FY2017-2019 STRATEGIC BUSINESS PLAN - mecknc.gov Business... · partners to better promote ......
Transcript of FY2017-2019 STRATEGIC BUSINESS PLAN - mecknc.gov Business... · partners to better promote ......
STRATEGIC BUSINESS PLAN:
First Ward Park
Charlotte
MSC-Sid Tools
Davidson
OUR
The Economic Development Department will enable a
bright future for all Mecklenburg County residents by
creating a globally competitive region that stimulates
business vitality and enhances the quality of life in our
communities and neighborhoods.
OUR
The Economic Development Office will create vitality
and quality of life through five critical areas:
• New & Existing Business Growth
• Small Business & Entrepreneurial Growth
• Strong Communities & Neighborhoods
• Workforce Development
• Tourism, Arts and Culture
STRATEGIC BUSINESS PLAN: ECONOMIC DEVELOPMENT OFFICE
3 Mecklenburg County FY2017-2019 Strategic Business Plan
OUR ENVIRONMENT
WHAT WE DO
The Economic Development Office is a small operation
with big responsibilities and a big vision for growing the
opportunities available to Mecklenburg County residents.
By partnering with several internal and external agencies,
the EDO helps the County and the Board of Commissioners
take proactive steps to help attract and retain jobs and –
in the future – help small and high growth companies
thrive, help provide pathways for economic mobility and
strengthen the resiliency of the local economy
JOB ATTRACTION AND COMPETITION
While the great Recession of 2008 is behind us, the growth
of jobs and income has been uneven across the country. As
the companies that are growing and expanding seek to
establish new operations, the competition to attract those
jobs has never been stronger between cities, regions and
states.
While Mecklenburg County has several competitive
advantages, the financial incentives offered by other
communities are helping them overcome some deficits.
Mecklenburg County faces a unique challenge in that a
portion of its surrounding metropolitan region lies in
another state, creating intense hyper-local competition for
jobs and investment. Moreover, most large scale job
creation projects are most influenced by state incentive
packages which have faced strong headwinds recently in
North Carolina. The EDO must remain strong partners with
its sister agencies to provide comprehensive packages to
attract growth.
GROWING LOCALLY
The main focus of the EDO for many years has simply been
on job attraction. Given the competitive environment for
these jobs, Mecklenburg County must seek ways to grow
businesses that already exist and to help new businesses
grow and get off the ground. Additionally, Mecklenburg
County must ensure that its residents have the skills and
background to capitalize on opportunities for economic
mobility. It must also strive to maintain a good balance of
jobs that provide a wide range of entry points and options
for the current workforce and the generations that will
follow it.
This means an “all of the above” strategy. Whether it’s the
crew foreman looking for resources and assistance in
starting their own landscaping service or an engineer with
a ground breaking idea that needs nurturing to become a
high growth enterprise, locally grown jobs will strengthen
Mecklenburg County’s ability to provide opportunity and
the resilience to whether future national economic
downturns.
HOW DO WE GET THERE?
To get to this “All of the above” strategy, the EDO is
working with the Board of County Commissioners
Economic Development Committee to complete an
Economic Development Policy with five focus areas:
➢ New & Existing Business Growth ➢ Small Business and Entrepreneurial Growth ➢ Work Force Development ➢ Strong Communities and Development ➢ Tourism, Arts and Culture
STRATEGIC BUSINESS PLAN: ECONOMIC DEVELOPMENT OFFICE
4 Mecklenburg County FY2017-2019 Strategic Business Plan
OUR GOALS
The goals of the EDO are directly related to establishing new programs for growing the
economy from within the County by preparing the workforce for new opportunities,
helping local entrepreneurs thrive and developing strong communities.
GOAL 1: Promote job growth, diversified employment opportunities and new capital
investments throughout Mecklenburg County:
Mecklenburg County will expand and enhance its job attraction, and retention and
expansion programs to provide a diverse array of employment opportunities and
economic mobility for its residents.
GOAL 2: Promote job growth through creation of small business programs and
entrepreneur programs:
Mecklenburg County will promote economic diversification and long term job growth for
citizens by designing programs to help incubate and grow new companies and ventures
locally.
