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HomeMy WebLinkAboutItem 01 Springfield Economic Look - Regional Competitiveness and Industry Assessment and Economic Strategy AGENDA ITEM SUMMARY Meeting Date: 7/18/2016 Meeting Type: Work Session Staff Contact/Dept.: Courtney Griesel, CMO Staff Phone No: 541-736-7132 Estimated Time: 20 Minutes S P R I N G F I E L D C I T Y C O U N C I L Council Goals: Encourage Economic Development and Revitalization through Community Partnerships ITEM TITLE: SPRINGFIELD ECONOMIC LOOK – REGIONAL COMPETITIVENESS AND INDUSTRY ASSESSMENT AND ECONOMIC STRATEGY ACTION REQUESTED: Provide feedback to staff on proposed scope of activities to be completed as part of the Springfield Economic Look ISSUE STATEMENT: In September, the City will begin a project to create a city-wide economic development strategy with a focus on regional and national competitiveness and industry opportunities. This work will provide the foundation to later develop and market the community and industry values and opportunities through the creation of a Springfield Economic Development Marketing and Branding plan. The economic development strategy work is fully budgeted and anticipated to be complete in April, 2017. Marketing and branding would occur at a later date following completion of the economic strategy. The City is proposing to sole source this work to Allison Larsen with TadZo Consulting. ATTACHMENTS: Attachment 1 – Council Briefing Memo DISCUSSION/ FINANCIAL IMPACT: City Council has identified economic development and the Springfield economic look as priority initiatives, acknowledging a need to understand our competitive advantages and disadvantages in the regional and national markets. Funds were budgeted for this work during the FY17 budget process in an amount of $75,000. The goal for this project will be to generate a strategy and marketing plan which sets clear direction for realistic priorities while clarifying responsibilities and metrics for implementation; the plan will identify where the City is best positioned to ‘go’ and how to most effectively get ‘there.’ Provided as Attachment 1 is a detailed discussion of the proposed work, outlining; Why an Economic Strategic Plan and Marketing Effort, and Phased Work and Costs to Complete the Project; o Phase I – Strategic Economic Plan Cost: $64,500 (budgeted) Estimated Start Time: September 2016 Estimated Complete: April 2017 o Phase II – Economic Development Marketing and Branding Cost: $35,499 (not budgeted) Estimated Time to Complete: Four Months Funds are currently budgeted in an amount of $75,000 which supports completion of Phase I. Phase I can be completed independent of Phase II, while Phase II will require products from Phase I. Costs for both phases combined total $99,999. Phase I work would begin in September of 2016. The City is proposing to work with Allison Larsen of TadZo Consulting on this project. TadZo is a leader in strategic economic development planning and marking and branding work. Allison worked recently and extensively in the region to guide the regional “Big Look” efforts. In 2014, Allison worked specifically with the Springfield City Council and staff to explore tough questions and dialogue around our urban growth boundary expansion. M E M O R A N D U M City of Springfield Date: 7/18/2016 To: Gino Grimaldi COUNCIL From: Courtney Griesel, Economic Development BRIEFING Subject: Springfield Economic Look – Regional Competitiveness and Industry Assessment and Economic Strategy MEMORANDUM ISSUE: In September, the City will begin a project to create a city-wide economic development strategy with a focus on regional and national competitiveness and industry opportunities. This work will provide the foundation to later develop and market the community and industry values and opportunities through the creation of a Springfield Economic Development Marketing and Branding plan. The economic development strategy work is fully budgeted and anticipated to be complete in April, 2017. Marketing and branding would occur at a later date following completion of the economic strategy. The City is proposing to sole source this work to Allison Larsen with TadZo Consulting. COUNCIL GOALS/ MANDATE: Encourage Economic Development and Revitalization through Community Partnerships BACKGROUND: City Council has identified economic development and the Springfield economic look as a priority initiative, acknowledging a need to understand our competitive advantages and disadvantages in the regional and national markets. Funds were budgeted for this work during the FY17 budget process in an amount of $75,000. The goal for this project will be to generate a strategy and marketing plan which sets clear direction for realistic priorities while clarifying responsibilities and metrics for implementation; the plan will identify where the City is best positioned to ‘go’ and how to most effectively get ‘there.’ Why an Economic Strategic Plan and Marketing Effort? Springfield has the potential to be a leading competitor on the West Coast if amenities and opportunities are identified, assessed and strategically invested in and marketed. Industries we may have focused on in the past may be irrelevant for future economic opportunities moving forward. An Economic Strategic Plan is a targeted and proactive approach to help us identify and match our community assets and vision to large scale opportunities now and into the future. The work will address the below key questions;  How is Springfield’s economy performing?  What traded-sectors should we be focused on because they are growing and make the most sense to our future?  How does Springfield fair against competitors? Are we paying attention to the right competitors?  How can we be more competitive for the kinds of businesses we would like to see grow in Springfield?  What distinctly sets Springfield apart from the competition?  In which sites and areas should we be investing for greatest economic impact long-term?  What infrastructure priorities should we be planning?  What local government policies, fees and taxes might be barriers and how might they be revised?  What else could we be doing to enhance the labor force for existing and prospective employers? MEMORANDUM 7/14/2016 Page 2  How can we strengthen our business retention and expansion efforts?  What is our economic development brand?  What data do we need to prove Springfield’s advantages?  What marketing materials are we missing?  What should we stop doing because it is no longer relevant and there might be better uses for the same resources? Phased Work and Costs Work is separated into two phases; Phase I Strategic Economic Planning and Phase II Marketing and Branding. The marketing and branding phase is dependent on the completion and outcomes from Phase I work. At this time, budget is only approved for Phase I, Strategic Economic Planning. Detailed descriptions of the below summarized phases and deliverables are included as Attachment A to this memo. Phase I – Strategic Economic Plan Cost: $64,500 (budgeted) Estimated Start Time: September 2016 Estimated Complete: April 2017 Deliverables: Step 1 – Where are we now? A. Economic Performance B. Competitiveness Assessment C. Economic Development Program Review Step 2 – Where do we want to be? A. Stakeholder Input B. Target Industry Analysis; a. Industry trends research and screening b. Capabilities screening c. Niche and Emerging Industry Sectors d. Industry Intelligence C. Competitor Benchmarking D. Priorities Interactive Work Session Step 3 – How will we get there? A. Priority Strategic Initiative Work Sessions B. Written Plan C. Final Plan Presentation! Phase II – Economic Development Marketing and Branding Cost: $35,499 (not budgeted) Estimated Time to Complete: Four Months Deliverables: Step 1 – What is Springfield’s Value Proposition? A. External Perceptions B. Internal Perceptions C. Message Platform Step 2 – What is our Brand? Step 3 – How will we prepare to go to Market? A. Website; Site Map, Website Development B. Business Cases; worksession and template Step 4 – How will we go to Market? A. Draft Marketing Plan B. Stakeholder Input C. Implementation Work Session for Marketing Plan MEMORANDUM 7/14/2016 Page 3 Funds are currently budgeted in an amount of $75,000 which supports completion of Phase I. Phase I can be completed independent of Phase II while Phase II will require products from Phase I. Costs for both phases combined total $99,999. Phase I work would begin in September of 2016. A proposed project timeline is included in this memo as Attachment B. The City is proposing to work with Allison Larsen of TadZo Consulting on this project. TadZo is a leader in strategic economic development planning and marking and branding work. Allison Larsen has worked recently and extensively in the region, including specifically in Springfield, to guide the regional “Big Look” efforts. In 2014, Allison worked with the Springfield City Council and staff to explore to tough questions and dialogue around our urban growth boundary expansion. Attachment A – Phase I and Phase II Scope of Work and Deliverables Attachment B – Proposed Project Implementation Timeline RECOMMENDED ACTION: Provide feedback to staff on proposed scope of activities to be completed as part of the Springfield Economic Look. July 12, 2016 Proposal for City of Springfield, Oregon 5 Springfield Economic Look III. PROPOSED SCOPE OF WORK This project will be carried out over two comprehensive phases, resulting in a strategy and marketing plan - plus tools ready for implementation - that are customized to Springfield’s needs, challenges and opportunities. Phase I – Strategic Planning There are three key steps for the strategic planning phase. Step 1 - Where are you now? To document the current situation for economic development opportunities in Springfield, we propose three important assessments that will prime you for informed strategic planning. A. Economic Performance This initial step documents fundamental economic indicators to provide an understanding of how the Springfield economy is performing in the context of state and national performance. At a minimum, Springfield’s economy will be analyzed for employment trends, growing/declining occupations and industries, educational attainment, population demographics, earnings top businesses, and