Partnership Gwinnett 2012-2016 Report Card · » Leverage the Health Care and Life Sciences Council to conduct a leakage analysis of Gwinnett ounty’s health care services employment

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4 Evaluate CRM software suites and assess benefits of purchasing software 10/1/2012 3/31/2013Developed Access database in-house for Projects & Existing Industry Visits.

5 Purchase software (if evaluation is positive) 1/1/2013 6/30/2013

6

Design accompanying protocols and target plans for BDMs

» Leverage data-intensive outreach to optimize existing-business visits, follow-up

protocols, and pursuit of attraction prospects identified through discussions with

key executives.

» Maintain a database of prospective target markets and firms built from existing

company contacts and ongoing market research.

> Ensure that companies in the business-calling program are aware that providing

information on buyer-supplier networks will aid in critical cluster-building strategies

and benefit all sector firms.

» Capitalize on business visitations to better inform workforce development and

training programs and processes in Gwinnett institutions.

1/1/2013 9/30/2013

Developed a plan to reach target of 50 existing industry visits per year, per project manager;

Revising Industry lists to reflect NAIC codes that are aligned with the PG 2.0 Plan; Scheduled

quarterly project manager meetings to regularly monitor progress toward reaching existing industry

visit target. Developed informational materials and additional online component highlighting

resources and services available to existing companies.

Visited with more than 150 target industry existing companies. Developed survey to reach an

additional 200 companies. Completed

summary analysis of 156 Existing company visits conducted in 2012.

Implemented Broker Challenge program to use as a tool to increase introductions to existing

companies. produced report

summarizing 2012 existing industry visits, trends and challenges. Completed 110 existing

company visits in 2014.

Began development of target companeis for 2014 company visits.

Working with community partners to develop economic development breakfast series focused on

community initiaties and trends that impact economic developemnt and would be of interest to

existing company leaders.

Hosted first Economic Development Breakfast focused on Gwinnett Place area and projects. More

than 170 people including many area business owners and employees attended. 25 EIVs conducted

and/or planned for Q4. Hosted tax credit informational breakfast for existing companies attended by

35 people representing 20+ companies in Gwinnett.

Partnership Gwinnett 2012-2016 Report Card

GOAL 1: Comprehensive Economic Development

1.1 Optimize efforts to retain, expand and leverage existing Gwinnett County businesses.

1.1.1 Refine and refocus Partnership Gwinnett’s existing industry program to create a more effective process to measure, discuss, and report existing-business visits.

1Status Color Code: Green - Completed Yellow - In-progress/On-going

Red - Not started Purple - Changed/Modified

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7

Enhance reporting and feedback channels with Target Councils and Workforce

Committee

» Provide time-critical attention to competitive issues and opportunities identified

through the business-calling program, working with Gwinnett’s full network of

partners to promptly address policy, infrastructure, and business-climate issues.

1/1/2013 9/30/2013

Technology Council Executive Strategy Session held on March 1, 2012. The meeting consisted of 40

technology executives discussing in a roundtable format the issues, challenges and opportunities of

the local industry. These issues will be used to drive the technology council's committees for the

remainder of 2012. Manufacturing & Supply Chain Executive Strategy Session was held June 22,

2012. The results of this discussion were used to launch two new task forces under the

Manufacturing & Supply Chain Council. Technology PM attended regional digital entertainment

coalition hosted by Turner and TAG to discuss upcoming "regional" initiatives and policies to support

the growth of this niche technology sector. The Workforce/Education Task Force under the MSC

Council is meeting actively and is launching initiatives to promote manufacturing as a career path.

MSC Council is working closely with United Way Career Ready partnership. Itech is pilot training

company. MSC project manager is partnering on outreach and promotion to other companies.8

9 Outreach to regional entities with expertise in supply chain mapping 4/1/2012 9/30/2012Georgia Tech, AGCO and Deutz Corporation were all members of the Supply Chain Mapping Task

Force, which held its final meeting on April 17, 2013

10 Identify coordinating body for supply chain mapping 4/1/2012 9/30/2012Included in the Supplier Networks Task Force final report is a recommendation to work with an

outside entity on any supply chain mapping initiative.

11 Purchase supplier-buyer database and mapping services 7/1/2012 12/31/2012This item will be evaluated as part of any supply chain mapping project undertaken in collaboration

with an outside entity.

12 Begin and sustain mapping of supply chains of key Gwinnett producers. 10/1/2012 OngoingIncluded in the Supplier Networks Task Force final report is a recommendation to work with an


13

Create supply chain maps for target micro-sites

» Consistently update supply-chain maps through information gleaned from

existing-business visits and target sector councils.

» Program identified high-value attraction prospects into Partnership Gwinnett’s

external marketing activities and travel schedule.

» Consider whether an existing Partnership Gwinnett council or, potentially, a new

volunteer committee could help inform the supply-chain mapping process.

1/1/2013 12/31/2013

Included in the Supplier Networks Task Force final report is a recommendation to work with an


14 Calibrate marketing and travel schedules accordingly 10/1/2013 6/30/2014Included in the Supplier Networks Task Force final report is a recommendation to work with an

outside entity on any supply chain mapping initiative.15

1.1.2 Leverage existing-business visits and extensive research to model key Gwinnett County product and services supply chains.

1.1.3 Optimize Target Councils and Forums to best leverage existing businesses in comprehensive cluster-development strategies.



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Outreach to Councils and identification of new member prospects

» Conduct a thorough review of the membership and programming of all Gwinnett

Target Councils and Forums to ensure that they are providing the highest-value

returns for the County’s economy.

> Engage existing Council members in discussions of renewed strategic goals and

action agendas for the Councils and Forums.

- Consider conducting a similar process for the Gwinnett Chamber’s Marketing

Council.

> Ensure that Council membership is representative of all top companies in the

targeted sectors.

- Conduct aggressive outreach to key companies to secure representation on

Gwinnett’s Target Councils.

- Develop and articulate strong value propositions for corporate participation on

the Councils.

4/1/2012 12/31/2012

Technology Council The technology council committees for 2013 are: workforce development,

infrastructure (fiber and power), and business community involvement. Currently consists of 80

member companies/organizations. 60% are target industry companies, 15% service providers, 25%

community partners. Target industry percentage is a major goal this year. Q1 council meeting will

focus on building council goals and mission through strategic planning.

Worked with Healthcare Council to conducted inventory of current membership. The Council

identified multiple new member organizations and will be inviting them to participate during the

summer of 2012. Worked with Healthcare Council to develop an inaugural annual healthcare

summit.

Manufacturing & Supply Chain Council currently consists of 73 member companies/organizations.

55% are target industry companies, 27% service providers, 18% Economic Development Partner

agencies/organizations. We are very satisfied with the balance of target industry and service

provider members and look to maintain it. Attendance at council meetings is now averaging over 40

people, with similar breakdown in attendance between target industry companies and other

organizations as the overall membership figures.

Hosted Q1 Technology Forum featuring speaker on Big Data topic. 75 people participated. Planning

for Q2 Forum featuring NCR, Cisco, GCPS and Time Warner. Hosted Q2 Technology Forum on the

comsumerization of IT, 70+ people attended. Q3 CIO Forum attended by more than 100 people. Q4

Forum scheduled for december 16. Technology PM working on a Tech eco system white paper and

plan for 2015 implementation.

17 Develop talking points supporting Council participation

Ongoing

through end

of Q3 2012

Repeating

again from

7/1/2013 to

6/30/2014New Council materials have been developed and are used for outreach. Continuous improvement

work is being done on all councils by Project Managers

18

» Leverage the Health Care and Life Sciences Council to conduct a leakage analysis

of Gwinnett County’s health care services employment.

> Determine why patients are leaving the County and for what treatments and

services.

7/1/2013 6/30/2014

19Use results as basis for program development, physician attraction, and facilities-

planning4/1/2014 12/31/2014

20

21

1.2 Formalize an effective program to assist entrepreneurs and launch and sustain HIGH-VALUE start-up businesses.

1.2.1 Support promotion of the University of Georgia Small Business Development Center (SBDC) in Gwinnett as the county’s principal support entity for retail and basic services enterprises.



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» Ensure that all potential clients are aware of the SBDC’s services and location.

> Incorporate the SBDC into Partnership Gwinnett-driven internal promotion of

local assets as proposed in Objective 3.6 of this strategy.

» Effectively differentiate the SBDC’s client base from those entrepreneurs

supported by Partnership Gwinnett activities.

1/1/2013 9/30/2013SBDC is prominently listed in Gwinnett Small Business Resource Guide and website, which are

produced by PG. Further, the SBDC is recommended as a resource in all one-to-one meetings with

entrepreneurs, and we promote their classes and other offerings in social media and on our

entrepreneur website.23

24

» Determine the potential to utilize a proven model such as SourceLink as

Gwinnett’s online small-business-assistance tool.

> Assess how Gwinnett County’s Small Business Task Force (1.2.1) and/or

Partnership Gwinnett’s Entrepreneurship Council can contribute to, leverage, and

assist with coordination of SourceLink.

» Outreach to all local small-business development assistance organizations,

chambers of commerce, and other partners to design the SourceLink tool and

promote it to existing and potential Gwinnett small businesses.

1/1/2013 9/30/2013

9/18/2013

PG-produced website went live in Oct 2012 as an interim step to SourceLink evaluation; price quote

for SourceLink puts it out of consideration for the foreseeable future ($48,000 to start and

$11,000/yr to maintain); however, SBDC rep has assembled group from several regional ED entities

to evaluate SourceLink for ATL metro or for state -- first meeting was 11/21/13. Follow up to come.

Additionally, several institutions in the region are exploring a similar tool. Mark Farmer is

participating in these discussions and will report results here as they become available.

25 If pursued: License and develop Sourcelink tool 7/1/2013 6/30/2014 9/18/2013 see item 24

26

Market tool to small businesses in multiple languages

» Translate the SourceLink online portal into multiple languages representing

Gwinnett’s largest international populations.

» Ensure that the Gwinnett SourceLink is promoted on the Gwinnett Chamber,

Partnership Gwinnett, Gwinnett County, and other local websites as well as those

of regional partners.

4/1/2014 3/31/2015

see item 24

27

28

Contract with research entity

» Determine the potential to leverage expertise at the Gwinnett ATDC, Georgia

Gwinnett College, or another partner to produce the white paper.

7/1/2015 12/31/2015

29

Research and write paper

» Vet recommendations from the white paper with key corporate and institutional

entities in Gwinnett with knowledge of R&D dynamics.

10/1/2015 9/30/2016

1.2.2 Develop an online small-business-assistance portal for existing and prospective Gwinnett County entrepreneurs.

1.2.3 Commission a white paper that assesses existing Gwinnett-based research and development (R&D) enterprises and determines how to seed and grow high-end research capacity in the County.



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30» Integrate potential white paper recommendations into Partnership Gwinnett’s

annual legislative priorities and lobbying discussions. 7/1/2016 Ongoing

31

32

Continue collaborating with strategic partners invested in entrepreneurship

» Continue collaborations with efforts of the Gwinnett Chamber’s Business

Institute.

» Continue to leverage strategic partners such as the University of Georgia Small

Business Development Center (SBDC), Sandler Training, GiANT Impact, SCORE, and

minority and foreign chambers to inform the development of Council

programming.

> Ensure programs such as the Amazing Entrepreneur Business Plan Competition is

promoted throughout the entire network of Gwinnett Chamber partners and

member businesses.

> Work with hYPe to offer Gwinnett young professionals the opportunity to engage

the County’s network of entrepreneurs.

» Leverage the Gwinnett ATDC’s Gwinnett Circle networking meetings to advance

the Entrepreneurship Council collaborative efforts.

> Partner with Gwinnett ATDC to determine if Gwinnett Circle can formalize an

entrepreneurial mentoring program.

Ongoing Ongoing

Referrals and collaboration continue between Chamber's Small Business Program and PG. PG

worked closely with ATDC Gwinnett, including the Community Catalyst program (mentoring), ATDC

Gwinnett Circle, and quarterly Entrepreneur Nights until the ATDC discontinued its activity in

Gwinnett in 2014.. Working with SCORE members to enhance the Gwinnett Branch, including

holding Simple Steps modules in the Chamber training space. The 2014 Amazing Entrepreneur

contest conducted in conjunction with the SBDC was completed and planning has begun for the

2015 contest. Quarterly Entrepreneur Council meetings continue. Held Entrepreneur Corner at

Chamber's 2013 Business Expo with four partners, Sage Software, SBDC, SCORE, and The Work Spot.

