Vision 2040: A Plan For The Willmar Lakes Area

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Vision 2040
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A Plan for the Willmar Lakes Area
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Vision 2040 | A Plan for the Willmar Lakes Area

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November 20, 2013 
CONTENTS
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Why This Plan? Why Now? ...................................................................................................................2
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Glossary of Terms .................................................................................................................................4
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Key Findings ...........................................................................................................................................6
1. The Willmar Lakes Area must attract younger “Newcomers” to balance the region’s
demographic trends ...........................................................................................................................6
2. The Willmar Lakes Area’s diversity presents short-term challenges and long-term
dividends ..............................................................................................................................................8
3. All residents of Willmar Lakes Area want more things to do in the community ...............10
4. Willmar’s quality of life, compared to its peers, is in the middle of the pack.....................12
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Vision 2040 Goals ................................................................................................................................15
Goal One: Attract & Retain Newcomers to the Willmar Lakes Area.........................................15
Goal Two: Strengthen the region’s occupational diversity through a strategic mix of
workforce training, economic measurement, enhanced career options, and support for
entrepreneurs. ..................................................................................................................................23
Goal Three: Develop and enable more “Things to Do” in the Willmar Lakes Area ................31
Goal Four: Develop Next-Gen Leaders .........................................................................................35
Conclusion.............................................................................................................................................38
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Credits ..................................................................................................................................................39
Vision 2040 Steering Committee ...............................................................................................39
Additional Thank You’s ................................................................................................................40
Sources We Consulted .................................................................................................................40
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Resources .............................................................................................................................................41
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WHY THIS PLAN? WHY NOW?
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In February 2000, over fifty leaders in Kandiyohi County participated in a workshop, the
outcome of which was “Vision 2020.” Vision 2020 outlined ten areas of focus ranging from
transportation and infrastructure to improving the community's image and becoming more
open and inclusive of the region's diverse new residents.
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Vision 2020 was incredibly successful: it spurred the development of the YMCA, the
community pool, the combined law enforcement center, the community’s effort to develop
Latino entrepreneurs and business owners, and many other important regional initiatives.
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Now, it’s time to dust off Vision 2020 and imagine what the Willmar Lakes Area could be, in
2040. What’s possible? What could we become? And how do we get there?
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With those questions in mind, a group of community leaders selected Next Generation
Consulting (“NGC”) to lead the Vision 2040 process and develop the plan you’re reading
now. Between May and October 2013, the NGC team—in partnership with the Vision 2040
Steering Committee—completed the following steps to gauge our citizens’ hopes and
dreams, assess the region’s trends, opportunities and challenges, and design this plan:
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Meetings with 27 community groups
Hosting four public input sessions with over 120 residents
Comparing the Willmar Lakes Area’s quality of life to five peer regions
Consolidating the input from over 60 chalkboards that invited members of the public
to list their “One Wish” for the region
Reviewing 11 strategic plans and reports impacting the region, from the Willmar
Public School’s strategic plan to Newcomer research from the University of
Minnesota
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In many ways, Vision 2040 has surpassed Vision 2020 in its scope: many more people were
engaged in the process; a broad mix of private and public meetings were conducted; public
art was used; and several phases were conducted in English, Spanish, and Somali to ensure
that all citizens could inform this plan and share their perspective.
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What happens next is up to the community. This plan outlines four goals and twenty-one
strategies to meet them. All of them are do’able. Some align with strategic plans that are
already underway, while others are brand new and address the region’s future with fresh
insight.
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The Willmar Lakes Area has what it takes to accomplish these goals…and then some. But
your future success hinges on one critical factor, whether the Willmar Lakes Area expects
itself to be a regional center of excellence, or not. This is both a prerequisite for and an
outcome of Vision 2040.
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GLOSSARY OF TERMS
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Willmar Lakes Area - Describes all of Kandiyohi County. During public input sessions, all
citizens—those from Spicer, New London, Willmar, etc.—were sensitive to this term.
Citizens of Willmar are self-conscious about seeming self-important, while acknowledging
that Willmar is the commercial center of the region. Those in outlying areas feel that Willmar
is a liability, and the lakes areas are more aesthetically beautiful and charming. Realizing we
are not going to make all parties happy, and also realizing that a lot of good work is
underway to market the entire region under the “Willmar Lakes Area” brand, we use this
term to describe the region.
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Young Professional or “YPs” – Describes those who are under 40 years old, and work or
live in the Willmar Lakes Area. They may be single or have children. Because of the
demographic trends that show the Willmar Lakes Area is an aging region, YPs have an
important and necessary role to play in the region’s future.
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Newcomers – Young professionals and young families who are interested in moving away
from the city and towards a smaller community that is safer and has lower housing costs.
Of the total pool of “Newcomers,” over a third are Boomerangers (see below).
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Boomerangers - Those who grow up in the Willmar Lakes Area, move away, and eventually
move back, usually for a job or to be closer to family. Before they move back,
Boomerangers are called “Expatriates.”
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Expatriates – Those who grew up in the Willmar Lakes Area or went to school (including
Ridgewater College) and who are currently living in other cities, e.g. Twin Cities, St. Cloud,
etc.
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Quality of Life – In this plan we use the term “quality-of-life” to specifically refer to the
Willmar Lake Area’s scores in seven quality of life dimensions: Vitality; Earning; Learning;
After Hours; Around Town; and Social Capital. A more complete discussion of the Willmar
Lakes Area’s scores in these dimensions is included in the next section and in the Bonus
Material section at the end of the plan.
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Creative Class – According to Economist Dr. Richard Florida, the “creative class” includes
40 million workers (about 30 percent of the U.S. workforce). Florida breaks the class into
two broad sections, derived from Standard Occupational Classification System codes:
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Super-Creative Core: This group comprises about 12 percent of all U.S. jobs. It includes
a wide range of occupations (e.g. science, engineering, education, computer
programming, research), with arts, design, and media workers forming a small subset.
Florida considers those belonging to this group to “fully engage in the creative
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process” (2002, p. 69). The Super-Creative Core is considered innovative, creating
commercial products and consumer goods. The primary job function of its members is
to be creative and innovative. “Along with problem solving, their work may entail
problem finding” (Florida, 2002, p. 69).
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Creative Professionals: These professionals are the classic knowledge-based workers
and include those working in healthcare, business and finance, the legal sector, and
education. They “draw on complex bodies of knowledge to solve specific problems”
using higher degrees of education to do so (Florida, 2002).
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KEY FINDINGS
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Finding One: The Willmar Lakes Area must attract younger
“Newcomers” to balance the region’s demographic trends.
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Many residents of the Willmar Lakes Area know the statistics: by 2030, Kandiyohi County is
projected to have more than one in four residents aged 65 or older.1 This is the county’s

fastest growing age group. At the same time, first-generation immigrants are growing
quickly. Kandiyohi County has seen a 200% growth in the area’s Black population, and half
of them are foreign-born.
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For the foreseeable future, the Willmar Lakes Area will be “pinched” between the needs of
an aging population and those of first generation immigrants. Between 2000 and 2009,
nonprofits surged by 15% or more to keep up with demand for health care, education, and
social services.2
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To balance these trends, the Willmar Lakes Area must proactively attract younger
“Newcomers.”
