IEDC Agenda 09-05-2017
AGENDA
INDUSTRIAL & ECONOMIC DEVELOPMENT COMMITTEE (IEDC)
th
Tuesday, September 5,2017–7:00a.m.
Boom Island Room, Monticello Community Center
________________________________________________________________________________
Members:Darek Vetsch, Steve Johnson,Joni Pawelk, Wayne Elam, Luke Dahlheimer, Dick Van
Allen, Jim Johnson, Don Roberts, Ollie Koropchak-White, Jason Kisner, Andrew Tapper,
Pete Gardner, Kevin Steffensmeier
Liaisons: Mayor Brian Stumpf, Jeff O’Neill, Angela Schumann, Jim Thares, Jacob Thunander,
Marcy Anderson, Dave Tombers
1.Call to Order
2.Approve Minutes:
st
a.August 1, 2017
3.Consideration of Adding Items to the Agenda
4.Consideration of acceptance of Jim Johnson’s resignation and to Recommendation of
Appointment of a new IEDC Member
5.Reports(Verbal Reports):
a.Economic Development
b.Planning Commission Agenda(attached)
c.City Council
d.Chamber of Commerce
6.Consideration of Comprehensive Economic Development Strategy (CEDS) DRAFT
th
7.Consideration ofChanging the October Meeting Date to September 26, 2017
8.Adjournment(8:00am)
MINUTES
INDUSTRIAL & ECONOMIC DEVELOPMENT COMMITTEE (IEDC)
Tuesday, August 1 2017 – 7:00 a.m.
Boom Island Room, Monticello Community Center
________________________________________________________________________________
Present: Darek Vetsch, Steve Johnson, Joni Pawelk, Wayne Elam, Luke Dahlheimer, Jim
Johnson, Don Roberts, Ollie Koropchak-White, Jason Kisner, Andrew Tapper, Kevin
Steffensmeier
Absent:Dick Van Allen,Don Roberts,Pete Gardner
Liaisons: Mayor Brian Stumpf, Jeff O’Neill, Jim Thares, Marcy Anderson, Dave Tombers
1.Call to Order
Darek Vetsch called the IEDC Meeting to order at 7:00 a.m.
2.Approve Minutes:
a.June 6, 2017
ANDREW TAPPER MOVED TO APPROVE THE REGULAR MEETING
MINUTES FROM JUNE 6, 2017. JONI PAWELK SECONDED THE MOTION.
MOTION CARRIED, 11-0.
3.Consideration of Adding Items to the Agenda
None.
4.Reports(Verbal Reports):
a.Economic Development
Jim Thares provided a report on the activitiesrelated to Economic Development
in Monticello. The four, current industrial prospects include: Shred-N-Go, Project
Novus, Minnesota DEEDProspect, andProject #6580. Thares stated that Shred-
N-Go is the furthest alongwith their plans and are working on securing their
financing.
Thares also mentioned that the Small Area Study was progressing.The EDA and
Planning Commission held a joint meeting on July 12th to discuss challenging
issues and implementation. The PlanningCommission would consider
recommending approvalat their eveningmeeting, but would likely be tabledto
the September meeting.The EDA would consider the plan on Wednesday, August
th
9.
Thares mentioned the proposed brewery that would be going forward to the
1
Planning Commission meeting. Thares stated that they would be locating in the
Sweet Dreams building, where the current tenants would be relocating.A men’s
barber shop would be locating inhalf of the building. The owners of the brewery
applied and wereapproved for a GMEF loan for $45,000 at the previous meeting.
The EDA allowed staff to work with the owners to negotiate a larger loan of
$75,000.
Thares added that Mills Fleet Farm would be opening tomorrow, Wednesday
nd
August 2.
Lastly, Thares stated that construction of amultiple tenant dental facility was
occuringalong Highway 25.
b.Planning Commission Agenda(attached)
Jim Thares also provided a report of the Planning Commission, noting that several
public hearings would be held, including: the Downtown Small Area Study
rd
(applicant: City of Monticello), Autumn Ridge 3Addition residential
rd
development (applicant: SW Wold Construction/Ocello, LLC), Featherstone 3
Addition residential development (applicant: Horst Graser), zoning map
amendment for rezoning and text amendmentto Section 5.2of the Monticello
Zoning Ordinance(applicant: Ryan Buffalo Land Company, LLC.),conditional
use permit forRustech Brewing (applicant: Bill and Penny Burt), and driveway
width discussion (applicant: City of Monticello). A development of a self-storage
facility (applicant: KB Properties) was tabled at the July meeting and would be
considered at the evening meeting. The applicant has revised plans to
accommodate the comments from the JulyPlanning Commissionmeeting.
Thares mentioned that discussion regarding the purchase agreement for 220 West
Broadway Street would also occur. The EDA approved the purchase of that
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property at their July 12meeting. Thares mentioned that it was being brought
forward to the Planning Commission because for review per the Comprehensive
Plan.
Thares added that there is an opening on the Planning Commission and
consideration of a new member would occur at the evening meeting. The
Directors Report would also be included.
c.City Council
Jeff O’Neill provided an update from the City Council. He stated that the Fenning
Avenue overpass projectwasmoving forward. The City is working with property
owners on providing land for the roundabout. A meeting with MnDOT occurred
to discuss bridge design and no large obstacles were mentioned. O’Neill
mentioned that Mayor Stumpf asked to review road reconstruction including curb
and gutter for Chelsea Road. This project would be pulled into the Fenning
overpass in 2018. Joni Pawelk asked if sidewalk would be included along Chelsea
2
Road. O’Neill confirmed.
O’Neill provided an update on the Highway 25 Coalition. The engineer is
inventorying traffic patterns, projected land uses, and looking at modeling for
river crossing. A work plan was approved for$150,000 and each City would be
going to their boards to continue supportingthe program.
O’Neill stated that the City would be operating the wastewater treatment plant in
2018. O’Neill stated that staff would be sought to run the plant. It was mentioned
thepossibility of the current contractor, Veolia, providing a revised contract that
may be better suited for the City.
O’Neill added that budget discussions wereoccurring on a department level. A
splash pad would be considered as the Monticello Lions would donate half of the
costs of developing.
O’Neill also explained that TDS is researching into a state broadband grant that
wouldbetter equip underserved areas of neighboring townships. O’Neill stated
that the City would likely support this project and the improvements it would
bring to the area. Expansion of services to new development areasof the City,
such as Featherstone, pursued.
O’Neill stated that the City received approval to move forward on the saleof the
bio-solids site.
O’Neill explainedthat discussion regarding housing development in the
downtown has been occurring, but nothing solid has been proposed. The Small
Area Study indicatessupport of such development.
Brian Stumpf explained that MnDOT are slating I-94 (east and west) overlay from
Monticello to Clearwater around 2020 or 2021.
Stumpf also added that a committee has been formed to discuss adaptive reuse of
the Ellison property.
Joni Pawelk expressed appreciation and positivity that have occurred from the
Small Area Study.
Darek Vetsch asked with the Fallon Avenue overpass if sidewalk would connect
Chelsea Road and School Boulevard. O’Neill explained that staff is working on a
plan to accommodate walking and biking.
d.Chamber of Commerce
Marcy Anderson explained that Riverfest was successful. She also added that the
downtown Block Party went well, butwould occur at West Bridge Park the
3
following year.