Gwinnett Angels meetings continue every other month.

33» Develop a one-year curriculum for entrepreneurs that will provide critical

information on human resources, finance, and accountability when completed. 7/1/2013 6/30/2014

In lieu of curriculum, PG is promoting regional resources that teach these topics and collaborating

closely with the Chamber's Small Business Development Director on recently established and

ongoing new programs. A subcommittee of the Entrepreneur Council is developing a Resource

Navigation Tool that will help startups and small businesses at different stages of their growth.

34

Launch high school Amazing Entrepreneur competition

- Include high school students in The Amazing Entrepreneur competition, whether

through participation in the broader competition or the development of a high

school-specific program.

1/1/2013 6/30/2013 Launched Nov 29, 2012; entry age is 13 to accommodate any interested students; future contests

may include a student-specific category if participations levels warrant

1.2.4 Support the growth and development of Partnership Gwinnett’s Entrepreneurship Council.



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Establish Gwinnett Investment Capital Group

» Under the auspices of the Council, establish a formal Gwinnett Investment Capital

Group to coordinate angel and venture capital investment within the County.

> Continue to determine whether Atlanta Angels’ consideration of a Gwinnett

Chapter can be integrated into the Capital Group.

7/1/2013 6/30/2014

The third quarter of 2014 saw the kick off of the Gwinnett Angels (GA), an angel group whose

members have invested more than $200,000 in young companies, with approximately half that

figure directed to Gwinnett startups. The GA is an affiliate chapter of the Atlanta Technology Angels,

a long-time Atlanta metro investment group. ATA board members Lee Waters and Dan King led the

chapter creation, along with key support from Partnership Gwinnett. The team conducted three

exploratory meetings earlier in the year, and then held the first official meeting in September.

Another followed in November. During the exploration phase, more than fifty Gwinnettians

attended meetings, and as of the fourth quarter, the newly formed chapter already has more than a

dozen members and is still growing. Over the course of the year, attendees saw presentations from

eleven companies seeking funding. Meetings are set for every other month throughout 2015.36

37

Assess potential to leverage ATDC for new PG targets

» Consider leveraging BRE efforts to direct local firms to the ATDC to pursue

sponsored-research opportunities and business development with incubated firms.

» Conduct consistent outreach and discussions with incubated ATDC firms to

ensure that they locate in Gwinnett upon exiting the facility.

> Connect incubated firms with Gwinnett corporate and executive networks to

identify potential C-level talent to run ATDC-housed enterprises.

7/1/2014 6/30/2015The ATDC suspended its activity in Gwinnett during 2014. Prior to that, activity included: a speaker

program and after hour networking event (Entrepreneur Night) for entrepreneurs in June 2012.

About 25 participants saw presentation by Warren Bare (founder of Headhunter.net); and again

about 25 in October 2012 with Jim Modak (Suniva CEO); 2013 event feature Founder of CubeVibe, an

HR software company, and Mike Hersh, new General Manager for ATDC. First meeting of 2014 is

scheduled for June 10, with an app developer as speaker.38 Launch and maintain database of incubated ATDC firms 7/2/2014 Ongoing see item 37

39

Connect ATDC firms to business and government resources

> Work with County and city economic development professionals to identify

competitive sites, buildings, and incentive packages to offer to existing ATDC

companies.

1/1/2015 Ongoing

See item 37. Consistent presence of PG staff at ATDC Circle meetings will ensure close relationships

and connection to services as requested; have made multiple business contacts for ATDC companies

over the past several months, including presence at New Company Reception and connection to

private incubator firm, Intelligent Systems

40> Include promotion of the ATDC in targeted Partnership Gwinnett marketing

efforts. 1/1/2015 Ongoing

See item 37. ATDC catalyst Chip Schooler was invited and gave presentation to Gwinnett Technology

Council about the ATDC and Gwinnett Circle initiative; ATDC will be featured in Entrepreneur

Resource Guide and website; Entrepreneur Nights will continue. New Catalyst, K.P. Reddy, is

onboard as of Fall 2013; will continue to collaborate with him.

41

42

1.2.5 Capture development opportunities presented by the Gwinnett ATDC.

1.3 Focus marketing and attraction efforts on Gwinnett’s target sectors and prospect geographies.

1.3.1 Continue to enhance Gwinnett County’s inbound marketing program.



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» Continue effective practices to develop relationships with commercial brokers,

corporate relocation staff, and site selectors.

> Continue to communicate to attendees of inbound events the valuable benefits

of connecting with Gwinnett’s international companies and relationships.

Ongoing Ongoing

Hosted successful informational broker breakfast to review new and ongoing tax incentives. Wright

renewed membership with NAIOP (National Association of Industrial and Office Professionals)

Atlanta Chapter for 2012. Met with and presented Gwinnett

Economic Development strategy to top Atlanta brokers with Studley, Cushman & Wakefield, JLL,

Colliers, Newmark, Knight, Frank & Ellis. Hosted 2012 Broker Bash at GBraves in August 2012.

Developed strategy to enhance communication with real estate industry and increase economic

developement project leads for Gwinnett. Hosted Broker

challenge kick off attended by more than 40 metro Atlanta brokers. Implemented monthly

broker e-newsletter to highlight feature properties, deals and brokers in Gwinnett.

Generated dozens of leads through broker challenge; attended NAIOP and Watkins Center Broker

events; hosted broker event and co-hosted broker lunch with Gwinnett Place CID to feature existing

and feature incentive zones in the County.

Hosted first 2014 Boker event in Buckhead. More than 50 brokers attended. Launched 2014 Broker

challenge.

Continute to develop and disseminate monthly broker email highlighting real estate and economic

developemnt activity in Gwinnett to 500+ brokers representing all major brokerage houses in meto

Atlanta.

Partnered with Gwinnett Place CID to host a broker event highlighting real estate opportunities in

the new Opportunity Zone. Will host 2 additional events in 2014. Reached out to all CIDs to offer a

similar opportunity.

Hosted Gwinnett Place Area broker event in partnership w/ GPCID featruign premier properties in

CID in Buckhead on April 24. 45 brokers attended. Partnered with GVCID to host an event at Eagle

Rock featuring premier properties in GVCID. 40 people attended. Working with Evermore CID to

partner on a similar event scheduled for August 2014. Planning broker event for September 30 in

Buckhead. Visited 9 consultants, brokers in Chicago to explore best practices for metro suburban

communities including marketing, incentives and positioning of the community. Regularly attend



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» Fully leverage continuing opportunities to work with state-level economic

development and utilities partners as well as regional and local chambers of

commerce to expand Gwinnett’s network of economic development “influencers.”

Ongoing Ongoing

Attended Metro Atlanta Economic Developers' retreat 3/17/2012 at Callaway Gardens; Wright

attended Game Developers Conference March 2012 with partners - State of Georgia, Metro-Atlanta

Chamber and GA Power. In 2012 Adrian attended Clean

Tech Conference in March, and InterSolar North America Conference in July with partners- State of

Georgia, Georgia EMC, and Metro-Atlanta Chamber. In 2013 Adrian has attended ProMat show in

Chicago with GDEcD and Electric Cities of Georgia and has participated in GDEcD-led business

development trip to Denmark and Germany. Additional initiatives are in the planning phase.

Hosted State Incentive training for all regional economic development project managers. The full PG

Team attended the 2012 GEDA Annual Conference in Savannah in September.

Project Managers hosted informal check in meetings with multiple partners at Metro Atlanta

Chamber and State of Georgia in February 2014.

Worked with partners at State of Georgia and Georgia Power to lead 2014 update of the Georgia

Gaming Map.

The 2013 existing industry visit trip to Europe was arranged in collaboration with the State of

Georgia office in Munich, and its director, Antje Abshoff, joined us for the duration of our visit. The

2014 trip is currently in its planning stages.

45> Continue broker/developer events at Gwinnett Braves games and identify a

replacement for the AT&T Classic event. 1/1/2013 12/31/2013

Hosted successful Broker relations day with more than 40 participating brokers in August 2012 at

GBraves.

46

> Consider leveraging metro-wide events such as Atlanta-based professional sports

games, major college football games, concerts, festivals, and other activities for

Gwinnett’s inbound program.

7/1/2013 6/30/2014

Champtions Tour Tournament scheduled for 04/18-21 at Sugarloaf CC. Hosted real estate

professionals, existing companies and prospects at Greater Gwinnett Championship.

Developed partnership agreement with Gwinnett based Giant Impact to promote Leadercast in

exchange for a suite. On May 9, we hosted 25 existing company and real estate executives in the

suite at Leadercast 2014.47

48

» Consider creating a unique web domain for the Partnership Gwinnett program

separate from the Gwinnett Chamber website.

» Launch discussions internally and with economic development partners on the

potential to collapse multiple Gwinnett-branded economic development websites,

messaging platforms, and brands under the Partnership Gwinnett umbrella.

Ongoing 9/30/2012

Two separate websites were launched in 2012: Partnership Gwinnett,

www.partnershipgwinnett.com, was launched as a unique domain from GCED with the purpose to

market internally to investors, potential investors and council/task force members. Gwinnett

Chamber Economic Development, www.gwinnetteconomicdevelopment.com, was launched to

market ED externally to site selection professionals and businesses looking to expand/relocate.49 » Continue to invest in web analytics and search optimization services. Ongoing 9/30/2012 Google Analytics are in place for all websites.

50 » Reevaluate Partnership Gwinnett’s online microsites for target industries. 4/1/2012 9/30/2012

An analysis of all ten micro-sites was completed; it was determined that the Gwinnett Global

Business and PG Summit micro-sites should be consolidated, and no longer function as indivudual

websites.

51> Assess the efficacy of target-specific microsites to determine if all warrant

continuation, enhancement, or consolidation. 4/1/2012 9/30/2012

This was done - see above.52

1.3.2 Differentiate Partnership Gwinnett from the Gwinnett Chamber’s online programming.

1.3.3 Optimize Partnership Gwinnett’s external marketing program.



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» Effectively promote the GwinnettEntertainment.org website to capitalize on

Gwinnett County’s “camera-ready” designation.

> Continue partnerships with city and County departments to identify and fast-

track filming locations and provide effective on-the-ground assistance to

production crews.

Ongoing Ongoing

January and March assisted and corresponded with 7 TV and film productions looking to film in

Gwinnett County. Febuary 2013 met with key Gwinnett partners including (state film office and

GCVB) to discuss best practices with the film industry. Working to develop photo collection effort

from cities, CIDs and community partners to upload into the state film office database.

54

» Streamline the number of Partnership Gwinnett marketing tools to those that are

most flexible, updatable, and capable of being transmitted electronically.

> Significantly curtail the usage of print advertising and focus efforts on digital

media except in cases where investments serve a broader purpose of maintaining

strong relationships with local media.

4/1/2012 3/31/2013 Upon thorough review and assesment by the team, a printed VISION Magazine is no longer be

distributed to internal and external audiences. A monthly electronic replacement has been

implemented and has been effective in communicating thus far. In addition, the budget and usage of

print advertising has been significantly reduced.

55

Standardize ED collateral with Partnership Gwinnett logos and document themes

and develop materials

» Further establish the Partnership Gwinnett brand by using primary logos and

design themes on collateral for all work groups, forums, and events related to

economic development

4/1/2012 3/31/2013

All collateral, forums, and economic development-related events utilize the Partnership Gwinnett

brand. In addition, industry-specific logos based upon the PG logo were created and implemented.

56» Separate internal investor communications from external economic development

prospect communications. 4/1/2012 3/31/2013

Two separate electronic newsletters were launched in 2013: one distributed primarily to Partnership

Gwinnett investors and stakeholders to communicate the efforts and success of the PG

Implementation plan. A second is distributed primarily to 500 local and regional brokers with an

economic development focus.

57

Hire new PR firm

» Continue efforts to maximize earned-media-placements through contracting with

a proven public relations partner.

