ANNUAL COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY REPORT

Transcription

1 ANNUAL COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY REPORT September 2017

2 Prepared by: West Central Wisconsin Regional Planning Commission 800 Wisconsin Street Mail Box 9 Building D2, Suite 401 Eau Claire, WI Phone: wcwrpc@wcwrpc.org Web Page: Abstract: The West Central Wisconsin Comprehensive Economic Development Strategy (CEDS) 2017 Annual Report is financed, in part, by a planning grant from the Economic Development Administration (EDA). The Report is being submitted for the time period of November 1, 2016 through October 31, Included is a combination of updated regional demographics, activities and the presentation of continuing and new projects. It also identifies any changes in the region which may affect the area's economy or require a program modification. Photos on the cover (from top to bottom): Village of Luck, Library & Museum - Polk County St. Croix Crossing - St. Croix County The Lismore Hotel - Eau Claire County Lake Menomin & City of Menomonie - Dunn County Downtown Chipppewa Falls - Chippewa County Abbyland Service Plaza - Clark County City Hall Park, Cumberland - Barron County 2

3 Strategy Committee West Central Wisconsin Regional Planning Commission (WCWRPC) is a multi-county planning agency serving county and local governments in the Wisconsin counties of Barron, Chippewa, Clark, Dunn, Eau Claire, Polk and St. Croix. The Commission was created in 1971 by the seven aforementioned counties and derives its authority from Wisconsin Statute The Commission's governing body consists of three representatives from each of the seven counties in the region. WCWRPC serves as the governing board and planning organization for the seven-county Economic Development District. The Commission members represent a broad variety of economic interests ranging from farmers and business owners to not-for-profit entities and public officials. COMMISSION MEMBERS BARRON COUNTY Ken Jost Jess Miller Gary Taxdahl CHIPPEWA COUNTY Anson Albrado Jason Bergeron Steve Gerrish CLARK COUNTY Charles Rueth Joe Waichulis Jr. Norman Wesenberg EAU CLAIRE COUNTY Kathleen Clark John L. Frank Gordon Steinhauer POLK COUNTY Joe Demulling William Johnson IV Tracy LaBlanc ST. CROIX COUNTY Tom Coulter Agnes Ring Larry Weisenback DUNN COUNTY Richard Creaser Tom Quin Robert Walter 3

4 Table of Contents SECTION I. OVERVIEW Introduction DETAILS OF THE 2017 CEDS ANNUAL UPDATE Regional Overview SECTION II. EXECUTIVE SUMMARY Report Purpose SECTION III. ANNUAL EVALUATION Economic Health & Performance PRIMARY ECONOMIC HEALTH INDICATORS Changes in the WCWRPC Region TOTAL POPULATION & GROWTH TOTAL EMPLOYMENT & GROWTH UNEMPLOYMENT RATE & CHANGE JOBS BY INDUSTRY EMPLOYMENT BY INDUSTRY & CHANGE LARGEST OCCUPATIONS FASTEST GROWING OCCUPATIONS HIGHEST PAYING OCCUPATIONS Cluster Identification TOP 12 CLUSTERS IDENTIFIED IN WEST CENTRAL WISCONSIN.. 16 Detailed Performance Measures

5 Table of Contents Update of Regional Goals & Performance Measures GOAL 1: INFRASTRUCTURE GOAL 2: SENSE-OF-PLACE GOAL 3: NEW BUSINESS GOAL 4: REGIONAL WORKFORCE GOAL 5: COORDINATION SECTION IV. WCWRPC WORK PLAN Work Plan Status & Updates

6 SECTION I: OVERVIEW Introduction In March 1980, West Central Wisconsin Regional Planning Commission was designated as an Economic Development District by the Economic Development Administration (EDA) of the U.S. Department of Commerce. In order to maintain this economic development district designation, and for entities within the region to qualify for most EDA assistance programs, the region's Comprehensive Economic Development Strategy (CEDS) must be updated at least once every five years and performance reports must be submitted annually to the EDA. The region's CEDS was last updated in October 2015 and was accepted by the Economic Development Administration as meeting all the requirements as defined within 13 CFR DETAILS OF THE 2017 CEDS ANNUAL UPDATE This annual report provides a brief update of economic development activities in the Region and a snapshot of annual changes to the region benchmarks developed for the 2015 CEDS Update. This includes an update and evaluation of both the Primary Economic Health Indicators and Detailed Performance Measures used to review and assess economic health and performance of the West Central Region. The report also describes progress of the 2015 CEDS Update along with the status and updates of the WCWRPC Work Plan. Economy Overview Popula on (2016) 422.7K Jobs (2016) 200.6K Average Earnings (2016) COL Adjusted Average Earnings (2016) $47.0K $46.7K Unemployed (1/2017) 9.3K Comple ons (2015) 6.6K GRP (2016) Exports (2016) Imports (2016) $16.8B $23.6B $27.8B Source: EMSI 6

