HomeMy WebLinkAboutEDA Packet 51117Tl IF CITY OF
LAKE ELMO
Our Mission is to Provide Quality Public
Services in a Fiscally Responsible Manner
While Preserving the City's Open Space
Character
NOTICE OF MEETIN
City of Lake Elmo Economic Development Authority
Meeting
3800 Laverne Avenue North
Thursday, May 11th, 2017 6:30 PM
Ar.FIVnA
A. Call to Order/Roll Call 6:30 p.m.
B. Election of Officers 6:30 p.m.
1. President
2. Vice President
3. Secretary
4. Treasurer
5. Assistant Treasurer
C. New Business
1. Washington County Economic 6:45 p.m.
Development Plan Update
2. Development Updates 7:30 p.m.
3. 2017 Meeting Schedule 7:45 p.m.
F. Adjourn 8:00 P.M.
TI IE CITY OF
LAKE ELMO
STAFF REPORT
DATE: May 11, 2017
REGULAR
ITEM #:
MOTION
AGENDA ITEM: Election of Officers
SUBMITTED BY: Kristin Handt, City Administrator
BACKGROUND:
Per the bylaws of the EDA, some officers of the Authority, such as the President, Vice -President and
Treasurer, shall be members of the board and elected annually. The Secretary and Assistant Treasurer need
not be members of the Board.
The officers last elected in July 2013 were:
President: Mike Pearson
Vice President: Dan Raleigh
Secretary: John Schiltz
Treasurer: Steve Nelson
Assistant Treasurer: John Thompson
Who should be elected to each officer position?
PROPOSAL DETAILS/ANALYSIS:
Any members of the EDA may be appointed to any of the officer positions. In addition, it is possible to
appoint a non -board member (i.e. staff) to be Secretary and/or Assistant Treasurer.
ATTACHMENT:
• Bylaws of the Economic Development Authority of the City of Lake Elmo, Minnesota
BYLAWS OF THE ECONOMIC DEVELOPMENT AUTHORITY
OF THE CITY OF LAKE ELMO, MINNESOTA
ARTICLE I — THE AUTHORITY
Section 1. Name of Authoritv. The name of the Authority shall be the "Economic
Development Authority of the City of Lake Elmo, Minnesota" (which may sometimes be referred to as
the "EDA" or the "Authority", and its governing body shall be called the Board of Commissioners (the
'Board"). The Board shall be the body of responsible for the general governance of the Authority and
shall conduct its official business at meetings thereof.
Section 2. Seal of Authority. As required by Minnesota Statutes, Section 469.096,
Subdivision 1, the Authority shall have an official seal, which shall be in the form depicted on Exhibit A.
Hall,
Section 3. Office of Authority. The offices of the Authority shall be the Lake Elmo City
ARTICLE 11— OFFICERS
Section 1. Officers. The officers of the Authority shall be a President, a Vice -
President, a Treasurer, an Assistant Treasurer, and a Secretary. The President, Vice -President, and the
Treasurer shall be members of the Board and shall be elected annually, and no Commissioner may be
both President and Vice -President simultaneously. The Assistant Treasurer and Secretary need not be
members of the Board.
Section 2. President. The President shall preside at all meetings of the Board. Except
as otherwise authorized by resolution of the Board, the President and Secretary (the Vice -President, in the
Secretary's absence or incapacity) shall sign all contracts, deeds and other instruments made or executed
by the Authority, except that all checks of the Authority shall be signed by the Treasurer and Assistant
Treasurer. At each meeting the President shall submit such recommendations and information as he or she
may consider proper concerning the business, affairs, and policies of the Authority.
Section 3. Vice -President. The Vice -President shall perform the duties of the
President in the absence or incapacity of the President; and in case of the resignation or death of the
President, the Vice -President shall perform such duties as are imposed on the President until such time as
the Board shall select a new President.
Section 4. Secretary. The Secretary shall keep minutes of all meetings of the Board
and shall maintain all records of the Authority. The Secretary shall also have such additional duties and
responsibilities as the Board may from time to time and by resolution prescribe.
Section 5. Treasurer. The Treasurer shall have the care and custody of all funds of the
Authority and shall deposit the same in the name of the Authority in such bank or banks as the Board may
select. The Treasurer and Assistant Treasurer shall sign all orders and checks for the payment of money
and shall pay out and disburse such moneys under the direction of the Board. The Treasurer shall keep
regular books of accounts showing receipts and expenditures and shall render to the Board, at least
annually (or more often when requested), an account of such transactions and also of the financial
condition of the Authority. The Treasurer shall post a bond as required by Minnesota Statutes, Section
469.096, Subdivision 6. The Assistant Treasurer shall act as the Treasurer's agent and assistant to perform
the above -described duties, subject to the Treasurer's approval thereof.
Section 6. Additional Duties. The officers of the Authority shall perform such other
duties and functions as may from time to time be required by the Board or the bylaws or rules and
regulations of the Authority.
Section 7. Vacancies. Should the office of President, Vice -President, Treasurer,
Assistant Treasurer or Secretary become vacant, the Board shall elect a successor at the next regular
meeting, or at a special meeting called for such purpose, and such election shall be for the unexpired term
of said officer.
Section 8. Additional Personnel. The Board may from time to time employ such
personnel as it deems necessary to exercise its powers, duties, and functions. The selection and
compensation of such personnel shall be determined by the Board.
