economic development action initiative...5. publicize our economic development action initiative...

Economic Development Action Initiative Economic Development Corporation of Michigan City

April 11, 2014 Submitted to:

Mr. Chuck Compton, Chairman Board of Directors Two Cadence Park Plaza Michigan City, Indiana 46360 Submitted by: Dean Uminski Crowe Horwath LLP 330 East Jefferson Boulevard South Bend, IN 46624 Tel 574-239-7865 [email protected]

Crowe Horwath LLP Independent Member Crowe Horwath International

330 East Jefferson Boulevard Post Office Box 7 South Bend, Indiana 46624-0007 Tel 574.232.3992 Fax 574.236.8692 www.crowehorwath.com

April 11, 2014 Mr. Chuck Compton, Chairman EDCMC Board of Directors Two Cadence Park Plaza Michigan City, Indiana 46360 Economic Development Strategic Action Initiative Dear Mr. Compton: The EDCMC Economic Development Strategic Plan is the result of a ten-month study and planning process, which included the active participation of many city and regional stakeholders, and an extensive economic overview and analysis of Michigan City. Our plan will provide the EDCMC with the necessary framework to increase the tax base, promote continued investment, and create jobs in Michigan City over the next 5 years. The plan will identify key strategies for economic development that will capitalize on Michigan City’s assets and present a detailed plan of action for moving forward. In addition, the Plan will evaluate options for and make recommendations for its execution and implementation. To achieve the above goal, our plan seeks to build upon the City’s many and diverse economic assets as well as to overcome its weaknesses and threats. Our final report will help to provide a footprint to increase employment and educational opportunities, facilitate growth and expansion of your existing industries and businesses, improve the quality of life for all citizens, grow the tax base, further promote and develop the downtown and lakefront, and finally to position Michigan City as a great place to live, work, do business and accumulate the necessary wealth to ensure a long-term sustainability. Local governments, business and public improvement districts, economic development organizations, chambers of commerce and other groups all develop multi-year strategic plans. Successful implementation depends not only on generating engagement and ownership from community leadership groups at the onset, but on the ability to inspire, engage, and maintain continued involvement and commitment throughout the implementation and execution that needs to take place in 2014. Please find the final report of Crowe Horwath LLP (“Crowe”), related to our engagement to lead and guide the Economic Development Corporation of Michigan City (“EDCMC”) in its effort to implement an Economic Development Action Initiative. We appreciate the assistance and support we received from Board, EDCMC personnel, the City of Michigan City, and other community and regional stakeholders during the past year. Sincerely, Dean J. Uminski Principal

www.crowehorwath.com

1

Table of Contents Introduction .................................................................................................................................... 2

Project Process and Organization ............................................................................................... 3

Project Process .............................................................................................................................. 4 Stakeholders and Participants ..................................................................................................... 7

Taskforce Team Stakeholders ...................................................................................................... 8

Workforce Development................................................................................................................ 8

Business Retention & Expansion ................................................................................................ 9

Business Attraction & Development .......................................................................................... 10

Integration with Community Development................................................................................ 11 Organizational Sustainability...................................................................................................... 12

Vision & Organization .................................................................................................................. 13

Strategic Mission and Vision ...................................................................................................... 14

Current EDCMC Organization Chart .......................................................................................... 14

Organizational Roles ................................................................................................................... 15 Community Profile & Competitiveness Assessment ............................................................... 21

Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis - Strengths ............ 22

Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis- Weakness ............ 23

Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis - Opportunities ..... 24

Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis - Threats ................ 25

Selected Community Profile Statistics ...................................................................................... 26 Advanced Economic Development Analysis ............................................................................ 33

Goals & Action Plans ................................................................................................................... 42

Workforce Development and Education .................................................................................... 43

Business Retention & Expansion .............................................................................................. 46

Business Attraction & Development .......................................................................................... 48

Integration with Community Development................................................................................ 51 Organizational Sustainability...................................................................................................... 54

Exhibit A - Proposed Code of Ethics ......................................................................................... 57

Exhibit B – Business Retention and Expansion Coordinator ................................................. 58

Exhibit C - Economic Development Coordinator ..................................................................... 60

Exhibit D - Attributes of High Performing Economic Development Organizations .............. 61


2 Introduction After a year of working alongside EDCMC staff and countless Michigan City residents and stakeholders, we truly believe that Michigan City is well positioned for re-inventive, sustained economic growth. As discussed by many taskforce team members during our conversations, the city has melded together the leadership, motivation, and now the plans to take action to achieve this growth. This report identifies a variety of action items beginning on pg. 43; however, here is a sneak peak at some critical objectives for the EDCMC and the city:

Workforce Development Work with business leaders who have participated in taskforce teams to host a Workforce Development Summit. The Summit can be a two hour meeting where a diverse group of executives from Michigan City area businesses offer their thoughts on the city’s workforce development issues. Part of the Summit should be used to educate business leaders about programming already in place. After developing a list of invitees, consider developing a web-based survey to measure attitudes and collect data on common problems.

Business Retention & Expansion Partner with Purdue North-Central and private sector businesses to perform a cluster analysis of the air compressor manufacturing industry in Michigan City. Michigan City holds a distinct competitive advantage in this niche industry, and there are significant opportunities to grow and attract businesses in its vertical and horizontal supply chains.

Business Attraction and Development Collaborate with the Redevelopment Commission and City Planning Department to develop a new business park with speculative buildings that meet advanced manufacturing businesses’ requirements. To facilitate better collaboration, consider developing a written agreement between the Redevelopment Commission and City Planning Department outlining joint priorities and processes for sharing information.

Integration with Community Development Work with Michigan City employers and other stakeholders to increase the availability of mixed-income and retirement housing. This includes working with employers to provide employer-assisted housing programming or greater guidance for employees to pursue existing government housing programs.

Organizational Sustainability It is recommended that EDCMC staff generate an Annual Operational Plan at the beginning of each fiscal year outlining the year’s priorities and identifying metrics for the Board to hold staff accountable. Each year’s annual plan should incorporate action items from this Action Initiative and report on the previous year’s progress made on strategic objectives listed in this plan.


3

Project Process and Organization


4 Project Process Under leadership from the Economic Development Corporation of Michigan City (EDCMC) Board and EDCMC Board Chairman Chuck Compton, the EDCMC embarked on a comprehensive strategic planning and action initiative process in April 2013 to better understand and prioritize Michigan City’s unique economic development characteristics, relevant issues, and to develop strategic action items that will improve the quality of life and accumulation of wealth in Michigan City. Our report sets forth many goals and objectives for the EDCMC to pursue and adopt. The most important and necessary action will be to adopt this strategic initiative.

Divided into five taskforce teams concentrated around principles of economic development, participants engaged in a collective process of evaluating current issues, Michigan City needs, concerns, and strengths through a 10-Phase Methodology. The process included the following steps:

1. Organize The EDCMC Board and Crowe held an initial visioning meeting to review and identify primary goals, a future vision of Michigan City, economic programs, potential stakeholders to be involved in the planning process, and an organizational structure/framework for the project.

2. Create Vision During this step a consensus for EDCMC leadership for Michigan City was defined and stakeholder groups were created to act as stewards to this vision. Stakeholder taskforce groups were formed for the following principles of economic development: Business Retention and Expansion, Business Attraction, Workforce Development, Integration with Community Development, and Organizational Sustainability.

3. Assess Michigan City’s Competitiveness Crowe facilitated SWOT (Strengths, Weaknesses, Opportunities, and Threats) Analysis sessions with all five taskforce teams to assess Michigan City’s current economic conditions. Follow-up discussions were executed until each taskforce team formed a consensus. The five analyses were merged into one complete SWOT Analysis, complimented with an examination of select demographic statistics, location quotients, and a shift-share analysis, and included in this executive summary within the Community Profile & Competitiveness Assessment Section.

4. Identify Issues and Formulate Realistic Goals After discussing the current economic development conditions during the SWOT Analysis sessions, stakeholder taskforce groups began broad discussions regarding approaches to maximizing strengths and opportunities and minimizing or addressing weaknesses and threats related to their respective economic development principle.

5. Publicize Our Economic Development Action Initiative This step coincided with all other steps in the project process. The beginning of the process, the introduction of the plan, the implementation of action plans, and success stories as a result of the action initiative were publicized through the EDCMC website and through public print and online media. The success of this strategic initiative relies on the participation of City agencies, municipal and business leaders, educators, community representatives and all of Michigan City’s residents. It is intended that this initiative be a unifying force that will bring together all citizens at all levels to forward a shared vision for economic growth. To do so, our entire report must reach a wide audience requiring the EDCMC to publicize the plan.


5

6. Identify, Evaluate, and Prioritize As the future vision for each taskforce began to take shape into more specific goals, taskforce teams began to evaluate and prioritize possible action items based on the availability of human, technical and financial resources necessary to achieve each goal.

7. Develop Action Plans After prioritizing goals and identifying objectives that were within the EDCMC and stakeholder’s control, taskforce members identified the necessary meetings, resources, and public feedback necessary to achieve each objective.

8. Implement Our Economic Development Action Initiative Once taskforce teams had developed action plans related to taskforce goals, internal EDCMC staff and consultants and external stakeholders began to take action to achieve results. Several goals have already been accomplished, while some more long-term goals will require time, focused attention, and resources to accomplish.

9. Monitor and Evaluate This phase involves monitoring and measuring the effectiveness of the EDCMC’s Economic Development Action Initiative. It is suggested that action items not accomplished at the time of this report be reviewed at the beginning of 2015 when the EDCMC publishes its annual goals and objectives.

10. Provide Periodic Updates on Progress Our Strategic Initiative Report is not intended to be a static document. It often discusses projects, processes, programs or actions that will be developed over time. As such, these sections serve as a framework for the EDCMC and their stakeholders to build upon. In addition, as economic and social conditions change and evolve so too must this initiative. We highly recommend that the EDCMC establish a schedule/timetable for reviewing and updating the plan on an annual or bi-annual basis.


6


7 Stakeholders and Participants Figure 1 provides an overview of how the Economic Development Action Initiative was organized:

EDCMC Board of Directors

EDCMC Staff

Workforce Development

Taskforce

Business Retention & Expansion Taskforce

Business Attraction & Development

Taskforce

Integration with Community

Development Taskforce

Organizational Sustainability

Taskforce

Crowe Horwath


8 Taskforce Team Stakeholders The EDCMC and Crowe thank the Michigan City community stakeholders who contributed their time, energy, and enthusiasm to make the Economic Development Action Initiative a success.

