element 6: economic development - wood county, wisconsin

Wood County Comprehensive Plan

Element 6Page 6 - 1

Element 6:Economic Development

A compilation of objectives, policies, goals, maps and programs to promote thestabilization, retention or expansion of the economic base and quality employmentopportunities in the local governmental unit, including an analysis of the labor force andeconomic base and quality employment opportunities in the local governmental unit.The element shall assess the local governmental unit’s strengths and weaknesses withrespect to attracting and retaining businesses and industries, and shall designate anadequate number of sites for such businesses and industries. The element shall alsoevaluate and promote the use of environmentally contaminated sites for commercial orindustrial uses. The element shall also identify county, regional and state economicdevelopment programs that apply to the local governmental unit.


Element 6Page 6 - 2


Introduction 3State Economic Development Goals 3Employment Trends 4Population & Labor Force 6Worker Age Structure 6Labor Force Participation 7Commuting Patterns 7Economic Base 8Employment Projections 10Business & Industrial Parks 13Environmentally Contaminated Sites 14Economic Development OrganizationalFramework 14Trends in Economic Development 16Competitive Strengths and Weaknesses 17Goals, Objectives and Policies 20


Element 6Page 6 - 3


Introduction

Economic development planning recognizesthe connection between economicdevelopment and quality of life. It leveragesnew growth and redevelopment to improvethe community. Economic development isimportant because it pays the bills. It isabout working together to maintain a strongeconomy by creating and retaining desirablejobs, which provide a good standard ofliving for individuals. Increased personalincome and wealth increases the tax base,so a community, county or state can providethe level of services residents expect.Wood County is fortunate to have two highquality economic development agencies inthe county; the Marshfield Chamber ofCommerce and Industry (MACCI) and theHeart of Wisconsin Business and EconomicAlliance (HOWBEA). In addition, the WoodCounty Board of Supervisors has aConservation, Education & EconomicDevelopment Committee whose missionregarding economic development is to,“aggressively pursue the economicdevelopment opportunities available toWood County that will ensure and enhancethe quality of life for the citizens of WoodCounty” and “work to create an environmentthat will retain and expand business andindustry while pursuing initiatives that willattract new businesses and visitors to ourCounty.” Finally, Wood County and itseconomic development agencies aremembers of the Board of Directors ofCentergy, a three-county regional economicdevelopment consortium. More will bepresented later in this chapter about these

economic development agencies and theroles they play in Wood County.

As part of their comprehensive plan, theNorth Central Wisconsin Regional PlanningCommission prepared a regional economicdevelopment plan, with several goals,objectives, policies and programs pursuantto the Wisconsin Comprehensive PlanningLaw. One function of this section of WoodCounty’s Comprehensive Plan is tocompare the county’s goals, objectives,policies and programs to those of the regionand State. That function is in addition todeveloping an economic analysis and planof our own. Wood County, like manycommunities, has experienced a change inthe local economy, one that was dominatedby locally-owned paper companies in thesoutheast and several manufacturing plantsin the northwest to one that has downsizedas it has been affected by and part of a newglobal economy. To prosper in the neweconomy requires greater focus on what theWood County has to offer. Locally, we mustknow our county’s economic function in aglobal economy, we must provide a skilledand educated workforce, invest in aninfrastructure for innovation, provide a greatquality of life, foster an innovative businessclimate, reinvent government, and takeregional governance and collaborationseriously.1 This section will begin with adiscussion of state economic developmentgoals, move on to a presentation of aneconomic inventory and trends in WoodCounty, and then present an analysis ofWood County’s economy and how it fits intothe regional, state, national and worldeconomy.

State Economic DevelopmentGoals

1“A Guide to Preparing the Economic Development

Element of a Comprehensive Plan,” WisconsinEconomic Development Institute, Inc., August, 2003,p. 7.


Element 6Page 6 - 4

The Wisconsin Comprehensive PlanningLaw (Ch. 66.1001) establishes 14 stateplanning goals (see sidebar). It isincumbent on Wood County, from aplanning perspective, to consider the state’sgoals in our plan. The goals that appear inour comprehensive plan are basic tocomprehensive planning development atany level and none pose any threat to lossof private property rights of individual landowners.

Two state goals that focus directly on the

economy are: (1) promoting the expansionor stabilization of the current economic baseand the creation of a range of employmentopportunities at the state, regional and locallevels and (2) promotion of theredevelopment of lands with existinginfrastructure and public services and themaintenance and rehabilitation of existingresidential, commercial and industrialstructures.

Three more of the 14 state goals are relatedto economic development. They are (1)protection of economically productive areas,including farmland and forests; (2) buildingof community identity by revitalizing mainstreets and enforcing design standards; and(3) providing adequate infrastructure andpublic services and an adequate supply ofdevelopable land to meet existing and futuremarket demand for residential, commercialand industrial uses. These goals are alsoaddressed throughout the plan.

Employment Trends

In Element 1, the Wood County employedlabor force was described as “not as rapidas other counties in the region.” Acomparison of the labor force from 1980 to2000 revealed a growth of 11.5% between1980 and 1990 and another 9.3% between1990 and 2000. For the 20-year period, thegrowth in the employed labor force in WoodCounty was, on average, 18.5% slower thanthe other counties in the region and nearly8% slower than the State. Theunemployment rate for the Wood Countylabor force was 3.8% in 2000 (3.4% forWisconsin), which is considered “full-employment,” but that would change withplant closings and downsizing displacingWood County workers. Beginning in 2001,Wood County’s unemployment rate beganrising, reaching a high of 5.9% in 2003 anddeclining slightly since then. Theunemployment rate in 2008 was 5.3% and,through May, 2009, it rose dramatically to9.0% The State had a similar trend, rising

State of Wisconsin Planning Goals1) Promotion of the redevelopment of lands withinexisting infrastructure and public services and themaintenance and rehabilitation of existing residential,commercial and industrial structures.2) Encouragement of neighborhood designs thatsupport a range of transportation choices.3) Protection of natural resources, including wetlands,wildlife habitats, lakes, woodlands, open spaces andgroundwater resources.4) Protection of economically productive areas,including farmland and forest.5) Encouragement of land uses, densities andregulations that promote efficient development patternsand relatively low municipal, state governmental andutility costs.6) Preservation of cultural, historic and archeologicalsites.7) Encouragement of coordination and cooperationamong nearby units of government.8) Building of community identity by revitalizing mainstreets and enforcing design standards.9) Providing an adequate supply of affordable housingfor individuals of all income levels throughout eachcommunity.10) Providing adequate infrastructure and publicservices and an adequate supply of developable land tomeet existing and future market demand for residential,commercial and industrial uses.11) Promoting the expansion or stabilization of thecurrent economic base and the creation of a range ofemployment opportunities at the state, regional and locallevels.12) Balancing individual property rights withcommunity interests and goals.13) Planning and development of land uses that create orpreserve varied and unique urban and ruralcommunities.14) Providing an integrated, efficient and economicaltransportation system that affords mobility, convenienceand safety and that meets the needs or all citizens,including transit-dependent and disabled citizens.