ARTICLE Ill — MEETINGS
Section 1. Regular Meetings. The regular meetings of the Board shall occur according
to a meeting schedule, if any, adopted or revised from time to time by resolution of the Board.
Section 2. Soecial Meetings. Special meetings of the Board may be called by the
President or any two members of the Board for the purpose of transacting any business designated in the
call. The call for a special meeting may be delivered at any time prior to the time of the proposed meeting
to each member of the Board or may be mailed to the business or home address of each member of the
Board at least two (2) days prior to the date of such special meeting. At such special meeting no business
shall be considered other than as designated in the call, but if at least four members of the Board are
present at a special meeting, any and all business may be transacted at such special meeting. Notice of any
special meeting shall be posted and/or published as may be required by law.
Section 3. Quorum. The powers of the Authority shall be vested in the Board. Three
Commissioners shall constitute a quorum for the purpose of conducting the business and exercising the
powers of the Authority and for all other purposes, but a smaller number may adjourn from time to time
until a quorum is obtained. When a quorum is in attendance, action may be taken by the Board upon a
vote of a majority of the Commissioners present.
Section 4. Order of Business. At the regular meetings of the Board the following shall
be the order of business:
1. Roll Call.
2. Approval of the minutes of the previous meeting.
3. Bills and communications.
4. Reports.
5. Unfinished business.
6. New business.
7. Adjournment.
All resolutions shall be written or transcribed and shall be retained in the journal of the
proceedings maintained by the Secretary.
Section 5. Adoption of Resolutions. Resolutions of the Board shall be deemed
adopted if approved by not less than a simple majority of all Commissioners present, unless a different
requirement for adoption is prescribed by law. Resolutions may but need not be read aloud prior to vote
taken thereon and may but not need be executed after passage.
Section 6. Rules of Order. The meetings of the Board shall be governed by the most
recent edition of Robert's Rules of Order.
ARTICLE IV — MISCELLANEOUS
Section 1. Amendments to Bylaws. The bylaws of the Authority shall be amended
only by resolution approved by at least three of the members of the Board.
Section 2. Fiscal Year. The fiscal year of the Authority shall coincide with the fiscal
year of the City of Lake Elmo, Minnesota.
Adopted on 2013.
2017=2019 Economic
Development Plan
WASHINGTON
COUNTY
Community
Development
Agency
Washington County
Community Development Agency
Draft May 2017
Table of Contents
VisionStatement...................................................................................2
Mission Statement.................................................................................2
Goals..................................................................................................2
Planning Process...................................................................................2
Values................................................................................................
3
Policy and Guiding Principles...................................................................3
Opportunities and Challenges.. ......................................
..................... 3
Action Steps/Deliverables........................................................................5
Acknowledgments.................................................................................
8
Appendices............................................................................................9
Definitions...........................................................................................9
EconomicProfile. ........ — ...................................................
.................. 11
1
Vision:
To ensure that programs and services support and complement economic development
programs initiated by cities, townships and the county.
Mission:
To provide financial and technical assistance to businesses and communities as
requested to enhance economic development, expand the tax base and promote job
creation opportunities in Washington County.
Goals:
1. Promote and market the quality of life, rich diversity and assets of the county.
2. Provide resources to help entrepreneurs get started and existing businesses grow.
3. Be a value-added partner to other public and private entities.
4. Find ways to help our businesses attract and retain talent and find ways to keep our
working residents here in the county.
5. Promote strong infrastructure, multi -modal transportation and highspeed
broadband.
Planning Process:
On May 6, 2014, the Washington County Board of Commissioners approved the
Washington County Economic Development Strategic Plan. Within the Economic
Development Strategic Plan, a number of goals were identified. Many of these goals
have since been completed, including:
Analyzed various organizational structures to implement economic development
initiatives on behalf of the county. In June of 2016, the Washington County
Board of Commissioners approved the creation of the Washington County
Community Development Agency (CDA) as recently authorized by the Minnesota
State Legislature.
Designated a county staff member to be the point of contact for economic
development and implementation of the strategic plan. In June of 2016, the
Washington County CDA hired a full time Economic Development Director to
serve as the point of contact and coordinate the economic development efforts
within the county including updating and implementing the 2014 Strategic Plan.
Updated existing financial incentive policies including tax increment financing and
tax abatement.
The purpose of this document is to serve as an update to the 2014 Economic
Development Strategic Plan with a planning horizon through 2019. A working group of
township officials, city administrators, school district representatives, and economic
development professionals was convened by the CDA in August 2016 and has been
meeting monthly to assist in preparing the elements of this update, with a goal of
producing a draft for public review, which will ultimately be adopted by the Washington
County CDA Board and the County Board.
Values:
The foundation of the Washington County Economic Development Plan is the policy and
guiding principles that drive the economic development goals, strategies and actions of
the County. The following policy statement and guiding principles define the County's
economic development efforts. These guiding principles are relevant for the present
economic environment and are subject to review and change on a periodic basis.
Economic Development Policy Statement:
It is the policy of the Washington County Board of Commissioners to increase the
County's role and support of economic development within the County. The County will
invest staff time and financial resources in a planned, coordinated and strategic manner
and will engage in a collaborative and holistic approach to economic development. The
County's policies and actions will be guided by the following principles.
