Ponca City Development Authority July 2009

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Workshop slides on Strategic Doing prepared for a retreat of the Ponca City Development Authority (PCDA) in Oklahoma. PCDA is one of the most innovative economic development organizations in rural America.

At the meeting we announced a partnership among PCDA, the Purdue Center for Regional Development and the Oklahoma State Center on Innovation and Economic Development. The partnership will create "sister regions" between North Central Indiana and North Central Oklahoma.

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Ponca City Development Authority July 2009

  1. 1. Open Source Economic Development: Opportunities for Ponca City Ed Morrison Purdue Center for Regional Development July, 2009 Friday, July 24, 2009
  2. 2. Open Source Economic Development: Opportunities for Ponca City Ed Morrison Purdue Center for Regional Development July, 2009 Friday, July 24, 2009
  3. 3. This workshop introduces you to Open Source Economic Development and Strategic Doing We are moving from our Grandfather’s to our Grandchildren’s Economy Our Grandchildren’s Economy creates wealth through networks: knowledge and open innovation Open networks require collaboration and new approaches to strategy Friday, July 24, 2009
  4. 4. Strategic Doing provides the discipline to transform community and regional economies Strategic Doing involves a process, not an event: Managing conversations for complex thinking and doing Strategic Doing changes the leadership role of the PCDA Board and staff Friday, July 24, 2009
  5. 5. This workshop introduces you to Open Source Economic Development and Strategic Doing We are moving from our Grandfather’s to our Grandchildren’s Economy Our Grandchildren’s Economy creates wealth through networks: knowledge and open innovation Open networks require collaboration and new approaches to strategy Friday, July 24, 2009
  6. 6. Friday, July 24, 2009
  7. 7. Innovation in our Grandfather’s Economy moved a lot of stuff and created a lot of wealth Coal Dumper, shores of Lake Erie, 1897 Friday, July 24, 2009
  8. 8. Innovation in our Grandfather’s Economy built our current economy and lifestyles Friday, July 24, 2009
  9. 9. The S-Curve caught up to our grandfather’s economy ‣ Global markets integrated ‣ Costs collapsed ‣ The Internet exploded Friday, July 24, 2009
  10. 10. Many communities have gotten caught in a downward cycle because the cannot adjust to new realities Friday, July 24, 2009
  11. 11. It is very hard to adjust because nobody can tell anybody what to do... Friday, July 24, 2009
  12. 12. We are moving from our Grandfather’s to our Grandchildren’s Economy Our Grandchildren’s Economy creates wealth through networks: knowledge and open innovation Open networks require collaboration and new approaches to strategy Friday, July 24, 2009
  13. 13. Prosperity in our Grandchildren’s Economy involves a completely different set of business models Friday, July 24, 2009
  14. 14. Our Grandchildren’s economy creates wealth with networks Friday, July 24, 2009
  15. 15. Our Challenge: Find pathways to our Grandchildren’s economy... Aligning, linking and leveraging our assets We are here Friday, July 24, 2009
  16. 16. Our Challenge: Find pathways to our Grandchildren’s economy... Aligning, linking and leveraging our assets We need to move here Friday, July 24, 2009
  17. 17. “Command and control” behaviors do not work in networks...There is not top or bottom and no one can tell anyone what to do... Friday, July 24, 2009
  18. 18. Effective networks operate with tight cores and porous boundaries...Why? Which region can take on more complex and ambitious projects? Friday, July 24, 2009
  19. 19. Networks create value exponentially as they develop...What’s the value of one cell phone? What’s the value of ten? Friday, July 24, 2009
  20. 20. Network leadership balances leadership guidance and open participation... Friday, July 24, 2009
  21. 21. Let’s go back to our downward cycle...How can we reverse this cycle in a world in which “command and control” no longer works? Friday, July 24, 2009
  22. 22. It turns out that in networks, the soft stuff is the hard stuff: People move in the direction of their conversations. The ke to aligning networks is guiding conversations Friday, July 24, 2009
  23. 23. Managing conversations is the skill of collaboration...It requires both open participation and leadership direction Friday, July 24, 2009
