Comprehensive Economic Development Strategy Counties: Mason  Peoria  Tazewell  Woodford

Economic Development Council for Central Illinois

September 2012

100 SW Water Street  Peoria, Illinois  61602  ph 309.495-5900  fax 309.676.7534

Table of Contents

Executive Summary ...... pages 3-5

Background ...... pages 6-26

Economy ...... pages 7-16

Population ...... page 17

Geography ...... page 18

Workforce Development ...... page 19

Transportation Access ...... pages 22-24

Resources ...... pages 24-25

Environment ...... page 26

Other ...... pages 26-27

Analysis of Economic Development Problems & Opportunities ...... pages 27-55

CEDS Goals & Objectives ...... pages 56-58

Community and Private Sector Participation ...... pages 59-64

Strategic Projects, Programs & Activities ...... pages 65-73

Vital Projects ...... pages 66-67

Suggested Projects ...... pages 67-73

CEDS Plan of Action ...... pages 74-77

Performance Measures ...... pages 78-79

Appendix ...... pages 80+

Comprehensive Economic Development Strategy

Executive Summary

September 2012

100 SW Water Street  Peoria, Illinois  61602  ph 309.495-5900  fax 309.676.7534

Executive Summary

This Comprehensive Economic Development Strategy (CEDS) is the result of a planning process designed to enhance the economic growth of the Central Illinois Region. The Central Illinois Economic Development District (EDD) consists of Mason, Peoria, Tazewell and Woodford Counties. The purpose of the CEDS is to establish a process that will help create jobs, foster more stable and diversified economies, and improve living conditions. It provides a mechanism for coordinating the efforts of individuals, organizations, local governments and private industry concerned with economic development.

In 1994 the "District Overall Economic Development Plan" for Mason, Peoria and Tazewell Counties was created. That Tri-County District (OEDP) Overall Economic Development Plan was overseen by the OEDP Board made up of 15 community leaders from the 3 Counties. In 2003 the first district CEDS Report was prepared for those same 3 counties. In 2004 a request to add Woodford County to the EDD was approved and a new CEDS was prepared. Subsequent to that is the region's most recent CEDS enacted in 2007.

This CEDS document: • Presents the Region’s goals and strategies • Describes the challenges, opportunities, and resources of the Central Illinois Region • Details the demographics, infrastructure, and natural resources of the Region • Establishes priority programs and projects for implementation

Title 13, Chapter 3 of the Code of Federal Regulation identifies a CEDS as a requirement to apply for assistance under the Economic Development Administration’s (EDA) public works and economic adjustment programs. Since the original Public Works and Economic Development Act (PWEDA) was enacted in 1965, economic development planning has been a key element in achieving EDA’s long term goals. The Overall Economic Development Program (OEDP) process was what made EDA a truly effective federal/local partnership, resulting in the creation of over 320 Economic Development Districts (EDD) around the country, of which Central Illinois is one. The CEDS continues that partnership, and the basic process established to prepare and maintain the OEDP continues as Central Illinois has undertaken the CEDS process.

EDDs, such as Central Illinois, play a key role in local economic development. Instead of having to respond to individual requests from over 2,000 eligible county economic development organizations around the nation, EDDs assist the EDA in establishing regional priorities for projects and investments. These multicounty or other regional planning organizations are governed by boards comprised of local elected officials and private sector representatives from cities, towns and counties.

This CEDS document is made readily accessible to the economic development stakeholders in the community. In creating the CEDS, there is a continuing program of communication and outreach that encourages broad-based public engagement, participation and commitment of partners. The general public, government decision makers, and business investors are able to use this document as a guide to understanding the regional economy and to taking action to improve it. The strategy takes into account and, where appropriate, incorporates other planning efforts in the community.

Comprehensive Economic Development Strategy

Executive Summary

This CEDS document is a transitional document for the region. Inasmuch as the EDA may be adopting new guidelines for the CEDS reports, this report will likely be modified to be consistent with those standards. In addition, this region is undergoing changes with respect to how regional economic development will be implemented in the future. Those changes are the result of a large public involvement process. This report reflects some of those ongoing changes.

Comprehensive Economic Development Strategy

Background

September 2012

100 SW Water Street  Peoria, Illinois  61602  ph 309.495-5900  fax 309.676.7534

ECONOMY

Brief History

The Economic Development District currently includes four counties: Mason, Peoria, Tazewell and Woodford. Additionally, the Economic Development District is currently undergoing a boundary modification request to include Logan County. The Logan County comprehensive plan is included in the appendix for reference. A current overview of each county is described below, followed by a brief regional district history.

Mason County is bordered by the Sangamon and Illinois Rivers, the county is well situated for industry as well as agriculture. With its fertile soil, the county has been recognized as one of the leading agricultural areas in Illinois. Since the advent of irrigation, farmers have diversified into many specialty crops such as popcorn, melons, green beans, peas, and pumpkins--earning the county title: "The Imperial Valley of the Midwest."

Five barge terminals line the banks of the Illinois River to facilitate the movement of the agricultural products to their destinations. The county's transportation needs are further served by the intersection of seven major highways and the Union Pacific Railroad and the Illinois Midland Railway. Industries include Illinois Power, Walker Industries, and many agricultural support businesses.

The largest community within Mason County is Havana, the County seat, with a population of 3,301. Mason County encompasses 563 square miles and has a population of 14,656, according to the US Census data.

The landscape of the county is dotted with nine incorporated municipalities, each with its own special history and heritage. Mason County is also home to the Jake Wolf Memorial Fish hatchery, Chautauqua National Wildlife Refuge, Sand Ridge State Forest, Mason State Tree nursery, and the Sanganois Conservation Area.

They offer unique shopping areas, historic homes, fine schools and churches, and a full schedule of festivals and celebrations throughout the year. Excellent medical services are available through the Mason District Hospital, the Mason County Health Department, two modern nursing homes, and a variety of clinics, doctors, and other medical professionals. Many recreational opportunities are provided through the county's four park districts, two golf courses, and numerous areas for hunting, fishing and camping. Mason County has a rich historical heritage which is to a large degree still preserved in the architecture, the landscape, and even the lifestyle and the memories of its citizens.

Peoria County combines big city assets with a small town lifestyle and is an attractive location for new businesses. The region's central location and moderate population encourage local economic growth and support a variety of recreational and cultural opportunities.

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Naturally, residents and visitors alike equate Peoria with Caterpillar Inc., but the region also boasts the USDA's National Center for Agricultural Utilization Research Lab, a renowned medical community with the only Level 1 trauma center in Central Illinois, and many innovative high-tech firms. The region spends more than $100 million annually on research and development, and is experiencing over $1 billion in new construction. The Peoria Next Innovation Center, a technology business incubator, is leading the region’s transition from a manufacturing economy to an innovation economy.

Peoria County offers affordable housing, quality education, and unique cultural experiences. Housing in the area includes riverfront property, comfortable homes in cozy neighborhoods, and secluded country living. The County's 18 public school districts have a current enrollment of more than 28,000 and boasts a graduation rate of 87.8%, 18% higher than the national average. A number of private schools are also located in the County. The region is home to Bradley University, Illinois Central College, Robert Morris College, Midstate College and the University of Illinois College of Medicine. Cultural enthusiasts can watch quality performing arts, visit fine art galleries and experience local and regional museums.

The largest community in Peoria County is the City of Peoria, the County seat, with a population of 115,007.

Peoria County encompasses 629 square miles running 32 miles north/south and 28 miles east/west. This expansive county offers a variety of recreational opportunities for all ages. Outdoor enthusiasts can explore the Illinois River, which carries in excess of 39 million tons of freight through the County each year and offers boating, fishing, and water sports; Wildlife Prairie State Park, a 2000 acre zoological park with wolves, bison, cougar, elk and much more; Jubilee College State Park, 3500 acres with horse, bike and walking trails, a fishing pond, camping and more; and 9000 Peoria Park District acres that include five public golf courses and Glen Oak Zoo. Peoria is also home to two professional sports teams and hosts many youth sporting events and tournaments throughout the year.

Tazewell County is located on the Illinois River adjacent to Peoria and part of the Peoria-Pekin Metropolitan Statistical Area, which has an estimated population of 352,164. Tazewell County was established in 1827 and has a population of 135,394, according to 2010 U.S. Census data, encompassing 658 square miles of which 649 square miles is land and nine square miles is water. The largest community in Tazewell County is Pekin, the County seat, with a population of 34,094. Tazewell County also contains 15 other incorporated communities, with populations ranging from a few hundred to more than 23,000. Tazewell County offers something for everyone, with a strong commitment of maintaining a high quality of life and friendly communities.

Tazewell County provides a hometown feel in the middle of a growing, progressive region with a strong employment base and plenty of amenities to complement the rural landscape. Individuals can enjoy the services and benefits of traditional urban services and the peaceful, quiet countryside of rural life.

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Agriculture is an important component of Tazewell County’s history and economy and it is ingrained with the County’s identity and way of life. Seventy-eight percent of the County’s land area consists of farmland, and agriculture is poised to remain one of the County’s defining industries. The flat fertile fields, wooded slopes, ravines and forested riparian areas contribute to a diverse landscape that provides many benefits to residents of the county.

Woodford County is located northeast of Tazewell County and runs along the Illinois River. The largest city is Eureka, the County seat, has a population of 5,295. Population has increased in Woodford County over the past ten years.

Woodford County is situated in rural central Illinois, with the Illinois River and the City of Peoria to the west, and the cities of Bloomington/Normal to the southeast. This convenient location allows residents to enjoy the quiet, rural setting of the County while taking advantage of quick commutes to either Peoria or Bloomington. With 14 Incorporated Communities, the County offers a wide range of recreational activities and amenities, which include Woodford County Conservation Area, Metamora Fields Golf Course, Eureka Lake, with its 240 acre park, and countless others.

Woodford County offers not only a diverse workforce but a diverse landscape both rich in history and convenient amenities. While the largest industries are healthcare, manufacturing and education, the area is rich in agriculture as well. The area is home to Eureka College, college home of President Ronald Reagan and Historic Metamora Courthouse, where Abraham Lincoln and a host of distinguished Illinois lawyers and judges held court several times each year. The region also hosts the Mennonite Heritage Center and the Chief Black Partridge monument. As the County continues to grow, it strives to provide its residents with a quality of life and services that are second to none. With a strong foundation of excellent schools, quality, convenient healthcare, community pride, and innumerable amenities, Woodford County is a desirable place to live and work.

Encompassing 543 square miles, Woodford County has a population of 38,664.

Logan County is south of Tazewell County and east of Mason County. With a population of 30,305, according to the 2010 Census has decreased 2.8% since 2000. The county has a total area of 618.93 square miles. Its largest city is Lincoln, the County seat, has a population of 14,504. The economic development district has requested a boundary modification to include Logan County, due to the similarity in economic development challenges and opportunities as shown in the comprehensive plan included in this CEDS appendix.

Comprehensive Economic Development Strategy

Economic Development District

By 1900, Peoria was known as the “Whiskey Capital of the World”. The combination of a fresh water spring, large harvests of corn, and great transportation made this all possible. Since then, with its natural and man-made resources, the area has developed other industries, like coal mining, that the region has seen come and go.

One industry, heavy machine manufacturing, still remains in the area after starting in the early 1900’s. The Central Illinois region was the center of activity in the steam traction and threshing machine business. Its central location, fertile farmland, good rail/waterway transportation, and available skilled labor supply made it an excellent location for large scale machinery manufacturing and agricultural production.

The original site of Colean Works, acquired for the manufacture of the first crawler tractors, is now part of Caterpillar Inc.’s East Peoria plant. Caterpillar Inc., the area’s largest employer, employing over 17,000, has not only expanded its facilities over the years throughout the area and the state, but also in dozens of communities throughout the United States and several foreign countries. The region’s growth over the years has been directly affected by Caterpillar’s growth. However, relying on one major employer and one industry also led to difficult times during slowdowns in the manufacturing industry. In the late 1970’s and early 1980’s the local economy declined. This decline was attributable to a nationwide recession, a declining heavy-equipment market share due to foreign competition, and the resulting layoffs of workers from suppliers dependent upon the heavy equipment industry.

