REGIONAL ECONOMIC DEVELOPMENT FORUMS

Transcription

1 REGIONAL ECONOMIC DEVELOPMENT FORUMS Discussion Summary Southern Oregon Region Medford, Oregon Input from economic development organizations, local government, business groups, employers and education leaders on ways to support and strengthen the regional economy. SEPTEMBER 2014 A project of: Business Oregon, The Oregon Business Plan, and Regional Solutions Centers Report prepared by: The Center for Public Service, Portland State University

2 Regional Economic Development Forums Input Summary Southern Oregon Region Medford, July 17, 2014 On July 17, 2014, approximately 74 economic development, government, business, and education leaders gathered in Medford to discuss regional economic opportunities and the programs and policies needed to grow and strengthen the region s business and industry base. This write-up highlights the perceptions of and ideas from participants; they may or may not reflect how current programs operate. KEY OPPORTUNITIES FOR BUSINESS AND ECONOMIC GROWTH The first part of the forum identified key business development opportunities over the next five years that would strengthen and diversify the economy. This discussion described a vision of what would be different in 2020, and where job growth was likely to occur. This discussion centered on three areas described below: Business Sectors There appeared to be relative agreement about the areas that are most likely to see growth opportunities in the next five years. These opportunities included growth in:! Agriculture production and value added processing/craft markets, especially tied to WISE water effort (water for irrigation, streams and the economy).! Tourism, agri-tourism and the recreational economy! Small and medium sized manufacturers.! E-commerce, software and green businesses and a growing intersection between new technology development and regional markets (e.g., technology to support small scale agricultural production).! Allied health training. Strategic Markets In addition to sector opportunities, the group pointed out several key markets that offer potential expansion opportunities:! Expanding international markets in Asia. Asian markets were noted as strong potential for food and wine exports, along with direct foreign investment.! Capturing more economic opportunities with California. The connection to the region south was perceived as not be supported at the same level as opportunities with Washington. Supporting Resources Participants also described a unique environment in the Rogue Valley that made them optimistic about the future. These comments included:! A growing ecosystem of capital, business services and mentoring that support new opportunities in an array of traded sectors.! A community spirit and can do attitude that leads to high levels of collaboration and coordination.! Higher educational resources that are engaged with business and share a commitment to place graduates locally.

3 SMALL GROUP DISCUSSIONS Participants chose one of six groups to further explore economic development opportunities in the Rogue Valley. Groups included three business development groups: one focused on natural resource based industries, one on other traded sector industries, and one on tourism and recreational economy; infrastructure; innovation & entrepreneurship; and talent. Each group was asked to discuss four questions: 1. In 2020, what specific outcome would you like to see related to your topic what would be measurable different? 2. What programs, partnerships or policies are working to help achieve these outcomes? 3. What s missing or what do we need to do differently? 4. Of all the things discussed, what 3-4 things must we get right or do first in order for other efforts to be effective? Business Development: Resource-Based Industries The group focused on expanding the natural resource based companies primarily in the area of value-added agriculture and some discussion of forest and wood products. With a growing company and job base in food processing and niche agriculture markets, the group set their five-year outcomes to include:! Enhanced infrastructure to existing food processors of all sizes.! Expanded production of natural and organic products; specifically: - More growers to support large processors (like Amy s) within the region, - Link with other regions to support supply over a longer time and - The Extension Service to better understand and support niche agricultural markets.! Assurance of a sustainable volume of water; predictability of supply - Implement WISE and - Implement education and incentives for efficient use of water.! A strong marketing strategy to promote the region. Participants recognized that the Rogue Valley had some key assets and existing programs to help grow natural resources industries that included:! The resources to grow food and fiber available farmlands, forests, etc.! A strong entrepreneurial spirit that seeks new markets and products.! Community funding for companies: credit unions, SOREDI, etc., that assist newer and growing companies find the financing to help reach their potential.! A revolving loan fund with strong outcomes. There was an overall perception by the group that many of the pieces have been put into place, and that the ability to seize opportunities were more about the capacity and coordination of programs and organizations to take efforts to a sustainable scale. The key missing assets were identified as:! A mature marketing arm that has good data on the region s companies and assets; a targeted marketing plan for specific sectors and geographic markets and strong coordination with state marketing efforts.! A distribution network that can adapt to the changing markets.! A stable water supply; water policies that recognize the costs and benefits of different users, along with tax incentives and assistance for water conservation.! Greater collaboration among the agricultural community for production, marketing and protection of agricultural lands.! Adequate supply of capital for loan funds, especially micro-lending and revolving loans funds where demand exceeds supply.! Water conservation and predictable supply. (Fully implement and support the WISE program.)! Additional capital for existing finance programs that are working well.

