1 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 input from the community and is grounded in an understanding of current conditions and trends. The vision plan aligns all aspects of our community life and identifies goals and specific actions for Overland Park to implement. Sets forth the long-range vision for all aspects of community life. A tool to address community needs, prepare for change and protect what we treasure. Serves as a guidebook for decision-makers and influences future plans and plan updates. Includes specific actions (projects, programs and policies) and identifies timing and responsibilities for undertaking those actions. Is implemented over time by many different community partners including City of Overland Park, Chamber of Commerce, Visit OP and others. Serves as a marketing tool to clearly convey the community's values and priorities. PROCESS SO FAR PHASE 1 Preparing PHASE 2 Generating PHASE 3 Analyzing PHASE 4 Deliberating PHASE 5 Finalizing PHASE 6 Implementing Getting oriented and setting a foundation. Gathering input. Analyzing input and technical research. Drafting the plan and launching a vision. Finishing the work. Putting the plan into action. ROUND 1 ROUND 2 ROUND 3 Public Engagement IMAGINE TOMORROW WORKSHOP COMMUNITY CONVERSATIONS REVEAL THE VISION OPEN HOUSE JANUARY 2018 APRIL 2018 SEPTEMBER 2018 Steering Committee A 26-member citizen steering committee is helping to guide the public process and the plan s recommendations. The committee members are representative of the city s many diverse interests. They utilized their networks to invite people to participate in the public input process, facilitated small group work at the public engagement events, and reviewed input and provided feedback on the action agenda. Imagine Tomorrow 550 members of the community came to the Imagine Tomorrow Workshop to get energized and share their big ideas for the future. Community Conversations Community members met in 10 different locations around the city to evaluate the draft vision and goals, provide input on potential actions, and generate ideas for new actions. Reveal the Vision The Reveal the Vision Open House unveils the draft plan and seeks feedback from the community to be incorporated before the plan is finalized. What's Next? Implementation! Successful implementation relies on many community partners and committed people from the community working together to implement the actions in the plan. The final plan document will include an implementation plan.
2 VISION AND GOALS VISION The vision statement captures the broadest aspirations for Overland Park and serves as the overall direction for the plan. Overland Park will lead as a forward-thinking, innovative and welcoming community. Forward-thinking: where the community continually plans for the future and is looked to as a leader both regionally and nationally. Innovative: where intentionality and imagination work together to set a high standard for all aspects of community life. Welcoming: where people of all ages and from diverse backgrounds are engaged in the community. GOALS The vision statement is PLAN ORGANIZATION The Action Agenda contains 39 actions and is organized by eight initiative areas. supported by five goal statements, intended outcomes expressed in simple terms for the plan's five topic areas. A welcoming place where all people have access to high quality education, affordable healthcare, social services, and a safe environment, and where the community works together for the greater good. An engaged community offering opportunities for people to interact with each other, local leaders and institutions that provide an array of civic services. A high-quality, sustainable and attractive built environment offering a variety of choices including neighborhoods that offer the opportunity to live, work, and play and establishes Overland Park as a destination for business development and family fun. A connected city offering choices for mobility including well-maintained road networks, public transit, sidewalks, bike lanes, and trails with an emphasis on embracing new infrastructure technologies and future transportation modes. Vision 5 Goals 8 Initiative Areas Gathering physical spaces, programs, and events for people Living housing affordability and housing choice Learning continue to be a leading education city Well-being mental and physical wellness in the broadest sense Connecting modern approaches to transportation and infrastructure Welcoming cultivate an open and engaging environment for all Innovating promote an atmosphere of innovation Placemaking cultivate a greater sense of place in the built environment PUBLIC INPUT Imagine Tomorrow Workshop, Community Conversations, Online 5,000+ pieces of input # actions 8 actions 5 actions 3 actions 4 actions 4 actions 4 actions 6 actions 5 actions A strong economy anchored by a diverse job base and positive city image that is attractive to investment and visitors allowing for a high quality of life for all people.
