Minnesota Association of DevelopmentOrganizations - PDF document

1 1 MADO Minnesota Association of Developm
1 MADO Minnesota Association of DevelopmentOrganizations Comprehensive Development Strategyfor Greater Minnesota 201 DEVELOP 2 The DevelopMNPlanThis plan is the result of collaborative effort of the members that make up theMinnesotaAssociation of Development Organizations (MADO). It was developed in order to alignstrategic economic development efforts throughout Greater Minnesota, and leverage resources levels for greateroveralldevelopmentimpact.Two decades intothe 21st century, communities in rural Minnesota continue to face challenges andopportunitiesas they chart their economic future. Minnesotans live ineconomydrivenby innovation demandsResponsive regions nurturetheirworkforcesupport a culture of entrepreneurship and encourage strong and diverse communities.For ruralMinnesota to succeed, there is aneed for a crediblecollectivevoice that can create and propelan economic agenda at the local, state andfederal levels. MADO members arecommittedto providing that collective leadership for GreaterMinnesotaDevelopMNisa common framework for regional economicdevelopment. Itidentifiesstrategies to address the special challenges and opportunities of Greater Minnesota. Thisinitiative will enhance and support economic development efforts on all levels and engage local, regional, state and federal partners. Collectively, MADO and itspartnerswill set a higher standard forwhat constitutes effective rural economic development inMinnesota.DevelopMNas Statewide CommunityDevelopmentThe strength of each region in Minnesota depends to a great extent on the strength of every other region in the State, whether rural, urban, or somewhere in between.Our goal is a resilient, inclusive Minnesota and DevelopMN, focusing on the vast geography outside the Twin Cities metropolitan area and identifying the areas where we see our greatest potential to aid in realizing that goal.By expanding the diversity of job opportunities, cultivating entrepreneurs, providing access to safe and affordable housing, and developing employment training that meets the needs of businesses, DevelopMNb

2 uilds on regional assetsand fosters vibr
uilds on regional assetsand fosters vibrant, healthy communities. Strongercommunities have a stable social infrastructure thatprovides the full range ofopportunities for engaged citizensincluding lifelong education, fitness activities and artsexperiencesPreserved and protectednatural resources also help strengthencommunities.To accomplish all of this, businesses and individualsneed support tocreate, develop andexpand.rangefrom providing educational opportunities foremployees to develop new skillsto offeringfinancing options that support sustainability, diversificationandexpansion.And finally, strongbusinesses and communities need a welldeveloped and maintained infrastructure, including water, sewer, communications and transportationsystems.Rural Economic DevelopmentCollaborativeWhile DevelopMNwas created through collaborative effort oftheMinnesota Regional Development Organizations (RDO), each RDO will partner with a host of local, regional, state and federal partnersfor the plan’s implementation. In fact, many of the initiatives listedhere are already priorities for some of these partners, and it isthroughthese collaborations that meaningful economic change will continuethroughout rural Minnesota. The nonRDO areas of the St. Cloud QuadCounties and the 11 counties of Southeastern Minnesota were ableparticipate in the development of this frameworkto ensure their areas had representation andvoice in thisproject. Overview 201 DEVELOP DevelopMN:rnerstones:Intro.....................Cornerstones: Goals Strategies.....6-13Conclusion...........14MADOMemberOrganizations ......Table of ntentsIntroduction AcknowledgmentsMADOwoullikethankall individualsandorganizationswhohavegiventhir timesharetheir visionfor GreateMinnesota.wasuniqueegionalcollaborationthabroughttogethermanyteamembersthisdocumentssible.MADOwouldalsolikespecificallythankfollowingorganizationsir significantfinancial contributionsplan in BlandinFoundation•BushFoundationMinnesotaEmploymentDevelopment ill vibrantcommunitieslaceill innovation,provideconomicopportunityall.MinnesotAssociation

