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CITY S T R A T E G I E S FOR ECONOMIC D E V E L O P M E N T INFORMATION The Role of the Elected Official One of the most important factors in successful economic development is strong, strategic leadership. Your community expects that from you as an elected official. Here are 10 things you should know about economic development to deliver that kind of leadership. By Katie McConnell conomic development is about jobs and future prosperity-two things that local elected officials and con- stituents take very seriously. Rare is an election speech or a campaign platform that does not focus on the topic,. especially in today's economic climate. With that in mind, it is also a complex policy area that needs long-term vision and commitment and that suffers from urgent calls for results, often for under- standable reasons, like high unemploy- ment.This makes economic development especially susceptible to fads and short- sighted programs. Given the dueling need for patience and pressure for results, leadership is con- sistently identified as a critical factor for success. Particularly needed are strategic elected leaders to help develop and communicate a common vision, provide committed policy and regulatory support, and motivate stakeholders into action. Your role as a city leader Local officials are typically generalists out ofnecessity-keeping track of issues as varied as parking meters, after- school programs, and redevelopment. With this in mind, to be a leader for economic development, the goal is not to become experts in all the day-to-day details, but instead to occupy roles that maximize the position of elected lead- ers, and partner with other stakeholders and staff to reach goals. There is a basic principle that local elected officials should keep in mind when thinking about economic devel- opment-there is no magic bullet or one-size-fits-all solution for economic development. Cities and regions have different strengths and weaknesses, and importing a "best practice" from one community wholesale into another could be a recipe for disaster.What constitutes success will vary from community to community based on different visions and goals. Ten things to know Within this framework, the National League of Cities (NLC) studied success- ful city practices and interviewed eco- nomic development professionals, elected leaders, academics, and business organi- zations.The goal was to understand the pieces of information and the roles that would be most helpful to local officials. This work produced a list of 10 things elected officials should know about economic development. This list can be useful to local elected officials in helping them initiate conversations with key players in the community about economic development. The 10 things elected officials should know about economic development are: 1.Your local economic strengths and weaknesses. Your community's strengths and weaknesses, such asquality-of--life amenities, infrastructure, and workforce, determine the potential of your com- munity for economic growth.This economic profile lays the foundation for creating a realistic vision and strategic direction for economic success that is unique to your community. With the assistance of your economic development staff and input from stake- holders, you can identify factors within and outside the control of local govern- ment that impact and shape your local economy. Identifying strengths and opportunities is crucial, but local officials should also pay attention to weaknesses and potential threats. 2.Your community's place in the broader regional economy. Competition for tax base and jobs often puts pressure on elected officials to go toe-to-toe with neighboring jurisdictions.The reality is however that local economic success depends on regional economic success. This is particularly true in the global economy where economic com- petition is from cities abroad. By working together, your region can leverage the collective regional assets versus just what falls between municipal boundaries. With a firmer grasp on how your com- munity fits into the broader region, you're better prepared to work with other jurisdictions to share responsibility for regional economic success. It is important to note that participat- ing in regional activities for economic development may present some political difficulties with constituents if the local economic benefits are not well com- municated. Local officials can work with staff to craft clear; accurate messages about how regional economic success translates into improved employment opportunities, tax base, or amenities to your city and the people who live there. 3.Your community's economic develop- went vision and goals.. A primary chal- lenge in economic development is choosing among many competing priorities and activities. A clear economic vision and goals are needed to provide a framework for strategically assessing and coordinating these efforts.A well- designed visioning process will surface an array of ideas, opinions, and objectives from a diverse group of stakeholders. An MINNESOTA CITIES JULY-Aucusr 2011