As the planning phase of this Initiative winds down, it is our hope that these valued community stakeholders will continue to meet on a periodic basis to implement and execute the objectives that we identified, share information about respective organizations, and continue to bring new ideas to the table that will improve Michigan City’s residents’ quality of life.

Workforce Development

Dean Uminski – Chair Crowe Horwath LLP Audra Peterson – Co-Chair Director LP County Career & Technical Assoc.

Nora Akins Strategic Management Don Babcock EDCMC Board Member Tim Bietry Michigan City Common Council Joe Coar Tonn & Blank Danielle Dacanay GAF Rick Dekker Dekker Vacuum Technologies, Inc. Eric Dombrowski Center of Workforce Innovations Dr. Jim Dworkin PNC Tom Edwards EDCMC Board Member Bill Hackney EDCMC Board Member Betsy Kohn MCAS Ralph Kokot Vanair Rene Ray Kelly Services Brian Smith Crowe Horwath LLP Rick Soria Ivy Tech Phyllis Stark MCAS Tammy Stump Center of Workforce Innovations Dr. Barbara Eason-Watkins Superintendent Michigan City Schools Al Whitlow Executive Director-Boy & Girls Club of MC Linda Woloshansky Center of Workforce Innovations


9

Business Retention & Expansion

Dean Uminski – Chair Crowe Horwath LLP Ann Dahm – Co-Chair EDCMC Board Member Kim Ramsey – Co-Chair EDCMC & GLEDC Tim Anderson Shady Creek Winery Jack Arnett Convention and Tourism Bureau Garry Blumenfeld Commercial Investment Transactions Bert Cook GLEDC Executive Director Don Koliboski NWI Forum Richard Pate Pate Associates John Schaefer EDCMC Board Member Brian Smith Crowe Horwath LLP


10

Business Attraction & Development

Dean Uminski - Chair Crowe Horwath LLP Ann Dahm - Co-Chair EDCMC Board Member Kim Ramsey – Co-Chair EDCMC & GLEDC Tim Anderson Shady Creek Winery Jack Arnett Convention & Tourism Bureau Garry Blumenfeld Commercial Investment Transactions Bert Cook GLEDC Executive Director Don Koliboski NWI Forum Richard Pate Pate Associates John Schaefer EDCMC Board Member Brian Smith Crowe Horwath LLP


11

Integration with Community Development

Dean Uminski - Chair Crowe Horwath LLP Randy Novak - Co-Chair MC Fire Department Pat Boy MC Common Council Lee Coburn Michigan City Resident Tom Cipares General Insurance Services Jennifer Heath Barker Woods Shem Khalil MC Urban Enterprise Zone Mayor Meer Mayor's Office Ed Merrion Catholic Charities Jan Orlich MC Parks & Recreation Department Craig Phillips MC Planning & Redevelopment Brian Smith Crowe Horwath LLP Denby Snell GAF Maggie Spartz Unity Foundation Joie Winski EDCMC Board Member & LA Porte County Auditor


12

Organizational Sustainability

Dean Uminski - Chair Crowe Horwath LLP Chuck Compton EDMC Board Chairman Peggy Moore EDCMC Board Member & Dage MTI John Schaefer EDCMC Board Member Joie Winski EDCMC Board Member & LA Porte County Auditor


13

Vision & Organization


14 Strategic Mission and Vision The intent of the EDCMC Strategic Initiative is to identify specific actions and programs to enable the EDCMC to achieve their stated goal which is to improve the economic viability and attractiveness of Michigan City and strengthen its status as one of America’s most livable cities.

EDCMC Mission Statement To develop and implement seamless policies, procedures and programs for economic and community development that drive systemic and long-term viability through collaboration and consensus with our stakeholders and community resources.

EDCMC Vision Statement To assure the long-term viability of Michigan City with a healthy and robust business environment, modern public infrastructure, a stable tax base, outstanding customer service and quality human, technical and financial resources so that local leaders are able to sustain needed change.

Current EDCMC Organization Chart

EDCMC Board of Directors

Assistant Development Director

Kim Ramsey

Office Administrator Char Bolka

Executive Director Clarence Hulse


15 Organizational Roles During the Strategic Action Initiative process, the EDCMC experienced significant organizational and personnel changes. During this time, the EDCMC refined the organizational roles for its staff members. Below are the updated role descriptions for the Board of Directors, Executive Director, Assistant Development Director, and Office Administrator. These have been placed in the Strategic Action Initiative to serve as a reminder of the duties and responsibilities assigned to each position.

EDCMC Board of Directors The Board of Directors has a defined role with specific responsibilities within the EDCMC. Essentially it is the role of the Board of Directors to hire the EDCMC Executive Director and assess the overall direction and strategy of the organization. In our opinion the bullet points below outline what we see as the major responsibilities of the Board of Directors:

Provide direction for the EDCMC. Recruit, supervise, train, evaluate and compensate the Executive Director. Govern the organization and the relationship with the Executive Director. Establish a policy based governance system. Fiduciary duty to protect the organization’s assets and member’s investment. Assist in securing funds to support EDCMC economic development initiatives and strategies.


16

Executive Director Function: The Executive Director serves as the chief executive officer of the Economic Development Corporation Michigan City.

The Executive Director serves as the principal promoter for business and industrial growth within the corporate city limits of Michigan City, Indiana.

The Executive Director has the primary responsibility for leading and implementing an economic development strategy which shall include a Business Retention and Expansion program within the corporate city limits of Michigan City, Indiana.

The Executive Director is responsible for the creation and implementation of an effective marketing program; providing professional leadership in the promotion of positive political relationships, public relations with public members and media representatives; accountability of day-to-day operation; budget creation and adherence; and development and implementation of a strategic plan of action for short and long term success of the corporation.

The Board of Directors of the Corporation shall direct the activities of the Executive Director through board policy and program guidelines.

Duties and Responsibilities:

Responsible for the overall daily administration and operation of the Corporation as it involves programs, planning, budget, and general operations as approved by the Board.

Propose policy changes, when appropriate, to the Board pertaining to the benefit of citywide economic development.

Promote positive working relationships with public, private and non-profit leaders and agencies in Michigan City, region and the State.

Maintain an outreach program which includes contact and interaction with partnering agencies: industrial brokers, utilities, Chambers of Commerce, railroad representatives, engineering and consulting firms, Indiana Economic Development Corporation, LA Porte County Convention & Visitors Bureau, institutions of higher learning and state, national, and other economic development organizations.

Maintain a continuing program of assistance to existing business, to include technical advice, help in locating financing, identification and negotiation of incentives for expansion, or other types of assistance as needed.

Establish and update a community inventory to include, but not be limited to, available existing development sites, labor market trends and capabilities, transportation linkages, long and short term financing, utilities, educational opportunities, and other community information.

Maintain a continuing program of contact with selected industries and businesses which may have interest in relocating or opening a branch operation in the area.

Provide and/or arrange for all necessary information on the area and provide all reasonable and customary assistance to firms seeking a Michigan City area site for their business.

Respond promptly to prospects and maintain continued contact through letters, email, telephone, and /or personal contact as appropriate until a definitive decision is made regarding locating in Michigan City, Indiana.

Develop advertising, publicity, and public relations programs, including a positive long-term rapport with news media.

Coordinate and conduct orientation sessions for new Board members and committee volunteers. Prepare annual work plan, proposed budget and annual report for submittal to the Board. Represent the Corporation before civic and political organizations and maintain a continuing liaison with

such groups.


17

Develop and maintain tools and staff skills to carry out a work program which may include, but not be limited to, an industrial demographic study of the Michigan City, power point presentations, websites, and special target publications of specific sites and buildings.

Maintain familiarity with existing and proposed legislation affecting economic development efforts in Michigan City.

Be familiar with available grants, and maintain the ability to prepare grant applications and/or assist employers/partners in the submission of grant proposals.

Perform other related duties required to meet policy and program goals of the Corporation. Qualifications: The successful candidate is required to have excellent written and verbal communication skills, a self-motivator with strong professional, interpersonal and organizational skills; experience working with local, state, and federal government officials and programs; supervisory skills.

A Bachelor’s degree in economics, business administration, political science, or other related field, practical experience with overall basic knowledge of business needs and practices and a minimum of six years of economic development experience with at least three in senior management is required.

Master’s degree in economic development, public administration, public policy, planning or a related field and/or professional economic developer certification are preferred.


18

Assistant Development Director

Function: The Assistant Development Director serves as a liaison between the general public, existing or prospective companies, vendors and the offices of the Greater La Porte Economic Development Corporation (GLEDC) and the Economic Development Corporation Michigan City (EDCMC). They report to the Executive Directors of GLEDC and EDCMC regarding project management work. As to the retention and expansion duties, the employee will report to either GLEDC or EDCMC, as appropriate and depending on the territory of the Company. Duties and Responsibilities:

Respond to state and regional leads and maintain database. Respond to local leads and maintain database. Complete retention visits determined by individual organization. Attend functions that are pertinent to the mission and vision of either EDCMC or GLEDC. Website updates and maintenance. Property updates and maintenance. Working on site selection projects –data collection, RFP response. Responsibility to act on behalf of Executive Director when not available. External sales and marketing. Other duties as assigned by Executive Directors.

Qualifications: The Assistant Development Director will have the experience, general knowledge and responsible character traits as a representative of the Greater La Porte Economic Development Corporation and the Economic Development Corporation Michigan City. As such, the candidate must exhibit professionalism in the execution of the duties and responsibilities. The candidate is expected to have the following skills: leadership, oral and written communication skills, financial, customer service, organizational skills, and marketing experience. The Prospect is expected to present oneself in a professional manner daily. Business attire is required. This position requires that the individual have excellent computer skills; proficient in Microsoft Office programs such as Word, Excel, PowerPoint and Publisher. Proficiency in retention/expansion tracking software is required within thirty days of hire. Knowledge of financial software such as QuickBooks is a plus. Certificate from a college or technical school plus 1-2 years related experience or equivalent combination of education and experience is required.


19

Office Administrator Function: Under supervision of the Executive Director, the Office Administrator coordinates schedules, prepares documents, presentations and materials for presentation to clients and the Board of Directors. Provides support services for the Executive Director and Business Development Manager within the scope of essential functions. Is responsible for accounts payable and accounts receivable and management of records related to company finances and personnel.

Duties and Responsibilities: Individual assigned to this position is expected to apply full working knowledge and experience to assure follow-up on projects, complete support of the Executive Director's efforts and supporting the Team approach. From time to time, supervision will be limited to general instructions, and individuals in this position will apply independent judgment, specific knowledge, confidentiality and skill to the various tasks and liaison activities as required with clients, customers and board members. Effective communication skills are mandatory.