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Research from the University of Nebraska3 and the University of Minnesota indicates that

30-49 year olds are moving away from larger metros and towards less populated areas for
“quality of life” reasons. The research calls them “Newcomers” and suggests that these
young families value a slower pace of life, a sense of safety, and lower cost of housing.
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What else do we know about Newcomers?
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36% of Newcomers have lived in their rural location previously. You could call them
“Boomerangers;” they grew up in the area, moved away (maybe to attend college or
start their careers in larger cities) and are now moving back to raise their families
in the same smaller, safer communities they were raised in;
68% of Minnesota Newcomers have a bachelor’s degree;
1“Demographic and Education Profile: Kandiyohi County” by Wilder Research, October 2012, p.
2. Available at http://www.communitygiving.org/files/1820.pdf.
2“Rewriting the Rural Narrative,” Ben Winchester, University of MN Extension, available at http://
www.mcleodfortomorrow.com/wp-content/uploads/2010/09/2011.12.15.Newcomers.McLeod-for-
Tomorrow.pdf
3“Buffalo Commons” research, Randy Cantrell, University of Nebraska, available at http://
unlcms.unl.edu/center-for-applied-rural-innovation/community-marketing/documents/NRI
%20Road%20Show%207-3-08.pdf
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67% of Minnesota Newcomers have household incomes over $50K; and
51% of Newcomers in Minnesota have children in their household
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What’s more, Newcomers don’t move back to rural areas for economic reasons. Many are
willing to trade-off lower paying jobs in exchange for higher quality of life.
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The Willmar Lakes Area must attract its fair share of Newcomers and to do so, it must
address and improve several quality of life issues, outlined later in this plan:
1. The Willmar Lakes Area must have a more diverse mix of entry level, middle-
income, entrepreneurial, and executive occupations. At present, the region has a
high number of entry-level jobs and far fewer middle income and executive jobs.
2. The Willmar Lakes Area must develop more affordable housing.
3. The Willmar Lakes Area must make consistent, strategic overtures to get
Newcomers into community leadership positions. Newcomers must see themselves
as part of the Willmar Lakes Area’s future.
4. The Willmar Lakes Area must make high speed internet access —including WiFi
hotspots in public gathering and retail areas like the areas’ downtowns —a core
component of its infrastructure plans.
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The Willmar Lakes Area must increase the number of recreation, retail, and entertainment
options. Many Newcomers will relocate from larger cities, and bring their appetite for coffee
shops, farm-to-table restaurants, outdoor recreational activities, and unique artistic and
cultural entertainment options.
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Finding Two: The Willmar Lakes Area’s diversity creates near-term
challenges, but can pay long-term dividends.
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Since May, the NGC team has heard many community members and stakeholders address
the issue of “diversity.” Most often, community leaders have a positive and proactive
attitude, while the community-at-large worries about the impact that “diversity” has on
schools and safety.
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It may be time to reframe this challenge and take a longer view. Although the influx of Latino
and East African immigrants creates some near term challenges, it will pay long-term
dividends by 2040, when these plans, and all current residents, are one generation older.
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We believe that Willmar is not simply facing a “diversity” challenge; it is facing a first-
generation immigration challenge.
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America is a nation of immigrants. Our history shows that the traditional trajectory of
foreign born immigrants happens in multiple stages: the first generation, which usually
lacks English language skills and is not yet well-assimilated takes low-pay, low-skill jobs, as
these are the jobs for which they are qualified. The second generation begins to show
marked gains: they become fluent English speakers, they are socialized through the public
schools and community activities, and may be highly motivated to complete their college
degrees based on family and community support. By the third generation, it is common for
groups to intermarry, if there is not additional racial bias.
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The lesson: it takes several generations to fulfill complete community assimilation, and the
social tolls are often hardest on the first and second generations.
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In the Willmar Lakes Area’s recent history, the Latino population did this beginning in the
1980s: the first-generation immigrants took low wage jobs while their kids attended public
schools. Now those second generation kids are grown up and starting their own families,
it’s interesting to hear their perspectives. Many of them moved away…and came back home
to the Willmar Lakes Area. The NGC team spoke candidly with the some of the area’s most
successful entrepreneurs, school administrators and personnel. Here is a sample of what
we heard:
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“Growing up in Willmar, all I wanted to do was leave. But there is a real sense
of community here, and once I was gone (e.g. to Texas), I missed it. I want my
kids to grow up here: it’s safe, it’s affordable, and now, it’s home.”
– Latino Young Professionals (combined response)
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The Latino population is not only integrated by 2013, they have made true economic and
entrepreneurial impact, and they have formed important lattices of support – in the schools,
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in the community, and in the economy that provide them with the support they need to
succeed. As of 2010, foreign-born residents owned fifty-four businesses in Willmar, the
largest percentage of minority-owned businesses outside the Twin Cities.4
We anticipate that the East African population will have a similar, multi-generation
trajectory as the Latinos before them, with one notable nuance: whereas Latinos are
primarily Catholic, East Africans are primarily Muslim. In a traditionally Christian culture like
the Willmar Lakes Area, Catholicism is easier to understand than Islam, and residents may
have to work harder to understand Muslim traditions.
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4“Small Town Willmar, Minnesota, Creates Microloan Program for Immigrant Entrepreneurs, “
September 2012, available at: http://staging.midwestimmigration.org/the-report/spotlight-stories-
detail/small-town-willmar-minnesota-creates-microloan-program-for-immigrant-entrep and The
Multicultural Business Center, http://www.willmarmarket.com/story.html
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Finding #3. All Residents Want More “Things to Do.”
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One of the most visible phases of the Vision
2040 process was the public chalkboards
that made their way around the region since
last May.
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The chalkboards invited passersby to pick
up a piece of chalk and write, in English,
Spanish, or Somali, what their one wish for
the community, as the image on the right
shows.
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To illustrate, the word cloud below
aggregates all the chalkboard wishes
(Spanish and Somali were translated into
English before being added to the word
cloud). The larger the word in the image
below, the more often it was mentioned; a
word that’s twice as large as another word
was mentioned twice as often.
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The Catch 22 for the Willmar Lakes Area is that to attract national chains and retail
stores, it must have more population. But how can we get more population without
more things to do after work and on weekends?
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Finding Four: Willmar’s quality of life, compared to its peers, is in the
middle of the pack.
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As part of Vision 2040, we assessed Willmar’s quality of life compared to the following
cities, for the following reasons:
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Alexandria was chosen because it is a lakes community. Since the Willmar Area is
working to enhance its reputation as a lakes community, the steering committee
wanted to learn more about Alexandria's relative strengths.
Hutchinson was chosen because it is similarly sized to Willmar and has a
Ridgewater campus, making it a good comparison community
Owatonna was selected because it has similar employment demographics as the
Willmar area, and is moving in a positive direction, from a community and economic
development perspective. "There's always something new happening in Owatonna,”
remarked one steering committee member, who grew up near Owatonna and
returns frequently.
