HomeMy WebLinkAboutPR 14541: EDC/INTERNATIONAL ECONOMIC DEVELOPMENT CORPORATION (IEDC) PAYMENTinteroffice
MEMORANDUM.
To: Mayor, City Council, and City Manager
From: Mark T. Sokolow, ,City Attorney ~~,,~ ~.~~~c---~
Date: January 24, 2008 --
Subject: P. R. No. 14541 - Council Meeting of January 29, 2008
Attached is P.' R. No. 14541 authorizing the commitment
of the payment of $31,250 to the International Economic
Development Council contingent on the-City of Port Arthur Section
4A Economic Development Corporation and other entities providing
commitments for the $93,750 and contingent upon the receipt of
detailed contract with agreed timetables as to payments and
deliverables.
This Resolution is contingent on the City Council
amending its budget as to provide funding therefore as to the
$31,250.
MTS:gt
Attachment
cc: Director of Finance
VIA FACSIMILE {409) 962-4445
Floyd Batiste, CEO EDC
VIA FACSIMILE (202) 223-4745
Jeff Finkle, President & CEO
INTERNATIONAL ECONOMIC DEVELOPMENT COUNCIL
z . pri4541 . memo
P. R. No. 14541
01/23/08 gt
RESOLUTION NO.
A RESOLUTION AUTHORIZING THE COMMITMENT OF THE
PAYMENT OF $31,250 TO THE INTERNATIONAL
ECONOMIC DEVELOPMENT COUNCIL CONTINGENT ON THE
CITY OF PORT ARTHUR SECTION 4A ECONOMIC
DEVELOPMENT CORPORATION AND OTHER ENTITIES
PROVIDING COMMITMENTS FOR THE $93,750 AND THE
RECEIPT OF A DETAILED CONTRACT WITH AGREED
TIMETABLES AS TO PAYMENTS AND DELIVERABLES
WHEREAS, the .City of Port Arthur desires to enter into an
agreement with the. International Economic Development Council
(IEDC) to prepare an economic development strategy focusing on
downtown and Pleasure Island; .and
WHEREAS, the International Economic Development Council.(IEDC)
has submitted a proposal to complete the scope of services for
$125,000, which is attached hereto as Exhibit "A"; and
WHEREAS, the City Council authorizes the commitment of the
payment of $31,250 contingent on the City of Port Arthur-Section 4A
Economic Development Corporation and other entities providing
commitments for the $93,750; and
WHEREAS, unless other entities provide commitments for funding
of $93•,750 by August 1, 2008, this resolution will be null and
void; and
WHEREAS, a detailed contract with agreed timetables as to
payments and deliverables needs to be provided.
NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY
z.pr19541
OF PORT ARTHUR, TEXAS:
Section 1. That the facts and opinions in the preamble are
true and correct.
Section 2. That the City Council :herein authorizes the
commitment and payment of $31,250 contingent on, _(a) the City of
Port Arthur Section 4A Economic Development Corporation and other
entities providing commitments for the $93,'750, and (b) the
receipt of and approval of a detailed contract with agreed
timetables as to payments and deliverables being provided.
Section 3. That if the other entities do not make a
commitment by August 1, 2008 and if a detailed proposed contract
with agreed timetables as to payments and deliverables are not
provided by August 1, 2008, then this Resolution is null and void..
Section 4: That this Resolution is further contingent on
the City Council's approval of the budget amendment, as contained
in Proposed Ordinance No. 5839
Section 5. That a copy of the caption of this Resolution
be spread upon the Minutes of the City Council.
READ, ADOPTED AND APPROVED on this day of
A.D., 2008, at a Meeting of the City Council of
the City of Port Arthur, Texas, by the following vote: AYES:
Mayor
Councilmembers
z.pr14591
NOES:
MAYOR.
ATTEST:
ACTING CITY SECRETARY
APPROVED AS TO FORM:
CITY ATTORNEY
APPROVED FOR ADMINISTRATION:
CITY MANAGER
APPROVED AS TO THE AVAILABILITY OFFUNDS:
DIRECTOR OF FINANCE
z.pr15 s51
EXHIBIT ~~A"
RECEBVED C ~y ~ ~ ~rlr t C:,~, /~
r/f f, I ,
JAN 2 2 2008 /h, ~, ~
LEGAL DEPARTMENT ~~` ~ ~`~' '
• p.. ~
/I~t r.
IEDC PROPOSAL and
QUALIFICATIONS PACKED -,
Presented to
PORT ARTHUR, TEXAS
i i
CCON 'n1CNT
November 21, 2007
P~~
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T e it:v:~r i o:~i,~
Oh11C DE~'ELOI
co~~NCn.
Submitted by:
THG.INTI'I2NATIONAL ECONOMIC Di;~'I;LOPI141NT COUNCIL
~~~ ~s"' s~, taw s~dt~ goo
R~ashinetou, DC 2000>
(202)223-7500
wu~e•.iedconline.org
Jeffrey A. Finkle, CLcD
P~~esident.tiCEO
INTr:RNATIONAL
ECONOMIC Df Vf LO I'MENT
COUNCIL
Mr. Carl R. Griffith
Carl R. Griffith X Associates, h)c.
2901 futile Creel: Dr., Ste. k10I
Port Arthur, TX 7642
Dear Mr. Griffith:
734 ISth Su'cet NIX/, Sufm 9011-
IX/ashinFton, DC 2n0(IS
.. l -cl 202.223.7 8(I I I
Fas 202.223 i7 i5
www.icdcontincor0
November 21, 2007
It was a pleasure to mee( you on my recent trip to Port Arthur. From that visit, we understand that the
City of Port Arthur has identified the need for an economic development strategy, focusing on the
downtown and Pleasure Island. We are pleased to have the opportunity m share our experience and
services for an International Economic Development Council (IEDC) role in that process.
The primary mission of IEDC is to provide leadership and excellence in economic development for
communities, members, and partners worldwide. We draw on the experience of our over 4,500 members
to help develop and revitalize local and regional economies. IEDC's .Advisory Services and Research
Department assists communities in their economic development efforts through client-oriented technical
assistance and customized research. Our membership base of local and state eovemment officials,
industry professionals, and private consultants, serves as a key resource for identifying best practices.
Our technical assistance ranges from helping cities develop economic development strategic .plans to
assisting at-risk urban neighborhoods with small-scale revitalization and development. We have provided
comprehensive economic development plans for Prince George's County Maryland; Tulsa, OK; Abilene,.
TX; Hull, UK; Feicheng, China; Roc}: Hill, SC; and Charlotte, NC. We've also provided strategic
planning wor}: for Columbus; OH; New Orleans, LA; Hamilton County, OH; Dallas, TX; Wheeling, Wtl;
King County, Washington; and Washington, DC. The attached qualifications provide more detail about
the breadth and depth our wor}: on these and other projects.
Enclosed is an overview of an economic development strategic planning process, part of the ]EDC
Proposal and Qualifications Packet. We propose a process that includes five major steps: 1) Kickoff
Meetings, 2) Economic Assessment, 3) Planning Meetings & Research, 4) Subcommittee Plans, and 5)
Consolidated Economic Development Strategic Plan.. This approach. includes a focus on community
participation, and we place particular emphasis on engaging [he business community. We are available to
discuss your particular challenges and opportunities to refine the proposal and planning process to address
[he specific needs of Port Arthur.
Sincerely,
/~c
C%~
.ieff Finkle, CEcD
President & CEO
The Power of ICno\a/ledge and Leadership
IEDC Proposal
- IEDC Statement of Qualifications
IEDC Past Work
. Economic Development Strategic. Planning
. International Technical Assistance and
Strategic Planning Projects
. Economic Development Research and
Analysis
Economic Development Strategic Planning for
Port. Arthur, Texas
International Economic Development Council (IEDC)
The city of Port Arthur, Texas has identified the need for an economic development strategy,
focusing on the downtown and Pleasure Island. After recovering from hu[ricane Rita, the city is
in a position to grow its economy and improve the quality of life. There is considerable oil and
gas investment anticipated over the nexC half-dozen years. Given this economic activity, the city
sees the opportunity to develop a sustainable economy with a high quality workforce and
services for residents and visitors. IEDC proposes an economic development plan that focuses
on those objectives with particular emphasis on the downtown and Pleasure Island.
SCOPE OF SERVICES
IEDC will facilitate a comprehensive process to develop an economic development strategic plan
for Port Arthur, Texas. IEDC will work with the city through a series of issue-specific
,subcommittees that will provide stakeholder input and involvement into the. planning process.
We will facilitate akick-off meeting, subcommittee meetings, and a final consolidated session
with all of the subcommittees. IEDC will supplement this process through research on best
practices. The final output will be a draft and final strategic plan. -
The strategic planning process is comprised of the following steps:
L Kickoff Meetings
II. Economic Assessment
III. Planning Meetings, Research
IV. Subcommittee Plans
V. Consolidated Economic Development Strategic Plan
To prepare for the planning process, the cit}' will develop a committee of approximately 20 to 30
public and private leaders willing to participate in the planning process. The participants will be r
divided into subcommittees to address specific geographic or topic areas.
