LIVING OUR VALUES

ECONOMIC PARTNERSHIPTIFFIN-SENECA

SCOPE OF WORK2020

2020 Scope of Work Draft Version 4.0 December 11, 2019 1. Theme for 2020 Since we started drafting scopes of work at the end of 2014 for the 2015 Calendar Year, we have included an introductory section. Originally written as a letter and then last year cast as an introduction, this section will serve that function. Last year, the Board expressed its desire for inclusion of a traditional visionary introduction, which we have included in the discussion of the year’s theme.

Previous year’s “themes,” which capture and distill the spirit and ambition of what we are aiming to do in the following year, include the following: • 2014 – Transformation and Job Creation • 2015 – Intensifying the Effort • 2016 – Executing the Plans • 2017 – Making the Commitment • 2018 – Focusing on the Future • 2019 – Increasing our Impact The 2014 theme expressed our desire to transform the organization

and the community, while emphasizing the importance of job creation. The 2015 theme captured the development of two scopes of work and associated budgets, with the public and private sectors doubling their investment, allowing us to increase our capacity. The 2016 theme centered around the importance of focusing on implementing our plans, including the new Downtown and Workforce Development Plans, using them as a foundation for strategy and action. The 2017 theme celebrated our investors, partners, and supporters, and represented a renewed commitment to the organization and its mission. The 2018 theme signaled a desire to increasingly prioritize the activities we were working on. The 2019 theme looked internally to our processes to see how we could improve service, stakeholder management, and resource development to increase our positive impact on the community. In many ways, these themes provide a short history of where we have been and to where we have aspired to go. This year, our theme is “Living our Values.” At this year’s annual strategic retreat, the Board of Trustees for the first time developed and reached unanimous consensus on an explicit list of five core organizational values that will guide our approach and behavior as we work to fulfill our mission to facilitate projects, achieve our purpose to promote economic and community development, and help the Tiffin-Seneca community realize the vision of being a Growing, Livable, Attractive, Strong, and Supportive community. They are as follows:

• Collaboration – to work jointly or with others versus working alone. • Innovation – the introduction of something new versus the repetition of the same. • Inclusion – the act of including versus excluding. • Fairness – fair or impartial treatment versus showing favoritism. • Excellence – the quality of being excellent (very or eminently good) versus being adequate or satisfactory.

As we think about and review our progress, we can use these values as one of our measuring sticks and criteria for evaluation. As we prepare the scope of work and budget, these values will guide our strategy and thinking. As we identify and prioritize our goals and metrics, these values will provide a decision-making framework. As we face the

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internal and external challenges and opportunities the next year is sure to bring, these values will guide us as an organization. 2. Process & Takeaways Our process this year has a lot in common with those of previous years. In October, we conducted a member survey asking for ratings, prioritization of the strategic plan (CEDS) goals. Later that same month, we then held a strategic retreat of the board and discussed key ideas and issues. We did an internal SWOT analysis and discussed priorities. A similar process was held earlier for our downtown revitalization efforts, and our downtown scope of work has already been finalized. Key takeaways from this year’s process (see Member Survey Report and/or Strategic Guidelines for more details):

• High Ratings - The overall membership rates us from 4.1 to 4.3 across all areas (very good to excellent) and wants us to continue our work and approach.

• Priorities - The overall membership views workforce and R&E (retention and expansion) as the highest priorities. These are followed by community development, attraction and infrastructure/real estate development. Residential development is on people’s minds. Internally, the team views real estate/infrastructure, organizational development, and R&E as the highest priorities.

• Values & Vision - The values were established (and are the basis for next year’s theme), as was the vision. We need to intentionally incorporate those into our daily operations and decision-making.

• Development Areas - We need to continue to operate in the areas of commercial, community, downtown, entrepreneurship, industrial, infrastructure, international, organizational, real estate, residential, rural, technology, and workforce development. We need to provide project management, lead generation, and administrative services in those areas. Each team member has one or more areas assigned to them.

