ECONOMIC DEVELOPMENT COMMITTEE STRATEGIC PLAN

Size: px
Start display at page:

Download "ECONOMIC DEVELOPMENT COMMITTEE STRATEGIC PLAN"

Transcription

1 AUGUST 2016 ECONOMIC DEVELOPMENT COMMITTEE STRATEGIC PLAN 2017 GOALS Prepared by: Bill Davis Principal WR Davis Collaborative

2 EXECUTIVE SUMMARY The Economic Development Committee met in a public meeting on August 26, 2016, to develop its economic development strategy. The prior evening, August 25, 2016, the Committee met in a public meeting for a presentation Economic Development Leadership: Insights for Lompoc and discussion on economic development. The objective of these meetings was to orient and engage new members and to develop consensus on realistic priority economic development goals for This strategic planning work follows on the adoption by City Council of City of Lompoc 2030 General Plan Economic Development Element (See Appendix). In previous years, strategic planning sessions focused heavily on establishing consensus on a vision for the City s economic development. The Vision established in prior years strategic planning was reviewed in this current strategic planning session and it was found to still soundly represent the vision of the current Committee members. These sessions resulted in Committee consensus on the following Vision Statement and Vision elements: Our vision is to develop a strong positive image, which attracts and retains businesses, visitors and residents that achieves economic vitality in the Lompoc Valley. This includes: Supporting and maintaining a highly skilled and qualified workforce Embracing business friendly regulations and customer service Fostering opportunities for high level and wide ranging employment Being a renowned tourist destination offering world class accommodations, hospitality, cultural events, recreation, and organized sports Cultivating a vibrant downtown with retail, entertainment, and small businesses The Committee also reviewed the goals established in the 2015 strategy, identified successes for each goal and reached consensus on updated and new goals for Following are goals to be accomplished in Support broadband connectivity in Lompoc A. Raise general awareness of broadband expansion progress and opportunities. B. Continue to participate in the Tri-county Broadband Initiative. C. Produce a needs assessment including existing broadband infrastructure and gaps. August 2016 Page 2

3 2. Improve ability to respond to economic development investment and funding opportunities A. Identify projects that could utilize foundation or grant funding B. Identify funding needs tied to strategy. C. Identify funding mechanisms and learn more about existing community development funding opportunities. D. Explore Community Development Foundation through the Chamber of Commerce and how various projects could be applicable with this. 3. Market economic development, support and expand events and expand economic development capacity A. Identify possible Committee members and continue to promote diverse EDC membership. B. Continue regular presentation of Economic Vitality Award. C. Continue regular publication of Lompoc Record column. D. Continue active Festival subcommittee. E. Explore expanding Old Town Summer Markets and Events. F. Establish new Economic Development website and define parameters for using social media and activate for economic development. G. Hold the second Economic Vitality Forum forum to advance added capacity efforts. 4. Improve the business environment and workforce A. Support local education initiatives and partnerships that enhance development of a highly skilled and qualified workforce including: hold Pathways to Success summit and hold Career Exploration Day in Lompoc. B. Promote local existing businesses, foster retention and expansion utilizing Chamber Business Survey. 5. Improve physical and perceived image of Lompoc A. Obtain general understanding about all partners involved in beautification of Lompoc and how Committee can assist / catalog different groups and learn how EDC can assist B. Promote existing cleanup and beautification events C. Become aware and advocate for park improvements D. Promote Façade Improvement Program In order to assure that implementation of the strategy stays on track, implementation workgroups need to be established and are responsible for identifying specific actions necessary to accomplish the Committee s Goals for 2017 in a 90-Day Focused Implementation Steps form provided in this report. A monthly update on progress, needs, problems, and requests for troubleshooting assistance needs to be provided to the full Committee. August 2016 Page 3

4 Additionally, the Committee needs to review the Strategy annually in a way which identifies and incorporates changing political, social, and economic realities; learnings from the past year of implementation; and any orientation needs, update needs, and new insights of all Committee members. BACKGROUND Environment Ongoing fluctuations in the economy due to technological changes, changes in global markets, changes in global resource options, changes in state and national policy, and development of local and global competition are historically punctuated by economic downturns, such as the Great Recession beginning around These economic downturns, often in one fell swoop, force locations to comply with the underlying economic realities that may have been taking shape for some time. The discussions held in the Economic Development training and strategy workshop are being held in communities all around the state and nation. Most, if not all, communities are struggling to figure out how to resource their ongoing capital needs and position themselves for opportunities. What seems to be working best in dealing with the changes is a simultaneous Top Down and Bottom Up approach. This is Top Down in terms of local government establishing economic prosperity as a priority, finding creative ways to fund operational capacity, and aligning all operational capacities in as many ways as possible while promoting community prosperity. This is Bottom Up in terms of activating grassroots volunteer efforts to forge partnerships, engage stakeholders, and advocate for community prosperity. These volunteers through sweat equity make as much happen as possible within and outside the existing operational capacity. One of the observed strengths of Lompoc s economic development initiative is the strong Bottom Up capacity and efforts of the Economic Development Committee. Much has been learned from its work over the past few years which are incorporated throughout the strategic planning process and the resulting strategy. Past Strategy In February of 2012 an economic development strategy was established by the Lompoc Economic Development Committee through a group consensus process. This strategy and its November 2012 update were accepted by the City Council. It included a Practical Vision, the Underlying Contradictions (blocks and barriers), Strategies and Strategic Directions, and a August 2016 Page 4

5 Focused Implementation Plan. This strategy was updated in 2015 at which time a rigorous survey of the Economic Development Committee perspectives, insights and opinions was conducted and utilized in the Committee s strategic planning sessions. Significant focus was placed in refining the Committee s economic development Vision. In 2016 an Economic Development Element of the City s 2030 was adopted by the City Council (See attached). The Economic Development Element is a comprehensive consideration and commitment by the City to Broad Economic Development Goals, Policies and Implementation Measures. Observed Accomplishments Understanding that economic development is a broad based and community wide effort with lots of partners who often, in fact, are the lead on implementation, the following successes have occurred since the 2014 strategy session with the support and assistance of the Economic Development Committee: Economic Development Committee periodically updates City Council on community economic development needs, initiatives and progress. RFQ process was completed satisfactorily although selected applicant ended up falling out due to limited available capital to successfully meet project needs. Engaged in the Tri-county Broadband Initiative and community information meetings on fiber option with a local carrier. Several potential area-clusters of businesses have been identified holding potential for focusing the implementation of fiber access. A grant consultant was retained to look for municipal grant opportunities that support initiatives of EDC and City and to submit grant applications including a successful $300,000 grant; A substantial Economic Development Loan was made to a local business and the loan program was refunded with another $250,000 that can be used for a variety of economic development needs. The Economic Development Element of the City s 2030 General Plan was adopted by Council. Partners were added to economic development initiatives through the Economic Vitality Forum and diversified representation of the Committee to include Vandenberg, K12 education and the health system. EDC is strong on marketing and events. The Committee has a bi-weekly column in the Local Record, regularly awards businesses with the Economic Vitality Award, is working on social media (new City policy in process), had a creative Crosswalk opening, working on events including balloon festival. Successful Economic Vitality Forum and Ag Forum. The City hired new Public Information Officer critical to promoting economic vitality in the community. August 2016 Page 5

