Aledo, Illinois Economic Development Plan 2016, Renewed 2024

Economic Development Plan

2016

Renewed 2024

Aledo, Illinois

 
 
Table of Contents 
i 
Table of Contents 
Introduction .............................................................................................................. 1 
Methodology ......................................................................................................................................................... 1 
List of Goals .......................................................................................................................................................... 1 
Inventory and Analysis .............................................................................................. 2 
Demographic and Economic Profile ....................................................................................................................... 2 
Income .............................................................................................................................................................. 2 
Race .................................................................................................................................................................. 2 
Population ......................................................................................................................................................... 2 
Age ................................................................................................................................................................... 2 
Community Amenities........................................................................................................................................ 3 
Major Employers ............................................................................................................................................... 3 
Workforce ......................................................................................................................................................... 6 
Community Revenue Trends ............................................................................................................................ 11 
Trade Gap Analysis ......................................................................................................................................... 14 
Housing ........................................................................................................................................................... 17 
Crime .............................................................................................................................................................. 20 
Progress Toward 2014 Goals .............................................................................................................................. 21 
Economic Assets ................................................................................................................................................ 23 
City and Main Street Powers .............................................................................................................................. 25 
City of Aledo Economic Development Powers ................................................................................................. 25 
Aledo Main Street ........................................................................................................................................... 25 
Goals and Strategies ...............................................................................................26 
Appendix .................................................................................................................33 
Aledo Public Meeting – May 24, 2016 ................................................................................................................ 33 
Aledo Assets ................................................................................................................................................... 33 
Aledo Opportunities (# of Votes in Parentheses) ............................................................................................ 34 
 

Introduction

From April through December 2016, Bi-State Regional

Commission assisted the City of Aledo in preparing a

strategic economic development plan to unify the efforts

of the city and its partner economic development

agencies around a shared set of goals and objectives.

With the approval of the City Council, the Aledo Economic

Development Advisory Committee led the planning

process. The Committee was represented by Gerrod

Andresen, Jay Doherty, Ron Moffitt, Dana Murphy,

Lois Ricketts, Jeff Sedam, and Nathan Wicks. The

Committee was supported by Mayor Chris Hagloch, City

Administrator Erin Knackstedt, Economic Development

Director Tarah Sipes, and City Clerk Jarod Dale.

Methodology

Public input was acquired through a public input meeting

held on May 24, 2016. An asset-based approach was

used to facilitate the public meeting. Under this

approach, participants go through a series of discussions

to achieve the following outcomes:

• Present progress on prior economic development

goals and strategies

• Identify existing economic/community assets

• Identify potential economic development issues

to address

• Prioritize economic development issues

The listing of comments from the public meeting is in the

Appendix of this report. The Economic Development

Advisory Committee then met to establish clear,

achievable goals and objectives to address specific

economic development issues. This asset-based

approach follows three primary steps:

Public Input: Public input is vital so the interests and

desires of the community may be learned. Public

input starts with initial public meeting(s) and

continues with public review throughout the process.

Inventory and Analysis: Participants inventory and

analyze their economy, and the powers they have to

affect desired change.

Goal Setting: Participants clearly specify which

assets will be used to create a desired change and

how this change will be achieved.

With clear and precise goals in place, participants must

move to the implementation phase for any changes to be

realized. Measurement must be taken along the way to

track progress and understand why change has or has not

occurred.

List of Goals

Through the planning process and public input, the

Economic Development Advisory Committee identified

that their current goals continued to resonate, and

actions/strategies to address the issues identified in the

public meeting logically aligned with the 2014 goals.

These goals are:

Goal #1: Promote a Positive Community

Image

Goal #2: Boost Tourism Development

Goal #3: Attract/Retain/Expand

Commercial/Industrial

Establishments

Goal #4: Preserve/Enhance Healthcare and

Wellness

Goal #5: Expand Housing Options

Goal #6: Develop the Workforce

While the city and its economic development partners will

pursue these goals, actual implementation strategies will

require effort from various governing authorities, such as

the Aledo City Council, Aledo Main Street, Aledo Schools,

Genesis Health System, etc. Therefore, the city may be in

a supportive role in regard to implementation for some

strategies.

With this plan and in the future, the city will continue to

strengthen communications with existing and new

businesses so the community will grow and attract more

business and families. The city will also continue to

partner with the surrounding Mercer County area as they

embark on county-wide economic development planning.

Inventory and Analysis

Demographic and Economic Profile

Income

Table 1: 2014 Annual Incomes for Aledo

Households

Less than $14,999

14.2%

$15,000 to $34,999

23.2%

$35,000 to $49,999

21.6%

$50,000 to $74,999

19.2%

$75,000 to $99,999

9.4%

$100,000 or more

12.5%

Median income (2014)

$40,857

Source: U.S. Census Bureau, ACS 5-Year Estimates, 2010-2014.

Race

Figure 1: Race Demographics in Aledo

Source: U.S. Census Bureau, ACS 5-Year Estimates, 2010-2014.

Population

Table 2: Aledo Population

Total population (2014)

3,724

Total households (2014)

1,538

In labor force (2014)

1,756

Employed

1,664

Unemployed

2018 Projected Population*

3,695

Source: U.S. Census Bureau, ACS 5-Year Estimates, 2010-2014.

*ESRI Community Profile, April 19, 2016.

Age

Table 3: Age Cohorts in Aledo, IL

Under 5 years

5 to 19 years

18%

20 to 24 years

25 to 44 years

23%

45 to 64 years

22%

65 + years

25%

Source: U.S. Census Bureau, ACS 5-Year Estimates, 2010-2014.

96%

0.60%

0.20%

0.60%

2.30%

Some other race

Asian

American Indian

Black or African American

White

Inventory and Analysis

Community Amenities

The City of Aledo offers a warm, friendly community

environment and serves as the county seat of Mercer

County. The city features a downtown historic

shopping district in addition to retail stores, and offers

community events such as the Rhubarb Fest and

performances in the Central Park Band Shell. Other

amenities include public parks, walking paths, and a

fully functional YMCA with indoor swimming pool,

track, and weight room.