St. Cloud was chosen because it is one of Willmar's strongest competitors for jobs
and enterprise.
Watertown, South Dakota was chosen because it is also a lakes community, and
people often say, "Everything's better in South Dakota." The Steering Committee felt
that having one out-of-state peer city would be important for this effort.
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We compared Willmar to each of these peer regions in seven quality of life indexes that are
attractive to relocators and residents alike:
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Vitality How healthy is Willmar? This index tallies things like air and water quality, food
deserts, residents’ health (e.g. obesity, access to recreational facilities, primary care
physicians, etc.), and a city’s focus on LEED and Energy Star projects.
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Earning High school guidance counselors tell children that they’ll have between nine and
eleven careers in their lifetime. The Earning index measures items like median income,
unemployment, jobs in the knowledge-based sector, women and minority owned
businesses, self-employed, and more.
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Learning Is Willmar committed to high quality education, for all of its citizens? This index
tallies educational expenditures, student-teacher ratio, bachelor degrees, high school
attainment, Wi-Fi hotspots, and more.
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Social Capital Great talent comes in every race, creed, and color. This index accounts for
how open, safe, and accessible Willmar is to all people. It includes measures of diversity and
crime, as well as farmers’ markets and dog parks.
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Cost of Lifestyle Students and young professionals are just getting started in their
careers, and for many, affordability is key. This index includes variables in the cost of living
index.
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After Hours There’s more to life than work. This index counts the places to go and things
to do after work and on weekends.
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Around Town How easy is it to get to where you want to go in Willmar? This index
measures Willmar’s “walkability,” airport activity, commute times, carpooling and mass
transit use, and more.
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Taken together, the indexes
can be plotted as a “Handprint”
(see Figure at right), so that
community leaders can quickly
identify areas in which cities
are leading or lacking. The
larger a community’s
handprint, the more attractive
it is to the next generation
workforce.
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What does it mean?
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The handprint shows Willmar's relative strengths and challenges in the seven quality of life
indexes compared to the overall average of its peers—Alexandria, Hutchinson, Owatonna,
St. Cloud, and Watertown. Specifically, the handprint shows:
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Willmar scores better than the peer average in the Around Town index. This is due to
citizens' above average use of carpools and mass transit for work, and its shorter
commute times.
Willmar scores at the average in Social Capital. Willmar has an above average
number of farmer’s markets, more racial diversity, and a lower median age than its
peer average.
Willmar scores at the average in Cost of Lifestyle. Although Willmar has a lower
student cost of living than its peer average, Willmar also has the lowest median
income.
Willmar scores slightly below average in After Hours with lower than average arts,
entertainment, & recreation opportunities, full service restaurants, local music
shows and breweries and brew pubs.
Willmar scores below average in Earning with lower than average results in income
per job, Stage 2 job growth, patents per workers, percentage of knowledge workers,
net migration rate from 2000-2009, and women and minority owned businesses.
Willmar scores below average in Learning due to lower than average high school
and college attainment and number of Wi-Fi hotspots.
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The table below shows each city's scores in each of the seven quality of life indexes on a
scale of zero to ten. The higher the score, the more attractive the city is for the next
generation workforce.
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Social Cost of After Around
Rank City Vitality Earning Learning AVG
Capital Lifestyle Hours Town
! 1 Alexandria 8 5 5 7 5 8 7 6.4
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! 2 Watertown 3 7 7 5 9 8 4 6.1
! 3 Willmar 4 2 5 5 5 4 7 4.6
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! 4 St. Cloud 8 2 7 2 1 5 6 4.4
! 5 Hutchinson 5 6 1 3 6 3 5 4.1
! 6 Owatonna 3 6 3 8 4 3 1 4.0
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The complete “Handprint Report” is available in this Dropbox Resource folder: https://
www.dropbox.com/sh/26rn1mle2spm4iu/Xw_uYg7PPy 
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VISION 2040 GOALS
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Based on the key findings on the preceding pages, plus research and analysis of key trends
shaping the Willmar Lakes Area through 2040, we recommend the following four goals and
24 strategies to support them.
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Goal One: Attract and Retain Newcomers to the Willmar Lakes Area
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Vision: The Willmar Lakes Area has one of the highest in-migration rates of
Newcomers (young families with parents aged 30-49) in Minnesota. It is considered
one of Minnesota’s “best places to grow your career.”
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Quality of Life Indexes Impacted: Social Capital; Earning; After Hours
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Rationale: Newcomers are a prime target for attraction due to the reasons outlined in
Key Finding #1, plus:
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• Kandiyohi County is on the outer fringe of the Westward growth of the Twin
Cities; it is close enough to be considered by Newcomers leaving the Twin
Cities, and small enough in size to offer “the rural advantage.”
• Attracting Newcomers is a natural extension of the Willmar Lakes Area’s
2013-2015 marketing strategy, “Expect Great Things.”
• Enhancing quality of life factors for Newcomers, e.g. more affordable housing
will have spinoff benefits for current community members.
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Strategies to Achieve Goal One
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1.1 Develop affordable housing options.
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Ben Winchester of the University of Minnesota says that Kandiyohi County is ripe for
attracting “Newcomers” because it offers the slower pace of life and the safety that
Newcomers crave. The one problem, he says, is that the Willmar Lakes Area does not offer
enough affordable housing stock. Since affordable housing is the third element that
Newcomers consider (after pace of life and safety), the Willmar Lakes Area is at a
disadvantage.
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Developing affordable housing solutions isn’t just for Newcomers; entry-level workers,
multigenerational families, and Ridgewater College students also need additional, affordable
housing options.
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In its Demographic and Education profile of Kandiyohi County, Wilder Research concluded that,
“Many Kandiyohi County residents cannot afford their homes; 30% of all households spend
more than 30% of their incomes on housing costs.”
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“Right now, my family and I are in Section 8 housing. I recently received a
promotion at work. But now that I have a larger paycheck, I’m no longer
eligible to stay in my home. I have a choice: I can decline the promotion and
keep my home, or I can accept the promotion and become homeless.”
– East African Resident, Male
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Vision 2040 recommends that an Affordable Housing Taskforce be convened to address:
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Which types of affordable housing are most needed and for which purposes, e.g.
cooperatives, community land trusts, community development corporations, etc.;
Loan and grant programs, e.g. HUD, State of Minnesota, etc.
Partners who have a stake in assisting with the execution of the developments, e.g.
the Jennie-O Turkey Store may be interested in helping to develop workforce
housing for its employees and Ridgewater College may want to be an investor in
student and graduate housing.
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Potential Partners
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Kandiyohi County
Local elected leaders throughout Kandiyohi County
Kandiyohi County
Willmar Housing Redevelopment Authority
neXt, the region’s young professionals organization
Jennie-O Turkey Store
Ridgewater College
Local residential Realtors®
West Central Interpretive Services
West Central Integration Collaborative
Willmar Area Multicultural Market-Business Center
Leaders and elders of the Latino and East African communities
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Resources:
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The Community Toolbox, Section 3: Creating Affordable Housing for All, available at
http://ctb.ku.edu/en/tablecontents/sub_section_main_1305.aspx
Nevin Hedlund Architects, Inc. (River Forest, Illinois) specializes in modular
construction for multi-family housing. The benefits of modular, multi-family housing
are: faster on site construction; better quality control of construction; potential cost
savings; and less waste during construction.