6 Key Learnings from Strategy Implementation Famously, a general once reported that, No strategy survives contact and the strategic planning process is as important as the strategy. Strategic planning is an ongoing, iterative process. Goals are determined, and strategies are developed and implemented. Results and learnings are collected and reflected on. And, based on this, new goals are determined and new strategies are developed and implemented. It took Edison 805 tries to find the right filament for the light bulb. For Edison, persistence meant doing a project a little differently each time until it worked. It took the Wright Brothers 147 attempts before they flew for seven seconds. For the Wright brothers, perseverance meant examining every setback or failure to learn from it and inform the next approach. Activating Our Strategy What is critical is not to limit our visions, but to aspire to the highest vision of ourselves and to prioritize and organize our goals and actions within our capacity. Additionally, it is critical to stop thinking of ourselves as isolated; rather identify who can help us get where we are going and be a partner. Advocacy is important and in order to advocate effectively, we need to first listen to understand where our partners are going before we explain how we will help them get there. It is critical to expand our capacity in this way. In terms of specific actions necessary to accomplish the Committee s Goals for 2017, these need to be identified by the respective sub committee for each Goal and outlined in the 90-Day Focused Implementation Steps form provided in this report. A monthly update on progress, needs, problems, and requests for troubleshooting assistance needs to be communicated to the full Committee. This can be provided in writing prior to the monthly meeting with only the highlights being discussed at the meeting, or the Committee can elect to have a full discussion of each. Additionally, the Committee needs to review the Strategy annually in a way which identifies and incorporates changing political, social and economic realities; learnings from the past year of implementation; and any orientation needs, update needs, and new insights of all Committee members. August 2016 Page 6

7 Economic Development Committee Strategy ECONOMIC DEVELOPMENT COMMITTEE VISION The Horizon We Head Towards Our vision is to develop a strong positive image, which attracts and retains businesses, visitors and residents that achieves economic vitality in the Lompoc Valley. This includes: Supporting and maintaining a highly skilled and qualified workforce Embracing business friendly regulations and customer service Fostering opportunities for high level and wide ranging employment Being a renowned tourist destination offering world class accommodations, hospitality, cultural events, recreation and organized sports Cultivating a vibrant downtown with retail, entertainment, and small businesses 2017 GOALS AND COMMITMENTS What We Intend to Accomplish The Committee reviewed the goals established in the 2015 strategy, identified successes for each goal and reached consensus on updated and new goals for Following goals to be accomplished in 2017 accompanied by related Implementation Measures for the City of Lompoc 2030 General Plan Economic Development Element: 1. Support broadband connectivity in Lompoc A. Raise general awareness of broadband expansion progress and opportunities. B. Continue to participate in the Tri-county Broadband Initiative. C. Produce a needs assessment including existing broadband infrastructure and gaps. CITY OF LOMPOC 2030 GENERAL PLAN ECONOMIC DEVELOPMENT ELEMENT: IMPLEMENTATION MEASURES Measure 4 Measure 11 The City should develop measures to encourage private reinvestment in vacant or underutilized commercial and industrial land to adapt such property to current economic needs. The City should continue to work with the Chamber Commerce and the Economic Development Committee and other organizations to develop the economic development strategy that includes incentives to expand existing businesses and attract businesses. 7 August 2016 Page 7

8 2. Improve ability to respond to economic development investment and funding opportunities A. Identify projects that could utilize foundation or grant funding B. Identify funding needs tied to strategy. C. Identify funding mechanisms and learn more about existing community development funding opportunities. D. Explore Community Development Foundation through the Chamber of Commerce and how various projects could be applicable with this. CITY OF LOMPOC 2030 GENERAL PLAN ECONOMIC DEVELOPMENT ELEMENT: IMPLEMENTATION MEASURES Measure 4 The City should develop measures to encourage private reinvestment in vacant or underutilized commercial and industrial land to adapt such property to current economic needs. Measure 6 The City should, in response to changing economic needs, facilitate and/or pursue public reinvestment opportunities (e.g., grants, loans, bonds) to assist in adaptive reuse planning of underutilized commercial, business park, and industrial properties. Measure 10 The City s Business Tax shall be updated, modernized, and expanded, and 50% of the increased revenue from the revised Business Tax shall be used for economic development purposes. Measure 11 Measure 19 The City should develop measures to encourage private reinvestment in vacant or underutilized commercial and industrial land to adapt such property to current economic needs. The City should provide pertinent information on business development efforts and opportunities in Lompoc to business owners, property owners, tenants, site locators, and other agencies to promote business expansion and head of household jobs Market economic development, support and expand events and expand economic development capacity A. Identify possible Committee members and continue to promote diverse EDC membership. B. Continue regular presentation of Economic Vitality Award. August 2016 Page 8

9 C. Continue regular publication of Lompoc Record column. D. Continue active Festival subcommittee. E. Explore expanding Old Town Summer Markets and Events. F. Establish new Economic Development website and define parameters for using social media and activate for economic development. G. Hold the second Economic Vitality Forum forum to advance added capacity efforts. CITY OF LOMPOC 2030 GENERAL PLAN ECONOMIC DEVELOPMENT ELEMENT: IMPLEMENTATION MEASURES Measure 9 The City should assist the City s small business community in retaining and expanding businesses by fostering partnerships and providing forums for information, training, and shared resources. Measure 11 The City should continue to work with the Chamber Commerce and the Economic Development Committee and other organizations to develop the economic development strategy that includes incentives to expand existing businesses and attract businesses. Measure 14 Measure 15 Measure 17 Measure 18 Measure 19 The City should promote Lompoc businesses through the City's website, and other advertising efforts (such as print ads, street banners and media stories) to encourage residents to shop locally. The City should, as the community grows, target marketing efforts to attract uses which will complement the City's economic development objectives. The City should periodically survey the business community for evaluation of City development services and improvement suggestions. The City should encourage training workshops on business development and advancement within the community of Lompoc. The City should provide pertinent information on business development efforts and opportunities in Lompoc to business owners, property owners, tenants, site locators, and other agencies to promote business expansion and head of household 9 August 2016 Page 9

