17.60%
10-19
1,406
12.9%
12.90%
20-49
1,071
9.8%
9.70%
50-99 1
306
2.8%
3.30%
100-249
171
1.6%
1.90%
250-499
54
0.5%
0.60%
500 or more
13
0.1%
0.20%
Total Firms
10,904 1
100%1
0
Source: U.S. Census Bureau, County Business Patterns
Table 19. Nonem
to er Statistics,2019
Change in Market
Value, 2012-2017
Region 7W
Region 7W
$ 1,241,259,000
30,587
$ 1,470,191.00
1,408
4.8%
Benton
42
2,634
$ 120,022.00
80
3.1%
Sherburne
1%
6,783
$ 306,667.00
257
3.9%
Stearns
Wright
11,125
$ 590,166.00
769
7.4%
Wright
68,822
10,045
$ 453,336.00
302
3.1%
Minnesota
418,080
$ 20,377,253.00
20,702
5.2%
Source. U.S. Census, Nonemployer Statistics Program
region had 1,408 new firms from
2015 to 2019, nearly matching the number of new nonemployer establishments from the previous
decade of 2005 to 2015 at 1,485 firms. Stearns County led the region with 769 new nonemployer firms,
followed by Wright County with 302, Sherburne County with 257, and Benton County with 80.
Census of Agriculture
A key industry to Region 7W
is agriculture with 5,606
farms boasting a market
value of products sold at
over $1.2 billion according
to the U.S. Department of
Agriculture. Leading not only
the region, but also the state
of Minnesota in market value
-W
Table 20. Census of A riculture 2017
ProductsN u mbe r of PM arket Val ue of
Farms ..
111111117 -
State
Rank
Change in Market
Value, 2012-2017
Region 7W
5,606
$ 1,241,259,000
-3.9%
Benton
816
$ 207,177,000
42
24%
Sherburne
501
$ 89,597,000
60
1%
Stearns
2,951
$ 747,977,000
1
-7%
Wright
1,338
$ 196, 508, 000
45
-14%
Minnesota r
68,822
$ 18,395,390,000
-14%
Source: 2017 Census ofAgriculture
of products sold is Stearns County at $747,977,000.00.
21
SIGNIFICANT ENERGY TRANSITIONS
ELECTROLUX, SHERCO, MONTICELLO NUCLEAR GENERATING PLANT,
SARTELL PAPER MILL
Electrolux PLant Closure
9Electrolux R Electrolux
At the end of
2019,
Stockholm -
based
Electrolux
ceased
production at its
freezer
manufacturing plant in St. Cloud, Minnesota. The
45 -acre site was home to a 900,000 square foot
plant and as the City's second largest private
employer, the Electrolux closure impacted
approximately 900 primary jobs. Electrolux
invested in its South Carolina plant, moving
upright freezer production to that facility. Closure
of the freezer production plant resulted in the loss
of the state's only remaining appliance
manufacturing operation, which existed in the
City of St. Cloud since 1947. The loss of 900 jobs
at the end of 2019 represented 2.4% of the City's
labor force (36,911 workers as of 2017). In
addition, an economic impact analysis was
recently completed, and it estimated the
following additional impacts from the plant
closure:
• The loss of 900 jobs at the household
refrigeration and home freezer manufacturing
plant will affect an estimated 1,800 jobs in
Stearns, Sherburne, and Benton counties.
• The loss of 900 jobs is predicted to cause a
decline in economic output of an estimated
$670.1 million in the three counties. This
includes $102.6 million of lost labor income in
the county.
• Demographic data indicates some Electrolux
workers may face difficulties in career
transitions. More than half of the company's
workforce is age 50 or older. In addition, 45%
22
of employees have worked at the facility for
20 to 49 years.
In response to the Electrolux Plant closure, the
City of St. Cloud applied for and was awarded an
Economic Recovery Grant from the Economic
Development Administration. During the two-year
grant term, the City employed an Economic
Recovery Grant Coordinator and the following
tasks have recently been completed:
• Promotion of Local Industry & Workforce
Assets - Work with the City and strategic
partners to identify resources and facilitate
completion of a Target Industry, Innovation
and Workforce Skills Analysis.
• Business Development - Recognizing that up
to 90% of net new job growth comes from
existing business in a community, support and
encourage the creation and retention of high-
quality jobs and new private investment by
existing corporations in St. Cloud through an
aggressive Business Retention & Expansion
(BRE) program.
• Reuse and Redevelopment - Assist in
negotiations with the City and Electrolux
regarding the future reuse and potential
redevelopment of the property vacated by the
Electrolux freezer manufacturing plant at the
end of 2019.
• Mitigation of Unemployment Impacts - Assist
workforce partners, including St. Cloud State
University and St. Cloud Technical &
Community College, to assess local
employment needs and job skill training
opportunities through the collaborative
development of a sustainable workforce
training program.
SIGNIFICANT ENERGY TRANSITIONS
Sherco Decommissioning: Changing Focus
on Electric Power Generation
For the current plum
CEDS planning
period (2023-
2027), one of
the most
significant
economic
transitions or
impacts for the 7W region will be ongoing
decommissioning of the Sherburne County
Generating Station, known as Sherco. The Sherco
plant is one of the largest coal-fired power plants
in the nation, located in Becker, Minnesota
(Sherburne County). Its three units have a
combined capacity of 2,250 megawatts. In 2016,
the Minnesota Public Utilities Commission (PUC)
approved shutting down the plant's Unit 2 in 2023
and Unit 1 in 2026. In 2022, the PUC approved
Unit 3 for decommissioning in 2030. The Sherco
facility employs approximately 300 workers, and
of equal significance, the plant represents 75
percent of the tax base in Becker, and 15 percent
of Sherburne County's tax base. The original plans
called for replacing the coal-fired units with a
natural gas-fired power plant, along with
renewable energy improvements, and would have
resulted in a loss of approximately 200 positions.
