HomeMy WebLinkAboutItem 02 Draft Springfield Look Economic Development Strategy AGENDA ITEM SUMMARY Meeting Date: 10/9/2017
Meeting Type: Work Session
Staff Contact/Dept.: Courtney Griesel/CMO Staff Phone No: 541-736-7132
Estimated Time: 45 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: DRAFT SPRINGFIELD LOOK ECONOMIC DEVELOPMENT STRATEGY
ACTION REQUESTED: Provide feedback on presented draft Springfield Look Economic Development Strategic Plan and initiative detail.
ISSUE
STATEMENT:
Staff will provide Council with an update on the progress to-date of the Springfield Look
Economic Development Plan, including a detailed discussion of priority details, work timelines and metrics for monitoring and measuring progress of efforts.
ATTACHMENTS: Attachment 1 – Springfield Look Draft Economic Strategic Plan
Attachment 2 – Updated Project Timeline
DISCUSSION/ FINANCIAL IMPACT:
In September of 2016, by the direction of Council, the City of Springfield Economic Development Division engaged Allison Larsen with TadZo Consulting to review and assess current economic development practices, priorities, resources and opportunities and
generate a City economic development strategic plan. The plan includes a regional competitiveness and target industry assessment, which was reviewed by Council in May,
and priority initiatives and strategies which were reviewed and refined by Council in late
June. This work has progressed into more detailed outlines of work tasks, timelines and intended outcomes, including metrics for monitoring and evaluating success. This is included in Attachment 1, the Springfield Look Draft Economic Strategic Plan.
The Plan outlines each initiative, including detailed tasks and community leads. This is an
important indicator of the broader community value of the initiatives and reflects our intent
to create and implement a plan which leverages our partnerships with other economic development agencies in Springfield and the broader region. Priority initiatives outlined in
the draft plan will be discussed during this work session, and include:
• World Class Development Service
• Minimum Development Standards
• Strategic Development of Priority Sites
• Formalize Business Incentives
• Innovation Hub
• Springfield Telecommunications Project
• Real Estate Product Development
• Partner Economic Development Team
• Business Retention and Expansion
• Industry Conference
• Recruit Target Industries
Over the next 2 months, we will continue to refine the plan, align key program messages
and brand to the community values and desired outcomes, and complete the economic development program website. This work will be presented to Council for feedback as it
progresses. It is also important to note that, while we are working through the drafting and
visioning efforts of the Springfield Look Economic Strategic Plan, we are already utilizing the tools, messaging and strategies discussed, learned and refined within the plan,
maximizing to the best of our ability the current opportunities and resources in today’s
market.
SPRINGFIELD
ECONOMIC
DEVELOPMENT
STRATEGY
October 2017
DRAFT v04
Prepared for:
City of Springfield, Oregon
S P R I N G F I EL D E CO N O M I C L O O K
PA RT V OF V I I
Attachment 1, Page 1 of 38
Attachment 1, Page 2 of 38
October 2017 Springfield Economic Development Strategy
Springfield Economic Look
TABLE OF CONTENTS
I. Plan Purpose .............................................................................................................................................................. 1
Why this work is important to Springfield .................................................................................................... 1
What success looks like ..................................................................................................................................... 1
II. Planning Process ........................................................................................................................................................ 2
III. Strategic Initiatives ................................................................................................................................................... 3
City Competitiveness ......................................................................................................................................... 4
World-class Development Service ................................................................................................... 4
Minimum Development Standards .................................................................................................... 7
Strategic Development of Priority Sites .......................................................................................... 9
Formalize Business Incentives ........................................................................................................... 11
Springfield Assets ............................................................................................................................................ 13
Innovation Hub.................................................................................................................................... 13
Springfield Telecommunications Enhancement Project (STEP) .................................................... 15
Real Estate Product Development .................................................................................................. 18
Partner Economic Development Team ............................................................................................ 20
Business Outreach ............................................................................................................................................ 22
Business Retention & Expansion ....................................................................................................... 22
Industry Conference .......................................................................................................................... 25
Recruit Target Industries ................................................................................................................... 27
IV. Successful Plan Implementation ............................................................................................................................ 31
Principles for Success ....................................................................................................................................... 31
Accountable Implementation .......................................................................................................................... 31
Communications ................................................................................................................................................ 31
Acknowledgements ................................................................................................................................................................ 33
Attachment 1, Page 3 of 38
September 2017 Springfield Economic Development Strategy
Part V of VII Springfield Economic Look Page 1
I. PLAN PURPOSE
The purpose of the City of Springfield’s Economic Development Strategy is to define a clear plan of action for
City staff to make the greatest impact on influencing Springfield’s economic growth. This strategic plan
intentionally focuses efforts on traded-sectors and factors of importance to traded-sectors because they yield
the largest economic impact for our community. By growing traded-sectors, external money flows into our
community to residents and small businesses.
WHY THIS WORK IS IMPORTANT TO SPRINGFIELD
The “why” of this work is a compelling motivator to stay on track for implementation. The goal of the
Springfield Look Plan is to improve the lives of Springfield’s citizens by increasing the per capita income and
the number of family wage jobs in Springfield while providing the tools to reduce poverty in our community.
We are motivated by the understanding that the economic vitality of Springfield and the financial health of
its public agencies are linked to healthy population growth and the number of quality jobs available in our
community.
WHAT SUCCESS LOOKS LIKE
Using a strategic plan as a tool, we recognize that it provides us clarity on a shared vision for what we set out
to do. This enables us to empower staff to do impactful work; prioritize funding resources; and build trust and
stronger relationships within City Hall and with partners. Together we can have the courage to be bold with
creative solutions. Our buy-in by building this plan together ultimately shapes City culture and becomes what,
how and why we serve our business customers. Although we seek results as soon as possible, we understand
successful economic development involves commitment to the long term, a.k.a. “stay the course”.
Attachment 1, Page 4 of 38
Springfield Economic Development Strategy October 2017
Page 2 Springfield Economic Look Part V of VII
II. PLANNING PROCESS
The preparation of the Springfield Economic Development Strategy involved three comprehensive steps:
Step 1 – Where are we now? Documentation of the City’s Economic Performance and Competitiveness
Report Card was prepared to define Springfield’s assets and liabilities in meeting the needs of
traded-sector businesses. A review of the City’s economic development programming was also
completed to understand capacity to implement.
Step 2 – Where do we want to be? The Mayor and all City Councilmembers were interviewed. Focus
groups were held with local employers and economic development partners - ranging from workforce
development and utilities to entrepreneurship and real estate developers. A Target Industry Analysis
and research benchmarking Springfield to competitors was also completed. These findings contributed
to a work session of the Springfield Leadership Team to define strategic priorities for this plan.
