HomeMy WebLinkAbout[06] Region 7W CEDS Update
EDA Agenda Item 6
MEETING DATE: January 16, 2018
AGENDA ITEM: Region 7W CEDS
PREVIOUS EDA ACTION: None
BACKGROUND INFORMATION: Economic Development Region 7W- Central includes the
counties of Benton, Stearns, Sherburne, and Wright. Central MN Jobs and Training Services (CMJTS) led
the preparation of a Comprehensive Economic Development Strategy (CEDS) in Central MN that was
completed last fall. Having a CEDS for Central MN allows our region to be competitive in obtaining
federal funding for economic development projects. CMJTS will manage the CEDS for Central MN. In
order access federal economic development funds, the City has to be part of a regional economic
development district. The EDA does not need to take any action on being a member as we already are a
member being part of Stearns County. This is the same concept as the APO and access to federal
transportation funding. Without the APO we could not access federal transportation funding.
Jenn Russell, Economic Development Coordinator, with Central MN Jobs & Training Services will be
attending to discuss information on Region 7W CEDS.
BUDGET/FISCAL IMPACT:
ATTACHMENTS: Region 7W CEDS Strategic Comprehensive Economic
Development Plan
REQUESTED BOARD ACTION: Discussion
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
Wright
REGION 7W
Comprehensive
Economic Development Strategy
in Central Minnesota
Benton Sherburne Stearns Wright
2017
TABLE OF CONTENTS
TABLE OF CONTENTS
Comprehensive Economic Development Strategy in Central Minnesota
INTRODUCTION......................... 3STRATEGIC DIRECTION/ACTION PLAN .... 27
What is the CEDS?
MADO and DevelopMN
Vision
Human Capital ............................. 28
Stakeholder Involvement and Public Engagement
Labor Force Context
Economic Resilience
Labor Force Goal
Labor Force Objectives
REGIONAL OVERVIEW ................... 5
Educational Attainment Context
DEMOGRAPHICS ............................... 5
Educational Attainment Goal
Demographics Population Change, 2000–2016
Educational Attainment Objectives
Population Change, 1950–2016
Economic Competiveness ................... 29
Population by Age Group, 2000–2016
Business Growth Context
Population Projections by Age Group, 2020–2040
Business Growth Goal
Population by Race, 2015
Business Growth Objectives
LABOR FORCE ................................. 8
Entrepreneurship Context
Labor Force Change, 2000–2016
Entrepreneurship Goal
Labor Force Projections, 2020–2040
Entrepreneurship Objectives
Employment Characteristics, 2016
Community Resources ...................... 30
Unemployment Rate, 2000–2016
Arts and Culture Context
Jobseeker Per Vacancy, 2016
Arts and Culture Goal
Educational Attainment by Age Group, 2015
Arts and Culture Objectives
Commute Shed and Labor Shed, 2014
Tourism Context
INCOME, WAGES, AND OCCUPATIONS ............ 12
Tourism Goal
Household Incomes
Tourism Objectives
Per Capita Incomes
Natural Resources Context
Cost of Living
Natural Resources Goal
Wages and Occupations
Natural Resources Objectives
Job Vacancy Survey
Foundational Assets ........................ 32
Occupations in Demand
Broadband Context
Employment Projections
Broadband Goal
ECONOMY.................................... 18
Broadband Objectives
Industry Employment
Transportation Context
Distinguishing Industries
Transportation Goal
Industry Projections
Transportation Objectives
Employers by Size Class
Housing Context
Nonemployer Establishments
Housing Goal
Census Agriculture
Housing Objectives
Water Quality/Wastewater Infrastructure Context
SIGNIFICANT INDUSTRY TRANSITIONS.... 23
Water Quality/Wastewater Infrastructure Goal
Water Quality/Wastewater Infrastructure Objectives
SWOT ANALYSIS....................... 25
SWOT Stands for …
IMPLEMENTATION AND EVALUATION ..... 35
PUBLIC COMMENT ON 7W CEDS PLAN ... 35
CONTACTS............................ 37
1
INTRODUCTION
Comprehensive Economic Development Strategy in Central Minnesota
INTRODUCTION
Central Minnesota Jobs and Training Services, Inc.
representing the diverse population of the region.
(CMJTS) provides customer-focused employment
Planning and data collection for this document began
and training services for individuals and businesses
in early 2016 with public input derived through
in the 11-county Central Minnesota Local Workforce
community meetings and partnerships with local
Development Area 5. CMJTS matches jobseekers, organizations.
including youth, adults, and seniors, with job training
VISION
Region 7W strives to foster a prosperous region that
creates new business and employment opportunities
resources to grow their business. Additionally, CMJTS
essential for economic growth. Economic development
touts its progressive Economic Development Division
will champion the creation, retention, and
reinvestment of resources that increase the economic
serving Region 7W. The Region 7W Comprehensive
opportunities and improve the quality of life for Region
Economic Development Strategy (CEDS) supports and
7W citizens.
serves the counties of Benton, Sherburne, Stearns,
and Wright. All economic development programs of
STAKEHOLDER INVOLVEMENT AND PUBLIC
CMJTS strive to create and retain jobs, grow the local
ENGAGEMENT
tax base, and create wealth in our four-county region.
