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KITTITAS COUNTY ECONOMIC DEVELOPMENT GROUP <br />Economic Development Strategic Plan -Release 1.0 <br />1.11 Provide networking opportunities. In addition to the forums discussed above, <br />networking opportunities can be an invaluable part of a BRE program. Hosting a <br />monthly luncheon or -after hours" event has been a mainstay of chambers and <br />economic development organizations. Unlike the forums, these events should be <br />solely designed to facilitate business-ta-business contact. Business card exchanges, <br />·speed networking" events, or featuring a small number of businesses are examples <br />of formats that are frequently used for these events . Supporting existing events - <br />rather than introduce competing events -should be the focus of this task. Currently, <br />the Ellensburg Chamber organizes a monthly business after hours event. <br />1 .12 Have an intervention strategy. Develop a "rapid response" strategy for dealing with <br />potential layoffs or plant closures. Under the Federal Worker Adjustment and <br />Retraining Notification Act (WARN) of 1989, companies with 100 or more employees <br />must notify local governments and state workforce organizations about plant closings <br />or mass layoffs at least 60 days in advance of the event. However, at this point, it is <br />frequently too late to do anything. Identify -at-risk" companies earty-on and develop <br />an aggressive intervention strategy. As part of this effort, the community should <br />identify the tools available to help avert such actions or ameliorate their impact . <br />Examples of these tools include: <br />Identifying assistance programs for at-risk companies, such as the <br />manufacturing modernization services offered through the U.S . Department <br />of Commerce's Manufacturing Extension Partnership (MEP) program. <br />Partnering with the state and local workforce development boards' rapid <br />response teams to provide assistance to workers facing dislocation. <br />Cultivating relationships with site selectors, developers, and real estate <br />brokers to ensure prompt reuse of a closed facility by a new tenant. <br />To be effective, intervention must occur early. As such , this strategy relies heavily on <br />the Information-gathering steps outlined above. <br />1: BASELINE ACTIVITIES <br />r;;"E IMPORTAN:E Of . , <br />CONNECTIONS , <br />Helping local businesses connect to trade <br />associations, think tanks, academic institutions, <br />and other smiar companies is a key element <br />of the economc gardening approach <br />introduced by Littleton, Colomdo; <br />We !.'Ire 311'tt'are of t"esean:h In netl.'lol"K theory <br />that indicates that an increase in the number of <br />business connections Increases the innovation <br />levels d comparues. In ~iir'..ulai, "weak ties" to <br />"ubs" Olrts,t"'e ~ business's normal daily <br />connections are Important for bringing in new <br />ideas. <br />We have made a point of connecting our <br />businesses to our local community college and <br />the Un·rversJty of Colorado, as weU ell; ijlC 'Mlri( <br />of interastlng research organizations like The <br />Santa Fe Inslitute and The Colorado Issues <br />Networl<. <br />http://v-NNI.lll!leltJngov.orgJtialeG:),~cgcroening/ <br />" ~ <br />@ TIP STRATEGIES Theory Into Practice Page 10