HomeMy WebLinkAbout15- TPM Proposal for Strategic Plan
Proposal for
Strategic Planning Services
Presented to:
City of Bozeman, Montana
December 1, 2015
Contact:
Scott Neale, Project Manager
t. 317.341.0690
f. 317.894.5370
sneale@tpma-inc.com
December 1, 2015
Mr. Chris Kukulski
City Manager
City of Bozeman
P.O. Box 1230
Bozeman, Montana 59771
Dear Mr. Kukulski,
Thomas P. Miller and Associates, LLC (TPMA) is pleased to submit the attached proposal to the City of
Bozeman for the creation of a City-Wide Visioning and Strategic Plan. This is an exciting project, and we
have assembled a highly-qualified team of professionals who have been in the trenches of economic
development, community planning, and broadband planning to complete the services defined in the
attached Scope of Work.
The TPMA project team is focused on taking Bozeman to the “next level” through community engagement
in visioning and planning. Celebrating over 25 years in business, TPMA has a long history of developing
workforce solutions, engaging communities to identify strategic visions, and creating unique plans for
economic development and long term planning across the United States. TPMA has worked with
communities of 9,000 to 65,000 people and larger. Our approach to strategic planning is comprehensive
and inclusive, and provides for tailored outcomes with real action plans.
Most community strategic plans neglect to address how the evolution and application of broadband
impacts public policy and future planning in transportation, education, public safety, utilities, land use,
recreation, housing, and economic development. This plan will aid in defining the role broadband plays in
the community’s strategy and vision, as well as include steps to drive future economic growth.
TPMA has built a foundation of workforce development projects in Montana, and would particularly value
the opportunity to put our strategic planning expertise to work for the city of Bozeman. We look forward
to working together to create a strong, action-focused plan to increase private investment, expand
broadband utilization, enhance the quality of place, and promote job growth for the Bozeman community
now and in the coming years.
If you have any questions or need any additional information regarding this proposal, please contact:
Scott Neale
Project Consultant
1630 N. Meridian Street, Suite 430
Indianapolis, IN 46202
Phone: 317-341-0690
Fax: 317-894-5370
sneale@tpma-inc.com
Sincerely,
Thomas P. Miller
President and CEO
Thomas P. Miller and Associates, LLC
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Contents
Executive Summary ....................................................................................................................................... 3
Project Understanding and Approach .......................................................................................................... 4
Project Understanding .............................................................................................................................. 4
Project Approach ...................................................................................................................................... 4
Proposed Work Plan ..................................................................................................................................... 6
Phase I: Project Launch, On-Site Engagement, and Data Analysis ........................................................... 6
Phase II: Identify and Prioritize Economic Development Initiatives ....................................................... 12
Phase III: Develop Action Plan ................................................................................................................ 13
Attachments
• Team Resumes
• Project References
• Non-discrimination Affirmation Form
• Project Samples:
o Scottsbluff Regional Economic Development Plan
o City of Hot Springs Downtown Development and Redevelopment Action Plan
• Cost Schedule (attached separately)
3 | Page
Executive Summary
Executive Summary
The team at Thomas P. Miller and Associates, LLC (TPMA) has created the attached scope of work for a
City-Wide Visioning and Strategic Plan to address Bozeman’s goal of developing into a world-class city
with a high quality of life and limitless economic opportunity. TPMA’s approach to visioning and strategic
planning is rooted in meaningful engagement with the entire Bozeman community. By combining rigorous
data analysis with stakeholder interviews, focus groups, a public forum, an open house, and continuous
communication through a project website and online surveys, the TPMA team will be able to distill the
community’s strengths and preferences into an actionable plan for the community to build its future.
In addition to data analysis and an emphasis on stakeholder engagement, this scope of work also includes
two elements that redouble Bozeman’s current economic development efforts: integration of current
transportation studies into a strategic plan and actionable insights for driving economic and community
development through an analysis of broadband utilization in the community.
These tasks will integrate past and present data and recommendations into Bozeman’s City-Wide
Visioning and Strategic Plan. For the transportation piece, our team will scan current transit initiatives in
the community and the region, interview key stakeholders, and implement recommendations for
transportation improvements into the final strategic plan. Similarly, since broadband extends to all
different sectors of the community – business, education, public safety, healthcare – TPMA believes that
it should be incorporated into any community-wide strategic planning. Thus, TPMA proposes to capitalize
on Bozeman’s current broadband initiatives and develop strategies to drive broadband uptake and
benefits for businesses and households.
This scope of work capitalizes on the entrepreneurial spirit present in Bozeman, bringing together the best
ideas and the latest technology to ensure a thriving, prosperous community. Through continued
stakeholder engagement, objective data analysis, and targeted strategic planning with a steering
committee, the TPMA team can help Bozeman realize its full potential and solidify itself as the “Most
Livable Place.”
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Understanding and Approach
Project Understanding and Approach
Project Vision
Located along the north end of the picturesque Gallatin Range, the City of Bozeman has established its
vision as the “Most Livable Place” with its beautiful scenery, economic opportunity, and entrepreneurial
spirit. Over the past decade, the City accomplished much, including rapid population growth, attracting
and retaining several globally-recognized employers, and earning a top 20 Economic Strength Ranking
amongst US micropolitan statistical areas. Bozeman now desires to leverage these successes by
developing a city-wide Visioning and Strategic Plan. Thomas P. Miller and Associates will create a plan that
will validate the City’s core values of integrity, leadership, service, and teamwork to provide a framework
on which the City can prioritize projects and promote Bozeman as a world-class community with great
jobs and a high quality of life.
Project Methodology
TPMA is a consulting and management firm based in Indianapolis, Indiana with 26 years of experience in
strategic planning projects for its economic development and workforce development clients. From its
founding, TPMA has followed a vision of holistic planning, incorporating workforce development and
education advancement approaches into the mainstream of economic development strategy. From that
guiding vision has grown a firm that is engaged in all aspects of economic development planning and
human capital growth. Our firm brings a well-rounded and balanced approach to its work of increasing
job creation, business investment, community redevelopment, and quality career pathways.
TPMA does not view projects as solely research and analysis or strategic planning exercises. Rather, we
judge our work by the clear action plans we develop with our clients by tackling three activities – what we
call our three A’s:
• Analysis – incorporate research and analysis of quantitative and qualitative data to understand
current activities and historical trends to inform the planning process.
• Alignment – review current assets, challenges, and opportunities to determine objectives with
measurable goals and defined action items.
• Action - build internal consensus around the plan; identify and pursue resources to support
implementation.
It is important to emphasize that these three activities are interdependent. The interviews built into
Analysis are for more than information gathering – they seek opportunities to validate research, align
5 | Page
Understanding and Approach
interests and programs, and solicit and explore potential opportunities for improvement and
collaboration within the City of Bozeman.
TPMA views our clients as partners and takes pride in working with them to move items from ideas to
paper to tangible results. TPMA has been particularly successful at translating completed research,
analysis, and planning efforts into implementation activities tailored to the assets and opportunities of
each client, and we will utilize this strength to maximize value in the Bozeman community.
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Proposed Work Plan
Proposed Work Plan
Phase I: Project Launch, On-Site Engagement, and Data Analysis
Task 1a: Establish Steering Committee
Upon award of the project, the TPMA team will arrange a teleconference with City officials to discuss
logistics for an on-site project launch meeting. The first priority will be to identify members of a Steering
Committee, including representatives from the City Commission, City staff, business leaders, and other
key stakeholders from the community.
The TPMA team will also request assistance in identifying other community leaders to interview
concerning quality of life factors and the area’s general business climate. This will aid TPMA in identifying
hot-button issues and areas of consensus within the community, improving the outcomes of the
stakeholder interviews, focus groups, public forum, and open house explained in detail below.
Task 1b: Project Launch and On-Site Framing Session
The TPMA team will hold an on-site Framing Session with the project steering committee. In this meeting,
we will present an overview of the services to be completed, an outline of who is responsible for each
task, a project timeline, and list of deliverables to ensure that the scope of work is clearly defined and
meets the expectations of Bozeman’s leaders. We will also establish a communication plan between the
steering committee and the TPMA team to define clear points of contact and foster close collaboration
throughout the project, as well as a plan for communicating initiatives and updates to the greater public.
Additionally, the TPMA team will work with the steering committee to confirm a list of any past or existing
economic development plans, comprehensive plans, strategic plans, or other documents to be reviewed
in detail.
This Framing Session will guide the steering committee in identifying and discussing the topics it considers
most important to the success of the project. This discussion will inform the scope of the research and
planning in those areas that will have the greatest impact within the City of Bozeman.
Timeline: Week of January 4, 2016 (tentatively)
Deliverable: Summary of Framing Session
Communication Technology
During the on-site visit, the TPMA team will provide the steering committee with up to three tablet PCs
for sharing documents, commenting on work, pushing updates, coordinating schedules, and
communicating via video conference throughout the span of the project. Upon project completion, the
tablets will act as e-readers for environmentally-friendly dissemination of the City-Wide Visioning and
Strategic Plan (in addition to any printed hard copies desired).
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Proposed Work Plan
Task 2: Stakeholder Interviews and Focus Groups
In addition to the Launch Meeting/Framing Session, the first on-site visit will provide an opportunity for
the TPMA team to begin engaging with local stakeholders. Working with the steering committee, we will
confirm a list of 20 stakeholders to interview over the course of the project along with key topics to be
discussed. While on site, the TPMA team will complete as many in-person interviews as possible, and
supplemental interviews will be completed remotely through phone or video conference.