WHAT IS THE CEDS?
and community development leaders throughout
the region to participate in meetings focused on
The Comprehensive Economic Development Strategy
developing goals and strategies around the four
(CEDS) contributes to effective economic development
cornerstones of community and economic health
in America’s communities and regions through a
locally-based, regionally-driven economic development
CEDS planning process at economic and community
planning process. Economic development planning—
development meetings in the region.
as implemented through the CEDS—is not only a
cornerstone of the U.S. Economic Development
ECONOMIC RESILIENCE
Administration’s (EDA) programs, but successfully
Economic resilience is a key element to bolster the
serves as a means to engage community leaders,
long-term economic durability of the region. While it
leverage the involvement of the private sector,
and establish a strategic blueprint for regional
its own cornerstone, the approach recommended is
collaboration.
that economic resilience strategies be a consideration
The CEDS will ultimately enhance and support current
and future economic development efforts in the
cornerstones. While not called out further in the
region and engage local, regional, state, and federal
document, it is implied that economic resilience is a
partners. The CEDS follows EDA guidelines to focus
component of all activities associated with economic
on the region’s unique conditions, advantages, and
development in Central Minnesota.
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
3
REGIONAL OVERVIEW
Comprehensive Economic Development Strategy in Central Minnesota
DEMOGRAPHICS
DEMOGRAPHICS POPULATION CHANGE,
POPULATION CHANGE, 1950–2016
2000–2016
After enjoying rapid growth over the last half century,
Economic Development Region 7W–Central includes
Region 7W’s population growth has slowed so far this
a total of four counties, located in the larger 13-county
decade. After gaining about 197,000 new residents
Central Minnesota planning region. Region 7W was from 1950 to 2010, the region added just 19,000
home to 421,722 people in 2016, comprising 7.6 residents from 2010 to 2016. However, it was still the
percent of the state’s total population. The region saw fastest growing region of the state since 2010 (see
a 31 percent population increase since 2000, making
Figure 1).
it the fastest growing of the 13 economic development
All four counties in Region 7W were among the fastest
regions (EDRs) in the state, and now the third largest
growing counties in the state long term as well, led by
in total population after gaining almost 100,000 new
Sherburne County, which was the second fastest after
residents. In comparison, the state of Minnesota saw
growing 777 percent from 1950 to 2016, followed by
a 12.2 percent gain from 2000 to 2016, meaning
th
Wright in 7 place after expanding 378 percent, and
Region 7W accounted for 16.6 percent of total state
thth
Benton County and Stearns County in 11 and 12,
growth (see Table 1).
respectively, after both growing over 120 percent.
Wright County added over 104,000 new residents over
the past 66 years, Stearns County welcomed almost
85,000 people, Sherburne County gained 82,000
residents, and Benton County’s population increased
by just over 24,000 additional people during that
timeframe. Region 7W accounted for 11.7 percent of
the state’s total population gain from 1950 to 2016.
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 is now the 10th
largest with 132,550 people.
Sherburne County was the third
fastest growing and is now the
12th largest in the state, with
93,528 people. Stearns County is
the seventh largest with 155,652
people, and was the 12th fastest
growing after welcoming over
22,486 new residents. Benton
County is the smallest in the region
with 39,992 people, but is the
24th largest in the state and was
the 13th fastest growing from 2000 to 2016.
5
REGIONAL OVERVIEW
POPULATION BY AGE GROUP, 2000–2016
Region 7W’s population is
younger than the state’s,
with 36.3 percent of the
population age 25 years and
under in 2016, compared
to 33.2 percent statewide.
Another 39 percent of
people in Region 7W were
between 25 and 54 years
of age, which is typically
considered the “prime
working years,” compared
to 39.1 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 12.8
percent of people age 65
years and over, compared
to 15.2 percent of residents
statewide (see Figure 2).
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 boom
generation—people born
between 1946 and 1964
(see Figure 3).
6
REGIONAL OVERVIEW
POPULATION PROJECTIONS BY AGE GROUP,
Figure 4. Region 7W Population Projections
2020–2040
by Age Group, 2015-2035
Region 7W is projected to enjoy continued
500,000
population growth in the future as well. According
to population projections from the State
Demographic Center, Region 7W is expected to
450,000
13,122
11,010
gain about 30,000 net new residents from 2020
8,207
31,947
43,904
to 2040, a 6.9 percent increase (see Figure 4). In
18,812
400,000
comparison, the state of Minnesota is projected
38,604
53,524
to grow 8.8 percent from 2020 to 2040.
49,053
85 years & over
350,000
Despite the region’s younger population, much
55,460
75-84 years
50,832
48,628
of this demographic growth is expected to be in
65-74 years
300,000
the older age groups. Region 7W is projected to
55-64 years
53,157
add 45,000 people age 65 years and over, a 69
45,352
50,895
percent increase. The region is also expected to
45-54 years
250,000
gain about 14,000 people in the 25- to 44-year-
35-44 years
53,365
47,627
58,735
old age group, as well as a corresponding
25-34 years
200,000
increase of about 4,400 children under 5. In
15-24 years
contrast, Region 7W is expected to lose over
50,857
61,958
59,394
14,600 people from 45 to 64 years of age and 5-14 years
150,000
over 19,000 youth from 5 to 24 years of age.
Under 5 years
70,420
56,146
67,632
100,000
POPULATION BY RACE, 2015
Region 7W’s population is less diverse than the
51,334
50,00056,376
44,853
state’s, but is becoming more diverse over time.
