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SF 424 Newton RIG Proposal to US Department of Labor ETA

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SF 424 Newton RIG Proposal to US Department of Labor ETA Powered By Docstoc
					SF 424 Proposal to the U.S. Department of Labor Employment & Training Administration

By the City of Newton, Iowa & Newton Transformation Council Newton, IA

Table of Contents
Executive Summary .......................................................................................................... Page 3-4 Background........................................................................................................................ Page 4-5 Transformation Council Approach......................................................................................................................... Page 5 Accomplishments ........................................................................................................ Page 5-7 WIRED Goal Alignment............................................................................................. Page 7-8 Strategic Partnerships Accomplishments ........................................................................................................... Page 8 Value-Add .................................................................................................................. Page 8-11 Request for Assistance Asset/Social Network Mapping ............................................................................... Page11-12 Regionalization ............................................................................................................. Page 12 Regional Identification .......................................................................................... Page 12 Leadership development........................................................................................ Page 12 Educational Component .............................................................................................. Page 12 Operations Budget ........................................................................................................................... Page 13 Accomplishments and Goals .................................................................................. Page 13-17 Addendum........................................................................................................................... Page 18 “Top Ten Attributes” of Successful Communities .......................................................... Page 19 Community Vision ............................................................................................................. Page 20 Newton Transformation Council Roster .......................................................................... Page 21

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Executive Summary
The purpose of this grant request is two-fold. First, we will outline how the Newton, Iowa region has responded to the closing of a major employer, Maytag Corporation, by  Developing dynamic partnerships  Creating a core group of key regional leaders  Implementing strategies to stimulate positive growth  Capitalizing on workforce capacity  Providing the necessary infrastructure to promote and create diverse economies. This background will provide information regarding the unique partnerships, resources, and strategies available to the Newton region, and how those resources can be coordinated to positively impact the region’s economic transition. Secondly, we will identify areas where assistance is needed to continue and further the work being accomplished by local leaders, organizations, and stakeholders, including:  Identifying, cataloguing, and analyzing regional assets  Identifying and further developing a regional identity  Developing an educational focus to provide workforce capacity and sustainability While the Newton region has already begun to position its many valuable resources and unique qualities, there are specific areas where federal assistance is needed. This assistance will aid in the area’s smooth transition to a well defined regional economy and better position strategic partners for a successful and sustainable transition for the Newton and regional economy. The Newton and regional economies have been based on a strong manufacturing presence. Within a 30 mile radius of Newton are such national manufacturers as Pella Windows, Lennox, Fisher Controls, as well as Maytag. Historically, the success of these businesses perpetuated a parochial approach to economic development. However, with the pressures of a global economy and the departure from this region of corporate offices and manufacturing presence by Lennox, Fisher Controls, and now Maytag, it is critical that a broader approach to economic development and the positioning of the area occurs. Despite the urgent need for regionalism given global economic pressures, adopting a regional approach to economic development does not come without challenges. First among these challenges is developing regional leaders who think and operate in a broader context. All the established institutions of the region are based on a much more limited purview, such as sub-city boundaries, city boundaries or, at most, county boundaries. Therefore, leaders are not encouraged to think regionally/globally or even consider the assets that exist beyond their jurisdictions that may be of assistance in solving problems common across the region.

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Executive Summary – con’t. Furthermore, the dynamic nature of regions based on different objectives can be very fluid and create their own challenges in determining how to work together and whom to engage in collaborative solutions. The resources provided through this grant will assist in strategically addressing the challenges of regionalism through regional leadership development initiatives, regional social network mapping and regional asset mapping. Furthermore, an audit of the current educational pipeline and its success in providing a necessary regional workforce will assist the area in creating a comprehensive regional economic development strategy. With this leadership and strategy, other resources from such federal agencies as the Department of Commerce, USDA, as well as the State of Iowa and other private foundations interested in positioning regional economies for the challenges of the global economy become more readily available. Resources follow innovative strategic planning.

