Part one: Kronenwetter economic development plan draft

8/3/2019 Part one: Kronenwetter economic development plan draft

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Economic Development Plan

2011

VILL A GE OF KRONENWETTER

Prepared By:


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Village of Kronenwetter2011 Economic Development & Marketing Plan

Adopted by the Kron enwetter Village Boar d on:

Special thanks to the members of Kronenwetter Village Staff, Economic Development and Marketing Committee andthe Redevelopment Authority who contributed their time and expertise to crafting a vision for Kronenwetters future.

Economic Development &Marketing Comm ittee

Mark Pertile, Chair

Redevelopmen t Authority

Terry Radtke, Chair

Village S taff

Blaine Oborn

Judi Akey

Suzette Sasman

Cindy Fredericksen

Patrick McCrackin

Theresa OBrien

Judi Akey

Matt Simons

Richard Rappa

e er au

Lori Laporte

Karen Zimmer

Thank you also to all those individuals who agreed to be interviewed, participated in the online survey and otherwiseprovided input and guidance which led to the completed Economic Development Plan.

2011 Village of Kronenwetter Economic Development & Marketing Plan 2DRAFT 10_11


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Project History & Objectives

Vision for Kr onenwetter- v

T h e V i ll a g e of K r o n e n w e t t e r , u t i li zi n g f e d e r a l c o m m u n i t y d e v e lo p m e n t b l o ck g r a n t f u n d i n g , i s d e v e lo p i n g a n

e co n o m i c d e v e l op m e n t s t r a t e g y t h a t c a p i t a li ze s o n r e g i on a l e ff o r t s a n d u n i q u e a s s e t s a n d o p p o r t u n i t ie s w i t h in t h e

Vi l lage .

, ,educated and skilled workforce and a focus on promoting economic opportunities while preserving a high quality of life.

Wh at are the goals of this process?

Take advantage of federal grant money to create strategic economic development plan.

Identify likely uses, necessary improvements and financing plan for Old Highway 51 corridor including TIF districts.

Examine the regional economy to identify opportunities for business growth in emerging and/or support industries.

Identify the industries which could provide potential recruitment targets based on the competitive advantages of Villageamenities and the locational needs of the industry.

Use information obtained to develop marketing materials and a strategy to implement plan recommendations.

Project Framew ork

RegionalCompetitive

Local MarketDrivers

Real Estate &Financial

QualitativeAssessment

CompetitiveSet

Local and Regional Assessment CompetitivePosition

Vision, Strategy & Implementation


ommun yValues

x s ngPractices

s onStrategy

mp emen a on& Benchmarking


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Executive SummaryThe planning process involved several components, including:

Review of existing Village processes, procedures, ordinances and policies Local and regional market data analysis Real estate and financial analysis Stakeholder interviews Community values survey Competitive position assessment Economic Development Visioning and Strategy Development Recommendations and Implementation Items.

The end result of the project was a vision statement for Kronenwetters future economic developmentefforts, namely:

K r o n en w et t er is a s a e r o w i n a m il -o r ien ted com m u n it s t r a te ica ll loca ted

b e t w e e n W a u s a u a n d S t e v en s P o in t w i th a h i g h ly e d u c a t ed a n d s k i lle d w o r k f o r ce a n d

a f o cu s o n p r o m o t i n g e c on o m i c o p p o r t u n i t ie s w h i le p r e s er v i n g a h i g h q u a l it y o f li fe .

Additional deliverables included a community profile piece for use in marketing Kronenwetter topotential businesses and developers, and a 5-year implementation plan including action items which

outcomes as well as internal objectives to increase organization effectiveness in delivering economicdevelopment services for the Village.

As the Village moves through the next phases of implementing the plan, many strategic items will beput in place to improve the level of transparency, service quality and reliability within the

, -and efficient means of creating economic opportunities within its borders.

Comp etitive PositionThe project began by evaluating regional economic strengths, industry clusters and current economicdevelopment initiatives for Kronenwetter specifically, and also for neighboring and comparable


reg ona commun t es. s scan ent e n ustr es w c represent an opportun ty ase onregional strengths and existing industry presence, and also identified strategies being used regionally

which the Village can leverage in its own economic development efforts. The major


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Executive Summary

Implementation

The ultimate ob ective of this strate ic lannin rocess is the abilit to im lement initiatives andmove the Village towards its identified vision. While the Village must make budgetary and resourceallocation decisions which will influence its ability to initiate individual initiatives, some of the broadrecommendations which arose from the report are highlighted in the following timeline forimplementation. This five-year timeline includes major milestones for Kronenwetters economicdevelopment program including the formalization of an organizational structure, implementation of

, .these and other recommendations, including the necessary steps for implementation, can be found

in Chapter 9.

3-5 Years Lon Term

Implementation Timeline

Formalize EconomicDevelopmentStructure

Establish

Review/UpdateZoning and OtherOrdinances

Start Business

Host SignatureKronenwetter Event

Annual RealtorTour

Advocate for FullInterchange atKowalski Road

Address Existing

Policies & Procedures Create Marketing Plan Update ED Package

and Village Website Create Quarterly

Launch Old 51Renewal Program

Develop Granting/PublicFinancing Plan for

DevelopmentPlanning &Recruitment

Targeted IndustryRecruitment

Explore Bridge overWisconsin River

Install EntranceSignage

Expand regionalparticipation

Outdoor Recreation

Community ValuesSurvey

CoordinatedInfrastructure Planin Place

Make Decision onTID 1 DistressedApplication


an


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Table of Contentsap ers

1. Ex is tin g Con di tio ns : R egi on al

Econ. Dev. Organizations & Initiatives

Targeted Industry Clusters

6. Economic Development Vision & Strategy

Vision Statement

Organization & Goals

2. Exis ti ng Con di tio ns : L oc al

Demographic Overview

Workforce & Business Overview

Real Estate Trends

Strategies, Policies & Tools

7. Development Process & Policies

Development Review

Public Funding Criteria

Growth Projections

3. Qu alita tive In pu t

Stakeholder Interviews

Communit Values Surve

Ordinances & Guidelines

8. Development Planning

Target Development Sites

Im act & Financial Anal sis

4. Co m pe titive Po sitio n

Strengths/Weaknesses

Cluster Analysis/Site Requirements

Site Marketing & Improvements

9. M ar ke tin g Str ategy

Competitive Messages

.

Cluster Profiles

Target Sectors

Space Needs

Messages & Sample Imagery

10. Implementation Plan

Marketing Strategy


Implementation Matrix, Timing & Measurement

Action Items & Project Sponsors


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Chapter 1:

Existing Conditions: Regional



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Identifying Kronenwetters Role in the Region

Regional Economic Developmen t

Working within the framework of existing

I den t i f y i ng ex i s t i ng i n i t i a t i ves , t oo ls an d r es our ces ens u r es t ha t K r on enw et t e r s e f fo r t s w i ll be f ocus ed on ac t i ons

w h i ch w i ll f u r t h er l oca l goa l s , l ever age ex i s t ing r es our ces an d m i n i m i z e dup l i ca t i on o f e f f o r t s o r s er v i ces . Th i s r ev i ew

w i ll e x a m i n e th e f o llo w i n g co m p o n e n t s :

County, regional and state-wide groupsenables the Village to access additional

technical and industry expertise wherenecessary and focus on individual businessneeds and drivers of its local businesscitizens and prospects.

tate o W scons n

Centergy To stimulate measurable economic development in CentralWisconsin by aligning resources, encouraging cooperationamong all sectors of our regional economy, and promotingthe value of doing business in Central Wisconsin.

safe, healthy communities.

