Washington County Economic Development Roadmap A PerformanceBased Plan to Guide Economic Development

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Washington County Economic Development RoadmapA
Performance-Based Plan to Guide Economic
Development, 2005-2007

• CONDENSED VERSION
• FINAL PLAN REPORT
• November 4, 2004
• Prepared for the
• Washington County Community Improvement
  Corporation
• By Donald T. Iannone Associates

Washington Countys private and public sector
leaders and citizens working together to
strengthen the Countys economic competitiveness
and increase community prosperity.
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Roadmap Work Process
Work Process

• Key Action Steps
• Washington CIC pulls together public and private
  sector stakeholders to fund the Roadmap.
• CIC works with stakeholders to define a limited
  set of issues to be given attention.
• DTIA conducts Leadership survey to assess
  priorities and action options.
• Strategic planning retreat held on October 12,
  2004.
• Roadmap report prepared by DTIA for CIC and its
  partners.
• Roadmap reviewed and adopted with agreement to
  move forward with plan implementation.

Washington County ED Roadmap Planning Process
Washington County ED Roadmap
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Washington County Economic Base Influences
Strategic Assessment
Several factors influence the competitiveness of
Washington Countys economic base. The role of
the Countywide ED strategy is to work on the most
important influences that are, at least in part,
within the control of Washington Countys ED
service system.
Strategic Issues Trends for Countys
Driving Industries
Foreign competition Labor market
requirements Technology developments Regional and
County cost realities Industry growth
potential Other industry-specific factors
Washington Countys Economic Base
Ohios Business and Economic Climate
National Global Trends
Tax policy Business regulations State
incentives Ohios image Other state factors
Global growth forecast U.S. growth forecast U.S.
Federal policy and regulations Other factors
Wash. County Economic Climate
Development Resources
Workforce/talent Incentives/financing County
image Local business costs Cooperation and a
plan Other factors
Greatest control is here
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Strategic Assessment Overview Results
Strategic Assessment
Action
Main Discovery
Review Existing Plans And Studies
No Current Countywide Plan In Place Guiding
Economic Development
Washington County Leadership Survey
Public and Private Leaders Agree on Countys
Future Economic Priorities
Leadership Meetings, Decisions on Final
Plan Content and Directions
Focused Action Agenda That Is Implemented Is Most
Important
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Washington Countys Starting ED Strategy
Environment
Strategic Assessment

• County economic base that remains reliant upon
  its existing manufacturing base and that is
  growing slowly in terms of businesses and jobs.
• Limited collaboration among economic development
  players within Washington County.
• No unifying strategy to guide community level
  and countywide economic development efforts.
• Limited shared vision of the Countys economic
  future and future growth potential.
• Several valuable economic development
  organizations EDOs) that have some valuable
  assets and have made some progress in their work.
• Lack of systematic monitoring of ED organization
  and program performance. Results of local efforts
  are not clearly understood. Need for a better
  definition of the return on investment (ROI) of
  public and private economic development efforts
  across the County.
• A growing desire among local and countywide ED
  groups to work together and make a greater
  difference.
• Growing competition for ED opportunities from
  surrounding counties, and an increasing number of
  national and international locations.

Current Economic Development Environment
Washington County Economic Roadmap
Future Economic Development Environment
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Overall Strategic Plan Thrusts and Outcomes
Strategic Direction
Washington Countys future economic development
hinges on future progress made in two strategic
thrust areas creating a competitive environment
for economic development and stimulating
increased economic vitality, and quality business
and job growth and development. The two thrusts
go hand-in-hand in improving the Countys future
economic outcomes.
STRATEGIC THRUST Creating a Competitive Environme
nt for Economic Development
STRATEGIC THRUST Stimulating Economic Vitality,
and Quality Business and Job Growth and
Development
INTENDED WASHINTON COUNTY OUTCOMES Increased
Business Competitiveness, Higher Quality Job
Development, Increased Citizen Prosperity and
Wealth Creation, Improved Economic Development
Organization Performance and Accountability
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Key Priorities for the Washington County
Economic Development Plan
Strategic Direction

• The Economic Development Roadmap recommends a
  focus on a limited number of key economic
  development issues facing the County. In this
  way, Washington Countys economic development
  organizations stand a greater chance of being
  successful. The Roadmap will focus on these three
  major issues
• Equip Washington County with a collaborative,
  performance-based, and accountable organizational
  strategy for economic development.
• Focus existing economic development resources and
  organizations on the most important priorities
  related to increasing the Countys overall
  economic vitality and its ability to create high
  quality businesses and jobs.
• Focus existing economic development resources and
  organizations on the most important priorities
  related to increasing the competitiveness of
  Washington County as a future location for high
  quality economic development.