• Support & Administration - We need to increase support and administration for our activities, including (but not limited to) establishing, strengthening and utilizing committees more effectively. In the SWOT analysis, this was deemed the weakest activity across most of the development areas.

• Project Management – Our strongest activity across most of our development areas is project management, including site selection, incentives and resources, and promotion. This is the activity area most central to our mission and must remain a top priority.

• Members & Stakeholders - We need to work to continually improve our member and stakeholder management, recruitment, and engagement.

These key ideas then are incorporated into a draft scope of work, and a draft budget is developed to support that work. Those documents are reviewed by the Finance Committee, the team, and then the Executive Committee on November 20, 2019. The Executive Committee recommends them to the Board of Trustees for approval at its final meeting of the year on December 18, 2019. 3. Review of 2019 Scope of Work Last year, we had three internal goals (improve service delivery, improve stakeholder management, develop more resources), nine objectives (talent, facilitation, tools, stakeholders, communication/events, administered resources, state/regional resources, local resources, organizational resources), and 33 strategies associated with those objectives. In addition to tracking key outcome metrics as we have every year (projects, jobs, investment), we had more flexibility on the input and output metrics. The main thinking behind the other metrics is that we were to develop plans and

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strategies around each objective, implement those strategies, and the rate our customers satisfaction. In summary, we it looks like we able to achieve good results in the key outcome metrics (to be tallied in January), and we were able to implement strategies around each objective, making progress. An important carryover into our 2020 scope of work will be more survey development for key constituency groups in each of our development areas. Goal 1 – Improve Service Delivery

• Objective 1 – Maintain and Strengthen Talent. We successfully filled the team and worked hard to develop the team. This was the most important thing we did last year, and a more in-depth profile of our team is provided in Section 4. We definitely accomplished this objective and plan on continuing investing into our team in 2020.

• Objective 2 – Improve Facilitation Process. We did a number of things to standardize our intake and delivery as well as enhancing our follow-up. A key example of this is our new incentive, workforce, and property informational packages.

• Objective 3 – Utilize More Tools. We did successfully implement salesforce.com more in 2019, and we successfully implemented CoStar as well.

Goal 2 – Improve Stakeholder Management

• Objective 4 – Implement Stakeholder Management. We definitely made some progress in this area, with each team member identifying key stakeholders in their development areas and working to meet and connect with them. For the first time, we connected comprehensively with rural stakeholders, and we increased our city engagement for community development. Our committees and R&E program need more work, though, and the team feels that this is one of our top priority areas for 2020.

• Objective 5 – Improve Communication & Events. We had successes in this area, as we converted the Board Bulletins and Member Monthly into the Monday Minutes, utilizing texting and podcast technology to make it more convenient for people. Our Downtown Summit was the most well attended ever.

Goal 3 – Develop More Resources • Objective 6 – Develop & Administer Resources. We made significant progress in tax exemption program

administration on behalf of the City of Tiffin as well as increased attention to Community Development Block Grant (CDBG) training and administration. We also have identified a new community development grant, a new source of capital for industrial and spec park development and explored Opportunity Zones.

• Objective 7 – Access State & Regional Resources. We are working on a state capital budget request; we have liaised successfully with various state and regional agencies; we are moving a Transportation Improvement Grant through; and we are in the process of doing due diligence on becoming a Certified Local Government. Additionally, we are working to finalize joining a Great Lakes Community Action Partnership initiative.

• Objective 8 – Strengthen Local Resources. We successfully worked to facilitate the Business Coordinating Committee, we completed a housing study, have started two entrepreneurship initiatives, continued assisting with OPWICS, and worked on acquiring more industrial land and space.

• Objective 9 – Secure Organizational Resources. We have successfully maintained the tenants we have in the Bradley Building, we have retained and increased our membership, and we have satisfied existing contracts with the City, County, and Port Authority.

