Strategic Plan. March Mission

Transcription

1 Strategic Plan March 2010 Mission Oneida County Economic Development Corporation promotes and stimulates the orderly growth of stable businesses which will provide year-round employment throughout Oneida County while maintaining a high quality of life with a livable wage. i

2 Oneida County Economic Development Corporation Strategic Plan Contents Workshop Participants Page I. Introduction Background on OCEDC Planning 1 Purpose of Strategic Planning 2 Strategic Planning Agendas 3 II. Results of the Strategic Planning Sessions Vision of Success Primary Statements 5 Strategies and Action Toward Implementation 6 III. Recommendations 8 IV. Appendices A. Planning to Plan Minutes & Information of the Long-Range Planning Committee 10 B. Background Beverly Long, Committee Chair 17 C. Background James Kumbera, Executive Director 34 D. Background Cindy Kelling, Administrative Assistant 37 E. Background Beverly Long, Three Lakes Tag 40 F. Information/Worksheets to Participants 41 G. Session 1 Minutes & Supplemental Notes 49 H. Session 2 Minutes & Supplemental Notes 59 I. Session 3 Minutes & Supplemental Notes 67 J. Strategy Development Small Group Results 70 K. Action Plans 73 ii

3 Workshop Participants Oneida County Economic Development Corporation Strategic Plan Contents William Bell Sue Bessert Pat Brainard Libby Burmaster Virgil Davis Mel Davidson Bill Erickson Mark Eversman Joe Fahrenbach Richard Goldsmith Guy Hansen Diane Geis Hapka Kaye Jaeger Cindy Kelling Mike Knoche Bill Korrer Jim Kumbera Dan Kuzlik Bev Long Teri Phalin Tom Rudolph Al Ruetten John Young, President, Ex-Officio, Ex-Officio, Ex-Officio, Past President, Ex-Officio, Ex-Officio OCEDC, Administrative Assistant, President-Elect OCEDC, Executive Director, Ex-Officio Rhinelander School District Facilitator: Corky McReynolds iii

4 I. Introduction Background on OCEDC Planning The Oneida County Economic Development Corporation (OCEDC) held two strategic planning sessions in Two sessions were completed, but the process was introduced during the transition of both staff positions. The planning sessions provided important vision statements, but did not provide pathways for implementation. The Long-Range Planning Committee determined that there was a need for several processes to be put into place for the future success of the Oneida County Economic Development Corporation. The Long-Range Planning Committee held several pre-planning meetings to discuss the process to be used to engage current board members and obtain important board input on the views held regarding to the Oneida County Economic Development Corporation. Dr. Corky McReynolds, University of Wisconsin-Stevens Point was contacted to serve as strategic planning consultant. The board held two initial planning sessions on October 5 and October 12, 2009 to determine the key issues to focus on for the future success of the Oneida County Economic Development Corporation and to set the criteria for the success of the new process. A third session was held on November 4, The strategic planning process began in June 2009 and continues with this report from the October 5, October 12, and November 4, 2009 Strategic Planning sessions. 1

5 Purpose of Strategic Planning The purpose of strategic planning is to set direction and action toward that direction. The Oneida County Economic Development Corporation is a non-profit organization with the mission of promoting and stimulating the orderly growth of stable businesses which will provide year-round employment throughout Oneida County while maintaining a high quality of life with a livable wage. During phases of change, a progressive organization recognizes a need to look at itself and determine its desired future. Organizations which pause to reflect on their direction are those more capable to meet new challenges and opportunities. The purpose of a strategic planning process for the Oneida County Economic Development Corporation is to reflect on the possibilities, determine a course, create direction and carry out its mission. Most strategic planning processes create too many ideas, but the results quickly become overwhelming and can actually reduce the effectiveness of the organization. The parameter for this process is to not only create, but also to carefully critique and eventually select prioritized strategies from a larger list of desired possibilities. As a maturing organization, the Oneida County Economic Development Corporation has an incredible opportunity to create a strategic direction that will guide its framework and service to all residents of Oneida County. Strategic plans and their implementation should remain dynamic processes with action products all designed to move an organization forward, rather than be viewed as static products. Strategic plans are also created in the context of existing culture and organizational energy. Some strategic plans result in vast innovation and recommendation changes, while others result in internal capacity building. Often strategic plans are a combination of big ideas and capacity building strategies. As the organization builds its culture toward strategic thinking and acting and continues to review, revise and renew its plan, then the process becomes an important part of its culture. The Oneida County Economic Development Corporation can build its culture toward a strategic thinking and acting organization. 2