In 2015, 93.1 percent of the region’s residents
26,860
25,073
22,489
-
reported White alone as their race, compared to
202020302040
84.8 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 23 percent gain in
the number of White residents, but
saw much faster increases in every
other race group. The number of Black
or African American residents rose
350 percent, while people of Some
Other Race, Two or More Races, and
Hispanic or Latino origin all increased
more than 150 percent from 2000 to
2015 (see Table 2).
7
REGIONAL OVERVIEW
LABOR FORCE
LABOR FORCE CHANGE, 2000–2016
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 16 years. With
just over 231,500 workers in 2016,
the region had over 42,000 more
available workers than it had in 2000,
a 22 percent increase. In comparison,
Minnesota’s labor force grew 7.3
percent during that timeframe.
As the region’s population grew, so did
the labor force, adding about 36,000
workers from 2000 to 2010, a 19.2
percent increase. Labor force growth
has slowed since then, with the region
gaining just 5,688 workers from 2010
to 2016 (see Figure 5). As the economy
has recovered, the labor market in the region has been
getting tighter, with about 8,400 unemployed workers
in 2016.
LABOR FORCE PROJECTIONS, 2020–2040
Despite the region’s projected population
growth as shown in Figure 4 above, applying
current labor force participation rates to future
population projections by age group would lead
to much slower growth in workforce numbers
in Region 7W over the next decade. Region
7W may gain just 3,400 net new workers from
than experienced in the past two decades.
In addition to the slowing growth, the data show
that the age composition of the workforce will
gain in the number of workers age 20 to 44 years and
part of the labor force, accounting for 59 percent of
big gains in workers age 65 years and over, against
the total (see Table 3). These changes will likely lead
a huge decline in the number of workers age 45 to
to a tight labor market in the future, with employers
64 years. The region may lose about 5,400 workers
needing to respond to changing workforce availability.
in the 45- to 64-year-old age group as the baby boom
generation moves through the population pyramid. The
25- to 54-year-old age group will still be the largest
8
REGIONAL OVERVIEW
EMPLOYMENT CHARACTERISTICS,
2015
With 73.4 percent of people age 16 years
and over in the labor force, Region 7W had
higher labor force participation rates than
the state’s 70 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 also had
11,126 veterans and 10,454 workers
with disabilities in the labor force, and
they too 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, 2000–2016
Though slightly higher, Region 7W’s
unemployment rate has closely tracked the
state rate over time, typically hovering within a
half a 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 prerecession
levels, with Region 7W reporting 4 percent in
2016, 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 last year, 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
8,384 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, 2015
With 35.6 percent of adults age 18 years and over
having a college degree, Region 7W has lower
educational attainment than the state, where 41.3
percent of adults have an associate, bachelor’s, or
advanced degree. However, 12.2 percent of adults in
Region 7W have an associate degree, which outpaces
the state (10.2%). Another 28.5 percent have some
college experience, but no degree, compared to 24.5
percent statewide.
Region 7W has a younger population that is focused
on advancing their education, which is leading to
changing educational attainment overall. In 2015,
51.1 percent of people age 18 to 24 years had
attended some college, but hadn’t earned a degree
yet, and 15.6 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 the 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 and Figure 8).
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, Sherburne, and
Twin Cities metro area as well as St. Cloud (see Table
7 and Figure 8).
11
REGIONAL OVERVIEW
INCOMES, WAGES, AND OCCUPATIONS
HOUSEHOLD INCOMES
At $64,806 in 2015, household
incomes were slightly higher in
Region 7W than the state, where
the median household income was
$61,492. Median household incomes
were $52,178 in Benton County and
$56,336 in Stearns County, which
thrd
were the 30 and 23 highest in the
state, respectively. Incomes were
even higher in Sherburne and Wright
highest in the state, respectively, at
$74,170 and $73,557. Just 37.5
percent of the households in the
region had incomes below $50,000
in 2015, compared to 40.6 percent
statewide. Another 36.6 percent of households earned
between $50,000 and $100,000 in the region,
compared to 33.1 percent of households statewide,
and in both the state and the region, about 26 percent
of households earned over $100,000 (see Figure 9).
PER CAPITA INCOMES
However, per capita incomes were
slightly lower in Region 7W than
the state, ranging from $25,341 in
Benton County to $30,238 in Wright
County, compared to $32,157 in
Minnesota. At $28,553, 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 Figure 10).
12
REGIONAL OVERVIEW
Region 6E at $16.07, but lower wages than the Twin
COST OF LIVING
Cities at $20.79, Region 7E at $17.78, and Southeast
According to DEED’s Cost of Living tool, the basic
Minnesota at $18.53 (see Table 9).
needs budget for an average Minnesota family (which
consists of two adults and one child, with one full-time
About 12.1 percent of the jobs in Region 7W were
and one part-time worker) was $55,200 in 2017. The
production occupations, which was much more
cost of living for a similar family in Region 7W was
concentrated than in the state as a whole. Region
$52,656—which was also the third highest of the 13
7W also had a higher share of workers in education,
EDRs in the state, behind only the Twin Cities metro
training, and library; construction and extraction;
area and Region 7E–East Central. The highest monthly
installation, maintenance, and repair; and sales and
costs were for transportation, food, and housing; the
related occupations (see Table 10 on the following
cost of the region’s housing, transportation, and taxes
page).
were very similar to the state,
while lower childcare 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
Not surprisingly, the lowest-paying jobs are in food
need to earn $16.88 per hour. For a single person
preparation and serving, personal care and service,
living alone and working full-time, the estimated yearly
sales and related, building and grounds cleaning, and
cost in Region 7W would be $30,264, which would
healthcare support jobs, which tend to have lower
require an hourly wage of $14.55 to meet the basic
educational and training requirements. For the most
needs standard of living.