Regional Economic Strengths & IndustryClusters

Identify existing and emerging industryclusters which may provide opportunitiesfor Kronenwetter to recruit associated or Life.

Marathon County DevCo

To provide leadership for reviewing

and recommending all initiativesrelated to education and economic

.

Identify opportunities where Kronenwettermay need to focus locally to develop aparticular industry sector which does notfall into those categories targeted regionally.

Core Econom ic Development Strategies

.Science. Wisconsin

CentralTime.

eve opmen . c scommitted to business growth, as wellas providing a high quality of life andbuilding strong communities in theMarathon County Region.

Several of the core economic developmentstrategies utilized on a regional basisprovide benefits to Kronenwetter

businesses, including efforts to recruitsupply chain businesses, increase


,and efforts to recruit large-scale employersto the region.


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Regional Target Industry Clusters

HealthCare

Retirement

WindPower

Education/Workforce

DevtCurrent regional areas of focus include broadindustry clusters such as manufacturing andagriculture where local strength alreadyexists, as evidenced on the map on the

TourismRetail

HVAC

Infrastructure

Research

.these clusters have also been identified as

targeted recruitment and retention effortsbased on local strengths including naturalresources, workforce skills, and supply chainlinkages. Many of these industry clusters also

Military Paper

Finance,Ins.,Real

Estate

Arch&Construct.

vendors including the military, construction,finance and insurance, and thesecomplementary industry needs have also

been addressed through regional efforts.

Anodizing/Finishing

MetalsFabrication

Info./Technology Agriculture/

Cellulose,WoodFiber

WoodProducts/

Composites

Additional emerging clusters identified aspriorities include retirement, health care, andtourism, which have been selected to addressthe aging population base throughout Central

Wisconsin; and research, infrastructure,education and wind power, which have been

Manufacturing

LogisticsPackaging/

Plastics

BioFuels

Specialty

FoodProcessing

identified as emerging industries withpotential for the region.

Kronenwetter has existing companies withinmany of these industry clusters, and


Agriculture evaluated based on the Villages competitiveposition within the region.


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Regional Cluster Map

RhinelanderResearchForestry

e remen

WausauRetail

Eau ClaireRetail

Education

PlasticsInsurancePaper

Petro-Coalreen ay

PaperPrintingMetalConstruction

e caResearch

Wood

HealthTourism

Fox ValleyPlastics

ars eMedical

StevensPoint


FoodEquipment

EducationPaper


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Regional Strengths & Weaknesses

ortance

Costs

Manufacturing LaborW/O Heavy

IndustryW/ HeavyIndustry

Electrical Power

In addition to identifying existing regional industryclusters, an assessment of regional strengths and

weaknesses was created. This assessment focuses onboth the quantifiable costs and qualitative factors thatinfluence location decisions. Although the region

CriticalImp

Logistics Cost

RegionalDistribution

NationalDistribution

shows certain strengths based on its existing businessmix, focusing on areas which may be current

weaknesses can help with both recruitment as well asbusiness development, and can encourage growthfrom within.

Real Estate

Costs

Incentives

Local StateProperty

Taxes

Construction

Costs

Some areas where the region has a distinctcompetitive advantage include regional distributionnetworks, inexpensive property taxes and relativelylow labor and utility costs. The area is strongest inqualitative factors, featuring an available and loyal

malImportance

Workers

Compensation

wor orce, g qua y o e, amp e anopportunities and an overall strong business climate.

However, there are some areas which are weaker thanelsewhere in the state, some of which can beaddressed and others which will limit o ortunities in

SalesTax

Cost of Living

Mini

Very Competitive

Corporate Income Tax

Uncompetitive

sectors where these factors are of critical importance.Areas where improvements can be made includeinfrastructure improvements such astelecommunications and utilities to major sites, and

business relations and retention activities.



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Regional Strengths & Weaknesses

ortance

Direct Labor

Availability

Industry PresenceHWY Access

Developable Land

CriticalImp

University/VO-Tech

Presence & Quality

Work Ethic

Air Access

Physical Infrastructure

Utility Services

Rail AccessExisting Facilities

MarketAccess (natl)

Business Climate/Regulations

Transfers

Telecommunications

Port AccessRegulatory

Environment

malImportance Mfg. Labor Relations

Weather/Climate

Mini

Uncompetitive Very Competiti ve

Locals

Recreation



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Visitor/Relocation Activity Who is Interested?

Another important component of

re ional ositionin is identif inthe source of prospective residentsand businesses. Many studies haveshown that businesses and residents

who relocate to an area hadpreviously visited the area for

. ,areas which contribute to the local

tourism economy and which makethe Wausau region attractive tovisitors are also potential sources ofnew residents and businesses.

Information from convention andvisitors bureaus collected for theBrand Marathon County effort

identified the following areas as thesource of a majority of inquiries andrequests for information. For thepurposes of the study, inquiriesincluded both visitor informationand residential and commercialrelocation packages. In summary:

from In State 58% of surveyed businesses look

only in state for site selection



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25 Core Economic Development Strategies

us ness

Retention&

Expansion

Business

Cultivation

Energy

Development

Cultural

Tourism

Local/Regional

Tourism

Downtown Attracting Business Entrepreneurial Telecom

A survey of existing regional efforts identifiedthe primary economic development strategiesthat are currently being employed. Thisinformation will help to focus local efforts

which can take advantage of existing

ValueAdded

Agriculture

Destination

Tourism

Education

DevelopmentHealthCare

Bedroom

Community

.Understanding how these programs are being

carried out will help to focus the Villageslimited resources in an efficient and effectivemanner. Such programs include:

Infrastructure

Development

AttractingLone

Eagles

Environmental

Restoration

Transportation

Distribution

Center

ValueAdded

ForestProducts

ValueAdded ValueAdded PassThroughAttracting

Attracting

uca on ra n ng: or s ops,Entrepreneurial Training, Training Grants,

Workforce Needs Assessment Program(WorkKeys)

Financial Assistance: McDEVCOFisheries Mining VisitorServices

overnmen

Jobs

overnmen

Funding

StrategyUsed

RegionallyStrategyNotCurrently

Utilized

Revo v ng Loan Fun , Jo s Tax Cre tProgram, Facility Investment Credits,International Investment Assistance

Industry-Targeted Assistance:Transportation Support Training,Manufacturing Supply Chain Analysis,

Agriculture & Tech Zone Incentives, MarketInformation, Industry Cluster Database

Marketing & Outreach:Available PropertyDatabase, Trade Show Presence, Targeted


Industry Marketing, Industry NetworkingEvents


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Regional Conditions Takeaways

In summary, the Wausau region is less well-known than other metropolitan areas by outsiders, making marketing and outreach moreimportant from an economic development standpoint. However, significant efforts to proactively address marketing needs on aregional basis will help raise awareness of the region as a whole. By participating in regional initiatives, Kronenwetter will be able totake advantage of economies of scale and promote its position within the region to targeted markets already being addressed on aregional basis. This presence will provided an equal opportunity to attract its share of suitable leads which are generated at the regionaland statewide levels.

On the economic development front, there is an established network of existing partners actively working to retaining existing largeremployers, including those in Kronenwetter. These retention visits are a key part of a successful business retention campaign, and the

Village should participate in visits with companies located in Kronenwetter. Recruitment initiatives at the regional level includes.

on operating advantages developed at the local level should be provided to regional groups to make sure that they are aware of specificopportunities within Kronenwetter and understand the Villages goals for new business development. Additionally, when working withexisting or new businesses, these regional entities have access to a diverse set of tools to assist with a variety of specific businessclimate issues including workforce training, business loans and technical assistance.