10 Measure 22 jobs. The City should in collaboration with partners, improve and support a calendar of local events and activities available through social media and on the City s website. 4. Improve the business environment and workforce A. Support local education initiatives and partnerships that enhance development of a highly skilled and qualified workforce including: hold Pathways to Success summit and hold Career Exploration Day in Lompoc. B. Promote local existing businesses, foster retention and expansion utilizing Chamber Business Survey. CITY OF LOMPOC 2030 GENERAL PLAN ECONOMIC DEVELOPMENT ELEMENT: IMPLEMENTATION MEASURES Measure 1 Measure 4 The City should actively promote the development of land uses which will generate new jobs and tax revenues to the City. The City should develop measures to encourage private reinvestment in vacant or underutilized commercial and industrial land to adapt such property to current economic needs. Measure 5 The City shall consider the needs of existing businesses within General Plan designated industrial and commercial areas when reviewing applications for adjacent development that may not be compatible with such areas. Measure 8 The City should promote local patronage and strong performance in satisfying local demand for goods and services and the creation of additional jobs. Measure 12 Measure 13 The City should collaborate with local organizations and agencies to develop and implement agricultural opportunities that enhance agricultural business and tourism, such as wineries, restaurants, dinner-theater, bed and breakfasts, appropriate destination developments, museums, lodging facilities, microbreweries and recreational activities. The City shall encourage the development of quality lodging, restaurants and meeting facilities to meet the needs of business, 10 August 2016 Page 10

11 local residents and their guests and to bring visitors to the community. Measure 20 The City shall modernize the Zoning Ordinance to address any regulatory impediments to attracting target businesses, and to facilitate desired business expansions and reuse. Measure 23 The City should attract retail uses which increase the City's revenues by expanding the community's regional retail market share. However, they should not create unreasonable traffic congestion or other undesirable impacts. 5. Improve physical and perceived image of Lompoc A. Obtain general understanding about all partners involved in beautification of Lompoc and how Committee can assist / catalog different groups and learn how EDC can assist B. Promote existing cleanup and beautification events C. Become aware and advocate for park improvements D. Promote Façade Improvement Program CITY OF LOMPOC 2030 GENERAL PLAN ECONOMIC DEVELOPMENT ELEMENT: IMPLEMENTATION MEASURES Measure 4 The City should develop measures to encourage private reinvestment in vacant or underutilized commercial and industrial land to adapt such property to current economic needs. Measure 16 The City shall, in the H Street Corridor and Old Town areas, encourage a professional variety of uses to expand the current business mix and increase the area's economic viability as a destination point for shopping, work, dining, and entertainment. Measure 21 The City should encourage additional tourist attractions by capitalizing on local attractions. Measure 22 The City should in collaboration with partners, improve and support a calendar of local events and activities available through social media and on the City s website. In order to assure that implementation of the strategy stays on track, implementation workgroups need to be established and are responsible for identifying specific actions necessary to accomplish the Committee s Goals for 2017 in a 90-Day Focused Implementation Steps form 11 August 2016 Page 11

12 provided in this report. A monthly update on progress, needs, problems, and requests for troubleshooting assistance needs to be provided to the full Committee. Additionally, the Committee needs to review the Strategy annually in a way which identifies and incorporates changing political, social, and economic realities; learnings from the past year of implementation; and any orientation needs, update needs, and new insights of all Committee members. BEST PRACTICE RESOURCES Learning from Other Communities The City of Atascadero is an example of a rural coastal community which has been able to develop a thriving area of small businesses. The City Manager for years was a leader in the economic development profession and the statewide association for economic development. He made economic development a prime organizing theme for the City, as is still captured in the City s mission statement: The City of Atascadero is committed to building community by fostering an outstanding quality of life with excellent public service, stewardship of the environment, preservation of our heritage and promotion of economic prosperity. The City of Napa capitalized on the surrounding rural wine industry by redeveloping a main street along the waterfront from end to end to focus on serving the hospitality needs of wine tourism. And the City of Brentwood is capitalizing on access to global information and markets simply by focusing on state-of-the-industry internet access for the whole community. The Steinbeck Innovation Cluster out of Watsonville in Monterey County has done a masterful job at framing and promoting the local economy and economic development investment in terms of innovating responses to global needs. It is a prime example of utilizing a community development foundation to initiate and raise resources to support the initiative and includes a strong entrepreneurial education and support component. Resources for additional best practice information are: Helen Putnam Award for Excellence - Community Services and Economic Development League of California Cities 12 August 2016 Page 12

13 IMPLEMENTATION CAPACITY Current Assets and What We Can Add Lompoc needs to continue to identify how to resource ongoing capital needs and position itself for opportunities, simultaneously implementing a Top Down and Bottom Up approach. This is Top Down in terms of continuing to establish economic prosperity as a priority, finding creative ways to fund operational capacity, and aligning all operational capacities in as many ways as possible while promoting community prosperity. This is Bottom Up in terms of supporting the Committee s grassroots volunteer efforts to forge partnerships, engage stakeholders, and advocate for community prosperity. These volunteers through sweat equity make as much happen as possible within and outside the existing operational capacity. In this model, workforce development and community development are aligned with the economic prosperity needs (economic development) of the community. These are the three legs of the stool critical for economic prosperity in the new economic development environment. As the Committee moves forward in implementing its strategy, it is critical to flesh out lists of partners and resources and continue working to add to its economic development assets. This occurs primarily through coupling functions with other partners co creating capacity which supports the economic vitality of Lompoc. 13 August 2016 Page 13

14 FOCUSED IMPLEMENTATION 90 Day Implementation Steps STRATEGIC DIRECTION INTENT: (ARTICULATE ONCE MORE...WHY ARE WE DOING THIS?) ACCOMPLISHMENT/ ACTION #1 START DATE END DATE IMPLEMENTATION STEPS (HOW) WHO WHEN WHERE COORDINATOR COLLABORATORS/ PARTNERS EVALUATION MEASURES BUDGET NEXT MEETING DATE August 2016 Page 15

15 Appendices Economic Development Leadership: Insights for Lompoc August 2016 Page 15

16 City of Lompoc Economic Development Committee Strategic Planning Session Retreat Notes August 2016 Page 16

MUNICIPALITY OF TRENT HILLS ECONOMIC DEVELOPMENT STRATEGIC PLAN

MUNICIPALITY OF TRENT HILLS ECONOMIC DEVELOPMENT STRATEGIC PLAN 1 MUNICIPALITY OF TRENT HILLS ECONOMIC DEVELOPMENT STRATEGIC PLAN 2010-2013 WWW.TRENTHILLS.CA INTRODUCTION The purpose of this document is to provide a guideline for taking actions that will strengthen

More information

Economic Development Element of the Arroyo Grande General Plan. Prepared by the City of Arroyo Grande Community Development Department

Economic Development Element of the Arroyo Grande General Plan. Prepared by the City of Arroyo Grande Community Development Department Economic Development Element of the Arroyo Grande General Plan Prepared by the City of Arroyo Grande Community Development Department Adopted by City Council Resolution No. 4489 on October 9, 2012 Table

More information

Dane County Comprehensive Plan Economic Development Goals & Objectives HED Work Group July 7, 2006

Dane County Comprehensive Plan Economic Development Goals & Objectives HED Work Group July 7, 2006 Dane County Comprehensive Plan Economic Development Goals & Objectives HED Work Group July 7, 2006 Section I. Goal 1: Dane County will help to build and promote a robust, sustainable economy that enhances

