Tourism Destination Management Plan EXECUTIVE SUMMARY & RECOMMENDATIONS

Size: px
Start display at page:

Download "Tourism Destination Management Plan EXECUTIVE SUMMARY & RECOMMENDATIONS"

Transcription

1 Tourism Destination Management Plan EXECUTIVE SUMMARY & RECOMMENDATIONS DRAFT PREPARED FOR GREY HIGHLANDS COUNCIL MARCH 29, 2016

2 EXECUTIVE SUMMARY Rich in natural outdoor assets Grey Highlands (GH) is a popular destination for outdoor recreational activities as well as home to many artist and crafts people. The dominant natural feature of the area is the Niagara Escarpment which passes through the municipality and has several ancillary features: The Bruce Trail, a popular hiking and multi-use trail follows the brow of the Niagara Escarpment. Beaver Valley, a steep-sided and broad valley was created during the last ice age. The eastern side of the valley, as part of the Niagara Escarpment, was designated a UNESCO Biosphere reserve in The west side of the valley is home to a number of downhill ski slopes at the Beaver Valley Ski Club. Eugenia Falls, where the Beaver River crosses the Niagara Escarpment is the location of Grey County's only gold rush. While the area currently attracts visitors it is recognized by local tourism owner/operators that there is an opportunity to grow the economic and social impacts of tourism. In 2015 a Tourism Advisory Committee was formed and with the support of Grey Highlands Municipal Council and RTO7 jointly embarked on the development of a Tourism Destination Management Plan (TDMP). The purpose of Grey Highlands (GH) Tourism Destination Management Plan (TDMP) as stated in the RFP is the Development of a tourism plan that would guide future tourism development in a cohesive, strategic manner aligning efforts with other local (public / private) county, regional, and provincial initiatives. The process to get to this stage has been industry led under the guidance of the Tourism Advisory Committee (TAC). Activities related to the process were facilitated by municipal staff who engaged the services of Brain Trust Marketing & Communications (BT), a Mississauga based tourism consulting firm. Throughout the five-month process GH s tourism industry was involved through consultation with the tourism advisory committee, during small group and individual stakeholder s interviews with BT, or at one of three tourism vision sessions led by BT. At the conclusion of this consultative and iterative process the findings and recommendations were validated by those involved. Throughout this stakeholder engagement it was evident that the tourism industry has a strong desire to come together and develop, in partnership with the municipality, a collaborative approach to tourism destination management. To accomplish this a definition for destination management was embraced by all involved: DESTINATION MANAGEMENT IS A CONTINUOUS PROCESS OF COORDINATING, INVESTING, DEVELOPING AND MARKETING THE TOURISM POTENTIAL OF A DESTINATION IN WAYS THAT PROVIDES VALUE TO VISITORS, BUSINESSES AND COMMUNITIES. More specifically, tourism destination management in a GH context: Demonstrates the Municipality s commitment to tourism development; Manages expectations; realistic what can be accomplished in 1 5 years; Is specific; identifies strategies / tactics and who does what, when and how, and; Recognizes the TDMP can t meet all industry needs and wants at once and that a timely and prioritized roll-out of actions is required. 2

3 Make Shift Happen - In the context of effective destination management, tourism stakeholders within GH will move from supply side thinking (listing the tourism assets as places to go and things to do) to demand side thinking (creating an invitation to come, discover, and engage). To make the shift to a visitor-centric approach, it is important to shift from focusing on what there is for visitors to do in GH, to asking what experiences our ideal guests are seeking, how can we deliver unforgettable experiences, what can we offer our ideal guest that is uniquely ours and how do we layer on engagement and emotion? The answers to these questions are reached by identifying and understanding the ideal guest with the greatest potential to impact tourism growth within GH. In addition, all involved must ensure the infrastructure, activity, and programme-based tourism businesses collaborate in ways that create a compelling and differentiated invitation for the guest to visit and revisit. A thorough review of the tourism landscape on a global, national, provincial, regional, and GH-specific basis was completed. The detail related to GH s tourism performance paints a clear picture of where industry stakeholders are achieving positive results; day trip visitation for example, and also where improvement is warranted, like increasing the length of stay and average visitor spending. A tourism asset assessment for GH was completed to ensure a thorough understanding of the current tourism offering. This assessment captured the majority of GH s tourism assets and was conducted from the perspective of the visitor in that it utilized tools used by a visitor to locate a tourism business. This included online searches and viewing visitor guides and community business directories. Twelve tourism business sectors were identified and a determination of tourism market readiness was presented. The assessment revealed that of the 196 tourism assets, most of GH s tourism sectors are either underdeveloped, underperforming, or both. This assessment leads to some logical conclusions in terms of focusing attention on those tourism assets that are or near tourism market ready and those where attention is required. The assessment also revealed the most unique themes or narratives that, when fully developed, represent opportunities to differentiate GH from other destinations and attract increased number of visitors. The themes include the following: Local Artistry Outdoor Recreation Agri -Tourism opportunities Local Heritage In 2016, development and promotional priority will be given to Local Artistry with Outdoor Recreation following in In 2018 and beyond other themes such as agri-tourism and local heritage can be explored. Having compelling tourism themes and experiences are part of effective destination management. Ensuring a clear understanding of the ideal guests, i.e., those who identify with the themes and are willing to take a trip to experience all that is offered is the second part of the equation and completes the process. For this reason, GH s ideal guests were identified using the Ontario Tourism Marketing Partnership Corporation s (OTMPC) market segmentation research specific to RTO7, the Ontario tourism region where GH is located. 3