4 ! Marketing the region s value-added products and businesses. Business Development: Traded Sector Industries A second industry group focused on the ability to grow other traded sector industries including advanced manufacturing, software and high technology, e-commerce businesses and others. The business leadership in this group identified the following as five-year outcomes:! The job growth rate of traded sector companies will be twice that of the region in general (e.g., 10% for traded sectors versus 5% for the region overall).! Infrastructure costs and capacity will be in line with national averages.! Companies will grow revenues by expanding national and international markets.! There will be a larger pool of management and technical talent. The group noted a significant number of programs and assets in the region to grow traded sector firms. It was noted that the approach to economic development was as important as the specific programs with regards to achieving economic goals. Therefore, the group noted strengths as:! Strong business groups and collaboration among organizations, with a strong regional economic development organization that is well respected.! A can do attitude and the ability to meet goals when there is a consensus on the need.! A fairly well integrated transportation system for a region this size with interstate, rail and airport (could always use more flights).! The ability and track record to diversify: having a mix of companies manufacturing, tech and resourcebased industries alongside tourism and recreation.! A quality of life and relatively affordable costs of living that attracts talent, especially from California.! E-Commerce companies and the related infrastructure that complements and augments other market channels.! The presence of higher education and their engagement in the community Southern Oregon University (OUS), Oregon Institute of Technology (OIT) and Rogue Valley Community College (RVCC). There were, however, challenges and barriers to growing traded sector businesses. These included:! A lack of competitive wages, which makes recruitment difficult and housing less affordable.! Operating capital, especially for younger companies and software/tech based companies.! Broadband enhancements (speed and build-out) that keep up with the types of growing industries such as e- commerce and IT/software and their use of telecom.! System development charges that are manageable and phased so small- and medium-sized companies can more readily expand. The ability to finance charges so costs can be spread out over time.! An effective and focused recruitment strategy for talent, investment and companies that is targeting the niche markets of the Rogue Valley.! Seamless coordination of regulations between city, county and state; being able to streamline by assessing and comparing regulations across jurisdictions, then working to get them more consistent and connected.! Improving rail service to the south and transportation east to west, recognizing that connections to California are as important to counties on the southern border as connections to the Willamette Valley.! A continued focused on growing and diversifying industry base.! The ability to attract and retain technical and management talent by offering competitive wages for experienced and entry level jobs and enhancing business connections to OIT and SOU for young talent.! Having a mature and targeted marketing and recruitment plan that builds on regional assets and comparative advantages-! Seamless regulatory environment among local jurisdictions with supporting state regulations. Business Development: Recreational Economy & Tourism The third business group at the Southern Oregon economic forum targeted the needs of businesses and communities in support of the recreational economy and related tourism industry.