> Research national and local public-relations firms and sole proprietors to identify

a contractor best suited to Gwinnett’s target clusters.

1/1/2013 9/30/2013 The hiring of a nationally recognized PR firm, specializing in economic development, was researched

and considered; however, it was determined that further actions to retain them would be

considered in Q2 2014.

58

Utilize supply chain maps and BRE tools to identify high-value target geographies

- Leverage economic development list-serves, social networks, and other resources

to solicit feedback on contractors with demonstrated earned-media success in

Gwinnett’s identified target categories.

1/1/2013 Ongoing

Included in the Supplier Networks Task Force final report is a recommendation to work with an

outside entity on any supply chain mapping initiative.59

60

1.4 Design and implement an aggressive, multi-channel International Business Development Program.

1.4.1 Develop a customized strategy to work with existing foreign-owned and/or serving businesses to expand their local client base and connect Partnership Gwinnett to international prospects and markets.



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Conduct review of Global Business Council to ensure it includes local business

people with international networks

» Continue to fully leverage Gwinnett’s Global Business Council (GBC) to optimize

relationships with local foreign owned/serving companies.

> Continue to ensure the Council’s roster includes local business people with well-

developed international networks of contacts who can set up meetings between

Gwinnett officials and foreign prospects, either locally or during overseas

marketing trips.

> Assess the potential to develop a marketing “story” to communicate how GBC

members are engaging the Gwinnett community and nurturing foreign-direct

investment.

- Create business profiles and testimonials on GBC members and program them

into multiple Partnership Gwinnett marketing channels and earned-media efforts.

1/1/2013 9/30/2013

62Create GBC member profiles and utilize them in PG marketing and earned-media

efforts1/1/2013 9/30/2013

63

Create subcomponent of BRE program for international-serving firms

» Design a component of Partnership Gwinnett’s BRE program to attend to foreign

owned/serving businesses through multi-lingual staff capacity, specific support and

expansion protocols, and expertise in import/export policy and regulations.

> Focus the international BRE component on companies in Partnership Gwinnett’s

targeted sectors and niches.

> Ensure that local and regional import/export brokers and support entities are key

partners in this effort.

» Continue to facilitate business connections and opportunities between

Gwinnett’s domestic and international firms.

7/1/2013 6/30/2014European initiative includes extensive BRE visits to executives in the home country. This approach

was successfully debuted in 2012 with visits to Gravotech, Altiplano, Merial, WIKA, Heraeus, Deutz,

and Hettich. In 2013, a team of elected officials and community leaders visited with 10 companies in

Germany, Switzerland, and northern Italy. A 2014 trip is currently in the planning stages.

Coordinating trip to England, Sweden and Germany. have begun outreach to companies to conudct

existing company visits during trip and inviting dignitaries to participate in delegation.

64

Build database of international-serving firms and integrate with supply chain maps

» Build a consistently updated database of foreign owned/serving firms, their

products, markets, and representatives.

> Seek to integrate the database with ongoing supply-chain mapping of Gwinnett’s

target sectors.

7/1/2013 Ongoing

The research team and Troels Adrian are working closely with GDEcD's research team to keep the

Georgia.org international company database up-to-date.

65

» Identify opportunities to create new lines of business in existing companies

focused on serving Gwinnett’s international populations.

> Work with existing Gwinnett businesses to identify new products or services such

as communications software, website development, translation services, specialty-

foods manufacture, customer-relations-management software, and other business

lines to serve Gwinnett’s growing international population.

7/1/2014 Ongoing



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» Expand ongoing efforts to leverage relationships with existing foreign

owned/serving businesses to identify the highest-value countries, regions, and

prospects to visit through international marketing trips.

7/1/2013 Ongoing

In December, 2012 Partnership Gwinnett arranged a week-long trip to France and Germany to visit

seven major companies with Gwinnett operations. In addition, as part of a concurrent French-

American Chamber mission we participated in recruitment meetings in Paris as well as the Salon

Classe Export conference in Lyon, targeted towards French companies seeking international

expansion. In March, 2013 we participated in a successful business development trip to Denmark

and Germany, which included multiple company meetings and a visit to CeBIT, Europe's largest

technology show. In November 2013 the Gwinnett delegation visited 10 companies in Germany,

Switzerland and Italy with significant success, and a 2014 delegation visit to Europe is currently in the

planning stages.

68- Consider utilizing economic-impact modeling to present data on employment and

revenue-development opportunities for minority and international businesses that

increase their local market share.

7/1/2013 Ongoing

69

Update website's target sector information in key languages

» Refresh the Partnership Gwinnett website and online collateral for the County’s

priority foreign markets based on Partnership Gwinnett 2.0 target sectors.

> Determine additional translations necessary to correspond to overseas markets

most applicable to recommended target categories.

4/1/2012 12/31/2012

Industry sector information on both websites are able to be translated via Google translation. The

Partnership Gwinnett website was completely redone and relaunched in 2012. The PG 2.0 target

sectors have been updated.

70

Develop new opportunities to interface with and cross-promote international

chambers (see 1.4.1)

> Continue to foster greater involvement with local minority chambers of

commerce (most prominently, the Asian Chamber) to inform international

marketing visits and accompany Partnership Gwinnett staff on trips.

> Identify and develop additional cross-promotional opportunities through

scheduling of joint meetings, networking opportunities, and programmed events

with international chambers.

> Develop a marketing piece (potentially using multi-media) to present to minority

and international chambers and firms that communicates a compelling value

proposition for participation in Partnership Gwinnett programming.

7/1/2013 6/30/2014

Continued exchanged membership and become community partners with the American Israel

Chamber of Commerce for 2013 Samir sits on AICC committee and a representative from AICC sits

on the Gwinnett Technology council. Joined

French American Chamber and German-American Chamber. Adrian is also Board member for

Danish American Chamber.

Hosted group of Turkish business representatives in conjunction with the Turkish American Chamber

of Commerce in Q1 2012 Zambian Lunch and learn on June 27th to hear about AGCO's investment in

Africa and ZDA's efforts to develop trading and investment relationships in the US

October 4 event focused on the Oresund region of Sweden/Denmark, which tied into joint business

recruitment efforts we are conducting with the State of Georgia. On September 25, 2013 we will

host a roundtable discussion with the German Consul General to the Southeastern United States,

Christoph Sander.

1.4.2 Optimize Partnership Gwinnett’s internal and external marketing to fully capitalize on international development opportunities .



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71

Integrate Global Business Luncheons as part of inbound marketing programming

(1.3.1)

» Expand efforts to host international business delegations in Gwinnett and

introduce them to opportunities for trade and partnerships.

> Integrate Global Business Luncheons into Partnership Gwinnett’s inbound

marketing program to offer site consultants and corporate prospects the

opportunity to meet with foreign delegations and companies.

7/1/2013 Ongoing Hosted Wuxi Delegation in August 2012 (Introduced a dozen Gwinnett Business and Government

Leaders), Wuhan Investment Delegation (introduced four real estate projects and City of Suwanee)

in July, August and Sept. Hosted Zambia Finance Ministery Delegation and connected with GGC Dept

of Internationalzation. Hosting Swedish Delegation in October for a global business luncheon.

Hosted German delegation from Saxony-Anhalt in October.72

73

» Commission a sufficient number of translators to ensure that language

communications are not an inhibitor of effective cross-cultural business

relationships and efforts, including existing-industry visits and small-business

meetings.

7/1/2013 Ongoing

Local volunteers have assisted when necessary.

74 » Minimize barriers to cooperation with international chambers and businesses by

offering discounted entry into key memberships and councils.

7/1/2013 OngoingContinued exchanged membership and become community partners with the American Israel

Chamber of Commerce for 2013 Samir sits on AICC committee and a representative from AICC sits

on the Gwinnett Technology council.

75

Continue holding regular events with international chambers

» Continue Partnership Gwinnett’s outreach to minority chambers through one-on-

one meetings, special events, networking engagements, and cultural-exchange

programs.

Ongoing Ongoing

Held Global Business Luncheon with Danish, Swedish-American Chambers in October 2012. Renewed

membership and partnership with the American-Israel Chamber of Commerce - March 2012.

Reached out to GIACC for a 2012 and 2013 co-hosted events. Continually conversations with KAAGA,

KACCG, and Georgia Vietnamese American Chamber of Commerce.

76

» Provide minority chambers access to Partnership Gwinnett BRE databases and

supply-chain maps to augment opportunities for local, regional, and overseas

business development.

> Include this benefit as a component of the marketing tool directed at

international chambers and businesses recommended in Action 1.4.2.

7/1/2013 6/30/2014

77

Optimize SourceLink's integration of international business resources (if pursued)

» Ensure that international business assistance information, links, and contacts are

integrated into the Gwinnett SourceLink tool.

7/1/2014 6/30/2015

78

79

Update website and marketing materials to reference EB-5 incentive

» Integrate the EB-5 incentive into Partnership Gwinnett’s international

development program and aggressively market the tool to local and overseas

investors.

4/1/2012 3/31/2013

EB-5 continues to be researched.

80

Research current EB-5 Regional Centers that include Gwinnett

» Determine if the stated target sectors of existing Regional Centers correspond to

Partnership Gwinnett 2.0 target categories.

4/1/2013 6/30/2014

EB-5 continues to be researched.

1.4.3 Work with Gwinnett County’s international chambers to ensure Partnership Gwinnett most effectively supports international small-business development programming .

1.4.4 Leverage existing designated Regional Centers that promote opportunities to invest in Gwinnett-based projects through the federal EB-5 investment program.



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81

Outreach to current Centers to optimize EB-5 to correspond with PG target sectors

> Seek to enhance Gwinnett-serving Regional Centers as necessary to ensure that

Partnership Gwinnett target sectors are included in the Centers’ portfolios.

1/1/2014 12/31/2014

EB-5 meeting was had with Bruce Nicely of the Southern States Regional Center in Spet 2012. A

second meeting is being for Q412 with Gwt Co. and the Gwt Co. Dev Authority.82

83

84

> Work with the GwMA to ensure that cities contribute to and support legislative

prioritization, provision of incentives, economic development programming, and

other efforts. Determine how the Gwinnett Municipal Association (GwMA) can best

be leveraged as a tool for information-sharing and trust-building.

Ongoing 12/31/2014

The PG SVP regularly attends GwMA meetings and presented at the Aug 2012 meeting on the topic

of Economic Development. PG SVP attended a dinner for 15 Gwinnett Mayors on May 2 that was

hosted by the Chamber.

Coordinated with GwMA to bring redevelopment speaker to March meeting. The speaker shared

results of 2013 Redevelopment study and spent time during the day with elected leaders from 7

study areas.

85Lobby state to approve any necessary charter amendments in support of unified

economic development ordinances7/1/2012 12/31/2012

The PG SVP testified in support of the Governor's Competitive Initiative Legislative recommendations

in front of Joint House/Senate Committee in 2012. Offered recommendations to the Chamber for

items to be included in their 2012 annual Legislative Action Agenda.

86

» Seek to more prominently feature information on County municipalities, their

economic development assets, available incentives, and quality of life assets on the

Partnership Gwinnett website.

4/1/2012 12/31/2012

Actively requesting top sites and buildings from each Municipality and CID to be included in

gwinnetteconomicdevelopment.com

Developed Gwinnett Top Sites initiative which involves active marketing of city and county build to

suit sites including comprehensive information and analysis of each site. Currently, 12 of 15 sites are

in incorproated areas. The Project management team is actively seeking more submittals from

county and incorporated sites. Launched top sites on website.

87

» Optimize the Economic Development Coalition as a tool to foster more

cooperative and coordinated economic development processes in Gwinnett.

> Develop a survey instrument for Coalition members to comprehensively assess

the entity’s current structure, mission, and communications protocols.

- Determine whether to make the survey anonymous.

1/1/2013 9/30/2013

Conducted survey of ED Coalition members to review meeting structure, location and format.

Expanded list of community leaders included in meetings. 88 Distribute survey 7/1/2013 9/30/2013

89

Implement consensus measures to optimize Coalition

- Leverage survey results to engage in frank discussions of the most effective

operational and programmatic design for the Coalition.

