Partners in Development Economic Development City OAEDC Chamber Chamco Partners in Development Perspectives and Priorities Tom Grogan – Center for Community Partnerships – UW Oshkosh Wednesday, February 27, 2008

Partners in Development Overview City OAEDC Chamber Chamco Partners in Development Economic Development - four steps Process Model Forces - Internal and External Profiles - Partners in Development Matrix of Responsibilities Key Observations Opportunities for Examination Benchmarks Observations/Reflections

Four Basic Steps Economic Development Make Plans Take Actions Evaluate Results Adjust (as appropriate)

1. Making Plans First, You Must See Opportunities Four Basic Steps Make Plans Take Actions Evaluate Results Adjust Economic Development 1. Making Plans First, You Must See Opportunities Open and Active Networks Identify Synergies/Partnerships Active Collaboration Evaluate Feasibility

2. Taking Action Develop Action Plan Establish Timelines Four Basic Steps Make Plans Take Actions Evaluate Results Adjust Economic Development 2. Taking Action Develop Action Plan Establish Timelines Assign Responsibilities Be Resourceful/Persistent Adjust to Unforeseen Conditions

3. Evaluating Results Ensure Timely Progress Troubleshoot Problems Four Basic Steps Make Plans Take Actions Evaluate Results Adjust Economic Development 3. Evaluating Results Ensure Timely Progress Troubleshoot Problems Communicate Results

4. Making Adjustments Continuous Focus Adjust to Changing Conditions Four Basic Steps Make Plans Take Actions Evaluate Results Adjust Economic Development 4. Making Adjustments Continuous Focus Adjust to Changing Conditions Reconsider Expectations

Simplified Process Model Economic Development Goal, Objective or End Sought Organization and Planning Ultimate Objective The Result or Consequence of Effort Vision Commitment Effort Actions Economic Development Quality of Life This Cycle Repeats Itself

Shape, Influence or Impact External Forces that Shape, Influence or Impact Workforce Existing Business Economic Development in Oshkosh Community Setting Intangibles

Shape, Influence or Impact Internal Forces that Shape, Influence or Impact Relationships Vision Drive Commitment Attitude Economic Development in Oshkosh Local Contacts Available Buildings & Land Resources Zoning and Regulations

Describing the Working Relationship City OAEDC Chamber Chamco Partners in Development Descriptive Characteristics or Attributes Comprehensive Coordinated Collaborative Creative Cohesive

Partners in Development City of Oshkosh Provides Political Leadership and Direction Establishes and Implements Plans Creates Zoning Requirements Provides Municipal Services Works With Development Partners Assists With Financial Issues City OAEDC Chamber Chamco Partners in Development

Partners in Development Oshkosh Chamber of Commerce Provides Business Advocacy Serves in Key Leadership Role Community Marketing Provides Support to Existing Businesses Helps Recruit New Business/Industry Serves as a Catalyst for Community Action City OAEDC Chamber Chamco Partners in Development

Partners in Development Oshkosh Area Economic Development Corporation Works in Partnership with City / Chamber Works with Businesses / Developers Markets and Promotes the Community Coordinates Retention / Entrepreneurship Programs Focuses on Downtown / Central City Development (Retail, Commercial, Service) Creates Environment Conducive for Development Provides Creative Incentives / Promotes Cooperation Involved in Regional Activities / Legislative Issues City OAEDC Chamber Chamco Partners in Development

Partners in Development Chamco, Inc. Model Public/Private Partnership Industrial Park Sales Agent Works With Businesses/Developers Pursues External Financial Help Provides Creative Incentives / Promotes Cooperation Troubleshoots Difficult Problems Focuses on Industrial & Manufacturing City OAEDC Chamber Chamco Partners in Development

Economic Development Matrix (see handout) Identification or Roles/Responsibilities Primary Responsibility Secondary Responsibility Other

Economic Development Matrix (see handout) See also the Next Three Slides

Economic Development Matrix – Items 1-4 (see handout)

Economic Development Matrix – Items 5-7 (see handout)

Economic Development Matrix – Items 8-11 (see handout)

Partners in Development City OAEDC Chamber Chamco Partners in Development Key Observations, Part One These organizations have long-standing cross-functional working relationships. These organizations are excellent examples of public/private partnerships. There is a track record of results and accomplishments. There are significant overlaps among board members.

Partners in Development City OAEDC Chamber Chamco Partners in Development Key Observations, Part Two There is specialization of function and division of labor. There are different roles, functions and capabilities. Chamber, OAEDC and Chamco now operate from the same office building. Yes … there are opportunities to clarify roles, responsibilities, and expectations.

Opportunities for Examination City OAEDC Chamber Chamco Partners in Development 1/4 Opportunities for Examination Improve community marketing - explore opportunities for coordinated communication efforts Complete this joint review of economic development efforts Present report to the community Reach consensus on economic development goals for Oshkosh

Opportunities for Examination City OAEDC Chamber Chamco Partners in Development 2/4 Opportunities for Examination Identify development priorities relating to immediate needs or emerging opportunities Cultivate and develop relationships with developmental professionals – finance, real estate, business planning, law, etc. Work hard to get public and private opinion leaders on the same page Take efforts to reduce or eliminate organizational stress and tension

Opportunities for Examination City OAEDC Chamber Chamco Partners in Development 3/4 Opportunities for Examination Determine the desired mix of commercial, retail, manufacturing and industrial sectors Review and support expansion in the service sector Better integration and/or coordination of separate planning and programming processes Identify key data that is crucial for all planning purposes – collect and compile in an efficient way

Opportunities for Examination City OAEDC Chamber Chamco Partners in Development 4/4 Opportunities for Examination Develop combined or integrated outreach efforts relating to potential development opportunities Improve methods and practices for sharing and exchanging key information relating to pending or emerging developmental opportunities Work with regional businesses and organizations to strengthen regional economy Identify current or emerging workforce training needs – work with educational institutions to develop programs and solutions

Benchmarks – Primary Indicators Business Starts Business Expansions Business Retentions (anecdotal) Growth in Tax Base Employment (growth, unemployment, etc.) Median Household Income Skilled Labor (anecdotal – availability or shortages)

Benchmarks – Additional Indicators Housing Starts (including Central City, if avail.) Traffic Counts Brownfield/Blighted Areas (anecdotal) Downtown Redevelopment (anecdotal) Riverfront Redevelopment (anecdotal) Community Ranking (publications) Educational Resources (type and character) Educational Attainment Levels

Four General Observations Public/Private Partnerships Work Private Investment Drives Development Public Actions/Decisions Facilitate or Obstruct Progress Economic Development is a Shared Responsibility

Six Crucial Requirements Shared Goals Regional Awareness/Vision Cooperative/Collaborate Approach Making Decisions & Reaching Consensus Forward-Thinking and Acting Positive Attitudes and Actions

Suggestions Act in Creative, Resourceful and Resilient Manner Strong Forward-Looking Leadership Must be Provided by Governing Boards Staff Must be Skilled, Valued and Respected – and be Expected to Act in Cooperative and Collegial Ways

Closing Caveats Critical Take-Away Points Be Ambitious – Adopt Long-Term Goals Be Realistic – Merely Changing Public or Private Organizational Structure Will Not Stimulate Investment, Economic Development and Community Progress