Background
In 1893, Fred L. Maytag and a group of entrepreneurs went into business producing a safer threshing machine feeder, and by 1902, the company was the largest feeder manufacturer in the world. In 1905, manufacturing expanded to include automobiles, corn huskers, and, eventually, washing machines. Newton, Iowa has never been the same. At its peak in the mid 1990s, Maytag Corporation employed over 3,500 people locally and over 29,000 worldwide. Located in Newton, Iowa, the Fortune 500 Company was uniquely positioned in the rural heartland. Talks of the proposed sale of Maytag Corporation to a New York investment company began in the spring of 2005. In August, 2005, Whirlpool Corporation outbid the equity company and became the potential purchaser of Maytag Corporation, subject to regulatory approval. On March 29, 2006 regulators approved the sale of Maytag to Whirlpool Corporation, and on May 10, 2006 Whirlpool announced the closing of the Maytag corporate headquarters and the laundry factory resulting in a complete pullout of Maytag/Whirlpool presence in Newton, IA. Prior to the sale, the region had already experienced approximately 2,000 job cuts over a five-year period. With the sale and Whirlpool’s decision, another 1,900 local jobs which included hourly, to middle managers to senior leadership will be lost. The long history of Maytag Corporation and its close association with the Newton area cultivated a community dependence on one large manufacturing employer. That dependence resulted in a onedimensional economy in an ever-increasingly competitive global economy. Just prior to the purchase of Maytag by the Whirlpool Corporation, Maytag employed 1,814 employees from the region in both production and corporate positions. Some of those employees commuted 1 to 1 ½ hours each way to work at Maytag. Maytag 4

Background – con’t. Payroll pumped close to 97.5M dollars annually into the regional economy while the Maytag Corporate Foundation provided approximately $500,000 in direct grants and support to local nonprofits. The impact of the Whirlpool decision to move Maytag operations out of Newton and the loss of a Fortune 500 company from the area is reverberating throughout the region and the State of Iowa.

Newton Transformation Council
Approach In response to the proposed sale talks, community leaders and interested partners came together to discuss and devise strategies for retaining Whirlpool Corporation in Newton, Iowa. Subsequent to the announcement of the closure, that group formed the Newton Transformation Council (NTC) with a goal of developing diversified economies, partnerships, strategies, and incentives to promote and create high performing economic development. The Transformation Council is a powerful grass-roots force working to sustain and improve the quality of life in the greater-Newton and Jasper County region. Taking a very integrated approach to economic development (which involves education, entrepreneurship, and other economic strategies), NTC reached out to strategic partners and resources in order to begin leveraging existing regional assets. This approach recognizes that a region’s greatest assets are its people and the skills, knowledge, and ideas they bring to the process, and that fully developing this talent is the key to our economic recovery and sustainability. The purpose of NTC is to Champion the community vision by collaborating with and connecting strategic partners and volunteers; communicating and celebrating transformation efforts; and conveying a consistent message about the region’s future. Accomplishments In July, 2006, NTC facilitated a community forum, Community in Transition, which focused on educating the community around the issues of emerging economies, globalization, and best practices from communities facing similar transitions. An international rural economic developer, David Beurle, facilitated the working sessions where over 375 people came together to discuss transition approaches and next steps. It was from this session that NTC decided to conduct a region-wide Visioning session. On September 20-21st, Mr. Beurle returned to work with over 75 high school students, and the NTC by conducting a regional Visioning process attended by 350 people. Using the Heartland Institutes’ 10 Best Attributes of a Successful Community, local strengths and weaknesses were identified. At the end of the session, participants crafted a powerful Vision Statement that will be used to align and prioritize all future efforts:

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Accomplishments – (con’t.)
Newton aspires to become a center of excellence with world-class education, technology, research and development, and an innate culture of entrepreneurship... (The complete text of the Vision Statement can be found in the Addenda.)

From the Visioning process, an initial 200 citizen volunteers as well as other local resources were mobilized and organized around specific focus areas (Action Teams). To date, six Action Teams have formed, with new Teams forming as needs arise. These include:  Entrepreneur  Entertainment, Education, Employment and Government  Youth Involvement  Promoting the Vision  Proclamation/Support for the Vision  Newton Non-profit Network The projects which these Action Teams are discussing align with the Vision and will help bring the Vision to reality. These projects include:  Creating a full service Entrepreneur Center to support local organic growth  Renovating an outdoor amphitheater to support local arts and provide an entertainment/cultural venue  Developing student housing to support local community college programming and reduce post-high school “brain drain” effect  Creating a “Center of Excellence” to coordinate and cultivate unique regional skills sets  Establishing a Mentoring/Resource network for local businesses and leaders  Communicating the Vision through education and outreach  Providing training on a variety of issues including grant writing and non-profit organizational excellence  The Newton Nonprofit Network, a group of local nonprofits historically funded annually by the Maytag Corporate Foundation, is working with the Whirlpool Foundation to identify strategic action steps for strengthening and building capacity of local nonprofits, including: o Information & Referral: education and marketing around the national 2-1-1 help line o Nonprofit Development: providing training and education for nonprofit boards, volunteers, and staff regarding best practices for nonprofits. o Grant Writing: offering local grant writing training and services o Communication Enhancement: developing a local electronic list serve for sharing of best practices and collaborative information.  Creating and implementing a local resource directory

