PHASE 4: IMPLEMENTATION PLAN - Columbus 20252016. A diverse Steering Committee comprised of representatives from the public, private, and non-profit sectors will guide this process

PHASE 4:

IMPLEMENTATION PLAN Submitted by Market Street Services Inc. www.marketstreetservices.com March 3, 2016

Implementation Plan

June, 2017

Implementation Plan

March 2016

TABLE OF CONTENTS

Steering Committee................................................................................................................................................................................ 1

Project Overview ...................................................................................................................................................................................... 2

Strategic Overview .................................................................................................................................................................................. 3

Implementation Plan .............................................................................................................................................................................. 5

1. Operational Structure ............................................................................................................................................................... 6

2. Organizational Structure ...................................................................................................................................................... 10

3. Action Timelines ...................................................................................................................................................................... 19

4. Public-Private Partnership Budget ................................................................................................................................... 40

5. Performance Measurement ................................................................................................................................................ 42

Conclusion ............................................................................................................................................................................................... 44

Implementation Plan

March 2016

Implementation Plan

Page 1 – January 2016

STEERING COMMITTEE Committee tri-chairs are shown in bold.

Name Title/Role; Organization

Mr. Brian Anderson President & CEO; Greater Columbus Chamber of Commerce

Mr. John Anker President & CEO; Ankerpak

Mr. Cameron Bean Executive Director; Columbus Symphony Orchestra

Mr. Richard Bishop Executive Director; Uptown Columbus Inc.

Mr. Billy Blanchard President & CEO; Columbus Bank and Trust

Mr. Peter Bowden President & CEO; Columbus Convention and Visitors Bureau

Mr. Mike Burns Special Assistant to Commanding General; Fort Benning

Mr. Russ Carreker President & CEO; Day 6 Outdoors

Ms. Betsy Covington President & CEO; Community Foundation of the Chattahoochee Valley, Inc.

Mr. Jason Cuevas West Region Vice President; Georgia Power

Ms. Patti Cullen Executive Director; River Valley Regional Commission

Mr. Steve Davis President; Columbus Water Works

Col. Pat Donahoe Chief of Staff; Fort Benning

Dr. Jimmy Elder Pastor; First Baptist Church

Mr. Scott Ferguson President; United Way of the Chattahoochee Valley

Pastor Johnny Flakes, III Pastor; Fourth Street Missionary Baptist Church

Dr. Tom Hackett Provost and Vice President for Academic Affairs; Columbus State University

Mr. Cedric Hill CEO & Owner; People’s Funeral Services of Columbus, Inc.

Mr. Scott Hill President & CEO; Columbus Regional Healthcare System

Ms. Lorette Hoover President; Columbus Technical College

Mr. Isaiah Hugley City Manager; Columbus Consolidated Government

Ms. Anne King Executive Director; Midtown, Inc.

Mr. Harry Lange Chairman; Harris County Commission

Dr. David Lewis Superintendent; Muscogee County School District

Ms. Jacki Lowe Retired; West Region Vice President, Georgia Power

Ms. Marquette McKnight CEO; Media Marketing… and More! Inc

Mr. Marc Olivie President & CEO; WC Bradley/Arts

Mr. Chuck Rossi President; Liberty Utilities

Ms. Becky Rumer Senior Director - Corporate and Community Affairs; Synovus

Ms. Jane Seckinger President & CEO; Goodwill

Ms. Audrey Tillman, Esq. Executive Vice President, General Counsel; Aflac

Hon. Teresa Tomlinson Mayor; Columbus Consolidated Government

Hon. Rob Varner Chairman; MCSD Board of Education

Dr. David White Vice-Chancellor; Troy University Phenix City Campus

Mr. Troy Woods President & CEO; TSYS

Mr. Jimmy Yancey Retired; Chairman, Synovus

Implementation Plan


PROJECT OVERVIEW The four-phase research and strategic planning process will last roughly nine months, concluding in March 2016. A diverse Steering Committee comprised of representatives from the public, private, and non-profit sectors will guide this process and ensure that it lays a foundation that allows people and businesses to thrive and wealth to accumulate.

Phase 1: Competitive Assessment The Competitive Assessment answered the question: “How is Greater Columbus doing?” Market Street developed original quantitative and qualitative research and conducted public input – in the form of focus groups, interviews, and an online survey – to evaluate the community’s competitiveness as a place to live, work, visit, and do business. The findings were integrated into key “stories” facing Greater Columbus as it seeks to grow and expand its economy and increase levels of prosperity and the quality of life for its current and future residents. The community’s competitiveness was benchmarked against communities with which Greater Columbus competes for both jobs and workers.

Phase 2: Target Business Analysis and Marketing Review The Target Business Analysis identified those business sectors that will drive future growth and opportunity in Greater Columbus. Market Street conducted a detailed examination of the region’s economic composition and identified the sectors that have the greatest potential to create new jobs and elevate standards of living in Greater Columbus. Because resources for economic development efforts are limited, they must be utilized in a way that will result in the highest return on investment for the community, its businesses, and its workers. Along these lines, the Marketing Review analyzed the existing economic and community marketing efforts of The Valley Partnership and Greater Columbus Chamber of Commerce to identify any areas for improvement.

Phase 3: Regional Community and Economic Development Strategy The Community and Economic Development Strategy brought together the findings from the first two phases of the process. This holistic five-year strategy will be a consensus blueprint for raising prosperity in Greater Columbus. Strategic recommendations are driven by the research findings – both qualitative and quantitative feedback. Examples of best practice programs, policies, and initiatives from communities around the country have been included when relevant and appropriate to help inform strategic recommendations and their subsequent implementation.

Phase 4: Implementation Plan While the Community and Economic Development Strategy details what Greater Columbus needs to do, this Implementation Plan outlines how it will be accomplished. For each of the strategic recommendations, the Implementation Plan identifies lead implementers, key partners, potential costs, the appropriate timeline for implementation, and metrics for gauging implementation success.

Implementation Plan


STRATEGIC OVERVIEW Greater Columbus has long benefited from an engaged citizenry and visionary leadership from its public, private, and non-profit sectors. In recent decades, these forces have aligned in various ways to improve various aspects of the community – its governance, economy, central business district, and even its river. But many challenges remain and a rapidly changing global economy presents both new threats and opportunities.

Leaders in Greater Columbus recognize this reality and have taken bold action to ensure a more prosperous future for the region’s residents. They have embarked upon the Regional Prosperity Initiative, a process that is developing a comprehensive community and economic development strategy to guide the region’s activities in the coming years. A coalition of community partners engaged a consulting firm – Atlanta-based Market Street Services – to facilitate this process. Executing the Strategy will require an unprecedented level of local collaboration and coordination. This Implementation Plan provides the framework for operationalizing the Strategy and translating vision into reality. But it is first necessary to briefly review the Strategy itself.

THE COMMUNITY AND ECONOMIC DEVELOPMENT STRATEGY As detailed in the Project Overview section, the Regional Prosperity Initiative began with two key research phases – the Competitive Assessment and the Target Business Analysis & Marketing Review – that together defined the region’s key strengths, weaknesses, opportunities, and challenges. These research phases included significant quantitative research and analysis, extensive public input, and guidance from a diverse Steering Committee of public, private, and non-profit leaders.

The findings from these research phases informed the creation of a comprehensive Community and Economic Development Strategy, a final version of which the Steering Committee unanimously approved at its January 21 meeting. As shown in the following graphic, the Strategy is built around three guiding principles: Increasing Prosperity, Reducing Poverty, and Improving Quality of Life for all residents in Greater Columbus. In pursuit of these aims, the strategy aligns the community’s collective actions around five goal areas: Talented, Educated People; Targeted Economic Growth; An Enterprising Culture; Vibrant and Connected Places; and A Cohesive Image and Identity. Under each of these goal areas are sets of strategic objectives that support each goal and tactical recommendations that will help advance each objective.

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THE FINAL STRATEGIC FRAMEWORK

Implementation Plan


IMPLEMENTATION PLAN While the Community and Economic Development Strategy represents “what” Greater Columbus must do to increase prosperity, reduce poverty, and improve its quality of life, the Implementation Plan defines

“how” the community will effectively put the plan into action. Consistent with the stated desires of the

Steering Committee and public and private leaders throughout the region, the Strategy is aggressive and

broad in scope, covering a wide range of issues that impact the community’s competitiveness and well-being. Accordingly, no organization can single-handedly advance all of the initiatives therein.

Instead, the effort must be collaborative. A range of community partners – local governments, school

districts, two- and four-year colleges and universities, community development organizations,

neighborhood groups, foundations, and numerous other public, private, and non-profit entities will be

called upon to support the implementation of this plan through dedication of time, personnel, and/or

resources. Because budgets are always limited and many of these partner organizations already have

capacity and programming that is contributing to positive growth in Greater Columbus, Market Street sought to incorporate these ongoing efforts into the Community and Economic Development Strategy. The

goal is not to “reinvent the wheel” programmatically if an existing effort has demonstrated success and sustainability. Ultimately, “owners” and partners will need to be confirmed for the Strategy’s component goals, objectives, and tactical recommendations to be advanced in a timely and effective manner.

This Implementation Plan describes how the activation of the Strategy will be coordinated and structured.

It provides a framework through which the community can build effective working partnerships across

organizations and between professional staff and volunteers – neither of which can effectively implement

the Strategy in isolation. It is divided into five sections:

1. Operational Structure

2. Organizational Structure

3. Action Timelines

4. Public-Private Partnership Budget

5. Performance Measurements

The first section describes the effective transition of the Steering Committee to an “Implementation Committee” and discusses its role in convening an ongoing network of volunteers and supporting the

implementation partners. The second section establishes the need for a community and economic

development entity housed in the Greater Columbus Georgia Chamber of Commerce to formally

coordinate strategic implementation and directly advance specific aspects of the strategy. The third section

provides action timelines covering various stages of strategic implementation. The fourth section provides

an overview of the additional capacity that must be developed to support these efforts, while the fifth

provides metrics and activity measures to track progress and ensure accountability during the

implementation process.

Implementation Plan


1. Operational Structure Community and economic development is a “team sport” that requires coordinated and collaborative action. In order to successfully implement the Community and Economic Development Strategy, public, private, and non-profit entities in Greater Columbus must continue to work together and forge new relationships. The entity that will serve as the lead coordinator for strategic implementation will not be able to activate every strategic activity on its own. It will rely on a network of volunteer leaders from public, private, and civic partner organizations to effectively activate the strategy and achieve sustained results. The roles, responsibilities, and structure of this volunteer structure are described in this section.

VOLUNTEER LEADERSHIP: THE IMPLEMENTATION COMMITTEE The strength of the Community and Economic Development Strategy can be directly attributed to the quality and commitment of the Regional Prosperity Initiative Steering Committee. The public, private, and non-profit leaders serving critical functions as members of the committee have been active and engaged throughout the process. Continued dedication to the implementation of the plan will ensure that all of the hard work and input that went into developing it translates into meaningful positive changes for Greater Columbus in the months and years to come. At the January 21 meeting, 91 percent of members present voted in favor of the Regional Prosperity Initiative Steering Committee, with potential key additions, continuing on as an Implementation Committee overseeing the activation of the strategy.

COMMITTEE ROLES AND RESPONSIBILITIES: The Implementation Committee will have no organizational governance authority over any of the implementation partners, but it will serve several important roles. First and foremost, Committee members must be “champions” of the Strategy and its implementation. They must work together to inform and educate the community and its leadership and build support for specific initiatives. The Committee will also be a catalyst as the primary convener of a network of implementation partners that must consistently remain focused on actions and results. Many communities have a tendency to continually discuss challenges and opportunities, but the Committee must ensure that dialogue does not impede doing. The Committee will, in effect, serve as the “keeper of the goals” of the Strategy to ensure that implementation honors the development and approval of the plan.