4 Two of 12 potential market segments were identified as having the greatest potential to attract leisure market (tourist) visitation for GH using the identified themes. The segments; Connected Explorers and Nature Lovers and the details pertaining to these segments are included in the full report. Twelve overarching findings led to the identification of a series of recommendations and action steps. The recommendations take into consideration a number of key factors including the following: Roles and Responsibilities (Leaders and Supporters) o Role of the tourism industry o Role of the Municipality o Role of Grey County Tourism o Role of RTO7 o Role of other stakeholder groups (i.e. Commerce, Trail Associations, Conservation Areas etc.) A focused and prioritized approach to development Identification of key performance metrics Recommendations are grounded in three primary areas of focus: Industry Equipping / Workforce Development Product / Experience Development Marketing In addition, the planning assumption is that a tiered approach is required. An approach that manages expectations and accepts the capability and capacity limitations in the near-term for industry and the Municipality, will be the most effective. Recommendations adopted a phased approach. In summary, the twelve key recommendations are: Immediate Term (2016) 1. Improve tourism collaboration 2. Provide operators with tourism specific training 3. Enhance GH s tourism offering through Experience Development 4. Roll out a Visitor Welcoming Programme 5. Improve GH s online presence / customer engagement 6. Develop and implement a tourism signage programme Mid-term (2017) 7. Facilitate tourism training and development 8. Continue to develop unique Tourism Experiences 4

5 Long-term ( ) 9. Enhance municipal investment attraction and retention strategies and where needed streamline the business development process 10. Prioritize infrastructure enhancements 11. Evaluate tourism efforts and performance An overview of the findings and recommendations are included in the pages that follow. The creation of GH s TDMP has been a rewarding experience for all involved. While expectations are high in terms of tangible outcomes, success will come when a collaborative approach to enhancing competitiveness and appeal within the municipality is embraced by tourism stakeholders from one end of the region to the other. These Draft Findings and Recommendations will be presented to GH Municipal Council and the GH tourism industry at two separate meetings held on April 4,

6 DRAFT RECOMMENDATIONS Immediate Term (2016) Finding: If Grey Highlands wants to differentiate itself within Ontario, as well as strengthen its unique identity and core visitor experiences, it is important that businesses and municipalities support the strategic directions of the TDMP and participate in specific initiatives that could impact and benefit communities and businesses. 1. Improve Tourism Collaboration Build understanding and consensus around the roles and responsibilities to support and drive TDMP Present TDMP to Municipality of GH, GC (council and staff) by May 2016 TAC GH, GC, RTO7, Tourism Stakeholders Commit to regular and on-going communication where the TAC is the liaison with the tourism stakeholders and elected officials providing regular updates to both municipal and County councils Create and distribute a Importance of Tourism fact sheet for Grey Highlands Deliver TDMP updates to Municipal and County councils (minimum of 4 x year) Create Importance of Tourism fact sheet by mid-may 2016 and distribute during Tourism Week, June Gather fact and figures with assistance of GC and RTO7 TAC TAC/GC GH, GC, RTO7, Tourism Stakeholders GH, RTO7, Tourism Stakeholders Enhance industry communications create a quarterly online tourism industry newsletter Celebrate success by profiling businesses and communities that are collaborating to compete Launch online tourism industry newsletter in June 2016 GH/TAC GH/TAC GC, RTO7, Tourism Stakeholders GC, RTO7, Tourism Stakeholders 6

7 Finding: The majority of tourism assets within Grey Highlands are underdeveloped (lack some market readiness to attract and service guests and provide them with unique and memorable experiences) and therefore underperforming (not operating at capacity, generating sufficient revenue, or operating with a sustainable business model). There is an opportunity to provide various levels of industry training to develop the skills of operators, from basic to more advanced, in order to enhance the overall tourism appeal of Grey Highlands. 2. Provide Operators with Tourism Specific Training Identify and prioritize training topics to be Identify training initiatives / topics by GH implemented in 2016 September 2016 Inventory existing training opportunities being delivered annually by other organizations and once complete, align these activities with Grey Highlands tourism industry needs and seek opportunities to co-host or promote existing programmes to business owner/operators Provide access to a minimum of 3 training sessions / opportunities by March 2017 GH/TAC Identify a training model that maximizes participation of industry stakeholders recognizing that individuals learn in different ways. Register a minimum of 25 businesses / organizations for training by March 2017 GH GC, RTO7, BIAs, Commerce, Workforce Development Board TAC, GC, RTO7, BIAs, Commerce, Workforce Development Board 7

8 Finding: A focused and disciplined approach to destination management will require that resources be directed at developing a prioritized list of tourism asset themes that 1st; differentiate GH from other destinations and 2nd; capitalize on higher levels of tourism market readiness. Themes will be expanded over the next 2-5 years. In 2016 focus on Local Artistry. 3. Enhance GH s Tourism Offering through Experience Development Discuss opportunities to access experience development training through RTO7 s staff resource. Confirm the availability of RTO7 s experience development programme and timing by April 2016 TAC/RTO7 GH Identify experience development instigators and create working groups for Local Artistry. Works with each working group to create a Terms of Reference which details the working relationship, expectations, roles / responsibilities and deliverables Facilitate a process that utilizes the ideal guest profiles to identify the tourism product and experience opportunities and gaps Form working group with a Terms of Reference by June 2016 Creation of a compelling Local Artistry narrative that includes one enhanced, purchasable, overnight visitor experiences by August 2016 Leverage marketing programmes (as appropriate) designed to direct visitors to the relevant or featured attractions / suppliers who are tourism market ready and can close the sale by September 2016 TAC TAC/GH RTO7/GC GH, local artists, galleries, accommodators GH, local artists, galleries, accommodators TAC, GH 8