3 DevelopmentOrganizations(MADO) iscompris
DevelopmentOrganizations(MADO) iscomprised MinnesotaegionalOrganizationsiseconomicprosperityinMinnesota.hisisaccomplishedalignmentcommunities thandhefedeandstaagenciesat sharetheircommitment. NWRDC109 S. Minnesota StWarren, MN 567622187456733HRDCPO Box 906Bemidji, MN 566192184444732ARDC221 West 1StDuluth, MN 558028002320707WCI1000 Western Ave, PO Box 318Fergus Falls, MN 565382187392239R5DC200 1St NE, Suite 2Staples, MN 564792188943233ECRDC1000 Park St SMora, MN 550513206794065UMVRDC323 W. SchliemanAveAppleton, MN 562083202891981MMDC333 6St SW, Suite 2Wilmar, MN 562013202358504SRDC323 W. SchliemanAveAppleton, MN 562083202891981R9DC3 Civic Center Plaza, Suite 310Mankato, MN 560015073875643 DevelopMN TheEvolutionDevelopMNsignificant opportunitiesRegionsMinnesota sharechallengeshistorically,lackedintentional alignmenttotakeadvantageof sharedprioritiesandmaximizetheuseresources.Thisof coordinationledlimitedvoiceincreatingffectivepolicyal priorities.orkingGreater MinnesotdevelopmenteventuallyDevelopMNDevelopMNestablisheshestrategicframeworkcoordinatedtionMADO,thecommunitiestheyervandthe federalndagenciesthashare theirommitment.Inhispirit,MADOstrivespromotecreateeconomicrosperityGreateMinnesota throughalignmentRegional DevelopmentOrganizations.editionublishedinAfter agreeingcornerstoneseconomicrosperity(See page 5humancapital,conomicompetitiveness,mmunityresources andoundationalassets)MADOstmetregularly,collecting,reviewingnalyzinginformationfromvarietysources.The Department of Employment and Economic Development (DEED) and the University of MinnesotaExtension provided data on current economic conditions, housing, population and social conditions inGreater Minnesota.MADO met with state and local economic development organizations, foundations, local governments,represntatives of tribal nations, state and local elected officials, the business community, educationalinstitutions and members of the public to review and discuss issues and opportunities.MADO synthesized the ten Comprehensive Economic Development Strategies (CEDS) that weredeveloed by each

4 of the Economic Development Districts.M
of the Economic Development Districts.MADOreviewed best practices for economic development from the U.S. Economic DevelopmentAdmistration (EDA), the National Association of Development Organizations (NADO) andexamples of statewide comprehensive plans compiled in other states.Economic resiliencydefine as an area's ability to prevent, withstand and quickly recover frommajor disruptions (I.e., 'shocks') to its economic baseis a key element to ensuring andpreserving regional economic prosperity.While it is an important enough element to beidentified as its own cornerstone, the approach recommended is that economic resiliencystrategies be a consideration for carrying out the work identified in all four cornerstones.Additionally with diversity, equity, and inclusion, also important enough to be identified as its owncornstone, the approach taken is that itbe a lens applied to all the work identified in all fourcornerstones.In DevelopMN2019, it is addressed explicitly under the "community resources"cornerstone. Creating economic prosperity is a multifaceted process.In Greater Minnesota, economic advantageshistorically included agriculture, natural resourceextraction and low costs (inexpensive labor, lowtaxes, available land, etc.).Today, in a global economy,Greater Minnesota needs to place emphasis onsustainableindustries, improving the quality of inputs and facilitating innovation as thedriver of longterm competitiveness, growth andemployment.DevelopMNidentified the following cornerstones key components of strong regions andcommunities.When approached in coordinated way, these cornerstones will help create prosperity in GreaterMinnesotaHumanCapitalEconmicCompetitivenessComunityResorcesFoundational AssetHumanCapitalDeveloping, retaining and attracting talent are criticalfor Greater Minnesota in order to sustain and growrural businesses and communities. Tracking thecharacteristics of the labor force and the needs ofemployers, and creating strategies for alignmentbetween the two, is one aspect of thiscornerstone.Another is forecasting the economy of the future