Task L Kickoff Meetings
To get the process started, IEDC will facilitate a series of initial meetings. The initial plenary
meeting would include all members of the subcommittees and other stakeholders the city
identifies. This meeting will allow IEDC and city leaders to provide an overview of the strategic
planning process, the subcommittee structure, and discuss goals and timelines for the process.
The session would featm'e a discussion of goals and objectives for the overall plan. The four to
six subcommittees will be formed from a larger, ZO-30 person committee selected at the
begi[ming of this process. The city will need to designate and arrange. for the meeting location
and invite attendees as specified later in this proposal IEDC will work with the committee chair
and subcommittee chairs tojointly facilitate the plenary and subgroup meetings:
Following this plenary meeting, IEDC staff would meet with each subcommittee to develop a
subcommittee specific SWOT analysis and begin drafting goals, sU'ategies, and actions. IEDC
will meet with each suhcommiuee, begimcing immediately after the plenary meeting, for two
hours over a two and a half da}~ period.
We anticipate the planning process to lead to needs for further research and understanding of
particular topics to move forward with creating sound economic development strategies. IEDC
will work with city staff and the subcommittees to identify topics for supplemental research. The
IEDC team will conduct the research and present findings in three to four technical
memorandums. The memos will describe die research findings and highlight practical
conclusions for Port Arthur. As a practitioner driven organization, IEDC is adept at identifying
best practices that are very relevant to local communities.
Deliverable: Facilitate initial plenary and subcommittee meetings. Provide written sunaniari.es of
the initial plena[~~ a+vl subcommittee meetings AND provide written descriptio~r /outlines of the
supplemental resemch and research memorandcun clue dntes.
Task II. Economic Assessment
.The purpose of this task is to provide a common base of knowledge to establish the goals and
objectives of the strategic plan -and process. IEDC will assess overall economic trends and
characteristics for Port Arthur including the downtown and Pleasure Island. This will include,
but not be limited to:
• Demographics,
• Employment and tax base,
• Business and industrial sectors,
• Real Estate (housing, office, industrial, retail, & mixed-use),
• Transportation,
• Existing and proposed cit}~ economic development programs, projects, polices, and tools
• Comparative analysis of l:ey trends and characteristics to nearby jurisdictions
It will also include a preliminar}' analysis of city strengths, weaknesses, opportunities, and
threats (SWOT). To conduct this work, IEDC will review existing literature and data and
interview key public and private leaders. These interviews will take place concurrentl}' with the
initial site visit that includes the Task I kickoff meetings. ~ IEDC will prepare a draft report,
deliver it to the city, and revise it based on city comments. -
Deliverable: Economic Assessment Report mid a sacmmar}~ Pa[a~erPoint presentation.
Tasl: III. Plamcing Meetings
This phase' will focus on developing each subcommittee's component of the plan. It will include
independent wort: by the subcommittees and IEDC-facilitated sessions.
bdependent Meetitgs
Subcommittees at'e encouraged to meet independently throughout the planning process.' At a
minimum, each subcommittee will meet once independently during the time between IEDC's
first and second visits to refine their' goals, strategies and actions. The city may wish to assign
city staff to assist the subcommittees with their independent work. During this time, IEDC will
perform research for three to fom' of the subcommittees as decided in the first phase.
IEDC facilitated Meetings
Over athree-day period IEDC will assist the subcommittees to further refine and begin finalizing
Cheir goals, strategies. and actions. Additionally, the subcommittees will begin to identify
resources and responsible parties for the actions developed. IEDC will present initial research
findings, including the economic development assessment, to aid this process. IEDC will
facilitate a meeting of representatives from each subcommittee. This "cross-cutting" meeting
will begin the process to prioritize actions for the overallsn~ategic plan.
Deliverables: Facilitate plenary and subconunittee meetings, provide written summaries of al(
IEDC facilitated meetings, economic development assessment report. ^
Task IV. Subcommittee Plans
This phase will include finalizing each subcommittee's plans. IEDC will facilitate a final
strategic planning session with each of the subcommittees to bring the subcommittee process to a
close. Prior to the meetings, IEDC will provide members with final research memorandums.
IEDC will work with each subcommittee to finalize their action plan and will prepare each
subcommittee's final draft action plan. In addition, IEDC will consolidate each of the
subcommittee's plans into a draft final economic development action plan for review by the cit}~
and subcommittee participahts.
Deliverables: 3-4 research rnenzorandums
Facilitate subcommittee rneefings,
Subcommittee action plans,
Draft consolidated strategic plan.
Task V. Consolidated Strategic Plan
In this final phase, IEDC will assist the city to prioritize the goals, strategies and actions drafted
by the subcommittees by facilitating a plenar}' meeting with city staff, subcommittees, and other
stakeholders as identified by the city. From this meeting and from comments received on the
draft plan, IEDC will prepare the final 'economic development action plan.
Deln~erables: Facilitate plenary meeting,
Final consolidated strategic plmz
City Participation
The strategic platming process is most effective with active participation by cit}~ staff and private
sector volunteers. IEDC will need the city to manage the relationship with these participants by
encouraging their involvement and contacting them about meetings. -IEDC will work closely
with city staff and committee members to develop agendas for each meeting. -IEDC will need
the city to arrange logistics including
• Invite representatives to Task II economic assessment interviews and secure a meeting
location for those interviews,
• Schedule plenary and subcommittee meetings and Task II inten~iews over a compressed
time period as described in the scope of services, .
• Select, reserve and cover costs, if any, for meeting locations,
• Invite participants Lo committee and subcommittee meetings,
• Make arrangements for and cover the costs of food or refreshments, if they are to be
provided for meetings,
• Make copies of final, high graphic qualit}~ strategic plan for wide distribution.
SCHEDULE
The city strategic planning process involves an eight-month effort. Tlie kickoff meetings and
economic assessment interviews are held during the first month. The economic assessment takes
place during the first three months and report provided in month three during the 2°~ site visit.
The independent meetings occur during the first and second months and the subsequent IEDC
facilitated planning sessions are held in the third month. The research is prepared throughout
this process with the final memorandums due at thebegim~ing of the sixth month; IEDC also
prepares the draft subcommittee plans b}' the sixth month. Final subcommittee plans and a draft
strategic plan are prepared by the seventh month. Delivery of the final strategic plan is in the
eight month. See attached schedule. '
MANAGEtvtENT AND STAFFING
Jeff Finkle, CEcD, President 8r CEO of IEDC will oversee IEDC's work. He will facilitate two
to three plenary committee meetings and some of the ]EDC facilitated subcommittee meetings.
He is also available to meet separately with city leadership as necessary. In addition to his twenty
years of experience directing IEDC (formerly CUED), Mr. Finkle is a frequent speaker, national
media source, facilitator and trainer in economic development. Ed Gilliland, CEcD, AICP, Vice
President and Senior Director of Advisory Services, will be project manager, manage IEDC's
technical work, and split, with Mr. Finkle, the task of facilitating the subcommittee meetings. His
seventeen years of economic development experience have encompassed all facets of economic
development including strategic planning; organizational strategies, and real estate development.
Mr. Gilliland directs all of IEDC's local, state, and federal contract work. He has taught IEDC
training courses, authored books, and facilitated workshops. Additional staff may include
Rebecca Moudry, Senior Associate and Carrie Ridgeway, Senior Associate.
BUDGET
IEDC will complete this scope of services for 5125,000 including all professional fees and
expenses.. This includes four IEDC trips to Port Arthur of two to three staff on each [rip for a
total of ten staff trips. The budget breakdown is shown below.
Project Initiation, Kickoff meetings $20,000
(includes travel for first visit)
Economic assessment 524,500
Planning meetings /site visit. 5;15,500
3-4 white papers 529,500
Subcommittee plans /site visit ~ 519,000
Final plan /site visit 516.500
Total 5125,000
Port Arthur's Strategic Planning Process Schedule
Month 1 M
h
Task One: Kickoff Meetin s
1
2
3
4
1 on
2 t
2
3
M1
1 Mon
2 th 3
3
4
1 Mon
2 th 4
3
4
1 Mon
2 th 5
3
4
1 Mon
2 th 6
3
4
1 Mon
2 th 7
3
4
1
Mon
2
th 8
3
4
Initial Research &Meetin Coordination
Kick-Off Plena Meetin I'
First Subcommittee Strafe is Plannin Sessions
Task Two: Economic Assessment
Port Arthur interviews
Preparation of Draft Report
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Report presentation
Task Three: Plannin Meetin s ~
Subcommittees Meet Inde endentl ~. ~
+ ~ ~ y1
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2nd Subcommittee Strategic Planning Sessions ~ ~I ,
,,
"Cross-Cbttin "Strafe is Plannin Session
Research & Prepare supplemental research memos
Task Four :Subcommittee Plans _ ~
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Submit Research Memos
Final Subcommittee Strafe is Plannin Sessions
Finalize Subcommittee Plans
Task Five: Consolidated ED Plan -
-
/
Draft Economic Development Strafe is Plan
Cit & Subcommittees Review Draft Plan ~ -
- ~ ~.