Coordinates and schedules meeting for all Economic Development related projects. Proficiency in Quick Books Pro Financial Accounting software to assure timely payment of bills and

deposit of receipts. Develops file systems to maintain records and reports both electronically and in hard copy. Responds to general public and business inquiries in a courteous manner; provides information within

the scope of knowledge, or refers to other staff members as appropriate. Designs, formats and prepares management/administrative information reports and support material tor

the Board of Directors. Coordinates promotional needs with creative design and advertising firms through meetings or review of

mock-ups; redesigns as required. Assists with recommendations for future equipment purchases and ongoing system-related hardware

and software needs. Attend training and remain proficient with latest Quick Books Pro, Microsoft Office Suite programs, email

software and several State, Department of Commerce and economic development "partnering" organization real estate databases.

Maintains good working relationship with the staff of all stakeholder organizations. Serves as liaison with business clients, elected officials, staff, management, etc. Answer and route calls as necessary.

Additional Responsibilities:

Attend meetings and record minutes for all sister organizations such as 12 East Business Center LLC to assure proper record keeping.

Coordinate not more than annually, a business investment awards dinner in conjunction; with the Chamber of Commerce and existing business community.

Become proficient with database software to maintain and assist in scheduling of directors calendar, project tracking and lead tracking.

Performs related duties as assigned.


20 Qualifications:

Minimum high school graduate with vocational training in Microsoft Professional Office Suite, as well as work-related experience and thorough basic knowledge of computers and internet access. Associates in Business preferred.

Excellent communications skills, attention to detail, ability to establish good rapport with office staff, existing business owners, vendors and others are essential. These statements reflect general details as necessary to describe the principal functions of this job, the level of knowledge and skill typically required, and the scope of responsibility, but should not be considered an all-inclusive listing of work requirements. Individuals may perform other duties as assigned, including work in other functional areas to cover absences or relief, to equalize peak work periods or otherwise balance the workload.


21

Community Profile & Competitiveness Assessment


22 Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis Effective economic development strategic planning requires a complete understanding of Michigan City’s competitive position as compared to other cities. A SWOT Analysis identifies an area’s strengths, weaknesses, opportunities, and threats for economic development.

Our completed SWOT Analysis is a result of brainstorming discussions with each of our taskforce groups, in which community stakeholders engaged in a dialogue to assess Michigan City’s current and future economic development qualities.

As part of each taskforce’s preliminary discussions, the SWOT Analysis leads directly to specific action items developed in order to maximize strengths, minimize or resolve weaknesses, build on opportunities, and combat threats.

Strengths Michigan City’s strengths improve its competitive advantage and make it a desirable place to live and do business in.

Michigan City has an abundance of natural amenities, particularly its lakefront, beaches, and parks, that make it an attractive place for residents and visitors.

Michigan City is within an hour and ten minute drive to Chicago, the nation’s third largest metropolitan area. This distance provides residents and visitors of Michigan City several distinct advantages. Michigan City residents can use several available transportation options to access Chicago’s cultural, educational, and employment opportunities. Meanwhile, Chicago residents can take advantage of Michigan City’s retail shopping, natural amenities, and low cost of doing business.

Michigan City enjoys easy access to other major U.S. markets, as it is within a one day drive of 80% of

the U.S. population.

Michigan City benefits from excellent transportation connectivity and infrastructure. This includes many nearby Interstates and Highways (I-80, I-90, I-94, I-65, Highway 20, etc.), commuter and freight trains (South Shore Rail Line, AMTRAK, Norfolk Southern Railroad, etc.), and close proximity to the Port of Indiana Burns Harbor.

Despite its proximity to major metropolitan markets and its natural amenities, the cost of doing business

in Michigan City is very low. Corporate and personal tax rates continue to decline in Indiana, which currently boasts the best tax climate in the Midwest and 5th best in the U.S.

Indiana is a Right to Work State. Right-to-Work states often see greater private sector job growth and

innovation than non-Right to Work states.

Michigan City has strong expertise in manufacturing. The city benefits from a competitive advantage in manufacturing as a result of its proximity to natural resources and transportation infrastructure, clusters of manufacturing businesses, and a workforce experienced in manufacturing.

Michigan City has a strong presence in the air compressor industry.


23 Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis Weaknesses Michigan City’s weaknesses are obstacles impeding economic development. These items make Michigan City less attractive to operate a business or reside in.

Michigan City has a higher unemployment rate than most other Indiana metropolitan areas.

It appears that communication efforts between community partners have been inadequate and fragmented. Although this Initiative has improved the connectivity of community partners, there is still a need for concentrated and sustained community collaboration to identify programming needs and increase awareness of existing programming.

Business attraction efforts are negatively affected by externalities associated with the Indiana State Prison and the public school system.

The public school system suffers from negative perceptions as a result of poor past performance. Too many high school students have graduated lacking basic STEM and soft skills. This problem is intensified by a lack of parental involvement within some student segments.

From its gateways to its downtown environment, Michigan City suffers from poor first impression as a result of overall image and aesthetics.

Michigan City experiences a variety of homelessness issues, as do many cities in Northwest Indiana.

Michigan City lacks a diverse stock of affordable and attractive housing.

While Michigan City’s retail sector performs well, stakeholders criticized the City’s lack of options and diversity in retail amenities.


24 Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis Opportunities Michigan City has many dimensions of untapped potential. These opportunities, recognized by stakeholders, recognize possibilities to develop greater economic development competitive advantages.

Michigan City is currently benefiting from a climate this is prime for redevelopment, including committed resources, leadership, and a positive attitude for change. This provides an exciting opportunity for stakeholders to continue to capitalize on the increased communication and collaboration between economic development, businesses, and community leaders/stakeholders.

As businesses and education stakeholders increase collaboration, Michigan City has the opportunity to align high school, community college, and career and technical education programing more closely with each other and with businesses seeking to create a pipeline of well-trained employee candidates.

Michigan City benefits from three focal points of its downtown environment: the Washington Park and Beach, the Blue Chip Casino, and the Lighthouse Place Premium Outlets. To better capitalize on these assets, Michigan City must improve connectivity and direct access between its downtown and these three focal points. By improving downtown connectivity and overall aesthetics, Michigan City and downtown businesses will have the opportunity to experience spillover spending, as casino, beach, and outlet mall visitors spend time and money at other downtown businesses.

Michigan City’s low cost of living, natural amenities, and proximity to major markets give it a great opportunity to take advantage of a blossoming arts community and other creative class amenities.

Michigan City has a variety of brownfield sites and other properties available for the development of a business/industrial park.

There is an increasing interest in living downtown and Michigan City is in a good position to capitalize with this trend.


25 Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis Threats Threats are unfavorable trends or developments that stakeholders believe will weaken Michigan City’s economic position in the future.

Michigan City currently has an aging workforce. The city’s younger population appears to lack an interest in manufacturing career paths.

Although the United States has seen a resurgence in manufacturing recently, the nation and cities with high employment concentrations in manufacturing continue to be threatened by overseas and Sunbelt location trends for low-skilled manufacturing.

Michigan City’s education and workforce development stakeholders suffer from inadequate funding to properly train the city’s future employees and business leaders.

Several community stakeholders believed that Michigan City is threatened by a “resort community mindset.”

Michigan City is threatened by businesses locating outside of City limits while using and benefiting from city services and limited space for new businesses if City limits are not expanded. The EDCMC should work with the City Planner to explore the extension of City boundaries to ensure a strong, competitive and diverse local economy and tax base.

The EDCMC Executive Director should work with the Redevelopment Commission to enhance usable industrial space or redeploy obsolete space for more productive uses. The McDonald brothers own approximately 500 acres near the airport which would make an ideal location for an Industrial Park.

There are limited funds to support economic development initiatives and strategies. The EDCMC Executive Director needs to coordinate efforts with the Redevelopment Commission to strengthen the incentive potential of existing TIF districts (extend sunset and or add additional districts).

There needs to be a concerted effort to create an industry cluster sector partnership of employers within the air compressor industry. An industry cluster consists of firms operating in a single industry. Crowe advises the EDCMC to establish a sector partnership with Sullair, Dekker Industries and Sullivan Palatek. By bringing employers in the same industry together they have the ability to help these companies do networking that could result in the growth of existing cluster firms, the attraction of additional clusters and suppliers and increase job creation potential for Michigan City. This effort should be addressed as part of the Workforce Development Taskforce Team that Clarence Hulse will chair going forward.

CVB funding is very low in comparison to other lakefront communities which results in Michigan City not having an identity to attract new business/capital investment.

An overall decline in manufacturing is affecting many cities across the United States.


26 Selected Community Profile Statistics Age Many areas of the U.S. are experiencing an aging population because of decreased birth rates and increased life expectancy. The age of the population can be a key factor because it leads to difficulty finding available labor and future population declines. LA Porte County’s median age is 39.3 years old while Indiana’s median age is only 37.1 years old. This suggests that the Michigan City/LA Porte County MSA may experience problems in the future relating to a declining workforce.

Table 1*

AGE OF RESIDENTS United States Indiana

Lake County

Porter County

St. Joseph County

Michigan City – LA Porte

MSA

Total population 311,591,919 6,516,922 495,558 165,537 266,931 111,374

Male 49.2% 49.2% 48.2% 49.2% 48.5% 51.6%

Female 50.8% 50.8% 51.8% 50.8% 51.5% 48.4%

Under 5 years 6.4% 6.6% 6.6% 5.8% 6.6% 5.8%

5 to 9 years 6.5% 6.8% 7.3% 6.3% 6.8% 5.8%

10 to 14 years 6.7% 7.0% 6.8% 7.1% 6.9% 7.4%

15 to 19 years 7.0% 7.3% 7.2% 7.2% 7.9% 6.2%

20 to 24 years 7.1% 7.1% 6.1% 5.9% 7.8% 6.2%

25 to 34 years 13.3% 12.7% 12.8% 13.1% 12.6% 13.1%

35 to 44 years 13.1% 12.8% 12.5% 13.5% 12.2% 13.2%

45 to 54 years 14.3% 14.3% 14.5% 15.0% 14.0% 14.2%

55 to 59 years 6.5% 6.6% 6.7% 7.8% 6.7% 7.9%

60 to 64 years 5.7% 5.7% 6.0% 5.8% 5.3% 5.9%

65 to 74 years 7.2% 7.1% 7.1% 6.9% 6.4% 7.6%

75 to 84 years 4.2% 4.2% 4.5% 3.8% 4.7% 5.4%

85 years and over 1.8% 1.8% 1.8% 1.9% 2.2% 1.3%

Median age (years) 37.3 37.1 37.5 38.4 36.2 39.3 * Data obtained from US Census Bureau

Note: The US Census Bureau defines the Michigan City – La Porte, IN Metropolitan Statistical Area as La Porte County itself.