Element 6Page 6 - 5

from 3.4% in 2000 to a high of 5.6% in2003, settling back to 4.7% in 2008. TheState’s rate continued to rise through thefirst five months of 2009, averaging 8.7%through May. The national unemploymentrate through May, 2009 was 8.8%, so theState is about the same and Wood Countyis somewhat worse off than the nation as awhole.

The industries that employ Wood Countyresidents and the type of jobs are listed inTable 6-1. Manufacturing remains the

strongest industry for area employment,followed closely by the Education, Healthand Social Service sector. Retail trade,although still a significant employmentsector, has had nearly a five percent declinein its proportionate share of jobs in theCounty. The Entertainment and RecreationServices industry has grown from only onepercent of the jobs to nearly seven percent.

Nearly 27% of Wood County residents holdmanagement, professional and relatedpositions, followed closely by sales and

Table 6-1:Employment by Industry & Occupation

1990 2000

NumberEmployed

Percentof Total

NumberEmployed

Percentof TotalINDUSTRY

Employed persons 16 years & over 34,173 100.0% 37,345 100.0%

Agriculture, forestry, fishing & mining 1,686 4.9% 1,321 3.5%

Construction 1,560 4.6% 2,333 6.2%

Manufacturing 9,284 27.2% 9,144 24.5%

Transportation, communication,warehousing & utilities

1,844 5.4% 2,266 6.1%

Wholesale trade 1,115 3.3% 929 2.5%

Retail trade 6,282 18.4% 5,150 13.8%

Finance, insurance & real estate 1,225 3.6% 1,471 3.9%

Professional, scientific, mgmt. &other services

1,607 4.7% 1,288 3.4%

Entertainment & recreation services 347 1.0% 2,537 6.8%

Education, health & social services 6,984 20.4% 8,558 22.9%

Other professional & related services 1,514 4.4% 1,368 3.7%

Public administration 725 2.1% 980 2.6%

OCCUPATION 37,345 100.0%

Management, professional & related 10,011 26.8%

Sales & office 8,991 24.1%

Service, except protective &household

5,598 15.0%

Farming, forestry & fishing 471 1.3%

Construction, extraction &maintenance

3,900 10.4%

Production, transportation &material moving

8,374 22.4%

Source: U. S. Census 2000, Table DP-3


Element 6 - 6

office jobs (24.1%), then production,transportation and material moving jobs(22.4%). Management positions oftenindicate higher salaries. In Element 1, itwas pointed out that Wood County has thehighest median household income in thecentral Wisconsin region, which may be aresult of such a high percentage ofmanagement positions held by countyresidents.

Population & Labor Force

It was pointed out earlier in this plan that thepopulation in Wood County has increasedvery slowly, growing only 3.8% between1980 and 2000. Between 1990 and 2000,Wood County grew at a slower rate than allof the surrounding counties and Wisconsin.Figure 6-1 illustrates the percentageincrease for Wood County since 1960 andcompares it to Wisconsin’s change and thatof counties that are immediately adjacent toWood County. It is worth noting the hugegap between Wood County and Adams andPortage counties, two of Wood County’seconomic competitors. A factor of growth inAdams County is the development of threeman-made lakes, beginning in the 1970s.Growth in Portage County has occurred, inpart, from the University of Wisconsin

Campus in Stevens Point and, in part, withthe widening of Highway 51 and itsdesignation as an interstate highway.Marathon County, the other major economiccompetitor, has also outpaced WoodCounty’s population growth on a regularbasis as it has become a metropolitan citylocated at the junction of the north-southInterstate 39 and the east-west StateHighway 29 – two major arterials inWisconsin.

Worker Age Structure

In Wood County, there are 47,043 peoplebetween the ages of 16 and 65, the groupgenerally considered to be the “workingage” group. Eight-two percent ofthose are between the ages of 25 and 64, arange that the U. S. Bureau of LaborStatistics (BLS) considers the “primeworking age” population. This iscomparable to an 80% proportion forWisconsin. On the national level, thegrowth of the civilian labor force is expectedto slow down, while the older labor force isexpected to grow five times faster than theoverall labor force. The age 55 and olderportion of the labor force is expected togrow by 46.7% between 2006 and 2016,according to the BLS. Similar conclusions

Population Change Per Decade

-10.0%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

1970 1980 1990 2000

Adams Clark Jackson Juneau M arathon Portage Wood Wisconsin

Source: U.S. Census of Population. Figure 6-1


Element 6Page 6 - 7

have been projected for Wisconsin and it isnot unreasonable to expect our area to beany different given the information that waspresented in Element 1 regarding the localaging population. The two principal reasonsfor the change are: the baby-boomgeneration is aging and retiring, and thelabor force participation rate of womenappears to have peaked.

Labor Force Participation

The labor force is made up of people whoare 16-years of age or older and are eitheremployed or looking for employment.Exceptions are those in this age group thatare students or homemakers, are retired,institutionalized, are unable or unwilling toseek employment, or for some other reasonchoose not to work. If a person who is 16years old or older is employed or isunemployed but looking for a job, thatperson is “participating” in the labor force.Labor force participation rates measure thenumber of citizens employed or looking foremployment as a percentage of the civiliannon-institutional population. Labor forceparticipation rates are used to helpdetermine the factors that lead todiscouraged workers, or workers that havedropped out of the labor force. Figure 6-2

shows the participation rates for WoodCounty and its neighboring counties, andthat of the State of Wisconsin. In 1980,Wood County had the second highestparticipation rate in central Wisconsin afterMarathon County, which is considerablylarger in population size. In both 1990 and2000, Wood County trailed Marathon andPortage counties. For each of the threereporting years, Wood County’sparticipation rate was 63%, 66% and 67%,respectively. This means that theproportion of population over age 16 that isin the labor force continues to grow. WoodCounty’s labor force participation ratestrailed Wisconsin’s for each of those years,but only slightly. In both 1980 and 1990,Marathon County was the only county incentral Wisconsin to exceed the State’slabor force participation rate and in 2000,Portage County also exceed the State’srate. The shift in 2000 reflects the fastgrowth that has been enjoyed by PortageCounty during the past several years and,especially, since State Highway 51 wasupgraded to Interstate 39.