~~
Prioritization of Stiate ies
Pre are Final Slrate is Plan
Deliver Final Strategic Plan
/~// IECC~lacililated meeting in city
Ongoing work by IEDC or other party as indicated
International Economic Development Council
1. QUALII'ICATIONS O~iERVIERi OI` IEDC
~~~ International Economic Development Council
~~
®~ ~ TIIG 1NTGRNATIONAL L''CONOMIC.DEV(:LOPMLNT COUNCIL (IEDC).
formed through the merger of The American Economic
IN'rAftnt,S;luld,\I
Development Association (AFDC) and the Council for Urban
lir: Ullll hll ~ Ut_A'IlUPhI t,V'I
L'conomic Development (CUED), is the leading association. serving
Cpun'C I I
economic development .professionals and those in allied iiclds.
IL,DC's more than 4,500 members are committed to building local
and regional economies vrorld~a~ide.
The key to IEDC's reputation anal steady growth is its access to a
large and diverse pool of professionals and the quality of its staff.
For mm'e than 30 years, IEDC has been producing quality services
that help find solutions to varied issues of economic development.
To support these endeavors, IEDC cultivates an ever-increasing
wealth of resources that includes:
• A history of designing successful conferences and educational
events,
• Active Advisory Services ~ Research department that fulfills
.private and government contracts,
• ~ An extensive in-house library and an information clearinghouse
that incorporates member and staff expel rise, and
• Leading-edge case-study-oriented publications.
Membership
IEDC's broad international membership includes economic
development experts from 'both the public and private sectors.
Composed of elected and appointed officials active in city, regional
and state development, iEDC's members represent an array of
organizations: development agencies; institutions, quasi public
development corporations, neighborhood groups and nonprofit
organizations. IEDC's members direct nationally recognized
programs in communities from urban areas such as Miami, Florida
and Portland, Oregon to smaller communities in Flint, Michigan and
Abilene, Texas.
Private-sector development professionals in the worlds of financing,
consulting, utilities, banking and real estate also make up a
significant segment of the membership_ These public and private
sector professionals aeate a unique constituency of development
practitioners who provide a tremendous source of technical and
research expertise.
IEDC members are invoh~ed in a range of economic development
activities including real estate development, commercial revi-
talization, job training; infrastructure finance, community
development, export promotion, tourism development, industrial
rehabilitation and location, and business financing. These members
possess a wick range of development skills such as strategic
planning, marketing; financial packaging, negotiating and program
management.
Services & Resources
IEDC's primary mission is to develop and revitalize local and
regional economies. We recogriizc that achieving this goal is a
complex task requiring innovative stategies,. tools and techniques.
~dnLray.S'ervrce.rand To mcet~ [hest goals, IL'DC has established strong programs that
/teremclr.rrq(/cnnrplere aualYze and disseminate information, provide educaeional and
dozen.rn/Jer/ern/, loccdand professional training opportunities, and improve decision-makers'
privurecnnnncr.rrancb r,car responsiveness to economic tlevelopmeni needs. "These services and
rnr rr jull rmigrn~eco»runic resources consist of (ethnical advisory services, research, legislative
develop,uenrLrs'rree'. tracking and support, publications, an information clearinghouse,
conferences, training, certification, and association management.
Throughout its history, IEDC has continuously expanded not only its
services but the places it assists. Today, IEDC's projects and
members work in states across the nation and to countries across the.
globe. The enviromnents iirwhich economic growth takes place are
as varied as the states and nations themselves, but the tenets of
economic development remain the same. Therefore, IEDC has
created the International Network of Economic Developers (INED).
INED was co-founded by the European Association of Development
. Agencies (EUP.ADA), the Australian Regional Best Practice
Network (ARBPN). and the Economic Developers Association of
Canada (EDAC). INED's purpose is to promote and enable an
international exchange of infom~ation, experience and best practices
among economic development practitioners and organizations. IEDC
is committed to providing its resources and the expertise of its staff
and memliers to economic developers worldwide.
Advisor} Services
Advisory Services helps communities that wish to design or improve
their ecm~omic development initiatives. IEDC has more than 20
years of experience and an excellent record of providing technical
assistance to commmiities of all sizes. For a fee, IEDC assembles a
team of staff and member experts u~ho spend several days in a
commmnity to assess the challenges, needs and opportunities of a
particular issue or problem. The team's recommendations are
presented to the community and are set forth i^ a final report- IEDC
has provided this service tluoughoW the United States and abroad.
Advisory Services. projects consist of a range of economic
development issues including strategic plamiing, organizational
structuring, proper[y_ reuse, entrepreneurial development, creating
revolving loan fiords, marketing strategies and commercial
revitalization. They may also include the. siting of a major league
sports arena complex, the siting of a multi-modal transportation
center, selection of a rapid transit route, land developmeut, business
development and financing.
Lr addition, IGDC's Advisory Services department fulfills a number
of government contracts. Eor example, IEDC worts with the U.S.
Departncm of Energy (DOE) to provide assistance to communities;
that are (acing downsizing and closure of DOE facilities. Eor the
U.S. 'Department of .liistice (DO.I), IBDC provides .specialized
assistance m communities restoring their neighborhoods after periods
of intensive law enforcement. Additionally', we conduct research,
and publish reports for the Environmental P-rofection Agency (GPAI
on Brownfield redevelopment, smart growth, and targeted area
redevelopment.
Research
The Research staff may be engaged to conduct customized research
or to~address key issues in a full range of economic development
areas. The department fulfills contract work by examining emerging
trends in economic tlevelopmertt, studying multi-jurisdiction
comparisons and identifying best practices. ~ Staff- also conducts
study tours, supen~ises legislative tracking and support services, and
oversees IEDC publications. fEDC's research team has worked in
communities across the United States as well as communities in
' Western and Eastern Europe.
To increase the applicability of its information, IEDC relies on a
case- shidy methodology and best practice identification. For
example, Research has published a two-volume report on
benchmarking and performance monitoring as well as a best
practices report on business-driven workforce development
programs.
Legislative Tracking c'LC. Support
IEDC monitors all federal agencies and departments that issue
regulations and/or IeRislation pertinent to economic development. At
the end of each fiscal year, IEDC publishes a legislative report,
which provides a detailed analytical review of changes, proposals
and fimding in federal programs that affect economic development.
Additionally, an analysis of the proposed federal budget, as ii affects
economic development and related programs, is published upon the
annual release of the president's budget.
Specifically, IEDC tracks budget authorizations and appropriations
for the Housing and -Urban Development Depamnent (I-IUD)
community' development programs; all Economic Development
Administration (EDA) programs; Environmental Protection Agency
(EPA) Superfund 2nd brownfields programs; Department of Defense
(DOD) base closure assistance; and all Small Business
Administration (SBA) programs. In addition, close monitoring of the
Department of Labor's (DOL) Workforce Investment Act (W1A) and
EDA's regulations are high priorities.
Pul)lications
In recognition of the various levels of local expertise, the need for
timel>~ information and the degree of complexity i^ economic
development issues, ICDC publishes several technical and news
publications. They are:
/6DCpuGlishes' a,ore Than 4t1'
»en<rle!lerr a year as well rr.r
nlher public'nlio,rs (»cludn,g
the Legi.rlrrlna• /leview.
Ec•auonric' Derwlnpruen! Nnro. Published ZZ (rotes a year, fEDCs
membership newsletter provides a timely snapshot of the economic
development field. The newsletter provides the latest trends, best
practices; innovations, funding opportunities and activity [hat affect
economic developers.
The Econnrrric Dore/opnreul Jrnrrrur(is published quarterly and
Features in-depth accounts ofimportant programs, projects, and
trends from the United States and around the world. Subjects
include: urban, suburban, and rural developmem issues;
infrastructure Chancing, public-private partnerships, military base
redevelopment, and business retention.
Special Technical Reports. IEDC publishes reports o^ emerging
policy issues or problems of particular concern to local economic
development officials. Often, these publications are joint venhrres
with other organizations. Technical reports have dealt with joint
transit and economic development programs, best practices in
defense conversion, bank-sponsored cmnmunity development
corporations, and the global exchange of ecatomic development
ideas.
Information Clearinghouse
IEDC operates one of the field's most extensive information
clearinghouses. Staff and members collect written materials such as
case studies and financial documents that are added to an extensive
library. IEDC then provides this analysis, information and research
in response [o member inquiries.
Conferences
IEDC has been creating and mm~ing successful educational events
for more than 30 years. Conferences have attracted thousands of
/EDCorgm,izesa»d»,m,»ges economic development professionals and firms from across the
close m 40 eve»ts ench r,em. nation ~aud the world. IEDC's efforts to bring together a variety of
-i»cluding»earlyzp topics and speakers have allowed practitioners to hear from top
co»jere»ces, ISlrainur~ economic development experts and meet informally with peers.
courser, Gourd »teeti,t~s n»d IEDC conferences are known for their in-depth educational content,
,+~orl,.rhaps. networking opporttmities and providing a forum for discussion. of
curreim issues.