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Sale of Maytag Properties The most recent accomplishment was facilitated by the collaboration of a public/private community partnership which offered a venue for discussing the best re-use of the former Maytag properties. This collaboration has resulted in the sale of those properties in which the following will occur:  Iowa Telecom, a local utility company, will purchase from Whirlpool Corporation several former Maytag buildings located in downtown Newton. This purchase supports an existing business’ continued growth and expansion. The buildings will be used to: o House existing operations o Consolidate locations resulting in 100 new jobs to Newton o Create approximately 40 new jobs to Iowa o Provide a magnet to draw new businesses to the region  Whirlpool Corporation will transfer two buildings to Des Moines Area Community College (DMACC). DMACC’s plan include: o Converting 40,000 square feet into a technical and vocational training facility for regional high school students and citizens, providing technical vocational programs o Developing a regional feeder system for training and education o Create approximately 5 new teaching positions in Newton  In addition, Whirlpool will transfer to the Jasper Community Foundation: o $2.1M to be used for creation of green space, the career academy and other economic development initiatives. o Two other buildings whose proceeds from the sale of these buildings will be used to support long-term economic development strategies. Other partners include The City of Newton and Jasper Economic Development Corporation, which are providing $700,000 and $200,000, respectively. This project is another great example of how the region’s public and private sectors cooperate for the mutual benefit of the region. This collaboration leveraged $3.4M in State & Federal funds (Community Development Block Grant, Physical Infrastructure Assistance Program, and Brownfield) in addition to the $2.1M from the Whirlpool Foundation to make the project a reality.

WIRED Goal Alignment
In an effort to quickly adapt this grant for other and follow-on grant opportunities, this application is being aligned with the Department of Labor’s WIRED conceptual framework. Because of the WIRED brand awareness and success, this alignment strategically places our efforts in the broader economic development context of developing a more highly skilled workforce in order to attract economic development and jobs within our region. The WIRED alignment also accomplishes six important principles of economic development: 1. Establishing the basis for critical community need 2. Communicating the regional nature of our efforts 3. Providing a compilation of activities and achievements 4. Identifying strategic partnerships 5. Outlining the professional structure of the Council 6. Setting forth the goals for achieving economic and community transformation. 7

WIRED Goal Alignment – con’t. To this end, we align our application with the WIRED concepts.  Maytag Corporation sale and closure with over 1,900 job loss  The local Workforce Development office, in conjunction with the Career Resource Center, has been conducting bi-weekly educational sessions for dislocated employees on the state and federal resources and programs available to affected employees  The Newton Transformation Council has gained support from local, regional, and state partners  Through the support of the Whirlpool Corporation and local partners, a full-time Project Management Office has been created. The role of the PMO Director is to facilitate the implementation of the Transformation Council strategies and initiatives through the Cluster Team network  Early in 2006, Newton and Jasper County became charter members of the Iowa Connections regional marketing group. The group includes economic development organizations from four surrounding counties.  Regional partners are represented on the Transformation Council (see attached roster)

Strategic Partnerships
Accomplishments What began as a group of committed local leaders has expanded to include a broad-based local volunteer partnership, as well as regional, state, and federal partners. While a list of goals is attached, much has already been accomplished. Presentations to local, state, and federal officials have educated and included the government sector in our strategic planning and, as a result, attended WIRED Academy event. A Small Business Development Center Service Office is now operating locally. A focus on entrepreneurship, including training, mentoring, panel discussions, and workshops, resulted in being awarded the “2006 Community Vitality Award”. Assistance to impacted employees is provided through highly successful Career & Educational Fairs, SkillSoft training, and a local Career Resource Center which provides counseling and other resources. A professional Project Management Office has been established to oversee the transformation efforts. Finally, the Council provided a community-wide Visioning session under the facilitation of David Beurle, an international rural economic development advisor. Value-Add Of course, strategic partnerships also create synergy. Because of these broad-based partnerships, NTC has the following value-added pool of resources available to the transformation efforts:

