Economic Development Strategic Plan. February 2, 2016 DRAFT

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1 Economic Development Strategic Plan February 2, 2016 DRAFT

2 Table of Content Page Introduction..2 Comprehensive Economic Development Program Elements..3 Current Trends and Inventory.41 Recommendations and Action Plan 64 1

3 Introduction The City of Oshkosh s Economic Development Plan is an Element of the City of Oshkosh Comprehensive Plan which is a state-mandated plan that guides development decisions in the city. The Economic Development Element specifically serves as a guide to city staff that drives initiatives, policies and goals that will strengthen the economic vitality of the city and proactively plan for future public investment related to economic development in the city. The Economic Development Plan directs staff to coordinate economic development activities with the Greater Oshkosh Economic Development Corporation (Greater Oshkosh EDC) and support their efforts to promote comprehensive and integrated economic development in the greater Oshkosh area. In addition to working with Greater Oshkosh EDC, the Economic Development plan provides direction for other crucial initiatives in the city such as redevelopment, infrastructure development, workforce, business incentives, and cluster development. The city has been a key player in the local economy with its economic development programs and projects for numerous years. With this plan, the city will continue to support and implement economic development initiatives that will ultimately help grow the economy and improve the quality of life within the City of Oshkosh. Economic Development Vision Oshkosh will be a premier community in the Fox Valley by developing and retaining a diverse mix of employees and employment opportunities thereby enabling continued success in the local, regional, and global economies. The city will have a skilled workforce and an environment fostering entrepreneurial activity. Oshkosh will revitalize its downtown, central city area, and the Fox River corridor by eliminating blighting conditions and addressing environmentally contaminated property. City of Oshkosh Vision A thriving and sustainable community offering abundant opportunities for work and life. 2

4 Comprehensive Economic Development Program Elements There are multiple programming areas that are considered primary economic development activities that should be included in any economic development plan. These types of elements can generally be seen in many communities programs across the county, depending upon the size of a given community, its makeup, and the resources it has available to carryout economic development activities. The following elements are addressed in Oshkosh: Business Recruitment Attracting new businesses to Oshkosh continues to remain a high priority. This focus includes attracting various companies to both strengthen our current base and further diversify into new commercial, retail, and industrial markets. Business attraction efforts will be coordinated and executed by Greater Oshkosh EDC and the city will support all Greater Oshkosh EDC initiatives. The City s business recruitment efforts will mainly focus on providing an environment that is conducive to the attraction of business and industry to Oshkosh. Facilitating the review of development proposals and providing the infrastructure to meet the physical needs of business and industry are necessary ingredients in recruitment efforts. Specific areas of emphasis for the city include: Downtown revitalization Expediting the review of development projects Development of ready-to-shovel industrial and business parks Capital improvements to enhance the existing transportation or utilities infrastructure Reuse of redevelopment properties in the city Creation of Tax Incremental Financing Districts (TIF) 3

5 Business Retention and Expansion Business retention and expansion are core components of economic development. Business retention and expansion programs assist businesses in an effort to keep them from relocating to other areas, help them survive economic difficulties and assist them with expansion efforts to add new jobs to the local economy. A good business retention and expansion program will retain jobs and tax revenues within the City of Oshkosh, foster the growth and development of our local firms and enhance Oshkosh s reputation as a good place to do business. City staff will continue to maintain and develop relationships with businesses in the city to ensure any municipal-related issues businesses may have such as storm water, utilities, roads, etc., can be addressed with a proper solution. Greater Oshkosh EDC will be the lead agency to conduct business retention and expansion visits to executives in the community. When appropriate, the City will accompany the Greater Oshkosh EDC on scheduled visits and coordinate with Greater Oshkosh EDC if any issues or concerns arise during the visit and the City will follow up with a prompt response. Entrepreneurship Fostering entrepreneurship is a critical component of a successful economic development strategy due to the fact that a large portion of new jobs in the community are from entrepreneurial activity. Entrepreneurship programs create a culture of innovation, help to diversify the economy, increase median income levels, and create higher paying jobs. The City is fortunate enough to have multiple organizations that are able to assist entrepreneur s right in the city. The Small Business Development Center at the University of Wisconsin-Oshkosh, The Business Success Center at the University of Wisconsin-Oshkosh, SCORE through the Oshkosh Chamber of Commerce, AeroInnovate, Fox Valley Technical College s Venture Center and The Alta Resources Center for Entrepreneurship and Innovation. Additionally, the City will support Greater Oshkosh EDC s entrepreneurship initiatives and efforts in order to grow the economy in Oshkosh. 4

6 Workforce Development It is vital to any local economy to have a workforce that is prepared, trained, and ready for the skills that are required by local employers. The City has ample resources for workforce development such as multiple Fox Valley Technical College campuses throughout the City as well as the University of Wisconsin-Oshkosh. Partnering with the Oshkosh Area School District to ensure students are prepared to enter the workforce is vital as well. The City will support Greater Oshkosh EDC s initiatives in effort to improve the workforce in the community and remain committed to providing services and public infrastructure that will entice local employees to live in the community. Community Development Community Development efforts cover a broad range of activities undertaken by both the public and private sectors to build strong communities through initiatives that foster the community s economic vitality. Very often, these efforts are done through joint public-private partnerships that work together to accomplish projects that may not have been possible with only one entity. When looking at community development in this context (the context of the City s Economic Development Plan), the focus will be on the development of the community such as infrastructure improvements or initiatives that the City can assist or lead on as well as any other programs that serve to cultivate the community s economy. Public Sector Activities As noted earlier, while there are a number of city departments and entities that play a role in community economic development, the Department that is most actively involved in a wide variety of efforts is the city s Department of Community Development. The Department of Community Development can be seen as playing two basic roles in community and economic development particularly: One role is more Indirect The other role is more Direct The Indirect Role relates to the department s involvement in administering the city s land use control and building regulations (through the Planning Services Division and Inspection Services 5

7 Division). While this role may not be viewed as crucial, having well thought-out land use and building regulations play important roles in helping the community to achieve a higher quality physical environment and a built environment. This assures that appropriate standards of development are met, both of which are necessary to attract and reinforce investments in the community. Land use control regulations primarily involve the Zoning Ordinance and Subdivision Regulations, while building related regulations generally involve various State and local regulations governing building construction and improvement projects. While this work may be characterized as regulatory, staff from both the Planning Services Division and Inspection Services Division actively assists homeowners, businesses, property owners, developers, and contractors in moving through the review and approval processes to enable development activities to be undertaken in a timely fashion. The Direct Role the Department of Community Development plays involves proactive efforts in a variety of activities, ranging from downtown and central city revitalization activities, to working with Greater Oshkosh EDC on commercial and industrial development projects. A starting point for direct programming is the preparation an adoption of community plans, such as the City s Comprehensive Plan. Community plans also include specific plans such as the Downtown Action Plan, Redevelopment Plans, Neighborhood Plans, Business/Industrial Park Plans, and Tax Increment District Plans. While the Economic Development Plan (this Element) of the City s Comprehensive Plan represents a basic strategy for the community to follow in carrying out an ambitious and an energetic economic development program, other Elements in the Comprehensive Plan provide additional strategies to further community and economic development. For example, the Land Use Plan Element creates a logical framework within which new development and redevelopment takes place. Likewise, the Transportation Element creates a logical framework for maintaining and improving the community s circulation system, which is vital to community and economic development activities. 6