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1.2 Develop an integrated, coherent regional broadband, Wi-Fi and economic
development strategy
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Currently, residents’ access to high-speed broadband Internet access is determined by their
street address. According to one resident, the COO of one of the region’s largest
agricultural companies:
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“I can’t get high speed cable Internet access because I live on the wrong side
of the street. I actually considered petitioning the city to extend the property
line around my house, or to move my mailbox to the other side of the road so
that my home would be considered inside the service delivery area for high-
speed access. Instead, we pay for satellite Internet access. It’s more
expensive, but we can’t live without it. The kids need it for school and I need it
for work.”
– Business Executive, Male
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There are several reasons the Willmar Lakes Area needs a regional broadband, Wi-Fi and
economic development strategy:
Knowledge workers, who command over 60% of all the wages in the U.S., can work
from anywhere, through digital communications. To succeed by 2040, the Willmar
Lakes Area must have the infrastructure to enable knowledge work and knowledge
workers.
Newcomers who’ve lived in larger cities where high speed Internet is readily
available see it as a utility, like electricity. They expect reliable, cost-competitive
high-speed Internet access, and will be less likely to move to Willmar Lakes Area if
they cannot get it.
The innovations and spinoffs that are coming out of MinnWest Technology Campus
all rely on high speed Internet service to transfer files, collaborate with partners,
and drive commerce.
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Schools, both public and private, are increasingly relying on email communication
with parents, and digital notification services like text messaging to reach parents
and stakeholders in case of inclement weather and emergencies. If residents can’t
get Internet access, they may be less involved or informed than residents with
Internet access.
Companies in larger cities are willing to move some tasks, e.g. customer service,
business processes, to more rural areas where they can pay lower wages and lower
overhead costs. For Kandiyohi County to attract these kinds of jobs requires
consistent, secure, high-speed Internet access.
There are signals that the National Telecommunications Information Administration
(NTIA) and the Department of Agriculture’s Rural Utility Service (RUS) will develop
policies that place more emphasis on balancing current demand and building
capability while extending service toward “unserved” and “underserved” areas, like
those mentioned above. We anticipate a more targeted approach for funding projects
that yield measurable gains rather than the more general capital-intensive network
expansion. In other words, federal and state dollars will flow to regions that have a
plan for how expanded high-speed Internet service will create jobs and boost
prosperity versus underserved regions that simply don’t have it.
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Critical success factors of this strategy include:
Availability of local workforce needing to be re-trained. In the Willmar Lakes Area,
this could include retirees who are interested in pursuing part-time work, those
who’ve been laid off or furloughed from other jobs, and those re-entering college.
Availability of educational resources such as a community college
Political support at Federal, State and local levels
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Here’s how it could work:
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Step 1: Develop and disseminate information about the need for widespread high-speed
internet access through a responsible regional development organization.
Step 2: Complete a study of aggregate demand that includes mapping the capacity of
existing networks.
Step 3: Based on 1 and 2 above, formulate and approve a “Regional Economic Development
Plan” based on the NTIA Broadband Technology Opportunities Program (BTOP) and RUS
Broadband Grants and Loans Program such as the Connect Grants Programs.
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Potential Partners
Willmar Area Community Foundation (tentative) or Kandiyohi County and City of
Willmar Economic Development Commission for seed grant
Chamber of Commerce for awareness programs
MinnWest Technology Campus as potential pilot location for the incubator
Ridgewater College
Rural Wireless Association, http://ruralwireless.org/
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Resources
Blandin Foundation’s Community Broadband Program, http://
broadband.blandinfoundation.org/
Alcatel Lucent report, available in the Dropbox folder: https://www.dropbox.com/
sh/26rn1mle2spm4iu/Xw_uYg7PPy
Smart City Framework, http://www.cisco.com/web/about/ac79/docs/ps/motm/
Smart-City-Framework.pdf
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1.3 Improve the experience of immigrants to Willmar, especially first
generation immigrants
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The Latino populations who began moving to Kandiyohi County in large numbers in the
1990s were “Newcomers” once, too. The region learned a great deal from their experience,
lessons that can be applied as new waves of immigrants move to the Willmar Lakes Area.
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The Willmar Lakes Area’s immigrant population has helped it buck many trends afflicting the
rest of rural Minnesota:
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“Without the surge in the Latino and Somali populations, the common rural
trends of youth flight and retiree influx would threaten to cripple this small
city. Instead, the young newcomer populations have expanded school
enrollment, bringing in more than $7M in funding to the Willmar Public School
District (W.A.M.M., 2007) The workforce has been substantially bolstered by
Latino and African newcomers, which has also served to support local
infrastructure and attract additional businesses. Unlike many rural towns, the
population of Willmar increased over 6 percent between 1990 and 2004 and is
expected to expand by another 16 percent between 2000 and 2040.”
- Cameron Macht, Minnesota Department of Employment and Economic
Development
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Experience and research shows that the following strategies are critical to ensuring a
smooth transition for immigrant families:
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1.3.1 Create a Willmar Lakes Area Diversity Coalition
The Willmar Lakes Area Diversity Coalition may involve many different types of
organizations, and it may take any form, but of the more than 50 such coalitions in
Minnesota, all generally share the goal of working to promote improved relations between
foreign-born and U.S. residents. The diversity coalition could work in the schools, in the
community, through faith based groups, or in other capacities to bring educational programs
and resources to the community.
!
1.3.2. Ensure that there are adequate numbers of LEP teachers in the public schools
Research shows a direct benefit from adequately staffing schools with LEP teachers. The
sooner children have English skills, the more quickly they can advance in all their subjects
and participate in public life. Yet, in Minnesota, a 2009 report showed an LEP student-
teacher ration of 49:1 while the national average was 19:1.
!
1.3.3 Develop alternative financing tools, i.e. interest free or shared risk loans for East
African entrepreneurs
The entrepreneurship rates among immigrants are often higher than native born residents.
However, it is sacrilegious in the Muslim culture to charge interest for loans. (The Bank of
London is currently working on an investment instrument for the Muslim population which
is largely unbanked, due to their religious customs.) To spur entrepreneurship, another form
of financing must be available to East Africans.
!
1.3.4 As a part of the Affordable Housing Taskforce (above), ensure that there is a strong
multifamily household component to reflect the household preferences of multiple
ethnicities.
!
1.3.5 Take a group of community leaders to Houston to study the Neighborhood Centers
model.
Houston is a major port of entry into the United States for millions of immigrants. To help
immigrants in their assimilation, Neighborhood Centers offers Early Head Start, senior care,
immigration assistance, tax preparation, and English as a Second Language training at over
60 sites across Houston. Neighborhood Centers also runs five charter elementary schools
and one middle school for 1,900+ immigrant and refugee children. They sponsor a local
Credit Union, help immigrants and refugees get loans for cars, and run a financial aid office
20
that administers eight different federal programs to help residents find and keep work. In a
word, the Neighborhood Centers model—whose mission is opportunity for all—is a model
for the Willmar Lakes Area.