other pertinent data. The data will be provided in a variety of formats to support the City in making a case for priority strategic initiatives of the plan. B. Competitiveness Assessment Although a review of Springfield’s assets was conducted for the “Big Look” project, we will analyze for current situation and planned improvements. In this case we will take a deeper dive into Springfield’s strengths and weaknesses from the perspective of an investor in the •Where are you now? •Where do you want to be? •How will you get there? Phase I -Strategic Planning •What is Springfield's value proposition? •What is your brand to communicate your value proposition? •How will you prepare to go to market? •How will you go to market? Phase II -Marketing CBM, Attachment A, Page 1 of 15 July 12, 2016 Proposal for City of Springfield, Oregon 6 Springfield Economic Look context of national competitiveness. This analysis will provide insights for potential areas in need of improvement that should be focused on for strategic initiatives. The process will involve data analysis, a community tour and interviews with key service providers as well as local employers. A sampling of key factors of evaluation includes: Transportation – quality and access to diverse transportation resources (road, rail, seaport, air, intermodal) to support supplies and finished goods as well as labor flow. Sites and Buildings - available for development. Utilities – capacity and costs for water, sewer, electricity, natural gas, telecommunications; reputation of service provider; quality of service; utility incentives. Permitting and Regulatory – speed, clarity and consistency. Business Climate – the environment of working with jurisdiction and overall community tone for welcoming new businesses. Labor Force – availability of specific skills; wages and fringe benefits; major labor force competitors; management/labor relations; general work ethic. Ability to recruit talent to community – amenities; sense of place; appearance/curb appeal; cost of living. Workforce Development - available training programs that support skill development for potential target industries. Innovation and R&D Resources – available locally and at nearby institutions that would support specific industry growth. Sustainability - services and resources to support green business initiatives. Incentives - experience with accessing federal, state and local incentives for businesses. Meetings will be requested with: City authorities - permitting and regulatory process; sustainability initiatives and resources. Utility service providers Workforce service providers Education and training providers Innovation resource providers Local employers will be interviewed confidentially for a deeper dive into workforce issues, regulatory environment, business climate, and any other limitations of the area. CBM, Attachment A, Page 2 of 15 July 12, 2016 Proposal for City of Springfield, Oregon 7 Springfield Economic Look Each factor will be scored on the following criteria: A = World-class competitive advantage B = Competitive, but missing key elements C = Neutral; found in many communities D = Fundamental assets are missing F = Disadvantages so great it could be a “deal killer” The analysis will be documented in a Competitiveness “Report Card” and utilized in screening for target industries C. Economic Development Program Review To fully understand the focus of the City’s economic development efforts, a review will be completed of: All available economic development reports and strategies; Relevant City Council plans; Tracked metrics of economic development accomplishments; And any other pertinent information. Interviews will be conducted with City staff to clarify details, program goals and corresponding metrics. Step 2 - Where do you want to be? The purpose of this phase of the planning process sets direction on priorities for the economic development strategy. To do so, we will gather input from stakeholders and research Springfield’s “best fit” industries as well as competitors. All of this information will help the council and city staff to prioritize key initiatives. A. Stakeholder Input The first step is gather input from stakeholders via interviews, focus groups and/or online surveys as to the vision for Springfield’s future economy and what success looks like. All City Council Members will be invited to participate. Key stakeholders may include, but not limited to: Springfield Development Advisory Committee, Springfield Chamber of Commerce, Neighborhood Economic Development Corporation, FertiLab, Tech Association of Oregon, Lane Workforce Partnership, South Willamette EDC, Rotary Chapters, even high school students and young professional groups. B. Target Industry Analysis The objective of this analysis is to identify growth industries that are “best fit” with your community’s assets and limitations. Effective targeting provides understanding as to specific needs to be addressed in order to better position your community’s assets for realistic “wins.” CBM, Attachment A, Page 3 of 15 July 12, 2016 Proposal for City of Springfield, Oregon 8 Springfield Economic Look It helps you to