Aledo boasts excellent schools with a 95%+ high

school graduation rate five years and running. The city

also has a diverse housing stock with quality affordable

housing, as well as healthcare and elder care services,

including a local hospital, nursing homes, and an

assisted living facility.

Major Employers

The top 10 major employers in Aledo, as listed in Table

4:, employ 855 people, over half of Aledo’s total

employed labor force. Aledo had rapid growth in the

professional, scientific, management, administrative

and waste management services, which differs from

surrounding Mercer County’s growth in arts,

entertainment, and recreation.

Table 4: Top Ten Regional Businesses in Aledo

Business Name

Local Employees

General Grind & Machine Inc

250

Genesis Medical Center

Walmart

Meminger Metal Finishing

Aledo Health & Rehab Center

YMCA

Apollo Elementary School

Mercer County High School

McDonald’s

Genesis Senior Living, Aledo

Source: Infogroup, Reference USA, and individual employers,

October 2016.

Mercer County High School has had a 95% plus

graduation rate for the last 5 years. (Source:City

of Aledo)

Concerts, movies, and other performances and

celebrations are held in the Central Park Band

Shell. (Source: City of Aledo)

Aledo Antique Days is an annual summer

attraction in the historic downtown. (Source: City

of Aledo)

Inventory and Analysis

Aerial View of Aledo’s Industrial Park (Source: Bi-

State Regional Commission)

Table 5: Top Industries in Aledo by 2014

Employment

2000*

2014

14 Yr.

Change

Earnings

(2014)

Total Employment by

Industry

1,650

1,664

$26,282

Health care and social

assistance

241

317

32%

$16,801

Manufacturing

186

240

29%

$48,750

Construction

207

200

-3%

$35,313

Educational services

141

151

$23,661

Retail trade

212

146

-31%

$12,375

Finance and insurance,

and real estate, rental,

and leasing

116

57%

$21,875

Professional, scientific,

management,

administrative, and

waste services

109

102%

$35,250

Other services, except

public administration

126

109

-13%

$32,321

Transportation and

warehousing, and

utilities

$33,750

Arts, entertainment,

recreation,

accommodation, and

food services

110

-36%

$4,052

Information

83%

$9,483

Agriculture, forestry,

fishing and hunting,

and mining

42%

$30,568

Public administration

117

-79%

$43,750

Wholesale trade

-83%

—

Source: U.S. Census Bureau, ACS 5-Year Estimates, 2010-2014,

*U.S. Census 2000 SF3 Data.

Inventory and Analysis

Table 6: Top Industries in Mercer County by 2014 Employment

2000*

2014

14 Yr. Change

Earnings (2014)

Educational services, and health care and social assistance

959

1,471

53%

$39,375

Educational services

334

516

54%

$45,268

Health care and social assistance

625

955

53%

$34,475

Manufacturing

1,229

1,349

10%

$47,193

Retail trade

467

937

101%

$25,807

Construction

405

780

93%

$49,432

Transportation and warehousing, and utilities

399

600

50%

$43,618

Transportation and warehousing

325

565

74%

$43,092

Utilities

-53%

$58,125

Agriculture, forestry, fishing and hunting, and mining

390

476

22%

$48,444

Agriculture, forestry, fishing, and hunting

390

473

21%

$48,444

Mining, quarrying, and oil and gas extraction

—

Other services, except public administration

226

447

98%

$47,000

Arts, entertainment, recreation, and accommodation and

food services

184

444

141%

$26,250

Arts, entertainment, and recreation

108

200%

$30,714

Accommodation and food services

148

336

127%

$18,750

Finance and insurance, and real estate, rental, and leasing

270

393

46%

$32,365

Finance and insurance

237

350

48%

$32,454

Real estate, rental, and leasing

30%

$32,125

Professional, scientific; management; and administrative

and waste management services

292

319

$36,000

Professional, scientific, and technical services

140

148

$41,875

Management of companies and enterprises

—

Administrative and support and waste management services

152

171

13%

$29,052

Wholesale trade

164

283

73%

$40,326

Information

160

150%

$56,429

Source: U.S. Census Bureau, ACS 5-Year Estimates, 2010-2014, *U.S. Census 2000 SF3 Data.

Inventory and Analysis

Figure 2: Employment Trends in Mercer County

Region

2016 Jobs

2020 Jobs

% Change

•

Mercer County

3,754

4,024

7.20%

▪

Nation

157,815,880

63,641,613

3.70%

Source: EMSI Analyst, 2015.3 – QCEW Employees, Non-QCEW Employees, and Self-Employed.

Workforce

Over half of Aledo’s population aged 25 and older

either has some college experience, a college degree,

or a more advanced degree. Given that Aledo’s

leading industry is health care and social assistance,

this highly educated workforce should serve the

economy well, in particular the hospital and its

adjoined long-term care center. Manufacturing is the

second largest industry in Aledo and carries the

highest median income of $48,750 per year. It

should remain well staffed by both workers residing

in Aledo and commuters into the city.

The Quad Cities Chamber of Commerce 2016

Laborshed Analysis depicts the labor markets that

surround Aledo. According to this analysis, 247

people in Aledo commute into the Quad Cities for

employment opportunities.

There are also opportunities to commute for

employment to the Burlington and Muscatine, Iowa

labor markets. The Greater Muscatine Chamber of

Commerce 2016 Laborshed Analysis includes Aledo

in their labor market, not in the 30-mile Small Labor

Market Area, but in the 40-mile Micropolitan Labor

Market Area. According to the Muscatine Laborshed

Analysis, 53 people commute into Muscatine from

Aledo for employment opportunities.

Figure 3: comes from county-to-county worker

flows from the U.S. Census Bureau. There is a

lot of river crossing travel for work in the region

with 60.5% of Mercer County residents

commuting outside of the county for work, and

approximately 20.6% commuting out of the state

for work.

General Grind & Machine, Inc. is the number one

business in Aledo in local employment with 250

workers. (Source: City of Aledo)

Inventory and Analysis

Figure 3: Commuting Patterns Map

Inventory and Analysis

Figure 4: Quad Cities Laborshed Area Map

Source: Laborshed Analysis, Quad Cities Chamber of Commerce, March 2016.

Inventory and Analysis

Figure 5: Muscatine Laborshed Area Map

Source: Laborshed Analysis, Greater Muscatine Chamber of Commerce, March 2016.

