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September 2012

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Economic Development Council for Central Illinois Comprehensive Economic Development Strategy Counties: Mason Peoria Tazewell Woodford

Comprehensive Economic Development Strategy

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Table of Contents

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

Background .................................................................................................... pages 6-26

Economy .................................................................................................... pages 7-16

Population ...................................................................................................... page 17

Geography ...................................................................................................... page 18

Workforce Development ............................................................................... page 19

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

Resources ................................................................................................ pages 24-25

Environment ................................................................................................... page 26

Other ......................................................................................................... pages 26-27

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

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

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

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

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

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

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

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

Appendix .......................................................................................................... pages 80+

September 2012


Comprehensive Economic Development Strategy Executive Summary


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Executive Summary

This Comprehensive Economic Development Strategy (CEDS) is the result of a planning process

designed to enhance the economic growth of the Central Illinois Region. The Central Illinois

Economic Development District (EDD) consists of Mason, Peoria, Tazewell and Woodford Counties.

The purpose of the CEDS is to establish a process that will help create jobs, foster more stable and

diversified economies, and improve living conditions. It provides a mechanism for coordinating the

efforts of individuals, organizations, local governments and private industry concerned with economic

development.

In 1994 the "District Overall Economic Development Plan" for Mason, Peoria and Tazewell Counties

was created. That Tri-County District (OEDP) Overall Economic Development Plan was overseen by

the OEDP Board made up of 15 community leaders from the 3 Counties. In 2003 the first district

CEDS Report was prepared for those same 3 counties. In 2004 a request to add Woodford County to

the EDD was approved and a new CEDS was prepared. Subsequent to that is the region's most recent

CEDS enacted in 2007.

This CEDS document:

• Presents the Region’s goals and strategies

• Describes the challenges, opportunities, and resources of the Central Illinois Region

• Details the demographics, infrastructure, and natural resources of the Region

• Establishes priority programs and projects for implementation

Title 13, Chapter 3 of the Code of Federal Regulation identifies a CEDS as a requirement to apply for

assistance under the Economic Development Administration’s (EDA) public works and economic

adjustment programs. Since the original Public Works and Economic Development Act (PWEDA)

was enacted in 1965, economic development planning has been a key element in achieving EDA’s

long term goals. The Overall Economic Development Program (OEDP) process was what made EDA

a truly effective federal/local partnership, resulting in the creation of over 320 Economic Development

Districts (EDD) around the country, of which Central Illinois is one. The CEDS continues that

partnership, and the basic process established to prepare and maintain the OEDP continues as Central

Illinois has undertaken the CEDS process.

EDDs, such as Central Illinois, play a key role in local economic development. Instead of having to

respond to individual requests from over 2,000 eligible county economic development organizations

around the nation, EDDs assist the EDA in establishing regional priorities for projects and

investments. These multicounty or other regional planning organizations are governed by boards

comprised of local elected officials and private sector representatives from cities, towns and counties.

This CEDS document is made readily accessible to the economic development stakeholders in the

community. In creating the CEDS, there is a continuing program of communication and outreach that

encourages broad-based public engagement, participation and commitment of partners. The general

public, government decision makers, and business investors are able to use this document as a guide to

understanding the regional economy and to taking action to improve it. The strategy takes into account

and, where appropriate, incorporates other planning efforts in the community.


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Executive Summary

This CEDS document is a transitional document for the region. Inasmuch as the EDA may be

adopting new guidelines for the CEDS reports, this report will likely be modified to be consistent with

those standards. In addition, this region is undergoing changes with respect to how regional economic

development will be implemented in the future. Those changes are the result of a large public

involvement process. This report reflects some of those ongoing changes.

September 2012


Comprehensive Economic Development Strategy Background


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ECONOMY

Brief History

The Economic Development District currently includes four counties: Mason, Peoria, Tazewell

and Woodford. Additionally, the Economic Development District is currently undergoing a

boundary modification request to include Logan County. The Logan County comprehensive

plan is included in the appendix for reference. A current overview of each county is described

below, followed by a brief regional district history.

Mason County is bordered by the Sangamon and Illinois Rivers, the county is well situated for

industry as well as agriculture. With its fertile soil, the county has been recognized as one of the

leading agricultural areas in Illinois. Since the advent of irrigation, farmers have diversified into

many specialty crops such as popcorn, melons, green beans, peas, and pumpkins--earning the

county title: "The Imperial Valley of the Midwest."

Five barge terminals line the banks of the Illinois River to facilitate the movement of the

agricultural products to their destinations. The county's transportation needs are further served by

the intersection of seven major highways and the Union Pacific Railroad and the Illinois Midland

Railway. Industries include Illinois Power, Walker Industries, and many agricultural support

businesses.

The largest community within Mason County is Havana, the County seat, with a population of

3,301. Mason County encompasses 563 square miles and has a population of 14,656, according

to the US Census data.

The landscape of the county is dotted with nine incorporated municipalities, each with its own

special history and heritage. Mason County is also home to the Jake Wolf Memorial Fish

hatchery, Chautauqua National Wildlife Refuge, Sand Ridge State Forest, Mason State Tree

nursery, and the Sanganois Conservation Area.

They offer unique shopping areas, historic homes, fine schools and churches, and a full schedule

of festivals and celebrations throughout the year. Excellent medical services are available

through the Mason District Hospital, the Mason County Health Department, two modern nursing

homes, and a variety of clinics, doctors, and other medical professionals. Many recreational

opportunities are provided through the county's four park districts, two golf courses, and

numerous areas for hunting, fishing and camping. Mason County has a rich historical heritage

which is to a large degree still preserved in the architecture, the landscape, and even the lifestyle

and the memories of its citizens.

Peoria County combines big city assets with a small town lifestyle and is an attractive location

for new businesses. The region's central location and moderate population encourage local

economic growth and support a variety of recreational and cultural opportunities.

http://www.masoncohealth.com/


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Naturally, residents and visitors alike equate Peoria with Caterpillar Inc., but the region also

boasts the USDA's National Center for Agricultural Utilization Research Lab, a renowned

medical community with the only Level 1 trauma center in Central Illinois, and many innovative

high-tech firms. The region spends more than $100 million annually on research and

development, and is experiencing over $1 billion in new construction. The Peoria Next

Innovation Center, a technology business incubator, is leading the region’s transition from a

manufacturing economy to an innovation economy.

Peoria County offers affordable housing, quality education, and unique cultural experiences.

Housing in the area includes riverfront property, comfortable homes in cozy neighborhoods, and

secluded country living. The County's 18 public school districts have a current enrollment of

more than 28,000 and boasts a graduation rate of 87.8%, 18% higher than the national average. A

number of private schools are also located in the County. The region is home to Bradley

University, Illinois Central College, Robert Morris College, Midstate College and the University

of Illinois College of Medicine. Cultural enthusiasts can watch quality performing arts, visit fine

art galleries and experience local and regional museums.

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

of 115,007.

Peoria County encompasses 629 square miles running 32 miles north/south and 28 miles

east/west. This expansive county offers a variety of recreational opportunities for all ages.

Outdoor enthusiasts can explore the Illinois River, which carries in excess of 39 million tons of

freight through the County each year and offers boating, fishing, and water sports; Wildlife

Prairie State Park, a 2000 acre zoological park with wolves, bison, cougar, elk and much more;

Jubilee College State Park, 3500 acres with horse, bike and walking trails, a fishing pond,

camping and more; and 9000 Peoria Park District acres that include five public golf courses and

Glen Oak Zoo. Peoria is also home to two professional sports teams and hosts many youth

sporting events and tournaments throughout the year.

Tazewell County is located on the Illinois River adjacent to Peoria and part of the Peoria-Pekin

Metropolitan Statistical Area, which has an estimated population of 352,164. Tazewell County

was established in 1827 and has a population of 135,394, according to 2010 U.S. Census data,

encompassing 658 square miles of which 649 square miles is land and nine square miles is water.

The largest community in Tazewell County is Pekin, the County seat, with a population of

34,094. Tazewell County also contains 15 other incorporated communities, with populations

ranging from a few hundred to more than 23,000. Tazewell County offers something for

everyone, with a strong commitment of maintaining a high quality of life and friendly

communities.

Tazewell County provides a hometown feel in the middle of a growing, progressive region with a

strong employment base and plenty of amenities to complement the rural landscape. Individuals

can enjoy the services and benefits of traditional urban services and the peaceful, quiet

countryside of rural life.


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Agriculture is an important component of Tazewell County’s history and economy and it is

ingrained with the County’s identity and way of life. Seventy-eight percent of the County’s land

area consists of farmland, and agriculture is poised to remain one of the County’s defining

industries. The flat fertile fields, wooded slopes, ravines and forested riparian areas contribute to

a diverse landscape that provides many benefits to residents of the county.

Woodford County is located northeast of Tazewell County and runs along the Illinois River. The

largest city is Eureka, the County seat, has a population of 5,295. Population has increased in

Woodford County over the past ten years.

Woodford County is situated in rural central Illinois, with the Illinois River and the City of

Peoria to the west, and the cities of Bloomington/Normal to the southeast. This convenient

location allows residents to enjoy the quiet, rural setting of the County while taking advantage of

quick commutes to either Peoria or Bloomington. With 14 Incorporated Communities, the

County offers a wide range of recreational activities and amenities, which include Woodford

County Conservation Area, Metamora Fields Golf Course, Eureka Lake, with its 240 acre park,

and countless others.

Woodford County offers not only a diverse workforce but a diverse landscape both rich in

history and convenient amenities. While the largest industries are healthcare, manufacturing and

education, the area is rich in agriculture as well. The area is home to Eureka College, college

home of President Ronald Reagan and Historic Metamora Courthouse, where Abraham Lincoln

and a host of distinguished Illinois lawyers and judges held court several times each year. The

region also hosts the Mennonite Heritage Center and the Chief Black Partridge monument. As

the County continues to grow, it strives to provide its residents with a quality of life and services

that are second to none. With a strong foundation of excellent schools, quality, convenient

healthcare, community pride, and innumerable amenities, Woodford County is a desirable place

to live and work.

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

Logan County is south of Tazewell County and east of Mason County. With a population of

30,305, according to the 2010 Census has decreased 2.8% since 2000. The county has a total area

of 618.93 square miles. Its largest city is Lincoln, the County seat, has a population of 14,504.

The economic development district has requested a boundary modification to include Logan

County, due to the similarity in economic development challenges and opportunities as shown in

the comprehensive plan included in this CEDS appendix.