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Des Moines Area Community College Opened in 1993, the Des Moines Area Community College (DMACC) Newton Polytechnic Campus was established through the efforts of several partners: DMACC, Maytag Corporation, and the City of Newton. Designed to lead the way in providing technical education to the region, it currently houses DMACC, Iowa State University Extension, University of Iowa MBA classroom, a Buena Vista University satellite center, Basics & Beyond Alternative High School for 5 local school districts, Sodexho Conference Center, Newton Development Corporation, Right Management Consultants, and soon, the local Iowa Workforce Development and Iowa Employment Solutions offices. In addition to Vocational and Liberal Arts transfer classes, the Newton Campus offers GED and ESL instruction, and Adult Literacy services. Individuals may take advantage of DMACC’s career exploration and educational advising services. Non-credit continuing education courses are also available for professional CEU licensure or to upgrade a skill set. Articulation Agreements are in place with the three state universities and most Iowa private colleges. These agreements allow students to earn the Associate Degree in Newton and transfer seamlessly to the 4-year college of their choice. An agreement with Buena Vista University allows individuals to complete the Baccalaureate Degree without leaving the community. Further, discussions are underway with several K-12 districts to establish a Career Academy in a vacated Maytag building where high school students will have the opportunity to earn college credit and develop their technical skills in targeted areas. DMACC provides a broad spectrum of training services including technical training in manufacturing and maintenance, management and supervisory skills, employee workplace skills, organizational change, and waste management and control. Businesses, governmental agencies and organizations use DMACC’s training and consulting services to optimize employee performance, improve efficiency, and positively impact the bottom line. State of Iowa Economic Development funds are funneled through DMACC to provide customized training and retraining to qualifying businesses and industry partners. For example, machinist apprenticeship training for Maytag was conducted on the DMACC Newton Campus. Iowa State University ISU is one of three Iowa public universities, and as the first land-grant university in the nation, its mission is to provide open higher education to all, teach practical classes, and share knowledge far beyond the campus borders. ISU Extension also provides continuing education and communication services throughout Iowa for people wanting to continue their education.

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Iowa State University – con’t. The ISU partnership offers a variety of resources, including: Iowa State University Extension: Extension offices are located in each of Iowa’s 99 counties, with the Jasper office located in Newton, IA. ISU Extension offers local leaders and business community data, skill analysis, data interpretation, and other support. Several extension centers are providing assistance to the Newton Transformation Council: CIRAS (Center for Industrial Research and Service), the College of Engineering’s Extension office, works to enhance Iowa industry. Within CIRAS are two programs that are actively assisting the Newton transformation process;  The Iowa EDA University Center has been in operation since 1980. The program provides assistance to small manufacturers in rural communities and to entrepreneurs developing start-up companies. The three primary areas of focus are technical assistance, implementation of new technologies, and entrepreneurial support. The Center also conducts regional economic analysis for targeted industrial growth.  Manufacturing Extension Partnership (MEP) is a nationwide network of not-forprofit centers whose purpose is to assist small and medium-sized manufacturers. Communities and Economic Development, the College of Design’s Extension office provides Iowa leaders and communities with programs, data, strategic visioning, interpretation and information management, analysis in order to plan and prepare their communities for the future. Within the Communities and Economic Development the following programs are currently assisting Newton’s transformation process; Community Vitality Center focuses on building community entrepreneurship capacity, creating a culture for community philanthropy, and conducting rural-urban policy studies that lead to results oriented local decisions and outcomes. College of Business Iowa Small Business Development Centers, the College of Business’s outreach office, offers one-to-one counseling services, learning opportunities, resources connections, and specialty programs and assistance to existing business owners and entrepreneurs throughout the state with 13 centers statewide. The Iowa Small Business Development Centers have been assisting the Newton Transformation process with entrepreneurship seminars and counseling. MyEntreNet is a rural based business accelerator program located at the University of Northern Iowa which creates community-based support networks for entrepreneurship, provides startup and existing companies with advanced technical assistance and training, and connects entrepreneurs and resources in rural regions nationwide through technology. Newton/Jasper County has been named one of two Iowa counties designated as a 2007 My Entren.net community.

