Ron Zeigler, CEO & President, Community and Economic Development Associates

In an interview with Invest:, Ron Ziegler, CEO and president of Community and Economic Development Associates (CEDA), talked about the organization’s efforts to support rural communities in the upper Midwest through initiatives like the Rural Capacity Program and workforce development. CEDA helps businesses with expansion, downtown revitalization, and succession planning, while promoting trades careers for students, he added.

When looking at CEDA’s work, which programs and services are driving growth?

Community and Economic Development Associates is a 501(c)(3) nonprofit organization. Our mission is to assist businesses in rural communities across Minnesota and five other states in the upper Midwest. We have 48 team members dedicated to helping different businesses throughout the region.

Several of our programs are key drivers of growth, including our community support programs, small-business assistance initiatives, grant writing, and management services. One of our most exciting initiatives is the Rural Capacity Program, which assists 18 small communities in Minnesota. This program provides technical assistance services and a $15,000 stipend to help these communities launch new programs. We’ve also been involved in downtown revitalization and manufacturing expansion efforts. Our goal is to position the counties and communities we serve for long-term growth.

Many state programs are designed for metropolitan areas or larger cities, which leaves smaller, rural communities underserved. At CEDA, we focus on these rural areas, ensuring they have a “swing at the plate,” so to speak, by providing them with the support they need to thrive.

What are the primary industries or sectors fueling growth in rural Minnesota?

Rural Minnesota has a diverse economy. While agriculture remains a cornerstone, with cattle farming and crops, there are many other sectors making significant contributions. Manufacturing, for example, provides a lot of jobs, and there is growth in areas like childcare services and housing development, including subdivisions. These emerging sectors are vital for the future of rural communities.

What incentives can rural Minnesota offer to revitalize communities and attract investment?

Rural Minnesota offers several traditional incentives, such as tax increment financing (TIF), tax abatement, and other programs available through the Department of Employment and Economic Development (DEED). However, what really sets rural Minnesota apart is the strength of its workforce and the high work ethic that residents bring to the table. Additionally, the quality of life in rural areas, combined with relatively low land costs, can be a significant draw for businesses. Rural Minnesota has the potential to compete with most other regions in terms of attracting investment.

How do you collaborate with local governments to revitalize rural Minnesota?

CEDA has been around for 38 years, and while we started as a grant writing and administration company, we’ve evolved to become more proactive in our approach. Instead of reacting to opportunities, we take the initiative and embed staff members in communities to help build long-lasting relationships. We work closely with local governments, businesses, and stakeholders to identify needs and develop strategies for growth. Unlike some private consulting firms that come in for one project and leave, we’re here for the long term, continuously connecting the dots and providing resources as businesses grow and expand.

How do you develop your community support programs?

We tailor our community support programs to each specific community, as every situation is unique. Typically, we start by meeting with local stakeholders one-on-one to understand their priorities. We then create a work plan that acts as a roadmap for addressing their key challenges. The process also involves developing specific, actionable goals, such as addressing the housing shortage by creating market-rate workforce development housing projects. Once we have clear goals, we conduct housing studies to demonstrate need and bring investors on board. This approach allows us to create real, measurable impact in the communities we serve.

What are the primary challenges CEDA is experiencing?

One of the challenges we face is that each community requires a unique approach. A key part of my role is instilling in our team the importance of preparing communities for development. Infrastructure readiness is critical; communities need to understand what developers require to make projects happen, and we help them position themselves for success. Ensuring communities are well-prepared is a major factor in attracting investment and development.

What workforce development initiatives are you implementing?

Workforce development is a critical focus for us. We’ve been collaborating with the South Central Service Cooperative to provide workforce development options and opportunities for schools. We’ve also received funding from the Perkins Foundation to support these initiatives. Our goal is to expose high-school students to career options in the trades, showing them that they don’t need to attend a four-year college to have a successful career. Jobs in the trades can pay anywhere from $30,000 to $60,000 a year, with no student debt. We want students and their families to understand that these jobs involve sophisticated machinery and offer excellent career paths. By promoting these opportunities, we hope to change perceptions and encourage more students to consider trades as a viable career option in their own communities.

What is your outlook for CEDA over the next two to three years?

Last year, our organization received a philanthropic donation of $1 million, which will allow us to expand our reach across the rest of Minnesota, Wisconsin, and eventually Illinois. Our long-term goal is to become a regional development force in the Upper Midwest. When I joined the company 20 years ago, I was the sixth employee, and now we have about 48 staff members. I expect that number to grow by at least 10 in the near term.

One of the key challenges we see in rural downtowns is succession planning. As business owners age, many don’t have successors to take over their businesses, which can harm the local economy. We’re focused on helping businesses with succession planning to ensure that these communities don’t lose vital businesses when owners retire. Providing education and resources for both businesses and communities will be crucial for ensuring long-term success and growth.