Section 16: Weld County

Transcription

1 Section 16: Weld Contents Page Map 1 Overview 3 Historic Outcomes 6 Images 7 Economic Development Plan 8 Areas for Designation 22 Administrator and Organization Background 93 Letters of Support 117

2 Section 16 - Weld - Page 1 of 133 PROPOSED WELD COUNTY ENTERPRISE ZONE Areas highlighted in BLUE are areas that have been proposed for Enterprise Zone status. Areas with a CROSS-HATCH are newly added areas. Areas highlighted in RED are areas that have graduated out of Enterprise Zone status.

3 I WINDSOR JOHNSTOWN MEAD KERSEY FORT LUPTON 52 I-76 DACONO ERIE LOCHBUIE Brighton Urban Renewal Authority Evans US85 Urban Renewal Authority Frederick Urban Renewal Authority Fort Lupton Urban Renewal Authority Historic Evans Urban Renewal Authority Greeley Improvement Districts National Register District DDA Boundary Eighth Street TIF District Greeley Mall TIF District Tenth Street TIF District Western Sugar TIF District General Improvement District Redevelopment District 20 Creative District 18 KEENESBURG I Boundary Boundary - Proposed 24 6 BRIGHTON NORTHGLENN Weld Proposed Enterprise Zone () Boundaries FREDERICK HUDSON I NEW RAYMER FIRESTONE LONGMONT PLATTEVILLE GILCREST BERTHOUD MILLIKEN LA SALLE EVANS GARDEN CITY GREELEY SEVERANCE EATON AULT PIERCE NUNN Section 16 - Weld - Page 2 of GROVER Miles 10

4 Section 16 - Weld - Page 3 of 133 Weld Enterprise Zone Primary economic challenges The Weld economy is deeply rooted in agriculture/food processing and oil/gas exploration and development which will continue to be a vital component of our overall economy. However, due to the volatility in these sectors, further industry diversification is critical. From , Weld lost an estimated 2,100 jobs as several key primary employers closed/relocated. We anticipate additional job loss due to the slowing energy sector. This points to the on going need for job creation efforts and assistance just to replace jobs lost in the normal economic churn. Significantly lower educational attainment levels (14.4% with less than a high school diploma as compared to CO at 9.8%) makes it difficult to attract higher skilled jobs which is needed to battle lower per capita income levels. Lack of public infrastructure, fully developed sites and existing industrial/commercial buildings have been impediments to growth. Additional community amenities and redevelopment of old retail/central business districts in many communities is needed to remove blight and improve community curb appeal and image. It s been difficult for many Weld communities to attract business development champions with an interest in developing real estate product, including residential. Weld and several communities continue recovery from the 2008 tornado and the historic 2013 flood which have been extremely costly and disruptive to business. We continue to lose valuable water to metro communities coming north to purchase farms and/or water for future piping to the Denver/metro area. This dries up valuable agriculture production land and long term threatens our ability to consistently rank as one of the top ten agriculture producing counties in country. It also removes needed water for future Weld development and has taken property off the tax rolls. As compared to Colorado, Weld posts a higher percent of people in poverty (14.7% vs 13.2%); more households using food stamps (9.4% vs.8%); less disposable income because more residents are paying 35%+ of their income on rent (45.4% vs.42.2%) and a significantly higher percentage of people with less than a H.S. Diploma (14.4% vs. 9.8%) Source: 2013 US American Survey. In addition, 52% of children in Weld receive free or reduced price school lunches as compared to 41% in CO and the Weld infant mortality rate of 7.5% per 1,000 live births ranks the as the fifth highest in the state Source: 2014 United Way of Weld Well Being/Poverty Indicator Report. Opportunities for economic development Targeted Industry Sectors include: Manufacturing including food processing, machinery, wood, fabricated metal & plastic/rubber products, etc.; Energy fossil and renewable; Health/Wellness anchored by Banner Health/North Colorado Medical Center; Business Services including company management, administrative/back office support; Agriculture livestock/farming operations and Retail/Service Trade. Assets include: an open for business attitude offering local business assistance including development fee & tax waivers/reductions, partial personal property tax rebates, training programs, two business loan programs, demographic/labor information, etc.; an attractive tax structure with no county sales tax; growing labor pool with a strong work ethic; some of the most affordable housing along the Front Range; a good, but congested, transportation system that is being expanded via the Weld 49 Corridor Project, currently under construction. Road 49 is being expanded to a five lane north/south hwy in central/eastern Weld that will connect Hwy 14 on the north to I 76 on the south. Safety will be improved and a third transportation alternative will reduce congestion on I 25 and Hwy 85. The Project will push development further east to some of the most distressed Weld