ICDC conferences cover a wide variety of issues faced by the public-
and private-sector developer, including intiastructw~e and large
project planning and financing; business attraction and retention,
downtown revitalization, strategic planning, community economic
development banking, and public-private partnerships. Examples of
recent conferences include: /J )'ou B+«/r/ //, 14riI/ Thep C'omc•~
(covering stadiums, arenas and convention centers), the Ecnl~omic
Ueve/opnrenr S'unanil in Washington, D.C. (focusing on federal
legislative and programr5tatic issues), the Annual Conference,
Eapart.riwe•+' and Reloccrlion.t'. and Neighborhood Ecol~ornic
Developnrels! and Revilalizalion.
Training
/EDC.'offerrcrJidl complenreru IEDC' courses are desi rued to -
o~hrrinirra courser, pror•irles .. b provide economic development
practrhaners urith 'the training they need for their professional
cus'mnxzed hnining tool of/er.r
g*rowth. The IEDC Training Program focuses on the building blocks
o prn~ersinr+al cra~li/ica/iuu
of econonuc development and provides up-lo-date tools and
progranr.
techniques to meet the challenges of the Future. IEDC also has a
relationship with the National Development Council, which conducts
our finance courses.
IEDC n'aining programs offer a variety of benefits to participants.
We apply expertise in economic development to desig^
comprehensive training courses to give participants the latest
knowledge in the field They also are designed to cover many
different aspects of economic development and serve the needs of a
large body of professionals. In addition to regularly scheduled
• sessions, IEDC offers customized training sessions. IEDC staff can
tailor existing courses to meet the unique needs of a particular
community.
IEDC has developed and currentl}~ delivers courses in 10 areas-
introductio^ to economic development, economic development
marketing, economic development finance, economic development
planning, neighborhood development strategies, entrepreneurial and
small business development strategies, real estate redevelopment,
business retention and expansion, managing economic development
organizations and technology-led economic development.
Members-can also take a three-session program on economic
development offered by Economic Development Institute (EDI) at '
the University of: Oklahoma. The course provides abroad-based
education incorporating shills and subjects economic developers
need to deliver economic development programs.
Certification
Participants in IEDC's Training Program have ehe option to enroll in
the Certification Program and become designated as a Certified
Economic Developer, CEcD. The certification program recognizes a
mastery of principal shills i^ economic development as well as a
commihnent to professional growth. The Certification Program is _
international in its applicability and steadfast in its commihnent to
training and recognition of economie.developers worldwide.
The CEcD exam tests a practitioner's broad based knotvledge in
economic development. Rather than testing an individual on their
specialty, the test unites the field of economic development and
establishes a base line of what is considered the core body of
knowledge for economic developers. The exam covers eight core
competency topic areas.
Association Manaeemet~t
IL•'DC provides full-service association management services.
Presently, we provide these services for the Association of Defense
Communities (ADC, formerly NAID). These services include
/EDCnrmu,~erd,e ~ organi-r..alional development (including fintmcial and board
A.rrocin~irm nfDe%mrse .. development and the creation of ~s u-alegic objectives), management '
Cnmmuniries(~IDC). and planning services. ICDC manages conferences and events,-
. membership retention and development, admiuis[ration, marketing,
information services, periodicals and publications, web sites,
finances, and other related activities.
ADC's mission is to assist individuals and organizations with the
conversion and reuse of former military installations. Management
of ADC complements IEDC's ongoing work, broadens its network
of economic development professionals and brings together a diverse
pool of experts, all of whom share the common goal of assisting their
communities.
The Future
IEDC is growing domestically and internationally. As we do so, we
continue to strive to contribute to the field of economic development,
both in the services we provide and. in how we apply the expertise of
our Advisory Sen~ices ~ Research staff. IEDC consistently stays
one step ahead by anticipating the educational and professional needs
of those in the industry. IEDC is well positioned to provide the
entire development community with a central forum where ideas will
continue to be created and exchanged.
2. STRATEGIES FOR ECONOMIC DEVELOPMENT
ORGANIZATIONS
ORGANIZATION ASSESSMENTS AND STRATEGIC PLANNING
IEDC PAST PROJECTS
Stra(egies /or Economic -
Developmen( Organizations -
Strategies for Economic
Development Organizations
IEDC works with comnnmitics to develop neu~ organizational
approaches for economic development; define roles and
responsibilities for existing agencies; identify caisting and imtovative
funding sources; define cooperative joint strategies for cities and
regions; and design programs using best practices in economic
development
Cconomic Development Assessment, Columbus, O[i, 2007
IEDC assisted the City of Columbus, OH in conducting an
assessment of its Economic Development Division. The assessment
evaluated the division's operations, organizational and programmatic
capacity, and staff resources with a focus on business retention.
expansiat, attraction, and marketing. IEDC staff prepared a
background report, brought an-expert panel for a site visit to meet
with key stakeholders in Columbus, and prepared a final report with
recommendations based on member expert experience and case-
oriented research. IEDC investigated three comparable cities to
identify best practices and strategies to improve Che city's
effectiveness in business retention, expansion and recruitment.
Organization Assessment, 1~'ashington, DC, 2007
IEDC assessed two District of Colmnbia economic development
organizations and put forth sceuarids for restructuring. The project
" analyzed cunent structures and activities, introduced comparative
city economic development organization case .'studies, and offered
scenarios of future organizational structures for V/ashington DC.
The project was conducted tinder the Deputy Mayor's Office for
Planning CL Economic Development.
Strategic l;conomic Development Plan, Tulsa, OK, 2005
In association with Development Strategies, Inc (DSl); IEDC
assisted the City of Tulsa, Oldahoma in the creation of a strategic
economic development plan. The plan is designed to identify specific
strategies, actions, and programs to enhance the city's economic and
fiscal position, and its competitiveness in the iegimt. IEDC and DSI
inventoried current policies and programs, and investigated three
comparable cities to identify practices that will help Tulsa. IEDC
and Development Strategies, Inc. ,visited Tulsa several times to
gather information, meet with key stake-holders, and present t(ie
plan.
IEDC PAST PROJECTS
S(ralegies for Economic
Development Organizaf ions
The Tulsa Strategic Plan organized 13 economic development topics
Ivey to the City of Tulsa. Each topic was identified by one goal
followed by objectives and strategies for implementation, as well as
priorities. The Plan also defined perfommance measures and
benchmarks, along with the key agency or agencies to oversee
implementation. Performance schedules by Topic and by lead agency
were included. The Strategic Plan was passed and adopted
unanimously by the Tulle Cily Council.
Prince Ccorge's Counh~, MU, Economic Development Strategic
flan, 2005
IEDC facilitated a yearlong economic development shategic
planning process that brought together business leaders, community
representatives, private and non-profit developers, entrepreneurs,
planners, county officials and staff; and other county stakeholders.
To stmt, IEDC prepared an economic assessmenCof Prince George's
County that reviewed and analyzed the economic, social, and
demographic conditions in the county. The county convened six sub-
committees to address the major economic development issues in the
county and prepare goals, objectives; and strategies. Facilitated by
IEDC, the subcommittees addressed workforce and industry
development revitalizatiat and redevelopment of established
communities, financial tools, technology led development, transit-
oriented development, and growing entrepreneurship. IEDC drafted a
five-year strategic economic development plan for the county that
reflected the work of the subcommittees. To supplement the ~a~ork of
dte subcommittees, IEDC also prepared three issue specific white
papers on 1) Identifying Targeted Industries, 2) Community
Branding, and 3) Impact of Federal Research Facilities.
Hamilton Count}~, OH Economic Development Assessment, 2004
For Hamilton County, IEDC assessed the county's role in economic
development and provided policy alternatives and reconnnendations
for improving the county's effectiveness.. IEDC brought a panel of
member experts and staff to Hamilton County to review the
following economic development activities:
• Current county policies, strategies, programs and priority
projects _
• Development and redevelopment area suategies and policies, '
including financing
• Strategic planning
• Organizational capacity and programs
• Business attraction and marketing
• Business retention and expansion
• Business incubators
• Relationships with other agencies
IEDC Pasr PROJECTS
Strategies for Economic
Deve/opmenf Organizations
Prior to the site visit, IEDC prepared a background report. At the end
of the site visit, the team presented Cheir preliminary
recommendations to the Board of County Commissioners.
Following the site visit, IEDC prepared a final report that covered
analysis of strengths and challenges and recommendations for,
strategic planning, image and branding, roles Cor the county's
nonprofit economic development company, relationship with
Cincinnati, arts district development, rivcrfront development, land
assembly, and tax increment financing. IEDC' provided best practice
case studies to support the recommendations.
Economic Development Marl.cting Strategy, 'town of Islip, NY,
2(103 - 20(14
IEDC worked with the Town of Islip to develop an economic
development marketing plan. The IEDC expert panel evaluated and
analyzed the past marketing activities of Islip and the region. After
meeting with key stakeholders, the team recommended specific
goals, objectives and an annual marketing calendar. SpeciSc areas
of focus included business retention and expansion outreach, website
development, public relations, and use of the airport as a marketing
tool.