part, the gap in pay between Region 7W and the state
is also lower in these jobs. In contrast, the highest
paying jobs are found in management, healthcare
WAGES AND OCCUPATIONS
practitioners, legal,
According to DEED’s Occupational
computer, architecture
Employment Statistics program,
and engineering,
the median hourly wage for all
life, physical, and
occupations in Region 7W was
social science, and
operations, which
level of the 13 EDRs in the state.
tend to need higher
However, Region 7W’s median
levels of education
wage was $2.14 below the state’s
and experience. The
median hourly wage, equaling 89
pay gaps between
percent of the statewide wage rate,
the region and state
and about $4.07 below the median
are much bigger in
hourly wage in the seven-county
these occupations,
Twin Cities metro area, which would
with the exception of
amount to nearly $8,500 per year
healthcare.
for a full-time worker. Region 7W
had higher wages than surrounding
regions like Region 5 at $15.70,
13
REGIONAL OVERVIEW
14
REGIONAL OVERVIEW
JOB VACANCY SURVEY
Employers in Region 7W reported 6,358 job vacancies
in the fourth quarter of 2016, the fourth highest
number ever recorded. Job vacancies in the region
have increased almost 400 percent from the recession
low point in 2009. Overall, half of the openings were
part-time, just one-quarter required post-secondary
education, and 29 percent required one or more years
of experience. The median hourly wage offer for all
occupations increased $0.29 from the previous year,
to $12.33 (see Table 11).
15
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).
16
REGIONAL OVERVIEW
EMPLOYMENT PROJECTIONS
The Central Minnesota planning area is projected
to grow 7.7 percent from 2014 to 2024, a gain of
over 23,300 new jobs. In addition, the region is
openings left vacant by retirements and other
career changes. The number
of replacement openings is
Figure 11. Central Minnesota Regional Employment
expected to dwarf the number of
Projections, 2014-2024
new jobs in most occupational
-2000020004000600080001000012000
groups, though the region will
see rapid growth for personal
Sales & Related
19629030
care, healthcare, construction,
Food Preparation & Serving Related
20208880
food prep, and sales jobs in
Office & Administrative Support
13617830
the next decade. In contrast,
Production
4486720
seven occupational groups are
Personal Care & Service
34573450
expected to see a decline in
Healthcare Practitioners & Techincal
24363720
jobs through 2024, but will still
Transportation & Material Moving
5203
527
have replacement openings (see
Education, Training, & Library
9104330
Figure 11).
Management
1744630
Healthcare Support
23222310
Construction & Extraction
20882390
Installation, Maintenance, & Repair
12152750
Business & Financial Operations
9082030
Business, Grounds Cleaning, & Maint.
8671930
Community & Social Service
6491280
Arts, Design, Entertainment, & Media
1371040
Computer & Mathematics
309430
Architecture & Engineering
46780
Protective Service
59571
Farming, Fishing, & Forest
-222730
Life, Physical, & Social Science
106360
Legal
210
59
17
REGIONAL OVERVIEW
ECONOMY
INDUSTRY EMPLOYMENT
Region 7W has seen job gains and
losses over the past decade, but
ended 2016 with about 13,000 more
jobs than it had in 2006, an 8.2
percent increase. In comparison, the
state grew 5.1 percent from 2006
to 2016. Like the state, the region
suffered severe job declines in 2009
and 2010. Since then, Region 7W
has seen a faster recovery than the
rest of the state, which gained jobs
at an 8.1 percent clip from 2011 to
2016, compared to a 10.6 percent
increase in the region. Also like the
state, Region 7W regained all of the
jobs lost during the recession by
2013 (see Figure 12).
According to DEED’s Quarterly
Census of Employment & Wages
(QCEW) program, Region 7W was home to 9,891
The city of St. Cloud is located in Stearns, Benton,
business establishments providing 170,160 covered
th
and Sherburne County, and is the 10 largest city
jobs through 2016, with a total payroll of just over
in the state. As shown above, the region recovered
$7.2 billion. That was about 6.0 percent of total
employment in the state of Minnesota, making it the
with Sherburne and Wright seeing the fastest rise in
third largest of the 13 EDRs in the state. Average
annual wages were $42,516 in the region, which was jobs, combining to add about 9,000 jobs; and Stearns
County gaining the most new jobs. Combined, Stearns
almost $11,800 lower than the state’s average annual
and Benton also added about 8,000 jobs from 2011
wage, and the third highest of the 13 EDRs.
to 2016 (see Table 13).
Stearns County is the largest employment center in
the region and the seventh largest in the state, with
assistance is the largest employing industry in Region
7W, accounting for 16.8 percent of total jobs in the
half of the region’s jobs. Wright County was the next
region. Due to the region’s population growth, the
18
REGIONAL OVERVIEW
largest sectors were ambulatory healthcare services at 197 institutions—primarily at elementary and
and hospitals, which had just over and just under secondary schools, but also at junior colleges,
universities, and other schools and instruction.
growth since 2011. The region also had 6,000 jobs in
The next largest industry was also the fastest growing
nursing and residential care facilities and 4,100 jobs
in the region from 2011 to 2016: the construction
in social assistance.
industry built up payrolls by 31.1 percent, and now
After regaining about 3,400 jobs since 2011,
manufacturing is still the second largest industry in support and waste management services industry,
in manufacturing were over $7,700 higher than in 563 jobs, an 8.6 percent increase since 2011. Other
the total of all industries. In contrast, wages were important industries in Region 7W include wholesale
relatively low in retail trade, the region’s third largest trade, transportation and warehousing, public
industry, with 23,397 jobs at 1,296 stores. The related
accommodation and food services industry had and professional and technical services. Seventeen of
14,265 jobs at 723 establishments, and also had low the 20 main industries in the region added jobs since
wages. Combined those two industries added almost 2011, however six of 20 industries lost jobs in the past
3,000 jobs since 2011.year (see Table 14).