3 GATHERING 1 This initiative area is focused on projects, programs and policies that bring the community together and invite travelers to visit by developing physical spaces, programs and events. 1.1 Create large, signature gathering spaces. A large greenspace suitable for hosting festivals and events (including concerts), proximate to dining and other facilities, would provide a location for the community to come together on special occasions and draw regional visitors to experience our city. Additional gathering places in the form of local mixed-use districts, bustling with shops, entertainment venues, restaurants, arts spaces, and other amenities, would complement the greenspace by providing other centralized locations for gathering around daily activities and special events. 1.2 Explore opportunities to integrate smaller-scale gathering and green spaces within existing areas. Incorporate new green space and gathering areas within existing retail and commercial centers. Explore creative planning and policies to increase development and funding for such improvements throughout the city. 1.3 Expand and create community-wide events celebrating cultural diversity. As Overland Park grows more diverse, new ways to celebrate our cultural diversity should be created in the form of community-wide festivals, programming and other events. Existing local and regional events should be promoted and enhanced. 1.4 Explore opportunities for dedicated parks and recreation funding and park land dedication requirements. A dedicated funding stream for parks and recreation should be explored along with requirements for park land and open space in new developments. 1.5 Build a new city hall in alignment with the city's growth and needs. Explore the feasibility of developing a new state of the art city hall building that could also serve as a community asset and gathering space for community events and serve as a demonstration site for new technologies and smart infrastructure. 1.6 Develop attractions and recreation options along the trail system. The trail system is a source of pride for the community and should continue to be upgraded and expanded through added features, new connections, attractions and recreational opportunities. 1.7 Continue to grow the youth sports culture. Overland Park has a strong youth sports culture and should continue to build upon current offerings and look for new opportunities related to the future of youth sports. 1.8 Create a public/private partnership to help fund and manage neighborhood events. Expand the current city support program for neighborhood events to include private sponsors who can provide additional funding, in-kind support or other resources.
4 LIVING 2 This initiative area is focused on projects, programs and policies that address housing affordability and housing choice within the community. 2.1 Create more diverse housing options. While maintaining the aesthetic and social values of Overland Park, housing affordability and choice should be addressed. It is important that housing be made financially accessible to residents of different income levels focused specifically on workforce and young professionals. The initiative should particularly emphasize diversity, workforce, and transportation, facilitating opportunities for employees to live near their jobs. By offering different types of housing and neighborhoods, more employees can live closer to work. 2.2 Create an age-friendly and all-abilities Community Plan. To help seniors age in place and residents of all abilities to be fully connected to Overland Park, an age-friendly and all-abilities plan should be created to make Overland Park a place where all can live as full a life as possible. 2.3 Strengthen the identity of neighborhoods. Expand the current neighborhood identity program to focus on beautification, gateway signage and other neighborhood upgrades to help neighborhoods increase their pride in place. 2.4 Establish policies that support the creation of "pocket neighborhoods." To address housing affordability and increase housing choice, ensure that current zoning and policies related to new developments support the creation of smaller pocket neighborhoods. These new neighborhoods would not only offer a different housing product, but also a lifestyle with increased walkability, mixed use, and infill opportunities near current development areas. 2.5 Convene conferences on the topic of maintaining vibrant suburbs. As preferences for living, working and housing are changing, suburbs face unique challenges and opportunities. Leaders should be convened from other top suburbs to establish benchmarks and discuss issues facing suburbs in the next 30 years.
5 LEARNING 3 This initiative area is focused on projects, programs and policies related to education ensuring Overland Park continues to be a leading education city. 3.1 Establish the Education City Initiative. Overland Park will be a city where lifelong learning is part of the culture. This initiative would promote and invest in the education of the Overland Park community by exploring and supporting lifelong learning opportunities such as a universal pre-k program, enriching the already thriving K-12 school system, providing counseling/resources for students exploring post-secondary options, offering free or subsidized college tuition to qualified Overland Park residents, providing technical training with a focus on workforce development, and offering general continuing education and enrichment classes. Overland Park will continue to demonstrate a value for high-quality education in the decades to come by providing life-long learning opportunities which fosters personal prosperity and cultivates engaged, informed citizens. 3.2 Enhance joint school and parks summer youth programming. Summer programs featuring education, healthy meals, recreation and exercise should be expanded and modified to enhance support for families and youth and to maximize resources. 3.3 Expand the current mentorship program between schools and local businesses. The current mentorship programs between schools and local businesses should be expanded to serve more educators, students, and families and to provide partnerships for more local businesses.