prioritize investment of time and resources relative to making the greatest impact for targets. Target identification involves four research and analysis steps to filter broad clusters down to specific sectors that are a good fit in Springfield. For this research, we focus on traded-sectors those industries that produce goods and services for export outside of Springfield, thus bringing new wealth into the local economy. Industry Trends Research & Screening We will begin by looking at historic industry trends. This empirical analysis will set the stage for the target industry recommendations. Success and potential future growth – We will analyze industry trends for employment, number of establishments and average regional wages by six-digit NAICS from 2009 to 2014 along with national projected output and employment growth. This data will allow us to determine what types of industries have been most successful in the local area in recent years, and which ones are likely to hold the best potential for future growth. State-wide data - In order to broaden the base of potential targets, we will investigate and compare similar data on industry growth trends for Oregon. Manufacturing capacity - An indicator of expansion potential is national capacity utilization rates for manufacturing industries. State and local comparison - We will compare growth industries in Oregon state-wide to local clusters to identify similarities and differences. We will use location quotients to identify industries that are particularly concentrated in the local area. We will then screen the baseline data to identify industries for which Springfield has particular advantages over other competing locations. Several guidelines for screening and prioritizing industries will be used. Growth industries locally and industries that are growing at a faster rate in the county than in the nation as a whole; Industries that have above average projected output and employment growth nationally over the next 10 to 15 years; Industries that have high manufacturing capacity utilization rates nationally and are likely to expand in the near term; Firms that increase wealth and provide above average wages; and Industries that will help to diversify the local economy. Once the initial screening process is complete, the next step will be to identify specific target clusters. We will group interdependent industries together, including primary producers as well as related suppliers and other support industries. CBM, Attachment A, Page 4 of 15 July 12, 2016 Proposal for City of Springfield, Oregon 9 Springfield Economic Look Capabilities Screening Secondary data, while important, is only one part of the target industry analysis. These results will need to be further screened to take into account Springfield’s capabilities to meet the needs of the industry trends analysis. Results of Springfield’s Competitiveness Report Card will drive this screen of potential targets. This step ensures that the resulting targets are not only compatible based on industry trends, but are also a good fit with the competitive assets and limitations in Springfield, specifically. Niche & Emerging Industry Sectors Industry trend data does not fully capture emerging or underdeveloped industries that represent new opportunities for Springfield. Complimentary to unique assets and strengths discovered during the Competitiveness Assessment, we will augment our research with current location trends to identify any niche or emerging industry sectors that may not come up in our analysis of business trends data. This allows for a complimentary forward-thinking approach to the target industry study and leverages the current trends in site selection. Industry Intelligence Once all the targets have been identified, we will research additional industry intelligence including: Typical Company Profile What does a company within the target industry look like? Employment, size of facility, capital investment, etc. Priority Location Factors What drives their site location decisions? Key Occupations For what occupations should local workforce agencies prepare talent and skill sets? Industry Intelligence Industry overview, current issues, conversation starters for CEO, HR and CFO Executives. Source Locations – Where can you find these industries to recruit? All steps for targeting will be summarized into a final report, along with supporting data and documentation. This deliverable report presents all data and rationale for recommended target industry sectors, along with corresponding industry intelligence to support effective work with local employers and targeting for business recruitment. C. Competitor Benchmarking To further enhance understanding of Springfield’s market position as it relates for your target industries, research of competitors will be completed on key economic indicators and operating costs. Together we will identify up to five competitors – either a community you compete with frequently or one that is targeting the same industries. Benchmark Competitiveness Measures – research and analyze comparative differences. Identify insights that may apply to your strategy. Operational Cost Comparative