“Hidden” Assets for Economic and Community Development August 13, 2014 – LaPorte, IN Mary Foell Purdue Extension LaPorte County Scott Hutcheson, Ph.D. Purdue Extension Purdue Center for Regional Development

Goals for Today Learn about our community’s “hidden” economic and community development assets Understand how other communities are developing asset-based economic growth strategies Consider how you could better leverage your unique assets in LaPorte County

Our Grandparents Built the Indiana Economy on Our Assets Rich soils Waterways: Lake Michigan and the Ohio River Crossroads of America What were our community’s greatest economic assets 100 years ago?

Our Grandchildren Will Inherit an Economy Based on a New Set of Assets The Talent of Our People Our Most Vibrant Industries Our Capacity for Innovation Our Fastest Growing Companies Our Unique Story Our Special Places

Our Grandchildren Will Inherit an Economy Based on a New Set of Assets The Talent of Our People Our Most Vibrant Industries Our Capacity for Innovation Our Fastest Growing Companies Our Unique Story Our Special Places

The Talent of Our People: Occupational Clusters An “Occupational Cluster” is a group of related occupations The Purdue Center for Regional Development has defined 21 basic Occupational Clusters Many communities have a higher concentration than average of one or more clusters Occupational Clusters can be part of an economic development strategy

Occupational Cluster: Ideas in Action Bring together Information Technology professionals to foster new ideas for high tech start-ups

The Talent of Our People LQ = Location Quotient. The US LQ for each cluster is set at Anything above that means there is a greater concentration than the overall US. For example, an LQ of 1.80 means that a cluster had 80% more jobs than the US. OccupationsLaPorteIndiana Public Safety & Domestic Security Skilled Production Workers Healthcare & Medical Science Agribusiness & Food Technology Data

IT Firms vs. Workers 33 Firms

IT Firms vs. Workers 373 Workers

Occupational Clusters: Questions to Consider Did a look at Occupational Clusters give us any new insights? What explanation might there be for our occupational strengths? Do we need to find out more about our Occupational Cluster assets?

Vibrant Industries: Industry Clusters Industry Clusters can be nurtured and supported –Articulated –Activated –Accelerated –Accessing

Industry Clusters: Ideas in Action Appalachian Ohio’s Salsa Cluster 20-plus boutique salsa businesses in the region $700,000 annual sales among new businesses Trains over 200 existing and emerging entrepreneurs annually 350 gallons and 445 lbs of fresh and preserved foods delivered to the region’s food pantries each year

Industry Clusters: Our Community’s Most Vibrant Industries ClusterLaPorteIndiana Primary Metals Manufacturing (9) Machinery Manufacturing (22) Glass & Ceramics (7) Fabricated Metal Manufacturing (39) Advanced Materials (79) Chemicals & Chemical-Based Products (38) Agribusiness, Food Processing & Tech. (65) Number of Establishments (data for 2012) Total of 14 clusters with LQs 1.10 or higher

Industry Clusters: Questions to Consider Did a look at Industry Clusters give us any new insights? What explanation might there be for our industry strengths? Do we need to find out more about our Industry Cluster assets?

Our Capacity for Innovation Capacity for Innovation can provide valuable insights Innovation is defined as the new products, services, processes, and business models that get translated into business growth The Purdue Center for Regional Development has created an Innovation Index The index is a simple way to look at lots of different factors related to innovation.

Innovation Index: Ideas in Action Think of a high ratio of “small firms” as an asset and launch a business growth program

Our Capacity for Innovation LaPorte

Our Capacity for Innovation

Innovation Index: Questions to Consider Did a look at Innovation Index give us any new insights? Which of the index factors that showed good capacity did you find most interesting? Do we need to find out more about our innovation assets?

Our Fastest Growing Companies: Second-Stage Firms Most economic growth comes from 2 nd -Stage firms –Privately-held firms –10-99 employees –$750K-10 million in annual revenue –Dealing with growth issues instead of survival issues –Intend and capacity to keep growing

What Do Second-Stage Businesses Need? Help in re-articulating and realigning with their Core Business Strategy Market Intelligence to answer important questions Leadership & management team development to makes sure people are slotted right

Second-Stage Firms: Ideas in Action Littleton, Colorado Littleton, CO developed and began to execute the strategy in 1989 Focused on “wealth” creation not “job” creation Eliminated all incentives and tax breaks for business recruitment Since 1989, more than doubled the number of jobs from 15,000 to 35,000 Sales tax revenue tripled from $6.8 million to $19.6 million

Second Stage Firms in Our Community EstablishmentsJobs Size of FirmIndianaLaPorteIndianaLaPorte Self-Employed29.4% 2.9%3.9% Stage 1 (1-9)59.8% 22.4%23.1% Stage 2 (10-99)9.9% 36.4%41.7% Stage 3 ( ).7%0.7%22.2%22.3% Stage 4 (500+)0.1% 16.1%10.2%

Second-Stage Firms: Questions to Consider What insights do we gain by considering the role of second-stage companies in our local economy? What do we currently offer our second-stage firms? –Companies to Watch –Participation in the Indiana Business Growth Network

Our Unique Story Every community has a unique story that is being created. We need to pay attention to the story we are telling ourselves and the one those outside our community are hearing about us. We have the power to shape these stories.

Lots of Ways to Create Stories…

New Narratives: Ideas in Action L.A.’s Sunset Strip The Sunset Strip in LA was in decline The ownership of the famed “Roxy” nightclub began using Twitter Others followed, a new story emerged, and the neighborhood has been transformed

Our Stories: What’s the Buzz

Our Special Places: Infrastructure Traditional Roads & Interstates Rail Water Electricity Water & Sewer Emerging Public Spaces Sidewalks Trails Bike Lanes Third Places Broadband WiFi

Public Spaces: Creating Economic, Social, and Environmental Value Public space is all around us, a vital part of everyday urban life: the streets we pass through on the way to school or work, the places where children play, or where we encounter nature and wildlife; the local parks in which we enjoy sports, walk the dog and sit at lunchtime; or simply somewhere quiet to get away for a moment from the bustle of a busy daily life. In other words, public space is our open-air living room, our outdoor leisure centre. The Value of Public Spaces: How High Quality Parks & Public Spaces Create Economic, Social, & Environmental Value, Bartlett School of Planning, University College London.

Public Spaces: Ideas in Action Three Oaks, MI Renovated dilapidated downtown theatre to show classic films – Opened in 1996 with a showing of Citizen Kane. Opened art gallery in the lobby Now a ‘fine arts” theatre Averages over 1,000 customers per week Community now hosts film festivals

Public Spaces 115.6

Public Spaces 108.6

The Real Power Is in… Combining Assets in New and Innovative Ways – Linking and Leveraging

Small Successes Add Up No Single Big ANYTHING Many Modest SOMETHINGS

Contact Mary Foell (office Scott Hutcheson, Ph.D (mobile)

More Information Occupational Clusters - Innovation Index - Second Stage Firms - Economic Gardening - Industry Clusters - ACEnet (Salsa Cluster) - Twitter Search - Ball State Community Assets -