HomeMy WebLinkAbout6.15.21 EDA Packet
NOTICE OF MEETING
City of Lake Elmo Economic Development Authority
Meeting
3800 Laverne Avenue North
Tuesday, June 15, 2021 6:00 PM
AGENDA
A. Call to Order/Roll Call 6:00 p.m.
B. Approval of April 20, 2021 Minutes 6:00 p.m.
C. Chris Eng, Washington County Economic
Development 6:05 p.m.
D. Next Meeting Date/Future Agenda Items/
Reports 6:40 p.m.
E. Adjourn 6:50 p.m.
Our Mission is to Provide Quality Public
Services in a Fiscally Responsible Manner
While Preserving the City’s Open Space
Character
Page 1 of 1
CITY OF LAKE ELMO ECONOMIC DEVELOPMENT AUTHORITY MINUTES April 20, 2021
Call to Order/Roll Call Mayor Cadenhead called the meeting to order at 6:00 P.M.
PRESENT: Jeff Holtz, Charles Cadenhead, Linda Larson, Mark Gaertner, and Paul Ryberg
ABSENT: None
Staff Present: City Administrator Handt
Election of Officers:
Paul Ryberg volunteered to serve as President, seconded by Larson. Motion passed.
Mark Gaertner volunteered to serve as Vice President, seconded by Cadenhead. Motion passed.
Motion by Larson, seconded by Gaertner that Handt serve as Secretary and Assistant Treasurer. Motion
passed.
Larson volunteered to serve as Treasurer, seconded by Cadenhead. Motion passed.
It was also noted that there are still four openings on the EDA (two voting members and two alternates).
2021 Meeting Schedule/Future Agenda Items Ryberg asked commissioners what their ideas were on economic development. Commissioners shared about their backgrounds and interest in seeing more economic development throughout the city (I94, Old Village, 77 acres). Ryberg wanted to know what properties in Lake Elmo are developable. Larson asked for a review of the comprehensive plan. Holtz asked for a check in with ULI. Larson also wanted more information on the labor profile and a list of tools available. Ryberg mentioned the group along I 35 working on economic development. Handt suggest having Chris Eng, Washington County Economic Development Director lead the group in a strategic plan development and provide the background data such as a labor profile for Washington County. Motion by Cadenhead, seconded by Larson to have Eng come to the next meeting and talk to us about the county plans. Motion carried. The commissioners also agreed on June 15, 2021 at 6pm for the next meeting date. Next meeting may be in September or sooner if issues come up. Motion by Holtz, seconded by Cadenhead to go into closed session pursuant to Minnesota Statutes Section 13D.05, subdivision 3 (c)(3) – to consider offers for the sale of the former 3M property on Ideal Avenue, south of CSAH 14 (Tax Parcel ID 16.029.21.24.0002 (portion south of CSAH 14 only)). Motion passed.
Adjourn Meeting adjourned at 6:59 P.M. Respectfully Submitted, Kristina Handt
Exhibit A
2020-2022
Economic Development Plan
Exhibit A
TABLE OF CONTENTS
TABLE OF CONTENTS ............................................................................................................................ 1
INTRODUCTION ........................................................................................................................................ 2
VISION AND GOALS................................................................................................................................. 4
CORE PROGRAMS................................................................................................................................... 5
NEW PROGRAMS..................................................................................................................................... 8
OTHER INITIATIVES................................................................................................................................. 9
SUMMARY ................................................................................................................................................ 11
ACKNOWLEDGEMENTS ....................................................................................................................... 12
ATTACHMENT A ...................................................................................................................................... 19
ATTACHMENT B ...................................................................................................................................... 22
3
Exhibit A
INTRODUCTION
The Washington County Board of Commissioners adopted the first Economic Development
Strategic Plan in May of 2014. Prior to this action, the County’s role in economic development
had been focused on providing robust county services to foster a vibrant local economy,
including well-planned infrastructure, parks and open spaces, and maintaining a low tax rate.
The 2014 Plan sought to establish a single point of contact for economic development within the
County, update tax increment and abatement policies and incorporate economic development
considerations in all of its decision making. It also sought to expand the County role in
marketing.
The Washington County Board of Commissioners determined that adding an economic
development component to the Washington County Housing and Redevelopment Authority
(HRA) would enable the county to deliver programming on par with other counties in the
metropolitan area. In 2016, the state legislature approved an amendment to the HRA enabling
the creation of EDA powers and renaming the Agency to the Washington County Community
Development Agency (CDA). The CDA offers several areas of assistance including housing,
community development and economic development. This document is focused solely on the
CDA’s economic development related vision, goals, programs and resources. The CDA serves
many economic development purposes, including monitoring changing trends, promoting
economic development and ensuring the availability of programs and services for the diverse
cities and townships within the County.
The organizational structure and relationship between the Washington County Board of
Commissioners and the Community Development Agency (CDA) is illustrated in Figure 1 on the
next page. The County Board appoints the CDA Board and as shown, economic development is
one of the CDA’s responsibilities. The County Board is responsible for reviewing and approving
the 2040 Comprehensive Plan for the County, which includes a chapter on economic
competitiveness. The relationship between the Comprehensive Plan and this Economic
Development Plan is illustrated in Figure 1.