The Committee will also play an important advisory and support role for professional staff and implementation partners. By engaging key implementation partners, the Committee will ensure that implementation is collaborative, effectively networked, and free of any programmatic redundancies. . And as implementation partner organizations are determining whether they are effectively staffed and resourced to accommodate new and existing programs identified in the Strategy, the Committee can serve as a sounding board and discussion space for proposed organizational changes and enhancements. The Committee should also assist professional staff in tracking implementation progress and regularly communicating these results to the public and with fundraising and partner engagement.

Implementation Plan


COMPOSITION AND LEADERSHIP: The Implementation Committee must be comprised of individuals who are interested and willing to make a personal commitment to advance the implementation of the Strategy and its recommendations. It is important that a significant portion of the Implementation Committee’s representation be derived from the existing Steering Committee membership, as these individuals are familiar with the strategic planning process, the input that informed research findings, the strategic implications of research findings, and the strategic recommendations themselves. This continuity in leadership is critical to an effective transition from strategic planning to implementation.

It is also critical that the Implementation Committee includes leadership from organizations and entities that will be key partners in advancing one or more recommendations but that were not formally represented on the Steering Committee. Specifically, entities that will be called upon to lead the implementation of a specific tactical recommendation and/or devote significant financial or staff resources to the effort should be represented. Not all potential partners can be engaged on the Implementation Committee, however, and it must remain small enough to be productive – 25 to 30 members is an ideal range. It should also include only those individuals willing and able to devote additional time and actively contribute to implementation. The Committee should not include individuals that are simply there to observe or passively participate.

Implementation Committees typically are chaired by two or three individuals. Given the importance of continuity in leadership between the committees, Market Street recommends that – if possible – the current tri-chairs commit to remain as tri-chairs of the Implementation Committee through the end of 2016. Beginning in 2017, the Implementation Committee should nominate and elect co-chairs on an annual or biennial basis. Depending on agreed service requirements, all co-chairs should be required to serve on the Implementation Committee during the years immediately preceding and following their service as a chairperson.

TRANSITION AND MEETING SCHEDULE: Beginning in late Q1 2016, the Steering Committee needs to take the following steps to facilitate its formal transition to an Implementation Committee, with its first meeting ideally taking place no later than Q2 2016:

9 Seek commitments from Steering Committee members that are interested and willing to commit to a minimum of 21 months of service on the Implementation Committee (until the end of 2017)

9 Identify key individuals (staff and volunteer leadership) at the organizations that are frequently identified in the final Implementation Plan (to be developed in February 2016) as lead implementers or supporting partners for the Strategy’s various recommendations

9 Speak in person with the identified individuals, inform and educate them regarding the strategic planning process and its outcomes, and invite them to serve on the Implementation Committee

9 Develop a meeting schedule for the first 21 months (Q2 2016 – Q4 2017) of the Committee’s operations, understanding that much of the work during this time period will be devoted to capacity-building and fundraising; ultimately, the Implementation Committee will determine the frequency of its meetings. Market Street advises that monthly meetings may be beneficial for the first few months of pre-implementation, with meetings occurring quarterly thereafter.

Implementation Plan


WORK GROUPS: Most communities implementing comprehensive community and economic development strategies seek to leverage local experts and program operators by creating volunteer teams to oversee implementation of specific components of the strategy. These “Work Groups” provide the opportunity to build connected networks of leaders across various constituencies and strategic categories to ensure that the community is advancing its strategic vision in a coordinated and collaborative fashion. The new community and economic development entity responsible for coordinating implementation efforts will be charged with making connections between Work Groups, supporting information-sharing and communications across the networks, and ensuring that volunteers have rewarding and positive experiences. The Steering Committee overwhelmingly approved the formation of Work Groups at its

January 21 meeting.

Each Work Group will be tasked with advancing one or more of the tactical recommendations detailed in the strategy. The Work Group structure allows entities currently involved in various activities that impact implementation to meet regularly and discuss how to integrate and, potentially, expand their programs and responsibilities to advance recommendations in an optimal fashion. As subsets of the

Implementation Committee, each Work Group must be chaired by one or more members of the

Committee. Membership of each group will include practitioners and representatives of entities that will play a role in implementing one or more tactical recommendation. In some cases, it may be appropriate for an existing group or committee within the community to serve as a strategic Work Group, likely with enhanced membership. Supported by professional staff from the new community and economic development entity and other partners, Work Groups will be charged with integrating the Strategy

into the programs of work of their members’ organizations, inclusive of identifying and closing gaps between what is taking place and what is proposed in the plan.

Once established, Work Groups will begin implementation of their charged recommendations. Initial tasks include working with relevant implementation partners to identify current capacity and additional needs, including programs, personnel, and funding. Priorities can be reordered if necessary, but it is important that the groups respect the comprehensive, consensus process that developed the Strategy and its recommendations. Initially, the Strategy must serve as the “boundary” – activities and programs that are not in enumerated therein cannot be considered in the first year of implementation. The following graphic details the relationship between the coordinating entity, Implementation Committee, Work Groups, and implementation partners.

Implementation Plan


PROPOSED VOLUNTEER STRUCTURE

The Implementation Committee will ultimately determine the number and composition of the Work Groups. That said, the most logical initial structure would include a total of five groups, one each to advance a goal area of the Strategy. Each Work Group could have one or more subgroups to deal with specific issues (e.g. transportation and mobility or riverfront development) should the Implementation Committee deem them necessary. Additionally, it should be noted that the Talented, Educated People Work Group can effectively serve as the “backbone” coordinating entity for the Cradle-to-Career partnership identified in tactical recommendation 1.1.1 during the initial years of implementation. This Work Group would have multiple subgroups dedicated to addressing and advancing specific issues related to talent development, attraction, and retention.

The ultimate goal of creating Work Groups is to develop an implementation framework that includes public and private staff, leaders, and practitioners. This should be a seamless network of partners that will work collectively toward the common goal of making Greater Columbus a more prosperous, competitive, and successful place.

Implementation Plan


2. Organizational Structure The Community and Economic Development Strategy is a plan for all of Greater Columbus – not a strategy

for a single organization. But activating this type of strategic plan requires an implementation structure

comprised of both volunteer and professional staff leadership. The preceding section outlined the network

of leaders, partner organizations, and practitioners that will work toward the successful implementation of

the Strategy’s various tactical recommendations. This section describes the organizational capacity of a

coordinating entity needed to advance implementation. It begins with an overview of the qualities of an

ideal implementation entity and a brief survey of existing community and economic development

organizational capacity in Greater Columbus. It concludes with a recommended approach to guide

implementation efforts going forward, inclusive of organizational structure, staffing, governance, and roles

and responsibilities. A discussion of the financial requirements of this structure, the Strategy as a whole,

and the mechanisms by which the community can support it will be presented in section four of this report.

DEFINING THE ORGANIZATIONAL NEED A new holistic community and economic development effort requires the commitment and participation of

dozens of public and private entities across a community. It involves launching new programs and

incorporating existing efforts under the framework of the strategy. Experience has shown that if sufficient

organizational capacity is not present to coordinate what could be hundreds of individuals engaged in

various aspects of strategic implementation, the entire initiative will suffer.

The proper organizational structure for carrying out this work is a public-private partnership dedicated

specifically to community and economic development. This entity should be charged with implementing

the strategy as its program of work. Successful communities of all sizes and scopes from around the

country are increasingly using such a model, and with great results. The organization should bring together

not just public and private for-profit investors, but also a variety of non-profits, foundations, and

community organizations whose missions support various strategic objectives and who are vital to the

successful activation of the plan. While exact models vary, this entity should ideally be capable of receiving

all manner of grants and public monies in addition to tax-deductible donations from a wide range of

potential investors.

CURRENT CAPACITY As briefly discussed in the Target Business Analysis & Marketing Review research deliverable, the Greater

Columbus Georgia Chamber of Commerce is, in practice, the primary entity responsible for regional

community and economic development in Greater Columbus. The region has a branded regional economic

development entity, the Valley Partnership, but this organization is in fact a public authority – the Valley

Partnership Joint Development Authority (VPJDA) – funded and governed by Chattahoochee, Harris,

Marion, Muscogee, and Talbot counties and the city of West Point. The VPJDA has no in-house staff or

administrative capacity, and it contracts with the Chamber for economic development and other services.

Local jurisdictions within Greater Columbus take varying approaches to economic development. The

Implementation Plan


Development Authority of Columbus, Georgia, which represents the most populous county, Columbus-Muscogee, contracts separately with the Chamber for economic development services. Other larger jurisdictions in the region have the desire and capacity to handle many economic development functions such as project management on their own – through a local chamber, development authority, or both. The region’s smallest jurisdictions by population are resource-constrained to the point that their only formal economic development activities are carried out through the VPJDA’s contracted services with the Chamber. The region’s multicounty planning and development agency, the River Valley Regional Commission (RVRC) also includes economic development as one of its primary areas of focus. Currently, none of the aforementioned entities are by themselves appropriately positioned to fulfill the necessary organizational capacity.

The Chamber has an important role to play as a convening organization in Greater Columbus, and it has historically provided economic, community, and workforce development services and programming. But the Chamber is ultimately a member organization that represents the region’s business community and is accountable to its board and its members. The Strategy developed through the Regional Prosperity Initiative has a much broader mission, represents the entire region (regardless of Chamber membership), and does not “belong” to any one organization.

As a public entities, the VPJDA and RVRC are not functionally equipped to implement this type of comprehensive strategic initiative. The VPJDA is, by definition, a public partnership only and cannot receive tax-deductible contributions from private investors. Successful implementation of the strategy requires a true public-private partnership as described in the preceding subsection. In addition to these practical limitations, many stakeholders from around the region also expressed concerns about the future of the Valley Partnership and its value proposition for jurisdictions both large and small. Input participants noted that some jurisdictions have already left the Valley Partnership and said they feared more could follow soon. Ultimately, stakeholders with direct knowledge of regional economic development and who hailed from multiple jurisdictions within Greater Columbus expressed strong support for a fresh start when it comes to regional community and economic development. The adoption and implementation of this Strategy represents an ideal opportunity for a new beginning.

RECOMMENDED APPROACH In order to effectively implement the Community and Economic Development Strategy, a non-profit, Chamber-affiliated, public-private community and economic development partnership should be established. This partnership will house Greater Columbus’ primary community and economic development programming and strategic coordination capacity in a single, collaborative entity that leverages public and private monies to provide greater efficiencies and return on investment for both public and private investors. The partnership – the name of which should be determined in the pre-implementation phase (detailed in the next section) – will require considerable new resources, both in terms of finances and personnel. But it should also be noted that Greater Columbus will not be starting from scratch. Public and private leaders in the region have long recognized the importance of community and economic development initiatives and have developed capacity – through the Greater Columbus Georgia Chamber of Commerce – that should be leveraged for the implementation of this Strategy. But a

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new partnership will represent the ideal alignment for advancing the community’s economic development blueprint.

Before proceeding, it should again be emphasized that this is the community’s Strategy. It does not

belong to any one organization, and as described in the Operational Structure section, a large network of

volunteers must come together to drive its implementation. The remainder of this section focuses on the

organizational structure of a “lead entity” for advancing the strategy in cooperation with the volunteer network; as previously stated, neither volunteers nor professional staff can effectively implement this

strategy in isolation. This new entity is housed in the Chamber given the organization’s historical role in community and economic development and consistent with national best practices. Its location or the fact that its structure, governance, staffing, and funding are detailed in the following pages should not be seen as an indication that this is “the Chamber’s plan.” The full implementation process will in

fact engage many other community partners that will need to make organizational adjustments to

effectively advance components of this Strategy. These are no less important, but it is simply not possible

for Market Street to present implementation dynamics for each of these partners in the Implementation

Plan.

