September 2012
100 SW Water Street Peoria, Illinois 61602 ph 309.495-5900 fax 309.676.7534
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
100 SW Water Street Peoria, Illinois 61602 ph 309.495-5900 fax 309.676.7534
Comprehensive Economic Development Strategy Executive Summary
Comprehensive Economic Development Strategy
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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
100 SW Water Street Peoria, Illinois 61602 ph 309.495-5900 fax 309.676.7534
Comprehensive Economic Development Strategy Background
Comprehensive Economic Development Strategy
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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.
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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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Comprehensive Economic Development Strategy
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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
Comprehensive Economic Development Strategy
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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
Comprehensive Economic Development Strategy
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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.
Comprehensive Economic Development Strategy
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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
Comprehensive Economic Development Strategy
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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.
Comprehensive Economic Development Strategy
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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.
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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
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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
100 SW Water Street Peoria, Illinois 61602 ph 309.495-5900 fax 309.676.7534
Comprehensive Economic Development Strategy Analysis of Economic Development Problems & Opportunities
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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
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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:
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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:
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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:
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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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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.
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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.
To capitalize on these opportunities, programs should be in place to:
Increase the number of non-stop service destinations to better support the growing business,
leisure and tourism industries.
Develop additional industrial/business parks and technology parks and the needed infrastructure to
accommodate private sector business growth.
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.
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.
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.
To capitalize on these opportunities, programs should be in place to:
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.
To capitalize on these opportunities, programs should be in place to:
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.
Support and develop efforts to develop and improve green technologies.
Promote development of wind farms technology and agri business.
Support and develop environmental protection efforts.
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.
Foster improved intergovernmental relationships and collaboration.
Support and expand workforce training for expanding and emerging industries.
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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.
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.
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.
To capitalize on these opportunities, programs should be in place to:
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.
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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.
Support and develop efforts to develop and improve green technologies.
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.
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.
Monitor job losses and business closings and help develop strategies to assist affected employees
and businesses.
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.
Work with AmerenCILCO in regional marketing efforts for specific target industries by providing
comprehensive information on industry clusters, contact information and marketing support
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.
To capitalize on these opportunities, programs should be in place to:
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.
Pursue funding for continued riverfront development including infrastructure upgrades, parking
and development of new commercial, residential and office space.
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.
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.
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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.
To capitalize on these opportunities, programs should be in place to:
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.
Pursue funding for continued riverfront development including infrastructure upgrades, parking
and development of new commercial, residential and office space.
Monitor job losses and business closings and help develop strategies to assist affected employees
and businesses.
Develop expansion of broadband infrastructure.
Foster improved intergovernmental relationships and collaboration.
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.
Comprehensive Economic Development Strategy
51
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.
To capitalize on these opportunities, programs should be in place to:
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.
Develop additional industrial/business parks and technology parks and the needed infrastructure to
accommodate private sector business growth.
Support and develop efforts to develop and improve green technologies.
Monitor job losses and business closings and help develop strategies to assist affected employees
and businesses.
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.
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.
Comprehensive Economic Development Strategy
52
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.
To capitalize on these opportunities, programs should be in place to:
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
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.
Develop additional industrial/business parks and technology parks and the needed infrastructure to
accommodate private sector business growth.
Monitor job losses and business closings and help develop strategies to assist affected employees
and businesses.
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.
Maintain and improve existing commercial and industrial areas while promoting new commercial
and industrial growth in order to maintain and increase economic opportunities.
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.
Comprehensive Economic Development Strategy
53
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.
To capitalize on these opportunities, programs should be in place to:
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
100 SW Water Street Peoria, Illinois 61602 ph 309.495-5900 fax 309.676.7534
Comprehensive Economic Development Strategy
CEDS Goals & Objectives
Comprehensive Economic Development Strategy
55
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.
Comprehensive Economic Development Strategy
56
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
100 SW Water Street Peoria, Illinois 61602 ph 309.495-5900 fax 309.676.7534
Comprehensive Economic Development Strategy Community & Private Sector Participation
Comprehensive Economic Development Strategy
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.
Comprehensive Economic Development Strategy
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
Comprehensive Economic Development Strategy
60
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.