The County is required to complete a Comprehensive Plan every ten years per the Metropolitan
Land Planning Act. While the economic competitiveness chapter was not a required element of
the 2040 Plan, Washington County chose to include the chapter, realizing the benefits of
planning for future economic development opportunities. The economic competitiveness chapter
includes the following sections:
• Existing Conditions: Washington County Employment, Employment Industries, Wages
in Washington County, Unemployment, Workforce Development.
• Key Industries/Centers of Employment
• Opportunities and Challenges
• Goals, Policies and Strategies
The purpose of this Economic Development Plan is to set out specific programs and strategies
aimed at responding to the needs of communities and townships over the next three years and
to guide CDA budgeting. The plan also identifies strategies to continue to promote the county
for business development. The plan serves as an ongoing tool to implement the County’s 2040
Economic Competitiveness Chapter.
4
Exhibit A
Figure 1. Relationship between the Comprehensive Plan and the CDA Economic
Development Plan
5
6
Exhibit A
VISION AND GOALS
Economic Development Vision:
The Washington County Community Development Agency helps communities across the county
achieve their housing and economic development goals. The agency’s economic development
vision is: A thriving and competitive local economy provides family-supporting jobs, employment
opportunities for our young people, and a tax base that supports critical public investments in
our safety, schools, and quality of life.
Guiding Principles:
• The private sector is the lead that drives the economy.
• The County will not duplicate or replace the work of cities or other public agencies.
• The County supports a strong collaborative approach to economic development.
• Business attraction and business retention are essential policy objectives.
• The diversity of the County requires an adaptable and open-minded approach
• A deliberate, purposeful and strategic plan is required.
Economic Development 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 high-speed broadband.
Strategic Partners
Our local communities are our primary strategic partners. The CDA convenes a Work Group of
community development professionals to advise the CDA on an ongoing basis regarding our
economic development initiatives. In addition, the CDA works in collaboration with local
chambers, state and regional professional associations, nonprofit organizations, utility
companies, Greater MSP and public agencies. Our partnerships are crucial to our collaborative
approach to economic development and to help communities accomplish their economic
development goals. The goals and programs specified in this plan rely on these strategic
partnerships.
7
Exhibit A
CORE PROGRAMS
The Washington County CDA currently offers several successful core programs and services for
economic development which are planned to continue over the next three years. The core
programs were initiated in 2017, and in part implement the first three economic development
goals. The core programs and services are detailed in this plan, along with targeted deliverables
for their continued success.
Open to Business
The Open to Business program in Washington County started in 2018 and is
available through a partnership with the Metropolitan Consortium of
Community Developers (MCCD). This program is a key strategy to help
existing businesses grow and entrepreneurs get started. The program provides free,
confidential business counseling to current and prospective entrepreneurs. The program’s
experienced consultants work with small business owners to access the technical assistance
and financing options they need to succeed.
Examples of services offered through the Open to Business program include:
• Loans for both new/emerging and second-stage/growing businesses
• Acquisition financing for real estate
• Assistance with business plans, financial projections, and loan applications
• Technical assistance with all aspects of business operations
Between July 1, 2017 and January 1, 2019, the Open to Business program in Washington
County served 250 clients and provided nearly $1,024,000 in loans, which leveraged an
additional $1.4 million in outside investment. The program served business clients in a wide
breadth of industries including service, retail, food, manufacturing, construction/real estate,
health/fitness, professional/consulting and technology. The program also served businesses in
several diverse communities. A breakdown of program metrics in 2017 - 201 is shown in
AWWDFKPHQW %.
A survey of initial participants was completed at the end of 2018 and revealed strong
satisfaction ratings. 86% of respondents would recommend the program to others. Continued
marketing of the program is needed however to increase awareness.
An additional program through MCCD will be explored for potential implementation. “Working
Your Business” is a cohort learning model for existing 2nd stage businesses and entrepreneurs
who aspire to grow their business efficiently, sustainably and profitably – but are stuck in a cycle
where the entrepreneur’s energy and resources are consumed in maintaining their current
business model. Working Your Business is for entrepreneurs who want to transition from
working in their business to working on their business- and having that business work for them.
It will introduce participants to proven tools and management frameworks and will allow
participants to engage with and learn from a network of peers.
Working Your Business will challenge participants to strategically and critically analyze their
business, apply new tools, and create a plan for efficient, sustainable growth. Participants are
established owner/operators who have moved out of the start-up phase and demonstrated
operating stability but are experiencing limited growth in sales or assets. It is available to
8
Exhibit A
entrepreneurs who received assistance from Open to Business to establish a business, and to
any existing small business in a community that meets the target profile. Participants will receive
continued one-on-one consulting with the advisor, learn from technical experts, and participate
in peer-to-peer learning groups.
The deliverables for the program over the next three years include:
• Conduct at minimum five engagement events annually to increase awareness of
program, in addition to routine agency marketing.
• Initiate “Working Your Business” program by 2021.
• Evaluate Open to Business program through the CDA annual community survey tool.
Find Your Perfect Fit
The Washington County CDA provides a connection between businesses and the 33 diverse
and vibrant East Metro communities. The Find Your Perfect Fit program identifies a location
specialist for businesses hoping to locate somewhere within Washington County. This program
positions the CDA to be the first point of contact and a source of assistance for site selectors
and businesses. The CDA also has a strategic partnership with the Minnesota Commercial
Association of Real Estate (MNCAR) to provide a searchable database of available commercial
parcels within Washington County. The number and diversity of communities in Washington
County is of interest to site selectors and other business audiences because it means there will
likely be a right fit for them. The CDA plays a crucial role in attracting these site selectors by
sharing the benefits of East Metro and by assisting in matching business needs with available
locations.