A White Paper of Best Practices for Regional Economic
Development - Regional Deneloputeat Corporation of Netn
dlesico, 2003
IEDC facilitated a forum attended by economic development
stakeholders from local governments, pueblos, state and federal
governments; and nonprofits in Los Alamos, Rio Arriba and Santa
Fe counties. The group discussed regional challenges, barriers to
regional cooperation and suggested strategies to address them. Based
on input gathered at the forum, IEDC produced a white paper of best
practices and case studies focused on the stakeholders' identified
areas of interest: regional marketing; film industry development;
regional economic development training for elected officials, and
increasing communication among funding entities.
Strategic Economic Development Plan - Nest PaLn 6eacl:,
Florida, 2003
IEDC prepared an economic. development strategic plan for West
Palm Beach and assisted them in their efforts to elevate the
importance of economic development to the city; improve viability
of and integration between neighborhoods/districts; and inaease
organizational capacity, coordination and partnerships. IEDC staff
and an expert panel visited the site and met with economic
development groups; representatives, of the business community,
neighborhood groups, arts and cultural organizations, city
departments, the mayor and city commissioners. IEDC prepared a
report presenting its findings and recommendatimts. The plan
covered all facets of economic development including business
IEDC PAST PROJECTS
Strategies (or Economic
De velopmenl Organizal ions
aitntction, retention, and expansion; downtown development; and
neighborhood revitalization.
Gcoumnic Development. flan - A9atrrrnrs/ur-SusiLui . l6nrnrrg/r,
Alrrslur, 2(102.
IEDC identified an economic development strategy to improve
employment opportunities, stimulate business attraction, and direct ,
growth patterns in the Matanuska-Sustina Borough. After extensive
background research, IEDC visited the Borough to conduct
interviews and hold workshops with community stakeholders. The
final report highlighted actions to increase the area's economic base,
including developing tourism, er:panding telecomnnmications
infrastructure, and cultivating select industrial and agricultural
opportunities.
);conomic Development Strategy - SouUrrvesr Iiiag County,
li~aslrirrpton, 2002.
IEDC worked with the Southwest King County to define, market,
and implement an economic development strategy. IEDC organized
a site visit, facilitated an expert panel, and prepared a final report that
included an analysis of a previous draft strategy, reconunended
appropriate economic development strategies, and listed specific
suggested actions to implement the strategies.
Abilene Strategic Planning-Abilene, Texrss, 2001
IEDC worked closely wittithe City of Abilene over nine months to
assist with a community and economic development strategic
planning process. IEDC advised city leadership on the direction and
content of the pla^ and facilitated key meetings with five
community-based. committees designed to address the major
camnmrity and economic development issues in Abilene. IEDC also
provided research on ]<ey topics and compiled the final report. The
final strategic plan, Abilene Community EsceUence: G'eating the
Future fa Abilene, includes 32 separate action plans-of which 12
are priorities-dealing with the major community .and economic
development issues identified by the committees. The strategic
action plan provides details on goals, strategies, actions, estimated
costs, timeframe, and performance milestones and measures.
Historic Rock Hill Strategic Planning-Roc/c Hill, Soutlr
Carolina, 2001
In Rock Hill, urban core revitalization represents ao important
strategic issue for the entire communiq~. To~e~ard that end, the city of
Rocl: Hill retained IEDC to conduct a plamting charette for its urban
core known as Old Town. IEDC wrote a background report detailing
current conditions in the urban core, the City of Rock Hill, and York
County and assembled'an expert panel to meet with stakeholders to
help detemtiue a vision for Old Town- Goals and strategies were
developed based on the planning charette with participation from a
IEDC PAST PROJECTS
Strategies for Economic
De velopmen I Organiza lions
number of community groups including Che Council of
Neighborhoods. IEDC also facilitated a public forwi~ fo gain input
from Rock HiII citizens. The final goals in the strategic plan outline
the community's future vision for Old Town as well as the necessary
strategies to achieve the vision. The plan outlines how the
redevelopment of Old Town can take advantage of historic textile
mill sites, proximity to local univcisities, the new economy, antl
plagued light rail and trolley systems.
Charlotte Strategic Planning-City ofGim•/nue, 2000
In association with Development Strategies, Inc., IEDC assisted the
City of Charlotte with strategic planning. IEDC and the prime
contractor made recommendations to improve the City's economic
development efforts. To aid the process, IEDC prepared 'in-depth
case studies on economic development in three cities similar to the
City of Charlotte-Austin, Cincinnati, and Phoenix. IEDC
investigated how eight areas of economic development are handled.
in each of the citiesbusiness attraction, business retention and
expansion, industrial developnten[, neighborhood development;
workforce-development, technology transfer, major projects; and
transit In addition, IEDC prepared profiles of all major organizations
active in economic development in each of the three cities.
Assessment, Analysis, and Recommendatiats .for the City of
Dallas Economic Development Organizations-Dallas, Texas;
2000
IEDC provided assistance in analyzing economic development
organizations in Dallas IEDC organized and facilitated an economic
development forum. Working with the prime contractor, IEDC made
recommendations to improve the services of the City and affiliated'
^onprofit economic development organizations. IEDC also
conducted comparative evaluations on economic development in.
Atlanta, Kansas City (Ivlissouri), and San Diego. IEDC analyzed the
type and effectiveness of economic development activities in these
cities. For each city, IEDC identified key economic development
organizations, characteristics of each organization, and their role in
business attraction, industrial development, ^eighborhood
development, and business retention and expansion.
)iconomic Development. Planning-Cig~ of Espanola, Neiv
Mexica, 2000
IEDC assisted the City of EspanolaIS miles from Los Alamos
National Laboratory with a comprehensive economic development
strategy. IEDC conducted background research on the City and its
issues and barriers for economic development IEDC staff and three
economic development practitioners conducted a site visit to
Espanola and met with economic development stakeholders. The
panelists made reconunendations in five-areas: land use planning and
zoning; infrastructure;- economic development organizational
IEDC PAST PROJECTS
Strategies IorEconomic
Development Organizations
capacity, including the City's role in business retention and
expansion, business attraction, aqd regional economic development
education; and performance measurement.
Southwest Luliana -Regional Economic Needs Analysis and
Economic Dcvclopment Strategy-Inrliann Deprn•uucr+[ of
Tra++spor[a[lnzr, 2000 «nr! 19Ib'
IEDC studied a 25-county region of Southwest Indiana to assess
regional economic development issues in light of a proposed
interstate highway. IEDC conducted research and convened an
expert panel of economic development professionals. Among,
IEDC's findings were: Possible threats to future rail access for
commercial and industrial customers; potential constraints to growth
posed by workforce development issues; possible electricity supply
shortages; high business dependency on highway transportation
system; existing business concerns about the quality of the road
system; solid regional cooperation for economic development and
needs for economic development and transportation planning. IEDC
also evaluated economic development options such as rural
enterprise zones, tax abatements, improvements to freight rail'
handling capabilities, funding for industrial development, high-
technology park construction, and job training programs.
National Capital Revitalization Corporation Strategic Plan-
Ii~arhingma, D. C., 1999
IEDC, acting as a subcontractor, provided zssistance in establishing
the newly created National Capital Revitalizatio^ Corporation
(NCRC). IEDC helped draft the suggested strategy and spending
plan for NCRC. Specifically, IEDC staff sat mi the committees that
addressed all issues in forming the new or,anization. IEDC was
given responsibility for drafting the fina] plan that went to the
Mayor. IEDC also conducted research and wrote four in-depth case
studies on best practices in transaction-driven economic development
organizations. Each case study included: organizational history, area
of focus, resources (budget and staff, funding, powers), governance
and decision-riiaking, and organizational strengths and wealmesses.
Brownficlds Redevelopment charettes-U.S. Er+vironmenta!
Protection Agency, 1997-present
As part of a larger contract with the U.S. Environmental Protection
Agency (EPA), IEDC is designing charettes-hands-on,
participatory workshops-for EPA's Brownfield Showcase
Communities. The goal of the charettes is to convene key
stakeholders to~talk through concerns and educate each other on the
particular brownfield redevelopment areas and issues in their
community. At the end of this day-long process, participants create a
plan to carry out specific actions. Specific charette topics have
included finance, liability, land use and marketing. IEDC has worked
IEDC PAST PROJECTS.
Strategies (or Economic
Developmen( Organizations
with Salt Lake City and Lowell, Massachusetts on charettes {or their
communities. '
Washington, D.C. L,cunomic. Development Strategic I'lan-
N'aslcingtarr, D. C., 19'18
The Department of Housing and Community Development (D11CD)
r retained IEDC to coordinate a peer review team to benchmark tlir.
District of Columbia's current economic system and recommend
ways. to help Washington, U.C. achieve Sts strategic economic
development plan. The report examined all aspects of Washington's
economic development delivery system, including business
retentioq attraction and expansion; entrepreneurship and small
business development; economic development finance; workforce
development; downtoNm development neighborhood development;
oriel land management. Recommendations covered organization and
staffing, sh~ategy, finance, small business support, business climate,
marketing, and economic development leadership.
St. Louis Industrial Development-St. Louis, Missouri, 1998
Acting as a subcontractor, IEDC evaluated tools to facilitate
industrial development in St. Louis. Por Phase ] of the assignment,
IEDC looked at land assembly, tax increment financing, loan
securitization, and HUD Section I08 loans. For Phase It IEDC
prepared case studies on land assembly and recommended a land
assembly strategy for St. Louis.