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Economic Development District

By 1900, Peoria was known as the “Whiskey Capital of the World”. The combination of a fresh water

spring, large harvests of corn, and great transportation made this all possible. Since then, with its

natural and man-made resources, the area has developed other industries, like coal mining, that the

region has seen come and go.

One industry, heavy machine manufacturing, still remains in the area after starting in the early 1900’s.

The Central Illinois region was the center of activity in the steam traction and threshing machine

business. Its central location, fertile farmland, good rail/waterway transportation, and available skilled

labor supply made it an excellent location for large scale machinery manufacturing and agricultural

production.

The original site of Colean Works, acquired for the manufacture of the first crawler tractors, is now

part of Caterpillar Inc.’s East Peoria plant. Caterpillar Inc., the area’s largest employer, employing

over 17,000, has not only expanded its facilities over the years throughout the area and the state, but

also in dozens of communities throughout the United States and several foreign countries. The

region’s growth over the years has been directly affected by Caterpillar’s growth. However, relying on

one major employer and one industry also led to difficult times during slowdowns in the

manufacturing industry.

In the late 1970’s and early 1980’s the local economy declined. This decline was attributable to a

nationwide recession, a declining heavy-equipment market share due to foreign competition, and the

resulting layoffs of workers from suppliers dependent upon the heavy equipment industry.

Agriculture has always played a major role in the local economy. The region is located in the heart of

a very fertile agricultural are ideal for growing various products and is also home to the National

Center for Agricultural Utilization Research (NCAUR). NCAUR, commonly called “the Ag Lab”, is

the largest of four USDA-ARS federal utilization centers and a world-class bioscience research

facility. Its laboratories have developed several important products including developing the mass

production of penicillin.

In the mid 1980’s and the 1990’s the agricultural community were adversely impacted by a number of

events: a rapid increase in land costs followed by a rapid decline in those same land costs; rising fuel

costs; and due to high productive yields, the area’s agri-business is heavily dependent on the export

trade of its products which have been effected by international relations. With recent prices for corn

and soybeans, the agricultural economy has thrived, yet yields can be subject to weather shifts which

can present risk to this economy.

Despite signs of economic recovery in the region, the EDD has lost over 2,000 jobs in the past 16

months, and has not yet regained all the jobs lost in the 2009 recession. According to the Illinois

Department of Employment Security, the region lost 6,100 manufacturing jobs from 2008-2010, but

only recovered 1,400 of these jobs by the end of 2011. Full recovery and growth will be the focus of

this five year segment strategy.


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Unemployment

As mentioned previously, Peoria,

Tazewell, and Mason Counties saw

economic problems in manufacturing

and agriculture during the 1970’s

through 1990’s, causing

unemployment. Starting in 1996,

unemployment rates declined.

As seen in the table, Mason County’s

unemployment rate has always been

higher than the State of Illinois’

average.

The highest unemployment, as

expected, occurs in the first three

months of the year and the lowest in

September, October, and November.

These three months also benefit from the number of individuals returning to school in the fall.

While the National Bureau of Economic Research defined the national recession as December 2007

through June 2009, the Economic Development District saw increases in unemployment through 2010

with a slight decline in 2011. Mason, Peoria and Tazewell County had unemployment rates above

10% and well above the Illinois average. The manufacturing industry suffered huge losses during this

time, which is reflected in the high unemployment rates in the four counties.

Past strategies have concentrated on increasing the diversity of economies. The region has

transitioned from a primarily manufacturing and agriculture based economy to a diversified economy

including growth in health care and transportation industries. This diversity increases EDD

opportunity for growth. Due to this diversity, the region has seen a shorter duration and severity of

recessionary periods. This presents an opportunity for overcoming the challenges in urban and rural

areas.

Unemployment Rates 2000-2011

Year Mason Peoria Tazewell Woodford Illinois

2011 10.7 9.5 8.3 7.0 8.9

2010 12.7 11.0 10.2 8.3 9.6

2009 12.1 10.8 10.4 8.1 9.3

2008 8.0 5.9 5.4 4.4 5.8

2007 6.9 4.9 4.5 3.6 4.6

2006 6.1 4.5 4.0 3.3 4.6

2005 6.9 5.1 4.8 3.9 5.1

2004 8.0 5.9 5.5 4.4 5.5

2003 8.2 6.5 5.9 4.7 6.0

2002 7.3 6.0 5.4 4.2 5.8

2001 6.4 5.1 4.7 3.7 4.7

2000 5.9 4.5 4.1 3.5 4.0

Source: Illinois Department of Employment Security


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Homelessness

Under the Leadership of former Congressman Ray La Hood, a task force was established to evaluate,

research and develop a local plan to end chronic homelessness. The Task Force was directed to have

a formal plan in place by 2016. The statistical data shown in the formal plan identifies the critical

nature of homelessness and how it affects all segments of our overall economy. In recent years, the

Heart of Illinois Homeless Continuum of Care, through its grant process with HUD, outlined regional

goals and objectives for assisting in ending homelessness. These are outlined in the document located

in the appendix. The primary goal is that within 10 years of the development of the plan, all

individuals and families facing chronic homelessness will have access to a coordinated array of

housing options and support services that will enable them to secure and maintain decent, safe,

sanitary and affordable housing

New Home Sales

According to the Peoria Area Association of Realtors, in the Greater Peoria area, home sales in 2011

decreased to 4,292, down 89 home sales from 2010 and almost 2,000 from 2006. The average sale

price of homes decreased from $137,509 in 2010, to $137,056 in 2011.


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Median Household Incomes

The Census data showed that Peoria, Tazewell, and Mason counties all had lower median household

incomes than Illinois’ average in 2000 and 2010. The entire region would benefit from the creation of

new businesses and higher wage job development. Peoria County saw an increase in median

household income, but the rate of increase was much slower than the state’s.

Median Household Income

2000 2010

Peoria $39,978 $42,461

Mason $35,958 $49,797

Tazewell $45,250 $54,232

Woodford $51,394 $65,890

District $42,369 $52,603

Illinois $46,590 $55,735

2000 data source: Census 2000.

2010 data source: 2006-2010 American Community

Survey 5-Year Estimates


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Sources of Personal Compensation & Real Wage Trends

The following slides show sources of personal compensation by district and by individual counties as

well as the State of Illinois and the US.


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

levels.

Poverty

Poverty levels in the County of Peoria, at 10.3%, are

higher than the state average of 9.2%. Mason County has

the highest poverty levels in the area at 13.8%. The high

poverty levels show the lingering effects of the recession

in the area as well as continued distressed areas within the

region.

% of Families in Poverty

Peoria 10.3%

Mason 13.8%

Tazewell 6.3%

Woodford 4.9%

District 9.2%

Illinois 9.2%

Source: 2006-2010 American

Community Survey 5-Year Estimates


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POPULATION

Compared to the State of Illinois, Mason

and Peoria Counties had considerably less

population growth over the past years.

Mason County actually declined in

population, thus incurring negative

growth. Woodford County and Tazewell

County saw an increase in population.

Official projections of Central Illinois’

prime working age population (i.e. ages 16

to 64) show extremely slow growth for the

first two decades of the 21st century.

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

median age:

Population Change 1990 - 2010

1990 2000 2010

2000-2010

%

Growth

Mason 16,269 16,038 14,666 -8.555%

Peoria 182,827 183,433 186,494 1.669%

Tazewell 123,692 128,485 135,394 5.377%

Woodford 20,506 35,469 38,664 9.008%

District 343,294 363,425 375,218 3.245%

Illinois 11,430,602 12,419,293 12,830,632 3.312%

Source: Census


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GEOGRAPHY

Mason, Peoria, Tazewell and Woodford counties are located in Central Illinois along the Illinois

River, midway between St. Louis and Chicago. The most prominent physical feature, besides the

Illinois River and the adjoining bluffs, is the gently rolling topography that rises up from the river

valley and transforms into a relatively flat, rich farmland throughout the remainder of the Counties.

Peoria County, with the City of Peoria, is the hub of the Central Illinois region, located on the west

coast of the Illinois River in Central Illinois. The City of Peoria is the largest city, with a population of

115,007. The City of Peoria has been recognized as an “All American City,” a test city that had

demographics proportional to the nation. The downtown City of

Peoria is the business, financial, governmental, and legal hub for

the metropolitan area and enjoys excellent road access to and

from residential and shopping locations. Downtown Peoria is

adjacent to the riverfront, which is a major attraction for in-town

activities and tourist events.

Tazewell County is located southeast from Peoria County across

the Illinois River. Like Peoria County, Tazewell enjoys a unique

topography, with river bluffs rising from the Illinois River. The

City of Pekin, located in Tazewell County, is the second largest

city in the region with a population of 34,094.

Woodford County is located northeast of Tazewell County and

runs along the edge of the Illinois River. The largest city is

Eureka, with a population of 5,295.

Mason County is southwest of Tazewell County, and also borders

the Illinois River. To the south it is bordered by Sangamon Salt

Creek. Mason County is more rural in comparison to the other

two counties. Its largest city is Havana with a population of 3,301

WORKFORCE DEVELOPMENT

At the height of the recession, the unemployment rate in central Illinois was about 13 percent,

translating to over 26,000 unemployed workers. While the recession created a temporary talent

surplus, as it begins to recede, the reality of short- and long-term talent shortages in key

economic growth sectors has become apparent. Today, our unemployment rate is about half that

of 2009, at 7.1 percent—still unacceptably high—but the workforce trends predicted 10 years

ago are becoming more apparent.

Nation-wide we are seeing a decline in potential workforce, especially with increased technological

skills that are needed in this knowledge based economy. The recent Harvard study, “Pathways to


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Prosperity”, is especially telling for our manufacturing, health care, and skilled trades economies. An

increase in STEM (Science, Technology, Engineering, and Mathematics) skills is critical for our

future workforce. Companies are forecasting a need for higher vocational skills that may not always

need a college education.

A workforce pipeline is of top priority for local manufacturers, including K-12 skill cultivation and a

more current bridge program for under-skilled workforce. Health care and skilled trades are also

seeing gaps. Increased gaps in the young professional labor force pool continue to be a high priority

as well. This demographic segment continues to bleed outside to major metropolitan areas. Those

who come to our colleges and universities for degrees sometimes leave the area for larger

metropolitan areas like Chicago and the surrounding suburbs. Efforts must be made to retain these

young professionals with better jobs.

To address these challenges, our region will need to create talent acquisition strategies for

emerging growth sectors and their specific industries, and talent development strategies for

growing segments of our population. New tools and programs will be necessary to meet these

challenges in human capital development. These will include but not be limited to including

industry sector planning, workforce gap analysis and talent pipeline development.

