CALUMET COUNTY ECONOMIC DEVELOPMENT STRATEGIC PLAN

Transcription

1 CALUMET COUNTY ECONOMIC DEVELOPMENT STRATEGIC PLAN Prepared By THE CALUMET COUNTY PLANNING, ZONING AND FARMLAND PRESERVATION COMMITTEE And the PLANNING, ZONING AND LAND INFORMATION OFFICE 1

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3 Contents Executive Summary. 4 Introduction...5 Planning for Economic Development...7 Economic Development in Calumet County History of Economic Development in Calumet County 9 Current Programs and Initiatives in Calumet County 10 Future New Programs and Initiatives in Calumet County..12 Strategic Issues Goals.16 Actions..16 Business Retention, Expansion and Attraction 16 Entrepreneur and Small Business Development.22 Business Cluster Development-Diverse Agriculture...25 Workforce Development..28 Tourism 32 Community Development 36 Transportation/Infrastructure...38 Conclusion.44 Appendix A.45 B..46 C...47 D.48 E..49 F..50 3

4 Executive Summary This economic development strategic plan was completed to compliment the Calumet County 2025 Year Comprehensive Plan and the Calumet County Government Strategic Plan The plan was written by the Calumet County Economic Development Specialist and the County Planning Director with recommendations from the Calumet County Economic Development Ad-Hoc Group, focus groups, the County Planning, Zoning and Farmland Preservation Committee, and the County Board of Supervisors. The plan focuses on economic goals for the next five years for Calumet County. With each outlined goal, specific strategic issues are listed, objectives are stated and a strategy developed to ensure proper execution of each goal. Each strategy is followed with a timeline for implementation. The plan also focuses on emerging economic development opportunities and initiatives in which the County should strive to accomplish to improve the economic development environment in the County. One key strategy, and opportunity for business success, is for Calumet County to partner with one or more neighboring county Economic Development Corporations to improve Calumet County s position in the regional economy. Such initiative will be an efficient means to attract businesses, provide professional retention and expansion services, while assisting local Chambers of Commerce and economic development professionals and organizations. This effort will require a substantial financial investment. To offset the expense, Calumet County will need to explore alternative funding sources to minimize the fiscal impact on the County budget. ( Manufacturing Agriculture Agri-businesses 4

5 Introduction What is economic development? Economic development can be defined as a program, group of policies, or activity that seeks to improve the economic well-being and quality of life for a community by creating and/or retaining jobs that facilitate growth and provide a stable tax base. (International Economic Development Council) Many more people are aware of economic development and its affect it has on the environment around us. Key factors such as job creation and retention, quality of life enrichment and tax base enhancement are many of the components that receive attention and affect people the most. Successful communities embrace and practice these factors which will help create a sound future. In the past, Calumet County has had a stable business climate that has survived economic hardships. Recently, there have been business closing or employees laid off due to the sluggish economy. This strategic plan will help guide business owners, residents and government officials during difficult economic times and will identify key programs and initiatives that will assist the County. This strategic plan was developed to help implement the Calumet County Year 2025 Comprehensive Plan, adopted in 2007, which was designed to guide the County in land use planning, development, and other decision making for the next twenty years. Each city, town and village in the County also had to complete a comprehensive plan with an Economic Development chapter (See Appendix C). This document also serves to aid in the implementation of the Calumet County Government Strategic Plan , adopted That plan cited several strategic directions, but its top priority was to address concerns with job loss, unemployment and wages; establish Calumet County as a place to grow business. The Economic Development chapter of the County Comprehensive Plan was developed with input from citizens in the County and many economic development professionals. While working on the Calumet County Year 2025 Comprehensive Plan various focus groups were held to discuss the County s economic development environment. The focus groups envisioned areas of growth for the future. In addition to the focus groups, a SWOT (Strengths, Weaknesses, Opportunities, and Threats) Analysis was done by the Calumet County Ad-Hoc Economic Development Group to determine specific focus areas that should direct 5

6 their attention. All input was incorporated into the economic development element and inserted into the Comprehensive Plan. The plan recommended that the Calumet County Economic Development Ad-Hoc Group create a strategic plan for economic development in Calumet County. The detailed plan is designed to lead Calumet County s economic development program with specific goals and recommendations to further enhance the economic environment of the County. The purpose of the County s strategic plan was to identify key initiatives that the County could focus on for the next five years and economic development was included as a major issue. The strategic plan was written by the Calumet County Economic Development Specialist with the assistance from the Calumet County Economic Development Ad-Hoc Group and the Planning, Zoning, and Farmland Preservation Committee. The ad-hoc group, the Committee, and the County Board of Supervisors will assist the Economic Development Specialist with the implementation of the plan and updating it as needed to reflect necessary changes. The strategic plan will be a living document and will be used for guidance in making decisions. 6