Economic Development Guiding Principles:
The following principles are not in rank order of importance
The private sector is the lead that drives the economy
o The County will work in partnership with the private sector
• The County will not duplicate or replace the work of cities and other public
agencies
o The County will work in collaboration with cities and public agencies and will
provide leadership where the County can make the most difference when
asked
• The County supports a strong collaborative approach to economic
development
o No matter the location, economic development is a benefit to the entire
county
o Support efforts to ensure a highly skilled workforce and adequate workforce
housing
• Business attraction and business retention are essential policy objectives
o A balanced approach to pursue each of the two policy areas is required
• The diversity of the County requires an adaptable and open-minded approach
o The distinctive qualities of the County require flexibility
3
Opportunities and Challenges:
In order to achieve the goals previously identified, several opportunities and challenges
were identified in order to inform future action steps.
Opportunities:
The top three growth industries in Washington County between 2013 and 2015 are: 1)
Health Care Services, 2) Wood Products Manufacturing and 3) Professional and
Technical Services. An opportunity exists to research and seek to attract
complementary businesses like suppliers, vendors or large customers of the existing
growing industry sectors in Washington County.
Small businesses are vital to Washington County's economy. 86% of the Washington
County businesses have less than 20 employees. Washington County is home to
17,847 self-employed businesses or "non -employers" in 2014 (defined as businesses
without employees that are subject to federal income tax). An opportunity exists to
support and grow the existing businesses and business owners.
Washington County has a significant number of major transportation corridors including:
1-35, 1-94, 1-694, 1-494, US Highway 8, 10 & 61, MN Highway 5, 36, 95, 96, 97, 120 and
244. Additionally, Washington County has transit corridors including the Rush Line
Corridor, the Gateway Corridor and the Red Rock Corridor. An opportunity exists to
participate in transit and transportation corridor planning efforts and to advocate for state
and federal transportation and transit investments in Washington County.
Washington County has a highly -valued quality of life, rich diverse communities and
many assets and amenities. An opportunity exists to market and promote these
amenities to site selectors and businesses looking to expand or relocate.
Washington County has a growing population and a growing labor force. An opportunity
exists to leverage the quality of this growing labor force to attract new business
development.
Challenges:
In order to leverage the opportunities cited above into new tax base and jobs, an array of
technical and financial services should be developed.
Currently, businesses who are searching for sites may not know about the assets and
advantages of locating in Washington County. A county wide "business brand" that is
cohesive, strong, and unique will help Washington County stand out to businesses, in
addition to a robust spectrum of promotion tools. The CDA Economic Development
Director can serve as a critical point of contact for referral to opportunities in
communities.
Technical and financial resources for small businesses is limited compared to services in
other counties. The "Open to Business" program is operating communities in 6 counties.
n
Over 100,000 working residents commute outside of the county to work every day
(76.9%). A focus should be to work with the private sector and communities within
Washington County to increase the opportunities for people to both live and work in the
county.
Several communities have identified that broadband networks are not available. This is
equally important as other typical utilities for growing businesses.
Actions:
Marketing and Promotion:
Action Step: Market and promote Washington County, enhancing the efforts currently
being implemented by our public and private partners.
Deliverables: With the aid of our city and township partners, the Washington County
CDA will create a business brand for Washington County emphasizes the county's many
assets. The business brand must be crafted to appeal to businesses that are looking for
locational or expansion opportunities. This will be completed by the second quarter of
2017.
Washington County CDA will continue to attend, advertise, co-sponsor and market at
various promotional events including, Minnesota Commercial Real Estate Association
(MNCAR) Expo, MN Real Estate Journal Land Development Conference and MN Real
Estate Journal Industrial Development Summit. This will be ongoing.
Washington County CDA will build partnerships with and become members of local area
chambers of commerce including: Forest Lake Area Chamber, White Bear Lake Area
Chamber, Stillwater Area Chamber, Oakdale Area Chamber, Woodbury Area Chamber,
Cottage Grove Area Chamber of Commerce. Washington County CDA will work with
our local chambers to identify business creation and expansion opportunities and
promote tourism. This will begin in the first quarter of 2017 and be ongoing.
Washington County CDA will build partnerships with talent attraction, retention and
training organizations, local area commercial realtors, developers and site selectors
through partnerships with Minnesota Department of Employment and Economic
Development (DEED), Xcel Energy, MNCAR, Xceligent and Greater MSP. The CDA will
receive and distribute new business inquiries to our local community partners and pass
new listings on to the community where the listing is located. The CDA will work with
communities when requested to respond to business inquiries. This will begin in the first
quarter of 2017 and be ongoing.
Action Step: Promote the quality of life and assets of the county, including the rich
diversity of communities with unique micro -markets.
Deliverables: Each city/township will be asked by the Washington County CDA to tell us
what types of specific business developments are a "good fit" for their community
(understanding this is subject to change). The Washington County Economic
Development Plan should not be "one size fits all". Each city and township will be asked
to prepare a listing of their preferred business types. This information will be used in
5
various situations including individual business meetings, marketing events and other
settings to highlight the opportunities that exist within each community in Washington
County. Each city/township can have their own paragraph, page or section of the
Economic Development Plan and all marketing materials. Washington County CDA staff
will assist with drafting/creation of this information and marketing materials upon request
of the individual cities and townships. This will be an ongoing activity beginning in the
first quarter of 2017 and may be revised and/or updated at any time at the discretion of
the cities and townships.
Economic Development Partnerships and Financial Incentives:
Action Step: Help small businesses grow.
Deliverables: Washington County can support existing small businesses and
encourage new entrepreneurism by joining the Metropolitan Consortium of Community
Developers' (MCCD) Open to Business program.