5 and working with communities to ready a
and working with communities to ready a workforce that can thrive in a rapidly changing environment, particularly with respect to advances in technology.Economic CompetitivenessMaking Greater Minnesota an attractiveenvironmentfor smart, sustainablegrowth is critical to creatingjobs,improving livingstandards and financing necessary publicservices.Economic Competiveness requires communities to develop and link all available assets to supportinnovation and encourage business investmentCornerstonesCommunityResourcesGreater Minnesota communities seek to maintainrural values, their heritage and the assets thatsupport them.At the same time, we respectfully acknowledge that Greater Minnesota was home to Native Americans long before new Americans settled it in the 19th Century.And we endeavor to welcome more new Americans as the 21st Century unfolds. Community Resources includes topics that balance the preservation andimprovementof social, cultural and natural assets that arecritical for the health and wellbeing of everyone, now and in the future.FoundationalAssetsGreater Minnesota communities require proactiveand collaborative approaches/strategies to addressinfrastructure needs in costeffectivemanner.Managing the access to, maintenance, replacementand growth of these assets key to preserving andmaintaining communitiesand providingfor growthopportunities. Foundational assets include aboveground and belowground infrastructure such transportation, utilities andwater. DevelopMN’splaisbased on SMARTgoals.MARTtandsfor:pecifictargetspecificreaforimprovement.easurable:ntifyleastsuggesindicatorprogress.ttainableassureendcanachieved.ealisticstatewhat resultscanrealisticallyachieved,givenavailableresources.imerelatedspecifywhenresult(s)canachieved. 5 LABORFORCECaActionAsGreateMinnesota’sconomyevolvesbecomesvemorelobal,it isconfrontediththechallengeofmeetingcurrenthiringandskillsneedsemployerswhilepreparingommunitiesexpecexpansioninbothlowerpayservice sector andhighepaytechnical androfessional fields.Thelabor forceGreater Minnesota’sbusinesseshaseclined,n

6 dprojectedtoontinuethatdeclinelargeercen
dprojectedtoontinuethatdeclinelargeercentagethecurrentworkforceages intotirement.Laborforceavailabilityisseriousconcercurrentbusinessoperationandinhibitinggrowthinater Minnesota.ContextLabor forcearticipationroportioneopleagesndoldewhoeitheworkingoreekingworkStudents,omemakers,retiredindividualsandothersotlookingworkdootcountparticipatingAccording to US Census estimatesinnethirdighest inparticipationinMinnesota Aligneducationskillparticipationpreviouslycriminal record)ighqualityapprenticeshipsnternships,rainingdevelopmentsolution. EDUCTIONALAINMENTCaActionAssizeGreateMinnesota’sorkforceprojecteddecline, increasedworkeskillsillbecritical tomprovingproductivityandgrowingthe economy.Contextinincreased, DEEDprimarilyinf Health Socialssistance,Retail Trade, Food 3licensecertificate.Reduce labor shortages to 30% or less foremployment requiring postsecondaryeducation, certificates, technical degrees, orapprenticeship by 2025.Strategies Buildimprovecareer technicalopportunitieshighinterestedinskilledlocal talentattractioncommunitiesinitiatives,"brainopulationSupportlocal school initiativeshievementr allcirculationlibrariesincreasingadultliteracyin lifelongearning.HumanCapital Cornerstone 6 ENTREPRENEURSHIPINNOVATION CaActionGreateMinnesotaustmbraceinnovation,calculatedrisktakiandentrepreneurshiporderompete effectivelyintheobaleconomy.ContextStatsAmericInnovation.0indextracksregional performancefivecomponentindexesimportanttoentrepreneurshipandinnovation.ThesencludeumanCapitalandKnowledgeCreation,BusineDynamics,Business Profile,EmploymentandProductivity,ndEconomicWellBeing.InGreateMinnesota'saverageeadlinedexscore7.1,omparedto8.35erager thestateoverall and5.55ationaverage.ithrepresentingational MinnesotMinnesotaSMARTGoalImproveateMinnesota’sStatAmerica headlinendexto89.1 byStrategiesBroaden access to capital toencourageinnovation andentrepreneurship.Targetsome of these funds towardnew Ameans and other diversepopulations.Create networks of incubator, working, proofof concept and makerspaces.Establish and expandentreprneurshipeducation programs in K-s