Nicaragua lconomic Development Strateg}~ Nicaragua, 1998
IEDC participated on an expert panel evaluating I~iicaragua's
economic development strategy for large businesses. The pane],
which was coordinated by the Inter-American Development Baril<,
met directly with the Minister of the Economy and Development and
his staff.
Virginia Peninsula lconomic Development Organization
Restructuring-I rrgirria Peninsula, 1997
IEDC, acting as a subcontractor, provided assistance to the Virginia
Peninsula Mayors and Chairs, a group of leaders from the Virginia
communities of Hampton, Newport News, fork County, and
Williamsburg. IEDC prepared case sh+dies to assist in determining
an organizational approach for economic development on the
Virginia Peninsula IEDC also- evaluated Ceclrniques for
benchmadcing and regional sh~ategies that would create the most
effective organization(s).
Charlotte Economic Development Organizational Strategy
Cltm•[ottc Nw-lh Cnrolina, T997
IEDC worked with the City of Charlotte to evaluate the need for and
characteristics of a transaction-driven economic development
organization. IEDC prepared case studies, examined Charlotte's
IEDC PAST PROJECTS
Strategies for Economic
Developmen( Organizations
existing organizations and recommended options for a new
organization. The rccgnunendatioris covered the following aspect:::
mission statement, hoard selection and composition, budget, staffing,
funding, relations with existing organizations, roles of the public and
private sectors, geographic focus, and the focus of activities.
Southern Ohio Diversification Initiative-Pihelan, Ohio, 1)Jb'- a
znon
Comprehen.rine Gcnrrnn~ic Developn~enl Plcuvrinb: A team from
IEDC traveled to Waverly, Ohin three times during 19)b to assist the-
Southern Ohio~Diversification Initiative (SODI) with their Year 2
plamiing process. IEDC facilitated open plamiing meetings, which
generated ideas and project solutions fm~ local u~ansition issues.
IEDC compiled the outcomes of the meetings into a strategic
planning repair.
In 2000; IEDC again facilitated SODPS anmial strategic planning
sessions. At the strategic planning session; IEDC was asked to
review proposals submitted to SOD] reques[ing funding for
economic development projects. IEDC developed criteria by which
to analyze the proposals, analyzed the proposals; and offered
recommendations to the SODI Board regarding primary and
secondary funding priorities.
s
3. INTERNATTONAL TECHNICAL ASSISTANCE AND
STRATEGIC PLANNING PROJII,CTS
IEDC PAST PROJECTS
International Projects
International Projects
Shiheng, China Sustainable "fuWn Development Prujecl -United
Nations Industrial Development Organization (UNIDO), 2000
UNIDO-ITPO Chinni contacred IhDC to develop strategies
regarding the sustainable economic devclopmem for a rapidly
developing industrial community in Peicheng Count, Shandong
Province, P.R. China. The study involves researching bell practices
and providing key recommendations for industrial development, eco-'-
indusGial projects, worldorce development, and real eseate
development. Shiheng Tawn, located in the jurisdiction of Tai'an
and Peicheng cities, includes a mixhue of heavy and light industrial
enterprises, which include mining and exu~active businesses related
to the energy sector; building materials industry, chemical industry,
and aero-processing. Major issues to address in the study include
developing healthy living and working conditions in the town,
increasing the capacity of the region to provide jobs and skilled
workers, expanding employment oppommities for incoming
migrants while minimizing the environmental impact of cuaent and
future enterprises.
Economic Development Action Plan -Hull Citybuild
United 1Gngdann, 2006
Hull Citybuild contracted IEDC to develop a project regarding
economic and industry development initiatives in the city of Hu(I,
United kingdom. The IEDC project resulted in an action plan
detailing recommendations and best practices to implement specific
initiatives to strengthen the Hull region's competitiveness and
stimulate economic development. Specific topics addressed included
value added manufacturing and port logistics, renewable energy,
biomedical healthcare, call centers, as well as city regeneration. The
action plan focused on the optimal application of the competitive
positioning analysis conducted by [BM Business Consulting
Services' Global Location Strategies.
National Capacities to support Small [3usiness Development
Police in Latin America - LrterAmerican Development Bank;
200(
This study, conducted in collaboration with the. Later-America^
Development Bank, identifies wealatesses in the process to develop
optimum support policies for micro, small, and medium enterprises
(MSMEs) in Latin America and the Caribbean. Research and
surveys inform on the availability and quality of infomnation
regarding MSMEs and presents a cmnparative analysis of the
capacity of national. MSML institutions to support small business
development The study includes a rating of the institutions'
capacity to coordinate the MSML- sector based on the Institutional
IEDC PAST PROJECTS -
Inlernalional Projects
Capacity Index and the proposed creation of an MSME Institution
Learning system to devote resources acid luiowledge to improve.
MSME public policy and institutional support in Latin America and
the Caribbean.
Special American Internship "1'rainiug I'rugrxm (SABIT) - US
Department of Commerce, 2(1(1(1
The Special American hitemship Training Program (SABIT) is
couducletl by the US Deparuneitl of Commerce. IEDC has been
selected fo work-with this program and will hose two mid-to senior
level interns fiom the Eurasian regio^ for 3 months of hands-on
professional training in US business setting, IEDC will receive
interns from Russia and the Ukraine. This training program directly
supports Eurasian economic and civil society development by
encouraging market-based reforms, while generating valuable export
and investment opportunities for U-S. industry.
US-Russian Partnership Grant - University Research
Corporation International, Maryland, and ~ International
Ecmtomic Development Council, 2006
'I'bis partnership grant betwee^ IEDC and The Russian Economic
Developers Association (ASSET) -of the Inten~ational Center for
Social and Economic Research "Leootif Centre" establishes
cooperation in the area of international u~aining and exchange
~bcRVeen the two organizations. It broadens .the capabilities of the
Russian partner by -transferring experience; kno~e~ledge and other
latow-hoir~ from IEDC to ASSET.
IEDC invites tu~o representatives from the Leontif Center for a week
to participate in IEDC training and research, to take pact in a seminar
that focuses on best practice tools in ED, and help identify ways that
practitioners use these tools in Russia. Following the US visit; IEDC
representatives will attend a weeklong seminar i^ St- Petersburg,
Russia.
Bulgarian Ecomm~ic Development Association Consulting -
1CMA, Bulgarian Foundation Tor Loca] Government Reform
(1' LCR), 2005
IEDC took part in the business plan development for the Bulgarian
Foundation for Local Government Reform (ELGR), an L-conomic
Development Membership Organization. Part of an hiternational
City Management Association (ICMA) team, IEDC participated in
the CityLinks program. Linking over 30 municipalities i^ Bulgaria in
an economic development network, this program enables ELGR to
offer econonic development training, certification, technical
assistance, and marketing- IEDC advised FLGR on how to position
itself as a membership-based organization of municipalities in
Bulgaria.
IEDC Pgsr PROJECTS
ln(ernafional Projects
"G eating Connections fo Build New Global Markets"-
International Network for Economic Developers, Atlanta.,.
Georgia, September 13-]4, 2(1(10
The hitemational Nelworl: for.Economic Developers' (1NED) Third
htternational Summit of Development Agencies, organized by IEDC,
brought together economic developers; government officials and
small businesses from the United States, Europe, and Canada. It
focused on practical methods to assist small businesses compete in
the global market place. The program was organized for economic
development professionals to learn how to assts( small business
develop their global business capabilities.
Adjusting to Nuclear Defense Downsizing: Russian Nuclear
Cities Initiative-U.S. Department of Energy, ]999
Under a larger contract from the U.S. Department of Energy, IEDC
prepared a policy briefing on lessons learned in local U.S.
conunuoities responding to'the economic impacts of nuclear defense
downsizing and their application to the Russian context. While
IEDC found that Russia's profound legal and economic differences
made the transfer of national policy impossible, it did find evidence
of effective policy transfer at the local level This was-most effective
when Russian local economic adjustment was driven by proactive,
business-minded elected officials.
Mobilizing Community Resow-ces for Local Economic
Development in Central and Eastern Europe and the Newly
Independent StatesICMA/U.S. Agency for International
Development, 1999
IEDC worked with the International City/Cowity Management
Association to produce a final report that summarized the main
themes, findings, conclusions and recommendations developed
during the November 9-12, 1995, conference in Bucharest, Romania
on mobilizing local resources for economic development. The
conference was sponsored by U.S. AID, the Council of Ewope, the
World Bank and the Soros Foundation.
Perfarurmrce [l9orri[oring: Aclriening Excellence in Economic
Derelopnren[ ~ (puhlicatimt)-Economic Development
Administration, 1999
IEDC partnered with Deloitte ~ Touche and Greater London
Enterprise to prepare the second report in a two-part series on
benchmarking. IEDC created the report to help economic developers
understand the potential of using performance monitoring to improve
program results. This report is a companion volume to an earlier
IEDC report. Benchmarldng Practices' [o Achieve Cuslwner Driven
Economic Development. This volume looks at the uses of -
performance measurement in six program areas: (1) infrastructure;
(2) economic development finance; (3) workforce development; (4)
metropolitan and regional economic strategies; (5) neighborhood
IEDC PAST PROJECTS
International Projects
revitalization; and 6) Enterprise Zones, Empowerment Zones and
Enterprise Communities.