Analysis – apply a company pro forma across CBM, Attachment A, Page 5 of 15 July 12, 2016 Proposal for City of Springfield, Oregon 10 Springfield Economic Look competitors for an apples-to-apples financial assessment of annual operating costs. Not only will the data be utilized in this analysis, you will receive a software model (populated with data) for preparing operational cost analysis for any prospective project in comparison of nine areas with Springfield. The data includes: Annual Operating Cost Comparison by Area Total Annual Cost Total Payroll Fringe and Mandated Benefits Utility Costs Building Lease or Amortized Payment Property Taxes Selected Wage Rates by Occupation by Area Industry Average Wages by Area Benefits Retirement and Savings Life and Health Insurance Workers Compensation Unemployment Insurance Social Security Utility Costs Water Wastewater Electricity Natural Gas Building Lease or Land & Construction Costs Lease Rate per Square Foot Total Annual Lease Cost or Land Cost per Acre Total Land Cost Building Construction Cost per square foot Total Construction Cost Total Building and Land Cost Property Tax Tax Rate Assessment Ratio Effective Tax Rate Property Tax Cost All research and data will be prepared in a Competitors Benchmark Report and a presentation of key findings. D. Priorities Work Session In this highly interactive work session, the findings from all previous work will come together – assessments, input, targeting and benchmarking – to help City Council, staff and possibly others to define priorities for Springfield’s Economic Development Strategy. Although a specific agenda will be customized based on the findings of previous work, following are a sampling of exercises that may be integrated into the work session agenda: Summarize Stakeholder Input to reveal insights for establishing priorities. CBM, Attachment A, Page 6 of 15 July 12, 2016 Proposal for City of Springfield, Oregon 11 Springfield Economic Look Review Economic Development Programs and related efforts; group will categorize initiatives into an Investment Portfolio. This chart supports a discussion and evaluation of how well programs are performing and new initiatives that the group may want to “sow” or “seed” in the new plan. The Five Bold Steps chart helps to prioritize key initiatives to achieve the desired outcomes and clarify Vision for the Economic Development Strategic Plan. To get to agreement on Five Bold Steps we may utilize a 25/10 Crowdsourcing exercise or a Swap/Sort exercise. Both of these exercises yield better results than “sticky dots” prioritizing and really help the best ideas rise to the top. A discussion and review of the capacity to implement key initiatives could occur to further evaluate initiatives. This discussion helps to manage expectations considering available resources. If a solution is both needed and wanted, but resources are limited it may also identify critical funding gaps or drive a conversation about stopping other activities in favor of more important initiatives. Keep in mind it is important to stop doing some things in order to make way for more innovative approaches. The agreed upon priorities from this work session will drive the strategic plan development in Step 3. CBM, Attachment A, Page 7 of 15 July 12, 2016 Proposal for City of Springfield, Oregon 12 Springfield Economic Look Step 3 - How will you get there? This phase is where we get into the details of developing the actual strategic plan focused on prioritized strategic initiatives from the Priorities Work Session. A. Priority Strategic Initiative Work Sessions A work session for each Priority Strategic Initiative will be facilitated with representation from people/groups interested in working on implementation. TadZo’s role in this planning process is to coach through plan development so that the strategic plan is truly “owned” by key implementers. Our experience working with numerous communities across North America helps us to bring best practices to the group, as well as observations of what doesn’t work well and can hold you back from success. These work sessions are very important in building excitement for plan implementation because those involved in plan development will be primed to lead and work on implementation. We will help you identify “champions” to lead the initiative and assemble resources and a team of implementers. B. Written Plan With the results of the Priority Strategic Initiative Work Sessions, we will write the actual plan. Each Strategic Initiative in the plan will be developed using the following questions as guides: Why is the initiative important to the strategy (context)? What will the initiative accomplish (objective)? What specific tactics must occur for the initiative to be successful? What are the resources necessary for effective implementation? What metrics will be defined for each strategic initiative to measure outcomes as well as monitor progress through implementation? A draft version of the plan will be presented to the City for review. Together we will discuss feedback of the draft plan as a means to further enhance the content and ownership of the plan before a formal