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7. Washington County supports the value and importance of economic development marketing and <br />branding for existing business retention and growth and new business development. <br />Work plan... <br />M1 <br />1Ummw <br />1, Partner with the Workforce Development Board and stathto identify and <br />1. Assess how the County can participate in marketing and branding to <br />address workforce training and workforce housing needs. <br />C <br />support the existing efforts underway in other public and private <br />C <br />agencies. <br />C <br />2. Build relationships with existing organizations that focus on job retention <br />and identify how the County can support those efforts. <br />C <br />8. Washington County partners with other public/private 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 <br />suits the role Washington County should to take. The Work Group and county staff conclude that <br />this will be a process that takes time to mature. Throughout the process two concepts were <br />identified that are important components of the planning process: less formal structure and <br />formai structure. 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 />the entity to evaluate and underwrite their loan programs, but the County Board retains the <br />ultimate authority to approve the allocation of those financial resources. <br />In addition to the private sector business representation, these boards can be comprised of <br />representatives of smaller communities. This allows for these public private entities to pool <br />resources and provide economic development technical assistance to those communities that <br />don't otherwise have the individual capacity. Large communities with more staff and financial <br />�7 <br />1, Partner with the Workforce Development Board and stathto identify and <br />address workforce training and workforce housing needs. <br />C <br />2. Identify specific economic development training and assistance needs of <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 />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 can <br />B <br />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 <br />suits the role Washington County should to take. The Work Group and county staff conclude that <br />this will be a process that takes time to mature. Throughout the process two concepts were <br />identified that are important components of the planning process: less formal structure and <br />formai structure. 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 />the entity to evaluate and underwrite their loan programs, but the County Board retains the <br />ultimate authority to approve the allocation of those financial resources. <br />In addition to the private sector business representation, these boards can be comprised of <br />representatives of smaller communities. This allows for these public private entities to pool <br />resources and provide economic development technical assistance to those communities that <br />don't otherwise have the individual capacity. Large communities with more staff and financial <br />�7 <br />