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Existing Conditions: Local



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Local Conditions Summary

Kronenwetters ke demo ra hic includes famil households 6. % of which include children.The average age of residents is 37.3 years, and they tend to be educated (27.6% possess a collegedegree), and own their own homes (83.7%). Kronenwetter serves as a bedroom community for

Wausau, with a significant percentage of the working population commuting to this area on adaily basis. Additional portions of the population commute to Weston and Mosinee, and a fewresidents travel as far away as Marshfield and Clintonville. Residents are attracted toKronenwetter by the affordable suburban style living as well as to the rural character and large lot [Anticipated]

ome s tes o ere n t e commun ty.

The recession has not hindered Kronenwetters residential growth as significantly as in otherareas, though business decline in the Village has been steady since 2007. However, given thelarge amount of developable land (only 17% of overall land in the Village is dedicated tocommercial, industrial or residential uses), the Village is expected to experience significant

development activity

would produce 2,300new residents and

,forecast for the Wausau metropolitan region during this period. This development activity wouldinclude 2,300 new residents and 3,600 new employees, representing sufficient retail spending tosupport up to 200,000 square feet of commercial space.

,by 2030,

representing

sufficient retailspending to support

up to 200,000 squarefeet of commercial

.



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Identify Local Economic Drivers

Area s of Focus:

A r e v i e w o f lo c a l m a r k e t c o n d i t io n s w i ll h e lp d e t e r m i n e w h a t e c o n o m i c, p o li t ic a l a n d g e o g r a p h i c d r i v e r s h a v e s h a p e d

b u s i n e s s a n d r e s id e n t i a l d e v e lo p m e n t i n t h e V i lla g e h i s t o r ic a ll y , a n d i d e n t if y i s su e s w h i c h a r e im p a c t i n g o r h a v e t h e

p o t e n t i a l t o in f l u e n c e r e cr u i t m e n t a n d r e t e n t i o n o f b u s in e s s e s a n d r e s id e n t s i n t h e f u t u r e .

oca em ograp c or orce ren s

Identify demographic characteristics, employee training and commuting patterns which may influence business location

decisions.Historic Business & Residential Development Tre nds

Identify factors leading existing businesses to locate in Kronenwetter; identify current opportunities or challenges facing.

Determine economic factors which led to decline in business growth and employment; assess changes to these factors overthe past decade.

Future Projections

Based on projected regional and local population and employment growth, identify likely development patterns andacrea e re uired to accommodate new em lo ees and residents.

Determine the additional amenities and ancillary development which would be demanded by new population.

Identify changes in Kronenwetters regional position based on increased share of residents and workers.



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Demographic OverviewA demographic profile was developed for Kronenwetter to better illustrate the

been attracted to Kronenwetter. The following snapshot provides a glimpse of theresidential profile in 2010. As shown on the bar graph to the right, the population skewstoward young and middle-aged parents with children. Most residents own their homes,and household income is comparable to the statewide average. Most importantly, the areais expected to continue to grow, with the number of residents expected to increase by as

Under 5

- rs

0 5 10 15 20

, , .

Total Population: 7,210 residents

Median Age: 37.3 years Average Hou sehold Size: 2.8 people

Median Household Income: $41,851

10-14 yrs

15-19

20-24

verage ome r ce: 144,000

Owner Occupied Housing: 83.7%

Percent Households w ith Children: 36.3%

Percent Bachelors Degree or Greater: 27.6%

Crime Index: 90.4 (US Average 278.5)

25-34

35-44

45-54

-

60-64

65-74

75-848,000

10,000

12,000

Population Projections

85+

2010 20000

2,000

4,0006,000


Source: 2010 Census, 2008 American Community Survey

2000 2007 2010 2015 2020 2025 2030

Wisconsin DOA Comp Plan (S E H) Wausau MPO


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Competitive Position: Growth Potential

W ausau M etro 2010-2030 Share o f Anticipated Grow th

120%

Kronenwetters large amount of available land coupled with alocation in the path of anticipated regional growth point to asustained pattern of significant demand over the next twodecades. While the current economic conditions haveconstrained new development on both the residential and

80%

100%Outlying Towns

Rib Mountain

Weston

commercial fronts as companies and individuals choose topurchase existing facilities due to low per square foot prices,

this trend will reverse as the economy continues to improve.

With many of the previously popular business parks andnei hborhoods lar el built out rowth will be ushed

40%

60% Rot sc

Kronenwetter

Schofield

Mosinee

outwards. While Wausau will still receive the bulk ofemployment growth based on its status as a regional hub, othercommercial growth will be attracted to outskirts locations, of

which Kronenwetter has a significant percentage of available

commercial acreage. Residential growth, while more equitablyv

0%

20%

Residents Employment

Wausau

,and surrounding towns, will also result in a continued increasein new residents interested in locations within Kronenwetter.

The net result of these trends will be that, within the Wausaumetropolitan region though the year 2030, based on local and

,

receive: 19 .7% of residential growth 25.7% of employment growth



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Growth Projections

The map to the right provides a geographic illustration of

an c pa e overa grow ren s or e ausau reg on. eWausau and Weston will retain significant influence over thedirection of growth, outlying areas including Kronenwetter, RibMountain and the Town of Mosinee will continue to gain marketshare. Through 2030, this trend has the potential to impact the

Village in the following ways:

Share of 2030 Growth

Overall Kronenwetter Share of Regional Growth = 22%

This growth will bring:

2,300 new residents

3,600 new employees

Representing sufficient population to support:

Small format grocer

Local restaurant

Providing sufficient consumer demand to support:

200,000 square feet of commercial space

2011 Village of Kronenwetter Economic Development & Marketing Plan 27DRAFT 10_1127Source: Conference Board, ICSC, NCWRPC


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Kronenwetter Land Use

Despite the significant employment and residential growth, Kronenwetter will have the ability to preserve its rural quality of life. Allowingfor sufficient development to accommodate projected growth, the Village will still have more than one-third of its land in forests, and anadditional 27 percent in agricultural uses. Nineteen percent of total land acreage will exist as undeveloped commercial or residentialproperty, providing sufficient opportunities for development through 2040 without significantly impacting quality of life issues for the

Villages many agricultural and rural residential areas if this growth is managed appropriately. By developing a vision and tailoring zoning

Other

ExistingLand

Use

Total

Acres

Other

FutureLand

Use

20

Year

Vision

,emerging demands through a focused approach to development planning.

Residential

13%

Commercial

3%

Forest

0%

Residential

17%Commercial

3%Forest

1%

Agricultural

16%

34%

Manufacturing

1%

Agricultural

16%

Undeveloped

22%

AgForest

11% Undeveloped

AgForest

11%


Source: WI Department of Revenue, 2010. Future estimates based on projections in comprehensive plan 28


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Worker Flows

While the ability to offer residential and commercial opportunities locally is a strategic advantage, residents and

emp oyers a so ene t rom Kronenwetter s easy access to t e reg on as a w o e. A s gn cant percentage o ayt mecommuters as well as the residential workforce commute to and from the Village on a daily basis. The greatest inboundand outbound flows are to Wausau and Weston, although commuting takes place to/from as far away as Marshfieldand Merrill. This high level access greatly increases the pool of available workers for area employers, and provides a

wider array of employment options for residents.