Xcel's most recent Integrated Resources Plan,
approved by the PUC in February 2022, eliminated
the natural gas fired plant in Becker from the plan
and called for several thousand acres of solar
array in Becker Township and Clear Lake
Township, which border the City of Becker. This
change eliminates an estimated 275 positions.
Substantial investments have been made into this
area, including a $20.5 million State bonding
appropriation that will bring water and
wastewater trunk lines into the 1,675 acres of
developable land surrounding the power plant.
Large industrial sites are certified on 1,460 of
23
those acres. The City of Becker, Becker Township,
Sherburne County, and Xcel Energy have engaged
in a master planning effort for the Xcel-owned
Land in this area to align development efforts and
bring these projects to the implementation stage.
Future of MNGP: Successful Transition for
Energy Host Communities
As Region
7W
considers
the current
planning
period for
this CEDS
(2023-
2027), the future of two energy host communities
is a critical issue. The City of Monticello, like the
City of Becker, is planning for a future without a
major electric utility as the core of its tax base.
Xcel Energy operates the Monticello Nuclear
Generating Plant (MNGP) along the shores of the
Mississippi River in Monticello (Wright County).
MNGP has been operational in Monticello since
1970 and currently represents 56% of the city's
entire tax base, 9% of Wright County's tax base
and 41% of the local school district's tax base.
MNGP is the city's largest employer, and it is
estimated by a recent economic impact analysis,
that its employees contribute over $226,000,000
to the region's GDP and $127,000,000 of
disposable income to the local economy. Xcel
Energy has submitted its required Integrated
Resource Plan to the Public Utilities Commission
seeking re -licensure of the Monticello facility
through 2040. While Xcel Energy seeks re -
licensure of the MNGP facility, Monticello is
preparing for a future beyond licensure.
SIGNIFICANT ENERGY TRANSITIONS
The Sartell Paper Mill
The original
paper mill
was
constructed in
1905. The
City's
namesake,
Joseph B.
Sartell, sold
70 acres along the Mississippi River to a group of
investors for $1 to bring the mill business into the
Sartell community. This was the ideal paper mill
Location, which had access to the Mississippi River
hydropower, and was adjacent to a BNSF rail line.
The mill began making paper in 1907, which was
predominantly newspaper and later transitioned
to magazine paper. An integral part of the mill
operations was the construction of the Sartell
Dam, which extends across the Mississippi River.
The original dam was constructed of wooden
planks, local granite, fieldstone, and concrete. The
dam was later rebuilt in 1960, which resulted in
the formation of Little Rock Lake.
On-site pollution control and wastewater
treatment were installed to protect the mighty
Mississippi River. The mill became a large
employer for women whose husbands and fathers
were leading war efforts. The mill was also crucial
for residents and employees who used its steam -
operated whistle for fire alarms, shift work
signals, and lunch breaks. Sartell residents even
gauged the wind direction based on the plant's
smokestack. The smell of pulp also gave off a
distinguishable scent that was often referred to as
"smelling like jobs."
The mill was sold to Verso Paper in 2006.
Throughout all the adaptations the mill
underwent, the most important role that the mill
served was as an employer to generations of
24
families within the City of Sartell and surrounding
communities.
As the world became more digitized, and
communication went paperless, it is not surprising
that the paper industry dwindled. The paper mill
employed nearly 500 people at the height of
production. In 2011, two of the three paper
machines within the mill were shut down, which
Led to 175 people being laid off. Although the
massive lay off was detrimental to the local
economy, it is not even comparable to the
explosion that destroyed the mill complex on May
29, 2012. The explosion killed one worker and
injured four others. On August 2, 2012, the mill
announced that it would not reopen.
The future of the Verso Paper Mill site is unknown
at this time and will be dependent on
environmental reviews and development interest.
This would likely be a multi-year redevelopment
of a core property within the City of Sartell that
harbors vast amounts of history. In the end, the
paper mill site demonstrates how the Sartell
community can embody change and adapt to
future growth and development for generations to
come. The City of Sartell remains open to the
potential industrial, commercial, and residential
opportunities that this site embodies.
ANALYSIS
SMAT. ANALYSIS
A regional S.W.O.T. Analysis was conducted on July 27, 2022, at a public meeting that was held at Back
Shed Brewing in Waite Park, MN in Benton County. The meeting included a brainstorming session
amongst multi -industry professionals across Region 7W (see photo below). The intent of this session was
to collect the views and ideas of the regions Strengths, Weaknesses, Opportunities, and Threats by the
stakeholders in the region.
Professionals across many
sectors participated in the
analysis, including the
sectors of, education,
workforce, arts and tourism,
manufacturing, retail, human
capital, natural resources,
foundations & non -profits,
parks & recreation,
broadband, housing,
transportation, community
services, utility companies,
and other entities. Representatives from the four Counties, several local Cities, and Xcel Energy met in
June to start planning the event. The Initiative Foundation out of Little Falls was selected to facilitate
the session and each representative was tasked with reaching out to the leaders of each of the different
industries within their County and City borders. A formal invitation was sent in early July and
approximately forty community leaders attended the event.
The Professor of Economics, Dean from St. Cloud State University, kicked -off the event with a
demographic recap of the region that set the table for the event discussion. The S.W.O.T. Analysis was
then conducted against each of the four recommended industry standard cornerstones for strong regions
and communities: Human Capital, Economic Competitiveness, Community Resources, and Foundational
Assets. As a region we were able to identify and discuss our strengths and opportunities, enabling us to
Leverage them against the regions weaknesses and threats to develop a comprehensive economic
development strategy that allows us to capitalize on our assets to take advantage of the opportunities,
while strengthening our identifiable gaps and minimizing our threats.
