South Central Oregon Economic Dev Dist

The 2019-2024 Comprehensive Economic Development Strategy for the South Central Oregon Economic Development District, serving Klamath and Lake Counties, aims to guide policies and investments for sustainable regional economic improvement. The plan addresses key vulnerabilities including industry diversification, infrastructure, communications, labor force constraints, and economic disparity. Its strategic goals are to maintain and improve the built environment, diversify the economic base through entrepreneurship and innovation, develop a skilled workforce and healthy population, and invest in ecological restoration. The overarching vision is a thriving economy rooted in local resources, community resourcefulness, and collaborative effort.

This Comprehensive Economic Development Strategy aims to create employment opportunities and foster a stable, diversified local economic community. Key strategic pillars include maintaining and improving the built environment to encourage economic growth, diversifying the economic base through entrepreneurship and innovation, building on the region's education and training cluster, and investing in ecological restoration and natural resource management. The plan seeks to increase per capita personal income, reduce unemployment, increase private firms, reverse poverty trends, and boost labor force participation.

The Comprehensive Economic Development Strategy (CEDS) for the South Central Oregon Economic Development District (SCOEDD), covering 2018 to 2023, aims to create employment opportunities, foster a stable and diversified local economy, raise income levels, and improve the quality of life in Klamath and Lake Counties. The plan focuses on three main areas: economic development partnerships and planning, infrastructure and community development, and support for new and existing businesses. Key investment areas include cultivating talented leaders and skilled workers, fostering innovation ecosystems, strengthening entrepreneur networks, supporting business creation and expansion, connecting academic institutions with local businesses, and developing attractive live/work/play environments. Specific initiatives include promoting rural tourism, addressing housing needs, remediating brownfield sites, improving workforce training, expanding natural gas access, maintaining rail infrastructure, enhancing broadband services, implementing facade improvement programs, renewing enterprise zones, and fostering regional entrepreneurship.

The meeting included discussions of investigation findings regarding performance issues, such as a lack of loan approvals for Lake County residents since March 2022 and lapses in project management, specifically the Klamath Neighborhood Revitalization Program. Concerns about incomplete projects, unaccounted funds, an unapproved pay raise, unprofessional behavior, and administrative mismanagement were raised. Changes were made to the employee handbook, including removing the alcohol policy, which violated the Drug-Free Workplace Act of 1988. Some Board members expressed concerns about the lack of performance reviews and general negligence in board communication. Several community members shared their frustrations with project delays, lack of transparency, and communication issues. Plans for improved project management and financial oversight, including quarterly meetings and better engagement with community members, were outlined.

The special emergency board meeting addressed the urgent need for a leadership transition, SCOEDD's future, and staffing challenges, including exploring partnerships with other economic development districts. Financial status and budget concerns were discussed, emphasizing the need for a budget committee due to diminishing funds and the lack of match funding from the Economic Development Administration grant. The meeting also covered the Targeted Airshed Grant, audit concerns, and organizational governance, as well as Lake County's participation and concerns. Action items included exploring hiring a consultant, forming a budget committee, and consulting legal counsel regarding furlough legality.