More information

ECONOMIC DEVELOPMENT STRATEGIC PLAN. Adopted by the Riverbank City Council March 2011

ECONOMIC DEVELOPMENT STRATEGIC PLAN. Adopted by the Riverbank City Council March 2011 ECONOMIC DEVELOPMENT STRATEGIC PLAN Adopted by the Riverbank City Council March 2011 INTRODUCTION Economic development is a priority for Riverbank citizens and decision makers alike. The City wishes to

More information

SILVERTHORNE COMPREHENSIVE PLAN APPENDIX A - ECONOMIC DEVELOPMENT ELEMENT

SILVERTHORNE COMPREHENSIVE PLAN APPENDIX A - ECONOMIC DEVELOPMENT ELEMENT SILVERTHORNE COMPREHENSIVE PLAN APPENDIX A - ECONOMIC DEVELOPMENT ELEMENT INTRODUCTION The ability to provide quality municipal services and infrastructure to the Silverthorne community is directly related

More information

Economic Development Periodic Report September 2016 January 2017

Economic Development Periodic Report September 2016 January 2017 Economic Development Periodic Report September 2016 January 2017 Presented by Economic Development Staff and Committee January 3, 2017 Economic Development Committee Periodic Report January 2017 Vision

More information

Economic Development Strategy

Economic Development Strategy Chapter 7: Economic Development Strategy The Comprehensive Plan identifies the economic development goals for the City. These include developing unique local businesses, providing sites for industrial

More information

Local Economy Directions Paper

Local Economy Directions Paper Local Economy Directions Paper Official Community Plan Review - Phase 3 Help us refine our emerging directions! This paper provides a summary of what we have heard so far and a step towards developing

More information

Economic Development Concept Plan

Economic Development Concept Plan Economic Development Concept Plan A. As the lead economic development organization, the Clay County Economic Development Commission (EDC) will enhance Clay County s capacity to engage in economic development

More information

City of Portsmouth Economic Development Commission 2011 Action Plan

City of Portsmouth Economic Development Commission 2011 Action Plan City of Portsmouth Economic Development Commission 2011 Action Plan Statement of Purpose: The City of Portsmouth Economic Development Commission (EDC) is committed to ensuring continued economic prosperity,

More information

Economic Development Element

Economic Development Element Economic Development A. INTRODUCTION Purpose of the The overall purpose of the is to improve the local economy through diversification and integration with the regional economy. While the State Growth

More information

ECONOMIC DEVELOPMENT PURPOSE RELATIONSHIP WITH OTHER ELEMENTS OF THE PLAN ECONOMIC CONDITIONS

ECONOMIC DEVELOPMENT PURPOSE RELATIONSHIP WITH OTHER ELEMENTS OF THE PLAN ECONOMIC CONDITIONS ECONOMIC DEVELOPMENT PURPOSE A strong and diversified economy provides a high quality of life for the citizens of Jefferson County and the region. This in turn generates the resources through which local

More information

City of Tacoma Community & Economic Development Department Business Plan: Prosperity on Purpose for the City of Destiny*

City of Tacoma Community & Economic Development Department Business Plan: Prosperity on Purpose for the City of Destiny* City of Tacoma Community & Economic Development Department Business Plan: Prosperity on Purpose for the City of Destiny* City Vision The City of Tacoma will be recognized as a livable and progressive international

More information

California Main Street Four Point Approach

California Main Street Four Point Approach California Main Street Four Point Approach California Main Street Structure Advisory Committee Program Manager Board of Directors Financial Funding Advocacy Policy Planning Personnel Broad based A Working

More information

BUSINESS AND ECONOMICS

BUSINESS AND ECONOMICS This preliminary draft element was prepared by City staff on the basis of input from the CAC and members of the public received from January 2017 through February 2017. The Element will be reviewed by

More information

City of Palo Alto (ID # 4425) Planning & Transportation Commission Staff Report

City of Palo Alto (ID # 4425) Planning & Transportation Commission Staff Report City of Palo Alto (ID # 4425) Planning & Transportation Commission Staff Report Report Type: Meeting Date: 1/29/2014 Summary Title: Review of the Business and Economics Element of the Comprehensive Plan

More information

City of Terrace Economic Development Strategy

City of Terrace Economic Development Strategy Economic Development Strategy 2016-2018 1 Executive Summary Economic development for Terrace is a vital suite of strategies, projects and programs that will support the quality of life and resiliency of

More information

Downtown Revitalization. Strategic Action Plan

Downtown Revitalization. Strategic Action Plan Downtown Revitalization Strategic Action Plan COLLABORATION! CIP Boundary Background Stage 1 Organizing and Scoping Organizational Development - Sep 2011 Jan 2012 Self-Assessment(s) - Nov 2011 Jan 2012

More information

Economic Development Strategic Plan Executive Summary Delta County, CO. Prepared By:

Economic Development Strategic Plan Executive Summary Delta County, CO. Prepared By: Economic Development Strategic Plan Executive Summary Delta County, CO Prepared By: 1 Introduction In 2015, Region 10, a 501(c)(3) Economic Development District that services six counties in western Colorado,

More information

Objective 1. Research current housing issues in Avon to gain a deeper understanding of the housing market Type: Program Priority: 1 Cost: Medium

Objective 1. Research current housing issues in Avon to gain a deeper understanding of the housing market Type: Program Priority: 1 Cost: Medium Overall Comprehensive Plan Goals: Encourage growth in more suitable areas within town boundaries. These areas include sites close to existing residential, commercial, or industrial areas that are already

More information

RESOLUTION NO. THE CITY OF ASHLAND RESOLVES AS FOLLOWS:

RESOLUTION NO. THE CITY OF ASHLAND RESOLVES AS FOLLOWS: RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ASHLAND ADOPTING GOALS, CRITERIA, AND REQUIREMENTS FOR THE ECONOMIC, CULTURAL, AND SUSTAINABILITY GRANT PROGRAM THE CITY OF ASHLAND RESOLVES

More information

Economic Development and Employment Element

Economic Development and Employment Element Economic Development and Employment Element Element Objectives The policies and actions of the Economic Development and Employment Element are intended to achieve the following nine objectives: 1. Provide

More information

1. INTRODUCTION TO CEDS

1. INTRODUCTION TO CEDS 1. INTRODUCTION TO CEDS TABLE OF CONTENTS INTRODUCTION... 1 CEDS STRATEGY COMMITTEE... 2 CEDS COMPONENTS... 2 Community Profiles... 2 Strategic Planning... 2 Bottom up Economic Development Strategies...

