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					OEDA Basic Course 2010
“Building & Funding Successful Economic Development
Organizations”


J.C. Wallace
Executive Director – OEDA


Prepared by Mike Jacoby – Executive Director – Southeastern Ohio Port
Authority
              Organization Types
• City Department
• County Department
• Development Districts/Metropolitan Planning
• Port Authority ORC 4582.01 to 4582.20 or 4582.21 to
4582.59
• Community Improvement Corporation (CIC) ORC
1724
• Chamber of Commerce
• Community Development Corp. (CDC)
• Community Foundation
• Other non-profit
                 Finding Your Niche

• Goals should match up with organizational structure

• Some organizations are better suited for specific
goals

• It’s hard to be all things to all people, especially
without adequate resources
           Some Thoughts on Goal
                  Setting
• A good mission statement can make goal setting
easier and ensure a focus within your niche.
• Example: “The Southeastern Ohio Port Authority
strives to enhance the competitiveness of Washington
County and to be a catalyst for job creation and
investment by business, industry, and entrepreneurs.”
           More Thoughts on Goal
                  Setting
• Ideally, your board/elected officials have been
instrumental in setting organizational goals, so there
is shared ownership and commitment.

• Understand the difference between “outputs” and
“outcomes”
                       Goals
Outputs/Tactics:         Outcomes:
• Increased lead         • Increased sales or
  generation               exports
• Loans made             • Property sales or leases
• Development of new     • Job Creation/Retention
  sites/buildings        • Capital Investment
• Incentive packages     • Increased wages
  approved               • Increased employment
• Website visits         • Redevelopment of
• R&E visits               blighted property
• Grants received        • Increased tax revenues
             Ensuring Shared
         Expectations of “Success”
• Plan of Work: Put in writing mission, goals, tactics &
how progress is measured.

• Put in writing what support and/or resources will be
needed from management for the Economic
Development organization to be successful. Get
approval of board or elected officials.

• Plan must be achievable but ambitious enough to
inspire others to get involved.
      Ensuring Shared
   Expectations for Success

• Measure results

• Adjust plan of work appropriately
        Traditional Funding Sources
• General Operating Funds from property, sales, or
income taxes

• Dedicated permissive sales tax or property tax levy

• Real estate transfer fees

• Donations

• Memberships
        Other Revenue Sources
• Revolving Loan Fund admin fees

• Fees for services (application & processing fees)

• Real Estate Development

• Business/Industrial Park and Brownfield
Redevelopment

• CDBG admin fees

•Third Frontier Internship admin fees
            More Revenue Sources
• Work Force Development (WIA, TANF, PRC)

• Co-location with planning, engineering, building
permit offices (Building permit fees)

• Contributions for Site/Building Marketing efforts

• Ohio Business Development Coalition for marketing
cost sharing

• Advertising/Underwriting on websites, newsletters
          Financial Management in
            Public Organizations
Remember you are managing taxpayer money. This
means:
  • Audits
  • Detailed book keeping requirements. Cash
  (Fund) vs. Accrual (GAAP) accounting
  • Treasurer and Board oversight required
  • Appropriations required, tracking encumbrances
  • Segmentation of duties required
  • Competitive procurement procedures
  • Purchase orders
               Building Alliances
• Recognize economic development is a team sport.
Playing nice with others is required.

• Good relationships with the Ohio Department of
Development, elected officials, and local authorities will
make your job easier.

• Sometimes falling on the sword is smart.

• Everyone likes to be recognized for playing a role in
success.
                Communications
Understand the different levels of communication that
will be required with:

   • The board/council/supervisor
   • Stakeholders
   • Allies
   • Clients and prospects
   • Public & press
       Communication Media

• Websites
• Newsletters
• Columns
• Blogs
• Regular Radio or Television shows
• Speeches to civic clubs
• Retention & expansion visits
• Remember some messages and some audiences
require “face time”
           Public Information
• Public offices are subject to the open meetings
and open records laws.

• Actions of public bodies must occur in public
meetings. Discussions on certain exempted topics
is permitted in executive session.

• Generally, proprietary information submitted by
an employer in connection with the relocation,
location, expansion, improvement, or preservation
of the business is not a public record subject to
ORC 143.43 until an employer commits in writing
to proceed.
              Ohio Ethics Laws

• Ohio ethics laws govern many economic
development organizations in Ohio.
• Board relationships are fraught with potential
pitfalls. Watch for conflicts of interest.
• Learn more at www.ohioethics.gov
Questions?

				
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