Agriculture has always played a major role in the local economy. The region is located in the heart of a very fertile agricultural are ideal for growing various products and is also home to the National Center for Agricultural Utilization Research (NCAUR). NCAUR, commonly called “the Ag Lab”, is the largest of four USDA-ARS federal utilization centers and a world-class bioscience research facility. Its laboratories have developed several important products including developing the mass production of penicillin.

In the mid 1980’s and the 1990’s the agricultural community were adversely impacted by a number of events: a rapid increase in land costs followed by a rapid decline in those same land costs; rising fuel costs; and due to high productive yields, the area’s agri-business is heavily dependent on the export trade of its products which have been effected by international relations. With recent prices for corn and soybeans, the agricultural economy has thrived, yet yields can be subject to weather shifts which can present risk to this economy.

Despite signs of economic recovery in the region, the EDD has lost over 2,000 jobs in the past 16 months, and has not yet regained all the jobs lost in the 2009 recession. According to the Illinois Department of Employment Security, the region lost 6,100 manufacturing jobs from 2008-2010, but only recovered 1,400 of these jobs by the end of 2011. Full recovery and growth will be the focus of this five year segment strategy.

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Unemployment

Unemployment Rates 2000-2011 As mentioned previously, Peoria, Tazewell, and Mason Counties saw Year Mason Peoria Tazewell Woodford Illinois economic problems in manufacturing 2011 10.7 9.5 8.3 7.0 8.9 and agriculture during the 1970’s 2010 12.7 11.0 10.2 8.3 9.6 through 1990’s, causing 2009 12.1 10.8 10.4 8.1 9.3 unemployment. Starting in 1996, 2008 8.0 5.9 5.4 4.4 5.8 unemployment rates declined. 2007 6.9 4.9 4.5 3.6 4.6 2006 6.1 4.5 4.0 3.3 4.6 As seen in the table, Mason County’s 2005 6.9 5.1 4.8 3.9 5.1 unemployment rate has always been higher than the State of Illinois’ 2004 8.0 5.9 5.5 4.4 5.5 average. 2003 8.2 6.5 5.9 4.7 6.0 2002 7.3 6.0 5.4 4.2 5.8 The highest unemployment, as 2001 6.4 5.1 4.7 3.7 4.7 expected, occurs in the first three 2000 5.9 4.5 4.1 3.5 4.0 months of the year and the lowest in Source: Illinois Department of Employment Security September, October, and November. These three months also benefit from the number of individuals returning to school in the fall. While the National Bureau of Economic Research defined the national recession as December 2007 through June 2009, the Economic Development District saw increases in unemployment through 2010 with a slight decline in 2011. Mason, Peoria and Tazewell County had unemployment rates above 10% and well above the Illinois average. The manufacturing industry suffered huge losses during this time, which is reflected in the high unemployment rates in the four counties.

Past strategies have concentrated on increasing the diversity of economies. The region has transitioned from a primarily manufacturing and agriculture based economy to a diversified economy including growth in health care and transportation industries. This diversity increases EDD opportunity for growth. Due to this diversity, the region has seen a shorter duration and severity of recessionary periods. This presents an opportunity for overcoming the challenges in urban and rural areas.

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Homelessness

Under the Leadership of former Congressman Ray La Hood, a task force was established to evaluate, research and develop a local plan to end chronic homelessness. The Task Force was directed to have a formal plan in place by 2016. The statistical data shown in the formal plan identifies the critical nature of homelessness and how it affects all segments of our overall economy. In recent years, the Heart of Illinois Homeless Continuum of Care, through its grant process with HUD, outlined regional goals and objectives for assisting in ending homelessness. These are outlined in the document located in the appendix. The primary goal is that within 10 years of the development of the plan, all individuals and families facing chronic homelessness will have access to a coordinated array of housing options and support services that will enable them to secure and maintain decent, safe, sanitary and affordable housing

New Home Sales

According to the Peoria Area Association of Realtors, in the Greater Peoria area, home sales in 2011 decreased to 4,292, down 89 home sales from 2010 and almost 2,000 from 2006. The average sale price of homes decreased from $137,509 in 2010, to $137,056 in 2011.

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Median Household Incomes

The Census data showed that Peoria, Tazewell, and Mason counties all had lower median household incomes than Illinois’ average in 2000 and 2010. The entire region would benefit from the creation of new businesses and higher wage job development. Peoria County saw an increase in median household income, but the rate of increase was much slower than the state’s.

Median Household Income

2000 2010 Peoria $39,978 $42,461 Mason $35,958 $49,797 Tazewell $45,250 $54,232

Woodford $51,394 $65,890 District $42,369 $52,603 Illinois $46,590 $55,735 2000 data source: Census 2000. 2010 data source: 2006-2010 American Community Survey 5-Year Estimates

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Sources of Personal Compensation & Real Wage Trends

The following slides show sources of personal compensation by district and by individual counties as well as the State of Illinois and the US.

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The following slide reviews District real wages and reviews individual county forty-year historical levels.

Poverty

Poverty levels in the County of Peoria, at 10.3%, are % of Families in Poverty higher than the state average of 9.2%. Mason County has Peoria 10.3% the highest poverty levels in the area at 13.8%. The high Mason 13.8% poverty levels show the lingering effects of the recession Tazewell 6.3% in the area as well as continued distressed areas within the Woodford 4.9% region. District 9.2% Illinois 9.2% Source: 2006-2010 American Community Survey 5-Year Estimates

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POPULATION

Compared to the State of Illinois, Mason and Peoria Counties had considerably less Population Change 1990 - 2010 population growth over the past years. 2000-2010 Mason County actually declined in % population, thus incurring negative 1990 2000 2010 Growth growth. Woodford County and Tazewell Mason 16,269 16,038 14,666 -8.555% County saw an increase in population. Peoria 182,827 183,433 186,494 1.669% Tazewell 123,692 128,485 135,394 5.377% Official projections of Central Illinois’ Woodford 20,506 35,469 38,664 9.008% prime working age population (i.e. ages 16 District 343,294 363,425 375,218 3.245% to 64) show extremely slow growth for the 11,430,602 12,419,293 12,830,632 3.312% st Illinois first two decades of the 21 century. Source: Census

The following slide provides a breakdown of current population demographic makeup by county and median age:

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GEOGRAPHY

Mason, Peoria, Tazewell and Woodford counties are located in Central Illinois along the Illinois River, midway between St. Louis and Chicago. The most prominent physical feature, besides the Illinois River and the adjoining bluffs, is the gently rolling topography that rises up from the river valley and transforms into a relatively flat, rich farmland throughout the remainder of the Counties.

Peoria County, with the City of Peoria, is the hub of the Central Illinois region, located on the west coast of the Illinois River in Central Illinois. The City of Peoria is the largest city, with a population of 115,007. The City of Peoria has been recognized as an “All American City,” a test city that had demographics proportional to the nation. The downtown City of Peoria is the business, financial, governmental, and legal hub for the metropolitan area and enjoys excellent road access to and from residential and shopping locations. Downtown Peoria is adjacent to the riverfront, which is a major attraction for in-town activities and tourist events.

Tazewell County is located southeast from Peoria County across the Illinois River. Like Peoria County, Tazewell enjoys a unique topography, with river bluffs rising from the Illinois River. The City of Pekin, located in Tazewell County, is the second largest city in the region with a population of 34,094.

Woodford County is located northeast of Tazewell County and runs along the edge of the Illinois River. The largest city is Eureka, with a population of 5,295.

Mason County is southwest of Tazewell County, and also borders the Illinois River. To the south it is bordered by Sangamon Salt Creek. Mason County is more rural in comparison to the other two counties. Its largest city is Havana with a population of 3,301

WORKFORCE DEVELOPMENT

At the height of the recession, the unemployment rate in central Illinois was about 13 percent, translating to over 26,000 unemployed workers. While the recession created a temporary talent surplus, as it begins to recede, the reality of short- and long-term talent shortages in key economic growth sectors has become apparent. Today, our unemployment rate is about half that of 2009, at 7.1 percent—still unacceptably high—but the workforce trends predicted 10 years ago are becoming more apparent.

Nation-wide we are seeing a decline in potential workforce, especially with increased technological skills that are needed in this knowledge based economy. The recent Harvard study, “Pathways to

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Prosperity”, is especially telling for our manufacturing, health care, and skilled trades economies. An increase in STEM (Science, Technology, Engineering, and Mathematics) skills is critical for our future workforce. Companies are forecasting a need for higher vocational skills that may not always need a college education.

A workforce pipeline is of top priority for local manufacturers, including K-12 skill cultivation and a more current bridge program for under-skilled workforce. Health care and skilled trades are also seeing gaps. Increased gaps in the young professional labor force pool continue to be a high priority as well. This demographic segment continues to bleed outside to major metropolitan areas. Those who come to our colleges and universities for degrees sometimes leave the area for larger metropolitan areas like Chicago and the surrounding suburbs. Efforts must be made to retain these young professionals with better jobs.

To address these challenges, our region will need to create talent acquisition strategies for emerging growth sectors and their specific industries, and talent development strategies for growing segments of our population. New tools and programs will be necessary to meet these challenges in human capital development. These will include but not be limited to including industry sector planning, workforce gap analysis and talent pipeline development.

In our four-county region, two workforce development offices serve individual and employer needs: the Workforce Network, serving Peoria and Woodford Counties, and Career Link which serves Tazewell and Mason Counties. Both the Workforce Network and Career Link are designed to help fill the gap between the local workforce and businesses by providing employment opportunity information and training in a one-stop-shop.

The publication by Workforce Network called, “Talent Force 21: 2011 State of the Workforce Report”, describes the Peoria MSA workforce issues. A copy is included in the appendix. One slide shows the gap our region is projected to have for jobs requiring an Associate degree or higher. According to the graph, 45 percent of the projected 2018 jobs will require an Associate Degree or higher. Currently, 34 percent of the population bracket of 25 years and older in the Peoria MSA has an Associate Degree or higher.

Comprehensive Economic Development Strategy

Increasing the current workforce skill set as well as increasing our future workforce skill set will be critical to fill the needs of our employers. An estimated 1000 jobs are currently open that could be filled if the workforce talent were currently available. Assuming a $40,000 annual wage, if these jobs were filled, an increased economic output for our regional economy would be $564,014,618 annually.

Impact Summary Total Value ImpactType Employment Labor Income Added Output Direct Effect 1,000.00 $40,140,361 $97,027,246 $419,115,864 Indirect Effect 532.9 $28,203,216 $50,546,875 $91,732,294 Induced Effect 447 $17,848,588 $33,265,895 $53,166,460 Total Effect 1,979.90 $86,192,166 $180,840,017 $564,014,618

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TRANSPORTATION ACCESS

The Peoria, Tazewell, Mason and Woodford county area is excellent for logistics, with river, rail, roads and airport. Access for all four modes of transportation has been instrumental for past and future development.

Infrastructure

The local interstate infrastructure in Peoria and Tazewell Counties is ideal for transporting products both east-west and north-south. Many trucking companies find the area ideal for distribution. Interstates within the three counties include I-74, I-155, and I-474. The area is exploring an eastern expansion of the I-474 bypass to continue the loop through Woodford and Tazewell Counties. This bypass would not only help alleviate traffic congestion along Interstate 74, but would also better connect the eastern counties of Woodford County and Tazewell County to the Peoria County area. Also, new interchanges are needed at Routes 6 and I-74 and I-474.

Recently, Interstate 74 through Peoria and East Peoria experienced a significant upgrade and reconstruction. This $500 million project, called Upgrade 74, was the largest highway construction project in downstate Illinois. The project involved completely removing and replacing an 8.6 mile stretch of I-74 between the western edge of Peoria and eastern outskirts of East Peoria, as well as the improvements of several miles of auxiliary roads near the interstate. Newly reconstructed I-74 features new overpasses, all new pavement, and safer entrance and exit ramps. The project included new, brighter lighting for safety and new landscaping for beautification.