25
REGION 7W 2022 COMPREHENSIVE ECONOMIC
DEVELOPMENT STRATEGY
-Access to quality, local medical
facilities
• Transportation infrastructurelstrong
highway system
• Highly productive farmland
• Educational facilities
• Perpetually protected green spaces
• Parks and trails systems
• Regional commitment to broadband
investment
• Growing renewable energy
production
• Engageme orce
• Proximity to Twin Cities & St. Cloud
• Public and private partnerships
investing in skills development
• Expansion and retention of small
businesses while supporting
entrepreneurialism
• Quality land use development and
guidance
• Support minority-owned buisnesses
• Reuse of major industrial sites
• Seek infrastructure funding
• Increased utilization of current Rail &
Airport assets
• Undersupply of quality and affordable
housing
• Lack of childcare
• Low retention of skilled workforce
• Underutilized public transportation,
and regional airways
• Regional marketing efforts
-Vulnerability to water contamination
-Aging water and sewer infrastructure
• Wage competition
• Economic shock preparedness
• Early retirements and aging
population effect on workforce
• Potential government overregulation
• Energy sufficiency
• Lack of investment in housing
• Lack of appropriate levels of childcare
STRATEGIC DIRECTION & ACTION PLAN
MADO and DevelopMN
The DevelopMN Plan is the result of a collaborative effort of the ten Economic Development Districts
that make up the Minnesota Association of Development Organizations (MADO). MADO was developed to
align strategic economic development efforts throughout Greater Minnesota, and leverage resources at
all levels for a greater overall development impact. DevelopMN identified four cornerstones for strong
regions and communities that are a template for the organization of the Minnesota CEDS: human capital,
economic competitiveness, community resources, and foundational assets.
Human Capital
Developing, retaining, and attracting talent are
critical for Region 7W in order to sustain and
grow businesses and communities. Tracking the
characteristics of the labor force and the needs
of employers, and creating strategies for
alignment between the two, are the foundation
for this cornerstone.
Labor Force Context
As Region 7W looks to grow its economy, it is
confronted with the challenge of meeting the
hiring and skills needs of employers. Region 7W
has a higher labor force participation rate
(72.2%) compared to the state's (69.3%) labor
participation rate. Comparatively, the percent of
labor force participation is lower since the last
CEDS report.
Region 7W's labor force will see a significant
shift over time, with a steady gain in the number
of workers aged 20 to 54 years, against a huge
decline in the number of workers aged 55 to 64
years as the Baby Boomers continue to age into
retirement. Additionally, Region 7W is
experiencing an 8.5% increase in labor force
participation by Black or African American
workers and a 7.2% increase in labor force
participation for Hispanic or Latino workers since
the 2017 CEDS report. It's clear that Region 7W
has made significant progress in shrinking the
unemployment rate in every minority group.
27
Labor Force Goals
• Uphold a high labor force participation rate
and maintain a low unemployment rate.
• Increased state and federal investment in
regional workforce training.
• Increase in family -sustaining jobs.
• Increase workers with labor market barriers.
• Increase in the number of underrepresented
entrepreneurs and small business owners
using start-up and small business
programming.
Labor Force Strategies
• Embrace diverse populations (e.g., aging,
youth, minorities, previously incarcerated,
people with disabilities) through targeted
workforce programs.
• Increase employment access and retention by
connecting potential employees to the
existing employment and workforce support
networks.
• Design industry -led certification training
programs, credit -based apprenticeships,
internships, and on the job training to train
existing and future workers for a more
competitive economic environment.
• Conduct collaborative planning activities
with regional partners to promote alignment
of economic and workforce development
goals, including advocacy emphasizing
postsecondary education and skills training
to support high-growth, high -wage jobs,
including skilled trades.
STRATEGIC DIRECTION & ACTION PLAN
• Pursue funding opportunities with workforce
partners to expand the availability of training
programs for targeted industries and
occupations.
• Make labor market information more
accessible to school districts and higher
education institutions so students can make
informed choices about career options.
• Develop a mentor program for older workers
to enhance their skill set.
• Develop a training program for retiring
workforce to help develop a "second career."
• Develop relationships with childcare
providers to learn how as a region we can
support their success to provide adequate
childcare for workers.
• Develop initiatives to attract childcare
workers to the region to support the growing
workforce demands.
Education and Skills Context
Region 7W has a greater population of young
people aged 18 to 24 years old in comparison to
the state of Minnesota. The region's younger
population is demonstrating a commitment to
higher education with 44.54 percent of people in
this age bracket attending some college but not
yet having received their degree.
Region 7W also experienced an increased
percentage of high school graduates aged 25 to
44 as 22.14 percent of this age group has a high
school diploma or equivalent. The region and
the state of Minnesota have seen the number of
individuals with associate's degrees, bachelor's
degrees, and advanced degrees increase in the
age brackets of 45 to 64 years and 65 years and
over.
Education and Skills Goals
• Increase the number of residents (ages 18-
64) who have completed post -secondary
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education or training with a particular focus
on certificates, technical degrees, and
apprenticeships relevant to employment in
middle -skill, living wage occupations.
• Increase partnerships with area schools
highlighting the construction and trades
professions.
• Work to eliminate racial/ethnic disparities in
educational attainment to give everyone the
same opportunities.
Education and SkiLLs Strategies
• Develop and encourage youth (K-12) and
Post -Secondary apprenticeships, internships,
mentorship programs.
• Support "brain gain" programs to recruit and
retain people aged 25-54.
• Increase awareness among students, parents,
and educators about the educational
requirements for future employment
opportunities specific to the region.
• Market career opportunities in the region and
share information about in -demand careers
with students, parents, and educators.
• Align education and workforce data to meet
current and future skill needs of employers.
• Support education programs for employers to
consider underserved and diverse
populations.
• Establish and expand entrepreneurship
education programs in K-12 schools.
• Expand access to post -secondary education
opportunities in the region by establishing
secondary education satellite facilities
available for use by area universities and
community colleges.
Economic Competitiveness
Making Central Minnesota an attractive
environment for growth is critical to creating
jobs, improving living standards and financing
necessary public services. Economic
STRATEGIC DIRECTION & ACTION PLAN
Competitiveness requires communities to
develop and link all available assets to support
innovation and encourage business growth.