GOAL 3: Implement a program that bridges gaps in workforce development training
initiatives:
This program will help prepare Mecklenburg citizens to secure jobs that promote
economic mobility. The program will assist job seekers with gaining the skills sought by
employers while at the same time helping employers connect with the job seekers that
are ready today.
GOAL 4: Implement a centralized contract management system for grants:
EDO staff will move from time consuming manual bookkeeping to a robust system that
allows for evaluating the successes of the grants historically and for better targeting of
prospects in a competitive environment.
GOAL 5: Promote the growth of Minority, Small and Women owned Business Enterprises
through County contracting and purchasing processes:
Mecklenburg County will encourage the growth and formation of MWSBEs through its
significant purchase and contracting expenditures to broaden economic mobility.
Midtown Metropolitan
Charlotte
The EDO programs will
affect not just job counts
and total tax base, but help
broadly diversify the
economy and provide
economic mobility
opportunities.
Siemens Energy
Charlotte
STRATEGIC BUSINESS PLAN: ECONOMIC DEVELOPMENT OFFICE
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DIRECTOR’S MESSAGE
Mecklenburg County has embarked on a new journey to be a more direct actor in steering its own growth, expanding
economic diversity, and providing new opportunity for economic mobility for its 1,000,000+ residents. While
undertaking these new directions, the County reaffirms its commitment to providing opportunities to small, women
and minority owned business through its corporate purchasing and contracting.
The EDO staff and I are excited to be charged with leading this new direction for Mecklenburg residents and look
forward to developing new policy and program options to create positive impacts for all households and businesses.
It’s time to roll up our sleeves and dive in to the work of economic development!
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GOAL 1: Promote Job Growth, Diversified Employment Opportunities and New Capital Investments throughout Mecklenburg County
Objective 1: Attract new investment to diversify and expand the number of jobs for residents
Strategy A Update current Business Investment Program and rebrand as “Grow Mecklenburg” to remain
competitive with peer cities
Actions 1) Review and update program to ensure it is competitive with peer cities and solicit adoption of
program by Board of County Commissioners
2) Brand and promote Grow Mecklenburg with partners and site consultants (FY17)
3) Develop strong online presence to enable consultants and others to easily access Mecklenburg
County programs and apply on-line (FY18)
Total associated costs: FY 2017 – FY 2018 $0
Human Capital
Information Technology
Develop web presence and online application tool for program (FY 2017)
TBD
Communications
Assets/Facilities
Other Printed collateral material
Performance Measures
◊ Complete BIP rebrand and public communication
Comment The web presence will allow for more streamlined data capture and efficient monitoring of grants
Strategy B Increase cooperative marketing outreaches with State, Regional and local economic development
partners to better promote Mecklenburg to potential investors.
Actions 1) Identify, prioritize and participate in high value marketing efforts with Charlotte Chamber, Charlotte regional Partnership
2) Raise profile of County ED efforts nationally by engaging as a speaker / presenter at industry events and in trade associations
Total associated costs: FY 2017 – FY 2019
Human Capital
Information Technology
Communications
Assets/Facilities
Other
Performance Measures
◊ Increase in trade events attended
Comment Traditionally, Mecklenburg County has allowed regional and local partners to do the heavy lifting in job
attraction efforts. National bets practices have shown approaching leads as true partners makes regions
more competitive.
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GOAL 1: Promote Job Growth, Diversified Employment Opportunities and New Capital Investments throughout Mecklenburg County (cont’d)
Objective 2: Assist existing companies to expand employment and investment in Mecklenburg County Strategy A Increase participation in retention programs with Chamber of Commerce and other partners
Actions 1) Identify resources needed to operate a strong business retention and expansion program
2) Become proactive partner in reconstitution of Business First program
3) Identify key businesses with growth opportunities in Mecklenburg County for high level interaction with County Manager / Commission Chair / ED Committee Chair
Total associated costs: FY 2018 – FY 2019 $142,262
Human Capital ED Specialist – FY18 & FY19 * $134,514; ($67,257 per year)
Information Technology
Lap Top / Monitors / Docking Station / Key Board / Mouse / Tablet (for Director)
$2,000
Communications Desk Phone (included) and Cell Phone and Service $748
Assets/Facilities Office Furniture $5,000
Other
Performance Measures
◊ TBD
Comment *The salary for the Management Coordinator position does not include Benefit Costs. It is anticipated that this position will also assist with business attraction efforts, allowing the Director to spend more time on strategic efforts.