5 To have a vibrant recreational and tourism economy, the group targeted a set of five-year outcomes that included:! Doubling the travel/visitor stays and/or doubling the length of stays.! Expanding the shoulder season by 20-50%.! Enhancing the infrastructure at visitor attractions (scenic areas, natural recreational areas)! A sports complex that is fully planned with identified investment.! A marketing strategy and program to help turn visitors into residents. In recognition of what is working in the region, the group identified:! The abundance of natural assets and recreational opportunities.! Signature events throughout the region that have a history of filling rooms. - Examples: Grants Pass Boat Nik, Back to 50s and Art Along the Road; sports tournaments in Medford; and music in Jacksonville! Extended events and attractions such as Shakespeare Festival in Ashland.! Collaboration among tourism organizations. The group also identified gaps in assets and programs that if available, would help to grow and support tourism. These included:! An Oregon Welcome Center on I-5 and 199.! Affordable and frequent air service into Medford.! Marketing and economic data to communicate the impacts of tourism to local residents and leadership.! The ability to have vacation rentals, which was noted as currently prohibited by county regulation. Much of the conversation was based around the fact that tourism should be a part of other economic and regulatory efforts. That there are many ways to kill two birds with one stone with regards to including tourism so that multiple stakeholders can benefit. Three specific recommendations were made:! Tourism that is more integrated as part of economic development strategies at the state level.! Having tourism engaged in conversations with regulatory agencies (forestry, fish and wildlife, etc.). It was noted that regulations can impact tourism differently than natural resource industries or value-added manufacturers and food processors.! Grants for community investments in infrastructure and quality of life enhancements; better coordination with other business infrastructure improvements.! Having a region-wide strategy to double the number of visitor stays/nights.! Having a Welcome Center on I-5 and 199.! Clear communication and enhanced coordination with state regulatory agencies that impact tourism (Forestry, agriculture, fish and wildlife, etc.) to increase consideration of the impact of decisions on local tourism.! Coordinated infrastructure funding that enhances tourism infrastructure alongside other business development projects. Innovation and Entrepreneurship Southern Oregon continues to diversify its economic base by supporting emerging industries and helping entrepreneurs develop new products and launch new businesses. This group discussed issues critical to supporting the innovation and entrepreneurial climate in the region. To continue and accelerate this trend, the group focused on the following five-year outcomes:! Having capital is available for the full lifecycle/multiple levels of business development.! Debt and equity capital sources that are better coordinated and provide more seamless capital options for entrepreneurs and businesses.! Sustained mentoring programs that help startup and growth stages.! Improved pipeline and connection between the business community and higher education (SOU, OIT and Rogue Valley Community College).

6 To reach these outcomes, the group noted the programs or policies in the region and state that were working in their favor. These included:! State support of angel capital through Oregon Growth Fund and the Oregon Community Foundation.! A growing angel community that has grown the number of accredited investors.! Overall community and business support for entrepreneurs, resulting in an active entrepreneurial climate.! Banks that are utilizing SBA and other programs to help provide operating and startup capital; a revolving loan fund that is working to augment other sources of financing. Existing resources were not enough to achieve the group s five-year goals. The group identified specific elements that were missing or needed modification. These included:! A comprehensive matrix of capital sources and criteria to assist both entrepreneurs and financial institutions/investors in connecting businesses to the right mix of financial assistance.! More success stories: a sustained deal flow of good local startups with high growth potential to support the interest of angel investors. This requires pre-capital mentoring and assistance that is different than SBDCs.! Continued mentoring and support for winners of Angel conferences; mentors are available but lack a central resource to coordinate and connect advisors to companies.! Legislation that allows for interstate crowd funding and/or other policies that can help companies raise small amounts of capital (<$250,000).! A coordinated approach within schools to provide student entrepreneurship experience; funding and operation plans to sustain accelerators; updated business planning curriculum; the inclusion of intellectual property.! SBIR/STTR workshops and grant support in the region, not just in Portland or the Willamette Valley.! More fully funded revolving loan fund and micro-financing programs for traditional small businesses.! Having superb coordination of mentoring services and capital resources alongside cohesive marketing of resources to attract new entrepreneurs and investors. (Investment in inventorying resources and having a coordinated approach among providers to share information, leads, etc.)! Nurturing more success stories, and mentoring adequate deal flow that can sustain ongoing investments in new businesses. (Investment in capacity building to support the programs that are showing success.)! A collaborative effort among schools (high school and higher education) to support a strong culture of entrepreneurship and coordinate resources with curriculum. Talent The group discussing talent focused primarily on emerging workforce issues, with some conversation on training existing workers and attracting key talent to the region. The five-year outcome for this group focused on setting the stage for a long-term talent and workforce strategy, recognizing the importance of getting youth interested in careers earlier in their education process. To this end, the five-year milestones included:! A seamless career-technical/apprenticeship education effort, aligned with incumbent worker training, resulting in a $30-40MM payroll increase for the Rogue Valley.! 5,000-7,000 students involved in a high school career learning experience and a greater emphasis on youth work programs.! Businesses more actively involved in the above programs, resulting in - High school graduation rate increase to 80% and - Average wage increase from $35,000 to $42,000. To support these goals, participants recognized the existing and changing resources available to them.! The presence of an array of higher education institutions (SOU, OIT and Rogue Valley CC) that provide a breadth of degrees and continuing education programs.! Local workforce system reform and redesign resulting in modification to programs that will allow for the training of more existing and new workers.! An active entrepreneur base (although missing a pool of talent for sustained growth of companies).! Dual enrollment programs that help high school students graduate with a credential and get a jump-start on a college education.