5 Section 16 - Weld - Page 4 of 133 communities. Weld is also starting the Brighter Weld labor force enhancement/development project which offers Weld property tax credits to companies/individuals contributing to an educational stipend fund which will make dollars available to help veterans and all graduating Weld high school seniors continue their education. The hope is that this stipend will make higher education (college, trade school, etc.) possible for more Weld residents and ultimately increase the educational attainment level and our ability to attract/retain higher skilled jobs by offering a higher skilled workforce to existing and potential new employers. How will the support an economically viable central business district? Each of the Weld towns has a central business district a few are doing well, some have significant growth opportunities if blight/redevelopment can occur and others are barely surviving. benefits will supplement several active downtown development assistance programs and improvement districts as shown on the boundary map. CBD s included in the are: Ault, Evans, Fort Lupton, Garden City, Gilcrest, Greeley, Hudson, Keenesburg, Kersey, La Salle, Lochbuie, Mead, Milliken, Pierce, Platteville, Nunn, Grover and Raymer. Upstate works closely with downtown/municipal partners to market the benefits to existing and new employers in the CBD s. Evaluation Metric: At least annually, contact each located municipal partner/downtown Development Office to review benefits. Zone Administration within zone: 105,396 Organization: Upstate Colorado Economic Development Person: Weld has reappointed Cathy Schulte as the Weld Administrator (see attached resolution), which is a role she has fulfilled since 1987 when the Greeley/Weld was originally approved. Cathy is the Senior Vice President of Upstate Colorado and is a nationally certified economic development professional with years of experience. She has extensive knowledge of Weld and extensive experience in the administration of the program. Partners in Program promotion: Upstate has a strong working relationship with various Weld departments (Commissioners, Planning/Zoning, Information Services, Assessor, GIS, Public Works, etc.) and the Weld municipalities. In addition to administration, we provide a variety of services to the and communities including: marketing Weld as a business location, business attraction/expansion lead management system, countywide commercial/industrial real estate data base/gis system; business loan funds, economic/demographic and labor data, project impact analysis, comprehensive city/county/state incentive proposal development; networking opportunities, etc. As you ll see from attached letters of support, the county and communities will be assisting in marketing the program. We will also be reaching out to Chambers of Commerce throughout the and Downtown Development Agencies to market the program. Review Major Outcomes From : Upstate processed 757 business certifications forms which showed company invest of $1.8 billion and 3,245 new jobs. With a lower cost of doing business, companies have more dollars to sustain/grow their business. The was one of many factors considered in at least 39 primary sector business location/expansion projects and was helpful in completing 143 business retention contacts to

6 Section 16 - Weld - Page 5 of 133 explain the benefits of the program and afford the opportunity to discuss other assistance tools to encourage employers to stay and grow in Weld. The helped raise $1.17 million in private funding to Upstate which was partially used to market Weld as a business location. We processed $5.2 million in contributions to 13 projects working to improve conditions by providing shelter, food, job training, educational enhancements, tourism, etc. This activity improves the overall quality of life critical to the area s long term success in the attraction/retention of primary employers.

7 JOB CREATION Job Creation (In Hundreds) Section 16 - Weld - Page 6 of 133 Summarized below are the three metrics/objectives reported from , which summarizes activity facilitated by Upstate Colorado Economic Development: JOB CREATION - Realize new employment opportunities (jobs) within the over the previous year: The creation of 4,758 jobs by existing and new employers were announced over the last five years , $ NEW INVESTMENT (In millions) 2014, $ , $ , $ , $25.30 NEW INVESTMENT Realize increase capital investment within the over the previous year: $946.9 million was invested by existing and new employers within the over the last five years BUSINESS OUTREACH RETENTION/EXPANSION Total # of Existing Total # of Employer BUSINESS OUTREACH Realize increase overall utilization of the program via business outreach efforts: Personal contact was completed with 143 existing Weld employers to review program benefits. Total # of Employer Contacts Doing Business within Total # of Existing Employer Contacts

