Final Draft Report-12/12/2012

BIG SPRING ECONOMIC DEVELOPMENT

COUNCIL

Strategic Plan

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December 2012Introduction

The Big Spring Economic Development Council, working closely with Christopher Gulotta of The Gulotta Group, LLC, completed work on this strategic plan in the fall of 2012. The Council, which is composed of representatives from the Borough of Newville, North Newton Township, and West Pennsboro Township, has been charged with coordinating communication among and between the jurisdictions on a variety of initiatives, as well as strengthening overall economic development efforts. Members of the Council include Edward Belden, Dr. Jack Showley, Dave Parthemore, Dan Shaffer, John Wolfe, Dave Hockenberry, and Ellen Ile.

The Council met four times in the fall of 2012, with the overall goal of developing a strategic vision and mission for the organization that would guide the efforts of the Council moving ahead.

Vision and Mission

In thinking about the vision and mission of the organization, members were encouraged to think specifically about the Big Spring area. In response to the question, “By 2022, the Big Spring region will be….” The following vision for the region was crafted:

By 2022, the Big Spring region will be a recognized, proud, and thriving region, with strong population and economic growth, featuring many new and existing businesses which provide quality goods and services for a burgeoning residential population.

In the context of this regional vision, the Big Spring Economic Development Council developed a vision for its organization that set forth the role of the organization in seeing the regional vision realized:

The vision of BSEDC is to champion change consistent with the high quality of life of the region. In doing so, BSEDC will provide leadership and direction for new and sustained economic and residential growth in harmony with our heritage.

The vision statement emphasizes BSEDC’s leadership and advocacy role while acknowledging the close relationship between sustained economic growth and the residential growth of the region. Simply put, in an ideal

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world people live as near as possible to jobs that pay family sustaining wages.

The purpose or mission of the organization is a more specific statement about what the organization wants to be. The mission statement developed by BSEDC as part of this process follows:

The mission of BSEDC is to serve as the economic development arm of the participating municipalities. In doing so, BSEDC will take a forward-looking and proactive approach to strengthening partnerships between the business community, local government, and community residents, with the overarching goal of making the Big Spring region the premier area to live, work, and grow a business.

Mission statements are important for a number of reasons, as illustrated by the BSEDC mission statement. They emphasize the constituency that the organization serves, and the organization’s plan for achieving its goals. In this mission statement, BSEDC is identified as an arm of the three participating municipalities; however, in order to achieve its goals, BSEDC will need to partner with residents and businesses, as well as the municipalities, always keeping in sight the goal of making the region highly desirable.

Strengths, Weaknesses, Opportunities and Threats

An interim step occurred before BSEDC formulated is goals and objectives. This was an assessment of the strengths, weaknesses, opportunities, and threats of the region, as well as those of organization itself. Appendix A and B include this information.

For summary purposes, it is noteworthy that the region has many attributes, including: a high quality of life; municipalities that are pro-business; and good infrastructure, including close access to interstate highways and the availability of water and sewer. In noting weaknesses, Council members remarked that there is negative stereotyping of the area, mainly by people who do not live or work in the region. There is also a need for different housing options, particularly for people who have been recently employed at major businesses in the region, such as Office Depot.

There are numerous opportunities for the region looking ahead. One involves capturing some of the disposable income from residents of the region who currently shop exclusively in Carlisle and Chambersburg. Another possibility is to parlay the Rails-to-Trails expansion as an economic

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generator that could result in new businesses, such as bicycle shops, outfitters stores, and causal restaurants. In identifying weaknesses, Council members noted that the area, like many smaller rural areas can be resistant to change.

In the next step of the process, Council members went through a similar exercise in identifying strengths, weaknesses, opportunities and threats related to the BSEDC organization itself. Strengths included the fact that current Council members work well together and are engaged, enthusiastic, and committed to the goals of the organization. Among weaknesses noted were better consensus on the vision for the organization, and a lack of funding for organizational initiatives.

Opportunities related to the organization suggested by BSEDC members include more engagement of residents in the work of the organization, and the development of a committee structure to carry out various initiatives. The lack of municipal support was seen by some on the Council as a possible threat at some point in the future, as new people assume elected office at the local government level; however it was emphasized that currently elected municipal officials are highly supportive of the organization.

Goals and Objectives

The overarching purpose of the organization, as stated in the mission statement is to make the Big Spring region the premier area to live, work, and grow a business. Council members indicated they would accomplish this mission by focusing on the following goals:

Listen to the Business Community Develop Initiatives to Retain Businesses Encourage Community Involvement Educate the Community About the Positive Attributes of the Area Anticipate Infrastructure and Other Improvements Necessary to

Promote Business and Residential Development Advocate for the Region in General and for New Business in Particular

Goal: Listen to the Business Community

Effective two-way communication with the business community has been one of hallmarks of the Council to-date. Council members suggested a number of ideas related to this goal moving forward:

Continue to reach out to business owners on a one-to-one basis, in order to provide support and encouragement.

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Organize occasional “mixers” to give business people the opportunity to network.

Host town meetings on issue of critical importance. Develop a speakers bureau to share information about BSEDC and its

work. Continue the monthly business recognition program.

Goal: Develop Initiatives to Retain Existing Businesses

Business retention is often an overlooked, but critical piece of any effective economic development program. To this end, the Council members suggested the following initiatives:

Compile a Big Spring Area business directory. Develop an annual calendar/placemat featuring businesses. Develop a Buy Local Program to encourage area residents to spend

their dollars at area businesses. Develop a workshop designed to help entrepreneurs market their

businesses (and sell direct) on-line. Develop a wireless internet network in the Newville Town Center, to

encourage business development and grow the customer base.