8 Based on recommendations in its Comprehensive Plan, the City has created seven Redevelopment Districts in the downtown and central city area to further revitalization efforts. The Districts have been improved with private and public investment dollars. The City has mainly utilized TIF funding as a way to improve the infrastructure in the Districts and prepare for private development. For example, the 1993 Comprehensive Plan recommended the city pursue redevelopment of the area between the UWO campus and heart of the downtown north of the Fox River, which led to the creation of the Marion Road/Pearl Avenue Redevelopment District. The plan from 1993 also recommended redevelopment activities on the south side of the Fox River, which led to the creation of the South Shore Redevelopment District. These redevelopment efforts were further reinforced with recommendations contained in the Downtown Action Plan adopted in 2000, and with additional recommendations in the 2005 Comprehensive Plan. The latest recommendations to be implementing from the Central City Investment Strategy called Imagine Oshkosh, will be released in These redevelopment areas can be seen below on Map below. 7

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10 In addition to redevelopment programming, adopted community plans have also laid the ground work and provided direction for the City to follow in carrying out projects such as the riverwalk construction, Opera House Square, the Leach Amphitheater, and the renovation of the Oshkosh Convention Center. Updates to the Downtown Action Plan and the 2005 Comprehensive Plan are set to take place in which will provide city staff and private investor s guidance on development over the next ten to fifteen years. Private Sector Activities The work that is carried out in implementing a comprehensive Economic Development Program is primarily aimed at creating an environment conducive for development by the private sector. Property owners, businesses, developers who undertake a wide variety of improvement projects are at the forefront of the community s economic development. For example, the City can create Redevelopment Districts and Tax Increment Districts, but it is the private sector that drives the ultimate success of such efforts through the projects that are built. The Greater Oshkosh Economic Development Corporation is a private-public organization that the City recognizes as the community s lead economic development organization. The City will coordinate with Greater Oshkosh EDC to execute the city s Economic Development Plan and ensure both organizations activities are synchronized and harmonious. Greater Oshkosh EDC s strategic plan, which the City endorses, will implement and execute the essential activities associated with an effective economic development program that will have a positive impact on the City. Greater Oshkosh EDC also advocates for orderly land development and administers the covenants for the business parks and industrial parks in the City. While the Downtown Oshkosh Business Improvement District (BID) Board is technically a public entity, the District is made possible by the voluntary participation of the private sector in undertaking a variety of projects and activities to enhance the downtown area which in turn stimulates new development. 9

11 Another private sector entity that continues to play an important role in stimulating community development is the non-profit Oshkosh Area Community Foundation. The Foundation has been involved in fund raising that has been critical to the success of projects such as Leach Amphitheater, the renovation of the Oshkosh Convention Center, and a Downtown Façade Improvement Program. Local and Regional Marketing Local economic development partners are actively engaged in a host of marketing activities. Marketing is an essential task that assists communities in achieving their objectives of creating and maintaining employment, expanding the tax base and improving our local quality of life. Economic development marketing is more than just selling business sites, or attracting businesses, it is a means of promoting the community as a viable location for economic activity. The City currently markets City-owned redevelopment sites, industrial park land, and business park land through signage, publications, and real estate websites. The City coordinates all marketing efforts with Greater Oshkosh EDC to ensure efforts align with their marketing plan. Public Improvements Economic development cannot occur and be sustained without being supported by the community s physical infrastructure that lies in the public domain. Public infrastructure includes: Streets and sidewalks Utilities and related facilities Parking lots Public buildings and facilities Parks and park-related facilities Traffic facilities Special facilities While Winnebago County and the State of Wisconsin have some responsibilities for public infrastructure within the limits of the City of Oshkosh, primarily that is responsible for 10

12 addressing the needs associated with infrastructure. From a City perspective, the Departments most actively involved in public infrastructure-related efforts are: Department of Public Works Transportation Department Parks Department Department of Administrative Services (Building facilities) Department of Community Development There are three primary areas of responsibility address by the City and various departments engaged in public infrastructure activities. These include: Maintaining the physical infrastructure of the community Planning for physical infrastructure improvements Undertaking capital improvements to the physical infrastructure of the community A well maintained infrastructure and the delivery of infrastructure related services are critical ingredients in the economic viability of the community. For example, the condition of the City s streets and highways is an important factor in moving people, goods and services throughout the community. Likewise, an urban city such as Oshkosh depends upon having a high quality water supply and delivery system, and a sanitary and sewer system to effectively deal with wastewater. Effectively addressing these and other infrastructure needs is vitally important to the health and well-being of the City. The City deals with the maintenance of its physical infrastructure and the delivery of infrastructure related services through its annual operating budget. Managing this process and assuring that sufficient monies are allocated to cover needs associated with this area of responsibility will remain a high priority for the community generally, and particularly those in support of economic development. Impact of Tax Exempt Properties While the City is fortunate to have a public four year university, a technical college, state run facilities, and multiple non-profits that serve the city s residents, the impact of these government 11

13 and non-profit entities owning land in the city has proven to be costly to the City. Generally, government and non-profit entities are considered tax exempt which allows them to reside in the City without paying taxes to the local municipalities. In the past ten years, the City has lost more than $20 million in assessed value on tax exempt parcels which has a direct impact on the city s tax roll. In 2015, Oshkosh had 764 parcels that were declared tax exempt which is up 20% since When appropriate, city staff markets and sells any city-owned parcels that the City does not view as necessary to city functions, initiatives, or future city plans. Below are multiple maps showing the growing trend of the exempt properties in Oshkosh from 2005, 2010, and

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17 Planning for Infrastructure Improvements Communities that want to expand their tax bases and see new growth, development and revitalization occur, need to plan for future infrastructure improvements. The single most important plan the community adopts in this regard is the Comprehensive Plan. The Comprehensive Plan covers the primary physical elements that make up the community. Other specific plans will follow, and will be consistent with the Comprehensive Plan, such as industrial park plans, downtown plans, redevelopment plans, neighborhood plans, and Tax Increment District Plans. Most plans with a strong physical orientation will typically include recommendations and actions relating to needed infrastructure improvements. An important planning tool that the City uses that relates very directly to infrastructure needs is the annual Capital Improvement Program and Five Year Capital Improvement Plan. The Program, which will be discussed below, identifies projects to be undertaken in the coming year, while the Five Year Capital Improvement Plan identifies projects that are proposed to be undertaken in the ensuing five year period. Undertaking Needed Capital Improvements The annual Capital Improvement Program (CIP) covers all capital projects and infrastructure improvements the City proposes to undertake in the next calendar year following its adoption. The program covers the following areas: street and sidewalk construction; sanitary sewer construction; water system projects; storm sewer and storm water management related projects; traffic improvements; park improvements; major equipment purchases/replacement; property and building projects; and tax increment infrastructure projects. 16