Inventory and Analysis

Table 7: Estimated Total Potential Labor Force

Zip Code

Population 18-64

Total Adjusted Labor Force

Willing to Commute to Quad

Cities

Aledo, IL

61231

2,854

2,344

1,416

Source: Laborshed Analysis, Quad Cities Chamber of Commerce, March 2016, page 34.

Figure 6: Aledo Commuting Estimates

Source: U.S. Census Bureau, ACS 5-Year Estimates, 2010-2014.

Figure 7: Educational attainment for the population 25 years and older in Aledo

Source: U.S. Census Bureau, ACS 5-Year Estimates, 2010-2014.

60.9%

22.5%

16.5%

Worked in county of residence

Worked outside county of residence

Worked outside state of residence

0.9%

6.3%

38.7%

28.9%

9.4%

9.9%

5.9%

Less than 9th grade

9th to 12th grade, no

diploma

High school graduate

(includes equivalency)

Some college, no degree

Associate's degree

Bachelor's degree

Graduate or professional

degree

Inventory and Analysis

Community Revenue Trends

The great recession caused many economies to

decline in 2007-2008, which may explain Aledo’s

decline in sales and income tax revenues during that

time. However, Aledo weathered the financial crisis

well and has shown strong signs of recovery.

Community revenues resulting from income tax and

local use taxes have all increased since 2011, and are

reaching levels similar to before the recession.

Sales tax is imposed on the sales of tangible personal

property for use or consumption. Tangible personal

property does not include real estate, stocks, bonds, or

other “paper” assets representing an interest. Aledo’s

sales tax revenue reached an all-time low in fiscal year

2007 at $573,628, but has since increased to $643,203

as of fiscal year 2014.

Illinois income tax is a tax that is imposed on earning

or receiving income in or as a resident of the State of

Illinois. Beginning February 1, 2015, local governments

receive 8.00% of the net collections of all income tax

received from individuals, trusts, and estates, and

9.14% of the net collections of all income tax received

from corporations. Income tax revenue for Aledo has

increased every year since fiscal year 2010, and was

$347,006 as of fiscal year 2014.

Figure 8: Aledo Sales Tax Revenue

Source: Illinois Department of Revenue, Local Government Statistics. http://tax.illinois.gov/AboutIdor/TaxStats/

$617,960

$573,628

$575,012

$584,633

$581,021

$629,814

$622,174

$623,660

$643,203

$520,000

$540,000

$560,000

$580,000

$600,000

$620,000

$640,000

$660,000

FY '06 FY '07 FY '08 FY '09 FY '10 FY '11 FY '12 FY '13 FY '14

College Avenue is home to local shops and

dining. (Source: City of Aledo)

Inventory and Analysis

Figure 9: Aledo Income Tax Revenue

Source: Illinois Department of Revenue, Local Government Statistics. http://tax.illinois.gov/AboutIdor/TaxStats/

Local use tax is a tax imposed in Illinois on the privilege of using any item of tangible personal property that is

purchased anywhere at retail (including out-of-state or online vendors). The use tax rate is 6.25% on purchases of

general merchandise including automobiles and other items that must be titled or registered. The use tax rate is

1.00% on purchases of qualifying food, drugs, and medical appliances. Twenty percent of the collections for

general merchandise and 100 percent of the collections on qualifying food, drugs, and medical appliances is

returned to local governments. Local use tax revenues for Aledo has increased steadily since fiscal year 2009.

The types of telecommunications that are taxable include, but are not limited to, messages or information

transmitted through use of local, toll, or wide area telephone services; private line services; channel services;

telegraph services; teletypewriter; computer exchange services; cellular mobile telecommunication services;

specialized mobile radio; stationary two-way radio; paging services; any other form of mobile and portable one-

way or two-way communications; and any other transmission of messages or information by electronic or similar

means. Telecommunication tax revenue spiked in 2007, but has since leveled to a predictable disbursement

between $40,000-$55,000 in the following years.

$285,343

$313,073

$339,660

$312,265

$274,202

$282,289

$310,721

$341,461

$347,006

50,000

100,000

150,000

200,000

250,000

300,000

350,000

400,000

FY '06 FY '07 FY '08 FY '09 FY '10 FY '11 FY '12 FY '13 FY '14

Inventory and Analysis

Figure 10: Aledo Local Use Tax Revenue

Source: Illinois Department of Revenue, Local Government Statistics. http://tax.illinois.gov/AboutIdor/TaxStats/

Figure 11: Aledo Municipal Telecommunication Tax Revenue

Source: Illinois Department of Revenue, Local Government Statistics. http://tax.illinois.gov/AboutIdor/TaxStats/

Table 8: EMSI Analyst Gross Regional Product (GRP) Report for Mercer County

2012

2013

Annual % Change

Earnings

$198,552,548

$195,168,252

-2%

Property Income

$187,676,724

$169,618,813

-10%

Taxes on Production

$30,971,715

$27,997,106

-10%

Total GRP

$415,252,677

$388,098,834

-7%

Source: EMSI Analyst, 2015.3 Input-Output Model, Mercer County, IL.

43,592

46,767

50,658

51,283

43,275

51,520

53,126

57,713

63,739

10,000

20,000

30,000

40,000

50,000

60,000

70,000

FY '06 FY '07 FY '08 FY '09 FY '10 FY '11 FY '12 FY '13 FY '14

27,016

70,027

42,264

43,016

41,801

43,045

53,419

41,348

41,737

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

FY '06 FY '07 FY '08 FY '09 FY '10 FY '11 FY '12 FY '13 FY '14

Inventory and Analysis

Trade Gap Analysis

The 2016 update retail gap analysis for Aledo indicates that many retail sectors actually have a strong “surplus”

factor, i.e. many consumers are coming into Aledo from outside the city to make retail purchases, as the current

supply for these goods is much higher than local demand. There are also a few subsectors that have a large

“leakage” factor, meaning Aledo residents commute outside the area to purchase goods, as the current supply

does not meet local demand.