Inbound Workers Outbound Workers



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Business Growth

Despite the communitys many advantages as a

2.00%

4.00%

6.00%

Business Establishment Gro wth

Start of Recession

business destination, Kronenwetter suffered asignificant decline in business and employmentactivity which began even before the start of therecession. This was, in part, due to the substantialpresence of the construction industry, and particularlyhome building as a proportion of overall Village

-6.00%

-4.00%

-2.00%

0.00%

2005 2006 2007 2008

employment. In addition, a large amount of localemployment attributable to a few large employers, so

any decline in employment at these companies resultsin a much more significant impact at the local levelthan would be the case in a larger municipality.

-8.00%

Marathon County Kronenwetter

Source: 2008 Business Patterns, US Census, Zip code level

This sudden and steep decline in commercial activitycontinues to impact the Village, as secondary effectson property taxes, reduced residential developmentand other factors are still being felt. The most difficult

adjustment ,which has not fully taken place is at the

2.00%

4.00%

6.00%

Change in Employmen t

Start of Recession

.the high-growth years preceding the recession,property owners enjoyed significant appreciation inthe value of their real estate assets. This is shown onthe graphs on the following page. However, resettingthese expectations is much more difficult as property

-6.00%

-4.00%

-2.00%

0.00%

2005 2006 2007 2008

,

number of transactions to use as benchmarks. In turn,these heighted expectations of property owners delaythe return of development activity to the community.


30-8.00%Marathon County Kronenwetter


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Real Estate Valuation Trends

Land Assessed Valuation Per AcreKronenwetter

ValueChange04

10

Mosinee Value

Change0410

35,000

40,000

, Residential 138% 73%

Commercial 264% 107%

Manufacturing 1,232% 1,147%

A ricultural 45% 1 916%

20,000

25,000

30,000

Local property values have started to

trend downwards, but have not yetcaught up to the current market. As

10,000

15,000the market improves and/or propertyowners become more motivated,pricing will stabilize. However, thisdelay will likely result in little newdevelopment for the next few years

iven the si nificant lead time

0

,

2004 2006 2008 2010

required for development followingland acquisition.


Residential Commercial Manufacturing AgriculturalMosinee2010AssessedLandValueComparison

Points


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Local Economy TakeawaysKronenwetters local economic success was driven by the dramatic increase in regional homebuilding, availability of

On the residential side Kronenwetters si nificant o ulation rowth in the ast decade has had a

, ,western half of the Village. This historic growth provides a stable base for future growth, although the significantrecessionary impacts on Kronenwetter property owners following such a booming market cycle will requireadditional time to establish a new economic normal. Some key drivers which will continue to influence local marketsinclude:

dramatic impact on property values in comparison to other municipalities. This population growth hasespecially centered on the 20-34 age group which are attracted to affordable home prices. At the same

time, existing population continues to age. Encouraging a range of housing options can help all groupsremain within the Village as age and income changes.

mp oymen an us ness grow n ronenwe er egan o ec ne pr or o e recess on ue o n us rycomposition which included a significant focus on construction and, subsequently, from competition fornew businesses provided by affordable existing facilities in older business parks.

Projections for continued growth show that Kronenwetter is expected to remain a hub for bothemployment and residential growth in the region, the cumulative effects of which will be to bring the

Village population to approximately 10,000 (which is a key threshold for attracting retail and servicecommercial uses) by 2030.



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Qualitative Input



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Community Values Survey Results

Value Preferen ces: Areas of Support

1 1.2 1.4 1.6 1.8 2 2.2 2.4 2.6

Need to Retain Youth

Support Environmental/Open Space Preservation

Strongly agree Agree

There was asignificant amount ofconsensus among

There is a Lack of Good Jobs

Ordinances should focus on aesthetics & regulation

Enforce property maintenance standards

Residential should accommodate mix of incomes

respon ents on mostissues, with

environmental andyouth retention as toppriorities, followed byeconomic and

Limit Multifamily development

Concern for Economic Decline

Encourage commercial development

aesthetic issues. Newdevelopment of alltypes also receivedsupport from amajority of residents.

ncourage res en a eve opmen

Support Agricultural Preservation

There are adequate housing choices

Property owners not restricted in use of property

Provide incentives for job creation

Encourage industrial/distribution development

Ordinances should be business friendly



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Value Preferen ces: Areas of Disagreement

3 3.5 4 4.5 5

Disagree Strongly disagree

Areas where respondents disagreed or didnot demonstrate consensus centered aroundissues of Village perceptions andgovernmental effectiveness. This likely stemsfrom legal and personnel issues in recent

T ere s con ence n V age ea ers p

Kronenwetter has a positive reputation

There is a lack of ark & rec areas

.which arose included park and recreationissues, as identified in the comprehensiveplan, and a difference of opinion amongresidents regarding the role of government ininfluencing private property owner activities.

There should be guidelines for building &landscaping

Property owners should not be limited indeveloping property

Statements a out eve opment anmaintenance guidelines were supported byroughly half of respondents and disliked bythe remaining half. This type of disagreementis common within communities that are

transitioning from a rural town to a more

Additional topics which were frequently mentioned included the following. Severalof these comments stemmed directly from recent events such as the flooding issuesand school closure within the DC Everest School District and may not be reflectiveof longer term trends.

suburban development pattern andaccompanying population growth.

Remain a bedroom community (9 votes)

Increase trail network/sidewalks (8 votes)

Improve ordinances & enforcement (6 votes)

Address sewer/flooding issues (6 votes)

Su ort Im rove DC Everest votes


Merge government services (4 votes)

Better/More marketing (3 votes)


40/75


M os t A r ecia te d Ch ar acte ristic: Co m a riso n

30%

35% The second phase of analysisincluded a comparison of responsesamong the following subgroups ofrespondents: Villa e leadershi staff elected

20%

25% officials and committeemembers)

Families with children New residents who have lived in

the Village for three years or less

10%

15% These groups provided some varietyin responses on certain topics. In thisinstance, families and new residentsappreciated the suburban

neighborhoods and large lots, with

0%

5

SuburbanNeighborhoods

Large Lots Low PopulationDensity

Eclectic Mix of LandUses

Wildlife

population density or eclectic landuses as a key asset.

Charts on the following pagesillustrate additional differences in

Leadership = board & committee members, Families = presence of children


41/75


Top Supported Values - Comparison

1 1.2 1.4 1.6 1.8 2 2.2 2.4 2.6 2.8

Need to Retain Youth

Strongly agree Agree

Support Environment/Open Space Preserve

Lack of Good Jobs

Ordinances Aesthetic Focused

Enforce Property Maintenance

Encourage Mix of Incomes

Limit Multifamily

Incentives for New Jobs

Resident Involvement

Incentives Business Growth

Incentives Business Recruit

Agricultural Land Preservation

All Responses Leadership Families New Residents


Leadership = board & committee members, Families = presence of children


42/75


Least Supported Values - Comparison

2 2.2 2.4 2.6 2.8 3 3.2 3.4

Neutral Disagree

Leadership = board &committee members,Families = presence

of children


43/75


Development Type Support: Comparison

1 1.5 2 2.5

Encoura e Residential

Strongly agree Agree While residents were hesitant aboutmultifamily growth, they were supportive ofresidential and commercial uses in general, andslightly less supportive of additional industrialdevelopment.

Encourage Commercial

The greatest difference among the groups thatarose from the survey was the differingimportance placed on individual economicdevelopment goals. Where outdoor recreationand business climate were issues prioritized by

Encourage Industrial

overall respondents and the leadership group,families and new residents placed a priority onschools and aesthetics. Encouraging the growthof existing businesses was the only goal whichreceived unanimous support.

Top 5 Economic Developmen t Goals: Compar ison

This discrepancy in economic developmentgoals highlights the importance of creating a

vision for the Village that identifies objectiveswhich resonate with target populations likely tobe attracted to Kronenwetter.