Anderson explained that the royal ambassadors were crowned and would be
th
attending the Chamber lunch, Tuesday August 15.
Anderson added that the next event, the Tri-Chamber Bowl Off,would be heldon
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Thursday, August 17.
5.Table Topic: Various updates
Jim Johnson stated that construction on the school projects are progressing on schedule.
Most of the projects are expected to be completed by the second and third weeks of
August.
Joni Pawelk explained that a large remodeling and expansion project would commence
th
on August 14for CentraCare Health –Monticello.
Jim Thares stated that a hotel developer stopped by City Hall last week and was looking
for feedback. Thares also addedthat interest in housing development has occurred
following the Small Area Study and Housing Study plans.
Duane Northagen stated that the Wright County Economic Development Partnership
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would be sponsoring a golf event on September 12at Fox Hollow and a broker event
would occur on September 19th to educate them on Wright County.
Thares mentioned that the City’s strategic plan would be discussed at the next IEDC
meeting.
6.Adjournment(8:00am)
OLLIE KOROPCHAK-WHITE MOVED TO ADJOURN THE MEETING AT 8:00 AM.
STEVE JOHNSON SECONDED THE MOTION. MOTION CARRIED, 11-0.
Recorder:Jacob Thunander ____
th
Approved: September 5, 2017
Attest:____________________________________________
Jim Thares, Economic Development Director
4
IEDC Agenda: 09/05/17
4.Consideration of acceptance ofJim Johnson’s resignation and toRecommendation
of Appointment of a new IEDC Member (JT)
A.REFERENCE AND BACKGROUND:
st
On August 1, 2017, Jim Johnson submitted an email stating his resignation from the
IEDC Board. Mr.Johnson is unable to continue serving on the IEDC due to his
resignation as superintendent of the Monticello School District.Mr. Johnson
recommended Mike Carr from Monticello School District to replace him.Mr. Carr has
indicated that he is interested in serving on the IEDC.
B.ALTERNATIVE ACTIONS:
1.Motion to accept Jim Johnson’sresignation from the IEDCand recommendation
of appointment of Mike Carr.
2.Motion to accept Jim Johnson’s resignation from the IEDC and recommendation
of the IEDC.
3.Motion of other
C.STAFF RECOMMENDATION:
Staff recommendsalternative one.
D.SUPPORTING DATA:
a.Jim Johnson’sResignation Letter
b.IEDC Enabling Resolution
c.IEDC Ordinance –Title 2, Chapter 10
From:Johnson,Jim\[mailto:jim.johnson@monticello.k12.mn.us\]
Sent:Tuesday,August01,20173:04PM
To:JimThares
Subject:IEDC
Jim,
IapologizeasIshouldhavehadthisforyoupriortotoday'smeeting.
IamresigningmypositionontheIEDCasIamleavingmyroleassuperintendentoftheMonticelloSchool
District.MyresignationiseffectiveAugust14,2017.
-JimJohnson
--
Dr.JimJohnson
Superintendent
MonticelloPublicSchools
302WashingtonSt.
Monticello,MN55362
763-272-2000
763-272-2009
MonticelloPublicSchools...EveryKid,EveryDay
Informationcontainedinthismessage,includingattachments,maycontainprivateand/orconfidentialdata.Thismessageis
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1
IEDC Agenda: 09/05/17
6.Consideration of Review of Comprehensive Economic Development Strategy
(CEDS) DRAFT #1 (JT)
A.REFERENCE AND BACKGROUND:
The IEDC is asked to consider reviewing the CEDS Plan. The CEDS is a four-County
regional economic development strategy plan. There is a 30 day window of time
beginning September 1, 2017 to review and make suggestions for revisions to the Plan.
Staff will provide a quick overview of the Plan at the meeting and allow members to
continue to review it individually until later in September before submitting final
suggested changes to the CEDS author, Jennifer Russell, Minnesota Workforce Center.
B.ALTERNATIVE ACTIONS:
1.No motion required
2.Motion of support or suggested changes if IEDC feels they are needed in its
review of the Plan.
C.STAFF RECOMMENDATION:
Staff recommendsalternative one.
D.SUPPORTING DATA:
a.CEDS Plan
www.cmjts.org
Equal Opportunity Employer and Program Provider
Upon request the information in this document can be made available in
Workforce excellence is CENTRAL to all we do.
alternative formats for people with disabilities by calling 800-284-7425
Benton
Stearns
S
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Wright
REGION 7W
Comprehensive
Economic Development Strategy
in Central Minnesota
Benton Sherburne Stearns Wright
2017
TABLE OF CONTENTS
TABLE OF CONTENTS
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Economic Competiveness.....................25
INTRODUCTION..........................3
Business Growth Context
What is CEDS?
Business Growth Goal
Vision
Business Growth Objectives
Stakeholder Involvement and Public Engagement
Entrepreneurship Context
Economic Resilience
Entrepreneurship Goal
REGIONAL OVERVIEW ....................5
Entrepreneurship Objectives
Demographics Population Change, 2000-2015
Community Resources........................26
Population Change, 1950-2015
Arts and Culture Context
Population by Age Group, 2000-2014
Arts and Culture Goal
Population Projections by Age Group, 2015-2035
Arts and Culture Objectives
Population by Race, 2014
Tourism Context
Labor Force Change, 2000-2015
Tourism Goal
Labor Force Projections, 2015-2025
Tourism Objectives
Employment Characteristics, 2014
Natural Resources Context
Unemployment Rate, 2000-2015
Natural Resources Goal
Jobseeker Per Vacancy, 2016
Natural Resources Objectives
Educational Attainment by Age Group, 2014
Foundational Assets .........................28
Commute Shed and Labor Shed, 2014
Broadband Context
Incomes, Wages, and Household Incomes
Broadband Goal
Per Capita Incomes
Broadband Objectives
Cost of Living
Transportation Context
Wages and Occupations
Transportation Goal
Job Vacancy Survey
Transportation Objectives
Occupations in Demand
Housing Context
Employment Projections
Housing Goal
Distinguishing Industries
Housing Objectives
Industry Projections
Water Quality/Wastewater Infrastructure Context
Employers by Size Class
Water Quality/Wastewater Infrastructure Goal
Water Quality/Wastewater Infrastructure Objectives
SWOT ANALYSIS........................21
SWOT Stands for …
IMPLEMENTATION AND
EVALUATION ...........................31
STRATEGIC DIRECTION/ACTION PLAN .....23
MADO and DevelopMN
PUBLIC COMMENT ON 7W CEDS PLAN ....31
Human Capital ..............................24
Labor Force Context
CONTACTS.............................33
Labor Force Goal
Labor Force Objectives
Educational Attainment Context
Educational Attainment Goal
Educational Attainment Objectives
1
INTRODUCTION
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INTRODUCTION
Central Minnesota Jobs and Training Services, Inc.
Planning and data collection for this document
(CMJTS) provides customer-focused employment
began in early 2016 with public input derived
and training services for individuals and businesses
through community meetings and partnerships with
in the 11-county Central Minnesota Local Workforce
local organizations.