Data from the ESRI Retail Profile indicates Aledo has leakages in Furniture & Home Furnishing Stores, Non-store

Retailers (e-shopping, direct selling establishments, etc.), Food & Beverage Stores (grocery stores, etc.), and

Clothing stores. Conversely, Aledo has a surplus of Food Services & Drinking Places, General Merchandise Stores,

and Motor Vehicle & Parts Dealers.

Table 9: Consumer data

Aledo

Mercer County

2016 Population

3,684

16,666

2016 Households

1,593

6,845

2016 Median Disposable Income

$33,863

$39,585

2016 Per Capita Income

$24,291

$26,546

Source: ESRI Retail Marketplace Profile, October 2016.

Figure 12: Aledo Leakages

Source: ESRI Retail Marketplace Profile, Aledo IL, September 15, 2016.

Note: A positive value represents ‘leakage’ of retail opportunity outside the trade area. A negative value represents a surplus of retail

sales, a market where customers are drawn in from outside the trade area.

Inventory and Analysis

Table 10: Aledo Retail Gap Analysis

Industry Group

NAICS

Demand

Supply

(Retail Sales)

Retail Gap

Leakage

Factor

# of

Businesses

Motor Vehicle & Parts Dealers

441

$11,645,396

$15,869,634

($4,224,238)

-15.4

Automobile Dealers

4411

$9,721,008

$14,705,576

($4,984,568)

-20.4

Other Motor Vehicle Dealers

4412

$1,310,194

100

Auto Parts, Accessories & Tire Stores

4413

$614,194

$1,164,058

($549,864)

-30.9

Furniture & Home Furnishings Stores

442

$1,355,281

100

Furniture Stores

4421

$835,879

100

Home Furnishings Stores

4422

$519,402

100

Electronics & Appliance Stores

443

$2,287,180

$1,434,886

$852,294

22.9

Building Materials, Garden Equipment &

Supply Stores

444

$2,424,201

$282,820

$2,141,381

79.1

Building Material & Supplies Dealers

4441

$1,996,901

$282,820

$1,714,081

75.2

Lawn & Garden Equipment & Supply

Stores

4442

$427,300

100

Food & Beverage Stores

445

$9,164,622

$10,846,456

($1,681,834)

-8.4

Grocery Stores

4451

$8,164,999

$10,394,253

($2,229,254)

-12

Specialty Food Stores

4452

$494,197

$452,203

$41,994

4.4

Beer, Wine & Liquor Stores

4453

$505,426

100

Health & Personal Care Stores

4,464,461

$2,551,231

$3,107,712

($556,481)

-9.8

Gasoline Stations

4,474,471

$3,533,753

$4,260,233

($726,480)

-9.3

Clothing & Clothing Accessories Stores

448

$2,346,430

$381,580

$1,964,850

Clothing Stores

4481

$1,657,198

100

Shoe Stores

4482

$316,773

$99,412

$217,361

52.2

Jewelry, Luggage & Leather Goods Stores

4483

$372,459

$282,168

$90,291

13.8

Sporting Goods, Hobby, Book & Music

Stores

451

$1,384,182

$206,920

$1,177,262

Sporting Goods/Hobby/Musical Instrument

Stores

4511

$1,160,190

$206,920

$953,270

69.7

Book, Periodical & Music Stores

4512

$223,992

100

General Merchandise Stores

452

$8,546,742

$36,290,142

($27,743,400)

-61.9

Department Stores Excluding Leased

Departments

4521

$6,426,810

$35,550,000

($29,123,190)

-69.4

Other General Merchandise Stores

4529

$2,119,932

$740,142

$1,379,790

48.2

Inventory and Analysis

Industry Group

NAICS

Demand

Supply

(Retail Sales)

Retail Gap

Leakage

Factor

# of

Businesses

Miscellaneous Store Retailers

453

$1,841,301

$625,415

$1,215,886

49.3

Florists

4531

$95,970

$136,596

($40,626)

-17.5

Office Supplies, Stationery & Gift Stores

4532

$151,430

$358,668

($207,238)

-40.6

Used Merchandise Stores

4533

$121,216

$130,151

($8,935)

-3.6

Other Miscellaneous Store Retailers

4539

$1,472,685

100

Non-store Retailers

454

$1,663,140

100

Electronic Shopping & Mail-Order Houses

4541

$1,270,933

100

Vending Machine Operators

4542

$48,195

100

Direct Selling Establishments

4543

$344,012

100

Food Services & Drinking Places

722

$4,849,391

$7,740,301

($2,890,910)

-23

Full-Service Restaurants

7221

$2,667,275

$3,215,426

($548,151)

-9.3

Limited-Service Eating Places

7222

$1,892,467

$3,584,315

($1,691,848)

-30.9

Special Food Services

7223

$108,740

$416,836

($308,096)

-58.6

Drinking Places - Alcoholic Beverages

7224

$180,909

$523,724

($342,815)

-48.7

Source: ESRI Retail Marketplace Profile, Aledo IL, September 15, 2016.

Income growth among households in the $40,000-$50,000 range is on the rise in Aledo. That income range is

predicted to compose nearly one fourth of the city by 2018, with most of these households centered on the

southeast and the northwest corners of the city.

Figure 13: Aledo Household Income Distribution 2015-2020

Source: ESRI Community Profile, April 19, 2016.

12.0%

11.2%

14.0%

15.0%

14.8%

17.8%

12.3%

2.1%

0.7%

11.4%

8.6%

11.8%

14.0%

15.5%

25.0%

10.1%

2.5%

1.0%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

<$15,000 $15,000 -

$24,999

$25,000 -

$34,999

$35,000 -

$49,999

$50,000 -

$74,999

$75,000 -

$99,999

$100,000 -

$149,999

$150,000 -

$199,999

$200,000+

2015 2020

Inventory and Analysis

A typical Aledo home (Source: Bi-State Regional

Commission)

One of several historic homes in Aledo (Source: Bi-

State Regional Commission)

Table 11: Aledo Income Growth 2015-2020

2015

2020

Median Household

Income

$47,083

$55,073

Median Home Value

$130,694

$163,848

Per Capita Income

$26,300

$29,761

Average Household

Income

$58,882

$66,426

Total Population

3,670

3,695

Source: ESRI Community Profile, April 19, 2016.