9 Finding: At present, the municipality of Grey Highlands and its tourism stakeholders do not have the resources to advance tourism to the point where it becomes a vibrant sector within the municipality. Fortunately, there are willing partners who are open to collaborative efforts designed to raise the competitiveness and appeal of the destination as well as take it to market. 4. Strategically Align with Tourism Agencies and other Government Departments TAC and stakeholders be proactively engaged in Conduct semi-annual (at minimum) GH/TAC GC, RTO7 Grey County and RTO7 activities information exchange meetings Municipality /TAC meet with senior staff at GC, and RTO7 and present the Grey Highlands TDMP to secure understanding of the actions Grey Highlands tourism stakeholders and the municipality will be taking in the immediate term to improve its tourism competitiveness and appeal Grey Highlands TAC and stakeholders to participate in at least 2 GC and RTO7 partnership events or activities in 2016 GH/TAC GC, RTO7 Hold regular communication with other key public agencies and Municipal and County departments who play a role in maintaining/operating infrastructure that is important to visitors (i.e. snowplowing at conservations areas) Municipal staff to conduct semi-annual (at minimum) information exchange meetings GH GC, Conservation areas, land stewards, snowmobile association, etc. 9

10 Finding: Grey Highland s tourism operators have an opportunity to establish a unique position in the marketplace by being a most welcoming tourism destination. 5. Roll Out a Visitor Welcoming Programme TAC to spearhead a simple welcome programme that identifies the core message operators must deliver to all of their customers Create message in Summer 2016 TAC/GH Tourism stakeholders, Make the specifics of this known at all tourism training sessions (see Recommendation # 2) Communicate the programme to operators and provide a simple 1, 2, 3 step process that engage and inform operators on the core components of the programme Create a welcome programme with stickers/signage/tent cards for operators who agree to the terms of the programme Communicate with council and tourism owner/operators at each opportunity on-going TAC/GH Commerce, BIAs Tourism stakeholders, Commerce, BIAs On-going TAC/GH Tourism stakeholders, Commerce, BIAs Launch in the fall of 2016 TAC/GH Tourism stakeholders, Commerce, BIAs Finding: Grey Highlands lacks integrated tourism routes, tourism wayfinding and business identity signage. 6. Develop and Implement a Tourism Signage Programme Grey County is working to align tourism signage needs and gaps with RTO7 Tourism Wayfinding programme (being implemented extensively in Bruce & Simcoe Counties) Participate in Grey County signage strategy effective immediately. Note: this will be the start of an extensive process that will lead into 2017 and beyond. GH TAC/GC/RTO7 10

11 Mid Term (2017) Finding: The majority of tourism assets within Grey Highlands are underdeveloped and therefore underperforming; there is an opportunity to provide various levels of industry equipping, from basic to more advanced, in order to enhance the overall tourism appeal of Grey Highlands. 7. Facilitate Tourism Training & Development Municipality and TAC to evaluate 2016 training activity success rates and modify 2017 activities as needed. Provide access to a minimum of 3 training sessions / opportunities by March 2017 GH/TAC GC, RTO7, BIAs, Commerce, Workforce Municipality to continue to leverage existing training activities implemented by others, and taking place with the municipality, as well as facilitate the delivery of training to more industry stakeholders. Register a minimum of 25 businesses / organizations in 2017 GH Development Board TAC, GC, RTO7, BIAs, Commerce, Workforce Development Board 11

12 Finding: The same focused and disciplined approach to destination management introduced in 2016 continues in The approach still requires that resources be directed at developing and promoting the prioritized list of tourism asset themes that differentiate GH from other destinations and capitalize on higher levels of tourism market readiness. As identified in the 2016 recommendation, the list of themes will be expanded over the next 2-5 years. In 2017 focus on Outdoor Recreation. 8. Continue to Develop Unique Tourism Experiences Evaluate the success of the 2016 product / experience development process (Local Artistry) and modify the 2017 process as needed to enhance effectiveness. Make any adjustments to process by Feb 2017 TAC/RTO7 GH Identify experience development instigators and create working groups for Outdoor Recreation. Work with the working group to create a Terms of Reference which details the working relationship, expectations, roles / responsibilities and deliverables Facilitates a process that utilizes the ideal guest profiles to identify the tourism product and experience opportunities and gaps Form working group with a Terms of Reference by Feb 2017 Creation of a compelling Outdoor Recreation narrative that includes one enhanced, purchasable, overnight visitor experiences by April 2017 Execution of a marketing programme (as appropriate) designed to direct visitors to the relevant or featured attractions / suppliers who are tourism market ready and can close the sale by May 2017 TAC TAC/GH RTO7/GC GH, Outdoor recreation businesses, accommodators Outdoor recreation businesses, accommodators TAC, GH 12

13 Finding: Grey Highland s tourism operator s online tourism presence is weak, at present GH and its tourism stakeholders have been utilizing tourism pages on the GH municipal website. There is opportunity to enhance the content of both operator and municipal sites to showcase the unique experiences available in GH. 9. Improve GH s Online Presence / Customer Engagement Municipality, in partnership with the TAC, to ensure updated content that features GHs unique tourism assets / themes be put on the GH, GC Tourism and RTO7 websites as well as their social media channels. Updated content featuring unique experiences on GH and others sites by September 2017 TAC GH, GC, RTO7 Provide owner operators with knowledge and skills to update their own websites, leverage social media and trip advisor presence (see Recommendation 1). Owner-operators, especially accommodators and attractions participate in TripAdvisor training and have active accounts in place by March 2017 (improve key sector participation from 40% to 70%) Owner-operators to participate in Facebook training and have active accounts in place by March 2017 (improve active participation from 38% to 60%) GH, GC, RTO7 Commerce 13