Uarlertr!«ndirrg Lncai Economic Develnpnrea! in Cerura! turd
Gaslern Brrrope mu(,Ure Newly ledeperuleni S[«tes (CEE/NIS)
Regina: Arr /a6vu6rclina (Publication)-U.S. Agency far
International Devclirpmeni, ])98
IEDC, acting ,as subcontractor, researched local economic
development initiatives in Central and Eastern Europe and the Newly
Independent States _lo develop a set of six brieLng papers fa
USAID, outlining the basics of doing economic development for
communities in that region: The papers included: {1) "Overview:
Local Economic Development in Central and Eastern Europe and the
New Independent States," (2) "bVhat is Local ~Gconomic
Development?" (3) "Who Does Local Economic Development?," (4)
"Economic Development Processes: Strategic Planning," (5)
"Economic Development Tools: hrfrastruchrre," and (6) "Economic
Development Tools: Business Assistance." To complete these
papers, IEDC researchers went to Poland, Hungary and Bulgaria and
met with local. officials, business associations, central government
representatives, nongovernmental organizations and other
stakeholders.
Nicaragua Economic Development Strategy-Nicaragua, 1998
IEDC participated on an expert panel evaluating Nicaragua's
economic development strategy. for large businesses. The panel,
which was coordinated by the Inter-American .Development Bank,
met directly with the Minister of the Economy and Development and
his staff.
Study Tow of Public-Private Partnerships for a South African
' Delegation-U.S. Agency Tor International Development, 1997
IEDC organized a tour of U.S. public-private partnerships for a
visiting South African delegation. The delegation came finro the
community of Harrismith, South Africa. It comprised business,
community and political representatives who were working together
to develop apublic-private partnership for economic development.
The tour, funded by the U.S. Agency of International Development
(U.S. AID) South Africa, was designed to teach the delegation how
to set up and manage a public-private partnership to achieve
economic development objectives.
Stud}~ Tour of Local Economic Development in Eastern and
Western Cermany~7erman Marshall Fund, ]997
V/ith a grant from the German Marshall Fund, IEDC organized a
study tour for IEDC staff and members. The tour was of local
economic development initiatives in L-astem and Western Germany.
The purpose of the top was to learn about local economic
development problems in Eastern Germany, share experiences and
IEDC PAST PROJECTS
International Projects
develop networks to identify areas for join) work and regular
information exchanges.
Aurericrrn SrrburG«rriin[inn: /[s' Econarric mul Soci«! Gffec[a' on
tl+e Ce«trrr/ Ciq~ (publication)-Organisation for Ecmwmic Co-
operation and Development, 19)7
This paper, conunissioned by the OECD addresses tlic process of
suburbanization as experienced in the United States. ll was written
to educate other countries about U.S. growth patterns to help them
manage their own emerging suburbauization problems. The report
documented that the American experience is atuibutablc to a range
of factors including the abundance of land in the United States,
dependence on the private automobile, an extensive freeway system
within metropolitan areas, greater suburban political and economic
independence, federal policy biased toward suburban growth, higher
crime rates in cental cities, a lack of concern for the historical
central city, a tact: of accounting of the costs of infrasnmchire, and
greater ethnic and social variance.
Local Ecmromic and l;mployment and Development Program
(LE1D)
LEED, asub-group of-the Organisation for Economic Cooperation
and Development (OECD), analyzes the dynamics of job creation
and economic development through locally based initiatives. IEDC
is a partner in the LEED network.
Unite[l .Stales Utilities ur Ecarromic Deveiopn:en[-Scottish
Enterprise Operations, 1995
IEDC produced a report that examined the role of utility companies
in economic development- The study looked at why utility
companies participate i^ economic development, and what programs
and services they provide to businesses `and the regulatory
environment in which this happens. This study also looked at
umnerous types of utility companies, such as electric, gas,
telecommunications and water companies. This study also examined
the populations these utilities serve with special attention to urban
and Waal distinctions.
4. ECONOMIC DEVELOPMEli~T i~._I.!.SEARCH AND
ANAL~~sIs
IEDC PAST PROJECTS
Economic Developmen! I
Research & Analysis "
Economic Development
Research amd Analysis
IGDC's Advisory Services and Research Deparm~ent eonsistenCly
stays abreast of major issues and new trends in economic
development. This research helps practitioners broaden their
undersrmding and enhance the effectiveness of economic
development tools and techniques. Additionally, with its expansion
into international economic development, the daparnnent is more
capable then ever of tapping into resourcessuch as case studies,
research and .networks to provide clients with timelyand useful
inforniation. ,
Economic Development «nd Snuu•t Grnmth: (publication) -
U.S. Environmental Protection Agency, August 2006
IEDC's Ecavomic Development aad Smart Growth presents eight
case studies on communities that incorporated smart growth
principles in their development projects and have experienced
economic development improvements in the form of increased tax
revenue, more jobs, higher income levels, downtown revitalization,
business growth, and other indicators of economic success. The case
studies range from the use of transit-oriented development in
Portland, Oregon, where light rail has sparked $3 billion in new
development, to commercial corridor. revitalization in Pittsburgh,
Pemisylvania where it has nearly doubled the per capita income i^
the south side of the city. IEDC's case-based research provides
direction for local government officials, economic development
professionals, and all those concerned with the future of their
communities.
Internatim+al Brorrnfre[ds Rerlevelapmenl (publication) - U.S.
Gm~ironmental Protection Agency, Tebruary 2005
IEDC's publication Galernational Brown~elds Redevelopment
describes and compares the approaches to redeveloping
contaminated land in Canada, the United Kingdom, the Netherlands
and Germany. Funded by a grant from U.S.'EPA, the publication
reviews each country's regulatory environment, planning processes,
redevelopment practices and funding sources. The focus extends
beyond contaminated property issues to encompass redevelopment
more broadly. Case studies help illustrate how different countries'
economic and legal frameworks and social goals affect the
redevelopment process.
IEDCPgsrPROdecrs
Economic Development I
Research & Analysis
TmgefedArea RedeneGgiueen/ (pnblication), U.S. Environmental
Protection Agency, 2005
This publication examines care issues and best practices in targeted
area redevelopment, which derives synergy from the improvement of
multiple properties. In targeted area redevelopment, localities, with
slate enabling legislation and through a public participation process, -
designate physically, economically and. underutili-r_ed areas for
redevelopment.
IEDC's research is based on interviews and information from
redevelopment practitioners across the country, focusing on nine
states. Our research builds ou the experiences of best practice cities
and states, with goals to make targeted area redevelopment stronger
where it is already iri place, and help cities and states adopt it in areas
where needed. IEDC reviewed the approach of states that have
successfully implemented targeted area redevelopment, identified
best practices, aad explored ways to improve redevelopment at the
' policy level.
Michigan Urban Agenda: Best Practices in Urban
' Redevelopment-Michigan Economic Development Corporation
(MEDC), 2001
IEDC assisted the Michigan Economic Development Corporation
(MEDC) with the development of an Urban Agenda for the state of
Michigan. To assist MEDC in this effort, IEDC conducted research
on best practices in urban redevelopment The firs phase included a
survey of best practices covering all aspects , of urban
redevelopment-from predevelopment to construction. After
working with MEDC to identify priority areas for further research,
IEDC conducted i^-depth case'study research of best practices in
those specific areas of interest to MEDC. IEDC examined land
assembly and acquisition, market-rate housing, and building code
revisions for rehabilitation.
Com~ertingllroronfields In Green Spnce (publication)-U.S-
Environmental Protection Agenc}~, December 2001
This publication shows that many communities are finding unique
social, economic, and environmental benefits from turning
brownfields into parks and open space-benefits such as recreation
opporninities and hansportation choices, restored natural
environments, improved community appearance and perception, and
higher surrounding property values. The report includes 25 case
studies illustrating innovative brownfield redevelopment projects in
the United States and provides information on finding sowces,
liability, and creative partnerships. The publication is intended to
assist local practitioners to develop their own strategies for creating
valuable public green spaces from brownfields.
IEDC PAST PROJEC75
Economic Developmenl I
Research & Analysis
llrnrvafreldr Iteu.te Report (publication)-XL Environmartal lnc.,
20(1] and 200(1
Under contract with the environmental insurance firm 7CL
Environmental, IEDC researched and wrote the QrownJie/ds Rearse
Repot in 2000 and 2001. The report is a hrownficlds media review.
XL Environmental staff gathered approximately 400 brownfields-
relatedarticles fi~om newspapers and jountals throughout the United
Slates. IEDC staff analyzed the articles, which discussed both
specific brownfields projects and genera( brownfields programs in
regions and states. The report outlines the trends in site size, type of
reuse, governmental involvement, public participation, remediation
methods, funding, and other topics.
