Stronger Economies Together

Producing a High Quality Regional Economic Development Plan

The Essential Components

I. Evidence-based(expand)

1. Asset & Challenges:

Explanation: The plan is based upon a strong understanding of the region’s current and/or emerging assets and challenges, as well as the demographic and economic features of the region.
Phase III modules: Two, Five, Six, and Seven
Phase IV modules:
Examples:

Tampa Bay Region: (Page 19) Foundational Initiatives opening section describes “cracks” (challenges) in the region’s economic foundation. The initiatives (SET Goals) that follow include a rationale as to how those initiatives will address the challenges.
Tampa Bay Region: (Page 106-129) Workforce issues related to the targeted cluster are addressed in the plan.
Oregon State Plan: (Pages 5-8) Following extensive data gathering from those in the regional clusters, the team identified nine recurring themes, some of which were assets and some of which were challenges. The team built on these themes.
Central Mississippi CEDS: (Pages 6-14) Using a SWOT analysis with a broad group of stakeholders, planners were able to hone in on some key assets and challenges that frame the planning process
Southern Tier: (Pages 11-17) A summary of barriers and opportunities are presented as a foundation to the planning process. A more comprehensive discussion follows in the section titled “Existing Conditions and Strategic Opportunities” beginning on page 39.

2. Comparative Advantage:

Explanation: The plan’s major strategies are intended to build on the region’s comparative economic advantages, especially its key current and/or emerging economic clusters.
Phase III modules: Five, Six, and Eight
Phase IV modules:
Examples:

Tampa Bay Region Cluster Study: While the process for identifying most promising clusters used here is different from SET, the factors considered are still fairly consistent with SET in that they looked at overarching industries first, then identified a subset for more focused research (page 7)
Tampa Bay Region:

Applied Medicine and Human Performance (Pages 38-52)
High-Tech Electronics and Instruments (Pages 53-68)
Business, Financial, and Data Services (Pages 69-84)
Marine and Environmental Activities (Pages 85-105)

Oregon State Plan: Page 6 summaries a study of the key industry clusters and the cross cutting needs that were identified. This approach gives deeper meaning and more concise focus to goals that might otherwise be rather broad-stroked.
Oregon Cluster Priorities: (Pages 1-4) A simple chart outlines the top industry clusters that Oregon is targeting, providing a set of “cluster specific actionable initiatives” for each.
Portland Plan: The cluster report clearly identifies the four clusters listed below (see page 14). It is on these four that the planners developed key strategies.

Clean Tech and Sustainable Industries (Pages 10-12)
Active-wear (Pages 12-13)
Software (Pages 14-15)
Advanced Manufacturing (Pages 15-17)

Northland Partnership: (Page 8) provides a single page summary of the seven key regional clusters along with essential assets and opportunities.
Southern Tier: (Pages 65-69) Planners state that 16 clusters were identified within the region, then provide data from several angles to discuss some of these. The data are interesting, but it is not clear in this section that the planners chose clusters to target. Moving to the strategies and reading back through this analysis, connections are evident. However, drawing the reader along to help connect the dots throughout is valuable.

Energy (Pages 107-120)
Transportation Technology and Manufacturing (Pages 120-125)
Healthcare (Pages 125-131)
Agriculture and Forest (Pages 131 – 132)

II. Practical(expand)

3. Logical:

Explanation: The plan is logical. Specifically, the plan’s major strategies, taken together, are designed to achieve clearly stated regional goals.
Phase III modules: Eight
Phase IV modules:
Examples:

Tampa Bay Region: (Pages 19ff) Each of the initiatives (SET Goal) includes a rationale, objectives (SET Strategies), and activities (SET Action Steps). They fit together logically and even include a purpose for each activity to help connect the dots.
Southern Tier: (Pages 19-25) The five strategies (SET Goals) fit well within the overarching mission. And the related Action Items (SET Strategies) make sense within that context. Most of the strategies are tied directly to an industry cluster, though a clearer connection could have been made in the segment where cluster exploration was discussed. “We chose X,Y, and Z clusters because…”

Energy (Pages19-21)
Transportation (Pages 21-22)
Healthcare (Pages 22-24)
Rural Farms and Forestry (Page 24)
Infrastructure (Pages 24-25)

4. Targets:

Explanation: The plan specifies measurable targets that must be met along the road to goal achievement.
Phase III modules: Nine
Phase IV modules:
Examples:

Southern Tier: (Pages 19-25) Each strategy discussion closes with a paragraph on Return on Investment (ROI). Most of these items are measurable. Pages 34-36 provide a more concise list of measure for each action item. However, this could be stronger if attention were given to a logical progression between short term measures, leading to intermediate, leading to long term measures.
Mid Hudson New York: (Pages 57-62) The measurement plan describes what will be tracked under each goal. These appear to be logical measures and manageable to track. However, addressing three weaknesses would strengthen this section: (1) overuse of acronyms should be corrected so that the reader does not have to search for meanings, (2) specifics on targets within each measure should be articulated (what is the target for each of these?), and (3) ensuring that benchmarks are set for short, intermediate and long-term.
Dallas Region: (Pages 7- 11 ) Clearly defined SMART goals accompany the first two priority areas. Each of these priority areas include easy to read charts that show the current status for these targets and the intended goal.