6 WELL-BEING 4 This initiative area is focused on projects, programs and policies related to mental and physical wellness in the broadest sense. 4.1 Develop a center for wellness. There are a variety of agencies and organizations in the community that should work together to increase access to a wide variety of wellness resources with a focus on mental health services. Together they would provide well-rounded care for individuals, as well as promote research, advocacy, and awareness of mental health challenges. Special attention should be paid to youth with emphasis on loneliness, bullying, and suicide prevention to help break down barriers to mental health and increase access to mind/body wellness. Resources and services will be focused to make Overland Park one of the healthiest places in the country for people of all abilities. 4.2 Evaluate the creation of a center for social entrepreneurship and innovation. In partnership with local and regional higher educational institutions, a center for social entrepreneurship should be explored to support innovation focused on social, cultural and environmental issues both locally and nationally. The center would provide the community with tools and insights needed to tackle some of the most pressing issues facing individuals and communities today. 4.3 Explore increased access to social services. In collaboration with Johnson County, inventory and analyze current service offerings and locations and identify potential areas that could better serve Overland Park residents. Services to be studied include food pantries, homeless shelters, wellness of women and children, substance abuse treatment, and other critical social services. 4.4 Promote mental health awareness and training programs for the business and nonprofit community. To increase awareness and acceptance of mental health issues, a training program should be provided to teach participants to notice and support individuals who may be experiencing a mental health crisis and connect them with appropriate resources.
7 CONNECTING 5 This initiative area is focused on projects, programs and policies related to transportation and infrastructure with specific attention focused on transit and anticipation of future mobility modes. 5.1 Develop a state-of-the-art mobility* system. To complement and expand existing street and highway infrastructure and Bus Rapid Transit (BRT) plans, and to provide transportation options, accessibility, and convenience, a state-of-the-art mobility system should be developed. This system would expand current transit options available to Overland Park residents as well as take advantage of technology advancements and future potential transportation modes, such as a streetcar (of the future) connectivity to Kansas City, MO. Studies show that transportation improvements can impact surrounding investment in community development. 5.2 Conduct an audit to define and cultivate walkability. Utilize the Americans with Disabilities Act (ADA) guidelines and benchmark city criteria to conduct a walkability audit. Address current access to and design of sidewalks, crosswalks, safety elements, street lighting and aesthetics in currently developed areas. In an effort to better define walkability and what walkability can and should be in Overland Park, a set of walkability guidelines and requirements should be developed for all new developments. 5.3 Implement the Overland Park Bicycle Master Plan. Ongoing implementation and updates to the city's existing Overland Park Bicycle Master Plan developed by the city should remain a priority. 5.4 Explore new transportation funding opportunities. Overland Park should explore additional sources of funding to match or leverage state and federal resources for transportation infrastructure. Reliable funding would ensure that Overland Park is able to keep pace with changing transportation technologies, population growth and changing resident and workforce demands. *Definition: Mobility Mobility refers to the movement of people between the places they live, work, and play. It includes all modes of transportation: walking, biking, driving, and riding public transit. As technology advances, preferences for new and different modes of transportation are increasing. Overland Park must continue to accommodate drivers with excellent road and highway infrastructure while also investing in alternative and future modes of transportation.
8 WELCOMING 6 This initiative area is focused on projects, programs and policies that cultivate an open and welcoming environment for all. 6.1 Develop an international center for cultural understanding. In a spirit of community building, a center for cultural understanding should be created to promote cultural education and awareness. This center will serve Overland Park residents as the community becomes more diverse, encouraging cross-cultural relationships and embracing differences. The center will facilitate events and discussions to celebrate, educate, and engage residents and visitors from all different backgrounds and ethnicities. 6.2 Create and implement a diversity* inclusion plan for future leaders. As Overland Park becomes more diverse, it should implement a plan to ensure that future leaders reflect the diversity of the community by providing leadership and engagement opportunities throughout the community. 6.3 Create an Open OP event. To promote openness and understanding of cultures and perspectives, Overland Park should create an event that allows residents and visitors to gain access to typically closed off or difficult to access places (i.e. large corporate headquarters, maker spaces, artist studios, large private or historic homes, educational assets, churches or temples). 6.4 Create a welcome kit for new community members. Develop an online welcome portal to introduce new members to the community and a quick facts document for easy reference and convenient printing from home. This idea could be expanded to also include welcome events quarterly, free tickets to area attractions and other resources for HOAs to welcome new neighbors. *Definition: Diversity Diversity is recognizing, embracing, and benefiting from our individual differences, including the dimensions of sex, race, color, ethnic background, religion, age, national origin, gender, sexual orientation or disability.
