Objective Actions Lead and Partners
Measures for Progress and
Success
Lead implementation of the Economic
Advancement Plan
1) Make sure the Strategic Plan never sits on a shelf; assign tasks, monitor and report progress, and provide public updates.
When specific Plan-related actions are undertaken, make sure participants/stakeholders see that they are part of the Plan
implementation.
2) Schedule a one-year review that evaluates progress including accomplishments and outcomes - identify lead for this review
well in advance and assign resources.
3) Engage in regular, open, targeted coordination with City of Oswego’s DRI activities and other significant economic
development initiatives in municipalities throughout the county.
4) Updates to Strategic Plan should be implemented at least every 4 years and should reflect effects of partner activities on
development as well as actions specific to the Plan: recognize critical role of actions outside of Plan by partners such as the DRI,
City of Oswego, City of Fulton, etc.
OOC, County, City of
Oswego, City of Fulton
Completion of Actions and public
sharing of accomplishments.
Complete annual review of progress.
Number of participants coordinating
with leads on each action.
Enhance collaboration among the key
organizations promoting growth and community
development, including organizations actively
involved in economic development activities and
allies in areas such as workforce, education, and
infrastructure, and the Port of Oswego
1) Review and strengthen existing collaborative efforts, identify areas for performance improvement, identify effective
relationships and ensure their continuity and clarity.
2) Establish a framework to facilitate quarterly meetings among leaders and stakeholders in existing organizations and allies to
review common issues and efforts, and discuss how to work more collaboratively.
3) Identify common opportunities and goals and support efforts undertaken within allied organizations. Discuss organizational
strengths, reduce overlap, and target resources for maximum effectiveness.
All organizations with
leadership from OOC,
County
Number of organizations
participating in meetings.
Satisfaction with process among
participants.
Create a single portal for economic development
that showcases the cooperative approach in the
County and is easy for newcomers to access
1) Maintain existing organizational websites but enhance the user experience and sense of "pulling together."
2) Engage a website developer to bring existing information under a common brand and portal.
3) Evaluate online presence from multiple points of view; resident, entrepreneur, business leader, investor, and ensure that both
new and sophisticated visitors easily find information and links.
4) Design website to promote a consistent, coherent image or “brand” for Oswego County’s business climate.
Portal open
within 9 months
Number of unique website visits,
number of updates per year, bounce
rate, average session time.
Broaden sources of funding for economic
development
1) Work cooperatively to enhance the quality of CFA/Grant applications from entities throughout Oswego County by targeting
specific businesses or industries that match well with each set of annual goals. Highlight enhanced collaborative efforts when
working with CNYREDC.
2) Develop and strengthen connections to angel investor and venture capital networks; discuss a regional or collaborative effort
to reach investors in metro areas (Boston, NYC) with CenterState CEO.
3) Include discussions of funding approaches when organizations “brainstorm” under Action 1.B.
All, including regional
economic development
organizations
Quality of CFA/Grant applications
submitted by organizations
throughout Oswego County.
Number and dollar amount of
projects awarded funding.
Expand capacity of programs supporting business
attraction and expansion, including improving
access to capital
1) Continue to identify and monitor successful programs that can serve as models.
2) Support NYS EDC efforts to preserve and enhance the ability of economic development organizations to provide financial
assistance that is in line with the organization's mission and the community's goals.
Programs identified and EDC efforts
supported.
Work with SUNY Oswego to envision creative uses
of university resources and industry and employer-
based solutions to university needs
1) Maximize use of campus; support university efforts to introduce off-season life-long learning programs similar to Elder
Hostel, which invites retirees to participate in educational and cultural activities on college campuses during the summer.
2) Support the university's efforts to retain and recruit retired/returning graduates, particularly alumni in their late 20s/early 30s
who want a family friendly community.
3) Work with university on a needs gap, including research and development space that could be available cooperatively at
manufacturing facilities, rather than reproduced on campus.
Contacts made, discussions held,
Number of projects or initiatives
resulting.
Oswego County Action Plan Matrix
Goal 1: Create a collaborative and cohesive economic development structure
Why this is critical: Oswego County must build institutional capacity to achieve its vision and goals. The economic development ecosystem is widening to include allies such as workforce initiatives. Establishing a clear, well-understood framework for cooperation among key entities
makes it easier for businesses, community leaders, entrepreneurs, job seekers, and residents to see the breadth and depth of activities and understand how/who/why to access the resources.
Prepared for the Oswego County Economic Advancement Plan by Camoin Associates, October 2017