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9 Section 16 - Weld - Page 8 of 133 WELD COUNTY ENTERPRISE ZONE 2015 ECONOMIC DEVELOPMENT PLAN Boundary Re-Designation Overview As detailed in the boundary data spreadsheet, the Weld is proposed to include all of the following 11 communities Ault, Fort Lupton, Garden City, Gilcrest, Hudson, Keenesbrug, Kersey, La Salle, Lochbuie, Pierce and Platteville. All of these communities meet the low per capita income and/or high unemployment rate criteria as a Place several also meet the slow growth criteria and many meet all three distress criteria. A variety of issues are causing distress, including: lack of infrastructure, business sites/existing buildings, remoteness, low educational attainment levels, difficulty attracting investor dollars, downtown /central business districts in need of redevelopment, volatile industry sectors, etc. As shown on the boundary map, a special improvement district have been established to help improve conditions in Fort Lupton. In addition, we re proposing several targeted qualifying tracts, block groups and/or blocks in the following 13 communities Berthoud, Brighton, Dacono, Eaton, Evans, Firestone, Frederick, Greeley, Johnstown, Mead, Milliken, Severance and Windsor. These census defined areas meet at least one of the distress criteria and Greeley and Evans meet the per capita income criteria as a Place and Milliken and Berthoud meet the growth criteria as a Place. A variety of issues are causing distress in these locations including: lack of infrastructure, business sites/existing buildings, low educational attainment levels, difficulty attracting investor dollars, lost employers, natural disasters, blighted and contaminated industrial sites, downtown/central business districts in need of redevelopment, volatile industry sectors, perception of the community, etc. While experiencing strong and in some cases significant residential growth, all of these communities struggle to balance their community and tax base with the business growth necessary to offer a well-rounded community with jobs close to home. As shown on the boundary map, the following improvement districts have been established: Brighton URA, Evans US 85 & Historic URA s, Frederick URA, Greeley DDA District, Eight Street, Greeley Mall, Tenth Street and Western Sugar TIF Districts, General Improvement District, Redevelopment District and Creative District. Finally, we re also proposing the inclusion of the large eastern and northern, extremely rural portion of Weld (from approximately Hwy 14 and Hwy 34 north and east to the state and county lines which is encompassed in 25.01) which qualifies under the slow growth criteria and is are an extension of the rural eastern plains. The area includes dry land farms, the Pawnee National Grasslands and Buttes which is one of the few tourism destinations in Weld, and the incorporated communities of Nunn, Grover & New Raymer, which all meet all three of the distress criteria. The active Townships of Briggsdale and Stoneham are also located here. The partially developed Niobrara Energy Park, a 662 acre park envisioned to become the nation s first hybrid natural gas/renewable data center park is also located here and actively being marketed. The park offers a key opportunity for industry diversification. A variety of issues are causing distress in this large area, including: energy volatility, remoteness, lack of fully developed sites/buildings, lack of community amenities/services difficulty in attracting non energy related investors, perception of the community/area, etc. This area has become an extremely important energy exploration/development corridor for Weld and the entire state but due to the volatility of the energy sector the area struggles to find any consist growth opportunities. There are over 20,000 oil/gas wells, 2 large wind farms and significant storage and distribution infrastructure important to the further development of the energy grid along with significant dryland farming operations. As with all business, the bottom line costs and an open for business attitude is what drives investment decisions, which is also the case with the petroleum industry. Key Weld producers have numerous development opportunities in energy fields throughout the world and make investment decisions based on the operating costs of each field and the quality/availability of product, all based on the current price of a barrel of oil. We ve been told when oil prices reached the high of about $110/barrel everything was profitable and drilling was occurring as fast as possible in as many fields as possible. But, when prices reach more typical levels or fall below the $50-70/barrel rate, all costs of doing business are critical and taken into consideration. Therefore, income tax credits, even with the limits, can be significant in making Colorado and Weld more profitable resulting in sustained investment and jobs. Weld Economic Observations Overall, Weld rebounded well from the 2008 recession primarily due to Big Jake the oil well in northern Weld that kicked off the latest oil/gas boom which has been extremely beneficial to Weld, its municipalities and Colorado as a whole. With prices falling from $110/barrel to $50ish/barrel this boom may be abruptly over, which again illustrates the energy industry volatility. The renewable side of the sector has also went through a boom/bust/boom cycle due to the uncertainty of the production tax credit. Weld has been successful in retaining numerous primary company expansions and attracting several new employers such as Vestas and Leprino Foods. However, we ve also lost 2,100 jobs from several primarily, non-energy related company closures resulting in an overall economy with less industry diversification. Key employer losses include: Kodak, RR Donnelley, Hudson Correctional, Asurion, Civeo, Bar Vista, Magpul Industries, Steven Roberts Original Desserts, Abound Solar, etc. These companies closed/relocated for numerous reasons technology advancements, consumer preferences, competition, natural business life cycles, industry volatility, labor

10 Section 16 - Weld - Page 9 of 133 quality issues, etc. We anticipate that there will be additional job loss due to the slowing energy sector. This again points to the on-going need to further diversify the local economy and continue efforts to locate new employers to replace those lost in the normal economic churn. Two significant natural disasters (2008 tornado and 2013 flood) occurred with the areas most impacted (Windsor, Milliken, Evans, rural Weld) still working through the recovery. Weld has long fought the battle of lower per capital income levels as compared to the state and other MSA areas along the Front Range. As compared to Colorado, Weld has higher poverty levels, more households on food stamps, more renters paying 35%+ of their income on rent leading to less disposable income, and more people with less than a high school diploma which has led to lower educational attainment levels - see attached Weld Well-Being/Poverty Indictors Report. While county-wide per-capita income and unemployment rates have recently improved overall, these improvements have not been felt in all sectors of the economy or by the majority of residents and there s concern that the improvement may not be sustainable, primarily due to the current slowdown in the energy sector. Even with recent wage increases, wages simply aren t consistently keeping pace with the increasing cost of living and many of the better paying jobs aren t going to Weld residents at least partially due to lower educational attainment levels. On-Going Efforts to Improve Zone Conditions Our long-term goal for the Weld is to raise/maintain the per capita income of any Weld Community,, Group or to at least 75% of the current state average per capita income, lower/maintain the unemployment rate to at least 125% of the current state average and realize a healthy growth rate that s at least 25% of the current state average. We continue collaborative work to identify and cooperatively market the Northern Colorado Weld/Larimer region as documented in the attached Colorado Region 2 Blueprint. The attached 2015 Weld Economic Development Plan (Upstate Program of Work) further details the four overarching Economic Development Goals for Weld, including the parts of the located within the : Goal 1: MARKET Weld s Competitive Advantages to Attract/Retain and Grow Business Goal 2: CONNECT with numerous constitutes to Improve Capacity for Economic Development Goal 3: FACILITATE Economic Development Projects through Assistance Programs, Services, etc. Goal 4: ADVOCATE on Behalf of Business Customers/Partners and Community Development/Quality of Life Projects Specific Economic Development Strategies/Efforts to improve the conditions of include: 1. Business Retention & Expansion within the : Through our on-going Business Retention/Expansion Program, at least 30 employers located within the boundaries will be targeted for contact each year. This contact allows us to identify companies with expansion plans/concerns and explain various assistance, including the benefits, available to them to encourage them to stay and grow within the. Existing company new investment/job growth is an important way to improve distress levels within the boundaries. 2. New Business Attraction to the : Through our on-going Business Attraction Program, Upstate staff annually works with companies and/or their representatives who request a variety of assistance and information about Weld as a potential location. In addition, we annually participate in regional/state business recruitment events (tradeshows, site selection events, etc.) and work with economic development allies on target regional initiatives and marketing efforts. location opportunities/information is always presented in addition to real estate, labor, demographic, incentive, etc., in efforts to encourage an location. Investment/jobs from new employers is an important way to improve distress levels within the boundaries. 3. Program Marketing: Through marketing efforts tied to our Business Retention/Expansion and Business Attraction programs, plus independent marketing activities, benefits will be aggressively marketed. Annual marketing activities include providing information and reviewing program benefits with: new companies considering locating; targeted existing primary employers, area realtors marketing properties, CPA s consulting with companies, community partners, chambers, downtown development groups, SBDC, etc. who are meeting with companies. We also routinely join these groups in meeting with companies to explain benefits first hand. An electronic direct campaign is also completed each year to approximately 400 companies with informational s/pre-certification reminders sent several times/year to local businesses. In addition, the two below tools are utilized in marketing the opportunities: a). Upstate Web Site: Upstate maintains an information-rich website which includes extensive demographic, labor, transportation, real estate and incentive, etc. data about communities and opportunities throughout Weld. Detailed information and maps are also available, along with a GIS tool which allows users to conduct self-directed property searches, identify boundaries, and generate a variety of reports pertinent to site selection and business growth. This web site has become a critical first source of information and one of our best marketing tools and is constantly being updated. b).educational Publications: A variety of marketing/educational materials that all include at least summary information on the, are distributed annual. Publications include: Informational Materials/Maps, Weld