7 SECTION I: OVERVIEW Regional Overview The West Central Region of Wisconsin comprises seven counties with a total landmass of 6,205 square miles. In part from its close proximity to the Minneapolis/St. Paul, Minnesota metro area, the Region experiences continuous growth with increasing ties to the economic opportunities associated with the Twin Cities. Overall, the Region is mostly rural. However, Eau Claire and St. Croix counties have experienced continued growth over the last twenty years. The Region itself comprises only 13.7% of the State's population while covering around 10.5% of it's total landmass. Minnesota Wisconsin Source: US Cluster Mapping POLK BARRON EAU CLAIRE METRO AREA ST. CROIX CHIPPEWA DUNN 35 MINNEAPOLIS METRO AREA MENOMONIE MICRO AREA 94 EAU CLAIRE CLARK Eau Claire, WI Metropolitan Area Annual Wage $38,646 Annual Wage Growth Rate to % Minneapolis, MN Metropolitan Area Menomonie, WI Micropolitan Area Annual Wage $55,454 Annual Wage Growth Rate to % Annual Wage $39,174 Annual Wage Growth Rate to % 7

8 SECTION II: EXECUTIVE SUMMARY Report Purpose This CEDS Annual Report is meant to assess work activities completed regionally by WCWRPC and its partners in improving economic conditions in the Region. It is a requirement to maintain EDA planning partnership grant funding for WCWRPC, but more importantly it provides an opportunity to take a step back annually to address the initiatives that are being implemented. The five regional goals identified in the 2015 CEDS Update continue to be on point as priorities. They include: 1. Strengthen Community, County & Regional Infrastructure 2. Promote & Assist In Developing Sense-of-Place as an Economic Development Tool 3. Encourage & Support New or Existing Businesses 4. Address Regional Workforce Development & Attraction Issues 5. Improve the Coordination of Economic Development Professionals & Services While much work is yet to be done in meeting these goals, progress is being made through completed activities and with close collaboration with partner agencies. This progress is apparent when examining annual metrics and indicators of economic health and performance. Some of the key highlights in the Region include: Increasing population Growing employment Decreasing unemployment Increased wages in most industry sectors Economic development strategies and work activities identified in the 2015 CEDS document will continue to be implemented and modified as necessary into 2018 with the goal of continued success in helping to meet the needs of the region. 8

9 SECTION III: ANNUAL EVALUATION Economic Health & Performance Key partners in the Region employ a variety of performance measures to evaluate implementation of the 2015 CEDS Update. Several agencies maintain an extensive resource library of regional resources, up-to-date demographic and economic data, along with planning and regional business support through its various plans and programs. This allows various partners or agencies to continually assess the economic health of the Region, and track the progress of CEDS implementation. WCWRPC works regularly with partner organizations to implement or provide support for accomplishing goals and objectives of the CEDS. This includes regular meetings and updates of progress related to the five regional goals and how individual partner organizations have contributed to or supported economic development projects in the region. PRIMARY ECONOMIC HEALTH INDICATORS Primary metrics established for the 2015 CEDS Update are shown in the graphic below, followed by any available updates where data is available. These primary metrics, along with input from partnering organizations helps establish a snapshot of the economic health of the region and provide a benchmark for future comparison. Benchmark framework developed for the 2015 CEDS Update. PRIMARY Economic Health Indicators CEDS 2015 Average Wage by Industry & Change Total Population & Growth Total Employment & Growth Unemployment Rate & Change Employment by Industry & Change Major Infrastructure Projects Promoting Sense-of-Place New or Existing Businesses Workforce Development & Attraction Detailed Performance Measures Improved Coordination 9