Cites like Portage, Indiana or Gary, Indiana were not included for comparison, since they are aggregated into the Chicago-Naperville-Joliet MSA.

Cities within Porter County include: Portage and Valparaiso

Cities within Lake County include: Crown Point, Gary, East Chicago, Hammond, Hobart, Lake Station, and Whiting

Cities within St. Joseph County include: South Bend and Mishawaka


27

Education Educational attainment is an important factor for businesses when they look for new areas to expand and relocate. High educational attainment means that there are a large amount of educated workers who would be qualified to work for their business. The Michigan City/LA Porte County MSA only has 16.2% of its population receiving a bachelor’s degree or higher. This is severely lacking behind the national average of 28.5%.

Table 2*

EDUCATIONAL ATTAINMENT United States Indiana

Lake County

Porter County

St. Joseph County


MSA

Population 25 years and over 206,471,670 4,255,459 327,080 112,234 170,825 76,490

Less than 9th grade 6.0% 4.2% 5.3% 2.1% 3.3% 3.6%

9th to 12th grade, no diploma 8.1% 8.6% 8.1% 5.5% 8.9% 10.1%

High school graduate (includes equivalency)

28.4% 35.5% 35.2% 34.9% 32.2% 39.3%

Some college, no degree 21.2% 20.9% 23.2% 22.7% 21.8% 23.3%

Associate's degree 7.8% 7.9% 7.9% 8.7% 7.3% 7.5%

Bachelor's degree 17.9% 14.8% 13.9% 16.6% 16.0% 9.3%

Graduate or professional degree 10.6% 8.2% 6.3% 9.4% 10.4% 6.9%

Percent high school graduate or higher

85.9% 87.3% 86.6% 92.4% 87.8% 86.3%

Percent bachelor's degree or higher

28.5% 23.0% 20.3% 26.0% 26.5% 16.2%

* Data obtained from US Census Bureau


28

Unemployment Unemployment can be a figure that attracts or deters people to live in a certain area. Low unemployment will attract more residents because of the availability of jobs, while high unemployment will deter people from living in a certain area. The Michigan City/LA Porte County MSA’s unemployment as of 2011 was 11.6% which is higher than the national average of 10.3% and Indiana’s average of 10.0%.

Table 3*

EMPLOYMENT STATUS United States Indiana Lake

County Porter County

St. Joseph County

Michigan City – LA Porte MSA

Population 16 years and over

246,194,111 5,103,069 385,270 131,179 208,726 88,685

Civilian labor force 156,460,172 3,260,792 237,660 85,682 135,583 52,494

Percent Unemployed 10.3% 10.0% 11.7% 9.0% 11.1% 11.6% * Data obtained from US Census Bureau


29

Industry Breakdown The concentration of certain industries can create efficiencies for businesses in that area. A high concentration of a specific industry may attract a business to the area because of the efficiencies available, but it can also deter a business because of increased competition. In addition, some industries are growing fast, while other industries are declining. It is important to have a good mix of industry in order to mitigate your risk of future decline. The state of Indiana as a whole is very manufacturing based with 18.3% of all jobs related to the manufacturing sector. LA Porte County is in line with these numbers having 18.0% of jobs relating to the manufacturing sector. This is considerably higher than the U.S. average of 10.4%.

Table 4*

INDUSTRY United States Indiana

Lake County

Porter County

St. Joseph County


MSA

Civilian employed population 16 years and over

140,399,548 2,934,500 209,739 77,960 120,550 46,419

Agriculture, forestry, fishing and hunting, and mining

1.9% 1.4% 0.6% 0.1% 0.5% 2.0%

Construction 6.1% 5.6% 5.8% 4.7% 5.1% 5.0%

Manufacturing 10.4% 18.3% 16.0% 20.1% 15.8% 18.0%

Wholesale trade 2.8% 2.6% 1.7% 2.7% 3.1% 3.1%

Retail trade 11.6% 11.5% 11.7% 11.6% 11.8% 13.2%

Transportation and warehousing, and utilities

5.0% 5.3% 6.6% 5.3% 4.6% 7.1%

Information 2.1% 1.7% 1.6% 1.3% 1.7% 0.8%

Finance and insurance, and real estate and rental and leasing

6.6% 5.3% 5.2% 5.8% 5.3% 6.1%

Professional, scientific, and management, and administrative and waste management services

10.7% 7.9% 8.4% 6.1% 8.1% 3.9%

Educational services, and health care and social assistance

23.2% 23.5% 23.8% 25.7% 27.6% 25.2%

Arts, entertainment, and recreation, and accommodation and food services

9.4% 8.7% 10.2% 8.4% 9.2% 7.6%

Other services, except public administration

5.0% 4.5% 4.6% 5.4% 4.6% 4.1%

Public administration 5.1% 3.7% 3.6% 2.7% 2.8% 3.9% * Data obtained from US Census Bureau


30

Median Wages Low median wages can be a strong attractor for businesses entering a new area because of cheaper labor costs, but it is important to consider all factors including availability of quality labor, cost of living, and infrastructure before making a decision based solely on labor costs. The Michigan City/LA Porte County MSA has a median wage of $34,001 which is higher than the national average of $32,096.

Table 5*

OCCUPATION MEDIAN WAGE

United States Indiana

Lake County

Porter County

St. Joseph County

Michigan City – LA

Porte MSA

Median earnings (dollars)

Civilian employed population 16 years and over

32,096 31,146 32,903 36,519 30,131 34,001

Management, business, science, and arts occupations:

51,793 46,807 52,747 50,059 45,023 48,009

Management, business, and financial occupations:

59,211 52,843 65,008 61,069 51,210 50,418

Management occupations 61,759 55,956 65,910 68,798 54,289 47,085

Business and financial operations occupations

52,595 49,378 63,414 48,269 42,372 52,273

Computer, engineering, and science occupations:

67,402 59,991 63,900 67,330 57,564 60,146

Computer and mathematical occupations

70,594 58,449 65,083 75,125 55,208 48,409

Architecture and engineering occupations

70,504 62,244 66,318 77,698 63,185 62,127

Life, physical, and social science occupations

53,069 51,270 60,193 47,852 34,071 66,648

Education, legal, community service, arts, and media occupations:

40,170 35,797 36,194 36,920 32,338 41,897

Community and social services occupations

36,951 34,967 32,852 46,127 34,365 27,079

Legal occupations 71,323 53,885 45,968 75,666 59,875 123,597

Education, training, and library occupations

38,339 35,617 35,358 35,930 30,158 53,577

Arts, design, entertainment, sports, and media occupations

35,270 29,426 31,841 32,083 28,873 28,750

Healthcare practitioner and technical occupations:

51,763 46,014 51,379 39,372 45,921 43,761


31



Lake County

Porter County

St. Joseph County


Porte MSA


Health diagnosing and treating practitioners and other technical occupations

61,845 53,337 60,689 57,493 53,693 61,711

Health technologists and technicians

35,234 33,983 31,776 36,011 33,864 40,358

Service occupations: 17,061 15,288 15,326 16,186 14,493 18,496

Healthcare support occupations 21,548 20,190 20,899 14,086 22,611 20,244

Protective service occupations: 40,801 37,222 42,467 50,833 34,261 33,917

Firefighting and prevention, and other protective service workers including supervisors

29,205 27,919 22,786 35,098 19,836 45,762

Law enforcement workers including supervisors

53,929 44,143 47,358 71,477 51,456 33,708

Food preparation and serving related occupations

12,436 10,492 10,573 12,069 11,205 10,877

Building and grounds cleaning and maintenance occupations

17,365 17,934 17,189 26,881 16,389 25,213

Personal care and service occupations

14,632 13,581 15,460 16,585 12,424 21,068

Sales and office occupations: 27,206 26,183 28,221 28,350 25,183 27,731

Sales and related occupations 25,478 25,186 26,771 30,816 23,080 21,878

Office and administrative support occupations

28,180 26,624 29,426 26,785 25,860 29,874

Natural resources, construction, and maintenance occupations:

32,284 36,142 45,000 58,153 36,675 49,097

Farming, fishing, and forestry occupations

17,595 24,208 31,354 - 16,397 21,266

Construction and extraction occupations

31,228 33,681 42,342 69,974 35,314 58,003

Installation, maintenance, and repair occupations

39,495 40,508 46,299 46,358 38,921 39,094

Production, transportation, and material moving occupations:

28,273 30,961 37,775 43,188 30,709 37,265


32



Lake County

Porter County

St. Joseph County


Porte MSA


Production occupations 30,341 31,976 40,841 52,344 31,895 36,639

Transportation occupations 31,228 33,537 41,301 29,074 32,457 37,509

Material moving occupations 21,423 25,414 29,080 21,586 25,587 38,409 * Data obtained from US Census Bureau


33 Advanced Economic Development Analysis Location Quotients An industry location quotient analysis allows a community to understand its concentration of businesses as compared to neighboring metropolitan areas and the United States. These industry location quotients were calculated by comparing an industry’s share of regional employment to the industry’s share of national employment.

Industries with a location quotient greater than one have a higher employment concentration in the Michigan City/LA Porte MSA than the national average. These industries are often export-oriented industries. If an industry is more concentrated in Michigan City than neighboring counties, it is likely bringing money into Michigan City as residents and businesses purchase goods and services from Michigan City businesses.

Likewise, industries with a location quotient below one are less concentrated in the Michigan City/LA Porte MSA than the national average. These industries are likely to be import-oriented, meaning that Michigan City residents and businesses are spending money outside of the MSA on these goods and services.

Table 6 displays Michigan City’s industry location quotients based on specific 2012 Bureau of Labor Statistics data. The Bureau of Labor Statistics had not published the 2013 employment and wages data necessary for this analysis at the time of this report.