11 Section 16 - Weld - Page 10 of 133 Economic/Demographic Profile, Weld Incentive Summary, Upstate Annual Report, Upstate Agency Brochure, etc. All materials are available electronically on our web site and in hard copy. 4. Financial Assistance within the : In more impoverished/ distressed areas, the ability to gain financial support can be more difficult for companies looking at locating or expanding. Investor dollars can also be more difficult to obtain. Upstate administers the Weld/Larimer Revolving Loan Fund and the Greeley Community Development Fund in an effort to assist prospective and existing employers and their lending partners meet company financial needs throughout Weld and specifically within the. In the course of administering these programs we also market the benefits of the to loan prospects and clients as well as the broader financial community. 5. Business Climate/Quality of Life Improvement Efforts within the : A strong, cost-effective business climate and attractive qualify of life are foundations for creating/sustaining a viable and healthy economy and is especially important to successfully see improvement in the most distressed areas of the Weld. Collaborative efforts with non-profit agencies, and governmental partners working to foster these components is extremely important and is encouraged. The following community development objectives are important foundations necessary to successfully meet business development objectives within the and have been established to guide the local approval of proposed contribution projects: Community/Quality of Life Development Objectives (in no particular order) 1. Industrial & Commercial Building/Site Development existing buildings and developed sites are needed throughout the. 2. Public Infrastructure Development including water, sewer, roads, telecommunications, etc. is lacking in numerous Weld communities. 3. Labor Force Development/Training support of Weld higher educational institutions, programs to improve overall educational attainment of the Weld workforce such as the Brighter Weld labor force development program, basic and technical skills training, etc. 4. Blight Rehabilitation blighted areas throughout the county (old industrial areas, downtowns, transportation corridors, etc.) are targeted for physical and economic revitalization. 5. Affordable Housing Development must be available to attract/retain a workforce. 6. Homeless Assistance providing housing, counseling, training placement assistance makes it possible for these persons to enter the labor force and becoming contributing members of society. 7. Business Support Services Development such as business planning, financing, labor laws/taxes, business start-up assistance, networking, etc. 8. Community Amenities Development such as youth, cultural arts, healthcare, recreation, crime prevention, museums, parks/beautification, etc., improve the quality of life and community curb appeal. 9. Tourism Development bring in much needed sales tax revenue and support service/retail business, etc. 10. Natural Resource Preservation activities to protect or preservice open space, Weld water, important agriculture land, etc. Annual Activity Goals/Objectives Below are the three metrics/objectives that will be reported on annual, based on summarized activity facilitated by Upstate Colorado Economic Development: 1. Realize new employment opportunities within the over the previous year. 2. Realize new capital investment within the over the previous year. 3. Realize annual contact with at least 30 existing businesses and at least annual contact with each located municipal partner and central business district organization to market the benefits.