10 SECTION III: ANNUAL EVALUATION Changes In The WCWRPC Region TOTAL POPULATION & GROWTH (Source: ESRI) 2016: 424, : 427,787 CHANGE: 0.77% SUMMARY: Total population in the Region continues to increase with the highest growth rate occurring in St. Croix County (1.48%). The population growth rate in Western Wisconsin is also higher than the State average of.50% and lower than the U.S. average of 1.22%. TOTAL EMPLOYMENT & GROWTH (Source: ESRI) 2016: 222, : 225,443 CHANGE: 1.52% SUMMARY: Total employment in the Region shows a slight increase from the previous year. Some of the fastest growing occupations in Western Wisconsin include: Personal Care Aides, Heavy and Tractor-Trailer Truck Drivers, Food Preparation and Servers, Retail Salespersons, and Office Clerks (EMSI). UNEMPLOYMENT RATE & CHANGE (Source: Bureau of Labor Statistics) 2016: 3.4% 2017: 3.1% Unemployment Rate July 2017 CHANGE: -0.3% SUMMARY: Unemployment rates in the Region decreased slightly from the previous year and are currently below both Wisconsin and U.S. rates. 10 Source: Wisconsin Department of Workforce Development

11 SECTION III: ANNUAL EVALUATION Jobs by Industry Source: EMSI Manufacturing is the largest employment industry in the Region, followed by Health Care and Social Assistance, and Government. NAICS Industry 2016 Jobs 11 Crop and Animal Produc on 5, Mining, Quarrying, and Oil and Gas Extrac on U li es Construc on 9, Manufacturing 32, Wholesale Trade 6, Retail Trade 23, Transporta on and Warehousing 8, Informa on 1, Finance and Insurance 5, Real Estate and Rental and Leasing 1, Professional, Scien fic, and Technical Services 6, Management of Companies and Enterprises 3, Administra ve and Support and Waste Management and Remedia on Services 9, Educa onal Services 1, Health Care and Social Assistance 29, Arts, Entertainment, and Recrea on 2, Accommoda on and Food Services 15, Other Services (except Public Administra on) 8, Government 28,148 11

12 SECTION III: ANNUAL EVALUATION Employment by Industry & Change Source: EMSI INDUSTRY CHANGE Manufacturing 32,697 32, % Health Care and Social Assistance 30,041 29, % Government 28,119 28, % Retail Trade 23,358 23, % Accommodation and Food Services 15,538 15, % Construction 9,946 9, % Admin/Support/Waste & Remediation Services 8,998 9, % Other Services (except Public Administration) 8,472 8, % Transportation and Warehousing 8,056 8, % Wholesale Trade 6,075 6, % Professional, Scientific, and Technical Services 6,210 6, % Finance and Insurance 5,530 5, % Crop and Animal Production 5,047 5, % Management of Companies and Enterprises 2,965 3, % Arts, Entertainment, and Recreation 2,578 2, % Information 1,774 1, % Educational Services 1,533 1, % Real Estate and Rental and Leasing 1,458 1, % Mining, Quarrying, and Oil and Gas Extraction % Utilities % While manufacturing continues to employ the highest number of people in Western Wisconsin, the highest rate of increase ocurred in the Education Services industry. DCA Manufacturing, Barron County 12

13 SECTION III: ANNUAL EVALUATION Largest Occupations Source: EMSI Of the top 10 single largest occupations in the Region, Office Clerks represent the largest. Among the largest single occupations, registered nurses had the highest median wage. Occupa on 2015 Jobs 2016 Jobs Change in Jobs ( ) % Change 2016 Median Hourly Earnings Office Clerks, General 6,144 6, % $15.46 Retail Salespersons 5,565 5, % $10.57 Combined Food Prepara on and Serving Workers, Including Fast Food 5,010 5, % $9.19 Personal Care Aides 4,739 4, % $11.06 Cashiers 4,699 4, % $9.50 Registered Nurses 4,205 4, % $32.20 Heavy and Tractor-Trailer Truck Drivers 4,091 4, % $19.82 Laborers and Freight, Stock, and Material Movers, Hand 3,250 3, % $14.42 Team Assemblers 3,077 3, % $14.59 Customer Service Representa ves 2,977 3, % $

14 SECTION III: ANNUAL EVALUATION Fastest Growing Occupations Source: EMSI Personal Care Aides were among the fastest growing occupations in the Region, followed by Heavy and Tractor-Trailer Truck Drivers. Occupa on 2015 Jobs 2016 Jobs Change in Jobs ( ) % Change 2016 Median Hourly Earnings Personal Care Aides 4,739 4, % $11.06 Heavy and Tractor-Trailer Truck Drivers 4,091 4, % $19.82 Combined Food Prepara on and Serving Workers, Including Fast Food 5,010 5, % $9.19 Retail Salespersons 5,565 5, % $10.57 Office Clerks, General 6,144 6, % $15.46 Maids and Housekeeping Cleaners 1,443 1, % $9.66 Waiters and Waitresses 2,736 2, % $9.31 Laborers and Freight, Stock, and Material Movers, Hand 3,250 3, % $14.42 Correc onal Officers and Jailers % $19.57 Landscaping and Groundskeeping Workers 1,154 1, % $