presentation to the City Council. C. Presentation of Plan The finalized plan will be formally presented to the Springfield City Council for adoption. The final plan will include a comprehensive Implementation Guide that supports your implementation work. CBM, Attachment A, Page 8 of 15 July 12, 2016 Proposal for City of Springfield, Oregon 13 Springfield Economic Look Phase II – Marketing As a means to enhance learning for staff and accelerate the marketing timeline, TadZo proposes to not only advise through the planning process, but also coach in the development of key marketing collateral, specifically a website and Business Cases for the target industries. Working on Business Cases will contribute to staff knowledge for compelling content. In economic development marketing, content is vital for effective marketing. Step 1 – What is Springfield’s Value Proposition? Key messages will be honed to refine Springfield’s value proposition – in other words, “Why Springfield?” These messages will ultimately drive the design for an iconic brand image and serve as the foundational explanation of the community’s brand identity. We will help you define Springfield’s messaging platform with internal and external perspectives. A. External Perceptions External perceptions of Springfield will be solicited via online surveys and interviews of external target audiences. B. Internal Perceptions Internal perceptions of Springfield’s current and aspirational identity will be gathered via community work sessions with representatives from such groups as: Traded-sector industries; Tourism-related businesses; Small businesses and local retailers; Residents/community at-large/students. TadZo will work with City staff for a good cross-section of representation and participation for the community to provide a lot of input. C. Message Platform We will analyze findings from the work sessions and contextualize for external audiences to frame up draft messages. Findings and potential key messages will be presented to City staff and other key leaders for further vetting and refinement. The purpose is to build ownership of the message concepts before any work is done to design brand images. The resulting key messages will be simple, clear and achieves: Message Feature Message Outcome Unexpected Audience pays attention Concrete Audience remembers Credible Audience agrees & believes Emotional Audience cares Story Audience is able to act on it CBM, Attachment A, Page 9 of 15 July 12, 2016 Proposal for City of Springfield, Oregon 14 Springfield Economic Look Step 2 - What is your Brand? Building on the defined key messages, we will facilitate a design discussion with City staff and key leaders about the elements that are desired for a new logo. Topics for discussion include: colors, images or marks, font selection or typography and other general attributes that they may or may not want presented with the logo. This session will merely gain general input and not delve into actual brand graphics. Presenting messages and these general ideas about colors, etc. to our graphic designer will lead to the development of four diverse design concepts. City staff and Council will have the opportunity to review and evaluate the design concepts; providing feedback for revisions or simply adopting one of the options on the spot. If revisions are necessary, then those will be implemented. One round of revisions is budgeted. Additional revisions would incur more cost. Final selection supplied to client in high resolution, print format in multiple standard formats. Original logo concepts provided to client in digital format. Guidelines for consistent use, brand font and colors will be prepared to preserve brand usage. Step 3 - How will you prepare to go to Market? Before we create the marketing strategy that takes Springfield to market, we will help you develop key marketing tools and materials critical for success in today’s competitive economic development climate. In this project TadZo will help the City launch a new economic development website and build compelling business cases for Springfield’s target industries. A. Website A website is the most important marketing tool for economic development. Site Map First, TadZo will prepare a comprehensive site map for an effective city economic development website. The site map will address specifics for: Navigation. Recommended content on each page. Recommended links to related pages. Website Development Working with EDsuite, a technology firm specializing in economic development websites, TadZo will facilitate the development of your website to follow the approved site map. You will be actively engaged for input and feedback on website design so that you are thoroughly pleased with the delivered website and fully trained on content population (very easy with the EDsuite system). CBM, Attachment A, Page 10 of 15 July 12, 2016 Proposal for City of Springfield, Oregon 15 Springfield Economic Look This is a basic economic development website, designed to be a responsive site for handheld devices and includes tools for: Content Management System specialized for economic development data News posting tool Blog posting