All Leadership Families NewResid.

FiscallyResponsible IncreasedMarketing ImproveSchools GrowthofExistingBus.

GrowthofExistingBus. GrowthofExistingBus. EnhanceAesthetics FiscallyResponsible

StrongBusClimate IncreaseOutdoorRec. AccesstoTech/Infra. ImproveSchools


. .

ImproveQualityofLife FiscallyResponsible RecruitNewBus. CreateNewJobs


44/75

Competitive Position



45/75

What is Kronenwetters Competitive Position?


46/75

Co m p a r i n g k e y e co n o m ic , fi sc a l a n d d e m o g r a p h ic b e n ch m a r k s f o r K r o n e n w e t t er a g a i n s t

c o m m u n i t ie s w h i c h r e p r e s en t a c o m p e t i t iv e s e t w i ll cr e a t e a d e f i n e d p i c t u r e o f V i ll a g e o p p o r t u n i t ie s

What is Kronenwetter s Competitive Position?

a n d c h a ll en g e s , a n d w i ll i d e n t i fy m e t r ic s w h e r e t h e co m m u n i t y c a n f o cu s e f fo r t s t o im p r o v e a n d m a i n t a i n i t s m a r k e t s h a r e . T h e c u m u l a t i v e r es u l t s o f t h e r e g io n a l a n d l oc a l s u r v e y , a s w e l l a s

q u a l i t a t iv e i n p u t a d d r e s s in g p e r c e iv e d p o s i t io n i n g , i n f lu e n c es t h e s h o r t a n d l o n g t e r m o p p o r t u n i t i es

t h a t a r e a v a i l a b le t o t h e V i ll a g e fr o m a n e co n o m i c d e v e l o p m e n t p e r s p e ct i v e . T h e s e f a ct o r s a r e u s e d

i n t he f o ll ow i ng m an ner t o c r ea t e an o b j ect i ve an a l y s i s an d p r i o r i t i z e po t en t i a l ac t i v i t i es a s li ke l y

ca n d id a te s o r s u cce ss u l im le m e n t at io n .

Economic Comparison

Identify communities in the geographic trade area which represent top competition with Kronenwetter for commercial,retail or residential site selection.

Compare major benchmarks used by businesses and residents when making a relocation decision or making a commitment.

Business and Industry Cluster Com parison

For regionally identified industry clusters, assess presence of necessary infrastructure, workforce, raw materials andlocation characteristics with relation to industry needs.

Analyze available real estate and infrastructure available to accommodate typical spaces demanded by regionally identifiedindustr clusters.

Identify strengths, weaknesses, opportunities and threats associated with various political, fiscal and economic inputs forKronenwetter versus competing communities.


Economic Trade Area


47/75

Economic Trade Area

Kronenwetter falls within a larger regional trade area which encompasses the Central Wisconsin region. Within this, , .

Each community posseses unique advantages and disadvantages. Assessing these individual competitive positionswill help define Kronenwetters current position in the marketplace and also identifyareas where the community can become more competitive in the future.

Central Wisconsin Region

Communities

Marathon City

Merrill

Mosinee

Plover

Rib Mountain

Rothschild

Stevens Point


Weston

Competitive Strengths & Weaknesses


48/75


The following pages assess Kronenwetters specific position relative to regional competitors. The analysis incorporates typical measureswhich are utilized by companies, retailers and residents considering a new location. This includes economic, demographic and costfactors for the community and the business park location. Companies seek to locate in areas where complementary or competingindustries are located to capitalize on transportation, workforce and logistical advantages. An overview of industry clusters associated

with each of the competitive communities is identified, together with an assessment of industries which have demonstrated recent

Population1

Median

Home Cost2Median HH

Income3Unemp.

Rate4Population Change

2000-20091,3MedianAge3

School Test Score5

(Math/Reading)

Kronenwetter 6930 $144000 $41851 7.1% 29%29% 36.8 79.1% / 82.5%

.

Marathon City 1,547 $136,000 $44,063 7.1% -6% 37.3 89.3% / 89.1%89.3% / 89.1%

Merrill 9,493 $127,000 $33,098 9.4% -6% 35.8 74.7% / 77.4%

Mosinee 4,039 $97,700 $46,109 7.1% -1% 35.1 62.7% / 70.3%

Plover 12,253 $184,900 $51,238 7.0%7.0% 17% 32.9 68.8% / 74.7%

Rib Mountain 7,181 $132,000 $61,294$61,294 7.1% -1% 42.7 73.0% / 75.9%

Stevens Point 25,218 $142,900 $33,178 7.0%7.0% 2.7% 25.625.6 81.1% / 83.9%

Wausau 38,43038,430 $87,500$87,500 $36,831 9.5% 0% 36.5 73.0% / 75.9%

Weston 13,876 $121,700 $46,063 7.1% 15% 32.2 79.1% / 82.5%

1) 2009 US Census Estimate2) Zillow 2010 Year End Estimate3) 2000 Census


) scons n ep . or orce eve o pmen ( oun y or e ro) ec5) WI Dept Public Instruction, % Advanced or Proficient at 10th Grade. 2009-10 School Year. DC Everest used for Kronenwetter,

although part of Village is also in Mosinee District



49/75


Highway Access Rail ServedProperty Tax

Rates1Avg LandCost/Ac2

Electrical Utilities3Municipal Fiscal

Health

Kronenwetter Interstate Yes $18.49$18.49 $130,000 $.105 7

Marathon City Hwy No $21.41 N/A $.105 N/A

Merrill Hwy Yes $26.43 $55,000 $.105 56

Mosinee Hwy Yes $20.33 $15,000$15,000 $.105 68

Plover Interstate Yes $20.68 $30,000 $.07 51

Rib Mountain

InterstateInterstate

& Hwy& Hwy No $20.79 $103,000 $.105 84

RothschildInterstateInterstate

& Hwy& HwyYes $21.57 $45,000 $.105 69

Stevens Point Interstate Yes $22.87 $45,000 $.105 73

InterstateInterstateausau

& Hwy& Hwy. ,, .

WestonInterstateInterstate

& Hwy& HwyYes $20.62 $100,000 $.105 8686


, ,2) Real Estate Listing Services, Municipal Websites, Average Asking Price/Acre, Raw Land, Business Park Location3) Cost/kWh, Three Phase, High-Use Customer4) WI Dept of Revenue Municipal Debt Margin Index of Actual Debt to Allowable Debt. 100= No Debt, 0= Allowable Max, -100 = 200% Debt

Business Park Comparison


50/75

Business Park Comparison

Total AcreageAvailableAcreage

Average Cost/Acre

Zoning UtilitiesHighwayAccess

RailServed

DesignStandards

Kronenwetter 320 200 BP, M1 Partial InterstateInterstate No No

Wausau West 345320 (some320 (some

wetland)wetland)

$12,500IP

(M1&2

sold out)

To Site Highway No Yes

Central Wisconsin (Mosinee) 400 26 $15,000 IP-MYes, Incl

Fiber OpticInterstateInterstate No Yes

Weston Business & Tech 258 26 $30,000 BP

T1

Highway No Yes

Business Park South (Weston) 76 50 $30,000 BP/OfcYes, Incl HighSpeed Wifi

Highway No Yes

Cedar Creek (Rothschild) 360 145 N/A Ind To Site Highway No Yes

Marathon City Bus Pk 144 91 $11,000 C, Ind Partial Highway No Yes

Portage County Bus Pk.(Stevens Point )

420420 160 $45,000 Range To Site Incl Fiber Highway No Yes

Park East Bus Ctr. (StevensPoint)

400400 (58 AcPhase 1)

TBD Ind No Highway YesYes TBD

The Pines Corp Ctr. (Plover) 90 85 $29,000Ind

50% 2 Miles Yes Yes

Merrill Industrial Pk 80 15 $6,500 Light IndUp to 500kw,

60 psi2 Miles No Yes

Spencer Ind Park & SPACE Park 140 87 $1,300$1,300Comm,Ind, LI

50% Highway YesYes Yes




51/75


As a relatively young community from a commercial perspective, Kronenwetter is identified largely by its recent exponential growth. Thefactors which helped contribute to this growth, namely low property taxes, good schools and available and affordable land, continue toprovide points of strength. While the Village has several large employers, there is no particular sector with sufficient concentration toconstitute a cluster. However, the industries that are present are complementary of many regional strengths, including construction,paper, manufacturing, logistics and agriculture. Recent growth also illustrates increasing strengths in the finance, insurance and realestate sector, as well as management and health care.