Business Growth Context
Many businesses in Region 7W are small
businesses, with 78% of businesses reporting
Less than 20 employees in 2019, according to
County Business Patterns from the U.S. Census
Bureau. The number of large businesses in
Region 7W has decreased slightly, from 25 to 20
employers reporting more than 500 employees
(the Small Business Administration's official cut
off for a "small business") in 2019. It remains
true that small businesses are vital to the
region's economy.
Business Growth Goals
• Increase the number of new businesses.
• Increase the number of jobs.
• Increase the number of industry sectors in
the region.
Business Growth Strategies
• Assist business start-ups and existing
businesses in finding the services and
support they require to create, attract, and
retain jobs.
• Coordinate public-private partnerships to
facilitate small and medium sized business
lending.
• Educate businesses on different grant and
funding opportunities available.
• Advocate to fully fund regional Small
Business Development Centers at the state
Level.
• Develop and promote a regional marketing
strategy with a clear and concise message to
attract workforce and new businesses.
• Support start-up and small businesses with
training, market research, financial
29
assistance, strategic planning, and other
assistance.
• Promote business succession planning
resources and processes throughout the
county and cities.
• Campaign for competitively -priced high-
speed broadband infrastructure throughout
the region to attract and retain businesses.
• Coordinate public-private partnerships to
facilitate ongoing community business
retention and expansion programs.
• Create and foster networks of incubator, co -
working, proof of concept and maker spaces.
• Encourage and support immigrant business
startups and expansions with connections to
resources, financing, and technical
assistance.
• Strengthen the region's resilience and
competitiveness by assessing and leveraging
industry clusters.
Entrepreneurship Context
Central Minnesota communities must embrace
and encourage innovation, calculated risk-taking
and foster entrepreneurship to compete
effectively in the global economy. Self-starters,
creative thinkers, and service-oriented
entrepreneurs are a necessary part of the region's
work force.
Entrepreneurship Goals
• Increase cross -sector initiatives to support
entrepreneurship and innovation.
• Increase BR&E efforts to learn what is
impeding new business opportunities.
Entrepreneurship Strategies
• Identify, create, and promote programs,
activities, and policies fostering innovation
and for entrepreneurship (e.g., ILT Academy,
gBETA, Launch MN, Enterprise Academy).
STRATEGIC DIRECTION & ACTION PLAN
• Identify and grow angel and venture capital
investments.
• Develop a local business mentorship
program.
• Work with immigrant entrepreneurs to
connect them to existing local resources.
• Educate entrepreneurs on different grant and
funding opportunities available.
• Expand K-12 availability to business startup
courses to support entrepreneurship (e.g.,
DECA, Junior Achievement, Central Minnesota
Creating Entrepreneurial Opportunities (CEO)
program).
Community Resources
Central Minnesota communities seek to maintain
rural values, their heritage and the assets that
support them. Community Resources include
topics that balance the preservation and
improvement of local social, cultural, and
natural assets that are critical for the future.
Arts and Culture Context
Minnesota's artists and creative workers have a
Large and growing impact on our state's
economy. Both through direct spending and
through founding and running creative
businesses, they are a core part of the economic
vitality of our state. The 2015 Creative
Minnesota report illustrates that artistic
spending by Minnesota's 104,148 full-time and
part time artists and creative workers has a far-
reaching impact. Cultural and artistic
opportunities attract residents, visitors and
increase tourism and tax collection revenue.
Arts and Culture GoaLs
• Increase cultural amenities for the purpose of
attracting economic investment and skilled
workers to the region.
• Increase availability to environments in
which the arts and arts education thrive and
30
contribute to more vibrant and creative
communities.
• Increase participation in welcoming
community's programs.
Arts and Culture Strategies
• Communicate economic development
impacts of arts with local leaders.
• Connect artists to SBDC, SCORE and other
financing opportunities.
• Connect artists with resources their need to
make a living and improve the quality of life.
• Integrate the arts in public infrastructure and
space.
• Improve education in the school system on
career opportunities in the arts.
• Engage an artist's voice in community
planning; get them involved at the ground
Level.
• Create economic or job clusters based on
creative businesses, including linking those
businesses with non -cultural businesses.
• Use celebrations or festivals to highlight a
community's cultural amenities.
• Utilize arts -based placemaking to improve
downtowns and public spaces and to
enhance the vibrancy of our communities.
Tourism Context
Tourism is a source of economic vitality to the
state of Minnesota. Tourism can represent an
economic development alternative for
communities in addition to other industries.
Increasing the economic benefits from tourism
can represent an important part of a
community's economic development strategy.
Tourism Goals
• Increase the local tax base by attracting and
serving visitors as a means of bringing
money into the community, generating
personal income, jobs, and tax revenue by
STRATEGIC DIRECTION & ACTION PLAN
marketing, and ensuring Central Minnesota
as a destination.
• Increase the proportion of overnight visitors
and the number of same day visitors.
• Attract people from outside the region to
increase visitor spending and increase
consumer awareness of the area.
• Increased information -sharing across
regional marketing efforts documented in
partner processes.
Tourism Strategies
• Promote local community events, amenities,
and assets outside of geographic region to
import dollars into the region.
• Develop and ensure consistent regional
branding efforts that promote local
businesses and locally made products.
• Capitalize on the region's strong
collaborative relationships with multi -
jurisdictions, non-profit sectors, and
philanthropists to strengthen outdoor
attractions such as parks, trail connectivity,
park programming, tourist attractions and
marketing the region.
• Develop new and support existing visitor
infrastructure.
• Strategically invest in tourism infrastructure
and projects that support economic
competitiveness and quality of life of the
region's communities.
• Collaborate with municipal, economic
development professionals and community
Leaders to focus on tourism growth.
• Develop the tourism workforce by facilitating
access to existing training and development
opportunities.
