Philmont Local Economic Development & Beautification (2015-2016)
Sustainable Cleveland 2019 – Building an economic engine to empower a green city on a blue lake (2010)
ETG teamed up with local experts and the Sustainability Chief of the Mayor of Cleveland to analyze and develop a sustainable economic development strategy framework and action plan for Greater Cleveland. The SC2019 Resource and Action Guide. It was a collaborative effort, informed by the direct inputs of hundreds of Clevelanders, and the indirect inputs of countless people who have been working hard to make Cleveland great for many years. SC2019 not only developed new model for sustainable economic development in Cleveland, but, is serving as the roadmap for coordinating sustainability action by the government, private sector, and community.
North Dakota’s New Economy Initiative (2000-2002)
Leaders from the Greater North Dakota Association business chamber hired ETG to design and conduct an action-oriented program to accelerate North Dakota’s economy, revitalize the business leadership, and diversify the economy. North Dakota’s New Economy Initiative (NEI) is a statewide, action-oriented effort to mobilize North Dakotans around new ideas to grow the economy and create a more dynamic and prosperous state. During 2001 and into 2002, hundreds of citizens representing the spectrum of businesses, government agencies and higher education responded to the call to participate in the activities of the New Economy Initiative. These committed North Dakotans gathered at a series of industry cluster meetings and organized around five opportunity industry clusters in the state: flexible food manufacturing, tourism, information technology, aerospace, and energy and the environment. In addition, interested and passionate citizens and community leaders formed action teams to develop real solutions to the broad economic challenges of recruiting talent, generating capital, stimulating entrepreneurship, and igniting the creative potential of our communities.
The results were significant: over 50 action initiatives—ranging from the development of a new leadership and management training and retreat center in Medora to an entrepreneur business plan competition and investor network to a tribal arts and products marketing program to a $400 million philanthropy fund. Other important initiatives have led to the establishment of an 80 megawatt wind energy farm, technology center for nano technology, and a food processing technology center. Instead of just a plan or strategy or recommendations, these initiatives are already developed and have individual champions committed to carrying them out. The New Economy Initiative is a real, action-oriented, cluster-based effort designed to kick-start a new, proactive way for North Dakotans to take the future into their own hands.
Louisiana Economic Development Plan (2000)
During 1999-2000, ETG served on a consulting team that was asked by the Governor’s Office to conduct a cluster analysis of the state, focusing on Louisiana’s Vision 20/20 and the six high technology target clusters that were identified in that vision. We validated the cluster selection, developed a state-wide cluster development strategy, integrated existing economic development programs throughout the state, and evaluated the Department of Economic Development in terms of mission and effectiveness. We worked on six clusters, covering
1) Information Technology,
3) Food Technologies (primarily biotechnology-related),
4) Advanced Materials,
5) Micro-manufacturing and
6) Environmental Services, and developed strategies for each cluster, as well as a less detailed cluster development plan for each of the 9 established clusters. Our analysis is leading to the dissolution of the existing Department of Economic Development, and the creation of a private agency to carry out those functions.
Westchester County Economic Development Action Plan (1999-2000)
During 1999-2000, ETG served on a consulting team that was asked by the Governor’s Office to conduct a cluster analysis of the state, focusing on Louisiana’s Vision 20/20 and the six high technology target clusters that were identified in that vision. We validated the cluster selection, developed a state-wide cluster development strategy, integrated existing economic development programs throughout the state, and evaluated the Department of Economic Development in terms of mission and effectiveness. We worked on six clusters, covering 1) Information Technology, 2) Bio-Medical, 3) Food Technologies (primarily biotechnology-related), 4) Advanced Materials, 5) Micro-manufacturing and 6) Environmental Services, and developed strategies for each cluster, as well as a less detailed cluster development plan for each of the 9 established clusters. Our analysis is leading to the dissolution of the existing Department of Economic Development, and the creation of a private agency to carry out those functions.
Arizona at the Crossroads: Strategic Plan for Economic Development (1991-1992)
Professionals from ETG, working with DRI/McGraw-Hill, supported the Arizona Strategic Planning for Economic Development (ASPED) project–the most comprehensive, participative statewide planning project ever. In Phase I, completed in April 1991, a Strategic Assessment of the Arizona economy was conducted. The team undertook a competitive assessment of Arizona’s current economic position and identified strategic opportunities to develop economic clusters and economic foundations. The document, “Arizona at the Crossroads: Strategic Assessment,” served as the baseline document for the Phase II strategic planning process. Through working groups, town halls, and public forums, this planning process involved a broad cross section of Arizonans in setting priorities and developing specific initiatives for Arizona’s economic development.
