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145
supporting a membership organization was difficult.” Specifically, it was difficult to find
staff who could effectively raise dues, “and if you don’t have someone who can do that,
the organization can’t be successful.”
The MTA now promotes networks over associations. For example, instead of convening
meetings, they now create more informal modes of communication like after-hours
networking events and newsletter. “You want companies to make connections between
each other,” she said. “You don’t want as much of the collective decision-making.” The
loss, she notes, is that the industry or cluster is less able to advocate for itself around
policy issues without formal meetings, but she found the requirements for a formal
structure were too great to succeed.
F. Geography
Based on experience, the MTA and MDA currently use regions as a unit of analysis and
action because “it’s somewhat easier to do that than to focus on the whole state and try to
get people to embrace a cluster.” The MTA will work with regions that have targeted a
specific industry or cluster, but they focus less on the industry in question and more on
helping places to see themselves as regions. The interviewee also was not aware of any
regional organizations that were currently convening cluster meetings or associations.
G. Other partners
Aside from the state government, there were no other partner organizations or agencies
involved in this case.
I. Interviewee
Lyn Stabler, Vice President for Policy and Analysis at the Mississippi Technology
Alliance
Section D-8 Oregon
A. Introduction
Oregon’s cluster-based economic development has been driven in recent years by a
public-private organization, the Oregon Business Plan (OBP). In 2005, the OBP funded a
new initiative to advocate for clusters and to create a cluster website. At the time,
Oregon’s state economic development agency, the Oregon Economic and Community
Development Department (OECDD), wasn’t prioritizing cluster development. The
OECDD and the Portland Development Commission (PDC) were helping convene two
cluster groups, but this effort was seen as the exception, not the rule.
The OBP’s initiative, titled the Oregon Cluster Network, stepped into the void. The
network started convening meetings, creating relationships, and generating ideas for new
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| Title | Regional vision plan integration and implementation : phase II : final report - Page 151 |
| Full Text | 145 supporting a membership organization was difficult.” Specifically, it was difficult to find staff who could effectively raise dues, “and if you don’t have someone who can do that, the organization can’t be successful.” The MTA now promotes networks over associations. For example, instead of convening meetings, they now create more informal modes of communication like after-hours networking events and newsletter. “You want companies to make connections between each other,” she said. “You don’t want as much of the collective decision-making.” The loss, she notes, is that the industry or cluster is less able to advocate for itself around policy issues without formal meetings, but she found the requirements for a formal structure were too great to succeed. F. Geography Based on experience, the MTA and MDA currently use regions as a unit of analysis and action because “it’s somewhat easier to do that than to focus on the whole state and try to get people to embrace a cluster.” The MTA will work with regions that have targeted a specific industry or cluster, but they focus less on the industry in question and more on helping places to see themselves as regions. The interviewee also was not aware of any regional organizations that were currently convening cluster meetings or associations. G. Other partners Aside from the state government, there were no other partner organizations or agencies involved in this case. I. Interviewee Lyn Stabler, Vice President for Policy and Analysis at the Mississippi Technology Alliance Section D-8 Oregon A. Introduction Oregon’s cluster-based economic development has been driven in recent years by a public-private organization, the Oregon Business Plan (OBP). In 2005, the OBP funded a new initiative to advocate for clusters and to create a cluster website. At the time, Oregon’s state economic development agency, the Oregon Economic and Community Development Department (OECDD), wasn’t prioritizing cluster development. The OECDD and the Portland Development Commission (PDC) were helping convene two cluster groups, but this effort was seen as the exception, not the rule. The OBP’s initiative, titled the Oregon Cluster Network, stepped into the void. The network started convening meetings, creating relationships, and generating ideas for new |