7 chools.Maintain and expand renewableener
chools.Maintain and expand renewableenergyprodutionincentives.Invest in valueadded portunities fromagriculturaland forestproducts.EconomicCompetitivenessCornerstone SMALL BUSINESSESGROWTHCall ActionAccording to the Small Business Administration's 2018 report, 99.5% of all Minnesota Businesses are classified as “small” (having less than 50 employees) and make up a larger portion of businesses as compared to the metro region. In order to prosper, Greater Minnesota must support and develop new and existing small businesses.ContextAccording to Quarterly Census of Employment and Wages (QCEW), from 20142017 Greater Minnesota has had a net decrease of 684 private business establishments.2017 was the only year during that time period where Greater Minnesota saw a net increase (169 establishments). Gross sales increased $2.6 billion in 2017 to $101.6 billion.SMARTGoalMaintain a net increase in business establishments inGreater Minnesota.Maintain an annual increase in gross sales forGreater Minnesota businesses.��7&#x/BBo;&#xx [3;.2;2 3;&.5;մ ;ͷ.;श ;̓.;ℴ&#x ]/S;&#xubty;&#xpe /;oot;r /;&#xType;&#x /Pa;&#xgina;&#xtion;&#x 000;&#x/BBo;&#xx [3;.2;2 3;&.5;մ ;ͷ.;श ;̓.;ℴ&#x ]/S;&#xubty;&#xpe /;oot;r /;&#xType;&#x /Pa;&#xgina;&#xtion;&#x 000;Strategies Buildstatewide bytilizingpublicrivatefacilitateincreaseinall tolending, and establish lendingfilln the capitalFullyregional Smallf smalleoplef colorechnicalimprovetechnical assistanceinsustainable,and/or valuerstanding ofOpportunityinvestment.for symmetrical Promote transition and succession planning. CommunityResourcesCornerstone ARTSTUREplacemakingcontributevibrancyqualitylife. inconnectionsopportunitiesulturallypeopleaccording to DEED. comprisingemployment;31,2 inities,whicisal inntertainmentcreationinMinnesota16,2Strategies Utilizeplacemakingimprovepublicartistsliving inMinnesota.existingartist-in-residenceSupporand cultureincreaseinMinnesota. 8 TOURISMCaActionleisurhospitalityindustryleading innesota.Commu

8 nitiestourismindustrydeveloptivelyattrac
nitiestourismindustrydeveloptivelyattractionsContextTraveandtourismakeuplargeportionthe leisureandhospitalityindustry.heycreajobs inMinnesota.Tourismall levelsemployment,fromportantentrylevelervicejobhighpayingexecutivpositions.Traveler spendingndirectlypportsbsmanyotherindustries,ell,fromancialervicesprinting.ExploreMN, tourismin billion in sales invisitospendingbillion. innesotaexperiencescreatingrecreation,cultural, while maintaining existing intourismcompetitivebenefitsretainemployees. CommunityResources Cornerstone 9 quitableustainableenvironmentr all MinnesotansregionMinnesota’s“ThinThrivingNetworknclusion. Equity eprint,"livingthe aspirationsof citizensallommunitieslueprint iscomprehensive, loprosperity ina healthier nnesotatyueprint,visitDesign websitehttp://thrivingbydesignmn.org/minnesota-equity-blueprint/ Some of the measures of inequality that MADO willwork to improve include: Gini Index: a statistical measure from the World Bank, the the greatest way towealth, homeownership isreach for a greater percentagepeople who donot identify as White/Out of Scorecard. While 76. o the critical nature of equity MADO has designed strategies throughout the DevelopMN document with an equity-focused lens. CommunityResourcesCornerstone ��10&#x/BBo;&#xx [3;.8;ވ ;ؐ.;ւ ;Ͷ.;堩&#x 627;&#x.238;&#x ]/S;&#xubty;&#xpe /;oot;r /;&#xType;&#x /Pa;&#xgina;&#xtion;&#x 000;&#x/BBo;&#xx [3;.8;ވ ;ؐ.;ւ ;Ͷ.;堩&#x 627;&#x.238;&#x ]/S;&#xubty;&#xpe /;oot;r /;&#xType;&#x /Pa;&#xgina;&#xtion;&#x 000;Strategies valuableoutdoor heritagesiteseritageconnectionshistoriclandincludingtourism,ining/timbetourism,air)tourism,flora/faunabiodiversity,riticagrasslands,riculture,mineralsmigrationorridorsinplanningDevelopbjectiveseconomicompetitiveness/resilience witwelleing andal amenitiesenvironmentalusticeissuesinpoliciesnvasivetheireductionelimination.Supportall increaseMinnesota. inenewableSupportonetizetrationvaluefieldscustodial TURALRESOURCESCaActionGreateMinnesotafortunatetoaveabundancenatur