Other major routes include US Routes 24 and 136, and State Routes 9 and 29. All of these major routes need expansions in order to accommodate the increase in traffic on their roads. Road improvements are also badly needed in the growth cells of northwest Peoria. See the appendix for long range transportation plans.

River and Rail

River and rail transportation capabilities have played a key role in the development and growth of local industry. The Illinois River runs alongside all four counties. In the mid 1800’s, several steamboats a day passed through the area using the Illinois River on their way to and from St. Louis and Chicago. At the same time, the advent of railroad expansion gave farmers a new market for their products, brought in manufactured goods from eastern factories and, most of all, provided transportation. Trips that used to take days could now be accomplished in hours.

The prominence of rail is still evident today. The Tazewell & Peoria Railroad, located in Creve Coeur and East Peoria, operates the largest switching and classification yard in Central Illinois, having in excess of 100 miles of track with the capacity of 2500 cars. Transfer facilities move products from rail to barge and rail to truck. Local Class 1 Railroads include Norfolk Southern, BNSF, Union Pacific and Canadian National. Regional Railroads include Iowa Interstate, Illinois & Midland, Keokuk Junction and Toledo, Peoria & Western.

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The Illinois River, with its nine-foot channel depth, is navigable year round. Barge traffic moves north to Chicago with its link to the St. Lawrence Seaway and south to the Gulf of Mexico. The latter route is critical for the movement of agricultural products such as corn and soybeans to world markets via deepwater ports on the Gulf Coast. The 2014 completion of the huge Panama Canal widening project will enable the world’s largest vessels to reach Gulf ports from Asia for the first time, opening up new options for transportation of finished goods to and from the Peoria region. A new U.S. Maritime Administration report has demonstrated how barge lines can profitably carry finished goods, including ocean containers and heavy equipment, between Peoria and the Gulf, thereby removing significant freight traffic from the clogged interstate highway system.

Barge activity through the Peoria Lock and Dam was over 33.6 million tons in 2001. Peoria Barge Terminal, located in Peoria, is a major multi-modal terminal for the state of Illinois. It handles products such as stone, coal, steel, dry or liquid bulk, provides warehouse service, has a railroad spur on site, and is easily accessed from Interstate 474. Meanwhile, the Heart of Illinois Regional Port District is set to begin construction of a public marine/intermodal terminal facility at Pekin to serve these emerging markets.

Lock and Dam upgrades are critical to continue the regional ability to capitalize on this valuable asset.

Air

The General Wayne A. Downing Peoria International Airport services a market of approximately 1.5 million people within a ninety minute drive of Peoria. In 2011, total passengers for the airport was 513,573, is up slightly from 2010. The Airport experienced a record year in 2008 of nearly 565,000 passengers, but was down the following year due to the recession. Traffic has grown each year since then, and is approaching record levels again in 2012. The Airport set a record in July for the most passengers ever that month. PIA has daily non-stop flights to and from the following ten cities (more than any other downstate location):

Atlanta Chicago Dallas/Ft. Worth Denver Detroit Las Vegas Minneapolis Phoenix/Mesa Punta Gorda Tampa/St. Petersburg

The General Wayne A. Downing Peoria International Airport resides on 3,500 acres with a 10,100 foot fully instrumented primary runway and an 8,000 foot secondary runway. These runways are the largest in Illinois outside of Chicago’s O’Hare International Airport. In 2011, the airport opened its

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new terminal. The 125,000 sq. ft. facility conveniently places ticket counters, baggage claim and rental car desks on one floor for passenger convenience.

Mount Hawley is owned by the Metropolitan Airport Authority of Peoria, which also runs the General Wayne A. Downing Peoria International Airport. The airport was approved to receive state and federal funding that will pay for a 400-foot extension of the 3,600 ft runway. The new construction which should be complete in the fall of 2012 will allow for greater service by turboprop aircraft such as those in use by corporate flight departments and charter operators. It will also provide convenient access to Caterpillar facilities in Mossville.

In 2006, Havana Regional Airport completed a modern eight-hanger building with electric doors. In 2007, the Illinois Aviation Division announced the Havana Regional Airport as the 2007 Class B Airport of the year (for runways less than 4,000 feet).

The Pekin Municipal Airport has the benefits of a larger airport in a more comfortable size. The airport has a 5000 ft. paved and lighted runway.

UTILITIES

Growing communities require utilities be extended to enlarged city limits. These extended utilities will help attract new business prospects to targeted growth areas, and improve the quality of life, as well as create new jobs.

Telecommunications Local telecommunications companies include Ameritech, Cass Cable and Telephone Company, Gallatin River Communications, GTE, McLeod USA, and MTCO.

Electricity Local electric companies include AmerenCILCO, AmerenCIPS, AmerenIP, Commonwealth Edison, and Menard Electric Co-op.

AmerenCILCO’s philosophy towards economic development is more cooperative and involved than the previous company’s. They will partner with regional development organizations and local communities to address needs of rural communities, to expand industrial base, and to provide technical community development support services. Natural Gas Natural gas providers include AmerenCILCO, AmerenCIPS, NICOR, and Panhandle Eastern.

Water With the exception of Peoria and Pekin, public water for the area is provided by municipal owned systems. In those 2 communities, the water is supplied by a private utility, Illinois- American Water Company. Most of the water is derived from the groundwater supply the result of sitting over an excellent aquifer.

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Wastewater Public waste water for the area is processed by local city and village run waste water companies and by local sanitary districts.

Broadband

Many locations in the economic development district do not have broadband access. This decreases economic and educational opportunities for residents. Many of our distressed areas do not currently have access which increases growth gaps for those communities. High-speed internet services and information technology are becoming basic infrastructure requirements for economic viability. Progress is vital to ensure the district continues to create and retain jobs.

ENVIRONMENT Square County Miles The Peoria, Tazewell, Mason and Woodford County region’s topography Peoria 620 is unique with bluffs tracing the Illinois River on the east and west sides. 539 Mason The Central Illinois area was known for abundant resources, even to Native Woodford 528 Americans who rested in the river valley during winters to hunt game and Tazewell 649 fish around the Peoria Lake known to them as Pimiteoui (Pee-Mee-Twee), Source: Census which translates to the "land of great abundance" or "fat lake."

Other natural resources of the river bluff along the Illinois River, like coal, brought mining companies to tap the bituminous coal deposits found near the surface in the hills. Coal mines thrived during the early decades of this century with seven major coal companies employing 250 men and producing some 2,000 tons a day. Two additional abundant natural resources, clay and shale rock, were dug out and used for brick making.

The climate is typically mid-continental, characterized by changeable weather and a wide range of temperatures. The months of June and September are usually the most pleasant, with October and early November being Indian summer. Following are the annual averages:  Maximum temperature, 60 degrees Fahrenheit. Minimum temperature, 41 degrees Fahrenheit;  Precipitation, 36 inches. Snowfall, 25 inches. The seasonal weather changes are in direct correlation to unemployment levels.

OTHER

The Economic Development District includes the four counties of Mason, Peoria, Tazewell, and Woodford. The (Tri-County) Regional Planning Commission includes Peoria, Tazewell and Woodford Counties. The Peoria Metropolitan Statistical Area (MSA), recognized by the federal government, and measured by federal agencies in numerous data sets, includes the five counties of Peoria, Tazewell, Woodford, Marshall and Stark.

Comprehensive Economic Development Strategy

Recently, the Peoria MSA statistics were compared to other metropolitan statistical areas in a competitive analysis, called the “Greater Peoria Economic Scorecard.” The Scorecard is included in the appendix for reference. Seven peer cities analyzed included MSAs of similar size, location other characteristics. The four aspirational cities had MSAs identified as high-performing regions and relatively larger than the peer MSAs. The challenges and opportunities identified in the Scorecard will be addressed in the next section.

Comprehensive Economic Development Strategy

Analysis of Economic Development Problems & Opportunities

September 2012

100 SW Water Street  Peoria, Illinois  61602  ph 309.495-5900  fax 309.676.7534

Analysis of Economic Development Problems & Opportunities

To be increase economic growth for our Economic Development District we must rise above our competitors. The Peoria MSA Scorecard results indicate how the region compares to our peers and aspirational communities. The problem areas must be addressed in order to create economic growth opportunities for our region.

Five key areas of measurement were reviewed to compare our region to top competition. These areas include economic performance, people, livability, innovation and business & entrepreneurship. The categories and sub-categories are listed, along with a graphic that displays the ranking of our MSA compared to the others. Each MSA data set is scored in comparison to the US average of 100. The chart indicates how the Greater Peoria region ranked in comparison to the competitive communities and also as compared to the US average of 100. Data details can be reviewed in the 2012 Greater Peoria Economic Scorecard located in the appendix.

Economic Performance is critical to every region. A strong, vibrant economy leads to improved living standards, job growth, higher wages and more opportunities for all stakeholders Improving economic performance is the ultimate goal for all community leaders. To create the economic performance index, four indicators were analyzed:

 Private sector job growth  Regional Employment  GRP growth  Per Capita Income

Comprehensive Economic Development Strategy

The economic performance index ranked the Greater Peoria region at a level of 132 and as fifth compared to the other communities shown in the chart, below:

Comprehensive Economic Development Strategy

The most important resource in the region is its people. A highly educated and experienced workforce with the knowledge and ability to performe specialized tasks, respond to opportunities and adapt to changing economic environment will result in greater productivity for local businesses and attract new businesses to the area. For this index, four indicators were included:

 Net Migration Rate  Labor Force Growth  Bachelor’s Degrees  Population Ages 20-64

The people index ranked the Greater Peoria region at a level of 134 and as fifth compared to the other communities shown in the chart, below:

Comprehensive Economic Development Strategy

Innovation is the growth engine of an economy. The ability of a community to establish an innovative environment will attract dynamic new businesses to the area, result in high-growth opportunities for local businesses and promote increased entrepreneurship. Residents can expect higher wage jobs, lower unemployment an increased standard of living. For innovation, the four indicators chosen were:

 Science Workers  Terminal Degrees  Number of College Students  Patents

The innovation index ranked the region at a level of 71 and as fourth compared to the other communities shown in the chart, below:

Comprehensive Economic Development Strategy

While the region ranked well compared to its competitors, an index of 71 compared to a US average of 100 indicates this is an area that needs improvement. Pockets of innovation provide opportunity for the region as a whole; however, efforts need to be made to provide opportunity for distressed areas.

For business and entrepreneurship to grow, it is essential for a region to create an environment that is supporti e of local entrepreneurs and entices new companies into the region. This can result in job growth, infrastructure investment and increased living standards. The indicators chosen for this index include:

 Business Density  Concentration of Mid-sized Firms  Establishment Growth  Business Affordability

The business and entrepreneurship index is 135 compared to a US average of 100. Compared to competitive regions, we ranked ninth. While this exceeds the US average, we must increase our ability in these areas or we will lose businesses and jobs to our competitors.

Comprehensive Economic Development Strategy

Livability is a term that describes the attractiveness of a region and how it draws population growth and retention. Indicates included in this index include:

 Living Affordability  Culture  Public Safety  Commute Time  Volunteerism  Healthcare Access

The livability index ranks our region at 115 compared to the US average of 100. This places us at a ranking of fifth compared to our competitive communities.

Comprehensive Economic Development Strategy

Specific to the four county economic development district, the following charts reflect details that are similar to the information found in the Scorecard for the following areas:

 Educational attainment of individuals over 25 years of age  Median earnings by educational attainment  Average wages in selected industry sectors  Employment, wages and forecast growth

Comprehensive Economic Development Strategy

Analysis and implications of employment, wages, and forecast growth for the four county district are as follows:

Mason County

The county is a net exporter of labor with a small and stagnant job base. Commuting patterns indicate strong cross river ties to Fulton, Sangamon & Tazewell Counties. The manufacturing sector is expected to grow, but wages significantly lag the regional average. Agriculture is a significant economy for this county, including businesses such as Sunrise Ag, Monsanto, Cargil, and ADM. Tourism associated with the Illinois River is also significant and an opportunity for growth.

