Wbedc Strategic Planning

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Presentation on strategic planning for economic development

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Wbedc Strategic Planning

  1. 1. Wisconsin Basic Economic Development Course Strategic Planning
  2. 2. Michael Stumpf <ul><li>Contact Information: </li></ul><ul><li>Principal </li></ul><ul><li>Place Dynamics </li></ul><ul><li>Offices in Denver and Milwaukee </li></ul><ul><li>[email_address] </li></ul><ul><li>www.placedynamics.com </li></ul>
  3. 3. What is Strategic Planning? <ul><li>Getting from where you are to where you want to be </li></ul><ul><li>A realistic appraisal of available resources, constraints, and opportunities (oh god, not another SWOT analysis…) </li></ul><ul><li>Development of achievable goals (consensus and coherence) </li></ul><ul><li>Formulation and implementation of project action plans (who, what, when, where, how, why) </li></ul>If you don’t know where you are going, you might end up someplace else. - Yogi Berra
  4. 4. Why Strategic Planning? <ul><li>Will you take what you get or get what you want? </li></ul><ul><li>Shape the community’s future </li></ul><ul><li>Build a common agenda </li></ul><ul><li>Define the purpose of the group </li></ul><ul><li>Balance community goals with resources </li></ul>It pays to plan ahead. It wasn't raining when Noah built the ark. – Richard Cushing
  5. 5. The Planning Process The time to repair the roof is when the sun is shinning. – John F. Kennedy
  6. 6. Sustainability <ul><li>ENVIRONMENT – COMMUNITY – ECONOMY </li></ul><ul><li>POLICY </li></ul><ul><li>COHERENCE </li></ul>Planning without action is futile, action without planning is fatal. – Unknown
  7. 7. A Case Study <ul><li>Three Processes: </li></ul><ul><li>1. Analysis and Evaluation </li></ul><ul><li>2. Community Input </li></ul><ul><li>3. Planning </li></ul><ul><li>Who to involve? </li></ul>Before you build a better mousetrap, it helps to know if there are any mice out there. - Unknown
  8. 8. Implementation <ul><li>Determine principles and parameters </li></ul><ul><li>Use an implementation matrix </li></ul><ul><li>- identify actions and outcomes </li></ul><ul><li>- assign responsibilities </li></ul><ul><li>- monitor outcomes </li></ul><ul><li>Be flexible and responsive </li></ul><ul><li>- Seize unexpected opportunities that fit </li></ul><ul><li>- Monitor and respond to the competition </li></ul>In preparing for battle I have always found that plans are useless, but planning is indispensable. – Dwight D. Eisenhower
  9. 9. Case Study One 1. Mid-sized rust belt city’s master plan recently completed a. quality community / environment / land use b. create economic opportunities 2. City approached by outside manufacturer a. low-wage assembly jobs b. minimal investment in building and machinery c. City promises to give former wastewater site (park) 3. Plan Commission rejects the proposal 4. Mayor reconstitutes Plan Commission 5. Staff and Plan Commission resign
  10. 10. Case Study Two 1. Rural community has a goal to create jobs 2. Buys land, builds industrial park and speculative building 3. Seven years later sells a site for gas station 4. Twelve years later the speculative building is still empty 5. Largest employer in the city has announced it is leaving
  11. 11. Case Study Three 1. Community has an active downtown organization a. City makes a large annual funding commitment b. City has specific plan for the downtown 3. City aggressively annexes land on bypass 4. City supports new large new commercial development 5. County relocates from historic courthouse to periphery
  12. 12. Case Study Four 1. Community appeals to “creative class” a. rigorous design standards, anti-big box or chain stores b. high housing costs ($350+ per square foot) 2. Twenty percent drop in sales tax revenue 3. Work force can’t afford to live there 4. Class A offices torn down for housing development 5. Technology businesses moving to neighboring cities

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