4. Team Development & Activities As we prepare, communicate, and discuss the scope of work for next year, it makes sense to dive more into Objective 1 from Goal 1 – Maintain and Strengthen (our own internal) Talent. Of everything going on, this represented the most critical issue for the organization, as this year was one of significant transition for the organization. The departure of both Bryce Riggs and Katie Lang near the end of 2018 gave us an opportunity to rethink the organization and look at

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“increasing our impact” (last year’s theme) and better serve the community’s needs. This section gives the reader insight into the development of the team and a taste of what everyone was working on this year.

Our first major staffing change was having Nick Dutro join us in January. Nick replaced Bryce Riggs as Development Manager for Commercial and Industrial Development, keeping that position essentially the same. Nick has worked extremely hard to become familiar with and apply the principles, tools, and methodology of economic development. He graduated from the Ohio Economic Development Association’s (OEDA) Basic Course and has signed-up in 2020 to pursue his OEDA economic development certification. He attended both the state and national conferences and had done an outstanding job of learning how to work projects (usually twenty to thirty at a time), managing the more than 100 properties available in Tiffin-Seneca, performing site selection services, and handling the

complex and critical area of incentives. In addition to his economic development duties, due to his significant experience as an Editor for the Advertiser-Tribune, he was able to absorb the media relations component of Kate Lang’s job, writing and distributing our press releases, handling website updates, and managing relationships with our media stakeholders. He also manages our contractual responsibilities to administer the Sandusky-Seneca-City of Tiffin Port Authority (also a former Katie Lang responsibility) and represents our organization on a number of key committees, such as the Transportation Improvement District and Industrial Management Council. Some of the largest industrial expansions, such as American Plastics, Ballreich’s, and Agrati had Nick’s involvement, and his work on the press coverage for the Japan Trip in September was recognized for excellence by the regional and state economic development organizations. Audrey Flood joined us officially in February 2019, while she was working on finishing up her Master’s in Public Administration at the Ohio State University, and she joined us full-time in June as the newly created position of Development Manager for Rural, Entrepreneurship, and Community Development. She absorbed the social media and day-to-day financial and operational duties for our organization, representing the other half of Katie’s former job. Her focus, though, has been to begin to build up our organization’s capacity and services in the areas of rural development, entrepreneurship, and community development. She hit the ground running in rural development, hailing from Bloomville herself, and by the end of this year, will have attended every township trustee and village council meeting, introducing herself, listening to their economic development priorities, and talking about how TSEP can help them and businesses in their area grow. In entrepreneurship, she attended a national conference on rural entrepreneurship and Small Business Development Center (SBDC) Small Business Basics seminar, has laid the groundwork for Tiffin and Seneca County’s participation in two larger small business initiatives, and is working on getting TSEP’s Entrepreneurship Development Committee up and running. She has also had significant training and attended workshops on CDBG administration and by the end of the year will have met with all Tiffin City Council members and department heads on our project identification and community engagement process moving into the state’s fiscal year 2021/2022 grant period. She has been working community development projects, and we are beginning to establish a significantly enhanced community development project prioritization process. 2019 was also another year in which Carol Kern, Business Services Consultant with OhioMeansJobs Seneca County, was a fully functional member of the TSEP Team. Although an employee of the Seneca County Job and Family Services, Carol attends our weekly team meetings; speaks at monthly board, executive committee, and at our annual meeting; has full