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Washington County ED Roadmap Vision Statement
Vision and Mission
Grow Washington County as a high-quality location
for people to live, work, and play, and where
businesses can prosper and gain a competitive
edge based upon quality, productivity, and
innovation in todays global economy.
The vision statement defines the Roadmaps future
expectations about economic development in
Washington County. The vision relates to the
area, its communities, businesses, and citizens.
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Vision and Mission
Washington County ED Roadmap Mission Statement
Washington Countys Economic Development Roadmap
defines the key action steps and tools that will
help make businesses, local communities, and
residents more competitive for high-quality
economic development, increasing their long term
prosperity and economic well-being.
The Roadmap gives special attention to
accomplishing this mission in a performance-based
manner so that economic development results and
the value and return on investment of these
results is clearly understood in Washington
County.
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Vision and Mission
Washington County ED GOALS

• Economic Vitality Improvement Goals
• Competitive Environment Improvement Goals
• Organizational Strategy Goals
• Performance-based Measurements Associated with
  each Goal.

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Economic Vitality
I. Economic Vitality Improvement Goals.
Goal 1 Strengthen the competitiveness of existing
Washington County businesses by offering new
advantages and resources to these employers.
IMPACT Improved economic development results for
Washington County communities, businesses, and
citizens.
Goal 2 Attract selected new high quality
businesses to Washington County by offering new
advantages and resources to these employers.
Goal 3 Stimulate and assist the growth of
new business startups in growth industries
in Washington County by creating
favorable conditions and resources for these new
ventures.
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Economic Vitality
Strategic Thrust Stimulating Economic Vitality
A manageable action agenda must be adopted in
each of the four priority areas. Washington
County officials should focus their attention,
leadership, and investments to achieve results
in these areas.
65 of resources and attention here
15 resources and efforts here
10 resources and efforts here
Four priorities will be addressed under
Stimulating Economic Vitality. Existing business
competitiveness is clearly the top priority.
10 resources and efforts here
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Economic Vitality Performance Measures
Economic Vitality

• The following measures are suggested as lead
  performance measures for tracking the progress,
  effectiveness, and impact of the Economic
  Vitality Component of the Roadmap
• Business investment in new or expanded
  facilities, equipment, and machinery.
• Ratio of private business investment to public
  sector economic development investment.
• Job quality, as measured by average annual pay
  level.
• Existing jobs upgraded.
• New jobs created.
• Existing jobs retained.
• New payroll generation.
• New local tax revenue generation.
• Number of existing businesses successfully
  assisted.
• Number of new businesses successfully attracted.
• Number of new entrepreneurial starts assisted.
• Number of ED projects completed in distressed or
  redevelopment areas.
• Successful businesses assisted, jobs, payroll in
  Washington Countys target industries/clusters.

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Competitive Environment
II. Competitive Environment Improvement Goals
Goal 1 Strengthen Washington Countys workforce
to meet the local growth needs of existing and
new employers.
IMPACT Improved economic development results for
Washington County communities, businesses, and
citizens.
Goal 2 Strengthen Washington Countys
overall technology, transportation, and
other Infrastructure foundations for economic
development.
Goal 3 Strengthen the marketing of the County as
a business location for high-growth and
value-added companies and jobs.
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Strategic Thrust Creating a Competitive
Environment
Competitive Environment
A manageable action agenda must be Adopted in
each of the three priority areas. Washington
County officials should focus their attention,
leadership, and investments to achieve results
in these areas.
30 of resources and attention here
30 of resources and attention here
Three priorities should be pursued under Creating
a Competitive ED Environment. Each is important
in its own right and also has important linkages
with the other priorities.
Marketing program aimed at existing and out of
town businesses.
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Competitive Environment
Competitive Environment Performance Measures

• The following measures are suggested as lead
  performance measures for tracking the progress,
  effectiveness, and impact of the Competitive
  Environment Component of the Roadmap
• Workforce, Education-Economic Development
  Priority
• New partnerships formed to advance the connection
  between workforce development, education, and
  economic development.
• Workers trained and employer and public sector
  dollars invested in the training.
• Incumbent worker skill upgrading.
• Educational attainment (degree and non-degree,
  certifications issues).
• Jobs created and upgraded in Washington Countys
  target industries/business sectors.
• ED Infrastructure Priority
• Prioritized investment in roads, the airport,
  and local technology infrastructure (telecom and
  Internet).
• Local, State and Federal dollars attracted to
  Washington County ED projects.
• Number of existing and new businesses assisted by
  these improvements
• Existing job and payroll retention.
• New job and payroll generation