Peoria County

With a highly productive manufacturing sector, the county has growth potential in this area compared to past years. A strong opportunity for growth exists with high skill, high wage, knowledge-based employment. The county is a leader in health care, information, professional, scientific and technical jobs. Retail trade is another regional leading sector.

Tazewell County

Manufacturing is a leading industry sector for this county. Lead by manufacturing, transportation and the public sector, the county has the highest average wages in the region. Retail trade is also a leading sector.

Woodford County

Data and anecdotal information suggest Woodford County is a net exporter of labor to Tazewell and Peoria Counties as well as McLean County. The county is considered a higher wealth bedroom community to these contiguous counties. Manufacturing could be a strong growth sector, although that potential has not yet been realized and sector employment continues to fall.

A recent economic development strategic session, call the Foundation phase, provided an opportunity for regional participants to break into three sessions of concentration for regional economic development. These included:

 Input for regional SMART goals  Establishing a sense of urgency  Quality of Place

In each of these sessions, participants were asked to identify challenges and opportunities. They are as follows:

Comprehensive Economic Development Strategy

Input for Regional SMART Goals: Challenges

 Improve average wages; living conditions  Improve the public education system; meet the needs, not the “standards”  Lack of knowledge based entrepreneur opportunities beyond health care and Caterpillar, etc.  Infrastructure  River siltation  Communication to entire region  Lack of ability for non profits to stabilize financially  Potential loss of military and national guard units  Older neighborhoods have high unemployment  Lack of family recreational opportunities and cultural amenities  Lack of skilled workforce

Input for Regional SMART Goals: Opportunities

 Health care  Manufacturing  Transportation (roads, river, rail, air)  Vibrant art community  Broadband/fiber  Attract and retain young professionals  Agriculture  Educated and talented retiree force looking to volunteer and be involved  Expand skilled labor  Abundant water resources – San Koty Acquifer

Quality of Place: Challenges

 Undereducated workforce  Affordable housing  Lack of vibrant downtown  Lack of emphasis on African-American workforce development  Crime rate  Lack of process inclusion  Communication of business resources, especially for start-ups  Mass transit  Too many governmental entities

Comprehensive Economic Development Strategy

Quality of Place: Opportunities

 Health Care  Illinois River  Good Work Ethic  Central Location  Recreational Opportunities  Access to Education  Agriculture  Rural & Urban Mix  Sense of Community

Sense of Urgency: Challenges

• Minority base is unprepared for the future • Lack of self confidence to empower people to move ‘up’ the economic ladder • No vision – No structured strategic plan • Process for people to participate in • Create a true effective sustainability plan • Need to address our aging population • Individualism of each of the communities • Lack of unified government especially on local levels • Our Quality of Place is unknown from outside and we need “pride” within ourselves • Broadband adoption and utilization

Sense of Urgency: Opportunities

• Broadband • Aging population • Create effective sustainability plan

Additional challenges and opportunities identified for the region include:

Comprehensive Economic Development Strategy

Labor Force Participation

Labor force participation rate is a measurement of the percentage of people over 16 years of age that are actually working compared to the population that could be working. As seen in the slide, below, the Woodford County labor force participation rate is higher than the United States, the State of Illinois and the rest of the Economic Development District while Mason County lags significantly. A low labor force participation rate is usually considered to be a negative indicator of employment opportunity.

Comprehensive Economic Development Strategy

Workforce Pipeline

The prime source of current and future workforce (ages 0-44) have declined dramatically in the last twenty years. In 1990, total population in this age range was 235,138. In 2000, the total population in this age range decreased to 225,511. And, in 2010, the age range declined further to a total of 218,263.

Mason, Peoria, Tazewell & Woodford County Populations - 1990-2010 2010 2010 2000 2000 1990 1990 Age Total Percent Total Percent Total Percent Under 4 24,666 6.6% 23,884 6.6% 24,633 6.9%

5-17 65,280 17.40% 66,964 18.43% 69,221 19.5%

18-24 33,611 9.0% 33,749 9.3% 34,550 9.7%

25-44 94,706 25.2% 100,914 27.8% 106,734 30.0%

45-64 101,326 27.0% 84,820 23.3% 70,433 19.8%

65+ 55,629 14.8% 53,094 14.6% 49,739 14.0%

TOTAL 375,218 100.0% 363,425 100.0% 355,311 100.0%

Thriving communities tend to have a high percentage of young professionals and skilled workforce among their populations. The district falls short in this area and needs to work on strategies to attract, retain, and educate these individuals. The district must address the decline in population for the future workforce. This is a negative implication as existing businesses look to fill jobs in the long term. It also reduces ability to attract new businesses.

Additionally, companies are forecasting a need for higher vocational skills that may require additional certifications and/or associate degrees. To address these challenges, our region will need to create talent acquisition and development strategies for emerging job growth sectors and their specific industries.

Economic Clusters

In addition to the economic challenges and opportunities described previously, ten industries are prevalent within the Economic Development District. The challenges and opportunities in these specific industry segments are described below.

Comprehensive Economic Development Strategy

TECHNOLOGY COMMERCIALIZATION AND INNOVATION

The Central Illinois region is an environment ripe with opportunities for entrepreneurs and business investors. Fueled by multiple knowledge communities and business and discovery forums, the wealth of intellectual property creates an environment where ideas become reality. The research and innovation created through Caterpillar, Inc., the nation’s largest Federal Agricultural Research Services laboratory, the University of Illinois College of Medicine, OSF Health Care, Methodist Medical Center, and nationally-recognized universities and colleges brings together all the necessary components for the successful commercialization of knowledge into products, services, and emerging technologies.

To capitalize on these opportunities, programs should be in place to:

 Develop additional industrial/business parks and technology parks and the needed infrastructure to accommodate private sector business growth.  Strengthen the Small Business and Technical Centers at Illinois Central College and Bradley University as key resources for local start-up and growing companies.  Encourage and support efforts to increase employment and diversify the regional economy through the use of non-revenue producing structures as incubator facilities for start-up and early stage businesses.  Support and develop efforts to develop and improve green technologies.  Promote the development of wind farms technology and agri business.  Foster improved intergovernmental relationships and collaboration.  Support and expand workforce training for expanding and emerging industries.  Analyze ways to support new, existing and emerging industries.  Support existing businesses and encourage and expand opportunities for new businesses.  Assist communities in the region to study and implement incentives which attract new business and diversify the employment base.  Pursue Federal, State and private grants and loans for business expansion projects.  Increase opportunities for capital at each stage of start-up business growth.

INTERMODAL LOGISTICS

No matter where a product is made, it still needs to get to its end user. Moving goods at the speed of today’s marketplace is big business. The logistics industry is growing rapidly, and the jobs that the logistics industry produces are largely non-exportable. In fact, the amount of freight moved into, out of, and within the United States is expected to double within the next twenty years. The Central Illinois region is poised to thrive in this important industry segment, as the region is within one day’s drive of 50% of the U.S. population. Moreover, convenient access to barge, rail, truck and air modes of transportation gives our region a distinct competitive advantage in the industry.

Comprehensive Economic Development Strategy

TransPORT, the region’s port district is a key asset in attracting intermodal logistics to the region. Its purpose is to develop properties or facilities for business entities locating in or expanding within the district and facilitating regional export and import activity.

To capitalize on these opportunities, programs should be in place to:

 Increase the number of non-stop service destinations to better support the growing business, leisure and tourism industries.  Develop additional industrial/business parks and technology parks and the needed infrastructure to accommodate private sector business growth.  Research and promote efforts to address the Illinois River siltation problem and seek participation and funding for solutions.  Work with local governments and companies to identify, inventory and market available land and building sites for commercial and industrial development.  Pursue funding for continued riverfront development including infrastructure upgrades, parking and development of new commercial, residential and office space.  Foster improved intergovernmental relationships and collaboration.  Support and expand workforce training for expanding and emerging industries.  Analyze ways to support new, existing and emerging industries.  Support existing businesses and encourage and expand opportunities for new businesses.  Assist communities in the region to study and implement incentives which attract new business and diversify the employment base.  Pursue Federal, State and private grants and loans for business expansion projects.  Work with AmerenCILCO in regional marketing efforts for specific target industries by providing comprehensive information on industry clusters, contact information and marketing support services.  Maintain and improve existing commercial and industrial areas while promoting new commercial and industrial growth in order to maintain and increase economic opportunities.  Research and expand incentives and eliminate barriers to make the Enterprise Zone more attractive for new businesses and to promote economic development within the Zone.

HEALTHCARE SERVICES

The Peoria area is Illinois’ downstate medical center. Out of the nation’s ten “high growth” occupations, eight of those projected to grow the fastest are in health care services. More new jobs created in the next ten years will be health care than in any other industry. This industry is currently the district’s largest employer.

To capitalize on these opportunities, programs should be in place to:

 Drive policy that engages the district to capitalize on trends in this vital industry.

Comprehensive Economic Development Strategy

 Address workforce pipeline issues for the industry through collaborative efforts between businesses, local community colleges, and workforce development.  Position the district for opportunities related to the Cancer Center  Support efforts to increase the number of training programs, including “train the trainer” programs, for healthcare related jobs.  Support efforts to increase the number of people moving into healthcare related jobs.  Pursue grant and other funding for healthcare training programs.  Support efforts to increase awareness of job opportunities and openings in the healthcare industry.  Support efforts to expand healthcare services and facilities in the region.  Increase access to healthcare services and facilities, especially for those with limited transportation.  Monitor job losses and business closings and help develop strategies to assist affected employees and businesses.  Foster improved intergovernmental and inter-institutional relationships and collaboration.

ENERGY

Green Energy. Wind farms. Biodiesel. Clean coal initiatives. The Midwest stands in an unparalleled position to capitalize on these markets. Innovative policy and incentives at the state and federal level are creating a unique window of opportunity for growth in the energy industry. Our access to high quality grains, robust transportation links, and a powerful workforce make us a prime location for energy industry growth.

To capitalize on these opportunities, programs should be in place to:

 Set policy for plant development for communities.  Lobby state and federal government for additional dollars for projects.  Promote renewable and green energy.  Collaborate with existing agencies and groups currently promoting renewable energy (such as the Illinois Soybean Association, Illinois Renewable Fuels Association, and National Biodiesel Boards).  Capitalize on penny cress opportunities.  Support and develop efforts to develop and improve green technologies.  Promote development of wind farms technology and agri business.  Support and develop environmental protection efforts.  Encourage and support efforts to increase employment and diversify the regional economy through the use of non-revenue producing structures as incubator facilities for start-up and early stage businesses.  Foster improved intergovernmental relationships and collaboration.  Support and expand workforce training for expanding and emerging industries.

Comprehensive Economic Development Strategy

 Analyze ways to support new, existing and emerging industries.  Support existing businesses and encourage and expand opportunities for new businesses.  Assist communities in the region to study and implement incentives which attract new business and diversify the employment base.  Pursue Federal, State and private grants and loans for business expansion projects.  Work with AmerenCILCO in regional marketing efforts for specific target industries by providing comprehensive information on industry clusters, contact information and marketing support services.  Maintain and improve existing commercial and industrial areas while promoting new commercial and industrial growth in order to maintain and increase economic opportunities.  Research and expand incentives and eliminate barriers to make the Enterprise Zone more attractive for new businesses and to promote economic development within the Zone.  Increase energy efficiency of buildings and developments by encouraging projects to meet LEED standards, improve energy efficiency, and improve energy conservation

AGRIBUSINESS/AGRISCIENCE

The Central Illinois region is located in the agricultural heartland of the world. The region produces high-quality agricultural products including corn, soybeans and other important crops. Commodity processing involves transforming these agricultural products into useful items such as fuels, chemicals and feeds, and component items for other products. The growth of these value-added ag markets represents huge economic growth potential for our region. For example, activity in the biofuels sector has skyrocketed, and there is considerable interest in new nutrients for healthier foods and cosmetic products. Local vineyards and wineries are also experiencing significant expansion.