7 Planning for Economic Development Economic Development is a complex concept that encompasses many different factors but focuses on one very important issue: a sustainable local economy. The local government, workforce, quality of life, entrepreneurialism and development are some of the factors that influence economic development and how it is planned in a local community. Development will happen in a county whether or not it is planned and the county will experience economic changes whether or not they are desired changes. Therefore, planning for economic development is a very important process in which a county should engage in. Planning for economic development organizes, analyzes, plans, and then applies its energies to the tasks of improving the economic well-being and quality of life for those in the county. It must involve input from residents, business owners and government officials to make it a comprehensive document that can be understood and utilized by all parties involved. The plan can be designed to the county s own desire while bringing in fundamental concepts that incorporates all the necessary components. Planning for the future will help Calumet County achieve a balance of stability and growth that will help foster ideal developments and initiatives for the future. The reason to plan for economic development is straight-forward: economic development helps pay the bills. It requires working together to maintain a strong economy by creating and retaining desirable jobs which provide a good standard of living for individuals. Increased personal income and wealth increase the tax base; therefore, so a community, county, or state can provide the level of services residents expect. A balanced, healthy economy is essential for the County s wellbeing. Economic development expenditures should be both a city, village, town and county investment. They leverage new growth and redevelopment to improve the area. Influencing and investing in the process of economic development allows community members to determine future direction and guide appropriate types of development according to their values. Successful plans for economic development acknowledge the significance of: 1. Knowing your region s economic function in the global economy 2. Creating a skilled and educated workforce 7

8 3. Investing in an infrastructure for innovation 4. Creating a great quality of life 5. Fostering an innovative business climate 6. Reinventing government 7. Taking regional governance and collaboration seriously For these reasons, it is important in the planning process to identify the County s economic characteristics or resources. These characteristics include: the labor force, employment by industry, unemployment characteristics, and income characteristics. Assessment of these characteristics and resources provide insight into the historical and current economic situation in the County, thereby providing direction for planning the future of the economic base. (The County s Comprehensive Plan provides great detail on these characteristics. However, the data in that plan is outdated and is currently being updated.) The figure below demonstrates how economic development is intertwined and every element in economic development affects the other. Figure 1-1 Economic Development Model Workforce Collaboration Local Economy Economic Development Innovation Quality of Life 8

9 Economic Development in Calumet County History of Economic Development in Calumet County Economic development has been practiced for many years, but only in the past ten years has it been organized and actively promoted at the County level. In 2001, a business in Calumet County received a Community Development Block Grant loan from the Wisconsin Department of Commerce which started the Calumet County Revolving Loan Fund (RLF) program. Local leaders who realized the importance of a structured economic development effort decided to start a group where they could discuss economic development efforts, promote the RLF program, and exchange ideas in the County. That led to the formation of the Calumet County Economic Development Ad-Hoc Group which was led by the UW Extension Community Development Educator. Currently the group meets quarterly and is lead by the Calumet County Economic Development Specialist. The group is comprised of governmental officials from towns, cities, and villages in the County as well as economic development leaders in the County. Members from the Fox Valley Technical College and Wisconsin Public Service, among others, are routinely in attendance as well. The group has worked on several projects for the County including the County s business retention program, contributing to the Calumet County Smart Growth County Advisory Committee for the economic development element of the plan, and in 2004, assisting in the lobbying for the County s first Economic Development Specialist. The County s first Economic Development Specialist was hired in For two years before that, economic development duties were performed by the County Planner or the County UW Extension Community Development Educator until a permanent staff person was hired. The new position allowed the County to assist business owners and anyone who was thinking about going into business within the County. Support with workforce development, promotion and technical assistance was also offered. The Economic Development Specialist also serves as a coordinator for initiatives and business related events occurring in the County. With a single economic development professional working for the County, economic development initiatives in the County developed and regional partnerships with neighboring counties flourished. Relationships with municipalities within the County strengthened and efforts were made to work together and collectively promote the County and its municipalities. 9