  24. 24. We reverse the cycle by guiding a new set of conversations...We look to the future with focus and discipline Friday, July 24, 2009
  25. 25. We are moving from our Grandfather’s to our Grandchildren’s Economy Our Grandchildren’s Economy creates wealth through networks: knowledge and open innovation Open networks require collaboration and new approaches to strategy Friday, July 24, 2009
  26. 26. But conversations about what? There are 5 strategic focus areas for any strategy in our Grandchildren’s Economy Friday, July 24, 2009
  27. 27. But conversations about what? There are 5 strategic focus areas for any strategy in our Grandchildren’s Economy Friday, July 24, 2009
  28. 28. But conversations about what? There are 5 strategic focus areas for any strategy in our Grandchildren’s Economy Friday, July 24, 2009
  29. 29. The basic model of change: Collaboration drives open innovation...Innovation drives productivity and prosperity Friday, July 24, 2009
  30. 30. New strategies involve strengthening and connecting our five asset networks within the regional economy Friday, July 24, 2009
  31. 31. New strategies involve strengthening and connecting our five asset networks within the regional economy Friday, July 24, 2009
  32. 32. New strategies involve strengthening and connecting our five asset networks within the regional economy Brainpower Friday, July 24, 2009
  33. 33. New strategies involve strengthening and connecting our five asset networks within the regional economy Brainpower Innovation and entrepreneurship Friday, July 24, 2009
  34. 34. New strategies involve strengthening and connecting our five asset networks within the regional economy Brainpower Innovation and entrepreneurship Quality places Friday, July 24, 2009
  35. 35. New strategies involve strengthening and connecting our five asset networks within the regional economy Brainpower Innovation and entrepreneurship Quality places Branding stories Friday, July 24, 2009
  36. 36. New strategies involve strengthening and connecting our five asset networks within the regional economy Brainpower Innovation and entrepreneurship Quality places Branding stories Collaboration The ability to think together and act on complex projects Friday, July 24, 2009
  37. 37. Friday, July 24, 2009
  38. 38. Friday, July 24, 2009
  39. 39. Friday, July 24, 2009
  40. 40. Friday, July 24, 2009
  41. 41. Friday, July 24, 2009
  42. 42. Strategic Doing produces a swarm of innovations Gorilla innovation Swarm innovation Friday, July 24, 2009
  43. 43. Milwaukee 7 Water Council launched with a Strategic Doing workshop in July 2008 Friday, July 24, 2009
  44. 44. Milwaukee 7 Water Council launched with a Strategic Doing workshop in July 2008 Friday, July 24, 2009
  45. 45. Water, Water, Water, … © 2008, Brian D. Thompson, UWM Research Foundation 30 10/6/08 Friday, July 24, 2009
  46. 46. Water, Water, Water, … CH2MHILL Private Sector Public Sector Federal • Engineering services Joy Bucyrus Siemens GE UNDP Government DNR Veolia Great Lakes Water Advanced ITT MMSD • Water treatment equipment Chemical Systems • Water utilities M7/GMC Miller Coors • Ind. wastewater treatment City of Utilities • Intake quality, output quality Pentair Milwaukee • Energy consumption • Filtering & purification Opportunities Procorp AquaSensors Thermo Fisher Scientific Water Council Water User • Water reuse & softening Sanitarie • Phosphate & radium removal Environmental • Wastewater treatment • Algae control (& exploitation) design Municipalities • • Removal of PCBs from lakes & rivers Storm water containment, Treatment/ • Road salt Processing/ Badger Meter Flygt • • Ship’s ballast – policy/enforcement Aquaculture Energy/Efficiency Softening Analysis/ • pumps • Ethanol production efficiency • Water meters • • Lake Michigan contamination Policy issues – metering/incentives • Tar sands water treatment Measuring/ • Meter reading systems • Elimination of boiler scaling • Increasing brewing efficiency Control • Increased efficiency of water heating • Speeding treatment for large volumes Pumps/ Valves/ Fall River UW-Madison • Increasing treatment efficiency Components Bioscience Processing/Treatment •Municipal wastewater treatment •Reverse Osmosis –Storm water treatment •Softening Fluid Transport/ –Reduced use of chemicals •Industrial wastewater treatment •Ships ballast - treatment •Treatment targets AO Smith –Farm manure, food processing