With one of the largest student populations outside the
Twin Cities, Region 7W also has a high concentration
of jobs in educational services, with 15,611 jobs
19
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 see
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).
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REGIONAL OVERVIEW
EMPLOYERS BY SIZE CLASS
The vast majority of businesses in Region 7W are
small businesses, with 54.8 percent of businesses
reporting one to four employees in 2015, according
to County Business Patterns from the U.S. Census
and 19 employees, and 12 percent had between
20 and 99 employees. Only 2.3 percent had 100
to 499 employees, compared to 2.7 percent of
businesses in the state. Just 25 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).
NONEMPLOYER ESTABLISHMENTS
Before growing, the basic building block of most
small businesses is a self-employed business.
Region 7E was home to 29,179 self-employed
businesses or “nonemployers” in 2015, which are
without paid employees that are subject to federal
income tax, originating from tax return information
of the Internal Revenue Service (IRS).” Like
covered employment, Region 7W enjoyed a huge
increase in nonemployers over the past decade,
responding to economic changes. In sum, the
region gained 1,485 new nonemployers from 2005
to 2015, a 5.4 percent increase. The largest amount
of nonemployers was in Stearns County, while Wright
County saw a faster increase in self-employment
than the state. These nonemployers generated sales
receipts of $1.3 billion in 2015 (see Table 18).
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CENSUS OF AGRICULTURE
Finally, one other important industry in Region 7W is
agriculture, with 6,377 farms producing nearly $1.3
billion in the market value of products sold in 2012,
according to the U.S. Department of Agriculture.
Region 7W had 8.6 percent of the state’s farms,
and 6.1 percent of the state’s total market value,
87 counties in the state for the market value of
products sold. On a much smaller scale, Wright,
ththnd
Benton, and Sherburne ranked 49, 54, and 62,
respectively. Despite seeing a decline in the number
of farms, the region saw a 54.3 percent increase
in the market value of products sold from 2007 to
2012 as many farms got bigger and commodity prices
went up (see Table 19).
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SIGNIFICANT INDUSTRY TRANSITIONS
Comprehensive Economic Development Strategy in Central Minnesota
For the current CEDS planning period (2017-2021),
percent of the tax base in Becker, and 15 percent for
impacts for the 7W region will occur in the coming the entire county. Local leaders are eager to use the
decade. The Sherburne County Generating Station, transition period to diversify the tax base and create or
retain jobs in new or related sectors.
plant in Becker, Minnesota (Sherburne County).
Substantial investments by local government and
Its three units have a combined capacity of 2,400
philanthropic partners have already been made
megawatts, making it the largest power plant in the
to assess feasibility of transportation and related
Midwest, and 16th largest in the nation.
infrastructure investments to support the attraction
or expansion of businesses in the Becker Industrial
the Minnesota Public Utilities Commission to shut Park (located adjacent to Sherco) as a mitigation for
down the plant's Unit 2 in 2023 and Unit 1 in 2026. the job and tax losses associated with the transitions
Generating capacity will be partly replaced with a at the power plant. Leaders of these projects are
eager to partner with the Economic Development
renewable energy investments. Regulators approved Administration to quickly mature these efforts to the
the plan in October 2016.implementation stage.
The Sherco facility employs over 300 workers in “high
convert to natural gas will result in a reduction of
nearly 200 positions. Additionally, a recent analysis by
that for every 100 electric power generation jobs, an
additional 227 indirect and induced jobs are created.
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SWOT ANALYSIS
Comprehensive Economic Development Strategy in Central Minnesota
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 to
others.
work from when addressing these regional concerns.
Weaknesses: Internal factors that place our region,
The purpose of the SWOT Analysis is not just to
communities, and businesses at a disadvantage
recognize areas of strength and where opportunities
relative to others.
may lie, but also to rigorously examine and increase
awareness of weaknesses and potential threats so
Opportunities: External factors that our region,
proper preparation can take place.
communities, and businesses could capitalize on to
our advantage.
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
Rapidly growing immigrant
Retention of post-secondary
communities
students
Location between St. Cloud
Aging population for
and metro
Matching up of labor force
workforce
and business
Safe place to live
Diverse communities
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
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STRATEGIC DIRECTION / ACTION PLAN
Comprehensive Economic Development Strategy in Central Minnesota
MADO and DevelopMN
The DevelopMN Plan is the result of a collaborative
Community Resources
effort of the ten Economic Development Districts that
Central Minnesota communities seek to maintain rural
make up the Minnesota Association of Development
values, their heritage, and the assets that support
Organizations (MADO). DevelopMN was completed in
them. Community resources include topics that
2016. It was developed to align strategic economic
balance the preservation and improvement of local
development efforts throughout Greater Minnesota,
social, cultural, and natural assets that are critical for
and leverage resources at all levels for a greater
the future.