12 Weld Well-Being/Poverty Indicators Section 16 - Weld - Page 11 of 133 The information provided in the table below, are 2013 data sets of general indicators of poverty and well-being. The table compares Weld communities statistics with and against the county and state as a whole. Along with the table, below are a couple of additional county-wide statistics: 52% of children in Weld receive free or reduced-price lunches at school, as compared to 41.9% of all Colorado children. The infant mortality rate in Weld is 7.5 percent per 1,000 live births; this is the fifth highest rate by county in Colorado. Source: United Way of Weld, 2014 Insight: Weld, Indicators of Wellbeing Report Colorado, Weld, & Weld Communities Data Sets % Renters Paying Place % Persons Below Poverty Level % Households w/ food stamps 35%+ income on Rent % Persons w/ less than H.S. Diploma (25 & Over) Colorado 13.2% 8.0% 42.2% 9.8% Weld 14.7% 9.4% 45.3% 14.4% Ault 15.2% 9.5% 24.5% 14.6% Berthoud 9.3% 6.2% 51.2% 3.4% Brighton 8.2% 5.3% 35.4% 19.4% Dacono 4.7% 8.4% 59.2% 21.3% Eaton 1.4% 4.9% 19.8% 7.8% Erie 0.6% 4.1% 22.0% 2.1% Evans 19.6% 15.8% 49.0% 25.6% Firestone 4.5% 3.4% 26.9% 4.1% Fort Lupton 16.6% 18.7% 53.2% 24.4% Frederick 7.5% 4.0% 48.8% 7.2% Garden City 35.3% 21.8% 52.5% 33.3% Gilcrest 27.8% 15.8% 62.3% 26.5% Greeley 22.9% 12.8% 45.5% 17.2% Grover 66.7% 10.5% 90.0% 0.0% Hudson 12.8% 9.0% 35.0% 16.5% Johnstown 5.1% 2.8% 41.5% 8.1% Keenesburg 21.1% 13.3% 61.9% 20.1% Kersey 17.1% 9.3% 47.6% 26.9% LaSalle 13.4% 10.4% 34.1% 19.4% Lochbuie 12.9% 11.0% 37.5% 20.4% Longmont 14.7% 8.4% 44.3% 12.9% Mead 4.7% 4.0% 49.4% 8.2% Milliken 3.4% 6.6% 35.4% 20.3% Northglenn 15.1% 8.1% 41.6% 14.3% Nunn 20.2% 14.9% 45.7% 16.5% Pierce 4.0% 7.5% 20.5% 17.9% Platteville 16.0% 11.0% 22.3% 25.1% Raymer 30.3% 0.0% 100.0% 26.0% Severance 3.4% 2.4% 78.6% 3.1% Thornton 9.4% 7.3% 40.5% 12.8% Windsor 4.8% 3.7% 43.1% 2.6% Source: 2013 US American Community Survey

13 Section 16 - Weld - Page 12 of Weld Economic Development Plan (Upstate Program of Work) The economic development plan is the means by which Upstate Colorado will implement its roadmap for economic success with a focus on actions that have the greatest impact on the local economy in the near-term that also builds for long-term economic sustainability. The plan recommends four overarching goals that will support Weld s competitiveness for business investment in a rapidly changing market, followed by strategic initiatives that will provide an achievable framework for action. Guiding Principles: Upstate Colorado s economic development strategy is based on five guiding principles: Responsive and Efficient Organization Competitive Business Climate High Quality Lifestyle Sustainability Leadership and Collaboration Economic Development Mission: working with its many public and private partners, create and implement a sustainable economic development plan that stimulates a stable and growing economy, produces wealth for residents and businesses, strengthens existing and future industry clusters, diversifies Weld s economic base, and increases the commercial tax base for the and its communities. Economic Development Goals Goal 1: MARKET Weld s Competitive Advantages Goal 2: CONNECT to Improve Capacity for Economic Development Goal 3: FACILITATE Communication and Capital Investment Goal 4: ADVOCATE on Behalf of our Customers and Clients Value Proposition: This work plan provides these specific value propositions for our communities and investors: 1. Data Repository - Provide high quality business intelligence and economic information 2. Market area to attract new business and investment resulting in job creation retain the companies we have 3. Comprehensive wide Lead Distribution and Management 4. Enterprise Zone Marketing and Administration 5. Loan Program Administration providing access to capital for companies 6. Location Proposal Development coordinating state, county, community incentives 7. Strategic Industry Cluster Development with supporting workgroups 8. Economic Development News and Rankings 9. Regional partnerships for policy development

14 Section 16 - Weld - Page 13 of 133 Goal 1: MARKET Weld s Competitive Advantages Upstate Colorado s core objective is the recruitment and retention of primary sector companies in Weld with a specific focus on our targeted industry clusters. Objective 1: Pursue and assist all prospects who contact us (Opportunistic) Provide timely response to all leads provided by State, Metro Denver, local partners, etc. These companies are interested in a Colorado location and offer greater opportunities than cold calls. Objective 2: Support and Collaborate with State and Regional Business Organizations Participate in regional and state business associations for each of the targeted industry clusters. Enhance communication with these groups to build an understanding of Weld s core competitive advantages. Continue to lead Region 2 economic development efforts. Strategy 1: Participate in regional and statewide economic development/business events. Strategy 2: Work with ED Allies to target regional initiatives and assets. Measure: Active participation with various chambers of commerce, SBDC, CAMA, Region 2 State of Colorado efforts including Manufacturing Sector, Healthcare Sector, Agriculture Sector, and Energy Sector work, NCLA and joint NCEDC/Upstate Colorado projects, OEDIT, and MetroDenver. Outcome: Increased stature of Weld and northern Colorado as the place to do business; proactive outreach by politicians to the region for advice; protection of our quality of life and reputation as a place to do business. Objective 3: Develop a Marketing Campaign that Supports our Business Development Plan (Strategic) Economic development marketing efforts should be focused on internal and external audiences that have a direct impact on Recruitment, Retention, and Expansion of businesses. Engage in targeted marketing activities to identify which companies, at a firm level, are likely to expand or relocate. We will also make sure our message is heard, clearly and regularly, so that the Weld has top-of-mind awareness among site selectors, developers, corporate decision-makers and foreign-direct-investment opportunities. Strategy 1: Enhance Colorado website to match Corridor Initiative Strategy and cluster data. Strategy 2: Build on an updated Economic and Demographic Profile by developing asset maps and business cases for industry clusters. Develop sub-region asset sheets including maps, communities, and key industries with major companies identified, demographic and workforce analysis. Strategy 3: Continue to build consultant database and target these individuals through direct marketing campaign. Strategy 4: Engage Site Selection Consultants and Corporate Real Estate professionals at key forums, trade shows, and events to promote Weld being open for business. Consider hosting consultant road show or luncheon to highlight doing business in Weld. Strategy 5: Work with Weld Employment Services (EMSI Data) to develop workforce analysis as warranted. Strategy 6: Engage lead generation firm.