Industries with significantly larger location quotients as compared to neighboring counties, Indiana, and the nation are:

Manufacturing Arts, Entertainment, and Recreation

Industries with significantly smaller location quotients as compared to neighboring counties, Indiana, and the nation are:

Mining, Forestry, Fishing, and Hunting Professional and Technical Services Management of Companies and Enterprises Educational Services Information Finance and Insurance


34 Table 6 NAICS Sector Industries

INDUSTRY Indiana – Statewide Lake County

Porter County

Michigan City-LA Porte

MSA NAICS 11 Agriculture, forestry, fishing and hunting

0.53 ND 0.11 0.75

NAICS 21 Mining, quarrying, and oil and gas extraction

0.41 ND 0.09 0.09

NAICS 22 Utilities 1.23 1.19 ND ND NAICS 23 Construction 1.01 1.48 1.75 0.97 NAICS 31-33 Manufacturing

1.82 1.76 1.4 2.12

NAICS 42 Wholesale trade 0.95 0.8 ND ND NAICS 44-45 Retail trade 0.96 1.06 1.08 1.18 NAICS 54 Professional and technical services

0.59 0.49 0.46 0.28

NAICS 55 Management of companies and enterprises

0.67 0.15 0.56 0.19

NAICS 56 Administrative and waste services

0.97 0.63 0.7 0.68

NAICS 61 Educational services

0.87 2.04 0.82 0.46

NAICS 62 Health care and social assistance

0.99 1.02 1.22 1.04

NAICS 48-49 Transportation and warehousing

1.21 1 1.1 0.98

NAICS 51 Information 0.59 0.39 0.34 0.34 NAICS 52 Finance and insurance

0.77 0.45 0.51 0.47

NAICS 53 Real estate and rental and leasing

0.77 0.59 0.74 0.61

NAICS 71 Arts, entertainment, and recreation

0.97 0.57 2.1 2.41

NAICS 72 Accommodation and food services

0.96 1.09 0.98 1.04

NAICS 81 Other services, except public administration

0.85 1.25 1.03 0.93

NAICS 99 Unclassified 0.01 0.03 NC NC NC - Not calculable, the data does not exist or is zero. ND - Not disc losable.


35 Dynamic Location Quotient Analysis How have the sizes and strengths of Michigan City’s industries changed over the last few years?

Figure 1 (below) displays the current size and concentration of an industry, as well as whether that industry has become more or less concentrated in Michigan City since 2008.

The vertical axis of this graph represents industries’ 2012 location quotients. The higher up an industry is on the graph, the more concentrated that industry is in Michigan City as compared to the national average. The horizontal axis of this graph represents industries’ changes in location quotients from 2008 to 2012. Industries towards the right have become more concentrated, while industries on the left have become less concentrated. Finally, the size of the ‘bubbles’ represents the industry’s employment size. The larger the ‘bubble’ – the more Michigan City employees work in that industry.

If you were to draw a line across the graph, you would have 4 quadrants.

In the top-right quadrant, Figure 1 shows us Michigan City’s growing and concentrated industries:

Manufacturing

Observation: This analysis supports our SWOT Analysis and other industry statistics findings. Despite negative trends for manufacturing across the United States, Michigan City’s manufacturing base is highly concentrated compared to the average US city, it is growing, and it is the largest industry by employment in the city.

Discussion: Any discussions related to attracting new industries and businesses must keep in mind that manufacturing is growing and concentrated in Michigan City. In the short and mid-term outlook, it should be a top priority to develop and maintain an advanced manufacturing workforce, develop physical spaces that will serve new and existing manufacturing businesses, and attract businesses that will benefit the areas existing manufacturing clusters.

Arts, Entertainment, and Recreation

Observation: This analysis demonstrates that Arts, Entertainment, and Recreation is a growing industry in Michigan City, although it does not employ a large amount of people in the city.

Discussion: This analysis supports the SWOT Analysis finding that the casino, beaches and parks, and other creative class amenities are resulting in positive economic activity for Michigan City. Downtown redevelopment activity should capitalize on this small but budding tourism and entertainment industry. The city should continue its efforts to attract and foster new businesses to increase the size of the ‘Arts, Entertainment, and Recreation’ bubble in future years.

Other observations:

The Retail Trade and Accommodation and Food Services industries both have large employment levels in Michigan City, are slightly more concentrated in Michigan City than in the average US city, and have slightly grown in concentration recently. This is a potential competitive advantage, suggesting that Michigan City is a destination for residents of nearby communities to spend money on retail, hotels, and food. As downtown is redeveloped, there may be opportunity to further increase the size and concentrations these industries.

The Healthcare and Social Assistance industry remains a large employer in Michigan City, but its concentration of jobs has decreased in recent years. Michigan City should be wary of this drift and apply focused attention on reversing this trend. Specific efforts may include increased BR&E visits or economic development stakeholder discussions with the largest healthcare employers.


36 Figure 1 - Dynamic Location Quotient Analysis

Construction

Manufacturing

Administrative and waste services

Retail trade

Professional and technical services

Administrative and waste services

Health care and social assistance

Finance and insurance

Arts, entertainment, and recreation

Accommodation and food services

Other services

0

0.5

1

1.5

2

2.5

-25.00% -20.00% -15.00% -10.00% -5.00% 0.00% 5.00% 10.00% 15.00% 20.00% 25.00%

2012

Loc

atio

n Q

uotie

nt

2008 - 2012 % Change in Location Quotient


37

Shift Share Analysis Some businesses benefit from national growth trends within their industry, while other businesses benefit from unique locational factors that provide them with a competitive advantage. Shift-share analysis is a statistical method that helps identify the origins of growth or decline in local employment – identifying whether changes in employment can be attributed to trends in the national economy, national trends across industries, or local competitive factors.

Table 7 displays the changes in employment from 2000 to 2011 in 11 industry sectors within La Porte County. This 11 year period includes the 2008 Financial Crisis and the following recession, which is apparent by the decline in jobs in 10 of the 11 industries. Public Administration, Information, Construction, and manufacturing declined the most in La Porte County during this time, while Leisure and Hospitality employment increased by 4.1%.

Table 7: Employment Data for LA Porte County 2000 - 2011

Industry 2000 2011 Change in Jobs Percent Change

Trade, Transportation, and Utilities 9,519 8,461 -1,058 -11.1%

Education and Health Services 8,444 8,373 -71 -0.8%

Manufacturing 10,835 7,847 -2,988 -27.6%

Leisure and Hospitality 4,997 5,200 203 4.1%

Professional and Business Services 2,689 2,452 -237 -8.8%

Construction 2,338 1,682 -656 -28.1%

Public Administration 3,957 1,605 -2,352 -59.4%

Other Services 1,416 1,300 -116 -8.2%

Financial Activities 1,376 1,186 -190 -13.8%

Information 870 415 -455 -52.3%

Natural Resources and Mining 361 296 -65 -18.0%

Total Employment 46,802 38,817 -7,985 -17%

Employment data obtained from the U.S. Bureau of Labor Statistics’ Census of Employment and Wages; http://www.bls.gov/cew/home.htm


http://www.bls.gov/cew/home.htm

38 National Growth Share How many of these employment changes can be attributed to national economic trends?

The National Growth Share measures the number of jobs created or lost if the La Porte County economy was identical to the national economy. From 2000 to 2011 the United States economy had a growth rate of -.4%.

Table 8: National Growth Share Calculations

Industry

2000 County

Employment

National Employment Growth

Rate

National Growth Share

Trade, Transportation, and Utilities 9,519 -.4% -38

Education and Health Services 8,444 -.4% -34

Manufacturing 10,835 -.4% -43

Leisure and Hospitality 4,997 -.4% -20

Professional and Business Services 2,689 -.4% -11

Construction 2,338 -.4% -9

Public Administration 3,957 -.4% -16

Other Services 1,416 -.4% -6

Financial Activities 1,376 -.4% -6

Information 870 -.4% -3

Natural Resources and Mining 361 -.4% -1

County National Growth Share -187


Table 8 demonstrates that if the La Porte County economy was identical to the national economy, then the County should have lost 187 jobs between 2000 and 2011. From Table 7, however, we see that La Porte County lost 7,985 jobs during this time period. This suggests that the La Porte County economy is not performing as well as the national average, as also identified by unemployment, age, and education statistics. The Industrial Mix Share and the Local Share calculations in Table 9 and Table 10 help identify the origins of this performance.



39 Industrial Mix Share How many of these lost jobs can be attributed to industry trends?

The Industrial Mix Share helps determine whether the La Porte County economy contains high growth or slow growth industries compared to the national average. The Industrial Mix Share is calculated by multiplying the 2000 County Employment in each industry by the difference between an industry’s national growth rate and the national economy’s overall growth rate.

Table 9: Industrial Mix Share Calculations

Industry

2000 County

Employment

Industry’s National

Growth Rate

National Employmen

t Growth Rate

Industrial Mix Share

Trade, Transportation, and Utilities 9,519 X (-4.46% - -.4%) = -386

Education and Health Services 8,444 X (22.92% - -.4%) = 1,969

Manufacturing 10,835 X (-32.35% - -.4%) = -3,462

Leisure and Hospitality 4,997 X (13.49% - -.4%) = 694 Professional and Business Services 2,689 X (3.91% - -.4%) = 116

Construction 2,338 X (-17.51% - -.4%) = -400

Public Administration 3,957 X (5.26% - -.4%) = 224

Other Services 1,416 X (6.17% - -.4%) = 93

Financial Activities 1,376 X (-2.07% - -.4%) = -23

Information 870 X (-25.00% - -.4%) = -214

Natural Resources and Mining 361 X (10.68% - -.4%) = 40

County Industrial Mix Share -1,349


The County Industrial Mix Share of -1,349 means that La Porte County economy has 1,349 less jobs than it would have if its mix of industries were identical to the national mix of industries. This means the La Porte County economy grew slower that the national average, independent of national economic trends. The Education and Health Services industry in La Porte County is growing much faster than the national average, while La Porte County’s manufacturing industry is growing much slower than the national average.



40 Local Share How many of these employment changes can be attributed to local trends? Are there any industries that La Porte County has a competitive advantage over other metropolitan areas in – resulting from a skilled labor force, its location, infrastructure, natural resources, or other factors?

The Local Share compares how the La Porte County industries are growing compared to the same industries at a national level. The Local Share is calculated by multiplying the Year 2000 County Employment in each industry by the difference between the local and national industry growth rates.

