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Mid Iowa Development Corporation
Press Conference Starlite Motel Fort Dodge,
Iowa June 4, 2002
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Strategic Plan Participation and Core Region
Region V
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Population Change, 19902000
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Natural Change, 19902000
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Net Migration 1990-2000
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Historic Population Trends of Participating
Counties
County Pop. 1970 Pop. 2000 Change 70 to 00
Buena Vista 20,693 20,411 - 1.4
Calhoun 14,292 11,115 -22.3 Hamilton 18,383
16,438 -10.6 Hardin 22,248 18,812 -15.5
Humboldt 12,519 10,381 -17 Kossuth 22,937 17
,163 -25.2 Pocahontas 12,793 8,662 -32.3 Sa
c 15,573 11,529 -26.0 Webster 48,391 40,235
-16.9 Wright 17,294 14,334 -17.2 Totals
205,123 169,080 -17.6  
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Per Capita Income, 1998
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Percent of Students Receiving Free or
Reduced-Price School Meals, 1999
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Other Demographics

• Over 1820 lost jobs within the region within the
  past year.
• Unemployment increased an avg. of .58.
• School enrollment down 7.18 since 1997 within
  the region.(State avg. down only 3.18)

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Mid Iowa Development Group

• Strategic Planning Results
• November 8, 2001

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A Call To Collective Action

• The region is not realizing its full potential.
  We are losing population and our economic base is
  stagnant and declining.
• We must do something bold, dynamic and innovative
  to revitalize our economic prospects and
  opportunities.
• Regionalism of our areas approach to economic
  development presents a tremendous opportunity.

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Advantages of a Regional Focus

• Learn from other regional efforts
• Reduce duplication
• Be driven by a focused action agenda
• Enhance local efforts
• Appropriate funding
• Dynamic organization
• Sharing strengths and assets
• Innovation
• Implementation
• Results

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Desired Success

• Sense of optimism
• Higher wage base
• Creating wealth and jobs
• Population growth
• Younger population
• Tangible projects completed
• Enhanced technology systems
• e.g., communications, health
• Effective cooperation
• Broader, more global attitude
• Increased tax base

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Action Areas for Regional Success

• Create Structure
• Formalize Organization
• Funding
• Staffing
• Develop a Plan of Action for the Region
• Create a focus
• Develop work plans

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Action Areas for Regional Success

• Conduct Broad-Based Inventory
• Economic, human, physical
• Research existing information
• Develop Communication Methods
• Develop a Plan for Community Participation,
  Support and Involvement
• Identify Key Partners and Resources

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Develop a Structure

• Develop a Steering Committee
• Research Existing Models
• Identify Development Partners
• Develop Funding Strategies
• Cities and Counties
• Financial Institutions
• Private Sector

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Implement Action

• Present proposal among the stakeholders for
  review, input and support
• Incorporate stakeholder feedback

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Mid Iowa Development
Regional Alignment
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Mid Iowa Development Corporation

• Regional Economic
• Development Model

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About Alignment
Mid Iowa Development

• One of the most important aspects of group
  effectiveness is the groups ability to define
  and achieve a purpose, mission, goals, measures
  and values. Alignment around these elements
  provides
• A vehicle to focus group energy
• The basis for resolving differences
• Guidance decision making
• A means to measure the groups progress toward
  results
• Cooperation among the group
• Definition/clarifies resource expenditure

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Functional Components of an Effective
Organization

• VALUES THE GUIDEPOSTS
• PURPOSE THE WHY
• VISION/MISSION... THE WHAT
• STRATEGY. THE HOW
• GOALS THE WHO WHEN
• COMPETENCIES THE FOUNDATION
• STRUCTURE THE FORMAT
• FINANCIAL SUPPORT THE BUDGET

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Values The Guideposts

• Trust
• Commitment
• Accountability
• Integrity
• Excellence
• Innovation

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Purpose. The Why

• To provide a stronger, more focused, professional
  economic development approach leading to improved
  results for the region.
• Build a Collaborative Marketing Effort
• Develop a Regional Project Support Agenda
• Educate Our Regional Partners and Public
• Build Regional Awareness

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Mission.. The What

• To provide an umbrella organization uniting the
  area in a regional approach to economic
  development and community growth that will create
  wealth and improve the quality of life.

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StrategyThe How

• Establish an economic development model which
  will maximize human and financial resources by
  creating greater communication, cooperation and
  collaboration among the regions economic
  development organizations and their leaders.

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GoalsThe Who and When

• Develop a strategic plan for the organization and
  region
• Develop regional project support agenda
• Develop regional marketing efforts and tools
• Enhance economic development training and support
• Foster greater awareness and collaboration
• Collect and manage regional data
• Develop the regional organization culture

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CompetenciesThe Foundation

• Cooperation
• Communication
• Professionalism
• Efficiency Economy
• Results
• Continuous Improvement

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Structure..... The Format

• Develop a model for governance and guidance
• Establish a Board of Directors
• Provide for broad based representation and
  involvement an Advisory Council
• Identify location to house and support the
  organization

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Financial SupportThe Budget

• Access regional financial capacity and commitment
  
• Envision initial financial requirements
• Evaluate partnerships and funding sources
• Establish appropriate fund raising targets and
  expectations
• Secure participation and financial commitments

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What MIDC Can Provide

• Marketing Expertise
• A Central Clearing House for All Leads
• Expertise on Industrial Site Development
• A Resource and Mentor for Local Development
  Professionals
• One Voice on Legislative Issues and a Greater
  Awareness Statewide

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MIDC Program of Work

• Regional Marketing
• Regional Progect Support Agenda
• Public Relations
• Staff Training Development
• Networking
• Familiarization
• Data Management
• Web Site Development and Maintenance

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MIDC Will NOT Replace

• Chamber of Commerce
• Local Community Development Groups
• Local Development Boards
• Local Housing Commissions
• Local Development Staff
• Local Control and Decision Making

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Governance and Guidance
V A L U E S
Mid Iowa Development DIRECTION BOARD
DIRECTION ADVISORY DIRECTION LOCAL DIRECTION
V A L U E S
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Mid Iowa Development Corp.Board Structure

• County Appointees - 2 per county
• Standing Regional Partners 6
• Utilities
• Financial Institutions
• Business
• Government Agencies

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Sources of Funding

• State and Federal Agency Programs
• IDED
• USDA
• (Rural Business Opportunity Grant - 50,000)
• Counties Per Capita
• Communities Per Capita
• Financial Institutions Per deposits
• Businesses Annual Membership
• Corporate Foundations

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Action Steps

• Appoint Approve Steering Committee
• Formalize Organization
• Mid Iowa Development Corporation May 2002
• Elect Directors (Interim/Established)
• Develop a Structure
• Strategy
• Goals and Objectives
• Program of Work
• Evaluation
• Solicit Funding
• Implement Structure and Programming

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A Call To Collective Action

• The region is not realizing its full potential.
  We are losing population and our economic base is
  stagnant and declining.
• We must do something bold, dynamic and innovative
  to revitalize our economic prospects.
• Regionalism of our areas approach to economic
  development presents a tremendous opportunity.

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Mid Iowa Development Corp.

• An opportunity to develop and implement a
  regional approach to economic development for our
  greater good.

IF NOT USWHO?
IF NOT NOWWHEN?
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Mid Iowa Development Corporation
Established May 2002