!
Potential Partners
Leaders of the Latino and East African communities
Leaders of the faith based communities of all area churches
Elected leaders from the region’s elected bodies, including school boards
School administrators, teachers, and curriculum specialists
Leaders of nonprofit organizations serving immigrant and refugee populations
!
Resources
When Race Colors the Prairie: White Residents Responses to Immigrants of Color
A New Age of Immigrants published by the Minneapolis Foundation
Willmar Minority Business Report
Houston’s Neighborhood Centers, Inc., http://www.neighborhood-centers.org/
!
!
1.4 Launch a “Come Home” campaign to the area’s former residents
!
Research on Newcomers suggest that over one-third of those who choose to relocate from
larger communities to smaller communities have lived in the region previously. Where are
the Willmar Lakes Area’s “expatriates”, and how can we encourage them to move home?
!
In this strategy, we recommend a cohesive approach to reach out to former residents, aka
“expatriates” who’re now in the 30-49 age group, and invite them back. The following
approach was utilized by both the States of Iowa and Vermont, to re-attract young
professionals:
Develop a master database of expatriates. Ask high schools, colleges, and parents
to contribute their alumni and children’s current names, mailing addresses, and
emails to a master database
Determine the appropriate campaign to former residents. See “Smart Career Move”
example below. For the Willmar Lakes Area, the campaign might focus on expats
living in larger cities like the Twin Cities, Chicago, or Bismarck, and the key
messages should be slower pace, safety and affordability.
21
Combine a website, direct mail, and events. Cities like Akron, Ohio and Wichita, KS
host “Jobapalooza” events on the Saturday after Thanksgiving, since Thanksgiving
is a time when many expatriates return home (and by Saturday, they want to get out
of the house!) At this event, expatriates meet companies that are hiring, and get a
tour of all the new things going on in the community.
!
Best Practice: SmartCareerMove.com
In the late 1990s, Iowa’s Governor Vilsack faced a serious demographic issue: Iowa had
more residents over the age of 70 than under the age of four. At the same time, the state’s
value added agriculture and financial sectors were growing. SmartCareerMove.com was
launched as an effort between the state’s colleges, the Governor’s office, and employers to
re-attract former Iowa residents and graduates.
!
First, the colleges and universities were asked to share their alumni databases. Then, the
databases were sorted based on concentration of Iowa alum, age, and which degrees
employers needed. Then, the state launched SmartCareerMove.com and expatriates who
were in a child-rearing age bracket (late 20s and early 30s) received a postcard from
Governor Vilsack announcing “Iowa Parties” that he would attend in their city. When
Governor Vilsack showed up, he spent a few minutes talking about all the good things going
on Iowa, focusing on agriculture and finance, and reminded attendees how safe and family-
friendly Iowa is. He asked people to consider moving back, and told them about
SmartCareerMove.com. Each year for the next several years, expatriates received a letter
from the president of their alma mater, with an invitation to check out
SmartCareerMove.com. The results? Between 1999 and 2009, over 750 expatriates
relocated back to Iowa through this campaign, an estimated $50 million economic impact.
!
Potential Partners
Kandiyohi County and City of Willmar Economic Development Commission, which is
currently retooling its “Bring Them Back Home” program
Elected leaders throughout Kandiyohi County
Ridgewater College
Area high schools
neXt
Willmar Lakes Area Community Marketing Coalition
!
!
22
Goal Two: Strengthen the region’s occupational diversity through a
strategic mix of workforce training, economic measurement, enhanced
career options, and support for entrepreneurs.
!
Vision: The Willmar Lakes Area is considered one of Minnesota’s “best places to
grow your career.”
!
Quality of Life Indexes Impacted: Earning; Learning
!
Rationale: To ensure that residents and Newcomers can expand their careers, to
diversify the region’s economic base, and nurture and improve its economic
vibrancy, Vision 2040 must execute a strategic, multi-faceted economic development
and education initiative.
!
Strategies to Achieve Goal Two
!
2.1 Form a “Learning and Earning” task force that includes education leaders
(Ridgewater College, Willmar Lakes Area High Schools, and other job
training programs) and business leaders.
!
The purpose of the taskforce is:
1. To align education and training programs with workforce needs and opportunities
2. To add a robust internship component to worker preparation programs. Research
shows interns are 75% more likely to remain in a community where they’ve
interned.
!
The table on the following page shows the need for over 3,900 replacement workers in
Kandiyohi County through 20205 especially in Health Care and Social Assistance,

Manufacturing, Educational Services, and Retail Trade.

!
Potential Partners
!
Area High School Curriculum Coordinators
Ridgewater College
Willmar Lakes Area Chamber of Commerce
HR executives from industries that will be most impacted by worker shortages:
manufacturing, retail trade, education services, and health care and social
assistance
5 Demographic and Education Profile: Kandiyohi County, October 2012.
23
Resources
!
Demographic and Education Profile: Kandiyohi County, October 2012. available in
the Dropbox folder: https://www.dropbox.com/sh/26rn1mle2spm4iu/Xw_uYg7PPy
Minnesota Job Skills Partnership Program, http://www.positivelyminnesota.com/
All_Programs_Services/Minnesota_Job_Skills_Partnership_Program/index.aspx
The Future of the U.S. Workforce: Middle Skill Jobs and the Growing Importance of
Postsecondary Education: http://www.achieve.org/files/MiddleSkillsJobs.pdf
!
2.2 Create two new databases to track economic progress and job growth:
!
(1) A Business Census of the Greater Willmar Area. The census should include name of
employer, industry sector or NAICS code, number of employees, average salaries, annual
revenues, predicted growth, etc. From this annual or bi-annual census, regional leaders
could more accurately determine economic impact of area employers, their value to the
region, predicted growth rates, demand for housing, and more.
!
Locally, there are several groups that do census related activities, i.e. the Willmar Lakes
Area Chamber of Commerce has a program called “Grow Minnesota; the Economic
24
Development Commission has a Business Retention, Expansion and Recruitment committee;
and the State of Minnesota’s Department of Employment and Economic Development
personnel do retention visits. This strategy is designed to get all of this information into a
single database and avoid redundancy so that the region has a clear sense of where growth
and other opportunities lie.
!
(2) A Workforce Survey to gauge employers’ near-term and mid-term workforce needs.
Results of the Workforce Survey can feed the Learning and Earning Taskforce and other job
training programs mentioned in 2.1 above.
!
These two databases will be useful to assisting local leaders plan for growth, and can also
be a resource for businesses considering relocating or expanding in the Willmar Lakes
Area.
!
Potential Partners
!
Kandiyohi County and City of Willmar Economic Development Commission
University of Minnesota Extension
Ridgewater College
MinnWest Technology Campus
!
Resources
!
Sample Workforce Survey: http://www.baybioinstitute.org/careers/workforce-
surveys/
!
!
25
2.3 Expand the number of middle-skill and high-skill jobs. The Willmar Lakes
Area must balance its high percentage of entry-level jobs with additional
middle-skill and high-skill jobs.