CORPORATE STRUCTURE: Economic development partnerships are generally allowed to incorporate

under one of three sections of the federal tax code: 501(c)(3), 501 (c)(4), or 501(c)(6). There are many key

differences between each of these sections, and there is not a one-size-fits-all best practice; the

appropriate model depends on a community’s needs and desires. Having thoroughly reviewed the attributes of each of these sections through its work in more than 160 communities nationwide and having

examined Greater Columbus’ specific local conditions, Market Street recommends a 501(c)(3) entity as the most appropriate solution to support community and economic development in the region.

A 501(c)(3) would give this new public-private partnership the utmost flexibility in terms of funding. Unlike

other 501(c) entities, 501(c)(3) organizations may receive all types of foundation, federal, and state grants

and monies. Additionally, contributions and gifts from both individuals and corporations are tax deductible

as charitable contributions – other non-profit models offer much less in the way of tax benefits for funders.

501(c)(3) organizations are also mostly barred from lobbying and political campaigning activities, which can

help clearly delineate between organizations that take policy positions (such as chambers of commerce)

and a community and economic development partnership that works on behalf of all of Greater Columbus.

Unlike chambers of commerce and economic development partnerships incorporated as 501(c)(6) entities,

this new partnership will serve a “public purpose” rather than the needs of a specific business group or membership as required under 501(c)(6). According to the IRS, the following factors are necessary to

conclude that an economic development corporation is serving a public purpose and primarily

accomplishing charitable purposes under section 501(c)(3) even if the organization is also providing some

private benefits: assistance is targeted to aid an economically depressed or blighted area; to benefit a

disadvantaged group, such as the unemployed or underemployed; to aid businesses that have actually

experienced difficulty in obtaining conventional financing; or to aid businesses that would locate or remain

in an economically depressed or blighted area and provide jobs and training to the unemployed or

underemployed from such areas only if the economic development corporations assistance was available.

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GOVERNANCE: One option for creating a public-private partnership is to incorporate an entirely new 501(c)(3) entity. However, the quickest and most effective way to proceed is to repurpose an existing 501(c)(3) under the auspices of the Greater Columbus Georgia Chamber of Commerce as a community and economic development entity. This will save significant costs and time. While the new partnership will be housed in the Chamber, it will be required by law to have a separate board of directors to guide its operations, along with distinct budgets, financial statements, and bylaws. One potential board structure is to provide a certain number of appointments based on levels or shares of investment. In this model, the Chamber would be an investor by virtue of in-kind donations such as physical office space and various forms of administrative support. Another potential option would be to identify a fixed number of appointments to key public, private, and non-profit partners throughout Greater Columbus. The chart on the following page details the proposed organizational structure.

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STAFFING: In Market Street’s experience, one of the biggest mistakes a community can make following a strategic planning effort is underestimating the staff capacity needed for successful implementation. Economic, community, and workforce development are labor- and knowledge-intensive fields where many months or even years of work are often invested before the benefits of those efforts are apparent. The Chamber has existing staff who work directly in the fields of economic and workforce development on behalf of Greater Columbus. These positions include an Executive Vice President and Senior Vice President for economic development, a Senior Vice President for workforce development, and two Coordination Managers. It is natural that these positions be aligned under the new entity to ensure strength and continuity, with the three vice president positions taking on expanded roles. All existing and new positions under the entity will be considered Chamber employees ultimately reporting to the Chamber CEO. The preceding graphic depicting the organizational structure provides an overview of how organizational functions are structured, and the positions therein are as follows:

Chief Economic Development Officer: The Chief Economic Development Officer (CEDO) of the community and economic development partnership would oversee day-to-day operations of the partnership, working closely with SVP-level staff to ensure that all initiatives and programs are carried out in collaboration with the appropriate partners. This individual would serve as the primary voice of the partnership and its de facto executive officer. The CEDO would also engage in business attraction and marketing and business retention and expansion (BRE) activities as needed. Market Street recommends that the existing Executive Vice President position be transferred into this role.

Senior Vice President of Economic Development: The SVP of Economic Development is responsible for serving as the primary point of contact for prospective companies considering relocation to Greater Columbus. This individual will also coordinate a variety of initiatives related to new business development and existing business retention and expansion. The BRE Manager and Research Manager (described later in this section) will report directly to this individual. Market Street recommends that the existing Senior Vice President for economic development position be transferred into this role.

Senior Vice President of Talent Development: The SVP of Talent Development will primarily serve as the staff coordinator for the new cradle-to-career (C2C) partnership established in tactical recommendation 1.1.1 in the Strategy. As outlined in the Strategy document, the C2C partnership will convene a dedicated network of volunteers from partner organizations involved in workforce and talent development. The SVP of Talent Development will ensure the efficient and collaborative operation of the C2C partnership and its various subcommittees and will be expected to guide multiple initiatives related to talent development, attraction, or retention at any given time – including those outlined in the Strategy and new initiatives that emerge as a product of C2C partnership work. In function, this individual will be expected to be the liaison between Greater Columbus’ community and economic development structure and various education and workforce development providers in the region. Market Street recommends that the existing Senior Vice President for workforce development position be transferred into this role.

Implementation Plan


Market Street also recommends that the following four positions be developed within the new community

and economic development entity to ensure that the Strategy’s implementation framework is connected

and collaborative and/or to support other core community and economic development functions outlined

in relevant tactical recommendations.

Strategic Implementation Coordinator: The Strategic Implementation Coordinator will manage the

implementation of the Community and Economic Development Strategy, serving as the liaison to local and

regional entities advancing programs supportive of Greater Columbus’ strategic blueprint. This individual

will oversee the administration of implementation volunteers and work groups and work closely with

partnership SVPs to ensure that all activities related to the Strategy are effectively planned, integrated,

networked, and collaborative. The Coordinator will also manage any communications tools and processes

associated with implementation, including reporting on progress to volunteers and partners and working

with local media to publicize results, volunteer profiles, and other information. The Strategic

Implementation Coordinator will report directly to the CEDO.

Senior Vice President of Entrepreneurship: The SVP of Entrepreneurship will be responsible for

overseeing key initiatives within the “An Enterprising Community” goal area of the Community and Economic Development Strategy. Principally, this includes building a nascent “entrepreneurial ecosystem” and culture and working to develop a highly visible physical center for entrepreneurship in Greater

Columbus (see tactical recommendation 3.1.1). This individual must be highly qualified, with a successful

entrepreneurial track record of their own and/or significant experience in managing a successful incubator

or accelerator. The SVP of Entrepreneurship will initially report to the CEDO, however Market Street recommends that as the process for creating a physical center for entrepreneurship advances, this position

eventually be spun off into a separate non-profit entity with an independent board to staff and operate the

center and serve as the entrepreneurial cornerstone for Greater Columbus. Initially locating this position

within the community and economic development entity will allow the SVP of Entrepreneurship to first

build capacity and support without the burden of coordinating a full organization. The appropriate timeline

for transitioning entrepreneurship into its own independent entity should be determined by the

community and economic development entity board, with the advice of the Implementation Committee.

Business Retention and Expansion (BRE) Manager: The BRE Manager will be responsible for the

development and day-to-day management of the partnership’s new BRE outreach program as defined in tactical recommendation 2.1.1. This individual will spend the majority of their time working with existing

businesses to identify solutions to challenges and barriers to expansion, mitigate reductions in workforce

and potential closures, and coordinate with a variety of partners in economic and workforce development

to provide existing businesses with the assistance they need to be competitive and grow in Greater

Columbus. This individual may also provide staff support for the development of an economic gardening

program (tactical recommendation 2.1.2) if deemed appropriate. The BRE Manager will report to the SVP of

Economic Development

Research Manager: The Research Manager will be responsible for supporting a variety of strategic

initiatives with timely quantitative and qualitative research. This individual will primarily support economic

development functions of the partnership, including responding to requests for information (RFIs) and

Implementation Plan


ensuring that all print and web-based economic development marketing materials provide up-to-date and relevant information and analysis to target audiences. The individual will also support other strategic initiatives with research as deemed appropriate and potentially be available on a contractual or in-kind basis to regional implementation partners. The Research Manager will report to the SVP of Economic Development.

ROLES, RESPONSIBILITIES, AND REGIONAL SCOPE: Implementation of the Community and Economic Development Strategy will entail the creation and launch of certain efforts and initiatives, but also “jumping on a moving train” of existing and planned activities. Ensuring that all the moving parts are connected, collaborative, and complementary requires a significant amount of administrative oversight and outreach. Coordinating the implementation of the Strategy will be one of the key functions of the new public-private partnership. Additionally, the partnership will be the primary implementer of several components of the Strategy itself. The Chamber’s existing economic and workforce development arm will be shifted to the partnership and expanded to accommodate additional staff and programmatic capacity required by the Targeted Economic Growth goal area. The partnership will be the primary community and economic development entity for the Greater Columbus region, serving as the principal point of contact for prospective businesses and engaging in economic development marketing and business retention and expansion activities, among other duties. The partnership will also oversee the creation and volunteer population of a Cradle-to-Career partnership (C2C) that will in turn advance the Talented, Educated People goal area and other talent-related initiatives. Finally, the partnership will initially employ a SVP of Entrepreneurship whose primary responsibility will be to ensure progress in the “An Enterprising Culture” goal area, though it is anticipated that this would be a temporary arrangement. Once sufficient momentum exists, this function should be spun off into a new independent non-profit entity focused on advancing entrepreneurship. The community and economic development partnership will be housed within the Chamber. The proposed organizational structure outlined on page 13 details the relationship between the entity, its own independent board, and other Chamber programs and initiatives, many of which (e.g. Grow Benning, Young Professionals, and leadership development) will be important to leverage for strategic implementation.

Additionally, just as the Strategy is not a plan for any one organization, it is also a regional effort that was made for Greater Columbus, not a single jurisdiction. For the purposes of implementation, however, it is necessary to define a regional scope for financing and service delivery. Ideally, a regional geography would correspond to an area’s labor shed – as represented by the Metropolitan Statistical Area – or some other historical footprint of regional cooperation (e.g. the Valley Partnership membership at its largest). But it is also necessary to ensure that jurisdictions have the requisite financial resources and assets (population, economic base, sites and buildings, etc.) to ensure that their participation in the partnership is mutually beneficial to the region and the jurisdiction itself. It is Market Street’s recommendation based on analysis and discussion with stakeholders from around the region that the most viable service area and public-sector composition for the regional partnership is: Columbus-Muscogee, Harris County, and Phenix City/Russell County. Other jurisdictions in the labor shed and/or Valley Partnership service area likely do not have the need or capacity to participate in a comprehensive community and economic development effort at this time. It should be noted that the creation of a public-private partnership will not impact the role of the Valley Partnership Joint Development Authority as a multi-jurisdictional entity with various

Implementation Plan


statutorily established roles and capabilities. Additionally, the public entities such as local governments and authorities will still be free to contract with the new community and economic development entity for services such as economic development project management or marketing irrespective of additional investment in the partnership.

Implementation Plan


3. Action Timelines Successful communities never stop planning, but they also do not allow the conversations that take place around a strategic planning process, as important as they are, to impede the process of doing. Every strategy needs a realistic schedule for implementation, particularly as one as ambitious as the Community and Economic Development Strategy created through this process. Not all of the strategic initiatives can or should be completed within five years, but all can and should be started. The following pages contain three action timelines that cover the lifespan of strategic implementation, the progression of which is illustrated below.