More information

Chapter 5: Economic Development Strategies

Chapter 5: Economic Development Strategies Page 1 of 19 Chapter 5: Economic Development Strategies Fundamental Goals of Economic Development 1. INCREASE THE COMMERCIAL AND INDUSTRIAL TAX BASE 2. INCREASE THE MEDIAN INCOME AND OPPORTUNITIES FOR

More information

Economic Development Strategy

Economic Development Strategy 2017-2022 Economic Development Strategy Township of Muskoka Lakes Economic Development 1 Bailey Street, Port Carling, Ontario, P0B 1J0 www.muskokalakes.ca economic.development@muskokalakes.ca 705-765-3156

More information

Ticonderoga, NY - Adirondacks

Ticonderoga, NY - Adirondacks Ticonderoga, NY - Adirondacks Ticonderoga is writing its next chapter in a long and rich story. Located on Lake Champlain and Lake George and nestled between the New York s Adirondack Mountains and the

More information

Job Advertisement Executive Director Concord Downtown Development Corporation Issued February 5, 2018 Deadline to Respond: Friday, February 23, 2018

Job Advertisement Executive Director Concord Downtown Development Corporation Issued February 5, 2018 Deadline to Respond: Friday, February 23, 2018 Job Advertisement Executive Director Concord Downtown Development Corporation Issued February 5, 2018 Deadline to Respond: Friday, February 23, 2018 The Concord Downtown Development Corporation (CDDC)

More information

SAN FRANCISCO HOUSING AUTHORITY

SAN FRANCISCO HOUSING AUTHORITY HABD MISSION AND GUIDING PRINCIPLES SAN FRANCISCO HOUSING AUTHORITY 2011 2016 Strategic Plan MESSAGE FROM THE EXECUTIVE DIRECTOR Henry A. Alvarez III Executive Director PLACE HOLDER NEED INFORMATION FROM

More information

Distinctly Boerne! Boerne Master Plan ( ) JOINT MEETING OVERVIEW & PRIORITIZATION

Distinctly Boerne! Boerne Master Plan ( ) JOINT MEETING OVERVIEW & PRIORITIZATION Distinctly Boerne! Boerne Master Plan (2018-2028) JOINT MEETING OVERVIEW & PRIORITIZATION Halff Staff Matt Bucchin, AICP, LEED-GA Director of Planning Josh Donaldson, AICP Planner / Landscape Designer

More information

ADVANTAGE COASTAL ALABAMA

ADVANTAGE COASTAL ALABAMA ADVANTAGE COASTAL ALABAMA Investing In Our Future Coastal Alabama, blessed with natural beauty and resources that connect the region and the world, must continue to position its strengths, opportunities

More information

Verde Valley Economic Development Strategy. Prepared for VVREO April 6, 2018

Verde Valley Economic Development Strategy. Prepared for VVREO April 6, 2018 Verde Valley Economic Development Strategy Prepared for VVREO April 6, 2018 How it all came together Working Group Regional Input Market Assessment o o o Questionnaire Stakeholder interviews Economic Development

More information

Strategic Plan

Strategic Plan 2018-2021 Strategic Plan TOWN OF STONY PLAIN Strategic Plan 2018-2021 As your Town Council, we work with you, for you and in the spirit of our community. We consider our work as true servant leadership.

More information

Stafford County Economic Development FY 2018 Business Plan. February 10, 2017

Stafford County Economic Development FY 2018 Business Plan. February 10, 2017 Stafford County Economic Development FY 2018 Business Plan February 10, 2017 Recommendations Provided in Stafford County Economic Development Strategic Plan OBJECTIVE DESCRIPTION LEAD TIME FOR IMPLEMENTATION

More information

Regional Development Plans

Regional Development Plans League of Economic Assistance & Planning Regional Development Plans Comprehensive Economic Development Strategy Stronger Economies Together Colorado Blueprint Regional Development Plans Stronger Economies

More information

Summary of Focus Groups Lycoming County 2016 Comprehensive Plan Update April May 2016

Summary of Focus Groups Lycoming County 2016 Comprehensive Plan Update April May 2016 Summary of Focus Groups Lycoming County 2016 Comprehensive Plan Update April May 2016 Focus Group Overview As part of the 2016 Comprehensive Plan community outreach strategy, Lycoming County conducted

More information

Strategic Plan Revised 6/10/2016

Strategic Plan Revised 6/10/2016 Strategic Plan 2016 Revised 6/10/2016 The Mission of the Tillamook Area Chamber of Commerce is to advance tourism, business, and economic development in the greater Tillamook Area. The Tillamook Area Chamber

More information

Inventory: Vision and Goal Statements in Existing Statewide Plans 1 Developing Florida s Strategic 5-Year Direction, 29 November 2011

Inventory: Vision and Goal Statements in Existing Statewide Plans 1 Developing Florida s Strategic 5-Year Direction, 29 November 2011 Inventory: and Goal Statements in Existing Statewide Plans 1 Developing Florida s Strategic 5-Year Direction, 29 November 2011 Florida Department of Economic Opportunity: State of Florida Job Creation

More information

Economic, Cultural, Tourism and Sustainability Grants Policy Program Goals, Categories, Criteria, and Requirements

Economic, Cultural, Tourism and Sustainability Grants Policy Program Goals, Categories, Criteria, and Requirements Exhibit A Economic, Cultural, Tourism and Sustainability Grants Policy Program Goals, Categories, Criteria, and Requirements The City of Ashland collects a Transient Occupancy Tax, from people who stay

More information

Membership Development Board Committee Natalie Rieger, Sheila Zerngast Goal: To ensure a quality return on investment of Chamber membership.

Membership Development Board Committee Natalie Rieger, Sheila Zerngast Goal: To ensure a quality return on investment of Chamber membership. Strategic Plan 2017 The Mission of the Tillamook Area Chamber of Commerce is to advance tourism, business, and economic development in the greater Tillamook Area. The Tillamook Area Chamber of Commerce

More information

SUPPORTING LOCAL BUSINESSES A GUIDE FOR MUNICIPALITIES

SUPPORTING LOCAL BUSINESSES A GUIDE FOR MUNICIPALITIES SUPPORTING LOCAL BUSINESSES A GUIDE FOR MUNICIPALITIES Working to Keep the North Country Economy Strong NORTH COUNTRY COUNCIL S RESILIENT ECONOMY PROGRAM Supporting Local Businesses: A Guide for Municipalities

More information

The Role of Elected Officials in Community and Economic Development

The Role of Elected Officials in Community and Economic Development The Role of Elected Officials in Community and Economic Development Economic Development for Cities There are 536 cities in Georgia, with 250 of those cities having less than 1,000 residents. Another 219

More information

Identification, Documentation and Evaluation

Identification, Documentation and Evaluation Overview This report summarizes the results of your community s responses to the Michigan Historic Preservation Network s Community Historic Preservation Assessment survey. The following recommendations

More information

Economic Development Plan For Kent County, Maryland

Economic Development Plan For Kent County, Maryland Economic Development Plan For Kent County, Maryland October 2013 FINAL Submitted by: Kent County Economic Development Advisory Board File: Economic Development Office: EDAB_Plan_final_2013_10_02.doc Economic