Housing

Aledo has an affordable and diverse mix of renter-

occupied and owner-occupied units, and has only a

slim minority of housing that is vacant. However, a

declining population is slowly leading to stagnating

housing starts and development.

Figure 14: Recent Housing Development in Aledo

Source: U.S. Census, ACS 5-Year Estimates. Selected Housing

Characteristics, 2010-2014.

1400

1450

1500

1550

1600

1650

2010 2011 2012 2013 2014

Total Housing Units Occupied Housing Units

Inventory and Analysis

Table 12: Housing Occupancy

Housing Occupancy

2010

2011

2012

2013

2014

Total housing units

1,579

1,575

1,583

1,589

1,618

Occupied housing units

1,486

1,496

1,542

1,553

1,578

Renter-occupied

577

593

559

589

525

Owner-occupied units

909

903

983

964

1,053

Housing units with a mortgage

560

554

626

596

637

Housing units without a mortgage

349

357

368

416

Source: U.S. Census, ACS 5-Year Estimates. Selected Housing Characteristics, 2010-2014.

Figure 15: Aledo Home Values

Source: U.S. Census Bureau, ACS 5-Year Estimates, 2010-2014.

129

468

277

139

9 9

100

150

200

250

300

350

400

450

500

Less than

$50,000

$50,000 to

$99,999

$100,000

to $149,999

$150,000

to $199,999

$200,000

to $299,999

$300,000

to $499,999

$500,000

to $999,999 $1,000,000 or

Inventory and Analysis

Figure 16: Monthly housing costs for owners with a mortgage

Source: U.S. Census Bureau, ACS 5-Year Estimates, 2010-2014.

Figure 17: Monthly housing costs for renters

Source: U.S. Census Bureau, ACS 5-Year Estimates, 2010-2014.

0.00%

4.20%

12.70%

19.50%

50.40%

8.00%

5.20%

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

Less than

$300

$300 to

$499

$500 to

$699

$700 to

$999

$1,000 to

$1,499

$1,500 to

$1,999

$2,000 or

6.30%

8.40%

12.70%

49.00%

15.90%

6.10%

1.60%

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

Less than

$200

$200 to

$299

$300 to

$499

$500 to

$749

$750 to

$999

$1,000 to

$1,499

$1,500 or

Inventory and Analysis

Crime

Aledo has a population of roughly 3,700 people and is the largest city in Mercer County, yet its crime rate is very

low. Aledo’s rate of theft is 25 times lower than the State of Illinois averages.

Figure 18: Rate of Criminal Offenses per 100,000 Population for Aledo, Illinois

Source: Illinois Annual Uniform Crime Reporting, Illinois State Police. Illinois Uniform Crime Reporting Program.

Figure 19: Rate of Criminal Offenses per 100,000 Population for the State of Illinois

Source: Illinois Annual Uniform Crime Reporting, Illinois State Police. Illinois Uniform Crime Reporting Program.

5 5

28 28

2010 2011 2012 2013 2014 2015

Criminal Homicide Forcible Rape Robbery Aggravated Assualt / Battery Burglary Theft

595

590

542

448

385

347

1,849

1,792

1,770

1,636

1,521

1,429

200

400

600

800

1000

1200

1400

1600

1800

2000

2010 2011 2012 2013 2014 2015

Criminal Homicide Forcible Rape Robbery Aggravated Assualt / Battery Burglary Theft

Inventory and Analysis

Progress Toward 2014 Goals

The Aledo Economic Advisory Committee and city staff reviewed the progress and status of the 2014 Economic

Development Goals and Strategies. They shared this information at the public input meeting held on May 24, 2016.

The progress toward those goals are shown in the bulleted items under each objective.

Goal #1: Promote a Positive Community Image of Aledo

Objective #1: Develop and promote a solid community branding strategy

• Developing consistent look for Aledo logos and signs

• Developing rhubarb leaf as common element on wayfinding and historic

preservation signs

• Using graphic artists for designs

• Enhancing gateway sign with rhubarb sculpture

Objective #2: Enhance community assets

• Completed renovation of historic band shell at Central Park

• Began $950,000 Main Street improvement

Objective #3: Promote community design standards and code administration

Goal #2: Boost Tourism Development in Aledo

Objective #1: Promote uniqueness/character of historic downtown and community

• Establishing consistent symbol for historic structures – rhubarb leaf

• Supporting street scape improvement through Main Street

Objective #2: Support Aledo Main Street and associated programs/events

• Providing promotional billboards for events such as Rhubarb Days and County Fair

• Participating in Mercer County Event Brochure development

• Supporting and advertising activities such as Movies @ Central Park

Goal #3: Attract/Retain/Expand Commercial/Industrial establishments in Aledo

Objective #1: Enhance sustainable incentives for commercial/industrial establishments

• Utilized Mercer/Muscatine Revolving Loan Fund for loan to Shirt Tails and interest

to expand use for larger loans

Objective #2: Develop effective commercial/industrial marketing campaign

Objective #3: Develop effective recruitment/retention program

Objective #4: Re-invigorate county-wide economic development efforts

• Participating in county-wide economic development planning through Looser

Flake Foundation

Inventory and Analysis

Goal #4: Preserve/Enhance Healthcare and Wellness in Aledo

Objective #1: Support recruitment/retention efforts for medical professionals

• Retained medical professionals through Genesis Hospital

Objective #2: Support healthcare facility upgrades

• Supported recent renovation of the Genesis Hospital and Critical Care Unit

Objective #3: Support wellness and recreation programing in the community

• Supported upgrading of YMCA

• Supported establishment of the exercise stations in Central Park

• Developing multiuse path, Phase I and II

• Funded mental health clinic

• Supporting weekly farmers market

Goal #5: Expand Housing Options in Aledo

Objective #1: Incentivize new housing and subdivision development

• Holding planning meeting with developer(s) to discuss additional new housing

Objective #2: Support second-story residential development in downtown

• Set aside $125,000 of TIF proceeds for upper story housing in downtown and

began to inform businesses of the program called Upstairs Aledo

Objective #3: Support rehabilitation of existing housing stock

• Funding update of zoning ordinance

• Investigating state block grant program for rehabilitation of eligible homes

Goal #6: Develop the Workforce in Aledo

Objective #1: Support vocational training programs with education partners

• Supporting vocational training at Mercer County High School

Objective #2: Support workforce training with major employers

• Supporting workforce training at General Grind

Inventory and Analysis

Economic Assets

The planning process identified assets within the city to facilitate the process of developing strategies and goals.