The deliverables for the program over the next three years include:
• Receive and distribute any new business inquiries obtained through partnership
organizations 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.
• Establish a dedicated website for economic development Website redesign: This is an
ongoing effort to improve the functionality of the CDA website. The CDA will explore and
maintain community microsite pages, tourism and chamber of commerce participation.
• Evaluate the program through the CDA annual community survey tool.
Predevelopment Finance Fund
The Predevelopment Finance Fund was created by the CDA Board in 2018. The fund responds
to requests for grant funding from cities and townships to help lower the cost burden of
predevelopment technical studies. The Work Group noted that recent elimination of state and
regional grant resources for these types of activities sharpened the need for CDA involvement.
The purpose of the Predevelopment Finance Fund is to:
• Increase the availability of shovel ready commercial and industrial sites
• Provide opportunities for our existing businesses to stay and grow
• Spur new development opportunities
• Provide new opportunities for business diversity
• Create increased commercial and industrial market values
• Assist with redeveloping blighted properties
9
Exhibit A
The CDA Board allocated a total of $150,000 annually towards the program for two tiers of grant
funding. Each grant operates as a match to funds provided by the local jurisdiction. The small
pool includes grants totaling less than $10,000 and the large pool includes grant amounts
between $10,000-$40,000; however, the CDA Board may authorize a larger amount in unique
circumstances. As of September 2019, eleven grant awards to six communities had been made.
Approximately 320 acres have been evaluated for potential future commercial or industrial
development.
The deliverables for the program over the next three years include:
• Seek comment from communities and streamline the funding application.
• Assist communities to create 50 acres of developable commercial and industrial land
annually.
• Evaluate the Predevelopment Finance Fund program through the CDA annual
community survey tool.
Educational and Networking Programs
The CDA is involved in a variety of educational and networking activities which help to increase
visibility and make strategic connections within Washington County. The CDA is an active
member/partner with the Washington County Workforce Development Board (WDB). The
Workforce Development Board is composed of representatives from business, organized labor,
and various public agencies. By participating, the CDA gains connections with local businesses
and provides a conduit between business and labor.
The CDA convenes the annual East Metro Development Summit with the assistance of the
Minnesota Real Estate Journal (MREJ). Over the past few years, the CDA has organized a
panel focused on highlighting successful development within Washington County. This is a
collaborative effort with communities and helps to shine a light on economic development
achievements and resources.
The Washington County CDA will continue to work hand in hand with our local communities to
attend, advertise, co-sponsor and market the county 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. We will
co-sponsor three or more events per year and advertise and publish three articles per year in
the MN Real Estate Journal monthly publication.
Washington County CDA will continue the established partnerships with 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. CDA staff will attend five or more chamber events per year.
The CDA will continue to maintain strong marketing partnerships with DEED, Connexus Energy,
Great River Energy, Xcel Energy, MNCAR, Xceligent and Greater MSP on county and regional
business attraction and retention efforts.
The CDA assists communities and local area chambers of commerce with Business Retention &
Enhancement (BR&E) visits, as requested. These visits are especially important for smaller
communities with fewer staff and less access to funds for business retention.
10
Exhibit A
The deliverables for education and networking over the next three years include:
• Complete three MNREJ articles per year featuring communities, new initiatives, or other
relevant topics that promote awareness of Washington County development
opportunities.
• Complete twelve MNREJ advertisements regarding development opportunities in the
county.
• Sponsor three or more MNREJ events per year, which promote the commercial,
industrial, and/or housing opportunities in the county.
• Participate in the MNCAR Expo on an annual basis, working with county communities to
target or promote specific development opportunities in the county.
• Evaluate these activities through the CDA annual community survey tool.
Community Technical Assistance
The CDA provides community technical assistance in a variety of ways with their existing
programs. Over the next three years the CDA will continue to support local community
economic development and redevelopment efforts. The planned flexible revolving loan program
is part of this initiative.
The deliverables for the program over the next three years include:
• Work with communities to develop and implement local economic development plans
• Continue marketing for Outlot A in Red Rock Crossing Redevelopment Area in
partnership with the Washington County Regional Rail Authority.
• Evaluate the technical assistance through the CDA annual community survey tool.
• Respond to community requests in a timely manner.
NEW PROGRAMS
Flexible Revolving Loan Program
With the support and assistance of the Economic Development Work Group, the CDA explored
several different new programs. The members were surveyed to determine which programs
were the most relevant to their respective community and approximately how many times they
expected to use a given program if it was available. The programs included a revolving loan
fund for business expansion, a dilapidated building demolition loan program and a commercial
building rehabilitation program.
After completing this consideration, it was the consensus of the Work Group that what was
really needed is an economic development loan program that is more flexible than some of the
more targeted programs that were reviewed. The CDA staff will be developing policy to support
the development and implementation of this tool.
The deliverables for the program over the next three years include:
The Washington County CDA will develop policies, explore options to fund, and implement the
Flexible Loan Program including requesting approval for CDA Levy dollars. The county-wide
Flexible Revolving Loan Program will begin in 2021 or sooner if funding becomes available.
Exhibit A
11
OTHER INITIATIVES
Marketing, Branding and Business Recruitment
As the convener of economic development within Washington County, the CDA is well equipped
to respond to new opportunities as they arise. The following is a list of ongoing and upcoming
opportunities that the CDA plans to explore. The CDA also aims to be nimble and strategic in
responding to new opportunities.