• Develop career paths in the tourism industry
to attract and keep employees of all ages
while staying competitive in pay and benefits
to attract and retain employees.
31
Natural Resources Context
Central Minnesota has an abundance of natural
resources, including numerous lakes, streams,
wetlands and rivers and diverse landscapes and
habitats ranging from gardens and urban parks
to prairies and forests. Natural resources provide
critical habitat for wildlife, protect water quality,
offer recreational opportunities, and serve as the
foundation for the region's environmental well-
being, economic prosperity, and quality of life.
Protecting these important recreational,
aesthetic, and ecological resources is a priority
for the region and its residents and partners.
However, the county's natural resources are
under increasing pressure from population
growth, development, and climate change.
Natural Resources Goals
• Increase access resources that focus on
responsible management of natural
resources, development of effective
partnerships and promotion of environmental
stewardship.
• Increase investment in redevelopment
projects (brownfields, etc.).
• Increase composting, recycling, reduction,
and reuse of solid waste as an alternative to
Land filling.
• Increase the use of solar energy and other
renewable energy resources in existing and
new developments in the region.
Natural Resources Strategies
• Encourage community and regional planning
that address all aspects of natural resource
protection, preservation, and restoration.
• Develop and manage funding programs that
provide financial and technical assistance to
partners to implement best management
STRATEGIC DIRECTION & ACTION PLAN
practices and programs that preserve,
enhance, and restore natural resources.
• Protect the region's natural resources
through public outreach and education.
• Preserve and protect natural areas and open
spaces to maintain and attract desired
wildlife species and provide "non-developed
green space" for community residents.
• Encourage development to conserve natural
amenities such as streams, wooded areas,
open space, greenbelts, aquifers, and
incorporate these natural features into the
development plan as open spaces, buffer
areas or other common areas.
• Support policies and procedures to mitigate
invasive species threats and focus efforts on
their reduction or elimination.
• Maintain existing park facilities, while
seeking opportunities to expand and
enhance future facilities.
• Protect wetlands from direct and indirect
impacts of new and existing development
and infrastructure.
• Seek sources of public and private funding
for brownfield site assessment, cleanup, and
redevelopment.
• Promote educational programs on energy
conservation and use of renewable energy
resources.
• Support the development of diverse, reliable,
and cost-effective energy sources and
systems to meet the region's economic and
environmental goals.
• Work with stakeholders to reduce impacts
associated with air quality and continue to
participate in regional planning efforts that
improve air quality to protect human and
environmental health.
32
Foundational Assets
Central Minnesota communities require
proactive and collaborative
approaches/strategies to address infrastructure
needs in a cost-effective manner. Managing the
access to, maintenance, replacement, and
growth of these assets is key to preserving and
maintaining communities and providing for
growth opportunities.
Broadband Context
Affordable high-speed internet is necessary to
remain competitive in today's global economy.
Many businesses and residents experience lack
of access to reliable broadband at acceptable
speeds and costs.
Broadband Goals
• Increase the number of households served by
affordable internet.
• Increase digital accessibility to electronic
resources.
• Expand broadband to unserved and
underserved parts of the region.
• Ensure equity of access for all students
outside of school.
Broadband Strategies
• Advocate for broadband funding at both state
and federal levels.
• Utilize state resources and programs to
increase broadband access.
• Utilize ARPA and other federal funds to
encourage internet providers to expand
service areas within the region.
• Promote an understanding of the importance
of broadband to a community's infrastructure.
• Develop "Dig Once" programs in
communities.
• Partner with broadband providers to explore
ways to assist with broadband infrastructure.
STRATEGIC DIRECTION & ACTION PLAN
• Identify industries in need of high-speed
internet connectivity in the next five years to
plan infrastructure development.
• Work with the private sector to promote the
availability of high-speed broadband
(employers, realtors, chambers).
Transportation Context
A robust and efficient transportation system and
reliable transit service throughout the entire
region will be increasingly important for access
to goods, services, and employment.
Transportation Goals
• Decrease in the number of severe injuries
and fatalities on roadways.
• Increase in milage in the number of
designated infrastructures for walking and
biking.
• Increase the utilization of the regional
airport.
• Increase in the utilization of the Northstar
Rail.
Transportation Strategies
• Support regional transportation
infrastructure to promote multi -modal
systems, improvements to outdated
components and enhanced connectivity
among the growth centers in the region.
• Encourage state and local units of
government to support and pursue options
that increase the availability of
transportation funding.
• Work to ensure that long-range public transit
policy decisions in Central Minnesota address
future demographic shifts and needs.
• Prioritize transportation projects that
connect regional economic hubs.
• Design streets and highways that are safe
and efficient to move vehicular traffic, and
accommodate transit, pedestrians and
33
bicyclists while minimizing environmental
impact.
• Promote a mobility management public
transportation system where all providers of
public transportation work together to
maximize efficiency and resources.
• Maintain the region's transportation
infrastructure and preserve transportation
corridors.
• Maintain and reconstruct existing roadways
and bridges in a manner that promotes
safety, increases efficiency, and minimizes
Lifetime costs.
• Ensure safe and efficient bridges.
• Develop and expand transportation facilities
to accommodate freight movement and meet
the changing needs of the regional economy.
• Retain and preserve facilities for air
transportation.
• Preserve rail corridors and provide safe and
convenient rail facilities and service to meet
rail passenger and freight transportation
needs for the region.
• Support Northstar Commuter Rail Corridor
operations by identifying the needs for the
region.
• Work with state and local partners to
coordinate efforts to develop and enhance
regional bicycle and pedestrian systems.
Housing Context
Housing needs and issues in Central Minnesota
vary from community to community. The need to
provide a variety of housing types varies
significantly per community. Identifying where
and how to prioritize limited resources to
address housing is important to meet the needs
of all residents.
STRATEGIC DIRECTION & ACTION PLAN
Housing Goals
• Increase housing options that give people in
all life stages and of all economic means
viable choices for safe, stable, and affordable
homes.