10 Municipal and County staff work regularly as a team to promote development and expansion in the cities, villages and towns in the County. The UW Extension Community Development Educator still plays a role in economic development by assisting communities with studies and scheduling appointments for the Business Counselor that meets monthly with prospective entrepreneurs. The Calumet County economic development program has grown dramatically in the past five years and provides various types of assistance to entrepreneurs and business owners in the County. The program caters to all industries and business sectors in the County. From agri-business to manufacturing, all businesses benefit from the program. Workshops, seminars, business counseling and workforce training are a few of the opportunities offered to businesses in Calumet County. Presently, the Economic Development Specialist assists hundreds of people each year and promotes the County to businesses and tourists. Tourism has proven to be a viable industry for the County as more visitors are enjoying agri-tourism activities that the County has to offer as well as eco-tourism based adventures at the County s various nature attractions. Lake Winnebago provides a fishing and boater s playground with harbors and marinas lining the shore and businesses that cater to the water enthusiasts. Current Programs and Initiatives in Calumet County There are various programs and services that are currently underway in Calumet County. Listed below are some of the initiatives that the Economic Development Specialist directs her attention. (See Appendix D for more programs offered to Calumet County businesses and entrepreneurs). Calumet County Revolving Loan Fund Administers Revolving Loan Fund and coordinates meetings and site visits. Promotes Revolving Loan Fund to local businesses that are expanding or starting their operations. Business Start-Up Assistance: Offers a free copy of the Calumet County Small Business Resource Guide or Calumet Agribusiness Resource Guide as well as assistance with pursing the opportunities in those guides. In cooperation with the University of Wisconsin Extension Office a Small Business Development Counselor from Green Bay is made 10

11 available for free to meet monthly in Chilton to counsel business owners or entrepreneurs. Offers the Revolving Loan Fund which provides loans with a fourpercent interest rate. Business Retention Services: Works with communities, organizations or on an individual basis to survey existing businesses to gauge their needs. Based on needs identified in business retention visits or surveys, provide assistance as appropriate. Business Expansion Assistance: Assists potential business owners with site location assistance, marketing and promotion, and writing a business plan. Coordinates discussions amongst necessary parties who may be involved or who can assist financially and technically with the expansion. Organizes meetings with workforce training professionals to train new employees or enhance the skills of current employees. Confirm that new business is within zoning code requirements and other County requirements. Business Attraction Assistance: Reviews business inquiries from the State to determine if vacant buildings or properties in the County fit the criteria of the prospective business. Information is then shared with municipalities to determine if they have suitable properties. Maintains State database of vacant properties or buildings. Currently the Economic Development Specialist s wage is paid in part from the administrative dollars generated as a result of the Revolving Loan Fund and Milk Volume Production programs. Specifically, about 50% of the Specialist s wages and benefits are covered by the administrative dollars. As such, 50% of her time must be dedicated solely to that program. The remaining 50% of the time is spent on the initiatives above, as well as tourism promotion. Due to the limited amount of staff time to dedicate to business attraction, retention, and expansion, and small business assistance, the County has not been able to aggressively enhance economic development in the County. One of the proposals in this plan is to transfer the administrative dollars from that program to a separate economic development initiative, thereby freeing up the Specialist s time to focus her attention on whatever need is most critical, and not be tied to a time commitment promoting solely one program. 11

12 Additionally, the budget for economic development (including tourism) has been almost non-existent. The lack of staff time and budget shortcomings are cited as one of the main barriers to economic development in Calumet County. Some of the strategies in this plan require creating new loan programs. The administrative dollars, if any, from those programs could help fund the Specialist s salary and some budget items. (New loans which could help cover expenses, if administrative dollars are associated, include an Alternate Revolving Loan Fund, Emergency Disaster Loan, and Diverse Agriculture Grant programs.) Future New Programs and Initiatives in Calumet County The following pages explore strategies to improve economic development in Calumet County. As explained earlier in this document, these strategies are the initiatives defined by several committees, focus groups, County Board and staff. The strategy identified as the top priority is discussed in detail below. Additional staff, or assistance from a professional economic development organization, coupled with money in the County budget, are critical to help meet the goals of this Strategic Plan. Absent professional help and money, economic development within Calumet County will likely remain at its current level. One suggestion to improve economic development that continually emerged throughout meetings was the debate over whether the County should start an Economic Development Corporation (EDC). EDCs are professionally staffed, have excellent resources, and specialize in business attraction, retention, and expansion services. Their abilities have been proven as a critical component of progressive, successful economic development. As a result, most counties in Northeast Wisconsin have or are affiliated with an EDC, or some similar economic development organization. Per research, compared to government economic development efforts, local development organizations are more successful at business recruitment and more effective at retention/expansion, both in number of firms and in jobs. (Green et al, The Role of Local Development Organizations in Rural America ) Due to the expense of an EDC, limited municipal budgets, and number and size of firms in the County, staff and some committee members objected to the idea of a Calumet County EDC. However, one idea that has received a positive response was the suggestion to partner with an 12