Commuting Patterns

More people commute into Wood Countyfrom neighboring counties than those who

Labor Force Participation Rate

0%

10%

20%

30%

40%

50%

60%

70%

80%

1980 1990 2000

Perc

entofLabor

Forc

e

Adams Clark Jackson Juneau Marathon Portage Wood Co. Wisconsin

Source: U.S. Census of Population. Figure 6-2


Element 6Page 6 - 8

travel to other counties to work (Table 6-2).Wood County has a net gain of over 5,000commuters on a daily basis. The greatestnumber of commuters comes fromMarathon County. Although most of thoseprobably work in and around Marshfield,many are also known to work in theWisconsin Rapids area. A lot of ClarkCounty residents also commute to WoodCounty to work, again probably primarily inthe Marshfield area. There are a nearlyequal number of persons commutingbetween Portage and Wood counties. MostPortage County residents who commute toWood County probably work in the greaterWisconsin Rapids area.

Economic Base

Wood County has a very diverse economicbase. Agriculture continues to havesignificant impact on the County’s economyas do manufacturing and retail businesses.Agriculture is discussed in detail in anearlier chapter of this plan, but some of thatinformation is worth repeating here.2

Family-owned farms still account for 89.2%of all farms in Wood County. The economicactivity generated by agriculture is

2 Agricultural-related data is from the 2002 U. S. Census ofAgriculture. Data collection techniques result in somediscrepancies between the Census of Agriculture andCensus of Population statistics.

estimated to be nearly $540 millionannually. Dairy production contributes asmuch as $438 million of that amount,including production, processing and salesof milk, cheese and other dairy products.Cranberry production and sales continue toplay a growing role in Wood County’seconomy, with sales of nearly $25 million in2002.3 In addition to growing markets forcranberries and cranberry products, areaofficials

Major employers in Wood County includethe medical, transportation, paper, grocery,and construction industries and major retailcompanies. The top employers have 1,000or more workers and several others havebetween 500 and 1,000. The three largestemployers in Wood County are in the City ofMarshfield. The Marshfield Clinic is thelargest employer. Each day this clinicattracts several hundred patients fromoutside the County and the State. Thisinflux of patients to the Marshfield Clinicsupports area hotels and motels,restaurants, retailers, gas stations andmore. Included in the list of the 24 largestemployers (Table 6-3) are seven municipalemployers and public school districts.

In addition to those listed in Table 6-3, thereare many businesses and industriesclustered in Wood County’s four cities andeight villages, or scattered among theCounty’s twenty-two towns that areextremely important to the County’seconomic well being. The website for theWisconsin Department of WorkforceDevelopment (DWD) lists 235 businesses inWood County’s 22 towns. The businessesthat are located in the towns range from oneemployee to the DWD range of 100-249.Small businesses generate 60% to 80% ofnew jobs annually, according to SmallBusiness Administration (SBA) reports. In

3 2004, University of Wisconsin-Extension, “Wood CountyAgriculture: Value and Economic Impact.”

Table 6-2County-to-County Commuting, 2000

CommuteCounty

Into From

NetCommute

Portage 2,572 2,639 67

Marathon 1,449 3,944 2,495

Clark 272 1,956 1,684

Adams 178 899 721

Juneau 83 186 103

Jackson 52 70 18

TOTAL 4,606 9,694 5,088

Source: U.S. Bureau of the Census, 2000 Census.


Element 6Page 6 - 9

Table 6-3Largest Wood County Employers

Rank Employer Industry TypeNo. ofEmp.

Rank Employer Industry TypeNo. ofEmp.

1MarshfieldClinic

HMO Medical Centers

1,00013

MarshfieldPublic Schools

Elementary andSecondary Schools

500 -999

2Saint Joseph’sHospital ofMarshfield

General Medical &Surgical Hospitals

1,000

14Ho-ChunkNation

American Indian andAlaska Native TribalGovernments

500 -999

3RoehlTransport, Inc.

General FreightTrucking, LongDistance, Truckload

1,000

15DeBoerTransportation,Inc.

General Freight Trucking,Long Distance, Truckload

250-499

4NewPageCorporation

Paper (exc. Newsprint)Mills

1,000

16Mid-StateTechnicalCollege

Junior Colleges250-499

5WisconsinRapids PublicSchools


500 -999

17MarshfieldHomes

Manufactured Home(Mobile Home)Manufacturing

250-499

6DomtarCorporation

(1)Paper (exc. Newsprint)Mills

500 -999

18Ministry HomeCare, Inc.

General Medical andSurgical Hospitals

250-499

7County ofWood

Executive andLegislative Offices

500 -999

19City ofMarshfield

Executive and LegislativeOffices

250-499

8 Figi’sCheese manufacturing,gift novelty & souvenir,and mail order house

500 -999

20 ShopkoDiscount DepartmentStores

250-499

9 Wal-MartWarehouse Clubs &Supercenters

500 -999

21NekoosaPublic Schools


250-499

10RiverviewHospital

General Medical &Surgical Hospitals

500 -999

22City ofWisconsinRapids

Executive & LegislativeOffices

250-499

11MarshfieldDoorsystems,Inc.

Wood Window and DoorManufacturing

500 -999

23 Markfest, Inc.Supermarkets and OtherGrocery Stores

100 -249

12RenaissanceLearning, Inc.

Software Publishers500 -999

24Ultra MartFoods, Inc.

Supermarkets and OtherGrocery Stores

100 -249

(1) Domtar Corporation recently closed the Port Edwards manufacturing plant, reducing its Wood County workforce byslightly more than 500 workers. That company now employs 250 – 499.

Source: Wisconsin Department of Workforce Development website.