To capitalize on these opportunities, programs should be in place to:

Purpose: The Agribusiness Strategy Group will focus on leveraging the potential for market growth in value added ag industries. Developing and facilitating the development of value-added processing of agricultural products in the area is key and will also stimulate the demand for our locally grown crops, thereby further stimulating the regional economy. One vital key to future success is in expanding business opportunities based on commercializing research from the National Center for Agricultural Utilization Research (NCAUR). This group will explore how we can capitalize on these innovative utilizations to build capacity in the ag-science and ag-business markets.

 Leverage the potential for market growth in value added agricultural industries  Facilitate the development of value-added processing and related job growth  Expand business opportunities based on commercializing research from the National Center for Agricultural Utilization Research (NCAUR)  Identify resources that must be put in place to further expand agribusiness activities to the region.  Build collaborations with groups including the Farm Bureau, regional ag co-ops, State check-off boards, and industry trade groups.  Establish a broad regional consortium of agribusiness/agriscience stakeholders (agribusiness corridor initiative) to promote and strengthen the agribusiness sector regionally.

Comprehensive Economic Development Strategy

 Support agribusiness advocacy initiatives.  Review and assist in the development and maintenance of accurate statistical and demographic information pertaining to the regional agribusiness industry.  Support the creation of specialty crops for the tourism industry, agricultural production, and pharmaceutical industry.  Promote development of wind farms technology and agri business.  Support and develop efforts to develop and improve green technologies.  Strengthen the Small Business and Technical Centers at local community colleges and colleges and universities as key resources for local start-up and growing companies.  Encourage and support efforts to increase employment and diversify the regional economy through the use of non-revenue producing structures as incubator facilities for start-up and early stage businesses.  Monitor job losses and business closings and help develop strategies to assist affected employees and businesses.  Foster improved intergovernmental relationships and collaboration.  Support and expand workforce training for expanding and emerging industries.  Analyze ways to support new, existing and emerging industries.  Support existing businesses and encourage and expand opportunities for new businesses.  Assist communities in the region to study and implement incentives which attract new business and diversify the employment base.  Pursue Federal, State and private grants and loans for business expansion projects.  Work with AmerenCILCO in regional marketing efforts for specific target industries by providing comprehensive information on industry clusters, contact information and marketing support services.

TOURISM

Quality of place is a key component of a strong local economy. The Central Illinois region has been developing a visitor-based economy over the years. Our visitors bring new dollars to the local economy; provide jobs for our residents; enhance the quality of life through culture, arts, recreational and leisure activities; and enhance the regional and national reputation of the area.

For the region, tourism has five components: meetings/conventions; nature-based tourism; sports tourism; cultural tourism; and retail tourism. The Peoria Civic Center hosts regional and national meetings and conventions. While in the area, these visitors stay in local hotels, eat at local restaurants, and visit local zoos and museums. Nature-based tourism includes hunting, fishing, boating, canoeing, kayaking and watching wildlife. Sports tourism includes national and regional tournaments for soccer and softball; distance running events; IHSA basketball and NCAA Division II championships. The region has become a youth sports capital and has opportunity for growth in this area. Finally, cultural and heritage tourism attracts people to local festivals and fairs, historic homes, numerous antique centers, concerts and performances. The region has a number of local arts festivals each year. The region’s expanded retail venues, particularly the Shoppes at Grand Prairie, are attracting retail visitors. In recent surveys, people have identified shopping as their number one activity.

Comprehensive Economic Development Strategy

The region has an opportunity to expand to become a major regional tourist destination and a targeted tourist destination for specific national markets. In recent years, tourism has been gaining momentum with attractions such as O’Brien Field in downtown Peoria, the Avanti’s Dome in Pekin, Shea Stadium in Peoria for soccer, Wildlife Prairie Park, the sponsorship and hosting of major softball tournaments at Eastside Center, and the revitalization of the Peoria Civic Center. Ongoing efforts include the opening Peoria Riverfront Museum and Caterpillar Visitors Center, the development of the Emiquon Wetland Restoration Park – part of the National Scenic Byway, and the recent opening of new hotel properties including the Embassy Suites hotel and convention center in East Peoria, several hotels near the Shoppes at Grand Prairie in Peoria, and upcoming renovation of the Hotel Pere Marquette and opening of the new Peoria Marriott.

To capitalize on these opportunities, programs should be in place to:

 Attract guests from the Chicago, St. Louis and Indianapolis markets.  Increase international interest by promoting the new Caterpillar Visitors Center & Peoria Riverfront Museum complex.  Improve and expand area accommodations.  Increase small businesses focused on authentic regional experiences.  Increase and improve tourism venues and supporting businesses for visitors.  Attract sport/athletic events.  Expand nature-based tourist activities and Illinois River Road National Scenic Byway experiences.  Improving customer service.  Improve and increase funding for regional tourism and quality of place marketing.  Assist strategic partners to attract more national and regional conventions.  Expand tourism and recreation businesses.  Work with the Greater Peoria Airport Authority to increase the number of non-stop service destinations to better support the growing business, leisure and tourism industries.  Pursue funding for continued riverfront development including infrastructure upgrades, parking and development of new commercial, residential and office space.  Research and promote efforts to address the Illinois River siltation problem and seek participation and funding for solutions.  Support and develop environmental protection efforts.  Assist and promote efforts to demolish or renovate dilapidated buildings.  Foster improved intergovernmental relationships and collaboration.  Support and expand workforce training for expanding and emerging industries.  Analyze ways to support new, existing and emerging industries.  Support existing businesses and encourage and expand opportunities for new businesses.  Assist communities in the region to study and implement incentives which attract new business and diversify the employment base.  Pursue Federal, State and private grants and loans for business expansion projects.

Comprehensive Economic Development Strategy

RETAIL

Shopping is ranked the number one leisure activity in the United States, with retail being a huge industry in the United States both in number of establishments (14.4% of all U.S. business establishments) and number of employees (12.9% of U.S. employment, averaging 14.5 million people in 2010).

Not only is retail business critical for the national economy, but it continues to be a major cornerstone for any local economy. Retail development remains vital to generating new employment and income, in addition to retaining retail dollars within the regional economy. In 2011, the retail sector in the Peoria Metropolitan Statistical Area employed over 15,000 people. The region’s retail sales has declined since 2008, but sales are expected to follow the national trend of ticking upward in the next few years.

To capitalize on these opportunities, programs should be in place to:

 Assist in recruitment of retail businesses  Explore MSA expansion or collaborative marketing and data collection efforts to market the region to larger retailers  Develop local foods programs  Develop rural community retail opportunities to support the Illinois River Road National Scenic Byway experiences  Analyze retail trends and statistics, both nationally and locally.  Work with local retailers to understand and assess industry challenges (including internet shopping).  Identify characteristics of successful downtowns and main street development programs.  Collaborate with representatives from communities on downtown retail development.  Advise and collaborate with the Peoria Area Chamber of Commerce and other area chambers of commerce on retail industry initiatives.  Develop retail industry attraction programs.  Pursue funding for continued riverfront development including infrastructure upgrades, parking and development of new commercial, residential and office space.  Monitor job losses and business closings and help develop strategies to assist affected employees and businesses.  Develop expansion of broadband infrastructure.  Foster improved intergovernmental relationships and collaboration.  Support existing businesses and encourage and expand opportunities for new businesses.  Assist communities in the region to study and implement incentives which attract new business and diversify the employment base.  Pursue Federal, State and private grants and loans for business expansion projects.

Comprehensive Economic Development Strategy

SPECIALIZED MANUFACTURING

The Central Illinois region has a strong tradition of manufacturing excellence. Manufacturing has become a very global industry, the Midwest remains the home to many cutting edge manufacturing operations. Workforce pipeline development is critical to this industry as it grows with innovative new technologies.

To capitalize on these opportunities, programs should be in place to:

 Assist with the development of a high quality workforce for the regional manufacturing industry.  Increase and support the efforts of EDC’s Specialized Manufacturing Strategy Group to address top issues for existing and new manufacturers.  Support the retooling of traditional manufacturing businesses.  Advise and collaborate with Illinois Manufacturing Extension Center.  Encourage increased research and development of new products and prototypes and collaboration between start-up companies and existing companies.  Solicit domestic and overseas parts suppliers for Caterpillar, Mitsubishi, and other international businesses to locate in the region.  Support efforts to construct digital quality power parks for high-tech companies requiring reliable, quality power.  Develop additional industrial/business parks and technology parks and the needed infrastructure to accommodate private sector business growth.  Support and develop efforts to develop and improve green technologies.  Monitor job losses and business closings and help develop strategies to assist affected employees and businesses.  Foster improved intergovernmental relationships and collaboration.  Support and expand workforce training for expanding and emerging industries.  Analyze ways to support new, existing and emerging industries.  Support existing businesses and encourage and expand opportunities for new businesses.  Assist communities in the region to study and implement incentives which attract new business and diversify the employment base.  Pursue Federal, State and private grants and loans for business expansion projects.  Maintain and improve existing commercial and industrial areas while promoting new commercial and industrial growth in order to maintain and increase economic opportunities.  Research and expand incentives and eliminate barriers to make the Enterprise Zone more attractive for new businesses and to promote economic development within the Zone.

Comprehensive Economic Development Strategy

PROFESSIONAL/TECHNICAL SERVICES

There is a growing market for technical and professional services such as information technology, manufacturing support, business consulting, architecture, engineering and facility maintenance, legal and accounting. These vital services play a key role in determining the cost of a product and the ability of a business to make a profit. The presence of a strong professional and technical services industry enables other businesses to be more productive and more competitive in world markets. In the United States, these service businesses are creating the majority of new jobs.

To capitalize on these opportunities, programs should be in place to:

 Increase awareness of the professional/technical service capabilities in the region.  Assess service needs within area businesses.  Facilitate the development and growth of local professional and technical service businesses.  Expand and develop broadband infrastructure  Encourage and support efforts to increase employment and diversify the regional economy through the use of non-revenue producing structures as incubator facilities for start-up and early stage businesses.  Develop additional industrial/business parks and technology parks and the needed infrastructure to accommodate private sector business growth.  Monitor job losses and business closings and help develop strategies to assist affected employees and businesses.  Foster improved intergovernmental relationships and collaboration.  Support and expand workforce training for expanding and emerging industries.  Analyze ways to support new, existing and emerging industries.  Support existing businesses and encourage and expand opportunities for new businesses.  Assist communities in the region to study and implement incentives which attract new business and diversify the employment base.  Pursue Federal, State and private grants and loans for business expansion projects.  Maintain and improve existing commercial and industrial areas while promoting new commercial and industrial growth in order to maintain and increase economic opportunities.

GLOBAL TRADE

As the growth of international trade continues, the global economy becomes ever more interconnected. Countries around the world depend upon each other for the exchange of goods and services. More companies in the region are becoming involved in international business, whether it be importing or exporting. To remain successful, companies must compete in a global marketplace.

Comprehensive Economic Development Strategy

Furthermore, what be done to attract additional foreign investment in Central Illinois communities? Project areas include Foreign Trade Zone #114, international trade consulate relationships, foreign direct investment development.

To capitalize on these opportunities, programs should be in place to:

 Assist companies to enter or expand into new international markets  Promote resources available for businesses interested in International Trade  Attract additional foreign investment in our Central Illinois Communities  Utilize the EB-5 regional center to increase foreign investment to the region  Develop more employment opportunities  Utilize the Federal Foreign Trade Zone program to increase business expansion  Develop international trade consulate relationships  Develop policy to support international trade in the district  Promote and collaborate with Bradley University International Trade Program & NAFTA Trade Center

Comprehensive Economic Development Strategy

CEDS Goals & Objectives

September 2012

100 SW Water Street  Peoria, Illinois  61602  ph 309.495-5900  fax 309.676.7534

The Economic Development District has identified four key areas of concentration as well as measurable outcomes in an effort to increase economic sustainability and growth for the region. The four goal themes are as follows:

 Goal 1: Improvement in Economic Performance and Development of Targeted Industries: Promote activities and opportunities in targeted industries.