18 Industrial and Business Parks Business and industrial growth are vital to a community s economy as it adds value to the tax base, provides jobs to city residents, and helps support other businesses in the community. Planning for areas for business growth is crucial to a city s future. Existing Industrial and Business Parks and Future Site Needs Currently four industrial parks, one business park and an aviation business park exist within the City. The industrial park and business park are owned by the City, served by water and sewer, and subject to covenants and restrictions. The Aviation Business Park is co-owned by the City and Winnebago County and each owns their respective acreage. Covenants are currently being drafted and the infrastructure should be in place by The parks continue to grow as industrial uses that once existed within the central city have relocated to these planned industrial park environments, in addition to other new industries locating in these parks. The map below shows the location of the parks. The City and Greater Oshkosh EDC actively market the city-owned lots in the multiple parks while Greater Oshkosh EDC administers the restrictive covenants. 17

19 Below is a map with the existing business and industrial parks located in the city. 18

20 Industrial Parks Aviation Industrial Park The Aviation Industrial Park totals 290 acres after it was combined with the South Industrial Park in This park is located on the south side of the City, west of Oregon Street. The park is bordered by W. Waukau Ave to the north, Ripple Avenue on the south, Oregon Street to the east and Wittman Regional Airport on the west. Some of the parcels have direct taxiway access to the Airport. There is one remnant parcel available of 3.80 acres in size which abuts the former landfill. Below is a map of the park. 19

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22 North Industrial Park The North Industrial Park was created in 1969 is approximately 220 acres in size. Snell Road borders this Park on the north, Jackson Street on the west, the Moser Street on the east and a Canadian National Railroad spur on the south. The Park is served by the CN Railroad and is in close proximity to State Highway 76 (Jackson Street), Interstate 41and US Highway 45. This industrial park is also near County Hwy A. This park is full and has no available land for sale. Below is a map of the park. 21

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24 Northwest Industrial Park The Northwest Industrial Park is approximately 230 acres in size. U.S. Highway 45/Algoma Blvd borders the park on the west, the former Winnebago County landfill on the north, the Canadian National Railroad tracks on the south, and Vinland Road on the east. The park is in close proximity to the US Highway 45 and Interstate 41 interchange. Newly developed sites will have access to a regional storm water detention facility. Additionally, the City purchased 80 acres of private land to the south of the park in 2009 to plan for expansions in the future. Below is a map of the park. 23

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26 Southwest Industrial Park The Southwest Industrial Park has been in existence for almost 40 years and has expanded several times. The City s largest park originally had 792 acres with an expansion area to the north of 178 acres and 80 acres to the west across Clairville Road totaling 1,050 acres. Running through the park is Sawyer Creek which also includes wetlands that have been identified by the consultant and the Natural Resource and Conservation Service and Wisconsin Department of Natural Resources. As the park continues to develop, the individual lots should be designed around these wetlands and natural features in order to protect them. The Park is zoned M-3, General Industrial and is adjacent to State Roads 91 and 44 and the Interstate 41 interchange with Wisconsin & Southern Railroad serving the park on rail. A study of future expansion areas of the South and Southwest Industrial Parks was completed in February 2004 that provides recommendations to meet future demands for industrial land for the next 20 years and beyond. A site master plan was prepared for both sides of Interstate 41. On the west side of Interstate 41, the master plan extends from 20 th Avenue to Fisk Avenue, with Knott Road as the western limit. On the east side of Interstate 41, the site master plan includes the area from W. Ripple Road south to Black Wolf Avenue, with the Canadian National Railroad as the eastern limit. The recommended future land uses are incorporated in the future land use maps of this Plan. While this Comprehensive Plan has a 20-year scope, the Study for the South and Southwest Industrial Parks can be used for future planning in areas that will remain agricultural and rural in nature for the next 20 years but may have a change to a different use beyond 20 years. This Study can be used to avoid conflicting, premature growth in the outlying areas of the city. The table below shows the land sales in each of the four industrial parks since Over the time period, the average annual absorption rate of land was 9.44 acres per year. At this time, within the four industrial parks, there are 80 acres the city owns that are available for development; 338 acres not development ready. If the current absorption rate of industrial land continues, all available acreage will be absorbed in a little over eight years. Below the chart shows the land sales and a map of the park. 25

27 Industrial Park Land Sales, Aviation North Industrial Park Industrial Park Southwest Industrial Park Northwest Industrial Park Total Acres Sold Total Acres Sold, Annual Average FULL FULL Acreage Sold 26

28 Number of Parcels Sold Average Acreage per Parcel Total Available Acreage Remnant parcel FULL Total Acreage of Park Source: City of Oshkosh,

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30 Business Parks Universal Business Park In the 1993 Comprehensive Plan for the City, a recommendation was made to pursue new business park sites that were oriented toward the non-manufacturing sector. Across Highway 44, from the Southwest Industrial Park, is the Universal Business Park. While no major expansions have taken place since the original creation of the park, the City has purchased individual parcels connected to the park as they become available. In 2011, the City purchased the former Roadway Express site of 8.5 acres which sits on Highway 44. The Universal Business Park is principally for business and professional offices and is zoned General Commercial. Covenants and restrictions were adopted for the park when it was created in 1993 and were later revised in The annual absorption rate of the business park is 1.88 acres per year. The existing business park is acres in size, and 41.4 acres have been sold. Through the end of 2015, twenty five of the 30 lots have been sold, with the average size of the parcels being 1.86 acres per parcel. The price per square foot of remaining lots ranges from $1.25 to $2.50. Currently there are fifteen lots that are owned by private developers or the City that are not developed. If the annual acreage absorption rate continues at the same pace, the park will have an adequate supply of acreage to support development of this type over the next twenty years. However, if the annual absorption rate increases significantly, then the business park will be filled at capacity during this next twenty years and therefore consideration for a new business park should be evaluated and included in future land use plans. Below shows a map of the park and a chart showing all land sales that have taken place in the business park are listed. 29

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32 Universal Business Park, Number of Acres Sold Price per Square Foot Company(s) $1.00 CitizensFirst Credit Union $1.00 Curtis & Neal Law Office $1.15 to $1.35 Thomas Insurance Group, Renaissance Group, and Landmark Staffing Resource $1.35 Roehlig Land Surveying and Packer Accounting $1.00 Fletcher Financial Network $2.00 NTD $1.00 to $1.35 Thomas James Real Estate and Bro s LLC $.90 to $1.90 Bro s LLC $.90 to $1.00 Thomas James Real Estate and Midwest Real Estate $1.00 Provident Financial $1.00 to $2.50 Thomas James Real Estate, Huckleberry LLC and BCG Properties $1.25 AlexMadison LLC Total Acreage Sold