Development Area 5. CMJTS matches jobseekers,
Vision
including youth, adults, and seniors, with job training
Region 7W strives to foster a prosperous region
that creates new business and employment
opportunities essential for economic growth.
resources to grow their business. The Region 7W
Economic development will champion the creation,
Comprehensive Economic Development Strategy
retention, and reinvestment of resources that
(CEDS) supports and serves the counties of Benton,
increase the economic opportunities and improve
Sherburne, Stearns, and Wright. All economic
the quality of life for Region 7W citizens.
development programs of CMJTS strive to create
and retain jobs, grow the local tax base, and create
Stakeholder Involvement and Public Engagement
wealth in our four-county region.
and community development leaders throughout
What is the CEDS?
the region to participate in meetings focused on
The Comprehensive Economic Development
developing goals and strategies around the four
Strategy (CEDS) contributes to effective economic
cornerstones of community and economic health
development in America’s communities and
regions through a locally-based, regionally-driven
CEDS planning process at economic and community
economic development planning process. Economic
development meetings in the region.
development planning—as implemented through
the CEDS—is not only a cornerstone of the U.S.
Economic Resilience
Economic Development Administration’s (EDA)
Economic resilience is a key element to bolster the
programs, but successfully serves as a means
long-term economic durability of the region. While it
to engage community leaders, leverage the
involvement of the private sector, and establish a
its own cornerstone, the approach recommended
strategic blueprint for regional collaboration.
is that economic resilience strategies be a
The CEDS will ultimately enhance and support
all four cornerstones. While not called out further in
current and future economic development efforts
the document, it is implied that economic resilience
in the region and engage local, regional, state, and
is a component of all activities associated with
federal partners. The CEDS follows EDA guidelines
economic development in Central Minnesota.
to focus on the region’s unique conditions,
advantages, and challenges.
The CEDS document is the result of the work of a
CEDS Steering Committee comprised of community
professionals, workforce development leaders,
educators, labor unions, and private individuals
representing the diverse population of the region.
3
REGIONAL OVERVIEW
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REGIONAL OVERVIEW
DEMOGRAPHICS POPULATION CHANGE,
POPULATION CHANGE, 1950-2015
2000-2015
After enjoying rapid growth over the last half century,
Economic Development Region 7W–Central
Region 7W’s population growth has slowed during
(EDR 7W) includes a total of four counties,
this decade. After gaining about 277,000 new
located in the Central Minnesota planning region.
residents from 1950 to 2010, the region added
Region 7W was home to 417,434 people in
just 15,000 residents from 2010 to 2015. That
2015, comprising 7.6 percent of the state’s total
made it the fastest growing region of the state by a
population. The region saw a 30 percent population
increase since 2000, making it the fastest growing
All four counties in Region 7W were among the
of the 13 economic development regions (EDR)
fastest growing counties in the Minnesota, led by
in the state, and now the third largest in total
Sherburne County, which was the second fastest
population after gaining over 95,000 new residents.
after growing 760 percent from 1950 to 2015,
In comparison, the state of Minnesota saw an 11.6
followed by Wright in seventh place after expanding
percent gain from 2000 to 2015, meaning Region
374 percent, and Benton County and Stearns
7W accounted for 17 percent of total state growth
thth
County in 11 and 12, respectively, after both
(see Table 1).
growing about 150 percent. Wright County added
over 103,000 new residents over the past 65 years,
Stearns County welcomed over 84,000 people,
Sherburne County gained 81,000 residents, and
Benton County’s population increased by just under
24,000 additional people during that timeframe.
Region 7W accounted for 11.7 percent of the state’s
total population gain from 1950 to 2015.
All four counties in the region saw
population gains since 2000, led by
Wright County, which was the second
fastest growing county in the state and
th
is now the 10 largest with 131,311
people. Sherburne County was the third
th
fastest growing and is the 12 largest in
the state, with 91,705 people. Stearns
County is the seventh largest with
th
154,708 people, and was the 12 fastest
growing after welcoming over 21,500 new
residents. Benton County is the smallest
in the region with 39,710 people, but is
th
the 24 largest in the state and was the
th
13 fastest growing from 2000 to 2015.
5
REGIONAL OVERVIEW
POPULATION BY AGE GROUP, 2000-
2014
Region 7W’s population is younger
than the state’s, with 37 percent of the
population aged 25 years and under
in 2014, compared to 33.2 percent
statewide. Another 41.1 percent of people
in Region 7W were between 25 and 54
years of age, which is typically considered
the “prime working years,” compared
to 40.8 percent statewide. In contrast,
Region 7W had a smaller percentage
of people from 55 to 64 years of age,
and a much smaller percentage of the
population age 65 years and over than
the state, with just 11.2 percent of people aged
65 years and over, compared to 13.6 percent of
residents statewide.
While the number of younger residents
was rising rapidly as young, married
couple families moved into the region,
the number of residents age 45 years
and over was also expanding quickly
because of the size of the baby boomer
generation—people born between 1946
and 1964 (see Figure 2 and Figure 3).
6
REGIONAL OVERVIEW
POPULATION PROJECTIONS BY AGE GROUP,
Figure 4. Region 7W Population Projections
2015-2035
by Age Group, 2015-2035
Region 7W is projected to enjoy continued
600,000
population growth in the next 20 years.
Though the 2015 projection is starting
about 20,000 people higher than the 2015
13,122
estimate, according to population projections
500,000
48,448
8,241
from the State Demographic Center, Region
29,936
7W is expected to gain about 79,400 net
6,612
85 years & over
61,066
17,534
new residents from 2015 to 2035, an 18.2
49,642
400,000
30,387
75-84 years
percent increase (see Figure 4). The state of
55,054 65-74 years
Minnesota is projected to grow 10.8 percent.
61,889
50,175
55-64 years
Despite the region’s younger population,
54,319
45-54 years
55,631
62,329
300,000
much of the demographic growth is expected
35-44 years
to be in the older age groups. Region 7W
57,169
54,468
25-34 years
55,609
is projected to add 68,000 people age 65
Total Regional Population
15-24 years
years and over, a 125 percent increase. The
200,000
63,418
57,615
54,772
5-14 years
region is also expected to gain about 10,200
people in the 25- to 44-year-old age group,
Under 5 years
as well as a corresponding increase of about
69,735
68,558 74,448
3,000 school-aged children and almost
100,000
1,200 people from 15 to 24 years of age. In
61,692
62,362
57,954
contrast, Region 7W is expected to lose over
8,000 people from 45 to 64 years of age as
32,820
30,170
29,105
-
the current baby boomer generation moves
201520252035
through the population pyramid.
POPULATION BY RACE, 2014
Region 7W’s population is less diverse than
the state’s, but is becoming more diverse
over time. In 2014, 93.4 percent of the
region’s residents reported White alone
as their race, compared to 85.2 percent
of residents statewide. Region 7W had a
smaller percentage of all other race groups
than the state, with the largest minority
populations being Hispanic or Latino and
Black or African American (see Table 2).
The region saw a 22.4 percent gain in the number
African American residents more than quadrupled,
of White residents, then saw much faster increases
while people of Some Other Race, and Hispanic or
in every other race group. The number of Black or
Latino origin more than doubled from 2000 to 2014
(see Table 2).