Economic performance goals are:

o Increase population from 375,218 in 2010 to 386,475 in 2017 o Create 13,190 new jobs across the region, with the following targeted average annual wages: . 1,319 new jobs at $53,715 per year . 11,841 new jobs at $48,832 per year o Improvement of 19,456 existing jobs by $5,000 average wage per year o Ramp up educational attainment of bachelor and graduate degrees for ages 25 and over as follows: . 2010 base: 66,715 . 2012 estimate: 68,719 . 2013 69,919 . 2014 71,219 . 2015 72,769 . 2016 74,669 . 2017 76,969 o Increase the 25-44 age bracket from 25.2% (94,706 in 2010) to 30% (115,942) of the total population by 2017

To achieve these performance goals and the additional goals, implementation efforts will be identified and will include the most viable targeted industries. Information about business needs, strengths and challenges will be gathered from these industry clusters and used to develop specific strategies and deliverables, including specific business retention/expansion activities.

In addition, strategies will be developed to match new and evolving employee skill sets with the rapidly changing needs of targeted industry employers. By the first annual update report for the CEDS document, the primary targeted industries will be identified and an implementation plan will be reported.

Comprehensive Economic Development Strategy

 Goal 2: Infrastructure: Improve and/or upgrade the condition of infrastructure and transportation services in the region. Priorities will be established to identify the most viable and necessary transportation projects for the region. These will support the growth of the area and will help to achieve the economic performance goals.

 Goal 3: Livability and Business Climate: Create an environment that is conducive to entrepreneurship and overall business activity, increased living standards, safety, healthcare access and cultural opportunities (arts, recreation, eco-tourism and entertainment).

To compete in a global economy, tomorrow's workers must be critical thinkers, problem solvers and effective communicators. With a shortage in qualified workers in technical fields, it is essential to continue exposing students to engineering, manufacturing and other technical trades. Implementation teams will be established to address these issues, increase quality of place, and increase growth opportunities.

 Goal 4: Rural and Small Communities: Create and support efforts to sustain population, jobs and businesses in rural communities and surrounding environment. Much of this EDD is made up of rural and small communities. These communities have a high need for economic development assistance because most do not have the resources to carry out economic development activities on their own.

To achieve these goals, regional outreach and involvement will continue. The ViTAL Economy planning strategy will be conducted through mid-2013. Implementation teams have been formed to consider metrics and goals in the following areas.

 Business Development & Entrepreneurship  Workforce & Education  Public Safety  Logistics  Wealth transfer  Additional regional business climate metrics related to tourism, retail sales tax, etc.

The metrics and goals established in these areas will be defined and reported in the first CEDS annual update, along with the economic performance results achieved for the goals established.

Comprehensive Economic Development Strategy

Community & Private Sector Participation

September 2012

100 SW Water Street  Peoria, Illinois  61602  ph 309.495-5900  fax 309.676.7534

Community & Private Sector Participation

In 2012, our region has recognized there is a new economy, and we are embarking on a new model that better addresses economic development in today’s economy. Input from both participative planning models has been incorporated in the CEDS document. Two region-wide events have occurred during the last year to encourage regional participation from a broad representation of the area. These include the EDC Economic Development Summit, attended by approximately 200 individuals, and the Regional Planning Foundation Meeting, attended by approximately 250 people. The district values regional participation; and the new model has been embraced by even a higher level of interested community leaders, elected leaders and business leaders.

Because the planning of this CEDS has incorporated both models, both are shown in this section.

Old Model

The past model included an interactive board called the EDGE (Economic Development and Growth Experts) group. It also included over 150 volunteers that participated in 10 industry cluster strategy groups and also task forces formed specifically to address particular issues.

The EDC Board, EDGE and Strategy Groups worked together with EDC staff to implement the goals and objectives of the past CEDS. The strategy groups were an integral component of real-time planning, business outreach, and industry sector assistance.

The EDC Board of Directors is the current governing body to the EDC, composed of key regional economic development engines, private sector leadership, and community and governmental representation. The EDGE group was the unit of strategic advisors to the Board. This body of stakeholders represented the investor interests and served as regional thought leaders, proposing policy for EDC Board to consider based on input and feedback of the volunteer driven EDC Strategy Groups. Each Strategy Group was comprised of industry experts and non-industry convergence representatives.

Comprehensive Economic Development Strategy

The following private and public organizations are represented on the EDC Board and were represented on EDGE or Strategy Groups and represent significant participation from the community and private sector:

ADM Illinois Mutual Ameren Illinois River Road National Scenic Byway American Cancer Society IMEC Apple’s Northside Market International Trade Ctr. - Bradley ATS MACTEC AT&T Main Street Bank and Trust Aventine Renewable Energy, Inc. Mason County B.U. Technology Commercialization Cntr Methodist Medical Center Bradley University Minier EDC Busey Bank Morton Community Bank Caterpillar Inc. Morton Welding CEFCU National Center for Agricultural Utilization & Central Illinois Bank Research Central Illinois Business Publishers PNC Bank Central IL Workforce Development Board Pekin Chamber of Commerce City of East Peoria Pekin Hospital City of Eureka Peoria Area Association of Realtors City of Minonk Peoria Area Chamber of Commerce City of Pekin Peoria Area Convention and Visitors Bureau City of Peoria Economic Development Peoria County Board City of Washington Peoria Farm Bureau Clifton Gunderson L.L.P. Peoria NEXT Innovation Center Coldwell Banker Devonshire Realty Peoria Public Schools District 150 Commerce Bank U.S Congressman Aaron Schock’s Office CORE Construction PSA Dewberry Cullinan Properties R.A. Cullinan & Sons Eastside Center RLI Economic Development Council for C.I. RSM McGladrey Employers Association SCORE eServ SinoAffinity Inc. Excel Foundry & Machine STS Consultants Inc. Farnsworth Group, Inc. Supply Chain Services International Firefly Energy Inc. Tazewell County Foth & Van Dyke and Associates, Inc. TransPORT G & D Integrated TRICON/PALM Greater Peoria Regional Airport Tri-County Regional Planning Commission Greater Peoria Sanitary District Turner Center for Entrepreneurship/Bradley Heart of IL United Way University Heartland Bank U.S. Dept. of Commerce/Peoria US Export Asst. Ctr. Heartland Partnership USDA Hopewell Ventures Village of Bartonville Horan Construction Village of Manito IBEW Local No 34 Village of Morton Illini Logistics West Central Illinois Building & Construction Trades Illinois Central College WINPAK Illinois Central College PDI Woodford County Board Illinois Manufacturing Extension Center Workforce Network

Comprehensive Economic Development Strategy

New Model

The new regional outreach and strategic integration model includes a bottom up and top down strategy. It includes a technical working group, comprised of several regional economic development experts, and a policy steering committee that represents a cross section of public sector, private sector, and educational leaders from throughout the four county region. The outreach and strategic process will also include economic development strategic plans from each of the four counties.

Comprehensive Economic Development Strategy

To date, the following individuals have participated in the technical working group and policy steering committee:

Regional Technical Work Group

Chairman : Dennis Kief TCRPC-Peoria County Vice-Chairman: Kim Uhlig Morton EDC Bashir Ali Workforce Development Paula Nachtrieb Workforce Development Vickie Clark EDC for Central Illinois Mark Rothert Peoria County Susan Schlupp City of Peoria Leslie McNight City of Peoria John Hamann Peoria County Rachel Parker City of Chillicothe Sally Hanley EDC for Central Illinois Steve Jaeger H of I Port District Ty Livingston City of East Peoria Jon Oliphant City of Washington Darin Girdler City of Pekin Melissa Eaton Tri-County RPC Jennifer Daly Morton EDC Leigh Ann Matthews City of Pekin Ron Hills Havana Melissa Brown Eureka Nancy Proehl Manito Area REDC Matt Fick Peoria Heights Gene Pratt West Peoria Kathleen Brown U of I Extension LeLonie Luft PAVCB Aimee Ingles U of I Extension Steve Martin CareerLink Dick Taylor City of Elmwood Bill Fleming Pekin Chamber of Com Tony Rolando DCEO Anaise Berry Illinois River Road Frank Knott Vital Economy Jim Haguewood Olympic Network Execs Steve Martin InterVISTAS Consulting Mark Madsen Priority One Advisors 61

Comprehensive Economic Development Strategy

Regional Strategy Policy Steering Committee

Chairman: Jim Baumgartner – Caterpillar, Inc. Debbie Simon- President and CEO Methodist Medical Center of IL Rita Kress – CEO Kress Corporation Don Welch – CEO Peoria Area Convention and Visitors Bureau Chuck Weaver – Entrepreneur/ Peoria City Council Eric Turner – Peoria City Council Jim Montelongo – CEO Engineering People/ Former Peoria City Council Diana Hall – President/ Owner Bard Optical Mike Phelan – Tri-County Regional Planning Commission, Peoria County Board, Township Patrick Urich – Peoria City Administrator Steve Morris – Peoria County Board/ small business Dan Daly –President Busey Bank Mike Everett – West Central Illinois Building and Construction Trades Russ Crawford – Tri-County Regional Planning Commission/ Tazewell County Board Dean Grimm – Tri-County Regional Planning Commission/ Tazewell County Board Norm Durflinger – Morton Mayor/ retired public educator Doug Parsons – CEO Excel Foundry Gordon Honegger – CEO Morton Community Bank John Erwin – President Illinois Central College Larry Whitaker – Chairman, TCRPC/ Woodford County Board Mike Hinrichsen – Tri-County Regional Planning Commission/ Woodford County Board Bob Parsons – CEO Parsons Engineering James Griffin – Mason County Board Chairman Jehan Gordon, State Representative 92nd District Mike Unes, State Representative 91st District Colleen Callahan – U.S. Department of Agriculture Bola Delano – Illinois Department of Transportation Don Forrest – Workforce Development Board President

Comprehensive Economic Development Strategy

Strategic Projects, Programs & Activities

September 2012

100 SW Water Street  Peoria, Illinois  61602  ph 309.495-5900  fax 309.676.7534

Strategic Projects, Programs & Activities

This section identifies a number of regional projects, programs and activities that are designed to implement the Goals and Objectives of the CEDS. This list is not intended to be comprehensive, as it is impossible to identify every possible project that may arise over the next five years. Rather, this section is intended as a guide to the most notable projects at the time of this CEDS.

VITAL PROJECTS

Sources of Past & Project/Program/Activity Potential Future Funding Expansion of TransPORT (Heart of Illinois PAST: Grants from Caterpillar Inc., State of Regional Port District) utilizing all modes of Illinois; Loan from State of Illinois. Investments transportation to increase commerce, spur from Peoria, Tazewell, Woodford, Fulton, industrial and maritime development, and Marshall and Mason counties. create jobs POTENTIAL FUTURE: Private sector businesses that may partner on infrastructure Construction of the Peoria Area Opportunity PAST: Grants from the Caterpillar Foundation Center, a mixed use incubator focused on and the Community Foundation for Central women-owned, veteran-owned, minority Illinois; financial donations from 5 area banks. owned and other small businesses POTENTIAL FUTURE: Grants from City of Peoria, Peoria County, Caterpillar Foundation, EDA. Construction of digital quality power park(s) POTENTIAL FUTURE: Grants from Caterpillar and technology parks Foundation, other private foundations, EDA, other Federal agencies, State of Illinois Expansion of renewable energy projects POTENTIAL FUTURE: Grants for private and corporate foundations, EDA, other Federal agencies, State of Illinois Growth of the medical region POTENTIAL FUTURE: Grants from private and corporate foundations, EDA, other Federal agencies, State of Illinois Close the manufacturing and POTENTIAL FUTURE: grants from federal and vocational/technical skill gap state and community agencies, corporate foundations, and EDA Program to assist with prototypes and start up POTENTIAL FUTURE: grants from federal and company needs, including capital state and local entities, corporate foundations, development, revolving loan funds and other and EDA assistance. Innovation, entrepreneurial and small POTENTIAL FUTURE: grants from federal, business development assistance state and local entities, corporate foundations, and EDA

Comprehensive Economic Development Strategy

Regional revolving loan fund POTENTIAL FUTURE: EDA and local municipalities Collaborative programs to fulfill CEDS goals POTENTIAL FUTURE: EDA and local match and objectives including targeting challenge from municipalities, businesses, education and grants from EDA foundations River developments POTENTIAL FUTURE: grants and cooperative funds from federal, state, and local entities, corporate foundations and EDA Comprehensive Transportation Projects See appendix included in the appendix

SUGGESTED PROJECTS

Projected Number of Project/Program/Activity Jobs Created Lead Organization Responsibilities Oil Filter Recycling, Inc. Privately funded, surrounding City of Havana. Assist communities, recycle oil with implementation. filters ( squeeze the oil out of the filter, grind up separate the paper from the metal and sell the oil, paper and scrap metal, over one million dollars and first year create around 20 jobs.