In our four-county region, two workforce development offices serve individual and employer needs:

the Workforce Network, serving Peoria and Woodford Counties, and Career Link which serves

Tazewell and Mason Counties. Both the Workforce Network and Career Link are designed to help fill

the gap between the local workforce and businesses by providing employment opportunity

information and training in a one-stop-shop.

The publication by Workforce Network called, “Talent Force 21: 2011 State of the Workforce

Report”, describes the Peoria MSA workforce issues. A copy is included in the appendix. One slide

shows the gap our region is projected to have for jobs requiring an Associate degree or higher.

According to the graph, 45 percent of the projected 2018 jobs will require an Associate Degree or

higher. Currently, 34 percent of the population bracket of 25 years and older in the Peoria MSA has

an Associate Degree or higher.


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Increasing the current workforce skill set as well as increasing our future workforce skill set will be

critical to fill the needs of our employers. An estimated 1000 jobs are currently open that could be

filled if the workforce talent were currently available. Assuming a $40,000 annual wage, if these jobs

were filled, an increased economic output for our regional economy would be $564,014,618 annually.

Impact Summary

ImpactType Employment Labor Income

Total Value

Added Output

Direct Effect 1,000.00 $40,140,361 $97,027,246 $419,115,864

Indirect Effect 532.9 $28,203,216 $50,546,875 $91,732,294

Induced Effect 447 $17,848,588 $33,265,895 $53,166,460

Total Effect 1,979.90 $86,192,166 $180,840,017 $564,014,618


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TRANSPORTATION ACCESS

The Peoria, Tazewell, Mason and Woodford county area is excellent for logistics, with river, rail,

roads and airport. Access for all four modes of transportation has been instrumental for past and future

development.

Infrastructure

The local interstate infrastructure in Peoria and Tazewell Counties is ideal for transporting products

both east-west and north-south. Many trucking companies find the area ideal for distribution.

Interstates within the three counties include I-74, I-155, and I-474. The area is exploring an eastern

expansion of the I-474 bypass to continue the loop through Woodford and Tazewell Counties. This

bypass would not only help alleviate traffic congestion along Interstate 74, but would also better

connect the eastern counties of Woodford County and Tazewell County to the Peoria County area.

Also, new interchanges are needed at Routes 6 and I-74 and I-474.

Recently, Interstate 74 through Peoria and East Peoria experienced a significant upgrade and re-

construction. This $500 million project, called Upgrade 74, was the largest highway construction

project in downstate Illinois. The project involved completely removing and replacing an 8.6 mile

stretch of I-74 between the western edge of Peoria and eastern outskirts of East Peoria, as well as the

improvements of several miles of auxiliary roads near the interstate. Newly reconstructed I-74 features

new overpasses, all new pavement, and safer entrance and exit ramps. The project included new,

brighter lighting for safety and new landscaping for beautification.

Other major routes include US Routes 24 and 136, and State Routes 9 and 29. All of these major

routes need expansions in order to accommodate the increase in traffic on their roads. Road

improvements are also badly needed in the growth cells of northwest Peoria. See the appendix for

long range transportation plans.

River and Rail

River and rail transportation capabilities have played a key role in the development and growth of

local industry. The Illinois River runs alongside all four counties. In the mid 1800’s, several

steamboats a day passed through the area using the Illinois River on their way to and from St. Louis

and Chicago. At the same time, the advent of railroad expansion gave farmers a new market for their

products, brought in manufactured goods from eastern factories and, most of all, provided

transportation. Trips that used to take days could now be accomplished in hours.

The prominence of rail is still evident today. The Tazewell & Peoria Railroad, located in Creve Coeur

and East Peoria, operates the largest switching and classification yard in Central Illinois, having in

excess of 100 miles of track with the capacity of 2500 cars. Transfer facilities move products from rail

to barge and rail to truck. Local Class 1 Railroads include Norfolk Southern, BNSF, Union Pacific and

Canadian National. Regional Railroads include Iowa Interstate, Illinois & Midland, Keokuk Junction

and Toledo, Peoria & Western.


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The Illinois River, with its nine-foot channel depth, is navigable year round. Barge traffic moves

north to Chicago with its link to the St. Lawrence Seaway and south to the Gulf of Mexico. The latter

route is critical for the movement of agricultural products such as corn and soybeans to world markets

via deepwater ports on the Gulf Coast. The 2014 completion of the huge Panama Canal widening

project will enable the world’s largest vessels to reach Gulf ports from Asia for the first time, opening

up new options for transportation of finished goods to and from the Peoria region. A new U.S.

Maritime Administration report has demonstrated how barge lines can profitably carry finished goods,

including ocean containers and heavy equipment, between Peoria and the Gulf, thereby removing

significant freight traffic from the clogged interstate highway system.

Barge activity through the Peoria Lock and Dam was over 33.6 million tons in 2001. Peoria Barge

Terminal, located in Peoria, is a major multi-modal terminal for the state of Illinois. It handles

products such as stone, coal, steel, dry or liquid bulk, provides warehouse service, has a railroad spur

on site, and is easily accessed from Interstate 474. Meanwhile, the Heart of Illinois Regional Port

District is set to begin construction of a public marine/intermodal terminal facility at Pekin to serve

these emerging markets.

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

Air

The General Wayne A. Downing Peoria International Airport services a market of approximately

1.5 million people within a ninety minute drive of Peoria. In 2011, total passengers for the

airport was 513,573, is up slightly from 2010. The Airport experienced a record year in 2008 of

nearly 565,000 passengers, but was down the following year due to the recession. Traffic has

grown each year since then, and is approaching record levels again in 2012. The Airport set a

record in July for the most passengers ever that month.

PIA has daily non-stop flights to and from the following ten cities (more than any other

downstate location):

Atlanta

Chicago

Dallas/Ft. Worth

Denver

Detroit

Las Vegas

Minneapolis

Phoenix/Mesa

Punta Gorda

Tampa/St. Petersburg

The General Wayne A. Downing Peoria International Airport resides on 3,500 acres with a 10,100

foot fully instrumented primary runway and an 8,000 foot secondary runway. These runways are the

largest in Illinois outside of Chicago’s O’Hare International Airport. In 2011, the airport opened its


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new terminal. The 125,000 sq. ft. facility conveniently places ticket counters, baggage claim and

rental car desks on one floor for passenger convenience.

Mount Hawley is owned by the Metropolitan Airport Authority of Peoria, which also runs the General

Wayne A. Downing Peoria International Airport. The airport was approved to receive state and

federal funding that will pay for a 400-foot extension of the 3,600 ft runway. The new construction

which should be complete in the fall of 2012 will allow for greater service by turboprop aircraft such

as those in use by corporate flight departments and charter operators. It will also provide convenient

access to Caterpillar facilities in Mossville.

In 2006, Havana Regional Airport completed a modern eight-hanger building with electric doors. In

2007, the Illinois Aviation Division announced the Havana Regional Airport as the 2007 Class B

Airport of the year (for runways less than 4,000 feet).

The Pekin Municipal Airport has the benefits of a larger airport in a more comfortable size. The

airport has a 5000 ft. paved and lighted runway.

UTILITIES

Growing communities require utilities be extended to enlarged city limits. These extended utilities will

help attract new business prospects to targeted growth areas, and improve the quality of life, as well as

create new jobs.

Telecommunications

Local telecommunications companies include Ameritech, Cass Cable and Telephone Company,

Gallatin River Communications, GTE, McLeod USA, and MTCO.

Electricity

Local electric companies include AmerenCILCO, AmerenCIPS, AmerenIP, Commonwealth Edison,

and Menard Electric Co-op.

AmerenCILCO’s philosophy towards economic development is more cooperative and involved than

the previous company’s. They will partner with regional development organizations and local

communities to address needs of rural communities, to expand industrial base, and to provide

technical community development support services.

Natural Gas

Natural gas providers include AmerenCILCO, AmerenCIPS, NICOR, and Panhandle Eastern.

Water

With the exception of Peoria and Pekin, public water for the area is provided by municipal

owned systems. In those 2 communities, the water is supplied by a private utility, Illinois-

American Water Company. Most of the water is derived from the groundwater supply the result

of sitting over an excellent aquifer.


23

Wastewater

Public waste water for the area is processed by local city and village run waste water companies and

by local sanitary districts.

Broadband

Many locations in the economic development district do not have broadband access. This

decreases economic and educational opportunities for residents. Many of our distressed areas do

not currently have access which increases growth gaps for those communities. High-speed

internet services and information technology are becoming basic infrastructure requirements for

economic viability. Progress is vital to ensure the district continues to create and retain jobs.

ENVIRONMENT

The Peoria, Tazewell, Mason and Woodford County region’s topography

is unique with bluffs tracing the Illinois River on the east and west sides.

The Central Illinois area was known for abundant resources, even to Native

Americans who rested in the river valley during winters to hunt game and

fish around the Peoria Lake known to them as Pimiteoui (Pee-Mee-Twee),

which translates to the "land of great abundance" or "fat lake."

Other natural resources of the river bluff along the Illinois River, like coal, brought mining companies

to tap the bituminous coal deposits found near the surface in the hills. Coal mines thrived during the

early decades of this century with seven major coal companies employing 250 men and producing

some 2,000 tons a day. Two additional abundant natural resources, clay and shale rock, were dug out

and used for brick making.

The climate is typically mid-continental, characterized by changeable weather and a wide range of

temperatures. The months of June and September are usually the most pleasant, with October and

early November being Indian summer. Following are the annual averages:

Maximum temperature, 60 degrees Fahrenheit. Minimum temperature, 41 degrees Fahrenheit;

Precipitation, 36 inches. Snowfall, 25 inches. The seasonal weather changes are in direct

correlation to unemployment levels.

OTHER

The Economic Development District includes the four counties of Mason, Peoria, Tazewell, and

Woodford. The (Tri-County) Regional Planning Commission includes Peoria, Tazewell and

Woodford Counties. The Peoria Metropolitan Statistical Area (MSA), recognized by the federal

government, and measured by federal agencies in numerous data sets, includes the five counties of

Peoria, Tazewell, Woodford, Marshall and Stark.

County Square

Miles

Peoria 620

Mason 539

Woodford 528

Tazewell 649

Source: Census


24

Recently, the Peoria MSA statistics were compared to other metropolitan statistical areas in a

competitive analysis, called the “Greater Peoria Economic Scorecard.” The Scorecard is included in

the appendix for reference. Seven peer cities analyzed included MSAs of similar size, location other

characteristics. The four aspirational cities had MSAs identified as high-performing regions and

relatively larger than the peer MSAs. The challenges and opportunities identified in the Scorecard

will be addressed in the next section.