15 SECTION III: ANNUAL EVALUATION Highest Paying Occupations Source: EMSI Physicians and Surgeons had the highest earnings per worker among the top 10 paying occupations in the Region. Occupa on 2015 Jobs 2016 Jobs Change in Jobs ( ) % Change 2016 Earnings Per Worker Physicians and Surgeons, All Other % $ Family and General Prac oners % $ Surgeons % $ Anesthesiologists % $ Internists, General % $ Obstetricians and Gynecologists % $ Den sts, General % $94.76 Nurse Anesthe sts % $89.78 Psychiatrists % $65.73 Pharmacists % $

16 SECTION III: ANNUAL EVALUATION Cluster Identification According to the Brookings Institution, an industry cluster is a group of firms, and related economic actors and institutions, that are located near one another and that draw productive advantage from their mutual proximity and concentrations. The most important findings for policymakers and practitioners related to cluster analysis finds that: 1. Clusters are the key organizational unit for understanding and improving the performance of regional economies. 2. Cluster thinking matters because it orients economic development policy and practice toward groups of firms and away from individual firms. 3. Cluster thinking offers important lessons for economic development policy and practice. A report developed for the West Central Region using EMSI software found that Local Education and Training scored the highest among the top 12 ranked clusters in the Region. This cluster is made up of 6 industries that include the following: Elementary and secondary schools Other technical and trade schools Fine arts schools Automobile driving schools Vocational rehabilitation services Elementary and secondary schools Top 12 Clusters in West Central Wisconsin Local Education & Training Agricultural Inputs & Services Local Health Services Food Processing & Manufacturing Local Government Services Plastics Nonmetal Mining Local Utilities Commuinications Equipment & Services State Government Services Business Services Upstream Chemical Products 16

17 SECTION III: ANNUAL EVALUATION Detailed Performance Measures The list of performance measures included in this section help to identify a mix of regional actions and tasks to support the 2015 CEDS goals. Key metrics are identified for each of the five regional goals of the 2015 CEDS Update. While it is not always clear who is responsible for accomplishing specific goals or strategies outlined in this document, continued coordination and use of established strategies of the CEDS are meant to help guide professionals in the Region to address specific action items based on their own agency needs, knowledge or expertise. Performance Measure Categories (based on CEDS regional goals & strategies) Goal 1: Major Infrastructure Projects Goal 2: Promoting Sense-of-Place Goal 3: New or Existing Businesses Goal 4: Workforce Development & Attraction Goal 5: Improved Coordination Benchmark framework from the 2015 CEDS Update. PRIMARY Economic Health Indicators CEDS 2015 Average Wage by Industry & Change Total Population & Growth Total Employment & Growth Unemployment Rate & Change Employment by Industry & Change Major Infrastructure Projects Promoting Sense-of-Place New or Existing Businesses Workforce Development & Attraction Detailed Performance Measures Improved Coordination 17

18 SECTION III: ANNUAL EVALUATION Update of Regional Goals & Performance Measures Regional Goal 1: Strengthen Community, County & Regional Infrastructure SWOT FINDING: Transportation facilities (roads, bridges, etc.), broadband services and water/ wastewater utility infrastructure construction and repair is a major concern facing communities in the Region. As communities look to support economic development projects and steady population growth, national and state level programs or funding opportunities will be critical to maintaining a healthy, functioning infrastructure system. 1. Major Infrastructure Projects Increase number of infrastructure projects Increase broadband coverage through partnerships or grants Increase knowledge and support for passenger rail service to the Region Increase public transit availability/use Increase rural transportation connectivity through planning or construction Increase bike/pedestrian infrastructure 2017 UPDATE: Major infrastructure projects continue in the region which are increasingly focused on alternatives for multi-modal transportation. Notable projects in the Region include completion of the St. Croix River Crossing, a $646 million dollar project involving two states and multiple communities. Other completed or ongoing projects include: St. Croix County Transit Study Eau Claire Transit Bus Stop Survey and Web Mapping Application Bike & Pedestrian Planning for the Chippewa-Eau Claire Metropolitan Planning Area Bike & Pedestrian Planning Work in St. Croix, Chippewa, Dunn, and Eau Claire Counties Safe Routes to School Plans for Altoona, Eau Claire, and Hudson Transportation Economic Assistance (TEA) for Business Expansion in Clark County Applications for Project Funding Support to Community Development Block Grant Public Facilities, Wisconsin Department of Natural Resources (DNR) Clean Water Fund, and DNR Safe Drinking Water 18 St. Croix Crossing - Photo: MNDOT