14 Finding: GH and its elected officials have invested in the creation of the TDMP and are optimistic it will drive economic growth. Those involved in the plan s implementation must embrace aggressive investment attraction and retention strategies as well as remove barriers that inhibit GH s tourism operators from enhance their competitiveness and appeal. 10. Enhance municipal investment attraction and retention strategies and where needed streamline the business development process Through communication with stakeholders identify where current policies and processes hinder development and investment and work with municipal departments to explore ways to eliminate barriers for business retention, expansion and attraction Embrace operators who show interest in creating new or enhancing existing tourism infrastructure by providing aggressive attraction and retention tactics and programmes Revisit the GH 2010 BR+E report, take a pulse to determine where improvements to business climate have happened and identify outstanding needs by January Review development policies and processes and determine ways to improve mechanism to appease current and attract new investors / developers by January 2020 GH GH GC GC 14

15 Long Term ( ) Finding: Adequate and esthetically pleasing infrastructure is critical to delivering quality visitor experiences and forms a platform for private sector investment in the tourism sector. Community beautification, parking, public washrooms and public spaces on Main Streets and Conservation Areas (i.e. snowplowing at Eugenia Falls) are in need of attention. 11. Prioritize Infrastructure Enhancements Municipality to apply for funding (such as the Rural Economic Development Fund) to complete a Downtown Revitalization or Community Improvement Plan exercise either independently or in cooperation with Grey County Initiate Downtown Revitalization or Community Improvement Plan project by December 2016 GH/GC Hire a project manager to carry-out the project in willing communities with overall direction provided by a Task Force made up of Municipal and County staff, TAC representatives and downtown businesses owners Implement programmes to improve municipally owned downtown spaces (sidewalks, roads, signage, parking, washrooms, and public parks) and support commercial upgrades Implement a cost-sharing programme to encourage businesses owners to upgrade their businesses facades by June 2017 Create a budget and implementation plan to improve municipally owned spaces by mid 2017 (budget), 2018 (upgrades commence) with implementation completed in mid-2019 GH/GC GH/GC Community Main streets, BIA, Commerce Community Main streets, BIA, Commerce Community Main streets, BIA, Commerce 15

16 Finding: Should the identified tourism performance metrics be met in 2016 and 2017, and tourism to and within Grey Highlands is growing and economic indicators are positive, remaining competitive will be incumbent upon the growth of resources allocated to tourism development and marketing. In this case, the municipality should consider increasing allocated resources for the development and promotion of its tourism sector. 12. Evaluate Tourism Efforts and Performance Consider securing the expertise of an experienced tourism consultant to assist with a third party evaluation of Grey Highlands TDMP activities. Have the consultant prepare and deliver an evaluation and recommended actions related to ongoing municipal investment / activity. Make recommendations and secure decisions related to municipal investments for tourism development and promotion by June 2018 GH/TAC RTO7/GC Based on the results of the evaluation, take the necessary steps to reduce, maintain or grow the municipal investment in tourism development and promotion. Develop an updated Tourism Action Plan in GH/TAC RTO7/GC 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 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

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

ECONOMIC DEVELOPMENT & TOURISM STRATEGIC FOCUS. Council Workshop 2016

ECONOMIC DEVELOPMENT & TOURISM STRATEGIC FOCUS. Council Workshop 2016 ECONOMIC DEVELOPMENT & TOURISM STRATEGIC FOCUS Council Workshop 2016 WORKSHOP PURPOSE To Review the Economic Development Function Key Focus and Priorities Rationale Impact Partners To Discuss Role of Council

More information

BRUCE COUNTY Economic Development

BRUCE COUNTY Economic Development 1 Setting the Stage Traditional economic development activities have not really changed much over the years and yet the trends impacting both rural and urban economies have changed significantly. The onset

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

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

Rural Economic Development in Ontario. Ministry of Agriculture, Food and Rural Affairs Regional Economic Development Branch

Rural Economic Development in Ontario. Ministry of Agriculture, Food and Rural Affairs Regional Economic Development Branch Rural Economic Development in Ontario Ministry of Agriculture, Food and Rural Affairs Regional Economic Development Branch Learning Objectives! Understanding REDB Program Offerings! Profiling OMAFRA s

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

Comox Valley Economic Development Society Strategic Priorities Plan

Comox Valley Economic Development Society Strategic Priorities Plan ......... Comox Valley Economic Development Society 2018-19 Strategic Priorities Plan PRIORITY ECONOMIC OUTCOMES Increase in Class 6 (Business) property assessment Increase in population in core areas

More information

Final Report - Community Profile & Asset Inventory

Final Report - Community Profile & Asset Inventory EAST FERRIS Prepared For The Municipality of East Ferris Table of Contents Introduction... 3 Process & Deliverables... 4 Comparative Communities... 5 Thornbury, Ontario...5 Stirling-Rawdon, Ontario...5

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 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

Strategic Tourism and Amenity Infrastructure Investment Scheme

Strategic Tourism and Amenity Infrastructure Investment Scheme Objective of Scheme Strategic Tourism and Amenity Infrastructure Investment Scheme The objective of this scheme is to develop and/or upgrade strategic tourism and amenity infrastructure in County Galway

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

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

TOURISM NORTHERN ONTARIO

TOURISM NORTHERN ONTARIO TOURISM NORTHERN ONTARIO 2017-18 RTO 13 13c 13b 13a 2017-18 Business Plan 02 CONTENTSĀ» Contents 04 05 06 09 10 17 18 50 51 54 55 58 59 President s Message Executive Director s Message Executive Summary

More information

Fort Erie Economic Preparedness Study

Fort Erie Economic Preparedness Study Fort Erie Economic Preparedness Study Tuesday, February 13, 2017 EDTC Mission: Prime directive is to create opportunities for business, employment and assessment growth. EDTC: Research Region/ Team Niagara:

More information

Community Improvement Plan (CIP)

Community Improvement Plan (CIP) Welcome! What is a CIP? The Town of Cochrane has prepared a Community Improvement Plan to capitalize on the Town s advantages and encourage redevelopment, private-sector investment, and community revitalization.