Fundational Assets
cornerstones for strong regions and communities that
are a template for the organization of the Minnesota
Central Minnesota communities require proactive
CEDS: human capital, economic competitiveness,
and collaborative approaches/strategies to
community resources, and foundational assets.
address infrastructure needs in a cost-effective
manner. Managing the access to and maintenance,
Human Capital
replacement, and growth of these assets are key to
Developing, retaining, and attracting talent are
preserving and maintaining communities and provide
critical for Central Minnesota to sustain and grow
for growth opportunities. Foundational assets include
rural businesses and communities. Tracking the
above-ground and below-ground infrastructure such as
characteristics of the labor force and the needs of
transportation, utilities, 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, improving living
Economic competiveness requires communities
to develop and link all available assets to support
innovation and encourage business growth.
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STRATEGIC DIRECTION / ACTION PLAN
HUMAN CAPITAL
Developing, retaining, and attracting talent is critical Pursue funding opportunities with workforce
partners to expand the availability of training
for Region 7W to sustain and grow businesses and
programs for targeted industries and occupations.
communities. Tracking the characteristics of the
labor force and the needs of employers and creating
Make labor market information more accessible to
strategies for alignment between the two, are the
school districts and higher education institutions so
foundation for this cornerstone.
students can make informed career choices.
Develop a program for experienced workers to
Labor Force Context
mentor the emerging workforce.
As Region 7W looks to grow its economy, it is
Encourage seasoned workers to remain in the
confronted with the challenge of meeting the hiring
workforce.
and skill needs of employers. Region 7W has a higher
labor force participation rate in almost every age group
Educational Attainment Context
at 73.5 percent compared to the state’s 70.1 percent
With 35 percent of adults aged 18 years and over
labor participation rate. Region 7W’s labor force will
having a college degree, Region 7W has lower
educational attainment than the state, where 40.5
in the number of workers aged 20 to 44 years and
percent of adults have an associate, bachelor’s, or
big gains in workers aged 55 years and over, against
advanced degree. In Region 7W, 11.8 percent of
a huge decline in the number of workers aged 45
adults have an associate degree, which out-paces the
to 54 years. The Central Minnesota planning area is
state (10.0 percent); 29.1 percent have some college
projected to grow 7.7 percent from 2014 to 2024, a
experience but no degree, compared to 24.8 percent
gain of over 23,300 new jobs. The region may lose
statewide.
about 6,000 workers in the 45- to 54-year-old age
group as baby boomers retire and leave the workforce.
Educational Attainment Goal
Increase the number of residents (ages 18-64) who
Labor Force Goal
have completed post-secondary education or training
Uphold a high labor force participation rate and
maintain a low unemployment rate.
degrees, and apprenticeships relevant to employment
in skilled, living-wage occupations.
Labor Force Objectives
Embrace diverse populations (e.g., aging, youth,
Educational Attainment Objectives
people of color, previously incarcerated, people
Develop K-12 and post-secondary apprenticeships,
with disabilities, etc.) through targeted workforce
internships, entrepreneurship opportunities, and
programs.
mentorship programs.
Increase employment access and retention by
Support “brain gain” programs to recruit and retain
connecting potential employees to the existing
workers ages 25-54.
employment and workforce support networks.
Increase the awareness among students, parents,
and educators about the requirements for future
credit-based apprenticeships, internships, and on-
the-job training to train existing and future workers
Market career opportunities in the region and share
for a more competitive economic environment.
information about in-demand careers with students,
Conduct collaborative planning activities with
parents, and educators.
regional partners to promote alignment of economic
Align education and workforce data to meet current
and workforce development goals, including
and future skill needs of employers.
encouraging post-secondary education and skills
training to support high-growth and high-wage jobs.
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STRATEGIC DIRECTION / ACTION PLAN
ECONOMIC COMPETITIVENESS
Educate employers on the potential of the Making Region 7W an attractive environment for
untapped workforce (e.g., underserved and diverse
growth is critical to creating jobs, improving living
populations).
Economic competiveness requires communities
Work to eliminate disparities in educational
to develop and link all available assets to support
attainment.
innovation and encourage business growth.
Expand access to higher education in the region by
establishing secondary education satellite facilities
Business Growth Context
available for use by area universities and community
The vast majority of businesses in Region 7W are
colleges.
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
Bureau. Just 24 businesses in the region had more
than 500 employees, which is the Small Business
This is an indication that small businesses are vital to
the region’s economy.
Business Growth Goal
Foster job creation and support the growth of new
and existing businesses by providing capacity-building
information, tools, and resources.
Business Growth Objectives
Assist business startups and existing businesses
create and maintain jobs.
Coordinate public-private partnerships to facilitate
small- and medium-sized business lending.
Educate businesses on 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 new
businesses.
Support startup and small businesses with training,
planning, and other assistance.
Implement business succession planning processes
and seminars throughout the region.
Campaign for competitively-priced, high-speed
broadband infrastructure throughout the region to
attract and retain businesses.
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STRATEGIC DIRECTION / ACTION PLAN
COMMUNITY RESOURCES
Region 7W seeks to maintain rural values, heritage,
Encourage communities to complete a business
retention and expansion (BRE) program.and the assets that support them. Community
resources include topics that balance the preservation
Create networks of incubator, coworking, proof-of-
and improvement of social, cultural, and natural
concept, and maker spaces.
assets that are critical for the future.
Encourage and support immigrant businesses,
startups, and expansions.