• Increase housing affordability.
• Conduct a regional housing study to provide
data to local developers.
Housing Strategies
• Advocate for funding programs for
demolition of vacant, unsafe, and dilapidated
housing units.
• Rehabilitate and preserve the existing
housing stock while prioritizing poverty-
stricken neighborhoods and disinvested
areas.
• Establish partnerships with private sector,
nonprofit, other government agencies and
neighborhood groups to access available
public funding and attract private capital for
affordable housing development.
• Work with local organizations to provide
financial planning for homeownership.
• Advocate for housing study funds.
• Encourage development of special housing
for the elderly, persons with disabilities, and
workforce.
• Facilitate regional conversation and support
to address housing needs.
• Integrate economic development and job
creation with workforce housing
development, including housing within
walking distance of job growth locations.
• Establish a Local Housing Trust Fund to help
support critical housing needs in the region.
• Improve housing diversity and access across
the region and direct development to areas
with existing infrastructure.
34
Water Quality Water -related Infrastructure
Context
The region's water resources are under pressure
from a host of issues, such as growing
populations, agricultural and commercial
production, recreational demands, and climatic
shifts. These issues stress water resource quality,
calling into question the resiliency of these
resources.
In addition, the financial cost of addressing
aging water -related infrastructure is
overwhelming cities and residents. Needed
upgrades for replacing water, wastewater and
storm sewer facilities can be a significant
burden. Local units of government need to be
innovative in paying for and addressing on-going
infrastructure maintenance.
Water Quality and Water -related Infrastructure
Goals
• Reduce the number of impaired waters and
endangered ecosystems.
• Increase availability of technical assistance
and educational resources to residents,
municipalities, watershed management
groups, and other county departments to
protect and restore our water resources.
Water Quali"astewater Infrastructure
Strategies
• Utilize strategies and implementation actions
called for in completed comprehensive
watershed management plans.
• Work with partners to implement water
quality projects to protect and/or restore
water resources.
• Provide communities with a sufficient supply
of safe drinking water, meeting all regulatory
requirements, in a cost-efficient manner.
• Encourage local governments to obtain
technical assistance in early stages of
development for infrastructure.
STRATEGIC DIRECTION & ACTION PLAN
• Encourage local governments to develop
capital improvement plans that are aligned
with comprehensive plans and zoning/land
use ordinances.
• Support the designing and building
sustainable infrastructure to collect and
manage stormwater runoff from streets,
sidewalks, parking lots and rooftops to
prevent stormwater runoff from entering
sewer systems.
• Promote stormwater management
techniques that minimize surface water
runoff in public and private developments.
• Advocate for the cleanup of contaminated
sites with the potential to significantly
impact water resources.
• Develop funding sources for major
improvements to residential and industrial
wastewater facilities.
• Support efforts to obtain federal, state, and
regional funding to upgrade and maintain
aging infrastructure (water, sewer,
stormwater, drainage facilities) while
supporting the expansion of infrastructure to
underserved areas.
• Encourage regionalization to reduce
operation and maintenance costs.
• Work with communities to apply for grants
that support water quality.
• Assist communities to review rate structures
for water and sewer services.
• Support inter -governmental studies and/or
demonstration projects to identify areas for
improved water and sewer system efficiency
and performance.
35
ECONOMIC RESILIENCE
ECONOMIC RESILIENCE
Economic resilience is a key element of a regional economic development strategy to bolster the Long-
term economic durability of the region. Economic resilience is a cornerstone pillar on its own and has
also been identified by the Federal E.D.A. as an important enough element that economic resilience
strategies should be incorporated into the process for carrying out the work identified in all four
cornerstones.
Human Capital
Counties within the region are continually tracking statewide broadband access records. Some counties
annually employ a demographer to track recent demographic, business, and income trends, and utilize
IMPLAN to ensure county sponsored projects are bringing a positive economic impact to the region. As
we see workforce and education patterns diversify into hybrid and remote options, it is imperative the
region remains focused on providing adequate and equitable broadband access throughout the region to
support the region's workforce, and education attainment.
Region 7W intends to work on a more cohesively planned effort to develop a disaster recovery plan,
including a communication chain that would streamline regional efforts in the event of an emergency.
This plan should include the identification of each county's key resources, the establishment of a
communication process not only across the region, but with businesses to ensure their needs are met in
the event of a disaster, and the development of a coordinated impact assessment plan.
Economic Competitiveness
Sherburne County is in the process of developing a countywide Comprehensive Land Use Plan (CLUP)
that will guide the County's future direction and priorities for growth and land use regulations. The CLUP
will encourage development in appropriate areas, while preserving agricultural and urban interests,
protect and preserve the County's natural resources for the benefit of County residents and the natural
ecology, and support Sherburne County's efforts to retain, expand, and attract new business to the
County, increasing economic competitiveness. In a similar way, Stearns County has adopted a
Comprehensive Plan that covers land use, parks, and future growth. Stearns County, in conjunction with
Stearns County HRA, have been working on increasing their economic development strategies, including
a housing trust for low-income residents. The Wright County Economic Development Partnership, in
collaboration with the Wright County and City EDAs are also working to encourage economic
development by executing a robust business development, retention, and expansion program, workforce
development and county wide marketing initiatives, and economic development capacity building.
In addition to land use planning, there are several opportunity zones identified by the federal
government across the region which presents an incentive for investors to invest their capital gains in
development/redevelopment in these identified zones to spur economic growth. Additional opportunities
in the region for growing and diversifying tax bases include the planning and development of a new 39 -
acre industrial park in the City of Foley, the redevelopment of the former papermill site in Sartell as
potential industrial, commercial, and/or residential opportunities, and the collaborative work between
Sherburne County, the City of Becker, and Xcel Energy with the energy transition presented by the
36
ECONOMIC RESILIENCE
decommissioning of the Sherco Coal Plant in Becker which remains Sherburne's primary focus. The
energy transition taking place in Becker presents an opportunity to diversify energy sources to ensure
continuity in energy reliability and stability, while serving as a resiliency strategy to minimize any
economic shock from energy supply insufficiency.