Industry Clusters Major Employers Key Amenities Drawbacks

Kronenwetter

Paper, Metals, Logistics,

Wausau-Mosinee Paper Wisconsin Kenworth Shidell Wood

AttractiveDemographics

Perceived as Affordable

Limited Identity Lack of Central Core Seen as Bedroom

ons ruc on, grcu ure G3 Industries Woods Equipment

DevelopmentOpportunities

Community Limited Amenities

Marathon City

Non Metallic Minerals

County Materials Marathon Cheese Menzer Lumber

Aesthetics Downtown

Little Outreach/Identity Confused with

MarathonMerrill

Tourism, Natural Resources,Construction, Packaging,

Footwear

Church Insurance Lincoln Wood Semling Menke Hurd Windows Weinbrenner Shoes

Full Amenities Council Grounds NC Tech College Stopping point for up-

north tourism

Location(farther north)

Residents commute toWausau for jobs

-

Paper, Healthcare, Technology

- SNE (Crestline) Cequent Wausau Financial Storm-Tite

Central Wisconsin

Airport Downtown Golf Course

Paper Mill Smell Infrastructure Location of DT

Plover

Del Monte

Larger Community


, , ,Metals, Tourism

Pointe Precision Coca-Cola Bottling

Education Ops

Vacation Homes

Point suburb only

Competitive Strengths & Weaknesses, Continued


52/75

p g ,

Industry Clusters Major Employers Key Amenities Drawbacks

Rib Mountain

Aspirus

Ski Hill Property Taxes

, , Wal-Mart

Scenic Town Status

Rothschild

Biomass, Paper, Tourism,Construction

Weyerhauser Wausau Homes Wausau Tile Foremost Farms

Stable Residential

Population Cedar Creek

Shopping/Tourism

Flooding Concentrated

Employment (50% in 2companies)

evens o n

Education, Healthcare, FIRE,Publishing

Delta Dental Lands End Joerns Healthcare Sentry Insurance

NewPage

University Downtown Full Amenities (Not

suburb)

University driven Limited retail

Wausau

Wood & Metal Manufacturing,Construction, Retail, FIRE,

Professional Services

Liberty Mutual Kolbe & Kolbe Greenheck Fiserve Land O Lakes

Regional hub Largest city in County Full Amenities (Not

suburb)

Less well known thanother regional hubs

Higher unemploymentthan region

Central Processing

Weston

Metal Fabrication, Laser Technology,Construction, Medical

Airgas American Door Applied Laser Reliable Packaging

Sustainability Focus Retail Amenities River/Trail System

Rapid Growth Higher Cost of Land


Existing Trends: Industry Growth 2005-2008


53/75

g y 5

0%

60% Growthin:Information,FIRE,

Services,Management&

HealthCare

20%

-20%

0%

-40%

-60%


Marathon County Kronenwetter

Source: US Census. Zip Code 54455 Used for Kronenwetter Data

Industrial Park Land Absorption Trends


54/75

p

Acres

Cluster

Absorbed 03-10

AnnualAbs.

Avail./Years

Supply

Wausau

Metro991 150

731

6.5

WausauRural

258 351787.7

Hwy 51Corridor

150 2162731.6

Given its lack of existing built out facilities,Kronenwetter will rely on its business parklocation to compete for new corporatetenants. There is significant competition

within this market, with more than 1,20o

new acres of business park land added to theregional market in the past decade.

Reviewing historic business park absorptiontrends, there are approximately 6.5 yearssupply of vacant industrial park land withinthe Wausau metro area. The greatestabsorption any one park received in a

particular year is 36 acres. This informationwill be important in creating a strategy forKronenwetters parks, which likely representa decade or more of supply given these


.

Filtered Results The graphic below provides a summary of Kronenwetters competitive position inthe region identifying areas where the Village already has an advantage areas


55/75

the region, identifying areas where the Village already has an advantage, areaswhere the Village remains competitive, and could potentially improve its position,and areas where Kronenwetter ex eriences a com etitive disadvanta e and is

unlikely to be successful in competing for companies that rank these issues amongprimary factors when making location decisions.

ge Desirable ve

Highway/Rail ss Relativelyhighreal

vanta

Location

PropertyTaxRates

ExistingIndustry petiti

WorkforceAvailability

RelativeGeographic eakn

sites/homes(marketed)

Identityand

Visibilit

itiveA PrimeDevelopment

SitesAvailable

Newcivicinfrastructure

Co QualityofLife&

CommunityAmenities

Recent Growthit

ive

MunicipalFiscalHealth

AdvancedInfrastructure

ompe

(roads,sewer)

Rate

ompe (interchange,fiber,

G3)


C


56/75

Local Industry Targets


Local Industry Target Summary


57/75

Filtering the qualitative and quantitative results from the local and regional market assessments,sta e o er nterv ews an compet t ve pos t on ng, a set o oca n ustry targets was eve ope .These industries were selected based on their ability to take advantage of unique economic,geographical or other business climate aspect in Kronenwetter, and based on industry sector growthor expansion opportunities and the presence of locally available land, buildings and workforce tosupport this growth. Recommended industry clusters included both short and mid-term targets andfurther identified the typical space needs and decision criteria which drive site selection decisions.

ManufacturingAgriculture & Forestry Finance Insurance & Real Estate

Secondary emphasis was identified for Tourism and

selected based on their

ability to takeadvantage of unique

Infrastructure Developmentto leverage future opportunities in these areas as employment and residential concentrations allowfor greater market opportunities. Within each of these clusters are specific sub-clusters of companytypes which would be most attracted to Kronenwetters location and economic position in the market.These company types include: Metal Fabrication, Metal Finishing and Logistics, which can benefit

from existing industry clustering and transportation access; Specialty Agriculture, Food Processing

economic,geographical or other

business climate

,Finance/Insurance, Real Estate Services and Architecture and Construction, which can takeadvantage of the geographic location between two markets and highway presence. Combined, theseindustry clusters represent users of large and small office space, manufacturing facilities,

warehousing, and retail facilities.

Kronenwetter andbased on industry

sector growth orexpans on

opportunities


Why Target?