America’s Clusters: Experiences and Lessons Learned (DOC/EDA) (1995)
In a project funded by the Economic Development Administration of the U.S. Department of Commerce, professionals of ETG ((then at DRI/McGraw-Hill) developed the first comprehensive mapping of the key 21 clusters of the U.S. economy. This report was published by the U.S. Department of Commerce in 1995 and became a key reference for state and local economic development agencies across the country.
El Paso Tech 21 Project (1993-1994)
In 1994, ETG professionals then working at DRI/McGraw-Hill assisted El Paso through a 12-month economic strategy process. A Steering Committee was formed, along with working groups covering the seven major industrial clusters in the region. With major support from the two largest chambers of commerce, and institutional support from UTEP’s IM3, the project defined a series of strategies and initiatives at both the cluster level, county level, and cross-border level (Camino Real Corridor). The resulting Action Plan defined a vision and a series of steps to be taken at the level of the County and City of El Paso, but some of the key institutional recommendations have yet to be implemented. One of the clusters identified and worked with in this project was the Transportation/Logistics Cluster, related to US/Mexico trade and the opportunities and challenges of NAFTA.
Blueprint for a Dynamic Small Business Community (1997)
For the Indiana State Chamber of Commerce, ETG professionals, then working with ECG, completed a major study describing the factors underlying the success of small business communities at global level. The study included an extensive literature survey of successful regions, and in-depth case studies of six selected regions: West Jutland (Denmark), Cambridge (UK), Catalonia (Spain), Silicon Valley (CA), Minnesota (MN), and Research Triangle Park (NC). The study focused on “best practices” — activities and programs set up by public, private, or mixed sponsors to assist small enterprises, and on identifying the underlying “stories” behind the success of each individual case. The study concludes with an analysis of the underlying principles of creating and sustaining dynamic small business communities, along with specific recommendations for the State of Indiana.
Pennsylvania’s Competitiveness Strategy (1997-98)
ETG professionals assisted Pennsylvania to identify its clusters, both on a state and regional level, and indicate which emerging or “high-tech seed clusters” might be the best candidates for attraction and retention programs. The study not only mapped the Commonwealth’s cluster structure, but also the underlying technological capabilities in Universities, research centers, training programs and private R&D labs. The cross mapping of established clusters, seed clusters and technological capabilities provided a powerful lens for government and private sector leaders to focus on the leading drivers of the economy in the future.
Understanding Southern California’s Economy & Dynamic Industrial Clusters (1988)
In a set of projects, ETG professionals (then at SRI International) examined the underlying economic dynamics of the Southern California economy from three perspectives–historical, regional, and industrial–to help identify opportunities for the regional utility to affect the economic future of the region. Four major clusters were identified and the linkages between them were examined in detail: aerospace, advanced manufacturing, and process industries; diversified manufacturing; advanced services (business/ financial, health services, tourism/entertainment); and agriculture and food processing. The report discusses a number of important roles the client can play through its own activities and through cooperative efforts with other private firms and public agencies to promote critical public actions that will help build stronger industry linkages and promote economic infrastructure. The regional utility has used the study to help identify new business opportunities as well as to take action in enhancing the overall long-term economic growth of the region.
Enterprise Florida: Growing the Future (1989)
At the request of the Florida Chamber of Commerce, the professionals from ETG (then at the Stanford Research Institute—SRI International) worked to identify strategic directions for how Florida can build a leadership economy by promoting the growth of new enterprise. Enterprise Florida focused specifically on new enterprises that can capture added income for the Florida economy. The report evaluated the growth of new enterprise within several emerging industry clusters: laser/electro-optics, health technologies, information, and space industries. The team formulated a strategy and action plan from which the public and private sectors can encourage the growth of industrial clusters to create the higher‑value‑added economy of Florida’s future. Several Florida communities have utilized Enterprise Florida in developing regional strategies. In 1996, the team updated and benchmarked the progress in Florida for the Chamber.