The Ottawa County Improvement Corporation (OCIC) Business Plan outlines four key areas of focus: business retention and expansion, new business attraction, marketing, and professional/personal development. For business retention and expansion, the plan discusses implementing an economic gardening initiative in partnership with Sandusky County and maintaining relationships with local businesses. New business attraction efforts include participating in trade shows and maintaining an inventory of available land and buildings. The marketing section emphasizes adopting the state's branding strategy. The plan also stresses the importance of professional development for staff and board members.

1. OCIC Business Plan
Adopted: June 7, 2011
By: OCIC Executive Board
Recorded: June 7, 2011

2. PREFACE
The purpose of this Ottawa County Improvement Corporation Business Plan is to establish short- and
long-term key activities and priorities of the organization. Additionally, this Business Plan will provide
OCIC Trustees, Associate Members, elected officials, and other key stakeholders with information
outlining the efforts of the organization. It is the vision of the OCIC Executive Board that this Business
Plan will serve as a tool for developing economic strategies that establish economic stability and
provide for economic growth in Ottawa County. This document is meant to provide a framework for
further strategic activity development, and is intended to be a living, working document that may be
modified from time to time.
This Plan was developed with input from the 2011 OCIC Executive Board and Ottawa County
Commissioner’s office, as outlined below. Content and activities within the Plan were also developed in
line with the current Community Economic Development Strategy (CEDS) for Ottawa County.
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3. THE BUSINESS PLAN DEVELOPMENT COMMITTEE
The list of Trustees, Ottawa County Commissioners, and Staff involved in Plan development are listed
below.
Mr. Steve Arndt Mr. James Sass
County Commissioner County Commissioner
315 Madison Street 315 Madison Street
Port Clinton, OH Port Clinton, OH
nd
Mr. Mark Stahl, 2 VP Mr. Jere Witt
County Commissioner County Administrator
315 Madison Street 315 Madison Street
Port Clinton, OH Port Clinton, OH
Ms. Deb Burley-Biro, President Mr. Keith Smith, 1st VP
Danbury Township Materion-Brush Wellman
5972 E Port Clinton Eastern Rd 14710 W Portage River S Rd
Marblehead, OH Elmore, OH
Mr. Marty Sutter, Secretary Mr. Clark Price, Treasurer
Genoa Bank Davis Besse Nuclear Power Plant
801 Main St 5501 N. State Route 2
Genoa, OH Oak Harbor, OH
Ms. Jamie Beier Grant, Director Ms. Kara Bork, Assistant
OCIC OCIC
8043 W State Route 163, #100 8043 W State Route 163, #100
Oak Harbor, OH Oak Harbor, OH
Ms. Denise Ventrone, Workforce Resources
OCIC
8043 W State Route 163, #100
Oak Harbor, OH
The goals and policies were formulated by the Committee after much discussion and thought. It was
felt that the County's diverse industry base (manufacturing/industrial, and tourism/service being two
leading industry sectors) warranted a well-thought out approach to the organization’s activities. The
goals of the Committee reflect a renewed focus, strong retention/expansion program, and a marketing
effort to attract new industries and businesses into the County.
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4. OVERVIEW: AREAS OF FOCUS
The Ottawa County Improvement Corporation (OCIC) serves as the lead economic development agency
by advancing, encouraging, and promoting the industrial, economic, commercial, and civic development
of Ottawa County. These efforts create an environment in Ottawa County where existing businesses
are able to continue to compete and grow in the worldwide marketplace and allow us to attract new
companies to the area.
Four key areas of focus are addressed in this Business Plan, including the following:
• Business Retention & Expansion
• New Business Attraction
• Marketing
• Professional/Personal Development
In each of the four key areas of focus, the committee asked three questions that helped drive
development of initiatives. The three questions included:
• Where do we want to go as an organization?
• What will we not do?
• Are the time and resources being spent on high-return opportunities?
Additionally, it is important to recognize the many components that make up successful economic
development initiatives. While these components vary depending on the nature of projects and
initiatives, examples of the components include, but are not limited to:
• Communication with, participation of, and support from community stakeholders.
• Identification of the project(s) impact on local infrastructure assets.
• Determination of existing and future public infrastructure needs to ensure appropriate growth
opportunities are available for economic development projects.