Element 6Page 6 - 10

addition, small businesses employ abouthalf of all private sector employees, paynearly 45% of total U. S. private payroll, and52% of small businesses are home-based.Two-thirds of new small businesses surviveat least two years, 44% survive at least fouryears, and 31% survive at least sevenyears. After the fourth year, the rate of firmclosings declines considerably, according tothe SBA. Wood County has encouragedthe creation of small businesses in the pastand continues to do so with its revolving

loan fund program and pro-activeparticipation in the North Central AdvantageTechnology Zone that provides Wisconsinincome tax credits for qualified businesses.

Wage information on the various industrytypes in Wood County are listed in Table 6-4 for the years 2000 and 2007. Those whowork in the Education and Health Servicesindustry earn the most on average andthose who work in the Leisure andHospitality industry are the lowest paid.Similar average annual wage increases areevident in many of the industries with thelargest increases in the Other Services,Financial Activities, and Education andHealth Services sectors. Very little gainwas made in the Professional and Businessservices which includes professional andtechnical services, management ofcompanies, and administrative and supportservices.

Employment Projections

The Wisconsin Department of WorkforceDevelopment makes 10-year projections ofthe fastest growing occupations inWisconsin. Recognizing that these arestatewide projections, it is worthwhile toconsider their impact in central Wisconsin.Table 6-5 identifies those occupations thatare expected to grow the quickest between2006 and 2016. It should come as nosurprise that, given the aging population,the fastest growing occupations are medicaland health related. Also, computer anddata communications jobs are expected tocontinue to remain strong during this period.

A follow-up table, (Table 6-6) lists thoseindustries that the Wisconsin Department ofWorkforce Development foresees as thefastest growing between 2006 and 2016.Again, the medical industry has a strongpresence in this list as does the computertechnology and data communicationsindustry. Ranked 17th statewide is theAmusement, Gambling, and Recreation

Table 6-4Average Wages by Industry – Wood County

Industry 2000 2007AverageAnnual

Increase

Education &HealthServices

$38,974 $50,600 4.3%

Manufacturing $41,704 $50,211 2.9%

Professional &BusinessServices

$41,179 $42,323 0.4%

Construction $36,781 $42,152 2.1%

Information Suppressed $40,008 N/A

NaturalResources &Mining

$29,963 $34,216 2.0%

PublicAdministration

$27,812 $33,007 2.7%

FinancialActivities

$24,237 $32,718 5.0%

Trade,Transportation,Utilities

$24,038 $29,405 3.2%

Other Services( inc. repair &maintenance,personal &laundry,membershiporganizations,and privatehouseholds)

14,310 $20,960 6.6%

Leisure &Hospitality

$8,717 $10,288 2.6%

Source: Wisconsin Dept. of Workforce Development.



Table 6-5Fastest Growing Occupations in Wisconsin, 2006 - 2016

Estimated EmploymentOccupational Title

2006 2016 ChangePct.Chg.

2006 Avg.AnnualSalary

Network Systems and Data CommunicationsAnalysts

5,150 7,390 2,240 43.5% $58,024

Home Health Aides 16,550 23,310 6,760 40.8% $20,812

Personal and Home Care Aides 22,030 30,540 8,510 38.6% $19,602

Computer Software Engineers, Applications 8,830 12,170 3,340 37.8% $69,811

Medical Assistants 7,120 9,720 2,600 36.5% $27,632

Physician Assistants 1,110 1,480 370 33.3% $78,373

Radiation Therapists 490 650 160 32.7% $67,848

Personal Financial Advisors 3,170 4,190 1,020 32.2% $74,784

Dental Hygienists 4,170 5,470 1,300 31.2% $55,069

Substance Abuse & Behavioral DisorderCounselors

1,550 2,020 470 30.3% $39,904

Physical Therapist Assistants 1,270 1,650 380 29.9% $38,206

Surgical Technologists 2,310 2,990 680 29.4% $41,203

Skin Care Specialists 510 660 150 29.4% $27,885

Physical Therapist Aides 1,240 1,600 360 29.0% $24,614

Cardiovascular Technologists and Technicians 700 900 200 28.6$ $44,814

Social and Human Service Assistants 7,340 9,400 2,060 28.1% $29,355

Veterinary Technologists and Technicians 1,510 1,930 420 27.8% $28,104

Pharmacy Technicians 6,300 8,030 1,730 27.5% $25,518

Respiratory Therapists 1,790 2,270 480 26.8% $48,842

Computer Software Engineers, Systems Software 2,840 3,600 760 26.8% $74,640

Financial Analysts 2,140 2,710 570 26.6% $64,017

Registered Nurses 51,130 64,550 13,420 26.2% $57,376

Physical Therapists 4,060 5,080 1,020 25.1% $64,087

Marriage and Family Therapists 720 900 180 25.0% $54,128

Animal Trainers 730 910 180 24.7% $26,590

Medical Equipment Repairers 690 860 170 24.6% $46,212

Veterinarians 1,750 2,170 420 24.0% $77,803

Mental Health Counselors 1,650 2,040 390 23.6% $41,324

Mental Health and Substance Abuse SocialWorkers

2,230 2,740 510 22.9% $49,021

Source: Wisconsin Department of Workforce Development.



Table 6-6Fastest Growing Industries – Wisconsin2006 - 2016

Estimated EmploymentIndustry Title

2006 2016 ChangePct.Chg.

Securities, Commodity Contracts and Other Financial Investments 9,500 13,120 3,620 38.1%

Social Assistance 65,800 86,210 3,620 31.0%

Ambulatory Health Care Services 104,150 133,990 29,840 28.7%

Warehousing and Storage 12,230 15,260 3,030 24.8%

Support Activities for Transportation 5,250 6,370 1,120 21.3%

Internet Service Providers, Web Search Portals, & Data ProcessingServices

8,040 9,750 1,710 21.3%

Waste Management and Remediation Service 5,370 6,500 1,130 21.0%

Administrative and Support Services 127,480 151,570 24,090 18.9%

Hospitals, including State and Local Government 113,010 133,960 20,950 18.5%

Lessors of Nonfinancial Intangible Assets (except CopyrightedWorks_)