Arts and Culture Context
Improve the region’s competitiveness by assessing
Minnesota’s artists and creative workers have a
and leveraging industry clusters.
large and growing impact on our state’s economy.
Through direct spending and their operations, creative
Entrepreneurship Context
businesses are a core part of the economic vitality
Region 7W must embrace and encourage innovation
of our state. The 2015 Creative Minnesota report
and calculated risk-taking to foster entrepreneurship
illustrates that artistic spending by Minnesota’s
to compete effectively in the global economy. Self-
104,148 full- and part-time artists and creative
starters, creative thinkers, and service-oriented
workers have a far reaching impact. Artists buy
entrepreneurs are a necessary part of the region’s
supplies, contract for services, and more. These
workforce.
actions support jobs, create income, and generate
government revenue.
Entrepreneurship Goal
Increase cross-sector initiatives to support
Arts and Culture Goal
entrepreneurship and innovation.
Promote cultural amenities for the purpose of
attracting economic investment and skilled workers
Entrepreneurship Objectives
to the region. Lead and serve individuals and
Create and promote programs, activities, and
organizations to help build environments in which the
policies to foster innovation and community-wide
arts and arts-education thrive and contribute to more
support for entrepreneurship.
vibrant and creative communities.
Identify and grow angel and venture capital
Arts and Culture Objectives
investments.
Communicate economic development impacts of
Experiment with the concept of a startup package
arts with local leaders.
for new businesses.
Develop local business mentorship programs.
opportunities.
Work with immigrant entrepreneurs to connect them
Connect artists with resources they need to make a
to existing resources.
living and improve the quality of life.
Educate entrepreneurs on grant and funding
Integrate the arts in public infrastructure and space.
opportunities available.
Improve art education in school systems, including
Expand K-12 business startup courses to support
career opportunities in the arts.
entrepreneurship (e.g., DECA, Junior Achievement,
Creating Entrepreneurial Opportunities (CEO)
Engage artists in community planning and get them
program).
involved at the ground level.
Create and enhance university/college and business
Create economic or job clusters based on creative
cooperation in the areas of research and practical
businesses.
product and service application throughout the
Link creative businesses with non-artistic
region.
businesses.
30
STRATEGIC DIRECTION / ACTION PLAN
Use celebrations or festivals to highlight are under increasing pressure from population growth,
communities’ cultural amenities.
development, and climate change.
Implement arts-based placemaking to improve
Natural Resources Goal
public spaces and enhance the vibrancy of our
To protect and preserve the environment, enhance
communities.
the quality of life for current and future generations,
and practice responsible management of natural
Tourism Context
resources.
Tourism is a source of economic vitality to the state of
Minnesota and can provide an economic development
Natural Resources Objectives
alternative for communities. Increasing the economic
Encourage community and regional planning that
address all aspects of natural resource protection,
community’s economic development strategy.
preservation, and restoration.
Tourism Goal
Develop and manage funding programs that provide
Strengthen the local economy by attracting people
from outside the region to increase visitor spending
best management practices.
and increase consumer awareness of Region 7W.
Protect the region’s natural resources through public
outreach and education.
Tourism Objectives
Preserve and protect natural areas and open spaces
Promote and market local community events,
to maintain and attract desired wildlife species and
amenities, and assets to people outside of the
provide “non-developed green space” for community
geographic region.
residents.
Develop and ensure consistent regional branding
Conserve natural amenities by incorporating these
efforts that promote local businesses and locally
features into the local and regional development
made products.
plan as open spaces, buffer areas, or other common
Strategically invest in tourism infrastructure
areas.
and projects which also support economic
Support policies and procedures to mitigate invasive
competitiveness and quality of life in the region’s
species threats and focus efforts on their reduction
communities.
or elimination.
Collaborate with municipal and economic
Maintain existing park facilities while seeking
development partners to grow tourism.
opportunities to expand and enhance future
Develop career pathways in the tourism industry to
facilities.
attract and retain employees.
Protect lakes, rivers, and wetlands from direct and
Increase the number of overnight and same-day
indirect impacts of new and existing development
visitors.
and infrastructure.
Seek sources of public and private funding
Natural Resources Context
Region 7W has an abundance of natural resources,
redevelopment.
which provide critical habitat for wildlife, protect water
Support educational programs on energy
quality, offer recreational opportunities, and serve
conservation and use of renewable energy
as the foundation for the region’s environmental
resources through cooperation with other agencies
well-being, economic prosperity, and quality of life.
and energy suppliers.
Protecting these important resources is a priority for
the region. However, the region’s natural resources
31
STRATEGIC DIRECTION / ACTION PLAN
FOUNDATIONAL ASSETS
Region 7W communities require proactive and
Support the development of diverse, reliable,
and cost-effective energy sources and systems collaborative approaches/strategies to address
to meet the region’s economic and infrastructure needs in a cost-effective manner.
environmental goals.Managing the access to, maintenance, replacement,
and growth of these assets are key to preserving and
Increase the use of solar energy and other
maintaining communities and providing for growth
renewable energy resources in existing and new
opportunities.
developments in the region.
Work with stakeholders to protect and improve
Broadband Context
air quality.
Affordable high-speed internet is necessary to remain
Continue to encourage composting, recycling,
competitive in today’s global economy.
reduction, and reuse of solid waste as an alternative
Many businesses and residents experience lack
of access to reliable broadband at acceptable speeds
and costs.
stormwater management systems.