County land use plans and other strategic initiatives will include the consideration of completed housing
studies to ensure adequate supply of land available to meet future housing needs in appropriate and
desired areas, in addition to consideration of solar density throughout the region as we experience
energy transitions.
Community Resources
Region 7W is emphasizing the opportunity to grow electric vehicle charging infrastructure by facilitating
the usage of grant dollars to install electric vehicle charging stations for public use along major
transportation corridors throughout the region. In addition to expanding access to green energy and
supporting tourism infrastructure, the region is focusing on connectivity in trails and parks to enhance
quality of life for all residents and tourists.
Foundational Assets
Improved utilization of the St. Cloud Regional Airport was identified as a transportation strategy in the
action plan along with a desire to better utilize this airport by increasing cargo and passenger
transportation to the region. There is a partnership that formed and will remain ongoing between
Benton, Stearns, and Sherburne Counties working with the City of St. Cloud to optimize the usage of the
St. Cloud Regional Airport. This airport has the unique capability to serve commercial airlines, along with
private aircrafts.
In addition, within the region there are several partners that are working towards transportation
solutions to alleviate traffic congestion that is occurring between Monticello and Big Lake. Not only is
this planning project intended to support economic development, once completed it will also serve to
execute emergency and disaster recovery in the most efficient way possible.
Lastly, Wright County has allocated 4 million dollars of American Rescue Plan funds to support city
water/sewer infrastructure projects from full replacement of watermain and sanitary sewer to
wastewater facility and stormwater improvements. All these projects, both completed and future
planned initiatives, are a testament to the commitment and vision of community leaders with their
foresight to study, plan for, and provide a healthy environment for economic prosperity across the
region.
When looking to the future of Region 7W, economic development leaders across the region plan to pay
focus to the continuation of expanding broadband access across the region and the improvements of
other infrastructure. Garnering support from Counties, Cities, and Townships and leveraging state and
federal broadband grants and provider funds have been vital to the expansion of this infrastructure to
support economic growth, stability, and future viability of the region. Continuing these partnerships to
37
ECONOMIC RESILIENCE
ensure our businesses, residents, unserved, and underserved populations gain access to fiber is essential
to economic growth. Furthermore, leaders plan to work together to continually address transportation
solutions to support the growing region, and to solve issues such as providing adequate affordable
housing stock, mental health services, and community policing. Goals such as active redevelopment of
distressed properties, creating workforce pipelines, establishing a quality workforce through specialized
skills training, preserving our natural resources, and continuing to diversify our energy sources and grow
and diversify our tax bases remain regional priorities.
38
MPLEMENTATION
IMPLEMENTATION & EVALUATION
To evaluate the progress of the CEDS, stakeholders in the region will need to regularly meet to assess
the goals and objectives that have been developed. As the Economic Development Administration CEDS
guidelines indicate, performance measures are an important tool that will allow the region to measure
progress in implementing the CEDS and the impact on the regional economy over time. The primary
purpose of our CEDS is to align public and private entities around a common vision for Region 7W.
Implementation Strategies and Communication Plan
As the framework that guides collective strategic efforts and initiatives to foster continued economic
development in the region, it is paramount to pursue the goals and strategies of the plan in the months
and years following adoption. Consistent and frequent communication and distribution of the strategy
plan is necessary to ensure that all jurisdictions within 7W continue work towards the goals of the plan.
The Steering Committee will ensure the plan is distributed to all entities as well as ensuring the plan is
published on each county's website. Communication should also entail elected officials and leaders from
the impacted sectors throughout the 7W region.
As implementation of specific strategies are multi -faceted and in nearly all cases involve interagency
participation, relationships with district, state, and national entities are a must. This includes MN DEED,
MN DOT, public and private secondary institutions, local governments, transportation providers,
impactful nonprofit organizations, utility providers, and law enforcement entities.
The first step will be looking at developing working groups and/or committees to focus specifically on
goals and strategies outlined in the CEDS. Additionally, two immediate committees that would be
formed include a marketing committee to focus on regional marketing efforts as well as a committee to
continue focus on the creation of an Economic Development District. Such a district would help
galvanize stakeholders in the region amongst common interests and the goals and strategies in the plan.
It would increase access and opportunities to funding resources, particularly at the federal level, that
would further advance the goals of the plan. Furthermore, consistent meetings with local elected
officials are necessary to ensure the goals of the plan remain a priority for stakeholders throughout
Region 7W.
As much of the implementation can be achieved through financial resources, it is important to continue
to fund efforts that are aimed at achieving these goals. This includes local funding of programs that
continue to promote the economic growth of the region. Locally and regionally, jurisdictions should
continue to pursue external sources of funding that align with the goals.
Evaluation Framework and Performance Measures
Region 7W will conduct an annual review to compare outcomes to the various goals set throughout this
document. We will use this review process to celebrate successes and look for solutions to additional
challenges that have been presented. This process will not only hold Region 7W accountable for the
goals set forth but guide us as we prepare for the next CEDS in 2027.
M
)LEMENTATION & EVALUATION
or _1000000mr-
The following criteria may be used to measure performance and effectiveness of the CEDS:
• Monitor the number of projects, activities, and initiatives identified that are implemented.
• Monitor the number of funding applications developed and/or approved and total public and private
funds invested.
• Increase in number of roadway projects to "right -size" overbuilt highway infrastructure.
• Increase in the housing affordability and housing supply to meet regional demands.
• Increase in the number of in communities meeting water quality standards and capacity needs.
• Increase in efficiency of regional freight transportation due to enhancement and continual
maintenance of the regional highway system.
• Increase in communities/people/organizations served by affordable high-speed internet.
• Reduction in the childcare availability gap.
• Increase in mileage number of designated infrastructures for walking and biking (i.e., on -street bike
Lanes, safety shoulders, sidewalks/side paths, trails), especially in socioeconomically distressed
communities.