550 650 100 18.2%

Professional, Scientific, and Technical Services 95,810 113,080 17,270 18.0%

Museums, Historical Sites, and Similar Institution 1,720 2,020 300 17.4%

Nursing and Residential Care Facilities 69,400 79,630 10,230 14.7%

Transit and Ground Passenger Transport 13,580 15,560 1,980 14.6%

Nonmetallic Mineral Product Manufacturing 11,520 13,020 1,500 13.0%

Management of Companies and Enterprises 41,510 46,800 5,290 12.7%

Amusement, Gambling, and Recreation Industries 26,060 29,360 3,300 12.7%

Real Estate 19,000 21,400 2,400 12.6%

Religious, Grantmaking, Civic, Professional, and SimilarOrganizations

87,800 98,700 10,900 12.4%

Construction of Buildings 30,980 34,710 3,730 12.0%

Accommodation 31,510 35,210 3,700 11.7%

Wholesale Electronic Markets and Agents and Brokers 6,570 7,340 770 11.7%

Food Services and Drinking Places 192,060 214,060 22,000 11.5%

Truck Transportation 49,550 55,050 5,500 11.1%

Insurance Carriers and Related Activities 67,700 75,180 7,480 11.0%

Merchant Wholesalers, Durable Goods 68,220 74,850 6,630 9.7%

Specialty Trade Contractors 81,470 89,380 7,910 9.7%

Repair and Maintenance 21,700 23,690 1,990 9.2%

Credit Intermediation and Related Activities 54,770 59,650 4,880 8.9%

Source: Wisconsin Department of Workforce Development.



Industries. This category may rank higherin our area because of our ability to attractstatewide sports tournaments. All three ofthese areas provide an opportunity to attractnew development to our area. Thepresence of Riverview Hospital, the U. W.Cancer Center, the Marshfield Clinic, SaintJoseph’s Hospital and the research labsassociated with the Marshfield medicalindustry are examples that can be used tomarket our area for medical industryexpansion. Renaissance Learning providesa good base for attracting the computerindustry. In addition, our location inproximity to the rest of Wisconsin hashelped attract major state and nationalsports tournaments to our area. This is anarea that local officials have been trying toimprove upon with some success, but doesnot create high paying jobs like the twoother sectors.

Business & Industrial Parks

There are 10 industrial parks and businessparks in Wood County and another that isproposed. Two of the industrial parkstotaling about 80 acres are privately owned;a 21-acre park in Pittsville that is owned byT & W Gardner, LLC, and the NorwoodIndustrial Park in Marshfield. A third, theWood County Business Park in Biron, isalso a privately owned project. Of the 1,527total acres in the existing parks, 522 (34%)are available for development. Of the twooldest industrial parks, the Marshfield EastSide Industrial Park is full and theWisconsin Rapids Industrial Park has only asmall amount of space available foradditional development. Consequently,both cities have acquired and preparedadditional land for industrial development -the Yellowstone Industrial Park inMarshfield and the East Side CommerceCenter in Wisconsin Rapids. The Village ofBiron is also in the process of working witha private developer to create a 230-acrebusiness park along Highway 54. Table 6-7

lists the industrial and business parks,including the one proposed in Biron.

Other lands have also developed inindustrial uses and some communities haveland available for industrial development.The Village of Milladore, for example, has40 acres zoned for industrial uses and theTown of Grand Rapids has approximately255 acres zoned for manufacturing usesadjacent to the East Side Commerce Centerin Wisconsin Rapids. There is industrialdevelopment in nearly all Wood Countycommunities, although most have little

Table 6-7Industrial and Business Parks

Industrial or Business ParkTotalAcres

AvailableAcres

Marshfield East IndustrialPark

260.0 0.0

Marshfield Air Business Park 26.0 7.7

Mill Creek Business Park(Marshfield)

154.0 133.2

Norwood Industrial Park(Marshfield) (privatelyowned)

60.0 54.0

Yellowstone Industrial Park 104.0 104.0

Wisconsin Rapids IndustrialPark

537.8 30.9

Wisconsin Rapids East SideCommerce Center

213.0 97.0*

The Woodlands BusinessPark (Wisconsin Rapids)

147.7 27.4

Nekoosa Industrial Park 58.0 58.0

Wood County Business Park– Biron (proposed)

230.0 230.0

Pittsville Industrial Park(privately owned)

21.0 10.0

Total Acreage 1,757.5 752.2

* The Wisconsin Rapids East Side Commerce Centerhas an additional 77 acres for possible futureexpansion.

Source: Municipal web site, Heart of WisconsinBusiness & Economic Alliance.



industrial activity and it is usually somewhatscattered or isolated.

Environmentally ContaminatedSites

The Wisconsin Department of NaturalResources’ Bureau of Remediation andRedevelopment oversees the investigationand cleanup of contaminated soil orgroundwater in Wisconsin and tracks thesesites on what is called the Bureau ofRemediation and Redevelopment TrackingSystem, or BRRTS. There are 1,418 WoodCounty sites listed in the BRRTS database.Spills make up over half of the records andover half of all records are reported to be“closed.” A total of 524 sites are recorded4.

Most (56%) BRRTS records are for spills.Spills result in a discharge of a hazardoussubstance that may adversely impact, orthreaten to impact public health, welfare orthe environment. Spills are usually cleanedup quickly.

Leaking underground storage tanks(LUSTs) account for nearly a quarter of allBRRTS records and Environmental Repair(ERPs) sites account for another 10%. ALUST site has contaminated soil and/orgroundwater with petroleum, which includestoxic and cancer causing substances.However, given time, petroleumcontamination naturally breaks down in theenvironment (biodegradation). Some LUSTsites may emit potentially explosive vapors.

Environmental Repair sites are sites otherthan LUSTs that have contaminated soiland/or groundwater. Examples includeindustrial spills (or dumping) that need longterm investigation, buried containers ofhazardous substances, and closed landfillsthat have caused contamination. The ERP

4 “Conditionally Closed” sites are defined as “activitieswhere cleanup actions were approved, but the site closurewill not be approved pending receipt of documentation ofabandonment of wells or disposal of soil.”

module includes petroleum contaminationfrom above-ground (but not fromunderground) storage tanks.

Economic DevelopmentOrganizational Framework

There are several economic developmentorganizations and efforts in Wood Countyand central Wisconsin. Each is focused ona specific area, but each has a mission tocreate jobs, retain existing business andindustry, and see the area enjoy economicgrowth. Some of the primary organizationsand their missions, starting with localagencies and working up to higher levelgroups are:

HOWBEA – The Heart of WisconsinBusiness and Economic Alliance, orHOWBEA, receives financial support fromannual membership dues, local governmentfunding, public and private grants,sponsorships, program revenues and more.HOWBEA serves as a first contact forbusiness resource assistance, maintains theWisconsin Rapids revolving loan fund,provides entrepreneurial training and eithersponsors or participates in severaleconomic development workshops eachyear. The Wood County Board ofSupervisors, through their Conservation,Education and Economic DevelopmentCommittee, provides financial support toHOWBEA and County supervisors and staffmembers participate on various HOWBEA-sponsored committees and events.