The purpose of the Open to Business program is twofold:
1) to provide small businesses within Washington County direct access to
subordinated financing (business loans), and
2) to provide one-on-one professional business consulting services to small
businesses within the county at no cost to the business.
The professional business consulting services include business plan development and
financial proforma development including cash flow management analysis for
entrepreneurs. The direct business loans offered through the Open to Business
program are intended to spur commercial and industrial business development
opportunities in Washington County. Business loans are available to both start-up and
existing businesses and are available for a variety of uses including; building
improvements, acquisition of property, equipment, inventory and working capital.
The Washington County CDA will coordinate the Open to Business program on behalf of
the communities and will seek the necessary funding required to join. This program will
begin as soon as possible in 2017 and will be ongoing.
Action Step: Utilize Community Development Block Grant funds for business loans
Deliverables: The Washington County CDA will use federal Community Development
Block Grant monies for up to 3 small business loans for a total amount not to exceed
$25,000 in CDBG funds over a three-year period. This activity will begin in the third
quarter of 2017 and be ongoing.
Action Step: Capitalize a county -wide commercial building revolving loan program.
Deliverables: The Washington County CDA will explore options to fund commercial
building and improvements. The county -wide commercial building revolving loan
program will begin in 2018 or sooner if funding becomes available.
Community Assistance:
Action Step: Provide predevelopment matching grants to cities, townships and local
government economic development authorities located in Washington County.
Deliverables: The Washington County CDA will explore options to fund a program that
will provide up to ten grants for an amount up to $10,000 per grant (total of $100,000) to
cities and townships in Washington County for predevelopment costs to spur economic
development and redevelopment. These grant funds are intended to spur new
commercial and industrial business development and redevelopment activities by
providing funding up to $10,000 per grant award on a 1:1 matching basis. This will begin
in the first quarter of 2016 and be ongoing contingent upon the availability of funding.
Action Step: Assist communities and local area chambers of commerce with Business
Retention & Enhancement (BR&E) visits, as requested.
Deliverables: The Washington County CDA will stand ready to assist communities
organize and implement BR&E programs and will participate in select business visits
upon the request of the individual community. This will begin in the first quarter of 2017
and will be ongoing.
Workforce Development and Talent Recruitment:
Action Step: Partner with businesses, Century College, the Workforce Development
Board and others to identify and address workforce training and housing needs.
Deliverables: The Washington County CDA will be an active member/partner with the
Washington County Workforce Development Board. The Washington County CDA will
work with businesses, our education system, communities and Greater MSP to attract
and retain talent whenever possible. This will begin in the first quarter of 2017 and be
ongoing.
Action Step: Assist partners to attract, train and retain talent.
Deliverables: Whenever possible, work with businesses, communities, Greater MSP,
Century College and other community partners to recruit the types of businesses that will
entice some of our residents to work closer to home. This could benefit both the highly
trained and less trained working residents. The Washington County CDA will also work
to provide our community partners with demographic data and labor and housing studies
on an ongoing basis. This will begin the first quarter of 2017 and be ongoing.
Strong Infrastructure Foundation:
Action Step: Promote multi -modal transportation and transit opportunities that will
stimulate economic growth in the county.
Deliverables: Washington County CDA staff will be an active participant of the
Washington County Comprehensive Plan Committee. This will begin in the first quarter
of 2017 and be ongoing.
Action Step: Conduct a broadband surrey to determine the need for faster broadband
connectivity and the location of any service gaps.
Deliverables: The Washington County CDA will work with communities, when
requested, to develop and implement an online survey to determine the need for better
broadband connectivity within the county. This activity will begin in the first quarter of
2018 and be ongoing.
Acknowledaements
The Economic Development Director along with CDA staff, has coordinated monthly
meetings with the Economic Development Work Group who bring a wealth of knowledge
and experience to the process and provide important local perspectives to the economic
development plan update.
Special thanks go out to the following Economic Development Work Group Members for
their participation and assistance in this 2016-2017 Economic Development Plan update:
Aaron Parrish — City Administrator, Forest Lake; Neil Soltis — City Administrator,
Scandia; Bryan Bear — City Administrator, Hugo; Rachel Juba — Planner, Hugo; Scott
Neilson — City Administrator, Mahtomedi; Mark Larson — Superintendent, Mahtomedi
School District; Kevin Corbid —Washington County Deputy Administrator; Tom McCarty
— City Administrator, Stillwater; Bill Turnblad — Community Development Director,
Stillwater; Eric Johnson — City Administrator, Oak Park Heights; Logan Martin — City
Administrator, Bayport; Nancy Healy — Clerk, Baytown Township; Ron Moorse — City
Administrator, Afton; Kristina Handt — City Administrator, Lake Elmo; Ed Shukle — City
Administrator, Landfall; Bart Fischer — City Administrator, Oakdale; Bob Streetar —
Community Development Director, Oakdale; Janelle Schmitz — Assistant Community
Development Director, Woodbury; Karl Batalden — Economic Development & Housing
Coordinator, Woodbury; Deb Hill — City Administrator, Newport; Kevin Walsh — City
Administrator, St. Paul Park; Charlene Stevens — City Administrator, Cottage Grove;
Christine Costello — Economic Development Director, Cottage Grove; Melanie Mesko
Lee — City Administrator, Hastings; John Hinzman — Community Development Director,
Hastings; Charlie Vander Aarde — Government Relations Specialist, Metro Cities;
Barbara Dacy — Executive Director, Washington County CDA; Melissa Taphorn — Deputy
Executive Director, Washington County CDA; Chris Eng — Economic Development
Director, Washington County CDA
Appendix A
Definitions:
What is Economic Development?