Step 3 – How will we get there? A work session for each prioritized strategic initiative was held to
define clear tactics, implementation team, timeline and metrics. All input through the planning process
built out the plan included in this document.
Over 75 people were involved in this planning process. A full list of participants is presented in the
Acknowledgements section.
Effective strategic plans have:
1. Alignment to Purpose – why we are doing this work
2. Agreement for what to do and commitment to support actual work
3. Roles defined – who will do what
4. Accountability – measure results and adjust plan based on this analysis
This plan defines the platform for the City of Springfield’s work in economic development, focused on
stimulating and supporting traded-sector growth. For each Strategic Initiative, a goal is defined along with
why the initiative is important and relevant to Springfield. Tactics, as well as who will implement and resources
to tap, are clearly laid out. Metrics to define successful outcomes and progress along the way are presented.
Supporting resources to this plan were also developed, including:
Implementation timeline
Quantified annual metrics
Budget estimate
Reference examples and resources
Attachment 1, Page 5 of 38
September 2017 Springfield Economic Development Strategy
Part V of VII Springfield Economic Look Page 3
III. STRATEGIC INITIATIVES
The Springfield Economic Development Strategy addresses three main areas of work:
1. Enhancing City Competitiveness on things in direct control of city government;
2. Influencing the development of high-value Springfield Assets external to city government and
important to traded-sector businesses; and
3. Proactive Business Outreach to intentionally drive economic growth into Springfield.
CITY COMPETITIVENESS
WORLD-CLASS
DEVELOPMENT SERVICE
MINIMUM DEVELOPMENT
STANDARDS
STRATEGIC DEVELOPMENT
OF PRIORITY SITES
FORMALIZE BUSINESS INCENTIVES
SPRINGFIELD ASSETS
INNOVATION HUB
SPRINGFIELD TELECOMMUNICATIONS ENHANCEMENT PROJECT
REAL ESTATE PRODUCT
DEVELOPMENT
PARTNER ECONOMIC DEVELOPMENT TEAM
BUSINESS OUTREACH
BUSINESS RETENTION & EXPANSION
INDUSTRY CONFERENCE
RECRUIT TARGET INDUSTRIES
Attachment 1, Page 6 of 38
Springfield Economic Development Strategy October 2017
Page 4 Springfield Economic Look Part V of VII
CITY COMPETITIVENESS
There are many factors where a community competitively supports the needs of a growing business. The
following four strategic initiatives focus on factors within the direct control of city government:
World-class Development Service
Minimum Development Standards
Strategic Development of Priority Sites
Formalize Business Incentives
WORLD-CLASS DEVELOPMENT SERVICE
GOAL
Provide world-class service through the development approvals process in a consistent fashion that clarifies
and expedites the development process. We aim to reduce the timeline for approvals by 1/3 to 1/2 the
amount of time we currently process. We aim to demystify the process to quickly resolve conflicts. Not only do
we strive to perform better and more thoroughly; we want to do a better job touting what we do well.
We want to achieve continuous improvements for City services to identify and resolve potential problems
before they occur.
WHY IMPORTANT?
How a city delivers service for development of sites and buildings is a significant factor for a community’s
business climate. Negative experiences and perceptions through the development approval process can turn
away potential developers and investors, incurring lost opportunities let alone the negative reputation that
could spiral from unhappy customers.
The City of Springfield understands the importance of a positive reputation and corresponding
communications around this important city service. Big business occurs at small group levels – through
individuals who come to the City for service. To be competitive, we must perform to the high-level of service
we market as a differentiator in Springfield. Our pro-business reputation needs to be real, captured and
promoted.
Understanding there is less and less land for development within Springfield’s Urban Growth Boundary, there
is potential for more complicated development. It will be necessary to understand these complications and
better communicate with our customers to mitigate potential issues before they arise. In providing the best
service, we need to be proactive and create partnerships instead of adversarial roles within the development
community.
Fundamentally, the quality of development will be better in Springfield with world-class development service.
It is a better use of staff resources if we provide high-value service and work more efficiently.
Attachment 1, Page 7 of 38
September 2017 Springfield Economic Development Strategy
Part V of VII Springfield Economic Look Page 5
TACTICS
TACTIC
1. Identify organizational culture as priority for hiring development staff with customer service mentality
Involve team broadly across planning and building.
2. Assess current situation
Development Advisory Committee findings.
Clarify expectations as to what development community means by certainty.
Review City rules. Identify what is working well.
Development Code update in progress.
3. Best Practices Research competitors and aspirational cities for best practices for development approvals.
Invite developers to provide examples of good city practices.
4. Clarify Process and Timeline
Document specific roles and responsibilities, including process to follow up with developers.
Clarify state law processes and corresponding timeline.
Document City rules.
Run by “sounding board” of developers and helpful builders.
Identify Springfield’s competitive advantages.
Rename “Development Issues Meeting/DIM.”
5. Establish Advocate
Determine City department where Advocate is positioned.
Define who is Advocate.
Define role of Advocate, how involved and timing of involvement.
Define role of Advocate in conflicts between City staff and client.
Document process on how issues are resolved.
6. Train on Process
Implementing staff are involved – those who are promise makers and keepers.
Provide talking points for Mayor and City Council because they are important link in feedback loop for
quality service.
7. Take to Market for Input (
Engage all levels of staff (focused on Ec Dev and DPW departments).
Build relationships with developers via ongoing outreach.
Reintroduce City staff to development community.
Integrate with Business Retention & Expansion Outreach.
8. Summary of Report Decisions
9. Build Relationships
Define what good partnerships with developers look like.
When project is in process, conduct regular developer communications for “360” follow-up.
Host annual luncheon with local developer/builder community to show appreciation and enhance dialogue.
Invite developer/builders to observe a Development Review Committee process/review when appropriate.
Face-to-face meetings with developers -consistent outreach to solicit input and feedback on service.
Attachment 1, Page 8 of 38
Springfield Economic Development Strategy October 2017
Page 6 Springfield Economic Look Part V of VII
IMPLEMENTATION
LEAD Annette Spickard Development and Public Works Director, City of Springfield
TEAM Planning Department/Permit Counter
Economic Development Department
Springfield Utility Board
All participants of DIM
Developers - as needed
University of Oregon/Oregon State University Graduate School intern
METRICS
PROCESS METRICS OUTCOME METRICS
# Best Practices researched
# developer outreach meetings
# positive case studies
% or projects are positive outcomes
# permit approvals and value (% get through the
system)
Development Issues Meeting conversion rates
Minimize # issues raised above department level
(i.e. to CM and elected officials)
10. Document Springfield Case Studies
Record successes – what worked, timing, testimonial.
Learn from failures. Feedback into “360” follow-up so improvements can be made.
11. Continued, Ongoing, Improvement
Define and institutionalize process for regular review and revisions to City rules.