Comprehensive Economic Development Strategy
61
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
Comprehensive Economic Development Strategy
62
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
100 SW Water Street Peoria, Illinois 61602 ph 309.495-5900 fax 309.676.7534
Comprehensive Economic Development Strategy Strategic Projects, Programs & Activities
Comprehensive Economic Development Strategy
64
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
Comprehensive Economic Development Strategy
65
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.
City of Havana. Assist with implementation.
Comprehensive Economic Development Strategy
66
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.
City of Havana. Assist with implementation.
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.
City of Havana. Assist with implementation.
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.
City of Havana. Assist with implementation.
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.
City of Havana. Assist with implementation.
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.
City of Havana. Assist with implementation.
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.
City of Havana. Assist with implementation.
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.
City of Havana. Assist with implementation.
Infrastructure and road improvements for business park to accommodate Havana projects listed above.
City of Havana. Assist with implementation.
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.
City of Washington. Assist with implementation.
Comprehensive Economic Development Strategy
67
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.
City of Washington. Assist with implementation.
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.
Comprehensive Economic Development Strategy
68
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
Village of Morton. Assist with implementation.
Walton Ave South Intersection Cost - $200,000 Jobs – 75 Capital Investment - $25M
Village of Morton. Assist with implementation.
Commerce Widening/Intersection Cost - $350,000 Jobs – 0 Capital Investment -0
Village of Morton. Assist with implementation.
Extension Martha’s Parkway to Bond Cost - $850,000 Jobs – 75 Capital Investment - $50M
Village of Morton. Assist with implementation.
Extension Ashland to Courtland Cost - $1.7M Jobs – 100 Capital Investment - $25M
Village of Morton. Assist with implementation.
Jadewood Extension Cost - $700,000 Jobs – 200 Capital Investment - $150M
Village of Morton. Assist with implementation.
Erie Ave North Extension Cost - $700,000 Jobs – 100 Capital Investment - $75M
Village of Morton. Assist with implementation.
Detroit Parkway Extension Cost - $1.8M Jobs – 250 Capital Investment - $100M
Village of Morton. Assist with implementation.
Detroit Ave (Jackson to Main) Cost -$1.1M
Village of Morton. Assist with implementation.
Courtland (Main to Veterans) Cost - $1.2M
Village of Morton. Assist with implementation.
Main St (Detroit to Queenwood) Cost - $400,000
Village of Morton. Assist with implementation.
Main St. (Jackson to Courtland) Cost - $1.2M
Village of Morton. Assist with implementation.
I-155 to Erie Cost - $300,000 Jobs – 100 Capital Investment - $75M
Village of Morton. Assist with implementation.
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
City of Peoria. Assist with implementation.
Comprehensive Economic Development Strategy
69
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
City of Peoria. Assist with implementation.
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
City of Peoria. Assist with implementation.
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
City of Peoria. Assist with implementation.
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
City of Peoria. Assist with implementation.
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.
Unknown City of Peoria. Assist with implementation.
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.
Unknown City of Peoria. Assist with implementation.
Peoria-Normal Rail Access - Inter-City passenger and commuter rail access between Peoria and Bloomington-Normal.
Unknown City of Peoria. Assist with implementation.
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
City of East Peoria. Assist with implementation.
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.
Comprehensive Economic Development Strategy
70
CAT Heritage Museum $3M, 30 construction and 5 permanent.
City of East Peoria. Assist with implementation.
Police Station $2M, 25 construction and 45 permanent
City of East Peoria. Assist with implementation.
Fire Station $2.5M, 27 construction and 20 permane
City of East Peoria. Assist with implementation.