13 adjacent successful EDC as a means to obtain the services of an EDC without the full expense. In addition, if Calumet County partnered with an EDC, many of the other strategies in this plan, as well as the funding needed to implement those strategies, could be covered by that EDC. (Note: Those strategies that could be completed by an EDC are noted with an asterisk in the Strategies sections; no asterisk means the strategy would be implemented by County staff. Some strategies to be implemented by an EDC will require the participation of County staff.) Four of Calumet County s neighboring counties have EDCs. The four are: Brown, Fond du Lac, Manitowoc and Sheboygan. Of the four only one (Manitowoc) focuses heavily on a rural area, agriculture and has tourism experience. It is the recommendation of this plan that Calumet County partner with the Manitowoc EDC to become one EDC covering a large area. Due to the number and type of businesses, and County resources and amenities, the two counties together can become a powerful economic development engine. Such collaboration also supports Wisconsin s new economic development strategy of marketing regionally. And, most prospective businesses look to locate in a region, not specific counties. It is further recommended this Lake-to-Lake EDC be funded by the County, and not the municipalities (business support however will be critical). A portion of the County s expense could be paid from the administrative dollars of a Regional Revolving Loan fund another initiative being proposed by Wisconsin. To be competitive, individual municipalities should focus their resources on incentives to make them more appealing to prospective businesses. It must be noted that even if the County partners with an EDC, there are some strategies that will need to be completed by County staff. In addition, the County will need a point of contact for the EDC regarding site locations, permitting, County resources, and an individual to relay data to the municipalities. The County staff person is also needed for initiatives not covered by the EDC, such as Fox Valley initiatives relevant to the northwest portion of the County. Tourism promotion is not a function of an EDC (although the Manitowoc EDC has the ability to provide guidance and serve as a consultant to Calumet County) and would continue to be a County program. Lastly, some localized or specific economic development groups, like the Fox Cities Economic Development Partnership, or local Chamber or EDC groups, may be better represented at a County level with pertinent information relayed to the EDC. 13

14 In the event the County doesn t partner with an EDC, they will need to hire a full time professional employee experienced in business attraction, retention and expansion. Also, a budget will need to be created for the programs that employee will administer. It is anticipated however that it will be more cost effective for the County to partner with an EDC, especially since the EDC can perform many of the strategies outlined in this plan. Businesses need to be surveyed to determine if they would support Calumet County partnering with a neighboring EDC or prefer to work solely with County staff. Funding an EDC, or any successful economic development program, will be expensive. The County needs to define how they will support the strategies in this plan. Some counties pass the burden of economic development solely onto their municipalities and businesses, or tax payers. Due to the small budgets of the towns, and size of the cities and villages, and reality three of the cities are located in more than one county, relying on the local budgets may not be possible. As mentioned earlier, municipal funds may be better directed to programs to make them competitive in attracting employers. Due to the limited number of large businesses, and challenges some of them already face, it is inappropriate to expect them to be the sole funder of a county program. Such request in itself could do more detriment to the local economy than good. (It is expected though that, if the County partners with an EDC, there will be some degree of investment and support from the private sector and utility companies.) Many counties have implemented a sales tax specifically to address economic development needs (business attraction, retention, expansion, farming, and tourism). Calumet County does not have a sales tax (one of seven in the State without a local sales tax; one of ten without a county sales tax). This plan suggests the County research whether such tax is feasible to support an economic development program, and follow up accordingly. Other funding sources that could be pursued include the administrative dollars from a regional Revolving Loan Fund, voluntary services, donations, tax levy, and special assessments. Additionally, since a regional EDC supports the initiatives being proposed by Wisconsin, the State or Economic Development Administration or other public agency may provide some seed (start-up) money to support a joint EDC. Regardless of the funding source, no EDC, or major economic development effort, will be successful unless there is a strong public/private partnership between government, the EDC (if supported by 14

15 the County budget), utilities and business. Business people are key to the growth of the economy. This fact drives the need for the County, municipalities, local community development professionals, the Chambers of Commerce, and business people to work together. Collaborative efforts are somewhat minimal in the County and improving relationships and coordination will greatly benefit everyone involved. The strategies that follow have timelines for implementation listed, as well as an indication if the strategy could be implemented by an EDC. As mentioned above, no asterisk means the strategy would be implemented by County staff. The strategies are not prioritized in that an EDC may have accomplished some of the strategies listed (i.e. purchasing software), or, determine a different strategy to be more pressing if to be accomplished on a regional (lake-to-lake) level. Lastly, despite an EDC, it will be imperative the County remain actively involved in all efforts to support the economic development initiatives that strengthen the Fox Cities. Since the County has economic sub-cultures (more rural economic development needs as well as Fox Cities/more urban needs), it is important both areas be served by groups that specialize in those development needs. Ideally the County would be served by a lake-to-lake EDC and the northwest portion also served by the Fox Cities Chamber of Commerce and any groups associated with it. Currently the Chamber has initiated a study to assess the economic condition and needs of that region, and what should be done to improve the economic condition. The outcomes of that study will need to be supported if Calumet County truly wants to help their existing businesses and create jobs in the County and the Fox Cities area. Without knowing the outcomes of the study, specific Fox Cities strategies are not listed in this plan. An amendment will probably be likely once that study is completed. 15