7
REGIONAL OVERVIEW
LABOR FORCE CHANGE, 2000-2015
According to data from DEED’s Local Area
Unemployment Statistics program, Region 7W has
experienced rapid growth in the size of the available
labor force over the last 15 years. The region had
over 43,000 more available workers in 2015 than
it had in 2000. As the region’s population grew, so
did the labor force, adding about 36,400 workers
from 2000 to 2010, a 19.2 percent increase. Labor
force growth has slowed since then, with the region
gaining just 6,600 workers from 2010 to 2015.
In sum, Region 7W rose from 189,484 workers in
2000 to 232,491 workers in 2015, a 22.7 percent
increase. The state was also gaining workers over
the past decade and a half, growing 5.7 percent
(see Figure 5). As the economy has recovered, the
labor market in the region has been getting tighter,
with about 8,800 unemployed workers in 2015.
LABOR FORCE PROJECTIONS, 2015-2025
Despite the region’s projected population growth,
applying current labor force participation rates
to future population projections by age group, as
shown in Figure 4 on page 9, would lead to much
slower growth in workforce numbers in Region 7W
over the next decade (see Table 3). Though the total
population projections in Table 4, the data show
that the age composition of the workforce will see
the number of workers aged 20 to 44 years and big
gains in workers aged 55 years and over, against a
huge decline in the number of workers aged 45 to
54 years.
The region may lose about 6,000 workers in the
45- to 54-year-old age group as the baby boomer
generation moves through the population pyramid.
The 25- to 54-year-old age group will still be the
largest part of the labor force, accounting for 58.1
percent of the total (see Table 3). This will likely lead
to a tight labor market in the future, with employers
needing to respond to the changing labor force
availability.
8
REGIONAL OVERVIEW
EMPLOYMENT CHARACTERISTICS, 2014
With 73.5 percent of people aged 16 years
and over in the labor force, Region 7W had
higher labor force participation rates than
the state’s 70.1 percent. The region had
higher labor force participation rates than
the state in almost every age group, and
the overall rate was even higher because a
higher percentage of Region 7W’s labor force
was in younger age groups (see Table 4). In
contrast, the region had lower participation
rates than the state in several race groups,
and also had large unemployment rate
disparities for every minority group. Region
7W had about 13,115 veterans and 9,835
workers with disabilities in the labor force,
though they also had higher participation
rates in the region than the state.
In sum, unemployment rates in the region
were highest for young people, minorities,
workers with disabilities, and people with
lower educational attainment.
UNEMPLOYMENT RATE, 2000-2015
Though slightly higher, Region 7W’s
unemployment rate has closely tracked the
state rate over time, typically hovering within 0.5
percent of Minnesota’s rate. According to DEED’s
Local Area Unemployment Statistics, the region’s
unemployment rate rose as high as 8.5 percent in
2009, while the state rate climbed to 7.8 percent.
Since then, the state and region’s economies
have recovered and unemployment rates are
dropping back below pre-recession levels, with
Region 7W reporting 3.8 percent in 2015, which
was just 0.1 percent above the state rate (see
Figure 6).
9
REGIONAL OVERVIEW
JOBSEEKERS PER VACANCY, 2016
As the number of available workers has
declined, the region’s labor market has
tightened. One clear demonstration of this
is the ratio of unemployed jobseekers per
vacancy, which dipped to 1.2 to 1 in 2015, and
stayed at that level in the second quarter of
2016. According to recent job vacancy survey
results, there were 7,242 openings reported
by employers compared to 8,580 unemployed
jobseekers in the region. The ratio climbed as
high as 11.8 to 1 during the recession (see
Figure 7).
EDUCATIONAL ATTAINMENT BY AGE GROUP,
2014
With 35 percent of adults aged 18 years and over
having a college degree, Region 7W has lower
educational attainment than the state, where 40.5
percent of adults have an associate, bachelor’s,
or advanced degree. However, 11.8 percent of
adults in Region 7W have an associate degree,
which outpaces the state (10.0 percent). Another
29.1 percent have some college experience, but no
degree, compared to 24.8 percent statewide.
Region 7W has a younger population that is focused
on advancing their education. This is leading to
changing educational attainment overall—52.4
percent of people aged 18 to 24 years have
attended some college, but hadn’t earned a degree
yet, and 14.5 percent already had a college degree.
Region 7W also had a much higher percentage of
people in the 25- to 44- and 45- to 64-year-old age
groups who had earned associate degrees, but
lower percentages of people with bachelor’s degrees
or higher. Region 7W has a lower percentage of
the population in the oldest age groups, and those
residents have much lower educational attainment
than the rest of the state and those in younger age
groups (see Table 5).
10
REGIONAL OVERVIEW
COMMUTE SHED AND LABOR SHED, 2014
According to commuting data from the Census
Bureau, Region 7W is a net labor exporter, having
more workers than available jobs. In fact, nearly as
many residents commute out of the region than stay
in the region for work.
In sum, 120,106 workers both lived and worked in
Region 7W in 2014, while 46,561 workers drove
into the region from surrounding counties for work,
compared to 89,054 workers who lived in the region
but drove to surrounding counties for work (see
Table 6).
Anchored by St. Cloud, Stearns is the largest county
and the largest employment center in the region
and was the biggest draw for workers, actually
seeing a net import of workers. In contrast, Benton,
well as St. Cloud (see Table 7).
INCOMES, WAGES, AND
HOUSEHOLD INCOMES
At $64,310 in 2014, household incomes
were slightly higher in Region 7W than
the state, where the median household
income was $60,828. Median household
incomes were $53,006 in Benton County
and $55,455 in Stearns County, which
thrd
were the 30 and 23 highest in the state,
respectively. Incomes were even higher
in Sherburne and Wright County, which
respectively, at $73,621 and $73,085.
Just 38.1 percent of the households in
the region had incomes below $50,000 in
2014, compared to 41.1 percent statewide.
Another 36.7 percent of households earned
between $50,000 and $100,000 in the region,
compared to 33 percent of households statewide,
and in both the state and the region, about 25
percent of household earned over $100,000 (see
Figure 9).
11
REGIONAL OVERVIEW
PER CAPITA INCOMES
However, per capita incomes were slightly lower in
Region 7W than the state, ranging from $24,791
in Benton County to $30,292 in Wright County,
compared to $31,642 in Minnesota. At $28,176,
Region 7W had the third highest per capita income
of the 13 EDRs in the state, behind the Twin Cities
metro and Southeast Minnesota (see Figure10).
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 $54,804 in
2016. The cost of living for a similar family in Region
7W was $52,404—which was also the third highest
of the 13 EDRs in the state, behind only the Twin
Cities metro area and Region 7E–East Central.
The highest monthly costs were for
transportation, food, and housing.
The cost of the region’s housing,
transportation, and taxes were very
similar to the state, while child care
costs were the main difference (see
Table 8). To meet the basic cost of
living for the region, the workers in
the family scenario listed above would need to earn
$16.80 per hour. For a single person living alone
and working full-time, the estimated yearly cost in
Region 7W would be $30,480, which would require
an hourly wage of $14.65 to meet the basic needs
standard of living.