September 2012


Comprehensive Economic Development Strategy Analysis of Economic Development Problems & Opportunities


26

Analysis of Economic Development Problems & Opportunities

To be increase economic growth for our Economic Development District we must rise above our

competitors. The Peoria MSA Scorecard results indicate how the region compares to our peers and

aspirational communities. The problem areas must be addressed in order to create economic growth

opportunities for our region.

Five key areas of measurement were reviewed to compare our region to top competition. These areas

include economic performance, people, livability, innovation and business & entrepreneurship. The

categories and sub-categories are listed, along with a graphic that displays the ranking of our MSA

compared to the others. Each MSA data set is scored in comparison to the US average of 100. The

chart indicates how the Greater Peoria region ranked in comparison to the competitive communities

and also as compared to the US average of 100. Data details can be reviewed in the 2012 Greater

Peoria Economic Scorecard located in the appendix.

Economic Performance is critical to every region. A strong, vibrant economy leads to improved

living standards, job growth, higher wages and more opportunities for all stakeholders Improving

economic performance is the ultimate goal for all community leaders. To create the economic

performance index, four indicators were analyzed:

Private sector job growth

Regional Employment

GRP growth

Per Capita Income


27

The economic performance index ranked the Greater Peoria region at a level of 132 and as fifth

compared to the other communities shown in the chart, below:


28

The most important resource in the region is its people. A highly educated and experienced workforce

with the knowledge and ability to performe specialized tasks, respond to opportunities and adapt to

changing economic environment will result in greater productivity for local businesses and attract new

businesses to the area. For this index, four indicators were included:

Net Migration Rate

Labor Force Growth

Bachelor’s Degrees

Population Ages 20-64

The people index ranked the Greater Peoria region at a level of 134 and as fifth compared to the other

communities shown in the chart, below:


29

Innovation is the growth engine of an economy. The ability of a community to establish an innovative

environment will attract dynamic new businesses to the area, result in high-growth opportunities for

local businesses and promote increased entrepreneurship. Residents can expect higher wage jobs,

lower unemployment an increased standard of living. For innovation, the four indicators chosen were:

Science Workers

Terminal Degrees

Number of College Students

Patents

The innovation index ranked the region at a level of 71 and as fourth compared to the other

communities shown in the chart, below:


30

While the region ranked well compared to its competitors, an index of 71 compared to a US average

of 100 indicates this is an area that needs improvement. Pockets of innovation provide opportunity for

the region as a whole; however, efforts need to be made to provide opportunity for distressed areas.

For business and entrepreneurship to grow, it is essential for a region to create an environment that is

supporti e of local entrepreneurs and entices new companies into the region. This can result in job

growth, infrastructure investment and increased living standards. The indicators chosen for this index

include:

Business Density

Concentration of Mid-sized Firms

Establishment Growth

Business Affordability

The business and entrepreneurship index is 135 compared to a US average of 100. Compared to

competitive regions, we ranked ninth. While this exceeds the US average, we must increase our

ability in these areas or we will lose businesses and jobs to our competitors.


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Livability is a term that describes the attractiveness of a region and how it draws population growth

and retention. Indicates included in this index include:

Living Affordability

Culture

Public Safety

Commute Time

Volunteerism

Healthcare Access

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

ranking of fifth compared to our competitive communities.


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Specific to the four county economic development district, the following charts reflect details that are

similar to the information found in the Scorecard for the following areas:

Educational attainment of individuals over 25 years of age

Median earnings by educational attainment

Average wages in selected industry sectors

Employment, wages and forecast growth


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34


35


36


37


38


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

as follows:

Mason County

The county is a net exporter of labor with a small and stagnant job base. Commuting patterns indicate

strong cross river ties to Fulton, Sangamon & Tazewell Counties. The manufacturing sector is

expected to grow, but wages significantly lag the regional average. Agriculture is a significant

economy for this county, including businesses such as Sunrise Ag, Monsanto, Cargil, and ADM.

Tourism associated with the Illinois River is also significant and an opportunity for growth.

Peoria County

With a highly productive manufacturing sector, the county has growth potential in this area compared

to past years. A strong opportunity for growth exists with high skill, high wage, knowledge-based

employment. The county is a leader in health care, information, professional, scientific and technical

jobs. Retail trade is another regional leading sector.

Tazewell County

Manufacturing is a leading industry sector for this county. Lead by manufacturing, transportation and

the public sector, the county has the highest average wages in the region. Retail trade is also a leading

sector.

Woodford County

Data and anecdotal information suggest Woodford County is a net exporter of labor to Tazewell and

Peoria Counties as well as McLean County. The county is considered a higher wealth bedroom

community to these contiguous counties. Manufacturing could be a strong growth sector, although

that potential has not yet been realized and sector employment continues to fall.

A recent economic development strategic session, call the Foundation phase, provided an opportunity

for regional participants to break into three sessions of concentration for regional economic

development. These included:

Input for regional SMART goals

Establishing a sense of urgency

Quality of Place

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

follows:


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Input for Regional SMART Goals: Challenges

Improve average wages; living conditions

Improve the public education system; meet the needs, not the “standards”

Lack of knowledge based entrepreneur opportunities beyond health care and Caterpillar, etc.

Infrastructure

River siltation

Communication to entire region

Lack of ability for non profits to stabilize financially

Potential loss of military and national guard units

Older neighborhoods have high unemployment

Lack of family recreational opportunities and cultural amenities

Lack of skilled workforce

Input for Regional SMART Goals: Opportunities

Health care

Manufacturing

Transportation (roads, river, rail, air)

Vibrant art community

Broadband/fiber

Attract and retain young professionals

Agriculture

Educated and talented retiree force looking to volunteer and be involved

Expand skilled labor

Abundant water resources – San Koty Acquifer

Quality of Place: Challenges

Undereducated workforce

Affordable housing

Lack of vibrant downtown

Lack of emphasis on African-American workforce development

Crime rate

Lack of process inclusion

Communication of business resources, especially for start-ups

Mass transit

Too many governmental entities


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Quality of Place: Opportunities

Health Care

Illinois River

Good Work Ethic

Central Location

Recreational Opportunities

Access to Education

Agriculture

Rural & Urban Mix

Sense of Community

Sense of Urgency: Challenges

• Minority base is unprepared for the future

• Lack of self confidence to empower people to move ‘up’ the economic ladder

• No vision – No structured strategic plan

• Process for people to participate in

• Create a true effective sustainability plan

• Need to address our aging population

• Individualism of each of the communities

• Lack of unified government especially on local levels

• Our Quality of Place is unknown from outside and we need “pride” within ourselves

• Broadband adoption and utilization

Sense of Urgency: Opportunities

• Broadband

• Aging population

• Create effective sustainability plan

Additional challenges and opportunities identified for the region include:


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Labor Force Participation

Labor force participation rate is a measurement of the percentage of people over 16 years of age that

are actually working compared to the population that could be working. As seen in the slide, below,

the Woodford County labor force participation rate is higher than the United States, the State of

Illinois and the rest of the Economic Development District while Mason County lags significantly. A

low labor force participation rate is usually considered to be a negative indicator of employment

opportunity.


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Workforce Pipeline

The prime source of current and future workforce (ages 0-44) have declined dramatically in the last

twenty years. In 1990, total population in this age range was 235,138. In 2000, the total population in

this age range decreased to 225,511. And, in 2010, the age range declined further to a total of 218,263.

Mason, Peoria, Tazewell & Woodford County Populations - 1990-2010

Age 2010 Total

2010 Percent

2000 Total

2000 Percent

1990 Total

1990 Percent

Under 4

24,666 6.6%

23,884 6.6%

24,633 6.9%

5-17 65,280 17.40%

66,964 18.43%

69,221 19.5%

18-24 33,611 9.0%

33,749 9.3%

34,550 9.7%

25-44 94,706 25.2%

100,914 27.8%

106,734 30.0%

45-64 101,326 27.0%

84,820 23.3%

70,433 19.8%

65+ 55,629 14.8%

53,094 14.6%

49,739 14.0%

TOTAL 375,218 100.0%

363,425 100.0%

355,311 100.0%

Thriving communities tend to have a high percentage of young professionals and skilled workforce

among their populations. The district falls short in this area and needs to work on strategies to attract,

retain, and educate these individuals. The district must address the decline in population for the future

workforce. This is a negative implication as existing businesses look to fill jobs in the long term. It

also reduces ability to attract new businesses.

Additionally, companies are forecasting a need for higher vocational skills that may require additional

certifications and/or associate degrees. To address these challenges, our region will need to create

talent acquisition and development strategies for emerging job growth sectors and their specific

industries.

Economic Clusters

In addition to the economic challenges and opportunities described previously, ten industries are

prevalent within the Economic Development District. The challenges and opportunities in these

specific industry segments are described below.


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TECHNOLOGY COMMERCIALIZATION AND INNOVATION

The Central Illinois region is an environment ripe with opportunities for entrepreneurs and business

investors. Fueled by multiple knowledge communities and business and discovery forums, the wealth

of intellectual property creates an environment where ideas become reality. The research and

innovation created through Caterpillar, Inc., the nation’s largest Federal Agricultural Research

Services laboratory, the University of Illinois College of Medicine, OSF Health Care, Methodist

Medical Center, and nationally-recognized universities and colleges brings together all the necessary

components for the successful commercialization of knowledge into products, services, and emerging

technologies.

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

Develop additional industrial/business parks and technology parks and the needed infrastructure to

accommodate private sector business growth.

Strengthen the Small Business and Technical Centers at Illinois Central College and Bradley

University as key resources for local start-up and growing companies.

Encourage and support efforts to increase employment and diversify the regional economy

through the use of non-revenue producing structures as incubator facilities for start-up and early

stage businesses.

Support and develop efforts to develop and improve green technologies.

Promote the development of wind farms technology and agri business.

Foster improved intergovernmental relationships and collaboration.

Support and expand workforce training for expanding and emerging industries.

Analyze ways to support new, existing and emerging industries.

Support existing businesses and encourage and expand opportunities for new businesses.

Assist communities in the region to study and implement incentives which attract new business

and diversify the employment base.

Pursue Federal, State and private grants and loans for business expansion projects.

Increase opportunities for capital at each stage of start-up business growth.

INTERMODAL LOGISTICS

No matter where a product is made, it still needs to get to its end user. Moving goods at the speed of

today’s marketplace is big business. The logistics industry is growing rapidly, and the jobs that the

logistics industry produces are largely non-exportable. In fact, the amount of freight moved into, out

of, and within the United States is expected to double within the next twenty years. The Central

Illinois region is poised to thrive in this important industry segment, as the region is within one day’s

drive of 50% of the U.S. population. Moreover, convenient access to barge, rail, truck and air modes

of transportation gives our region a distinct competitive advantage in the industry.