Additionally, the TPMA team will conduct three focus groups while on site, targeting partners in areas of
the steering committee’s choosing for further input. Examples of focus groups include entrepreneurship,
quality of life, education, and healthcare. Key topics to be discussed in the stakeholder interviews and
focus groups include:
• Vision – What do the stakeholders personally envision for the future of Bozeman? What is the
capacity for a variety of visions?
• Assets – What are Bozeman’s greatest assets? Which assets are underutilized? Which assets can
be best leveraged for future growth? What are the most critical sites for infill development?
• Current Initiatives – What economic development plans are working? What are the gaps? How
will the city implement its objectives? How do the city’s goals align with regional plans?
• Retention and Expansion of Key Local Businesses – What opportunities are missing for nurturing
existing enterprises? Is the current business retention program effective?
• Entrepreneurship – What initiatives are in place to target and assist start-up companies and
entrepreneurs in the City of Bozeman? What challenges exist that hinder these efforts?
• Financing Projects – What is the effectiveness of current financing tools? What metrics can the
City use to track growth and progress? What are the gaps in financing business attraction,
retention, and expansion efforts?
• Workforce – How would you rate the skills and availability of Bozeman’s workforce? What
partnerships exist with education institutions such as Montana State University or Bozeman’s
public school system to ensure a quality talent pipeline for local industry?
• Connectivity – How do transportation assets affect business and quality of life in Bozeman? How
can the Western Transportation Institute be leveraged for economic development purposes in
the region? Outside the region?
• Technology – How is broadband infrastructure being leveraged to drive business growth and
quality of life improvements? What role does broadband play in increasing community
competiveness and productivity? Do digital skill gaps exist?
• Roles, Responsibilities, and Accountability – Who should be responsible for identified objectives?
Who should be accountable to whom, and how should the community monitor accountability?
Deliverable: Stakeholder Interview and Focus Group Summaries
Timeline: Concurrent with Framing Session and Ongoing As Needed (tentatively)
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Proposed Work Plan
Online Presence
The interviews and focus groups trigger very worthwhile discussions. To sustain these conversations and
expand participation in them, we will utilize Bozeman’s Online City Hall feature to act as a sounding board
for gathering data, prioritizing ideas, and implementing the future strategic plan. Additionally, if the
Steering Committee desires, the TPMA team can develop a website hosted by the City of Bozeman that
can explain the strategic planning process, promote upcoming public meetings, host public surveys, and
integrate additional information. Items and messages to be displayed may include:
• Completed surveys and exercises that solicited community preferences
• A link to an online survey tool in order to gather additional information from community members
• A link to Strategic Networks Group’s online eSolutions Benchmarking Assessment, to be utilized by
local businesses and households (see Task 5).
• Questions from the interviews to encourage wider community participation
• Listings of upcoming meetings
• Links to facts, data, and updates on the strategic planning process
Deliverables: Summary of Stakeholder Engagement, Development of Online Presence
Timeline: January/February 2016, with continuous updates as needed (tentatively)
Task 3: Demographic and Socioeconomic Analysis
The TPMA team will analyze empirical data concerning the demographics and economic conditions of the
Bozeman labor market. This study will examine the current population, major industry-level sources of
imports and exports, employment by industry group, and mix of occupations. Key elements of this task
will include:
Human Capital – TPMA will analyze the history of Bozeman’s labor force, including its size, employment,
unemployment, labor force participation trends, and commuting patterns. TPMA will then identify the
region’s peak and trough employment in the last 20 years relative to the state and nation. Based on
projected labor force participation rates of the older population, we will also provide estimates of
retirement projections for the next five years.
Demographic and Socioeconomic Characteristics – The TPMA team will assess Bozeman’s population,
age, race and ethnicity, and educational attainment, along with household demographics such as income,
poverty, and family dynamics.
Employment by Industry – We will prepare an in-depth examination of establishments and employment
trends by industry at the 2- and 4-digit NAICS code levels and assess Bozeman’s employment by the
following characteristics:
• Size – largest employment sectors
• Past Growth – over the past ten years; Projected Growth – over the next ten years
• Concentration – how concentrated are the major industries relative to the state/nation (location
quotient)
• Competitiveness – how competitive are the industries regionally with respect to national industry
trends (shift-share)
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Proposed Work Plan
Employment by Occupation – Occupational trends for the economy as a whole as well as the strongest
performing industries will be evaluated by:
• Size - largest occupations
• Past growth - fastest growing occupations over the past ten years
• Projected growth - occupations projected to grow the fastest in the next ten years
• Education and training level typically required for top occupations – used to assess needed
educational initiatives, programs, and partnerships
• Average wages or earnings in comparison to state and national averages – this helps determine
industries with high wages that can be targeted for growth as well as their competitiveness in terms
of labor costs
Deliverable: Demographic and Socioeconomic Analysis
Timeline: February 29 – March 25, 2016 (tentatively)
Task 4: Integration of Transportation Initiatives
TPMA has partnered with David Kack of the Western Transportation Institute to integrate findings from
prior transportation studies of the city and greater region into the strategic plan. David will review current
transit plans such as the Greater Bozeman Area Transportation Plan and the Transportation Master Plan
as well as the human capital analysis showing commuting patterns provided by TPMA. He will also conduct
interviews with the City Engineer, Streamline Bus Staff, and the Transportation Master Plan Consultant to
gain a better understanding of local and regional transit needs. This information will be synthesized and
presented as a summary of findings and recommendations as part of the strategic plan.
Deliverable: Transportation Analysis Summary of Findings and Recommendations
Timeline: April 4 – April 22, 2016 (tentatively)
Task 5: Broadband Utilization Strategy
TPMA commends the efforts of the Bozeman Broadband Initiative. Due to the Internet’s unparalleled
ability to drive socio-economic development and business growth, TPMA will develop a clear picture of
the current state and potential for broadband-enabled applications in Bozeman. By drawing on data and
critical insights on penetration, utilization and impacts, the strategic plan will deliver actionable insights
in how to leverage these assets to foster economic growth and enhanced services.
TPMA has partnered with Strategic Networks Group, Inc. (SNG), a global firm at the forefront of designing
solutions to measure broadband utilization and drive meaningful use. SNG’s team includes experts with
extensive experience in broadband planning, regional economic development analysis, and hands-on
experience assessing the needs and challenges for rural and remote communities. SNG’s experience with
navigating the complexities of regional initiatives will bring Bozeman a comprehensive way to manage the
broadband ecosystem and strategies to drive economic opportunities and advancements.
This work will include:
• Snapshot of Current Use: Collecting data to assess the business and residential use of broadband
across Bozeman to understand gaps, barriers, and opportunities
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Proposed Work Plan
• Recommendations: Identifying strategic priorities for broadband needs and investments to
maximize economic benefits and business growth
A key to realizing economic benefits from broadband infrastructure is maximizing its productive use
through value-added online services. At the core of this proposal is SNG’s eSolutions Benchmarking, a
proprietary approach that builds a unique repository of micro-level data about broadband usage of how
individual businesses and households are using and benefiting from using broadband and Internet
applications (eSolutions). SNG will provide Bozeman’s forward-looking government with an
understanding of how to best benefit from broadband investments. Deployed correctly, with the right
strategies and tools, broadband networks pay communities back by increasing competitiveness,
productivity, and revenues – which in turn improves job retention, creation, and quality of life.
Task 5.1 Broadband Usage Baseline (eSB) Data Collection
Broadband utilization data will be collected across Bozeman through SNG’s online assessment known as
eSolutions Benchmarking. The online assessment and data collection provides an efficient and cost
effective means of determining the current state of broadband and eSolutions usage within the City and
among sectors. SNG collects utilization data for 17 business eSolutions and 30 home-based applications.
The purpose of the assessment will be to identify utilization patterns, drivers and barriers, impacts and
opportunities, and will collect information among the following main areas:
1. Respondent profile (location, size of organization, industry sector, etc.)
2. Connectivity (type, speed, cost, reliability, and satisfaction)
3. Utilization of eSolutions, both current and planned (differentiated into a range of 17 applications
and process types)
4. Impacts (jobs, revenues, savings) and benefits for organizations based on their usage
5. The drivers and barriers for eSolutions
6. Insights into how businesses acquire skills and address barriers
7. For non-adopters, questions will probe reasons for non-adoption, as well as factors that may
stimulate adoption
Task 5.2 Data Analysis and eSolutions Benchmarking Report
The data will be used to measure the current level of broadband adoption and usage for comparative
analysis (regional, statewide) for businesses and households. This analysis and intelligence provides
essential insights on opportunities for using eSolutions, and for community stakeholders to develop
strategies and initiatives to increase eSolutions utilization.
The eSolutions Benchmarking (eSB) Report will provide information on broadband adoption, utilization,
impacts, and barriers. To maximize the value of this information for Bozeman stakeholders, SNG and
TPMA will use the data and findings to develop insights and a path forward that accelerates the
meaningful use of broadband for job creation and to maximize local economic impacts. The eSB report
will be integrated into the final Strategic Plan.