33 Aviation Business Park In 2013, Winnebago County and the City partnered together and purchased 80 acres of land located south of Ripple Road and to the east of Wittman Regional Airport for a business park geared towards aviation-related businesses. The niche park will attract aviation-related businesses that desire direct runway access or to be located near the airport. The City has 30 acres to sell and the County has 50 acres to lease with direct runway access. The City received a $2 million grant from the Economic Development Administration to help offset costs of infrastructure which should be ready for development in Restrictive Covenants will be adopted for the park to ensure the park tenants follow sound planning practices and protect the integrity of the park. Below is a map of the park. 32

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35 Future Site Needs for Industrial and Business Parks Planning for future expansions of existing business and industrial parks is necessary to ensure the community is adequately prepared to accommodate industrial growth in the future. While planning for park expansions, the City must consider the following trends: Projected growth within existing businesses Transportation needs Residential growth Commercial development trends Growth among targeted industries The City should coordinate with Greater Oshkosh EDC to identify potential expansion areas for the City s existing parks and create a timeline that will be used to plan for the City s CIP budget. To ensure there is always enough developable land for development opportunities, the City will continue to plan for future park development in four phases: 1. The City will always have available, shovel-ready lots to sell and build on in the industrial and business parks. 2. The City will plan for and construct expansion areas of the existing business and industrial parks conducive to the current economy using city-owned land once a majority of the existing lots have been sold and developed. These improvements are scheduled to be installed within 2-5 years and included in the CIP budget. This includes constructing storm water management facilities, installing utilities, and paving roads to create shovelready lots to sell. 3. The City will identify and purchase land from private landowners connected to or near the existing parks for expansion areas that could be planned or constructed in the next 10 to 15 years. This requires financial planning through the City s CIP to ensure funds are available for purchasing. 4. The City will coordinate with the Greater Oshkosh EDC to create a conceptual plan of where the parks could expand to in the next years or where new parks could be constructed. The land will not be owned by the City yet, but should be monitored closely if opportunities to purchase are presented. 34

36 Finance Providing businesses access to adequate financial resources is a critical element of any community s economic development plan. Businesses need capital to finance start up initiatives and expansions. In Oshkosh, various economic development partners work together to ensure businesses have access to the financing and financial incentives they need. There are a variety of different sources of financing and financial incentives available to assist local businesses. Conventional lenders provide the backbone of lending in any community, but government and other players in the private sector play a significant role as well. Private groups such as angel investors typically make high risk investments in start up or small businesses. Angel investors typically focus on companies that have already developed a basic concept and business strategy in their seed stage of investment and have the potential for rapid growth. Tax Increment Financing (TIF) On the local level, tax incremental financing (TIF) continues to be the number one economic development tool utilized by municipalities in Wisconsin to incentivize development. Taxes generated by the increased property values pay for land acquisition, development of the property, and other TIF eligible activities. The City must follow specific state statues when dispersing the funds and gain approval from the Joint Review Board which consists of the City, the County, the School District and Fox Valley Technical College. The City has specific guidelines that applicants must follow in order to apply for TIF funds for their development project. Applicants must fill out an application and submit an application fee to the City for review and provide the necessary documentation. Below is a chart that demonstrates how a Tax Incremental District (TID) works and maps that show the locations of the TIDs in the city. 35

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39 Revolving Loan Funds In December 2014, the City of Oshkosh Common Council recognized the need for a targeted initiative designed to accelerate quality job creation and growth of the tax base in a highly competitive economic environment. A partnership between the City of Oshkosh and Greater Oshkosh Economic Development Corporation (Greater Oshkosh EDC) created the Revolving Loan Fund Program to address competitive opportunities and concerns widely expressed within the local business community and citizens of the City of Oshkosh. The Revolving Loan Fund (RLF) was established to be a flexible gap financing tool for businesses engaged in high-income and job growth through projects involving expansion and/or relocation in the City of Oshkosh. Impact, for the purpose of this program, is defined as any growth activity that supports significant return to the tax payers of City of Oshkosh. Winnebago County makes available two low interest loans to incentivize development in the county. The first revolving loan program is through the Community Development Block Grant program which is not available to businesses within city limits since the City is an Entitlement Community. The other opportunity is the county Revolving Loan Fund Program for industrial developments which the Industrial Development Board administers. Businesses are required to have their local municipality receive the funds and then loan to the business. Typically, the City of Oshkosh does not participate in these loans due to the fact that the City must borrow for the funds and the City currently does not have sufficient borrowing capacity for this type of project. State of Wisconsin The State of Wisconsin government plays a role providing financing and financial incentives to businesses in the area also. The Wisconsin Economic Development Corporation (WEDC) has a number of grant, loan and tax credit programs available when eligible. The Wisconsin Housing and Economic Development Authority (WHEDA) also has a number of loan guarantee programs available to assist with neighborhood revitalization, agribusiness expansion and small business start ups. The Wisconsin Department of Transportation also makes grant funds available for governing bodies, private businesses, and consortiums for road, rail, harbor and airport projects. 38

40 Other Financial Assistance Programs Additional potential financial assistance opportunities for businesses: City of Oshkosh Revolving Loan Fund City of Oshkosh TIF ADVOCAP Oshkosh Chamber of Commerce Revolving Loan Fund Oshkosh BID Recruitment Grant (if located in BID) Winnebago County IDB Winnebago County RLF WEDC technical and financial assistance Wisconsin Department of Workforce Development technical and financial assistance Wisconsin Department of Natural Resources technical and financial assistance Wisconsin Department of Transportation technical and financial assistance Wisconsin Department of Tourism technical and financial assistance Wisconsin Department of Workforce Development financial assistance Wisconsin Historical Society WHEDA financial assistance In some cases, the federal Economic Development Administration, Small Business Administration, Department of Defense and Department of Commerce. International Trade The City fully supports businesses in the community that would like to, or currently are engaging in international trade. One unique financial incentive Oshkosh has to offer is its federal Foreign Trade Zone (FTZ) located in the Southwest Industrial Park. FTZ s offer significant financial benefits to companies engaging in import and export of parts and projects through duty deferral, elimination and savings on weekly entries and broker fees. 39

41 Sustainability The City of Oshkosh has an active Sustainability Advisory Board that makes recommendations to the City Council on ways to implement initiatives that would support activities or projects that promote sustainability in the City. The Sustainability Advisory Board closely follows the adopted City of Oshkosh Sustainability Plan for guidance on their work plan. Specifically for economic development, the Sustainability Advisory Board recommends multiple policies to encourage sustainability in economic development and uses the following objective as their guide: Bolster the local economy by attracting sustainable businesses and green-collar jobs, and encouraging existing businesses to become more sustainable. The following policies have been adopted to encourage sustainability in Oshkosh: Green Economic Planning Green-Collar Jobs Attracting Green Businesses Green Job Education Buying Local Travel Green Wisconsin Triple Bottom Line Low-Income Needs Consumer Education A more detailed overview of the policies set by the Sustainability Advisory Board is included in their City of Oshkosh Sustainability Plan which is located on the city s website. 40