!
The State of Minnesota is focusing economic development efforts in key areas like
bioscience, agriculture technology, medical devices, and tourism.6 Each of these is current

or potential strength for the Willmar Lakes Area. The Willmar Lakes Area cannot wait (or
hope) that middle- and high-skill jobs develop here; we must work with local employers to
identify and clear barriers to growth, provide incentives where appropriate, and generate or
attract investment to grow middle-skills and high skill jobs in this region.
!
We recommend a staff-intensive 3-phase approach:
!
1. Identify companies that are growing or expected to grow
2. Conduct one-on-one meetings with company leaders to ask: What are your plans
for growth? What do you need to grow, e.g. direct investment, skilled workers,
certifications or approvals, etc? What help do you need from the community to clear
barriers or improve your chances of growth?
3. Work with local officials, legislators and others to address the specific needs
identified in the previous phase.
!
Best Practice: The Greater Halifax Partnership conducts one-on-one meetings with every
member each year, asking the questions outlined above. The aggregate responses become
the Partnership’s working agenda, generally focusing on business climate, worker training,
policy, and attracting investment. http://www.greaterhalifax.com/en/home/default.aspx
!
Potential Partners
!
MinnWest Technology Campus
!
!
6 “Dayton Starts Economic Listening Tour in Willmar,” the Stillwater Gazette, available at: http://
stillwatergazette.com/2012/09/28/dayton-starts-economic-listening-tour-in-willmar/
26
Resources
!
America’s Forgotten Middle Skill Jobs: http://www.urban.org/UploadedPdf/
411633_forgottenjobs.pdf
Minnesota Job Skills Partnership Program, http://www.positivelyminnesota.com/
All_Programs_Services/Minnesota_Job_Skills_Partnership_Program/index.aspx
Business Retention and Expansion International (BREI), http://www.brei.org/
!
2.4 Create a fertile ecosystem for entrepreneurs and small business owners.
!
“If you can’t find a job, find a customer,” says Angela Pate, the founder of FloridaWorks, an
award-winning workforce development agency headquartered in Gainesville, FL. This twist
on workforce development—to grow a base of entrepreneurs and small business owners—
is as American as apple pie. And the Willmar Lakes Area is ripe for it. Through the success
of MinnWest Technology Campus, which has already developed 405 jobs with an economic
impact of over $20 Million, the region recognizes that there is an aptitude for innovation and
entrepreneurship. How can we capitalize on this nascent trend?
!
Vision 2040 should complete the following two projects, to boost its reputation as an
entrepreneur-friendly place to start or grow a company:
!
2.4.1 Develop a dynamic, micro-funding platform.
The concept is simple:
!
On a regular basis, e.g. monthly or quarterly, the community hosts a “pitch event”
where entrepreneurs can present their ideas to a panel of judges.
At the end of each pitch session, one or more entrepreneurs are awarded $5,000 to
start or expand their business.
For the next six months, the recipients are housed (“incubated”) rent-free at a small
business incubator where they can access professional services, e.g. patent advice,
accounting services at no or low cost.
After six months, entrepreneurs return to present how they used the money and
what their results have been. At this second presentation, additional investors are in
the audience, prepared to make further investments if the idea warrants it.
!
Best practice: Start Garden in Grand Rapids, Michigan: http://startgarden.com/. Through
trial and error, they discovered that seed grants of $5,000 are often more successful than
larger first-time grants of $20,000. And the six-month reporting period gives entrepreneurs
enough time to develop some success and prepare for their next round of funding. 
27
Potential Partners
!
Kandiyohi County and City of Willmar Economic Development Commission, Willmar
Lakes Area Chamber of Commerce, ShoppingNewLondon.com and MinnWest
Technology Campus to identify judges and help with awareness building
neXt, Ridgewater College, and senior citizens’ networks for assistance in raising
awareness of the pitch events
Willmar Area Community Foundation (tentative) for startup investments, e.g. $5,000
per quarter or $20,000 per year
MinnWest Technology Campus or the Greater Willmar Lakes Area Chamber of
Commerce as a potential, no-rent space for winning entrepreneurs.
!
Resources
!
Start Garden in Grand Rapids, Michigan: http://startgarden.com/
Civic Innovation Lab, formerly housed at the Greater Cleveland Foundation: http://
voices.yahoo.com/the-civic-innovation-lab-cleveland-helps-revitalize-5885124.html
!
2.2.1 Create a coworking space for the region’s entrepreneurs, creative class, and free
agents.
!
Free agents are one of the fastest growing sectors in the workforce, fueled largely by Baby
Boomers (b. 1946-1964), who are retiring from traditional jobs, but continue to freelance or
work as contractors.7
!

Where are these freelancers working? “At home” or “at coffee shops” used to be the
standard answer, but increasingly, coworking spaces are popping up to house and connect
entrepreneurs, free agents, and creatives. 
7 The New Workforce: Insights Into the Free Agent Workstyle, Kelly Services, 2011, available in
the Dropbox folder: https://www.dropbox.com/s/eqlt8kd8wa81hxc/The%20New%20Workforce
%20-%20Insights%20Into%20the%20Free%20Agent%20Workstyle.pdf
28
What is coworking?
!
Coworking is a style of work that involves sharing a working environment. Unlike a typical
office environment, where workers work for the same employers, coworkers share an
office, but split the costs of running the office, and work independently. Coworking is
attractive to work-at-home professionals, independent contractors, or others who work in
relative isolation and who are interested in the synergy that can happen from working with
like-minded talented people in the same space. (Source: http://en.wikipedia.org/wiki/
Coworking)
!
Considerations:
!
1. Many young, creative professionals in the Willmar Lakes Area have already been
exploring coworking options. The energy is here; how can we make it happen?
2. Many of the most successful coworking spaces and incubators have an on-site
manager who helps introduce tenants to each other and facilitates collaboration and
learning in the coworking space.
3. Coworking spaces are sometimes affiliated with Universities, so that faculty can
work on spin-off technologies and businesses. As Ridgewater College grows its
29
programs and adds Masters and Ph.D. programs, it may make sense for the
coworking space to be close to campus.
!
Potential Partners
!
neXt
Ridgewater College
!
Resources
!
NextSpace, http://nextspace.us/
Florida Innovation Hub: http://www.floridainnovationhub.ufl.edu/
!
30
Goal Three: Develop and enable more “Things to Do” in the Willmar
Lakes Area
!
Vision: The Willmar Lakes Area is a four-season playground for the young and the
young at heart to recreate, dine, gather, and enjoy arts and cultural events.
!
Quality of Life Indexes Impacted: After Hours; Vitality
!
Rationale: Many citizens—youth and seniors, singles and marrieds, empty nesters and
young families— agree that the Willmar Lakes Area needs more things to do.
Although it’s usually impossible to attract national chains to a community the size of
the Willmar Lakes Area, it is possible to make other investments that will help
residents feel that “there’s a lot going on.”
!
!
Strategies to Achieve Goal Three
!
3.1 Develop Robbins Island
!