Strategic Planning Process (2015-2016)•Project kickoff: May 2015•Public input: May -J une 2015•Research phase: June - August 2015• Strategic planning phase: September 2015 - March 2016• Seven total Steering Committee meetings

Pre-Implementation Timeline (Q2 2016 - Q4 2016)• Transition Steering Committee to the Implementation Committee•Convene Work Groups•Begin fundraising efforts•Develop jobdescriptions and begin hiring to fill identified gaps in

staff capacity• Engage and secure commitments from key partners•Hold a high-profile community rollout event

First-Year Action Timeline (2017)• Initiate implementation of high priority initiatives•Regular meetings of the Implementation Committee•Complete fundraising•Complete hiring to fill identified gaps in staff capacity•Complete organizational re-alignment•Continue to build volunteer capacity

Five-Year Implementation Matrixes (2017 - 2021)• Initiate implementation of all recommendations by the end of 2021•Maintain quarterly meetings of the Implementation Committee•Assess progress annually; report to investors, partners, and the

region at large•Adjust strategic priorities when necessary and as new opportunities

arise•Begin preparing for a mid-course update in Q1 2019

Implementation Plan


PRE-IMPLEMENTATION TIMELINE Prior to the official launch of the Strategy, stakeholders and partner organizations in Greater Columbus must build critical implementation capacity and generate support for the plan among key constituencies and potential funders. Market Street recommends a nine-month “pre-implementation” phase to carry out this vital work prior to an official launch at the start of 2017. The timeline in this subsection details the activities that should occur during this period in rough chronological order.

All of the pre-implementation activities are important steps to securing the Strategy’s long-term success. But the tasks related to building awareness and generating support for the plan among key constituencies are critical to maintaining early momentum. In the early months of pre-implementation, the volunteer membership of the Implementation Committee must outreach to:

9 Potential investors and lead implementers

9 Potential Work Group members and practitioners

9 Elected officials

9 The general public

Communities approach these outreach processes in a variety of ways – from informal ad hoc communications to highly organized campaigns. So while there is no one “correct” approach, this pre-implementation timeline outlines specific steps that Greater Columbus can take to secure approval and buy-in from investors, implementers, and other key partners. Actions 2 and 6 address outreach to potential investors. An investor outreach strategy described in Action 2 should include but not necessarily be limited to a refined list of potential top investors, timelines and assignments for individual contacts, and key messaging and talking points. The Executive Summary provided as a companion document to this Implementation Plan can serve as leave-behind collateral for clearly communicating key information about the Strategy and its implementation. Actions 7, 9, 10, and 16 cover communications to a broader audience of potential implementation partners, Work Group members and practitioners, and the general public.

The creation or re-purposing of a non-profit entity as described in the previous section is not included on this timeline, but it is expected that this work should begin immediately upon Steering Committee approval of the implementation structure. As the 501(c)(3) is designated, it is anticipated that staff at the Greater Columbus Georgia Chamber of Commerce would continue to coordinate activities related to implementation and pre-implementation, including the immediate hiring of a Strategic Implementation Coordinator.

Implementation Plan


PRE-IMPLEMENTATION ACTIVITIES

Launch & Duration

Notes

1

Choose a name for the Strategy and new public-private partnership

Month 1

Convene a small process sub-committee comprised of existing Steering Committee members and key implementation partners to name the Strategy and the public-private partnership that will implement it and advance community and ED efforts

2Convene a small sub-committee for investor outreach

Month 1

Identify a small sub-committee comprised of Implementation Committee members who served on the Steering Committee to conduct outreach to top investors to support the public-private partnership program of work; task group with developing outreach strategy

3

Formalize Implementation Committee membership

Month 1Confirm with existing members their intention to serve and identify/secure commitments from additional members; set a date for the first meeting

4Begin process of hiring new staff

Month 1

Staff the Strategic Implementation Coordinator position as soon as a highly qualified candidate is identified; actual hire does not need to occur in month one, but the process should begin immediately

5Identify Work Group chairs

Months 1 to 2

From the roster of confirmed Implementation Committee members, identify a chair or chairs for each of the five initial Work Groups; note that in addition to leading Work Groups, chairs will also play key roles in formulation of communications strategy as outlined in Action 6

6Outreach to potential public and private investors

Months 2 to 6

With group established in Action 2, finalize a five-year fundraising target for Strategy implementation and conduct outreach to potential top private and philanthropic funding partners and elected officals

7Develop a communications strategy

Months 2 to 3

With Work Group chairs and other Committee members, develop a strategy for communicating Strategy benefits and securing buy-in from potential partners, Work Group members, and the public; inclusive of a Speaker's Bureau, PowerPoint, and event outlined in Action 12

8Hold first Implementation Committee meeting

Month 3

Brief the Committee on pre-implementation activities; introduce new members to the RPI process and Strategy; facilitate discussion on potential Work Groups and membership; identify opportunities for member assistance with fundraising

Action

Implementation Plan


PRE-IMPLEMENTATION ACTIVITIES, CONTINUED

Launch & Duration

Notes

9Outreach to all key partner entities

Months 3 to 5

Based on communications strategy developed in Action 2, present Strategy to all requisite local, regional, and statewide partners; seek commitments to assist with implementation, potentially as Work Group members

10

Conduct an information session for implementation partners

Month 4

As part of outreach to partner entities detailed in Action 9, hold a large briefing for all potential implementation partners, Work Group members, etc. on the strategic planning process, the Strategy, what is being asked of volunteers, etc.

11Populate Work Groups

Months 4 to 5

Follow up on initial outreach to confirm membership in implementation Work Groups

12Hold second Implementation Committee meeting

Month 5Prepare Committee for launch of Work Groups; update Committee on the fundraising process

13Hold initial Work Group meetings

Month 6

Hold initial meetings for each strategic Work Group; brief each newly formed group on the Strategy and ask members to vet their organizational programming against tactical recommendations

14Hold third Implementation Committee meeting

Month 6 or 7

Brief Committee on new activities and discuss member roles in upcoming rollout of Strategy

15Hold second Work Group meetings

Month 8 Begin work on assigned tactical recommendations and actions.

16Hold high-profile rollout event for the Strategy

Month 8 or 9

Promote and host an official community-wide rollout event for the Strategy as a celebration and a call-to-action for its implementation

Action

Implementation Plan


POTENTIAL IMPLEMENTATION PARTNERS As discussed throughout the Community and Economic Development Strategy and this Implementation Plan, successful implementation will require coordinated action from a range of community partners. The following lists detail the potential implementation partners listed in the First-Year Action Timeline and the Strategy Implementation Framework. This list is not intended to be final or comprehensive – it would be very difficult to accurately list every single supporting entity that could contribute to each effort, and these lists will almost certainly evolve over time. But the following represents the organizations that public input participants, Steering Committee members, and Market Street identified as potential key partners. It is important to reiterate that outreach efforts to these partner entities will be a critical component of the Pre-Implementation phase, as these initiatives cannot advance without appropriate support and buy-in from a range of community partners.

POTENTIAL IMPLEMENTATION PARTNERS

Abbreviation Organization or Group

ADC Alabama Department of CommerceALDOT Alabama Department of TransportationBANK Local banks and financial institutionsBBBS Big Brothers Big Sisters of the Chattahoochee ValleyBGC Boys & Girls Clubs of the Chattahoochee ValleyBIZ Private BusinessesBWSBE Bob Wright Symposium on Business EmpowermentC&U All local colleges and universitiesC2C Cradle-to-career partnership (to be created; see 1.1)CA Catapult AcademyCCAA Columbus Cultural Arts AllianceCCG Columbus Consolidated GovernmentCFCV Community Foundation of the Chattahoochee ValleyCIAR Community Impacts Associated With Army Personnel Reductions (CIAR) study leadershipCIC University System of Georgia Cybersecurity Initiative ConsortiumCMIT Columbus MakesITCOC Greater Columbus Georgia Chamber of Commerce membership organizationCP&R Columbus Parks and RecreationCSU Columbus State UniversityCSUAF CSU Alumni and FriendsCTC Columbus Technical CollegeCVB Columbus Georgia Convention and Visitors BureauCVCC Chattahoochee Valley Community CollegeCWW Columbus Water WorksDEV Real estate development communityECE Early childhood education providersELF Edward Lowe FoundationEO Elected officialsEYC Empowered Youth of ColumbusFB Fort BenningFBO Faith-based OrganizationsFFCL Ferst Foundation for Childhood LiteracyGB Grow BenningGC Gateways Columbus

Implementation Plan


POTENTIAL IMPLEMENTATION PARTNERS, CONTINUED

Abbreviation Organization or Group

GDCA Georgia Department of Community AffairsGDEcD Georgia Department of Economic DevelopmentGDOT Georgia Department of TransportationGIC Girls Incorporated of ColumbusGOV All county/consolidated governmentsGP Georgia PowerGW Goodwill ColumbusHA Local housing authoritiesHCC Harris County ChamberHCF Historic Columbus FoundationLA Literacy AllianceLBA Columbus-Muscogee County Land Bank AuthorityLU Liberty UtilitiesMCSD Muscogee County School DistrictMEEF Muscogee County Education FoundationMETRA METRAMfC Manufacturer's CouncilMID Midtown, Inc.MUSM Mercer University School of MedicineNA Local neighborhood associationsNWC NeighborWorks ColumbusODCH Open Door Community House, Inc.PATH PATH FoundationPCRCC Phenix City-Russell County ChamberPHIL Philanthropic foundations and donorsPIE Partners in EducationPK12 K–12 public school districtsPPP New public-private partnership (see Organizational Structure)RVRC River Valley Regional CommissionSBA U.S. Small Business AdministrationSBDC UGA Small Business Development CenterSCORE SCORETU Troy UniversityUC Uptown Columbus Inc.USG University System of GeorgiaUW United Way of the Chattahoochee ValleyWIB Workforce Investment BoardsYP Columbus GA Young Professionals

Implementation Plan


FIRST-YEAR ACTION TIMELINE The First-Year Action Timeline includes the tactical recommendations and associated actions that should be completed during the first year of strategic implementation. It is divided into two sections. The first contains the recommendations that the Steering Committee identified as high-priority first-year actions through small group discussions and a subsequent online survey. The second contains the many ongoing activities in Greater Columbus that contribute to strategic implementation.

First-Year Action Timeline Key The following key corresponds to the columns in the First-Year Action Timeline on the following pages:

x The # and Recommendation columns refer to the specific tactical recommendation and its placement in the Community and Economic Development Strategy.

x Potential Lead Implementer(s) corresponds to abbreviations for the potential lead entity or entities that will guide implementation of that recommendation and associated actions. (See “Potential Implementation Partners” subsection for an abbreviation key.) Certain lead roles are listed as “to be determined” (TBD) based on discussions of implementation leaders.

x Potential Implementation Partners lists the key entities that could assist/influence implementation of a recommendation and associated tasks. (See “Potential Implementation Partners” subsection for an abbreviation key.)

x Status refers to the present status of tactical recommendations and whether each is:

x O = Ongoing action(s)

x E = Expanded or enhanced versions of action(s) already underway

x N = New action

x Launch refers to the quarter in which strategic activities should begin (Note: it is assumed that all ongoing strategic activities will have continued in operation during the “pre-implementation” phase).

x Y1 Activities refers to the specific actions associated with each tactical recommendation that should be completed during the first year of implementation. Each of these bullets corresponds to a specific “potential action” outlined in the Strategy, though many have been modified in this matrix for the purposes of brevity. Implementation partners should always refer to the Strategy for full descriptions of potential actions. Potential actions listed in the Strategy but not included on this matrix should occur subsequent to the first year of implementation activities.

At the beginning of each new year of the campaign, Market Street recommends that the public-private community and economic development partnership and its allies develop a new current-year action plan informed by the successes and challenges of prior year actions. A variety of factors may require that individual action items be adjusted, particularly in the latter years of the campaign.

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ateg

ic p

riorit

ies

into

ong

oing

pol

icy

agen

das

3.1.

2

Wor

k w

ith o

rgan

izer

s to

mak

e th

e Bo

b W

right

Sym

posi

um o

n Bu

sine

ss

Empo

wer

men

t the

pre

mie

r eve

nt o

f its

ki

nd.

BWSB

EPP

PE

Q2

• Wor

k w

ith S

ympo

sium

org

aniz

ers

to id

entif

y w

ays

to

enha

nce

prog

ram

with

enh

ance

d pu

blic

ity,

spon

sors

hip,

etc

.• D

evel

op a

n ea

rned

med

ia s

trat

egy

to g

ener

ate

pres

s co

vera

ge o

f the

201

6 ev

ent

3.2.