Deliverable: Broadband Utilization Strategy
Timeline: January – May, 2016 (tentatively)
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Proposed Work Plan
Task 6: Public Forum
The community visioning process will include a Public Forum designed to include public input on growth
opportunities, to generate thoughtful and innovative participation, and to obtain buy-in from participants
about the strategic planning process. During the Public Forum, we will return to the City of Bozeman to
employ a variety of interactive exercises to encourage innovative thinking, creativity, and to allow
participants to freely express their views in a non-threating atmosphere.
The TPMA team will provide an overview of the initiative and visioning process and ask participants to
express their own vision of what Bozeman should aspire to be. We will emphasize that each individual’s
opinion is essential to the planning process. We have used a number of creative (and fun) tools in the
past to solicit input while encouraging group interaction, consensus building, and individual expression.
The steering committee will be asked to assist in selecting the appropriate tools for the sessions. However,
based on our extensive experience facilitating public input forums, some highly effective activities we
would recommend include:
• Speed Issues – Similar to the “speed dating” concept, participants move in small groups from table to
table when a bell sounds. At each table, a volunteer will reveal a topic such as parks, downtown,
tourism, jobs, schools, etc. Participants then have a set amount of time to list their ideas on that topic.
• Put Your Money Where Your Ideas Are – Attendees are given stickers representing various levels of
investment. They use these stickers to vote on spending priorities by placing the stickers on sheets
containing ideas generated by small groups during the forum. This helps the TPMA team prioritize
action items and provide part of the basis for actual public and private investors to make decisions
about funding priorities.
• Headlines From the Future – This is an individual exercise where participants receive a mostly blank
template of a newspaper front page. Different sections of the page are marked with “department”
names (news, sports, recreation, arts & entertainment, etc.), and participants can add headlines,
stories, pictures, or drawings if they are so inclined.
• Visual Preference Survey – For this activity, TPMA shows slides depicting a wide variety of places and
initiatives from other communities. Participants will receive a rating sheet to rate each image on a
scale from -5 to +5 and comment what they did or did not like about the image. This is designed to
address quality of place issues.
• Picture This – For this activity, residents must work ahead of the public forum by snapping
photographs of things in the community they like or don’t like and submit those via a visioning micro-
website (see “Online Presence” below). We will then select representative images and discuss those
as a group during one of the forums.
Often a combination of exercises are used during the same forum to assure everyone can find a
comfortable way to communicate their ideas. We will also provide a handout with some open-ended
questions so that participants can “Tell us what we missed…” so residents and stakeholders have every
opportunity possible to contribute.
We will collect email addresses from attendees so we can update them regularly on our progress. Email
marketing will be utilized to promote the City’s website, social media pages, and to garner more input on
the project.
Timeline: Week of April 11, 2016 (tentatively)
Deliverable: Summary of Public Forum Data
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Proposed Work Plan
Phase II: Identify and Prioritize Economic Development Initiatives
Task 7: Economic Metrics Dashboard
TPMA will develop an online Economic Metrics Dashboard for the city of Bozeman to capture relevant
data for monitoring progress in the City and region. This dashboard will include data related to economic
trends, broadband, entrepreneurship, and business retention and expansion that could impact Bozeman’s
overall competitiveness. TPMA will create and update the dashboard but we will also write instructions
for compiling and posting data for tracking future progress against the City-Wide Visioning and Strategic
Plan. Examples of such economic metrics could include:
ECONOMIC PROSPERITY QUALITY OF
LIFE/PLACE
TALENT &
WORKFORCE
DEVELOPMENT
DEMOGRAPHICS
Average annual wages % of owner-occupied
housing
Adult educational
attainment Population growth
Labor force participation % of renters paying less
than 30% of income on rent High school graduation rate Poverty rate
Unemployment rate % of residents without
health insurance K-12 test performance Per capita income
Employment by target
industries
Property and violent crime
rates Post-secondary enrollment Child poverty rate
BRE annual visits to businesses Downtown capital
investment Preschool enrollment Net migration
Total and change in SBA loans Physicians per capita Broadband utilization % of population 25 - 34
Patents issued Total acres of parkland
Venture capital investment
Broadband access
Firms relocations/expansions
Capital investment & job
creation
Deliverables: Economic Metrics Dashboard
Timeline: April 25 – May 13, 2016 (tentatively)
Task 8: Open House
The TPMA team will conduct an on-site community engagement session in an “open house” format
designed to present initial findings to the community and gather additional feedback. This will be a casual
setting, allowing residents to mill about and review poster boards outlining important themes, updates,
and recommendations. The posters will have interactive elements to them as well, allowing participants
to vote on recommendations, priorities, and investment opportunities with stickers that will be handed
out before they cycle through the room. The TPMA team will be available during the open house to engage
with residents, take notes on feedback and discussions, and answer any questions related to Bozeman’s
visioning process and strategic plan.
Deliverable: Summary of Open House Findings
Timeline: Week of May 16 (tentatively)
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Proposed Work Plan
Task 9: Summary of Qualitative and Quantitative Data Findings
The TPMA team will synthesize all qualitative and quantitative data into a clearly-defined list of
measureable goals and objectives for the City of Bozeman. This list will become the foundation for the
implementation plan and strategies for the City-Wide Visioning and Strategic Plan. The TPMA team will
then assist the steering committee in drafting its confirming or redefining a new vision statement based
on the analyzed data and the established goals and objectives.
Deliverable: Measureable Goals and Objectives List
Timeline: May 23 – May 27, 2016 (tentatively)
Phase III: Develop Action Plan
Task 10: On-Site Strategic Planning Session
The TPMA team will facilitate a highly-interactive strategic planning session with the steering committee
to understand the gathered research, set economic development priorities, and begin creating a blueprint
for success. In this meeting, we will review the Measurable Goals and Objectives to solicit feedback from
the steering committee before drafting the City-Wide Visioning and Strategic Plan.
The session will begin with an overview of our initial findings from the first phase of the project. We will
use these findings to explore with the steering committee how the identified goals and strategies will
meet the expectations of the City of Bozeman once implemented. The TPMA team will facilitate the
adoption of a vision statement based on stakeholder interviews, the Public Forum, the Open House,
quantitative data research, and the steering committee’s input. This will build on prior engagement and
research activities to continue establishing ownership in the plan and inspiring champions for each
objective’s implementation.
Deliverable: Summary of Planning Session, Development of Goals and Strategic Actions, Adoption of
Vision Statement
Timeline: June 2 – June 3, 2016 (tentatively)
Task 11: Draft City-Wide Visioning and Strategic Plan
Utilizing the vision statement, goals, and objectives developed in Task 10, the TPMA team will prepare a
Draft City-Wide Visioning and Strategic Plan. The identified objectives will be translated into an Action
Matrix that will include implementation steps for achieving each goal along with a timeline for completion,
budget elements, responsible parties, and strategic priorities. Each action item will be presented in such
a manner that it can be pulled from the plan and serve as a “mini implementation one-pager” to guide an
assigned individual, agency, or organization. Key elements for each action item may include:
• Identification of a lead agency or organization, other responsible parties, and key stakeholders
impacted
• Identification of a project champion to serve as the spokesperson for the action items
• A description of the actions to be taken
• Anticipated results
• Recommended timeline
• Potential funding strategies
• Required policy changes, organizational changes, or legislative actions
• Consequences of not taking action
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Proposed Work Plan
• Graphics, renderings, photos, and other visual elements where appropriate to communicate the
action item
TPMA will submit a draft of this plan to the steering committee for review. We will incorporate the
committee’s feedback and make revisions or additions as necessary. The overall theme of the final plan is
anticipated to focus on moving Bozeman to the “next level” as a vibrant community with redeveloped
properties, innovative businesses, increased entrepreneurship opportunities, and great jobs.
Deliverable: Draft City-Wide Visioning and Strategic Plan
Timeline: June 6 – July 8, 2016 (tentatively)
Task 12: Review Updates and Develop Communications Strategy
The TPMA team will host a teleconference with the steering committee to review the updated Draft City-
Wide Visioning and Strategic Plan. This call will allow steering committee members to make final changes
to the document, develop a communications strategy for the plan, and coordinate logistics to ensure a
smooth final presentation. The team will also discuss with the steering committee a strategy for
monitoring, evaluating, and updating the plan using tools such as the Economic Metrics Dashboard and
the Action Matrix to ensure Bozeman has the tools to implement its vision, metrics to measure progress,
and the capacity to adapt to unforeseen changes in the economic environment.
Timeline: July 11, 2016 (tentatively)
Task 13: Final Plan and Presentation
TPMA will provide a final revision of the Draft City-Wide Visioning and Strategic Plan as outlined above,
culminating in a July 2016 site visit for the presentation of the final plan to the steering committee and
the greater Bozeman community. We will also prepare an Executive Summary of the Strategic Plan for
widespread distribution.
To emphasize that this is the City’s plan for its future, we will work with members of the steering
committee to deliver a public presentation of the plan, engaging as many champions and stakeholders as
possible to demonstrate their support and ownership of the recommended action steps. Additionally, we
will work with City officials to communicate the plan as broadly as possible, assisting with the drafting of
a press release and other marketing materials for media distribution.