Strategy B Promote local job growth through creation of industry roundtables and associations to promote cooperation and mutual benefit
Actions 1) Research, target and contact specific businesses based on industry cluster growth potential and risk (FY 2018 – FY 2019)
2) Convene meetings and roundtables, provide logistical support and incubation of industry associations.
Total associated costs: FY 2018 – FY 2019 $10,500
Human Capital
Information Technology
Communications
Assets/Facilities
Other Meeting expenses and sponsorships. $10,500
Performance Measures
◊ TBD
Comment Economic gardening – or helping local businesses grow - has been shown to be more cost effective than
simply attracting new investment. This is a new policy area for the County and requires boots on the
ground staffing traveling to meet, gain trust and assist local businesses.
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GOAL 2: Promote Job Growth through Creation of a Small Business Program and Entrepreneur Programs Objective 1: Foster economic growth through increasing both the number and the variety of businesses in Mecklenburg County Strategy A Assess and define the spectrum from traditional small businesses to high growth entrepreneurs in
Mecklenburg to better provide support for each category
Actions 1) Research national literature and best practices in defining entrepreneurship spectrum
2) Collaborate with industry experts to identify a comprehensive listing of existing local support services.
3) Engage and inform the Board of County Commissioners (BOCC) of spectrum nuances to better inform the policy making process.
Total associated costs: FY 2017 $0
Human Capital
Information Technology
Communications
Assets/Facilities
Other Refreshments and space costs for series of meetings, speaker fees.
Performance Measures
◊ TBD
Comment This first step is crucial developing a strong set of policies. Often programs in this area designed to be a one size fits all and wind up fitting none. To be successful, the BOCC and other stakeholders must have a firm grasp of the spectrum and needs of emerging businesses.
Strategy B Implement Small Business Strategy by Mid FY 2017
Actions 1) Survey and catalog existing small business programs
2) Assess efficacy of programs and identify strengths and opportunities of each
3) Identify potential policy options to address gaps in small business support ecosystem
4) Develop and implement appropriate policies to promote small business growth
Total associated costs: FY 2017 – FY 2019 $325,693.20
Human Capital ED Specialist – FY17-FY19 $103,696 per yr (9 month - FY17 = $77,772 /
full for FY18 & FY19 = 207,392) ED Specialist – FY18-FY19 $102,805.20 per yr (10 month - FY18= $85,671 & Full FY19= $102,805.20)
* $207,392 $102,805.20
Information Technology
Lap Top / Monitors / Docking Station / Key Board / Mouse
$4,000
Communications Desk Phone (included) and Cell Phone & Service $1,496
Assets/Facilities Office Furniture $10,000
Other
Performance Measures
◊ Partner with external agencies in a range of activities to promote “economic gardening”.
Comment *Salary for Management Coordinator does not include Benefit Costs. **(More than 50% of the US workforce is employed by a company with less than 50 employees. Ensuring robust support for small businesses and entrepreneurs is a cost effective way to stimulate job growth and a resilient local economy.
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Strategy C Implement Entrepreneurial / High Growth Program by end of FY18
Actions 1) Survey and catalog existing entrepreneur / high growth ventures
2) Assess efficacy of programs and identify strengths and opportunities of each
3) Identify potential policy options to address gaps in entrepreneur / high growth ventures support ecosystem
4) Develop and implement appropriate policies to promote entrepreneur / high growth ventures growth
Total associated costs: FY 2017 $
Human Capital
Information Technology
Communications
Assets/Facilities
Other
◊ Partner with external agencies in a range of activities to promote “economic gardening”.