7 The group also identified gaps in resources and suggested specific additions and modifications to help address the region s talent issues. These included:! A one-stop for businesses that makes it easier for companies to engage with education and workforce providers and access programs; better coordination among education and workforce providers prior to engaging businesses.! More cohesive marketing of education and training resources so businesses and residents have a more complete picture of what is available in the region.! A sector-based placement data system that can provide key information that match likely job opportunities of employers with the region s graduate. (Modeled after what nursing programs in the Portland area did to place graduates.)! Increased funding for incumbent worker and flexible on-the-job training funds.! A strategy to attract management and technical talent (and trailing spouses) that supports the growth of both existing and emerging industries.! More robust STEM programs that have adequate funding and are directly tied to regional industries, including STEM based internship and cooperative programs and assistance to help small- and medium-sized companies set up and participate in work experience programs for youth.! Restore a robust career-technical education and apprenticeship program that includes incumbent (existing) workers and emerging workers; align CTE efforts with regional industries, especially those emerging industries that are growing in the region (value added agriculture/craft foods, E-commerce, advanced manufacturing).! Competitive wages that can attract and retain workers.! A coordinated one-stop entry point for businesses to engage in and access education and workforce development programs. Infrastructure The infrastructure group noted the need for a more comprehensive approach to infrastructure ranging from greater flexibility in utilizing lands for appropriate and changing economic opportunities, to having a more regional approach to prioritizing infrastructure planning and projects. While infrastructure was noted as a long-term effort, the group identified a set of issues for which measurable progress needed to be made over the next five years. These included:! The sustainable management of water supply.! A public investment and policy plan that assesses infrastructure needs across the region, and provides a way to prioritize investments based on need and economic impact.! Availability of housing that fits all levels of income.! Utility systems in compliance to allow for and expand utility service to land.! Adequate land supply for industrial, commercial and residential use with the ability to make interim adjustments to supply levels as needed.! Regulations that are aligned with future needs, like those for broadband. The group noted that a set of programs and partnerships that were working in the region, which included:! Access to infrastructure financing; regional and state programs available for an array of projects.! Public and private partnerships to resolve key challenges.! Available assistance to navigate through requirements and processes; most noted was the Infrastructure Finance Authority (IFA) within Business Oregon. The group identified a set of issues missing or inhibiting the ability to adequate plan, develop and maintain infrastructure. These included:! Patient capital for all infrastructure types.! Stability of water supply and full implementation and funding of WISE.! Housing that can support all wage levels in the region, and recognition by community and business leaders that lower wage levels have unintended consequences.

8 ! Continued improvements to streamline the land use permit and regulatory processes from concept to shovel.! Water supply and management; fully support and implement WISE.! A public investment and policy plan that prioritizes projects region-wide.! A balanced land supply for commercial, industrial and residential use.! Build on what is working to enhanced assistance for navigating building requirements and the permit/regulatory processes. THE VALUE- ADDED ROLE OF STATE PARTNERS The final part of the group discussion centered on the value-added role of state partners.! How can the Oregon Business help advocate for policies that are critical to the Rogue Valley?! How can Business Oregon focus its energy and resources more effectively?! Where can Regional Solutions Centers play a key role? Overall, there is a strong sense of collaboration among Rogue Valley partners. Participants noted that over the past decade they have worked hard to put many economic and business development pieces in place. The next five to ten years is about connecting those efforts, leveraging additional resources and finding a way to be more responsive to opportunities. This theme of connection and leveraged resources carried over into how attendees wanted to see state partners engaged. Specific responses from the group included: Oregon Business Plan and statewide business organizations! Being an advocate for water policies (supply, storage and allocation) at the state and regional level.! Getting larger companies to be more engaged in regions where they have operations. Business Oregon! Enhancing resources and coordinating efforts to market unique features of each region.! Actively recruiting businesses and talent in markets and industries aligned with regional priorities.! Strengthening operating and growth capital for younger/growing businesses.! Supporting organizations beyond SBDC that provide mentoring for startups. Regional Solutions Centers! Developing an engagement process that brings together regulatory agencies with the different industries impacted by regulations (natural resource, traded sectors and tourism) so the economic impact of all industries is considered and tradeoffs are jointly discussed.! Working on regulatory streamlining, not by individual regulation or community, but more region-wide and systematic.! Helping to develop a region-wide public investment plan for infrastructure.