Existing assets are sometimes overlooked, but when reevaluated, they provide opportunities for yet unrealized

projects or initiatives. Assets can be categorized in various ways, and many may fit into more than one category.

Assets have been categorized by their type: physical, human, health, business, social, government, or recreation.

Table 13: shows the assets identified during the planning process. The list is not exhaustive, but represents the

city’s key assets and those identified in the public process.

Table 13: Key Assets

Asset

Type

Water that is better than standards

Physical Assets

Affordable moderately priced homes and elderly housing

Location in relation to other places

National Historic Register Designation – beautiful buildings

Good downtown and infrastructure

Room to grow

Transportation – access to highways in all directions

Close to airport

Volunteerism

Human Assets

Collaboration among organizations

Entrepreneurial spirit

Positive neighborhood atmosphere– food pantry, support of needy, caring generous

Health care for veterans

Health Assets

Health Department – chronic disease prevention

Specialty clinic has walk-in hours

Excellent health care for seniors – provides a continuum

Critical care access

YMCA

Large and small animal care

Livestock/Feed operation

Business Assets

Unique shops – antiques, etc.

TIF District and TIF Fund

Mercer-Muscatine Revolving Loan Fund

Access to many local banks

Inventory and Analysis

Table 13 Continued

Asset

Type

Industrial Park, Big River Resources, Hahn Ready Mix, General Grind, etc. – good employers

Business Assets

Active Main Street Association

Walmart and a grocery store

68+ long-term businesses (25 or more years in the city)

Restaurants and different types of cuisine

Schools and school district

Education Assets

Nearby colleges – good small colleges

Many denominations of churches

Social Assets

Civic organizations

Carnegie Library

Amazing number of amenities for a city of less than 4,000 population

Farmers market

Safety – lack of violence

Essley Noble Museum – best kept secret

WRMJ Radio

Band Shell and entertainment

Variety of youth programming

Festivals and activities bring people to Aledo

Times Record

Licensed child care center and homes

Fire station

Government Assets

County seat

Best volunteer fire department

Best trained police department

Access to two excellent golf courses

Recreation Assets

Parks and recreation

Walk/bike path

Inventory and Analysis

Aledo City Hall (Source: City of Aledo)

City and Main Street Powers

Understanding the powers and authority of the

partners involved in the plan implementation is

critical to creating achievable goals. The city will

partner on implementation with various organizations

to support progress toward the goals and strategies.

However, the two key partners will be the city and

Aledo Main Street. These powers are listed below.

City of Aledo Economic Development

Powers

• Authorize/provide incentives including TIF, rate

negotiation, tax abatements, RLF

• Issue bonds

• Allocate staff to projects

• Political power/elected officials

• Establish and enforce land use zoning, building

ordinance, permits, etc.

Aledo Main Street

• Ability to accept and hold cash as a 501c3

• Build relationships with the businesses and other

community organizations

• Coordinate programs for small business such as

advertising and promotions

• Sponsor events to attract prospective customers

• Promote downtown as a “Quality of Life”

component

Goals and Strategies

With the completion of the economic inventory and analysis, the Economic Development Advisory Committee

began the goal and strategy setting process. Through the public input process and inventory analysis, the

Economic Development Advisory Committee identified that the 2014 goals continued to resonate, and strategies

and action steps to address issues identified in the public meeting logically aligned with the 2014 goals. Economic

issues were reviewed for the ability to address them with a strategy that was feasible. Strategies and actions

steps were considered for inclusion in the final plan if the city or their partners have the necessary authority to

complete or at least support the strategy. Implementation timing in the next three years (or after) was provided for

each of the strategies and action steps, and was based on the availability of human and/or financial resources.

Goals and Strategies

Aledo Economic Development Plan Goals, Strategies and Actions

Strategy

Actions

Timing – Planning &

Implementation

(Yr. 1; Yrs. 2-3,

Yrs.>3)

Capital Resources

($-Low, $$- Med.,

$$$-High)

Feasibility

(Low,

Medium,

High)

Responsible

Entity(s)

Potential

Partners

City Products/Milestones

GOAL: Promote a Positive Image of Aledo

Promote

uniqueness and

character of

historic

downtown

Create publications for

residences about unique

components of Aledo

and historically valuable

assets

3 Years

High

City Council &

Staff

Local

Historians,

Museum,

Library

Contact librarian, local

historians, and museum by

Spring 2017 to begin research.

Enhance

community

assets

Hold community forums

to discuss future

improvements and

acquire additional ideas

for projects

Ongoing

High

City Council &

Staff

Schedule forums as needed for

key projects similar to meetings

on trail development.

Continue proper

maintenance of city

properties, facilities, and

utilities through

continuing CIP

development and

support

Ongoing

High

City Council &

Staff

Move projects from the CIP to

the budget annually.

Update CIP annually during the

budget process.

Promote

community

design standards

and code

administration

Review and update all

city codes

Ongoing

High

City Council &

Staff

Update zoning ordinance by

2018.

Update subdivision ordinance by

2018.

Update City Code by 2018.

Implement a

comprehensive

streetscape plan through

creation of a community

design brochure and

marketing plan

1-2 Years

$$$

High

City Council &

Staff

Aledo Main

Street,

Businesses,

Property

Owners

Complete current Main Street

project by spring 2017.

Work with Main Street to

develop design brochure and

marketing plan by 2018.

Continue to

promote a solid

community

branding strategy

Create a timeline for

implementation, review,

and updates to branding

and marketing strategy

Ongoing

High

City Council &

Staff

Aledo Main

Street,

Businesses

Annually adopt the Aledo Main

Street agreement.

Work with Aledo Main Street to

create a marketing

timeline/strategy in 2017 and

review/update strategy annually

in February.