waste, metals –PCBs in sewer pieps Civil & Ind. Engr. –Utilizing sewer sludge •Residential Water Treatment –Desalinzation –Radium in ground water • Water heaters Marquette –Residential water treatment, home filtration –Residential Water softening without salt –Pharmaceuticals –Phosphate Consumer Detection Products Monitoring/Detection • Water security Kohler • Real time monitoring • Faucets WATER Inst. • • User detection systems Real time sensing for life forms • Materials, coatings, plating • Casting technology • Pharmaceuticals Chem & Biosci Materials School of Freshwater Science UWM CEAS DOE Physics Funds Fluid Power NSF Foundations MSOE Academic Institutions Rapid Proto Center NIH DoD Interior EPA Greater Milwaukee Foundation USDA World Bank NOAA/DOC International © 2008, Brian D. Thompson, UWM Research Foundation Partners Funding Agencies 10/6/08 30 Friday, July 24, 2009
  47. 47. Water, Water, Water, … CH2MHILL Private Sector Public Sector Federal • Engineering services Joy Bucyrus Siemens GE UNDP Government DNR Veolia Great Lakes Water Advanced ITT MMSD • Water treatment equipment Chemical Systems • Water utilities M7/GMC Miller Coors • Ind. wastewater treatment City of Utilities • Intake quality, output quality Pentair Milwaukee • Energy consumption • Filtering & purification Opportunities Procorp AquaSensors Thermo Fisher Scientific Water Council Water User • Water reuse & softening Sanitarie • Phosphate & radium removal Environmental • Wastewater treatment • Algae control (& exploitation) design Municipalities • • Removal of PCBs from lakes & rivers Storm water containment, Treatment/ • Road salt Processing/ Badger Meter Flygt • • Ship’s ballast – policy/enforcement Aquaculture Energy/Efficiency Softening Analysis/ • pumps • Ethanol production efficiency • Water meters • • Lake Michigan contamination Policy issues – metering/incentives • Tar sands water treatment Measuring/ • Meter reading systems • Elimination of boiler scaling • Increasing brewing efficiency Control • Increased efficiency of water heating • Speeding treatment for large volumes Pumps/ Valves/ Fall River UW-Madison • Increasing treatment efficiency Components Bioscience Processing/Treatment •Municipal wastewater treatment •Reverse Osmosis –Storm water treatment •Softening Fluid Transport/ –Reduced use of chemicals •Industrial wastewater treatment •Ships ballast - treatment •Treatment targets AO Smith –Farm manure, food processing waste, metals –PCBs in sewer pieps Civil & Ind. Engr. –Utilizing sewer sludge •Residential Water Treatment –Desalinzation –Radium in ground water • Water heaters Marquette –Residential water treatment, home filtration –Residential Water softening without salt –Pharmaceuticals –Phosphate Consumer Detection Products Monitoring/Detection • Water security Kohler • Real time monitoring • Faucets WATER Inst. • • User detection systems Real time sensing for life forms • Materials, coatings, plating • Casting technology • Pharmaceuticals Chem & Biosci Materials School of Freshwater Science UWM CEAS DOE Physics Funds Fluid Power NSF Foundations MSOE Academic Institutions Rapid Proto Center NIH DoD Interior EPA Greater Milwaukee Foundation USDA World Bank NOAA/DOC International © 2008, Brian D. Thompson, UWM Research Foundation Partners Funding Agencies 10/6/08 31 Friday, July 24, 2009
  48. 48. Water, Water, Water, … CH2MHILL Private Sector Public Sector Federal • Engineering services Joy Bucyrus Siemens GE UNDP Government DNR Veolia Great Lakes Water Advanced ITT MMSD • Water treatment equipment Chemical Systems • Water utilities M7/GMC Miller Coors • Ind. wastewater treatment City of Utilities • Intake quality, output quality Pentair Milwaukee • Energy consumption • Filtering & purification Opportunities Procorp AquaSensors Thermo Fisher Scientific Water Council Water User • Water reuse & softening Sanitarie • Phosphate & radium removal Environmental • Wastewater treatment • Algae control (& exploitation) design Municipalities • • Removal of PCBs from lakes & rivers Storm water containment, Treatment/ • Road salt Processing/ Badger Meter Flygt • • Ship’s ballast – policy/enforcement Aquaculture Energy/Efficiency Softening Analysis/ • pumps • Ethanol production efficiency • Water meters • • Lake Michigan contamination Policy issues – metering/incentives • Tar sands water treatment Measuring/ • Meter reading systems • Elimination of boiler scaling • Increasing brewing efficiency Control • Increased efficiency