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Iowa State University – con’t. College of Business, Business and Industry Program provides expertise, training, and services such as strategic planning, feasibility studies, and market research to companies. Other services offered include expertise in business development, executive training, human resource management, information and technology solutions, and supply chain management State of Iowa: Partnerships with Iowa Department of Economic Development, Iowa Workforce Development, and the Iowa Employment Solutions program strengthen the Council’s ability to market the region, create a sustained labor pool, and provide other resources and technical assistance to grow a regional economy. Local Municipalities/County partnerships offer community and economic development tools including the ability to create tax increment financing districts, offer tax abatement programs, and provide quality of life programming. Local School Districts: The mission of local school systems to produce life-long learners and productive citizens as well as provide an equitable and quality education matches the NTC Vision Statement and the goal for an educational pipeline and workforce sustainability.

Request for Assistance
The Council recently conducted a strategic planning session which highlighted several planning needs if the region’s efforts to transform the economy are to be successful:  Resource Mapping: In order to strengthen the region’s competitive position in diverse economies, an asset map will be a critical first step. An asset map will allow the region to leverage support for strategic initiatives. The purpose of the map will be to inventory key resources and provide an understanding of the regional culture and capacity. The map will also offer a baseline by which to judge future progress. While much work has already been accomplished, without an asset map the strategies adopted might not align with regional resources and thereby diminish the potential impact of our initiatives. A comprehensive asset map will allow for the realignment of existing strategies, identify gaps, redundancies, and inefficiencies, and allow for the reallocation of resources to maximize effectiveness. An asset map will also be critical in bringing together new strategic partners based on a set of shared assets. Our request is for a full-level asset mapping process including: o Asset identification – whereby an inventory of all assets would be catalogued o Basic evaluation – where strengths, weaknesses, gaps, and redundancies would be identified

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Resource Mapping – con’t. o A comprehensive assessment – where linkages between regional assets and the underlying business culture would be identified o Technical assistance in conducting, cataloguing, and evaluating the asset map o Documenting and disseminating the asset map


Social Network Mapping: Communities are built on connections, and better connections provide better opportunities. A Social Network Map would allow us to identify leadership roles, experts, and mentors in order to make connections and facilitate decision making. It would also identify gaps where key connections are missing. $124,600

Request: Asset/Social Network mapping process/consultant 

Regionalization: Because of the area’s long association with Maytag Corporation, there has not historically been any incentive to regionalize economic development efforts. Therefore, it is a priority to conduct a regional identification process. The asset map will assist in the process; however, regionalization goes beyond cataloguing and analyzing assets. Regionalization also requires a cultural shift of local leaders, businesses, and communities. A 100 year history of working independently will need to be addressed. As a part of the regionalization strategy, we ask for assistance in: o Educating local and regional leadership on emerging and global economies o Conducting outreach to other communities regarding economic development transformation o Achieving common, regionalized goals and initiatives $48,950

Request: Regional Education/Outreach/Leadership Development 

Educational Component: In order to ensure workforce capacity, economic initiative sustainability, and Vision alignment, the region plans to maximize the Career Path Pipeline. The Career Path Pipeline consists of several components: o SWOT analysis of current education system to identify gaps and develop strategies to strengthen Pipeline o Career Audit: DMACC and ISU will partner to conduct a career audit. The purpose of the audit will be to identify the top 5 careers in our regional economy necessary to implement and sustain new economic initiatives. o The Career Audit would inform and help to develop the Career Academy Request: Educational Component $48,950



Administration & Governance: The City of Newton will contract with the Des Moines Area Community College (DMACC) to provide administrative and governance services for the Planning Grant. The cost of those services is estimated at 11% of the total grant. Request: Administrative/Governance Component $27,500

TOTAL REQUEST: 12

$250,000

Operations
Budget PROPOSED PLANNING BUDGET Resource Mapping/Social Network Mapping Regionalization Educational Component Administration & Governance Total Proposed Planning Budget Accomplishments & Goals PARTNER
Newton Transformation Council