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5. BUSINESS RETENTION & EXPANSION
Existing businesses provide nearly 85 percent of all new private sector investment and job creation in a
community, which has been demonstrated in Ottawa County historically. With an unprecedented
recession and an uncertain recovery upon us, companies are evaluating every aspect of their
operations. Many of Ottawa County’s most important companies are facing issues that directly impact
their ability to survive rapidly changing market conditions. And others face opportunities to grow,
capitalizing on challenging economic times.
More than ever before, a sound business retention program gives Ottawa County a foundation for
helping companies to stay, grow and thrive in the community. By pro-actively building strong
relationships with business owners, it provides the foundation for strategically allocating resources to
growth-oriented companies that want to enhance workforce, adopt new technologies, increase
profitability and compete globally.
For this, business retention and expansion efforts will remain the foundation of the OCIC’s economic
and workforce development efforts.
Economic Gardening Initiative
Economic Gardening is an innovative, entrepreneur-centered, economic growth strategy that offers
balance to the traditional economic practice of business recruitment, often referred to as "economic
hunting." The Economic Gardening (EG) concept was pioneered by Chris Gibbons in 1989 in the City of
Littleton, Colorado, in conjunction with the Center for the New West, as a demonstration program to
deal with the sudden erosion of economic conditions, following the relocation of Littleton’s largest
employer at the time.
Today, EG has emerged as an initiative for economic developers looking for additional methods to
generate sustainable economic growth for their communities, regions or states.
The OCIC has been working since 2010 with the Edward Lowe Foundation (www.edwardlowe.org) to
gain a better understanding of the EG concept and how Ottawa County and Northwest Ohio can benefit
from the initiative. The Edward Lowe Foundation (Foundation) argues that by supporting second-stage
companies, communities become the ‘economic gardens’ that cultivate growth in these companies and
create supportive environments where they can thrive.”
Second-stage companies often exhibit the following common characteristics:
• Entrepreneurs
• Past start-up phase, but not yet to maturity
• Display an appetite and aptitude for growth
• Transitioning from small to large
• Privately held business
• 10-99 employees
• Revenue - $1 - $50 Million
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6. In many communities, including Ottawa County, second-stage companies represent the largest
percentage of jobs to the community.
According to the Foundation, three basic principles apply to the EG initiative:
1. Providing critical information needed by businesses to survive and thrive.
2. Developing and cultivating an infrastructure that goes beyond basic physical infrastructure and
includes quality of life, a culture that embraces growth and change, and access to intellectual
resources, including qualified and talented employees.
3. Developing connections between businesses and the people and organizations that can help
take them to the next level — business associations, universities, roundtable groups, service
providers, etc.
The OCIC understands that the EG concept has great opportunity for success in Ottawa County,
however there is an opportunity for even greater impact if we look to adjacent communities to partner
together with. Therefore, the OCIC has extended the opportunity to our counter-part in Sandusky
County, the Sandusky County EDC, to partner together to implement the EG initiative. After meeting
with the executive boards of the OCIC and the SCEDC, the two organizations conceptually agreed to
move forward together.
Next Steps: The OCIC and SCEDC will begin working with the Edward Lowe Foundation to establish
an EG Pilot Program in our communities. Both the OCIC and SCEDC will identify
between one and three companies each who would be open to participating in the
initial demonstration of the EG Program. Below is a diagram that outlines the concept
of the EG infrastructure for assistance to second-stage companies.
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7. Key Business Relationships
Identifying and building key relationships within the private sector is a critical component of the
economic and workforce development efforts of the OCIC. Development of such relationships builds
confidence and credibility among the private and public sector community, for the activities the OCIC is
engaged in.
Building the personal network with the business community is an integral part of the OCIC being able to
carry out its mission statement and have an impact in Ottawa County. These relationships lend
themselves to the identification of issues and opportunities for the business community, as well as
bringing new contacts and opportunities to the private sector.
Next Steps: OCIC should build these key business relationships in four arenas – existing businesses
within the County; existing public sector stakeholders in the County; outside private
sector resources and potential/existing supply chain contacts; and public sector
stakeholders outside the County.
Small Business Strategy
As a part of the evaluation of resources spent on projects vs. the return on investment, the OCIC will
work with its partners to develop a pathway to services for small business start-ups, or businesses not
identified in the priority industry sectors outlined by the organization or state.