No single definition incorporates all of the different strands of economic development.
Typically, economic development can be described in terms of objectives. These are
most commonly described as the creation of jobs and wealth, and the improvement of
the quality of life. Economic development can also be described as a process that
influences growth and restructuring of an economy to enhance the economic well-being
of a community.
The main goal of economic development is to improve the economic well-being of a
community through efforts that entail quality job creation, job retention, tax base
enhancements and quality of life. It is therefore worthwhile to define economic base,
good job, and quality of life as it will relate to the recommendations of this document.
As there is no single definition for economic development, there is no single strategy,
policy or program for achieving successful economic development in Washington
County. Thus, the plan laid out in this document is developed from a comprehensive
and broad -based perspective.
What is an Economic Base?
The basic component of an economic base, is the production of goods and/or services
that are exported, bringing outside wealth into the area. The economic base theory
argues that economic development occurs when there is an expansion of the economic
base, producing direct, indirect and induced benefits.
Economic development organizations (including the Washington County CDA) strive to
expand the economic base, producing direct economic benefits. As the export base
grows, bringing more wealth into a community, a portion of these receipts is spent on
local consumption creating a multiplying effect. The rounds of spending create indirect
and induced economic benefits, thereby creating an expansion of jobs, income, value-
added — in short, economic development.
What is a Good Job?
A good job is one that is stable and safe, with sufficient work hours, a predictable
schedule and has wages and benefits that can support households, families and
communities.
What is Quality of Life?
Location and general quality of life are the most frequently selected categories that
residents liked most about living in Washington County. On a regular basis, Washington
County conducts its Residential Survey to provide residents the opportunity to rate the
quality of life in the county, as well as service delivery, and community characteristics.
Survey results are benchmarked against over 500 counties across the country. In 2016,
residents were given a list of potential attributes of Washington County and were asked
to identify one thing that they liked most about living in Washington County. The most
frequently selected categories were location and quality of life in general; at least one -
quarter of residents selected each of these items. In addition, outdoor recreational
opportunities, ease of travel by car, the overall feeling of safety in Washington County
and the overall image or reputation of Washington County received the highest average
ratings from residents, and when benchmarked against other counties, these ratings
were much higher than other counties in the country. According to Greater MSP and
site selectors, a high quality of life helps create economic development opportunities.
10
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Appendix B
Demographic Characteristics
May 2017
The following data describes the key characteristics of the county's demography and economic
base, which helps to illuminate its strengths and weaknesses. The information below will
compare the county to itself, the region, the state, and St. Croix County, Wisconsin. Trends in
demographics, income and wages, poverty, labor force, and business establishments are
examined.
Washington County is the fifth largest County and eighth fastest -growing County in
Minnesota. The graph below depicts the history of robust population growth in the county. As
of July 1, 2015, Washington County was home to an estimated population of over a quarter -
million people and is Minnesota's fifth most -populated county. While the strongest growth
occurred between 1990 and 2000, Washington County gained nearly 13,500 people between
2010 and 2015 totaling 251,597 people (a 5.7% increase).
Population Change, 1950-2015
i Minnesota --*—Washington Co.
300,000
250,000
c
0
200,000
0
v
150,000
W
100,000
50,000
1950 1960 1970 1980 1990 2000 2010 2015
6,000,000
51000,000 3
n
4,000,000 0
c
c
3,000,000 a
c
c
2,000,000
1,000,000
Source: U.S. Census Bureau
County population is projected to increase about 15.5% by 2035. According to population
projections from the Minnesota State Demographic Center, Washington County is expected to
gain nearly 40,000 net new residents from 2015 to 2035, a 15.5% increase. Recent Metropolitan
Council projections for 2030 estimate about 8,000 more people five years earlier.
11
Draft
Population Projections, 2015-2035
2015-2035 Change
Washington Co.
2015
Projection
2025
Projection
2035
Projection
Numeric
Percent
Under 5 years
15,400
16,582
17,066
1,666
10.8%
5-14years
33,831
31,113
33,647
-184
-0.5%
15-24years
34,562
32,704
30,060
-4,501
-13.0%
25-34years
29,933
34,367
32,596
2,663
8.9%
35-44 years
30,904
32,072
36,628
5,724
18.5%
45-54 years
41,273
30,710
31,971
-9,302
-22.5%
55-64 years
35,336
40,931
30,486
-4,850
-13.7%
65-74 years
21,557
34,887
40,527
18,970
88.03ve
75-84 years
10,081
21,059
34,069
23,988
238.05vo
85 years & over
3,260
4,416
8,875
5,615
172.2%
Total
256,136
278,941
295,925
39,789
15.5%
Source:
Minnesota State Demographic Center
May 2017
Overall, Washington County has a younger population than the state of Minnesota, with just 11.7
percent of its population aged 65 years and over, compared to 13.6 percent statewide.
Consequently, Washington County has a higher percentage of people in the 25- to 54-year-old
age group, typically considered the prime working years, and a higher percentage of school -aged
children. The county did have a slightly smaller percentage of 15-24-year-olds.
Percentage of Population by Age Group,
2014
Washington Co.