58/75

I d e n t i fy i n g s p e c i fi c i n d u s t r y t a r g e t s w i ll im p r o v e K r o n e n w e t t e r s a b i l it y t o m a r k e t , in c r e a s e i t s

c h a n c e f o r s u c c es s fu l r e c r u i t m e n t a n d le v e r a g e i t s in v e s t m e n t t o c r e a t e lo n g - t er m b e n e f it s . D ef in i n g

Understand Business Drivers: Why Kr onenwe tter?

i ndu s t r y a nd u s e -bas ed t a r g e t s a ll ow s f o r m or e focus ed i n i t ia t i ves and ac t i v i t i e s . Da t a co ll ec t ed d u r i n g t h e l o ca l a n d r e g io n a l a s s e s s m e n t , a l o n g w i t h q u a l i t a t iv e i n p u t , is u s e d t o c r e a t e a d e f i n e d

s e t o f t a r g e t ed i n d u s t r ie s f o r t h e c o m m u n i t y o r s it e w h i c h is b e i n g m a r k e t e d . S p e ci fi c b e n e f it s

i nc lud e t he f o ll ow i ng :

,site and appropriately utilize site improvements and financing tools to meet the needs of target groups.

Increase Chance of Successful Recruiting

Identifying specific industries that are well suited to the assets of available Kronenwetter sites maximizes marketing efforts andincrease the probability of finding a desirable tenant that fulfills the Villages goals for the site.

Maximize Investment

Targeting major industries offering job creation and long-term industry stability will leverage investment in infrastructure tocreate a more significant impact on the economy and job creation than allowing the site to develop on an on request basis.

Focus on local and regional strengths to ensure efforts are well spent: do fewer things better.

argeIndustry

Categories&

SubsectorsIndustrySupply

CommodityAvailabilit y &Economic/Political

Interviews& QualitativeInput

Site &RegionalStrengths/

Existing

IndustryEnvironment

ma e

Existing Industry Environment: Regional clusters identified and targeted by regional and statelevel economic development entities

Industry Linkages: Identify inputs/outputs, vendors/suppliers and site requirements.


sse s Comm odity Goals: Select target industries with location needs that match community assets,meet goals of increasing jobs and long-term stability or growth prospects.

Cluster Comparison: Firm Size & Growth


59/75

sRather than targeting any

forAllIndustri

100

Metal Manuf.The following

industries dependon external factors

demonstrates an affinitytoward local strengths, itis to a communitysadvantage to focus onindustries which

geGrowthRat

Chart

ze

Research

Wood Prod.

Plastics

Military

Wind

to eterm ne growt :represen a ong- ermstable prospect, and alsoon industries and/or

companies which meetthe local vision. Forinstance, if a community

Aver

inthi

e

rageFirmS

i

50 FoodProcessing

Retirementis working towardshigher paying jobs, or

whose top priority isincreasing the number ofemployees, the type of

target industry selected

NurtureIndustry Lea ders

A

Health Care Logistics Tourism Construction Metal Finish.

may be significantlydifferent than for acommunity which issolely focused onproperty value orstrengthening an existing

Attract

IndustryOpportunities0

Bio Fuel Agriculture Education

FIRE

HVAC Retailcluster. For all industries

which were identified asa regional target, theaverage firm size andanticipated near-termindustr rowth is


Industry Growth Forec asts 2000-2016

-25% 0 25%Source: Economic Census,Wisconsin DWD

illustrated on the chart atright.

Local Target Industry Clusters


60/75

HealthCareRetirement

WindPower

Education/WorkforceDevt

Using the regional industry strengthsas a base, and filtering out sectors

which were not determined to be acompetitive local sector, or which donot meet the unique assets and

TourismRetail

Infra

structureResearch

,the remaining clusters are areas

where the Village may choose to focus

its efforts. Among these industries,some represent shorter-termopportunities, while others are

Anodizing/

Finishing

Paper

onger-term ue to n ustry tren s orthe need to build specific localcapacity.

MetalsFabrication

Info./Technology

Agriculture/

Cellulose,WoodFiber

WoodProducts/

Composites

HVAC,Services

Military

LogisticsPackaging/

Plastics

BioFuels

S ecialt

FoodProcessing

Finance,Ins.,Real

Arch&Construct.


Agriculturestate

Targeted Industry Categories


61/75

Industry sectors highlighted on this page represent the final short list of target areas for the Village of Kronenwetter.v ,

that make Kronenwetter unique, can enhance or build on existing industries in the Village or nearby, and providejobs which meet the needs of local residents and can help to attract new residents in targeted demographics to theVillage. As mentioned previously, some of these industries represent sectors which can be targeted almostimmediately, while others may present more mid or long-term opportunities. For example, the real estate andconstruction industry, while a strong long-term prospect for Kronenwetter, is currently in a contraction cycle and will

. , ,viable sector given the Villages high visibility parcels along a tourism-centric corridor, is a longer term prospectbased on the lack of local population density, and limited full-interchange access at present. For these reasons, it has

been classified as a long-term target. More information on each of these target industries is provided on the followingpages, including industry status, common decision factors and local and regional cluster industries.

Manufacturing

Agriculture & Forestry

eaFabrication

no zngFinishing

Logistics Information/Tech Wood Products &Composites

SpecialtyAgriculture

Food Processing

SecondaryTargets

Finance, Insurance & Real Estate

Architecture & Finance & Tourism

Infrastructure


Construction Insurance


62/75

First Tier Target Sectors

M f th t t i d t t i t l t d ti t it f K tt t tt t i


63/75

Many of the target industry sectors are interrelated, presenting an opportunity for Kronenwetter to attract companies

A riculture/Forestr Position within the Econom

.

receive an additional competitive advantage from locating in the community, and also help to enhance the localbusiness culture. For each industry targeted, a list of related clusters is identified at the bottom of the page.

Specialty Agriculture

Food Processing

Wood Products

Timeframe

Short-term

Fabrication Industry Leader

Finishing Declining Industry

Logistics Increasing Value-Add Focus

Industry Trends & Facts

Agricultural consolidation to small and large farms, ethnic, Communitysupported ag, organics, health & wellness

Paper industry consolidation, traditional wood products moving toclimates with longer growing season, wood pulp/fiber/biomass emerging

Key Regional Firms

SNE: Home window & patio door manufacturing

Weyerhauser: Cellulose & wood fiber forpackaging, consumer products, construction

Mullins Cheese: Cheese & whey powder for

Key Infrastructure Needs & Decision Criteria

Specialty Agriculture: Residential or tourism cluster, low-cost real estate,transportation, low-cost labor, temperate climate, irrigation

Food Processing: Agricultural presence, transportation, reliable power,-

consumer reta

Eco-Building & Forestry: Professionallandscaping services

Kronenwetter Firms

Shidell Wood: Wood pallet manufacturing

Opportunity

Capitalize on synergies between existing clusters present in village by increasing linkage and enhancing supply chain. Support industry

,

Wood Products: temperate climate, transportation network allowing for

large loads, low-cost real estate

ausau os nee aper: ea quar ers

Tropical Gardens: Indoor plant distributor &commercial services


.

Related Clusters: Construction, Retail, Research, Biomass, Military, Consumer Products, Printing

First Tier Target SectorsIn contrast to the short term opportunities highlighted on the previous two pages the finance insurance and real


64/75

In contrast to the short term opportunities highlighted on the previous two pages, the finance, insurance and real-

Fin Ins & Real Estate

driver of this sector. Additionally, transition in the banking and finance sectors are limiting growth in these regions.Regardless, Kronenwetters position between two markets presents an attractive location for these types of companies

which are typically cost-conscious, desire visibility, and frequently involve regional travel components.

,

Finance & Insurance

Real Estate Services

Architecture & Construction

Timeframe

Mid-term

Finance/Ins, Arch/Construction Cyclical Industries

Services/HVAC Stable Industry

Industry Trends & Facts

Increasing regulation and accounting oversight in FIRE

Green/cost efficient focus in HVAC/ real estate services

Construction activity down 39% during recession, 11% increase in 2010.

Sin le famil la in .