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

Partnership Allocation Program GUIDELINES & APPLICATION

Partnership Allocation Program GUIDELINES & APPLICATION 2016-17 Partnership Allocation Program GUIDELINES & APPLICATION Kawarthas Northumberland Regional Tourism Organization 8 Revised: April 19, 2016 General Program Overview The Kawarthas Northumberland Partnership

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

Community Vitality. A case for support presented to the Town of St. Marys

Community Vitality. A case for support presented to the Town of St. Marys Community Vitality A case for support presented to the Town of St. Marys February 9, 2016 The Town of St. Marys Community Based Strategic Plan identifies the Canadian Baseball Hall of Fame and Museum as

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

Gravenhurst Opera House: Planning the Future. Draft Final Report,

Gravenhurst Opera House: Planning the Future. Draft Final Report, Gravenhurst Opera House: Planning the Future Draft Final Report, 2014-15 Consulting Process for the Gravenhurst Opera House 1. An Environment Scan 2. Strategic and Business Plan 3. Marketing Plan Introduction

More information

Plan of Action July 1 - December 31, 2016

Plan of Action July 1 - December 31, 2016 Plan of Action July 1 - December 31, 2016 OBJECTIVE #1 Lead economic and community development efforts to ensure a prosperous future. Creating jobs and wealth, while enhancing the tax base, is a major

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

Request for Proposals - Asset Management

Request for Proposals - Asset Management City of Beacon One Municipal Plaza Beacon, New York 12508 Mayor Randy Casale City Council George Mansfield, At Large Lee Kyriacou, At Large Terry Nelson, Ward One John Rembert, Ward Two Jodi McCredo, Ward

More information

Request for Proposals Marketing, Communications, and Website Management, Social Media

Request for Proposals Marketing, Communications, and Website Management, Social Media Request for Proposals Marketing, Communications, and Website Management, Social Media Proposal Submittal Deadline: March 2, 2018 Introduction In 2011, the City of Arroyo Grande formed a Tourism Business

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

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

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 & Northumberland Tourism 2013 Business Plan & Budget

Economic Development & Northumberland Tourism 2013 Business Plan & Budget Economic Development & Northumberland Tourism 2013 Business Plan & Budget 2013 Business Plan & Budget Economic Development Prior Year Accomplishments Supporting e-commerce through current tourism initiatives,

More information

CITY OF BROOKS Municipal Sustainability Plan

CITY OF BROOKS Municipal Sustainability Plan CITY OF BROOKS Municipal Sustainability Plan October 2010 Table of Contents Vision.. 2 Values.... 2 Introduction 3 Background. 3 Community Consultation Process 3 Guidebook 4 Five Pillars 4 Role in our

More information

2017 Business Plan & Budget

2017 Business Plan & Budget 2017 Business Plan & Budget Economic Development Prior Year Accomplishments Economic Renewal & Prosperity Ontario Agri Food Venture Centre (OAFVC) became fully operational during the course of 2016 with

More information

Exhibit B. Plumas County Non-Motorized Transportation Plan SCOPE OF WORK

Exhibit B. Plumas County Non-Motorized Transportation Plan SCOPE OF WORK Exhibit B Plumas County Non-Motorized Transportation Plan SCOPE OF WORK PROJECT INTRODUCTION: The proposed project is the development of a legally compliant Plumas County Non- Motorized Transportation

More information

2018 TOURISM MAIN STREET EXPANSION GRANT PROGRAM

2018 TOURISM MAIN STREET EXPANSION GRANT PROGRAM 2018 TOURISM MAIN STREET EXPANSION GRANT PROGRAM Overview: The Tourism Expansion Grants support new or expanding businesses that provide an improved visitor experience, with an emphasis on attracting visitors

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

TOURISM MASTER PLAN REVIEW

TOURISM MASTER PLAN REVIEW HASTINGS COUNTY TOURISM MASTER PLAN REVIEW JUNE 2016 Prepared by TABLE OF CONTENTS Executive Summary... 3 1.0 Project Introduction...4 1.1 Tracking Progress...4 2.0 Why a Review of Hastings County Tourism

More information

Rural Development Programme Tourism. John Coleman Tourism Lead - Defra

Rural Development Programme Tourism. John Coleman Tourism Lead - Defra Rural Development Programme Tourism John Coleman Tourism Lead - Defra Growth Programme 177M CAP 2014-2020 Pillar 1 Pillar 2 - RDP scmo Direct payments Greening New land management schemes Growth Farming

More information

Economic Development Strategy Phase Two Action Plan Report

Economic Development Strategy Phase Two Action Plan Report Economic Development Strategy Phase Two Action Plan Report June 18, 2010 Submitted to: Dave Waters Economic Development Officer Municipality of the District of Lunenburg 210 Aberdeen Road Bridgewater,

More information

Regional Tourism Organization 7. Request For Proposals. Develop a 3-5 year Destination Development Action Plan. for. The Town of Wasaga Beach

Regional Tourism Organization 7. Request For Proposals. Develop a 3-5 year Destination Development Action Plan. for. The Town of Wasaga Beach Regional Tourism Organization 7 Request For Proposals to Develop a 3-5 year Destination Development Action Plan for The Town of Wasaga Beach Release Date: January 29, 2018 Deadline For Submissions: 12:00

More information

District. An SAP Social Sabbatical 2013 Project Recommendation Nos Coworking / CITE Porto Alegre / Rio Grande Do Sul / Brazil