Deliverables: Final City-Wide Visioning and Strategic Plan, Presentation, and Press Release
Timeline: Week of July 18, 2016 (tentatively)
Proposal for
Strategic Planning Services
ATTACHMENTS
December 1, 2015
Contact:
Scott Neale, Project Manager
t. 317.341.0690
f. 317.894.5370
sneale@tpma-inc.com
1 | Attachments
Attachments
Attachment A: Qualifications of Individuals
TPMA has assembled a well-qualified team of professionals to assist Bozeman in strategic planning. Each
member of the project team has been chosen based on their expertise area. Each team member has
adequate availability to complete the tasks as defined in the Scope of Work.
Kelly brings 11 years of economic development experience in both rural and urban
settings in communities spanning populations of 10,000 to 1.3 million. She has:
• Served as the Executive Director for a Main Street organization leading
economic development revitalization efforts through historic preservation in a
community of 36,000.
• Designed and implemented new cluster strategies and strategic plans while
heading Business Attraction, Business Retention and Expansion efforts in a
1.3M MSA.
• Branded Louisville as the world leader in innovation, thought leadership,
business growth and talent in target clusters through extensive networking,
marketing and media relations generating multiple national press hits including
The Washington Post, The New York Times, The Economist and other national
industry trade publications.
• Headed industrial development working for a public power utility in the rural
Midwest.
Kelly Armstrong
Project Lead
Director of Economic
Development, TPMA
Education:
Bachelor of Arts, Public
Administration, University of
Northern Iowa, Cedar Falls, IA
Scott serves as a Project Consultant at TPMA and brings with him experience in
consulting, research, and policy analysis. As a member of the economic development
team, Scott's capabilities include best practice research, competitive assessments,
policy analysis, and asset mapping. His project experience includes:
• City of Scottsbluff, NE: Regional Economic Development Implementation Plan,
NE, 2015 – Implementing Phase II of an economic development plan for the City
of Scottsbluff and surrounding region. Designing an innovative regional
partnership plan and inter-local agreement involving a restructuring of tax
revenue to fund a regional trust for the implementation of economic
development projects.
• City of Hot Springs, AR: Downtown Redevelopment Plan, AR, 2015 – Compiled
industry and workforce data, analyzed relevant metrics, and created a report of
findings for the Hot Springs downtown redevelopment plan.
• Indiana Michigan Power: Competitive Assessment, IN, 2015 – Created a
competitive assessment of five target industries in Northern Indiana and
Southern Michigan. Interviewed key industry players, analyzed relevant business
data, and made recommendations based on analysis and findings compared to
competitor cities.
Scott Neale
Project Manager
Project Consultant, TPMA
Education:
Juris Doctor, Indiana University
Robert H. McKinney School of
Law, Indianapolis, IN
Bachelor of Science, Finance,
Butler University, Indianapolis, IN
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Tom West is an American Institute of Certified Planners (AICP) community
planner with an extensive background in economic, community and workforce
strategic planning, and implementation experience. He has worked on projects
throughout the United States, bringing a familiarity with its current economic
strengths and opportunities. His project work includes:
• City of Scottsbluff: Economic Development Strategy, NE, 2014-15 –
Completed market analytics, strategic planning, site selection, and
community assessments for the City of Scottsbluff and surrounding
communities. Provided recommendations for improvements to current
economic development processes and site selection. Currently assisting with
implementation of the strategy.
• City of Hot Springs, AR: Downtown Redevelopment Plan, AR, 2015 –
Completed a downtown redevelopment comprehensive plan. The final plan
summarized the findings and recommendations from prior tasks and include
an implementation matrix to identify action steps, responsible parties, and
recommended timelines and priorities.
• City of Batesville: Economic Development Strategic Plan and Downtown
Vision, IN, 2014-15 – Prepared an economic development strategic plan,
downtown vision, and labor market trends report for Batesville to
complement its comprehensive plan and demonstrate the City's
competitiveness.
Tom West
Strategic Advisor
Senior Vice President, TPMA
Education:
Master of Community
Planning in Economic
Development, University of
Cincinnati, Cincinnati, Ohio
Bachelor of Science in
Communications, Eastern
Kentucky University,
Richmond, Kentucky
Nicole serves as Vice President of Strategy with TPMA. She specializes in turning
data into intelligence through program evaluation, labor market and economic
research, and stakeholder engagement. Over the last several years, Nicole has
managed quasi-experimental and non-experimental evaluations of more than $25
million in federal and foundation grants. She has worked across the country with
community colleges, workforce boards, economic development organizations, and
private companies in more than 15 states.
• RevUp Montana Short-Term Training Feasibility Study, MT, 2015 – Hired to
prepare a feasibility study focused on the potential to operate a break-even
brokerage service in order to coordinate the collective resources of existing
training programs across the state to the short-term, post-employment
training needs of Montana-based businesses
• BillingsWorks Workforce Council: Workforce Survey and Plan, MT, 2014-
2015 – Assisted the BillingsWorks Workforce Council in developing a State of
the Workforce report and Strategic Action Plan. Through a series of focus
groups, interviews, a survey, and training analysis, TPMA developed
workforce indicators and the BillingsWorks Action Plan to position the
community as the premier business-driven talent hub by 2023.
Nicole Dunn
Strategic Advisor
Vice President of Strategy, TPMA
Education:
Master of Science, Community
Development, Iowa State
University, Ames, IA
Bachelor of Business
Administration – Management,
University of Kentucky,
Lexington, KY
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Travis specializes in economic development strategy, site selection, public policy
development, market research analysis, and community engagement. He has
considerable experience assisting communities in turning broadband into social
and economic value.
• Ninestar Connect: Strategic Guidance, IN, 2015 – Serves as Project Manager
for regional business development effort to diversify revenue streams and
strengthen community partnerships for nation's only merged telecom and
electric co-op.
• Hendry County Economic Development Council: Workforce Assessment, FL,
2015 – Serves as Project Manager for regional labor shed assessment for the
purposes of providing existing and prospective employers a flexible tool to
understand the local labor market and make informed investment decisions.
• City of Hot Springs, AR: Downtown Redevelopment Plan, AR, 2015 –
Developed strategy guide to accelerate local broadband supply and demand
as a component of a comprehensive downtown redevelopment plan.
Travis Lane
Broadband Strategy
Senior Project Consultant, TPMA
Education:
Master of Science, Community
Development, Iowa State
University, Ames, IA
Bachelor of Business
Administration – Management,
University of Kentucky,
Lexington, KY
Jeff’s areas of expertise include gathering and analyzing quantitative and
qualitative data; providing target industry recommendations that help clients align
their existing strengths and assets with the needs of expanding companies; SWOT
assessments; specialized industry research; lead generation strategies, including
target marketing and lead qualification; and marketing reviews. Relevant
Publications and Conferences. His project work includes:
• RevUp Montana Short-Term Training Feasibility Study, MT, 2015 – Preparing
a feasibility study focused on the potential to operate a break-even brokerage
service in order to coordinate the collective resources of existing training
programs across the state to the short-term, post-employment training needs
of Montana-based businesses
• BillingsWorks Workforce Council: Workforce Survey and Plan, MT, 2014-
2015 - Assisted the BillingsWorks Workforce Council in developing its State of
the Workforce report and Strategic Action Plan. TPMA conducted a series of
focus groups, interviews, a survey, and training analysis.
• White County Economic Development: Target Industry Study, IN, 2015 –-
Conducted a study to explore target industries for a 400-acre site and
analyzing current workforce available for the target industries.
Jeff Vedders
Data Lead
Senior Project Consultant, TPMA
Education:
Bachelor of Arts, Communication,
Hope College, Holland, MI
Master of Divinity Candidate,
Western Theological Seminary,
Holland, MI (2016)
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Dr. Schell has been leading successful large scale change initiatives including
development and implementation of knowledge management systems in a variety
of industries for over fifteen years. Prior career successes include the successful
launch of international Six Sigma programs and delivery of $50MM+ process
improvement programs for American Express, development and implementation of
projects to streamline $1B operations for Wells Fargo Bank.
Relevant Publications and Conferences
• Waliullah, Md, W.J. Schell, N. Ward and S. Luparell. 2014. Understanding
Doctor-Nurse Relationships: Do Nursing Student Perceptions Change Over
Time? Proceedings of the Industrial and Systems Engineering Research
Conference (ISERC). Montreal, Canada.
• Schell, W.J. and S. Kuntz. 2013. Driving Change from the Middle: An Exploration
of the Complementary Roles and Leadership Behaviors of Clinical Nurse Leaders
and Engineers in Healthcare Process Improvement. Engineering Management
Journal, 25, 4: 33 – 43. Winner of the 2013 Eschenbach Award for Best EMJ
Paper.
• Schell, W. J., A. D. Youngblood, and P. A. Farrington. 2008. An Investigation into
the Antecedent Experiences of Transformational Leaders: Research Approach
and Initial Findings. Proceedings of the IERC in Vancouver, British Columbia,
Canada.
William Schell, PhD, PE
Strategic Advisor
Special Consultant to TPMA
Education:
Doctor of Philosophy – Industrial
and Systems Engineering,
University of Alabama in
Huntsville. (2010).
Master of Science – Industrial
and Management Engineering,
Montana State University,
Bozeman, MT. (1999).
Bachelor of Science – Industrial
and Management Engineering,
Montana State University.
(1997).