The deliverables for marketing, branding and business recruitment over the next three years
include:
• In collaboration with our city and township partners, the Washington County CDA will
continue to strengthen and promote a business brand for Washington County
emphasizes the county’s many assets including or close proximity to St. Paul and MSP
International Airport along with available land and talent.
• 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.
The MN Technology Corridor
The CDA and regional community partners recently hired the Golden Shovel Agency to create a
website aimed at branding and marketing the MN Technology Corridor for high technology
businesses. The CDA will continue working to brand and market the corridor by leveraging
broadband availability and available land with community partners.
Transportation and Transit Opportunities
In 2019, Washington County received a state grant to study implementation options as a result
of the 2018 County Transit Study.
The CDA will continue to work with Washington County regarding transportation and transit
issues that will stimulate economic growth in the county. The deliverables for the program over
the next three years include:
• Washington County CDA staff will be an active participant in the Washington County
Transportation Consortium.
• Promote multi-modal transportation, including transit, rail, and micromobility options, that
stimulate economic growth in the county as part of the CDA education and networking
initiatives.
• Promote mobility management activities that connect individuals to goods, services,
employment, job training, and other opportunities that support and stimulate economic
engagement in the county.
Workforce Development and Talent Attraction and Retention
Workforce development: The CDA will improve partnerships with businesses, our K-12 schools,
higher-education entities, Washington County Workforce Development and DEED to assist
health care and manufacturing employers with attracting and retaining talent.
Exhibit A
12
Washington County CDA will continue its existing partnership with Greater MSP, the MN
Department of Employment and Economic Development (DEED) and the Washington County
Workforce Development Board. The CDA will assist and partner whenever possible with local
schools and higher education on talent attraction and retention efforts as well as assist the
CareerForceMN.com career resources.
The deliverables for the program over the next three years include:
• The Economic Development Director will serve as an active member on the Washington
County Workforce Development Board.
• Whenever possible, the CDA will work with businesses, our K-12 schools, communities,
Greater MSP, Century College, the State of Minnesota and other 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.
EPA Brownfields Grant
The CDA submitted a $600,000 EPA Brownfields Assessment Grant in January 2019 to analyze
and inventory potentially contaminated sites. In addition, Phase I and Phase II environmental
site assessments would be conducted at brownfield sites located within Washington County as
part of an effort to spur redevelopment and reuse of the brownfield sites. The CDA was not
awarded this initial grant and plans to resubmit to the EPA within the next three years.
The deliverables for the program over the next three years include:
• Prepare and submit the grant application to EPA
• Implement the EPA grant program on a county-wide basis
Exhibit A
13
SUMMARY
The purpose of this Economic Development Plan is to set out specific steps aimed at
responding to the needs of communities and townships over the next three years and to guide
CDA budgeting.
No matter the location, economic development is a benefit to the entire County. Our local
communities are our primary strategic partners. The CDA will continue to work with
communities and other public, private and non-profit organizations to accomplish the goals of
this plan.
Figure 2 below summarizes the alignment between the core programs and new initiatives with
the plan goals. While being mindful of the Guiding Principles, the CDA will continue to evaluate
these programs on a regular basis in conjunction with its partners and pursue amendments to
this plan as necessary.
Figure 2. Summary of Programs to Implement Plan Goals
Economic Development Goals Core Programs New Initiatives
Promote and market the quality of life, "Find Your Perfect Fit" Create new economic
rich diversity and assets of the county. Marketing Program development website
Annual East Metro Summit
Provide resources to help
entrepreneurs get started and existing
businesses grow.
Open To Business program Working Your
Business Program
Be a value-added partner to other Community Technical MN Tech Corridor
public and private entities. Assistance Predevelopment Brownfields
Finance Fund program Assessment Grant
Networking with local
chambers
Find ways to help our businesses Connect local schools and Labor Study
attract and retain talent and find ways businesses regarding Commuter Survey
to keep our working residents here in specific training opportunities
the county.
Promote strong infrastructure, multi- Explore Grant Opportunities
modal transportation and high-speed Convene stakeholder
broadband. meetings
TBD
Exhibit A
14
ACKNOWLEDGEMENTS
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:
Patrick Casey – City Administrator, Forest Lake; Dan Undem – Assistant City Administrator,
Forest Lake; Bryan Bear – City Administrator, Hugo; Rachel Juba – Community Development
Director, Hugo; Scott Neilson – City Administrator, Kevin Corbid – Washington County Deputy
Administrator; Tom McCarty – City Administrator, Stillwater; Bill Turnblad – Community
Development Director, Stillwater; Eric Johnson – City Administrator, Oak Park Heights; Adam
Bell – City Administrator, Bayport; 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 – Community
Development Coordinator, Woodbury; Deb Hill – City Administrator, Newport; Kevin Walsh –
City Administrator, St. Paul Park; Christine Costello – Economic Development Director, Cottage
Grove; Barbara Dacy – Executive Director, Washington County CDA; Melissa Taphorn – Deputy
Executive Director, Washington County CDA; Chris Eng – Economic Development Director,
Washington County CDA
Exhibit A
15
Table 1. Population Projections, 2020-2040 2020-2040 Change
Washington Co. 2020
Projection
2030
Projection
2040
Projection
Numeric
Percent
Under 5 years 14,951 17,484 22,006 7,055 47.2%
5-14 years 33,833 31,531 39,269 5,436 16.1%
15-24 years 41,244 42,844 39,438 -1,806 -4.4%
25-34 years 23,829 39,246 39,145 15,316 64.3%
35-44 years 30,560 23,369 38,403 7,843 25.7%
45-54 years 39,340 36,675 28,216 -11,124 -28.3%
55-64 years 39,322 37,599 33,510 -5,812 -14.8%
65-74 years 26,010 34,957 32,265 6,255 24.0%
75-84 years 9,585 15,213 19,612 10,027 104.6%
85 years & over 5,843 6,572 10,432 4,589 78.5%
Total 264,517 285,490 302,296 37,779 14.3%
Source: Minnesota State Demographic Center
Minnesota Population 5,611,179 5,303,925 4,919,479 4,375,099 4,075,970 3,804,971 3,413,864 2,982,483 Regional Population
ATTACHMENT A:
Economic Profile
Demographic Characteristics
The following data describes the key characteristics of Washington 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, and to the State of Minnesota. Trends in demographics, income and wages,
poverty, labor force, and business establishments are examined.