Table 10: Local Share Component Calculations

Industry

2000 County

Employment

County Industry

Growth Rate

Industry’s National

Growth Rate

Local Share Jobs

Trade, Transportation, and Utilities 9,519 X (-2.21% - -4.46%) = -636 Education and Health Services 8,444 X (-46.69% - 22.92%) = -2,007

Manufacturing 10,835 X (37.11% - -32.35%) = 516

Leisure and Hospitality 4,997 X (-22.94% - 13.49%) = -473 Professional and Business Services 2,689 X (-16.63% - 3.91%) = -343

Construction 2,338 X (6.95% - -17.51%) = -247

Public Administration 3,957 X (-69.98% - 5.26%) = -2,561

Other Services 1,416 X (-20.51% - 6.17%) = -204

Financial Activities 1,376 X (-9.70% - -2.07%) = -163

Information 870 X (-2.24% - -25.00%) = -237 Natural Resources and Mining 361 X (-39.49% - 10.68%) = -104

Local Share Total -6,459


The Local Share suggests that 6,459 of the 7,985 jobs (81%) lost in the County were due to La Porte County’s competitive position. LA Porte County appears to have competitive disadvantages in 10 of the 11 industries. This calculation suggests the only industry in which La Porte County has a competitive advantage in is Manufacturing.



41 Conclusion The total change in employment from 2000 to 2011 can be attributed to the National Growth, Industry Mix, and Local Share. In other words, the decrease in jobs in La Porte County is a result of a slight decline in the national economy (-187 jobs), a local economy comprised of industries that are growing slower than the national average (-1,349), and local competitive disadvantages (-6,459).

Total Employment Change = National Growth Share + Industry Mix Share + Local Share

-7,990 -187 -1,349 -6,459

Unfortunately, this statistical tool cannot detect the causes of La Porte County’s competitive disadvantages and why some industries are less successful in La Porte County than in other areas of the United States. Using the Strengths, Weaknesses, Opportunities, and Threats Analyses performed by each Taskforce Team it appears some likely factors include poorly performing school systems, an unwelcoming downtown environment, and a low skilled and aging workforce.

A positive note may be that the majority of these weaknesses can be resolved through increased collaboration and cooperation among our many and varied community stakeholders. Action items to improve business and education connections are underway and the Downtown Action and Lake Michigan Gateway initiatives demonstrate a serious commitment to improving the downtown environment. Meanwhile, it appears that the factors contributing to the Manufacturing industry’s competitive advantage in La Porte County are more permanent. These factors likely include La Porte County’s proximity to major metropolitan markets, ease of access to Lake Michigan, and excellent transportation infrastructure.


42

Goals & Action Plans


43 Workforce Development and Education Core Goal

Align workforce development and education with existing and targeted industry needs that will help create, attract and maintain a globally competitive workforce.

Focus of Strategy Workforce development will be driven by objectives that coordinate people, businesses and educational

stakeholders and address current and emerging skill gaps. Effective workforce development strategies and policies must connect business needs with skilled workers, while providing all citizens with the training, education, and competencies needed to obtain and retain good jobs. Effective polices and strategies are dependent on the business community working collaboratively with workforce development and educational stakeholders to define their current and future workforce needs.

Future Vision The EDCMC will assist in collaboration efforts between businesses and workforce development and

education stakeholders to develop training programs that address specific business needs. The driving force with this convergence will be a talented labor supply that helps the economic prosperity of Michigan City.

The EDCMC will use information gathered from Business Retention & Expansion visits and Business Leader Summits to share business needs with workforce development institutions. Through the BR&E visits the EDCMC will be able to identify gaps in workforce development services and related systems and recommend solutions.

The EDCMC will seek collaboration opportunities to encourage advanced manufacturing career

pathways, greater public exposure of Michigan City businesses to the general public, and programming that strengthens soft skills and employability.


44

Action Initiatives Objective Benchmarks and Recommendations

Collaborate with the A.K. Smith Career Center to develop and implement a Construction Trade Apprenticeship Program for Michigan City and La Porte County High School students seeking trade industry careers.

The new curriculum has been approved and will be introduced at A.K. Smith in 2014.

The EDCMC should follow-up with Audra Peterson, Todd Pancake, and Joe Coar throughout 2014 to check in on the launching of the curriculum and the number of students enrolled in the program.

As this new curriculum succeeds, publish EDCMC press releases highlighting the benefits of improved economic development, business, and higher education collaboration.

Ensure that Michigan City’s business leaders and educators continue to collaborate to integrate business interests into education for both students and the adult workforce.

Many communities fail to bring key business and education leaders to the table to discuss each other’s needs and identify solutions. Michigan City has already accomplished this, but the Workforce Development Taskforce Team meetings must continue on a quarterly basis, at a minimum, to sustain this progress. This committee has already adopted goals, objectives and responsibilities along with resources, deadlines and metrics to help ensure they are effectively implemented. As specific initiatives arise separate sub-committees should be formed to handle them.

Collaborate with Ivy Tech and other vocational schools to develop and implement Trade and Logistics programming for citizens seeking specialized technical careers.

Use BR&E visits to foster stronger relationships with Michigan City businesses in the Trade and Logistics industry.

The EDCMC needs to maintain a supportive relationship with Ivy Tech and prepare to facilitate partnerships between Ivy Tech and Trade and Logistics businesses once Ivy Tech’s programming is further developed.

Support the development of advanced manufacturing promotional materials that demonstrate the long-term viability of manufacturing careers and dispel myths about manufacturing professions.

These Action Items are in response to the weakness identified in our SWOT analysis that Michigan City youth are not interested in manufacturing career paths.

The EDCMC has budgeted and approved funding for the development and publishing of a “Careers in Advanced Manufacturing” pamphlet from the Center of Workforce Innovations. This pamphlet will be used to inform middle and high school students about the many diverse advanced manufacturing opportunities in Michigan City.

The EDCMC should coordinate efforts with The Center of Workforce Innovations to establish an Advanced Manufacturing Institute similar to what Hammond and Portage currently have.

Use press releases, the EDCMC website, and short video segments to highlight a business within the Michigan City community once a quarter, with focused attention on manufacturing businesses.


45

Workforce Development Indicators Dr. Jim Dworkin, Linda Woloshansky, and Rick Soria volunteered to form a sub-committee to identify and measure the progress of the Workforce Development Taskforce Team. The sub-committee identified 5 key workforce and education indicators which were approved by the larger taskforce team:

Percentage of adult workforce, 25-34 yr. old, with an associate’s degree or higher. Percentage of adult workforce with “industry standard certifications.” Percentage of students graduating high school with dual or CTE credit. Percentage of first generation students graduating associate’s and bachelor’s degree programs Percentage of students completing stages of education with experiential learning participation.

The EDCMC and this sub-committee will need to continue to discuss data collection, compiling, analysis, and reporting methodology and responsibilities. The EDCMC should consider reporting on these indicators annually and creating an annual one-page ‘State of the Workforce’ memo to share among business and education leaders. The ultimate goal with monitoring these indicators is to improve the average income and unemployment rate for residents in Michigan City. An ideal benchmark would be that Michigan City residents will achieve labor force characteristics that are at least equivalent to averages for the state of Indiana, including educational attainment and employment rates by 2025.


46 Business Retention & Expansion Core Goal

Ensure that our local businesses receive the necessary support and attention with their needs/issues to compete in the global marketplace.

Focus of Strategy The EDCMC’s Business Retention and Expansion (BR&E) Program will create and maintain

relationships and monitor taxing situations to assure that Michigan City’s local businesses are appreciated, given excellent customer service, and allow the EDCMC to be the voice of the business community. A successful BR&E program is an important facet in keeping quality jobs in a community as well as marketing to external prospects and creating an environment that is conducive to business investment.

Future Vision The EDCMC will coordinate with the Chamber on the development and implementation of a systematic

BR&E program that identifies firms, makes contact and responds to feedback. The EDCMC will increase the number of local retention and expansion projects.

The EDCMC will track and close out all requests for service made by companies through the BR&E program.

The EDCMC will serve as a hub to facilitate better communication between the business community, citizens, and city government.

The EDCMC will generate data and reports that highlight business trends and issues to share with their Board, workforce development partners, community development partners, and other applicable stakeholders.


47


The EDCMC Executive Director needs to redefine and create a new job description role for the Assistant Development Director to better align with duties for a Business Retention & Expansion professional.

See Exhibit B for a proposed expanded job description for a Business Retention & Expansion professional.

The EDCMC should partner with PNC and a consulting firm to perform research and a more formal cluster analysis which looks beyond the production of a good or service to the entire value chain. Clusters are industries that are connected by the flow of goods and services in an economy. In addition to the Air/Pump Compressor Industry that Crowe identified, the following industries should be studied in the future. 1. IT/Technology 2. Retail & Entertainment 3. Transportation, Distribution &

Logistics 4. Medical Services 5. Advanced Manufacturing

The EDCMC needs to evaluate Michigan City’s competitive advantage for its clusters and form a sector partnership with Sullair Corporation, Van Air, Sullivan- Palatek Corp, and Boss Industries, Inc. Once organized, the effectiveness of this sector partnership can be measured by the growth of additional companies that result from the vertical interactions between the core air compressor manufacturing process and the inputs of good s and services. As time evolves and the partners continue to work in collaboration the EDCMC should be able to identify horizontal relations that stem from shared innovation, technology and labor force data.

Increase the number of annual BR&E visits.

Number of visits – goal of 50 site visits per year and will be measured with the 4th quarter annual report given to the EDCMC Board Members at the February monthly board meeting.

Create and maintain a business registry database.

Provide the Board of Directors a quarterly update of current year BR&E visits made.

Improve the quality of business support and reduce the turn-around of follow up action items identified during BR&E visits.

Number of days between BR&E visit and issue being responded to should be no more than 30 days.

The Assistant Development Director must maintain up-to-date on current and upcoming programs related to business climate, incentives, workforce development, etc. and share information with businesses during site visits. This responsibility is particularly important in regards to workforce development, since many of the BR&E surveys conducted prior to the Action Initiative identified workforce complaints and business interest in training programs.

The EDCMC and the Business Retention and Expansion Coordinator may wish to develop a semi-annual correspondence with the A.K. Smith Career Center, Ivy Tech, and Purdue North-Central to communicate the common workforce difficulties businesses have expressed, learn about new programming, and identify gaps in training.

Provide the Board of Directors a quarterly update of current year BR&E issues tracked and resolved


48 Business Attraction & Development Core Goal

Attract and develop prospects that are compatible with our business environment and long term strategy. Partner with regional organizations that have strategic plans that align with our goals for business attraction and development.

Focus of Strategy Create and sustain programs that market to external prospects and create a culture that is conducive to

business investment.

Future Vision The EDCMC will be able to identify and market the competitive advantages of Michigan City. The EDCMC will have a strategic marketing plan. The EDCMC will identify targets for its business attraction and development efforts.


