CEDC Board Meeting March 3, 2016, 8:30 a.m. – 10:30 a.m. Hudson Opera House

Meeting Agenda 8:30 a.m. Open 8:40 a.m.Strategic Plan: Progress and Current State 8:50 a.m.Mission and Vision Statements 9:05 a.m.Assess Possible Tactics and Initiatives Entrepreneurship & Innovation Workforce & Education Infrastructure Quality of Life & Sustainability 10:20 a.m.Wrap Up 10:30 a.m.Close

Where We Are: Interim President and CEO engaged – DONE By-laws amended and approved – DONE 17 voting and 3 ex-officio board members (8 vacancies; 6 filled, 2 open) Policies reviewed and updated Funding fully restored – DONE Membership campaign – INITIATED AND ONGOING Strategic Planning Process – INITIATED Board and staff planning workshops – DONE Public planning session – DONE Survey - INITIATED Plan finalized and presented – April 19 Permanent President and CEO search - INITIATED

Strategic Planning: Process Systematic process to envision the future and create a plan to realize that future. Identify strategic areas of focus Engage diverse set of stakeholders to collect information (public session and survey) Develop/affirm Mission Statement (why the organization exists) Develop/affirm Vision Statement (what the organization strives for) Define goals (stated outcome) and objectives (measurements) Written strategic plan completed, reviewed, approved and introduced Plan integrated to operations including budget and action planning

Mission Statement A STATEMENT OF WHAT AN ORGANIZATION DOES. Feasible, precise, clear, current, relevant The current mission of the ColumbiaEDC is to: Strengthen the area’s tax base through economic development & job creation; Assist businesses to locate & expand within the County; Promote Columbia County as a premier spot for both business investment and personal opportunity.

Vision Statement A STATEMENT OF WHERE THE ORGANIZATION WANTS TO BE. Inspirational, future-focused, unique, clear, relevant Examples: “A collaborative, community partner leading in economic growth and prosperity through global trade.” “Preserving the historic downtown area, xxxx County will be a sound economic competitor, providing opportunities for new commercial, industrial, and residential development which does not appreciably alter the historic nature of the community.” “An entrepreneurial magnet, where a culture of passion to invite business to xxxx is clearly evident throughout the community and where people with innovative business ideas can achieve their goals.”

Common Economic Development Issues Broadband Business Attraction Business Climate Business Retention & Growth Clean Energy & Climate Change Economy Education Environment Health & Human Services Infrastructure Investment Jobs Land Use Public Safety Shovel Ready Sites Transportation Gas & Electric Water & Sewer Other

Columbia Co Business Environment: Themes and Issues Business environment/culture Business marketing/attraction versus retention Economic development versus community development Bifurcation of County (rural vs main street) Regional collaboration Industries of focus: agribusiness, creative economy, technology, tourism Workforce readiness challenges; new business- education partnerships under development Funding model (private versus public support) Need for organizational direction, capacity Regulatory Compliance

Four Pillars of Strategic Focus 1.Entrepreneurship & Innovation 2.Infrastructure 3.Quality of Life & Sustainability 4.Workforce & Education

Discussion Objective: Identify strategic objectives and supporting initiatives for each Pillar of Strategic Focus. Activity: Assess possible tactics and initiatives (refer to worksheet). Questions for each: Do we do this today? What pillars are impacted? 1.Entrepreneurship & Innovation 2.Workforce & Education 3.Infrastructure 4.Quality of Life & Sustainability Should we do this? Is this a priority?

Next Steps Compile Survey Results Draft Strategy Board Review Present to Public Permanent President and CEO in place

THANK YOU!