» Based on consensus agreement on optimization of the Coalition, implement

approved improvement measures.

7/1/2013 12/31/2014

90 Support parties in resolution of SDS dispute Ongoing 12/31/2012 SDS has been resolved 91

1.5 Continue to leverage effective partnerships with local, regional, and state entities.

1.5.1 Ensure that Gwinnett County governments are engaged, active participants in economic development efforts.

1.5.2 Ensure that Gwinnett County continues to take the lead in regional issues and initiatives.



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92 » Capitalize on Gwinnett’s strategic location by continuing to engage, support, and

provide leadership to the Innovation Crescent Regional Partnership.

Ongoing Ongoing

The PG SVP serves as the Chairman of the ICRP.

93 » Further develop Partnership Gwinnett’s transportation advocacy role and

agenda.

Ongoing Ongoing

Leadership Gwinnett is hosting a post TIA referendum forum in Sept 2012. A Gwinnett Chamber

representative met with GDOT and GRTA to discuss next steps in transportation planning and

funding.

94

> Launch a new branded initiative to serve as a vehicle for developing a consensus

agenda for northern metro jurisdictions and businesses around a comprehensive

transportation system.

10/1/2013 12/31/2014 The Gwinnett Chamber created a Gwinnett Transportation Partners initiative to assist in working

toward a funded regional comprehensive transportation system

95

» Continue to actively outreach to local and regional chambers of commerce to

support and advance Gwinnett initiatives and maximize the efficacy of regional

lobbying, marketing, policy, workforce development, and event programming.

> Consider establishing a coalition of all Gwinnett County chambers of commerce,

with delegates from each chamber tasked with sharing information and developing

joint initiatives.

Ongoing Ongoing

The PG SVP regularly speaks at Gwinnett business associations and community chambers. Raymer

Sale, Gwinnett Chamber Chairman and former PG Chairman, serves as an active member of the

Regional Business Coalition with 12 other regional chambers.

96

Consider establishing a leadership coalition of Gwinnett-based business

associations and local chambers.» Assess consistencies in Gwinnett-focused and

regional target-sector priorities and work to coordinate development strategies for

mutual benefit. If pursued:

10/1/2012 12/31/2013

97 Produce promo materials and launch initiative 10/1/2013 12/31/201498 Convene GC chamber executives to discuss coalition 1/1/2014 12/31/201499 Formalize coalition 10/1/2014 9/30/2015

100

101

Continue developing deep relationships with economic development partners

» Build off the momentum of Partnership Gwinnett 1.0 efforts to continue

enhancing relationships with the Georgia Department of Economic Development

professionals, Governor’s Office staff, Georgia Power, and other key Georgia

utilities providers.

» Continue to conduct consistent outreach to state economic development staff in

order to position Gwinnett County as a key partner for lead-distribution, prospect

hosting, and responses to relocation/expansion RFIs and RFQs.

Ongoing Ongoing

Hosted June 14 2012 - tax incentives training for state partners and regional economic developers.

Hosted State Economic Development Project Managers at the annual Broker Bash at the Gbraves

Stadium in Aug 2012. The full PG/ED staff attended the Sept 2012 GEDA Annual Conference.

Members of the PG/ED staff regularly attend the monthly GEDA luncheons. The 2012 Project

Manager gift delivery took place 12/11/12.

The project team is scheduled to pitch Gwinnett County assets and opprtunities to 28 project

managers representing Georgia Power and the Georgia Department of Economic Development.

Pitched Gwinnett to GA Power and GADECD on February 24. Working to plan a tax credit informative

breakfast for existing companies to learn about statutory tax credits they can take advantage of.

1.5.3 Maintain active and productive relationships with state economic development officials.



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102

Plan marketing trips that align with International Business Development Program

priorities

» Attend state-sponsored marketing trips only to countries that complement

Gwinnett County’s prioritized destinations identified through the International

Business Development Program ( 1.4).

10/1/2013 12/31/2014

In 2012 PG SVP partnered with the GA Department of Economic Development - Global Commerce

International Projects Director Jim Blair and China Specialist Stella Xu on two marketing trips to

China (Qingdao, Chongqing and Shanghai). In December of 2012 PG's Troels Adrian participated in a

marketing trip with the GDEcD, French-American Chamber and MAC to France and Germany.

Additionally, Adrian participated in a GDEcD-led trip to Denmark and Germany in March, 2013.

The Project Managers are coordinating an EIV/marketing trip to LA and SF for Q2. The goal is to visit

with Gwinnett Companies that have HQ operations in the area and to set meetings with 3-5 site

consultants.103

104

105

Utilize PG-related councils and other partners to continue developing annual

legislative and lobbying agendas

» Continue to work through all Partnership Gwinnett engagement channels to

leverage volunteers, companies, minority and international constituencies,

government officials, institutions, and other partners to inform the identification of

legislative and policy priorities.

> Leverage membership on Target Councils, the Global Business Council,

Entrepreneurship Council, and other Partnership Gwinnett vehicles to assist with

lobbying and advocacy efforts on key issues.

Ongoing Ongoing

Technology PM attended regional digital entertainment coalition hosted by Turner and TAG to

discuss "regional" initiatives and policies to support the growth of this niche technology sector

106

Integrate priorities into existing policy-related engagements

» Ensure that economic development priorities are reflected in Partnership

Gwinnett’s annual legislative agenda.

> Integrate Partnership Gwinnett issues into agendas for Leadership Luncheons,

the annual Public Policy Summit, and other engagements

Ongoing

through end

of Q3 2012

Repeating in

Q1 and Q2

annually

107

108

» Launch an Incentives Task Force with representation from government, industry,

and economic development constituencies to develop and optimize local incentives

policies at the County and city levels.

> Charge the Task Force with assessing existing incentives capacity and identifying

best practices to inform the development of competitive and coordinated

incentives programs in Gwinnett County and its constituent municipalities.

> Leverage aforementioned efforts of the Economic Development Coalition to work

with municipalities on the development and adoption of economic development

ordinances

7/1/2013 9/30/2014

PG SVP and Economic Development Director working with and assisting municipalities with

developing and adopting economic development ordinances. As of Q1 2013 Peachtree Corners and

Suwanee have developed an ordinance.

1.6 Foster policy and incentives frameworks that best support County business development.

1.6.1 Continue to inform and advocate for policies that support the goals and mission of Partnership Gwinnett.

1.6.2 Seek to enhance and better unify incentives offerings at and between Gwinnett County and its municipalities.



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109

Enhance Gwinnett governments' incentives portfolios based on Task Force

recommendations

» Utilize the recommendations of the Task Force to compel Gwinnett governments

to create, revise or enhance their incentives portfolios to best support Partnership

Gwinnett efforts.

> Seek to offer a full complement of local and County permits and forms online.

7/1/2014 12/31/2015

110

» Ensure that communication channels and collateral effectively communicate to

municipal leaders the incentives and programs available in Gwinnett County.

» Market new, enhanced, and coordinated incentives tools on the redesigned

Partnership Gwinnett website.

10/1/2014 12/31/2015

111

112

» Leverage existing-business programming and target sector councils to identify

constraints in local permitting and regulatory processes and work with

governments to achieve solutions.

Ongoing Ongoing

113

Address identified concerns with local governments

» Capitalize on relationships with small business people and entrepreneurs through

entities like the Entrepreneurship Council, (proposed) Gwinnett Investment Capital

Group, and others to optimize County and local development-review and

permitting processes.

Ongoing Ongoing

114

Advocate for streamlined permitting through Incentives Task Force

» Advocate through the (proposed) Incentives Task Force to support small business

development through streamlined permitting, including a single application form

for Gwinnett and its municipalities available in hard copy and online.

7/1/2014 9/30/2015

115

116

117

1.6.3 Continue to reduce barriers for expanding and start-up businesses through streamlining of permitting systems and easing of restrictive development controls.

GOAL 2: World-Class Talent2.1 Leverage resources to help Ensure that Gwinnett County schools continue to achieve award-winning results.

2.1.1 Fully support the core activities and implementation goals of Gwinnett County’s primary and secondary districts and schools.



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118

Advance priorities of GCPS, BCS, private schools, and home school cooperatives

through PG-enabled support network

» Work with Gwinnett County Public Schools (GCPS) to determine the optimal

assistance necessary to achieve results in the Strategic Priorities for its 2010-2020

program: Students; Employees; Parents and Guardians; Governance and

Leadership; Curriculum, Instruction and Assessment; Facilities and Operations;

Financial Stewardship; Information Management and Technology; Communication;

and Public Image and Community Pride.

> Leverage all local discussion groups, Sector Councils, advocacy agencies,

international chambers, etc., in a comprehensive and coordinated network of

support for GCPS’ strategic-goal achievement.

» Ensure that the priorities of Buford City Schools and Gwinnett County’s private

schools are identified, advanced, and integrated with broader educational

initiatives.

» Recognize and support the pursuit of quality home school and virtual education

by key networks and cooperatives active in Gwinnett County.

Ongoing Ongoing

Two GCPS employees participate on the Technology - workforce development committee in which

feedback and action items based on the technology industry is generated. Committee will be

participating in Technology month - February 2013.

Workforce/Education task force under the Manufacturing/Supply Chain has participation from GCPS.

A major initiative of this task force is a video, targeted towards middle-school students, promoting

manufacturing as a career. GCPS and the GCPS Foundation are both partners in this video, which

forms the centerpiece of the GCPS curriculum for the manufacturing career pathway.

119» Assist with promotion of the Bethere.org tool designed to improve parental

involvement in their children’s education. 10/1/2012 Ongoing

120

121

Maintain database of employers participating in Back to Industry

> Maintain a searchable database of participating employers and work experiences

for teachers to query.

» Support the expansion of the Back to Industry program in Gwinnett County high

schools.

Ongoing Ongoing

122> Broaden participation to elementary and middle school faculty in the program

that provides teachers hands-on experience in business settings. 1/1/2014 6/30/2015

123 Consider integrating into Buford and private schools 1/1/2015 Ongoing

124

Assess Partners in Education to optimize business/education partnership model

» Build greater capacity for the Partners in Education program and enhance

opportunities for businesses, civic and social organizations, college and university

groups, and government agencies to partner with one or more GCPS schools.

1/1/2013 6/30/2014

2.1.2 More effectively promote and leverage programs linking Gwinnett County businesses and schools.



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125

Increase career-based educational opportunities

> Leverage partnerships to increase business participation in existing – or potential

– career-based programs, charter schools, or academies.

- Determine whether the Gwinnett School of Mathematics, Science, and

Technology (GSMST) can serve as a model for eventual industry-specific charter

campuses.

1/1/2013 OngoingRelaunch of new Young Professionals group includes plan to develop a mentor program. Technology

Council - workforce & education committee will be participating in technical education day -

February 2013. Committee will spearhead effort to increase industry participation for this event.

126

Launch financial-aid assistance program

> Recruit business volunteers to work with low-income families with college-bound

students to assist with completing and filing financial-aid assistance forms.

- Model the program on such best-practices as the Greater Austin Chamber’s

“20,010 by 2010” initiative.

7/1/2015 Ongoing

2012 SLV session is with Drew Scheberle/SVP Education and Talent Development at the Austin

Chamber to develop "best practices" program.127

128

Work through Partners in Education to leverage in-class discussions with business

people related to workplace skills and proper workplace conduct. 7/1/2013 12/31/2014Technology Council - workforce & education committee discussing best ways to begin this process

with a technology industry focus

129» Utilize available tools to sufficiently define and assess desired skills in student

populations. 10/1/2014 9/30/2015

130» Leverage and promote the Junior Achievement program of the Atlanta metro

area in all Gwinnett County middle and high schools. 7/1/2015 Ongoing

131

132

Leverage renewed discussions on potential to formalize existing and new programs

into a true "2+2" system

» Expand current joint-enrollment programs into a true “2+2” program with more

focus on college and career readiness.

Ongoing 6/30/2013

133 Ensure student-advisement system promotes programs Ongoing Ongoing

134Utilize enhanced Target Councils, BRE efforts, small business, and international

development strategies to inform CTE development1/1/2013 12/31/2013

The Manufacturing & Supply Chain Council's workforce and education task force is partnering with

Atlanta CareerRise on a pilot program for retraining of electronics solderers. The program is

currently in its evaluation stage.