Key Regional Firms

Liberty Mutual Insurance: Personal/Commercial Insurance Provider

Precision Builders: Single Family homes

Wilderness: Lo home builder

Key Infrastructure Needs & Decision Criteria

Service: Ability to access multiple markets, low cost skilled labor, lowcost real estate

Malbrit: Resid/Comm HVAC Service/Install

Greenheck: HVAC fan manufacturer

Kronenwetter Firms

Ryan Investments: Private Investment services

Opportunity

Ex and on exist in industrial stren ths and diversif econom with addition of commercial of fice s ace users

, ,

Architecture & Construction: Good transportation network, strong

regional growth projections, access to raw materials

American Asphalt: Paving contractor

DL Gasser: Paving contractor

Apfelbeck Trucking : Excavating contractor


Related Clusters: Technology, Metal Fabrication, Forestry


65/75

Target Sector Space Needs


66/75

In order to create a diversified economic base, provide for development of tax increment districts within a reasonabletimeframe, and meet the employment needs of its residents, Kronenwetter should seek a variety of development types

within its commercial development areas. The chart below highlights some of the specific real estate needs forcompanies which fall within the previously identified target industry clusters. Some sectors may require space in a

variety of property types, such as a logistics cluster which can be accommodated with warehouse space, travel centeramenities and third party logistics routing offices, among other uses. Focusing on both the primary real estate needs as

well as ancillary uses creates a more compelling economic development message for recruiting, and improves the

LargeOffice

Space

Propertymanagement&maintenanceproviders Securityfirms

Industrial/WarehouseSpace

HVACinstallationandservicefirms Coldstorage/freezerspace

economic position of companies locating within the Village.

Call/Claims/Sales/Servicecenters

Backofficeadministrative/accountingsupportcenters

Waterbottlingfacilities

Machinery/truckcomponentmanufacturing Medicaldevicecomponentmanufacturing Machinery,equipmentortruckingmanufacturers

Metalscoating

Prefabricated

construction

components

Datacenters/redundantbackupsites Landscapingservicecenters/greenhouses

SmallOfficeSpace

Professionalservicesfirms(legal,insurance,financial,accounting,engineering)

Retail/ResidentialSpace

Largepurchaserecreation/tourismgoodsretailers Fullservicetruckplaza/restaurant/gasstation/bank

Agents andbrokersofwholesaletrade Veterinaryproviders

IT/Marketing/Professionalgraphic

design

services

Businesstobusinessserviceproviders

Varietyofresidentialsizes, types&pricepoints,includingrentalunits.

Regionalrecreation

draw

i.e.

multi

use

indoor

sports

facility,specialtysportsvenue(BMX,etc)willsupport

ancillaryretaildevelopment



67/75

Economic Development Vision & Strategy


Economic Development Vision & Strategy Summary

I d t f th ft t t d h t i d l t i iti ti i i t t t


68/75

In order to further craft a targeted approach to economic development initiatives, a vision statementwas eve ope . An n t a set o statements an p rases was comp e rom prev ous y o ta ne

information, focusing on descriptions which capture existing favorable community characteristicstogether with expressed growth objectives. These statements were ranked collectively through anonline survey of Village elected officials, committee members and planning staff. The resulting visionstatement was modified by the Economic Development and Marketing Committee and adopted by the

Village Board at the July 11th meeting.

Using a strategy mapping process, this vision was translated into a series of desired outcomes andcorresponding internal objectives. The internal objectives were developed to improve the efficiencyand responsiveness of Village operations in relation to economic development objectives. Focusing on

meeting these objectives is intended to produce the desired economic and stakeholder outcomes,which will ultimately result in measurable improvement in corresponding benchmarks. This strategymap will also be used to inform the implementation and work planning process, where potential

,growing, family-

oriented communitystrategically located

activities will be prioritized based on their ability to address one of the priority objectives or influencedesired outcomes. This process of evaluation and consideration helps focus efforts and financialsupport to efficiently utilize limited Village resources.

In order to effectively oversee implementation and monitoring, Kronenwetter will need to select anappropriate organizational model for its economic development program, which will inform the

between Wausau andStevens Point with ahighly educated and

projects and initiatives identified in Chapter 9.focus on promoting

economicopportunities whilepreserv ng a g

quality of life.



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Strategy MappingUsing a strategy mapping process, the previously determined vision was translated into a series of desired outcomes andcorresponding internal objectives. The internal objectives were developed to improve the efficiency and responsiveness


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co espo d g te a object es e te a object es e e de e oped to p o e t e e c e cy a d espo s e esso V age operat ons n re at on to econom c eve opment o ect ves. Focus ng on meet ng t ese o ect ves s nten e to pro uce t e

desired economic and stakeholder outcomes, which will ultimately result in measurable improvement in corresponding benchmarks. Thisstrategy map will also be used to inform the implementation and work planning process, where potential activities will be prioritized basedon their ability to address one of the priority objectives or influence desired outcomes. The main headings for the implementation plan willcorrespond to the Strategic Themes highlighted below, with specific initiatives targeted at achieving additional economic, stakeholder andlearning objectives highlighted below. This process of evaluation and consideration helps focus efforts and financial support to efficiently

Economic

Outcome

Objectives

Wewillbuildourlongtermcommunityvaluewith

Economically

SupportiveFamilyOriented

Amenities

Managed&Focused

Growth

Transparent&StreamlinedLocal

utilize limited Village resources.

Stakeholder

Outcome

Ob ectives

Wewilldifferentiateourselvesbyproviding

QualityResults:

Targeted,Consistent

ServiceValue:

Efficient,Responsive

Credibility:Fiscal

Responsibility,Awareness:Outreach

&Promotion

Internal

Objectives

Focusingonthosethingsthatdriveourstrategy

RegionalLeanStrategy&

Qualit FocusonTarget

ransparency

EngageResidents&ra eg c

Themes)

Learning&

Growingaproactive,educatedand qualityworkforce

oor na onManagement

n ustr es us nesses


Growth

Objectives

Team

Standards

ofInformation

Focus

Improvement

Organizational OptionsIn order to effectively carry out economic development initiatives, the Village will need to formalize its economicdevelopment structure This formalized structure will facilitate deal flow negotiations and provide oversight and day


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development structure. This formalized structure will facilitate deal flow, negotiations, and provide oversight and day

Organization Type Pros Cons

to day implementation of the strategic plan. Some of the potential organization types that the Village could employ toaccomplish this goal are provided below along with pros and cons for each structure. The bottom two options can beemployed under any of the main organization types, and are intended to provide additional support to the coordinatingentity.

Economic Development &Marketing Committee

Established Group Can set policy and direct activity

Staffed by Village

No point from business perspective Difficulty coordinating day to day prospect activity

Time between meetings Not standing committee

e eve opmen u or y s a s e roupAbility to make funding decisions Broad statutory powers Staffed by Village

o po n rom us ness perspec ve Difficulty coordinating day to day prospect activity Time between meetings Redevelopment focused

v Director

Day to day activityAbility to make decisions quickly &communicate to prospect

Turnover potential

Public/Private Corp. Perceived as business-friendly Private sector funding

Would still likely need staff - cost

McDEVCO/Centergy/

Chambers

Experienced staff

Regional reach

Diluted focus

Ability to carry prospect through to deal

Development ReviewCommittee

Focus on the deal Predictability/reliability for developers

Only relevant to development More reactive than proactive


Business Advisory Board Focus on retention Businesses as advocates Proactive

Diverse interests Quarterly at most


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Part one: Kronenwetter economic development plan draft

Documents

Transcript of Part one: Kronenwetter economic development plan draft