42 Current Trends and Inventory Economic Development Roles and Responsibilities City of Oshkosh The City Manager and Common Council are key players in setting the direction on the City s involvement and financial support to economic development in Oshkosh. The City entity that is primarily responsible for carrying out a variety of economic development activities is the Department of Community Development. Department activities include: facilitating review of development proposals and plans; preparing plans that provide guidance on city economic development initiatives; pursuing redevelopment and special central city revitalization projects; seeking development-related grants; preparing Tax Increment District plans for central city and business/industrial park development; and collaborating with community partners on economic development efforts such as the Greater Oshkosh Economic Development Corporation. Other City Departments engaged in activities that enhance the community s development include: Public Works, Transportation, Parks, Museum and Library by improving the city s infrastructure, supporting the city s arts and culture, and building a strong quality of life and place. City Boards and Commissions that play important roles in economic development include: City Council, Redevelopment Authority, Downtown Business Improvement District Board, Landmarks Commission, Board of Appeals, and the Plan Commission. Greater Oshkosh Economic Development Corporation The Greater Oshkosh Economic Development Corporation (Greater Oshkosh EDC) was created in 2014 to promote comprehensive and integrated economic development for the Oshkosh area. With strong and renewed energy, this focused leadership and advocacy supports efforts to expand and diversify the regional economic base. 41

43 Of utmost importance to Greater Oshkosh EDC is to bring a one stop-shopping mentality to economic development as well as to leverage the power of public-private partnerships. Following these unique attributes, the Greater Oshkosh EDC Board of Directors, comprised of private business and public entities, expects economic development in the Oshkosh area to be straightforward and seamless. Greater Oshkosh EDC will act as the city s economic development advocate. Greater Oshkosh EDC, along with city staff members, will expend its best efforts to promote economic development including the recruitment, retention and expansion of business within the city and greater Oshkosh area. Other Partners Oshkosh Chamber of Commerce The Chamber is a private non-profit, non-governmental organization devoted to enhancing the strength of the business community and quality of life in Oshkosh. The Chamber is governed by a Board of Directors, composed of members from each area of business- industrial, retail and service. The Chamber has over 1,000 members. The Chamber is a member-driven and supported organization where business comes together as a unified voice in the economic, political, educational and organizational areas for the betterment of the community. University of Wisconsin-Oshkosh The University of Wisconsin-Oshkosh (UWO) has been providing students with a high-quality, affordable education since As the third largest public universities in the state, UW Oshkosh has an enrollment of approximately 13,500 students, and over 1,700 employees. UW Oshkosh offers 60 undergraduate majors, 100 minors, and 15 Master s Degrees in four professional colleges including: Business, Education and Human Services, Letters and Science, and Nursing. 42

44 UW Oshkosh impacts the long-term regional economic development strategies for Oshkosh and the region through workforce development, entrepreneurship, business enterprise services and regional community enhancement. UW Oshkosh s certificate, professional undergraduate and graduate programs are highly aligned with regional economic needs and contribute directly to workforce development by educating more and better-prepared graduates to fill existing and future jobs. UW Oshkosh is the primary source of bachelor degreed graduates in the New North region with three times as many UW Oshkosh alumni living in the region as UW Madison. Direct services to businesses and organizations include several distinct entities at UW Oshkosh. The Business Success Center, the Small Business Development Center, AeroInnovate, and the Wisconsin Family Business Forum provide direct assistance to private businesses and organizations not only in Oshkosh, but in the whole New North region. These resources are extremely beneficial to Oshkosh and helps the businesses in our community grow and gives entrepreneurs an opportunity to work with professionals who can help them start their business. Fox Valley Technical College Fox Valley Technical College (FVTC) is one of sixteen technical colleges in the State of Wisconsin. It serves a five county area: Calumet, Outagamie, Waupaca, Waushara, and Winnebago with a district population of approximately 435,000 people. There are two campuses, the main campus in Appleton and a second campus in Oshkosh. Within five counties there are five regional centers, the S.J. Spanbauer Center in Oshkosh and more than 50 other outreach locations. The City of Oshkosh is home to multiple FVTC training facilities that focus on advanced manufacturing, aviation, and other valuable associate degrees. FVTC offers over 200 associate degrees, technical diploma and certificate programs along with related instruction to 20 apprentice trades. The college serves approximately 50,000 people annually with 14% of those students being served in Oshkosh. Approximately 1,500 career program students graduate from FVTC each year with an 89% employment rate six months after graduation. FVTC serves 2,000 employees with contracted services annually and trains over 21,000 employees via contracted training. 43

45 Oshkosh Convention and Visitor s Bureau The Oshkosh Convention and Visitor s Bureau (OCVB) is a private, notfor-profit organization funded solely through room tax dollars from Oshkosh hotels. Its mission is to promote Oshkosh, Wisconsin s Event City and Winnebago County as a premier destination for corporate, sports and leisure groups as well as individual visitors. The OCVB works to bring tourists to the community and encourage overnight stays. The OCVB also promotes the cityowned Convention Center and works to attract conferences to the facility. Winnebago County Winnebago County provides economic development assistance to businesses and local communities within the county through its Industrial Development Board (IDB). The IDB provides financial assistance via low interest loans to local communities and businesses through its Revolving Loan Fund (RLF). It also provides grants to local communities for local economic development activities through its Per Capita and Marketing Program funds. The IDB networks with other local, regional and statewide economic development organizations to assist businesses with expansions or relocations in the Winnebago County area. The IDB is governed by an eleven member board with representation from the County, local municipalities and the business community. Oshkosh Area Community Foundation The Oshkosh Area Community Foundation has been a part of the community since 1928 to encourage public-spirited citizens to invest in the future of Oshkosh. The foundation has since become an important collaborator and facilitator in community economic development projects by coordinating development initiatives, connecting community partners, and bringing together investors. 44