12. Organizational Culture for Service
Orientation.
Reinforce in Personnel Review.
Attachment 1, Page 9 of 38
September 2017 Springfield Economic Development Strategy
Part V of VII Springfield Economic Look Page 7
MINIMUM DEVELOPMENT STANDARDS
GOAL
Revisit and examine existing standards and triggers required via Minimum Development Standards.
WHY IMPORTANT?
The minimum development standards in place today were developed 30 years ago. It is time to update for
current times. Although the intent of the Minimum Development Standards was to make development easier in
Springfield, the City has heard many complaints from developers and extensive input on this subject from the
Development Advisory Committee. We understand that the City is losing investments because costs to adhere
to the Minimum Development Standards are proportionately too high. By embracing this strategic initiative,
we recognize the opportunity to positively influence all levels of development in Springfield. This initiative
provides for opportunities to listen and innovate government for quality developments throughout our city.
TACTICS
TACTIC
1. Internal Review
Document each Minimum Development Standard (MDS); what was the original intent when developed;
what triggers; context for each MDS.
Document current microprocesses to sidestep site plan review.
2. Assessment
Review how many microprocesses – Does it feel simple or complicated because there are too many
microprocesses?
Weigh benefits and drawbacks of each MDS and all standards as a whole.
3. Benchmark to aspirational communities
4. Solutions
Create options for City Council to consider.
Include context of history for Council.
Lay out pros and cons for options.
One solution (aspirational) may be to consider online application and approval.
5. Council Direction
Review solutions presented.
Document clarity of direction for MDS purpose, adjustments.
6. Public Input
7. Codify changes with City Council Approval
Clearly document approved Minimum Development Standards.
8. Take to Market
Staff training – update on changes and corresponding rationale for MDS.
Share with developers, builders, contractors and engineering firms – what we did, changes made, rationale
for changes.
Attachment 1, Page 10 of 38
Springfield Economic Development Strategy October 2017
Page 8 Springfield Economic Look Part V of VII
IMPLEMENTATION
LEAD Jim Donovan, Planning Supervisor, City of Springfield
TEAM Planning Department
Economic Development Department
City Manager
City Council
RESOURCES Staff time
“limited duration” position in DPW/Planning Department (starts October 2017)
METRICS
PROCESS METRICS OUTCOME METRICS
# outreach presentations (Take to Market) City Council Approval/Adoption of
revised/updated MDS
Shorter timelines through process
Improved perceptions from developers, builds,
contractors and engineering firms (survey)
Attachment 1, Page 11 of 38
September 2017 Springfield Economic Development Strategy
Part V of VII Springfield Economic Look Page 9
STRATEGIC DEVELOPMENT OF PRIORITY SITES
GOAL
Strategic opportunity enhancements for priming development at Glenwood Urban Renewal District and other
priority employment lands with near-term development (3 – 5 years) for traded-sector businesses.
WHY IMPORTANT?
The readiness of sites, and relevant site information, impacts business timelines and, as such, how appealing
businesses find a community to locate and expand. Being ready and on top of the details for priority
employment lands makes Springfield a more effective partner with business prospects, developers, Greater
Eugene Inc. and Business Oregon. Organized and complete site information moves our energy from reactive
gathering of data to more focus on relationships and selling Springfield which is a better experience for
business prospects.
The work of this initiative helps us to play on a larger stage – global recruiting – because we have sites that
are ready and positioned for target industries. We can move quicker from big picture planning (site visioning)
to tangible investment projects. Ultimately, it demonstrates we are a sophisticated community for economic
development because we are prepared.
TACTICS
TACTIC
1. Identify Sites
Inventory potential priority sites.
Prioritize sites.
2. Site Owner Relationship Building
Outreach meetings
Resource provider introductions and relationship fostering (IFA, BizOregon, GEI, etc.)
Coordinated vision discussions and outlines
3. Site Readiness Assessment
Document barriers for development.
Document opportunities for development.
4. Industry Needs
Identify needs of Springfield’s target industries at target sites.
Research Oregon Certified Sites Program and understand criteria as background to ready-to-go sites
(there is no need to reinvent the wheel).
Assess priority sites ability to meet needs of target industries. Define competitive advantages of sites.
Generate sample MetroComp scenario sheets for sites.
5. Identify Barriers
Define any internal barriers created by City rules that are making the site harder to develop for target
industries.
Document perceived barriers as a result of external opinions so marketing can address with facts.
Attachment 1, Page 12 of 38
Springfield Economic Development Strategy October 2017
Page 10 Springfield Economic Look Part V of VII
IMPLEMENTATION
LEAD Courtney Griesel, Economic Development Manager, City of Springfield
TEAM Economic Development Department
Development and Public Works Department
Springfield Utility Board
Finance Department
METRICS
PROCESS METRICS OUTCOME METRICS
# completed site assessments
# strategies completed for site improvement
Value of accessed eligible resources
# new or expanding businesses (wins) on Priority
Sites
Value of capital investment
Increase in tax base
# jobs
Economic and fiscal impact of business investment as
a result of site improvements
6. Resources for Site Enhancements
Identify available resources at City and from partners.
Gather information on System Development Funds (resource) – criteria, how to access, eligibility, current list
of projects.
Determine specific resource needs specific to each Priority Site.
Prioritize resources for projects with greatest positive economic and fiscal impact to Springfield. (Run
economic and fiscal impact analyses on projects)
7. Assemble Land
As needed per documented barriers.
8. World-class Development Service
As projects progress, fold into service process and protocols defined in strategic initiative for World-class
Development Service.
Attachment 1, Page 13 of 38
September 2017 Springfield Economic Development Strategy
Part V of VII Springfield Economic Look Page 11
FORMALIZE BUSINESS INCENTIVES
GOAL
Clearly defined business incentives that are intentional and strategically utilized to locate and expand
traded-sector businesses in Springfield, while responsibly providing beneficial return-on-investment for
Springfield’s economic and fiscal growth.
WHY IMPORTANT?
Business incentives are not the leading nor only driver for a business’s decision to locate or expand. However,
with all things equal among competing communities, incentives can tip the scale in favor of a community for the
ultimate “win”. Incentives come in many shapes and forms – services, training grants, deferral of fees, tax
credits property tax abatements, free land and cash.
Incentives are also available from many organizations throughout the community, not just the City.
Understanding, promoting and packaging these incentives will enhance Springfield’s comprehensive offering
to incent businesses to locate and expand in Springfield. For incentives directly provided by the City, it is
civically responsible to document, analyze and report the return-on-investment of City investments.
Competitive communities proactively define an incentive policy where they want to invest in incentives for
greatest impact towards achieving goals and highest return-on-investment.