49


The EDCMC should enhance its marketing materials, website and online tools to identify city attractions, services and demographic information. The EDCMC needs to continually evaluate the resources that support economic development and growth in Michigan City.

The EDCMC website is often the first impression for site selectors and companies looking to expand. It is recommended that the following demographic information be listed for Michigan City. • A copy of Crowe’s final deliverable which is the EDCMC

long-term plan. • Economic and demographic information for Michigan City

and La Porte County • Labor/workforce availability (cost-competitive & skilled

workforce) • Educational institutions • Labor and utility rates • Targeted and leading industry sectors • Infrastructure (water, sewer, energy and telecom) • Well connected (air, rail, interstate & fiber optics) • Maps of available sites (including a new industrial park)

and property specific information • Business climate factors (regulatory permitting and taxes) • Quality of life factors • Close proximity to Chicago • Economic development organizations/partners • Policies and incentives • Collaborative, pro-business philosophy

The EDCMC in conjunction with the City Planner should consider the creation and adoption of a Comprehensive Plan.

Indiana Code Section 36-7-4-500 through 512 enables local governments to establish comprehensive plans and zoning ordinances. Typical Comprehensive Plans include elements which comprise an integrated set of objectives, policies and projects including; • Land use • Public Ways • Public Lands, Public Places, Public Structures and Public

Utilities • Quality, Sustainable Development • Arts and Culture

A comprehensive plan is often required by state and federal agencies to receive grant funding for future planning and development initiatives. With an updated plan in place, the EDCMC and City Planner will be able to seek additional funding to develop a harmonious vision for growth and development in Michigan City.


50 Action Initiatives (Continued) Objective Benchmarks and Recommendations

Develop a new business/industrial park.

Perform an inventory of vacant industrial spaces and brownfield sites and create a priority list for new development locations.

Continue discussions leading towards development on the McDonald Brothers’ property, work with the Redevelopment Commission and the City Planning Department.

Create shovel-ready sites at the McDonald Brother’s site and other locations. Michigan City, in particular, is in need of more speculative buildings with adequate ceiling height (32-48 ft.) for advanced manufacturing businesses.

Attract and foster industry cluster development.

Use BR&E surveys to identify common suppliers of existing businesses and use this information for targeted attraction efforts. This is particularly relevant to attracting businesses within the vertical supply chain of Michigan City’s air/pump compressor cluster.

Work with the Chamber of Commerce to develop an industry cluster development taskforce to support and develop targeted clusters.

Foster stronger relationships with real estate developers.

After specific plans have been made in regards to a business park or downtown redevelopment partner with local and statewide developers to stimulate development.

Develop a unique and diverse retail & entertainment base.

Work closely with the Redevelopment Commission, Planning Department, and property owner on redeveloping Marquette Mall.

Continue to build upon the downtown’s architectural and historical attributes to create a more livable and pedestrian friendly downtown that provides more entertainment, residential and business opportunities.

Develop tourism as an Economic Development Driver.

The EDCMC in conjunction with the City Planner and the Convention & Tourism Bureau need to decide how much emphasis should be placed on tourism at the current time. There is a lack of common vision and brand for Michigan City and our lakefront in the region. Signage that was recently put in place has helped to create a sense of connectedness for citizens and visitors to Michigan City’s tourism assets. There is also a Gateway Implementation Study underway that will help travelers know when they have arrived in Michigan City, where the city begins and ends, and what the city has to offer.

Crowe recommends that a collaborative tourism taskforce team be established to create a tourism strategy. A list of tourism assets should be created as part of that strategy which would include the following; cultural, conference/meeting, dining/eating out, historic, lodging, recreation opportunities, and shopping/retail.

The EDCMC should work with the City Planning Department and the Redevelopment Commission to explore extending the city boundaries to ensure a strong, competitive and diverse tax base.

Develop annexation policy, site plans and infrastructure for future expansion plans with the county.

In conjunction with any new annexation, the EDCMC should promote new development with the following; expanding existing TIF Districts, creating new TIF Districts and increase the availability of shovel-ready sites and business parks.


51 Integration with Community Development Core Goal

Implement and execute seamless strategies and programs with both economic development and community development to drive systemic change.

Focus of Strategy Integrating community development with economic development will empower individuals and

communities to make changes through education, volunteerism and community development strategies. Strategies and policies that effectively involve and build community must ensure that all citizens and businesses work together to build an inclusive environment. This is supported by involving various community approaches including community outreach programs and cultural diversity capacity building.

Community capacity is the collective ability of businesses and citizens to respond to social, economic, and environmental stresses and to meet the needs of Michigan City by drawing on local capital. Efficient and effective community capacity building exercises better equip a community to empower it to own and control their viability. Capacity building involves all stakeholders, including citizens, community based organizations, public agencies and the private sector.

Future Vision To improve the quality of life of people belonging to Michigan City to promote sustainable human

development in the areas of health, education, social integration, environment and social culture and social competence. This can be accomplished through an EDCMC Conference on Quality of Life and Tourism.

Repair and strengthen the inner city by providing affordable housing needs for our citizens. This can be achieved by focusing our efforts on conceiving, planning, financing and developing affordable development solutions.

Need to increase the mix of incomes and mix of development activities that support each other and can act as a defense during economic swings similar to what we are currently experiencing.

To engage in strategic initiatives that will maximize Michigan City’s transformational activities.


52 Action Initiatives Objective Benchmarks and Recommendations

Encourage and collaborate with the community stakeholders to improve Michigan City's branding to visitors, businesses considering relocating to Michigan City, MCNOW, realtors, and current citizens.

One way to improve branding and outreach is to plan and execute a branding blitz. EDCMC with stakeholder assistance should prepare, execute and implement an annual comprehensive business blitz. In addition, we recommend that the EDCMC entertain contracting with an outside firm to help advertise events, messages and opportunities. The measurement of success would be the number of responses received after each blitz mailing or posting by the outside firm.

Encourage and collaborate with community stakeholders to improve the availability of workforce housing, particularly mixed-income and retirement living options.

The availability of affordable workforce housing is becoming increasing important. Many workers who provide vital services to the Michigan City community cannot afford to live in the city. Commonly, this issue is overlooked despite the fact that shortages in affordable housing impact employee recruitment and retention and a community’s economic stability. Two opportunities to pursue are as follows: • Work with current employers to see if any are willing to

provide employer-assisted housing programs. These programs may include education, counseling and financial assistance to employees that meet certain criteria; and

• Work with current employers to create workplace programming that helps employees pursue government sponsored programs that help employees purchase homes in the communities where they live and work.

In addition to new homes, our taskforce team suggested Michigan City look into senior housing to attract seniors with disposable income. Crowe recommends that the EDCMC establish a sub-committee to work with the EDCMC, Redevelopment Commission and the City Planner to explore senior living opportunities.

Encourage and collaborate with community stakeholders to develop a City led community newsletter to highlight upcoming community events, new downtown businesses, and opportunities for community involvement.

This idea was discussed at several taskforce team meetings and it is recommended that a sub-committee be established to continue with the efforts started by Char Bolka (EDCMC Office Administrator). The committee composition should include EDCMC, Main Street, CVB and City Hall. City Hall should be encouraged to take the lead and publish a quarterly newsletter.

Coordinate with Michigan City Fiber Optics Board on identifying the availability of fiber optic infrastructure to ensure that Michigan City is ready with technology infrastructure to compete in the global marketplace.

The EDCMC should establish a separate taskforce and include Andy Matanic (Director of IT for the Michigan City Sanitary District) and Brian Baker (Comm Control Inc.) to help formulate a formal Michigan City Broadband Strategy. Measurement of this goal would be the number of existing and new companies who get connected each year.

Work with Franciscan Alliance to help foster a strong health-focused community.

The EDCMC should establish a separate taskforce with an emphasis on health and wellness. Our local residents and businesses need to be made aware of their access to doctors, specialists and other services that are found only in major metropolitan areas. In addition, Michigan City’s parks system needs to be more geared to personal fitness and healthy activities.



Develop tourism as an Economic Development Driver.

The EDCMC in conjunction with the City Planner and the Convention & Tourism Bureau need to decide how much emphasis should be placed on tourism at the current time. There is a lack of common vision and brand for Michigan City and our lakefront in the region. Signage that was recently put in place has helped to create a sense of connectedness for citizens and visitors to Michigan City’s tourism assets. There is also a Gateway Implementation Study underway that will help travelers know when they have arrived in Michigan City, where the city begins and ends, and what the city has to offer.

Crowe recommends that a collaborative tourism taskforce team be established to create a tourism strategy. A list of tourism assets should be created as part of that strategy which would include the following; cultural, conference/meeting, dining/eating out, historic, lodging, recreation opportunities, and shopping/retail. A measurable goal could be that by 2019, Michigan City will be one of the principal attractions for visitors to Northwest Indiana, complimenting other destinations.

The EDCMC should continue to support the efforts to develop a Center for the Homeless.

The continued and concentrated efforts of many individuals will help to;

1. Break the cycle of homelessness 2. Provide individuals and families an on-site structured

model to achieve and maintain self-sufficiency and dignity

3. Create partnerships with every sector of the Michigan City Community


54 Organizational Sustainability Core Goal

Ensure our long-term sustainability by effectively maximizing the engagement of our Board of Directors, staff, investors, city officials and community stakeholders and secure funds to support economic development initiatives and strategies. The EDCMC needs to create the process with adequate staffing for the implementation of Crowe’s Strategic Initiative.

Focus of Strategy The EDCMC needs to better distinguish and market its organizational identity to a wide array of

networks. The EDCMC identity is comprised of its vision, mission, values, branding and most importantly its leadership.

Future Vision The EDCMC will operate under an annual budget that is driven by project fees and fundraising goals. The EDCMC Staff will act as mission and vision driven stewards of public funding and private donations,

and will be held accountable by the Board of Directors for all of their activities. The EDCMC will experience an increase in the number of investors resulting in continued self-sufficiency

and increased revenue sources. The EDCMC will be a community leader in staff professional development and growth.


55


Establish processes and secure capable staff for the implementation and execution of Crowe’s Strategic Initiative.

It is recommended that the EDCMC Staff generate an update to this document for Board review, reporting on progress made on the strategic objectives. The EDCMC should consider adding a full time staff to help with the implementation and execution of Crowe’s Strategic Initiative. See Exhibit C for a detailed job description for a seasoned economic development professional.

The EDCMC Board of Directors should have an Annual Development & Educational Plan.

