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with air freight, as the local economy has grown at a rate nearly double that of the nation, and astrade with the Pacific Rim has risen significantly.
Moreover, a well coordinated regional government, combined with a carefully planned urbangrowth boundary around the metropolitan region and a substantial investment in the public transitsystem, has helped to strengthen community life in older neighborhoods.
The region still faces challenges, however, such as the need to improve education and workforcedevelopment including higher education and research. Also population growth has brought in-creased congestion, and average wagegrowth has not risen as rapidly as job growth.
Metropolitan Portland's economic strategy includes:
o WorAorce development: Expanding existing education and worlcforce development pro-grams to support the higher skill requirements of the Electronics and Communications in-dustry cluster and the other high skilled manufacturing and sewices clusters. This invest-metn ranges from basic education and employment training to college education andadvanced research.
t Regronal transportation systems: Extending the metropolitan region's transit system tobetter serve outer parts of the region and improve urban access to jobs in technology-oriented industries in the surrounding counties. Investment in the Port of Portland andother key infrastructure projects increases global trade capacity and business opportunities.
o Business attraction and retention: Enhancing strategic investment initiatives designed toprovide targeted ta,r incentives to attract and retain manufacturers from key industry clus-ters in metropolitan Portland.
o Sustainable Environment: Maintaining a good environment and quality of life helps attractskilled workers and entrepreneurs to the emerging technology-based growth clusters.
The federal government can assist Portland's public and private leaders by supporting key com-ponents of the metropolitan economic strategy:
o Educatior andworlforce developmerl; Strengthen higher education, technology researchand workforce training programs through development of a stronger university presence inresearch and technology, and a more highty developed system of education and training fortechnology-based employment in both Electronics and Communications cluster, the Busi-ness and Professional Services (Software) cluster, and other high value service clusters.
' fupand light rail transit: Support expansion of the regional transportation system throughassistance in the construction of a more extensive regional light rail transit system to makeregionaljobs in the expanding Electronics and Communications cluster more accessible.
o Promote world trade: Assist with export promotion and internationaltrade by furtheropening opportunities in global markets.
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tionally, professional services that serve these burgeoning markets, such as public relations agen-cies, are also growing.
In spite of the growth, however, average wages have not kept pace. The region has seen modestincome gains during a period of robust gowth in the metropolitan Portland economy. From1983-1993, the region experienced job growth at nryice the national rate while unemploymentdropped notably. As the U.S. saw over a half-million manufacturing jobs disappear, the region'smanufacturing sector grew 25o/o as it attracted more high-technology manufacturing jobs. Never-theless, metropolitan Portland's real average wage per worker increased little from 1983.
The generaltrend is clear-manufacturing is up, but with a much greater emphasis on computersand peripherals, semiconductors and other components of information processing and telecom-munications equipment. Wholesale trade; finance, insurance and real estate; construction (toserve a fast-growing region); biomedical technology, health and hospital services, education andresearch; business services; legal, engineering, and professional services; and human services allshow a three-decade trend of substantial economic and employment growth. Metropolitan Port-land has proved to be an increasingly attractive location for direct foreign investment from andinternationrl trade with Asian and Latin American countries
104
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electronics equipment, building close linkages with these technology-based firms is a particularfocus of the Oregon Health Sciences University and Portland's biomedical technology sector.
Business and Professional Seruices (Software): Business services is a fast growing cluster,with nearly 67,000 people employed in 1995, over 7%o of the region's employirent. Businessservices includes advertising, credit reporting agencies, data proiessing, lega-l services, account-ing, management consulting and public relations, mailing and reprodualon"-prtsonnel supply, andengineering and architectural services. Multimedia and software is an important growth ,"g*"ntof this cluster, which is a provider of information and telecommunication serviceJto the largeElectronics and Communications cluster.
Transportation and Trade Services: Metropolitan Portland has intermodal transportation con-nections with shipping, railroads, air transport, and interstate highways. Long dista-nce bulkfreight transportation through the port facilities, moving goods fro1n .nipr to-railroads and trucks,is key to the region's economic future. The Transportation and Trade Services industry cluster inPortland accounts for over 32,000 jobs and nearry 4o/o of theregional economy.
Housing and Construction: This cluster, which employs more than 67,000 in the region, in-cludes a range of home and building materials, building services, trade contractors and relatedsectors involved in residential, commercial, industrial and road and highway construction. TheHousing and Construction cluster has been growing strongly during the t9-90s. The growth re-flects the sustained demand for more housing and other physical infrastructure.
Other sectors of the metropolitan Portland economy, while smaller, are important sources ofgrowth. These sectors include:
Lgssins and Paper: While employment in Logging and Paper industries have been on the de-cline in metropolitan Portland over the past two decades, thJy still represent an important sectorin the regional economy. Logging and Paper currently accounts for over 6,000 jobs in the region.
An examination of the structure of national clusters compared to Portland's clusters indicates po-tential supplier gaps mainly in the Business and professional services (software) cluster and theHousing and Construction cluster.