5. Time Periods:

Explanation: The plan includes short-term (typically less than 1 year), medium-term (2-4 years), and long-term (5 years or longer) goals, which build together toward lasting economic improvements.
Phase III modules: Eight
Phase IV modules:
Examples:

Tampa Bay Region: (Page 24) This is one example of how a region put together the pieces, including time frames. The detail of “implementers” could be clearer and perhaps is on their working document. The time frame could be a little more concise also.

6. Initial Tasks:

Explanation: The plan specifies clear tasks to be completed and delineates the person(s) or groups responsible for completing these actions, at least for the short-term timeframe of the plan (the first 6-12 months). The Plan of Work template that your team completes as part of Module Eight can help you develop this component.
Phase III modules: Eight
Phase IV modules:
Examples:

Southern Tier: (Pages 107-136) The expanded discussion of the strategies includes a short section called “implementation” under each strategy. These serve as good starting points for fleshing out a more complete timetable with tasks.
Mid Hudson New York: (Page 49-52) While work is yet to be completed on this element, the writers describe the implementation plan and the way in which they will seek partners, design steps, and provide accountability. The plan as it is described, along with the matrix included (Page 54) look promising.

7. Responsibility:

Explanation: The plan specifies clearly which person or entity (such as a committee or a specific regional body) is responsible for assuring that the implementation of the plan continues beyond the initial 6-12-months short-term time period.
Phase III modules: Four and Eight
Phase IV modules:
Examples:

Northland Partnership: (Page 10) The initial action plan connects focus areas (strategies) to Action Steps and includes both a timeline and entity responsible. More detail would make the plan stronger, but as a summary, this provides a fairly good amount of information.
Southern Tier: (Pages 28-33) Having a lead agency along with partners for each action item is a plus. However, a more detailed Plan of Action is needed to ensure steady progress toward the goals.
Mid Hudson New York: (Page 49-52) While work is yet to be completed on this element, the writers describe the implementation plan and the way in which they will seek partners, design steps, and provide accountability. The plan as it is described, along with the matrix included (Page 54) look promising.

III. Broadly Supported(expand)

8. Broad Participation:

Explanation: The plan is designed with input from actively engaged individuals (devoting 20 hours or more to SET planning) from a broad range of organizations and backgrounds. Substantial diversity of participation can be demonstrated across geography (participation from all the region’s counties), across a broad array of sectors (such as business, education, government, economic development, non-profits), and across major demographic groups.
Phase III modules: Three
Phase IV modules:
Examples:

Tampa Bay Region: (Page 15) Outlined a number of input strategies used to gather information for the plan. These included surveys, focus groups, interviews, webinars.
Northland Works: (Page 12) The list of people that are included as partners appears to represent a diverse cross-section of the economy and region.
Southern Tier: (Page 9) The introduction describes a diverse set of 32 individuals directly engaged in the planning process. Pages 155-157 list those involved in specific working groups, a rather extensive list.
Mid Hudson New York: (Pages 30-34) Comprehensive engagement plan allowed for many different levels of input and participation.

9. Public Input:

Explanation: Input on the plan is collected from the general public, including a range of other people and institutions not directly engaged in SET planning. Such input, collected through SET-sponsored meetings, focus/roundtable group meetings, on-line idea collection, or other appropriate venues, is used to revise and fine tune the plan based upon the feedback received from the general public.
Phase III modules: Three
Phase IV modules:
Examples:

Oregon State Plan (Page 5): While the actual planning committee was not very large (see page 2), the team did reach out to stakeholders by holding meetings with various groups throughout the region.
Central Mississippi CEDS (Page 4): While all stakeholders were not full participants throughout the planning process, several good attempts were made to hear their voices (1) brainstorming meetings in each county, followed by (2) a survey of needs, projects and priorities. The plan was also (3) published to the web for public comment which followed a mail-out notice of the comment period.
Southern Tier: (Page 9) The Philosophy and Approach summarizes a variety of approaches used to reach out to stakeholders and the general public. A combination of work plan groups, online surveys, comment sections on a website, six public forums and public sessions during the planning meeting gave a variety of ways for the public to weigh in. Also, Page 33 describes how the planners intend to continue seeking public input. The planners provide greater detail in Pages 97-102.
Dallas Region: (Page 15) The snapshot chart is a nice visual to help the reader see at a glance how many people have been involved in planning and to get a sense of their level of input.