19 SECTION III: ANNUAL EVALUATION WCWRPC staff continue to work with the West Central Wisconsin Rail Coalition that provides leadership and coordination to develop passenger rail service through West Central Wisconsin. There are also ongoing efforts to support opportunities for broadband coverage and expansion that will be further assisted by the Federal Communications Only California among the 50 states Commission (FCC) Connect America Fund Phase II. The goal of will receive more federal dollars than this program is to bring broadband Wisconsin between now and 2020 service at a market price to nearly to enhance broadband in places 23,000 Wisconsin homes that lack that are isolated and otherwise solid access today. Map of Connect America Home / Reports & Research / Maps / Fund Phase II Connect America Fund Phase II underserved. Accepted Areas Map Accepted Areas Tom Still, Wisconsin Technology Council President Connect America Phase II Accepted PC Funding Areas Outside of Phase II Model-Based Support Mapbox OpenStreetMap This map identi es the areas some of the some nation'sof largest companies, alsophone known as price cap carriers, accepted Phase support from the FCC s Connect This map identifies thewhere areas where the phone nation s largest companies, also known asiiprice cap carriers, accepted America Fund to provide broadband and voice service over the next six years. The o er of Connect America Phase II model-based support was targeted to price cap areas that Phase II support from the FCC s Connect America Fund to provide broadband and voice service over the next six years. The are high-cost, but not extremely high-cost. An area was classi ed as eligible if the average monthly cost-per-location for that census block, as calculated by the Connect offer of Cost Connect America model-based support was but targeted to price cap areas that are high-cost, but extremely America Model (CAM) (versionphase 4.3), wasiiabove the $52.50 funding benchmark below a $ extremely high cost threshold, and not served by not an unsubsidized high-cost. An areawireline was competitor, classifiedor as the caverage monthly foreligible thatareas census block, as are calculated not subject toifspeci types of bids in the ruralcost-per-location broadband experiments. that were accepted shown in competitor, subsidized was eligible bright on the map. DeclinedCost fundingmodel will be made available at a future date was through a competitive bidding process. by thegreen Connect America (CAM) (version 4.3), above the $52.50 funding benchmark but below a $ extremely high threshold, served an unsubsidized competitor, subsidized wireline competitor, orsupport was from not Empty areas with no cost color are either areas and servednot by another classby of carriers, called rate-of-return carriers, which are not eligible for the o er of model-based the Connect Fund, but receive support service high-cost mechanisms; areas declined pricewere cap carriers; areas where averagein monthly subject to America specific types of bids in from the other ruraluniversal broadband experiments. Eligible areasbythat accepted are the shown bright cost-per-location is above $52.50 but below $198.60, but the area was deemed served by an unsubsidized competitor, a subsidized wireline competitor, or was removed from green on the map. Declined funding will be made available at a future date through a competitive bidding process (Source: the o er to price cap carriers due to the rural broadband experiments; areas where the average monthly cost-per-location was calculated by version 4.3 of the CAM as above Federal Communications Commission). $198.60; and/or areas reported as uninhabited. For more information about Connect America Phase II, refer to 19

20 SECTION III: ANNUAL EVALUATION Regional Goal 2: Promote & Assist In Developing Sense-of-Place as an Economic Development Tool SWOT FINDING: There are many unique regional assets in the form of diverse natural and cultural resources that make the area an attractive place for new residents and businesses. There needs to be greater capitalization of these assets and a coordinated approach to market the many quality of life benefits of living in West Central Wisconsin. 2. Promoting Sense-of-Place Increase number of placemaking exercises Increase marketing of regional assets Increase number of outdoor recreation planning efforts Increase outreach efforts, methods, and funding sources to enhance and promote quality of place 2017 UPDATE: While workforce shortages and community attraction continue to be among the top priorities in West Central Wisconsin, there is also an ongoing concern for municipal financial resiliency. In an effort to highlight some of the most common fiscal challenges facing communities today, WCWRP hosted a day long event that included presentations and walking tours with the president of Strong Towns - Chuck Marohn, PE, AICP. This event focused on strategies to help communities build wealth and receive a higher return for public investments. In attendance were planners, elected officials, government staff, and local leaders working to build strong, resilient communities. The event was filmed, and can be viewed online at WCWRPC and partner agencies throughout the Region continue to work with local communities on infrastructure projects that enahce local assets and help build identity and establish a strong sens-of-place. Other notable on-going projects include: Watershed Planning to Improve Water Quality Stormwater Education & Outreach Bicycle & Pedestrian Planning Outdoor Recreation Planning Photo: Strong Towns Event on April 20, Eau Claire Public Library, WI. 20