When people look back on Vision 2020, they point to the creation of the YMCA as one of the
most visible and successful outcomes. Developing Robbins Island, including the proposed
amphitheater and possibly including a community field house, addresses the following
needs:
!
1. Economic Vibrancy: The field house will give the community another recreational
venue and can be the source for increased revenues; venue and equipment rentals,
event vendors, and even food trucks will be attracted to a venue that attracts
sporting and other events.
2. Inclusion: Sports cut across age, race, and background. In the design process,
Robbins Island should be programmed to be responsive to the Latino, East African,
and Caucasian people and families who will use it.
3. Well-being and Things To Do: Upgrades in facilities and programming will enable
Robbins Island to serve as a year-round recreational venue. For example, the
popular disc golf course can serve as a cross country ski trail area in the winter,
and a warming hut with ice skate rentals could be built near the lake for those who
want to play pond hockey or simply skate with their families. Wintertime
programming is key for this region; people of all ages value being out and active in the
winter, and Robbins Island can be a focal point for those activities.
!
!
31
In proposing this strategy, we recognize the
terrific work the Kandiyohi County Fair Board
has done to promote the arts (Theater of Fools)
and offer additional things to do in the region.
The development of Robbins Island should build
on that initiative and in that spirit.
!
!
To execute this strategy, we recommend that
Vision 2040:
!
Assemble a community task force to begin the process of redeveloping Robbins
Island. The task force’s top priorities (based on Vision 2040 input) should be: a field
house, soccer field, and year-round infrastructure and activities, e.g. canoe rental in
the summer, warming hut and skate rental in the winter)
Create an RFP to solicit bids to redevelop Robbins Island. The community task force
should evaluate and narrow the proposals, and invite the public to presentations
from the finalists
Choose a finalist and secure the necessary redevelopment funds from local donors
and state and federal sources.
!
Potential Partners
!
Willmar Community Education and Recreation
Willmar Public Schools
Kandiyohi County
City of Willmar
Minnesota Department of Natural Resources
Interested citizens
Willmar Area Community Foundation (tentative)
!
!
32
3.2 Support the Willmar downtown plan
!
The Willmar Downtown Plan8 will create a stronger and more aesthetically pleasing

downtown. Importantly, it will create a “stroll district,” a place where you can park your car
once, and walk to restaurants, retail stores, and art galleries. We especially favor the
following sections of the plan, for their Quality of Life emphasis:
!
Topic B: Open Space, Green Space, and Trails
Topic C: Building Conditions and Aesthetics
Element D3: Encourage Restaurant and Retail Development
!
3.3 Develop a culinary retail training program and business incentives for
entrepreneurs interested in starting independent, locally owned restaurants.
!
Due to its size, the Willmar Lakes Area is not a contender for national chains like The Olive
Garden, which require populations of 100,000 or more. However, there are three trends
that Vision 2040 can ride, which would increase the number of restaurants in the area:
!
1. The “Food Network Effect” – Cable and network TV produces 24/7 programming of
cooking shows, restaurant shows, and shows about eating. This is driving interest in
unique and authentic food cooked by talented chefs served at unique and authentic
restaurants.
2. The Foodie and Locavore Movements - The next generation of young professionals
is growing up with more diverse and discerning palates. $7 martinis, local
breweries, and farm-to-table cooking are driving up expectations for great food and
restaurant experiences.
3. Tourism – Spicer and New London in particular benefit from a large influx of
tourists during the summer, when the Willmar Lakes Area doubles in size. Many
tourists are from larger cities and expect high quality food and drinks at their
restaurants.
!
These trends, coupled with the area’s rich soil and ability to produce an amazing variety of
produce, create an interesting opportunity for the Willmar Lakes Area to grow more of its
own independent restaurants.
!
What’s more, locally owned restaurants often provide a greater economic benefit than
national chains, who return most of their profit to their corporate offices outside the area.
8http://willmardesigncenter.com/wp-content/uploads/2012/05/DowntownPlan-document-
FINAL.pdf
33
!
Ideas to support this strategy:
!
Expand Ridgewater College’s Hospitality program (currently in Marshall, MN) to
Willmar
Invite top chefs from the Twin Cities to host cooking classes and meet with current
or aspiring restaurateurs in the Willmar Lakes Area, starting in Spicer and New
London
Invite restaurateurs from St. Cloud and the Twin Cities to expand their operations to
the Willmar Lakes Area. If feasible, offer special incentives, e.g. TIF districts, etc.
!
Potential Partners
!
Minnesota Restaurant Association
Hospitality Minnesota
Ridgewater College
Twin Cities Originals
Business groups from New London, Spicer, and the Willmar Lakes Area Chamber of
Commerce
Willmar Design Center
Willmar Mainstreet
Willmar Community Owned Grocery (COG)
Southwest Minnesota Food Network
!
!
34
Goal Four: Develop Next-Gen Leaders
!
Vision: Leaders in the Willmar Lakes Area are multi-ethnic and multigenerational “We
lead together” is the region’s mantra.
!
Quality of Life Indexes Impacted: Social Capital
!
Rationale: As leaders in the Willmar Lakes Area continue to age and retire, a new
generation of leaders—younger and more diverse—will be required to step up. What
is the Willmar Lakes Area’s succession plan?
!
"I don't see anyone stepping up behind me…" This was a common refrain, as community elders
expressed concern for who the region's next generation leaders would be.
!
We think there are several possible causes for this:
!
Style differences: Without realizing it, current leaders often expect next-gen leaders to lead
in the exact same way as they do. When next-gen leaders have a different style, e.g. using
videoconferencing for meetings instead of meeting in-person, existing leaders question the
readiness of their successors.
!
Issue differences: There are some issues that are important to established leaders that just
don't seem as relevant to next-gen leaders. In the Willmar Lakes Area, for example, most
high schoolers, college students, and young professionals don't see the region's diversity as
an issue. Their parents and grandparents do.
!
Lack of Succession Planning: In our meeting with the Willmar Ten, we met a founding
member and his son-in-law. The son-in-law said that his father-in-law "pushed" him to get
involved and take leadership in the community. How many of our companies and
organizations have a CEO who pushes their next in command to get involved in the
community?
!
That said, residents had several ideas on how to develop next gen leaders, including:
!
!
Strategies to Achieve Goal Four
!
4.1 Formal, community-wide mentoring programs
!
These can start as job-shadowing programs and/or be expanded to quarterly breakfasts or
lunches where the mentor and mentee meet to set goals, share ideas, and chart progress.
This is already happening with the area’s young professionals group, neXt, which started in
35
October 2013 with 20 participants and four mentors. What if every current leader in the
Willmar Lakes Area mentored two younger people who could be their possible successors
on school boards, city government, nonprofit boards of directors, etc?
!
4.2 Latinos, East Africans, and members of NeXt to serve on local boards
!
Many of the region’s civic, elected, and nonprofit boards will benefit from greater diversity.
Yet, board seats should be earned based on experience and ability to serve. By matching a
board-preparation program with a database of community governing boards, the region will
take an important step forward in fulfilling the vision inherent in this goal.
!
Best practice: Ready2Serve is a program sponsored by the Omaha Chamber of Commerce.