District. An SAP Social Sabbatical 2013 Project Recommendation Nos Coworking / CITE Porto Alegre / Rio Grande Do Sul / Brazil An SAP Social Sabbatical 2013 Project Recommendation Nos Coworking / CITE Porto Alegre / Rio Grande Do Sul / Brazil Our Opportunity Hands On Research / Idea Generation Design Thinking Exercise Agenda Vision,

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

Presentation to Community Planning and Economic Development Standing Committee July 20th, 2017

Presentation to Community Planning and Economic Development Standing Committee July 20th, 2017 Presentation to Community Planning and Economic Development Standing Committee July 20th, 2017 PROMOTE & MAXIMIZE GROWTH Measurement Baseline 2016/17 Progress Report Grow Halifax's GDP to $22.5 Billion

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

^few[blm(llan(l Labrador

^few[blm(llan(l Labrador ^few[blm(llan(l Labrador Government of Newfoundland and Labrador Office of the Premier December 14,2015 Honourable Christopher Mitchelmore Minister ofbusiness, Tourism, Culture and Rural Development, Minister

More information

REQUEST FOR PROPOSALS

REQUEST FOR PROPOSALS REQUEST FOR PROPOSALS This is a Request for Proposals (RFP) from individuals or firms interested in providing professional services on a contract basis for the proposed project described below. Proposals

More information

This coordinated Plan also fulfils an action item of the Integrated Community Sustainability Plan 2010.

This coordinated Plan also fulfils an action item of the Integrated Community Sustainability Plan 2010. Executive Summary Vibrant North Durham: An Economic Development Plan 2013-2018 (the Plan) is a cohesive five year plan to implement economic development thinking, processes and projects in north Durham.

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

LANE COUNTY PARKS & OPEN SPACE MASTER PLAN

LANE COUNTY PARKS & OPEN SPACE MASTER PLAN LANE COUNTY PARKS & OPEN SPACE MASTER PLAN SEA TO SUMMIT: Creating the Future of Lane County Parks Board of County Commissioners October 10, 2017 Purpose of Meeting Provide Master Plan status report and

More information

COMMUNITY GROUP SUPPORT PROGRAM

COMMUNITY GROUP SUPPORT PROGRAM Page Page 1 of 10 TAB: SECTION: SUBJECT: COMMUNITY SERVICES COMMUNITY GROUPS COMMUNITY GROUP SUPPORT PROGRAM POLICY STATEMENT PURPOSE The City of Mississauga (the City ), through the Community Group Support

More information

BC Rural Dividend Program Guide

BC Rural Dividend Program Guide Third Round Application Intake 2017/18 BC Rural Dividend Program Guide Third Round Application Intake 2017/18 Third Round Application Intake 2017/18 1 Contents 1 Introduction 2 2 Eligibility Criteria

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

EMPOWERING FLORIDA S RURAL COMMUNITIES

EMPOWERING FLORIDA S RURAL COMMUNITIES EMPOWERING FLORIDA S RURAL COMMUNITIES EMPOWERING FLORIDA S RURAL COMMUNITIES Denise Grimsley views the ongoing and future role of Florida s Agriculture & Consumer Services Commissioner to be that of Champion-in-Chief

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

Meeting Agenda Irondale On The Move Action Committee 1/17/2017

Meeting Agenda Irondale On The Move Action Committee 1/17/2017 Meeting Agenda Irondale On The Move Action Committee 1/17/2017 2016 IOM Highlights What s New In 2017? Implementation Strategy Review 2017 Task Force Priorities Next Steps Adjourn 2016 IOM Highlights Irondale

More information

TABLE OF CONTENTS EXECUTIVE SUMMARY 3 INTRODUCTION 4 COMMUNITY BEAUTIFICATION GRANT 5 COMMUNITY DEVELOPMENT FUNDING 7 COMMUNITY PLAN ON HOMELESSNESS 9

TABLE OF CONTENTS EXECUTIVE SUMMARY 3 INTRODUCTION 4 COMMUNITY BEAUTIFICATION GRANT 5 COMMUNITY DEVELOPMENT FUNDING 7 COMMUNITY PLAN ON HOMELESSNESS 9 GUIDELINES 2017 TABLE OF CONTENTS EXECUTIVE SUMMARY 3 INTRODUCTION 4 COMMUNITY BEAUTIFICATION GRANT 5 COMMUNITY DEVELOPMENT FUNDING 7 COMMUNITY PLAN ON HOMELESSNESS 9 CRIME PREVENTION & COMMUNITY SAFETY

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

Northern Ireland Home of Great Events

Northern Ireland Home of Great Events Funding Guidelines for Applicants Northern Ireland Home of Great Events Event Funding Guidelines for Applicants nitb.com/events 03 Northern Ireland - Home of Great Events 01 Introduction p01 02 Aims and

More information

Garrett County Mountain Maryland Gateway to the West Heritage Area Five Year Management Plan FY 2013 FY 2018

Garrett County Mountain Maryland Gateway to the West Heritage Area Five Year Management Plan FY 2013 FY 2018 County Mountain Maryland Gateway to the West Area Five Year Management Plan FY 2013 FY 2018 Area Vision for the Next Five Years: To implement the County Area Management Plan thereby creating a successful

More information

WAYFINDING SYSTEM DESIGN & BRANDING INITIATIVE

WAYFINDING SYSTEM DESIGN & BRANDING INITIATIVE CITY OF WAUPACA & WAUPACA AREA CONVENTION AND VISITORS BUREAU REQUEST FOR PROPOSALS WAYFINDING SYSTEM DESIGN & BRANDING INITIATIVE Date Issued: March 23, 2018 Proposals Due: April 20, 2018 by 4:00pm For

