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10-Year Plan for Oregon

 

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Though the private sector creates jobs, the public
sector shapes the fertile environment the private
sector needs to build a vibrant and innovative economy
based on Oregon values. Policy makers must be intentional about creating
opportunities for Oregon’s small and medium homegrown businesses, Oregon’s entrepreneurs, Oregon’s universities and spin-offs from traded-sector companies – strengthening Oregon’s economy from the bottom up.
 
A robust economy with ample mid-to-high income jobs is the foundation for Oregon’s high quality of life and is necessary to fund quality education and other public services. Adequate public infrastructure and services in turn, are necessary to support Oregon’s growing economy. This virtuous “circle of prosperity” will be the foundation upon which the state will build all initiatives to improve Oregon.
 
Policy makers accomplish this by engaging the private sector through the Oregon Cluster Network and the Oregon Business Plan, Oregon’s research institutions, which drive innovation, and the formal structure of economic development agencies and networks. The network of entities that support economic development include Business Oregon (and related entities, such as the Oregon Innovation Council), the Oregon Department of Agriculture, Regional Solutions Centers, Small Business Development Centers, regional economic development entities, ports, chambers of commerce, federal agencies such as the U.S. Department of Agriculture, the Small Business Administration, universities, community colleges, and workforce entities, including the Oregon Entrepreneurs Network and local development funders.
 
To support the private sector in Oregon, the chain of innovation must begin with Oregon’s research institutions and related efforts, such as commercialization efforts through the Oregon Innovation Council (Oregon InC). The state supports these efforts by helping with deployment of new technologies, fostering a strong environment for manufacturing and marketing, and helping train a skilled workforce. With less enhanced public resources on the horizon, policy makers must ensure this cycle is integrated and streamlined.
 
In addition, Oregon must protect, preserve and invest in its infrastructure assets. The state has a backlog of improvements it must make to its existing traditional infrastructure, as well as an interest in growing investment in new infrastructure capacity, such as smart grid and broadband data capacity, water resources, transportation and sophisticated waste management. Ensuring stable and modernized manufacturing and transport infrastructure for the forest products and agricultural industries is also critical to maintaining Oregon’s strong resource-based economy that is pivotal for our rural communities as well as forest and rangeland health.
 
Solving deficits of available funding in these areas will require Oregon to use its public dollars to leverage much more private capital. In order to do so, policy makers must identify opportunities and capital gaps and develop a mechanism for aggregating resources. This will involve state agencies with significant roles in infrastructure development, such as the Oregon Department of Transportation and Business Oregon, engaging in a new structure and a broader, all encompassing view of public infrastructure.
 
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10-YEAR GOAL
What we want to
accomplish
STRATEGIES
How we get there
SUCCESS METRICS
How we measure progress
Oregon has a diverse and dynamic economy that provides jobs and prosperity for all Oregonians.
>   Prepare Oregon's workforce for  the 21st century economy.
>   Drive down the cost of doing business in Oregon by reforming major cost drivers like health care.
>   Grow Oregon’s traded sector and industry clusters.
>   Leverage Oregon’s global competitive advantage for industries like advanced manufacturing, clean technology, high technology, forestry products, specialty agriculture and apparel.
>   Seed innovation and bring new ideas to market through Signature Research Centers.
>   Increase access to capital, markets, and support for small businesses.
>   Improve the regulatory environment for large and small businesses.
>   Leverage private dollars for investments in local infrastructure.
>   Revamp workforce training to better align with employer needs.
>   Support regional solutions and align local, regional, and state economic development priorities.
>   Increase access to opportunities for state contracts among minority- and women- owned businesses.
>   Increase harvest levels on federal timberlands while preserving wildlife and key habitat.
>   Improve access to water, land and lower energy costs for agriculture.
>  25,000 net new jobs are created per year.
> Oregonians are earning family wages with per capita income exceeding the national average.
>  The objectives of the Oregon Business Plan are met.
>  The value of Oregon’s agricultural exports increase by at least 50%.
>  Harvest levels on federal forests return to their long-term average.
>  State contracts with minority- or women-owned businesses meet or exceed 10% of the value of all agency contracts every year where eligible firms exist.
>  More community participation directing community investment priorities.
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Agencies with programs in the Jobs & Innovation Outcome Area include:
    • Agriculture
    • Aviation
    • Bureau of Labor and Industries
    • Business Development
    • Commission for the Blind
    • Community Colleges & Workforce Dev.
    • Construction Contractors Board
    • Employment
    • Energy
    • Environmental Quality
    • Fish and Wildlife
    • Forestry
    • Human Services
    • Liquor Control Commission
    • Racing Commission
    • State Marine Board
    • State Parks
    • State Police
    • Transportation
    • University System
    • Veterans’ Affairs
    • Water Resources
View the initial Jobs & Innovation policy vision document here.
View the Jobs & Innovation Program Funding Team here.
 
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