|
important role for elected officials is to
<br />help bring people to consensus and
<br />agreement on a common purpose that
<br />provides clear direction for local eco-
<br />nomic development efforts.
<br />4. Your community's strategy to attain
<br />its goals. Once the economic develop-
<br />ment vision and goals are defined, it is
<br />important that they guide and determine
<br />your city's economic development
<br />activities.There are many local activities
<br />that can be used to accomplish your
<br />city's long-term economic development
<br />vision.The types of economic develop-
<br />ment policies and tools pursued by
<br />your community will depend on those
<br />permitted by your state, as well as
<br />how your local government perceives
<br />its role in stimulating private sector
<br />economic activities.
<br />Elected officials should also work
<br />with their staff to determine a set of
<br />expected outcomes, the necessary level
<br />of resources (staff and budget) needed
<br />to achieve these outcomes, and perfor-
<br />mance metrics to evaluate and measure
<br />them. In the context of short-term
<br />political cycles, it may be tempting to
<br />stray from the strategy and only con-
<br />sider economic development in terms
<br />of traditional, more tangible successes,
<br />such as attracting a new, large employer.
<br />For this reason, it is important that
<br />elected officials and. staff agree upon, are
<br />committed to, and accurately measure
<br />even incremental economic achieve-
<br />ments.This will allow political leaders
<br />to demonstrate success and champion
<br />all the various ways the community
<br />supports economic activity.
<br />5. Connections between economic
<br />development and other city policies.
<br />When crafting economic development
<br />policies, it is essential to consider how
<br />other city policies support or discourage
<br />your economic development goals.The
<br />scope of economic development, and
<br />the interests and needs of the business
<br />community extend well beyond market
<br />access and transportation networks. For
<br />example, social and professional networks,
<br />education institutions, quality-of--life
<br />amenities, and housing are all important
<br />to your community's economic profile.
<br />Additionally, there is an increased rec-
<br />ognition that improvements in social
<br />and economic equity and the natural
<br />environment are critically important to
<br />long-term economic success.
<br />6. Your regulatory environment. A
<br />community's regulatory environment
<br />directly impacts the ease of doing busi-
<br />ness in a city. For businesses, time is
<br />money, and regulatory process should
<br />allow for timely, transparent, and reliable
<br />resolution of issues. If your city's regula-
<br />tory policies are riddled with delays,
<br />confusing and redundant steps, and
<br />multiple approval processes, a prospec-
<br />tive business may very well choose to
<br />locate or expand. in another community.
<br />To improve your city's regulatory
<br />process, gather input from your business
<br />community about their frustrations and
<br />experiences.Working with your local
<br />chamber of commerce or other local
<br />business organizations may be helpful in
<br />this process. It is also important to be
<br />mindful not to throw the good out with
<br />the bad. Not all development is good
<br />development, and it is important that
<br />your regulatory processes reflect your
<br />long-term economic development vision
<br />to safeguard against detrimental projects.
<br />7. Your local economic development
<br />stakeholders and partners. A group of
<br />diverse stakeholders within and outside
<br />local government contribute to economic
<br />development.These include both large
<br />and small businesses, economic devel-
<br />opment organizations, education insti-
<br />tutions, chambers of commerce, and
<br />many others. Local officials should work
<br />with staff to strategically identify who
<br />needs to be involved on an economic
<br />development project, the resources they
<br />bring to the table, and. how to leverage
<br />the position as an elected official to
<br />motivate stakeholders into action.
<br />8. The needs of your local business
<br />community. It is important for local
<br />elected officials to bring the same com-
<br />mitment and enthusiasm to existing
<br />businesses as they do to new business
<br />prospects. Cities often create incentives
<br />or polity packages to attract new employ-
<br />ers and celebrate a new company with
<br />ribbon cuttings and stories in the local
<br />media. By similarly celebrating local
<br />business accomplishments, you can
<br />show the city's support, increase the
<br />business's profile, and draw attention to
<br />economic development success stories
<br />that often go unnoticed.
<br />Additionally, it is important to reach
<br />out and communicate with your local
<br />business community. Whether through
<br />your local chamber of commerce, orga-
<br />nized events, or visiting businesses indi-
<br />vidually, local officials-can gather input
<br />to help improve local business policies
<br />and demonstrate that the community
<br />cares about the. success of their businesses.
<br />9. Your community's economic devel-
<br />opment message. Strong communication
<br />and a compelling message are vital to
<br />successful economic development
<br />efforts. An economic development mes-
<br />sage that is based on your community's
<br />collective vision and is conveyed. by all
<br />key stakeholders will establish a consis-
<br />tent community "brand" and competitive
<br />identity to the outside world. Local
<br />elected officials can use public speeches,
<br />interviews, and other communications
<br />to rally the community around their
<br />economic development message. Pre-
<br />senting aconsistent message will also
<br />promote confidence in developers,.
<br />business owners, and others who want
<br />to be assured that. their investments in
<br />your community will have broad sup-
<br />port among local leaders, residents, and
<br />key partners.
<br />10. Your economic development stay:
<br />To be an effective leader in economic
<br />development, local officials must be
<br />informed on the economic develop-
<br />ment issues facing their region. To stay
<br />up to date, local officials should forge a
<br />relationship with and communicate.
<br />regularly with the city's economic
<br />development staff.This relationship will
<br />allow you to gain a better understanding
<br />of the economic position of your city,
<br />better articulate goals to constituents
<br />and the media, and make more
<br />informed policy decisions.
<br />For more details, read The Role of
<br />Local Elected Officials in Economic Devel-
<br />opment: 10 Things You Should Know, a
<br />new guide produced by the NLC Center
<br />for Research and Innovation.This
<br />36-page guide is available on the Eco-
<br />nomic Development page (under the
<br />Find Ciry Solutions tab) of the NLC
<br />website at www nlc.org. For more
<br />information about the NLC Center for
<br />Research and Innovation's work on
<br />finance and economic development,
<br />contact Katie McConnell using the
<br />contact information below
<br />Katie McConnell is senior associate, finance
<br />and economic development, with the
<br />National League of Cities. ,Phone: (202)
<br />626-3131. E-mail: mcconnell@nlc.org.
<br />JULY-AUGUST 2011 MSIVNESOTA CCTIES
<br />
|