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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.
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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
2011 Village of Kronenwetter Economic Development & Marketing Plan 3DRAFT 10_11
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
2011 Village of Kronenwetter Economic Development & Marketing Plan 5DRAFT 10_11
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
2011 Village of Kronenwetter Economic Development & Marketing Plan 10DRAFT 10_11
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
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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
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,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
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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
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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
2011 Village of Kronenwetter Economic Development & Marketing Plan 20DRAFT 10_11
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
2011 Village of Kronenwetter Economic Development & Marketing Plan 25DRAFT 10_11
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%
2011 Village of Kronenwetter Economic Development & Marketing Plan 28DRAFT 10_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.
2011 Village of Kronenwetter Economic Development & Marketing Plan 30DRAFT 10_11
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.
2011 Village of Kronenwetter Economic Development & Marketing Plan 31DRAFT 10_11
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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Community Values Survey Results
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
2011 Village of Kronenwetter Economic Development & Marketing Plan 39DRAFT 10_11
Merge government services (4 votes)
Better/More marketing (3 votes)
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Community Values Survey Results
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
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Community Values Survey Results
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
2011 Village of Kronenwetter Economic Development & Marketing Plan 41DRAFT 10_11
Leadership = board & committee members, Families = presence of children
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Community Values Survey Results
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
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Community Values Survey Results
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
2011 Village of Kronenwetter Economic Development & Marketing Plan 43DRAFT 10_11
. .
ImproveQualityofLife FiscallyResponsible RecruitNewBus. CreateNewJobs
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Competitive Position
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What is Kronenwetters Competitive Position?
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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.
2011 Village of Kronenwetter Economic Development & Marketing Plan 46DRAFT 10_11
Economic Trade Area
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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
2011 Village of Kronenwetter Economic Development & Marketing Plan 47DRAFT 10_11
Weston
Competitive Strengths & Weaknesses
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Competitive Strengths & Weaknesses
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
2011 Village of Kronenwetter Economic Development & Marketing Plan 48DRAFT 10_11
) 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
Competitive Strengths & Weaknesses
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Competitive Strengths & Weaknesses
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
2011 Village of Kronenwetter Economic Development & Marketing Plan 49DRAFT 10_11
, ,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
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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
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Competitive Strengths & Weaknesses
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Competitive Strengths & Weaknesses
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
2011 Village of Kronenwetter Economic Development & Marketing Plan 51DRAFT 10_11
, , ,Metals, Tourism
Pointe Precision Coca-Cola Bottling
Education Ops
Vacation Homes
Point suburb only
Competitive Strengths & Weaknesses, Continued
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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
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Existing Trends: Industry Growth 2005-2008
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g y 5
0%
60% Growthin:Information,FIRE,
Services,Management&
HealthCare
20%
-20%
0%
-40%
-60%
2011 Village of Kronenwetter Economic Development & Marketing Plan 53DRAFT 10_11
Marathon County Kronenwetter
Source: US Census. Zip Code 54455 Used for Kronenwetter Data
Industrial Park Land Absorption Trends
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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
2011 Village of Kronenwetter Economic Development & Marketing Plan 54DRAFT 10_11
.
Filtered Results The graphic below provides a summary of Kronenwetters competitive position inthe region identifying areas where the Village already has an advantage areas
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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)
2011 Village of Kronenwetter Economic Development & Marketing Plan 55DRAFT 10_11
C
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Local Industry Targets
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Local Industry Target Summary
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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
2011 Village of Kronenwetter Economic Development & Marketing Plan 57DRAFT 10_11
Why Target?
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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.
2011 Village of Kronenwetter Economic Development & Marketing Plan 58DRAFT 10_11
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
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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
2011 Village of Kronenwetter Economic Development & Marketing Plan 59DRAFT 10_11
Industry Growth Forec asts 2000-2016
-25% 0 25%Source: Economic Census,Wisconsin DWD
illustrated on the chart atright.
Local Target Industry Clusters
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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.
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Agriculturestate
Targeted Industry Categories
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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
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Construction Insurance
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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
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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
2011 Village of Kronenwetter Economic Development & Marketing Plan 63DRAFT 10_11
.
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
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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
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Related Clusters: Technology, Metal Fabrication, Forestry
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Target Sector Space Needs
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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
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Economic Development Vision & Strategy
2011 Village of Kronenwetter Economic Development & Marketing Plan 67DRAFT 10_11
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
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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
2011 Village of Kronenwetter Economic Development & Marketing Plan 71DRAFT 10_11
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
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Business Advisory Board Focus on retention Businesses as advocates Proactive
Diverse interests Quarterly at most
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