135

Consistently launch programs based on identified needs

» Develop more project-based and integrated career and technical programming in

partnership with Gwinnett Tech and area businesses.

1/1/2013 Ongoing

136

137

» Ensure that dropout prevention initiatives provide support for at-risk middle

school students.

» Ensure that teachers at all grade levels are equipped to identify dropout risk

factors and warning signs and are familiar with dropout prevention protocols.

Ongoing 6/30/2013

138 Support non-English-speaking students with language proficiency Ongoing Ongoing

2.1.4 Optimize career and technical education programs in County public schools in partnership with Gwinnett Technical College.

2.1.5 Draw on public and private resources to provide critical and continuing support for at risk and/or struggling students.

2.1.3 Provide students with key entrepreneurial and “soft” skills.



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139

» Consider development and enhancement of a proactive educational and work-

study program for identifying and supporting students at risk of not graduating

built off of Southwire’s 12 for Life model .

7/1/2014 9/30/2015

140 Launch work-study program if recommended 7/1/2015 9/30/2016141

142 » Continue to aggressively support passage of future education funding initiatives. 1/1/2015 12/31/2015

143

» Leverage the influence of businesses and higher educational institutions to

support public schools’ grant requests to government, non-profit, philanthropic

organizations and foundations.

Ongoing Ongoing

144

145

146

» Foster regular communications with higher education representatives to

integrate institutional priorities into Partnership Gwinnett’s annual legislative

agenda.

Ongoing Ongoing

147

» Work with institutional representatives to ensure that new facilities development

is supportive of Gwinnett County’s highest-value target sectors and future

occupational growth categories.

7/1/2012 12/31/2014

GGC is not requesting any facility funding in the 2013 session.

148» Seek business partnerships and sponsorships to advance facility and program

development efforts. Ongoing Ongoing

149» Ensure that the Gwinnett business community consistently demonstrates its

support for the benefits of Georgia’s HOPE Scholarship program.

Ongoing

through end

of Q3 2012

Repeating in

Q3 and Q4

annually The Gwinnett Community has been supportive of creative solutions to the HOPE program.150

151

» Ensure Partnership Gwinnett’s refocused BRE program and target sector councils

and forums more effectively inform two- and four-year institutions of priority

occupational and skills-development needs.

Ongoing Ongoing

Gwinnett Technical College attended the Technology Executive Strategy Session Q1 2012 to hear

about the workforce development concerns from industry executives. GGC and Gwinnett Tech sit on

the tech council's workforce & education committee as well as the Manufacturing & Supply Chain

Council's task force on workforce & education. GGC and Gwinnett Tech representation participates

on all the PG Industry Councils. Joined Gwinnett Tech's CIS Advisory Board composed of educators

and local technology leaders.

152

» Conduct annual Program-Development Workshops between corporate

representatives, economic development professionals, and training institution staff

to identify programmatic and operational priorities for the coming year and

strategies to achieve them.

1/1/2014 Ongoing Executive Strategy Sessions. In order to allow initiatives to be fully-developed before reporting back

to the business community, it has been decided the Manufacturing & Supply Chain Executive

Strategy Session will be held biannually or every three years, pending evaluation in 2014.

153

> Vet the resulting recommendations with the Partnership Gwinnett Education and

Workforce Goal Committee to formalize a 12-month action plan for training-

pipeline development.

7/1/2014 Ongoing

2.2.2 Improve business/institutional communications to better focus local training pipelines.

2.1.6 Ensure that Gwinnett County Public Schools and Buford Public Schools have the resources necessary to be successful.

2.2 Leverage and expand Gwinnett County postsecondary institutions’ growth and capacity.

2.2.1 Continue to leverage lobbying and advocacy efforts to support program development and facilities funding and construction at Gwinnett Tech and Georgia Gwinnett College.



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154

155

Continue facilitation of inter-institution dialogues

» Leverage the expanding allied health capacity at Gwinnett institutions to advance

workforce and target agendas.

» Ensure that programs in Georgia Gwinnett College’s Allied Health and Science

building complement offerings at Gwinnett Tech and address specific needs at

Gwinnett Medical Center.

Ongoing Ongoing

156

Leverage ARCHE to strengthen articulation agreements

» Work through the Atlanta Regional Council for Higher Education (ARCHE) to

strengthen articulation agreements Gwinnett Technical College and other

northwest campuses

> Determine the potential to link Gwinnett Tech into partnerships with ARCHE

member institutions.

1/1/2013 12/31/2013

157

» Discuss the potential to empanel a Higher Education Committee of Partnership

Gwinnett to provide a forum for greater public and private two- and four-year

college collaboration in the County.

1/1/2015 12/31/2015

158 Launch Higher Education Committee (if approved) 10/1/2015 6/30/2016159

160 Support ongoing dialogues between GGC and GMC Ongoing 12/31/2013161 Partner on program development between GGC and GMC 7/1/2013 6/30/2015162 Create master plan for consolidated campus 7/1/2015 9/30/2016

163

Work with governments and institutions to resource and implement master plan

» Work with the City of Lawrenceville to vet all potential outcomes, benefits and

contingencies from a more consolidated campus development.

» Ensure that proactive land-use planning precedes any action on campus

consolidation.

1/1/2016 Ongoing

The City of Lawrenceville conducted a TAD Study for the College Corridor in 2011. The Corridor

project is slated to become part of the Atlanta Regional Commission’s (ARC) Livable Communities

Initiative (LCI) in 2012.164

165

166» Based on best-practice models, work with local and regional institutions to

formalize programs and processes to retain graduates in Gwinnett. 1/1/2013 12/31/2013

2.2.3 Ensure that communication and coordination between Gwinnett’s higher education institutions is ongoing and robust.

2.2.4 Support early-stage discussions on integrating Georgia Gwinnett College and Gwinnett Medical Center into a more seamless “campus.”

2.3 Enhance talent development programs and resources.

2.3.1 Create a comprehensive Graduate Retention Program in Gwinnett County.



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167

» Develop a comprehensive Gwinnett County Internship Placement Initiative as a

component of the Program.

> Conduct a complete survey of existing programs to integrate into the new

Initiative.

> Ensure that small, medium-sized, and foreign-owned businesses are engaged in

the program as well as larger companies.

> Provide the option for participating business people and executives to serve as

student mentors in lieu of provision of internship slots.

> Leverage the existing Quest program as a component of the Initiative.

1/1/2013 12/31/2013

168

» Foster strong participation and collaboration from Gwinnett County businesses to

keep graduates apprised of career opportunities and job openings.

» Assess the potential to incentivize recent college graduates to live in Gwinnett

County.

7/1/2013 6/30/2014

169

Provide incentives for minimum duration of residency

> Tie housing and/or tuition-forgiveness incentives to a minimum duration of

residency in the County.

1/1/2016 Ongoing

170

171

» Maintain a focus on ensuring that the Atlanta Regional Commission Workforce

Development Division’s Atlanta Regional Area effectively serves its Gwinnett

County constituencies.

Ongoing Ongoing

Partnership Gwinnett staff works closely with the ARC WIA Staff.

172» Promote the services available at the Gwinnett WIA Career Resource Center and

the Gwinnett County Career Center to all eligible businesses and individuals. Ongoing Ongoing

Partnership Gwinnett staff works closely with the ARC WIA Staff.

173» Capitalize on the Georgia Work Ready program to continue building a Certified

Work Ready Community in Gwinnett County. 1/1/2014 12/31/2015

The Work Ready Program has been eliminated by the Governor's Office of Workforce Development.

Gwinnett was the largest Work Ready County in the State.

174

» Fully leverage the efforts of Gwinnett Village Alliance to provide job and skills-

training to their clientele.

> Partner with the Alliance to ensure their job fairs feature listings from a cross-

section of Gwinnett businesses.

Ongoing OngoingPartnership Gwinnett has an ongoing and strong relationship with the Gwinnett Village Alliance

Staff.

175

» Outreach to all racial, ethnic, and international support organizations engaging in

workforce-development programming to integrate them into Gwinnett’s talent-

development system.

> Partner with the organizations to assess the potential to develop talent

recruitment strategies for targeted overseas talent pools.

7/1/2013 12/31/2014

This goal is one of the four pillars of the Partnership Gwinnett Diversity Leadership Taskforce.176

2.3.2 Continue partnerships with local and regional workforce development entities to enhance Gwinnett’s talent pool.

2.3.3 Pursue the potential creation of a talent-attraction page on Partnership Gwinnett’s website.



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Research contents of attraction page

» Program the page with information and links to employment websites and

offices, relocation-assistance programs, real-estate search engines, and other

resources.

4/1/2013 12/31/2013

178 Integrate components of Grad Retention Program 7/1/2013 3/31/2014179 Launch talent-attraction webpage 1/1/2014 9/30/2014

180

Detail housing incentive programs on page

» Assess companies’ options for providing relocating employees with short-term

housing stipends and support services to manage issues related to unsalable homes

in their current places of residence.

> Detail elements of the program on the talent-attraction page.

1/1/2016 Ongoing

181

182

» Partner with GMC, Eastside Medical Center, and other health care institutions to

attract physician-recruitment prospects to Gwinnett County through identification

of priority target markets and outreach to candidates.

> Work with Gwinnett Medical Center (GMC) to assist with its goal of developing a

residency program for internal medicine and family practice.

Ongoing Ongoing

Mark D. Darrow, MD, FACP is the leader of the new Graduate Medical Education Department at

Gwinnett Medical Center. This is in partnership with PCOM.

183> Foster opportunities for Philadelphia College of Osteopathic Medicine students to

engage with GMC and Eastside Medical Center in training and internship capacities. Ongoing Ongoing

Happening - See above.184 Work to design a physician-recruitment program 7/1/2013 12/31/2014185 Launch physician-recruitment program 7/1/2014 9/30/2015186

187

Leverage physician-recruitment program to design attraction programs for other

target occupations

» Work with sector councils to assess the benefits of targeted employee

recruitment for key C-level positions and hard-to-source occupational

specializations.

1/1/2016 Ongoing

188 Launch attraction programs for targeted occupations 10/1/2016 Ongoing

189

190

191

GOAL 3: Community and Leadership Development

3.1 Provide businesses and residents with competitive infrastructure capacity.3.1.1 Continue to actively advocate for highway, road, and transit capacity enhancements.

2.3.4 Support growth in Gwinnett County’s physician population.

2.3.5 Determine the potential to model talent attraction in other Gwinnett County target sector companies after the proposed physician-recruitment program (2.3.4).



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192

Continue leveraging public/private partners to identify priority transportation-

enhancement projects

» Invest resources in promotion and advocacy for passage of critical resource-

development votes such as the Atlanta regional transportation sales tax and

forthcoming Gwinnett County-wide SPLOST election.

» Continue to develop a unified advocacy platform focused on the provision of

comprehensive, regional solutions to transportation problems.

» Research and identify national best practices to inform potential discussions on

alternative road-building strategies such as public-private partnerships,

development and lease-back agreements, “HOT” and toll lanes, and other

initiatives.

Ongoing Ongoing

193» Ensure transportation priorities continue to be integrated into Partnership


Ongoing

through end

of Q3 2012

Repeating in

Q1 and Q2

annually

194

Promote passage of priority referenda

> Ensure that the business community’s preference for congestion-mitigation

measures, enhanced transportation capacity, and improved multi-modal

commuting options is heard strongly in advocacy focused on the regional

transportation tax referendum.

Ongoing 6/30/2012

195

Consistently advocate for multi-modal capacity development

» Ensure the study or white paper includes an analysis of existing and needed multi-

modal distribution capacity.

» Leverage the findings of the study or white paper to commission a Multi-Modal

Distribution Master Development Plan for Gwinnett County.

» Program multi-modal infrastructure development projects into Partnership


Ongoing Ongoing

196

197 Determine whether white paper or full study is appropriate 1/1/2014 6/30/2014 Under Consideration by the PG Advance Manufacturing and Supply Chain Council198 Write paper/conduct study 4/1/2014 3/31/2015

199Use findings as basis for commissioning an Inter-Modal Distribution Master

Development Plan1/1/2015 12/31/2015

200 Include inter-modal projects in legislative agenda 1/1/2016 Ongoing201

3.1.2 Draft a white paper or commission a study to determine how Gwinnett County can optimize its capacity to leverage the Port of Savannah for local economic development benefit.