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Melanie N. Schell is a nonprofit attorney and consultant with extensive experience
facilitating change, developing strategic initiatives, and accelerating success for
organizations within the public and not-for-profit sectors. As Managing Principal &
General Counsel for the Bannack Group, LLC, she counsels nonprofit organizations
on strategic planning, fundraising, governance and compliance, public relations and
communications, board/staff relations, and key organizational transitions. She
serves clients in multiple states and is the senior consultant on all client matters in
Bozeman, MT, including the Bozeman Sports Parks Foundation.
Previously, Melanie served as the Chief Operating Officer & General Counsel for the
Montana State University Alumni Foundation. As a key member of the senior
executive team, she oversaw the organization’s legal affairs and the strategic
direction and day-to-day management of 40+ team members spanning eight
departments – more than half of the organization’s personnel and budget.
Through her work, Melanie has built and maintains strong working relationships
within Bozeman’s public and private sectors and university leadership, along with
a nation-wide network of business leaders and philanthropists.
As a frequent speaker and program facilitator, Melanie has offered numerous
sessions and extended workshops on nonprofit governance and compliance,
creative philanthropy, legal ethics, and strategic planning that drives organizational
change and sustainable success. She first moved to Bozeman in 1992 and has a
deep knowledge of the city’s strengths and opportunities not only through her time
in the valley and work but also through her involvement with a number of
community organizations. Melanie’s project work includes:
• Bozeman Sports Parks Foundation, 2014-current – As the lead consultant to
the Bozeman Sports Parks Foundation, Melanie has extensive knowledge of the
Bozeman Sports Park project and awareness of other park-related initiatives. In
addition to establishing the foundation and securing its tax-exempt status, she
has built effective working relationships with various city leadership and staff
and a broad array of community partners such as Gallatin Valley Land Trust, Run
Dog Run, Bike/Walk Montana, among others.
• Montana State University Innovation Campus, 2011-2015 – As outside
counsel, Melanie oversaw the establishment of the organization and was part
of the leadership team to develop its strategic plan. She effectively served the
board of directors, which was comprised of high-level leaders in Bozeman-area
public and private sectors and the City of Bozeman.
• Montana State University Foundation, 2007-2013 – In addition to COO &
General Counsel, she also served as the chief operations and communications
strategist for multiple fundraising initiatives, including a successful 120-day $10
million campaign during the height of the 2008 national financial crisis.
Melanie Bury Schell
Managing Principal & General
Counsel
Education:
Juris Doctor, University of Utah
S.J. Quinney College of Law, Salt
Lake City, UT
Bachelor of Arts, Speech
Communications, Montana State
University, Bozeman, MT
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As the Western Transportation Institute’s Director of the Small Urban Rural
Livability Center, David Kack manages Principle Investigators, oversees selection
and implementation of research projects, ensures budget management and
compliance with the U.S. Department of Transportation grant that funds the
Center, and liaises with the Center’s Advisory Board, client relations, and outreach
activities. David has fifteen years of public / private sector transportation design,
research, and operations experience. During this time, he has gained experience on
several subjects including coordinated transportation systems, planning and
evaluation, public transportation/transit design and analysis, data collection, and
cost/benefit analysis. His current research focus is applying livability principles in
small urban and rural areas. David has helped start three transit systems in
Montana, and has an ongoing administrative role with two of these systems. The
Streamline, Skyline, and North Central Montana Transit systems he helped
implement have each received several national awards for their services and
planning efforts.
The Prospera Business Network awarded David with the 2015 Business Excellence
Award for economic leadership. He was recognized for his work as board chair of
the Human Resource Development Council (HRDC). David presents on livability and
rural public transportation and is an invited speaker at national conferences.
David’s project work includes:
• Big Sky Transportation District Coordinator – Serve as the Coordinator for the
Big Sky Transportation District to provide support to the public transportation
system operating in Big Sky, MT, and providing intercity bus service between
Big Sky and Bozeman. Relevant tasks include operational and strategic planning
support; and developing and maintaining partnerships that will support the
District.
• Northcentral Montana Regional Plan for Sustainable Development – Served
as a member of the Sustainability Advisory Council to provide technical
assistance to the Transportation Subcommittee on this three-year planning
project, which encompasses a total of eleven counties in Montana with an area
of approximately 31,250 square miles, and a population of 149,000.
• Montana Intercity Bus Service Study – Provided the Montana Department of
Transportation (MDT) with an assessment of the current need for intercity bus
services in the state, and how well these services are meeting the identified
needs. A methodology was developed so that MDT can assess intercity bus
services and future needs to comply with Federal regulations.
• Streamline/Galavan Advisory Board – This is a volunteer position that David
has had since 2002. As noted, David is one of the founders of the Streamline
public transportation system, which recently started its 10th year of service. As
an Advisory Board member, David has on-going input into the administrative,
operational and strategic direction of the transit system.
David Kack
Director, Small Urban and Rural
Livability Center
Education:
Master of Business Administration.
University of North Dakota, Grand
Forks, North Dakota
Bachelor Business Management &
Aviation Administration, Highest
Honors. University of North
Dakota, Grand Forks, North
Dakota
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Michael Curri founded Strategic Network Group (SNG) in 1998 driven by his
passionate belief in the power of broadband to transform lives, business
competitiveness, and community vitality. His work has been described “ground-
breaking” on more than one occasion. His efforts in demonstrating how broadband
utilization can impact business, communities, and regions – as well as his strategies
to drive utilization – have significantly contributed to the effectiveness of broadband
investments. Government at all levels and major consulting firms have cited his
studies that prove broadband investments stimulate economic development and
generate significant returns to GDP – often over 10 times the investment. Michael’s
project work includes:
• City of Kansas City, Missouri, MO, 2015 – Capitalizing on Google Fiber, the
City of Kansas City partnered with SNG to provide local businesses owners
access to SNG’s Small Business Growth Program, which is designed to
educate small business owners on how to use the Internet and how to best
direct limited online resources for maximum benefit.
• Connect Arkansas Small Business Broadband Utilization Study, AR, 2014 -
As actual Internet utilization (beyond infrastructure and adoption) is critical
for business growth and prosperity, Connect Arkansas commissioned SNG
to conduct a statewide eSolutions Benchmarking Study amongst small-to-
medium sized businesses. This study enabled Connect Arkansas to better
understand the gaps and barriers to utilization as well as the current
financial impacts of broadband and its applications.
• NC Broadband, NC, 2013 - NC Broadband engaged SNG to measure
broadband utilization of businesses and households throughout the State.
Previously SNG conducted a similar study in 2010 within North Carolina,
helping to inform and guide strategies since. The 2013 study provided
important information on progress made over the past three years as well
as the challenges that still need to be overcome.
Michael Curri
Broadband Data Lead
Founder and President
Strategic Networks Groups
Education:
M.S. Economics, University of
Waterloo
B.Sc. Economics and Political
Science, Dalhousie University
Attachments | 8
Attachment B: References
Project Sample Attached City of Scottsbluff,
Nebraska
Project:
Economic Development
Strategic Plan
Client:
City of Scottsbluff, NE
TPMA completed a planning process with the Scottsbluff-Gering,
Nebraska region (population of more than 23,000 residents) to
develop a fundable and implementable economic development
strategy for the region. The process included a strong level of public
and stakeholder engagement, focused on market analytics,
strategic planning, site selection, and community assessments.
Special attention was paid to implementation and action steps for
the optimal outcome.
TPMA also conducted assessments on the region's quality of life
assets and downtown development projects. Recommendations in
the plan include focuses on corridor redevelopment,
entrepreneurship, tourism, greenfield development, greyfield
redevelopment, quality of life, quality of place, partnerships,
leveraged opportunities, and workforce development.
TPMA is currently working on the launch of action items defined in
the economic development strategic plan. We are providing
consulting services to the City of Scottsbluff and its community
focused on the recommendations for commercial corridor
revitalization as well as business retention, expansion, and
attraction. Partners will provide support on select site pre-
assessment of up to seven (7) sites identified in the Strategic Plan
and up to an additional three (3) sites identified within a two- (2)
mile boundary of the Cities of Scottsbluff and Gering.
A copy of the final plan and accompanying documents can be
accessed here:
http://www.scottsbluff.org/news_detail_T2_R62.php
Reference:
Rick Kuckkahn
City Manager
City of Scottsbluff, NE
(308) 630-6213
rkuckkahn@scottsbluff.org
9 | Attachments
Project Sample Attached Hot Springs, Arkansas
Project:
Downtown Development
and Redevelopment Action
Plan
Client:
West Central Arkansas
Planning and Development
District and Hot Springs
Metro Partnership
(Arkansas)
TPMA worked with the Hot Springs community develop a unified
strategy focused on moving the City to the "next level" for a
vibrant downtown with new jobs, redeveloped properties,
innovative businesses, entrepreneurs and great jobs.
In total, TPMA gathered information from 450 community
stakeholders during numerous community engagement sessions
to reshape the future of downtown Hot Springs. The passion of the
participants – including residents, downtown business owners,
retirees, neighborhood association members and city tourists – for
the success of Hot Springs culminated in several goals that will
allow Hot Springs to capitalize on its many attributes to reach its
potential as a destination city with a thriving economy and high
quality of life.