21 SECTION III: ANNUAL EVALUATION Regional Goal 3: Encourage & Support New or Existing Businesses SWOT FINDING: Business growth in the Region can take on various forms. This may include the encouragement and support of new entrepreneurial ventures, the retention and expansion of existing businesses, or the attraction of new business developments. A variety of programs and resources are in place to facilitate these activities, while others could be added to further strengthen regional efforts to drive the economy forward. Emphasis should be placed on key cluster and driver industries that compliment and strengthen the current mix of industries. 3. New or Existing Businesses Increase number of jobs Increase number of establishments Increase business start-ups Decrease poverty rates Decrease unemployment rates Increase wages and earnings Increase number of applications to Regional Business Fund, Inc. or other similar agencies to support business retention or expansion Increase number of incubators, accelerator programs and/or centers for new or existing businesses Maintain up-to-date data for businesses interested in locating in the Region 2017 UPDATE: When it comes to new business or startups, the State of Wisconsin ranks last when compared to all other U.S. states. Despite this low score, the West Central Region continues to benefit from continued growth and activity in various new or expanding industries. Recent demographic data suggests that West Central Wisconsin continues to experience low unemployment rates and increasing average weekly wages despite a recent slowdown in labor participation occuring statewide. Economists highlight the need for greater encouragement for startup enterprises which tend to have faster employment growth than larger and existing businesses. While the State continues to struggle in this area, the West Central Region has responded in a number of ways to help encourage new growth, startups, and innovation. Educational institutions are focused on providing the necessary training and experience to help meet employer demands for skilled workers. WCWRPC has also remained busy working with businesses and municipalities on various facilities or infrastructure grants in support of new or expanding facilities to increase jobs and entrepreneurial opportunties. 21

22 SECTION III: ANNUAL EVALUATION Notable projects in the Region include the St. Croix Valley Business Innovation Center that broke ground in May of This facility includes private offices, light manufacturing, and co-working space with business advisors and coaches for entrepreneurs and business owners. Additionaly, a new Fab Lab and Workforce Development Center is planned for the Village of Osceola. The facility features an enhanced learning and creation environment for area business, artists, and the commuity at-large in Osceola. Fab Lab Conceptual Framework Source: Mill Pond Learning Foundation, Inc. - Osceola, WI The Regional Business Fund (RBF) also remains busy providing flexible financing and lowinterest loans to new or expanding businesses in the Region. The RBF provided a record number of loans in 2017 and continues to be a vital resource to diversify the economy, add new technology, revitalize buildings, and create quality jobs and capital investment in West Central Wisconsin. Together, these and other initiatives have and will continue to help western Wisconsin stand out from the rest of the State for the number of new start-ups and the growth of new and existing businesses. Regional Business Fund - Highlights November 2016 to August 2017 (all counties) 60 loans Ten Year Activity to 2017 (all counties) $3.7 million Total businesses 530 Start-ups 207 Number of loans 559 Jobs created 2,607 Total awards $31,418, These figures highlight the current year, and recent ten year activity of the RBF in West Central Wisconsin. What is important to note however, is that these numbers only show results of direct financial assistance to a business, and do not reflect the actual number of businesses assisted by RBF staff through consultation or referral. The number of businesses assisted by RBF could be as much as two or three times higher over the last ten years.

