DACC Strategic Planning Session Summary
The following is a review of goals/objectives discussed at the planning session held on May 14, 2009.Working Goal Statements (arranged in no order of priority)
1. To capitalize on the resources and opportunities existing at both SRS and Fort Gordon.
Possible “action items” to consider:
- Identify opportunities for transferring technology developed/used at both facilities to local firms
- Disseminate information on procurement requirements/systems at both facilities, in order to increase business opportunities for local firms
- Participate closely with strategic partners at the two facilities (SRS CRO and CSRA Alliance for Fort Gordon), assisting those partners in the implementation of their respective missions
2. To create a plan for retaining the county’s highly-educated populace, including recent high school and local post-secondary institution graduates, along with those persons leaving the military at Fort Gordon, thus reducing the county’s “brain drain” and talent loss.
Possible “action items” to consider:
- Establish an on-line “job portal” to permit job seekers and employers hiring to interface
- Promote entrepreneurial resources available (at RDC and SBDC) for developing new businesses
- Work in concert with the local school board and Augusta Tech, to help promote tech opportunities available to persons with a technical education background/training
- Create an “angel fund” or loan pool targeting retiring military personnel interested in launching a business
3. Working closely with the CVB and the Columbia County Chamber of Commerce, to develop a common “branding concept” for use in promoting the county to businesses, tourists, the film industry, and the general public.
Possible “action items” to consider:
- Review findings of the Randall Report (2009 CVB-funded study) and assist CVB in implementation of those areas pertaining to the DACC and its economic development mission
- “Test market” brand concepts to select businesses and economic development experts
- Poll business community on final brand choices
4. While continuing efforts to change the existing “tier” system (governing the application of certain state economic development incentives), to develop alternate incentive programs that will accentuate the county’s comparative advantages.
Possible “action items” to consider:
- Maintain frequent contact with state legislators and government officials throughout year via special events (beyond “Columbia Day” at the capitol) in attempt to change law
- Emphasize use of new “Quality Jobs Tax Credit” program through promotional materials and targeted marketing efforts toward prospects/firms that pay a higher wage
- Explore feasibility of creating a local tax credit program or equivalent savings vehicle to offset the differential that exists between a Tier 1 community and a Tier 4 community in regards to the per job income tax credit.
- Develop a checklist of other “comparative” advantages and promote as a “location” incentive
5. To improve the capacity and viability of the existing industry/business community in the county through periodic “needs” assessments.
- Serve as a conduit for information on available financial and technical assistance programs
- Provide marketing exposure at select trade shows or business expos (i.e., local firms at Bio)
- Promote local firms’ capabilities (including contact info) to state (GEDA) and regional officials and to other local businesses (increasing local “turnover” of business activity)
- Conduct an annual industry visitation survey
- Partner with the local chamber to sponsor an industry appreciation event (Developers’ Day)
- Participate in the local chamber’s industry council and its program of work (FTZ, backhauling)
6. To encourage small business and entrepreneurial activity within the county through the establishment of specific technical and/or financial assistance programs
Possible “action items” to consider:
- Assess the prospect of creating a local venture capital fund or “angel” network of investors for county entrepreneurs
- Partner with existing small business support providers (RDC, SBDC) to promote resources available to businesses
- Conduct a feasibility study on starting or expanding a business incubator program in the county
- Identify and apply to federal or state grant sources for program initiatives
- Create a marketing program (as part of the DACC’s overall marketing plan) targeting unique small business enterprises (those not currently represented in the area)
- Participate in the local chamber’s small business development committee
- Work closely with GDEcD, utilizing resources and contacts with state
7. To identify ways to reduce DACC operational costs while seeking alternative sources of funds or revenue generation, in order to improve the DACC’s financial position and lessen its dependency upon the county as a source for funding
Possible “action items” to consider:
- Examine the feasibility of combining DACC office space with other business support providers (CVB, local chamber) as a means of sharing costs and reducing expenses
- Explore the possibility of implementing a “build-to-suit” program, in which the DACC would construct and lease industrial building property to select manufacturing/distribution firms with options-to-purchase provisions contained within the lease
- Work with the county to identify properties that could be transferred to the DACC for re-sale or re-use by the private sector, properties which could generate an increase to the fund balance
8. To help improve the capabilities of the local workforce through programs designed to enhance the work skill levels of the county’s residents.
Possible “action items” to consider:
- With Georgia Power, lead county’s certification effort under the governor’s Work Ready Community Initiative
- Promote the use of the state’s Quick Start worker training program to new and existing industry in the county
- Work closely with the local school board and staff to expand technical training programs available to high school students
9. To maintain the accurate and timely information on the county (population statistics and business demographics) required by site selectors and business decision makers when evaluating the potential of the area for a project (establishment or relocation of a firm).
Possible “action items” to be considered:
- Routine maintenance of web site, and periodic “revisions” to keep it fresh, new
- Periodic publication of newsletter and press releases
- Build an on-line database of available buildings and sites, and update it on a regular basis
- Maintain contact (including personal contact) with site consultants and business development officials
10. To concentrate short-term marketing efforts (via the DACC’s overall marketing plan) on securing a tenant or buyer for the DACC-owned industrial building on Wrightsboro Road (termed the “spec” building) by creating a specific promotion plan for the property.
Possible “action items” to consider:
- Host special events (such as an “open house”) at building on a periodic basis, touting the property
- Identify local companies that might fit the building’s specs, then conduct an advertising campaign targeted to those firms
- Assemble a list of creative financing options for consideration by a tenant/buyer
- Maintain routine contact with real estate databases (on-line) about availability of the building
11. To identify marketing opportunities for the county to promote in one or more of the following “bio-tech” fields - health, agri-business, energy or industry, and/or environmental-related industries.
Possible “action items” to consider:
- Participate in the “Augusta Life Sciences” regional marketing effort, spearheaded by MCG (which maintains a presence at trade shows like Bio and regional business expos)
- Use the Augusta Showcase during MASTERS’ week to target bio-tech leads
- Work with the region’s two existing business incubators (MCG and GMDA) to recruit program graduates, and with the GDEcD
12. To facilitate the development or re-development of business sites within the county, Harlem, and Grovetown, by actively working with the real estate development community.
Possible “action items” to consider:
- To assist the City of Harlem with the preparation of its DCA Revitalization Plan for downtown
- To advance plans for infrastructure at the Georgia Vitrified industrial site in Harlem
- To identify parcels that would increase the amount of industrial space available in the Horizon South industrial area in Grovetown
13. To assist the county with the further development of the Gateway project at I-20, particularly as it relates to securing a diverse mix of retail that will complement the existing retail in the community.
Possible “action items” to consider:
- To develop a target marketing plan to recruit additional large-scale retailers to the Gateway project
- Working with the private sector developer, to identify potential retail sub-anchors to ensure a diverse mix of tenants
- To assist the county with planning for the use and development of its newly acquired 50-acre parcel adjacent to the Gateway’s retail component
- Conduct a study on “leakages” existing in local retail market to determine opportunities for retail attraction
14. To strengthen the relationship between the DACC and other agencies in the economic and business development field in order to promote commerce and business investment in the region (Augusta-Aiken MSA).
Possible “action items” to consider:
- Explore the feasibility of creating a multi-jurisdictional industrial park
- Actively participate in the SRS CRO’s attempt to create an “energy park” on DOE property at the Savannah River Site