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access to our project and customer relationship management system (salesforce.com); and works with her employers to assist with their recruitment needs, as well as help procure and bring available local, state, and federal resources to help companies reduce their training and employment costs. In addition to continually providing workforce development services to thirty to forty business at any one time, Carol is a key member, representative, facilitator and leader of and for TSEP on a number of workforce initiatives, including the 4CG Four County Group (Sandusky, Seneca, Ottawa, Huron); the countywide North Central Ohio ESC Business Advisory and Coordinating Committee; the Tiffin City Schools (TCS) Business Advisory Committee; and the Seneca-Sandusky Jobs for the Future Pathways to Prosperity Initiative involving TCS, Vanguard-Sentinel, Terra State, and a variety of companies from throughout the area. She also heads up and/or is a key leader in many key workforce development areas, including the Manufacturing Bus Tour and Showcase events, the Jobs Seneca County promotional effort, the very well-received company worker recruitment video initiative, and the development of a new Wages & Benefits Survey. In essence, Carol is the community’s and TSEP’s Development Manager for Workforce Development, and her strength and continual growth in the areas of leadership, facilitation, and relationship building with companies, partners, and stakeholders--combined with her expertise and experience—made a big difference in 2019 and sets us up for some significant progress in 2020. Amy Reinhart, TSEP’s Downtown Main Street Manager, in her sixth year with TSEP, and she continues unabated to strengthen and enhance the reputation of Tiffin’s downtown as a destination place (the downtown vision) by successfully managing and administering Tiffin’s Main Street program for downtown revitalization. In addition to overseeing and supporting the four key Main Street functions (and committees) of design (appearance of the downtown), marketing (promoting the downtown), business enhancement (economic development), and operations (running, funding, and promoting the Main Street program), Amy worked to integrate and support a new Retailers Committee, strengthening the voice, resources for, and promotion of the downtown retailers. As always, she stays on the top of professional development, attending the state and national conference as well as quarterly training sessions, and she led the planning and management of the annual Downtown Summit and helped bring in the free to the public and investors Building Doctor seminar and building evaluations. Through her efforts, the community won two statewide awards (for best upper floor residential rehab and historic theater) and an honorable mention (business of the year), bringing our total to six awards in three years. The downtown results through the third quarter of the year were impressive – seven new residential units, $3.5 million in new investment (including 14 new façade projects), 14 new businesses, 26 new jobs, as well as a number of very successful events and partnerships—and Amy was involved in most of it. Particularly exciting are some of the new developments with the area Farmers Market, which looks to relaunch in 2020 in a bigger and better way, building off the incredibly strong foundation established by the Seneca Regional Chamber. As a previous winner of the Main Street Manager of the Year award, Amy continues to demonstrate our core values of collaboration, innovation, inclusion, fairness, and excellence in all she does. David Zak’s first thought coming into this new scope of work is that he is increasingly grateful for the team of people he gets the opportunity to work with. In 2019, he invested into Nick’s and Audrey’s professional growth and development, not only in terms of providing professional development opportunities, but also in direct, hands-on assistance, guidance, mentorship, and management. He strengthened our partnership with, support for, and functional integration of Carol as Development Manager for Workforce Development. He provided Amy with support and guidance when she wanted and needed it. Assimilating our new teammates into our culture, processes, protocols, and structure, as well as providing ongoing support to Carol and Amy, was very time-intensive and rewarding in 2019, and thanks to everyone’s hard work, intelligence, dedication, and commitment to the community and to this organization, we are ahead of schedule in beginning to realize our potential, faster than anticipated. Additionally, there were a number of other important organizational issues and initiatives that occupied his attention, including operational and policy issues, items, and meetings for the Board of Trustees, Executive Committee, and Finance Committee, as well as our annual meeting, strategic planning process, and member relations, recruitment, and onboarding. The board reaffirmed our purpose to promote economic and community development and our mission to facilitate projects. It finalized our vision statement--to help Tiffin-Seneca be a Growing, Livable, Attractive, Strong, and Supportive Community--as well as its five core values

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of Collaboration, Innovation, Inclusion, Fairness, and Excellence. Discussion about the organization’s role and position vis-à-vis projects was active.

In addition to organizational development and supporting each of the team members in their areas of industrial, commercial, rural, entrepreneurship, community, workforce, and downtown development, David also personally managed and/or provided direct support on a number of complex and sensitive development projects, including large industrial projects; new residential and mixed-use developments; infrastructure projects and grants; and commercial projects. He worked to build our organization’s role and capacity in the areas of residential development, international development, and tech development. He’s particularly proud of the work with Tiffin City Schools and the City of Tiffin for the Tiffin Pointe II and Tax Increment Financing agreements, as well as and the

September trip to Japan. Additionally, progress was made in the area of Communication & Marketing, with our change to the Monday Minute, translated Annual Reports, and the formation of a website committee. David also finished the downtown parking study and worked with Nick on the housing study, and he began facilitating a partner-based approach to exploring retail research and marketing assistance. 5. Priorities & Metrics This section answers the question of how we will prioritize our activities and measure success. It seeks to depart from a longer list of priorities and approaches it from a couple of different angles.