46 The Westside Association The West Side Association was established in 1981 by a group of business people in an effort to keep abreast of the development efforts that were emerging along the Interstate 41 corridor. Over the years, the goal and objective of the organization has expanded to assist and encourage the growth and promotion of West Side businesses, and to advance the interest, welfare and development of the greater Oshkosh Community. Other Economic Development Partners- Regional and State East Central Wisconsin Regional Planning Commission East Central Wisconsin Regional Planning Commission (ECWRPC) is the official comprehensive, area-wide planning agency for the ten county east central region of Wisconsin including the counties of Calumet, Fond du Lac, Green Lake, Marquette, Menominee, Outagamie, Shawano, Waupaca, Waushara and Winnebago. ECWRPC staff provides assistance in the following areas: environmental, economic development, open space, land use, housing, community, transportation, and GIS. New North, Inc New North, Inc. was formed in 2006 as a consortium of business, economic development organizations, chamber of commerce, workforce development partners, civic, non-profit, and education leaders in the 18 county region in northeast Wisconsin. The New North partners are working together to promote the Northeast Wisconsin region as a competitive area for job growth with an excellent quality of life. New North, Inc. was also organized to create a brand to unite the region, in order to harness the collective economic power behind the 18 Counties. The Counties include Outagamie, Winnebago, Calumet, Waupaca, Brown, Shawano, Oconto, Marinette, Door, Kewaunee, Sheboygan, Manitowoc, Fond du Lac, Green Lake, Marquette, Florence, Menominee, and Waushara. 45

47 Wisconsin Economic Development Corporation The Wisconsin Economic Development Corporation (WEDC) is Wisconsin s lead economic development agency. WEDC has several grant programs and services available to communities or businesses within communities. WEDC also offers many more business assistance and financing programs as well as economic development news and statistics. 46

48 Economy of Oshkosh This section provides an overview of the current economy of Oshkosh including high traffic economic corridors within the City, reviews the community s strengths and weaknesses in attracting and retaining businesses as well as compiles all the economic development demographics of the City. The economy of the country and the world in which we live in is becoming more complex and intertwined. The evolution of the global economy and flat world economies has drastically changed how business is done and what it takes for a community to be competitive in today s changing marketplace. An important step in pursuing an effective economic development strategy is understanding the current makeup of the economy of the community. The following information is intended to provide a brief economic base study of Oshkosh. Traffic Analysis Zones In the 1993 Comprehensive Plan, seven Economic Activity Zones (EAZs) were identified as containing the highest concentration of employees among all industry sectors. The concept of the EAZs was slightly changed for this plan as staff will be using Traffic Analysis Zones (TAZs) in the City to identify areas that encompass a majority of the city s employment and commercial corridors. TAZ s can be a useful tool in many ways, including planning and delivery of services, marketing, transportation, and the provision of utilities. A TAZ is a group of census blocks that has at least one major thoroughfare going through it or touching the zone boundary that can be used for transportation modeling and other purposes. Data is collected on population/housing and employment for the traffic demand model. Six TAZs have been identified in this Plan. These zones include the four industrial parks, the business park, the Interstate 41 corridor, and the Interstate 41/45 interchange area. These six activity zones are described below. Employment information is from the East Central Wisconsin Regional Planning Commission and is based on the Traffic Analysis Zones (TAZ). Employment data is from 2010 and the number of employees reflects both full and part-time employees. 47

49 Central City/University TAZ The Central City/University Economic Zone includes the University of Wisconsin- Oshkosh and the Fox Valley Technical College campuses, the City and County Government buildings, the Downtown area, and Oregon and South Main Street from the Fox River to 17 th Avenue. This district includes the city s four bridges over the Fox River, Highway 45, and State Road 44 (Ohio Street/Wisconsin Street). The railroad tracks, along Broad Street, are the eastern border of this activity zone. Approximately 2,001-5,559 employees work in this zone. South Economic TAZ This TAZ encompasses the Aviation Industrial Park and Aviation Business Park, as well as additional industrial uses east to the railroad tracks and north to 20 th Avenue. A portion of this district is in the Town of Black Wolf. This district has good rail access, air transportation access, and Interstate 41/44 and Interstate 41/26 access. Approximately 501-1,000 employees work in this zone. Interstate 41 Corridor Economic TAZ The Interstate 41 Corridor TAZ extends from the Interstate 41/26 interchange north to Interstate 41/21 interchange. This zone is predominantly retail and commercial, as it includes property along both frontage roads and the uses around each of the Interstate 41 interchanges. A small portion of this zone is within the Town of Algoma and the Town of Nekimi. This zone is for the most part within the Highway 41 Corridor Overlay that was created as a result of the previous comprehensive planning process. The southern portion of the zone is either vacant or agriculturally-related. As this area begins to develop, the city will continue to apply design standards of the Overlay District, as this is one of the major entrances into the city. Approximately 2,001-5,559 employees work in this zone. Southwest Economic TAZ The Southwest TAZ includes the area from West 20 th Avenue to State Road 44 and from Clairville Road to Interstate 41. This area is primarily the Southwest Industrial Park and expansion area. Multiple TIDs are located in this zone as well. This district 48

50 has good rail and highway access. Sites within the district with frontage along the railroad should be reserved for rail-oriented industry. Approximately 2,001-5,559 employees work in this zone. North Economic TAZ This TAZ has the largest acreage of the six activity zones. It extends from Interstate 41 east to Bowen Street and from Murdock Avenue north to County Road Y. It encompasses the North Industrial Park and the Northwest Industrial Park including the area with the Fernau connection that will eventually link the two parks. This area includes portions of the Town of Oshkosh that are islands within city-owned property. Government uses in this area include the state correctional facility, the old landfill, the County s Highway Department and Recycling Facility, and the County s jail. Approximately 2,001-5,559 employees work in this zone. Interstate 41 and Highway 76 Interchange TAZ This TAZ is at the intersection of Highway 76 (Jackson Street) and Interstate 41. This zone is predominantly in the Town of Oshkosh, with the exception of the Winnebago County Fairgrounds in the city. Current land uses are mostly highwayoriented at the interchange. Due to the proximity of this intersection to the current city limits, it is anticipated the majority of this area will eventually be attached into the city. Approximately 501-1,000 employees work in this zone. The city will seek to concentrate its new major commercial and industrial development in these areas where utilities and facilities either exist or can be easily provided, near an efficient transportation network, and near similar land uses to prevent placement of incompatible uses. The city can assess the infrastructure and services accessing these highly concentrated employment centers and then, where applicable, infrastructure and service deficiencies within the TAZs should then be include in the annual Capital Improvements Program. 49

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52 Demographics According to the U.S. Census, the 2010 population of Winnebago County was 166,994 and the population of Oshkosh was 66,083. Each year the State of Wisconsin Department of Administration provide updated population estimates for cities in the State, and as of January 1 st, 2015 the final population estimate of Oshkosh was 66,451. The rate of changed since 2010 was 0.6% annually. The 30 year projection for the population in the market area is 73,800, representing a growth of 10% from 2010 to Currently, the population is 51.2% male and 48.8% female. The age of the population in Oshkosh is fairly lower compared to the state of Wisconsin. The median age for Oshkosh is 32.8, lower than the median age for the state (38.5). The population between the ages of 20 and 24 contributed to 13.1% of the total population of Oshkosh compared to 6.8% for the state of Wisconsin. Households and Housing The household count in this market area was 26,138 in 2010 and is projected to be 26,796 in The 30 year projection of households is 30,309 in Average household size is currently 2.97, compared to 2.24 in the year The number of families in the current year is 13,422 in Oshkosh. Currently, 48% of the 29,472 housing units in the market area are owner occupied; 43% are renter occupied; and 9% are vacant. In 2010, there were 27,207 housing units- 51% owner occupied, 40% renter occupied and 9% vacant. Income and Spending As of 2013, current median household income is $42,676 in the City of Oshkosh, compared to $52,413 for all Wisconsin households. In 2010, median household income was $41,165, compared to $37,636 in