10. Buy-In:

Explanation: The plan has buy-in from key decision-makers in the region, as demonstrated by (1) their direct participation in the planning process, (2) the involvement on the SET team of designated representatives with the authority or approval to act on behalf of the decision-makers, or (3) a clearly expressed commitment by the decision-makers to support the regional plan and its implementation strategies.
Phase III modules: Three
Phase IV modules:
Examples:

Southern Tier: Several places within the plan, the planners refer back to their state Governor’s overarching plan and support. Additionally, the Implementation Agenda (beginning on page 28) lists a variety of Lead Agencies that have apparently agreed to take ownership of various Action Items.

11. Persuasive:

Explanation: The plan is written and presented in a format that conveys information to interested citizens in a straightforward, non-technical manner. The plan helps persuade interested citizens who have not been actively engaged in the development of the plan of the value of pursuing a regional approach to economic development.
Phase III modules:
Phase IV modules:
Examples:

Tampa Bay Region: (Pages 4-13) The Executive Summary lines out the initiatives (SET Goals) in a format that is clear and easy to follow. While more detail follows in the remainder of the document, this summary is an easy to read and understand segment.
Northland Partnership: (Page 11) Only 12 pages in length, the planning document provides an easy to read summary of the entire plan. Page 11 specifically encourages the reader to join and notes how on-line resources will be used to help facilitate communication.

IV. Focused on Regional Economic Development(expand)

12. Economic Development Focus:

Explanation: The plan is clearly focused on improving the economy. The plan makes clear how each of its strategies is intended to help produce, either directly or indirectly, improvements in the regional economy. The plan should not focus strictly on quality-of-life strategies. Rather, it must embrace strategies that are specifically designed to bring about direct improvements in the regional economy.
Phase III modules:Five and Six
Phase IV modules:
Examples:

Portland Plan: (Page 9) Clear emphasis on the economy. In the objectives that follow, ties are made to specific clusters that are likely to generate significant job growth in the region.
Southern Tier: (Pages 25-27) In the plan’s section titled “How Strategies Will Transform the Region’s Economy,” clear connectors are made to the economy of the region. While some pointers are made toward improving quality of life, the majority of the anticipated results are economy focused.

13. Regional Development Focus:

Explanation: The plan is clearly focused on regional economic benefits (as opposed to benefits for a specific town or county). However, the region might, for example, propose a strategy to upgrade five smaller historic Main Streets (perhaps one in each of a region’s five counties) under a plan goal on enhancing a tourism cluster in the region. In this case, the strategy would clearly be regional in scope.
Phase III modules: Five, Six, Eight
Phase IV modules:
Examples:

Tampa Bay Region: (Page 3) In the introduction, the plan identifies eight counties that are included in the region. From that point forward, the plan exclusively refers to these counties as “the region.” It seems evident that the initiatives are honed in on regional competitive advantage without segregating a single county’s individual needs or wants.

V. Aligned with Regional Vision and Goals(expand)

14. Consistent:

Explanation: The plan is consistent with the region’s vision statement. Goals are in synch with, and help the region take positive steps toward, the achievement of its regional vision.
Modules: Four and Eight
Examples:

Northland Partnership: The vision statement (Page 2) is expanded on Page 9 and is incorporated into the structure of the initial plan of action on Page 10. One weakness, though, is the lack of clear connection to the strengthening of regional competitive advantage in the process.

15. Connected:

Explanation: The strategies and actions outlined are clearly intended to move the region toward the achievement of its regional goals. Logical ties can be seen that connect the actions to the goals, and goals to the vision, creating a well-connected regional planning package.
Modules: Four and Eight
Examples:

Northland Partnership: The vision statement (Page 2) is expanded on Page 9 and is incorporated into the structure of the initial plan of action on Page 10. One weakness, though, is the lack of clear connection to the strengthening of regional competitive advantage in the process.
Northern NM Regional Economic Development Initiative (REDI): Vision: “Under a cluster-focused approach, REDI’s mission is to develop and strengthen the target clusters of Renewable Energy/Clean Industry, Media, Technology and High Value/Value Added Agriculture in northern NM.” The tables on pages 26-27 show clear connections between these industry clusters and the related recommendations. This style would make a nice model for actually plugging in strategies across these arenas listed at the top of the table.
Valley/Adams County Region: (Pages 6-29) The outline used in this plan provides an easy to follow format for the reader. Each focus area begins with a situation summary (why this focus is needed), overarching goal, related strategies, available tools and resources, and a planning worksheet. While there are some weaknesses in the actual content of some of these, the basic outline does show a clear connection among the components.
Mid Hudson New York: While the goals could use some SMART tweaking, clear connections can be seen between the target industry clusters, identified goals, and related strategies. (Pages 37-40 particularly focused on clusters, pages 41- 48 focused on related infrastructure, workforce, etc.)