More information

RURAL HERITAGE DEVELOPMENT INITIATIVE

RURAL HERITAGE DEVELOPMENT INITIATIVE THE NATIONAL TRUST FOR HISTORIC PRESERVATION INVITES PROPOSALS FOR PILOT PARTICIPATION IN THE RURAL HERITAGE DEVELOPMENT INITIATIVE OVERVIEW PROJECT DESCRIPTION. The National Trust for Historic Preservation,

More information

STRATEGIC WORK 014 PLAN

STRATEGIC WORK 014 PLAN STRATEGIC WORK PLAN 2013-2014 MISSION STATEMENT The mission of the Tomball Economic Development Corporation is to promote economic growth in the City of Tomball through the attraction of new business and

More information

223 W Wisconsin Ave. P.O. Box 131 Tomahawk, WI Operating Plan For the Tomahawk Downtown Business Improvement District 2019

223 W Wisconsin Ave. P.O. Box 131 Tomahawk, WI Operating Plan For the Tomahawk Downtown Business Improvement District 2019 223 W Wisconsin Ave. P.O. Box 131 Tomahawk, WI 54487 Operating Plan For the Tomahawk Downtown Business Improvement District 2019 Wisconsin Act 184 signed into law in 1984 gives Wisconsin municipalities

More information

Appendix Tactics and Metrics from State Agencies and Organizations

Appendix Tactics and Metrics from State Agencies and Organizations Appendix Tactics and Metrics from State Agencies and Organizations Florida s Economic Development Vision: Florida will have the nation s top performing economy and be recognized as the world s best place

More information

Chapter 5 Planning for a Diversified Economy 5 1

Chapter 5 Planning for a Diversified Economy 5 1 Chapter 5 Planning for a Diversified Economy Introduction The Planning for a Diversified Economy chapter will identify existing job opportunities in Prescott, strengths for attracting or retaining businesses

More information

CITY OF AUSTIN ECONOMIC DEVELOPMENT DEPARTMENT GLOBAL BUSINESS EXPANSION NEW ECONOMIC DEVELOPMENT POLICY

CITY OF AUSTIN ECONOMIC DEVELOPMENT DEPARTMENT GLOBAL BUSINESS EXPANSION NEW ECONOMIC DEVELOPMENT POLICY CITY OF AUSTIN ECONOMIC DEVELOPMENT DEPARTMENT GLOBAL BUSINESS EXPANSION NEW ECONOMIC DEVELOPMENT POLICY MAY 2018 Update Briefing History 2003 2017 Economic Conditions Chapter 380 Metrics, Successes, Opportunities

More information

Department Edmonton Economic Development Corp.

Department Edmonton Economic Development Corp. Department Edmonton Economic Development Corp. Introduction Edmonton Economic Development Corporation (EEDC) was established in 1993 by the City of Edmonton as an independent, not-for-profit corporate

More information

Tourism Destination Management Plan EXECUTIVE SUMMARY & RECOMMENDATIONS

Tourism Destination Management Plan EXECUTIVE SUMMARY & RECOMMENDATIONS Tourism Destination Management Plan EXECUTIVE SUMMARY & RECOMMENDATIONS DRAFT PREPARED FOR GREY HIGHLANDS COUNCIL MARCH 29, 2016 EXECUTIVE SUMMARY Rich in natural outdoor assets Grey Highlands (GH) is

More information

REQUEST FOR PROPOSALS

REQUEST FOR PROPOSALS REQUEST FOR PROPOSALS Downtown Triangle Redevelopment 1 st Street North, East Jackson Street, and Market Street City of Wisconsin Rapids 444 West Grand Avenue, Wisconsin Rapids, WI 54495 February 2017

More information

Vision. 7 Business and Economics. Introduction. Statement

Vision. 7 Business and Economics. Introduction. Statement 7 Business and Economics Vision Statement Palo Alto s business environment will be exciting, dynamic and vital. Businesses will have access to a wide array of support services and will enjoy positive relationships

More information

City of Nampa Strategic Plan. Adopted December 19, 2011

City of Nampa Strategic Plan. Adopted December 19, 2011 City of Nampa Strategic Plan Adopted December 19, 2011 Content City leadership used a planning tool known as a Strengths Weaknesses Opportunities & Threats (SWOT) Analysis to assess City Government conditions,

More information

Mission Through cooperation of businesses, residents, and governments, the tourism industry will develop, promote, and care for our great outdoors.

Mission Through cooperation of businesses, residents, and governments, the tourism industry will develop, promote, and care for our great outdoors. Clearwater Regional Tourism Strategy - DRAFT Vision Where the adventurous can renew their spirit through experiencing the challenge of water, wildlife, and wilderness unique to the Clearwater Region. Mission

More information

Community Economic Development

Community Economic Development HANDBOOK Community Economic Development for Municipal Councils Table of Contents 1. What is Community Economic Development?... 1 2. The Role of Municipalities in CED... 2 3. Community Readiness for CED...

More information

Treasure Coast 2010 Comprehensive Economic Development Strategy

Treasure Coast 2010 Comprehensive Economic Development Strategy ACTION PLAN This section of the report outlines a series of programs and projects designed to implement the desired vision for the Region s future. The action plan prioritizes program activities and identifies

More information

Advantage Coastal Alabama Advantage Coastal Alabama

Advantage Coastal Alabama Advantage Coastal Alabama Coastal Alabama, blessed with natural beauty and resources that connect the region and the world, must continue to position its strengths, opportunities and resiliency by enabling businesses, the community

More information

Community, Youth & Cultural Funding Program

Community, Youth & Cultural Funding Program Community, Youth & Cultural Funding OPERATING & SUSTAINING GRANT GUIDELINES AND CRITERIA TB2181B(rev04/17)12 OPERATING GRANT This program is designed to support a variety of non-profit Community, Youth

More information

Economic Development Element

Economic Development Element CHAPTER 6 66.1001(2)(f) Wis. Stat.: Economic Development Element Economic development element: A compilation of objectives, policies, goals, maps and programs to promote the stabilization, retention or

More information

REGULAR MEETING OF CITY COUNCIL AGENDA

REGULAR MEETING OF CITY COUNCIL AGENDA REGULAR MEETING OF CITY COUNCIL In OPEN WORKSHOP SESSION Notice is hereby given of the following Regular Meeting of Council: February 19, 2018 at 12:00 p.m. Council Chamber, City Hall Call to order. PRESENTATIONS

More information

Economic Development Strategy

Economic Development Strategy 2018-2022 Economic Development Strategy www.oro-medonte.ca/business 2 Fred Hummel - Sculptor Table of Contents Lake Simcoe Regional Airport Executive Summary... Page 5 Economic Development in Oro-Medonte...