Minnesota
Under S years
6.2%
6.5%
5-14 years
14.8%
13.3%
15-24years
12.3%
13.4%
25-34years
12.1%
13.7%
35-44 years
13.5%
12.5%
45-54 years
16.4%
14.6%
55-64 years
12.9%
12.6%
65-74 years
6.9%
7.3%
75-84 years
3.451
4.3%
85 years & over
1.4%
2.0%
Source: 2010-2014American Community Survey
12
Draft
May 2017
Resident income is one of the highest in the state. The graph below depicts Washington
County's per capita income as the third highest in the state of Minnesota. This high level of
personal incomes means that there is a strong purchasing power, which is an opportunity to
support new development. This is further substantiated by data on household median income
and net worth statistics.
2014 Per Capita Incomes
Minnesota $31,642
Anoka Co. $31,474
Carver Co. $38,638
Dakota Co. $35,755
Hennepin Co. �.,' $38,125
Ramsey Co. $30,076
Scott Co. $35,690
Washington Co. $37,841
$20,000 $25,000 $30,000 $35,000 $40,000
Source: American Community Survey
According to 2015 estimates, Washington County's median income is $87,995, 39% higher than
statewide, and an increase 5.3% over the year. Washington County had an average net worth of
$793,314 in 2013 and a median net worth of $216,586. Median net worth is generally a more
accurate depiction of wealth than the average figure. A few households with very large net worth
can significantly skew the average. As a comparison, the metropolitan area had an average net
worth of $586,479 and median net worth of $111,991.
This is also reflected in the data about employed residents over the age of 16; median earnings
are $59,262. Washington County had an estimated 134,000 employed residents who were at
least 16 years of age, in 2015. The largest percentage of jobs were found within Management,
Business, and Financial Operations; followed by Office and Administrative Support; and
Education, Legal, Community Services, Arts, and Media occupations.
Washington County Occupational Statistics, 2010-2014 American Community Survey
Occupational Group
Employment
% Male
% Female
Median
Earnings
Civilian employed population 16 years & over
133,637
51.5%
48.5%
$59,262
Management, business, and financial
25,917
57.4%
42.6%
$85,220
Office and administrative support
16,912
29.1%
70.9%
$41,369
13
Draft
May 2017
Education, legal, community service, arts, and
media
15,167
30.8%
69.2%
$54,369
Sales
13,748
50.8%
49.2%
$59,588
Healthcare practitioner
10,159
29.0%
71.0%
$82,993
Computer, engineering, and science
9,702
74.3%
25.7%
$88,244
Food preparation and serving related
6,283
39.4%
60.6%
$23,086
Personal care and service
5,246
1 32.6%
67.4%
$31,857
Production
5,069
70.0%
30.0%
$50,204
Construction and extraction
4,950
93.1%
6.9%
$56,169
Transportation
3,788
95.9%
4.1%
$55,609
Building and grounds cleaning and
maintenance
3,555
66.8%
33.2%
$36,003
Protective service
3,413
72.1%
27.9%
$52,489
Installation, maintenance, and repair
3,337
95.4%
4.6%
$44,289
Healthcare support
3,100
12.1%
87.9%
$30,941
Material moving
2,980
83.9%
16.1%
$36,379
Farming, fishing, and forestry
311
100.0%
0.0%1
21,379
Source: American Community Survey
Three -fourths of employed residents commute to work outside of the county._ The table
below shows that about 77% of those who are employed residents in Washington County
commute outside of the county to work, while about 58% of those employed within the county
commute into the county.
Washington Co. Inflow/Outflow Job Counts (All Jobs), 2014
2014
Count
Share
Employed in Washington Co.
72,124
100.0%
Employed in Wash. Co. but Living Outside
41,679
57.8%
Employed and Living in Washington Co.
30,445
42.2%
Living in Washington Co.
131,826
300.0%
Living in Wash. Co. but Employed Outside
101,381
76.9%
Living and Employed in Washington Co.
30,445
23.1%
Source: U.S. Census Bureau, OnrheMap
The average annual wage by industry sector is lower than employed resident household
income.
Retail trade is the largest -employing industry sector (over 13,000 jobs) in Washington County,
accounting for about one -in -six total jobs in the county. Average annual wages within retail
trade, $25,168, are over 40 percent lower than the average annual wage for the total of all
industries. The second largest industry in Washington County is health care and social
assistance, with over 11,400 jobs at 546 establishments. The average wage for health care and
social assistance jobs is $48,205, which is about 10% higher than the average wage for the total
of all industries. Accommodation and food services is the third largest -employing industry, with
8,949 jobs at 383 establishments. The average annual wage is only $16,328. Manufacturing is
14
Draft
May 2017
the fourth largest -employing industry with nearly 8,000 jobs and an average annual wage of
$63,908. Education services is the fifth largest -employing industry with 7,330 jobs and an
average annual wage of $42,796. It should be noted that over 87% of Washington County's
labor force has a Bachelor's degree or higher.