23 SECTION III: ANNUAL EVALUATION Regional Goal 4: Address Regional Workforce Development & Attraction Issues SWOT FINDING: While the Region has many higher education opportunities, fewer employment options for these graduates contribute to a "brain drain" and loss of a skilled workforce. The out-migration of many younger people coupled with the aging population will likely result in insufficient workforce numbers in the Region in the near future. 4. Workforce Development & Attraction Increase participation of regional partners with Workforce Development Board of Western Wisconsin Increase participation of regional partners with economic development efforts of Momentum West Increase/encourage participation in placemaking and sense-of-place marketing of the Region Increase number of workforce trainings/programs to train or recruit workers Increase support to educational institutions and their programming needs Increase efforts to retain young talent 2016 UPDATE: Several partner organizations participated in the completion of the Momentum West Talent Retention & Attraction Strategic Action Plan. This strategic planning process occured throughout 2016 to develop consensus around a talent attraction and retention plan. The plan seeks to bring area leaders together to expand the region s talent pool and better prepare workers for availalbe regional jobs. The region is enduring a common set of challenges facing many other small metro areas/rural regions across the country - slow population growth combined with the movement of young adults to larger urban centers. Other workforce development initiatives include the Chippewa Valley Labor Market: 2016 Skill Gap Employer Survey. The purpose of this survey was to help understand the local labor market to help formulate strategies for addressing local skills gaps. Relevant data is available in abundance at the national and state level, but regional information was needed to understand the unique needs of businesses in the Chippewa Valley Region. The Local Labor Market Survey was created to obtain this information in order to address this demand and measure future success. WCWRPC staff continue to serve on various workforce committees and boards working to address regional issues regarding workforce development and attraction. One important step in the coming year includes the planning and development of a housing needs survey as it relates to worker shortages as indicated by several businesses throughout the Region. 23

24 SECTION III: ANNUAL EVALUATION Regional Goal 5: Improve the Coordination of Economic Development Professionals & Services SWOT FINDING: While there are many resources to assist communities with economic development objectives, one major obstacle in the Region is often knowing the clearly defined roles and responsibilities of agencies, individuals, professionals and organizations offering economic development programs and services. This regional strategy seeks to develop a network of regional economic development professionals with clearly defined roles and responsibilities to prevent duplication of service and effort in the Region. 5. Improved Coordination Increase coordination/collaboration between economic development entities Develop coordinated regional economic development strategy Increase support for meetings of economic development professionals Develop list of defined roles, tools and resources of regional agencies and/or partners 2016 UPDATE: WCWRPC participated in several workshops and trainings to help improve coordination in the Region. Examples of these efforts include an intergovernmental cooperation workshop sponsored by University of Wisconsin Extension, and participation in the Association of Wisconsin Regional Planning Commissions. West Central Wisconsin is fortunate to have in place a strong economic development network representing both the public and private sector. Stakeholders in this network include the following: WCWRPC Regional Business Fund, Inc. County Economic Development Corporations Local economic development organizations and staff Private businesses Universities and Technical Colleges Momentum West Workforce Development Board of Western Wisconsin SBDC offices Local financial institutions Many others at local, state, and federal levels Efforts to examine and coordinate the activities of these entities will be ongoing into 2018 with the continued goal of creating efficiencies and the best use of limited resources. 24

25 SECTION IV: WCWRPC WORK PLAN Work Plan Status & Updates The following section presents the WCWRPC Work Plan from the 2015 CEDS Update with an update of completed and on-going activities and program support. While every effort is made to identify accomplishments for these activities, this in no way encompasses all the efforts and accomplishments of all the dedicated economic development professionals and stakeholders in the West Central Region. WCWRPC WORK PLAN CEDS UPDATE WORK ELEMENT ACTIVITY SCHEDULE STATUS Year Ending December Prepare and submit 2015 CEDS Update to EDA. October 2015 Complete. 2 Prepare and submit 2016 CEDS Annual report to EDA. October 2016 Complete. 3 Prepare and submit 2017 CEDS Annual report to EDA October 2017 In progress. 4 Provide technical and grant preparation assistance to member governments to accomplish identified projects. Provided assistance to units of government in all seven counties. 5 Provide assistance to businesses on financing, start-ups, expansions, and relocations. Approximately 60 businesses assisted through RBF, Inc. 6 Continue to provide county, community, and industrial park profiles. Updated annually and available on WCWRPC website. 25