The Board Development Plans should include a needs assessment whereby the strategic needs and objectives of the EDCMC are compared to the expertise and engagement of current Board Members. During the past twelve months, Crowe observed a lack of Michigan City’s manufacturers being integrally involved with aspects of our Strategic Initiative. The EDCMC Board Bylaws should be amended to incorporate the addition of a nominating committee which needs to consider the addition of a large and medium sized manufacturer and an educational leader which would provide the diversity needed to ensure the effective & efficient implementation and execution of Crowe’s Strategic Initiative.

The EDCMC needs to create an Annual Operational Plan at the beginning of each year.

The annual operational plan needs to be tied to the Crowe’s Strategic Initiative and identify the work the EDCMC will undertake each year which includes objectives, timelines and activities.

The EDCMC Board should develop formal staff and board development policies.

Staff development is an ongoing process of investing human and financial capital in the individuals that comprise an organization. Effective staff development includes a needs assessment, annual reviews, continuing education and team building retreats which will help the EDCMC to retain, attract and reward highly qualified staff. The EDCMC should develop a work plan that provides goals and measures to evaluate performance for all employees. See attached Exhibit D for a listing of attributes for high performing EDOs.

Establish a closer working relationship with the Redevelopment Commission and the City Planning Department.

Consider developing a written agreement outlining roles and joint priorities and processes to share information and collaborate as well as a marketing plan for a potential Industrial Park and increased utilization of Tax Increment Financing as a tool for business attraction purposes.

The EDCMC should consider establishing a more formal long-term fundraising plan.

To maintain its sustainability the EDCMC needs to identify a more diverse pool of financial support. Examples of support could be in the form of; government funding, foundation support, corporate support and even individual support. If successful in obtaining additional support the EDCMC needs to cultivate that support for long-term funding. Crowe also recommends a Board Fundraising Committee be established to adopt guidelines for the EDCMC employees and the EDCMC Board Members.



The EDCMC should consider establishing a formal reserve fund requirement policy.

Reserve fund requirements serve as a safeguard against a needed demand for expenditures and as a control mechanism for injecting sudden or necessary demands for cash.

Adopt a Code of Ethics. See Exhibit A “Code of Ethics” for consideration

The EDCMC should adopt a formal policy as to what charitable/civic organizations and city/county events and causes it should support.

Crowe highly recommends that if the Board decides to support charities and events that it does so for only those organizations that support the mission and vision of the EDCMC.

The EDCMC will establish formal compacts with key agencies and city officials to ensure that there is one unified voice for economic development in Michigan City.

With assistance from the mayor’s office, the EDCMC will be a participant and have a voice in all economic related activities.

The EDCMC will collaborate with the City Planning Department, the Redevelopment Commission and the Chamber of Commerce to be the single voice for all aspects of economic development in Michigan City.


57 Exhibit A - Proposed Code of Ethics

1. Employees and board members of Economic Development Corporation Michigan City shall carry out their responsibilities in a manner to bring respect to the profession, the organization and constituencies.

2. Employees and board members of Economic Development Corporation Michigan City shall practice with integrity, honesty and adherence to the trust placed in them.

3. Employees and board members of Economic Development Corporation Michigan City will hold themselves free of any interest, influence or relationship in respect to any professional activity when dealing with clients which could impair professional judgment or objectivity.

4. Employees of Economic Development Corporation Michigan City shall be mindful that they are representatives of the communities in Michigan City and shall represent the overall community interest.

5. Employees of Economic Development Corporation Michigan City shall keep the Board of Directors, elected officials, boards, and other stakeholders informed about the progress and efforts of the organization, although using good judgment as to not divulge information that might be detrimental to the mission of EDCMC. It is hoped that if employees/board members leave the corporation, they will maintain confidentiality of any items of business obtained during their association with EDCMC.

6. Employees of Economic Development Corporation Michigan City shall maintain in confidence information obtained in the course of professional activities.

7. Employees of Economic Development Corporation Michigan City shall cooperate with peers to the betterment of economic and industrial development technique, ability, and practice, and to strive to perfect themselves in their professional abilities through training and educational opportunities.

8. Employees and board members of Economic Development Corporation Michigan City shall assure that all economic development activities are conducted with equality of opportunity for all segments without regard to race, religion, sex, sexual orientation, national origin, political affiliation, disability, age or marital status.

9. In the event employees and/or board members believe a violation has occurred, they are obligated to report the incident to a member of the executive committee of Economic Development Corporation Michigan City as appropriate.

10. The executive committee, and ultimately the full Board of Directors, will review and take appropriate action when necessary if there is a violation.


58 Exhibit B – Business Retention and Expansion Coordinator Function: The Business Retention and Expansion Coordinator reports directly to the Executive Director.* This position is primarily the first point of contact for all existing businesses communication and inquiries into the Economic Development Corporation Michigan City’s office and will direct those inquiries and/or respond appropriately. This person will be responsible for outreach to corporate CEOs within targeted industry sectors, and other community partners through business retention visits, industry specific trade organization meetings, phone calls and face-to-face meetings. Other responsibilities are to assist the Executive Director in project management, small business, workforce development, entrepreneurial and community development as well as provide administrative support to the Executive Director including but not limited to event planning and other office functions. Duties and Responsibilities: Business and Retention:

Assist the Executive Director in creating a BRE Plan/Strategy. Have a working knowledge of local and state incentive programs for existing businesses as well as

private and not-for-profit business resources. Assist the Executive Director with existing business outreach programs that include but are not limited to

existing business surveying, direct mailing campaigns, and roundtable forums. Partner with local Workforce board to promote programs available. Partner with EDCMC stakeholders to accomplish Strategic Initiatives goals. Design and participate in local retention initiatives and engage in follow-up contact by arranging

appointments. Market programs/services to local, target industry business contacts to generate new economic base. Continually update Executive Director on performance metrics and maintain accurate and up-to-date

accounts. Participate in public speaking to discuss business assistance resources, as appropriate. Manage and coordinate employee recruitment opportunities for our largest employers. Research and create database for business assistance. Be willing to attend community and business events to establish and maintain business contacts and

increase business intelligence knowledge. Small Business and Entrepreneurship:

Coordinate small business low interest loan programs. Assist the Executive Director in the creation and execution of strategic initiatives to further strengthen the

resources available to small businesses and entrepreneurs. Work with the Small Business Development Center and have a working knowledge of what resources

are available to small businesses. Special Event Coordination and Other Duties

Provide support for the planning and development of the Annual Report. Provide support and coordination for other conferences, special meetings, luncheons and other

programs and seminars that may take place throughout the year. Maintain and update the website and other social media communications. Perform other related duties required to meet policy and program goals of the Corporation.


59 Qualifications:

Bachelor’s Degree in applicable field, business, marketing, or political science preferred. 2-4 years economic development related experience preferred. Proficiency with Microsoft Word, Excel, Access, QuickBooks, Publisher, PowerPoint, Outlook and

Internet Tools (esp. Social Media), customer management databases. Ability to work independently and to manage multiple projects and priorities. Excellent oral and written communication skills, outgoing and energetic demeanor. Ability to collaborate and work in a team environment to accomplish goals. Strong interpersonal, organizational management and relationship development skills. Residency required in Michigan City/LaPorte County IN Some overnight and weekend travel required.

* This position reports to the Executive Directors of GLEDC and EDCMC regarding project management work. As to the retention and expansion duties, the employee will report to either GLEDC or EDCMC, as appropriate and depending on the territory of the Company.


60 Exhibit C - Economic Development Coordinator Function: The Economic Development Coordinator reports directly to the Executive Director. The primary responsibility is to develop, maintain and enhance all functions of the EDC. This position is primarily the first point of contact for all prospects communication and inquiries into the Economic Development Corporation Michigan City’s office and will direct those inquiries and/or respond appropriately. Other responsibilities are to assist the Executive Director in project management, small business, workforce development, entrepreneurial and community development as well as provide administrative support to the Executive Director including but not limited to event planning and other office functions. Duties and Responsibilities: Business Recruitment:

Assist the Executive Director in the creation and execution of strategic initiatives to recruit new business to Michigan City

Have a working knowledge of local and state incentive programs for prospective businesses as well as private and not-for-profit business resources.

Assist the Executive Director with attraction projects and prospect response and delivery. Follow-up with prospect contacts to confirm receipt of proposals/verify if more information is required. Proactively organize site visits that close deals and create local jobs for the community. Assist the Executive Director with business marketing programs that include but are not limited to

business surveys, direct mailing campaigns, and trade shows. Participate in public speaking to discuss business resources, as appropriate. Research and create database for business recruitment. Be willing to attend community and business events to establish and maintain business contacts and

increase business intelligence knowledge.

Public Relations and Community Outreach: Design and distribute press releases to announce events or business related successes. Assist and support the Executive Director with investor relations and investor development programs. Develop and distribute community updates for public officials, investors, stakeholders, partners and the

general public. Provide support and coordination for other conferences, special meetings, luncheons and other

programs and seminars that may take place throughout the year. External Marketing and Other Duties:

Maintain and update the website and other social media communications. Assists in the negotiation and the management of professional services contracts, property sales or

acquisition, and economic development oriented activities, as assigned. Create and maintain contact databases of site selection consultants, commercial brokers and corporate

management. Perform other related duties required to meet policy and program goals of the Corporation.

Qualifications:

Bachelor’s Degree in applicable field, business, marketing, or political science preferred. 2-4 years economic development related experience preferred. Proficiency with Microsoft Word, Excel, Access, QuickBooks, Publisher, PowerPoint, Outlook and

Internet Tools (esp. Social Media). Ability to work independently and to manage multiple projects and priorities. Excellent oral and written communication skills, outgoing and energetic demeanor. Strong interpersonal and organizational management skills. Residency required in Michigan City/LaPorte County IN Some overnight and weekend travel required.


61 Exhibit D - Attributes of High Performing Economic Development Organizations (EDOs)

Successful EDOs Operate with a Strong & Viable Strategic Plan.

Successful EDOs are driven by their Customers.

Successful EDOs Build Strong Alliances and Networks within their Community/Region.

Successful; EDOs Think Outside of the Box, Take Risks and Know their Competitive Position.

Successful EDOs have Earned Trust/Respect within their Communities/Region.

Successful EDOs Measure their Results and Adjust their Plans Accordingly.

Successful EDOs operate in a Cost Effective & Efficient Manner with their Funding & Resources.

Successful EDOs Invest in their People, Businesses and their Community.

Successful EDOs are able to Develop, Implement and Execute on their Long-Term Goals & Strategies.


economic development action initiative...5. publicize our economic development action initiative...

Documents