12
REGIONAL OVERVIEW
WAGES AND OCCUPATIONS
According to DEED’s Occupational Employment
and library; construction and extraction; healthcare
Statistics program, the median hourly wage for all
practitioners; installation, maintenance, and repair;
and sales and related occupations (see Table 10).
quarter of 2016, which was the fourth highest wage
Not surprisingly, the lowest-paying jobs are in
level of the 13
food preparation and serving, personal care and
EDRs in the state.
service, sales and related, building and grounds
However, Region
cleaning, and healthcare support jobs, which
7W’s median
tend to have lower educational and training
wage was $1.96
requirements. For the most part, the gap in pay
below the state’s
between Region 7W and the state is also lower in
median hourly
these jobs. In contrast, the highest paying jobs are
wage, equaling
found in management, healthcare practitioners,
90 percent of the
legal, computer, architecture and engineering, life,
statewide wage
physical, and social science, and business and
rate, and about
$3.90 below the
levels of education and experience. The pay gaps
median hourly
between the region and state are much bigger in
wage in the 7-county Twin Cities metro area, which
these occupations, with the exception of healthcare.
would amount to nearly $8,000 per year for a full-
time worker. Region 7W had higher wages than
surrounding regions
like Region 5 at
$15.07, Region 6E at
$16.78, and Region
7E at $17.00, but lower
wages than the Twin
Cities at $20.79 and
Southeast Minnesota
at $17.77 (see Table
9).
About 11.3 percent
of the jobs in Region
7W were production
occupations,
which was more
concentrated than
in the state as a
whole. Region 7W
also had a higher
share of workers in
education, training,
13
REGIONAL OVERVIEW
JOB VACANCY SURVEY
Employers in Region 7W reported 7,242 job
vacancies in the second quarter of 2016, the
highest number ever recorded. Job vacancies in the
region have increased almost 350 percent from the
recession low point in 2009. Overall, 48 percent
of the openings were part-time, and less than 30
percent required post-secondary education or one
or more years of experience. The median hourly
wage offer for all occupations jumped to $14.07,
thanks to big gains in the lowest-paying occupations
(see Table 11).
14
REGIONAL OVERVIEW
OCCUPATIONS IN DEMAND
According to DEED’s Occupations In Demand tool,
there are over 200 occupations showing relatively
high demand in the region, with training and
education requirements ranging from short-term,
on-the-job training to post-secondary education
to advanced degrees. Many of the occupations in
demand in the region require a high school diploma
or less. These occupations are spread across
different sectors, but are also concentrated in the
region’s major industries. For example, food prep
workers, personal care aides and home health
aides, retail sales workers, truck drivers, information
technology, welders, and healthcare practitioners
are all occupations in demand based on the
consistent need for these workers (see Table 12).
15
REGIONAL OVERVIEW
EMPLOYMENT PROJECTIONS
The Central Minnesota planning area is projected
The related accommodation and food services
to grow 7.7 percent from 2014 to 2024, a gain of
industry had 13,924 jobs at 690 establishments,
over 23,300 new jobs. In addition, the region is
and also had low wages. Combined those two
industries added over 2,600 jobs since 2010. With
openings left vacant by retirements and other
one of the largest student populations outside the
career changes. The number of replacement
Twin Cities, Region 7W also has a high concentration
openings is expected to dwarf the number of new
of jobs in educational services, with 15,407 jobs
jobs in most occupational groups, though the region
at 195 institutions—primarily at elementary and
will see rapid growth for personal care, healthcare,
secondary schools, but also at junior colleges,
construction, food prep, and sales jobs in the next
universities, and other schools and instruction. The
decade. In contrast, seven occupational groups are
next largest industry was also the fastest growing
expected to see a decline in jobs through 2024, but
in the region from 2010 to 2015: the construction
will still have replacement openings (see Figure 11).
industry built up payrolls by 43.4 percent, and now
With 28,215 jobs at 816
Figure 11. Central Minnesota Regional Employment
assistance is the largest
Projections, 2014-2024
employing industry in Region
-2000020004000600080001000012000
7W, accounting for 16.8
percent of total jobs in the
Sales & Related
19629030
region. Due to the region’s
Food Preparation & Serving Related
20208880
population growth, the largest
Office & Administrative Support
13617830
sectors were ambulatory
Production
4486720
health care services and
Personal Care & Service
34573450
hospitals, which had just over
Healthcare Practitioners & Techincal
24363720
and just under 9,000 jobs
Transportation & Material Moving
5275203
respectively, with both seeing
Education, Training, & Library
9104330
Management
1744630
The region also had 6,000
Healthcare Support
23222310
jobs in nursing and residential
Construction & Extraction
20882390
care facilities and 4,100 jobs
Installation, Maintenance, & Repair
12152750
in social assistance. After
Business & Financial Operations
9082030
regaining about 3,000 jobs
Business, Grounds Cleaning, & Maint.
8671930
since 2010, manufacturing
Community & Social Service
6491280
is still the second largest
Arts, Design, Entertainment, & Media
1371040
industry in Region 7W, with
Computer & Mathematics
309430
Wages in manufacturing were
Architecture & Engineering
780
46
nearly $7,500 higher than in
Protective Service
59571
the total of all industries. In
Farming, Fishing, & Forest
-222730
contrast, wages were relatively
Life, Physical, & Social Science
106360
low in retail trade, the region’s
Legal
59210
third largest industry, with
22,794 jobs at 1,305 stores.
16
REGIONAL OVERVIEW
support and waste management services industry,
689 jobs, a 10.5 percent increase since 2010.
Other important industries in Region 7W include
wholesale trade, transportation and warehousing,
insurance, and professional and technical services.
Seventeen of the 20 main industries in the region
added jobs since 2010, led by construction,
health care, manufacturing, accommodation and
food services, retail trade, wholesale trade, and
transportation and warehousing (see Table 14).
17
REGIONAL OVERVIEW
DISTINGUISHING INDUSTRIES
Region 7W stands out in the state for its higher
share of employment in manufacturing, with
specialties, including furniture and related product
manufacturing and nonmetallic mineral product
manufacturing, as well as transportation equipment
manufacturing,
fabricated
metal product
manufacturing,
and textile product
mills. Located in
the center of the
state, the region
also has strengths
in heavy and
civil engineering
construction, truck
transportation, and
motor vehicle and
parts dealers (see
Table 15).
INDUSTRY PROJECTIONS
As noted above, the Central Minnesota
planning area is projected to grow 7.7
percent from 2014 to 2024, a gain of
23,338 new jobs, making it the fastest
growing region of the state. The largest
and fastest growing industry is expected
to be healthcare and social assistance,
which may account for nearly 45 percent
of total projected growth in the region.
Central Minnesota is also expected to
retail trade, accommodation and food
services, and administrative support,
with growth spread across 17 of the
21 sectors. In contrast, the region is
expected to see declines in agriculture,
manufacturing, and educational services
(see Table 16).