MACCI – The Marshfield Area Chamber ofCommerce & Industry (MACCI) is thestrength of the Marshfield area’s economicdevelopment. MACCI has nearly 600members consisting of medical,manufacturing, professional service firmsand retail. The nucleus of MACCI is basedon six areas of concentration, includingworkforce development; economic,industrial, and community development;infrastructure development; communitycollaboration; governmental relations; and



organizational enhancement. As withHOWBEA, Wood County provides anannual stipend to MACCI. Countysupervisors participate in Marshfieldcommunity events and on communitycommittees and county staff works closelywith Marshfield area officials on variousprojects and programs.

Wood County – Under the oversight of theConservation, Education and EconomicDevelopment Committee, Wood Countyparticipates in several economicdevelopment activities and is representedon various Boards of Directors of areaeconomic development organizations.Wood County has a revolving loan fund thathas been used successfully with areabusinesses, including a growing cranberryprocessing industry in Grand Rapids. Asmentioned above, Wood County staff andelected supervisors participate on manylocal boards of directors and committeeswhose function is in some way related toeconomic development. County officialsalso attend the Governor’s conferences oneconomic development and tourismbecause of the importance of both inmaintaining a presence at the state level.

Centergy – Centergy is a private, non-profitorganization that was originally formed in1988 to foster economic development incentral Wisconsin. Centergy is supportedby and represents business and industry inthe three county region that includes Wood,Portage and Marathon counties. Centergyhas continued to grow in its membershipand hired an Executive Director in 2008.The Board of Directors and membershipparticipated in a strategic planningworkshop to determine Centergy’s directionand established the following as priorityactivities:

Biofuels and Energy Production:Support and invest in research, technologytransfer and businesses that will makeCentral Wisconsin a player in the alternativefuels/biofuels energy market.

Paper: Support and invest in valueadded products and processes thatenhance and grow the existing world-classpaper making assets and labor pool in theregion.

Health Care: Build economic activity inmedical research, medical education andtraining, regional health care delivery,medical supplies and medicalsoftware/bioinformatics.

Logistics: Build on the existing base andattract new businesses that further developthe strong logistics position of CentralWisconsin.

Agriculture and Food Processing: Buildupon an already strong base in foodprocessing and production of regionallygrown crops such as potatoes, cranberries,and ginseng.

Research: Support existing and seeknew research companies, centers andprojects that will enhance and increaseresearch activity and make it a majoreconomic driver in Central Wisconsin.

New Business Development: Encourageand support the growth in the number ofnew regional business establishments.

Workforce Education & Training: Capitalizeon the region's central location and thepresence of workforce training institutionsdelivers workforce education and training.Exploit the region's central location toestablish and promote the region as acenter for workforce training.

NCWRPC - The North Central WisconsinRegional Planning Commission, located inWausau, provides technical assistance andcompiles economic development data for itsmembers. It also administers a regionalrevolving loan fund on behalf of the NorthCentral Wisconsin DevelopmentCorporation and the North Central



Advantage Technology Zone, one of eighttechnology zones in Wisconsin thatprovides Wisconsin income tax credits toqualified high technology businesses thatcreate jobs in the region. The ten countiesthe NCWRPC serves have also beenformally designated as an EconomicDevelopment District by the State ofWisconsin and by the U.S. Department ofCommerce’s Economic DevelopmentAdministration. Under this designation, theNCWRPC maintains a continuous processof planning assistance that supports theformulation and implementation of economicdevelopment programs designed to createor retain full-time permanent jobs andincome. The NCWRPC provides servicessuch as economic research, marketing,financial packaging, evaluation and analysisof public infrastructure needs that supportprivate economic development activity, andworks with local units of government tomaintain eligibility for certain grants.

The Regional Planning Commission has anadopted “Comprehensive EconomicDevelopment Strategy” (CEDS) for the northcentral region of Wisconsin5. The purposeof the CEDS is to maintain the region’seligibility as an Economic DevelopmentDistrict with the U. S. EconomicDevelopment Administration. As part of thatdocument, the NCWRPC adopted as theirgoal for the region, “promote the expansionor stabilization of the current economic baseand the creation of a range of employmentopportunities at the state, regional, and locallevels.” Five objectives were spelled out towork toward that goal. They are:

Maintain and diversify the region’seconomy.

Develop a well-trained workforce in theRegion.

5 “Comprehensive Economic Development Strategy(CEDS) 2008,” North Central Wisconsin RegionalPlanning Commission.

Maintain and enhance public facilitiesthroughout the Region.

Pursue increased funding from bothpublic and private sources for the Region.

Bring additional venture capital into theRegion.

Each of the objectives was accompanied bya list of recommended actions toaccomplish the objective.

Wisconsin Department of Commerce – TheState’s Commerce department has beeninstrumental in many economicdevelopment activities and projects in WoodCounty and central Wisconsin. It wasCommerce that capitalized the WoodCounty revolving loan fund (RLF) to thetune of nearly one million dollars. Likewise,Commerce capitalized several other RLFsthroughout the region. At the time this planwas being drafted, 18 communities inWood, Adams, Portage and Marathoncounties were in the process ofconsolidating their RLFs in an effort to makebetter use of about $4.5 million in fundreserves and a total loan portfolio of about$11 million. The Department of Commercehas also provided customized traininggrants to area industries and will helpbusinesses with other expansion andretention programs. Much of the fundingthat Commerce channels to lower leveljurisdictions is federal money from theEconomic Development Administration andothers.

Trends in EconomicDevelopment

The plan was developed in the middle of aneconomic recession described as the mostsevere since the Great Depression.Consequently, trends in the County’seconomy are shown to be downward.Toward the end of the planning process,however, there were some positive turns in



the economy. Table 6-8 highlights some ofthe economic development trends in WoodCounty.