15 Section 16 - Weld - Page 14 of 133 Measure: Complete site consultant campaign and focus on direct lead generation. Up-to-date data available on website. Cluster work groups have defined strategy with robust industry participation. Serve as a host for the Metro Denver EDC Site Selection Conference in September; participate in key trade shows and trade missions in partnership with The Colorado Office of Economic Development and International Trade and/or the Metro Denver Economic Development Corporation. Attend at least one site selector Roundtable event. Complete I-76 consultant bus tour. Support Windsor Broker Open and Brighton In-Site events. Outcome: Continue to work with companies researching our market and promote regional assets and resources to targeted industries and companies through trade shows and conferences, marketing material, and engagement with Site Selectors. Substantive contact will be made with 30 Site Selection Consultants or Corporate Real Estate professionals at these events. Goal 2: CONNECT to Improve Capacity for Economic Development Objective 1: Aggressively Promote Good News of Happenings in Weld Strategy 1: Weld Economic Demographic Profile Strategy 2: Recent Economic Development Highlights Strategy 3: Weld Economic Rankings Strategy 4: Issue press releases and take speaking opportunities as warranted Strategy 5: Launch quarterly update report on the economy. Objective 2: Retain and Expand Existing Businesses The easiest businesses to get are the businesses we already have. Our retention strategy will help key businesses and industries already in Weld successfully expand and create jobs from a workforce and talent availability perspective. Target these efforts to look at businesses within our identified industry clusters and their respective supply chains to further develop our asset maps and business cases. Strategy 1: Continue to build and maintain a knowledge base of Weld employers Analyze existing companies to identify which should be targeted for Business Retention & Expansion efforts priority should be given to high impact and future growth oriented companies. Working with appropriate municipal partners, contact high-value companies to support their continued growth. Strategy 2: Enhance the WeldWorks! Labor team with our partners at Weld Employment Services and Aims Corporate to effectively nurture relationships with employers of all sizes to assist with labor issues and promote education and workforce development opportunities. Strategy 3: Work with local ED Allies to support their retention efforts. Measure: Working with partners contact at least 25 key primary employers in Weld. Support Weld Commissioners with their annual business thank you letter. Provide and State coordination to local ED partners.

16 Section 16 - Weld - Page 15 of 133 Outcome: Communication with major primary employers on an annual basis to determine existing industry needs with appropriate assistance provided. Increased business intelligence on the strengths and weaknesses of the area for business success. Incumbent workers receive advanced training and employers have access to a qualified workforce. Objective 3: Represent Weld Continue to be the lead economic development representative from Weld for Metro Denver Economic Development and the State of Colorado Office of Economic Development and International Trade Objective 4: Implement Development Projects Working with the Leadership Council identify development opportunities that could act as a catalyst for future developments. Concentrate on a short list of projects that could prime the pump for additional investments. Strategy 1: Utilize sub-area initiatives (I-76 Corridor, I-25 Corridor, Energy Corridor, Hwy 34 Corridor, and Hwy 14 Corridor) and Leadership Council for this work. Strategy 2: Working with various public entities and private developers, Upstate Colorado will push for aggressive development of shovel ready and Build-to-Suit sites. Strategy 3: Recognize outstanding economic development projects at annual Meeting/Event including Private Sector Economic Development Champion and Featured Community Partner. Measure: Host Annual Event in 1 st quarter to engage at least 200 local civic and business leaders. Publish these successes in our reporting and release to media outlets. Possible Leadership Council Projects: Develop major industrial park, commercial trans load operation, new office park Address Fiber/Broadband needs Regional marketing enhancements Web based and consultant direct Development case study analysis to identify barriers to economic growth Objective 5: Strengthen our connections with Weld communities Provide enhanced community economic development assistance including: Strategy 1: Assist with incentive plan development Strategy 2: Assist with Economic Development program marketing on their websites Strategy 3: Assist with industrial property and project development Strategy 4: Customize community ESRI data Strategy 5: Enhance our central employer database to allow each community confidential interface and a local data system. Measure: Attend SBDC advisory board meetings; present at various SBDC and chamber events about Upstate Colorado services and assistance programs available. Have professional economic development staff radially available to support communities efforts.