2Ad

vanc

e G

reat

er C

olum

bus’

pos

ition

in

the

“mak

er m

ovem

ent”

thro

ugh

supp

ort

for C

olum

bus

Mak

esIT

.CM

ITBI

Z; P

HIL

; PPP

; TU

EQ

3• C

ontin

ue w

ork

with

CM

IT a

nd p

oten

tial p

artn

ers

to

purs

ue fu

ndin

g fo

r add

ition

al e

quip

men

t and

op

erat

ing

reso

urce

s

4.2.

1

Purs

ue p

olic

ies

and

deve

lop

ince

ntiv

es

to a

ctiv

ate

unde

rutil

ized

com

mer

cial

, in

dust

rial,

and

neig

hbor

hood

pr

oper

ties.

CGC;

GO

VBA

NKS

; CO

C; D

EV;

HCF

; LBA

; MID

; NA;

PH

IL; U

CO

Q1

• Adv

ance

the

adop

tion

and

activ

atio

n of

tax

allo

catio

n di

stric

ts (T

ADs)

and

oth

er o

ngoi

ng

initi

ativ

es

5.2.

1Pu

rsue

a m

ajor

ear

ned

med

ia c

ampa

ign

to g

ener

ate

posi

tive

cove

rage

of G

reat

er

Colu

mbu

s in

ext

erna

l med

ia m

arke

ts.

PPP

CVB;

CO

C; G

OV;

H

CC; P

CRCC

EQ

2

• Dev

elop

fund

ing

sour

ces

and

reta

in a

nat

iona

l co

nsul

ting

firm

• Ide

ntify

initi

al s

tory

pitc

hes

and

med

ia s

trat

egy

• Ens

ure

any

succ

esse

s ar

e le

vera

ged

in o

ther

m

arke

ting

activ

ities

5.2.

2Su

ppor

t eff

orts

to p

rom

ote

Gre

ater

Co

lum

bus

thro

ugh

trav

el, t

ouris

m, a

nd

even

ts.

CVB

COC;

GO

V; H

CC;

PCRC

C; P

PPO

Q1

• Con

tinue

sup

port

for C

VB, T

rade

Cen

ter,

etc.

• Lev

erag

e ED

pra

ctiti

oner

s to

iden

tify

refe

rral

s• I

dent

ify fu

ndin

g so

urce

s to

sup

port

des

tinat

ion

mar

ketin

g

Implementation Plan


FIVE-YEAR IMPLEMENTATION MATRICES Based on the realities of how comprehensive community and economic development strategies are implemented, Market Street has prepared the following framework as a resource for Greater Columbus as it seeks to implement the strategy. Complemented by the detailed potential actions for each tactical recommendation in the Strategy, these matrices can and should be utilized by the Implementation Committee and Work Groups to guide their efforts, manage outreach to appropriate implementation partners, help track progress, and identify “what’s next” on its implementation to-do list. The information included for each tactical recommendation is provided in the following key.

As previously discussed, a new or repurposed non-profit entity under the umbrella of the Greater Columbus Georgia Chamber of Commerce will be the organization responsible for coordination of strategic implementation. This public-private partnership will also take on programmatic responsibilities related to three of the Strategy’s five goal areas.

Five-Year Implementation Framework Key Each matrix in the Framework is color-coded and labeled by goal area and includes the following elements:

x The # and Recommendation columns refer to the specific tactical recommendation and its placement in the Community and Economic Development Strategy.

x The Y column refers to the estimated launch year

x Potential Lead Implementer(s) corresponds to the potential lead entity or entities that will guide implementation of that recommendation and associated actions. Certain lead roles are listed as “to be determined” (TBD) based on discussions of implementation leaders.

x Potential Implementation Partners lists the key entities that could assist/influence implementation of a recommendation and associated tasks.

x Possible funding resources for each recommendation are provided in the Potential Funding Sources column.

x The Funding Notes column provides additional detail about specific costs. In instances where the public-private partnership entity is listed as a potential funding source, specifics about what the partnership will fund and how it relates to the budget in section four of this report is provides.

Impl

emen

tatio

n Pl

an

Page

29 –

Janu

ary

2016

IMPL

EMEN

TATI

ON

MA

TRIX

: TA

LEN

TED

, ED

UCA

TED

PEO

PLE

#Re

com

men

datio

nY

Pote

ntia

l Lea

d Im

plem

ente

r(s)

Pote

ntia

l Im

plem

enta

tion

Part

ners

Pote

ntia

l Fun

ding

So

urce

sFu

ndin

g N

otes

Obj

ectiv

e 1.

1: A

lign

our E

duca

tion

and

Wor

kfor

ce S

yste

ms

1.1.

1

Cre

ate

a co

mp

reh

ensi

ve c

rad

le-t

o-c

aree

r (C

2C) p

artn

ersh

ip t

o a

lign

ed

uca

tio

n,

trai

nin

g, b

usi

nes

s, a

nd

so

cial

ser

vice

s ar

ou

nd

incr

easi

ng

tal

ent

leve

ls in

G

reat

er C

olu

mb

us.

1PP

P

BIZ

; C&

U; C

FCV

; EC

E; E

O; F

BO

; GW

; M

EEF;

PH

IL; P

IE;

PK12

; WIB

; YP

PPP

Prim

ary

cost

s ar

e st

artu

p a

nd

on

go

ing

vo

lun

teer

co

ord

inat

ion

co

vere

d b

y st

aff

po

siti

on

s in

th

e B

ud

get

sec

tio

n;

add

itio

nal

co

sts

cou

ld b

e in

curr

ed if

th

e p

artn

ersh

ip is

inco

rpo

rate

d a

s a

form

al

no

n-p

rofi

t en

tity

at

som

e p

oin

t in

its

evo

luti

on

Obj

ectiv

e 1.

2: D

evel

op H

omeg

row

n ta

lent

1.2.

1En

sure

th

at t

hre

e- a

nd

fo

ur-

year

-old

s h

ave

acce

ss t

o h

igh

-qu

alit

y ea

rly

child

ho

od

ed

uca

tio

n.

2C

2C; E

CE

EO; F

BO

; FFC

L; L

A;

MEE

F; P

HIL

; PK1

2;

PPP

Var

iou

s p

ub

lic a

nd

p

hila

nth

rop

ic

sou

rces

; PPP

Co

sts

are

hig

hly

var

iab

le d

epen

din

g o

n

the

leve

l of

pro

gra

mm

atic

exp

ansi

on

an

d

the

avai

lab

ility

of

stat

e an

d f

eder

al

fun

din

g a

nd

gra

nt

reso

urc

es; p

rim

ary

cost

s to

th

e p

ub

lic-p

riva

te p

artn

ersh

ip

are

staf

f ti

me

asso

ciat

ed w

ith

vo

lun

teer

co

ord

inat

ion

an

d s

taff

en

gag

emen

t w

ith

re

leva

nt

par

tner

s.

1.2.

2

Ensu

re t

hat

infa

nts

, to

dd

lers

, an

d

exp

ecti

ng

par

ents

hav

e ac

cess

to

co

mp

reh

ensi

ve c

hild

dev

elo

pm

ent

and

fa

mily

su

pp

ort

ser

vice

s.

2C

2CC

FCV

; EC

E; E

O;

FBO

; PH

IL; P

K12;

U

W; W

IB; Y

P

Var

iou

s p

ub

lic a

nd

p

hila

nth

rop

ic

sou

rces

; PPP

Co

sts

are

hig

hly

var

iab

le d

epen

din

g o

n

the

leve

l of

pro

gra

mm

atic

exp

ansi

on

an

d

the

avai

lab

ility

of

stat

e an

d f

eder

al

fun

din

g a

nd

gra

nt

reso

urc

es; p

rim

ary

cost

s to

th

e p

ub

lic-p

riva

te p

artn

ersh

ip

are

staf

f ti

me

asso

ciat

ed w

ith

vo

lun

teer

co

ord

inat

ion

an

d s

taff

en

gag

emen

t w

ith

re

leva

nt

par

tner

s ac

cou

nte

d f

or

in t

he

Bu

dg

et s

ecti

on

.

1.2.

3Ex

pan

d e

ffo

rts

to in

tro

du

ce s

tud

ents

to

ed

uca

tio

n a

nd

car

eer

po

ssib

iliti

es f

rom

a

you

ng

ag

e.2

C2C

; PIE

BB

S; B

GC

; BIZ

; C

&U

; EYC

; GIC

; M

EEF;

PK1

2; Y

PPP

P

Prim

ary

cost

s to

th

e p

ub

lic-p

riva

te

par

tner

ship

are

sta

ff t

ime

acco

un

ted

fo

r in

th

e B

ud

get

sec

tio

n; i

mp

lem

enta

tio

n

par

tner

s m

ay in

cur

tim

e an

d

adm

inis

trat

ive

cost

s.

Impl

emen

tatio

n Pl

an

Page

30

– Ja

nuar

y 20

16

IMPL

EMEN

TATI

ON

MA

TRIX

: TA

LEN

TED

, ED

UCA

TED

PEO

PLE

#Re

com

men

datio

nY

Pote

ntia

l Lea

d Im

plem

ente

r(s)

Pote

ntia

l Im

plem

enta

tion

Part

ners

Pote

ntia

l Fun

ding

So

urce

sFu

ndin

g N

otes

1.2.

4Le

vera

ge

exis

tin

g p

rog

ram

s to

co

ord

inat

e a

com

mu

nit

y-w

ide

men

tori

ng

p

rog

ram

fo

r at

-ris

k K-

12 s

tud

ents

.2

C2C

BB

BS;

BG

C; B

IZ;

CO

C; E

YC; F

BO

; G

IC; H

CC

; PC

RC

C;

PIE;

PK1

2; P

PP; U

W;

YP

PPP

Prim

ary

cost

s to

th

e p

ub

lic-p

riva

te

par

tner

ship

are

sta

ff t

ime

acco

un

ted

fo

r in

th

e B

ud

get

sec

tio

n; i

mp

lem

enta

tio

n

par

tner

s m

ay in

cur

tim

e an

d

adm

inis

trat

ive

cost

s.

1.2.

5

Lau

nch

a b

road

-bas

ed a

du

lt e

du

cati

on

ca

mp

aig

n t

o c

on

nec

t in

div

idu

als

wh

o

did

no

t co

mp

lete

hig

h s

cho

ol o

r co

lleg

e co

urs

ewo

rk w

ith

op

po

rtu

nit

ies

for

adva

nce

men

t an

d e

mp

loym

ent.

2C

2C

BIZ

; CA

; CFC

V; C

TC;

CV

CC

; FB

O; G

W;

LA; O

DC

H; P

HIL

; U

W; W

IB; Y

P

Var

iou

s p

ub

lic a

nd

p

hila

nth

rop

ic

sou

rces

; PPP

Co

sts

are

hig

hly

var

iab

le d

epen

din

g o

n

the

mix

an

d e

xten

t o

f p

rog

ram

min

g (e

.g.

sub

sid

ized

tes

t an

d a

dm

issi

on

fee

s,

sch

ola

rsh

ips

and

tu

itio

n a

ssis

tan

ce, e

tc.);

p

rim

ary

cost

s to

th

e p

ub

lic-p

riva

te

par

tner

ship

are

sta

ff t

ime

asso

ciat

ed

wit

h v

olu

nte

er c

oo

rdin

atio

n a

nd

sta

ff

eng

agem

ent

wit

h r

elev

ant

par

tner

s ac

cou

nte

d f

or

in t

he

Bu

dg

et s

ecti

on

.

Obj

ectiv

e 1.

3: R

etai

n ou

r Bes

t and

brig

htes

t Wor

kers

1.3.

1

Co

nn

ect

bu

sin

ess

and

ed

uca

tio

n

pro

vid

ers

to d

evel

op

po

st-s

eco

nd

ary

pro

gra

ms

and

hig

h s

cho

ol c

urr

icu

la t

hat

su

pp

ort

tar

get

bu

sin

ess

gro

wth

an

d

intr

od

uce

yo

un

g p

eop

le t

o jo

b

op

po

rtu

nit

ies.