Comment
STRATEGIC BUSINESS PLAN: ECONOMIC DEVELOPMENT OFFICE
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GOAL 3: Broaden the Reach and Effectiveness of Public and Non-Profit Workforce Development Programs Objective 1: By FY 18, Provide coordination of and enhancements to workforce development efforts
to bridge service delivery gaps in to increase economic mobility and access to jobs
Strategy A Ensure that citizens utilizing County programs are being supported in efforts to find employment
opportunities
Actions 1) At the direction of the County Manager’s Office collaborate with County departments and agencies to identify all workforce & job readiness programs and assess their strengths and opportunities
2) Solicit feedback from County services clients to identify gaps and strengths in workforce readiness
3) Conduct national best practices research to benchmark County performance
4) Leverage industry connections through EDO and its economic development partners to augment County wide efforts
Total associated costs: FY 2018 – FY 2019 $1,500
Human Capital
Information Technology
Communications
Assets/Facilities
Other Survey tool for County clients $1,500
Performance
Measures
◊ TBD
Comment
Strategy B Grow workforce development efforts with non-County agencies and private partners
Actions 1) Benchmark national best practices for public private partnerships in increasing workforce readiness and workforce connections
2) Identify high impact policy and program opportunities in Mecklenburg for adoption by BOCC
3) Collaborate with policy and program partners to implement opportunities.
Total associated costs: FY 2018 – FY 2019 $149,762
Human Capital Economic Development Specialist – FY19 * $134,514; ($67,257 per year)
Information Technology
Lap Top / Monitors / Docking Station / Key Board / Mouse
$2,000
Communications Desk Phone (included) and Cell Phone & Service $748
Assets/Facilities Office Furniture $5,000
Other Meeting / sponsorship costs $7,500
Performance Measures
◊ TBD
Comment *The salary for Management Coordinator does not include Benefit Costs
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GOAL 4: By FY 2018, Implement a Centralized Contract Management System for Grants Objective 1: To increase timely and accurate tracking and reporting of information and activity
Strategy A Document completeness of existing files to ensure accurate tracking
Actions ◊ 1) Catalogue existing files 2) Verify electronic files and/or inventory 3) Inventory paper files 4) Verify that there are no missing files 5) Share catalog with Partners 6) Complete files 7) Make a master list of needed documents 8) Obtain missing copies of documents
Total associated costs: FY 2017
Human Capital
Information Technology
Communications
Assets/Facilities
Performance
Measures
◊ Complete review of existing files to ensure accuracy
Comment
Strategy B Build, implement and operate a database to accurately track activity and contracts.
Actions ◊ 1) Determine necessary and relevant data points 2) Conduct round table discussions with OMB (Office of Management Budget) and Finance 3) CMO expectations 4) Map and develop architecture of database 5) Consult with OMB and IT 6) Draw it out 7) Populate Database 8) Link data to create alerts 9) Test and run reports 10) Inform Grant recipients of status 11) Generate letters / documents off data
Total associated costs: FY 2017 $TBD
Human Capital
Information Technology
Research options for leveraging existing County resources such as Amplifund utilization.
Communications
Assets/Facilities
Performance
Measures
◊ Average time to verify contract payments
◊ Average accuracy of projection per grant payment made
Comment
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GOAL 4: By FY 2018, Implement a Centralized Contract Management System for Grants (cont’d) Objective 1: To increase timely and accurate tracking and reporting of information and activity
(cont’d)
Strategy C Streamline increment calculation for more accurate budget projections
Actions ◊ 1) Develop automated system for annual assessment verification 2) Meet with Assessors (and IT???) 3) Determine any Technology needs 4) Supply PID’s and BPP ID’s (Property ID’s and Business Property ID’s) 5) Integrate assessment data into existing data 6) Import clean data to database 7) Automatically calculate incremental differential
Total associated costs: FY 2018
Human Capital
Information
Technology
Communications
Assets/Facilities
Performance
Measures
◊ Average accuracy of projection per grant payment made
Comment
Strategy D Streamline employment and wage verification for grant performance verification
Action ◊ 1) Explore potential NCDOR (NC Department of Revenue) Electronic data sharing
Total associated costs: FY 2018
Human Capital
Information
Technology
Communications
Assets/Facilities
Performance
Measures
◊ Coordinated with DOR to streamline verification process
Comment
