1. 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

2. 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

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

4. 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

5. 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

6. 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

7. 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

8. 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

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

10. 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

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

12. 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

13. 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

14. 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

15. 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

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

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

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

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

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

21. 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.

22. 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.

23. 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

24. 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

25. 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

26. 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

27. 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)

28. 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

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

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

31. 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

32. 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