45

TransPORT, the region’s port district is a key asset in attracting intermodal logistics to the region. Its

purpose is to develop properties or facilities for business entities locating in or expanding within the

district and facilitating regional export and import activity.


Increase the number of non-stop service destinations to better support the growing business,

leisure and tourism industries.



Research and promote efforts to address the Illinois River siltation problem and seek participation

and funding for solutions.

Work with local governments and companies to identify, inventory and market available land and

building sites for commercial and industrial development.

Pursue funding for continued riverfront development including infrastructure upgrades, parking

and development of new commercial, residential and office space.








Work with AmerenCILCO in regional marketing efforts for specific target industries by providing

comprehensive information on industry clusters, contact information and marketing support

services.

Maintain and improve existing commercial and industrial areas while promoting new commercial

and industrial growth in order to maintain and increase economic opportunities.

Research and expand incentives and eliminate barriers to make the Enterprise Zone more

attractive for new businesses and to promote economic development within the Zone.

HEALTHCARE SERVICES

The Peoria area is Illinois’ downstate medical center. Out of the nation’s ten “high growth”

occupations, eight of those projected to grow the fastest are in health care services. More new jobs

created in the next ten years will be health care than in any other industry. This industry is currently

the district’s largest employer.


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


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Address workforce pipeline issues for the industry through collaborative efforts between

businesses, local community colleges, and workforce development.

Position the district for opportunities related to the Cancer Center

Support efforts to increase the number of training programs, including “train the trainer”

programs, for healthcare related jobs.

Support efforts to increase the number of people moving into healthcare related jobs.

Pursue grant and other funding for healthcare training programs.

Support efforts to increase awareness of job opportunities and openings in the healthcare industry.

Support efforts to expand healthcare services and facilities in the region.

Increase access to healthcare services and facilities, especially for those with limited

transportation.

Monitor job losses and business closings and help develop strategies to assist affected employees

and businesses.

Foster improved intergovernmental and inter-institutional relationships and collaboration.

ENERGY

Green Energy. Wind farms. Biodiesel. Clean coal initiatives. The Midwest stands in an unparalleled

position to capitalize on these markets. Innovative policy and incentives at the state and federal level

are creating a unique window of opportunity for growth in the energy industry. Our access to high

quality grains, robust transportation links, and a powerful workforce make us a prime location for

energy industry growth.


Set policy for plant development for communities.

Lobby state and federal government for additional dollars for projects.

Promote renewable and green energy.

Collaborate with existing agencies and groups currently promoting renewable energy (such as the

Illinois Soybean Association, Illinois Renewable Fuels Association, and National Biodiesel

Boards).

Capitalize on penny cress opportunities.


Promote development of wind farms technology and agri business.

Support and develop environmental protection efforts.



stage businesses.




47








services.





Increase energy efficiency of buildings and developments by encouraging projects to meet LEED

standards, improve energy efficiency, and improve energy conservation

AGRIBUSINESS/AGRISCIENCE

The Central Illinois region is located in the agricultural heartland of the world. The region produces

high-quality agricultural products including corn, soybeans and other important crops. Commodity

processing involves transforming these agricultural products into useful items such as fuels, chemicals

and feeds, and component items for other products. The growth of these value-added ag markets

represents huge economic growth potential for our region. For example, activity in the biofuels sector

has skyrocketed, and there is considerable interest in new nutrients for healthier foods and cosmetic

products. Local vineyards and wineries are also experiencing significant expansion.


Purpose: The Agribusiness Strategy Group will focus on leveraging the potential for market growth in

value added ag industries. Developing and facilitating the development of value-added processing of

agricultural products in the area is key and will also stimulate the demand for our locally grown crops,

thereby further stimulating the regional economy. One vital key to future success is in expanding

business opportunities based on commercializing research from the National Center for Agricultural

Utilization Research (NCAUR). This group will explore how we can capitalize on these innovative

utilizations to build capacity in the ag-science and ag-business markets.

Leverage the potential for market growth in value added agricultural industries

Facilitate the development of value-added processing and related job growth

Expand business opportunities based on commercializing research from the National Center for

Agricultural Utilization Research (NCAUR)

Identify resources that must be put in place to further expand agribusiness activities to the region.

Build collaborations with groups including the Farm Bureau, regional ag co-ops, State check-off

boards, and industry trade groups.

Establish a broad regional consortium of agribusiness/agriscience stakeholders (agribusiness

corridor initiative) to promote and strengthen the agribusiness sector regionally.


48

Support agribusiness advocacy initiatives.

Review and assist in the development and maintenance of accurate statistical and demographic

information pertaining to the regional agribusiness industry.

Support the creation of specialty crops for the tourism industry, agricultural production, and

pharmaceutical industry.

Promote development of wind farms technology and agri business.


Strengthen the Small Business and Technical Centers at local community colleges and colleges

and universities as key resources for local start-up and growing companies.



stage businesses.


and businesses.










services.

TOURISM

Quality of place is a key component of a strong local economy. The Central Illinois region has been

developing a visitor-based economy over the years. Our visitors bring new dollars to the local

economy; provide jobs for our residents; enhance the quality of life through culture, arts, recreational

and leisure activities; and enhance the regional and national reputation of the area.

For the region, tourism has five components: meetings/conventions; nature-based tourism; sports

tourism; cultural tourism; and retail tourism. The Peoria Civic Center hosts regional and national

meetings and conventions. While in the area, these visitors stay in local hotels, eat at local restaurants,

and visit local zoos and museums. Nature-based tourism includes hunting, fishing, boating, canoeing,

kayaking and watching wildlife. Sports tourism includes national and regional tournaments for soccer

and softball; distance running events; IHSA basketball and NCAA Division II championships. The

region has become a youth sports capital and has opportunity for growth in this area. Finally, cultural

and heritage tourism attracts people to local festivals and fairs, historic homes, numerous antique

centers, concerts and performances. The region has a number of local arts festivals each year. The

region’s expanded retail venues, particularly the Shoppes at Grand Prairie, are attracting retail visitors.

In recent surveys, people have identified shopping as their number one activity.


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The region has an opportunity to expand to become a major regional tourist destination and a targeted

tourist destination for specific national markets. In recent years, tourism has been gaining momentum

with attractions such as O’Brien Field in downtown Peoria, the Avanti’s Dome in Pekin, Shea

Stadium in Peoria for soccer, Wildlife Prairie Park, the sponsorship and hosting of major softball

tournaments at Eastside Center, and the revitalization of the Peoria Civic Center. Ongoing efforts

include the opening Peoria Riverfront Museum and Caterpillar Visitors Center, the development of

the Emiquon Wetland Restoration Park – part of the National Scenic Byway, and the recent opening

of new hotel properties including the Embassy Suites hotel and convention center in East Peoria,

several hotels near the Shoppes at Grand Prairie in Peoria, and upcoming renovation of the Hotel Pere

Marquette and opening of the new Peoria Marriott.


Attract guests from the Chicago, St. Louis and Indianapolis markets.

Increase international interest by promoting the new Caterpillar Visitors Center & Peoria

Riverfront Museum complex.

Improve and expand area accommodations.

Increase small businesses focused on authentic regional experiences.

Increase and improve tourism venues and supporting businesses for visitors.

Attract sport/athletic events.

Expand nature-based tourist activities and Illinois River Road National Scenic Byway

experiences.

Improving customer service.

Improve and increase funding for regional tourism and quality of place marketing.

Assist strategic partners to attract more national and regional conventions.

Expand tourism and recreation businesses.

Work with the Greater Peoria Airport Authority to increase the number of non-stop service

destinations to better support the growing business, leisure and tourism industries.



Research and promote efforts to address the Illinois River siltation problem and seek participation

and funding for solutions.

Support and develop environmental protection efforts.

Assist and promote efforts to demolish or renovate dilapidated buildings.









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RETAIL

Shopping is ranked the number one leisure activity in the United States, with retail being a huge

industry in the United States both in number of establishments (14.4% of all U.S. business

establishments) and number of employees (12.9% of U.S. employment, averaging 14.5 million people

in 2010).

Not only is retail business critical for the national economy, but it continues to be a major cornerstone

for any local economy. Retail development remains vital to generating new employment and income,

in addition to retaining retail dollars within the regional economy. In 2011, the retail sector in the

Peoria Metropolitan Statistical Area employed over 15,000 people. The region’s retail sales has

declined since 2008, but sales are expected to follow the national trend of ticking upward in the next

few years.


Assist in recruitment of retail businesses

Explore MSA expansion or collaborative marketing and data collection efforts to market the

region to larger retailers

Develop local foods programs

Develop rural community retail opportunities to support the Illinois River Road National Scenic

Byway experiences

Analyze retail trends and statistics, both nationally and locally.

Work with local retailers to understand and assess industry challenges (including internet

shopping).

Identify characteristics of successful downtowns and main street development programs.

Collaborate with representatives from communities on downtown retail development.

Advise and collaborate with the Peoria Area Chamber of Commerce and other area chambers of

commerce on retail industry initiatives.

Develop retail industry attraction programs.




and businesses.

Develop expansion of broadband infrastructure.







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SPECIALIZED MANUFACTURING

The Central Illinois region has a strong tradition of manufacturing excellence. Manufacturing has

become a very global industry, the Midwest remains the home to many cutting edge manufacturing

operations. Workforce pipeline development is critical to this industry as it grows with innovative

new technologies.


Assist with the development of a high quality workforce for the regional manufacturing industry.

Increase and support the efforts of EDC’s Specialized Manufacturing Strategy Group to address

top issues for existing and new manufacturers.

Support the retooling of traditional manufacturing businesses.

Advise and collaborate with Illinois Manufacturing Extension Center.

Encourage increased research and development of new products and prototypes and collaboration

between start-up companies and existing companies.

Solicit domestic and overseas parts suppliers for Caterpillar, Mitsubishi, and other international

businesses to locate in the region.

Support efforts to construct digital quality power parks for high-tech companies requiring reliable,

quality power.





and businesses.













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PROFESSIONAL/TECHNICAL SERVICES

There is a growing market for technical and professional services such as information technology,

manufacturing support, business consulting, architecture, engineering and facility maintenance, legal

and accounting. These vital services play a key role in determining the cost of a product and the ability

of a business to make a profit. The presence of a strong professional and technical services industry

enables other businesses to be more productive and more competitive in world markets. In the United

States, these service businesses are creating the majority of new jobs.


Increase awareness of the professional/technical service capabilities in the region.

Assess service needs within area businesses.