Washington County
is the both the fifth
largest county as
Figure 1. Population Change, 1950-2018
Minnesota Washington Co. 300,000
259,201
6,000,000
well as the fifth
fastest-growing
county in Minnesota.
The graph below
depicts the history of
robust population
growth in the
county, dating back
to 1950. According
to the U.S. Census
250,000
200,000
150,000
100,000
50,000
0
34,544
52,432
82,948
113,571
145,896
201,130
238,136
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
0
Bureau’s 2018 1950 1960 1970 1980 1990 2000 2010 2018 Source: U.S. Census Bureau
American Community Survey (ACS) 1-Year Estimates, Washington County’s total population is estimated
at 259,201 people. While population growth has cooled off since the turn of the century, Washington
County is still growing at a faster rate than the state overall. For example, between 2010 and 2018,
Washington County gained over 21,000 people, growing by 8.8 percent. Minnesota’s total population
grew by 5.8 percent during that period of time (see Figure 1).
Looking forward, the
Minnesota State
Demographic Center
projects Washington
County’s population
to increase by nearly
40,000 people
between 2020 and
2040. This 14.3
percent projected
growth rate is
significantly faster
than the state’s 8.8
percent projected
growth rate and the
Seven-County Metro Area’s projected growth rate of 15.2 percent. Interestingly, the Metropolitan
Council has much more robust population projections for Washington County. According to their
estimates, Washington County is anticipated to pass 340,000 persons by 2040.
Exhibit A
16
Broken down by age, projected population growth in Washington County through 2040 is anticipated to
be the fastest for older age cohorts. For example, those between the ages of 75 and 84 years are
projected to grow by 104.6 percent between 2020 and 2040. This growth rate is over seven times that of
the county’s total population growth rate. The largest projected gains, however, will be for those
between the ages of 25 and 34 years (see Table 1).
Interestingly, while
Washington County’s
current median age (39.6
Figure 2. Percentage of Population by Age Group, 2018
Washington Co. Minnesota
years) is higher than
Minnesota’s (38.2 years), it
has a slightly smaller share
of persons 65 years of age
and older than the state.
The county does have a
larger share of persons
between the ages of 35 and
64 years (41.1 percent) than
the state (38.7 percent).
Just over one-in-five
Washington County
residents are below the age
Under 5 years
5-14 years
15-24 years
25-34 years
35-44 years
45-54 years
55-64 years
65-74 years
75-84 years
85 years & over
6.0%
14.1%
12.4%
11.4%
13.3%
13.9%
13.9%
9.0%
4.2%
1.8%
6.4%
13.0%
12.9%
13.6%
12.5%
12.8%
13.4%
8.8%
4.4%
2.2%
of 15 (see Figure 2). Source: U.S. Census Bureau, Population Estimates
Income and Occupational Employment
As of the 2018 American Community Survey (ACS) 1-Year Estimates, Washington County had a median
household income of $95,124. This was 35.3 percent higher than the State of Minnesota’s respective
median household income, $70,315. Over the past year of available data, 2017 to 2018, Washington
County’s median household income increased by 3.5 percent. Comparatively, statewide median
household income increased by 2.8 percent. Median household income in Washington County increased
from $94,809 for 2-person families, to $123,026 for 3-person families, to $140,721 for 4-person families.
Exhibit A
17
Figure 3 breaks down
per capita income for
Washington County,
surrounding counties
in the Metro Area
and Wisconsin, and
the State of
Minnesota. As of the
Figure 3. 2018 Per Capita Incomes
Minnesota
Wisconsin
St. Croix Co. WI
Anoka Co.
Carver Co.
$37,192
$33,032
$36,104
$36,536
$46,200
2017 ACS 5-Year
Estimates,
Washington County
Dakota Co.
Hennepin Co.
Ramsey Co.
$35,257
$41,303
$45,487
had the state’s 3rd-
highest per capita
income ($41,591).
This had further
increased to $45,986,
according to 2018
Scott Co.
Washington Co.
$40,535
$45,986
$0 $10,000 $20,000 $30,000 $40,000 $50,000
Source: U.S. Census Bureau, American Community Survey
ACS 1-Year Estimates. This high level of personal income means that there is strong purchasing power
within the county, which provides for an opportunity to support new development.