16 Strategic Issues Five-Year Goals and Actions: Goals Goal 1. Maintain, enhance, and continue to diversify the economy consistent with County goals, objectives, and resources in order to provide a stable economic base. Goal 2. Enhance the quality of employment opportunities in the County. Goal 3. Expand capital investment in the County that will assist businesses in establishing, expanding or modernizing their facilities. Goal 4. Drive job creation and retention. Goal 5. Increase the promotion of Calumet County to tourists and businesses outside of the County. Actions 1. Business Retention, Expansion and Attraction Business retention and expansion programs are a very important aspect of a successful economically-sound community. Keeping up with businesses in the County is the key to keeping them in the County and helping them expand. Business attraction is equally important to bring new businesses into the County and help grow the economy or compliment other businesses. Business retention and expansion (BR&E) can be defined as a core component of any economic development program, in addition to efforts to attract new business and encourage the creation of new businesses. Business retention and expansion programs keep them from relocating to different areas, help them survive economic difficulties, assist them with expansions that add new jobs and help increase their competitiveness in the wider marketplace. (International Economic Development Council) Business retention and attraction efforts can also help attract other businesses that can use and provide goods and services to the resident 16

17 businesses currently in Calumet County. This could greatly benefit the County s supply chain system. The purpose of BR&E programs is to identify companies who are looking to expand their operations or to identify at-risk companies who are in the need of assistance. This tool can be used to grow the economic environment in the County. BR&E programs typically involve a public and private County partnership that serves as the leaders who visit businesses and discuss the needs or issues with businesses in the County. Calumet County established their BR&E program in 2005 with the assistance of the ad-hoc Calumet County Economic Development Group. Businesses in Calumet County were surveyed and results were tabulated. Efforts were made to meet with businesses that identified issues they would like assistance on, businesses who were looking to expand and those who indicated an uncertain future. The program proved to be successful. Since 2005 other retention surveys have been conducted, as well as site visits, but none have been as comprehensive as the 2005 effort. A Countywide survey initiative needs to be completed again. Calumet County is located in an ideal area for industries to locate to. Located between Milwaukee and Green Bay, Appleton and Manitowoc, the County is in the middle of the business hub in Northeastern Wisconsin. With State Highway 57, 10, 151, and 55 running through the County, industries are connected to many different major roadways. The County has limited business attraction resources which in the past have prevented a strong business attraction program. Many communities have built business parks for potential industries or have land set aside for such endeavors. Important amenities such as utilities, parking, a telecommunication system and proximity to major roadways are many items that industries look at when locating to a new community. The infrastructure for new business is in place and ready for building development. Another issue facing Calumet County is that a large number of the talented workers are commuting to different counties each day to work. Almost 60% of the working population commutes to a different county each day. With more job opportunities in the County, Calumet County could keep some of its residents closer where they could spend more money in the County due to lower gas costs and utilizing Calumet County businesses. 17

18 Objectives: Retain and provide new opportunities for local employment of citizens. Continually evaluate the need for more industrial space and infrastructure to meet the needs of existing and future businesses. (See Appendix A and B for current Calumet County business park locations and TIF Districts). Distinguish and market features unique to the County. Improve communication with local businesses to determine development needs. Develop strategies that promote business retention, expansion, and recruitment. Strategies/Timeline (Strategies which can be completed by an EDC are shown with an asterisk): Request UW Extension develop a trade area analysis for the three cities in the County which do not cross County lines. This analysis will provide helpful information on the dollars lost in each community (monies being spent elsewhere that could be spent in their community). (Summer 2011) Request UW Extension to assist municipalities in obtaining a market analysis to define what is in each city or village (businesses, assets and amenities), demographics (to determine needs and capabilities), infrastructure (for marketing or areas to improve), market position, psychographics and trade area. (Fall 2011) Entertain a public/private gathering to present the County s initiatives in this plan; information on areas the County can enhance, including a presentation on a trade area analysis to illustrate the dollars leaving the County, as well as opportunities for potential new businesses; and develop partnerships necessary to enhance County economic development. (Fall 2011) *It is anticipated a neighboring EDC would be present to participate in the meeting to explain how an EDC partnership would work. Survey businesses to determine if they would support Calumet County partnering with a neighboring EDC for retention, marketing and other economic development services, or, prefer to work solely with County staff for such services. (Fall 2011) 18

