Creating and designing impactful strategies that leverage your assets can be overwhelming. Through a variety of stakeholder engagement exercises that build distill organizational or project focus, and an analysis of market conditions, we can help you design the best approach to achieving your goals. The results of these efforts are sustainable, implementable and measurable. Some indicators of our clients’ success include:
• Business growth and development
• Real Estate investment and redevelopment
• Positive community identity and branding
• Increased visitor engagement
A sustainable organizational structure improves the efficiency and productivity of an organization to achieve its goals through outlining the roles and responsibilities of staff members, reporting procedures, and relationships with other departments. Redevelopment resources will conduct a thorough review of all documents, meet with stakeholders, determine current and future staffing needs, and possible funding sources. Our final recommendations on organizational structure concludes with your organization’s goals, an initial plan, and related resources.
Not only should a community develop a deliberate direction to focus its efforts, but also implementing a clearly articulated strategy that identifies realistic expectations, benchmarks, stakeholder engagement, and required investment. Projects must be designed for the end-user, have a sustainable ownership model, and be financially feasible. Additional oversight may be required due to environmental hazards, remediation, or historic restoration. Our clients have experienced increased real estate value, decreased vacancy rates, and economic vitality.
| Project Type | Project Name | Location | Description | Result |
|---|---|---|---|---|
| Strategic Plan | Greater Beloit Economic Development Corporation Strategic Plan | Beloit, WI | GBEDC expects nearly 4,000 new jobs in the direct vicinity stemming from the upcoming construction of a new Casino/Hotel and a recent Amazon Distribution Warehouse. | At the top of their priority list is identifying a new area for housing development outside the infill opportunities which exist throughout the community. |
| Strategic Plan | Henrico County EDA Strategic Plan | Henrico County, VA | As a part of the economic development strategy, specific areas of the community were analyzed for their redevelopment capacity and impact. | Recommendations were made to further business attraction efforts through property redevelopment. |
| Strategic Plan | Greater Fremont Development Corporation Strategic Plan | Fremont, NE | Full economic development strategic plan for Fremont, which is located west of and in the shadow of Omaha, NE. | Drafted strategic plan resulting in attraction of multi-million dollar investment by Costco for facility which employs over 1,000 new employees. |
| Organizational Structure | Village of Mukwonago Organizational Development Action Plan | Mukwonago, WI | Village requested an organization structure to match their community's needs. | Village positions were analyzed for the best mix of part time, full time and consultant roles. |
| Strategic Plan | City of Eau Claire | Eau Claire, WI | Downtown Redevelopment Master Plan and Implementation Strategies. | The South Barstow BID received a step by step guide to filling storefronts with attractive retailers to draw foot traffic. |
| Strategic Plan | City of Marshfield | Marshfield, WI | Economic Development Action Plan and Implementation Strategies. | The Economic Development Board received a comprehensive list of activities and the data and funding sources to support their work. |
| Strategic Plan | Watertown Economic Development Organization (WEDO) | Watertown, WI | Economic Development Action Plan and Implementation Strategies. | A comprehensive strategy gave the organization a roadmap for all activities to reach the business development goals set out by the City. |
| Organizational Structure | City of West Bend | West Bend, WI | Organizational development and executive recruitment for economic and community development director. | Our analysis showed too many inspections staff members and not enough focused on proactive development, recruitment, and retention. |
| Strategic Plan | City of Watertown | Watertown, WI | Downtown and Riverfront Redevelopment Plan and Implementation Strategies. | The plan was implemented over the subsequent 7 years, resulting in transformative redevelopment and a world-class town square. |
| Organizational Structure | Marinette County | Marinette, MI | Analysis of Marinette County, WI's economic development efforts and coordination/staffing needs. | Our team provided a working org structure that leveraged the public private partnership of the EDO and internal staff for maximum effectiveness. |
| Comprehensive Planning | Cuba City Comprehensive Plan Update | Cuba City, WI | Comprehensive Plan Update. | A living document was presented that the community used to direct efforts, drive growth and provide a plan for implementation. |
| Marketing Strategy | UW Extension Division for Business & Entrepreneurship | N/A | Developing marketing plan for image and awareness campaign targeted at economic development community. | A current database of all economic development professionals was presented to facilitate marketing programs. |
Gain understanding of your market’s unique competitive advantage, how to market that advantage to specific industries, what those industry trends are, and how to apply limited resources.
If conflict amongst a community’s plans, policies, processes, and marketing efforts exists, it could be impacting a community’s ability to achieve its economic goals. Coordinating a cohesive strategy of can feel ambitious. Together, we can clarify goals and tactics so there is a clear path to results, with all stakeholders acting in coordination without duplication of efforts.
Periodic review of a longstanding program for any organization is a necessary and appropriate undertaking. The economy changes, local circumstances change, and the most effective use of resources changes.
Establishing benchmarks and evaluating if the current programs meet those benchmarks effectively is not only important to a community’s ability to effectuate growth, but also provides an opportunity for an EDO to show their board and stakeholders their work is creating measurable results.
Rising construction costs that significantly outpace wage increases can challenge talent recruitment and retention if the housing options do not suit employees’ needs, challenging economic development efforts. Our thorough, data-driven housing analysis provides a solid understanding of the current market and future opportunities, providing implementable action steps to attract the right mix of housing at the right time.
Visionary leaders with project ideas to move their company or community toward growth and vitality need to assess the feasibility and sustainability of their great ideas. This can be done by:
How do customers and visitors experience a business district, Main Street or downtown? How do they feel when they arrive, spend their time and money? How do they feel when they leave? Will they make it a point to come back?
Redevelopment Resources can arrive in a community, walk a downtown, visit businesses anonymously and create a first impression report based on our experiences. This work comes with a set of recommended improvements for short and long term, at varying levels of investment and involvement by the client organization.