40
COMMENT
The required public comment period occurred from November 1, 2022, to November 30, 2022.
Documentation of public comments are on file and available upon request.
Benton, Sherburne, Stearns, and Wright County provided a link to the Region 7W Comprehensive
Economic Development Strategy (CEDS) plan on their websites at:
Benton County: https://www.co.benton.mn.us
Sherburne County: https://www.co.sherburne.mn.us
Stearns County: https://www.stearnscountymn.gov
Wright County: https://www.co.wright.mn.us
The CEDS remained visible for the duration of the 30 -day public comment period. Notification of the
public comment was given on all county websites and social media outlets. Paper copies and electronic
copies of the EDR 7W CEDS plan were also available at all Benton, Sherburne, Stearns, and Wright
County's office and by mail, when requested.
PROSPECT LIST
11/01/2022
Date of
Company Name
Business Category
Project Description
Building -Facility
Retained lobs New lobs
Total Investment
Project Status
Contact
6/22/2017
Project #6580
Metal Mfg.
New Facility Constr.
70,000 sq. ft.
0
49
$5,480,000
On Hold
5/22/2018
Karlsburger Foods
Food Products Mfg.
Facilty Expansion
20,000 sq. ft. +/-
42
10 to
$4,500,000
On Hold
20
_
11/29/2018
Project Blitzen
Precision Machining
Exist Bldg or New Const.
12,000 sq. ft.
10
$1,200,000
Concept Stage
3/28/2019
Project Nutt
Co -Working Space
Existing Building
?
?
?
?
Concept Stage
5/9/2019
Project FSJP
Light Mfg -Res. Lab
New Construction
20,000 sq. ft.
0
20+/-
$1,400,000
Active Search
8/16/2019
Project Jaguar
Office
New Construction
22,000 sq. ft.
22
4
$2,700,000
Active Search
1/20/2020
Project Panda v3
Service -Child Care
New Construction
10,500 sq. ft.
0
21
$4,100,000
Active Search
8/27/2020
Project Nuss
Combo Service -sale
New Construction
30,000 sq. ft.
0
20 to
$3,500,000
Almost Done
30
12/23/20- 6-
Project TDBBST
Industrial
New Construction
10,000 to 15,000 sq.
0
9
$1,850,000
Concept Stage
30-22
ft.
11/5/2020
Project Flower
Office
Existing
7,000-8,000 sq. ft.
0
12
$750,000
Concept Stage
2/16/2021
Project Cold
Industrial -Warehouse -Di
New Construction
80,000 sq. ft.
0
21
$12,000,000
Concept Stage
stri
3/19/2021
Project Orion
Warehouse-Distributi
New Construction
832,500 sq. ft.
0
500
$125,000,000
Active Search
on
2/28/2022
Project Emma II
Light Ind -Assembly
New Construction
20,000 sq. ff.
0
4
$1,350,000
Active Search
6/16/2021
Project UBAA
Child Care Services
New Construction or Exist
5,000 sq. ft.
0
14 to 19
$2,000,000
Act Search
6/30/2021
7/29/2021
10/28/2021
2/7/2022 1
4/28/2022 1
Project Ecosphere Industrial Tech Mfg. New Construction 1,000,000 sq. ft. 0 1122 $85,000,000 Act Search
Project BA710
Lt Assem-Distribute
New Construction
6,500 to 7,000 sq. ft
0 10 $650,000
Active Search
Project Stallion
Technology Service
New Construction
WWI000 sq�
� $3,600,000
Active Search
I
Project Shepherd Lt Assembly Distribution New Construction 75,000 sq. ft.
III
Project Cougar Precision Machining -Mfg. New Construction 35,000 to 45,000 sq. ft.
8/11/2022 1 Project Sing Precision Machining New Construction
400,000 sq. ft.
41 $10,500,000 Active Search
38 $4,700,000 Active Search
0 500 $90,000,000 Active Search
10/5/2022 Project Wafer Solar Panel Fabrication New Construction 500,000 sq. ft. + 0 1500 $630,000,000 Active Search
Contacts: M = 03 YTD = 25
AGENDA
REGULAR MEETING - MONTICELLO PLANNING COMMISSION
Tuesday, November 1, 2022 - 6:00 p.m.
Mississippi Room, Monticello Community Center
Commissioners: Paul Konsor, Andrew Tapper, Eric Hagen and Teri Lehner
Council Liaison: Charlotte Gabler
Staff: Angela Schumann, Steve Grittman (NAC), Hayden Stensgard, and
Ron Hackenmueller
1. General Business
A. Call to Order
B. Oath of Office Administration—Melissa Robeck
C. Consideration of approving minutes
a. Special Meeting Minutes—October 4, 2022
b. Regular Meeting Minutes—October 4, 2022
D. Citizen Comments
E. Consideration of adding items to the agenda
F. Consideration to approve agenda
2. Public Hearings
A. Consideration of a Request for Preliminary and Final Plat of Wiha Addition, a
Proposed Plat Located in the Industrial Business Campus (IBC) District
Applicant: John Kinghorn
3. Regular Agenda
A. Consideration of a Request for a One -Year Extension of a Conditional Use Permit
for a Group Residential Facility, Multi -Family in an R-2 (Single and Two -Family)
Residential District
B. Consideration of adopting Resolution PC -2022-050 finding that the Proposed
Acquisition of Certain Land (PID: 155249001010) by the City of Monticello
Economic Development Authority is Consistent with the City of Monticello
Comprehensive Plan (Monticello 2040 Vision + Plan)
C. Consideration of adopting Resolution 2022-051 finding that the disposal (sale) of
a portion of Outlot B, Jefferson Commons (PID 155164000020) by the City of
Monticello is consistent with the Monticello Comprehensive Plan (Monticello
2040 Vision + Plan).
D. Consideration of Community Development Director's Report
4. Added Items
5. Adjournment