19 Actively participate in current Fox Cities, lakeshore area, and the broader regional efforts to strengthen the industry clusters in Calumet County and the region. (Fall 2011)* Partner with a neighboring economic development agency to promote the County and the region. Said agency to have the resources and professional staff skilled in aggressive marketing, retention and expansion strategies. (Spring 2012)* Partner with other counties to create a regional Revolving Loan Fund to increase capacity of the fund so the program can fund larger projects. (Spring 2012)* Encourage all cities and villages to create a Community Development Authority to make them more competitive in attracting new business (i.e. bonding, land acquisition, ability to mortgage, enter contracts, etc.). (Spring 2012)* Work with each municipality to develop individual municipal marketing portfolios and provide a start up grant for each municipality for design and marketing. In addition, create a Calumet County portfolio. (Spring 2012)* Utilize Executive Pulse, the current business retention and expansion program, and set up a schedule to visit businesses in the County. (Spring 2012)* Buy the rights to utilize the ESRI Business Analyst software and share the valuable business data with municipalities and Chambers of Commerce. (Spring 2012) *If partnered with a neighboring EDC, utilize the software they use (ESRI, EMSI, etc.). Collaborate with municipalities in the County on a LoopNet subscription to market our properties through a larger network. (Spring 2012) *If partnering with a neighboring EDC marketing efforts would need to be discussed to ensure maximum and effective exposure. As such, a different subscription may be necessary. However, if part of an EDC, the EDC would provide such service. Conduct a Connect/Disconnect Study to determine where gaps exist in Calumet County in business development and the supply chain. (Summer 2012)* Note: the Lakeshore Industry Cluster Initiative currently in progress will complete asset mapping to identify some 19

20 of the gaps; therefore, this strategy may or may not be necessary, pending the outcome of that initiative. Create a Local Equity Fund (Angel Investors) to support new or expanding businesses. (Summer 2012)* Hire a consultant to develop an aggressive marketing strategy for the County while identifying key industries to market the County as a business destination. (Summer 2012) *If partnering with an EDC a consultant will not be necessary in that the existing practices of that EDC will be implemented. Additionally, marketing would be done jointly to promote the two counties as a region, not individual counties. Create a Business Retention Committee that implements the County s business retention program and visits local businesses. (Fall 2012)* Conduct a quality of life survey to determine what amenities business people and employees would like to see in Calumet County, and, what attributes they prefer not be in the County. (Fall 2012)* Encourage all Chambers of Commerce within the County to meet semi-annually to foster collaboration to reduce competition amongst communities and strengthen the business climate of the County as a whole. (2013)* Establish an alternate Revolving Loan Fund which does not require compliance with federal requirements. For example the County could budget money each year and put into fund and/or, create second generation funding assistance based on RLF repayments. (2013) Note: The administrative dollars would help fund the position of Economic Development Specialist. Create an Emergency Disaster micro-loan fund to help area businesses survive during natural disasters. (Spring 2013) Note: If grant money is available for such program, the administrative dollars would help fund the position of Economic Development Specialist. Work with businesses to encourage they have a disaster plan in place to ensure continued success in the event of a disaster. (Summer 2013)* 20

21 Attend business tradeshows, industry events, create marketing materials, signage and promotional items. (Fall 2013) *If partnering with a neighboring EDC such efforts would be a joint marketing effort (market the two counties as a region vs. independently). Develop an Industrial Development Agency that can serve as a loan agency within the County. (Spring 2014)* Research the feasibility of a County brand business park. Look into possible collaborations with communities in the County with the same goal. An existing park could be utilized, but benefit from being promoted as a County park, rather than an individual community park. (See Appendix A for all current Calumet County business park locations.) (2014)* Ensure adequate quantity, quality, and affordable housing stock exists to meet employer needs for their employees. (On-going) Coordinate with adjacent counties to foster economic development and research funding sources for that economic development. (On-going)* Assist interested municipalities in developing niche research and/or technology parks. (On-going)* Compile sale information on properties that are available for sale or lease for the state s new site locator program, ZoomProspector, and, continue to update property information on other websites where the sites are currently marketed. (On-going)* Update the website and include features for potential businesses and expanding businesses in the County. (On-going) Develop and update brochures, folders, and other marketing pieces that can be sent out to possible businesses and entrepreneurs when necessary. (On-going) *If partnering with a neighboring EDC such efforts would be a joint marketing effort (market the two counties as a region vs. independently). Encourage the County and municipalities to continually improve trails, parks, cultural amenities, etc. that improve the quality of life so businesses want to locate in the County, and, existing businesses want to stay in the area. (On-going) 21