It connects individuals for volunteer leadership opportunities with boards, committees and
councils interested in recruiting new talent. http://www.ready2serveomaha.org/
!
4.3 Launch a boot camp for aspiring elected officials.
!
Whether they’re planning to run for the school board or the County Commission, next-gen
leaders need to know what’s expected and how to win.
!
Possible Partners
!
United Way of West Central Minnesota
Willmar Area Community Foundation (tentative)
Service clubs throughout Kandiyohi County
League of Women Voters
!
Resources
!
Leadership Perspectives program offered through the Willmar Lakes Area Chamber
of Commerce, http://www.willmarareachamber.com/page.php?ci=25
Blandin Foundation’s Community Leadership Program, http://
bclp.blandinfoundation.org/
36
Parents United Boot Camp, http://www.parentsunited.org/wp-content/uploads/
2012/02/newsletter-fall20111.pdf
!
4.4 Utilize the region’s retirees and elder population to assist in the area’s
greatest challenges
!
It’s not just younger people who need to feel involved and valued; our community’s elders
have rich stores of experience and time to offer our community. Wherever possible, elders
must also serve on community committees, volunteer in our schools, and assist our first-
generation populations in their transition and assimilation.
!
!
37
CONCLUSION
!
Imagine…a region where leaders of all backgrounds and ages work seamlessly together.
!
Image…being on the cover of Minnesota Business year after year for your success as a
great place to start and grow a business.
!
Imagine…your relatives calling you and asking, “Did I see you on the evening news?” or
coming home through the Minneapolis airport and having people say, “Oh yea! I’ve seen
your region in the news…!”
!
Achieving any of the four goals of Vision 2040—to invite Newcomers to relocate to the
Willmar Lakes Area, to strengthen the region’s occupational diversity, to develop more
“Things to Do,” and to develop next-gen leaders—will have a positive and lasting impact on
region.
!
In combination, they will transform the region, making it an even better place for our kids
and grandkids to live, work, play, and learn. This is a remarkable vision, your vision.
!
It has been our pleasure to work with you.
!
We believe in you,
!
Rebecca Ryan
Marti Ryan
Charlie Grantham
!
!
38
CREDITS
!
You’ve heard the Margaret Mead quote, “Never doubt that a small group of thoughtful,
committed citizens can change the world…” Well, the Vision 2040 Steering Committee was
that small group of committed people. They include:
!
Ron Erpelding, Retired, Group Facilitator
Dr. Doug Allen, President, Ridgewater College
Dean Anderson, Retired, Willmar Area Community Foundation
Sara Carlson, Executive Director, Willmar Area Community Foundation
Mary Ann Doyle, President, Bremer Bank and Chair, Willmar Lakes Area Chamber of
Commerce
Bruce DeBlieck, Willmar City Council
Kevin Halliday, City of Willmar
Jay Halliday, NeXt, Nova-Tech Engineering
Wes Hompe, General Manager, Willmar Municipal Utilities
Larry Kleindl, County Administrator, Kandiyohi County
Jerry Kjergaard, Superintendent, Willmar Public Schools
Harlan Madsen, Kandiyohi Board of Commissioners
Abidirzack Mahboub, Founder, West Central Interpretive Services
Gary McDowell, Administrator, Family Practice Medical Center of Willmar
Renee Nolting, Executive Director, United Way
Pablo Obregon, Pact for Families Collaborative
Steve Renquist, Director, Kandiyohi County and City of Willmar Economic
Development Commission
Joanna Schrupp, MinnWest Technology Campus
Pat Solheid, Vice President, Jennie-O Turkey Stores
Charlene Stevens, City Administrator, City of Willmar
Terry Tone, Administrator, Affiliated Community Medical Centers (ACMC)
Ken Warner, President, Willmar Lakes Area Chamber of Commerce
!
In addition, the following people helped us in large and small ways, from meeting with us to
responding to our emails for more information to telling us where to camp when we came
for a visit. We appreciate their time and commitment and have listed them in no particular
order:
!
39
Bob Dols, Northern States Supply Inc.
Jason Duininck, Duininck Construction
Dick Hoagland
Steve Ammerman, Kelly Boldan and David Little at the West Central Tribune
Les Heitke
Ken Behm and other members of the “The Willmar 10” – a group of developers in the
Willmar Lakes Area
Dion Warne, Home State Bank
Donn Winckler, Mid-Minnesota Development Commission
Ben Winchester, Research Fellow, University of Minnesota
Jim Sieben, Nova-Tech and MinnWest Technology Campus
Tom Gilbertson, Gilbertson Management Group
Bev Ahlquist, K-95.3, The River 97.3, and KDJS 1590 AM
!
!
We consulted the following strategic plans, to minimize redundancy and encourage
synergies between Vision 2040 and all the other good work that’s happening in the Willmar
Lakes Area:
!
Willmar Municipal Utilities Organizational Assessment, prepared by Springsted, May
2012
Demographic and Education Profile: Kandiyohi County, prepared by Wilder
Research, October 2012
Buffalo Commons Research, prepared by Dr. Randy Cantrell, University of Nebraska
Willmar Lakes Area “Expect Great Things” Marketing Strategy, prepared by
Johnson Group Marketing
City of Willmar’s Plan, prepared by the Willmar Design Center, May 2012
City of Willmar Organization Review Recommendations Report, prepared by
Brimeyer Fursman, LLC, 2013 and Mayor Yanish’s response, “Option C.”
United Community Assessment of Needs “UCAN” prepared by wilder Research,
January 2008
Willmar Liquor Licenses: True or False, prepared by the Willmar Lakes Area
Chamber of Commerce, April 2012
Phase One and Phase Two Reports: Kandiyohi County Organizational Reviews, June
and September 2012
Willmar Public Schools 2013 Strategic Plan
40
RESOURCES
!
The following resources have been mentioned through this report. Unless otherwise
indicated, they are available at this Dropbox link: https://www.dropbox.com/sh/
26rn1mle2spm4iu/Xw_uYg7PPy
!
Alcatel Lucent Smart Cities Market Opportunity
“Brain Gain in Rural Minnesota” – a terrific website to help the Willmar Lakes Area
understand who the “Newcomer” target market is, what’s effective in attracting and
retaining them, and more: http://www1.extension.umn.edu/community/brain-gain/
Cisco Smart Cities Framework
Continuing the Trend: The Brain Gain of Newcomers – A Generational Analysis of
Rural Minnesota Migration, 1990-2010
Minnesota Broadband Providers by County
Rewriting the Rural Narrative for Newcomers
Willmar’s Quality of Life Summary Report
Vision 2040’s home page: http://willmarlakesarea2040.com/
“One Wish” Chalkboard Ideas by Category
When Race Colors the Prairie: White Residents Responses to Immigrants of Color
A New Age of Immigrants published by the Minneapolis Foundation
!
!
41

Vision 2040: A Plan For The Willmar Lakes Area

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Vision 2040 | A Plan for the Willmar Lakes Area

Manufacturing, Educational Services, and Retail Trade.

5 Demographic and Education Profile: Kandiyohi County, October 2012.

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