9 INNOVATING 7 This initiative area is focused on projects, programs and policies which promotes an atmosphere of innovation. 7.1 Create a corporate innovation environment. To best position the city to be attractive to future potential corporate headquarters and to keep current businesses competitive, there must be a continuous focus on innovation. The corporate environment in OP should promote innovation in sustainability, workforce, transit, connectivity, and technology. It should emphasize aspects of both the built environment and the social environment by providing world-class amenities that promote well-being and satisfaction of employees. Smart and connected infrastructure should be installed citywide to ensure that Overland Park can capitalize on imminent technological advances. As a result, the city becomes a more "connected" place where corporations want to be. 7.2 Create a citywide smart and connected infrastructure plan. This infrastructure plan would include a focus on citywide Wi-Fi, a camera system, automated intersections, and enhanced solar and wind energy production. The plan should also address piloting of new sources of renewable energy, the feasibility of developing a solar utility, and explore opportunities to monetize streets and rights-of-way for other uses such telecom, energy, data, etc. 7.3 Create a personal mobile experience that provides guidance and improves event and leisure experiences in the city. Residents and visitors alike would benefit from access to more information about entertainment, recreation, dining, leisure, and transportation around Overland Park. 7.4 Expand support for local businesses and entrepreneurs. To encourage local and homegrown businesses and enhance opportunities for unique experiences in the marketplace, Overland Park should expand, promote, and collaborate with services offered locally and regionally. 7.5 Create an innovation council. To spearhead progress and ensure that Overland Park is the forefront of innovative thinking in all aspects of community life, a council of community and business innovators should be formed and resources should be dedicated to focus on innovation and progress. 7.6 Attract new, emerging event and sporting opportunities. Partner with businesses, community groups, and existing venues to expand offerings, attracting new and emerging event and sporting opportunities such as e-gaming and reality gaming events and other conferences.
10 PLACEMAKING 8 This initiative area is focused on projects, programs and policies that cultivate a greater sense of place in the built environment*. 8.1 Develop a culinary arts initiative. Overland Park should capitalize on its existing strengths - Johnson County Community College s accredited chef apprenticeship program and the city s proximity to agriculture resources - to become a culinary destination. Brick and mortar establishments, pop-up restaurants, and mobile vendors would offer local, sustainable, and farm-to-table innovations that distinguish OP as a culinary arts capital. This would set Overland Park apart from others by encouraging local home-grown restaurant and food-based businesses. 8.2 Expand the network of community gardens throughout the city. In support of action 8.1, the creation and promotion of community gardens, vertical gardens, and teaching gardens should be undertaken to build upon the success of the Overland Park Community Garden. 8.3 Enhance community beautification efforts. Increase recognition of businesses, neighborhoods, and streetscapes for beautification efforts, such as through the expansion of the Legacy of Greenery Awards. 8.4 Create an iconic piece of art or attraction. An iconic piece of art representative of Kansas should be created which would be a point of pride for the community. This art should be physically accessible for all visitors to promote our city as a visitor destination for the region and nation. 8.5 Create a once a year high profile temporary public art event that would attract visitors from around the state and nation. To better showcase local artists and attract artists across the nation, a new temporary public art event should be created which would capitalize on the unique features and opportunities in Overland Park (large amount of right-of-way, office parks, public spaces, parks, and other destinations within the community). *Definition: Built Environment The American Planning Association defines the built environment as "the elements of the environment... that are generally built or made by people as contrasted with natural processes." Examples include buildings, streetscapes, transportation infrastructure, parks and gardens. Source:
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
Lakeland Vision is an independent, non-profit organization. It was formed in 1998 with the goal of creating and implementing a comprehensive, action-oriented vision for the future of the greater Lakeland
City of Freeport Strategic Vision and Goals 2018-2020 About the City of Freeport s Vision and Goals for 2030 During a series of meetings and a retreat in the fall of 2017, Freeport s Mayor and City Council
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
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
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,
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
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
Appendix B BUILDING MARKHAM S FUTURE TOGETHER Summary of Public Engagement & Research December 8, 2015 Table of Contents Purpose... 2 Executive Summary... 2 MetroQuest Public Engagement Tool... 4 Results...
Williamsburg Tourism Zone and Culinary Arts & Tourism District City Goals Goal 1 Character of the City Goal 2 Economic Vitality Goal 3 - Transportation Goal 1 Character of the City Initiative Northeast
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
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
Downtown Greenville s Success What makes Greenville unique and successful? Community development Public space Partnerships Greenville s experience is not just about downtown Jumping off place to surrounding
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
Project/Program Profile Name: (BoLA) Organization: Little Tokyo Service Center Community Development Corporation (Little Tokyo Service Center CDC) Location of Project/Program: 237-249 S. Los Angeles Street,
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.