Facilitate the development and growth of local professional and technical service businesses.

Expand and develop broadband infrastructure



stage businesses.




and businesses.










GLOBAL TRADE

As the growth of international trade continues, the global economy becomes ever more

interconnected. Countries around the world depend upon each other for the exchange of goods and

services. More companies in the region are becoming involved in international business, whether it be

importing or exporting. To remain successful, companies must compete in a global marketplace.


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Furthermore, what be done to attract additional foreign investment in Central Illinois communities?

Project areas include Foreign Trade Zone #114, international trade consulate relationships, foreign

direct investment development.


Assist companies to enter or expand into new international markets

Promote resources available for businesses interested in International Trade

Attract additional foreign investment in our Central Illinois Communities

Utilize the EB-5 regional center to increase foreign investment to the region

Develop more employment opportunities

Utilize the Federal Foreign Trade Zone program to increase business expansion

Develop international trade consulate relationships

Develop policy to support international trade in the district

Promote and collaborate with Bradley University International Trade Program & NAFTA

Trade Center

September 2012



CEDS Goals & Objectives


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The Economic Development District has identified four key areas of concentration as

well as measurable outcomes in an effort to increase economic sustainability and growth

for the region. The four goal themes are as follows:

Goal 1: Improvement in Economic Performance and Development of Targeted

Industries: Promote activities and opportunities in targeted industries.

Economic performance goals are:

o Increase population from 375,218 in 2010 to 386,475 in 2017

o Create 13,190 new jobs across the region, with the following targeted average

annual wages:

1,319 new jobs at $53,715 per year

11,841 new jobs at $48,832 per year

o Improvement of 19,456 existing jobs by $5,000 average wage per year

o Ramp up educational attainment of bachelor and graduate degrees for ages 25

and over as follows:

2010 base: 66,715

2012 estimate: 68,719

2013 69,919

2014 71,219

2015 72,769

2016 74,669

2017 76,969

o Increase the 25-44 age bracket from 25.2% (94,706 in 2010) to 30% (115,942)

of the total population by 2017

To achieve these performance goals and the additional goals, implementation efforts will

be identified and will include the most viable targeted industries. Information about

business needs, strengths and challenges will be gathered from these industry clusters and

used to develop specific strategies and deliverables, including specific business

retention/expansion activities.

In addition, strategies will be developed to match new and evolving employee skill sets

with the rapidly changing needs of targeted industry employers. By the first annual

update report for the CEDS document, the primary targeted industries will be identified

and an implementation plan will be reported.


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Goal 2: Infrastructure: Improve and/or upgrade the condition of infrastructure and

transportation services in the region. Priorities will be established to identify the most

viable and necessary transportation projects for the region. These will support the growth of

the area and will help to achieve the economic performance goals.

Goal 3: Livability and Business Climate: Create an environment that is conducive to

entrepreneurship and overall business activity, increased living standards, safety,

healthcare access and cultural opportunities (arts, recreation, eco-tourism and

entertainment).

To compete in a global economy, tomorrow's workers must be critical thinkers, problem

solvers and effective communicators. With a shortage in qualified workers in technical fields,

it is essential to continue exposing students to engineering, manufacturing and other technical

trades. Implementation teams will be established to address these issues, increase quality of

place, and increase growth opportunities.

Goal 4: Rural and Small Communities: Create and support efforts to sustain

population, jobs and businesses in rural communities and surrounding environment.

Much of this EDD is made up of rural and small communities. These communities have a

high need for economic development assistance because most do not have the resources to

carry out economic development activities on their own.

To achieve these goals, regional outreach and involvement will continue. The ViTAL Economy

planning strategy will be conducted through mid-2013. Implementation teams have been formed

to consider metrics and goals in the following areas.

Business Development & Entrepreneurship

Workforce & Education

Public Safety

Logistics

Wealth transfer

Additional regional business climate metrics related to tourism, retail sales tax, etc.

The metrics and goals established in these areas will be defined and reported in the first CEDS

annual update, along with the economic performance results achieved for the goals established.

September 2012


Comprehensive Economic Development Strategy Community & Private Sector Participation


58

Community & Private Sector Participation

In 2012, our region has recognized there is a new economy, and we are embarking on a new model

that better addresses economic development in today’s economy. Input from both participative

planning models has been incorporated in the CEDS document. Two region-wide events have

occurred during the last year to encourage regional participation from a broad representation of the

area. These include the EDC Economic Development Summit, attended by approximately 200

individuals, and the Regional Planning Foundation Meeting, attended by approximately 250 people.

The district values regional participation; and the new model has been embraced by even a higher

level of interested community leaders, elected leaders and business leaders.

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

Old Model

The past model included an interactive board called the EDGE (Economic Development and Growth

Experts) group. It also included over 150 volunteers that participated in 10 industry cluster strategy

groups and also task forces formed specifically to address particular issues.

The EDC Board, EDGE and Strategy Groups worked together with EDC staff to implement the goals

and objectives of the past CEDS. The strategy groups were an integral component of real-time

planning, business outreach, and industry sector assistance.

The EDC Board of Directors is the current governing body to the EDC, composed of key regional

economic development engines, private sector leadership, and community and governmental

representation. The EDGE group was the unit of strategic advisors to the Board. This body of

stakeholders represented the investor interests and served as regional thought leaders, proposing

policy for EDC Board to consider based on input and feedback of the volunteer driven EDC Strategy

Groups. Each Strategy Group was comprised of industry experts and non-industry convergence

representatives.


59

The following private and public organizations are represented on the EDC Board and were

represented on EDGE or Strategy Groups and represent significant participation from the community

and private sector:

ADM

Ameren

American Cancer Society

Apple’s Northside Market

ATS

AT&T

Aventine Renewable Energy, Inc.

B.U. Technology Commercialization Cntr

Bradley University

Busey Bank

Caterpillar Inc.

CEFCU

Central Illinois Bank

Central Illinois Business Publishers

Central IL Workforce Development Board

City of East Peoria

City of Eureka

City of Minonk

City of Pekin

City of Peoria Economic Development

City of Washington

Clifton Gunderson L.L.P.

Coldwell Banker Devonshire Realty

Commerce Bank

CORE Construction

Cullinan Properties

Eastside Center

Economic Development Council for C.I.

Employers Association

eServ

Excel Foundry & Machine

Farnsworth Group, Inc.

Firefly Energy Inc.

Foth & Van Dyke and Associates, Inc.

G & D Integrated

Greater Peoria Regional Airport

Greater Peoria Sanitary District

Heart of IL United Way

Heartland Bank

Heartland Partnership

Hopewell Ventures

Horan Construction

IBEW Local No 34

Illini Logistics

Illinois Central College

Illinois Central College PDI

Illinois Manufacturing Extension Center

Illinois Mutual

Illinois River Road National Scenic Byway

IMEC

International Trade Ctr. - Bradley

MACTEC

Main Street Bank and Trust

Mason County

Methodist Medical Center

Minier EDC

Morton Community Bank

Morton Welding

National Center for Agricultural Utilization &

Research

PNC Bank

Pekin Chamber of Commerce

Pekin Hospital

Peoria Area Association of Realtors

Peoria Area Chamber of Commerce

Peoria Area Convention and Visitors Bureau

Peoria County Board

Peoria Farm Bureau

Peoria NEXT Innovation Center

Peoria Public Schools District 150

U.S Congressman Aaron Schock’s Office

PSA Dewberry

R.A. Cullinan & Sons

RLI

RSM McGladrey

SCORE

SinoAffinity Inc.

STS Consultants Inc.

Supply Chain Services International

Tazewell County

TransPORT

TRICON/PALM

Tri-County Regional Planning Commission

Turner Center for Entrepreneurship/Bradley

University

U.S. Dept. of Commerce/Peoria US Export Asst. Ctr.

USDA

Village of Bartonville

Village of Manito

Village of Morton

West Central Illinois Building & Construction Trades

WINPAK

Woodford County Board

Workforce Network


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New Model

The new regional outreach and strategic integration model includes a bottom up and top down

strategy. It includes a technical working group, comprised of several regional economic development

experts, and a policy steering committee that represents a cross section of public sector, private sector,

and educational leaders from throughout the four county region. The outreach and strategic process

will also include economic development strategic plans from each of the four counties.


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

committee:

Regional Technical Work Group

Chairman : Dennis Kief TCRPC-Peoria County

Vice-Chairman: Kim Uhlig Morton EDC

Bashir Ali Workforce Development

Paula Nachtrieb Workforce Development

Vickie Clark EDC for Central Illinois

Mark Rothert Peoria County

Susan Schlupp City of Peoria

Leslie McNight City of Peoria

John Hamann Peoria County

Rachel Parker City of Chillicothe

Sally Hanley EDC for Central Illinois

Steve Jaeger H of I Port District

Ty Livingston City of East Peoria

Jon Oliphant City of Washington

Darin Girdler City of Pekin

Melissa Eaton Tri-County RPC

Jennifer Daly Morton EDC

Leigh Ann Matthews City of Pekin

Ron Hills Havana

Melissa Brown Eureka

Nancy Proehl Manito Area REDC

Matt Fick Peoria Heights

Gene Pratt West Peoria

Kathleen Brown U of I Extension

LeLonie Luft PAVCB

Aimee Ingles U of I Extension

Steve Martin CareerLink

Dick Taylor City of Elmwood

Bill Fleming Pekin Chamber of Com

Tony Rolando DCEO

Anaise Berry Illinois River Road

Frank Knott Vital Economy

Jim Haguewood Olympic Network Execs

Steve Martin InterVISTAS Consulting

Mark Madsen Priority One Advisors


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Regional Strategy Policy Steering Committee

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

nd District

Mike Unes, State Representative 91st District

Colleen Callahan – U.S. Department of Agriculture Bola Delano – Illinois Department of Transportation Don Forrest – Workforce Development Board President

September 2012


Comprehensive Economic Development Strategy Strategic Projects, Programs & Activities


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Strategic Projects, Programs & Activities

This section identifies a number of regional projects, programs and activities that are designed to

implement the Goals and Objectives of the CEDS. This list is not intended to be comprehensive, as it

is impossible to identify every possible project that may arise over the next five years. Rather, this

section is intended as a guide to the most notable projects at the time of this CEDS.

VITAL PROJECTS

Project/Program/Activity

Sources of Past &

Potential Future Funding

Expansion of TransPORT (Heart of Illinois

Regional Port District) utilizing all modes of

transportation to increase commerce, spur

industrial and maritime development, and

create jobs

PAST: Grants from Caterpillar Inc., State of

Illinois; Loan from State of Illinois. Investments

from Peoria, Tazewell, Woodford, Fulton,

Marshall and Mason counties.