Havana Manufacturing Works, Inc. Local banks with help from City of Havana. Assist WIU small business with implementation. development center surrounding communities, sell forged sickle guards to the aftermarket, initial phase around 900K and around 22 jobs by the end of the first year.

Comprehensive Economic Development Strategy

Hawkins, Inc. Privately funded, surrounding City of Havana. Assist communities, small with implementation. distribution center of water treatment chemicals, around 800K and 5-7 jobs within the first year or two.

Fish processing facility currently located in two million dollars and initial City of Havana. Assist Kenosha Wi. Local banks, Advantage Ill. and employment after first year of with implementation. help from WIU small business development 22 with expected growth. center, surrounding communities, produce ethnic food products and other products as well,

Fish processing facility with a research and 6 million and 30 to 40 jobs by City of Havana. Assist development center. Local banks and WIU end of second year. with implementation. small business development center and Advantage Ill, manufacturer of high quality protein, oil and minerals with applications in feeding plants, fish, livestock pets and people

Build a forging plant. Local banks, Advantage 10 million dollars and 100 City of Havana. Assist Ill. and help from WIU small business plus jobs after two years. with implementation. development center, surrounding communities Bio mass blended fuel company. Local 5 million and 12 jobs end of City of Havana. Assist banks, investor groups, Advantage Ill. and first year with implementation. WIU sbdc, surrounding communities, produce with expected growth. and sell bio mass and blended fuel products Meat processing facility. Local banks, 1.5 million and 15 jobs by City of Havana. Assist Advantage Ill. and WIU sbdc, surrounding end of the first year. with implementation. communities, retail space upfront that has a butcher shop and sells locally grown produce Commercial fishing company. Local banks five hundred and fifty City of Havana. Assist with help from WIU sbdc, surrounding thousand dollars and 10 jobs with implementation. communities, catch fish to sell to fish by end of the first year with processing facilities expected growth.

Infrastructure and road improvements for City of Havana. Assist business park to accommodate Havana with implementation. projects listed above. Road construction to facilitate future retail City of Washington. Assist growth with implementation. Freedom Parkway is an extension of about Estimated 2012 cost is City of Washington. Assist 3,500 feet of three lane road with C&G and $2.54M for the roadway with implementation. multi-use path. Freedom Parkway is currently improvement and $450K for constructed to the end of the Menards the sanitary sewer property, though the right-of-way is in place extension. Construction jobs for the eventual construction of the remainder would be 20 full time for one of the road. construction season.

Comprehensive Economic Development Strategy

Lake Shore Extended is an extension of Estimated 2012 cost for the City of Washington. Assist about 1,890 feet of three lane road with C&G roadway improvement is with implementation. and multi-use path. This road would be $1.37M. Construction jobs located to the west of Cherry Tree Shopping would be 10 full time for one Center and connect with Lake Shore Drive, construction season. which currently terminates at Business Route 24 (Washington Road).

The Village of Peoria Heights would like to The cost of the roadway is Village of Peoria Heights. install a roadway network through a portion of estimated at $1,000,000 (see Assist with the Leisy-Pabst Tax Increment Finance proposed layout), with an implementation. District which is located in the heart of the additional $750,000 for Village. remaining infrastructure needs. Total project cost is The proposed roadway configuration will estimated at $1,750,000 allow for the creation of 3 or more highly desirable commercial lots adjacent to the Central Business District, the regional bicycle trail, the former Pabst office building and Pabst manufacturing facility.

Development of the newly created outlets will spur redevelopment of the older, larger Pabst facilities and help Peoria Heights realize the dream of redeveloping this once heavy manufacturing area into a mixed use commercial, office and residential complex.

The Village of Roanoke has identified the Village of Roanoke. Assist following projects: with implementation. 1. a relining of sewers from an IKE grant is underway. 2. A school safety grant is going to be used to redo sidewalks and etc. to and around the school. 3. $900 K to be used to replace old 125 year water mains. 4. MTBE lawsuit settlement of 1.7 Million. 5. RT 116 through Roanoke done 2 years ago. 6, 1/5 of all streets resurfaced each year. 7. Big dig at lagoon to fix crusted tile which was being wrote by EDC for several years , now completed. 8 New well capable of producing of 800 gal per minute now in place to run into town. 9. Working on bringing water to plant 10. Mew water plant plans now under considerations.

Comprehensive Economic Development Strategy

Walton Ave Extension to Highland Cost - $300,000 Village of Morton. Assist Jobs – 100 with implementation. Capital Investment - $20M Highland Ave Extension to Main St Cost – $1.5M Village of Morton. Assist Jobs – 100 with implementation. Capital Investment - $100M Walton Ave South Intersection Cost - $200,000 Village of Morton. Assist Jobs – 75 with implementation. Capital Investment - $25M Commerce Widening/Intersection Cost - $350,000 Village of Morton. Assist Jobs – 0 with implementation. Capital Investment -0 Extension Martha’s Parkway to Bond Cost - $850,000 Village of Morton. Assist Jobs – 75 with implementation. Capital Investment - $50M Extension Ashland to Courtland Cost - $1.7M Village of Morton. Assist Jobs – 100 with implementation. Capital Investment - $25M Jadewood Extension Cost - $700,000 Village of Morton. Assist Jobs – 200 with implementation. Capital Investment - $150M Erie Ave North Extension Cost - $700,000 Village of Morton. Assist Jobs – 100 with implementation. Capital Investment - $75M Detroit Parkway Extension Cost - $1.8M Village of Morton. Assist Jobs – 250 with implementation. Capital Investment - $100M Detroit Ave (Jackson to Main) Cost -$1.1M Village of Morton. Assist with implementation. Courtland (Main to Veterans) Cost - $1.2M Village of Morton. Assist with implementation. Main St (Detroit to Queenwood) Cost - $400,000 Village of Morton. Assist with implementation. Main St. (Jackson to Courtland) Cost - $1.2M Village of Morton. Assist with implementation. I-155 to Erie Cost - $300,000 Village of Morton. Assist Jobs – 100 with implementation. Capital Investment - $75M Pioneer Parkway Extension - Extends Cost - $74.9M City of Peoria. Assist with Pioneer Parkway from existing terminus at Jobs - 974 implementation. Allen Road to Trigger Road. Includes new interchange for IL Route 6/I-474 and bridge over locally-owner rail spur. Will create opportunities for in-fill development and establishment of a light industry/technology park. Warehouse District Complete Street - Creates Cost - $12.9M City of Peoria. Assist with a pedestrian-friendly, mixed use environment Jobs - 161 implementation. to attract investment to a relatively abandoned industrial section of downtown Peoria. Complements $25M in federal, state and local resources committed to beginning this project.

Comprehensive Economic Development Strategy

Neighborhood Commercial Corridors - Cost - $58.1M City of Peoria. Assist with Infrastructure improvements to commercial Jobs - 756 implementation. corridors that service older neighborhoods (Main Street, Sheridan Road, Prospect Road, Northmoor Road). Improve pedestrian and bicycle connections to local retail. Increase commercial activity and investment. Eagle View Industrial Park - Reconstruct Cost - $50M City of Peoria. Assist with Clark and Darst Streets to adequately service Jobs - 650 implementation. the intensive industrial use of the area. Construct a bridge into industrial park over Adams Street. Improve Martin Luther King Drive so that it Cost - $8.9M City of Peoria. Assist with can serve as a viable connection from Jobs – 116 implementation. downtown to the west side of Peoria and the airport. University Street/ Townline Road - Complete Cost - $4.5M City of Peoria. Assist with improvement of University Street from Jobs - 59 implementation. Pioneer Parkway to Townline Road and Townline from University to Allen in order to accommodate growing industrial uses in the area. Fiber Connectivity - Fiber project linking City, Unknown City of Peoria. Assist with County, State, Federal and educational implementation. assets for greater cooperation and efficiency. Taft Redevelopment - Redevelopment of the Unknown City of Peoria. Assist with Taft public housing project into a mixed-used implementation. development that complements downtown and surrounding medical assets. State University Expansion - Peoria is the Unknown City of Peoria. Assist with largest metropolitan area in Illinois without a implementation. complete state university presence. The University of Illinois at Springfield has had a presence in Peoria for over 30 years, but the educational offerings are limited. A larger state university presence, or a campus similar to the University Center in Lake County, Illinois, would have a major economic impact upon the region. Peoria-Normal Rail Access - Inter-City Unknown City of Peoria. Assist with passenger and commuter rail access implementation. between Peoria and Bloomington-Normal. Retail/Office Incubator – 6,000 sq ft $1.2M, 10 construction, 20 City of East Peoria. Assist permanent with implementation. Manufacturing Graduation Center – 10,000 $1.0M, 20 construction, 20 City of East Peoria. Assist sq ft permanent with implementation. Bass Pro to North Main Connector $3.0M, 50 construction jobs City of East Peoria. Assist with implementation. River Road Intersection Improvements $1.8M, 42 construction jobs City of East Peoria. Assist with implementation.

Comprehensive Economic Development Strategy

CAT Heritage Museum $3M, 30 construction and 5 City of East Peoria. Assist permanent. with implementation. Police Station $2M, 25 construction and 45 City of East Peoria. Assist permanent with implementation. Fire Station $2.5M, 27 construction and City of East Peoria. Assist 20 permane with implementation. US 136 W of IL 29 (S) to Logan County Line $2,900,000 Mason County. Assist with in San Jose. 5.16 miles implementation. IL 29 in Mason County to .01 Mile of Logan $2,000,000 Mason County. Assist with County Line. 6.21 miles implementation. CH 3 to Tazewell County Line. 4.30 miles $700,000, 8 construction Mason County. Assist with implementation. Bridge replacement at Duff Armstrong ditch $270,000, 6 construction Mason County. Assist with 1.5 miles SW of Easton implementation. Federal Bureau of Prisons Expansion $400mil , 275 construction/ City of Pekin. Assist with 350 permanent implementation Port Terminal $8.5mil, 70 construction/10 City of Pekin. Assist with permanent implementation

East Court Village I & II retail centers – $4.5mil, 75 construction/150 City of Pekin. Assist with expansion and rehab infrastructure permanent implementation Library Expansion/Improvements $6mil, 65 construction City of Pekin. Assist with implementation Griffin Ave Extension: will connect Griffin $1.2mil, 30 construction City of Pekin. Assist with Ave from the Avanti’s Dome Sports and implementation Entertainment center to Veterans Drive

Veterans Drive Extension (South) $18mil, 70 construction City of Pekin. Assist with implementation Veterans Drive Extension (North) $4mil, 50 construction City of Pekin. Assist with implementation Veterans Drive Extension (North large section $40mil, 85 construction City of Pekin. Assist with to 474) implementation Brenkman Drive Extension $1.8mil, 30 construction City of Pekin. Assist with implementation Front Street $2mil, 25 construction City of Pekin. Assist with implementation Court Street $12mil, 30 construction City of Pekin. Assist with implementation El Camino Extension $1.5mil, 20 construction City of Pekin. Assist with implementation 5th Street $3.2mil, 25 construction City of Pekin. Assist with implementation Broadway to Washington Road City of Pekin. Assist with implementation Bike trail: North extension out Route 29, $1.2mil, 25 construction City of Pekin. Assist with connect to East Peoria implementation Bike trail: East extension of current trail to $500,000, 15 construction City of Pekin. Assist with Veterans Drive implementation Water: Increase main at Riverway Business $750,000, 5 construction City of Pekin. Assist with Park (Koch Street to Hanna Drive) implementation

Comprehensive Economic Development Strategy

Water line to City property across IL River – $1.8mil, 15 construction City of Pekin. Assist with pump stations required implementation Water line upgrades throughout Pekin $2mil, 10 construction City of Pekin. Assist with implementation Relocate riverfront power lines for $2.5mil, 7 construction City of Pekin. Assist with development implementation Sewer re-alignment – 12mil gallon holding $20mil, 35 construction City of Pekin. Assist with pond/lagoon implementation Sewer extension, Sheridan/California road to $500,000, 20 construction City of Pekin. Assist with Broadway Road implementation Storm sewers - CMOM requirements after $250,000, 10 construction City of Pekin. Assist with 2014 implementation Equipment for closed captioning for local City $25,000 City of Pekin. Assist with TV station – ADA improvement implementation Wastewater Treatment Plant Upgrades Cost- $500,000 City of Minonk. Assist with Jobs- 15 implementation.