Community Benefits Plan Article I. PURPOSE Section 1.01 The purpose of this Community Benefits Plan is to present recommendations to the City of Atlanta, Invest Atlanta and The Arthur Blank Family Foundation
Spofford Live/Work Campus: Request For Expressions of Interest (RFEI) Public Meeting August 3, 2015 Agenda Presentation (20 minutes) Small Group Discussions (40 minutes) Report Back (10-15 minutes) Close
Strategic policy Events Policy Corporate Plan reference: A smart economy A prosperous, high-value economy of choice for business, investment and employment - A natural, major and regional event destination
Grant Guidelines The mission of the Citi Foundation is to promote economic progress and improve the lives of people in lowincome communities around the world. We invest in efforts that increase financial
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
Future Trends & Themes Summary Presented to Executive Steering Committee: April 12, 2017 Vision Workshop Regional/Local Themes The region and the Prince William area share the following key themes: Future
ENHANCING THE QUALITY OF LIFE THROUGH NEIGHBORHOOD DEVELOPMENT VISION Enhance the perception and economic vitality of East Charlotte through sustainable development and public and private collaboration
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
GEORGETOWN DOWNTOWN DEVELOPMENT DISTRICT Joint Workshop Town Council & Planning Commission 04/13/2016 INTRODUCTIONS PROJECT OVERVIEW PLANNING PROCESS DISTRICT BOUNDARY TODAY S AGENDA PLAN REVIEW NEXT STEPS
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
COMMUNITY IMPACT GRANTS Healthy, Safe, Vibrant COMMUNITIES Revised March 2018 COMMUNITY IMPACT GRANTS GRANTMAKING FRAMEWORK The Community Foundation for Monterey County (CFMC) embraces a countywide vision
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
COMMUNITY PLANNING WORKSHOP CITY OF TITUSVILLE February 21, 2015 Marilyn E. Crotty Institute of Government University of Central Florida INTRODUCTION The City of Titusville held a Community Planning Workshop
1 P age 2018 Action Plan Mayor and Town Council The Town Council acknowledges its role in vision and action planning for the future of the Town and pledges that this document will be a living, changing,
VALUE FOR SERVICE RESIDENTIAL PROPERTY TAX 2017 Results for the Community Value for Service: Residential Property Tax The City of Fredericton prides itself on being a smart, sustainable city offering a
Innovative and Vital Business City An Innovative City means promoting Melbourne as a smart, creative and progressive city. Innovation is critical to the continued development and prosperity of the City.
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,
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
City of Marion Business Plan 2016-2019 CONTENTS WELCOME FROM THE MAYOR 1 COMMUNITY VISION - TOWARDS 2040 2 OUR PURPOSE, VISION, MISSION AND VALUES 3 LIVEABLE 4 VALUING NATURE 7 ENGAGED 10 INNOVATIVE 12
Oregon John A. Kitzhaber, M.D., Governor Department of Land Conservation and Development 635 Capitol Street NE, Suite 150 Salem, Oregon 97301-2540 Phone: (503) 373-0050 Fax: (503) 378-5518 www.oregon.gov/lcd
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
Request for Applications to Host a Citizens Institute on Rural Design Workshop in 2018 INTRODUCTION The Citizens' Institute on Rural Design (CIRD) connects communities to the design resources they need
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
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
ADRIAPOL INSTITUTE Jorgest Kovaci Enterprise Division - ADRIAPOL INSTITUTE email@example.com Creative Business Incubator Center s Network The Project What is a Creative BIC Objectives Services Industries
Plan for A THRIVING MIDDLE GEORGIA Regional Opportunities and Action Items Part II January 20, 2015 Update since January 8 Meetings continue in each of the 11 counties. 5 meetings remain. Topics include:
East Jackson Revitalization Strategy Public Meeting April 20, 2010 Tonight s Meeting Agenda 5 minutes Introductions ti n 5 minutes Background about the CRA 15 minutes What We ve Learned Thus Far 30 minutes
Community Assets Grant Grant Guidelines July 2018 Impact Area: Quality of Place To promote well-being, foster civic pride, drive tourism, and attract, retain, and mobilize creative talent and innovative
Report to the Community 2017 was a pivotal year for the Buffalo Niagara Medical Campus with the opening of the John R. Oishei Children s Hospital and the new home of the UB Jacobs School of Medicine and