3.1.3 Support Georgia-led efforts to secure a favorable solution to inter-state negotiations for water resources.



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202» Volunteer to leverage relationships with Gwinnett County’s state and federal

legislative delegations to advance solutions to water-capacity negotiations. Ongoing 12/31/2014

Water resources and supply are major goals of the community.203

204

» Leverage the findings of Gwinnett County comprehensive planning efforts related

to existing and future telecommunications infrastructure needs.

> Work with local and regional providers to optimize wireless and wire-line

Broadband capacity to best serve Gwinnett County businesses and residents.

Ongoing Ongoing

This will be analyzed by the fiber committee - under the umbrella of the technology council

205

» Consistently assess the need to work with private carriers to provide Broadband

connectivity to underserved County areas through new technologies such as

WiMax.

1/1/2015 Ongoing

This will be analyzed by the fiber committee - under the umbrella of the technology council 206

207 Contract with planning consultant 7/1/2015 12/31/2015

We have also reached out to the Cities of Duluth, Lilburn and Suwanee for progress updates. Section

4.1.5 of the Gwinnett County Comprehensive Transportation Plan (CTP; September 2008), presents a

brief overview of needs for bicycle, pedestrian, and multi-use path projects, based on the existing

conditions inventory and a review of the gaps in the existing network. The plan identifies some

recommended projects.

208

Conduct planning process

» Partner on the creation of a consensus-based, results-driven plan to make

Gwinnett County one of the highest-capacity bicycle infrastructure communities in

Metro Atlanta

10/1/2015 9/30/2016

Section 4.1.5 of the Gwinnett County Comprehensive Transportation Plan (CTP; September 2008),

presents a brief overview of needs for bicycle, pedestrian, and multi-use path projects, based on the

existing conditions inventory and a review of the gaps in the existing network. The plan identifies

some recommended projects. We have also reached out to the Cities of Duluth, Lilburn and

Suwanee for progress updates.

209

Synthesize plan with Unified Plan and Open Space and Greenway Master Plan

» Ensure connectivity between bicycle planning and existing initiatives such as the

Gwinnett County Unified Plan and the Gwinnett County Open Space and Greenway

Master Plan.

» Focus bicycle/pedestrian infrastructure development on the potential to better

connect cities, neighborhoods, and activity centers.

7/1/2016 Ongoing

Section 4.1.5 of the Gwinnett County Comprehensive Transportation Plan (CTP; September 2008),

presents a brief overview of needs for bicycle, pedestrian, and multi-use path projects, based on the

existing conditions inventory and a review of the gaps in the existing network. The plan identifies

some recommended projects. We have also reached out to the Cities of Duluth, Lilburn and

Suwanee for progress updates. City of Lilburn Updates: 1. Hwy 29 Multi-Use Trail (Killian Hill Rd to

Postal Way) – we’ve gotten the NTP on this project – 2013/2014 completion

2. Main Street Realignment (Hwy 29 South to Norman Street) – 2012/2013 completion

3. LCI Multi-Use Trail in conjunction with Main Street Realignment – 2012/2013 completion

4. Hwy 29 Multi-Use Trail (Hood Rd. East to Hillcrest Rd.) – 2014/2015 completion

210

211

3.1.4 Utilize existing assessments of fiber optic communications capacity in the County to determine areas of deficiency.

3.1.5 Develop a Gwinnett County Bicycle Master Plan.

3.2 Further enhance Gwinnett’s growing arts, cultural, and entertainment capacity .

3.2.1 Continue the evolution of ArtWorks! Gwinnett as the County’s principal arts advocacy, education, support, development, and promotional entity.



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212» Ensure ArtWorks! fulfills its mission through the provision of sufficient capacity to

design and launch programming. Ongoing Ongoing

Partnership Gwinnett continues to provide office space and some support services to the ArtWorks

Executive Director

213» Fully incorporate ArtWorks! promotion and awareness-building into Partnership

Gwinnett and affiliated internal marketing initiatives. Ongoing Ongoing

ArtWorks! and PG jointly set annual publicity and marketing goals for a few select high visibility

opportunities.

214» Continue to enhance efforts to providing networking, educational, and career-

support services to Gwinnett County’s artist community. Ongoing Ongoing

In addition to the professional development programs ArtWorks to increase the number of interest

group and roundtable offerings targeting segments of the arts community.

215 Initiate and implement resource-development strategy Ongoing 9/30/2013 ArtWorks! Gwinnett launched a membership program, activated a Development Subcommittee and

is developing an annual campaign. PG SVP is the Vice Chair of ArtWorks, a member of the 216 Launch high-value new programming 7/1/2013 3/31/2015 workshops, forum, FUSION awards will continue in 2014.217

218

» Ensure that all local arts events, performances, exhibits, lectures, symposia, etc.,

are reported to and listed on the Gwinnett Convention and Visitors Bureau online

calendar.

Ongoing Ongoing

Explore Gwinnett compiles comprehensive calendar of events on an ongoing basis that serves as

Gwinnett’s primary event resource. The calendar is also the resource for a number of media

publications, including Gwinnett magazine, all of Gwinnett County’s patch.com, Gwinnett Daily Post,

hotel lobby display boards, etc. The events page on the Explore Gwinnett’s website is the most

visited page. Currently for 2012, 3,008 events are listed, with 1,120 of them being arts & culture

events.

219

» Consistently promote and market the Jacqueline Casey Hudgens Center for the

Arts, Gwinnett Center, and local galleries and performance spaces in all online,

print, and electronic media and on the Gwinnett Chamber and Partnership

Gwinnett community, quality-of-life, and talent attraction pages.

7/1/2012 6/30/2013Gwinnett Center has taken over marketing and rental oversight of the Hudgens Center, so there is a

much bigger focus on what the Hudgens is doing from an exhibit and rental perspective. New

professional marketing collateral has been created for the Hudgens Center, and they are getting a

much bigger focus from the Explore Gwinnett & Gwinnett Center marketing/sales staff as a result.

220» Engage Gwinnett County high school students in creating and promoting new

entertainment and recreation events and opportunities. 1/1/2015 Ongoing

221

222 » Pursue opportunities to develop the campus as a magnet or charter school. Ongoing 12/31/2013

223 Secure resources to design and develop campus 1/1/2013 12/31/2013

224

Work with arts community to develop certain curricula

» Leverage ArtWorks! as a vehicle for communicating the initiative to businesses

and residents with an interest in arts development.

10/1/2013 6/30/2014

225 Launch campus 7/1/2014 12/31/2014226

227

» Fully support existing festivals coordinated by Gwinnett County municipalities,

CIDs, and international organizations through promotion of the events on all

Gwinnett-area arts, culture, and community websites and linking of potential

sponsors to festival organizers.

Ongoing OngoingThe Explore Gwinnett Calendar; Supporting the Gwinnett Village Community Alliances' Gateway

International Festival at Lillian Webb Park in the City of Norcross by providing PR & marketing

support.

3.2.3 Support efforts to develop a Music and Arts High School in Gwinnett County.

3.2.2 Effectively promote Gwinnett’s current complement of arts and cultural amenities, facilities, and resources.

3.2.4 Support the development of multiple, high-profile, and dynamic international festivals annually.



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Connect potential sponsors to festival organizers

» Support Gwinnett’s minority and international chambers and representative

groups in coordinating the funding, programming, launch, and hosting of multiple

festivals themed for Gwinnett’s largest racial and ethnic communities.

Ongoing Ongoing Supporting the Gwinnett Village Community Alliances' Gateway International Festival at Lillian Webb

Park in the City of Norcross by providing PR & marketing support. Marketing the Explore Gwinnett

website among the diverse communities within Gwinnett.229 Work with international community to identify new festival opportunities 1/1/2015 6/30/2015

230

Plan, program, promote, and launch new festivals

» Determine the potential to enhance festival programming through provision of

educational and informational sessions, discussion groups and panels, small-

business development seminars and other activities.

7/1/2015 Ongoing

231

232

Initiate discussions on potential for Center and Build coalition in support of Center

development

» Position the Center as a storehouse for diverse and provocative collections of

multi-media works from local and external artists practicing in the vernacular of

Gwinnett’s principal racial, ethnic, and international communities.

» Consider complementing gallery works through rotating exhibits, performance

art, lecture series, arts classes, and the potential for subsidized studio space for

Gwinnett’s up and coming international artists.

4/1/2015 12/31/2015

233 Resource and design Center 10/1/2015 9/30/2016234 Open and promote the Center 10/1/2016 Ongoing235

236

237

» Ensure the Program includes a comprehensive analysis of best-practice gateway

designs from top U.S. communities. 10/1/2014 6/30/2015The Gwinnett Place CID, Gwinnett Village CID, City of Suwanee and City of Buford have created

landscaped areas at exits along I-85 and I-985. The Gwinnett Place CID along with their partners at

Gwinnett County DOT & GA DOT have installed Gwinnett's first Diverging Diamond at the Pleasant

Hill and I-85 interchange. The Gwinnett Village CID and their partners are currently installing a

Diverging Diamond at Jimmy Carter Blvd and I-85.

238

Develop gateway plan

» Determine whether funding of gateway development projects could be included

in County-wide SPLOST votes.

» Support the County’s CIDs with implementation of existing and potential gateway-

design and development efforts.

4/1/2015 3/31/2016

Partnering with County, CIDS and cities along I 85 gateway corridor to implement technical

assistance grant awarded by EPA to study gateway enhancement and development. 239 Resource priority design and construct project 10/1/2015 9/30/2016

3.3 Develop environmentally sustainable, attractive, safe, and dynamic public spaces and activity centers in Gwinnett.

3.3.1 Develop a County-wide Gateway Program to facilitate the design and development of attractive physical improvements at key gateway areas identified in the Gwinnett County Unified Plan.

3.2.5 Evaluate the feasibility of designing and constructing an International Arts Center in Gwinnett County.



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240

Identify additional gateway priorities for future development

» Nominate gateway projects of local CIDs for regional and national awards and

competitions.

10/1/2016 Ongoing

241

242Explore ways to incentivize redevelopment of functionally obsolete properties for

manufacturing and supply chain useOngoing 12/31/2012

The Redevelopment Agency of Gwinnett County unanimously voted to reset the five Gwinnett

County Sponsored TADs. This resetting made the TADs usable as an effective incentive tool for large

scale redevelopment. Hosted 80 community leaders on a tour of successful redevelopments in the

Atlanta region to see physical site and inform community leaders about incentives, policies and

regulations that supported the projects and other redevelopment activities. Coordinating 2013 Peer

Redevelopment Tour to Greenville SC. Commissioned and facilitating study to determine ROI on

redevelopment in 7 target areas (Sugar Hill, Lawrenceville, Evermore CID, Snellville, Gwinnett Place

CID, Gwinnett Village CID, Suwanee)

Enhanced Revitalize Gwinnett publication to highlight economic development assets in

redevelopment areas and to include profiles of all cities and CIDs in the county; planned

for redevelopment peer tour in Greenville.

Project managers are in the process of exploring options for using the expertise on the

Redevelopment Task Force to review and assess industrial redevelopment opportunities and

challenges. Manufacturing Supply Chain PM is partnering with county to interview developers to

explore strategies to incent industrial redevelopment.

243

» Leverage existing redevelopment-focused advocacy efforts to facilitate

construction of high-value projects.

> Work with the Redevelopment Committee of Partnership Gwinnett to pursue

redevelopment of priority character areas identified in the County’s Unified Plan.

Ongoing Ongoing

Continue to host annual Redevelopment Forum and produce annual Gwinnett Top Redevelopment

Sites Brochure including Activity Center highlight section.

Updated Revitaliz e Gwinnett publication to feature redevelopment opportunities and/or

community profiles of all 17 cities and 5 CIDs. in 2014, the Task Force will consider how to use this

publication to enhance the existing website. Overhauling the revitalize gwinnett website to better

connect economic development and redevelopment. Hosting the 3rd redevelopment peer tour on

September 12.