18
REGIONAL OVERVIEW
EMPLOYERS BY SIZE CLASS
The vast majority of businesses in Region 7W are
small businesses, with 54.2 percent of businesses
reporting one to four employees in 2014, according
to County Business Patterns from the U.S. Census
19 employees, and 11.2 percent had between 20
and 99 employees. Only 2.1 percent had 100 to 499
employees, compared to 2.4 percent of businesses
in the state. Just 24 businesses in the region had
more than 500 employees, which is the Small
business.” Obviously then, small businesses are
vital to the region’s economy (see Table 17).
19
SWOT ANALYSIS
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SWOT ANALYSIS
The CEDS process requires a SWOT Analysis to be SWOT stands for
Strengths: Internal factors that give our region,
year plan. Community meetings started with a SWOT
communities, and businesses an advantage over
Analysis to provide a baseline for local governments
others.
to work from when addressing these regional
Weaknesses: Internal factors that place our region,
concerns. The purpose of the SWOT Analysis is
communities, and businesses at a disadvantage
not just to recognize areas of strength and where
relative to others.
opportunities may lie, but also to rigorously
Opportunities: External factors that our region,
examine and increase awareness of weaknesses
communities, and businesses could capitalize on to
and potential threats so proper preparation can
our advantage.
take place.
Threats: External factors that could create
challenges for our region, communities, and
businesses.
Region 7W SWOT Analysis
STRENGTHS
WEAKNESSESOPPORTUNITIES
Transportation infrastructure/
Broadband – underserved in Retaining population of youth
strong highway system
rural areas
Post-secondary education
Housing – lack of affordable
Agriculture
Work-based learning
housing
Natural resources
opportunities
Wage competition with the
Great recreational Increase collaboration
metro (higher near metro)
opportunities
between public-private
Location – a lot of people
partnerships (education)
Educational (higher ed)
commute for work out of
facilities
On-the-job training
region
Strong school system
Develop partnership with local
Lack of entertainment/
business and education
amenities
Access to strong, local
medical facility Immigrant communities
Retention of post-secondary
students
Location between St. Cloud
Matching up of labor force
Aging population for
and metro
and business
workforce
Safe place to live
Growth in small business
development
THREATS
Small businesses getting run Labor shortage Aging infrastructure
out by larger corporations
Labor exportation Brain drain
Higher wages near metro
Perception of the region Lack of diversity
Aging population/workforce
Federal government
uncertainty
21
STRATEGIC DIRECTION / ACTION PLAN
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MADO and DevelopMN
Community Resources
The DevelopMN Plan is the result of a collaborative
effort of the ten Economic Development Districts
Central Minnesota communities seek to maintain
that make up the Minnesota Association of
rural values, their heritage, and the assets that
Development Organizations (MADO). DevelopMN
support them. Community resources include topics
was completed in 2016. It was developed to align
that balance the preservation and improvement of
strategic economic development efforts throughout
local social, cultural, and natural assets that are
Greater Minnesota, and leverage resources at all
critical for the future.
levels for a greater overall development impact.
Fundational Assets
Central Minnesota communities require proactive
regions and communities that are a template for the
and collaborative approaches/strategies to
organization of the Minnesota CEDS: human capital,
address infrastructure needs in a cost-effective
economic competitiveness, community resources,
manner. Managing the access to and maintenance,
and foundational assets.
replacement, and growth of these assets are key
Human Capital
to preserving and maintaining communities and
Developing, retaining, and attracting talent are
provide for growth opportunities. Foundational
critical for Central Minnesota to sustain and grow
assets include above-ground and below-ground
rural businesses and communities. Tracking the
infrastructure such as transportation, utilities,
characteristics of the labor force and the needs of
and water.
employers, and creating strategies for alignment
between the two, are the foundation for this
cornerstone.
Economic Competitiveness
Making Central Minnesota an attractive
environment for growth is critical to creating jobs,
public services. Economic competiveness requires
communities to develop and link all available assets
to support innovation and encourage business
growth.
23
STRATEGIC DIRECTION / ACTION PLAN
HUMAN CAPITAL
Developing, retaining, and attracting talent is critical
Conduct collaborative planning activities with
for Region 7W to sustain and grow businesses and
regional partners to promote alignment of
communities. Tracking the characteristics of the
economic and workforce development goals,
labor force and the needs of employers and creating
including encouraging post-secondary education
strategies for alignment between the two, are the
and skills training to support high-growth and
foundation for this cornerstone.
high-wage jobs.
Pursue funding opportunities with workforce
Labor Force Context
partners to expand the availability of training
As Region 7W looks to grow its economy, it is
programs for targeted industries and occupations.
confronted with the challenge of meeting the hiring
Make labor market information more accessible
and skill needs of employers. Region 7W has a
to school districts and higher education
higher labor force participation rate in almost every
institutions so students can make informed
age group at 73.5 percent compared to the state’s
career choices.
70.1 percent labor participation rate. Region 7W’s
Develop a program for experienced workers to
mentor the emerging workforce.
a steady gain in the number of workers aged 20 to
44 years and big gains in workers aged 55 years
Encourage seasoned workers to remain in the
and over, against a huge decline in the number of
workforce.
workers aged 45 to 54 years. The Central Minnesota
planning area is projected to grow 7.7 percent from
Educational Attainment Context
2014 to 2024, a gain of over 23,300 new jobs. The
With 35 percent of adults aged 18 years and over
region may lose about 6,000 workers in the 45- to
having a college degree, Region 7W has lower
54-year-old age group as baby boomers retire and
educational attainment than the state, where 40.5
leave the workforce.
percent of adults have an associate, bachelor’s, or
advanced degree. In Region 7W, 11.8 percent of
Labor Force Goal
adults have an associate degree, which out-paces
Uphold a high labor force participation rate and
the state (10.0 percent); 29.1 percent have some
maintain a low unemployment rate.
college experience but no degree, compared to 24.8
Labor Force Objectives
percent statewide.
Embrace diverse populations (e.g., aging, youth,
Educational Attainment Goal
people of color, previously incarcerated, people
Increase the number of residents (ages 18-64)
with disabilities, etc.) through targeted workforce
who have completed post-secondary education
programs.
Increase employment access and retention by
technical degrees, and apprenticeships relevant to
connecting potential employees to the existing
employment in skilled, living-wage occupations.
employment and workforce support networks.
Educational Attainment Objectives
programs, credit-based apprenticeships,
Develop K-12 and post-secondary
internships, and on-the-job training to train
apprenticeships, internships, entrepreneurship
existing and future workers for a more competitive
opportunities, and mentorship programs.
economic environment.
24
STRATEGIC DIRECTION / ACTION PLAN
Support “brain gain” programs to recruit and Business Growth Goal
retain workers ages 25-54.
Foster job creation and support the growth of new
and existing businesses by providing capacity-
Increase the awareness among students, parents,
building information, tools, and resources.
and educators about the requirements for future
Business Growth Objectives
Market career opportunities in the region and
Assist business startups and existing businesses
share information about in-demand careers with
students, parents, and educators.
create and maintain jobs.
Align education and workforce data to meet
Coordinate public-private partnerships to facilitate
current and future skill needs of employers.
small- and medium-sized business lending.
Educate employers on the potential of the
Educate businesses on grant and funding
untapped workforce (e.g., underserved and
opportunities available.
diverse populations).