Washington County Industry Employment Statistics, 2015
NAICS Industry Title
Number of
Firms
Number of
Jobs
Percent
of Jobs
Total Payroll
Avg'
Annual
Wage
Total, All Industries
5,231
79,112
100.0%
$3,478,314,461
$43,992
Retail Trade
684
13,051
16.5%
$328,820,246
$25,168
Health Care & Social Assistance
546
11,408
14.4%
$550,298,480
$48,204
Accommodation & Food
Services
383
8,949
11.3%
$146,562,210
$16,328
Manufacturing
203
7,990
10.1%
$510,327,272
$63,908
Educational Services
139
7,330
9.3%
$315,013,496
$42,796
Public Administration
54
3,617
4.6%
$187,901,224
$51,896
Construction
516
3,338
4.2%
$194,695,496
$58,292
Finance & Insurance
337
3,306
4.2%
$250,901,273
$75,868
Professional, Scientific, &
Technical Services
643
3,177
4.0%
$207,917,173
$65,312
Administrative & Support
Services
268
3,135
4.0%
$142,493,483
$45,552
Other Services
578
3,074
3.9%
$79,404,718
$25,792
Transportation & Warehousing
138
2,584
3.3%
$109,423,567
$42,276
Arts, Entertainment, &
Recreation
123
2,121
2.7%
$34,322,013
$16,172
Wholesale Trade
203
1,957
2.5%
$142,004,378
$72,540
Management of Companies
43
1,503
1.9%
$160,012,587
$107,016
Real Estate, Rental & Leasing
258
790
1.0%
$29,425,257
$37,180
Agriculture
44
712
0.9%
$24,859,143
$35,048
Information
60
699
0.9%
$25,318,426
$36,244
Utilities
7
298
0.4%
$33,628,441
$112,788
Source: DEED Quarterly Census offmployment and Wages (QCEW)
County job growth has exceeded prerecession levels. According to DEED's Quarterly
Census of Employment and Wages program as shown in the graph below, Washington County
was home to 5,231 business establishments providing nearly 80,000 covered jobs through 2015,
with a total annual payroll of nearly $3.5 billion. Washington County continues to see new jobs
being added within the county each year since 2009 and has exceeded its pre -recession levels.
RL7
Draft
Annual Labor Force Estimates
140,000
105,000
e Minnesota
O N M
O O O O
O O O O
N N N N
—*—Washington Co.
137,6683,050,000
136,504 �
3,000,000 �:
2,950,000
N
21900,000 °
0
U
2,850,000
0
2,800,000 M
2,750,000
2,700,000
0 0 0 0 0 0
N N N O O N N O N N N N,
Source. DLocalAre. llnempiorment5tahsacs(LAUS) Pragrum
May 2017
The County is expected to see a continued gradual increase in the labor force over the next
decade. Over the last ten years, the county's labor force has grown by 12,077 people, as depicted
in the table below. Washington County's labor force grew more than double the state rate with a
9.6 percent increase. Comparatively, the state's total labor force grew by 4.7 percent.
Washington County has experienced overall growth in the size of available labor force over the
last 15 years. Washington County has a higher percentage than the state of people in the 25- to
54-year old age group, typically considered the prime working years and a higher percentage of
school -aged children. The County is expected to see a continued gradual increase in the labor
force over the next decade, gaining approximately 3,700 net new workers between 2015 and
2025.
Labor Force Projections, 2015.2025
Washington Co.
2015
2025
2015-2025 Change
Labor Force
Projection
Labor
Force
Projection
Numeric
Percent
16 to 19 years
8,382
6,891
-1,492
-17.8%
20 to 24 years
11,479
13,081
1,602
14.0%
25 to 44 years
54,206
59,197
4,991
9.2%
45 to 54 years
36,816
27,393
-9,422
-25.6%
55 to 64 years
24,877
28,815
3,939
15.8%
65 to 74 years
5,303
8,582
3,279
61.8%
75 years & over
881
1,681
801
91.0%
Total Labor Force
141,943
145,642
3,699
2.6%
Source: Minnesota State Demographic Center,
2010-2014 American Community Survey 5-Year Estimates
16
Draft
Washington County's unemployment rate of 3.2% is lower than the state average
unemployment rate.
Unemployment Rates, 2000-2015
90 :Minnesota —*—Washington Co.
8.0
w
7.0
6.0
c 5.0
m
4.0
IL 3.0
2.0
1.0
0.0
0 N N rn R 2 b N 00 ON O . N M V u
0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
N N N N N N N N N N N N N N N N
Source: DEED Local Area Unemployment Statistics (TAUS) program
May 2017
17
Draft
Distinguishing Industries
May 2017
Washington County stands out from the state and the Twin Cities Metro Area for its extremely
high concentration of employment in wood product manufacturing. Concentration is measured
with location quotients, which compare the share of employment in a particular industry locally,
to the share of employment that same industry constitutes nationally.
Washington County Distinguishing Industries, 2015
NAICS Industry Title
Number
Number
Total Payroll
Avg. Annual
Location
of Firms
of Jobs
Wages
Quotient
Total, All Industries
5,231
79,112
$3,478,314,461
$43,992
-
Wood Product Manufacturing
11
2,771
$177,493,275
$64,324
12.67
Amusement, Gambling, &
Recreation Industries
93
2,002
$31,666,888
$15,808
2.20
Sporting Goods, Hobby, Book,
38
788
$14,001,093
$17,784
2.17
& Music Stores
General Merchandise Stores
39
3,587
$72,358,293
$20,176
1.96
Building Material, Garden
Equip. & Supplies Dealers
45
1,363
$39,409,371
$29,016
1.92
Miscellaneous Manufacturing
41
634
$37,997,635
$59,904
1.88
Personal & Laundry Services
206
1,508
$30,856,025
$20,436
1.87
Ambulatory Health Care
346
5,670
$360,439,736
$63,492
1.44
Services
Nursing & Residential Care
Facilities
83
2,602
$64,784,818
$24,908
1.38
Food Services & Drinking
Places
350
8,243
$132,567,421
$16,068
1.30
Source: DEED Quortefly Census of Employment and Wages (QCEW)
18
Draft
May 2017
Private sector employment data between 2010 and 2015 suggests that Washington County is
strong in retail trade, health care and social assistance, accommodation and food services,
manufacturing, construction, finance and insurance and professional & technical services.