3.3.2 Continue efforts to utilize redevelopment strategies to enhance Gwinnett County downtowns, activity centers, and principal corridors.



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> Continue promoting and capitalizing on the Gwinnett Redevelopment Forum as a

tool for communicating Gwinnett County’s priority redevelopment opportunities

and successes.

- Enhance the Forum’s agenda by adding a hosted redevelopment tour of Gwinnett

properties for participating developers.

Ongoing

through end

of Q3 2012

Repeating

annually

On 10/31/13 the 2013 Redevelopment Forum was hosted at the Aurora Theatre in Lawrenceville.

Over 250 developers, architechs, planners and local government officials from the Metro Atlanta

Region attended the event. On 09/13/13 70 local government officials attended 2013

Redevelopment Peer Tour to Greenville, SC to learn best practices. Both a Redevelopment Forum

and Peer Tour are being planned for 2014. Monthly Redevelopment Taskforce meetings have been

scheduled for 2014. The Partnership Gwinnett staff leds the efforts and continues to invite new

members to the Taskforce.

Selected dates for the 2014 Redevelopment Bus Tour and Forum. The bus tour will visit Old 4th

Ward, Emory Point and the City of Decatur. The 2014 Bus tour was a sell out and resulted in multiple

follow up conversations. PG staff will also lead the exploration of how to implmenet the

recommendations from the 2013 redevelopment study. The 2014 Forum was hosted at the Studipo

Movie grill and attended by more than 250 people. Incorporated real estate professionals into the

program including Egbert perry and CBRE. The PG team partnered with Council for Quality Growth

to arrange a luncheon with 5 developers and the Gwinnett Place CID to use as a sounding board for

the CID's ongoing multi modal master plan.245 Develop and host a redevelopment tour for developers 7/1/2013 9/30/2014 This is under consideration by staff the Redevelopment Taskforce.

246

> Reconvene the Revitalization Task Force to confront additional challenges

resulting from the recession’s effects on aging malls, big-box stores, and other

retail establishments.

10/1/2012 6/30/2013

Redevelopment Task Force efforts are addressing.

PG will be hosting a breakfast in April to introduce community leaders, real estate professionls,

property owners and business leaders to the opportunities and advancements in the Gwinnett Place

Area. This includes a specific focus on the mall developments and plans. A small gorup of the task

force met in early q4 to brainstorm additional ways the task force can add value to redevelopment

initiatives in Gwinnett. In 2015, the Task Force will begin inviting guest speakers to help explore

gwinnett opportunities and they will begin thinking strategically about how to incorporate

Gwinnett's intenrational success and demographics into redevelopment.

247

» Support Gwinnett County CIDs in the revitalization of local malls and associated

retail and mixed-use districts.

> Provide research assistance to CID leadership as needed on best-practice

revitalization strategies for relevant retail parcels.

> Work with CIDs to most effectively leverage TAD incentives to develop “catalyst”

projects.

Ongoing Ongoing

This is being done by the support of the Redevelopment Task Force. The enhanced publication to

highlight assets and opportunities in key redevelopment areas has been completed.

http://new.revitalizegwinnett.com/?page_id=467

Co-hosted broker event with Gwinnett place CID to feature properties in the Opportunity Zone in

the Gwinnett Place area. Multiple new OZs applications have been submitted to GA DCA. The

Partnership Gwinnett office drove the application of 5 Less Developed Census Tracks that are under

consideration of the GA DCA.

248> Aggressively pursue implementation of past and future Revitalization Task Force

recommendations. Ongoing Ongoing

This is being done by the support of the Redevelopment Task Force

249

» Continue active partnerships with Gwinnett County cities in their ongoing

downtown development efforts.

> Ensure that the proposed initiative to optimize cities’ economic development

incentives programs contains effective tools to foster downtown revitalization.

7/1/2014 9/30/2015

This is being done by the support of the Redevelopment Task Force250 3.3.3 Encourage greenfield development insofar as it reinforces key Gwinnett County priorities.



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> Partner with Gwinnett County government to foster utilization of the

forthcoming Unified Development Ordinance and promote its benefits for County

land-use planning and development patterns.

Ongoing Ongoing

252» Support greenfield projects that create or enhance downtowns or activity centers

when redevelopment alternatives are not viable. Ongoing Ongoing

Developed the Gwinnett Top Sites program. This is a comprehensive inventory of greenfield sites in

Gwinnett larger than 5 acres. The inventory includes all information associated with the sites

(environmentals, zoning, pad ready, etc.) so that these sites are available for submittal for economic

development projects...in real time. During Q2, the project team will work wth real estate

community and cities and county to include additional sites and develop a plan to market to brokers

and site consultants. Piloted the GTS program in July with a full launch of 10+ sites to be launched in

September, 2014.

253

» Ensure that County and city development controls are supportive of optimal

development and redevelopment scenarios.

> Consider the pursuit of a policy of “conscious development” to ensure that

property owners, renters, and developers do not adversely affect neighborhood

vitality through predatory or destructive business practices.

> Fully support the Gwinnett County Police Quality of Life Unit in its code-

enforcement responsibilities and efforts to maintain the aesthetics of the public

realm in Gwinnett’s unincorporated areas.

Ongoing Ongoing

254

255 Contract with consultant 1/1/2015 6/30/2015256 Undertake planning process 4/1/2015 3/31/2016

257

» Incorporate all sustainability-related components in the County’s Unified Plan

and Gwinnett County Open Space and Greenway Master Plan.

» Consider integration into the Plan of elements such as: > Conversion of County

vehicle fleets to electric power; > Design and approval of County-wide “green

development” ordinances including the provision of incentives for development or

redevelopment of LEED-certified projects; > Creation of a County-sponsored

assistance program for “green retrofits” of local businesses and homes; and >

Promotion and expansion of existing efforts such as Gwinnett County’s solid waste

and recycling program and Toilet Rebate Program.

4/1/2015 3/31/2016

3.3.4 Partner with key local constituencies to develop a Gwinnett County Sustainability Plan.



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» Fully leverage entities like the Gwinnett Environmental and Heritage Center,

Gwinnett Clean and Beautiful, and the Gwinnett Coalition for Health and Human

Services in sustainability initiatives.

> Capture the momentum from events such as the Great American Cleanup:

Gwinnett Challenge! for year-long beautification and sustainability activities.

» Fully and consistently leverage Gwinnett County’s sustainability efforts in

Partnership Gwinnett’s economic development marketing efforts for the green

energy sector.

> Continue dialogue with the Green Chamber of the South on repurposing the

Quarterly Business Growth and Sustainability Forum and Annual Sustainability

Summit to best support sustainability plans and goals in Gwinnett County.

» Ensure that Gwinnett County’s municipalities are equal partners in the

development and execution of the Plan.

4/1/2015 3/31/2016

Began partnership with Environmental and Hertiage Center. Steve Cannon joined the Sustainability

Task force. Sustainability Summit was hosted on May 10, 2013 at the Gwinnett Environmental &

Heritage Center and attendance exceeded 90 people.

259

Market Plan as example of progressive attitude toward sustainability

» Market the completed Plan as an example of Gwinnett’s progressive attitude

towards sustainability principles.

> Continue to promote Gwinnett County as one of the “cleanest and greenest”

communities in America.

4/1/2016 Ongoing

260

261» Ensure working relationships between the Gwinnett Police Department and

Gwinnett’s CIDs and municipal agencies are open and productive. Ongoing Ongoing

262

» Overcome language barriers to foster ongoing and beneficial communications

between law enforcement and Gwinnett’s ethnic minority and international

communities.

Ongoing Ongoing Gwinnett County Fire and Police Departments both attended the KAAGA Job Fair on 12/09 to recruit

bi-lingual talent.

263

» Integrate citizen-participation opportunities in the Police Department’s Crime

Prevention Unit and "C.O.P.S." (Community Oriented Police Service) Watch

programs into Gwinnett’s proposed internal marketing program ( 3.6.2).

Promote successes of these efforts and profile neighborhoods that have advanced

through the C.O.P.S. Watch year-long development program.

1/1/2013 12/31/2013

264

265

3.3.5 Continue efforts to improve public safety in Gwinnett County and its municipalities.

3.4 Foster next-generation and trusted leadership capacity in Gwinnett.

3.4.1 Capitalize on the potential of existing organizations and efforts.



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» Transform hYPe into a more dynamic tool for leadership-development, young

professional engagement, and retention of talent in Gwinnett.

> Follow best-practice examples of top local YP programs to diversify hYPe’s

programming into areas such as public policy, entrepreneurial networking and

development, meet-and-green sessions with visiting relocation prospects and

newly relocated firms, and contractual agreements with local employers to host

prospect employees and communicate the benefits of Gwinnett County.

10/1/2012 3/31/2013

The Young Professionals effort within Gwinnett is under redesign.

267

Implement findings to diversify hYPe's programming

> Inform the development of hYPe’s renewed program of work through a Strategic

Committee empanelled from hYPe’s membership and Gwinnett Neighborhood

Leadership Institute graduates.

> Refocus hYPe’s programming to more explicitly advance entrepreneurship.

1/1/2013 9/30/2013

see above

268

» Formalize a strategy to leverage graduates of Leadership Gwinnett and the

Gwinnett Neighborhood Leadership Institute in County volunteer efforts,

improvement initiatives, government service, policy development, issues advocacy,

and other efforts.

1/1/2014 9/30/2014

First organization meeting of Gwinnett Leadership Council was held. The purpose of the Council is to

convene a multi-sector consortium of Gwinnett's leadership development programs, scholars,

educators, volunteers and companies to advance leadership development for the benefit of local

business, government, social sectors, education, students and citizens. The goal of GLC is to cultivate

a unified and powerful commitment to leadership development in our community that will be

regionally and nationally recognized.

269

» Determine ways to best engage the Gwinnett Student Leadership Team and

senior leadership to ensure that graduates will stay in Gwinnett for their college

educations or return after graduation.

7/1/2014 3/31/2015

see above

270 Identify/assess local mentorship programs 1/1/2015 9/30/2015 Dr. James Taylor attended and presented the Community-Based Mentoring Program at the 3rd Quarter

Partnership Gwinnett Implementation Committee meeting.

271

Unify and formalize programs on mentorship page of PG website

» Provide businesses with password-protected access on the Partnership Gwinnett

website to a central database of local mentorship opportunities.

> Integrate all current programs into the database, including those at Georgia

Power, Georgia Gwinnett College, and non-profit and faith-based organizations.

7/1/2015 3/31/2016

272

273

» Leverage the Gwinnett County Diversity Plan ( 3.5.1) to formalize strategies to

increase the numbers and percentages of racial and ethnic minorities in Gwinnett’s

leadership structures.

Ongoing Ongoing The Partnership Gwinnett Diversity Leadership Task Force has been meeting since 2012 putting the

framework together. The 2014 meeting dates are 02/11, 05/06, 08/05 & 12/09.

3.4.2 Better integrate representatives of the County’s diverse constituencies into its leadership structures and appointed committees and panels.



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> Reference existing initiatives to engage Gwinnett’s diverse resident groups such

as the Gwinnett County Human Relations Commission and the Duluth Korean Task

Force in developing actionable strategies to broaden representation within

leadership structures.

Ongoing Ongoing

The Partnership Gwinnett Diversity Leadership Task Force is planning Q4, 2014 Engagement Social

Event at the Hudgens Center for the Arts.275 Leverage Diversity Plan (3.5.1) to advance initiative 1/1/2016 Ongoing Gwinnett County Diversity Plan creation is underway.276

277> Effectively leverage the recommendations of the Engage Gwinnett Excellence

Through Innovation Task Force to utilize technology to improve government

efficiency and productivity.

7/1/2014 6/30/2015BOC adopted a report from the Engage Gwinnett Excellence Through Innovation Taskforce (a

partnership of Gwinnett County and the Gwinnett Chamber.) The goal of this taskforce was to utilize

business and technology leaders from both the private & public sector to recommend approaches

that will create additional gov't operational efficiencies gained by business process changes and the

utilization of technology to provide long-term improvements.