of water heating • Speeding treatment for large volumes Pumps/ Valves/ Fall River UW-Madison • Increasing treatment efficiency Components Bioscience Processing/Treatment • Carmen Aguilar – microbiology •Municipal wastewater treatment •Reverse Osmosis • David Petering –metal metabolism –Storm water treatment •Softening –Reduced use of chemicals AO Smith • Val Klump •Ships ballast - treatment • Tim Ehlinger – aquatic systems Fluid Transport/ •Industrial wastewater treatment –Farm manure, food processing waste, metals •Treatment targets –PCBs in sewer pieps Civil & Ind. Engr. • Burlage – PCR environmental test –Utilizing sewer sludge –Desalinzation • Water heaters •Residential Water Treatment –Radium in ground water Marquette • Shangping Xu – safe drinking water • • Li, Jin – pollutant transport modeling Bravo, Hector – hydraulic modeling –Residential water treatment, home filtration –Residential Water softening without salt –Pharmaceuticals –Phosphate Consumer • Christensen, Erik – pollutants in water Detection • • • Amano, Ryoichi - CFD Pillia, Krisna – porous media modeling Kevin Renken- mass transfer • Joe Aldstadt – analytical methods Products • Sobolvev – biproducts utilization • Peter Geissinger – detection Monitoring/Detection • Doug Cherkauer – groundwater hydrology • Alan Schwabacher– pharmaceuticals in water • Jim Waples – water aging • Water security Kohler • Tom Consi – aquatic robots • Real time monitoring • Faucets WATER Inst. • Tom Grundle - harbors • Chen, Junhong – nano materials, sensors • • User detection systems Real time sensing for life forms • Materials, coatings, plating • Casting technology • Pharmaceuticals Chem & Biosci Materials • Rohatgi, Pradeep – adv. castings, lightweight, lead-free • Aita, Carolyn – advanced coatings School of Freshwater UWM • Gong, Sarah – polymer materials Science CEAS DOE Physics Funds Fluid Power NSF Foundations MSOE Academic Institutions Rapid Proto Center NIH DoD Interior Partnerships • Sponsored Research Proj. • • Shared equipment Graduates Cluster Effects EPA Greater Milwaukee USDA • Workforce training • Shared resources/equipment • • Subcontractor/supplier Extramural grant support • Collaborative grants • Improved competitiveness Foundation World Bank • Philanthropic support • Translational science NOAA/DOC International © 2008, Brian D. Thompson, UWM Research Foundation Partners Funding Agencies 10/6/08 31 Friday, July 24, 2009
  49. 49. Strategic Doing provides the discipline to transform community and regional economies Strategic Doing involves a process, not an event: Managing conversations for complex thinking and doing Strategic Doing changes the leadership role of the PCDA Board and staff Friday, July 24, 2009
  50. 50. Strategic Doing provides the discipline we need to transform our economies Friday, July 24, 2009
  51. 51. Strategic Doing requires us to think dynamically...No small group can impose strategies No regional strategy: People and organizations work in isolation trying their best Strategic Planning: A few people try to sort it all out (but it does not work) Strategic Doing: A continuous process of aligning, linking and leveraging Friday, July 24, 2009
  52. 52. Traditional strategic planning evolved to handle the complexities of managing large hierarchies...like the military and Fortune 500 companies in our Grandfather’s economy Friday, July 24, 2009
  53. 53. Traditional strategic planning evolved to handle the complexities of managing large hierarchies...like the military and Fortune 500 companies in our Grandfather’s economy A small group at the top did the thinking A larger group at the bottom did the doing Friday, July 24, 2009
  54. 54. When we move toward networks, we need new approaches to strategy...where there is no separation of thinking from doing...We keep ourselves focused on the big, strategic ideas Friday, July 24, 2009
  55. 55. Strategic Doing in a nutshell Friday, July 24, 2009
  56. 56. Governor’s Workforce Summit in Idaho conducted a three day Strategic Doing workshop in November 2008 Friday, July 24, 2009
  57. 57. Friday, July 24, 2009
  58. 58. Strategic Doing in Twin Falls, Idaho Friday, July 24, 2009
  59. 59. Strategic Doing in Lansing, Michigan Friday, July 24, 2009
  60. 60. Strategic Doing in Denver, Colorado Friday, July 24, 2009
  61. 61. Strategic Doing in Kansas City, Missouri Friday, July 24, 2009
  62. 62. Strategic Doing is simple, but not easy Friday, July 24, 2009