17 Section 16 - Weld - Page 16 of 133 Outcome: Increased direct community contact. Act upon region-wide economic development opportunities utilizing education expertise, resources and intellectual capital to help with the creation of new companies, technology transfer, and business acceleration. Goal 3 FACILITATE Communication and Capital Investment Objective 1: Maintain The Repository for Economic Information and Data for Weld Strategy 1: Upstate Website enhancements for datasets based on industry cluster and corridor initiatives. Strategy 2: wide Economic & Demographic Profile and workforce profiles. Strategy 3: Continue to build company database Strategy 4: Contract for an updated under-employment survey for Weld and the northern Colorado region. Objective 2: Lead Development and Prospect Management Continue to manage lead distribution and provide coordination of overall Weld response including conducting site tours, preparing incentive proposals, etc. Objective 3: Provide wide Enterprise Zone Management Continue to serve as an authority to the State for this program and provide influence into policy development. Complete boundary re-certification process and remain responsive to continuing program changes. Through company contact cross sell other Upstate and partner assistance. Objective 4: Administer Two Business Loan Funds: Weld/Larimer & Greeley Community Development Objective 5: Administer Grants as appropriate to support our core objectives including CDBG-DR program Objective 6: Up Brand Organization Objective 7: Energize Leadership Strategy 1: Expand reach of our e-newsletter and publish at least 4 times per year. Strategy 2: Enhance investor engagement and volunteer opportunities. Strategy 3: Amplify media relations and story placements by increasing the number of press releases provided to media. Increase participation with Weld Information Specialist Strategy 4: Develop investor demographics to identify top prospects to join Upstate efforts. Strategy 5: Host Economic Development Basics course for local elected officials and business leaders. Measure: Quarterly reports delivered via Leadership and/or Investor meetings. Monthly communication via corridor initiatives, luncheons, and steering committee meetings. Number of stories placed and increase in website traffic. Annual private sector partner report. Outcome: e-newsletter distribution increased by 15% and published at least 4 times per year; conduct quarterly investor meetings; meet with major media outlets annually; successful implementation of committees/solutions teams. Meet with government partners annually.

18 Section 16 - Weld - Page 17 of 133 Goal 4 ADVOCATE Focusing on Our Customers and Clients Objective 1: Regional Engagement and Leadership Continue to engage our elected officials at the local, state and federal levels to both advocate for Weld businesses and promote key economic development legislation. We will work with our Leadership level of investors to gain a market pulse of current and emerging opportunities. Strategy 1: We plan to continue identifying and engaging such initiatives through investor leadership with these proven guidelines: Projects to move and shape public opinion on critical issues relating to the region s capacity to grow, such as infrastructure, education funding or other public-policy opportunities. Focused efforts to remove stubborn or difficult barriers to growth. High-impact projects that capture the community s imagination and enhance quality of life for the entire region. Strategy 2: Engage Leadership committee members to advocate on key industry concerns. Strategy 3: Help shape public opinion through NCLA. Strategy 4: Convene regional discussion around transportation, water and energy. Strategy 5: Continue to lead the Region 2 Sector Partnership including Healthcare, Manufacturing and Energy. Add Agriculture in Strategy 6: Host regular cocktail parties focusing on economic development education and highprofile networking. Measure: Quarterly Leadership Council meetings with outcomes documented after each meeting. Launch of at least one next big thing project. Regular legislative updates concerning business interests during the active session. Objective 2: Sharing information and business intelligence Harness the information, intelligence gathering, and knowledge assets within Weld to identify economic development opportunities and leverage this information for recruitment purposes. Share indepth industry information at each quarterly Leadership meeting. Present private investment opportunities to this group as they arise. Objective 3: Identify Additional Financial Resources for Economic Development Increase resources available for economic development through partnerships, grants, etc. and possible sources to leverage for The Next Big Thing type projects. Strategy: Implement new investor fundraising strategy during the first 4 months. Measure: Continue successful investor outreach initiatives, including annual meeting/reception, quarterly investor meeting, quarterly newsletter, primary website, and updates. Ample financial resources to meet operational needs.