POTENTIAL FUTURE: Private sector

businesses that may partner on infrastructure

Construction of the Peoria Area Opportunity

Center, a mixed use incubator focused on

women-owned, veteran-owned, minority

owned and other small businesses

PAST: Grants from the Caterpillar Foundation

and the Community Foundation for Central

Illinois; financial donations from 5 area banks.

POTENTIAL FUTURE: Grants from City of

Peoria, Peoria County, Caterpillar Foundation,

EDA.

Construction of digital quality power park(s)

and technology parks

POTENTIAL FUTURE: Grants from Caterpillar

Foundation, other private foundations, EDA,

other Federal agencies, State of Illinois

Expansion of renewable energy projects POTENTIAL FUTURE: Grants for private and

corporate foundations, EDA, other Federal

agencies, State of Illinois

Growth of the medical region POTENTIAL FUTURE: Grants from private and

corporate foundations, EDA, other Federal

agencies, State of Illinois

Close the manufacturing and

vocational/technical skill gap

POTENTIAL FUTURE: grants from federal and

state and community agencies, corporate

foundations, and EDA

Program to assist with prototypes and start up

company needs, including capital

development, revolving loan funds and other

assistance.

POTENTIAL FUTURE: grants from federal and

state and local entities, corporate foundations,

and EDA

Innovation, entrepreneurial and small

business development assistance

POTENTIAL FUTURE: grants from federal,

state and local entities, corporate foundations, and

EDA


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Regional revolving loan fund POTENTIAL FUTURE: EDA and local

municipalities

Collaborative programs to fulfill CEDS goals

and objectives including targeting challenge

grants from EDA

POTENTIAL FUTURE: EDA and local match

from municipalities, businesses, education and

foundations

River developments POTENTIAL FUTURE: grants and cooperative

funds from federal, state, and local entities,

corporate foundations and EDA

Comprehensive Transportation Projects

included in the appendix

See appendix

This section identifies a number of regional projects, programs and activities that are designed to

implement the Goals and Objectives of the CEDS. This list is not intended to be comprehensive, as it

is impossible to identify every possible project that may arise over the next five years. Rather, this

section is intended as a guide to the most notable projects at the time of this CEDS.

SUGGESTED PROJECTS

Project/Program/Activity

Projected Number of Jobs Created

Lead Organization Responsibilities

Oil Filter Recycling, Inc. Privately funded, surrounding communities, recycle oil filters ( squeeze the oil out of the filter, grind up separate the paper from the metal and sell the oil, paper and scrap metal, over one million dollars and first year create around 20 jobs.

City of Havana. Assist with implementation.

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



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


Fish processing facility currently located in Kenosha Wi. Local banks, Advantage Ill. and help from WIU small business development center, surrounding communities, produce ethnic food products and other products as well,

two million dollars and initial employment after first year of 22 with expected growth.


Fish processing facility with a research and development center. Local banks and WIU small business development center and Advantage Ill, manufacturer of high quality protein, oil and minerals with applications in feeding plants, fish, livestock pets and people

6 million and 30 to 40 jobs by end of second year.


Build a forging plant. Local banks, Advantage Ill. and help from WIU small business development center, surrounding communities

10 million dollars and 100 plus jobs after two years.


Bio mass blended fuel company. Local banks, investor groups, Advantage Ill. and WIU sbdc, surrounding communities, produce and sell bio mass and blended fuel products

5 million and 12 jobs end of first year with expected growth.


Meat processing facility. Local banks, Advantage Ill. and WIU sbdc, surrounding communities, retail space upfront that has a butcher shop and sells locally grown produce

1.5 million and 15 jobs by end of the first year.


Commercial fishing company. Local banks with help from WIU sbdc, surrounding communities, catch fish to sell to fish processing facilities

five hundred and fifty thousand dollars and 10 jobs by end of the first year with expected growth.


Infrastructure and road improvements for business park to accommodate Havana projects listed above.


Road construction to facilitate future retail growth

City of Washington. Assist with implementation.

Freedom Parkway is an extension of about 3,500 feet of three lane road with C&G and multi-use path. Freedom Parkway is currently constructed to the end of the Menards property, though the right-of-way is in place for the eventual construction of the remainder of the road.

Estimated 2012 cost is $2.54M for the roadway improvement and $450K for the sanitary sewer extension. Construction jobs would be 20 full time for one construction season.



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Lake Shore Extended is an extension of about 1,890 feet of three lane road with C&G and multi-use path. This road would be located to the west of Cherry Tree Shopping Center and connect with Lake Shore Drive, which currently terminates at Business Route 24 (Washington Road).

Estimated 2012 cost for the roadway improvement is $1.37M. Construction jobs would be 10 full time for one construction season.


The Village of Peoria Heights would like to install a roadway network through a portion of the Leisy-Pabst Tax Increment Finance District which is located in the heart of the Village.

The proposed roadway configuration will allow for the creation of 3 or more highly desirable commercial lots adjacent to the Central Business District, the regional bicycle trail, the former Pabst office building and Pabst manufacturing facility.

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

The cost of the roadway is estimated at $1,000,000 (see proposed layout), with an additional $750,000 for remaining infrastructure needs. Total project cost is estimated at $1,750,000

Village of Peoria Heights. Assist with implementation.

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

Village of Roanoke. Assist with implementation.


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Walton Ave Extension to Highland Cost - $300,000 Jobs – 100 Capital Investment - $20M

Village of Morton. Assist with implementation.

Highland Ave Extension to Main St Cost – $1.5M Jobs – 100 Capital Investment - $100M


Walton Ave South Intersection Cost - $200,000 Jobs – 75 Capital Investment - $25M


Commerce Widening/Intersection Cost - $350,000 Jobs – 0 Capital Investment -0


Extension Martha’s Parkway to Bond Cost - $850,000 Jobs – 75 Capital Investment - $50M


Extension Ashland to Courtland Cost - $1.7M Jobs – 100 Capital Investment - $25M


Jadewood Extension Cost - $700,000 Jobs – 200 Capital Investment - $150M


Erie Ave North Extension Cost - $700,000 Jobs – 100 Capital Investment - $75M


Detroit Parkway Extension Cost - $1.8M Jobs – 250 Capital Investment - $100M


Detroit Ave (Jackson to Main) Cost -$1.1M


Courtland (Main to Veterans) Cost - $1.2M


Main St (Detroit to Queenwood) Cost - $400,000


Main St. (Jackson to Courtland) Cost - $1.2M


I-155 to Erie Cost - $300,000 Jobs – 100 Capital Investment - $75M


Pioneer Parkway Extension - Extends Pioneer Parkway from existing terminus at Allen Road to Trigger Road. Includes new interchange for IL Route 6/I-474 and bridge over locally-owner rail spur. Will create opportunities for in-fill development and establishment of a light industry/technology park.

Cost - $74.9M Jobs - 974

City of Peoria. Assist with implementation.

Warehouse District Complete Street - Creates a pedestrian-friendly, mixed use environment to attract investment to a relatively abandoned industrial section of downtown Peoria. Complements $25M in federal, state and local resources committed to beginning this project.

Cost - $12.9M Jobs - 161



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Neighborhood Commercial Corridors - Infrastructure improvements to commercial corridors that service older neighborhoods (Main Street, Sheridan Road, Prospect Road, Northmoor Road). Improve pedestrian and bicycle connections to local retail. Increase commercial activity and investment.

Cost - $58.1M Jobs - 756


Eagle View Industrial Park - Reconstruct Clark and Darst Streets to adequately service the intensive industrial use of the area. Construct a bridge into industrial park over Adams Street.

Cost - $50M Jobs - 650


Improve Martin Luther King Drive so that it can serve as a viable connection from downtown to the west side of Peoria and the airport.

Cost - $8.9M Jobs – 116


University Street/ Townline Road - Complete improvement of University Street from Pioneer Parkway to Townline Road and Townline from University to Allen in order to accommodate growing industrial uses in the area.

Cost - $4.5M Jobs - 59


Fiber Connectivity - Fiber project linking City, County, State, Federal and educational assets for greater cooperation and efficiency.

Unknown City of Peoria. Assist with implementation.

Taft Redevelopment - Redevelopment of the Taft public housing project into a mixed-used development that complements downtown and surrounding medical assets.


State University Expansion - Peoria is the largest metropolitan area in Illinois without a complete state university presence. The University of Illinois at Springfield has had a presence in Peoria for over 30 years, but the educational offerings are limited. A larger state university presence, or a campus similar to the University Center in Lake County, Illinois, would have a major economic impact upon the region.


Peoria-Normal Rail Access - Inter-City passenger and commuter rail access between Peoria and Bloomington-Normal.


Retail/Office Incubator – 6,000 sq ft $1.2M, 10 construction, 20 permanent

City of East Peoria. Assist with implementation.

Manufacturing Graduation Center – 10,000 sq ft

$1.0M, 20 construction, 20 permanent


Bass Pro to North Main Connector $3.0M, 50 construction jobs City of East Peoria. Assist with implementation.

River Road Intersection Improvements $1.8M, 42 construction jobs City of East Peoria. Assist with implementation.


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CAT Heritage Museum $3M, 30 construction and 5 permanent.


Police Station $2M, 25 construction and 45 permanent


Fire Station $2.5M, 27 construction and 20 permane


US 136 W of IL 29 (S) to Logan County Line in San Jose. 5.16 miles

$2,900,000 Mason County. Assist with implementation.

IL 29 in Mason County to .01 Mile of Logan County Line. 6.21 miles

$2,000,000 Mason County. Assist with implementation.

CH 3 to Tazewell County Line. 4.30 miles $700,000, 8 construction Mason County. Assist with implementation.

Bridge replacement at Duff Armstrong ditch 1.5 miles SW of Easton

$270,000, 6 construction Mason County. Assist with implementation.