Local OCIC Investment Program Review
The OCIC and its appropriate committees will review the current criteria for providing different
incentive assistance to companies. This review includes, but is not limited to, the OCIC Revolving Loan
Fund Program. Review and recommendations for modifications will be made in concurrence with the
overall OCIC Business Plan strategy and the strategy of the State of Ohio.
BUSINESS ATTRACTION EFFORTS
As a compliment to the Retention & Expansion efforts of the OCIC, a proactive business attraction
approach should be taken to promote the County’s many attributes (including labor force, quality of
life, proximity to markets, and industrial real estate capacity). The OCIC’s business attraction efforts will
be done in coordination with the State of Ohio’s branding and marketing efforts (done currently
through the Ohio Business Development Coalition), as well as through any regional attraction efforts
that are coordinated through the Northwest Ohio Regional Economic Development Association
(NORED) and the Regional Growth Partnership (RGP).
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8. Trade Show Activities
OCIC participation in trade shows, site selector programs, and other marketing efforts will be done and
in line with the industry sectors our businesses are strategically engaged in (advanced materials, solar,
fabrication, building products, tourism, etc.). Participation in any trade show activities should be done
in cooperation with the strategies outlined by the State of Ohio and Northwest Ohio Regional Economic
Development teams found within NORED and the RGP.
Inventory Available Quality Land & Buildings
OCIC should maintain an active list of all available land and buildings for industrial/manufacturing
prospects. This is currently done in conjunction with the State of Ohio’s site and building database,
Ohio InSite, and should be maintained. In addition, the OCIC needs to once again determine if a gap
exists in the availability of new and quality industrial space in the County, and should work with the
Trustees and other local stakeholders to determine what can be done to improve such inventory.
Development and maintenance of quality land and buildings will have a direct impact on Ottawa
County’s ability to compete for new investment projects generated through all avenues of partnerships
(state, regional and local).
The OCIC should also work in cooperation with our local and regional partners to identify and
implement projects that have a direct benefit to Ottawa County. One example of an active project the
OCIC is engaged in, is the evaluation of development of property located at the Elmore Turnpike
Interchange.
In 2008, Ottawa County and Sandusky County began working on viable development of an 88 acre
parcel of property located at the Elmore Turnpike Interchange. The 88 acres currently sits in both
Ottawa and Sandusky Counties. The OCIC and our Sandusky County counterpart, SCEDC, formulated a
committee in 2008 to address development opportunities for the parcel. The committee began
formation of a Joint Economic Development District (JEDD) to deal with the multiple jurisdictions
involved in the project.
Over the course of two years, several developers and site consultants have noted the viability and
attractiveness of this parcel of land to development opportunities. Because of the strategic location of
this property, and the investment/job creation opportunities that are possible, the OCIC should
continue working with the SCEDC and the JEDD committee to move this project forward to fruition.
MARKETING
Marketing plays an important role in the overall success of Ottawa County and the OCIC. The State of
Ohio has developed and integrated a branding strategy for business and community development,
based on the motto “Building Your Business, Love Your Life.” This branding effort has been ongoing for
more than 5 years, and has been communicated domestically and internationally.
The OCIC has adopted the Ohio brand, and has integrated this brand into our marketing materials and
website. The OCIC should continue with this branding strategy in an effort to do the following:
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9. • Find the right market segments for new business attraction;
• Ensure OCIC is delivering the right message, at the right time, to prospects; and
• Differentiate Ottawa County from the competition, as the place to do business.
In addition, the OCIC should consistently share positive stories of our businesses and our organization
with the public, through the variety of media outlets. Other communications should focus on the
different areas of assistance the OCIC can provide to customers (e.g., the Economic Gardening program,
Safety Council member benefits, and workforce development funding opportunities).
PERSONAL/PROFESSIONAL DEVELOPMENT
Personal and professional development opportunities for staff and board members should be
considered a part of the organizations regular operations. Development opportunities for staff should
focus on programs and trainings that lead to increased knowledge of the economic and workforce
development profession. Board of Trustee development should be considered to educate members on
their role with the organization, and also to better explain the role and function of the OCIC. Through
personal and professional development, the OCIC staff and leadership will have a clear understanding of
the mission of the organization, and be able to better communicate that mission to the community.