A copy of the final plan and accompanying documents is available
here: http://www.cityhs.net/517/Downtown-Economic-
Development-Redevelopm
A KTHV Little Rock news report on the final plan is available here:
http://www.thv11.com/story/news/local/hot-
springs/2015/10/09/hot-springs-reveals-plan-for-future-
development/73612320/
Reference:
Dwayne Pratt
Executive Director
City of Hot Springs, AR
(501) 525-7577 x 11
dpratt@wcapdd.org
Attachments | 10
BillingsWorks (part of
Big Sky Economic
Development)
Project:
State of the Workforce
Report and Strategic Action
Plan
Client:
BillingsWorks
(Montana)
TPMA assisted the BillingsWorks Workforce Council in developing its State
of the Workforce report and Strategic Action Plan. Through a series of
focus groups, interviews, a survey, and training analysis, TPMA developed
workforce indicators and the BillingsWorks Action Plan to position the
community as the premier business-driven talent hub by 2023.
See link to access the final report:
http://www.bigskyeconomicdevelopment.org/wp-
content/uploads/BillingsWorks-Workforce-Council-State-of-the-
Workforce-Report-Appendices.pdf
Reference:
Melanie Schwarz
Director of Marketing and Member Investors
Big Sky Economic Development
406-869-8419 Ext. 102
melanie@bigskyeda.org
RevUp Montana
Project:
Short-Term Training
Feasibility Study
Client:
Great Falls College Montana
State University
(Montana)
Great Falls College-Montana State University (GFC-MSU) hired TPMA to
prepare a feasibility study focused on the potential to operate a break-
even brokerage service. The service would coordinate the collective
resources of existing training programs across the state to the short-term,
post-employment training needs of Montana-based businesses.
Reference:
Matthew Springer
RevUp Grant Director
Great Falls College MSU
406-771-2273
matthew.springer@gfcmsu.edu
11 | Attachments
Attachment C: Non-Discrimination Affirmation Form
Thomas P. Miller & Associates hereby affirms it will not discriminate on the basis of race, color, religion,
creed, sex, age, marital status, national origin, or because of actual or perceived sexual orientation, gender
identity, or disability in the performance of work performed for the City of Bozeman, if a contract is
awarded to it, and also recognizes the eventual contract, if awarded, will contain a provision prohibiting
discrimination as described above and that this prohibition shall apply to the hiring and treatment of
Thomas P. Miller & Associates employees and to all subcontracts it enters into in the performance of the
agreement with the City of Bozeman.
Thomas P. Miller
President and CEO
Thomas P. Miller & Associates
United We GROW Regional Economic Development
Strategic Plan
Prepared by:
Prepared For:
The City of Scottsbluff, Nebraska
With Support From:
Foote Consulting Group, LLC
3
Regional Economic Development Strategic Plan
Executive Summary
In its continued pursuit of economic and workforce excellence, the region of Scottsbluff, Nebraska
engaged Thomas P. Miller and Associates (TPMA) and Foote Consulting Group, to provide target industry
analytics, strategic planning, community assessments, as well as recommendations for site selection and
improvements to current economic development processes. Throughout the strategic planning process,
TPMA focused on planning for a regional approach to economic development, and encompassed input
and analyses from Gering, Terrytown, and the rest of Scotts Bluff County. This strategic plan is a product
of interviews and conversations with public, private, civic, and institutional stakeholders to identify issues,
clarify perceptions, and pinpoint opportunities. Ultimately, the region’s partners and stakeholders guided
the process to define priorities and actions for plan implementation that included research and analysis
of quantitative data, interviews and public forums with community members, and facilitated discussions
with City Staff, City Council, a Steering Committee, and other institutional stakeholders involved in
economic and workforce development.
The Scottsbluff Regional Economic Development Strategic Plan is a dynamic document that builds upon
the communities’ strong existing foundation. With the planning process completed, the communities’
stakeholders should capitalize on the momentum and begin implementation of the recommendations.
The Strategic Plan’s core recommendations are:
Recommendations include identified partners, roles, and responsibilities with background and rationale
for its relevance. Additionally, comprehensive data reports are provided to support the Scottsbluff –
Gering Region’s marketing and outreach efforts.
• Build a Consensus Coalition
• Convene to Encourage Tourism Collaboration
• Forge the Scottsbluff – Gering Highway Initiative
• Focus Business Attraction on Targeted Industries
• Expand Current Business Retention and Expansion Program
• Grow Entrepreneurism and Small Business Development
• Revitalize TCD Board Development
• Cultivate Existing Talent
• Drive Talent Attraction
• Establish a Talent Pipeline
4
Regional Economic Development Strategic Plan
Introduction
Project Framework
April 2014, the City of Scottsbluff engaged Thomas P. Miller and Associates and Foote Consulting Group
to develop a regional economic development strategic plan. The approach focused initially on the
evaluation of its existing workforce, education, economic development process, current industries, and
available sites for development. Furthermore, the planning process and analysis sought to identify
strategies that would enable the region to build on its strong foundation and boost its vitality. In order to
accomplish these objectives, the TPMA team’s approach included stakeholder interviews, quantitative
data analysis on targeted industries and the labor force, evaluation of workforce and economic
development processes, and an assessment of developable sites.
Interviews
During on-site visits in May and August 2014, TPMA and Foote Consulting Group conducted over sixty (60)
interviews, as well as a community input session targeting a broad range of individuals and organizations
involved in economic development, workforce
development, and civic initiatives. The purpose for these
interviews and events was to identify regional strengths and
challenges, as well as future opportunities. The interviews
also collected information on perceptions and issues that
would impact the development process. These interviews
served as a tremendous source of information, and this
strategy could not have been developed without the input
of the many individuals involved1. A full list of interviewees
is located in Appendix I.
Open House
TPMA conducted a Community Open House allowing the general public to have a channel in which they
could have their voices heard. More than sixty (60) community members attended and participated in
the event. At the open house, participants were presented with several “Big Ideas” for enhancing
economic development within the Scottsbluff region. TPMA then facilitated an activity in which each
participant was given 10 dots representing money that
could be invested in these big ideas and were encouraged to
allocate their ‘money’ to the concepts. Participants could
allocate the ‘money’ in any dispersion they thought
appropriate– all on one poster (one idea), balanced
throughout the ideas, or another dispersion they saw as
appropriate. The activity allowed the public to prioritize
funding for the “Big Ideas.” TPMA has ranked the ideas
based on the amount of money the community proposed to
spend on them with “Quality of Place” first and “Strengthen
Tourism” last.
1 See Appendix I for full list of interviewees
5
Regional Economic Development Strategic Plan
1. Quality of Place
Related to the quality of life of a community is the quality of place. Quality of place refers to how the
community looks, what cultural activities are available, and what options are available for entertainment
and recreation. To improve quality of place, TPMA has outlined the following considerations:
Enhance the outdoor recreation and adventure activity options available in the region
Build on the successes of Scottsbluff and Gering downtown revitalization efforts to further
enhance authentic and unique community spaces
Promote succession planning for key businesses in the community
Increase opportunities for young professionals to start their own businesses
Identify special character districts and protect/enhance their assets
Public comments:
It was readily identified that more public spaces attractive to young professionals were necessary to draw
in and retain a greater share of this demographic. Also noted was the need for aesthetic landscaping, as
well as more small businesses to encourage development.
2. Entrepreneurship and Small Business Support
Most communities in the USA are well schooled in the necessity of conducting business attraction as a
part of their economic development effort. Less understood among regions is the importance of
integrating their efforts to support the expansion and retention of existing businesses, and to provide
assistance to small businesses and new business startups. Topics presented towards entrepreneurship
and small business support included:
Provide support and assistance to small business startups or early stage companies via an
incubation or accelerator strategy
Determine the needs within the existing business base and ensure those needs are met
Attract early stage companies to the region and target companies whose owners have ties to the
community
Ensure Western Nebraska Community College business incubator and major higher education
institutions in Nebraska are integrated into this effort
Public comments:
Many participants were concerned about the viability of small businesses, specifically noting that
businesses locating in the region must be ones that will be sustainable. Education was also identified as a
considerable barrier, as well as the need for more programs available that support small businesses.
6
Regional Economic Development Strategic Plan
3. More and Better Jobs
Targeting economic development efforts on several specific industries will help bring focus to the type of
businesses and jobs desired in the region. Specific industries presented for gaining more and better jobs
included:
Food Processing/Agricultural Products
Data Centers
Oils/Gas/Mining Industrial Equipment
Warehouse Distribution
Industrial Machinery/Metal Fabrication & Recycling
Plastics Products
Electronics Assembly
Call Centers (Higher-end tech support inbound call centers)
Healthcare
Public comments:
The need for higher-paying jobs was the most common comment in the discussion of job growth.
4. Regional Collaboration
Through the many sessions, it was clear that there was a distinct, competitive divide between neighboring
communities in Scotts Bluff County. While regional competition is not always a negative factor, it often
does more to hinder the possibility of development on a larger scale due to a lack of cooperation between
communities. Ideas presented to combat this competition and promote collaboration included:
Form a consensus committee with representation from all communities, governments, regional
organizations and associations that would:
o Establish regional funding priorities for state investments
o Identify and foster opportunities to achieve efficiencies where possible
Support the development of regional assets, no matter where in the region they are located
Build and support a regional identity for external business attraction, while maintaining individual
community identities within the region
Public Comments:
The common theme of the public comments requested representation from all communities, so that all
have an equal voice in the growth and development of the region. This includes the promotion of local
business development and the execution of future strategic plans.