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
City of Pekin. Assist with implementation
East Court Village I & II retail centers – expansion and rehab infrastructure
$4.5mil, 75 construction/150 permanent
City of Pekin. Assist with implementation
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
City of Pekin. Assist with implementation
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
City of Pekin. Assist with implementation
Court Street $12mil, 30 construction
City of Pekin. Assist with implementation
El Camino Extension $1.5mil, 20 construction
City of Pekin. Assist with implementation
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
City of Pekin. Assist with implementation
Water line upgrades throughout Pekin $2mil, 10 construction
City of Pekin. Assist with implementation
Relocate riverfront power lines for development
$2.5mil, 7 construction
City of Pekin. Assist with implementation
Sewer re-alignment – 12mil gallon holding pond/lagoon
$20mil, 35 construction
City of Pekin. Assist with implementation
Sewer extension, Sheridan/California road to Broadway Road
$500,000, 20 construction
City of Pekin. Assist with implementation
Storm sewers - CMOM requirements after 2014
$250,000, 10 construction
City of Pekin. Assist with implementation
Equipment for closed captioning for local City TV station – ADA improvement
$25,000
City of Pekin. Assist with implementation
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
City of Eureka. Assist with implementation.
East Street Upgrade and extension to Dickenson Drive.
Cost-$750,000 Jobs- 15
City of Eureka. Assist with implementation.
Create alternate route for passage through City of Eureka by extending road from Knolls Subdivision to Lakeview Drive.
Cost- 1 million Jobs- 25 jobs
City of Eureka. Assist with implementation.
Add curb & gutter to Bullock St. , Leo St., Reagan Dr. , and other areas in need.
Cost- 1 million Jobs- 15 jobs
City of Eureka. Assist with implementation.
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.
$1,623,050 Greater Metro Airport Authority
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
$1,600,000 Greater Metro Airport Authority
Rehabilitate and or Reconstruct GA Ramp, Including Terminal Ramp Expansion at Gate 10
$4,600,000 Greater Metro Airport Authority
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Construct Sitework for New General Aviation Facilities Including New Access Roadways and Relocation of Weather Facilities
$1,300,000 Greater Metro Airport Authority
Widen New Terminal Ramp; Phase 1- Select Panel R&R for Old Terminal Ramp
$4,000,000 Greater Metro Airport Authority
Rehabilitate Hanna City T- Hangar Pavements and General Aviation Ramp Pavements
$1,920,000 Greater Metro Airport Authority
Expand Southeast Air Cargo Apron and construct new exit taxiway from Runway 4-22.
$4,200,000 Greater Metro Airport Authority
Expand Parking Lot for Passenger Terminal
$2,500,000 Greater Metro Airport Authority
Phase 2- Select Panel R&R for Old Terminal Ramp
$4,000,000 Greater Metro Airport Authority
Rehabilitate Cargo Area Landside Pavements
$420,000 Greater Metro Airport Authority
Extend Parallel Taxiway to the New End of Runway 13-31
$4,200,000 Greater Metro Airport Authority
Extend Runway 13-31 500' to the Northwest; Relocate Glideslope, Localizer and MALSR; Close 7500' of Middle Road.
$4,200,000 Greater Metro Airport Authority
Upgrade Runway 31 Approach to category II (Funded by AIP)
$2,350,000 Greater Metro Airport Authority
Upgrade Runway 31 approach to Category II (Funded by AF)
$3,100,000 Greater Metro Airport Authority
2nd St (Summit to Sycamore) 60,000 City of El Paso
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74
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
160,000 City of El Paso
West Lift Station Force Main Utilities Sewer
200,000 City of El Paso
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-
333,000 City of El Paso
Asphalt Trail Surface (1100 North to 5th) Administration Park
200,000 City of El Paso
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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
490,000 City of Elmwood
Parks- athletic facility improvements
350,000 City of Elmwood
Streets- streetscape improvements
400,000 City of Elmwood
Senior living facility
3,500,000 City of Elmwood
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Medical facility
750,000 City of Elmwood
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
Comprehensive Economic Development Strategy
77
September 2012
100 SW Water Street Peoria, Illinois 61602 ph 309.495-5900 fax 309.676.7534
Comprehensive Economic Development Strategy CEDS Plan of Action
Comprehensive Economic Development Strategy
79
CEDS Plan of Action
The following graph describes the action timeline for our ongoing regional outreach, engagement, and
increased economic development focus:
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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.
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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
100 SW Water Street Peoria, Illinois 61602 ph 309.495-5900 fax 309.676.7534
Comprehensive Economic Development Strategy Performance Measures
Comprehensive Economic Development Strategy
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
Comprehensive Economic Development Strategy
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