$ $ $ $ $

124,600 48,950 48,950 27,500 250,000

ACCOMPLISHMENTS
 Presented to Senator Harkin’s and Senator Grassley’s offices  Presented to Assistant Secretary of Labor, Emily DeRocco  Brought all partners and resources to the table  Conducted “Celebrating Entrepreneurship” event – local panel discussion  Received 2006 Community Vitality Center Entrepreneurial Award for its response to the Maytag closure  Invited to and attended WIRED Academy

GOALS
 Identify and capitalize upon the advantages the community has to offer  Create delivery systems to link these advantages to the opportunities  Create practical, effective relationships needed to achieve intended results  Develop clear understanding of the needs and processes required  Integrate existing strategies coupled with the work of the organization to create an effective overall strategic plan  Assist aspiring and existing business owners to grow and develop their businesses by providing help with obtaining funding, marketing and sales, human resources, accounting, operations, succession, web strategy, turn-around and general management assistance.

Iowa State University (continued on next page)

With the Small Business Development Center:  Secured funding from several partners for a local Service Office to provide counseling, training, mentoring, and market research  Developing a local business mentoring network With the Community Vitality

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PARTNER

ACCOMPLISHMENTS
Center, assisted with hosting Entrepreneurial Academy

GOALS
 Project Lead the Way: partner with middle/high school teachers and counselors during an intensive two week summer institute with the objective of imbedding engineering and technology in middle and high school.  First Lego League: introduce 9-14 year olds to the fun and experience of solving real-world problems by applying math, science, and technology.  National Science Foundation funding opportunity: designed to increase the opportunities for students and teachers to learn about, experience, and use information technologies within the context of science, technology, engineering, and mathematics including information technology courses. A program that will increase IT knowledge in Iowa. This will be accomplished with secondary, post-secondary and industry partnerships in educational programming, competitive events and service learning projects.  Partner to conduct career audit  Partner to conduct Education SWOT analysis  Enhance Career Academy  Partner with for fiscal grant management  Career Academy

Des Moines Area Community College

 Conducted two Educational Fairs with over 400 in attendance  Offered several “Back to School” sessions for approximately 100 separated employees  Site of the Project Management Office

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PARTNER
University of Iowa

ACCOMPLISHMENTS
 Offering premium entrepreneurial training through FastTrac®, a program of the Kauffman Foundation  Partnered with DMACC to provide SkillSoft training (online professional development courses) at no cost to 50 separated hourly employees  Establishment of the Career Resource Center, providing counseling and resources to impacted employees around traditional employment, educational opportunities, and entrepreneurship resources  Two Career Fairs with over 80 companies represented  Establishment of a Project Management Office to assist with the transition  Partnership to discuss disposition of the Maytag infrastructure Partnered to conduct the Community Visioning Session, engaged over 350 citizens initially and 200+ on-going local volunteers to develop strategies and resources for proceeding with economic transformation

GOALS
 Partner with to provide the Larned A. Waterman Iowa Nonprofit Resource Center’s nonprofit development training.

Right Management Corporation

 Partner with to assist with career transition of affected employees  Track employee placement process  Partner to provide entrepreneurial services  Partner with to facilitate exit from community

Whirlpool Corporation

Alliant Energy, Aquila, City of Newton, DMACC, Iowa Telecom, Iowa State University, Jasper County Economic Development Corp., Jasper Community Foundation, Newton Chamber of Commerce, and United Way of Jasper County

SBA/SCORE

 One-on-one counseling to aspiring entrepreneurs  Lunch & Learn opportunities for local businesses

Provide resources for Action Team projects:  Regional Asset Mapping  Regional Business Incubator  Maytag Bowl Renovation  Entrepreneur Center  Student Housing creation  Center for Excellence  Leadership Education  Speaker’s Bureau  Regional Family Festival  Regional Battle of the Bands  Increase retention of start up businesses  Increase growth of existing small businesses  Provide continued support for small business owners

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PARTNER
Iowa Connections (regional marketing group)

ACCOMPLISHMENTS
 Participated in economic development session with David Beurle, international rural economic advisor  Initial work completed by this group includes a labor shed study for the 5 county regional area and a targeted industry study

GOALS
 Conduct full regional analysis  Market the region to businesses and individuals that could not be reached individually, but can be reached collectively.  Create Regional web site  Participate in Regional/national trade shows  Conduct targeted corporate industry visits  Establish Newton Promise: an economic development tool designed to create an educated work force, create population growth, and strengthen the current education system. Benefits: reenergized school system, increased student enrollment, more state aid, and a community passion for education. Subsequently, we expect to see increased high school graduation rates, lower dropout rates, and higher academic attainment from our graduates.