9 alsourceshatessentialstate’seconomy
alsourceshatessentialstate’seconomy.AsMinnesotacontinuesgrow,strainonnaturalresourcesontherise,puttingpressurestakeholdersadapt.Minnesotaustolveultiplethreatsfromgroundwateroveruseandcontamination,vasivedecline ofexploitationlossContextIn2017,ConservationMinnesotatimatedat hunters,anglersildlifeatcherscontributed5.5billiontoMinnesota’s5.3billiontourismifthtourismprovideagricultural,ininfishing/huntingrelatedlimateglobalprevalent,Minnesotariseativepecies,ncludingspinflea,urasianMilfoil,Nile Virus,These invasive species quality, fishing,health.inUnitedcombustion missionsemissions.Biologicaliversitybillionetric 1.To reduce the ootprint, number of kilowatt hours of renewableenergy produced in Greater Minnesota from11,607 in 2018 to 12,000 by 2021. To preserve natural resources, reduce thespread of invasive species as determined bythe MN Department of Natural Resources(DNR). In 2018, the DNR estimated that 7%of all lakes, and 1066 total bodies of water inMinnesota were considered “infested.” FoundationalAssetsCornerstone BROADBANDACCESSActionAffordablehighspeednternetnecessaryremaincompetitiveintoday’sglobal economy.Manybusinesseandresidentsexperiencelackaccereliablebroadbaacceptable speedsandcosts.ContextBased onroadbandmapsprovidedtheMinnesotaOfficeinonlyspeeds of upload leastSMARTGoalNolatethanall Minnesotabusinesses ill leastproviderwithdownloadmegabitsegabitsStrategies symmetricalwnload).publicprivateimproved broadbandDevelopinventorypoliciesdeploymentsparselypopulatedhighcollectionunderstandingcommunity’sinfrastructure. TRANSPORTIONMinnesota'sisf itseconomicdiversity.isservices,healthcare ndustries,ell freightindustriesagriculture,mining,latedindustriesdriversStandustries,higherof itseighboring Trconsistencybeingighestreliability.Statewide, Minnesota’salue re fairly consistentinstatewidlowerPartner with MnDOT to help identify potentialfreight enhancement projects that haveincreased potential for positive return oninvestmentwhile also calculating theenvironmental costs.Offer assistance to local units of governmentwit

10 h planning and preparing neededdocumenta
h planning and preparing neededdocumentationon the merits of freightinfrastructureprojects.Explore the use of publicprivate partnerships(formal or informal) in helping to financefreightinfrastructure projects. These actionsmay include needs determination and projectdevelopment, as well as funding andimplementation. WATER-WASTEWATER INFRASTRUCTURECall ActionCommunities with low populations frequentlystruggle with the affordability of water infrastructureas they lack the economies of scale that help keep costsdown in more populouscities.ContextOver % of the cities on the MPCA 201CleanWater Priority list (PPL) are in Greater Minnesota.Thereare projectslisted statewide with totalestimated project costs of $606.8illion. In 2018, the Minnesota Public Facilities Authority awarded $319 million in grants and loans to projects, leaving a gap of more than $287 million.SMARTGoalReduce the gap between the amount of funding available for waterwaste water infrastructure and the actual infrastructure replacement cost to $100 million by 2030.Strategies FocusmunicipinfrastructureinvestmentsFacilitatedialogaround rightizedinfrastructurecitiesdevelopl plansalignedithcomprehensivelanszoning/landordinances.Collectfundingsolutionsnd financially responsible optionsfor very small communities. FoundationalAssetsCornerstone In 2018, the MPCA estimates that over $512.9 million in infrastructure projects are needed in Greater Minnesota. oundational Assets HOUSINGAVAILABILITYIn 2016, rental vacancies were lcross the state of Minnesota, and housing construction in Greater Minnesota has not kept up with current nor forecasted need. However, access to safe and affordable housing remains a basic need for all Minnesotans. Housing also plays a critical role in workforce attraction, which is critical for future economic growth of Greater Minnesota.compiledMinnesotaincombinedconsideredousehold’sdedicatedhousing.isgenerallyonsideredindicator oMinnesota,HousingPartnershipisseeingsupplyal housingiskeepingwithall incomeparticularly incommunitiesexperiencinNational LowCoalition,merican