Federal Bureau of Prisons Expansion $400mil , 275 construction/ 350 permanent

City of Pekin. Assist with implementation

Port Terminal $8.5mil, 70 construction/10 permanent


East Court Village I & II retail centers – expansion and rehab infrastructure

$4.5mil, 75 construction/150 permanent


Library Expansion/Improvements $6mil, 65 construction City of Pekin. Assist with implementation

Griffin Ave Extension: will connect Griffin Ave from the Avanti’s Dome Sports and Entertainment center to Veterans Drive

$1.2mil, 30 construction City of Pekin. Assist with implementation

Veterans Drive Extension (South) $18mil, 70 construction City of Pekin. Assist with implementation

Veterans Drive Extension (North) $4mil, 50 construction


Veterans Drive Extension (North large section to 474)

$40mil, 85 construction City of Pekin. Assist with implementation

Brenkman Drive Extension $1.8mil, 30 construction City of Pekin. Assist with implementation

Front Street $2mil, 25 construction


Court Street $12mil, 30 construction


El Camino Extension $1.5mil, 20 construction


5th Street $3.2mil, 25 construction City of Pekin. Assist with

implementation

Broadway to Washington Road City of Pekin. Assist with implementation

Bike trail: North extension out Route 29, connect to East Peoria

$1.2mil, 25 construction City of Pekin. Assist with implementation

Bike trail: East extension of current trail to Veterans Drive

$500,000, 15 construction City of Pekin. Assist with implementation

Water: Increase main at Riverway Business Park (Koch Street to Hanna Drive)

$750,000, 5 construction City of Pekin. Assist with implementation


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Water line to City property across IL River – pump stations required

$1.8mil, 15 construction


Water line upgrades throughout Pekin $2mil, 10 construction


Relocate riverfront power lines for development

$2.5mil, 7 construction


Sewer re-alignment – 12mil gallon holding pond/lagoon

$20mil, 35 construction


Sewer extension, Sheridan/California road to Broadway Road

$500,000, 20 construction


Storm sewers - CMOM requirements after 2014

$250,000, 10 construction


Equipment for closed captioning for local City TV station – ADA improvement

$25,000


Wastewater Treatment Plant Upgrades Cost- $500,000 Jobs- 15

City of Minonk. Assist with implementation.

Place Sidewalks throughout Village Cost- 1-2million Jobs- 10 jobs

Village of Germantown HIlls. Assist with implementation.

Lining of sewer mains throughout Village Cost- 1 million Jobs- 15 jobs

Village of Germantown Hills. Assist with implementation.

Sewer Upgrades including replacement of aerator, installation of gravity flow sewer main, forced main at West Lift Station, and relocation of water main on Front St.

Cost- 1 million Jobs- 40

City of El Paso. Assist with implementation.

Resurface Front Street from Route 251 to Adams.

Cost- $300,000 Jobs- 15

City of El Paso. Assist with implementation.

Walking Path- adding sidewalk on West Side of Route 117 from Sunny Lane to Lake Road and along Lake Road.

Cost- $200,000 Jobs- 10

City of Eureka. Assist with implementation.

Culvert Replacements at Lake Road and Dennis Drive.

Cost- $250,000 Jobs- 10


East Street Upgrade and extension to Dickenson Drive.

Cost-$750,000 Jobs- 15


Create alternate route for passage through City of Eureka by extending road from Knolls Subdivision to Lakeview Drive.

Cost- 1 million Jobs- 25 jobs


Add curb & gutter to Bullock St. , Leo St., Reagan Dr. , and other areas in need.

Cost- 1 million Jobs- 15 jobs


Sewer treatment plant and sewer main upgrades

Cost- 3.5 million Jobs- 10 jobs

Village of Goodfield. Assist with implementation.


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Peoria County has identified the following projects:

a. The Route 6 extension into the Mossville/CAT area.

b. Eastern by-pass on the Peoria County side

c. Rt. 336 extension headed West. d. Improvements to the Illinois River

channel, lock & dam, bridges, etc. Steve Yeager might have information on this.

e. Rail extension to Bloomington/Normal

f. Water extension out Rt. 150 toward Brimfield.

g. Public sewer extension out Rt. 150 toward Brimfield.

h. Power grid and transmission line upgrades?

i. Broadband coverage area? j. Public Sewer improvements for

Dunlap & Goodfield. k. Water and sewer for Kickapoo. l. Public water and sewer for Spring

Bay area. m. Underground electric utility from

Eureka, North along Rt. 117.

Peoria County. Assist with implementation.

Public water system improvement in Brimfield.

Village of Brimfield and Peoria County. Assist with implementation.

Rehabilitate Runway 13/31 Lighting $1,204,500 Greater Metro Airport Authority

Rehabilitate Runway 4/22 Lighting $834,900 Greater Metro Airport Authority

Rehabilitate Airfield Lighting for Parallel Taxiway E and all Connecting Taxiways off of Taxiway E

$2,080,100 Greater Metro Airport Authority

Rehabilitate Airfield Lighting for Parallel Taxiway A and all Connecting Taxiways off of Taxiway A.


Update Airport Master Plan $800,000 Greater Metro Airport Authority

Wildlife Assessment $100,000 Greater Metro Airport Authority

Complete Terminal Drive and Expand Terminal Parking Lot


Rehabilitate and or Reconstruct GA Ramp, Including Terminal Ramp Expansion at Gate 10



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Construct Sitework for New General Aviation Facilities Including New Access Roadways and Relocation of Weather Facilities


Widen New Terminal Ramp; Phase 1- Select Panel R&R for Old Terminal Ramp


Rehabilitate Hanna City T- Hangar Pavements and General Aviation Ramp Pavements


Expand Southeast Air Cargo Apron and construct new exit taxiway from Runway 4-22.


Expand Parking Lot for Passenger Terminal


Phase 2- Select Panel R&R for Old Terminal Ramp


Rehabilitate Cargo Area Landside Pavements

$420,000 Greater Metro Airport Authority

Extend Parallel Taxiway to the New End of Runway 13-31


Extend Runway 13-31 500' to the Northwest; Relocate Glideslope, Localizer and MALSR; Close 7500' of Middle Road.


Upgrade Runway 31 Approach to category II (Funded by AIP)


Upgrade Runway 31 approach to Category II (Funded by AF)


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


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

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

Westgate Drive Public Works 65,000

City of El Paso

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

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

Repaint North Water Tower Water 333,000

City of El Paso

Purchase Maintenance Van Water 35,000 City of El Paso

Fire Hydrant Replacement Water 104,000 City of El Paso

Softener Reconstruction - Water Plant Water

45,000 City of El Paso

Gravity Flow Sewer Installation Utilities Sewer


West Lift Station Force Main Utilities Sewer


Sewer Treatment Facility - Mechanical Plant Utilities Sewer

4,380,000 City of El Paso

Aerator Replacement Utilities Water 63,000 City of El Paso

Front Street Water Main Replacement Utilities Water

500,000

City of El Paso

Repaint South Water Tower Utilities Water-


Asphalt Trail Surface (1100 North to 5th) Administration Park



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South Pointe Pond Rip Wrap Parks & Recreation Park

20,000

City of El Paso

Spray Park Parks & Recreation Park- 60,000

City of El Paso

Cornbelt Park Skate Park Parks & Recreation Park

50,000

City of El Paso

Asphalt Trail Surface (5th to Clay) Parks & Recreation Park

236,000

City of El Paso

Indoor Recreation Facility - South Point Park Parks & Rec Park

2,550,000 City of El Paso

"Backbone" infrastructure funding for the 274-acre, $250 million model master-planned community, conservation development, and New Economy Opportunities Campus in cooperation with Illinois Central College and others. The requested funding will generate twice the amount from the development as seed capital to help "Save Peoria Lake" through the implementation of the "Mud to Jobs" Project.

6,500,000 Heartland Water Resources

Princeville Downtown Streetscape would include construction of new sidewalks, street lights and landscaping in the 100 block of downtown Princeville to replace the existing facilities.

1,001,680 Village of Princeville

Waste water treatment- plant expansion

2,250,000 City of Elmwood

Waste water treatment- West Main lift station

150,000 City of Elmwood

West Main St. industrial park- infrastructure


Parks- athletic facility improvements


Streets- streetscape improvements


Senior living facility

3,500,000 City of Elmwood


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Medical facility


Downtown Revitalization $8,000,000 City of Lincoln

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

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

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

N/A Peoria Park District


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September 2012


Comprehensive Economic Development Strategy CEDS Plan of Action


79

CEDS Plan of Action

The following graph describes the action timeline for our ongoing regional outreach, engagement, and

increased economic development focus:


80

Additionally, increase community and county engagement will be achieved as described in the

following graph. This action will integrate upcoming individual county strategies with regional

workforce, economic development, public sector and private sector efforts for regional growth.


81

The EDC, technical working group and regional leaders will implement the goals, objectives and

strategies of the CEDS in a manner that:

Promotes economic development and opportunity;

Fosters effective transportation access;

Enhances and protects the environment;

Maximizes effective development and use of the workforce consistent with applicable State or

local workforce investment strategies;

Promotes the use of technology in economic development, including access to high speed

telecommunications;

Balances resources through sound management of physical development; and

Obtains and utilizes adequate funds and other resources.

Throughout the process of implementing the CEDS, we will work with the Illinois Department of

Commerce and Economic Opportunity and any other appropriate State agencies to insure cooperation

and integration of the CEDS with the State’s economic development priorities.

September 2012


Comprehensive Economic Development Strategy Performance Measures


Performance Measures

The following quantitative economic performance goals will be measured toward achievement of the

goals indicated. Performance will be measured in these areas and goals may be adjusted as the new

model county and regional planning process is finalized, by the summer of 2013.

Increase population from 375,218 in 2010 to 386,475 in 2017

Create 13,190 new jobs across the region, with the following targeted average annual

wages:

o 1,319 new jobs at $53,715 per year

o 11,841 new jobs at $48,832 per year

Improvement of 19,456 existing jobs by $5,000 average wage per year

Ramp up educational attainment of bachelor and graduate degrees for ages 25 and

over as follows:

o 2010 base: 66,715

o 2012 estimate: 68,719

o 2013 69,919

o 2014 71,219

o 2015 72,769

o 2016 74,669

o 2017 76,969

Increase the 25-44 age bracket from 25.2% (94,706 in 2010) to 30% (115,942) of the

total population by 2017

Additional qualitative activities will be achieved to address workforce pipeline issues, quality of

pl ace, and other key regional efforts. Currently, up to six teams are reviewing the viability of

focus in the following areas as they relate to economic development:

1. Business Development & Entrepreneurship

2. Workforce & Education

3. Public Safety

4. Additional regional business climate metrics (tourism, retail sales tax, etc.)

5. Logistics

6. Wealth Transfer


Appendix

The Big Plan

Business Outreach Blitz Report

Excelerate Mid-term Report

District 6 Transportation Plan

The Heart of Illinois Homeless Continuum of Care Report

Heart of Illinois United Way Peoria Area Community Assessment

IMPLAN Report

Lincoln-Logan County Comprehensive Economic Development Plan

Long Range Transportation Plan for Peoria, Tazewell & Woodford Counties

Regional Chamber Road Priorities Report

Scorecard

Talent Force 21: 2011 State of the Workforce Report

University of IL Extension data for Peoria, Tazewell, Fulton & Mason Counties

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