More information

Goal Macro Measures Objectives Tasks/Strategies Comments

Goal Macro Measures Objectives Tasks/Strategies Comments 1. Increased percent of population receiving a high school diploma and some further specialized training (i.e. apprenticeship, technical school, college, etc.) 1. Attract, develop and retain businesses

More information

Development Ready Communities Strategic Plan

Development Ready Communities Strategic Plan Louisiana Economic Development Development Ready Communities Strategic Plan 1 City of New Roads Development Ready Communities Strategic Plan Vision Statement The City of New Roads is a picturesque community

More information

TOWN OF AVON CULTURAL PLAN ADOPTED BY RESOLUTION 18 - # [DATE] PAGE 1 OF 11

TOWN OF AVON CULTURAL PLAN ADOPTED BY RESOLUTION 18 - # [DATE] PAGE 1 OF 11 TOWN OF AVON CULTURAL PLAN 2018 2021 ADOPTED BY RESOLUTION 18 - # [DATE] PAGE 1 OF 11 Table of Contents Page 3 Page 4 Page 5 Page 5 Page 6 Page 7 Page 8 Page 8 Page 9 Page 9 Page 10 Why a Cultural Plan?

More information

Update on HB2 Preparation. Presentation to FAMPO May, 2016

Update on HB2 Preparation. Presentation to FAMPO May, 2016 Update on HB2 Preparation Presentation to FAMPO May, 2016 Preparing for Next Round of HB2 and Next CLRP Positioning GWRC/FAMPO HB2 Projects to maximize project scores Candidate projects need to be in:

More information

Community Development Needs Assessment

Community Development Needs Assessment Community Development Needs Assessment An assessment and inventory of the community development needs for a state as large and diverse as the State of Maine is an exhausting task. With almost 500 cities,

More information

Economic Development Action Plan. For Taupo District. Prepared by Enterprise Lake Taupo. April 2009.

Economic Development Action Plan. For Taupo District. Prepared by Enterprise Lake Taupo. April 2009. Economic Development Action Plan For Taupo District. Prepared by Enterprise Lake Taupo. April 2009. Summary of Proposed Goals & Actions Infrastructure Goals Areas of Action» Taupo District provides infrastructure

More information

City Plan Commission Work Session

City Plan Commission Work Session City Plan Commission Work Session February 5, 2013 Image Source Richardson Public Library 1 Agenda Project Introduction Vision for the Future Implementation Next Steps 2 Project Introduction 3 2009 Comprehensive

More information

DETAILED STRATEGIC PLAN

DETAILED STRATEGIC PLAN www.dcedc.org DETAILED STRATEGIC PLAN 421 N. California Street Suite 200 Sycamore, IL 60178 [phone] 815.895.2711 [fax] 815.895.8713 MISSION STATEMENT: DCEDC is a public/private partnership working to facilitate

More information

Economic Development Periodic Report February 2017 June 2017

Economic Development Periodic Report February 2017 June 2017 Economic Development Periodic Report February 2017 June 2017 Presented by Economic Development Staff and Committee June 20, 2017 Economic Development Committee Periodic Report June 2017 Vision Statement

More information

Lakes Region Planning Commission SWOT Analysis & Recommendations

Lakes Region Planning Commission SWOT Analysis & Recommendations Lakes Region Planning Commission SWOT Analysis & Recommendations The results of a SWOT survey administered to the CEDS Committee were presented to the Committee in late April, at which time they were discussed

More information

Attraction Development Grant Program Guidelines & Application

Attraction Development Grant Program Guidelines & Application Attraction Development Grant Program Guidelines & Application Mission: To assist the development of a critical mass of sustainable, market-driven travel experiences within the state that will influence

More information

Wyoming Main Street Application Certified or Affiliate Levels (Letter of intent is due October 2, 2017) (Application is due December 1, 2017)

Wyoming Main Street Application Certified or Affiliate Levels (Letter of intent is due October 2, 2017) (Application is due December 1, 2017) Wyoming Main Street Application Certified or Affiliate Levels (Letter of intent is due October 2, 2017) (Application is due December 1, 2017) Submitted by: (Community) (Date) Wyoming Main Street Wyoming

More information

Chisago County, Minnesota

Chisago County, Minnesota Chisago County, Minnesota 2 november 2015 Chisago County is home to a population of over 53,000 highly skilled workers, seventy-eight percent of whom travel outside of the county each day for employment.

More information

CITY OF GILROY ARTS AND CULTURE COMMISSION

CITY OF GILROY ARTS AND CULTURE COMMISSION CITY OF GILROY ARTS AND CULTURE COMMISSION Strategic Plan OCTOBER 18, 2010 City of Gilroy Arts and Culture Commission Strategic Plan October 18, 2010 Approved Arts and Culture Commission 10/18/2010 Acknowledgements

More information

Goal E-1 A welcoming and supportive environment for businesses to grow, thrive and continue to contribute positively to Eureka s economy.

Goal E-1 A welcoming and supportive environment for businesses to grow, thrive and continue to contribute positively to Eureka s economy. Economy Business Environment Goal E-1 A welcoming and supportive environment for businesses to grow, thrive and continue to contribute positively to Eureka s economy. (New) E-1.1 E-1.2 Business Friendly

More information

Downtown Tomorrow Community Improvement Plan

Downtown Tomorrow Community Improvement Plan Downtown Tomorrow Community Improvement Plan June 2016 CONTENTS 1.0 Introduction 1 1.1 Purpose 1 1.2 Study Area 1 1.3 General Methodology 2 1.4 Report Content 3 2.0 Legislative Framework 4 2.1 Municipal

More information

Local Business Council Initiation Seminar. 28 November 2014

Local Business Council Initiation Seminar. 28 November 2014 Local Business Council Initiation Seminar 28 November 2014 Content Introduction Alignment of Council with other initiatives Bapo ba Mogale Investments Strategy Proposed Bapo Business Council Strategy Tools

More information

PHASE 4 Deliberating. Drafting the plan and launching a vision.

PHASE 4 Deliberating. Drafting the plan and launching a vision. WELCOME. START HERE. WHAT IS FORWARD OP? WHAT IS A COMMUNITY-WIDE VISION? This process is an opportunity for the entire community to define what we want Overland Park to be in the future. It is based on

More information

Township of Scugog Action Plan

Township of Scugog Action Plan Township of Scugog Action Plan 2013-2018 Township of Scugog Action Plan 2013-2018 Explanation: The Action Plan implements the four strategies of the Vibrant North Durham Economic Development Plan. The

More information

Application: City of Port Coquitlam

Application: City of Port Coquitlam Application: City of Port Coquitlam Application Contact Person Name: Title: Municipality: Email: Jennifer Little, MCIP, AICP Manager of Planning City of Port Coquitlam littlej@portcoquitlam.ca Phone: 604.927.5243

More information

SHASTA EDC BUSINESS PLAN

SHASTA EDC BUSINESS PLAN SHASTA EDC BUSINESS PLAN 2016-2017 TABLE OF CONTENTS Vision, Mission, Principles & Values 3 Responsibilities & Focus 4 Company Recruitment 5-7 Business Expansion & Retention 8 Entrepreneurial Development

More information

Midwestern Sustainability: The Wright Fit. Shirley Liu Tasha Beghtol Francis Waisath Menno Schukking