10-6
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Cluster
AverageEarnings/Employee
1 995
o/o of MSAEmployment
1 995
RealProductivity
Growth1 gg1-95
EmploymentConcentration
Relative to U.S.(US ave.=1)
Electronics and Communications $35 ,342 4.0o/o 5.12o/o 1.76Medical Products $26,483 1 .0o/o 11 .70o/o 1.27Business & Professional services (sortware) $29,1 06 7 .8o/o -2.630/o 1.22Transportation and Trade Services $34 ,417 3.8o/o 3.78o/o 1.21Housing and Construction $35,350 7 .8o/o 2.060/o 1 .14
Exhibit 5
Portland's lndustry clusters: selected Indicators
lmportant SuppliersExhibit 6
to Portland's lndustry Clusters
Supplier Induslry Name
SupplierGap orSurplus Supplier Industry Name
SupplierGap orSurplus
Business and ProfessionalServices (Software)
Eating and drinking
Construction
Commercial printing
Services to buildings
Insurance caniers
Electronic components
Depository institutions
Hotels
Auto rentals
Misc. plastic prod.
3301
2939
1 565
1 495
1414
1232
1178
1 003
967
762
551
-230
-1 151
-1 135
407-301
59
-374
-964
-434
Electronics and Communica-tions
Motion pictures
Misc.plastics prod.
Advertising
Computer services
Eating and drinking
Producers and entertainers
Construction
Depository institutions
Nonfen. rolling
Misc. business services
1 099
901
522
414
347
322
285
267
224
199
-1030
-732
-449
-105
1 633
-286
1 108
369
-213
321Housing and Construction
Sawmills
Misc. business services
Blast fum. and steel prods.
Trucking and warehousing
Misc. plastics prod.
Misc. repair services
Misc. wood products
Misc. fab. metal prods.
Stone, clay, and mineral
Misc. equip rental
1296 | -1 105
933 '78
848 , -714
7s4 | ssz579 | -250
534 | -371
458 | -389
448 | -294
439 | -395
403 | -279
Transportation and TradeServices
Crude petroleum and gas
Eating and drinking
Passenger transport
Aerospace
Computer services
Advertising
Auto rentals
Construction
Depository institutions
Auto parking and repair
1634
769
639
364
334
308
232
225
219
196
-1632
1 097
-566
-277
-42
-239
-182
1 087
380
66Medical Products
Electronic components
Misc. plastic prod.
Advertising
Acct., auditing, and other
Research and testing
Misc. business services
Management and PR
Metal forgings
Misc. textile goods
Paper containers and boxes
10-8
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Regional Employment DistributionElectronics & Gommunications Cluster
Portland PMSA, tggs
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The focus of these efforts is on building stronger connections to the global economy by attractingboth domestic and foreign investors and businesses, especialty within certain targeted industryclusters, and expanding international trade and commerce.
With help from the Oregon state government, metropolitan Portland is strategically targetinggrowth industries that will provide increasing numbers of high-paying jobs as well as entry-level"living wage" jobs, to diversify and strengthen metropolitan Portland's economic base. ThePortland Development Commission plays a major role in developing and implementing the tar-geted industries metropolitan economic strategy.
The strategy also aims to manage growth in order to maintain a sustainable environment andquality of life. For example, the Urban Growth Boundary controls development around metro-politan Portland in order to minimize environmental problems and maximize the investment effi-cienry of the current infrastructure.
Key aspects of the Portland region's industry and employer-targeted activities to achieve eco-nomic growth include:
Education, workforce development, and placement. In order to support the region's newtechnology industries, the metropolitan Portland has designed a workforce development effort toaddress the region's need for more skills. Programs include targeted job training and placementfor workers, such as "first source" hiring agreements with the public sector through a public-private partnership called JobNet. JobNet is run by the Portland Development Commission foremployers and communities located within Multnomah, Clackamas, and Washington County.
Various community colleges, technical schools and institutes, vocational high schools, and uni-versities all play a role in filling the growing needs for basic, advanced, and specialized workplaceskill training and development. JobNet has been particularly effective in training minority workersfrom Portland's inner city neighborhoods, many of them living in the Portland/I\dultnomah Enter-prise Community. The program also helps place them with private employers in full-time jobs lo-cated throughout the metropolitan region, including many jobs in suburban communities. JobNetis preparing regional workforce development plans for various industry clusters, to be imple-mented by a partnership between educational institutions, community orgaruzations, and the Pri-vate Industry Council.
Strategic business attraction. Firms in targeted industries that build new manufacturing plantsor expand existing production facilities can receive a substantial l5-year city, county and stateproperty tax abatement under the new Oregon Strategic Investment Program (SIP) This pro-gram permits counties to cap assessed property valuation at $100 million, with no property taxesfor 15 years on any additional value. Five manufacturing plants in metropolitan Portland have re-ceived Strategic Investment Program tax incentives. Similar incentives are available in North andNortheast Portland under the Oregon Enterprise Zone program.