Place Sidewalks throughout Village Cost- 1-2million Village of Germantown Jobs- 10 jobs HIlls. Assist with implementation.

Lining of sewer mains throughout Village Cost- 1 million Village of Germantown Jobs- 15 jobs Hills. Assist with implementation. Sewer Upgrades including replacement of Cost- 1 million City of El Paso. Assist with aerator, installation of gravity flow sewer Jobs- 40 implementation. main, forced main at West Lift Station, and relocation of water main on Front St. Resurface Front Street from Route 251 to Cost- $300,000 City of El Paso. Assist with Adams. Jobs- 15 implementation.

Walking Path- adding sidewalk on West Side Cost- $200,000 City of Eureka. Assist with of Route 117 from Sunny Lane to Lake Road Jobs- 10 implementation. and along Lake Road. Culvert Replacements at Lake Road and Cost- $250,000 City of Eureka. Assist with Dennis Drive. Jobs- 10 implementation. East Street Upgrade and extension to Cost-$750,000 City of Eureka. Assist with Dickenson Drive. Jobs- 15 implementation. Create alternate route for passage through Cost- 1 million City of Eureka. Assist with City of Eureka by extending road from Knolls Jobs- 25 jobs implementation. Subdivision to Lakeview Drive. Add curb & gutter to Bullock St. , Leo St., Cost- 1 million City of Eureka. Assist with Reagan Dr. , and other areas in need. Jobs- 15 jobs implementation. Sewer treatment plant and sewer main Cost- 3.5 million Village of Goodfield. upgrades Jobs- 10 jobs Assist with implementation.

Comprehensive Economic Development Strategy

Peoria County has identified the following Peoria County. Assist projects: with implementation. a. The Route 6 extension into the Mossville/CAT area. b. Eastern by-pass on the Peoria County side c. Rt. 336 extension headed West. d. Improvements to the Illinois River channel, lock & dam, bridges, etc. Steve Yeager might have information on this. e. Rail extension to Bloomington/Normal f. Water extension out Rt. 150 toward Brimfield. g. Public sewer extension out Rt. 150 toward Brimfield. h. Power grid and transmission line upgrades? i. Broadband coverage area? j. Public Sewer improvements for Dunlap & Goodfield. k. Water and sewer for Kickapoo. l. Public water and sewer for Spring Bay area. m. Underground electric utility from Eureka, North along Rt. 117.

Public water system improvement in Village of Brimfield and Brimfield. Peoria County. Assist with implementation. Rehabilitate Runway 13/31 Lighting $1,204,500 Greater Metro Airport Authority Rehabilitate Runway 4/22 Lighting $834,900 Greater Metro Airport Authority Rehabilitate Airfield Lighting for Parallel $2,080,100 Greater Metro Airport Taxiway E and all Connecting Taxiways off Authority of Taxiway E Rehabilitate Airfield Lighting for Parallel $1,623,050 Greater Metro Airport Taxiway A and all Connecting Taxiways off Authority of Taxiway A. Update Airport Master Plan $800,000 Greater Metro Airport Authority Wildlife Assessment $100,000 Greater Metro Airport Authority Complete Terminal Drive and Expand $1,600,000 Greater Metro Airport Terminal Parking Lot Authority Rehabilitate and or Reconstruct GA Ramp, $4,600,000 Greater Metro Airport Including Terminal Ramp Expansion at Authority Gate 10

Comprehensive Economic Development Strategy

Construct Sitework for New General $1,300,000 Greater Metro Airport Aviation Facilities Including New Access Authority Roadways and Relocation of Weather Facilities Widen New Terminal Ramp; Phase 1- $4,000,000 Greater Metro Airport Select Panel R&R for Old Terminal Ramp Authority Rehabilitate Hanna City T- Hangar $1,920,000 Greater Metro Airport Pavements and General Aviation Ramp Authority Pavements Expand Southeast Air Cargo Apron and $4,200,000 Greater Metro Airport construct new exit taxiway from Runway 4- Authority 22.

Expand Parking Lot for Passenger $2,500,000 Greater Metro Airport Terminal Authority

Phase 2- Select Panel R&R for Old $4,000,000 Greater Metro Airport Terminal Ramp Authority Rehabilitate Cargo Area Landside $420,000 Greater Metro Airport Pavements Authority Extend Parallel Taxiway to the New End of $4,200,000 Greater Metro Airport Runway 13-31 Authority

Extend Runway 13-31 500' to the $4,200,000 Greater Metro Airport Northwest; Relocate Glideslope, Localizer Authority and MALSR; Close 7500' of Middle Road.

Upgrade Runway 31 Approach to category $2,350,000 Greater Metro Airport II (Funded by AIP) Authority

Upgrade Runway 31 approach to Category $3,100,000 Greater Metro Airport II (Funded by AF) Authority

2nd St (Summit to Sycamore) 60,000 City of El Paso

Comprehensive Economic Development Strategy

2nd St (Grant to Cherry) 115,000 City of El Paso

Clay St (Commercial to Cty Hwy) 215,000 City of El Paso

Westgate Drive Public Works 65,000 City of El Paso

Pine St (Route 24 to 1st St) Public Works 37,000 City of El Paso

Front St (Adams to Rt 251) Public Works 360,000 City of El Paso

Repaint North Water Tower Water 333,000 City of El Paso

Purchase Maintenance Van Water 35,000 City of El Paso

Fire Hydrant Replacement Water 104,000 City of El Paso

Softener Reconstruction - Water Plant 45,000 City of El Paso Water

Gravity Flow Sewer Installation Utilities 160,000 City of El Paso Sewer

West Lift Station Force Main Utilities 200,000 City of El Paso Sewer

Sewer Treatment Facility - Mechanical 4,380,000 City of El Paso Plant Utilities Sewer

Aerator Replacement Utilities Water 63,000 City of El Paso

Front Street Water Main Replacement 500,000 City of El Paso Utilities Water

Repaint South Water Tower Utilities Water- 333,000 City of El Paso

Asphalt Trail Surface (1100 North to 5th) 200,000 City of El Paso Administration Park

Comprehensive Economic Development Strategy

South Pointe Pond Rip Wrap Parks & 20,000 City of El Paso Recreation Park

Spray Park Parks & Recreation Park- 60,000 City of El Paso

Cornbelt Park Skate Park Parks & 50,000 City of El Paso Recreation Park

Asphalt Trail Surface (5th to Clay) Parks & 236,000 City of El Paso Recreation Park

Indoor Recreation Facility - South Point 2,550,000 City of El Paso Park Parks & Rec Park

"Backbone" infrastructure funding for the 6,500,000 Heartland Water 274-acre, $250 million model master- Resources planned community, conservation development, and New Economy Opportunities Campus in cooperation with Illinois Central College and others. The requested funding will generate twice the amount from the development as seed capital to help "Save Peoria Lake" through the implementation of the "Mud to Jobs" Project. Princeville Downtown Streetscape would 1,001,680 Village of Princeville include construction of new sidewalks, street lights and landscaping in the 100 block of downtown Princeville to replace the existing facilities. Waste water treatment- plant expansion 2,250,000 City of Elmwood

Waste water treatment- West Main lift station 150,000 City of Elmwood

West Main St. industrial park- infrastructure 490,000 City of Elmwood

Parks- athletic facility improvements 350,000 City of Elmwood

Streets- streetscape improvements 400,000 City of Elmwood

Senior living facility 3,500,000 City of Elmwood

Comprehensive Economic Development Strategy

Medical facility 750,000 City of Elmwood

Downtown Revitalization $8,000,000 City of Lincoln

Stahlhut Drive Extension $2,500,000 City of Lincoln

High speed rail corridor improvements $5,000,000 City of Lincoln

The Peoria Park District: Youth Outreach & N/A Peoria Park District Intervention Division serves a vital role to connect regional sustainability planning efforts, particularly economic planning, with the needs of the under-served populations. The Division's principal program is Economic Leaders Integrating Trained Employable Youth (ELITE). ELITE is a program that engages students from traditionally low- income and communities of color in an intense 11-week, in school job training program aimed at preparing youth for competitive employment.

Comprehensive Economic Development Strategy

CEDS Plan of Action

September 2012

100 SW Water Street  Peoria, Illinois  61602  ph 309.495-5900  fax 309.676.7534

CEDS Plan of Action

The following graph describes the action timeline for our ongoing regional outreach, engagement, and increased economic development focus:

Comprehensive Economic Development Strategy

Additionally, increase community and county engagement will be achieved as described in the following graph. This action will integrate upcoming individual county strategies with regional workforce, economic development, public sector and private sector efforts for regional growth.

Comprehensive Economic Development Strategy

The EDC, technical working group and regional leaders will implement the goals, objectives and strategies of the CEDS in a manner that:

 Promotes economic development and opportunity;  Fosters effective transportation access;  Enhances and protects the environment;  Maximizes effective development and use of the workforce consistent with applicable State or local workforce investment strategies;  Promotes the use of technology in economic development, including access to high speed telecommunications;  Balances resources through sound management of physical development; and  Obtains and utilizes adequate funds and other resources.

Throughout the process of implementing the CEDS, we will work with the Illinois Department of Commerce and Economic Opportunity and any other appropriate State agencies to insure cooperation and integration of the CEDS with the State’s economic development priorities.

Comprehensive Economic Development Strategy

Performance Measures

September 2012

100 SW Water Street  Peoria, Illinois  61602  ph 309.495-5900  fax 309.676.7534

Performance Measures

The following quantitative economic performance goals will be measured toward achievement of the goals indicated. Performance will be measured in these areas and goals may be adjusted as the new model county and regional planning process is finalized, by the summer of 2013.

 Increase population from 375,218 in 2010 to 386,475 in 2017  Create 13,190 new jobs across the region, with the following targeted average annual wages: o 1,319 new jobs at $53,715 per year o 11,841 new jobs at $48,832 per year  Improvement of 19,456 existing jobs by $5,000 average wage per year  Ramp up educational attainment of bachelor and graduate degrees for ages 25 and over as follows: o 2010 base: 66,715 o 2012 estimate: 68,719 o 2013 69,919 o 2014 71,219 o 2015 72,769 o 2016 74,669 o 2017 76,969  Increase the 25-44 age bracket from 25.2% (94,706 in 2010) to 30% (115,942) of the total population by 2017

Additional qualitative activities will be achieved to address workforce pipeline issues, quality of pl ace, and other key regional efforts. Currently, up to six teams are reviewing the viability of focus in the following areas as they relate to economic development:

1. Business Development & Entrepreneurship 2. Workforce & Education 3. Public Safety 4. Additional regional business climate metrics (tourism, retail sales tax, etc.) 5. Logistics 6. Wealth Transfer

Comprehensive Economic Development Strategy

Appendix

The Big Plan Business Outreach Blitz Report Excelerate Mid-term Report District 6 Transportation Plan The Heart of Illinois Homeless Continuum of Care Report Heart of Illinois United Way Peoria Area Community Assessment IMPLAN Report Lincoln-Logan County Comprehensive Economic Development Plan Long Range Transportation Plan for Peoria, Tazewell & Woodford Counties Regional Chamber Road Priorities Report Scorecard Talent Force 21: 2011 State of the Workforce Report University of IL Extension data for Peoria, Tazewell, Fulton & Mason Counties

Comprehensive Economic Development Strategy