Advocate to fully fund regional Small Business
Work to eliminate disparities in educational
Development Centers at the state level.
attainment.
Develop and promote a regional marketing
Expand access to higher education in the region
strategy with a clear and concise message to
by establishing secondary education satellite
attract new businesses.
facilities available for use by area universities and
Support startup and small businesses with
community colleges.
strategic planning, and other assistance.
Implement business succession planning
ECONOMIC COMPETITIVENESS
processes and seminars throughout the region.
Making Region 7W an attractive environment for
Campaign for competitively-priced, high-speed
growth is critical to creating jobs, improving living
broadband infrastructure throughout the region to
attract and retain businesses.
Economic competiveness requires communities
Encourage communities to complete a business
to develop and link all available assets to support
retention and expansion (BRE) program.
innovation and encourage business growth.
Create networks of incubator, coworking, proof-of-
Business Growth Context
concept, and maker spaces.
The vast majority of businesses in Region 7W are
Encourage and support immigrant businesses,
small businesses, with 54.2 percent of businesses
startups, and expansions.
reporting one to four employees in 2014, according
Improve the region’s competitiveness by
to County Business Patterns from the U.S. Census
assessing and leveraging industry clusters.
Bureau. Just 24 businesses in the region had
more than 500 employees, which is the Small
“small business.” This is an indication that small
businesses are vital to the region’s economy.
25
STRATEGIC DIRECTION / ACTION PLAN
Entrepreneurship ContextArts and Culture Context
Region 7W must embrace and encourage innovation Minnesota’s artists and creative workers have a
and calculated risk-taking to foster entrepreneurship large and growing impact on our state’s economy.
to compete effectively in the global economy. Self-Through direct spending and their operations,
starters, creative thinkers, and service-oriented creative businesses are a core part of the
entrepreneurs are a necessary part of the region’s economic vitality of our state. The 2015 Creative
workforce.Minnesota report illustrates that artistic spending by
Minnesota’s 104,148 full- and part-time artists and
Entrepreneurship Goal
creative workers have a far reaching impact. Artists
Increase cross-sector initiatives to support
buy supplies, contract for services, and more. These
entrepreneurship and innovation.
actions support jobs, create income, and generate
government revenue.
Entrepreneurship Objectives
Create and promote programs, activities, and
Arts and Culture Goal
policies to foster innovation and community-wide
Promote cultural amenities for the purpose of
support for entrepreneurship.
attracting economic investment and skilled workers
to the region. Lead and serve individuals and
Identify and grow angel and venture capital
organizations to help build environments in which
investments.
the arts and arts-education thrive and contribute to
Experiment with the concept of a startup package
more vibrant and creative communities.
for new businesses.
Develop local business mentorship programs.
Arts and Culture Objectives
Work with immigrant entrepreneurs to connect
Communicate economic development impacts of
them to existing resources.
arts with local leaders.
Educate entrepreneurs on grant and funding
opportunities available.
opportunities.
Expand K-12 business startup courses to
Connect artists with resources they need to make
support entrepreneurship (e.g., DECA, Junior
a living and improve the quality of life.
Achievement, Creating Entrepreneurial
Integrate the arts in public infrastructure and
Opportunities (CEO) program).
space.
Create and enhance university/college and
Improve art education in school systems,
business cooperation in the areas of research
including career opportunities in the arts.
and practical product and service application
Engage artists in community planning and get
throughout the region.
them involved at the ground level.
Create economic or job clusters based on creative
businesses.
COMMUNITY RESOURCES
Link creative businesses with non-artistic
Region 7W seeks to maintain rural values, heritage,
businesses.
and the assets that support them. Community
Use celebrations or festivals to highlight
resources include topics that balance the
communities’ cultural amenities.
preservation and improvement of social, cultural,
Implement arts-based placemaking to improve
and natural assets that are critical for the future.
public spaces and enhance the vibrancy of our
communities.
26
STRATEGIC DIRECTION / ACTION PLAN
Tourism ContextNatural Resources Goal
Tourism is a source of economic vitality to the To protect and preserve the environment, enhance
state of Minnesota and can provide an economic the quality of life for current and future generations,
development alternative for communities. and practice responsible management of natural
resources.
play an important role in a community’s economic
Natural Resources Objectives
development strategy.
Encourage community and regional planning
Tourism Goal
that address all aspects of natural resource
Strengthen the local economy by attracting people protection, preservation, and restoration.
from outside the region to increase visitor spending
Develop and manage funding programs that
and increase consumer awareness of Region 7W.
implement best management practices.
Tourism Objectives
Protect the region’s natural resources through
Promote and market local community events,
public outreach and education.
amenities, and assets to people outside of the
Preserve and protect natural areas and open
geographic region.
spaces to maintain and attract desired wildlife
Develop and ensure consistent regional branding
species and provide “non-developed green space”
efforts that promote local businesses and locally
for community residents.
made products.
Conserve natural amenities by incorporating
Strategically invest in tourism infrastructure
these features into the local and regional
and projects which also support economic
development plan as open spaces, buffer areas,
competitiveness and quality of life in the region’s
or other common areas.
communities.
Support policies and procedures to mitigate
Collaborate with municipal and economic
invasive species threats and focus efforts on their
development partners to grow tourism.
reduction or elimination.
Develop career pathways in the tourism industry
Maintain existing park facilities while seeking
to attract and retain employees.
opportunities to expand and enhance future
Increase the number of overnight and same-day
facilities.
visitors.
Protect lakes, rivers, and wetlands from direct and
indirect impacts of new and existing development
Natural Resources Context
and infrastructure.
Region 7W has an abundance of natural resources,
Seek sources of public and private funding
which provide critical habitat for wildlife, protect
water quality, offer recreational opportunities,
redevelopment.
and serve as the foundation for the region’s
Support educational programs on energy
environmental well-being, economic prosperity, and
conservation and use of renewable energy
quality of life. Protecting these important resources
resources through cooperation with other
is a priority for the region. However, the region’s
agencies and energy suppliers.
natural resources are under increasing pressure
from population growth, development, and climate
change.
27
STRATEGIC DIRECTION / ACTION PLAN
Support the development of diverse, reliable, Broadband Objectives
and cost-effective energy sources and systems
Advocate for broadband funding at both state and
to meet the region’s economic and
federal levels.
environmental goals.
Leverage state resources to increase broadband
Increase the use of solar energy and other
access.
renewable energy resources in existing and new
Promote an understanding of the importance of
developments in the region.
broadband to a community’s infrastructure.
Work with stakeholders to protect and improve
Develop “Dig Once” programs and policies in
air quality.
communities.
Continue to encourage composting, recycling,
Expand broadband to unserved and underserved
reduction, and reuse of solid waste as an
parts of the region.
Partner with broadband providers to explore ways
to assist with broadband infrastructure.
substandard stormwater management systems.
Identify industries in need of high-speed internet
Conserve water and promote bio-diversity and
support pollinators through installation of native
infrastructure development.
landscapes on public lands.
Ensure equitable broadband access for all
students outside of school.
Work with the private sector to promote the
FOUNDATIONAL ASSETS
availability of high-speed broadband.