• Project Management – Is it a development project or does it enhance our ability to manage projects? o Priority 1 - This year, we want to call more attention to this critical function and be explicit in that it is

our number one priority. It takes up the majority of our time, and it should. Generally, if we have to make a choice between serving a project client and anything else, the client goes first. Everything we do is geared toward managing a development project or creating an environment where more projects are attracted and can move forward more easily. We are inclusive and fair in our provision of services to all legal businesses and entrepreneurs looking for assistance. This cuts across all development areas (industrial, commercial, community, rural, international, entrepreneurial, downtown, tech, etc.) and all prioritized strategic plan (CEDS) goal areas (workforce development, retention and attraction, community development, attraction, infrastructure and real estate development, residential development). This is also a contractual obligation with the City of Tiffin and Seneca County.

o Metrics - This coming year, we will track not only the number of projects (including type and location and associated jobs and investment) that we are aware of during the course of the calendar year (this is the community’s scorecard, which we always keep), but we will also specifically track the number of projects we work on and which of our services we provided: site selection (which includes property searches and general research), resource assistance (which includes incentives, services, and referrals), and promotion (which includes company-approved press releases, social media, and video). We also look to implement a customer satisfaction survey next year.

o Strategies – Some of our strategies for next year to further improve our efficiency and effectiveness in this area are the following: (1) maintain what we are currently doing; (2) continue professional development and mentoring; (3) continue to use and investment in salesforce.com; (4) continued use of and investment into CoStar and ZoomProspector; (5) new website creation with resources; and

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(6) new informational materials development. o Budget – Each of our staff members, including the President & CEO, manage projects. In addition to the

basic operational costs (staff salary and benefits, facility, computers, phones, supplies, printing, etc.), our salesforce.com, CoStar, Adobe, Office 365, and other software licenses and subscriptions support this activity. Our Annual Reports, graphic design services, and translation services also provide information sought by prospects and are also part of helping us accomplish this. Our website and social media development, operational, and promotional costs can also fall under this category, as can professional development.

• Program Management – Is it an assistance program we manage or are partially responsible for?

o Priority 2 – There are a number of economic and community development programs we fully or partially manage and/or administer that have administrative duties above and beyond what is done in helping companies obtain them (which falls under Project Management). They include administrative duties for the Sandusky-Seneca-Tiffin Port Authority; the Downtown Tiffin Façade Enhancement Grant program; Tiffin’s Community Development Block Grant program; tax exemption programs like Enterprise Zones, Community Reinvestment Areas, and Tax Increment Financing; Tiffin’s New Jobs Program (municipal income tax credit); Transportation Improvement District grants; and certain State Capital Budget requests. Most of these are either contractual obligations or direct request from state legislators.

o Metrics – This priority will be measured by satisfactory program administration and utilization, projects supported (and their outcome metrics), partner and customer satisfaction, and program sponsor/authority reporting.

o Strategies – Some of our strategies for next year to further improve our efficiency and effectiveness in this area are the following: (1) maintain what we are currently doing; (2) continue professional development and mentoring; (3) assume additional Housing Officer responsibilities for the City’s Community Reinvestment

Areas (CRAs); (4) execute a successful council and community engagement strategy (CDIS); (5) continue to invest in relationships with school districts to develop approval processes; and (6) improve our company and community reporting process.

o Budget – We receive income from the Port Authority for performing those services. We receive some administrative income from Community Development Block grant, but some of that goes to other entities (e.g., Fair Housing, Environmental Review).