TACTICS
TACTIC
1. Inventory & Assess Current Incentives (start 3Q 2017)
What incentives are available inside City government?
What incentives do our Partners provide?
What are things we do or offer that we could package as incentives?
2. Purpose - Define What City is trying to Achieve with Incentives
Are there gaps between existing incentives and partner incentives?
Are exiting incentives addressing what is most important to target industries to make the most significant
positive impact on Springfield’s economy?
3. Review Fee Structure and address Alignment to Competitiveness Goal
Competitor research of fee structure for development approvals.
Timeline of competitor’s development approval process.
4. Research Other Communities’ Incentives
How are they structured?
What is the cost?
What have been the outcomes?
5. Identify Potential Incentives
Different types.
New approaches.
6. Conduct Cost-Benefit Analysis of Potential Incentives
Economic Impact Analysis.
Fiscal Impact Analysis.
Attachment 1, Page 14 of 38
Springfield Economic Development Strategy October 2017
Page 12 Springfield Economic Look Part V of VII
IMPLEMENTATION
LEAD Courtney Griesel, Economic Development Manager City of Springfield
TEAM Economic Development Department
Development and Public Works Department
Finance Department
RESOURCES Business Oregon
Lane County
Lane Workforce Partnership
SUB/Energy Trust of Oregon
WillamaLane
Utility service providers
Springfield Chamber of Commerce
METRICS
PROCESS METRICS OUTCOME METRICS
Inventory completed
Competitor research completed
Referral system in place for clear communications
and effective client handling
Impact model in place for Springfield – economic
impact and fiscal impact
Adopted Incentive Policy
Value of uptake/success of partner incentives
Value of uptake/success of City incentives
# case studies completed
7. Develop and Approval Incentive Policy (approved by 2Q 2018)
Define Criteria and eligibility. (1Q 2018)
Buy-in with staff.
Lay out benefits of and rationale for Incentive Policy for City Council consideration.
City Council Approval.
8. Comprehensive Incentive Packaging
Document process and systems to access incentives for client clarity and speed through incentive approval
process.
Ongoing packaging in client proposals.
9. Document Springfield Case Studies of Springfield Businesses Utilizing Incentives
Attachment 1, Page 15 of 38
September 2017 Springfield Economic Development Strategy
Part V of VII Springfield Economic Look Page 13
SPRINGFIELD ASSETS
Many factors for competitively addressing the needs of traded-sectors are outside the direct control of City
Hall. Although not in direct control, it is important to influence the improvement of critical factors in order to
strengthen Springfield’s value proposition for companies to locate and grow here.
The following strategic initiatives focus on priority areas for competitiveness improvement outside of City Hall:
Innovation Hub
Springfield Telecommunications Enhancement Project (STEP)
Real Estate Product Development
Partner Economic Development Team
INNOVATION HUB
GOAL
Develop an Innovation Hub providing co-working space, anchor spaces, community meeting room space and
mentoring.
WHY IMPORTANT?
An Innovation Hub will help us to recruit and retain talent, cultivating the ‘Creative Class’ in Springfield. In turn,
this talent pool will contribute to traded-sector growth, through entrepreneurial companies and other
innovative companies because of the smart and talented people who live and work here.
TACTICS
TACTIC
1. Discovery Phase I: Research Models
Investigate successful example “Hubs” that have been in place for five to ten years.
Get their “blueprint.”
Understand pro formas for these models.
2. Convene meeting with team to review and establish next steps
3. Discovery Phase II: Stakeholder Engagement
Establish a Springfield Innovation Hub Producers Team (PT)
Convene PT to Assess models researched above
Develop a Springfield Innovation Hub concept plan of action with PT leads around specific actionable items
Consider Innovation Hub "skinny" options (Pilot test program/location)
Inventory existing assets to leverage, programs/community initiatives already in play, location, programs,
resource partners, people (doers)
Produce an Engagement Plan with for profit and non-profits
Deliver Programs and Communications through PT partners
Convene regular PT "discovery" meetings to assess progress toward goals, new objectives, next steps
Update Springfield Innovation Hub concept plan of action as needed to reflect any new knowledge or
needs discovery
4. Feasibility Phase I: Define Scope
Clarify physical needs - right-sized for Springfield.
Outline programming and services.
Attachment 1, Page 16 of 38
Springfield Economic Development Strategy October 2017
Page 14 Springfield Economic Look Part V of VII
IMPLEMENTATION
LEAD Vonnie Mikkelson, President & CEO, Springfield Chamber of Commerce
TEAM Springfield Chamber of Commerce
City Manager’s Office
Economic Development Department
Technology Association of Oregon
FertiLab - RAIN
Springfield Library
Springfield Utility Board
METRICS
PROCESS METRICS OUTCOME METRICS
# of Existing Frameworks Investigated
# of Existing Frameworks Identified
Site Identified
Financial Model Identified and Assessed
5. Feasibility Phase II: Identify Site
Gather site options.
Link to Fiber Expansion Strategic Initiative.
Define capacity for each site and assess for best fit.
6. Feasibility Phase II: Market Assessment
Assess market advantages and disadvantages.
Define economic impact of Innovation Hub over time
7. Feasibility Phase III: Financial Business Plan for Management Options (4Q 2018-1Q 2019)
Private model with targeted recruitment of third-party to run Innovation Hub.
Public/non-profit model with Capital Campaign for fundraising, grants, etc.
Hybrid model for Public-Private management.
8. Implementation Phase I
Note: The Discovery and Feasibility Phases outlined in draft above will inform the plan of action within the
implementation phase.
Attachment 1, Page 17 of 38
September 2017 Springfield Economic Development Strategy
Part V of VII Springfield Economic Look Page 15
SPRINGFIELD TELECOMMUNICATIONS ENHANCEMENT PROJECT (STEP)
GOAL
Leverage public assets to facilitate private competition. Public assets can include publicly owned
infrastructure and publicly controlled space (e.g. right of way and public utility easement management,
development standards, communication space on utility and city poles, etc...).
WHY IMPORTANT?
Expanding existing fiber infrastructure in a community can establish a competitive advantage for businesses
and community access, thus reducing cost to access. With more access, businesses can expand operations.
Manufacturing, including tech companies, rely heavily on high-speed, quality telecommunication access. The
"gig economy" (individuals or small business contracted for parts of a larger project) creates local
opportunities to connect to the global market and telecommunications can be at the heart of that connection.
Expansion of fiber can contribute to a smarter community, as access decreases “digital divide” inequalities.
TACTICS
TACTIC
1. Enhance Foundation for Political Support
Potential joint session with SUB Board and City Council to discover understanding of opportunity and
political will to move forward with initiative.
Engage users/public about value and opportunity.
2 Current Situation
Where are we now with providers, community, SUB Board, City leadership?
Conduct proactive research by engaging with providers.