11 Communityincomeinavailable. 13 housingp
Communityincomeinavailable. 13 housingplanning.fundingdemolitiondilapidatedousingnitsrehabilitatedevelopmenttransitionalCollecthousing policyfinancing.opportunitiesfamilyealthdwellingswithcommunitiesousingollegecollaborativelye financiacoordinatehomelessness. in 14 221 West 1st StDuluth, MN 55802www.ardc.org100 S Park StMora, MN 55051www.erdc.org403 4th St NWP.O. Box 906 Bemidji, MN 56619 www.hrdc.org333 SW 6th St, Ste. 2Willmar, MN 56201www.mmrdc.org MWarren,MN www.nwrdc.org200 1st St NE, Ste. 2Staples, MN 56479www.regionfive.org3 Civic Ctr Plaza, Ste. 310Mankato, MN 56001www.rndc.org2401 Broadway Ave, Ste. 1Slayton, MN 56172323 W Schlieman AveAppleton, MN 56208 CInitiative Fergus Falls, MADOMembersConclusion IMPLEMENTIONTheprimaryurposethisplanisunitepublicandprivatentitiesvisionMinnesotaMinnesotahrives. thisalign andlocalnonprofiteducational institutionsllrevieDevelopMNannually to assess progress, identify gaps and measure overall of initiatives by the benchmarks listedthroughout the documentLastly,welcomeparticipationinvolvement.Minnesotaall Minnesota is allinvolved.leaseregional organization lisvisit CommunityResources Cornerstone 9 Achievequitableustainableenvironmentr all MinnesotansregionMinnesota’s“ThinThrivingNetworkand inclusion. Equity Blueprint,"livingthe aspirationsof citizensallommunitieslueprint iscomprehensive,ty ina healthier MinnesotaEquityBlueprint,visithttp://thrivingbydesignmn.org/minnesota-equity-blueprint/ Some of the measures of inequality that MADO willwork to improve include: Gini Index: a statistical measure from the World Bank,citizens, this measure would be 0.00. In 2018, the the greatest way towealth, homeownership isreach for a greater percentagepeople who donot identify as White/Out of Scorecard. While 76. Due to the critical nature of equity throughout the DevelopMN document with an equity-focused lens. CommunityResources Cornerstone 9 Achievequitableustainableenvironmentr all MinnesotansregionMinnesota’s“ThinThrivingNetworkand inclusion. Equity Blulivingthe aspirationsof citizen

12 sallommunitieslueprint iscomprehensive,
sallommunitieslueprint iscomprehensive, loprosperity a healthier MinnesotaEquityBlueprint,http://thrivingbydesignmn.org/minnesota-equity-blueprint/ Some of the measures of inequality that MADO willwork to improve include: Gini Index: a statistical measure from the World Bank,citizens, this measure would be 0.00. In 2018, the the greatest way towealth, homeownership isreach for a greater percentagepeople who donot identify as White/Out of Scorecard. While 76. Due to the critical nature of equity improvements, MADO has designed strategi document with an equity-focused lens. LABORFORCECaActionAsGreateMinnesota’sconomyevolvesbecomesvemorelobal,it isconfrontediththechallengeofmeetingcurrenthiringandskillsneedsemployerswhilepreparingommunitiesexpecexpansioninbothlowerpayservice sector andhighepaytechnical androfessional fields.Thelabor forceGreater Minnesota’sbusinesseshaseclined,ndprojectedtoontinuethatdeclinelargeercentagethecurrentworkforceages intotirement.Laborforceavailabilityisseriousconcercurrentbusinessoperationandinhibitinggrowthinater Minnesota.ContextLabor forcearticipationproportioneopleagesndoldewhoeitheworkingoreekingworkStudents,omemakers,retiredindividualsandothersotlookingworkdootcountparticipatingAccording to US Census estimatesinnethirdighest inlaboparticipationinMinnesota Aligneducationskillparticipationpreviouslycriminalighqualitychildcaren joapprenticeshipsnternships,rainingdevelopmentsolution. EDUCTIONALAINMENTCaActionAssizeGreateMinnesota’sorkforceprojecteddecline, increasedworkeskillsillbecritical tomprovingproductivityandgrowingthe economy.Contextinincreased, DEEDprimarilyinf Health Socialssistance,Retail Trade, Food 3licensecertificate.Reduce labor shortages to 30% or less foremployment requiring postsecondaryeducation, certificates, technical degrees, orapprenticeship by 2025.Strategies Buildimprovecareer technicalopportunitieshighinterestedinskilledlocal talentattractioncommunitiesinitiatives,"brainopulationSupportlocal school initiativeshievementr allcirculational librariesincreasingadultliteracyin lifelongea