19 REGION 2 Section 16 - Weld - Page 18 of 133 A well-diversified & productive industry-based region Regional Data Examples of Largest Employers University of Colorado Health Systems JBS Swift Banner Health Systems Hewlett Packard State Farm Insurance Companies Top 5 Key Industries by Employment 1. Health & Wellness 2. Advanced Manufacturing 3. Food & Agriculture 5. Energy & Natural Resources 4. Financial Services Top 5 Regional Assets Higher education and research labs CSU/UNC/FRCC/AIMS Water innovation Transportation Rail capacity Highways GA airports Workforce Shovel-ready land Where the Region would like to be in 5 years Leading the state in regional growth Innovation technology hotspot Increased capacity to attract business Innovation & utilization of natural resources EXECUTIVE SUMMARY The Northern Colorado region (Region 2) is a region of innovation, education and opportunity that encompasses Larimer and Weld Counties. Region 2 is located directly north of Metro Denver, with the Rocky Mountains to the west and Wyoming to the north. With affordable housing costs, low taxes, and a favorable business climate, the area is one of the fastest growing regions in the country. The area places an emphasis on innovation, entrepreneurship, and maintenance of its diverse and highly educated populous. One attraction for companies coming to the region is a base of prominent universities and community colleges. The well-educated workforce and diverse employment base make Northern Colorado a prime area for business and industry growth. Northern Colorado s top industry clusters include agriculture, bio/ life sciences, business services, energy, and manufacturing. Northern Colorado is also rich with cultural opportunities and outdoor recreation. VISION The Northern Colorado region s vision is to be a: World-class region recognized for a culture of innovation, and a spirit of enterprise and entrepreneurship Crossroads of diverse commerce, culture, recreation, and active lifestyle with one of the most dynamic and innovative economies MISSION The Northern Colorado region will focus on: Jobs Capital Investment Increased Tax Revenues Balance Woodward Build 870,000 sq. ft. facility 1,000 new jobs, 700 retained jobs Banner Health 86 million dollar project. Over 290,000 sq. ft., 192 bed facility. 714 jobs at build out Value Plastics 130,000 sq. ft. new facility, 80 new jobs, 92 retained jobs. Kaiser Permanente - $3.6 million, 27,455 sq. ft. clinic in Greeley adding 20 jobs Launch of two sector partnerships Healthcare & Advanced Manufacturing Heartland Renewable - $50 million Anaerobic Digester from waste streams broke ground QUICK WINS Noble Energy 75,000 sq. ft. expansion, $13 million investment, 253 new jobs. Will invest $2 billion in region in 2014 Anadarko - 2nd 50,000 sq. ft. expansion of new facility in Platteville. Will invest $2 billion in region in 2014 DCP Midstream - $270 million natural gas processing plant opened Bella Ag Doubled employees to six, 70% of revenue come from exports Flood recovery efforts have exceeded expectations; region rebuilding quickly Mead 2 Colorado Companies to Watch Vestas Wind Systems Doubling workforce The Summit 50,000 sq. ft. $15 million entertainment facility Food & Ag Value Chain identified a patent industry cluster opportunity in the region Have received $25 million CHAMP grant in region Plains All American - $50 million crude-to-rail facility, 50 new jobs Awarded $10.1 million from the Colorado Department of Local Affairs, Energy /Mineral Impact Assistance Grant

20 REGION 2 Section 16 - Weld - Page 19 of 133 TOP 5 KEY INDUSTRIES BY EMPLOYMENT - 5,000 10,000 15,000 20,000 25,000 30,000 35,000 Health & Wellness Advanced Manufacturing Food & Agriculture Employment: 31,600 25,900 23,300 Energy & Natural Resources Financial Services 17,400 17,100 Logan Sedgwick Weld Moffat Jackson Larimer Phillips Routt Morgan 2 Grand 1 Boulder Rio Blanco 11 Yuma 12 Broomfield Gilpin Adams Washington Summit Clear Denver 3 Creek Arapahoe Garfield Eagle Jefferson Kit Carson Elbert Pitkin Douglas Lake Park Mesa Lincoln 5 Teller Delta 4 El Paso Cheyenne Chaffee Gunnison Montrose 10 Fremont Kiowa 13 Crowley Ouray San Miguel Hinsdale Saguache Custer 7 6 Pueblo Prowers Otero Bent Dolores San Mineral Juan 8 Rio Grande Huerfano Alamosa 9 Montezuma 14 La Plata Las Animas Baca Costilla Archuleta Conejos 1 GOALS Build a Business- Friendly Environment Do no harm to current business environment Enterprise Zone reform Speed to market Educate and collaborate with players Align state/local regulations DELIVERABLES Speed to market improvement by local government Northern Colorado Business Assistance Consortium (NCBAC) education & training Participate in legislation CORE OBJECTIVES 2 Recruit, Grow and Retain Business 3 Increase Access to Capital GOALS Source: EMSI, Targeted proactive vs. reactive business retention and attraction Enhancing business intelligence Workforce development DELIVERABLES Participate in Key Industry Network (KIN) - Know local backyard (business intelligence) Asset mapping State of Colorado, Region 2 GOALS Identify catalog sources of capital Follow legislation and regulations Find infrastructure funding for small communities DELIVERABLES Put Colorado Bankers Association (CBA) info on website Regional Business Loan Fund additional funding Innovation 4 Create and Market a Stronger CO Brand GOALS Consistent NCEDC & Upstate marketing & regional collaboration throughout Northern Colorado Talking points Marketing pieces shared website Innovation through research & technology transfer DELIVERABLES Speed to market & elimination of business risk Improve Inaugural Economic Development Leadership Summit rankings 5 Educate and Train the Future Workforce GOALS Encourage alignment of Education, Industry & Workforce system Promote rapid response around business needs Support education funding DELIVERABLES Convene partners to address workforce needs of the business community 6 Cultivate Innovation and Technology GOALS Support the integration of the United States Patent Trade Office (USPTO) into Northern Colorado Advance technology transfer from universities & federal research labs to the market place Support the regional entrepreneurial efforts DELIVERABLES Strengthen the entire entrepreneurial ecosystem STRATEGIC PROJECTS Business friendly environment development Healthcare & Manufacturing sector partnership Food & Ag industry cluster development STAKEHOLDERS Chambers of commerce Local economic development professionals Local governments Metro Denver and state economic development partners SBDC s School districts Trade and private schools Transportation planning districts Two countywide economic development agencies as co-conveners Universities and Community Colleges Workforce centers Rev