1 Imagine Central Arkansas 671,459 Residents 22% of Arkansans 2 Presentation Overview Why Jump Start? Imagine Central Arkansas, Jump Start What are the elements? Development, Economics & Policy How does
Position Description January 2016 OVERVIEW PRESIDENT AND CEO Local Initiatives Support Corporation (LISC) is the nation s largest private, nonprofit community development intermediary, dedicated to helping
West Philadelphia Artist Residency Request for Qualifications Deadline: 5 p.m., Monday, February 19, 2018 Please email firstname.lastname@example.org with any questions or comments. No phone calls, please. About Neighborhood
The Vaughan Advantage An Address by The Hon. Maurizio Bevilacqua, P.C. Mayor, City of Vaughan To the Vaughan Chamber of Commerce February 16, 2011 As I look around the room, I see many of the people who
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
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,
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
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
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
Department of Planning and Zoning 149 Church Street Burlington, VT 05401 Telephone: (802) 865-7188 (802) 865-7195 (FAX) (802) 865-7142 (TTY) www.ci.burlington.vt.us David E. White, AICP, Director Ken Lerner,
Strategic Plan 2016-2018 Approved by Board of Directors on February 25, 2016 Introduction Summit Artspace is a nonprofit 501(c)(3) organization established in Akron, Ohio in 1991 as the Akron Area Arts
A growth plan for Jena, Louisiana Adopted January 26, 2010 6. MAKING IT HAPPEN 77 6. Making it Happen 78 6. MAKING IT HAPPEN Adopted January 26, 2010 A growth plan for Jena, Louisiana Priority Implementation
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,
Roanoke Regional Chamber of Commerce 2012 Legislative Policies The Roanoke Regional Chamber works on behalf of its members to create a thriving business climate, strengthen private enterprise, and improve
RECREATION AND PARKS DEPARTMENT 12.5 FTE Recreation and Parks Director Facilities Administrator Recreation Administrator Facilities Supervisor Administrative Assist. Recreation Supervisors (5 FTE) Program
CHAPTER IV ACTION PLAN CHAPTER IV: ACTION PLAN This Action Plan represents a step in identifying and funding improvements in the Sonoma Valley elopment Project Area community. The Action Plan sets forth
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
Transportation Demand Management Workshop Region of Peel Stuart M. Anderson David Ungemah Joddie Gray July 11, 2003 Why Transportation Demand Management (TDM)? Demand management measures support a sustainable
CITY OF ANN ARBOR ECONOMIC COLLABORATIVE TASK FORCE REPORT Background Ann Arbor City Council has determined that economic health is one of its key priority areas. Economic sustainability and growth create
MATCHING ASSETS TO COMMUNITY HEALTH 2018 GRANT PROGRAMS REQUEST FOR PROPOSALS Table of contents Our focus on communities MATCH programs Increasing access to and consumption of nutritious foods Promoting
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.
DENVER FOOD ACTION PLAN JUNE 2018 LETTER FROM THE MAYOR June 25, 2018 It is with great pride that I announce the Denver Food Action Plan. This Plan was developed in collaboration with multiple city agencies
Food Enterprise Center Business Plan Executive Summary Freeport, Illinois December, 2014 The Food Enterprise Center supports food entrepreneurs and farmers to sustainably grow the regional economy. The
Implementation s & Initiatives 2013 Strategic Economic Development Adopted by the Prince George County Board of Supervisors November 2013 Prepared by Management Analysis, Incorporated BUSINESS ATTRACTION
The Adelaide City Council invites engagement from the community about Draft 2013-14 Project Summary The Adelaide City Council is inviting comment on its draft 2013-14. This document sets out the objectives
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,
The scope of work for the Truckee West River Site Redevelopment Feasibility Study will be undertaken through a series of sequential steps or tasks and will comprise four major tasks as follows. TASK 1:
ACTION PLAN JULY 2017 01 Introduction 02 Community Engagement 03 Town Centre Action Plan 04 How to Executive Summary The Mount Hawthorn Hub is a positive and pro-active organisation that aspires to make
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
Metcalf Shawnee Mission Parkway Bus Corridors Transit Improvements Public Information Plan Prepared by 1 Plan Purpose The public information plan for the Metcalf Avenue/Shawnee Mission Parkway Bus Corridor
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
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