278» Consider adoption of a best-practice suite of e-government tools to enhance

Government-to-Citizen (G2C) communications in Gwinnett County. 4/1/2015 12/31/2015

279

> Encourage local governments to further leverage online citizen engagement

through:

- Broader deployment of internet survey technologies;

- New media tools such as RSS feeds, blogs, Twitter, and mobile messaging; and

- Digitizing print collateral and publishing more documentation on the internet.

10/1/2015 Ongoing

280

281

282 Determine whether outside consultant is appropriate 1/1/2013 3/31/2013

This was discussed with members of the original Diversity Task Force from the Partnership Gwinnett

2.0 process and it was determined that Volunteers and Staff could create the Gwinnett County

Diversity Plan.

283 Hire consultant or initiate planning 1/1/2013 9/30/2013The Partnership Gwinnett Diversity Leadership Group has intiated the creation of the Gwinnett

County Diversity Plan.

3.4.3 Develop tools to enhance communications opportunities with Gwinnett County’s elected leadership and ensure sustainable government operations .

3.5 Fully leverage Gwinnett County’s diversity to enhance its community vitality.3.5.1 Contract for (or develop in-house) a comprehensive Gwinnett County Diversity Plan.



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Conduct planning process. » Consider integration of the following potential

components:

> A multi-channel marketing and outreach campaign to build awareness of

Gwinnett’s growing diversity and its future ramifications and opportunities.

> Creation of robust programming focused on a range of potential cultural

interaction opportunities, including meetings, seminars, networking events, cross-

cultural discussion sessions, etc.

- Focus sessions not only on majority-minority constituency interactions but also

goodwill and relationship-building events between Gwinnett County minority

communities.

- Fully leverage efforts of the Gwinnett Unity Group to promote a positive

atmosphere and collaborative environment that encourages partnership and unity

within the County.

- Support the Gwinnett Neighborhood Leadership Initiative and integrate it into

diversity programming efforts.

- Ensure that Gwinnett County educators with experience in institutional-

diversification efforts are key contributors to program-planning processes.

7/1/2013 6/30/2014

The Partnership Gwinnett Diversity Leadership Group has intiated the creation of the Gwinnett

County Diversity Plan. Meetings have been taking place since 2012 putting the framework together.

The Diversity Plan will have three sections: Workforce - Led by Fred Dawkins; Community

Engagement - Led by Letycis Pastrana; Leadership - Led by Geri Gonzales & Education - Led by Joe

Allen. In the most recent Q4 meeting on 11/19/14 the group began planning an agenda and venue

for a Social Engagement Event as a tool to reach out to more diverse leaders in Gwinnett. The goal is

to partner with an existing event at the Hudgens Center for the Arts in Q4 of 2014. Diverse leaders

within Gwinnett will be invite to join us in our effort to create the Gwinnett County Diversity Plan.

The 2014 meeting dates are 02/11, 05/06, 08/05 & 12/09.

285

> Development of an online Gwinnett County Virtual Welcome Center featuring

informational materials on Gwinnett’s history and demographics, cultural

exhibitions, interactive displays and technologies, live performances, etc.

- In addition, consider installing placards with QR codes in key Gwinnett County

locations, allowing mobile technology users to link to location-specific information

on the Virtual Welcome Center’s website.

7/1/2013 6/30/2014

286

> Programming of a Leadership Engagement Initiative designed to ensure

placement of qualified minority candidates on Gwinnett County appointed boards,

commissions, panels, and advocacy groups.

- Leverage the existing Leadership Gwinnett program, Gwinnett Neighborhood

Leadership Initiative, and other programs to identify qualified minority leaders for

service positions.

7/1/2013 6/30/2014

287> Hosting of international festivals similar to the Gwinnett Village Alliance event in

Norcross. 7/1/2013 6/30/2014

288> Leveraging of entities such as the Asian-American Pacific Council and its programs

to benefit the Diversity Plan initiative. 289 Implement Plan 4/1/2014 3/31/2015290

291 Determine whether existing entity could serve in same capacity 10/1/2014 12/31/2014

3.5.2 Consider development of a Gwinnett County Diversity Council to oversee the development and implementation of the Diversity Plan and other local efforts.



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Charge existing or new entity with developing plan and other diversity-focused

efforts

» Pattern the Council on similar bodies in best-practice U.S. communities like Sioux

Falls, South Dakota.

» Ensure the Council serves an ongoing role as the locus for Gwinnett discussions

on diversity-related issues and inclusion.

1/1/2015 12/31/2015

293 Implement Plan and other developments 1/1/2016 Ongoing294

295

» Ensure that government-coordinated and sponsored efforts are effectively

integrated and coordinated with initiatives such as the Diversity Plan and more

informal cross-cultural relationship-building exercises.

» Determine whether the Commission could serve as the Diversity Council (3.5.2) or

have the Council as an affiliated committee of the Commission.

7/1/2013 6/30/2014

The Leaders of the Gwinnett Human Relations Council are serving on the Partnership Gwinnett

Diversity Leadership Council.

296 Coordinate government-led efforts with Diversity plan and other non-profit efforts 4/1/2014 Ongoing

297

298

299

» Determine how to optimize existing tools such as the Chamber and Partnership

Gwinnett websites, multi-media outreach tools, and Vision publication to improve

penetration to PG efforts into the public consciousness.

> Leverage the proposed differentiation between Gwinnett Chamber and

Partnership Gwinnett programming in this outreach.

1/1/2013 9/30/2013

Upon thorough review and assesment by the team, the Vision publication was replaced with an

electronic newsletter to more effective share and promote PG efforts to its stakeholders and the

Gwinnett community at large.300 Develop new awareness campaign. 7/1/2013 6/30/2014301 Launch campaign. 4/1/2014 12/31/2014

302

» Improve communications with a full breadth of community partners to ensure

that they are integrating information and news of Partnership Gwinnett activities in

their own marketing and outreach activities.

1/1/2013 Ongoing

A monthly e-newsletter is distributed to Partnership Gwinnett Investors and partners.303 3.6.2 Partner with key Gwinnett County entities to broaden and formalize messaging on local resources, programs, and trends.

3.6.1 Develop a targeted campaign to better promote Partnership Gwinnett’s components and successes to County citizens.

3.5.3 Integrate and coordinate the Board of Commissioners’ Human Relations Commission with other international leadership, talent, and economic development programming in Gwinnett County.

3.6 Boost local awareness of Gwinnett County assets and improvement strategies.



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» Work with Gwinnett County government, Gwinnett County Public Schools,

Gwinnett County Police Department, Georgia Gwinnett College, Gwinnett Tech, the

Philadelphia College of Osteopathic Medicine, and the University of Georgia to

develop a coordinated communications plan to disseminate news and information

to the public. Potential topics could include:

> The realities of Gwinnett County’s declining crime rates.

> The recognition of PLAY! Gwinnett County Parks and Recreation as the number

one park agency in the nation.

> Successes at Gwinnett County Public Schools and the role of public schools in

maintaining Gwinnett’s competitive position for businesses and talent.

> Tremendous growth and best-practice programming at Gwinnett Tech and

Georgia Gwinnett College.

> Opportunities present at PCOM and UGA’s Gwinnett campus.

> The value of Gwinnett County’s CIDs and their how their capabilities are

distinguished from purely public or private entities.

> Availability of small-business-development resources.

> Community development and social services programming

1/1/2013 Ongoing

305

» Embed news feeds from Gwinnett’s education and training institutions,

community partners, County and local governments, and other entities on the

enhanced Partnership Gwinnett website for easy tracking of new developments

and promotion of successes.

4/1/2014 Ongoing

306 Formalize messaging on a range of key topics 4/1/2014 Ongoing307

308

309

» Better enable the Gwinnett Coalition for Health and Human Services to serve as

the central coordination entity for the County’s social services programs and

partners.

> Utilize the Coalition’s strategic plan to inform funding decisions and prioritization

of resources.

> Support the fulfillment of the Coalition’s resource-development needs.

Ongoing 6/30/2013 Technology Council has partnered with the Coalition to create the iGive Gwinnett program which

connects non-profits to technology resources. Www.igivegwinnett.com. The pilot of this program

was completed end of 2012 successfully. With over 12 participating tech companies and 35 non-

profit applications. The program will be conducted again Q3 2013

310

> Ensure that best-practice tools are researched, assessed, and implemented,

including:

- Performance-tracking software for grantees;

- A volunteer database for agencies and potential volunteers; and

- Customized software for grantees enabling them to manage programmatic

4/1/2013 3/31/2014

311> Consider linking future grant awards to the performance of funds recipients

versus pre-established metrics. 1/1/2014 9/30/2014

3.7 Effectively support Gwinnettians in need.

3.7.1 Support the ongoing coordination and enhancement of social services and volunteer programming available through public, nonprofit, and faith-based sectors in Gwinnett County.



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312 > Continue to expand the reach and breadth of Gwinnett’s Great Days of Service. 1/1/2015 12/31/2015Wright sits on the steering committee for the Great Days of Service committee and provides support

where needed

313> Promote Gwinnett County’s forthcoming Volunteer Gwinnett website and

information repository through existing social services channels. Ongoing Ongoing

Promotion of the Volunteer website has been incorporated into PG's social media efforts.

314» Ensure that programs offered through Gwinnett County Senior Services and local

organizations are collectively meeting the needs of the County’s seniors. Ongoing Ongoing

315

316

Work with all partners to assess issues and develop talking points

» Assess the need to support advocacy efforts for the development of increased

social-services support facilities in Gwinnett County, including temporary housing

for the homeless, health and wellness clinics, addiction-counseling service centers,

and other resources.

Ongoing 9/30/2012

317

» Incorporate into the proposed internal marketing program ( 3.6.2) information,

stories, data, and opportunities for residents to volunteer their time, effort, and

resources to helping alleviate Gwinnett’s poverty issues and impacts.

7/1/2012 3/31/2013

318 Continue to optimize messaging and inform program development 7/1/2012 Ongoing319

320

» Facilitate partnerships with all local and regional housing-support entities (such

as the Impact! Group) to leverage their expertise and reduce programmatic

redundancies.

10/1/2012 9/30/2013

321 Leverage, enhance, and develop new tools to manage issues 7/1/2013 6/30/2014

322

» Develop a website for the Task Force with detailed information on managing

mortgage burdens, maintaining credit balances, selling properties, and other

issues.

7/1/2013 12/31/2013 Researched best practices. Developed framework for Gwinnett County Housing reource Center

website.

323

» Leverage Partnership Gwinnett networks to attract volunteers, market the

initiative, and support the Task Force’s mission to:

> Develop an understanding of the foreclosure crisis;

> Track and report the crisis;

> Create solutions to address the crisis;

> Encourage coordination and sharing of best practices; and

> Promote future public and private commitments to programmatic design and

implementation.

10/1/2013 Ongoing

324

3.7.3 Support the new Gwinnett County Housing Task Force’s efforts to mitigate impacts from the housing crisis on local residents.

3.7.4 Support the multiple social services programs of Gwinnett County’s CIDs through donations, awareness-building, and better connection to potential volunteers and funders in the business community.

3.7.2 Increase awareness of poverty-related issues in Gwinnett and their associated impacts .



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Work with CIDs to identify full breadth of programs

» Advocate for increased support for CID efforts through donations, awareness-

building, and better connections to potential business community volunteers and

funders.

4/1/2013 12/31/2013Partnership Gwinnett is supporting and partnering with the Gwinnett Village Alliance with their

application of the United Way's Dare To Forget The Box Prize

326

» Ensure potential clients are able to access the Gwinnett Village Alliance’s summer

youth program, Financial Services Center, job fairs, workforce-development

training, and mentorship program.

> Inform other CIDs’ social services programming through the Alliance’s one-stop-

shop and financial-service center concepts.

7/1/2013 6/30/2014

Partnership Gwinnett is supporting and partnering with the Gwinnett Village Alliance with their

application of the United Way's Dare To Forget The Box Prize327 Promote programs through internal marketing initiative 7/1/2014 6/30/2015328 Consistently assess opportunities to enhance or combine programs 4/1/2013 Ongoing



Documents

Partnership Gwinnett 2012-2016 Report Card · » Leverage the Health Care and Life Sciences Council to conduct a leakage analysis of Gwinnett ounty’s health care services employment