Broadband Goal
Conserve water and promote bio-diversity and
Connect local units of government, communities,
support pollinators through installation of native
and interested parties with technical assistance and
landscapes on public lands.
resource providers to expand broadband internet
within the region.
Broadband Objectives
Advocate for broadband funding at both state and
federal levels.
Leverage state resources to increase broadband
access.
Promote an understanding of the importance of
broadband to a community’s infrastructure.
Develop “Dig Once” programs and policies in
communities.
Expand broadband to unserved and underserved
parts of the region.
Partner with broadband providers to explore ways to
assist with broadband infrastructure.
Identify industries in need of high-speed internet
infrastructure development.
Ensure equitable broadband access for all students
outside of school.
Work with the private sector to promote the
availability of high-speed broadband.
32
STRATEGIC DIRECTION / ACTION PLAN
Extend the Northstar Commuter Rail Corridor
Transportation Context
operations by identifying the region’s needs.
Transit services in rural areas, small towns, and
regional centers will be increasingly important for
Work with state and local partners to coordinate
access to medical care, community services, and
efforts to develop and enhance regional bicycle and
employment.
pedestrian systems.
Transportation Goal
U.S. Highway 10 through state and regional efforts.
Develop and maintain a regional transportation system
Work with local highway coalitions on transportation
initiatives.
competitiveness throughout the region.
Housing Context
Transportation Objectives
Support regional transportation infrastructure to
community. Identifying where and how to prioritize
promote multi-model systems, improvements to
limited resources to address housing is important to
outdated components, and enhanced connectivity
meet the needs of all residents.
among the growth centers in the region.
Encourage state and local units of government
Housing Goal
to support and pursue options that increase the
Create housing options that give people in all life
availability of transportation funding.
stages and of all economic means viable choices for
Work to ensure that long-range public transit policy
safe, stable, and affordable homes.
decisions in Central Minnesota address future
Housing Objectives
demographic shifts and needs.
Advocate for funding the demolition of vacant,
Prioritize transportation projects that connect
unsafe, and dilapidated housing units.
regional economic hubs.
Rehabilitate and preserve the existing housing
Design streets and highways that are safe and
stock.
transit, pedestrians, and bicyclists with minimal
government, and neighborhood entities to access
environmental impacts.
public funding and attract private capital for
Promote a public transit system where all providers
affordable housing development.
work together to maximize resources.
Maintain and reconstruct existing roadways and
planning for home ownership.
bridges in a manner that promotes safety, increases
Advocate for dollars to fund local housing studies.
transportation corridors.
Encourage development of housing for seniors and
persons with disabilities.
Develop and expand transportation facilities to
accommodate freight movement and meet the
Integrate economic development and job creation
changing needs of the regional economy.
with workforce housing development, including
housing within walking distance of job growth
Improve and expand facilities for air travel and
locations.
transport.
Preserve rail corridors and provide safe and
convenient rail facilities and service to meet rail
passenger and freight transportation needs for
the region.
33
STRATEGIC DIRECTION / ACTION PLAN
Promote stormwater management techniques that
Water Quality/Wastewater Infrastructure Context
minimize surface water runoff in public and private
developments.
infrastructure is overwhelming cities and residents.
Local units of government will need to be innovative
Advocate for the cleanup of contaminated sites with
in paying for and addressing on-going infrastructure
maintenance.
resources.
Support efforts to obtain federal, state, and
Water Quality/Wastewater Infrastructure Goal
regional funding to upgrade and maintain aging
Improve water quality by ensuring the region’s
infrastructure (e.g., water, sewer, drainage facilities)
groundwater and surface water supplies are
while supporting the expansion of infrastructure to
protected from depletion and degradation by reducing
underserved areas.
the number of impaired waters and endangered
Support inter-governmental studies and/or
ecosystems.
demonstration projects to identify areas for
Water Quality/Wastewater Infrastructure
and performance.
Objectives
Work with partners to implement water quality
restoration and protection projects to improve
impaired water resources.
drinking water, meeting all regulatory requirements,
Provide technical assistance and education to
residents, municipalities, watershed management
groups, and other entities to protect and restore
water resources.
Encourage cities to obtain technical assistance in
the early stages of infrastructure development.
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.
34
IMPLEMENTATION AND EVALUATION
Comprehensive Economic Development Strategy in Central Minnesota
To evaluate the progress of the CEDS, CMJTS CMJTS’ performance measures are intended to
staff will meet frequently with stakeholders in the evaluate the organization’s independent and
region to assess the goals and objectives that have collaborative contributions on the regional economy
been developed. As the Economic Development through the implementation of the CEDS. The two
Administration CEDS guidelines indicate, performance questions that should be asked regularly include:
measures are an important tool that will allow the How are we doing? What could we be doing better?
region to measure progress in implementing the CEDS As annual performance reports are prepared, each
and the impact on the regional economy over time. cornerstone will be evaluated. The analysis and review
The primary purpose of our CEDS is to align public will take into account traditional EDA performance
and private entities around a common vision for measures, such as jobs and tax base, as well as
Region 7W.
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 CMJTS
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
35
CONTACTS
Comprehensive Economic Development Strategy in Central Minnesota
Jenn Russell
Economic Development Supervisor
and Grant Project Manager
Email: jrussell@cmjts.org
Phone: 320.250.8157
Tricia Bigaouette
Finance Director and
Economic Development Division Director
Email: tbigaouette@cmjts.org
Phone: 763.237.4491
Barbara Chaffee
Email: bchaffee@cmjts.org
Phone: 763.271.3711
37