Goal: Encourage Community Involvement

Greater community involvement will be needed to accomplish the overarching goal of making the region the premier area to live, work, and grow a business. Ideas suggested by Council members that relate to this goal include:

Develop a regional project such as a Route 641 Heritage Trail, to include support from area residents as well The Cumberland Valley Visitor’s Bureau.

Develop an annual award program (with substantial volunteer support) to recognize new businesses/outstanding longer term businesses.

Goal: Educate the Community about the Positive Attributes of the Area

As mentioned earlier in the report, there has been some negative stereotyping of the region. To counter this, members of Council suggested the following initiatives:

Continue/expand special events (such as the community parade).

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Distribute a brochure about the organization’s purpose. Develop a short video to be used for speaking engagements. Participate in the high school’s Career Day, using the short video. Establish a sub-committee to work with municipalities in luring major

business prospects, such as Unilever.

Goal: Anticipate Infrastructure and Other Improvements Necessary to Promote Business and Residential Development

While the area’s infrastructure is generally sound (as indicated earlier in this report) there are some areas which the Council identified for addressing in the future:

Explore the feasibility of public transit. Improve the local road system, especially key intersections. Preserve open space for future recreational use. Bring Rails-to-Trails closer to the Newville Town Center. Improve internet service in more remote areas of the region. Approach PPL about the need for heavy duty electric service (3

phase/220 service) for major business users. Attract facilities that support major businesses (hotels, meeting

rooms, B&Bs, casual fine dining establishments, etc.)

Goal: Advocate for the Region in General and for New Business in Particular

This goal reflects the role mentioned in BSEDC vision statement about championing change and providing leadership. To this end, Council members indicate that the following would be appropriate:

Hold an annual outreach meeting with the state and federal legislative delegation.

Strengthen BSEDC’s relationship with the Cumberland Area Economic Development Corporation, including The Cumberland Valley Visitor’s Bureau.

First Year Action Plan

The final step in the planning process was for Council members to develop an annual action or work plan that reflects specific activities related to the proposed goals; this document is found in Attachment C.

For the purpose of the action plan, several closely related goals were combined. For example, Encourage Community Involvement and Educate the Community have been combined in the work plan. Also, two other

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goals, Anticipate Infrastructure Improvements and Advocate for the Region have been combined and renamed: Ramp Up Efforts to Encourage Business and Resident Development.

The action plan lists: each goal; the objectives under the goal; the Committee to which the goal(s) and objective(s) should be assigned; the time frame for accomplishing each goal; required resources, and measurements of success. In order to remain relevant, this document will need to be updated by Council on an annual basis.

Conclusion

The completion of the strategic plan gives the Big Spring Economic Development Council the direction needed to become a driving force in the economic development of the region. Through its various roles as champion, leader, and organizer, in addition to the commitment of the Council members, the Big Spring Economic Development Council will become a catalyst for innovative and sustained economic growth in harmony with the region’s rich heritage.

Attachment A

Big Spring Region

Strengths, Weaknesses, Opportunities, and Threats

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Strengths of the Region Proximity of Pristine Natural Resources Rural Appeal Desirable Core Values Pro-Business Receptiveness of Municipal Government High Speed Internet Quality Traffic Network (81/76) Availability of Water for Pleasure/Business Use

Weaknesses of the Region

Lack of Attention From State and County Government Lack of Varying Housing Products, Such as Townhomes Poor Cell Phone Service Rt 641 Through Borough is too narrow Perceptions

o High povertyo Low self-esteemo “Backwoods”

Inadequate Number of Bridges to Cross Many Streams Need for Greater Community Involvement (Especially Outside of Core Communities)

Opportunities for the Region

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Niches for Professional Offices (Lawyers, Doctors, Accountants, etc.) Additional Parks and Rails-to-Trails Services/Retail Establishments for Bikers/Walkers, e.g., Bike Shop, Fishing Shop Regionalization of EMS, Fire (Joint Purchasing, etc.) Further Assimilation of Green Ridge Village Capture of Disposable Income Currently Leaking to Carlisle and Chambersburg

Threats to the Region Occasional Insensitivity of Elected Officials to the Concerns of Business Hostility By Some to the Expansion of the Trail or Other Recreational Features Resistance to Change Questioning of the Use of Public Funds to Incentivize Business Negative Impact on Water Quality Caused by Chicken Farms and the Use of Fertilizer

Attachment B

Big Spring Economic Development Council

Strengths, Weaknesses, Opportunities, and Threats

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Strengths of BSEDC Collegiality Flexibility/ Relaxed Structure Apolitical Varied Experience Levels/Backgrounds Open Sharing of Information by Municipalities Engaged, Enthusiastic, Committed Board

Weaknesses of BSEDC Lack of Vision for the Organization Lack of Identity for the Organization Lack of Funding/Expertise to Obtain Financial Support Inadequate Committee Structure/Personnel Necessary to Tackle all Tasks Need for Signature Project (Family $?)

Opportunities for BSEDC Develop Committee Structure Tap Into Skills Sets of Area Residents for Board/Committees Develop Implementation Plan to Carry out Mission

Threats to BSEDC Inadequate Sustainable Funding to Accomplish Mission Potential Lack of Support from Participating Municipalities in the Future Potential Questioning as to the Need for the Organization (in the Future)

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Future (not current) questioning about whether organization is necessary

Attachment C

Annual Work Plan

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