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6. Washington County provides leadership and initiative to shape regional and state-wide policies to support <br />county -wide economic development goals. <br />Work plan... <br />JIM <br />1. Include economic development positions in the County's Iegislati-e Ongoing <br />platform. B <br />7. Washington County supports the value and importance of economic development marketing and branding <br />for existing business retention and growth and new business development. <br />Work plan... <br />.- - .. _-.. - - _ __ ..- _ -_ - - - - - <br />1. Assess how the County can participate in marketing and branding to Ongoing <br />support the existing efforts underway in other public and private C <br />agencies. <br />2. Build relationships with existing organizations that focus on job Ongoing <br />retention and identify how the County can support those efforts. C <br />8. Washington County partners with other publiciprivate agencies to pursue economic development goals. <br />Work plan... <br />Economic Development Structure <br />One of the primary goals of this Strategic Plan is to answer the question of what structure best suits <br />the role Washington County should to take. The Work Group and county staff conclude that this <br />will be a process that takes time to mature. Throughout the process two concepts were identified <br />that are important components of the planning process: less formai structure and formal structure. <br />Information on each follows. <br />Less Formal Structure (Public Private Partnership) <br />These models are essentially Economic Development Commissions (EDC) supported by <br />membership dues from private companies and local units of government. They are typically <br />convened and staffed by the interested municipal entity and play primarily an advisory role and <br />advocate for development in the community. Some communities, such as Wright County, assign <br />1. Partner with the Workforce Development Board and staff to identify <br />Ongoing <br />and address workforce training and workforce housing needs. <br />C <br />2. Identify specific economic development training and assistance needs of <br />Ongoing <br />Washington County communities and determine how best to meet those <br />C <br />needs. <br />3. Continue the county's policy and funding role in regional economic <br />Ongoing <br />development activities such as Greater MSP and East Metro Strong. <br />A <br />4. Work with area chambers of commerce to determine how the county <br />Ongoing <br />B <br />can help to grow tourism as an economic driver. <br />Economic Development Structure <br />One of the primary goals of this Strategic Plan is to answer the question of what structure best suits <br />the role Washington County should to take. The Work Group and county staff conclude that this <br />will be a process that takes time to mature. Throughout the process two concepts were identified <br />that are important components of the planning process: less formai structure and formal structure. <br />Information on each follows. <br />Less Formal Structure (Public Private Partnership) <br />These models are essentially Economic Development Commissions (EDC) supported by <br />membership dues from private companies and local units of government. They are typically <br />convened and staffed by the interested municipal entity and play primarily an advisory role and <br />advocate for development in the community. Some communities, such as Wright County, assign <br />