Region 7W communities require proactive and
collaborative approaches/strategies to address
Transportation Context
infrastructure needs in a cost-effective manner.
Transit services in rural areas, small towns, and
Managing the access to, maintenance, replacement,
regional centers will be increasingly important for
and growth of these assets are key to preserving
access to medical care, community services, and
and maintaining communities and providing for
employment.
growth opportunities.
Transportation Goal
Broadband Context
Develop and maintain a regional transportation
Affordable high-speed internet is necessary to
system that supports economic productivity,
remain competitive in today’s global economy.
Many businesses and residents experience lack
region.
of access to reliable broadband at acceptable
speeds and costs.
Transportation Objectives
Support regional transportation infrastructure to
Broadband Goal
promote multi-model systems, improvements to
Connect local units of government, communities,
outdated components, and enhanced connectivity
and interested parties with technical assistance and
among the growth centers in the region.
resource providers to expand broadband internet
Encourage state and local units of government
within the region.
to support and pursue options that increase the
availability of transportation funding.
28
STRATEGIC DIRECTION / ACTION PLAN
Work to ensure that long-range public transit Housing Goal
policy decisions in Central Minnesota address
Create housing options that give people in all life
future demographic shifts and needs.
stages and of all economic means viable choices for
safe, stable, and affordable homes.
Prioritize transportation projects that connect
regional economic hubs.
Housing Objectives
Design streets and highways that are safe and
Advocate for funding the demolition of vacant,
unsafe, and dilapidated housing units.
transit, pedestrians, and bicyclists with minimal
Rehabilitate and preserve the existing housing
environmental impacts.
stock.
Promote a public transit system where all
Establish partnerships with private sector,
providers work together to maximize resources.
Maintain and reconstruct existing roadways
to access public funding and attract private
and bridges in a manner that promotes safety,
capital for affordable housing development.
and preserves transportation corridors.
planning for home ownership.
Develop and expand transportation facilities to
Advocate for dollars to fund local housing studies.
accommodate freight movement and meet the
Encourage development of housing for seniors
changing needs of the regional economy.
and persons with disabilities.
Retain and preserve facilities for air travel and
Integrate economic development and job creation
transport.
with workforce housing development, including
Preserve rail corridors and provide safe and
housing within walking distance of job growth
convenient rail facilities and service to meet rail
locations.
passenger and freight transportation needs for
the region.
Water Quality/Wastewater Infrastructure Context
Support Northstar Commuter Rail Corridor
operations by identifying the region’s needs.
infrastructure is overwhelming cities and residents.
Work with state and local partners to coordinate
Local units of government will need to be innovative
efforts to develop and enhance regional bicycle
in paying for and addressing on-going infrastructure
and pedestrian systems.
maintenance.
Water Quality/Wastewater Infrastructure Goal
Highway 10 through state and regional efforts.
Improve water quality by ensuring the region’s
Work with local joint power entities, such as
groundwater and surface water supplies are
the I-94 Coalition and Highway 25 Coalition, on
protected from depletion and degradation by
transportation initiatives.
reducing the number of impaired waters and
endangered ecosystems.
Housing Context
community. Identifying where and how to prioritize
limited resources to address housing is important to
meet the needs of all residents.
29
STRATEGIC DIRECTION / ACTION PLAN
Water Quality/Wastewater Infrastructure Promote stormwater management techniques
Objectives that minimize surface water runoff in public and
private developments.
Work with partners to implement water quality
restoration and protection projects to improve
Advocate for the cleanup of contaminated
impaired water resources.
groundwater resources.
of safe drinking water, meeting all regulatory
Support efforts to obtain federal, state, and
regional funding to upgrade and maintain aging
infrastructure (e.g., water, sewer, drainage
Provide technical assistance and education to
facilities) while supporting the expansion of
residents, municipalities, watershed management
infrastructure to underserved areas.
groups, and other entities to protect and restore
water resources.
Support inter-governmental studies and/or
demonstration projects to identify areas for
Encourage cities to obtain technical assistance in
the early stages of infrastructure development.
and performance.
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.
Encourage cities to develop capital improvement
plans that are aligned with comprehensive plans
and land-use ordinances.
Support designing and building sustainable
infrastructure to collect and manage stormwater
runoff from streets, sidewalks, parking lots, and
rooftops to prevent runoff from entering the
communities’ sanitary sewer systems.
30
IMPLEMENTATION AND EVALUATION
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To evaluate the progress of the CEDS, CMJTS CMJTS’ performance measures are intended to
staff will meet frequently with stakeholders in evaluate the organization’s independent and
the region to assess the goals and objectives collaborative contributions on the regional economy
that have been developed. As the Economic through the implementation of the CEDS. The two
Development Administration CEDS guidelines questions that should be asked regularly include:
indicate, performance measures are an important How are we doing? What could we be doing better?
tool that will allow the region to measure progress As annual performance reports are prepared,
in implementing the CEDS and the impact on the each cornerstone will be evaluated. The analysis
regional economy over time. The primary purpose and review will take into account traditional EDA
of our CEDS is to align public and private entities performance measures, such as jobs and tax base,
around a common vision for Region 7W.
and other assets leveraged.
PUBLIC COMMENT ON 7W CEDS PLAN
The required public comment period occurred announcing the public comment period to regional
from September 1, 2017, to September 30, 2017. newspapers. Paper copies and electronic copies of
the EDR 7W CEDS plan were also available at the
of adoption is located in the Appendix.
CMJTS provided a link to the Region 7W
Comprehensive Economic Development Strategy
(CEDS) plan on its website at: www.cmjts.org, for
the 30-day comment period and a press release
31
CONTACTS
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Jenn Russell
Economic Development Coordinator
Email: jrussell@cmjts.org
Phone: 320.250.8157
Tricia Bigaouette
Finance Director
Email: tbigaouette@cmjts.org
Phone: 763.237.4491
Barbara Chaffee
Email: bchaffee@cmjts.org
Phone: 763.271.3711
33
406 East 7th Street!!PO Box 720
Monticello, MN 55362
info@cmjts.org
763-271-3700!!800-284-7425
34
IEDC Agenda:09/05/17
th
7.Consideration ofChanging the October 2017 IEDC Meeting Date to September 26
(JT)
A.REFERENCE AND BACKGROUND:
The IEDC is asked to consider changing the date of the regular scheduled meeting of
rdth
October 3, 2017 to September 26, 2017. The change in the date would help to
accommodate the Industry of the Year (IOY) to allow IEDC members to review
nomination and vote on the finalist. Industry of the Year is scheduled for Wednesday
th
October 4, 2017. The event coincides with Minnesota Manufacturer’s Week, which
runs from October 1-7, 2017.
B.ALTERNATIVE ACTIONS:
th
1.Motion to accept the October Meeting for September 26, 2017 at 7:00 a.m.
2.Motion to deny request
3.Motion of other
C.STAFF RECOMMENDATION:
Staff recommendsalternative one.
D.SUPPORTING DATA:
a.Industry of the Year Invitation
Ɏ
Ɏ
2017 Industry of the Year Nominees
2017 Hosts and Sponsors:
To be Announced
Monticello Industrial & Economic Development Committee
Monticello Economic Development Authority
Breakfast Catered by A Catered Event