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GOAL 4: By FY 2018, Implement a Centralized Contract Management System for Grants (cont’d) Objective 1: To increase timely and accurate tracking and reporting of information and activity
(cont’d)
Strategy E Develop analytic report templates for Commissioners and Public
Actions ◊ 1) Determine useful data points 2) Survey BOCC, CMO, External Partners 3) Develop relational connections in database 4) Create report to analyze connections 5) Review data and put plan in place
Total associated costs: FY 2018
Human Capital
Information
Technology
Communications
Assets/Facilities
Performance
Measures
◊ Developed reports for Commissioners and public
Comment
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GOAL 5: Promote the Growth of Minority, Small and Women Owned Business Enterprises through the County Contracting and Purchasing Processes Objective 1: Broaden awareness of M/W/SBE utilization benefits Strategy A Establish training for County employees
Actions 1) Develop M/W/SBE webinar (learning center) training for all County employees engaged in purchasing and procurement. 2) Have County Manager recognize outstanding diversity & inclusion efforts by county employees in contracting and procurement 3) Establish a training for new supervisors through the current Supervisors for Success Program
Total associated costs: FY 2018-2019 $TBD
Human Capital
Information
Technology
$TBD
Communications $TBD
Assets/Facilities
Other
Performance
Measure
◊ Developed training for County employees
Comment
Strategy B Organize an outreach and promotion strategy by which diversity and inclusion is shared with County employees and with MWSBEs
Action(s) 1) Create marketing materials 2) Enhance web page presence 3) Establish community programming with discrete parts of MWSBE community 4) Continue to attend and advise the Small Business and Entrepreneurship Advisory board meeting on marketing trends (FY17) Note: the board is working on how Mecklenburg County can use what is currently in the area.
Total associated costs: FY 2018-2019 $15,000
Human Capital
Information
Technology
Communications
Assets/Facilities
Other Meeting Costs and collateral material $15,000
Performance
Measure(s)
◊ Executed MWSBE outreach and promotion strategy
Comment
STRATEGIC BUSINESS PLAN: ECONOMIC DEVELOPMENT OFFICE
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GOAL 6: Maintain Environmental Sustainability of Operations
Objective 1: Adhere to environmentally preferable purchasing (EPP) guidelines
Strategy Monitor department practices to ensure adherence to environmentally preferable purchasing (EPP)
guidelines
Actions ◊
◊
FY 2017
• Identify a department representative to work with the County’s Sustainability Manager to track and
meet the department’s environmental goals
FY 2017 – FY 2019
• Educate department employees on the importance of adhering to the County’s environmentally
preferable purchasing (EPP) guidelines
• Enforce the department’s adherence to the County’s EPP guidelines by monitoring purchasing
habits
• Embrace new and innovative opportunities for improving the environmental-friendliness of the
department’s purchasing habits When making purchasing decisions, consider the full cost of the
products—environmental, social, and economic
Total associated costs: FY 2017 – FY 2019 $0
Performance
Measures
◊ Dollars spent on recycled paper / Dollars spent on all paper purchases
◊ Dollars spent on environmentally preferable office supplies / Dollars spent on all office supplies
◊ Dollars spent on remanufactured printer cartridges / Dollars spent on all printer cartridges
Comments
STRATEGIC BUSINESS PLAN: ECONOMIC DEVELOPMENT OFFICE
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GOAL 6: Maintain Environmental Sustainability of Operations (cont’d)
Objective 2: Provide employees with opportunities to learn about and practice environmentally-
friendly activities (via the County’s Work Green program)
Strategy Support employee involvement in environmentally-friendly activities (via the County’s Work Green
program)
Actions ◊
◊
FY 2017
• Identify a department representative to work with the County’s Sustainability Manager to track and
meet the department’s environmental goals
FY 2017 – FY 2019
• Educate department employees on the importance of participating in the County’s Work Green
program
• Educate department employees on opportunities to participate in the County’s Work Green
program—via educational opportunities (i.e. Lunch & Learns), volunteer opportunities, alternative
commuting (i.e. carpooling, mass-transit, walking, or cycling), and other unique employee
engagement campaigns
• Enforce the department’s participation to the County’s Work Green program by consistently
monitoring performance
Total associated costs: FY 2017 – FY 2019 $0
Performance
Measure
◊ Total number of Work Green credits earned by the department’s employees
Comments