• Organizational Development – Does it secure or strengthen our capacity? o Priority 3 – maintaining and building our capacity to manage projects and perform all of our other duties

is our third priority. It means we need to continue to invest in professional and staff development; to secure, maintain and increase our contractual and membership-based support; to create, strengthen, manage and leverage our board, committees, and partnerships; and to identify and procure additional resources and assistance to provide administrative support to the team and organization. This also means that after taking care of our projects, the needs and requests of staff, key supporters, and members will be paramount in our prioritization of daily tasks.

o Metrics – This priority will be measured by engagement and satisfaction surveys (member, staff, committees); private and public financial support (amount of support and number of members) committed and collected; number of member and supporter connections and percentage connected

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with personally, as well as the number of member-focused events and communications (member relations); committee activity, membership, and results; identification of creative additional partnership-based and administrative support (e.g., internships); as well as reports given (in fulfillment of contracts).

o Strategies – Some of the strategies for next year to further improve our efficiency and effectiveness in this area are the following: (1) maintain what we are currently doing; (2) development of new (entrepreneurship development, rural development) committees and

relaunching of existing committees (community development, economic development); (3) better leveraging of board and Member and Events Committee to help with member

relations and new member recruitment activities; (4) continual focus on A/R and finances; (5) more in-person meetings, orientation/onboarding, and continuing education for contract

stakeholders on our organization; and (6) creative use of interns, partnerships, and other non-traditional means to bring additional

support to our team. o Budget – All of the costs under Project Management except CoStar also fall here. In addition, our texting

and ConstantContact subscriptions, accounting services, any net event costs (e.g., Annual Meeting, Downtown Summit, etc.), professional development costs (travel, conferences, certifications, etc.), member relations costs (e.g., meals) and membership brochure development and printing costs go here as well.

• Real Estate Development – Does it increase the amount of available vacant industrial, commercial, and residential buildings, space and/or land?

o Priority 4 – as discussed in the strategic retreat, our experience over the last few years, combined with the knowledge and feedback at the state and national conferences confirms the need for available industrial space. More than 80 percent of site searches are looking for available space, and even if the space doesn’t meet their needs exactly, it can often be expanded, and/or they decide to consider the community for a build-to-suit opportunity. In addition, the amount of (certified) industrial land in Eagle Rock is very limited, although additional land is owned by local developers. Additionally, the need for attractive residential development sites is a clear prerequisite for additional residential development. We have to have “product,” as they say in economic development. It is also important for that product to be relatively new and of the right size, configuration, and expandable if needed.

o Metrics – This priority will be measured on actions taken; additional buildings, space, and land identified and appropriate information procured and entered into our property databases; and additional buildings, space, and land developed or in the process of being developed.

o Strategies - Some of the strategies for next year to further improve our efficiency and effectiveness in this area are the following: (1) maintain what we are currently doing; (2) develop a new spec building, if no adequate available space exists; (3) acquire or determine terms for additional industrial land; (4) obtain additional site certifications; (5) engage a consultant to identify the best industrial sites countywide; and (6) work with property owners on existing sites and buildings to determine sale and/or lease

prices and their incorporation into our database of available properties.

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o Budget – We have had the experience over the last couple of years that options are not an option for most land owners. We would have to buy the land. A new program with the State of Ohio (Rural Industrial Park Loan program) can help us and/or private developers significantly with creating new product. It is, accordingly, difficult to determine how much we will need to spend or what the budget ramifications will be, given our uncertainty about the current industrial building market.

• Retention & Expansion – Does it build or maintain relationships with existing businesses and identify projects for which we can provide services?

o Priority 5 – in this document, Retention & Expansion (R&E) does not mean managing the projects once they have been identified and we are working with the company (contained under Priority 1). Rather it designates the proactive outreach to connect with, build relationships with, and identify new projects among existing businesses. Engagement and relationships with existing employers is also key to almost all of the existing development and goal areas. This is also a key contractual obligation we have with the City and the County.

o Metrics – This priority will be measured by how many businesses are connected with, how many of the top fifty employers (in terms of employment size) are connect with, how many we meet with (e.g., coffee, lunch) and have onsite visits with, and by how many projects are identified through the R&E Efforts.

o Strategies - Some of the strategies for next year to further improve our efficiency and effectiveness in this area are the following: (1) maintain the current work we are doing; (2) work with salesforce.com to procure and implement partner licenses, which give strategic