  63. 63. Strategic Doing provides the discipline to transform community and regional economies: Managing conversations Strategic Doing involves a process, not an event: Managing conversations for complex thinking and doing Strategic Doing changes the leadership role of the PCDA Board and staff Friday, July 24, 2009
  64. 64. If we develop new disciplines to think and act strategically, we can align our assets with “link and leverage” strategies Friday, July 24, 2009
  65. 65. Strategic Doing is like paddling a kayak in the ocean The task requires quick strategic assessments and continuous “doing” Friday, July 24, 2009
  66. 66. Friday, July 24, 2009
  67. 67. Strategic Doing produces a swarm of innovations Gorilla innovation Swarm innovation Friday, July 24, 2009
  68. 68. Strategic Doing is not that much different than planning a family vacation Core Group for Our Florida Vacation Friday, July 24, 2009
  69. 69. Strategic Doing is not that much different than planning a family vacation Core Group for Our Florida Vacation Friday, July 24, 2009
  70. 70. Relaxation Core Group for Our Florida Vacation Other Activities Transportation Friday, July 24, 2009
  71. 71. Research Beach Activities on Web Gather Good Relaxation Books, Movies Core Group for Our Florida Vacation Research Restauarants Other Activities Look at Museum Options Check out Night Life Transportation Explore One Day Side Trips Local Travel Flying Airport to Hotel Friday, July 24, 2009
  72. 72. Strategic Doing begins when a core team of people agrees to take responsibility for the Strategic Doing process... The Core Group agrees to use a Strategic Doing process to produce and update a Strategic Action Plan Core Group Friday, July 24, 2009
  73. 73. The Core Team identifies focus areas of opportunities to produce dramatically better results.... Focus Area 1 Core Group Focus Area 2 Focus Area 3 Friday, July 24, 2009
  74. 74. The Core Team identifies focus areas of opportunities to produce dramatically better results.... Focus Area 1 Focus Area 1 Core Group Focus Area 2 Focus Area 3 Friday, July 24, 2009
  75. 75. Within each focus area, teams start with initiatives or projects Project Focus Area Core Group Project Project Project Project Project Project Focus Area Project Focus Area Project Project Project Project Project Friday, July 24, 2009
  76. 76. Within each focus area, teams start with initiatives or projects Project Focus Area Core Group Project Project Project Project Project Project Focus Area Project Focus Area Project Project Project Project Project Friday, July 24, 2009
  77. 77. The process of shaping a strategy is continuous Core Group Friday, July 24, 2009
  78. 78. Core Group Friday, July 24, 2009
  79. 79. Project Core Group Project Project Friday, July 24, 2009
  80. 80. Project Core Group Core Group Project Project 30 Days Friday, July 24, 2009
  81. 81. Project Core Group Core Group Project Project 30 Days Friday, July 24, 2009
  82. 82. Strategic Doing is simple, but not easy. It takes practice... What could we do together? Find How will we learn What should together? Learn Focus we do together? Plan What will we do together? Friday, July 24, 2009
  83. 83. Strategic Doing generates all of the components of a Strategic Action Plan...But you need the discipline to capture the decisions Friday, July 24, 2009
  84. 84. Here’s an example of a worksheet to connect assets to opportunities from a Strategic Doing Pack What are the assets What are the Who are the partners that you can contribute opportunities we see could be engaged in this or share? when we connect these opportunity? assets? Example: Network of Example Opportunity 1: We WIB, 3 key service providers, the professionals committed to could conduct monthly webinars community college youth initiatives to inform us of the innovations taking place in the region. Opportunity 2: We could create WIB, library system, community weekly forums to keep people college informed and build our networks... Friday, July 24, 2009
  85. 85. As we connect assets, we notice something strange starts to happen... The “network effect” takes hold... High Inflection Point ne Zo Opportunities ty ni rtu po Op Low Low High Trust and collaboration Friday, July 24, 2009
  86. 86. We next need to make strategic decisions and focus What could we do together? Find How will we learn What should together? Learn Focus we do together? Plan What will we do together? Friday, July 24, 2009
  87. 87. Friday, July 24, 2009