53 Current per capita income is $21,972 in Oshkosh, compared to the United States per capita income of $28,184 and the Wisconsin per capita income of $27,523. In 2010, the per capita income was $19,683, compared to $18,964 in Consumer Spending The chart below shows the amount spent on a variety of goods and services by households that reside in Oshkosh. The highest average spent per household in 2014 went towards food, shelter, and transportation. Expenditures are shown by broad budget categories that are not mutually exclusive. Consumer spending does not equal business revenue Consumer Spending Categories Average Spent per HH Apparel and Services $1, Computers and Accessories $ Entertainment/Recreation $2, Food at Home $3, Food Away from Home $2, HH Furnishings and Equipment $ Investments $1, Shelter $11, TV/Video/Sound Equipment $1, Transportation $7, Travel $ Vehicle Maintenance and Repairs $ Source: Consumer Spending data is derived from the 2011 and 2012 Consumer Expenditure Surveys, Bureau of Labor Statistics. ESRI. 52

54 Labor Force and Employment Analysis Location Oshkosh is the County Seat of Winnebago County. The City is situation in the Fox River Valley of Northeast Wisconsin, which is commonly referred to as the New North region. The City s distance to other nearby cities is as follows and is shown on the map below: Appleton 18 miles Green Bay 50 miles Milwaukee 80 miles Madison 85 miles Chicago 170 miles Minneapolis 280 miles 53

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56 Transportation (to work) In 2012, 89 % of the Oshkosh population drove alone to work, and 2.5% worked at home. 47.9% of workers had a travel time less than 14 minutes to work. The average travel time to work in 2010 was 16.8 minutes in Oshkosh, compared to the U.S. average of 25.3 minutes. There are a total of 30,166 registered vehicles in Oshkosh with 46.8% of households having a total of two vehicles. This data can be seen in the charts provided below. Workers 16+ by Means of Transportation to Work Percentages Drove Alone Car, Truck, Van 89.3% Carpooled Car, Truck, or Van 8.1% Public Transportation 1.5% Walked 4.4% Other Means 2.2% Worked at Home 2.5% Source: U.S. Bureau of the Census American Community Survey 5-Year Estimates Workers 16+ by Travel Time to Work Percentages Less than 10 minutes 23.7% 10 to 14 minutes 24.2% 15 to 19 minutes 19.0% 20 to 24 minutes 11.9% 25 to 29 minutes 4.9%% 30 to 34 minutes 9.1% 35 to 44 minutes 3.0% 45 to 59 minutes 2.0% 60 or more minutes 2.1% Average Travel Time to Work 17.1 minutes Source: U.S. Bureau of the Census, , American Community Survey 5-Year Estimates 55

57 Households by Vehicles Available Total Percentages and Totals 30,166 Vehicles None 3.2% % % % Source: U.S. Bureau of the Census, , American Community Survey 5-Year Estimates Civilian Labor Force The labor force, by definition of the Wisconsin Department of Workforce Development, includes those who are either working or looking for work, but does not include individuals who have made a choice not to work (retirees, homemakers, and students), nor does it include institutional residents, military personnel, or discouraged job seekers. Currently, 92.9% of the civilian labor force in Oshkosh is employed and 7.1% are unemployed as shown in the table below. In comparison, it is estimated that 92.6% of the United States civilian labor force is employed, and 7.4% are unemployed. In 2012, 62.7% of the entire population aged 16 years or older in Oshkosh participated in the labor force, and 0.1% were in the Armed Forces. City of Oshkosh Civilian Labor Force Employed 33,583 33, ,298 33,515 32,544 32,734 32,938 32,695 33,125 Unemployed 1,752 1,752 1,844 1,766 3,157 3,115 2,845 2,630 2,584 1,966 Total Labor Force 35,335 35,418 35,900 36,064 36,672 35,659 35,579 35,568 35,279 35,091 Unemployment Rate 5% 4.9% 5.1% 4.9% 8.6% 8.7% 8% 7.4% 7.3% 5.6% Source: WI Dept. of Workforce Development, Local Area Unemployment Statistics, Not Seasonally Adjusted - Annual Averages

58 Also monitored by the DWD is the dispersion of the labor force over broad age groups as shown in the figure below. In Winnebago County, 50% of the labor-force-eligible population is below the age of 45, indicating that over the 20 year planning period, this population will be moving through the mature years of their working lives. Maintaining this cohort of workers will lead to fewer concerns of future labor shortages as the Baby Boomers generation continues to retire and while a fewer number of youth turning eighteen are entering the workforce right away. 75 years and over 8% 65 to 74 years 8% Winnebago County Labor Force Age Groups 16 to 19 years 7% 20 to 24 years 10% 555 to 64 years 15% 45 to 54 years 19% 25 to 44 years 33% Unemployment Rate The number of persons unemployed in the city includes not only those who are receiving unemployment benefits, but also any person who is actively looking for a job and hasn t found one. As you can see in the charts below, the unemployment rates have been steadily decreasing over the last year throughout all four geological areas (Oshkosh, Winnebago County, Wisconsin, and the United States). The unemployment rates in Oshkosh have decreased since the height of the recession in 2009 and 2010 where the rate was 9.8% at one time. Since then, the rate has roughly dropped 0.5% each year. As of August 2015, the unemployment rate is 4.1%. 57

59 8 1- YEAR UNEMPLOYMENT ANNUAL AVERAGES % RATE United States Oshkosh Wisconsin Winnebago County 1 0 *2014 Annual Averages Source: Wisconsin Department of Workforce Development ( Year Unemployment Annual Averages 10 % RATE Oshkosh United States Wisconsin Winnebago County *2014 Annual Averages Source: Wisconsin Department of Workforce Development ( 58

60 Education In 2014, the educational attainment of the population aged 25 years or older in the market area was distributed as follows: 8.2% had not earned a high school diploma (6.0% in Wisconsin) 34.4% were high school graduates only (22.4% in Wisconsin) 22.1% had some college, no degree (21.1% in Wisconsin) 7.9% had completed an Associate s degree (9.9% in Wisconsin) 17.7% had a Bachelor s degree (18.1% in Wisconsin) 7.0% had earned a Master s/professional/doctorate Degree (9.3% in Wisconsin) Source: American Community Survey 5-Year Estimates 59