22 2. Entrepreneurs and Small Business Development Calumet County may have several large businesses that employ many people in the County, but local economies are generally driven by small businesses and entrepreneurs. Small businesses create local jobs, increase the local tax base and improve the quality of life for residents. Small businesses are vital to a community s economic health and are usually unique to the area. In Calumet County, there are over a thousand small businesses that enhance the quality of life here. Small businesses are typically defined by the number of people they employ or by their annual revenues. Some analysts define small businesses as those with 20 employees or fewer, but the SBA (Small Business Administration) defines entities with 500 employees or less as small businesses or have a specific gross income in revenue depending on the industry. Generally speaking it varies from community to community on what is considered a small business. Small businesses are typically started by entrepreneurs. Entrepreneurs are individuals who are extremely motivated and are focused people in businesses for themselves. Entrepreneurs are also innovators who dream up new products and new ideas. Most entrepreneurs require training and technical assistance, as well as capital, to succeed in business. Having a small business support system in place is a critical component for a county s economic development initiatives. Calumet County is fortunate to have support for small businesses in each municipality. Elected officials, community development professionals and business groups are common in the County and help promote small businesses to the best of their capabilities through their limited resources and staff. Calumet County offers counseling sessions with a small business counselor from the SBDC (Small Business Development Center) each month that can help with any aspect of business. Assistance with grant programs, loans and business planning are a few of the other resources that small businesses may utilize from County programs. Business groups within communities are also very active and are usually comprised of small business owners and employees from local businesses. The groups promote their businesses as a group and try to help the local economy. The County and UW-Extension occasionally organize workshops for small business owners or those interested in going into business. 22

23 It is very important for the County to foster small business development as small businesses in the United States have created 60-80% of the net new jobs annually in the past decade. (Source: Small Business Administration) Objectives: Provide resources to help entrepreneurs start and succeed in their business. Assist entrepreneurs and small business owners with business plan development, technical and financial assistance and other support they may require. Foster entrepreneurship through the creation of business incubators or other programs specifically designed to create opportunities for self-employment and skills and business development. Increase opportunities for small business development and growth by providing adequate areas zoned for commercial development and professional offices. Allow home-based businesses that do not significantly increase noise, traffic, odors, or lighting, or otherwise negatively impact the surrounding area. Strategies/Timeline (Strategies which can be completed by an EDC are shown with an asterisk): Request UW Extension to assist municipalities in obtaining a market analysis to define what is in each city or village (businesses, assets and amenities), demographics (to determine needs and capabilities), infrastructure (for marketing or areas to improve), market position, psychographics and trade area. (Fall 2011) Survey businesses to determine if they would support Calumet County partnering with a neighboring EDC for retention, marketing and other economic development services, or, prefer to work solely with County staff for such services. (Fall 2011) Promote the concept of a business incubator within the region that will give entrepreneurs a place to start their business at a lower cost while providing them the technical assistance needed to be successful. If a municipality steps forward to operate a county/regional incubator, help fund the feasibility study to determine the entrepreneurial need, attraction area, needed facility size. (Fall 2011 and on-going)* 23

24 Partner with other counties to create a regional Revolving Loan Fund to increase capacity of the fund so the program can fund larger projects. (Spring 2012)* Request municipalities, as well as the County, review their zoning maps and codes to be certain government itself is not a barrier to business development. (Spring 2012) Create a Local Equity Fund (Angel Investors) to support new or expanding businesses. (Summer 2012)* Work with the County s UW Extension office to create small business workshops for small business owners or entrepreneurs on a yearly or semi-yearly basis. (Summer 2012) *If partnering with a neighboring EDC the workshops would be held in the County on alternating years. Create a business improvement grant program that will give local businesses (new or expanding) a chance to apply for grant dollars to make a building improvement. (Fall 2012)* Develop a Buy Local program to help support small businesses. (Fall 2012) *If partnering with a neighboring EDC such effort would need to promote the region, not just the County. For example, a Lake-to- Lake Buy Local program vs. a Calumet County program. Work with local schools, the technical college, and businesses to create a mobile computer center that can travel to the high schools and teach students the computer programs and functions necessary for jobs that use computerized machinery. (Spring 2013)* Establish an alternate Revolving Loan Fund which does not require compliance with federal requirements. For example the County could budget money each year and put into fund and/or, create second generation funding assistance based on RLF repayments. (2013) Develop a wage incentive program to help encourage small business in the County. As an example, the County could reimburse new small employers up to 50% of the wages of their employees within the first three months of the business start-up date. (2013)* 24