As of the 2017 ACS 5-Year Estimates, Washington County had an estimated 133,811 employed residents
who were at least 16 years of age. Employing 13.9 percent of the county’s residents was management,
making it the top-employing occupational group. This was followed by office and administrative support;
sales; business and financial operations; education, training, and library; and production (see Table 2).
Table 2. Washington County Occupational Statistics, 2017 5-Year Estimates
Occupational Group
Employment
Male Share Female
Share
Median
Earnings
Civilian Employment Population 16 Years and Over 133,811 51.2% 48.8% $48,636
Management 18,661 60.4% 39.6% $90,079
Office and Administrative Support 16,623 31.3% 68.7% $37,420
Sales 14,324 53.2% 46.8% $35,926
Business and Financial Operations 9,496 43.3% 56.7% $66,761
Education, Training, and Library 6,926 24.5% 75.5% $43,448
Production 6,698 75.5% 24.5% $45,444
Food Preparation and Serving 6,412 40.2% 59.8% $10,844
Health Diagnosing and Treating Practitioners 6,391 24.8% 75.2% $72,347
Computer and Mathematical 6,016 69.3% 30.7% $80,823
Personal Care and Service 5,213 21.1% 78.9% $16,853
Construction and Extraction 5,134 94.4% 5.6% $53,472
Transportation 4,142 87.7% 12.3% $40,270
Building and Grounds Cleaning and Maintenance 3,337 62.6% 37.4% $24,002
Architecture and Engineering 3,323 80.8% 19.2% $87,813
Installation, Maintenance, and Repair 3,022 95.1% 4.9% $50,021
Arts, Design, Entertainment, Sports, and Media 2,558 45.7% 54.3% $40,665
Community and Social Services 2,415 26.7% 73.3% $50,139
Healthcare Support 2,387 11.6% 88.4% $30,224
Health Technologies and Technicians 2,346 13.0% 87.0% $39,545
Material Moving 2,212 84.9% 15.1% $29,410
Exhibit A
18
Table 3. Washington County Inflow/Outflow
(All Jobs)
2017
Count Share
Employed in Washington County 83,135 100.0%
Employed in Wash. Co. but Living Outside 51,121 61.5%
Employed and Living in Wash. Co. 32,014 38.5%
Living in Washington County 136,129 100.0%
Living in Wash. Co. but Employed Outside 104,115 76.5%
Living and Employed in Wash. Co. 32,014 23.5%
Source: U.S. Census Bureau, OnTheMap
Table 4. Washington County Industry Employment Statistics, 2018
NAICS Industry Title
2018 Annual Data
Number of
Firms
Number of
Jobs
Total Payroll
($1,000s)
Avg. Annual
Wage
Total, All Industries 5,776 87,008 $4,197,990 48,256
Retail Trade 697 14,386 $384,080 26,676
Health Care and Social Assistance 665 12,164 $652,078 53,612
Manufacturing 221 9,746 $681,073 69,888
Accommodation and food Services 432 9,499 $175,696 18,460
Educational Services 154 7,464 $340,321 45,448
Construction 553 4,342 $291,333 67,080
Public Administration 57 3,750 $210,628 56,212
Finance and Insurance 363 3,622 $294,303 81,276
Professional, Scientific, and Technical Services 716 3,473 $244,224 70,252
Other Services 658 3,443 $89,294 25,948
Wholesale Trade 230 2,810 $242,508 86,424
Transportation and Warehousing 140 2,701 $123,047 45,552
Administrative and Support Services 280 2,499 $112,495 44,980
Arts, Entertainment, and Recreation 135 2,325 $40,211 17,316
Management of Companies 49 1,779 $161,601 91,416
Information 85 1,097 $56,197 51,220
Real Estate, Rental, and Leasing 286 824 $32,922 39,884
Agriculture, Forestry, Fishing, and Hunting 43 773 $29,924 38,844
Utilities 7 259 $31,654 122,096
Mining (Q2 QCEW data) 7 57 N/A 91,260
Source: DEED Quarterly Census of Employment & Wages (QCEW) program
Legal 1,890 45.7% 54.3% $74,571
Life, Physical, and Social Science 1,534 63.1% 36.9% $71,889
Law Enforcement 1,274 71.0% 29.0% $69,496
Fire Fighting and Prevention 993 68.5% 31.5% $35,893
Farming, Fishing, and Forestry 484 73.1% 26.9% $21,522
Source: U.S. Census Bureau, American Community Survey
Over three-fourths (76.5 percent) of
employed Washington County
residents commute to work outside of
Washington County itself. On the
other side of the coin, 61.5 percent of
those who work in Washington
County commute into the county
from outside (see Table 3).
According to the Minnesota Department of Employment and Economic Development’s (DEED) Quarterly
Census of Employment and Wages (QCEW) data, Washington County had 5,776 establishments in 2018
Exhibit A
19
supplying 87,008 covered jobs. As of the writing of this report, the most recent QCEW data was Q2,
2019. As of that time, Washington County had 6,081 establishments supplying 88,736 covered jobs. This
made Washington County Minnesota’s 7th largest-employing county (recently surpassing Stearns County
in total employment).
As of annual 2018, Retail Trade was Washington County’s largest-employing industry sector, with nearly
14,400 jobs. As such, Retail Trade accounts for one-sixth of the county’s total employment. For
reference, Retail Trade accounts for just over one-tenth of Minnesota’s total employment. Average
annual wages within Retail Trade, $26,676, are 55.3 percent of the average annual wage for the total of
all industries in Washington County, $48,256 (see Table 4). Retail Trade was Washington County’s
largest-growing industry between 2017 and 2018, adding 750 jobs. It was the county’s 2nd largest-
growing industry over the past five years, adding more than 2,100 jobs.