Midwestern Sustainability: The Wright Fit. Shirley Liu Tasha Beghtol Francis Waisath Menno Schukking Midwestern Sustainability: The Wright Fit Shirley Liu Tasha Beghtol Francis Waisath Menno Schukking 1 Why sustainability Matters Sustainable communities are those in which current generations are able

More information

City of Norwich BOA Revitalization Plan

City of Norwich BOA Revitalization Plan City of Norwich BOA Revitalization Plan Public Informational Meeting The Firehouse Meeting Room January 10, 2018 Welcome and Introductions Christine A. Carnrike Mayor, City of Norwich Julie Sweet NYSDOS

More information

Building our future, together. Steering Committee Presentation for the Comprehensive Plan Update November 12, 2013

Building our future, together. Steering Committee Presentation for the Comprehensive Plan Update November 12, 2013 Building our future, together Steering Committee Presentation for the Comprehensive Plan Update November 12, 2013 Introduction Welcome: Mayor Barbara Bass Prayer Business and Economy Update Susan Guthrie,

More information

ECONOMIC DEVELOPMENT. Page 2-141

ECONOMIC DEVELOPMENT. Page 2-141 A ECONOMIC DEVELOPMENT The City of Sacramento recognizes the importance of increasing individual wealth and creating employment opportunities while at the same time generating sufficient revenues for the

More information

MEMORANDUM OF UNDERSTANDING (MOU) New Mexico Arts and Cultural District (ACD) Program. <Insert Local ACD Entity>

MEMORANDUM OF UNDERSTANDING (MOU) New Mexico Arts and Cultural District (ACD) Program. <Insert Local ACD Entity> MEMORANDUM OF UNDERSTANDING (MOU) New Mexico Arts and Cultural District (ACD) Program This Memorandum of understanding is entered into by and between the municipality of and the

More information

Dalton Visioning Project Document Review Spring, Name of Report, Study or Document: Whitfield County/City of Dalton Comprehensive Plan

Dalton Visioning Project Document Review Spring, Name of Report, Study or Document: Whitfield County/City of Dalton Comprehensive Plan ***The following are internal notes/summaries compiled during the document review phase for some of the major reports, plans and visioning processes that have occurred in Dalton/Whitfield County over the

More information

Town of the Blue Mountains Community Improvement Plan

Town of the Blue Mountains Community Improvement Plan Town of the Blue Mountains Community Improvement Plan Public Meeting Community Improvement Plan Thornbury February 14, 2011 Clarksburg Craigleith Topics Process Consultation Commercial Area Characteristics

More information

Riverworks Business Improvement District #25 and District #36 Strategic Plan Draft April 5, Mission Statement.

Riverworks Business Improvement District #25 and District #36 Strategic Plan Draft April 5, Mission Statement. 1 Riverworks Business Improvement District #25 and District #36 Strategic Plan Draft April 5, 2012 Mission Statement The Riverworks Business Improvement District #25 and District #36 seek to improve, maintain

More information

August 18, 2016 CN: NOTICE OF PUBLIC MEETING PROPOSED MIXED USE AND RESIDENTIAL INTENSIFICATION COMMUNITY IMPROVEMENT PLAN (CIP)

August 18, 2016 CN: NOTICE OF PUBLIC MEETING PROPOSED MIXED USE AND RESIDENTIAL INTENSIFICATION COMMUNITY IMPROVEMENT PLAN (CIP) 4800 South Service Road Beamsville ON LOR 1B1 TEL (905) 563-8205 FAX: (905) 563-6566 August 18, 2016 CN: 3-5-01-05 NOTICE OF PUBLIC MEETING PROPOSED MIXED USE AND RESIDENTIAL INTENSIFICATION COMMUNITY

More information

Tahoe Truckee Community Foundation (TTCF) President and CEO Position Description

Tahoe Truckee Community Foundation (TTCF) President and CEO Position Description Tahoe Truckee Community Foundation (TTCF) President and CEO Position Description The Tahoe Truckee Community Foundation is seeking a seasoned leader to engage the community and build the leadership and

More information

DEKALB COUNTY ECONOMIC DEVELOPMENT VISION FRAMEWORK

DEKALB COUNTY ECONOMIC DEVELOPMENT VISION FRAMEWORK DEKALB COUNTY ECONOMIC DEVELOPMENT VISION FRAMEWORK 2015-2020 August 31, 2016 Diana Robinson 0 INTRODUCTION DeKalb County Thriving! DeKalb County s Economic Development Vision Framework In October 2015,

More information

GREATER AKRON. bigger. bolder. better Chuck Jones, President, Firstenergy, Chairman of the Board, The Greater Akron Chamber

GREATER AKRON. bigger. bolder. better Chuck Jones, President, Firstenergy, Chairman of the Board, The Greater Akron Chamber Accelerate GREATER Akron. The Greater Akron Chamber, its members, investors and all its strategic partners have accomplished big things. Now we ARE ready to turn the corner with greater energy, into more

More information

Draft CRA Plan Amendment. Community Redevelopment Agency Advisory Board September 23, CRA Plan Amendment

Draft CRA Plan Amendment. Community Redevelopment Agency Advisory Board September 23, CRA Plan Amendment Draft Community Redevelopment Agency Advisory Board September 23, 2013 1 Project Scope Feasibility Study Public Workshops/Stakeholder Interviews Market Study 2 Schedule to Date Feasibility Study Community

More information

Weaverville Economic Development Commission

Weaverville Economic Development Commission Weaverville Economic Development Commission Wednesday, 5 December 2012 4.30 p.m. Agenda 1. Call to Order 2. Approval of November 2012 Minutes 3. Welcome & Introductions 4. Certified Entrepreneurial Community

More information

Stakeholders and Money. Donna Ann Harris, Heritage Consulting Inc. & Diane C. Williams, Business Districts Inc.

Stakeholders and Money. Donna Ann Harris, Heritage Consulting Inc. & Diane C. Williams, Business Districts Inc. Stakeholders and Money Donna Ann Harris, Heritage Consulting Inc. & Diane C. Williams, Business Districts Inc. Introduction Brief overview of Main Street Four Point Approach Integration of NYMS Housing

More information

Appendix 5: Port Annual Economic Development Plan

Appendix 5: Port Annual Economic Development Plan Appendix 5: Port Annual Economic Development Plan Appendix 5 Page A5-1 Annual Economic Development Plan PORT OF WALLA WALLA ECONOMIC DEVELOPMENT PLAN FOR WALLA WALLA COUNTY YEAR 2012 Port of Walla Walla

More information

The Corporation of the City of Kawartha Lakes. Council Report

The Corporation of the City of Kawartha Lakes. Council Report The Corporation of the City of Kawartha Lakes Date: July 11, 2017 Time: 2:00 p.m. Place: Council Chambers Ward Community Identifier: All Council Report Report Number ED2017-014 Subject: Author Name and

More information