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Regional Economic Development Strategic Plan
5. Workforce Quality
In order to attract better industries and higher quality jobs, it is necessary to develop and improve the
quality of the existing workforce. Ideas presented to achieve this goal included:
Support efforts like Career Academies in the secondary schools to prepare young people for the
jobs of today and tomorrow
Engage the public workforce system, community college, public schools, and businesses in a
regular dialogue to identify needed skills, and tie curriculum to those needs
Establish a joint venture between Twin Cities Development Corporation, the Harm Center and the
Western Nebraska Community College to focus on a “skill up” effort to meet the needs of business
Develop a method to measure and demonstrate skills attainment of the community to businesses
and developers
Public comments: None
6. Strengthen the Urban Core
A successful community needs a strong core at its center. Recent revitalization projects in downtown
Scottsbluff and Gering can be catalysts for building an even stronger foundation for the region’s urban
core. Ideas presented to develop this foundation included:
Design a mixed-use corridor, including such things as higher-density residential, professional
services, hospitality, recreation, restaurants and retail
Create a viewshed (or places along the corridor) to highlight the spectacular views and proximity
of the Scotts Bluff National Monument
Redevelop the corridor in such a manner as to link the two downtown districts in a way that will
support, not compete with the individual revitalization efforts
Public Comments:
The public comments were often aimed at focusing on areas outside of downtown, as well as developing
a recreational path system between Scottsbluff and Gering.
7. Certified Development Sites
When selecting a site for a new facility, most businesses have some common criteria that drive its location
decision. Many states have adopted these criteria and offer a certification for sites that meet the “shovel-
ready” requirements of most of these industries. Nebraska does not have a certification program, but the
region could lead the way by developing its own assurance to business and industry for sites that meet
this criteria.
Public Comments: None
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Regional Economic Development Strategic Plan
8. Quality of Life
Quality of life is defined as the general well-being of individuals and societies. One can measure the quality
of life in a region by examining the cost of living, commuting times, crime rates, walkability, environmental
planning sensitivity, or proximity to cultural arts amenities. Ideas presented to improve the quality of life
within this area included:
Create attractive and economic housing opportunities for young professionals
Encourage a strategic approach to the innovation of ideas and businesses within the region
Promote regional assets such as the health of citizens, low crime rates, educational excellence,
and short commuting time
Public Comments:
Many comments were made about improving housing options for families and young professionals, as
well as developing more and better assisted and independent living facilities for senior citizens.
9. Strengthen Tourism
Scotts Bluff County and the City of Gering both fund tourism promotion efforts and have organizations
engaged in supporting tourism in a variety of ways. Increasing tourism as a means of supporting economic
growth could involve building on these successes to create a more robust regional effort with all of the
region’s communities contributing to the investment. Opportunities to strengthen tourism include:
Enhance the quality and variety of attractions to appeal to different markets (History, Adventure
Tourism, Agro-Tourism, etc.)
Regionalize tourism funding to support unified marketing and administration
Create a world-class regional visitors center
Public Comments:
A common comment was the location of the Gering City Landfill and its proximity to the Scotts Bluff
National Monument, noting that such a facility should not be within eyeshot of the landmark.
Based on the feedback obtained during the interviews and open house, TPMA identified the community
priorities. TPMA analyzed the results and conducted quantitative data analyses on industries and the
labor market to develop the recommendations included in this Regional Economic Development
Strategic Plan.
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Regional Economic Development Strategic Plan
Regional Target Industry Analysis
In coordination with the interviews and open house, the TPMA project team conducted a Target Industry
Analysis focusing on the economic and workforce strengths of the Scotts Bluff County Labor Shed.
According to the U.S. Cluster Mapping Project2, an industry cluster is “a regional concentration of related
industries in a particular location…making regions uniquely competitive for jobs and private investment.
They consist of companies, suppliers, and service providers, as well as government agencies and other
institutions that provide specialized training and education, information, research, and technical support.”
For continuity purposes, we have identified the Labor Shed region as the “Scottsbluff-Gering Region”
throughout the strategic plan.
An analysis of a region’s existing industries is essential for future economic and workforce development
activities. Recruiting new industries and growing existing industries to strengthen the local economy is a
serious undertaking, requiring a significant commitment of time and resources. Target industry analysis
involves identifying industries that are both desirable and appropriate for a region, and that are most
likely to respond positively to a recruiting/marketing plan for the region.
Based on this analysis, Thomas P. Miller and Associates and Foote Consulting Group recommend that the
Scottsbluff – Gering Region focuses on four strong regional industry clusters and two aspirational industry
clusters. The four strong regional industry clusters contain a high number of current and projected
regional industry jobs, earnings, concentration (location quotient), and competitive advantages (shift
share). The two aspirational industries aim to either attract businesses that do not currently have a strong
industry presence, or to supply industries not currently within the region. The aspirational industries can
be future target industries for the County to consider. In addition, within each target industry are
supporting industries (ranked 1- 10), identified to be the most likely to grow within the region. For reasons
of brevity, TPMA has provided a synopsis below of the target industry analysis for the Region. TPMA
encourages readers to access the full Target Industry Analysis report found in Appendix III.
2 U.S. Cluster Mapping Project, http://www.clustermapping.us/content/clusters-101
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Regional Economic Development Strategic Plan
Strong Regional Industries
For industries with a strong regional presence, cluster industry definitions were identified using nationally
recognized industry cluster definitions from StatsAmerica3, coupled with location specific definitions from
the Battelle Technology Partnership Practice Nebraska Report (2010)4. Clusters defined within the
Panhandle Area Development District (PADD) 2014 Comprehensive Economic Development Strategy
(CEDS)5 also used StatsAmerica cluster definitions, and so are considered in the methodology developed
within this analysis. All Industry NAICS code definitions are included in the comprehensive Target Industry
Analysis report found in Appendix III.
Using the cluster definitions described above, quantitative data were retrieved for each 6-digit NAICS
code, including current and projected jobs, earnings, concentration (location quotient), and competitive
advantage (shift share). Industries with over 10 jobs in 2014 and projected for 2023 were then chosen to
comprise the specific target industry clusters.
Aspirational Industries
Understanding that the identified aspirational industries aim either to attract businesses that do not
currently have a strong industry presence, or to supply industries not currently within the Scottsbluff –
Gering Region, customized methodology was developed for both Data Centers and Oil and Gas Support
Industries.
Data Centers | Data Centers are defined as Data Process, Hosting, and Related Services.
Because this industry does not currently exist within the Scottsbluff – Gering Region, this
report uses the specific Data Center cluster definition from the Big Sky Economic
Development Authority Report (2013)6 to identify NAICS code cluster definitions. The data
for this cluster are then highlighted as present or not present within the region – providing
3 http://www.statsamerica.org/innovation/reports/detailed_cluster_definitions.pdf
4 http://www.neded.org/files/businessdevelopment/battelle/Main_Report_NE_CompetitiveAdvantageAssessment_v8a.pdf
5 http://www.nepadd.com/CEDS_Final_Draft_2_2.pdf
6 http://www.bigskyeconomicdevelopment.org/siteadmin/images/announcements/FINAL-Industry-Cluster-Analysis-and-
Marketing-Plan.pdf
Agribusiness, Food Processing, and Technology | Defined by the Agribusiness, Food Processing,
and Technology StataAmerica cluster and the Agricultural Machinery and the Agriculture &
Food Processing clusters from Battelle
Advanced Manufacturing and Precision Metals | Defined by sub-sections of the Manufacturing
Supercluster from StatsAmerica and the Precision Metals Mfg. cluster from Battelle
Plastics and Chemicals | Defined by the Chemicals and Chemical-Based Products StatsAmerica
cluster
Health Services | Defined by the Health Services cluster from Battelle
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Regional Economic Development Strategic Plan
an opportunity for the County to engage in targeted business attraction efforts to attract
and support a Data Center.
Oil and Gas Support Industries Due to a strong transportation cluster and access to highway
and railroad lines, Scotts Bluff and the greater region have opportunities to support the oil
and gas industries within these neighboring states. Focusing on the upstream and midstream
definition of the oil and gas cluster, as defined by the Big Sky Economic Development
Authority Report (2013), supporting industries to the oil and gas clusters in North Dakota,
Wyoming, Colorado, and Montana were identified. The data for this cluster are then
highlighted as present or not present within the Scottsbluff – Gering Region – providing an
opportunity for the region to engage in targeted business attraction and expansion efforts.
Information on Strong Regional Industry and Aspirational Industry clusters are presented below.
Agribusiness, Food Processing, and Technology
Due to its prominence in the regional economy and culture,
agriculture has been called the backbone of the Scottsbluff
– Gering Region by its citizens and leaders. The
agribusiness, food processing, and technology cluster is
important to the entire state, but because of its
concentration in the Scottsbluff – Gering Region, it has
significant importance. Due to both proximity to raw
materials and a strong west coast customer base, the
region is a notable place for this industry cluster to prosper.
Contributing to the regional success of this industry cluster is research conducted by the University of
Nebraska-Lincoln Extension (UN-L Extension) into the creation and deployment of technology and crops
for the future; such work assists with the retention, export growth, and development of the industry
cluster. Included in TPMA’s are:
Crop Production and Animal Production account for 56% of the top 16 industries in this cluster
There is a strong industry concentration and regional competitive advantage in Beet Sugar
Manufacturing
There is a high earning potential in Postharvest Crop Activities, Other Animal Food
Manufacturing, Veterinary Services, Farm and Garden Machinery, and Equipment Merchant
Wholesalers
There are a high number of jobs currently available for individuals with a high school diploma or
equivalent
There is ample opportunity for attracting manufacturing businesses into the Scottsbluff – Gering Region
based on TPMA’s findings for this industry cluster. In addition, there are opportunities to build on the
current transportation and trucking industries.