Provide update on existing telecommunications services provided by SUB and SUB Board buy in on the
mission (or Board changes to mission) and general dedication of resources to this project
Explain what SUB is doing and what we are not doing with this project.
Develop landing page on SUB’s website to communicate SUB’s efforts in the context of the larger group.
Place status updates on SUB’s landing page
Potential migration of this material to the web site developed by the larger group.
Review of SUB’s telecommunication service policies
Provide recommendation to Team Lead
Review of SUB’s telecommunication IRU contract – pull out language that will reside in any updated
telecom policies which an updated contract
Potential creation of transitioning telecommunication department to a telecommunications utility in the
budget process
Review of City’s telecommunication service policies/ordinances share findings with City to ensure that City
policies/ordinances and SUB polices work together
Understand what Eug.Net (http://eug.net) did in mapping out the business model
Potential migration of this material to the web site developed by the larger group.
3 Task Force
Identify potential Task Force Members Near Term Infrastructure Coordination Roadmap of Roles and
Responsibilities.
Attachment 1, Page 18 of 38
Springfield Economic Development Strategy October 2017
Page 16 Springfield Economic Look Part V of VII
4. Marketing
Brand initiative.
Define benefits into compelling message.
Build website.
City Economic Development and Chamber outreach to business; promote on website.
2. Engagement with Providers
What open access infrastructure do they need?
3. Identify Internet Exchange Options for Springfield
Identify Infrastructure Needs - includes physical location options of IPs as well as interconnection to data
hubs (SUB/?) relating to Tactics 12 and 13 below.
Evaluate funding options
Identify and potentially develop a strategic location that is publicly-owned or controlled to house a carrier
neutral facility.
Consider “Gang of 6” Fiber in assessment of exchange sites
4. Track Innovation Hub Strategic Initiative
5. Engagement with Property Owners
6. Engagement with Community & Tenants
Chamber, City Club, Rotary
7. Core Infrastructure Coordination
Evaluate options for long term management of:
Local Network (SUB)
Last Mile
Internet Exchange Site Management
Data hub agreements and backhaul management to connection at internet exchange
8. Outreach and education elements
Testing concepts.
Examples of localized pricing data.
Value return-on-investment for land and building owners/residential land to illustrate advantages.
9. Six/Fiber Study Plan
Identify path back to internet from carrier neutral facility.
Options defined.
Placement of Springfield Innovation Hub or supercomputing facility.
Weighting for desired priorities.
10. Public Build-out Location
Proactively identify initial early opportunity for build-out location.
Collaboration space to increase accessibility and entrepreneurship – link into Springfield Innovation Hub
potentially.
Attachment 1, Page 19 of 38
September 2017 Springfield Economic Development Strategy
Part V of VII Springfield Economic Look Page 17
IMPLEMENTATION
LEAD Jeff Nelson, Director of Resource Management, Springfield Utility Board
Tracy Richardson, Utility Planner, Springfield Utility Board
TEAM Core: Collaborator:
Springfield Utility Board Springfield Chamber
City of Springfield Lane Council of Governments (May be Core)
Economic Development Department Technology Association of Oregon (May be Core)
Planning Department
METRICS
PROCESS METRICS OUTCOME METRICS
Approval to move forward
Gap analysis on existing condition and desired
future
Expansion plan adopted
3rd party funding level
# commercial and industrial buildings connected
# business expansions/locations and corresponding
jobs dependent on factor for fiber access
Tele-medicine, emergency response, reliability, and
other interests already met with existing
infrastructure. Other outcomes may be identified as
we identify desired future.
Attachment 1, Page 20 of 38
Springfield Economic Development Strategy October 2017
Page 18 Springfield Economic Look Part V of VII
REAL ESTATE PRODUCT DEVELOPMENT
GOAL
Increase the number of available (speculative) buildings for target traded-sector industries.
WHY IMPORTANT?
Companies prefer existing buildings and fully-served sites to shorten development timelines. Existing buildings
reduce timeline risks even more. Meanwhile, outside of one Class A building (Symantec site), there is limited
availability of office space in Springfield. Only one 40,000 s. f. manufacturing building and a limited number
of small manufacturing buildings on the market. Springfield has an assortment of sites for development in
various stages of readiness. None are certified sites, even though the State of Oregon has a leading certified
sites program.
TACTICS
IMPLEMENTATION
LEAD Courtney Grisel, Economic Development Manager, City of Springfield
TEAM Development and Public Works Department
Developers
Land owners
TACTIC
1. Criteria and Needs
Identify criteria, building requirements for buildings that meet needs of target industries.
2. Priority Site Identification for Spec Buildings
3. Outreach to Site Owner and/or Developer
Communicate need for available, quality buildings.
Invite partnering to achieve competitive real estate on market quickly.
4. Clarity & Communication of Partnership Criteria
5. Scorecard Site Assessment
Develop scorecard sheet to scope needs to make site ready (“scoping sheet”).
Fill out sheets for Priority Sites.
6. Develop Concept Design for Site Plan
Contract with designers.
7. DIM for Virtual or Spec Building
Consider setting policy to waive DIM fee if part of Virtual Building Program
8. Pre-submittal
Consider automatically expediting due to need for available buildings.
9. Take to Market
Complete real estate profile for Economic Development website, proposal, marketing materials.
“Coming Soon” list of buildings in partnership with owner/developer, Development and Public Works
Department and Economic Development Department.
Outreach to prospective developers – local and outside Lane County/Willamette Valley region.
Attachment 1, Page 21 of 38
September 2017 Springfield Economic Development Strategy
Part V of VII Springfield Economic Look Page 19
METRICS
PROCESS METRICS OUTCOME METRICS
# outreach meetings with developers/site owners # speculative buildings built
Property value increase
Property tax base increase
% increase in times able to meet needs of
leads/prospects
Attachment 1, Page 22 of 38
Springfield Economic Development Strategy October 2017
Page 20 Springfield Economic Look Part V of VII
PARTNER ECONOMIC DEVELOPMENT TEAM
GOAL
Effectively work with community and regional partners to strengthen our interdependent regional economy.
WHY IMPORTANT?
When economic development service providers partner, we do our best work together and yield more out of
limited resources through leveraging. This active partnership instills confidence from the business community
when they see us working together, and are more likely to work with us. We earn trust from showing and truly
being aligned in how we team.
Not only does this save time from reducing duplication, it enhances diversification, resiliency and efficient use
of resources. We understand that big opportunities require multiple, complementary tools, resources and
partners. Successful economic development is difficult to do alone.
TACTICS
TACTIC
1. Partner Resources
Share services and resources provided from each organization – who served, eligibility, how to access,
cost, contact, examples/case studies of resource utilization.
Clarify roles and responsibilities on team.