2C

2CB

IZ; C

&U

; CO

C;

HC

C; P

CR

CC

; PK1

2Ed

uca

tio

n

pro

vid

ers;

PPP

Imp

lem

enta

tio

n c

ost

s fo

r ed

uca

tio

n

pro

vid

ers

will

be

hig

hly

var

iab

le b

ased

o

n id

enti

fied

nee

ds;

pri

mar

y co

sts

to t

he

pu

blic

-pri

vate

par

tner

ship

are

sta

ff t

ime

for

coo

rdin

atio

n a

cco

un

ted

fo

r in

th

e B

ud

get

sec

tio

n

1.3.

2

Chal

leng

e th

e re

gion

’s b

usin

ess

com

mu

nit

y to

leve

rag

e, e

xpan

d, a

nd

d

evel

op

inte

rnsh

ip a

nd

ap

pre

nti

cesh

ip

op

po

rtu

nit

ies

for

hig

h s

cho

ol a

nd

co

lleg

e st

ud

ents

.

2C

2C; C

OC

; HC

C;

PCR

CC

BIZ

; C&

U; P

K12

Priv

ate

bu

sin

esse

s;

PPP

Co

sts

to p

riva

te b

usi

nes

ses

incl

ud

e p

erso

nn

el a

nd

ad

min

istr

ativ

e co

sts

asso

ciat

ed w

ith

inte

rnsh

ips;

pri

mar

y co

sts

to t

he

pu

blic

-pri

vate

par

tner

ship

ar

e st

aff

tim

e as

soci

ated

wit

h p

rog

ram

co

ord

inat

ion

acc

ou

nte

d f

or

in t

he

Bu

dg

et s

ecti

on

.

Impl

emen

tatio

n Pl

an

Page

31

– Ja

nuar

y 20

16

IMPL

EMEN

TATI

ON

MAT

RIX:

TAL

ENTE

D, E

DU

CATE

D P

EOPL

E

#Re

com

men

datio

nY

Pote

ntia

l Lea

d Im

plem

ente

r(s)

Pote

ntia

l Im

plem

enta

tion

Part

ners

Pote

ntia

l Fun

ding

So

urce

sFu

ndin

g N

otes

1.3.

3D

evel

op a

form

al re

tent

ion

prog

ram

for

indi

vidu

als

retir

ing

from

or e

xitin

g th

e m

ilita

ry.

2C2

C; F

BBI

Z; C

IAR;

GB

PPP

Star

tup

cost

s fo

r an

initi

al s

urve

y ar

e ac

coun

ted

for i

n th

e Bu

dget

sec

tion;

ad

ditio

nal p

rogr

am c

osts

and

pot

entia

l fu

ndin

g so

urce

s co

uld

vary

wid

ely

depe

ndin

g on

iden

tifie

d ne

eds.

1.3.

4W

elco

me

and

enga

ge n

ew re

side

nts

who

mov

e to

Gre

ater

Col

umbu

s w

ith a

re

loca

ting

fam

ily m

embe

r.2

C2C;

PPP

BIZ;

CO

C; H

CC;

PCRC

C; G

OV

PPP

Cost

est

imat

e fo

r "Ta

lent

mar

ketin

g" in

th

e bu

dget

sec

tion

incl

udes

de

velo

pmen

t cos

ts fo

r a w

ebsi

te;

addi

tiona

l cos

ts in

clud

e co

ordi

natio

n of

vo

lunt

eer e

ffor

t

Obj

ectiv

e 1.

4: A

ttra

ct T

alen

ted

Indi

vidu

als

to G

reat

er C

olum

bus

1.4.

1At

trac

t edu

cate

d ex

patr

iate

s ba

ck to

G

reat

er C

olum

bus

thro

ugh

a “b

oom

eran

g” m

arke

ting

prog

ram

.2

C2C;

PPP

BIZ;

CSU

; CSU

AF;

NA;

TU

; YP

PPP

Cost

est

imat

e pr

ovid

ed fo

r "Ta

lent

m

arke

ting"

in th

e Bu

dget

sec

tion

refle

cts

a re

ason

able

bud

get f

or s

tart

up a

nd

ongo

ing

expe

nditu

res

incl

udin

g pu

blic

re

latio

ns, p

aid

med

ia, e

tc.

1.4.

2

Supp

ort t

he p

rom

otio

n of

Col

umbu

s St

ate

and

Troy

Uni

vers

ity’s

Phe

nix

City

ca

mpu

s as

sch

ools

of c

hoic

e fo

r st

uden

ts fr

om o

utsi

de th

e re

gion

.

2CS

U; T

UBI

Z; C

2C; P

HIL

CSU

; TU

Prim

ary

cost

s ar

e on

goin

g un

iver

sity

m

arke

ting

expe

nditu

res

reso

urce

d fr

om

a va

riety

of p

ublic

and

priv

ate

sour

ces

Impl

emen

tatio

n Pl

an

Page

32

– Ja

nuar

y 20

16

IMPL

EMEN

TATI

ON

MAT

RIX:

TAR

GET

ED E

CON

OM

IC G

ROW

TH

#Re

com

men

datio

nY

Pote

ntia

l Lea

d Im

plem

ente

r(s)

Pote

ntia

l Im

plem

enta

tion

Part

ners

Pote

ntia

l Fun

ding

So

urce

sFu

ndin

g N

otes

Obj

ectiv

e 2.

1: G

row

and

Exp

and

Exis

ting

Busi

ness

es

2.1.

1

Form

aliz

e a

colla

bora

tive

busi

ness

re

tent

ion

and

expa

nsio

n (B

RE) p

rogr

am

to e

nsur

e co

nditi

ons

are

optim

al fo

r ex

istin

g fir

ms

to th

rive.

1PP

PBI

Z; M

fCPP

P

Cost

ass

ocia

ted

with

coo

rdin

atin

g an

d im

plem

entin

g a

BRE

prog

ram

is p

rimar

ily

staf

f tim

e; a

nnua

l cos

t est

imat

es

prov

ided

in th

e Bu

dget

sec

tion

incl

ude

expe

nditu

res

asso

ciat

ed w

ith: s

oftw

are

licen

ses

that

sup

port

exi

stin

g bu

sine

ss

surv

eys,

rela

tions

hip

man

agem

ent,

and

data

col

lect

ion

and

repo

rtin

g,

tech

nolo

gy a

nd m

arke

ting,

etc

.

2.1.

2 L

aunc

h a

pilo

t “ec

onom

ic g

arde

ning

” pr

ogra

m to

hel

p se

cond

-sta

ge fi

rms

grow

in G

reat

er C

olum

bus.

2PP

PBI

Z, E

LFPP

P

Star

tup

and

annu

al c

ost e

stim

ates

for a

n Ed

war

d Lo

we

Foun

datio

n-as

sist

ed

prog

ram

is p

rovi

ded

in th

e Bu

dget

se

ctio

n

Obj

ectiv

e 2.

2: A

ttra

ct N

ew F

irms

and

Inve

stm

ent

2.2.

1D

evel

op a

n up

date

d co

mpr

ehen

sive

ec

onom

ic d

evel

opm

ent m

arke

ting

prog

ram

.1

PPP

ADC;

CW

W;

GD

EcD

; GO

V; G

P;

LUPP

P

The

"Eco

nom

ic d

evel

opm

ent m

arke

ting"

ite

m in

the

Budg

et s

ectio

n ac

coun

ts fo

r ou

tbou

nd e

vent

s, p

ublic

rela

tions

, a

limite

d am

ount

of p

aid

med

ia/a

dver

tisem

ent,

trav

el; a

nd th

e de

velo

pmen

t and

mai

nten

ance

of w

eb

and

prin

t res

ourc

es; i

nbou

nd m

arke

ting

even

ts a

re s

how

n as

a s

epar

ate

line

item

Impl

emen

tatio

n Pl

an

Page

33 –

Janu

ary

2016

IMPL

EMEN

TATI

ON

MA

TRIX

: TA

RGET

ED E

CON

OM

IC G

ROW

TH

#Re

com

men

datio

nY

Pote

ntia

l Lea

d Im

plem

ente

r(s)

Pote

ntia

l Im

plem

enta

tion

Part

ners

Pote

ntia

l Fun

ding

So

urce

sFu

ndin

g N

otes

Obj

ectiv

e 2.

3: P

ursu

e Sp

ecia

l Opp

ortu

nitie

s fo

r Gro

wth

and

Div

ersi

ficat

ion

2.3.

1

Co

nti

nu

e to

pu

rsu

e th

e de

velo

pm

ent

of

an+

B21

ad

dit

ion

al h

ote

l ad

jace

nt

to t

he

Co

lum

bu

s G

eorg

ia C

on

ven

tio

n a

nd

Tr

ade

Cen

ter.

1C

GC

; CV

B; P

PPD

EV; U

CPP

P

The

prim

ary

cost

of

purs

uin

g a

ho

tel

dev

elo

pm

ent

can

be

inco

rpo

rate

d in

to

the

eco

no

mic

dev

elo

pm

ent

recr

uit

men

t fu

nct

ion

of

the

pub

lic-p

riva

te

par

tner

ship

; dep

end

ing

on

mar

ket

con

dit

ion

s, lo

cal i

nce

nti

ves

(e.g

. TA

D

fin

anci

ng

) may

be

nece

ssar

y to

ad

van

ce

the

actu

al d

evel

op

men

t of

a n

ew h

ote

l

2.3.

2Ev

alu

ate

the

viab

ility

of

exp

and

ing

cy

ber

secu

rity

res

earc

h c

apac

ity

in G

reat

er

Co

lum

bu

s.2

CSU

; PPP

BIZ

; CIC

; EO

; G

DEc

D; P

HIL

; USG

PPP

Prim

ary

init

ial c

ost

to

th

e pu

blic

-pri

vate

p

artn

ersh

ip is

tim

e fo

r st

aff

coo

rdin

atio

n; c

ost

s an

d f

un

der

s fo

r an

y su

bse

qu

ent

mea

sure

s w

ou

ld v

ary

dep

end

ing

on

iden

tifi

ed o

pp

ort

un

itie

s b

ut

wo

uld

like

ly in

clu

de

sig

nif

ican

t co

ntr

ibu

tio

ns

fro

m c

orp

ora

te a

nd

oth

er

pri

vate

fu

nd

ers

2.3.

3Ex

plo

re p

oss

ibili

ties

to

leve

rag

e th

e C

olu

mb

us

cam

pu

s of

th

e M

erce

r U

niv

ersi

ty S

cho

ol o

f M

edic

ine.

1M

USM

; PPP

BIZ

; CG

C; E

O; N

APP

P

Prim

ary

init

ial c

ost

to

th

e pu

blic

-pri

vate

p

artn

ersh

ip is

tim

e fo

r st

aff

coo

rdin

atio

n; c

ost

s an

d f

un

der

s fo

r an

y su

bse

qu

ent

mea

sure

s w

ou

ld v

ary

dep

end

ing

on

iden

tifi

ed o

pp

ort

un

itie

s

Impl

emen

tatio

n Pl

an

Page

34

– Ja

nuar

y 20

16

IMPL

EMEN

TATI

ON

MA

TRIX

: TAR

GET

ED E

CON

OM

IC G

ROW

TH

#R

eco

mm

end

atio

nY

Po

ten

tial

Lea

d

Imp

lem

ente

r(s)

Po

ten

tial

Im

ple

men

tati

on

P

artn

ers

Po

ten

tial

Fu

nd

ing

So

urc

esFu

nd

ing

No

tes

Ob

ject

ive

2.4:

Ad

voca

te f

or

Eco

no

mic

Gro

wth

2.4.

1Co

ntin

ue to

lobb

y on

beh

alf o

f For

t Be

nnin

g th

roug

h th

e ap

prop

riate

sta

te

and

fede

ral c

hann

els.