tool Agenda posting tool (i.e. for advisory committees) Social media integration Analytics of web visitors Video integration The Marketing Strategy will likely include other recommendations for enhancing and leveraging partner websites, such as Business Oregon’s www.OregonProspector.com, for property listings. B. Business Cases In today’s world of “information overload” is very important to not only target industry sectors but also clearly demonstrate why your community is the location of choice for the industry sector. Competitive economic development organizations “connect the dots” (i.e. competitive advantages) to link a strong case for their community relative to specific industry needs. Business Case Work Session In a work session with staff and possibly key economic development partners you would like to involve, you will assemble data for your business cases with coaching from TadZo. Research and documentation of Springfield’s specific assets and competitive strengths as it relates to target industry needs. This information will be drawn from Phase I, as well as education on where to stay abreast of industry trends and important information. Case studies on feature companies. Differentiation: A good Business Case resembles a preemptive client proposal – understanding the needs of the target and positioning assets to meet those needs. As such, there could be a lot of potential information available. This step refines the data to hone in on differentiator proof points. The outcome of this step identifies assets that set Springfield apart from the competition for each target industry. Specific Industry Value Proposition: With the refined differentiators determined, it is important to frame the proof points as benefits, not just facts, to the target industries. This step defines the compelling benefits of why Springfield is THE LOCATION OF CHOICE for each respective target industry. The value proposition is the culmination of research, with proof points to support the beneficial claims. Example business cases and sample case studies will be provided to aid understanding. CBM, Attachment A, Page 11 of 15 July 12, 2016 Proposal for City of Springfield, Oregon 16 Springfield Economic Look Business Case Template Business Cases will be presented on your website and can also be prepared as a hand out material. We recommend a print-on-demand brochure. As such, we will provide a Business Case template that aligns with your new brand. This template will enable you to update data on the Business Case brochure at any time so your brochure will never become outdated. This is a best practice for economic development marketing. Step 4 - How will you go to Market? This step is the development of a strategic marketing plan for Springfield to conduct outreach to key target audiences (both internal and external audiences), based on your strategic plan priorities. In other words, how will you reach the companies and people the City aims to serve for economic development? A. Draft Marketing Plan A plan will be drafted to cover key marketing initiatives, such as: Tools: data, website enhancements, marketing collateral, media, etc. Leverage Opportunities: what groups can you partner to increase awareness of Springfield’s value proposition. Marketing Communications: where to apply messages and tools for effective communications that raise awareness of Springfield. Outreach & Lead Generation: marketing missions, tradeshows and events aligned to target audiences. Marketing Plan Schedule Budget Performance Metrics A draft version of the plan will be presented to the City for review. Together we will discuss feedback of the draft plan as a means to further enhance the content and ownership of the plan before a formal presentation to the City Council. B. Presentation to City Council A formal presentation will be made to City Council. Examples, case studies, worksheets and templates will be provided in a supplemental Implementation Guide to aid implementation. C. Implementation Work Session for Marketing Plan In Phase I, the Strategic Initiative Work Sessions helped to identify champions and partners as we fleshed out the the Strategic Plan. This work session does the same to organize for Marketing Plan Implementation, thus enhancing excitement for action without overwhelming your team. CBM, Attachment A, Page 12 of 15 July 12, 2016 Proposal for City of Springfield, Oregon 17 Springfield Economic Look For each marketing initiative, we will faciliatate: Who has lead responsibility as the “champion” for implementation? Who are partners or resources? What is the implementation timeline? When will you review results to adjust plan? An any other questions to clarify for full implementation. TadZo will always be available to answer questions and serve as a resource for implementation, even after the project has been completed. CBM, Attachment A, Page 13 of 15 July 12, 2016 Proposal for City of Springfield, Oregon 18 Springfield Economic Look IV. DELIVERABLES Springfield’s Economic Performance Report Springfield’s Competitiveness Report Card Documentation of site selection factors and corresponding Competitiveness Report Card “grade”. Identification