More information

Learn more at chooseannapolisvalley.ca. 10 reasons to Choose Annapolis Valley NOVA SCOTIA, CANADA

Learn more at chooseannapolisvalley.ca. 10 reasons to Choose Annapolis Valley NOVA SCOTIA, CANADA 10 reasons to Choose Annapolis Valley NOVA SCOTIA, CANADA Located near the capital city of Nova Scotia, the Annapolis Valley offers a rich concentration of talent, post-secondary institutions and R&D services,

More information

City of Kingston Report to Council Report Number

City of Kingston Report to Council Report Number To: From: Resource Staff: City of Kingston Report to Council Report Number 17-247 Mayor & Council Gerard Hunt, Chief Administrative Officer Craig Desjardins, Senior Manager, Innovation & Institutional

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

Dorset Culture and Tourism Action Plan Summary. Prepared for Dorset Arts Trust and Dorset County Council

Dorset Culture and Tourism Action Plan Summary. Prepared for Dorset Arts Trust and Dorset County Council Dorset Culture and Tourism Action Plan 2015 2018 Summary Prepared for Dorset Arts Trust and Dorset County Council Victoria Pirie and Joanna Morland December 2014 Introduction The Dorset Culture and Tourism

More information

VILLAGE OF PERTH- ANDOVER STRATEGIC PRIORITIES

VILLAGE OF PERTH- ANDOVER STRATEGIC PRIORITIES VILLAGE OF PERTH- ANDOVER STRATEGIC PRIORITIES 2016-2020 1 Strategic planning enables us to project a hopeful and purposeful future that preserves the best of the present, even while we improve upon it

More information

2014 IDA Achievement Award Summary Downtown Leadership and Management Kara Van Myall, County of Bruce x104

2014 IDA Achievement Award Summary Downtown Leadership and Management Kara Van Myall, County of Bruce x104 2014 IDA Achievement Award Summary Downtown Leadership and Management Kara Van Myall, County of Bruce kvanmyall@brucecounty.on.ca 519 534 2092 x104 Background The County of Bruce is an upper tier government

More information

CREATED IN BARRIE: Understanding Barrie s Arts and Culture Markets. The City of

CREATED IN BARRIE: Understanding Barrie s Arts and Culture Markets. The City of RON BAIRD, SPIRIT CATCHER 1986, COLLECTION OF THE MACLAREN ART CENTRE CREATED IN BARRIE: Understanding Barrie s Arts and Culture Markets The City of PREPARED BY THE RESOURCE MANAGEMENT CONSULTING GROUP

More information

Version 2.0 Revisions approved by Council on January 29, 2017

Version 2.0 Revisions approved by Council on January 29, 2017 Version 2.0 Revisions approved by Council on January 29, 2017 ECONOMIC SUSTAINABILITY - Revisions GOAL: Attract public and private investment, support local businesses and provide excellent customer service

More information

Historic Properties in Washington State Parks Cultural Heritage Initiative Prioritization Criteria

Historic Properties in Washington State Parks Cultural Heritage Initiative Prioritization Criteria Historic Properties in Washington State Parks Cultural Heritage Initiative Prioritization Criteria October, 2014 Introduction Washington State Parks is currently undertaking an effort to critically examine

More information

1. INTRODUCTION & OVERVIEW

1. INTRODUCTION & OVERVIEW 1 2 TABLE OF CONTENTS 1. Introduction & Overview 3 2. The Context: Delivering Growth 5 3. Overarching Roadmap for Smart Growth Vision 7 4. Driving Outcomes: Strategic Pillars & Actions 8 Figure 1. Roadmap

More information

OUR COMMUNITY VISION OUR CORPORATE MISSION. Together, we will build an innovative, caring and vibrant Kitchener.

OUR COMMUNITY VISION OUR CORPORATE MISSION. Together, we will build an innovative, caring and vibrant Kitchener. KITCHENER SSTRATEGICPLAN2015-2018 OUR COMMUNITY VISION Together, we will build an innovative, caring and vibrant Kitchener. OUR CORPORATE MISSION Proudly providing valued services for our community. ARiNG

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

Developing a New Strategy for the Visitor Economy

Developing a New Strategy for the Visitor Economy Appendix 1 to Agenda Item 12 Project Documentation PROJECT INITIATION DOCUMENT (PID) Developing a New Strategy for the Visitor Economy Release: Version 1 Date: 4-6-15 Author: Approved by: Jane Hotchkiss

More information

Destination Calgary video, b-roll and photo assets for Calgary Economic Development, Tourism Calgary and other promotional partners

Destination Calgary video, b-roll and photo assets for Calgary Economic Development, Tourism Calgary and other promotional partners Destination Calgary video, b-roll and photo assets for Calgary Economic Development, Tourism Calgary and other promotional partners Reference Number: 1205-01 Issued: May 24, 2012 Responses Due: June 7,

More information

HOUSTON FIRST CORPORATION 2018 TOURISM INCENTIVE PROGRAM GUIDELINES AND APPLICATION INFORMATION

HOUSTON FIRST CORPORATION 2018 TOURISM INCENTIVE PROGRAM GUIDELINES AND APPLICATION INFORMATION HOUSTON FIRST CORPORATION 2018 TOURISM INCENTIVE PROGRAM GUIDELINES AND APPLICATION INFORMATION PROGRAM OVERVIEW The Houston First Corporation (HFC) and its tourism marketing arm, Visit Houston, are proud

More information

Corporate Strategic Plan - Background

Corporate Strategic Plan - Background Strategic Plan Corporate Strategic Plan - Background In 2017, the Township of Selwyn embarked upon an update of its Corporate Strategic Plan, last prepared in 2012. The firm of Monteith Brown Planning