1G

BBI

Z; C

IAR;

EO

; G

OV;

PPP

GB

Activ

ities

can

be

inco

rpor

ated

into

the

exis

ting

Gro

w B

enni

ng p

rogr

am.

2.4.

2

Wor

k w

ith a

ll ap

prop

riate

par

tner

s to

id

entif

y ne

ar- a

nd lo

ng-t

erm

op

port

uniti

es fo

r im

prov

ing

conn

ectiv

ity

betw

een

Gre

ater

Col

umbu

s an

d m

ajor

m

arke

ts.

2CO

C; P

PPAL

DO

T; E

O; G

DO

T;

GO

V; R

VRC

COC;

PPP

The

cost

s of

any

act

ual i

nfra

stru

ctur

e pr

ojec

ts w

ill n

eces

sita

te s

igni

fican

t, fe

dera

l, st

ate

and/

or lo

cal i

nves

tmen

ts;

the

publ

ic-p

rivat

e pa

rtne

rshi

p ca

n co

ordi

nate

par

tner

s on

iden

tifyi

ng

pote

ntia

l nee

ds, w

hich

can

then

be

inco

rpor

ated

into

the

Cham

ber's

and

ot

her o

ngoi

ng p

olic

y ag

enda

s

2.4.

3

Ensu

re th

at th

e re

gion

’s le

gisl

ativ

e ag

enda

s ar

e al

igne

d w

ith s

trat

egic

co

mm

unity

and

eco

nom

ic d

evel

opm

ent

need

s.

1CO

CBI

Z; E

O; G

OV;

PPP

COC

Cost

s sh

ould

be

min

imal

as

new

st

rate

gic

initi

ativ

es c

an b

e in

corp

orat

ed

into

the

Cham

ber's

exi

stin

g po

licy

agen

das

with

the

appr

oval

of C

ham

ber

lead

ersh

ip; o

ther

Cha

mbe

rs o

r or

gani

zatio

ns w

ith p

olic

y ag

enda

s m

ay

also

wis

h to

alig

n th

e st

rate

gy

Impl

emen

tatio

n Pl

an

Page

35

– Ja

nuar

y 20

16

IMPL

EMEN

TATI

ON

MA

TRIX

: AN

EN

TERP

RISI

NG

CU

LTU

RE

#Re

com

men

datio

nY

Pote

ntia

l Lea

d Im

plem

ente

r(s)

Pote

ntia

l Im

plem

enta

tion

Part

ners

Pote

ntia

l Fun

ding

So

urce

sFu

ndin

g N

otes

Obj

ectiv

e 3.

1: S

tren

gthe

n th

e Cu

lture

of E

ntre

pren

eurs

hip

in G

reat

er C

olum

bus

3.1.

1

Dev

elo

p a

ph

ysic

al, f

lexi

ble

, an

d

prof

essi

onal

ly s

taff

ed “c

ente

r of g

ravi

ty”

for

entr

epre

neu

rial

act

ivit

ies

in a

hig

hly

vi

sib

le lo

cati

on

.

1PP

PB

IZ; C

SU; D

EV; N

A;

PHIL

; SB

A; S

BD

C;

SCO

RE

Var

iou

s p

ub

lic a

nd

p

riva

te s

ou

rces

; PP

P

The

pri

mar

y co

st t

o t

he

pu

blic

-pri

vate

p

artn

ersh

ip w

ill b

e st

affi

ng

in t

he

form

o

f th

e SV

P o

f En

trep

ren

eurs

hip

po

siti

on

. A

pri

mar

y co

mp

on

ent

of

this

ind

ivid

ual

's

job

des

crip

tio

n w

ill b

e to

dev

elo

p

reso

urc

es f

rom

var

iou

s p

ub

lic a

nd

p

riva

te s

ou

rces

fo

r th

e d

evel

op

men

t o

f th

e ce

nte

r, p

ote

nti

ally

wit

h t

he

hel

p o

f o

uts

ide

org

aniz

atio

ns.

3.1.

2

Wo

rk w

ith

org

aniz

ers

to m

ake

the

Bo

b

Wri

gh

t Sy

mp

osi

um

on

Bu

sin

ess

Emp

ow

erm

ent

the

pre

mie

r ev

ent

of

its

kin

d.

1B

WSB

EPP

PPP

P

The

pri

mar

y co

st t

o t

he

pu

blic

-pri

vate

p

artn

ersh

ip w

ill b

e st

affi

ng

in t

he

form

o

f th

e SV

P o

f En

trep

ren

eurs

hip

po

siti

on

. A

dd

itio

nal

co

sts

may

be

cove

red

by

the

earn

ed m

edia

bu

dg

et a

s p

resc

rib

ed b

y 5.

2.1

and

det

aile

d in

th

e b

ud

get

in

sect

ion

fo

ur.

Obj

ectiv

e 3.

2: E

xpan

d Re

sour

ces

to O

pen

Up

Entr

epre

neur

ship

as

a Po

ssib

ility

for A

ll Re

side

nts

3.2.

1Ex

pan

d c

apit

al a

vaila

bili

ty f

or

ind

ivid

ual

s w

ho

lack

acc

ess

to t

rad

itio

nal

cap

ital

w

ith

a p

re-s

eed

mic

rolo

an p

rog

ram

.2

BA

NKS

; PPP

BIZ

; PH

IL; S

BA

; SB

DC

; SC

OR

EB

AN

KS; P

HIL

The

init

ial c

apit

aliz

atio

n a

nd

ad

min

istr

atio

n o

f th

e fu

nd

sh

ou

ld

invo

lve

loca

l fin

anci

al in

stit

uti

on

s,

ph

ilan

thro

pic

org

aniz

atio

ns,

an

d o

ther

q

ual

ifie

d e

nti

ties

. Th

e to

tal r

equ

ired

fi

nan

cial

co

mm

itm

ent

sho

uld

be

det

erm

ined

by

thes

e o

rgan

izat

ion

s.

3.2.

2Ad

vanc

e G

reat

er C

olum

bus’

pos

ition

in

the

“mak

er m

ovem

ent”

thro

ugh

supp

ort

for

Co

lum

bu

s M

akes

IT.

1C

MIT

BIZ

; PH

IL; P

PPV

ario

us

pri

vate

so

urc

es a

nd

gra

nts

Co

sts

cou

ld v

ary

wid

ely

dep

end

ing

on

th

e d

egre

e an

d t

ype

of

sup

po

rt (e

.g.

spo

nso

rsh

ips)

an

d c

ou

ld t

ake

the

form

o

f in

-kin

d d

on

atio

ns

of

equ

ipm

ent;

im

ple

men

ters

may

als

o p

urs

ue

a va

riet

y o

f co

mp

etit

ive

gra

nts

Impl

emen

tatio

n Pl

an

Page

36

– Ja

nuar

y 20

16

IMPL

EMEN

TATI

ON

MAT

RIX:

VIB

RAN

T AN

D C

ON

NEC

TED

PLA

CES

#Re

com

men

datio

nY

Pote

ntia

l Lea

d Im

plem

ente

r(s)

Pote

ntia

l Im

plem

enta

tion

Part

ners

Pote

ntia

l Fun

ding

So

urce

sFu

ndin

g N

otes

Obj

ectiv

e 4.

1: M

axim

ize

the

Impa

ct o

f the

Reg

ion’

s G

reat

est N

atur

al R

esou

rce

– th

e Ch

atta

hooc

hee

Rive

r

4.1.

1

Colla

bora

te a

cros

s st

ate

lines

to fu

rthe

r pr

omot

e ac

tivat

ion

of th

e Ch

atta

hooc

hee

Rive

rfro

nt th

roug

h th

e re

gion

’s c

ore.

1TB

D

BIZ;

CO

C; C

VB;

DEV

; EO

; GO

V;

MID

; NA;

PCR

CC;

PPP;

UC

GO

V; U

C: v

ario

us

othe

r pub

lic a

nd

priv

ate

sour

ces

Fund

ing

requ

irem

ents

will

var

y w

idel

y de

pend

ing

on c

ours

e of

initi

ativ

e; s

mal

l-sc

ale

initi

ativ

es s

uch

as e

nhan

ced

secu

rity

and

even

t pro

gram

min

g co

uld

be c

over

ed b

y o

rgan

izat

ions

suc

h as

U

ptow

n Co

lum

bus;

larg

e-sc

ale

proj

ects

co

uld

requ

ire v

ery

larg

e pu

blic

or

phila

nthr

opic

inve

stm

ents

Obj

ectiv

e 4.

2: P

rom

ote

Vibr

ant a

nd A

ttra

ctiv

e N

eigh

borh

oods

, Cor

ridor

s, a

nd A

ctiv

ity C

ente

rs

4.2.

1

Purs

ue p

olic

ies

and

deve

lop

ince

ntiv

es

to a

ctiv

ate

unde

rutil

ized

com

mer

cial

, in

dust

rial,

and

neig

hbor

hood

pr

oper

ties.

1CG

C; G

OV

BAN

KS; C

OC;

DEV

; H

CF; L

BA; M

ID; N

A;

PHIL

; UC

Prim

arily

loca

l pu

blic

sou

rces

w

ith p

ossi

bilit

ies

for p

rivat

e-se

ctor

su

ppor

t

Prim

ary

publ

ic c

osts

incl

ude

the

deve

lopm

ent a

nd p

rovi

sion

of

ince

ntiv

es; m

ostly

reso

urce

d lo

cally

but

w

ith th

e po

ssib

ility

for s

tate

or f

eder

al

tax

cred

its o

r gra

nts

(e.g

. his

toric

pr

eser

vatio

n); c

ould

incl

ude

som

e pr

ivat

e-se

ctor

sup

port

for a

low

-cos

t fin

anci

ng p

rogr

am fo

r wor

thy

smal

l-sc

ale

rede

velo

pmen

t pro

cess

es

4.2.

2

Cata

lyze

the

deve

lopm

ent o

f new

ho

usin

g op

tions

and

sup

port

ive

neig

hbor

hood

reta

il in

the

regi

on’s

cor

e ne

ighb

orho

ods.

1CG

C; G

OV

COC;

DEV

; GD

CA;

MID

; NA;

UC

Prim

arily

pub

lic

with

sup

port

from

PP

P

The

prim

ary

cost

s in

clud

e po

tent

ial u

se

of p

ublic

ince

ntiv

es (e

.g. T

AD fi

nanc

ing

to d

efra

y de

velo

pmen

t cos

ts) o

r de

velo

pmen

t of n

ew p

rogr

ams

(e.g

. w

orkf

orce

hou

sing

den

sity

bon

uses

); pr

imar

y co

st to

pub

lic-p

rivat

e pa

rtne

rshi

p in

clud

e st

aff t

ime

rela

ted

to

assi

stin

g w

ith re

tail

or c

omm

erci

al

deve

lopm

ent i

n ke

y di

stric

ts

Im

ple

mentatio

n P

lan

Pag

e 3

7 –

January 2

016

IMP

LEM

EN

TA

TIO

N M

ATR

IX: V

IBR

AN

T A

ND

CO

NN

EC

TED

PLA

CES

#Re

com

men

datio

nY

Pote

ntia

l Lea

d Im

plem

ente

r(s)

Pote

ntia

l Im

plem

enta

tion

Part

ners

Pote

ntia

l Fun

ding

So

urce

sFu

ndin

g N

otes

4.2

.3C

reate a

fo

rm

al p

artn

ersh

ip t

o p

ro

mo

te

a v

ibran

t D

ow

nto

wn

Ph

en

ix C

ity.