26 SECTION IV: WCWRPC WORK PLAN WCWRPC WORK PLAN CEDS UPDATE WORK ELEMENT ACTIVITY SCHEDULE STATUS Year Ending December Assist in strengthening and maintaining an active economic development network. Participation on the Board of Directors for the Wisconsin Economic Development Association, Momentum West, Workforce Development Board, and the UW-River Falls Chancellor s Advisory Board. 8 Provide guidance and resources in completing necessary regional studies and solutions. Started working on a white paper on the impacts of an aging population. Coordinating the Red Cedar Watershed project. Completed a community action plan for the Eau Claire River Watershed. 9 Assist communities and counties in developing economic development strategies. Provide regular assistance. 10 Work with local governments on recreation trail development. Successful TAP grant award for the Chippewa River Trail. 11 Assist local governments in applying for outdoor recreation aids. Yearly Completed Cumberland and Clark County Outdoor Recreation Plans. Assisted Chippewa, Dunn, and Eau Claire counties secure TAP funding to complete county bicycle and pedestrian plans. 12 Provide technical assistance to local governments to manage rural growth through comprehensive planning. Completed Rice Lake and Curtiss comprehensive plan updates. Started on Cumberland comp plan update. 13 Provide data and other technical assistance services to local governments and other partners. Provide regular assistance. 14 Prepare hazard mitigation plans for counties and promote community resiliency. Plans nearing completion for Polk and Barron Counties. Beginning work on Eau Claire and St. Croix counties. 26

27 SECTION IV: WCWRPC WORK PLAN WCWRPC WORK PLAN CEDS UPDATE WORK ELEMENT ACTIVITY SCHEDULE STATUS Year Ending December Continue to administer Regional Business Fund, Inc. and other local revolving loan funds.. Record number of loans in Assist on local transportation issues (rural transportation coordination, intercity passenger rail, transit studies, local financing, etc.). Completed transit center site selection study in the City of Eau Claire, working on bus stop assessment survey, and transit feasibility study for St. Croix County. 17 Collaborate on regional economic development marketing efforts for west central Wisconsin. through coordination with Momentum West. 18 Provide coordinating support to regional broadband implementation efforts. Provide on-going staff support to regional broadband group and serve on statewide advisory committee. 19 Conduct placemaking workshops to promote sense-of-place. Placemaking activities completed in Rice Lake, Barron, and Cumberland. Placemaking session conducted at WEDA Fall Conference. 20 Provide grant administration services to communities receiving funding for infrastructure projects. Administrative assistance provided to River Falls, Rice Lake, Augusta, Curtiss, New Auburn, New Richmond, Greenwood, and others. 21 Maintain board position on Momentum West. Continue to serve on board. 22 Maintain board position on Workforce Development Board of Western Wisconsin. Continue to serve on board. 27

28 SECTION IV: WCWRPC WORK PLAN WCWRPC WORK PLAN CEDS UPDATE WORK ELEMENT ACTIVITY SCHEDULE STATUS Year Ending December Maintain board position on the Wisconsin Economic Development Association (WEDA), the statewide economic development organization. Continue to serve on board. Co- Chair for the WEDA Fall 2016 conference. 24 Provide technical assistance to county economic development corporations. Provide regular assistance. 25 Maintain a priority list of infrastructure projects in need of funding. updates annually. 26 Conduct Safe Routes to School (SRTS) planning. SRTS plans completed in Abbotsford, Cameron, Chippewa Falls, New Auburn, Baldwin, Woodville, Clayton, Clear Lake, Frederic, Luck, New Richmond, and Unity School Districts. 27 Process applications for Momentum West's Gold Shovel program. Applications processed as received. 28 Provide information and consultation on potential funding opportunities and their requirements.. 29 Assist local governments in assessing the necessary tools and resources to preserve and maintain their downtowns, neighborhood commercial areas, historic properties/areas, culturally significant, and environmentally sensitive areas.. 30 Provide general support for Disaster Ready Chippewa Valley (DRCV). Continue to provide support. 31 Monitor state and federal legislation regarding areas of concern such as comprehensive planning, community and rural development, transportation, solid waste, water quality, and education. Continue to provide support. 32 Act as a coordinating entity between local governments and state and federal agencies. Continue to provide support. 28

29 SECTION IV: WCWRPC WORK PLAN WCWRPC WORK PLAN CEDS UPDATE WORK ELEMENT ACTIVITY SCHEDULE STATUS Year Ending December Act as the regional coordinator for Wisconsin Emergency Management (WEM)'s 13-county Western Wisconsin Regional Interoperability Council. Continue to provide support. 34 Serve on educational institution committees and provide data and input as requested. Provided assistance to UW-Eau Claire, UW-Stout, and UW-River Falls. Worked with CVTC and WITC. 35 Participate on regional advisory committees relating to special projects and efforts. Continue to provide support. 36 Provide staffing for regional water quality planning efforts. Provide staff and administrative support to Rain to Rivers of Western Wisconsin and recently completed a report for Dunn County in defining Environmental Sensitive Areas. Coordinating the Red Cedar Watershed project. - END OF DOCUMENT - 29

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