Public transit system improvements. The Portland region's commitment to preserving its natu-ral environment by maintaining a relatively compact metropolitan core has led to a substantial in-vestment in public transportation to reduce sprawl and encourage higher density development.Additionally, public transit investment plans include expanding the system to support the growthof the region's Electronics and Communications cluster. Tri-Met, the transpoftation agency for
10-14
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centered on expanding and attracting key industries, including high-technology manufacturingfacilities and related spin-off activities.
Portland's business community has also played an aggressive role in asserting strategic leadershipfor metropolitan economic growth. Their task has been made easier by the fact that the centralcity is still preeminent within the region. Modern public-private partnerships began at the citylevel under former Mayor Neil Goldschmidt in the early 1970s, producing the successful PortlandDowntown Plan and later the Portland Central City Plan, with implementation now led by MayorVera Katz. Together these plans helped generate over $2 billion in new private investment duringthe past two decades, leveraged by $500 million in federal, state, and local public investment.Effective statewide leadership, spurred by 1000 Friends of Oregon and former Governor TomMcCall, was essential for creating Portland's metropolitan land-use planning, light rail transit, andgfowth management systems.
Business attraction and retention efforts are also coordinated by The Portland DevelopmentCommission, through agreements with the Multnomah, Clackamas, and Washington County. ThePortland Development Commission operates a Regional Workforce Quality Committee to organ-ize metropolitan-wide job training and placement.
Many civic organizations, community groups, and trade associations operate cooperatively acrossthe region, bridging the gap between Portland and the suburban cities and counties. In addition,the state governments of Oregon and Washington collaborate, working through the counties andcities, to deal with regional concerns that cross the Columbia River and connect the Oregon sideof metropolitan Portland with the city of Vancouver and Clark County, Washington.
Regional cooperation extends to the federal arena as well. In 1994, Vice President Gore and theheads of nine federal agencies--the Office of Management and Budget, the Department of Hous-ing and Urban Development, the Department of Health and Human Services, the Departments ofEducation, Labor, Justice, Commerce, Agriculture, and the Office ofDrug Control Policy-signed the "Oregon Option," a Memorandum of Understanding with the state of Oregon, the cityofPortland, Multnomah County, the Oregon League of Cities, and the Oregon Association ofCounties, to encourage federal interagency cooperation and regulatory flexibility in working withthe state and local governments to support the implementation of perfiormance-based benchmarks.
3. What can the federal govemment do to support the metropolitan economicstrategy?
The federal government can assist metropolitan Portland in pursuing its economic objectives in anumber of important ways. The federal government can support the region's strategies forstrengthening its industry clusters through job training and job placement, expanding strategic in-vestment, expanding the regional transportation system, and strengthening community leadership,through the following initiatives:
lrengthen the Communications and Computers cluster through higher education, tech-nology research artd workforce development programs. A stronger university presence in re-search and technology, and a more highly developed system of education and training for technol-trgy-based employment in both Electronics and Communications and high value service clusters iscritical for long-terrn economic prosperity. The federal government can support this goal
10-16
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Employer
1. Fred Meyer, Inc.
2. U.S. Bancorp/U.S. Bank
3. Kaiser Permanente
4. Tektronix, Inc.
5. Intef Corp.
6. Legacy Health System
7. Sisters of Providence Health Care System
8. Freightliner Corp.
9. Consolidated Freightways
10. First Interstate Bank of Oregon
11. U.S. West Communications
12. Safeway Stores, Inc.
13. James River Corp.
14. Nike, Inc.
15. Hewlett Packard Co.
16. Red Lion Hotels and Inns
17. Meier and Frank Co.
18. Precision Castparts Corp.
19. Portland General Electric Corp.
20. PacifiCorp
21 . PayLess Drug Stores Northwest, Inc.
22. Blue Cross and Blue Shield of Oregon
23. Boeing of Portland
24. Nordstrom
25. McDonald's Corp.
Industry Sector
Retail Trade
Financial Svc
Medical Svc
Inslrument Mfg
Semiconductor Mfg
Medical Svc
Medical Svc
Transportation Svc
Transportation Svc
Financial Svc
Telecomm un ications Svc
Retail Trade
Forest Products Mfg
Shoe and Appalel Mfg
Computer Mfg
Hotel Svc
Retail Trade
Machinery Mfg
Energy Scv
Financial Svc
Retail Trade
Medical Svc
Aircraft Mfg
Retail Trade
Food Svc
Number of Employees
7,900
6,700
6,500
6,000
5,800
5,300
5,000
3,500
3,300
3,200
3,100
3,1 00
2,900
2,600
2,300
2,300
2,000
1,900
1,800
1,700
1,700
1,700
1,600
1,600
1,600
Exhibit 7Top 25 Employers in the Portland Metropolitan Region
10-1 g