Largest Growing Industries 2013-2015 (Industry Title)
Avg.
Wage
Job Growth
Percent
Total, All Industries
$43,472
Ambulatory Health Care Services
$63,492
705
14.2%
Wood Product Manufacturing
$64,324
369
15.4%
Professional, SCI & Technical Services
$65,572
328
11.6%
Food & Beverage Stores
$22,464
327
17.0%
Food Services & Drinking Places
$16,068
278
3.5%
Sporting Goods, Book & Music Stores
$17,784
275
53.6%
Management of Companies
$107,016
153
11.3%
Food Manufacturing
$32,500
145
35.1%
Heavy & Civil Engineering Construction
$78,624
131
41.5%
Miscellaneous Manufacturing
$59,904
129
25.5%
Small businesses are vital to Washington County's economy. 57% of Washington county
businesses have 1-4 employees (totaling 3,184 firms) and another 29% had between 5-19
employees, adding up to 86% of the Washington County businesses have less than 20
employees. Washington County is therefore home to 17,847 self-employed businesses or "non -
employers" in 2014 (defined as businesses without employees that are subject to federal income
tax). Washington County witnessed a 15.2% increase in non -employers over the past decade,
higher than such growth at the state level. Total receipts from non -employers in Washington
County equaled about $810 million in 2014.
Employers by Size Class, 2014
Washington Co.
Minnesota
Number of Employees
Number
of Firms
Percent
of Firms
Percent of Firms
1-4
3,184
57.0%
53.9%
5-9
942
16.9%
17.7%
10-19
679
12.2%
13.4%
20-49
506
9.1%
9.1%
50-99
163
2.9%
3.2%
100-249
- 84
1.5%
1.9%
250-499
20
0.4%
0.5%
500 or more
9
0.2%
0.3%
Total Firms
5,587
100.0%
100.0%
Source: U.S. Census, County Business Patterns
W11
TI tE CITY OF
t LAKE ELMO j
e-
___...________ STAFF REPORT
DATE: 5/11/2017
REGULAR
TO: Economic Development Authority
FROM:
AGENDA ITEM:
REVIEWED BY:
BACKGROUND:
Emily Becker, City Planner
Development Updates
Stephen Wensman, Planning Director
Staff would like to provide the Economic Development Authority with an update on current
developments.
ISSUE BEFORE THE EDA:
Staff is providing an update on development status within the City.
PROPOSAL DETAII.S/ANALYSIS:
Residential Development. The attached map provides an update on residential developments within the
City. Some notes as an addendum to this map include:
• The City has received an application for Final Plat for Hidden Meadows and Diedrich -Rieder
(Southwind), but these applications have been deemed incomplete as of now.
• The City has received application for Preliminary Plat for Royal Golf Club, but this application
has not yet been approved by Council.
• The City has received application for a Planned Unit Development (PUD) Concept Plan for
Gonyea West, but this application has not yet been reviewed by the Planning Commission.
• Easton Village has received Final Plat approval for the 1st and 2' Additions of the development
(90 lots).
• Savona has received Final Plat approval for all lots.
• Hammes Estates (Lake Ridge Crossing) has received Final Plat approval for 1st Addition (57
lots) and 2nd Addition (37 lots)
• Inwood has received Final Plat approval for all phases of the single-family detached portion of
the Planned Unit Development, a total of 268 lots.
• Boulder Ponds has received Final Plat approval for the I" and 2' Additions, 65 lots.
• Wildflower has received Final Plat approval for the 1" and 2nd Additions, 80 lots.
Commercial Development. The City has received application for a PUD Concept Plan for Lakewood
Crossing 2' Addition, a development which will include restaurants, retail services, and other personal
services. Application for Preliminary PUD Plans is expected soon.
Other Interest. The City has received several inquiries regarding the two properties south of Savona
owned by DPS-Lake Elmo LLC (PID#s 34.029.21.34.0006 & 34.029.21.43.0003); the parcel to the east
of Keats Avenue North and north of I-94 owned by Durow Family Lake Elmo Property LLC (PID#
35.029.21.33.0001); and the property to the east of Lake Elmo Avenue North and north of I-94 owned by
Launchpark Lake Elmo LLC (PID# 36.029.21.33.0001). No formal applications have been received,
however.
ATTACHMENTS:
• Development Status and Location Map
Hidden Meadows
(26 units)
Inwood
(537 units) Hammes Estates
(163 units)
ISD 916 Boulder Savorl
Ponds (310 urt s)
o- (162 units) � K,
.._.._
j..Qj
kelElmo
un4t�)r
age Pr e
(97 u
on Ilage
117 Ujits)
Village Pat Preserve
Southwind (Diedrich-Reider)
(46 units)
Hunters Crossing
(51 hits)
Trip
2nd Addition
Development Status and Location - Lake Elmo, MN
THE CITY OF Development/Approval Status
LAKE ELMO = Final Plat
Preliminary Plat
Map Date: May 2, 2017
- Under Contract