Strategic Framework
The Southern Willamette Valley Innovation Corridor is advancing a multi-year strategy to strengthen regional competitiveness, deepen university and industry partnerships, and build the foundations of a world-class innovation ecosystem. The strategic framework guiding this work encompasses two phases:
launching in 2025 and expanding in 2026.
Phase 1:
Launch and build early momentum (2025)
Project timeline and major milestones
1A.
Leadership engagement
April 2025 through December 2025
Project kickoff and ongoing Steering Committee engagement. Developed project values, vision statement, and refined challenges and opportunities facing the region.
1B.
Research and analysis
May 2025 through November 2025
Comprehensive research and analysis including land use and site readiness, demographic and economic indicators, innovation trends including comparative patent and capital analysis, and institutional governance.
1C.
Research triangle fact finding trip
September 2025
Research Triangle fact finding trip. A delegation including Steering Committee members, as well as economic development, chamber, university, and state government leaders traveled to North Carolina’s Research Triangle to meet with peer institutions, innovation district leaders, and economic developers to gather insights to inform long-term work.
1D.
Oregon Business Plan Leadership Summit
December 2025
Oregon Business Plan Leadership Summit. The year concludes with Steering Committee leadership presenting to a statewide audience about lessons learned, early progress, and further alignment around next steps.
Phase 2:
Strengthening the Ecosystem (2026)
2A.
Elevate regional success
and visibility
Continue elevating university collaborations, recent wins, and visible success stories to reinforce progress and strengthen regional confidence. Establish a social media presence by encouraging SWV partners to amplify each other’s announcements and success stories, creating a coordinated and consistent regional narrative.
2B.
Launch a coordinated community engagement strategy
Develop a plan to engage local leaders, anchor employers, and startup businesses that are advancing pieces of this work. Invite them into project planning, gather feedback, and identify where they can play active roles. Differentiate between stakeholders who need regular updates (briefings, newsletters, etc.) and those who can directly contribute to implementations.
2C.
Develop a clear policy agenda
Create a concise agenda for local leaders and legislators that begins with targeted land use recommendations to support innovation-driven growth. This should include expanding state funding for industrial site readiness, such as infrastructure investments, environmental mitigation, and other pre-development needs.
2D.
Formalize regional convenings and working groups
To maintain alignment, accountability, and shared progress, 2026 will establish:
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Monthly stakeholder meetings in both Eugene and Corvallis
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Quarterly joint regional convenings
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Quarterly Steering Committee meetings
Additionally, dedicated working committees will focus on:
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University innovation partnerships
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Community stewardship and quality of life
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Business development
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Land use and site readiness
2E.
Refine the region’s competitive strategy
Evaluate the industry sectors most strongly supported by University of Oregon and Oregon State University research strengths. Prioritize sectors that derive high value from proximity to research institutions and demonstrate strong national or global growth potential.
2F.
Advance regional governance and coordination
Successful innovation districts rely on strong governance that brings university, industry, and public partners together around shared goals. There is no single structure that works everywhere; regions often borrow elements from multiple models to create an approach that fits their unique assets, institutions, and development needs. The Steering Committee will explore a range of proven governance models and determine which features are most appropriate for the Southern Willamette Valley, such as:
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Anchor-led nonprofit master developer
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Research foundation land steward
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University-affiliated land development model
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Regional collective impact structure
The final governance approach may emulate one of these models or integrate components of several, depending on what will best support long-term coordination, land use strategy, and innovation district development in the region.