of Springfield’s key assets and gaps in meeting the needs of typical businesses. Target Industry Report Recommended “best fit” traded-sectors for Springfield, including niche and emerging opportunities. Methodology and supporting data. Industry Intelligence – typical company profile, key occupations, priority location factors, industry resources and information. Competitor Benchmark Report Data on competitors. Analysis of Springfield’s comparative advantages and weaknesses. MetroComp Operating Cost Tool Data. Software. Economic Development Strategic Plan Strategic initiatives, including importance, objectives, performance metrics and key tactics. Executive Summary. Implementation Guide with implementation timeline, budget, examples, worksheets, templates and other relevant resources for implementation of the Strategic Plan. Key Message Platform & Branding Key Messages Logo Tag Line Font, Colors Design Guidelines CBM, Attachment A, Page 14 of 15 July 12, 2016 Proposal for City of Springfield, Oregon 19 Springfield Economic Look Economic Development Website URL Site Map – including content recommendations for each page and plan for populating website content Design and built out Navigation Content Management System specialized for economic development data News posting tool Blog posting tool Agenda posting tool Social media integration Analytics of web visitors Video integration Business Cases Brochure template. Examples. Marketing Plan Marketing initiatives, including importance, objectives, performance metrics and key tactics. Executive Summary. Marketing Implementation Guide with implementation timeline, budget, examples, worksheets, templates and other relevant resources for implementation of the Marketing Plan. Facilitation Charts All charts prepared during work sessions will be provided in original and electronic formats. CBM, Attachment A, Page 15 of 15 V. PROJECT LOGISTICS In order for a smooth project that is completed within your desired timeline, it is important to lay out a timeline and TadZo’s approach to project management. Proposed Timeline The following table presents an estimated timeline for the proposed scope of services described in this proposal, assuming we start in September. During the Project Kick-off call we will further detail the project timeline and confirm dates of on-site work. We will do everything possible to accelerate the project while focusing on preparation of quality deliverables and exceptional engagement of stakeholders. Scope of Work Month Sept Oct Nov Dec Jan Feb Mar Apr Phase I – Strategic Planning Project Kick-off/Update Calls Step 1 – Where are you now? Economic Performance Competitiveness Assessment Economic Dev. Program Review Step 2 – Where do you want to be? Stakeholder Input Target Industry Analysis Competitor Benchmarking Priorities Work Session Step 3 – How will you get there? Priority Strategic Initiative Sessions Written Plan Presentation of Plan Phase II – Marketing Step 1 – What is Springfield’s Value Proposition? External Perceptions Internal Perceptions Message Platform Step 2 – What is your brand? Design Concepts Brand Image Guidelines Step 3 – How will you prepare to go to Market? Website Business Cases Step 4 – How will you go to Market? Written Plan Presentation of Plan Implementation Work Session CBM, Attachment B, Page 1 of 2 This schedule encompasses extensive on-site work, as described in the seven trips below: Trip 1 - Presentation of Economic Performance; on-site meetings and tours for Competitiveness Assessment; Economic Development Program Review meeting with City Staff. (September) Trip 2 - Stakeholder Input Work Sessions (October) Trip 3 - Presentation of Competitive Report Card, Target Industries and Competitor Benchmarking; Priorities Work Session (November or December). Trip 4 - Strategic Initiative Work Sessions (December or January) Trip 5 - Presentation of Strategic Plan to City Council (February – March) Trip 6 - Key Message Work Sessions; Business Case Work Session (February - March) Trip 7 - Presentation of Marketing Plan to City Council; Implementation Work Session (April) The activities listed for each trip are suggested to limit travel expenses. During the Project Kick- off Call we will discuss and modify to accommodate the highest level of community engagement in this planning project. Project Management TadZo’s approach to project management is to communicate throughout the project and be available as a resource at any time for added value. This involvement ensures that project outcomes are aligned to the needs and wants of your team and will involve: Project Kick-off Meeting to review scope of work, plan specific dates for on-site work and subsequent Project Update Calls. Project Update Calls - Regularly-scheduled conference calls to report progress, request additional information, ask questions, coach through the planning process, etc. Share draft plan for input and feedback. A private workspace on the internet (a.k.a. TadZo Teamwork https://tadzo.teamworkpm.net/) will be made available for the City of Springfield and any others you would like to share documents and project progress. CBM, Attachment B, Page 2 of 2