  88. 88. What should we do together? (Critical steps to creating a focus) Pick something transformative..not just something you are already doing...Pick something that you can do together that you cannot just do alone Define a big outcome with 3 characteristics What will people be doing? And how will they be doing it? What does success look like? Where do you want to be in 3 years? Friday, July 24, 2009
  89. 89. Here’s a worksheet for defining characteristics of an outcome...As we define outcomes clearly, sensible metrics emerge What does success look Define 3 characteristics Define a way to like? of your Outcome measure this characteristic Example: Creating a nationally Characteristic 1: Active on-line Metric 1: Number of people recognized workforce summit community of innovators engaged in our on-line network that regularly pushes innovative initiatives to address the challenges of at-risk youth. Characteristic 2: Strategy teams Metric 2: Number of at-risk that engage at-risk youth as youth participating in our members strategy sessions Characteristic 3: Example: Metric 3: Number of Regular webcasts webcasts; total number of webcast participants Friday, July 24, 2009
  90. 90. Here’s a worksheet for SMART Goals to define an initiative Describe your Define 3 SMART We will do this.... initiative: Goals For this project by this date.... What are you going to do Example: We convene a core team of professionals in to achieve your outcome? September 2009 the region engaged with at-risk youth to complete budget and agenda for summit December 2009 Complete funding March 2010 Launch summit Friday, July 24, 2009
  91. 91. Next, we need to make transparent, clear commitments What could we do together? Find How will we learn What should together? Learn Focus we do together? Plan What will we do together? Friday, July 24, 2009
  92. 92. Here’s a worksheet for an Action Plan Action Steps: To move our project forward over Responsible: By When: the next 30 days, we will take these action steps: Date: Questions? Contact: Friday, July 24, 2009
  93. 93. Finally, we need a clear process for learning together “what works”... What could we do together? Find How will we learn What should together? Learn Focus we do together? Plan What will we do together? Friday, July 24, 2009
  94. 94. How will we learn together? (Critical steps to learning together) 1. Capture your Strategic Doing Pack on the web 2. Plan the next face-to-face meeting for revisions Strategic Doing calls for continuous revisions of a Strategic Action Plan 30-90 days Friday, July 24, 2009
  95. 95. How will we learn together? (Critical steps to learning together) 1. Capture your Strategic Doing Pack on the web 2. Plan the next face-to-face meeting for revisions Strategic Doing calls for continuous revisions of a Strategic Action Plan 1.0 1.1 1.2 1.3 30-90 days Friday, July 24, 2009
  96. 96. Friday, July 24, 2009
  97. 97. Friday, July 24, 2009
  98. 98. Strategic Doing provides the discipline to transform community and regional economies: Managing conversations Strategic Doing involves a process, not an event: Managing conversations for complex thinking and doing Strategic Doing changes the leadership role of the PCDA Board and staff Friday, July 24, 2009
  99. 99. Create safe civic spaces and clear rules of civility... Friday, July 24, 2009
  100. 100. Overcome the “power” of the Invisible Fence Friday, July 24, 2009
  101. 101. Take the “Shanghai perspective” Our View Their View Friday, July 24, 2009
  102. 102. PCDA can manage effectively, if the Board and staff make adjustments Friday, July 24, 2009
  103. 103. This workshop introduced you to Open Source Economic Development and Strategic Doing We are moving from our Grandfather’s to our Grandchildren’s Economy Our Grandchildren’s Economy creates wealth through networks: knowledge and open innovation Open networks require collaboration and new approaches to strategy Friday, July 24, 2009
  104. 104. Strategic Doing provides the discipline to transform community and regional economies Strategic Doing involves a process, not an event: Managing conversations for complex thinking and doing Strategic Doing changes the leadership role of the PCDA Board and staff Friday, July 24, 2009
  105. 105. Certificate Course starts in November 2009 Thank you! Ed Morrison Purdue Center for Regional Development edmorrison@purdue.edu Friday, July 24, 2009

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