13 rning.HumanCapital Cornerstone 6 Commun
rning.HumanCapital Cornerstone 6 CommunityResourcesCornerstone ARTSTUREplacemakingcontributevibrancyqualitylife. inconnectionsopportunitiesulturallypeopleaccording to DEED. comprisingemployment;31,2 inities,whicisal inntertainmentcreationinMinnesota16,2Strategies Utilizeplacemakingimprovepublicartistso mliving inMinnesota.existingartist-in-residenceSupporand cultureincreaseinMinnesota. 8 TOURISMCaActionleisurhospitalityindustryleading innesota.CommunitiestourismindustrydeveloptivelyattractionsContextTraveandtourismakeuplargeportionthe leisureandhospitalityindustry.heycreajobs inMinnesota.Tourismall levelsemployment,fromportantentrylevelervicejobhighpayingexecutivpositions.Traveler spendingndirectlypportsbsmanyotherindustries,ell,fromancialervicesprinting.ExploreMN, tourismin billion in sales invisitospendingbillion. innesotaexperiencescreatingrecreation,cultural, while maintaining existi intourismemployeescompetitiveinbenefitsretainemployees. CommunityResourcesCornerstone ARTSTUREplacemakingcontributevibrancyqualitylife. inconnectionsopportunitiesulturallypeopleaccording to DEED. comprisingemployment;31,2 inities,whicisal inntertainmentcreationinMinnesota16,2Strategies Utilizeplacemakingimprove dpublicartistsliving inMinnesota.existingartist-in-residenceSupporand cultureincreaseinMinnesota. 8 TOURISMCaActionleisurhospitalityindustryleading innesota.CommunitiestourismindustrydeveloptivelyattractionsContextTraveandtourismakeuplargeportionthe leisureandhospitalityindustry.heycreajobs inMinnesota.Tourismall levelsemployment,fromportantentrylevelervicejobhighpayingexecutivpositions.Traveler spendingndirectlypportsbsmanyotherindustries,ell,fromancialervicesprinting.ExploreMN, tourismin billion in sales insitospendingbillion. innesotaexperiencescreatingrecreation,cultural while maintaining existing intourismemployeescompetitiveinbenefitsretainemployees. CommunityResources Cornerstone 9 quitableustainableenvironmentr all MinnesotansregionMinnesota’s“ThinThrivingNetworkand inclusion. Equity Blueprint,"livingthe aspirationsof citizensallommunitieslue

14 print iscomprehensive, loprosperity ina
print iscomprehensive, loprosperity ina healthier EquityBlueprint,visithttp://thrivingbydesignmn.org/minnesota-equity-blueprint/ ty that MADO willwork to improve include: Gini Index: a statistical measure from the World Bank,citizens, this measure would be 0.00. In 2018, the the greatest way towealth, homeownership isreach for a greater percentagepeople who donot identify as White/Out of Scorecard. While 76. Due to the critical nature of equity improvements, MADO has designed strategies throughout the DevelopMN document wity-focused lens. LABORFORCECaActionAsGreateMinnesota’sconomyevolvesbecomesvemorelobal,it isconfrontediththechallengeofmeetingcurrenthiringandskillsneedsemployerswhilepreparingommunitiesexpecexpansioninbothlowerpayservice sector andhighepaytechnical androfessional fields.Thelabor forceGreater Minnesota’sbusinesseshaseclined,ndprojectedtoontinuethatdeclinelargeercentagethecurrentworkforceages intotirement.Laborforceavailabilityisseriousconcercurrentbusinessoperationandinhibitinggrowthinater Minnesota.ContextLabor forcearticipationproportioneopleagesndoldewhoeitheworkingoreekingworkStudents,omemakers,retiredindividualsandothersotlookingworkdootcountparticipatingAccording to US Census estimatesinnethirdighest inlaboparticipationinMinnesota Aligneducationskillparticipationpreviouslycriminalighqualitychildcaren joapprenticeshipsnternships,rainingdevelopmentsolution. EDUCTIONALAINMENTCaActionAssizeGreateMinnesota’sorkforceprojecteddecline, increasedworkeskillsillbecritical tomprovingproductivityandgrowingthe economy.Contextinincreased, DEEDprimarilyinf Health Socialssistance,Retail Trade, Food 3licensecertificate.Reduce labor shortages to 30% or less foremployment requiring postsecondaryeducation, certificates, technical degrees, orapprenticeship by 2025.Strategies Buildimprovecareer technicalopportunitieshighinterestedinskilledlocal talentattractionncludicommunitiesinitiatives,"brainopulationSupportlocal school initiativeshievementr allcirculational ibrariesincreasingadultliteracyin lifelongearning.HumanCapital Cornersto