25 Create a business symbiosis program so existing businesses promote other local businesses, thereby strengthening sales in the County and keeping small business thriving. (Spring 2013)* Create a County rewards program where one small business a year is honored for their ingenuity and success, said recipient to receive a $500 certificate for advertising. (Summer 2013)* Develop entrepreneur classes and activities for students to learn how to run their own business. (Fall 2013 and on-going)* Develop and update brochures, folders, and other marketing pieces that can be sent out to prospective businesses and entrepreneurs. (On-going) *If partnering with a neighboring EDC marketing efforts would be done jointly vs. marketing the County independently. Buy a listing of all businesses in the County each year to monitor the progress of business development. (On-going)* Continue to assist small businesses and create programs and initiatives that will help support small business owners and entrepreneurs. (On-going)* Encourage local Chambers of Commerce and business groups to provide educational opportunities to enhance their knowledge as business owners. (On-going)* Continue to work with the SBA to offer business plan counseling. (On-going)* Promote the services and grants available through the Fox Valley Technical College, USDA, Wisconsin Public Service, Department of Commerce, and other agencies. (On-going)* 3. Business Cluster Development Diverse Agriculture Opportunity awaits Calumet County in diverse agriculture. Many businesses in the County are already discovering that niche agribusinesses prove to be very successful when operated correctly and proactively. 25

26 Diverse agriculture can be defined as running a business different than the traditional dairy farming and cropping. Niche agri-businesses such as organic farming, viticulture, specialty cheese, bio-dynamic farming or agri-tourism venues are a few of the diverse agricultural opportunities that people are pursuing in Calumet County. Calumet County has a rich, rooted history in agriculture that has been profitable for many years. Many farmers are branching off from the traditional dairy and crop farming to hobby farming that is turning out to be just as profitable. There are many different types of farms in the County producing many different types of products. Goat cheese, pumpkins, maple syrup, canned goods, strawberries, apples, wine grapes, and honey are a few of the items produced right here in Calumet County. Industrial agriculture is also a growing industry in Calumet County. Businesses that cater to the agri-business sector in the County have diversified and grown to be worldwide competitors. Businesses support agriculture building activities, anaerobic digesters, harvest trucking, fertilizer spraying, crop dusting, and many more. Opportunities to diversify agriculture and resources to improve efficiency and profitability are outlined in detail in the Calumet County Farmland Preservation Plan. Due to the volume of information in the plan, specific information will not be repeated here, rather the reader is encouraged to refer to that plan as a resource. Objectives: Maintain and support agriculture as a strong component of the local economy. Embrace diverse agriculture in the County and promote it as a strength to attract visitors and businesses from outside the County. Preserve valuable farmland, where appropriate, for future agribusiness development. Strategies/Timeline (Strategies which can be completed by an EDC are shown with an asterisk): Actively participate in current Fox Cities, lakeshore area, and the broader regional efforts to strengthen the agriculture industry cluster (including food processing) in Calumet County and the region. (Fall 2011)* 26

27 Survey businesses to determine if they would support Calumet County partnering with a neighboring EDC for retention, marketing and other economic development services, or, prefer to work solely with County staff for such services. (Fall 2011) Partner with a neighboring economic development agency to further agri-business and agricultural research and technology in the County and the region. (Spring 2012)* Partner with other counties to create a regional Revolving Loan Fund to increase capacity of the fund so the program can fund larger projects. (Spring 2012)* Hire a consultant to create a cluster development plan and/or a supply chain plan for the County to use as a tool for marketing and expansion for agri-businesses. (Summer 2012)* Note: The Lakeshore Industry Cluster Initiative may provide some or all of the information needed; therefore, a consultant may or may not be necessary, pending the partnership with an EDC. Inventory all agricultural businesses in the County and meet with farmer s to determine what businesses they need to be located here or in the region in order for them to become more successful. (Fall 2012)* Develop a group of niche agri-business (including agri-tourism) owners to start a Marketing Group which will promote the County s industry to new businesses or tourists. Provide funding to the group to start a marketing campaign. (Fall 2012)* Develop Buy Local Buy Calumet / Calumet: Shop the Culinary Crop programs to strengthen local farms, promote Calumet County as a culinary food source, and keep local dollars in the County. (Fall 2012) *If partnering with a neighboring EDC such effort would need to promote the region, not just the County. For example, a Lake-to-Lake Buy Local program vs. a Calumet County program. Work with the UW Extension office in the County to start a Beginning Farmer Mentorship program to guide youth into continuing farming in the County. (Spring 2013)* Create a grant program to support the initial investment in diverse, non-traditional crops which can help make Calumet County a 27