2. Regular Meetings
Clarify purpose for Partner team meeting - project focus, learning and sharing about resources, “get it
done”. We are not building another layer or another organization.
3. Protocols
Formalize protocols about confidentiality, non-poaching, public communications (i.e. who is “go to” person
for topic), ExecutivePulse (CRM) use, etc.
4. CRM Rollout Training.
Content population.
Habitual use for regular updates.
5. Common Language and Messaging
Develop common economic development language for consistent communication with business community.
Aim to reduce conflict since we are all on the same page.
Represent Springfield and the region positively.
6. Value Proposition
Collectively define value proposition to positively promote Springfield and the region.
Use regular meetings to practice scenarios and how to stay on message for positive value proposition.
Keep top of mind with team in interactions and regular meetings.
Attachment 1, Page 23 of 38
September 2017 Springfield Economic Development Strategy
Part V of VII Springfield Economic Look Page 21
IMPLEMENTATION
LEAD Courtney Griesel, Economic Development Manager, City of Springfield
TEAM Economic Development Department
Lane County Community and Economic Development Department
Greater Eugene Inc.
Business Oregon
Technology Association of Oregon
Springfield Chamber of Commerce
Lane Workforce Partnership
METRICS
PROCESS METRICS OUTCOME METRICS
Resource sharing complete
Roles defined
CRM training and populated
Value proposition defined
Stronger team - # of multi-agency partners involved
on regional projects? Response time for referral
requests for assistance?
Perception interviews from business community?
CRM up-to-date
Attachment 1, Page 24 of 38
Springfield Economic Development Strategy October 2017
Page 22 Springfield Economic Look Part V of VII
BUSINESS OUTREACH
Outreach and engagement with both existing local employers and business prospects is the fundamental work
of economic developers.
Business Outreach strategic initiatives encompass:
Business Retention & Expansion
Industry Conference
Business Attraction
BUSINESS RETENTION & EXPANSION
GOAL
Local traded-sector employers have confidence in Springfield as the right location for their business to
maintain or grow operations here.
WHY IMPORTANT?
According to the International Economic Development Council, more than 70% of jobs come from existing
businesses. Springfield employers have already made the decision to locate here. If they stay, growing in
Springfield or elsewhere is an ongoing customer service mandate.
Some Springfield businesses are headquartered outside of Springfield. Strong relationships with headquarters
and business unit management located external to Springfield is important for early awareness of any
decisions that might impact Springfield operations. Often, local business/site managers are not even informed
of potential changes until after a decision has been made. Strong City relationships with headquarter facilities
can provide early indications of company needs, changes and opportunities to meet those needs prior to
significant curtailment decisions being made.
When handled successfully, an effective Business Retention and Expansion Program contributes positively to
Business Attraction because satisfied local employers serve as validation to business prospects considering
Springfield for a new location.
TACTICS
TACTIC
1. Resource Toolbox
Inventory resources organized to business issues/needs.
Understand resources – value to business, how to access.
Organize team of resource providers and clarify roles for Springfield Business Retention & Expansion
(BRE) initiative.
Foster relationships with local, state and federal resource representatives.
Establish communication channels for team members on BRE-related issues/client projects.
2. Industry Intelligence
Research existing industries to stay on top of industry trends, issues, common industry needs.
Research future target industries, like medical technology and/or services, to identify relevant and
strategic future initiatives.
Resources for industry intelligence: Industry LinkedIn groups, Frist Research, Business Oregon, real estate
industry reports, industry associations.
Attachment 1, Page 25 of 38
September 2017 Springfield Economic Development Strategy
Part V of VII Springfield Economic Look Page 23
3. Business Intelligence
Research Springfield businesses to stay on top of business news, ownership changes, new product launches,
new customers, etc.
Resources for business intelligence: Google, Google alerts, business website, LinkedIn, Crunch Base,
Business Oregon program uptake.
4. Customer Service Engagement
Economic Development staff serves as proactive advocate for Springfield businesses with elected and City
staff.
Help City staff better align to business needs with exceptional customer service.
Capture successes of great customer service to businesses. Recognize City staff with “Pro-Business Climate
Kudo” (i.e. “catch me in the act”)
5. Proactive Outreach Meetings
Establish a regular outreach schedule to meet with Springfield traded-sector employers.
Invite Mayor and Ward Councilmembers to join on outreach meetings (one per month).
6. Proactive, Ongoing Communications with Springfield Employers
7. Follow-up on Requests
Respond timely to requests and issues uncovered via employer outreach and proactive communications.
8. External Headquarter Visits
Visit external headquarters of Springfield businesses at least annually. Leverage outbound Business
Recruitment travel.
9. Contact Database
Staff/partner training for effective utilization of CRM.
Upload all business contacts to CRM.
Habitually record all interactions with local employers in CRM.
10. Informal Industry Meet-up
Gather potential industry champions to float idea of informal industry meet-up/coffee opportunity that is
industry led.
Industry drives “open space” topics for discussion and if/who they may want as speakers.
Industry determines frequency, time of day, etc. with logistical support from City Economic Development
Department.
Economic Development staff conducts regular outreach to invite participation.
11. Storytelling (Marketing Springfield Employers)
Research, document and write case studies about local employers – their business, their people, their
products, economic development resources/programs they have utilized.
Document total impact of City BRE efforts. Present metrics combined with example(s). Document economic
impact of BRE program combined, not only each business expansion.
Communicate via videos, City Council update (include positive example every meeting), City Manager
email update, City Economic Development website, social media, “blue chip” media.
12. Business Appreciation
Re-evaluate State of the City [business recognition] Program.
Expand recognition – more than one company.
Tie to Storytelling.
Identify and leverage annual PR events, such as Economic Development Week, Manufacturing Week,
State of City, business’s anniversary of location in Springfield, Veteran’s Holiday.
Attachment 1, Page 26 of 38
Springfield Economic Development Strategy October 2017
Page 24 Springfield Economic Look Part V of VII
IMPLEMENTATION
LEAD Courtney Griesel, Economic Development Manager, City of Springfield
TEAM Economic Development Department
Lane County Community and Economic Development Department
Greater Eugene Inc.
Technology Association of Oregon
Business Oregon
METRICS
PROCESS METRICS OUTCOME METRICS
# outreach employer meetings
# outreach meetings with Councilor or Mayor
# external HQ visits
# referrals to partners/economic team members
# of business expansions
Value of capital investment from business expansions
# jobs from business expansions
Wages for new jobs; benchmark wages to Lane
County average wage
Applicant to openings for jobs from expansion
Economic impact of City BRE Program
Social media analytics (average vies per positive
story)
Blue chip media column inches of positive stores;
online metrics/views
13. Downtown Business Program
Quarterly Meet-up Event.
Downtown branding.