Competitive Strengths andWeaknesses

A community’s approach to economicdevelopment is based on its competitivestrengths, weaknesses, opportunities andthreats (SWOT). Strategic planningworkshops have been held for our area inrecent years. A consistent conclusion ofvarious SWOT analyses is that WoodCounty has a strong presence of aneconomic development infrastructure ofprofessional organizations dedicated tofostering economic development. WoodCounty’s unique position of having twosimilarly size major cities at far ends of the

county contribute to the need for that strongeconomic development infrastructure. Inaddition to the Heart of Wisconsin Businessand Economic Alliance, and the MarshfieldArea Chamber of Commerce and Industry, ithas already been mentioned that WoodCounty plays an important role in economicdevelopment with active participation inCentergy. The County has also been veryproactive with their revolving loan fund andthe consolidation of RLFs with Portage,Adams and Marathon counties.

Strengths

Several strategic planning studies havelisted Wood County (and central Wisconsin)strengths, weaknesses, opportunities andthreats. A review of those studies will findagreement with conclusions drawn in a

Figure 6-8Economic Development Trends

1. Unemployment rates remain highWood County’s five-year average (2004 – 2008) unemployment rate was higher that both the State and theNation.

County unemployment rates for Wood County from January through May, 2009 average 9.0%, compared toWisconsin’s 8.7% and the Nation’s 9.1%.

2. Number of workers is increasingAlthough unemployment rates remain high, the actual number of people working in Wood County hasincreased slightly in the five years from 2004 – 2008. Actual number of people working remains lower thanin 2000.

3. More workers commute into Wood County than outThere are about 9,700 commuters coming into Wood County for work and 4,600 Wood County residentscommuting to other areas for their jobs (2000 census). This could change with the downturn in the paperindustry.

4. Medical and IT industries are the fastest growingOf the 10 fastest growing occupations in Wisconsin, seven are medical related, two are in the computerindustry and one is in financial planning. Wood County has a strong medical industry where jobs can becultivated.

5. Central Wisconsin has a strong economic development networkWood County has partnered with private industry, neighboring counties, the regional planning commissionand the State to enhance economic development opportunities in central Wisconsin. More strongpartnerships are likely as economic conditions remain unstable and budgets are strained.



recent study funded by Centergy.6 The topfour strengths are:

1. The region boasts a strong quality oflife.

2. The region is blessed with abundantnatural resource assets, particularlyfresh water, productive soils, and woodfiber.

3. The region has several economicclusters that have long been part of theregional economy and are key tomaintaining and growing the regionaleconomy by providing a job base andbeing centers of knowledge and laborskills that feed into other clusters andbusinesses. The highest ranked clusterwas forest products, followed byprocessed foods, agricultural products,and distribution services.

4. The region’s central location makes it anatural center for meetings, training, andthe distribution of goods.

A compilation of other strengths ofWood County that have been listed invarious strategic planning studies and byparticipants in economic developmentworkshops in recent years are listed inTable 6-9.

Weaknesses

In any SWOT analysis, what some perceiveas strengths of a community, othersperceive as weaknesses. Consequently,one will often see that same factor listed asboth a strength and weakness withsupporting rationale. SWOT analyses thathave been conducted in Wood County andcentral Wisconsin have listed certainweaknesses on a consistent basis. The topfour, as concluded in the Centergy study,are:

6 October 27, 2006, NorthStar Economics, Inc., “AnEconomic Opportunity Study for Central Wisconsin.”

1. The aging workforce and overallattainment of the workforce becomecritical as area businesses transition tonew technologies and processes tocompete globally.

2. Wood County in particular is subjectedto gaps in the highway system that havebeen a detriment in attracting newbusiness that relies on four-lane, highspeed highways to move raw materialsand finished product.

3. A shortage of risk capital has continuedto be a major concern. If the area isgoing to compete for new high-techbusinesses that attract high wage jobs,it is crucial to increase the amount ofand access to early stage investmentcapital.

4. The region’s information technologyinfrastructure will require substantialimprovements in order to attract andretain competitive enterprises.

A compilation of other weaknesses of WoodCounty (and central Wisconsin) are listed inTable 6-9.

Opportunities

Wood County has suffered plant shutdownsand downsizing, especially in the southeastcommunities, which has been a cause ofconcern for area residents and officials, butthis economic downturn has also created anabundance of opportunity for economicgrowth in the County. While there has beenan economic downturn in the Marshfieldarea, the medical industry has continued togrow, probably a function in part of theaging population. The top opportunitieslisted in the Centergy study directly relate toWood County and are:

1. There continues to be a strong potentialfor expansion of health care and medicalresearch clinics. Wood County is well



Table 6-9Wood County Economic SWOT

Strengths Weaknesses Opportunities Threats

Workforce (strong workethic, large labor pool,mobility of workforce,educated, good vocationaltraining, low cost labor).

Entrepreneurism(forward thinkers, strong“buy local” support).

Abundant naturalresources providingrecreational opportunities,agricultural opportunities,quality of life, andcommunity amenities.

Sense of community(safe, friendlyneighborhoods, mixture ofgenerations, family values,quality of life).

Quality educationalopportunities (PK-12,technical, andcolleges/universities).

Top notch health care(quality hospitals andclinics, and researchcenters).

Affordable housing(good selection of housingfor all economic levels,with housing types for allneeds).

Good government(political awareness,proactive and collaborativegovernment, strongcommunity leaders, anddedicated sense of place).

Workforce issues (agingworkers, short supply ofskilled workers, decliningwork ethic, lack of respectfor manual labor, lack ofyoung talented workers,low wages, reduction involunteerism).

Business climate (plantclosings, businessdownsizing, sale of majorindustries to foreigninvestors, lack ofretention).

Housing (rising costsand rising taxes).

Government (restrictivezoning, cost of servicesnot shared adequately,lack of cooperation onregional business park).

Telecommunications(aging infrastructure, lackof IT options and workers).

Vision (lack ofentrepreneurs and risktakers, decliningvolunteerism, perceptionthat area is “dying,” imageproblem, lack of corporateand individualbenefactors).

Rising health care costs.

Education (linkagesbetween businesses andschools, decliningenrollment, and “braindrain”).

Capital (lack of riskcapital, lack of corporateand individualbenefactors).

Transportation/Logistics(lack of air connections,direct access to anInterstate highway,geographic location –distance from majormetropolitan areas.)

Health care (clinic spin-offs, business services,and connections to angelinvestors).

Growth of small andmedium-sized businesses,including new businessstart-ups.

Development/expansionof the arts and culturalprograms and activities.

Expansion of tourism,utilization of county parkfacilities.

Housing expansion anddiversification of housingtypes.

Food services andrestaurants.