Newton Development Corporation

 Created a regional marketing tool for NDC  Conducted Strategic Planning session  Launched Newton Promise, resulting in international, national, regional, and local press  Successful passage of a local option sales tax  Awarded regional marketing grant resulting in $350,000 additional dollars  Closed on three IRP loans totaling $94,000  Sold two Industrial Park lots resulting in $117,000 in revenue  Hosted and participated in Whirlpool/Maytag transition meetings  Formation of Newton Transformation Council  Raised $40,000 local dollars to bring SBDC services to Newton  Facilitated the community partnership resulting in the sale of the former Maytag property  Negotiated continuing support from Whirlpool to staff Transformation Council and provide office space

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PARTNER
DMACC/Jasper Community Foundation/Iowa Telecom

ACCOMPLISHMENTS
 Provided structure for a public/private community partnership resulting in a collaborative discussion regarding the sale of the Maytag properties  Completed sale of Maytag  properties

GOALS
 Focus on lease/re-use of former Maytag properties  Increase community endowment available for economic development  Regional Career Academy

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Addendum

David Beurle Web Site: http://www.ila.net.au/html/s01_home/home.asp?dsb=37 Iowa Connections Brochure Jasper County Economic Development Brochure Regional Labor Shed Study Proposal for Collaborative Economic Development Marketing SETA – ISU Extension website: http://www.seta.iastate.edu/county/county.aspx?state=IA&fips=19099 Economic Development Data for Jasper County Newton Development Corporation 2005 Annual Report Comprehensive Analysis of Potential Target Industries Report

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“TOP TEN ATTRIBUTES” OF SUCCESSFUL COMMUNITIES 1. Evidence of Strong Community Pride and Inclusive Culture 2. Invest in the Future – Built to Last! 3. Participatory Approach to Community Decision Making 4. Creatively Build New Economic Opportunities 5. Support Local Businesses 6. Deliberate Transition of Power to New Leaders 7. Strong Belief In and Support for Education 8. Strong Presence of Traditional Institutions that are Integral to Community Life 9. Willingness to Seek Help from the Outside 10.Communities are Self-Reliant

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NEWTON TRANSFORMATION COUNCIL - ROSTER
COUNCIL MEMBER Ron Rider Mike Fastenau Alan Halferty Martin Stratton Lori Day Bryan Friedman Chaz Allen David Watson Doug Williams Mary Entz Rob Denson Bev Price Tina Hoffman Beth Balzer Kay Snyder Mark Reinig Jon Ryan Lori Adams Carol Paulus Doug Bishop Craig Hamilton Annette West Frank Liebl Kim Didier Tom Wardlow Jon Ryan Lars Peterson Aaron McKay John Moreland Tammie DeJong Sue Woods Kim Miller Jeff Noel Mark Krivoruchka Tom Catania Dee Underwood Lin Chape Greg Christy ORGANIZATION Alliant Energy /NTC Aquila/NDC/NTC Art a la Carte/NTC Art a la Carte/NTC Career Resource Center/NTC Community Development Director, City of Newton/NDC/NTC Mayor, City of Newton/Iowa Telecom/NDC/NTC City Administrator, City of Newton/NDC/NTC DMACC/NTC DMACC/NDC/NTC DMACC/NTC First Federal Bank/NDC/NTC Iowa Department of Economic Development/NTC Iowa Department of Economic Development/NTC Iowa Department of Economic Development/NTC Iowa State University/NTC Iowa State University/NTC Iowa Workforce Development/NTC Iowa Workforce Development/NTC Jasper County Economic Development/NTC Jasper County Economic Development/NDC/NTC Newton Chamber of Commerce/NTC KCOB/NDC/NTC Newton Development Corporation/NTC Chief of Police, City of Newton/NTC Small Business Development Center/NTC Small Business Development Center/NTC Senator Grassley’s Office/NTC Senator Harkin’s Office/NTC Thombert, Inc./NTC United Way of Jasper County/NTC Whirlpool Corporation/NTC Whirlpool Corporation/NTC Whirlpool Corporation/NDC/NTC Whirlpool Corporation/NTC Whirlpool Corporation/NTC Newton Transformation Council, PMO Whirlpool Corporation/NTC

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