Goals and Strategies

Strategy

Actions

Timing – Planning &

Implementation

(Yr. 1; Yrs. 2-3,

Yrs.>3)

Capital Resources

($-Low, $$- Med.,

$$$-High)

Feasibility

(Low,

Medium,

High)

Responsible

Entity(s)

Potential

Partners

City Products/Milestones

GOAL: Expand Housing Options in Aledo

Incentivize new

housing and

subdivision

development

Hold contractor and

public workshop(s) on

building codes and in the

Code Corner of the Aledo

Bulletin

1 Year

High

City Council &

Staff

Aledo Main

Street

Businesses

Schedule contractor workshop

on building codes in winter

2017.

Place summary of workshop in

Code Corner section of the Aledo

Bulletin.

Support second-

story residential

development in

the downtown

including lofts and

higher quality

accommodations

Promote “Upstairs

Downtown Program” to

educate businesses on

advantages/historic

credits

1 Year

Medium

City Council &

Staff

Aledo Main

Street

Businesses

Include speaker on historic tax

credits in 2017 winter

workshop.

Consider holding workshops

annually or biannually.

Support traveling

nurse housing

program to

support nursing

home and

veterans’

healthcare in

Aledo

Encourage some rental

units to have monthly

leases

1-2 Years

Medium

Rental

Property

Owners,

City Council &

Staff

Meet with Genesis by spring

2017 to discuss need for

program.

Work with Genesis to call

meeting of landlords to discuss

feasibility of the program by

January 2018.

Goals and St

rategies

Strategy

Actions

Timing – Planning &

Implementation

(Yr. 1; Yrs. 2-3,

Yrs.>3)

Capital Resources

($-Low, $$- Med.,

$$$-High)

Feasibility

(Low,

Medium,

High)

Responsible

Entity(s)

Potential

Partners

City Products/Milestones

GOAL: Preserve/Enhance Healthcare and Wellness in Aledo

Support wellness

and recreation

programming in

the city

Market walkability and

expand bike path by

starting a walking

campaign, and update

the trail brochure when a

portion of the bike path

has been completed

2 Years

Medium

City Council &

Staff

Update trail brochure once trail

segment is complete, approx.

2018.

Promote walking in Aledo

bulletin every spring with health

information from Genesis.

See grant funding as portions of

the trail are engineered.

Promote public groups

that encourage exercise

for all ages– cycling,

volleyball, pickle ball,

YMCA

1-2 Years

High

City Council &

Staff

YMCA,

Sports Clubs,

School

Programs

Promote health in Aledo Bulletin

annually and consider health

guest column by clubs, schools,

Genesis, and YMCA.

Support

recruitment

efforts for medical

professionals

Publicly support Health

Foundation efforts

Ongoing

High

City Council &

Staff

Health

Foundation

Provide resolutions of support as

requested from the Health

Foundation.

Encourage community

groups/involvement in

funding

1 Year

Medium -

High

City Council &

Staff,

Service Clubs

Copy service clubs and

community groups on

resolutions of support and

provide updates following six-

month contacts.

Support

healthcare facility

upgrades

Publically support

healthcare facility

upgrades

Ongoing

High

City Council &

Staff

Provide resolution of support for

new projects as requested.

Every six months, contact/meet

with Genesis to discuss issues

and needs.

Goals and Strategies

Strategy

Actions

Timing – Planning &

Implementation

(Yr. 1; Yrs. 2-3,

Yrs.>3)

Capital Resources

($-Low, $$- Med.,

$$$-High)

Feasibility

(Low,

Medium,

High)

Responsible

Entity(s)

Potential

Partners

City Products/Milestones

GOAL: Attract, Retain and Expand Commercial/Industrial Establishments in Aledo

Develop an effective

commercial/

industrial marketing

campaign

Create a coalition of

independent businesses to

jointly advertise outside of

the city

1 Year

High

Aledo Main

Street,

City Council &

Staff

Businesses

Support Aledo Main Street external

advertising efforts.

Create specific marketing

materials for new and

existing businesses on all

available amenities,

services, etc. in the city so

they can support each other

1-2 Year

High

City Council &

Staff,

Aledo Main

Street,

Park District

Meet with Aledo Main Street in

2017 to develop list of amenities and

services available in the city. Place

list on website and mail with utility

bills.

Support shop local campaigns in

similar manner as they are

developed.

Enhance sustainable

incentives for

commercial/

industrial

establishments to

attract new

businesses and

continue to develop

the industrial park

Continue to use existing TIF

to expand economic

opportunities

Ongoing

High

City Council &

Staff

Meet with business groups to

provide information on TIF in 2017.

Develop a city revolving

loan fund following the

completion of the TIF fund

Over 5 Years

$$$

Medium

City Council &

Staff

Utilize Mercer-Muscatine RLF in

2017 for gap financing for

businesses.

Study the feasibility of

establishing a business

incubator

2-3 Years

$$$

Low - Medium

City Council &

Staff

Research other communities with

incubators by June 2018 and

summarize information for a report to

City Council in December 2018.

Investigate programs from

other cities that assist in

finding buyers for existing

businesses or assets that

Aledo would like to retain

2-3 Years

Medium

City Council &

Staff

Same as above for programs to find

buyers.

Provide retail items

the city does not

currently offer

Conduct a retail gap

analysis through Bi-State to

identify potential retail

needs and determine those

to target and consider

consultant study

1 Year

High

Bi-State,

City Council &

Staff

Main Street

Update gap analysis through Bi-

State in April 2017.

Consider consultant led retail study

in fall 2017.

Identify empty store fronts

and prioritize which to fill

1 Year

High

Aledo Main

Street,

City Council &

Staff

Meet with Aledo Main Street by

winter 2017 to discuss priorities for

retail needs.

Goals and Strategies

Strategy

Actions

Timing – Planning &

Implementation

(Yr. 1; Yrs. 2-3,

Yrs.>3)

Capital Resources

($-Low, $$- Med.,

$$$-High)

Feasibility

(Low,

Medium,

High)

Responsible

Entity(s)

Potential

Partners

City Products/Milestones

GOAL: Develop the Workforce in Aledo

Support

vocational training

programs with

education

partners

Provide internships and

apprenticeships for high

school seniors and

graduates in technical

and business program

2-3 Years

$$$

Medium

Schools,

Businesses,

City Council &

Staff,

Service Clubs,

Blackhawk

College

Meet with school officials in

2016/2017 school year to

discuss feasibility of

apprenticeships, job shadow,

and pre college courses. Work

with schools to meet with

businesses and colleges on

potential action items.