6 Oneida County Economic Development Corporation Strategic Planning A G E N D A Monday, October 5, 2009 Welcome/Orientation Welcome - Bill Bell Orientation and Introductions - Bev Long Critical Steps to a Planning Process - Corky McReynolds Planning Background OCEDC Bev Long OCEDC Jim Kumbera Three Lakes Bev Long Rhinelander William Bell Townships William Bell Board Survey Feedback Bev Long It s a Different World - Small Group Discussions Local Residents and Communities Economy and Local Business Climate Technology and Infrastructure Political and Regulatory Environment 1:00 1:15 p.m. 1:15 2:30 p.m. 2:30 5:00 p.m. Affiliations, Partnerships & Other Providers of Economic Development All Small Group Reporting Monday, October 12, 2009 Welcome/Orientation Planning Background Diane Geis Hapka Update on Board Survey Feedback Bev Long Review of Session 1 Corky Mc Reynolds Vision of Success Setting Desired Images of the Future Weighted Ranking/Rewriting of Top Priorities 1:00 1:15 p.m. 1:15 4:00 p.m. 4:00 5:30 p.m. 3

7 Wednesday, November 4, 2009 Review of Strategic Plan Development to Date Develop Key Strategies to One of the Vision Statements OCEDC Next Steps 2:30 2:45 p.m. 2:45 4:00 p.m. 4:00 4:45 p.m. 4

8 II. Results of the Strategic Planning Sessions Vision of Success Primary Statements The primary vision of success statements were developed discussed and prioritized from an original list totaling 59 ideas. The complete list is located in Appendix E. The group used Adopted Nominal Group Techniques (ANGT) to determine the best answers to the key question. Results from the ANGT method were combined into the top five vision of success statements. By the year 2015: 1.0 The sustainable community business park will be providing full business services for our region. 2.0 The Oneida County Economic Development Corporation will be a one-stop-shop that provides comprehensive, centralized resources to advance business start-up, retention, expansion and recruitment. 3.0 The Oneida County Economic Development Corporation will increase the percentage of operating funding received from private and self-generated sources. 4.0 The Oneida County Economic Development Corporation strategic plan will be based on sustainable, wise use of natural resources, including our lands, waters and forests. 5.0 The Oneida County Economic Development Corporation will be proactively engaged with all businesses throughout Oneida County to assist with business expansion and retention. 5

9 Strategies and Action toward Implementation The results of session three provides a framework for a vision of success. The session included four small group discussions to develop strategies for 1.0 The sustainable community business park will be providing full business services for our region ; 2.0 The Oneida County Economic Development Corporation will be a one-stop-shop that provides comprehensive, centralized resources to advance business start-up, retention, expansion and recruitment ;3.0 The Oneida County Economic Development Corporation will increase the percentage of operating funding received from private and self-generated sources ; 5.0 The Oneida County Economic Development Corporation will be proactively engaged with all businesses throughout Oneida County to assist with business expansion and retention. 1.0 The sustainable community business park will be providing full business services for our region. Strategy 1.1 Critically review the EcoPark plan s components and feasibility, and then reach a consensus toward its direction. Business Park Committee Mel Davidson Timeframe: November 2010 Strategy 1.2 Develop an implementation plan toward the phases. 2.0 The Oneida County Economic Development Corporation will be a one-stop-shop that provides comprehensive, centralized resources to advance business start-up, retention, expansion and recruitment. Strategy 2.1 Strategy 2.2 Strategy 2.3 Strategy 2.4 Assess the current strengths and weaknesses. OCEDC Board Kaye Jaeger Bill Erickson Simpfly and redesign the OCEDC Website. Cindy Kelling Small Business (ABX?) Nicolet College Increase awareness of OCEDC locally and statewide. Succession Planning for OCEDC Director. Bill Bell 6

10 3.0 The Oneida County Economic Development Corporation will increase the percentage of operating funding received from private and self-generated sources. Strategy 3.1 Evaluate the current method of fundraising. Finance Committee Strategy 2.2 Involve the OCEDC in Fundraising activities. OCEDC Board of Director. 4.0 The Oneida County Economic Development Corporation strategic plan will be based on sustainable, wise use of natural resources, including our lands, waters and forests. Strategy 4.1 Promote watershed protection (quality and quantity), including ground water, wetlands and surface water Vision 4.0 Committee Strategy 4.2 Facilitate adding value to natural resource products locally. i.e. pelletizing, paper-making, sawmills Vision 4.0 Committee Strategy 4.3 Seek companies with low environmental impact for the Oneida County Business Park Foth, Oneida County, OCEDC Director & Business Park Committee Strategy 4.4 Maintain/promote productive forests Oneida County Strategy 4.5 Promote energy efficiency in all aspects. i.e. biomass production/use Foth, Oneida County, OCEDC Director & Business Park Committee Strategy 4.6 Support mining in an environmentally acceptable manner 5.0 The Oneida County Economic Development Corporation will be proactively engaged with all businesses throughout Oneida County to assist with business expansion and retention. 7

11 Strategy 5.1 Strategy 5.2 Establish and maintain a database of businesses in Oneida County. Chambers Jim Kumbera Categorize and prioritize database and make personal contacts. Jim Kumbera Strategy 5.3 Needs Assessment. Jim Kumbera Cindy Kelling 8