2TB

DB

IZ; D

EV

; EO

; G

OV

;

PC

RC

C; PPP; TU

Lo

cal p

ub

lic a

nd

priv

ate s

ou

rces

So

urces f

or f

un

din

g a

re c

on

tin

gen

t

up

on

th

e d

esir

ed

co

rp

orate s

tru

ctu

re,

wh

ich

co

uld

be a

pu

blicly

fu

nd

ed

BID

, a

501(c

)(3) o

rg

an

izatio

n c

ap

ab

le o

f

receiv

ing

a v

arie

ty o

f m

on

ies, o

r b

oth

;

fu

nd

ing

need

is c

on

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Implementation Plan


4. Public-Private Partnership Budget The Community and Economic Development Strategy contains numerous programs and initiatives that must be staffed and funded. As demonstrated in the matrices in the previous section, doing so will require partners from the public, private, and philanthropic sectors to evaluate their role in implementation in the context of existing budgets. All opportunities for refocusing, redirecting, and redistributing current funding to service strategic implementation needs should be assessed and pursued before any new resource development activities are initiative. But arriving at a definitive dollar amount for implementing the entire Community and Economic Development Strategy would be virtually impossible for Market Street to accomplish. There are simply too many programs, variables, partners, and ongoing efforts to develop a defensible estimate. As an example, establishing a physical center for entrepreneurship might normally entail significant leasing or real estate acquisition costs, but if a suitable partner can be found, the space could be donated or heavily subsidized. Additionally, many efforts might be resourced from outside the region; for instance, infrastructure projects might be advanced with significant state or federal investments.

For the purposes of the Implementation Plan, Market Street has provided the annual operating budget of the new public-private partnership outlined in section two of this report. This includes the cost of overseeing strategic implementation as a whole and directly implementing programs related to talent, economic development, and, for the first few years of implementation, entrepreneurship. It should be noted that several of the below staff positions and activities (e.g. marketing) are presently funded through the Chamber; going froward, they would be shifted to the partnership entity and resourced and accounted for separately. The total estimated five-year implementation costs is roughly $5.41 million.

COMMUNITY AND ECONOMIC DEVELOPMENT PUBLIC-PRIVATE PARTNERSHIP: BUDGET

Expense Year 1 Year 2 Year 3 Year 4 Year 5 TotalStaff Positions*Existing 5-person ED and talent staff** $405,000 $417,150 $429,665 $442,554 $455,831 $2,150,200SVP of Entrepreneurship*** $83,883 $86,399 $88,991 $91,661 $94,410 $445,344Strategic Implementation Coordinator $60,743 $62,565 $64,442 $66,375 $68,366 $322,490BRE Manager $54,958 $56,606 $58,304 $60,054 $61,855 $291,777Research Manager $43,388 $44,689 $46,030 $47,411 $48,833 $230,350Programs, initiatives, and toolsEconomic development marketing $125,000 $125,000 $125,000 $125,000 $125,000 $625,000Talent marketing (incl. website in 1.3.4) $120,000 $105,000 $105,000 $105,000 $105,000 $540,000Earned media public relations contract $75,000 $75,000 $75,000 $75,000 $75,000 $375,000Inbound ED marketing event $30,000 $30,000 $30,000 $30,000 $30,000 $150,000Website and GIS dev. & maintenance $40,000 $15,000 $15,000 $15,000 $15,000 $100,000Implementation committee meetings $10,000 $10,000 $10,000 $10,000 $10,000 $50,000Economic Gardening program $21,450 $5,000 $5,000 $5,000 $5,000 $41,450Research software $6,000 $6,000 $6,000 $6,000 $6,000 $30,000BRE software $15,000 $2,500 $2,500 $2,500 $2,500 $25,000Fort Benning talent survey/study $25,000 $0 $10,000 $0 $0 $35,000Total $1,115,420 $1,040,909 $1,070,931 $1,081,554 $1,102,796 $5,411,611

* Estimates for new positions represent range midpoints; all salaries include benefits with costs escalating at 3 percent annually** Salaries may need to be adjusted based on the proposed repurposing of certain existing positions.*** Shown on public-private partnership for full five years, but could be transferred to a separate entity earlierNote: In-kind donations from the Chamber covering administrative overhead, office space, supplies, etc. are not included in this budget.

Implementation Plan


RESOURCING OPPORTUNITIES

The Community and Economic Development Strategy promotes a holistic vision of community, economic,

workforce, and business development activities in the community. It seeks to impact a variety of outcomes

at the individual, business, and community level, and the benefits of effective implementation will accrue to

households, existing businesses, entrepreneurs, and the public sector. Best-practice communities around

the country recognize the preceding fact and acknowledge that all segments of society – public, private,

philanthropic, non-profit, educational – must have “skin in the game” to demonstrate commitment and ensure accountability toward the implementation of the plan.

While every effort should be made to leverage the existing capacity and ongoing efforts of partner

organizations throughout the community, implementing the Community and Economic Development

Strategy will unquestionably require the development of new resources. Market Street firmly believes that

the partnership driving strategic implementation must be supported by investments from the public,

private, and philanthropic sectors; our firm has never seen a strategic process succeed without a

collaborative public-private framework – in terms of personnel, governance, and funding. As previously

mentioned, community partners must assess their capacity to implement various aspects of the plan and

consider potential resource enhancements. Additionally, the community may pursue competitive grants

and state and federal funding to activate various initiatives, particularly those involving high-cost

infrastructure projects.

Implementation Plan


5. Performance Measurement Measuring performance is a critical component of any community and economic development initiative. By establishing and tracking a series of performance metrics, the public-private partnership entity – as the coordinator of implementation efforts – will assess progress in activating the Strategy and, in the long run, its outcomes. Metrics are an important factor in helping investors, implementation partners, and the community at-large in determining if implementation is having the desired impact and producing the desired return on investment.

Market Street recommends that the public-private partnership track two distinct types of measures:

1. Community Context: These metrics represent regional outcomes that will be impacted by effective implementation of the strategy’s recommendations but are heavily influenced by a variety of other factors outside the control of any implementing organizations. They seek to measure the region’s performance in key demographic, socioeconomic, economic, and quality of life attributes that the Strategy seeks to impact.

2. Implementation Progress: These metrics are more closely tied to individual recommendations with the Strategy and are thus more directly – in many cases exclusively – influenced by the implementation effort. They primarily measure activities that implementing organizations will carry out.

The following table displays both Community Context and Implementation Progress. It is important to remember that the Strategy’s various recommendations are designed to work together to achieve its three broad guiding principles: increasing prosperity, reducing poverty, and improving quality of life. The “Core Indicators” at the top of the table speak to those results. The key results must include lowering the poverty rate, increasing average annual wages, achieving net job gains, and improving educational attainment.

As evidenced by the holistic nature of the Strategy, there are many components and action items that will contribute this to success. Each goal area has its own set of measures. Ultimately, this Strategy seeks to promote long-term, systemic change in Greater Columbus. The region is building on its current assets and seeking to improve the lives of its citizens. Through the strategic implementation process, Greater Columbus will seek to “change the trend lines” of these measures and start on a course to becoming one of the nation’s strongest communities. As each year passes, the improvement across the region will be reported and celebrated, and attainment of a performance goal will not be an end point but rather a foundation from which more success can be built.

Implementation Plan


PERFORMANCE MEASURES

Trend Goal

Core IndicatorsPopulation growth 314,005 (2014) 0.99% 10-yr. 333,158 338,611 5,454 CPELabor Force 127,599 (2014) -0.37% 5-yr. 126,464 133,416 6,952 BLSAverage Annual Wage $39,058 (2014) 1.45% 3-yr. $42,077 $42,744 $667 BLSPer capita income $36,683 (2014) 2.32% 10-yr. $42,095 $42,707 $612 BEAMedian household income $42,669 (2014) 1.13% 5-yr. $45,293 $46,974 $1,681 ACSPoverty rate 20.4% (2014) 0.36% 10-yr. 22.9% 19.2% -3.7% SAIPEChild poverty rate 29.6% (2014) 0.60% 10-yr. 33.8% 28.6% -5.2% SAIPE

Talented, Educated PeoplePercent 3- and 4-year olds enrolled in Pre-K 51.0% (2014) -0.05% 5-yr. 50.7% 55.5% 4.8% ACSPublic HS graduation rate 84.6% (2015) 92.0% - MCSDPublic HS dropout rate 2.0% (2015) 0.8% - MCSD% public HS grads enrolling in postsecondary 58.8% (2014)* MCSD% public HS grads completing postsecond. coursework 58.5% (2014)* MCSDAA+ attainment rate 31.8% (2014) 0.30% 3-yr. 33.9% 37.4% 3.5% ACSBA+ attainment rate 23.9% (2014) 0.43% 3-yr. 26.9% 30.0% 3.1% ACSPercent of adults 25+ without HS diploma or equivalent 14.6% (2014) -0.10% 3-yr. 13.9% 11.6% -2.3% ACSBA+ attainment rate for in-migrants 26.5% (2014) 0.71% 5-yr. 31.4% 37.3% 5.9% ACS

Targeted Economic GrowthTotal employment 150,854 (2015) 0.22% 10-yr. 152,854 155,929 3,075 EMSITotal private sector employment 104,591 (2015) 0.41% 5-yr. 105,115 107,728 2,613 EMSIJobs from recruitment efforts PPPCapital investment from recruitment efforts PPPJobs from BRE efforts PPPCapital investment from BRE efforts PPP

An Enterprising CulturePercent of workers who are self-employed 4.5% (2015) -0.07% 10-yr. 4.1% 5.5% 1.4% EMSINon-farm proprietor income $17,176 (2014) 3.24% 5-yr. $21,471 $22,166 $695 BEAEmployment in firms less than five years old** QWISmall business loan originations*** 3,092 (2013) -3.10% 13-yr 2,397 3,119 722 FFIEC; CRA

Vibrant and Connected PlacesDirect & leveraged capital investment from TADs/redev. programs Various/PPPHousing unit deliveries in Uptown Columbus & other key districts Various/PPPS.F. of retail deliveries in Uptown Columbus & other key districts Various/PPPCapital investment in Uptown Columbus & other key districts Various/PPPLinear miles of bicycle and pedestrian infrastructure developed Various/PPPCapital investment in bicycle and pedestrian infrastructure Various/PPPAverage Walk score of Uptown Columbus and other key districts 24 (2015) WalkscoreAnnual unlinked transit trips per resident 4.9 (Jun 2014) NTD

A Cohesive Image and IdentityDevelopment of updated community brand identity TBDAdoption of community brand identity by local partners TBDSocial media engagement w/ brand identity TBDCoverage generated through earned media campaign PPPAnnual visitors to Greater Columbus 1.7 mil. (FY2014) CVBNumber of conventions, trade shows, and other inbound events CVB

*For the class of 2010.** QWI data was unavailable at the time of publication***Number of loans originated with loan amount less than $1 million

Track locally and report progress

Track locally and report progressTrack locally and report progress


Track locally and report progressTrack locally and report progressTrack locally and report progressTrack locally and report progress


Figure neededIncrease through addition of retail and amenities

Track locally and report progressTrack locally and report progressTrack locally and report progress

Track locally and report progressTrack locally and report progressTrack locally and report progressTrack locally and report progress

Maintain current successMaintain current success

Figure neededFigure needed

Strategy/Metric Latest FigureAnnualized Avg.

(%/term)Goal v. Trend

Source2021

Implementation Plan


CONCLUSION Months of work by a strong, engaged Steering Committee has resulted in a holistic strategy that is Greater Columbus’ first comprehensive community and economic development effort in many years. But without an effective, coordinated, and sufficiently resourced and staffed implementation process, the potential of the plan will not be realized. The implementation structure in this document – including the activation of new volunteer and organizational capacity and leadership – represents the framework through which the community can act collectively to increase prosperity, reduce poverty, and improve quality of life for all current and future residents of Greater Columbus. The course of the Regional Prosperity Initiative indicates that Greater Columbus is up to the task of seeking a bold agenda to move the community forward. This powerful implementation framework will ensure that this momentum carries forward for years to come.

Documents

PHASE 4: IMPLEMENTATION PLAN - Columbus 20252016. A diverse Steering Committee comprised of representatives from the public, private, and non-profit sectors will guide this process