Develop a job

shadowing program in

junior high/early high

school or pair seniors

with business leaders

1 Year

High

Schools,

City Council &

Staff,

Businesses

Same as above.

Add introductory classes

in high school for

technical and for year

degrees

3-5 Years

Medium

Schools,

Businesses,

City Council &

Staff,

Blackhawk

College

Same as above.

Goals and Strategies

Strategy

Actions

Timing – Planning &

Implementation

(Yr. 1; Yrs. 2-3,

Yrs.>3)

Capital Resources

($-Low, $$- Med.,

$$$-High)

Feasibility

(Low,

Medium,

High)

Responsible

Entity(s)

Potential

Partners

City Products/Milestones

GOAL: Boost Tourism Development in Aledo

Support Aledo

Main Street

programs and

events

Expand marketing of

events in Central Park

and in Aledo

1 Year

High

City Council &

Staff,

Aledo Main

Street

Meeting with Aledo Main Street

in winter 2017 to discuss

feasibility of additional events

Explore opportunity to

expand existing events

like Antique Days or add

new events throughout

the year (potentially

agriculturally themed in

fall) based on availability

of volunteers

1-3 Years

$$$

Medium

City Council &

Staff,

Aledo Main

Street,

Service Clubs

Continue to promote

Farmers Market and

seek additional vendors

including restaurants

1 Year

High

City Council &

Staff,

Aledo Main

Street,

Businesses,

Health

Department

Continue research on food safety

barriers for vendors and

potential solution through winter

2017. Work with Aledo Main

Street to reach out to

businesses with information.

Develop a tourism-

related website and

interconnect with other

tourism websites

including search engine

optimization

1-2 Year

High

City Council &

Staff,

Aledo Main

Street

Research cost of development

and potential website manager

for tourism possibly in

partnership with Aledo Main

Street.

Develop touring

route/brochure for

existing attractions

1 Year

High

City Council &

Staff,

Aledo Main

Street

Library,

Museum

Meet with Aledo Main Street in

winter 2017 and develop initial

list of attractions and

descriptions. Review/revise list

with the library/museum and

develop route and brochure

layout in spring 2017.

Appendix

Aledo Public Meeting – May 24, 2016

Aledo Assets

• YMCA

• Restaurants and different types of cuisine

• Walk/bike path

• Water that is better than standards

• Affordable, moderately-priced homes

• Location in relation to other places

• Civic organizations

• Volunteerism

• Collaboration among organizations

• Carnegie Library

• Amazing number of amenities for a city of

less than 4,000 population

• Farmers market

• Entrepreneurial spirit

• Livestock/Feed operation

• Health care for veterans

• Working toward National Historic Register

Designation – beautiful buildings

• Schools and school district

• Many denominations of churches

• Safety – lack of violence

• Good downtown and infrastructure

• Access to many local banks

• Industrial Park, Big River Resources, Hahn

Ready Mix, General Grind, etc.-good

employers

• Active Main Street Association

• Nearby colleges – good small colleges

• Unique shops – antiques, etc.

• TIF District and TIF Fund

• Room to grow

• Positive neighborhood – food pantry, support

of needy, caring generous

• County Seat

• Essley Noble Museum – best kept secret

• Fire station

• Bandshell and entertainment

• Variety of youth programming

• Access to two excellent golf courses

• 68+ long term businesses (25 or more years

in the city)

• Best volunteer fire department

• Walmart and a grocery store

• Best trained police department

• Large and small animal care

• Parks and recreation

• Health Department – chronic disease

prevention

• WRMJ Radio

• Transportation – access to highways in all

directions

• Excellent health care for seniors – provides a

continuum

• Festivals and activities bring people to Aledo

• Elderly and moderately-priced housing in the

city

• Times Record

• Close to airport

• Specialty clinic has walk-in hours

• Licensed child care center and homes

• Critical care access

Appendix

Aledo Opportunities (# of Votes in Parentheses)

• Market to new and existing business with

materials that are specific on all the

amenities that are available in the city to

support each other. Create coalition of

independent businesses to jointly advertise

outside of the city. Attract entrepreneurs.

Continue to improve communication with

existing and new businesses. (11)

• Support rentals on upper floors of

commercial buildings – encourage this

through changes to codes. Provide

opportunity to live downtown with lofts and

high quality accommodations. (9)

• Attract younger families to fill houses and

schools and start new businesses. (7)

• Offer a clothing retail establishment for

professionals. Attract and support finer

dining. Provide retail items that the city does

not currently offer. (7)

• Attract good jobs and take advantage of

jobs/people in Muscatine. (6)

• Increase school rating to provide a high level

education to attract new families to area.

Add training programs for technical and four-

year degrees. Provide internships for high

school graduates, such as a trade program,

or pair senior business leaders with young

people. (6)

• Properly use the TIF fund to expand

economic opportunity. (4)

• Maintain all parks and meet code

requirements and fund park district pool

updates. (3)

• Fill downtown buildings with businesses –

continue to expand Main Street efforts. (3)

• Attract new businesses and continue to

develop industrial park. (1)

• Address issue of properties that are in city

limits, but not officially part of the city that

are using utilities. (1)

• Develop purposeful succession planning for

businesses and assets like the Opera House

to find new owners interested in maintaining

the business or asset. Improve marketing of

Opera House such as to a volunteer

community theater group. (1)

• Continue to support nursing home &

veteran’s healthcare opportunities/hospital

for a city of Aledo’s size. (1)

• Expand and advertise walk/bike path. (1)

• Create a city revolving loan fund. (1)

• Continue participation in countywide

economic development plan that will help the

entire county.

• Encourage transportation improvements –

paving bridges – make sure they are suitable

for large trucks, IL-17, IL-94, U.S. 67, county

roads, and state highways. Load limits need

to be high to allow for trucks.

• Develop an action plan for nuisance

buildings.

• Reinstate Aledo New.

• Capitalize on Aledo being an agricultural

community.

• Expand farmers market.

• Leverage marketing of assets with the Quad

Cities Region.

• Market safety of the community.

• Support the movement in health care to

attract trained health professionals, and in

the short term, address the need for better

housing.