Beyond Retail Trade, Washington County also has significant employment within Health Care and Social
Assistance (12,164 jobs), Manufacturing (9,746 jobs), Accommodation and Food Services (9,499 jobs),
Educational Services (7,464 jobs), and Construction (4,342 jobs). Employment growth over the past five
years of available data has been particularly robust in Manufacturing (+2,482 jobs), Retail Trade (+2,105
jobs), Health Care and Social Assistance (+1,643 jobs), Wholesale Trade (+1,046 jobs), and Construction
(+1,044 jobs). Overall, 15 of 20 major industry sectors gained employment in Washington County
between 2013 and 2018.
Table 5. Washington County Industry Employment Trends, 2013 – 2018
NAICS Industry Title
2018
Number of Jobs
2017 – 2018
Job Change
2013 – 2018
Job Change
Numeric
Percent
Numeric
Percent
Total, All Industries 87,008 +2,242 +2.6 +11,026 +14.5
Retail Trade 14,386 +750 +5.5 +2,105 +17.1
Health Care and Social Assistance 12,164 +353 +3.0 +1,643 +15.6
Manufacturing 9,746 +263 +2.8 +2,482 +34.2
Accommodation and food Services 9,499 +36 +0.4 +855 +9.9
Educational Services 7,464 +27 +0.4 +202 +2.8
Construction 4,342 +399 +10.1 +1,044 +31.7
Public Administration 3,750 +12 +0.3 +265 +7.6
Finance and Insurance 3,622 +455 +14.4 -35 -1.0
Professional, Scientific, and Technical Services 3,473 +104 +3.1 +631 +22.2
Other Services 3,443 -17 -0.5 +557 +19.3
Wholesale Trade 2,810 +88 +3.2 +1,046 +59.3
Transportation and Warehousing 2,701 +34 +1.3 -192 -6.6
Administrative and Support Services 2,499 -495 -16.5 -688 -21.6
Arts, Entertainment, and Recreation 2,325 +98 +4.4 +220 +10.5
Management of Companies 1,779 +150 +9.2 +429 +31.8
Information 1,097 +2 +0.2 +397 +56.7
Real Estate, Rental, and Leasing 824 -18 -2.1 +78 +10.5
Agriculture, Forestry, Fishing, and Hunting 773 +12 +1.6 +100 +14.9
Utilities 259 -9 -3.4 -31 -10.7
Exhibit A
20
Minnesota Labor Force 141,974 140,927 139,211 137,133 136,043 134,883 133,686 133,063 132,046 128,886 129,322 127,837 127,484 125,591 123,805 122,962 120,946 119,974 118,092 Local Labor Force
Mining (Q2 QCEW data) 57 +2 +3.6 -86 -60.1
Source: DEED Quarterly Census of Employment & Wages (QCEW) program
Labor Force Trends
Washington County’s total labor force was an estimated 141,974 during annual 2018. While Washington
County’s labor force is growing at a faster clip than Minnesota’s, this growth is similarly slowing down.
For example, between 1990 and 2000, the county’s total labor force expanded by 42.1 percent, adding
just over 35,000 people. Between 2000 and 2010, the county’s labor force expanded by 11.8 percent,
adding nearly 14,000 people. Between 2010 and 2018, the county’s labor force has expanded by 7.5
percent, adding over 9,900 people (see Figure 4). Over the next decade, between 2020 and 2030,
Washington County’s labor force is anticipated to expand by 5.9 percent, adding over 8,500 people (see
Table 6). For reference, Minnesota’ labor force is anticipated to expand by 2.4 percent between 2020
and 2030.
Unemployment in Washington County remains low. As of annual 2018, the unemployment rate for the
county was 2.5 percent, the lowest such rate since 2000 (see Figure 5). This 2.5 percent represented
approximately 3,558 unemployed persons.
Figure 4. Annual Labor Force Estimates, 2000-2018
Washington Co. Minnesota
145,000
140,000
135,000
130,000
125,000
120,000
115,000
110,000
105,000
100,000
3,070,223 3,100,000
3,050,000
3,000,000
2,950,000
2,900,000
2,850,000
2,800,000
2,750,000
2,700,000
2,650,000
Source: DEED Local Area Unemployment Statistics (LAUS) program
Table 6. Washington County Labor Force Projections, 2020 – 2030
Washington County 2020 Labor Force
Projection
2030 Labor Force
Projection
2020 – 2030 Change
Numeric Percent
16 to 19 years 9,994 9,138 -857 -8.6%
20 to 24 years 15,793 18,866 3,073 19.5%
25 to 44 years 47,811 55,042 7,231 15.1%
45 to 54 years 34,934 32,567 -2,367 -6.8%
55 to 64 years 28,092 26,861 -1,231 -4.4%
65 to 74 years 6,789 9,124 2,335 34.4%
75 years and over 879 1,242 362 41.2%
Total Labor Force 144,292 152,839 8,547 5.9%
Source: Minnesota State Demographic Center, 2013-2017 American Community Survey
Exhibit A
21
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Figure 5. Unemployment Rates, 2000-2018
9.0
8.0
Minnesota Washington Co.