R&E partners the ability to input data into our system without viewing confidential information; (3) work with, support, and coordinate existing and new committees and groups such as the

Downtown Business Enhancement Committee, Rural Development Committee, Board of Trustees, Members, Chamber Ambassadors, as well as private organizations (e.g., banks) that work with businesses to increase the quantity and quality of our reach and business intelligence; and identify relationship managers that can and are comfortable with touching base with specified businesses on a regular basis in order to identify needs and projects;

(4) update our business database using ReferenceUSA data; (5) develop and strengthen relationships with strategic companies, in particular the ones where

there are leadership changes or such relationships do not currently exist; (6) leverage RGP Northwest Ohio and JobsOhio to assist in key company relationships; (7) continue to pursue workforce development initiatives that support the needs of existing

companies. o Budget – There will be some additional salesforce.com partner license fees, in addition to travel and

meals. In the case of Japan this year, those can be significant. We do not anticipate going to Europe this coming year.

• Communication & Marketing – Does it enhance the attractiveness of the community as a place to do development projects and/or generate leads?

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o Priority 6 – this designates those activities designed to strengthen the brand of the Tiffin-Seneca community as a preferred place for economic and community development, as well as all the additional subtypes (e.g., residential, industrial, rural, tech) as well as generate interest by developers, entrepreneurs, investors, and businesses in doing projects in our area. This priority does not include the internal communication efforts with members and supporters (covered under Priority 3), nor does it cover outreach efforts to connect with existing businesses through the R&E outreach program (covered under Priority 4), although these efforts can stimulate local businesses and investors to seek us out. We have a contractual obligation to perform this function.

o Metrics – This priority will be measured by the number of communications issued, including press releases, newsletters, and social media; by the amount of engagement in terms of views, reach, articles published and coverage provided (i.e., television), including those to the website; by the number and types of events attended, contacts made, relationships strengthened, and intelligence gathered. In addition, the number, type, and effectiveness of communication and marketing collaborations and partnerships will be tracked.

o Strategies - Five of the strategies for next year to further improve our efficiency and effectiveness in this area are the following: (1) maintain what we are currently doing; (2) work to evaluate and bring onboard a retail research and marketing firm to assist in retail

recruitment; (3) continue to develop and strengthen strategic relationships with contacts in the state and

regional industrial, commercial development arena; (4) attend strategic events such as ICSC, SelectUSA and US Midwest Japan Association; (5) create and launch a new website; and (6) develop new targeted marketing campaigns and tools (e.g., industry-specific brochures,

microsites, and newsletters). o Budget – Event costs, travel, meals, annual report, and website costs—also mentioned elsewhere—also

come under this heading. Additionally, any additional marketing publications, as well as engaging in firms to do studies or perform services with the intention to generate leads (e.g., Buxton retail services) is also to be found here.

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2020 Scope Scorecard 1. Project Management 100 Projects

50 Projects Assisted

$1M in Assistance

$40M in Investment

100 Jobs Created

1000 Jobs Maintained

$1M in Tax Revenue Site Selection Ranking 4.0 Customer Rating

4. Real Estate Development

50 Properties Available 12 Property Searches 1 Newer Building

5 Industrial Sites

1 Site Certified

5. Retention & Expansion

500 Reached 100 Visited

26 Rural Reached 10 Rural Visited

100 Downtown Reached

40 Downtown Visited

50 of Top 50 Reached

25 of Top 50 Visited

25 Projects Identified

6. Communication & Marketing

30 Media Releases

50 Media Stories

150 Social Media Posts

500k Social Med. Reach

75k Website Views

100 Website Posts

20 Rural Posts

3 Marketing Events

2. Program Management

5 Programs Managed 10 Projects Assisted 4.0 Partner Rating 4.0 Customer Rating

3. Organizational Development

4.0 Member Rating

4.0 Team Rating

4.0 Committee Rating

57 Members

$170k Private Support

$219k Public Contracts

$18k Service Fees 1 Intern 10 Active Committees