More information

Vermont Insights Business Plan 2017

Vermont Insights Business Plan 2017 Building Bright Futures 600 Blair Park, Suite 306, Williston, VT 05495 802-876-5010 buildingbrightfutures.org Vermont Insights Business Plan 2017 Building Bright Futures statewide network: Addison Building

More information

Ambassador Handbook W Maple Street River Falls, WI

Ambassador Handbook W Maple Street River Falls, WI Ambassador Handbook 2018 715-425-2533 215 W Maple Street River Falls, WI 54022 info@rfchamber.com Welcome New Ambassador! On behalf of the River Falls Chamber of Commerce & Tourism Bureau Board of Directors,

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

Town of Frisco, Colorado Request for Proposals 2018 Community Plan Update

Town of Frisco, Colorado Request for Proposals 2018 Community Plan Update Town of Frisco, Colorado Request for Proposals 2018 Community Plan Update Release Date: March 14, 2018 Submittal Deadline: April 4, 2018 Introduction Purpose and Goals The Town of Frisco is accepting proposals

More information

2012 Heritage Action Plan Grant Program Schuylkill River Heritage Towns & Tours

2012 Heritage Action Plan Grant Program Schuylkill River Heritage Towns & Tours PROGRAM OVERVIEW 2012 Heritage Action Plan Grant Program Schuylkill River Heritage Towns & Tours Applications due May 15, 2012 by 4:00 p.m. The Heritage Action Plan (HAP) Grant Program is to assist communities

More information

Healthy Gallatin Community Health Improvement Plan Report

Healthy Gallatin Community Health Improvement Plan Report Healthy Gallatin Community Health Improvement Plan Report Year One, Ending December, 2013 Introduction: Gallatin County community partners, led by staff at Gallatin City-County Health Department in collaboration

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

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

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

Information Communications Technology (ICT) Innovations. Mississippi Asset Map. State of Mississippi

Information Communications Technology (ICT) Innovations. Mississippi Asset Map. State of Mississippi Information Communications Technology (ICT) Innovations Mississippi Asset Map State of Mississippi Craig P. Orgeron, Ph.D.,CPM Executive Director Department of Information Technology Services Craig.Orgeron@its.ms.gov

More information

Guidelines. Research and Program Assistant. General Information

Guidelines. Research and Program Assistant. General Information Guidelines Research and Program Assistant General Information These positions will assist the Executive Director, staff, and volunteers with preparing the house and grounds for executing summer programs

More information

BC Rural Dividend Program Guide

BC Rural Dividend Program Guide BC Rural Dividend Program Guide Ministry of Forests, Lands, Natural Resource Operations and Rural Development ii 1 Contents 1 Introduction 2 2 Eligibility Criteria 3 3 Eligible Communities 3 4 Eligible

More information

RECOMMENDATION. septic tanks X. gasoline (education; public notices at marinas and boat docks) X Education immediate

RECOMMENDATION. septic tanks X. gasoline (education; public notices at marinas and boat docks) X Education immediate INDIAN RIVER LAGOON VISION 1: To create a thriving healthy ecosystem where the first words people say are My God, it s beautiful! VISION 2: To establish an economically viable, environmentally prolific

More information

Economic Development Matrix

Economic Development Matrix Economic Development Matrix Issues/Concerns Raised by Community Members at the March 6, 2013 Meeting Suggested Summary Statements by Staff Revisions/Edits by Community Members at the April 3, MainStreet

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

Kitchener Public Art Five-Year Plan

Kitchener Public Art Five-Year Plan Kitchener Public Art Five-Year Plan 2011 2016 The five-year plan builds on existing program strengths, supports the program goals and identifies strategies for implementation during the period 2011 2016.

More information

National Park Foundation Corporate Partnerships A BRIEF OVERVIEW OF 2016 OPPORTUNITIES

National Park Foundation Corporate Partnerships A BRIEF OVERVIEW OF 2016 OPPORTUNITIES National Park Foundation Corporate Partnerships A BRIEF OVERVIEW OF 2016 OPPORTUNITIES ABOUT THE NATIONAL PARK FOUNDATION The National Park Foundation is the official nonprofit of America s national parks

More information

Tourism Policy and Research Branch. Ministry of Tourism, Culture and Sport May 3, 2017

Tourism Policy and Research Branch. Ministry of Tourism, Culture and Sport May 3, 2017 Tourism Policy and Research Branch Ministry of Tourism, Culture and Sport May 3, 2017 Tourism Culture Sport Ministry Overview 2 Promotes a stronger, more competitive tourism industry Conducts vital market

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

Economic Development Plans on Haida Gwaii

Economic Development Plans on Haida Gwaii Economic Development Plans on Haida Gwaii April, 2016 In an effort to guide the pursuit of economic development priorities on Haida Gwaii, MIEDS has prepared a summary of recent plans and strategies and

More information

Pinal County Comprehensive Plan. Visioning Workshop Summary Report

Pinal County Comprehensive Plan. Visioning Workshop Summary Report Pinal County Comprehensive Plan Visioning Workshop Summary Report Pinal County Comprehensive Plan Visioning Workshops Executive Summary In August 2007, seven Visioning Workshop events were held throughout

More information

Celebrate Markham Grant Program Guidelines All Fund Categories

Celebrate Markham Grant Program Guidelines All Fund Categories FOR PROJECTS DELIVERED: April 1, 2018 - March 31, 2019 FUNDING APPLICATIONS OPEN: Monday November 27, 2017 FUNDING APPLICATION DEADLINE: Thursday January 18, 2018 at 4:00pm 2018 2019 Celebrate Markham

More information