Downtown Springfield website.
Outreach and link downtown businesses to the correct City contact (as needed).
Manage “Open” Banner Program.
Gather input for downtown capital improvements and programming.
Promotion of downtown events (share role with Booth Kelly Makers District, Farmer’s Market and Chamber
Attachment 1, Page 27 of 38
September 2017 Springfield Economic Development Strategy
Part V of VII Springfield Economic Look Page 25
INDUSTRY CONFERENCE
GOAL
Hold industry conference in Springfield aligned to industry of focus to add-value for existing employers and
garner attention from business attraction prospects of related traded-sectors.
WHY IMPORTANT?
An industry conference held in Springfield provides an opportunity for high-profile attention of local industry
to promote their success in Springfield, yielding positive attention for talent recruitment as well as Springfield’s
business attraction efforts. Company representatives will be exposed to Springfield and targeted meetings
and tours can occur with conference participants. Working to recruit an industry conference relevant to
existing and target industries not only increases Springfield’s reputation for those industries, it gives businesses
of those industries another reason to have confidence in their Springfield location decision.
The economic impact of having a conference in Springfield generates revenue from Transient Room Tax
lodging taxes as well as local spending from visitors – meals, shopping, entertainment, etc.
TACTICS
TACTIC
1. Conference Information
Outreach to local employers to research possible conferences and industry associations to contact.
Research industry conferences and events related to Springfield’s target industries.
2. Target Industries
Based on outreach with local employers, determine industry or industries with greatest interest in convening
to champion conference in Springfield.
3. Asset Inventory
Document available conference spaces, venues and lodging in Springfield.
Investigate potential partner cities for packaging conference proposal.
4. Build Team
Convene industry representatives to identify interested champions for recruiting industry conference to
Springfield.
Create Industry-led Steering Committee. May be more than one?
Assemble critical partners.
5. Industry Focus
Based on industry input, define industry of focus; conferences to target.
6. Research Conferences
Develop list of potential industry conferences.
Identify existing desirable conferences – visit, observe, learn, document operational needs.
Research conference requirements and RFP process.
7. Conference Location
Align Springfield conference assets to conference needs.
Be creative in identifying non-hotel venues too.
Attachment 1, Page 28 of 38
Springfield Economic Development Strategy October 2017
Page 26 Springfield Economic Look Part V of VII
IMPLEMENTATION
LEAD Janis Ross, Vice President of Convention & Sports Marketing, Travel Lane County
TEAM City of Springfield, Economic Development and Public Information
Springfield Chamber of Commerce
Lane Workforce Partnership
Local industry
METRICS
PROCESS METRICS OUTCOME METRICS
Conference information gathered
Asset inventory complete
Team assembled
# industry conferences held in Springfield
# rooms and nights from conference
Value of TRT generated
Economic impact
8. Opportunity Window of Time
Research best time for industry to attend conference, based on industry conference research. This will be an
on-going process, dependent on research findings.
Research potential for exhibit opportunities.
Report out to Steering Committee(s) and determine appropriate attendance.
9. Bid on Existing Conference (Plan A)
Understand bid process, timing, and proposal content.
Understand sponsor amount requirement, fundraising requirement; define fundraising plan.
Document local industry organization members, any of which may be on association board.
10. Create a New Conference (Plan B)
Conference content.
Marketing.
Hire event planner.
Fundraising/sponsorships.
Local organizing committee.
Attachment 1, Page 29 of 38
September 2017 Springfield Economic Development Strategy
Part V of VII Springfield Economic Look Page 27
RECRUIT TARGET INDUSTRIES
GOAL
Diversify and strengthen Springfield’s economic base with the recruitment of target traded-sector businesses.
Springfield’s target industries1 include: value-added wood products, technology, specialty food and
beverage, and medical technology.
WHY IMPORTANT?
Communities who only respond to business inquiries that happen to come their way, may see development, but
not economic development – meaning that land will be absorbed for any kind of business use, not necessarily
businesses that grow or diversify the economy. Not all jobs will advance Springfield’s economy, especially as
there is increasing demand for talent.
Springfield has great opportunity to foster a concentration of high-value industries that can draw global
attention to the community. This will require intentional, focused efforts carried out in a consistent and ongoing
manner. There are no quick “wins” in business attraction. Methodically presenting Springfield’s value
proposition to the market, and corresponding case studies to support your claims, with consistent messaging
and outreach will significantly impact positive interest from business.
TACTICS
1 Springfield Target Industry Analysis, May 2017 – Part III of Springfield Economic Look
TACTIC
1. Brand
External perceptions
Local employer perceptions/internal perceptions
Key message platform
Brand image
Band guidelines
2. Industry Intelligence
First Research (see list from BRE)
3. Competitor Intelligence
MetroComp operating costs.
4. Website
Property Tool
Provide info to GEI for Springfield relevant info
Business Oregon property database
See EDsuite email for more pricing
5. Industry Business Cases
6. Real Estate Community Relationships
Lane County Commercial, Industrial Developers (2X year)
Brokers representing Springfield properties.
Company corporate real estate executives and asset managers
Attachment 1, Page 30 of 38
Springfield Economic Development Strategy October 2017
Page 28 Springfield Economic Look Part V of VII
7. Industry Network & Memberships
TAO
Forest Business Network
Northwest Food Processors Association
AFRC
8. Business Oregon
Share marketing materials, such as industry business cases, and case studies.
Invite National Recruitment Officers for tour of Springfield to update on current plans, key sites and other
comparative advantages to help better promote Springfield.
Add to marketing and communications distributions lists.
Respond timely to state leads.
9. Lead Generation Contract
Sign annual contract to support marketing travel.
Define industries and geographies to target.
Provide marketing collateral, industry business cases, key message platform and other information to
inform on Springfield’s value proposition.
10. Targeted Marketing & PR
Subscription social media
Targeted browsing
In-flight advertising and article.
External event sponsorship.
Media placement of articles.
11. External Recruitment Trips(Fly-Outs)/Marketing Missions
Target geographies of high concentration of target industries.
Work with Business Oregon and state’s global trade missions.
Link to tradeshows and other and lead generation contract.
Leverage for Springfield external headquarter visits.
Host outbound event to raise excitement.
12. Inbound Marketing Events
Host very active or targeted clients and site selectors for special events in Springfield, such as:
o IGNITE TAO in available Symantec space
o unveiling of mass timber parking garage
o industry conference held in Springfield (i.e. strategic initiative)
o University of Oregon sporting event
13. Industry Tradeshows & Conferences
Events of focus: Select USA, Mass Timber Conference, Specialty Food Show, Natural Products Expo West
(Team Oregon hosts a reception)
Aim to be speaker at industry event; involve Springfield employers.
Exhibit or attendee only (a.k.a. walk the show) depending on event.