WORKFORCE DEVELOPMENT PRIORITIES
Workforce Development priorities should be aligned with each of the priorities and initiatives outlined
within this Business Plan. A complete list of workforce development priorities is attached to this
business plan and is entitled “Outline of Responsibilities.”
The availability of a reliable, skilled workforce is one of the most important factors for businesses
planning to expand or relocate. That is why Ottawa County must remain committed to continuously
assisting in the development of our workforce and creating jobs, ensuring that employers have a
competitive advantage in the 21st century global marketplace. The OCIC’s workforce development
efforts must continue to be aligned with the efforts of the State of Ohio, Area 7 Board, and Ottawa
County Department of Job & Family Services.
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10. Economic Development Outline of Responsibilities
Initiative Description of Activities
Business Retention • Business Visits with & without Commissioners
& Expansion • Identify resources, opportunities, business connections to enhance
the activities of the company
• Coordinate financing/incentive program development related to new
projects (e.g., new construction, purchase M&E)
• Work with existing industrial parks to market available properties
• Assist partners with project feasibility (e.g., local banks, chambers)
• Lake Winds Fiber Project
• Build County-wide Economic Gardening Effort**
Currently, assistance is provided to businesses across all industry sectors
(manufacturing/industrial, service, some non-profit) and all sizes of businesses
(from 1 employee and up)
Business Attraction • Assist RGP, ODOD, site selectors with information/data collection to
clients/leads
• Directly assist the client/lead with information/data collection
• Develop and maintain Ottawa County’s industrial site and building
database – both on www.ocic.biz and Ohio InSite Database
• Coordinate site and building tours
• Coordinate financing/incentive program development with local
communities and state
• Assist partners with project feasibility (e.g., local banks, chambers)
• JEDD Project
• Participation in OBDC/NORED Strategic Business Visit & Industry-
Focused Trade Show(s)
Again, assistance is provided to businesses across all industry sectors and of all
sizes
Advocacy • NORED Board
• OEDA Board
Program Coordination & • OCIC Revolving Loan Fund
Administration • County CDBG Revolving Loan Fund
• USEPA Assessment Grant Program ($$)
• Enterprise Zone Program
Responsibilities include marketing utilization of the programs, assistance with
completing applications, overseeing program/project implementation, and
monitoring of program requirements (e.g., job creation/retention
commitments)
Office Management • Manage office staff activities, budget/spending activity
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11. Workforce Development Outline of Responsibilities
Initiatives Description of Activities
Marketing of Workforce Development • Work through the OCDJFS, One-Stop partners, and other
Services local, regional and state partners to identify available
training programs
• Meet with elected officials, employers, educators, labor
organizations, etc. to educate on available training programs
• Promote workforce development programs to other service
groups (e.g., chambers, United Way)
Coordinate Trainings & Workshops • Coordinate trainings & workshops for job seekers
• Coordinate trainings & workshops for employers
• Administer and schedule training programs in Resource
Centre
• SEE Customer Service Program Assistance
Develop & Coordinate Training • On-the-Job Training Programs
Applications for Job Seekers & Employers • Customized Training Programs
• Incumbent Worker Training Contracts
• SEE Customer Service Program (with chambers)
Administer Other Misc. Employer • Ottawa County Safety Council ($$)
Programs • Marine Skills, together with WSOS ($$)
• Water Operators Class ($$)
Administer/Assist with other • Job Fairs
Miscellaneous Workforce Initiatives • Assist with Coordination of Employer Recruitment Sessions
• Support for Ottawa County Job Store
Incorporation into Economic Gardening • Align Current Workforce Development Activities with
Effort Economic Gardening Concept
Referenced Economic and Workforce Development Acronyms
CEDS – Community Economic Development Strategy CDBG – Community Development Block Grant
EG – Economic Gardening JEDD – Joint Economic Development District
NORED – Northwest Ohio Regional Economic Development Assoc. OBDC – Ohio Business Development Coalition
OCDJFS – Ottawa County Dept. of Job & Family Services ODOD – Ohio Department of Development
OEDA – Ohio Economic Development Association RGP - Regional Growth Partnership
SCEDC – Sandusky County Economic Development Corp. SEE Program – Service Excellence Experience Program
USEPA – United States Environmental Protection Agency WSOS – Wood Sandusky Ottawa Seneca Community Action
Commission
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