7.2
7.0
6.0
5.0
4.0
3.0
2.0
1.0
2.5
3.0
3.8
4.2 4.1
4.0
3.5 3.5
5.0
6.7
5.9
5.1
4.4
3.6
3.1 3.3 3.0
2.5
0.0
3.2 3.8 4.5 4.9 4.7 4.1 4.0 4.6 5.4 7.8 7.4 6.5 5.6 5.0 4.2 3.7 3.9 3.4 2.9
Distinguishing Industries
Source: DEED Local Area Unemployment Statistics (LAUS) program
Washington County stands out from the State of Minnesota 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 for a base economy (in this case being the State of Minnesota). See Table 7 for
those 12 industries with the most significant location quotients in Washington County. Note, these 12
industries also each have over 1.0 percent of the county’s total employment.
Table 7. Washington County Distinguishing Industries, 2018
Industry
Number
of Firms
Number
of Jobs
Share
of MN
Jobs
Location
Quotient
Total
Payroll
($1,000s)
Avg.
Annual
Wages
Total, All Industries 5,776 87,008 3.0% - $4,197,990 $48,256
Wood Product Manufacturing 13 3,423 29.2% 9.7 $228,001 $66,508
Chemical Manufacturing 10 1,204 9.8% 3.2 $112,502 $93,496
Justice, Public Order, and Safety
Activities
11
1,577
6.6%
2.2
$96,918
$61,464
General Merchandise Stores 45 3,946 6.5% 2.1 $87,937 $22,256
Amusement, Gambling, and Recreation
Industries
100
2,203
6.0%
2.0
$37,847
$17,212
Personal and Laundry Services 227 1,581 5.5% 1.8 $37,558 $23,712
Heavy and Civil Engineering Construction 29 1,263 5.5% 1.8 $93,897 $74,464
Food and Beverage Stores 94 2,995 5.3% 1.8 $69,432 $23,140
Building Material and Garden Equipment
and Supplies Dealers
46
1,414
5.3%
1.8
$41,522
$29,432
Clothing and Clothing Accessories Stores 88 983 4.8% 1.6 $18,021 $18,304
Food Services and Drinking Places 391 8,696 4.4% 1.5 $158,231 $18,148
Ambulatory Health Care Services 374 6,042 3.9% 1.3 $429,989 $71,136
Source: MN DEED Quarterly Census of Employment and Wages (QCEW)
Exhibit A
22
Small businesses are vital to Washington County’s economy. Well over half (57.2 percent) of
Washington County’s business have less than 5 employees (totaling just over 3,401 firms), and another
16.7 percent of firms have between 5 and 9 employees. 12.0 percent of the county’s firms have
between 10 and 19 employees. Altogether, 85.9 percent of Washington County’s firms have less than 20
employees.
Table 8: Washington County Employers by Size Class, 2017
Number of Employees Washington County Minnesota
Number of Firms Percent of Firms Percent of Firms
Less than 5 employees 3,401 57.2% 53.4%
5-9 employees 992 16.7% 17.8%
10-19 employees 714 12.0% 13.3%
20-49 employees 527 8.9% 9.5%
50-99 employees 180 3.0% 3.3%
100-249 employees 100 1.7% 1.9%
250-499 employees 21 0.4% 0.5%
500 or more employees 10 0.2% 0.2%
Total Firms 5,946 100.0% 100.0%
Source: U.S. Census Bureau, County Business Patterns
Exhibit A
23
ATTACHMENT B: OPEN TO BUSINESS SUMMARY
REPORT: 7/1/2017 – 7/31/2019
In the first two years, the Washington County Open
to Business program served 247 client
engagements broken out by year:
• 2017 (half year): 49
• 2018: 125
• 2019 (7/31/19 YTD): 73
Total Loans Approved:
• 2017: 2 loans
$175,000 Open to Business
Leveraged $1,790,000 total investment*.
• 2018: 8 loans
$392,500 Open to Business
Leveraged $1,762,350 total investment.
• 2019 (7/31/19 YTD): 9 loans
$457,000 Open to Business
Leveraged $2,241,041 total investment.
Total: 19 loans
$1,024,500 Open to Business
Leveraged $4,003,391 total investment.
*Total investment: O2B, bank, credit union, borrower
equity, other financing in the project.
Client City (Business/Residence) –
Alphabetically
Afton (1/0)
Bayport (4/1)
Cottage Grove (34/35)
Forest Lake (29/31)
Hastings (2/3)
Hugo (15/14)
Lake Elmo (9/8)
Lakeland (2/2)
Lake St. Croix (1/0)
Mahtomedi (6/7)
Marine on St. Croix (5/6)
Newport (1/2)
Oakdale (17/16)
Oak Park Heights (2/2)
Scandia (13/13)
St. Paul Park (3/2)
Stillwater (61/58)
White Bear Lake (2/1)
Willernie (5/4)
Woodbury (31/31)
Client City (Business/Residence) – By Activity
Stillwater (61/58)
Cottage Grove (34/35)
Woodbury (31/31)
Forest Lake (29/31)
Oakdale (17/16)
Hugo (15/14)
Scandia (13/13)
Lake Elmo (9/8)
Mahtomedi (6/7)
Willernie (5/4)
Marine on St. Croix (5/6)
Bayport (4/1)
St. Paul Park (3/2)
Hastings (2/3)
Lakeland (2/2)
Oak Park Heights (2/2)
White Bear Lake (2/1)
Newport (1/2)
Lake St. Croix (1/0)
Afton (1/0)