Attachment 1, Page 31 of 38
September 2017 Springfield Economic Development Strategy
Part V of VII Springfield Economic Look Page 29
IMPLEMENTATION
LEAD Courtney Griesel, Economic Development Manager, City of Springfield
TEAM Economic Development Department
Business Oregon
Lane County
Greater Eugene Inc.
Technology Association of Oregon
City Public Information Office
14. Site Selector Relationships
Document industry focus/expertise in CRM.
Portfolio management.
Leverage meetings with travel for other marketing and conference travel.
Regular communication.
15. Sales & Proposals
Customize proposal to priority location factors. Customize cover letter to lay out why Springfield is the
location of choice. Preview proposal content making the cove letter read like an executive summary.
Demonstrate knowledge of industry.
Online proposal system (EDsuite).
Schedule regular follow-up.
16. Site Visits
Prepare team
Organize information on project for team preparation.
Consistent messaging
Follow-up with client on questions; stay in touch.
17. Incentive Packaging and Negotiations
Understand priorities and highest cost factors of client.
Package incentives for which project and company qualifies.
Run economic and fiscal impact analysis for negotiated City incentives.
18. Celebrate
Announce “win”. Report economic impact of project.
Groundbreaking event.
Case study.
Media outreach.
Thank partners for involvement on project.
Attachment 1, Page 32 of 38
Springfield Economic Development Strategy October 2017
Page 30 Springfield Economic Look Part V of VII
METRICS
PROCESS METRICS OUTCOME METRICS
Economic Development website complete
Business Cases complete for each target industry
# face-to-face prospect meetings during outbound
marketing missions
# inbound events/#attendees
# leads per tradeshows/conferences
# leads/prospects
Conversion rate from proposal to site visit
Conversion rate from site visit to win
# of business locations
Value of capital investment from business locations
# jobs from business locations
Wages for new jobs; benchmark wages to Lane
County average wage
Applicant to openings for jobs from locations
Economic impact of City Business Recruitment
Program
Attachment 1, Page 33 of 38
September 2017 Springfield Economic Development Strategy
Part V of VII Springfield Economic Look Page 31
IV. SUCCESSFUL PLAN IMPLEMENTATION
With a comprehensive strategy laid out that aligns to our purpose, along with agreement on what we will do
and roles defined for implementation, we will only be successful if we are accountable to our committed roles.
As such, together we developed the following principles for successful plan implementation.
PRINCIPLES FOR SUCCESS
We want to be successful in the implementation of this important plan. Therefore, we have developed and
collectively agreed to adhere to the following principles as we work together and for the community:
Engage elected leadership to champion the plan and all perform as responsible leaders in
implementation of the plan.
Model support for the plan both internally and externally.
Be honest and transparent in our work.
Trust partners.
Ask questions instead of getting stuck and losing momentum.
Make choices and timely decisions.
Take risks, yet be accountable, doing what we say we will do.
Support pro-business policies.
Manage resources wisely.
ACCOUNTABLE IMPLEMENTATION
To assure we stay on track, the Economic Development Department will convene quarterly meetings of
Strategic Initiative Team Leads. Each Team Lead will report:
1. What has been accomplished with their Strategic Initiative over past 3 months;
2. What is planned Strategic Initiative implementation for future 3-month period; and
3. What is needed from the other Strategic Initiative Team Leads (the group).
Together this group will review and assess results, adjusting the plan if necessary and appropriate.
COMMUNICATIONS
Accountable implementation involves consistent tracking of results and measurement of progress. This
information is very valuable to our community so that they understand our diligent efforts to grow the
Springfield economy.
The quarterly meeting of Team Leads will serve as a venue to gather information for reporting our progress.
We will assemble relatable stories, data and metrics which will be communicated via the following matrix,
based on audience interest:
AUDIENCE CONTENT COMMUNICATION MEDIUM
Mayor & City
Council
High level goal and why
Accomplishments/key metrics
Bi-weekly update/council memo
Council Work Session
Regular Part of City Manager Update
Website page
Partner Agency
Boards
High level goal and why
Accomplishments/key metrics
½ to full page memo
Team Springfield Meeting
As invited update to board meetings
Attachment 1, Page 34 of 38
Springfield Economic Development Strategy October 2017
Page 32 Springfield Economic Look Part V of VII
AUDIENCE CONTENT COMMUNICATION MEDIUM
Public (includes
business community)
Stories of accomplishments tied to plan
purpose
Social media: i.e. City Facebook, You
Tube Channel
Springfield Magazine
Monthly Chamber newsletter
Media City Council Reports
Stories to illustrate accomplishments
Emails to media contacts
Social media
Agency Staff Updates on metrics tied to their work and why
Field success stories
Channel through Team Springfield
Staff involved in quarterly meetings
Email
Attachment 1, Page 35 of 38
September 2017 Springfield Economic Development Strategy
Part V of VII Springfield Economic Look Page 33
ACKNOWLEDGEMENTS*
A wide range of people were involved in the development of this important plan to grow Springfield’s
economy. It is because of their dedication, commitment and inspiring ideas for Springfield that this plan has
taken shape into actionable work.
SPRINGFIELD ELECTED LEADERSHIP
Name
Mayor
Name
Council President, Ward #
Name
Council Ward
Name
District
SPRINGFIELD ECONOMIC LOOK LEADERSHIP TEAM
Name
Organization
Name
Organization
Name
Organization
Name
Organization
PARTICIPANTS IN COMMUNITY SITE VISIT AND INPUT WORK SESSIONS
Name
Organization
Name
Organization
Name
Organization
Name
Organization
*TO BE COMPLETED AT CLOSE OF PROJECT IN ORDER TO ENSURE CAPTURE OF ALL PARTICIPANTS
Attachment 1, Page 36 of 38
Attachment 1, Page 37 of 38
The Springfield Economic Look planning project for the City of Springfield, Oregon was developed with the
assistance and facilitation of TadZo.
TadZo is an economic development and site selection consulting firm led by Allison Larsen. Businesses and
communities want essentially the same things: economic vitality, wealth creation, quality place and
environment. TadZo works with communities to achieve these outcomes. TadZo also assist companies to identify
communities with these attributes that support business strategy and competitive advantage.
The Springfield Economic Look planning project for the City of Springfield, Oregon was developed under the
direction of the Economic Development Program of the City of Springfield.
Allison Larsen, CEcD
Principal
TadZo
www.TadZoConsulting.com
623.233.5333
allison@TadzoConsulting.com
Courtney Griesel
Economic Development Manager
City of Springfield
www.springfield-or.gov
541.736.7132
cgriesel@springfield-or.gov
Attachment 1, Page 38 of 38
[Type text]
Attachment 2
2017 SPRINGFIELD LOOK PROJECT
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