61 City Employers The City of Oshkosh has a healthy combination of private and public employers that make up the city s largest employers as shown above. The top two employers in the city are Oshkosh Corporation and Bemis Company, Inc. They account for more than 5,000 jobs in the city. Public entities such as the University of Wisconsin-Oshkosh, Oshkosh Area School District and Winnebago County account for just fewer than 4,000 employees. Major Local Employers Employer Oshkosh Corporation Employees 2,800 Bemis (all Oshkosh locations) 2,460 University of Wisconsin-Oshkosh 1,425 Oshkosh Area School District 1,388 US Bank (all locations) 1,118 Winnebago County 1,018 Aurora Medical Center and Group 870 Winnebago Mental Health Institute 702 Affinity Health System including Mercy Medical 678 Center Silver Star Brands 650 4Imprint 584 City of Oshkosh 569 Clarity Care 569 Oshkosh Correctional Institution 502 Hoffmaster Group 454 Wal-Mart 318 Lutheran Homes of Oshkosh 279 Muza Metal Products 265 Lapham-Hickey Steel 256 Source: Oshkosh Chamber of Commerce website,

62 Employment Base The charts below show the percentage breakdown of ten different industry/occupational categories for the employed population in Oshkosh. There are currently 33,125 employed workers in Oshkosh compared to 32,544 workers in Approximately 45.4% of the employed population in the service industry followed by 24.1% in the manufacturing industry. In the current year, the occupational distribution of the employed population is: 57.4% in white collar jobs (compared to 61.5% of the U.S. employment) 20.5% in service jobs (compared to 17.1% of the U.S. employment) 22% in blue collar jobs (compared to 21.4% of the U.S. employment) 2013 Employed Population 16+ by Industry Percentage United States Wisconsin Oshkosh Agriculture/Mining 1.9% 2.5% 0.4% Construction 6.2% 5.3% 1.9% Manufacturing 10.5% 18.2% 21.8% Wholesale Trade 2.8% 2.7% 2.4% Retail Trade 11.6% 11.4% 14.8% Transportation/Utilities 4.9% 4.4% 3.1% Information 2.2% 1.7% 1.5% Finance/Insurance/Real Estate 6.7% 6.2% 4.6% Professional, Scientific, and Management, and Administrative and Waste Management Services 10.8% 7.9% 7.6% Public Administration 5.0% 3.6% 3.5% Arts, Entertainment, and Recreation, and Accommodation, and Food Services 9.3% 8.7% 12.5% Other services, except Public Administration 5.0% 4.2% 4.3% Educational Services, and Health Care and Social Assistance 23.2% 23.2% 21.4% Source: U.S. Bureau of the Census, 2013 Census of Population and Housing 61

63 2013 Employed Population 16+ by Occupation Percentage White Collar 54.0% Management/Business/Financial 11.0% Professional 17.0% Sales 11.0% Administrative Support 15.0% Services 20.0% Blue Collar 26.0% Farming/Forestry/Fishing 1.0% Construction/Extraction 1.0% Installation/Maintenance/Repair 3.0% Production 12.0% Transportation/Material Moving 9.0% Source: U.S. Bureau of the Census, 2013 Census of Population and Housing Industry Base The chart below provides information regarding the city s various industry sectors and a profile of Oshkosh employees and employers. Over the past decade, the city has experienced a significant rise in the number of citizens employed in Agriculture, Forestry, Fishing and Hunting, Mining as well as Arts, entertainment, recreation, and food services and Finance, real estate and insurance. The number of employees in Construction, Public Administration and Transportation, warehousing and Utilities has decreased demonstrating a shift in the city s growing business sectors. 62

64 Distribution of Oshkosh Residents by Industry Sector,2000 (Census) and 2010 (Census) 2000 Census 2010 Census Number Percent of Total Percent of Number Total Numerical Change Percent Change Agriculture, Forestry, Fishing and Hunting, Mining % % % Construction 1, % % (481) -40.8% Manufacturing 7, % 6, % (966) -13.5% Transportation, Warehousing, Utilities 1, % % (214) -17.7% Wholesale Trade % % (57) -7.3% Information % % (62) -9.8% Retail Trade 4, % 4, % % Finance, Insurance, & Real Estate 1, % 2, % % Professional, scientific, management, and admin services 1, % 2, % % Educational, Health, and Social Services 7, % 6, % (669) -9.4% Arts, entertainment, and recreation, and food services 2, % 4, % 1, % Other Services 1, % 1, % (22) -1.4% Public Administration 1, % 1, % (275) -20.8% Total 32, % 32, % % Source: US Census, 2000 and

65 Recommendations and Action Plan Key Issues Questions are asked below regarding the city s current economic development state. Asking these questions will help guide the city s economic development efforts and bring together solutions and resources to achieve our goals. 1. Grow Local Economy: What should the City do to address the changing economic conditions and opportunities in today s economy while continuing to foster local economic investment and growth? 2. Development Infrastructure: What should the City do to ensure sufficient investment is being made in transportation, telecommunications, utilities, and site development to enhance the City s economic competitiveness? 3. Redevelopment Sites: What should the City do to encourage business development and expansion in areas that were previously developed? 4. Downtown and Riverfront: What should the City do to support revitalization and reinvestment in the Downtown and Riverfront? 5. Incentives: What should the City do to ensure that its economic development incentive programs keep at pace with changing economic conditions and opportunities while keeping in line with community priorities? 6. Industry Cluster and Targeted Industry Development: What should the City do to target community resources to address the different challenges and opportunities facing declining industries, emerging industries and growth industries? 7. Workforce: What should the City do to attract and retain a well-educated and trained workforce? 8. Organization: What should the City do to ensure that the structure and working relationships among community and regional economic development organizations continue to provide the most cost-effective approach to attracting sustained economic growth? 64

66 Goals and Objectives Objective 1- Organization and Coordination: Coordinate with public and private economic development partners to efficiently and effectively address economic development issues and opportunities as well as minimize duplication of efforts. Objective 2- Grow Local Economy and Tax Base: Assist Greater Oshkosh EDC with driving existing business development, attraction, and business start-ups. Objective 3- Streamline Development: Work with private developers and City departments to continuously identify ways to streamline the development review and permitting process. Objective 4- Develop Infrastructure: Continue to develop vacant business and industrial sites with necessary infrastructure to ensure it is shovel ready and to maintain a balanced and competitive inventory of business and industrial sites. Objective 5- Redevelopment Sites: Support redevelopment of contaminated, blighted, and underused properties with potential for reuse as development sites. Objective 6- Downtown and Riverfront: Foster economic revitalization of Downtown and the Riverfront by encouraging diverse economic activity, including but not limited to, private and public offices, retail, services, hospitality businesses, high density housing, and civic, cultural and entertainment uses. Objective 7- Industry Cluster and Targeted Industry Development: Assist Greater Oshkosh EDC in supporting key industry groups in the area and take action to support them in retaining or creating employment and tax base in the City of Oshkosh. 65