Communication aboutlocal and regionaleconomies and how theyrelate to each other and tonational and globaleconomies.

Workforce educationand training.

Community cooperation(desire to addressweaknesses, willingnessto share services andfacilities, honest andforthright communicationbetween elected officialsof county municipalitiesand residents).

Aging population(expanded marketopportunities andservices).

Green communitymovement.

Growth of cranberryproduction and processingindustry.

Increase in corporatefarming.

Aging workforce/workershortage.

Brain drain (studentsleave the area foreducation with no jobs toattract them back).

Competition (otherareas of Wisconsin, UnitedStates, and globalcompetitors).

Global industrializationand commerce.

Decline of the paperindustry.

Loss of family farms.

Lack of direct Interstatehighway access.

State tax burden on newbusinesses.

Lack of economicdevelopment incentives.

Media/information gap.

Upper Midwest climate.

Sources: Community planning survey responses (Towns of Milladore, Cameron, Lincoln, Saratoga, Seneca andGrand Rapids, and Villages of Biron and Milladore), Centergy’s “An Economic Opportunity Study for CentralWisconsin” by NorthStar Economics, Inc., The Daily Tribune, Marshfield News Herald.



situated to leverage its assets inbiotechnology.

2. Wood County has good potential to growin the area of logistics because of theconvergence of Class I rail, the proximityto Interstate highways, and the centrallocation in Wisconsin.

3. Marketing opportunities appurtenant tothe aging population will result in newstartups and expansion of businessesthat serve the needs and desires of anaging population.

A compilation of other opportunities that areseen for Wood County (and centralWisconsin) are listed in Table 6-9.

Threats

Many threats to economic development, asseen by area residents, are not unique toWood County, Wisconsin, the nation oreven parts of the world, as this plan isdeveloped. Three of the most commonperceived threats are:

1. Global and local competition forinvestment dollars. Wood County hasworked toward turning competitors intoallies, however, by mounting strong “buylocal” campaigns and workingcooperatively with neighboring centralWisconsin counties to pool resources tomarket the region.

2. The lack of risk capital may pose one ofthe largest threats to economicdevelopment in central Wisconsin.Venture capital is critical in NewEconomy business attraction andretention.

3. The rural environment, the existingbusiness base, and the distance from thestate’s largest metropolitan areas limit orprevent certain types of economicdevelopment. Investment ininfrastructure and state-of-the-art

telecommunications and othertechnology can minimize this threat.

Other threats to economic development inWood County (and central Wisconsin) arelisted in Table 6-9.

Goals, Objectives and Policies

Participants in a HOWBEA workshopidentified four key actions that are neededfor our area to move aggressively forward ineconomic development. These can be usedas overall goals and objectives with specificgoals and objectives developed from them.The first key action that was defined isregional collaboration; the development of ashared vision and common economicdevelopment goals by all regional leadersand more cooperation betweenmunicipalities to create and support a strongeconomic base.

Second is business innovation. Thestrategy here is to attract and grow newindustries by developing economicincentives to draw industries capable ofcompeting on a global, versus regional ornational, scale. In addition, the strategywould include developing a support networkfor to retain and expand local businesses.In 2008, the area has created and promotedthe “Buy Local” campaign to keep sales andjobs in our community.

The third action is to develop strongand inclusive local leadership with broadbased community participation andengagement. This action includesprograms to encourage more people tobecome involved with local programs andgovernment through leadership training,entrepreneurial training, etc.

The fourth action that was identifiedis the creation of a new model for education.Workshop participants identified a need toreshape the education system in the regionto include entrepreneurial training beginning



in the elementary school levels, long rangeplanning to include Charter schools, andcreating a workforce collaborative to re-skilland retain our workforce.

Other goals and objectives for WoodCounty include, but are not limited to thefollowing:

A. Goal. Continue to maintain a strongpresence in area economic developmentorganizations.

Objectives.

1. Have the County Board Chairman orhis/her designee serve on the Board ofDirectors of the Central WisconsinEconomic Development Corporation.

2. Have the Planning staff representWood County as a member of the CentergyBoard of Directors.

3. Have the Planning staff serve on theBoard of Directors of the North CentralAdvantage Technology Zone.

4. Continue to provide financial supportto the Heart of Wisconsin Business andEconomic Alliance and the Marshfield AreaChamber of Commerce and Industry.

5. Participate in area events with locallegislators both in the central Wisconsinregion and in Madison.

6. Attend and participate in the annualGovernor’s Conference on EconomicDevelopment.

7. Build an economic developmentbudget at the county level to help supporteconomic activities and programs thatbenefit Wood County business and industry.

B. Goal. Retain local businesses andjobs and help them expand.

Objectives.

1. Assist proposed businessexpansions by providing information aboutfinancial incentives and programs.

2. Monitor business status and take aproactive role in getting legislators and stateagencies involved in helping retain jobs.

3. Encourage development, expansionand maintenance of communicationsinfrastructure that businesses require forglobal competition.

4. Support local business needs forfaster permit processing at both the localand state levels.

C. Goal. Attract new business to WoodCounty.

Objectives.

1. Follow-up on leads when companiessuggest Wood County as a place to locateor expand their operations.

2. Assume a pro-active role with theBoards, Committees and economicdevelopment agencies in central Wisconsinand the State.

3. Work with local communities toassure that industrial and business parkinfrastructure is in place so businesses cancommit to the area and begin constructionimmediately.

D. Goal. Continue to improve thelogistics in Wood County.

Objectives.

1. Communicate with WisconsinCentral, Ltd. Railroad to encouragemaintenance of tracks that serve Wisconsinand, specifically, Wood County businesses.

2. Participate on area transportationcommittees to push for the completion ofHighway 10 to Marshfield, and a relocation



and extension of Highway 54 to PortEdwards.

3. Make recommendations to theWisconsin Department of Transportationregional office regarding signage to assisttraffic circulation.

E. Goal. Provide a quality of life that isattractive to young company executives.

Objectives.

1. Support the development of “green”businesses and housing developments.

2. Continue to expand the countymultiuse trail system to showcase ourforests, waterways and wetlands, and toconnect to the statewide network of trails.

3. Maintain the high quality of ourcounty parks and make improvements asnecessary to continue that high quality.

4. Encourage the expansion of Wifi orother communications technologies thathelp professionals and business executives,as well as recreational users of the Internet,maintain important contacts.

element 6: economic development - wood county, wisconsin

Documents