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Competitive Environment
Competitive Environment Performance Measures

• The following measures are suggested as lead
  performance measures for tracking the progress,
  effectiveness, and impact of the Competitive
  Environment Component of the Roadmap
• ED Marketing Priority
• Public and private sector dollars invested in a
  coordinated Countywide marketing program.
• New investment leads generated by the marketing
  effort.
• New investments made by existing and new
  companies in Washington County as a result of the
  marketing effort.
• Positive change in the perception of Washington
  County as a competitive business location by
  local and external business leaders.
• Impact on the retention and attraction of
  talent to the County.
• Overall ROI from the marketing program on an
  annual basis.

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III. Organizational Strategy Goals
Organizational Strategy
Goal 1 Create the Washington County ED Network as
a vehicle to improve the performance and
collaboration of the Countys ED system
IMPACT Improved economic development results for
Washington County communities, businesses, and
citizens.
Goal 2 Create performance-based teams to
strengthen the focus and effectiveness and
impact of Countywide ED activities and efforts.
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Washington County ED Network Components
Organizational Strategy
A majority of leaders should be from the private
sector (12)
The other 7 members should come from local
government and education
While some formalized teams would be created, the
Network should encourage any ED group in the
County to draw upon each other as a resource
The Network should spur collaboration,
innovation, and impact by local ED groups.
Strategic Focus Areas
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Organizational Strategy
Organizational Strategy Performance Measures

• The following measures are suggested as lead
  performance measures for tracking the progress,
  effectiveness, and impact of the Organizational
  Strategy Component of the Roadmap
• Washington County ED Network
• For the most part, the Network will be judged by
  the metrics identified under the Economic
  Vitality and Competitive Environment components
  of the Roadmap.
• Ability to encourage and assist local communities
  and their EDOs to join the countywide network
  and form performance-based area councils to work
  in partnership with the Network.
• Ability to build the performance teams to
  accomplish the Roadmap goals, objectives, and
  performance measures that relate to each team.
• Ability to sustain credibility and support from
  its stakeholders, and involve them in its work.
  This should include the general public.
• Ability to develop as a well-recognized leader
  for countywide economic development in Ohio and
  eventually nationally.
• Ability to form dynamic new strategic
  relationships and partnerships with local,
  regional, and state resources to help Washington
  County achieve its Roadmap goals and objectives.

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Approach to Creating a Performance-Based System
for Washington County Economic Development
Organizational Strategy
Performance-based management is a vehicle for
continuous improvement by Washington Countys
countywide and local EDOs. The County should
plan to grow into its system over time.
Step 3 Implement performance management
systems within the Network and member EDOs.
Step 4 Conduct first year reviews of
performance results by the Network and its
partners.
Step 1 Adopt the performance measures defined
in the Roadmap.
Step 2 Work with the Network and its local
partners to set baselines for measuring
future ED performance.
Make adjustments and improvements to the system.
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Key Short Term Action Steps
Implementation Schedule

• Develop consensus to move forward in adopting the
  Roadmap by Washington County leaders.
• Engage major stakeholder groups about their role
  and support (Education, Government, Business,
  State of Ohio, and other groups.)
• Identify and recruit key leaders of the WC-ED
  Network.
• Incorporate the WC-ED Network.
• Prepared detailed work plan to undertake work.
• Set plan in motion to sustain funding of the ED
  Network over time.
• Implement strategic teams and new initiatives.
• Work with partners and Network members to adopt
  key performance measures.

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Proposed Process for Creating the Washington
County Economic Development Network (WC-EDN)
Implementation Schedule
Nov. 2004......Jan. 2005.Feb......Ma
rch.....April
6. NEW WASHINGTON COUNTY ED NETWORK FULLY
IMPLEMENTED AND OPERATIONAL
Leaders communicate with countywide and
local stakeholders and Roadmap and develops plan
support
1. Leadership Approves Roadmap Concept
3. Leadership Adopts Final Roadmap Plan
Leaders continue to give overall guidance
to process.
4. Program Components Detailed
Detailed program components developed by County
leaders.
2. Special Task Force Appointed
Org. Task Force finalizes WC-EDN concept
makes recommendation for final adoption.
5. Matrix Based Teams Formed
Matrix-based teams implement Roadmap recommendatio
ns across County