SLategie.r for Reim+enturb Cities (publication)-U.S. llepartment
of Iiousiug and Urban Developmenl, 2001 `
Under a subcontract, IEDC conducted research for HUD an the
economic transformation of six cities: Denver, CO; Oakland, CA;
Boise, ID; Fargo, ND; Almon, OH; and Newark, NJ. IEDC
completed in-depth case studies on each city. HUD combined IEDC
cases with those of the prime contractor and published the report:
Strategies for Success: ReirrverNing Citiesjor the 2l" Cenhn7+.
Non-Traditional Financing Options for- Real Estate
Development-City of Hartford, Comrecticut, 2000
As a subcontractor, IEDC investigated options available to the City
of Hartford for real estate development and redevelopment. The
project focused on non-traditional funding sources for small- and
large-scale projects. In addition to identifying financing options,
IEDC developed nmltiple scenarios to show how a development deal --
could. be structured using traditional and non-traditional financing
with special attention to three cunent Hartford projects.
Additionally, IEDC explored innovative techniques such as resident-
based equity capital, historic preservation easements, transfer of
developmentsights, tenant financing, and tax-increment financing.
Revitalization through Lrterjm-isdictional Partnerships: Lessons
for Georgia Avenue-Washington, DC, DC Abenda, 2000
For DC Agenda's efforts to facilitate the revitalization of Upper
Georgia Avenue (Silver Spring, Maryland and Washington, DC),
IEDC conducted research and prepared in-depth case studies on
successfid multi-jurisdictional revitalization efforts. IEDC. prepared
four case shidies on imrova[ive interjurisdictional cooperation
including: a special improvement district that includes both
Philadelphia and Lower Merlon Township; a nonprofit organization
that coordinates the revitalization activities of a tluee-county, 13-
community conidor in fire Detroit region; a joint planning and
revitalization process between the City of Oakland and a wealthy
suburban neighbor; and amulti-jurisdictional special improvement
district in San Diego.
IcDC PAST PROJECTS
Economic Development I
Research & Analysis
lconomic Development Survey-Commonwealth of Puerto Rico,
2000
IEDC conducted a comprehensive suvey of the economic
development framework in the Conuuouwealth of Puerto Rico.
ILDC found Puerto Rico's informal political structures and
movement toward non-labor intensive iudushies, geographic
location, connection to U.S. governing systems, bilingual and bi-
cultural society important aspects of economic development as
Puerto Rican officials look toward the potential of globalization.
f(ea[ E.r[ute Redevelopruenl aarl Reuse: An Ec•nunmic Deve[opnreul
Prnc1[tioner''s Guide (publication)-Uconomic llevelopment
Administration, 2000
The book serves as a reference-and how-to manual for economic
development professionals looking to redevelop property and areas.
It covers topics such as building reuse options, land assembly, public
participation, parking, financial analysis, economic impact,
environmental issues, developer requests for proposals, and
developer approvals and agreements. The publication discusses
.various private, federal, state and' local sources of funding and the
strengths and weaknesses of each. The book also summarizes the
characteristics of building reuse ttuough a survey of 57 projects
across the country.
Ecoeonz[c Deve[opnrent Performrnrce Aleasurenierzt: Kei: Frrcta•s
hzfluencuzo Ena[uation Me[hods anrl Measurenreut I;esu[ts
(publication)-U.S. Department of Snerey~, 2000
This white paper evaluates definitions and procedures for the
performance measures that.are frequently used to evaluate federal
economic development investments. Titis report takes a critical look
at the indicators used by federal agencies-specifically, jobs created
and costs-per-job. Additionally, the report ]oolcs at definitions of
jobs, the methods used to calculate cost per job, and factors that
influence job creation and cost figures. The report concludes.with a
set of recommendations for imprdving the use of these indicators in
evaluating economic development efforts.
flrnrrnfic[r[s Redene[opnreul_ Pezja'nuurce Evalurr[[ar;
(publication)-U.S. >nvironmental Protection Agenc}~, October
II99
This report provides research to determine benchmarks discrete.
measurable indicators that can be evaluated and applied to a wide
variety of brownfield redevelopment projects. The benchmarks focus
~on economic development benefits-primarily jobs created and
leveraged private sector fw~ding. This research provides iitsieht on
how 107 brownfield deals.around the country were struchzred and
~fnanced. ]t provides practitioners with a better understanding of the
dynamics of real estate deals invoh~ing contamination. Most
IEDC PAST PROJECTS
Economic Development
Research &.Analysis
importantly, this report fills an important gap in brownfields shidi es,
which has heen criticized for the lack of empirical research.
Best Practices in Business-Driven State World'orce Development
Programs-Texas Workforce Commission, ]999
Asa subcontractor, IEDC prepared a report documenting case
studies in best practices of business-driven state workforce
development programs. The report cited programs in California,
Massachusetts; .Michigan, North Catalina and Wisconsin. The
purpose of the report is to demonstrate successful ~a~ays state
workforce development programs marker their services to
businesses.
Per%orurrmce Monitoring: Achienieg Ezc•ellence i^ Econonuc
Development (publication)-Economic Development
Administration, 1999
IEDC partnered with Deloitte ~ Touche and Greater Londo^
Enterprise to prepare the second report in a two-part series on
benchmarking. IEDC created the report to help economic developers
understand the potential of using performance monitoring to improve
program results. This report is a companion volume to an earlier
IEDC report, Benclvnarking Practices to Achieve Customer Driven
Economic Development. This volume looks at the uses of
performance measurement in six. program areas: (l) infrastructure;
(2) economic development finance; (3) workforce development; (4)
metropolitan and regional economic strategies; (5) neighborhood
revitalization; and'6) Enterprise Zones, Empowerment Zones and
Enterprise Communities.
Mobilizing Community Resources for Local Economic
Development in Central and Eastern L<urope and the Newly
Independent States-ICMA/Agency for International
Development, 1999
IEDC vrorked with the International City/County Management
Association to produce a final report [hat summarized the main
themes, findings, conclusions and recommendations developed
during the November 9-12, 1998 conference in Bucharest, Romania
on mobilizing local resources for economic development. The
conference was sponsored by U.S. AID, the Council of Europe, the
Wald Bank and the Soros Foundation.
Undens[andb+g Local Economic 'Development in Cerrnal ant!
Eastern En rope and [de Nerolp Lidepenrlent Slates (CEE/ArJSJ
Region: An L+noducliorr (publication)-U.S. Agcnc~~ fm'
International Development, 1998
IEDC, acting as subcontractor, researched local economic
development initiatives in Central and Eastern E-urope and the Newly
Independent States to develop a set of six briefing papers for
USAID, outlining the basics pf doing economic development for
IEDC PAST PROJECTS
Economic Development
Research & Analysis
communities in that region. Tlie papers included: (I) "Overview:
Local Economic Development in Central and Eastern Europe and the
New Independent States," (2) "What is Local Economic
Development?" (3) "Who Does Local Economic Development?," (4) .
"Economic Development I'irocesses: Strategic Planning," (5) .
"Economic Development Tools: Infrastructure," and (6) "Economic
Development Tools: Business Assistance." "1'o complete these
papers, IEDC researchers went to Poland, Hungary and Bulgaria and
mgr with local officials, business associations, central government
representatives, nongovernmental organizations and other
stakeholders.
Changing Management Practices in Economic Development
Lrcentive Programs-Cleveland State Universit}~, 1`197-1998
O^ subcontrace, IEDC undertook e l2-state shrdy to determine
whether changing incentive-management practices emerging in
economic development were malting local governments more
accountable [o the public. This v,+as part of a larger study evaluating
the state of Ohio's ensemble of economic development programs.
The study looked at the increasing use of performance-based
incentives in economic development programs. The study
determined how these methods were chancing the management of
economic development. ,
American SuburbaaiE«tion: Its Ecar«inic and Soci«! Effects on
Ore Cenn~«1 Citp (publication)-Organisation for >;conomic Co-
operation and Development, 1997
For the Organisation for Economic Co-operation and Development
(OECD), IEDC produced a publication providing an overview of the
suburbanization process in the United States. The report seeks to
explain the unique American experience of suburbanization and how
its progression. has had widespread consequences on the economic
health of the central city. The report includes sections on historical
reasons for the flight of businesses and people from the im~er city,
social and economic impacts of suburbanization, and government
responses that could alleviate the negative impacts.
Irfcentives: A Guirle to «n Effective and Equitable Polict+
(publication)-Economic Development Administration, 1996
IEDC published a report summarizing and comparing current
practices in business attraction. The publication's case studies and
examples were chosen as guides for economic development
practitioners to use when developing their own recruiting and
retention policies. The work discusses types of incentives, their
efficiency in achieving community goals, ~ and ways to Iinl:
performance with the value of the incentives.
IEDC PAST PROJECTS
Economic Development
Research & Analysis
' . llenclrnurrkiu~ Prac[ices In Aclriene Customer Drrnen Ecnnanuc
Denelnpnrent (publication)-L,conomic Development
Adminishatiou,1J96
IEDC and PI-Ili PanRis Consulting published Chc first oCa ttiro-
volume set on benchmarking in I>9G. The document ~irescnts best
practices in evaluating standard economic development initiatives:
industry attraction and retention, technology transfer prograo~s,
business incubators and research parks, dotimrown development and
capon assistance programs.