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Regional Economic Development Strategic Plan
Advanced Manufacturing and Precision Metals
Advanced manufacturing and precision metals is an important industry cluster in the United States,
responsible for over $2 trillion of output into the economy in
2013.7 In many states, including Nebraska, this industry is a top
attraction and the focus of many expansion initiatives. Due to the
prominence of existing companies, this industry cluster has
significant impact on the regional economy. The Scottsbluff –
Gering Region also has good potential for many types of
manufacturing operations, particularly those tied to agriculture,
mining/drilling, and possibly renewable wind energy-related
manufacturing (e.g., nacelle units, gearbox, generator and
transformer components, and blade assembly). Markets for the steel building industry are mostly
international, making the growth and retention of manufacturing activity and cutting-edge products
paramount to this region. More specialized technical training will help to ensure the future success of this
industry cluster in the region. Prior research by TPMA shows:
All sub-industries under Advanced Manufacturing and Precision Metals are strongly concentrated
within the Scottsbluff – Gering Region. Each shows a very high earning potential
All industries except Fluid Power Valve and Hose Fitting Manufacturing have a regional
competitive advantage
All Advanced Manufacturing sub-industries are projected to have positive growth within the next
decade
Most sub-industries require only a high school diploma or equivalent
7 National Association of Manufacturers
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Regional Economic Development Strategic Plan
Plastics and Chemicals
Plastics represent a major industry for the United States. In 2012, the
U.S. plastics industry employed 892,000 workers at 15,949 facilities
and invested $9.6 billion in new capital equipment – an increase of
nearly $1 billion over 2011. Currently, chemicals rank second in
Nebraska’s manufacturing sectors. Nebraska produces more than
$1.3 billion in output from chemicals such as fertilizer, pesticides, and
pharmaceuticals, while the Scottsbluff – Gering Region Shed shows a
proportional intensification of the industry.8 Likewise, plastics make
up a large part of the region’s manufacturing sector.
In the Scottsbluff – Gering Region, this industry cluster is successful due to low transportation costs
associated with direct access to the market. Labor costs for this industry are also low in the region, with a
large pool of the necessary unskilled and semiskilled workers available in the region. However, for
continued success in and advancement of this industry cluster, the region will need more skilled labor, as
well as a more developed rail system to make transportation more efficient.
Of the four key industries within Plastics and Chemicals, Rubber and Plastics Hoses and Belting
Manufacturing account for approximately 60% of the total jobs, and has the largest projected
growth
All sub-industries within this cluster have very high earning potential
All occupations in this industry cluster are forecasted to experience positive job growth
Overall, there are compelling opportunities for
manufacturing attraction of supporting industries in the
Plastics and Chemicals industries. In one example, BioPlastics
-- an Agribusiness, Food Processing, and Technology
industries, Crop Production sub-industry -- is a supply
industry for the Plastics and Chemicals industry cluster.
Health Services
Health Services is a widely spread industry cluster, though not yet highly specialized in any regional
grouping of Nebraska. It is identified as the number six primary cluster driving Nebraska’s economy,
according to Battelle’s Competitive Advantage Assessment for Nebraska (2010). Both the US Bureau of
Labor Statistics and the State of Nebraska Labor Market Information Office project the strong recent
growth in health services to continue with above-average employment gains through 2018. These
projections are consistent with past employment trends within this sector and highlight a continued need
for healthcare.
8 Nebraska Manufacturing Facts. Rep. National Association of Manufacturers, n.d. Web.
Data show a favorable
environment for continued
success in the Plastics and
Chemicals industry due to a
very strong regional
concentration when
compared to that of the
United States
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Regional Economic Development Strategic Plan
Regional West is one of just three Level II Trauma Centers
in the state of Nebraska, as verified by the American
College of Surgeons Committee on Trauma and
designated by the State of Nebraska Health and Human
Services Department. The clinical quality of this Center
attracts patients from outside the region and serves to
enhance the overall quality of life within the region.
Overall, data shows that there is a positive increase in jobs for all occupations in this industry projected
between 2014 and 2023, which is consistent with national workforce trends. The National Center for
Healthcare Workforce Analysis9 has identified three major drivers of future demand for healthcare
professionals:
• Demographics—nationally, the population segment aged 65 to 74 is expected to increase by 50
percent between 2008 and 2050. As people age, they consume more healthcare—particularly
high-intensity services in the most expensive settings (hospitals and nursing homes.)
• Expanded health insurance coverage, largely as a result of the Affordable Care Act, will reduce
access barriers for a previously uninsured population, and increase the demand for services.
• Rising chronic disease prevalence (such as diabetes, heart disease, and cancer) in the general
population will continue to require labor-intensive disease prevention and treatment services.
Specifically, there is a large volume of jobs for Registered Nurses and Licensed Practical and Vocational
Nurses. An increase in the demand for healthcare services due to the reasons above also impacts various
medical care support professions. The occupational data does not reflect a significant volume of jobs for
the allied health professional positions of health educators and healthcare social workers (although
positive growth is still observed). However, the changing dynamics of the health services marketplace,
including the ways in which healthcare is delivered, may cause these occupations to grow at a faster rate
than projected.
The insurance industry is closely related to the health services industry cluster, and occupational and
staffing dynamics will shift over the next several years as more individuals gain access to private health
insurance through the Affordable Care Act. Regional Care, Inc. (RCI), based in Scottsbluff, is an
independent third-party insurance administrator, processing claims and employee benefit plans for
clients throughout the United States. RCI and other insurance-related companies may experience
additional growth in the coming years.
9 National Center for Healthcare Workforce Analysis (2013). Projecting the supply and demand for primary care
practitioners through 2020. Available at
http://bhpr.hrsa.gov/healthworkforce/supplydemand/usworkforce/primarycare/
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Regional Economic Development Strategic Plan
Data Centers (Aspirational)
Data Centers is a target industry with great potential in the Scottsbluff – Gering Region. In particular, the
exceptionally low cost of power and available dark fiber access within the region are assets that provide
a tremendous advantage for this industry. Additionally, there are specialized state incentives that make
this industry appealing. The available incentives include state corporate income tax rates, sales taxes, and
personal property taxes. Although infrastructure improvements would need to be completed in order to
be fully operational, a potential future for a data center site exists in the region. The following industries
define the Data Centers industry cluster within the Scottsbluff – Gering Region:
Administrative Management and General Management Consulting Services
Computer Facilities Management Services
Computer Systems Design Services
Custom Computer Programming Services
Data Processing, Hosting, and Related Services
Internet Publishing and Broadcasting and Web Search Portals
Other Computer Related Services
Software Publishers
Data Processing, Hosting, and Related Services specifically represents data centers, and other data
hosting/processing services, within the region. All other industries within this target industry cluster are
used to support the start-up and development of data centers.
Oil and Gas Support Industries (Aspirational)
Oil and Gas Support Industries serve as an opportunity to support the shale gas/oil play and mining regions
of Colorado, Montana, North Dakota, and Wyoming. When examining these surrounding oil and gas
industries, strong potential subsectors include: pipe, frac sand, mining/industrial equipment, chemicals,
and trucking/hauling.
By serving more than one nearby region, there may be significant transportation savings available –
although regional success in this industry may demand a better developed rail system to service the
surrounding states. The low cost and reliable electric power in the region also contribute to the potential
success of this industry cluster.
The Oil and Gas Support Industries target industry cluster in the Scottsbluff – Gering region is defined by
industries that are required to support oil and gas mining and extraction in North Dakota, Wyoming,
Colorado, and Montana. The industries identified for Scotts Bluff to target in this supporting cluster are
industries needed by the surrounding states, but not heavily concentrated within the states themselves.10
These industries fall into three main categories:
10 Key export industries were examined for North Dakota, Wyoming, Colorado, and Montana using the following approach: (1)
Identified supply industries for the oil and gas industry in North Dakota, Wyoming, Colorado, and Montana using the Upstream
and Midstream NAICS definitions from Big Sky Economic Development Authority Report (2013); (2) Removed all industries with
less than $10,000,000 amount for North Dakota, Wyoming, and Colorado and less than $5,000,000 for Montana; (3) Removed
industries with 50% or higher presence within the state; (4) Identified industries with medium/high mobility; (5) Removed
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Regional Economic Development Strategic Plan
Services
Transportation/Logistics
Manufacturing
As the Oil and Gas Support Industries cluster is aspirational, not all industries within the cluster are
currently present within the region. In addition, projected employment in all industries within the Oil and
Gas Support Industries cluster are based on past trends. However, job projections adjust and change as
new industries enter into the regional market.
Industry Crossover
To better understand how Scottsbluff could target their recruitment and retention efforts around the Oil
and Gas Aspirational Industry, TPMA analyzed the connections between the identified Oil and Gas Support
Industries and the Supply Industries for Scottsbluff’s strong regional industries.11 When identifying
industry crossover, in-region purchasing percentages paired with the amount of goods/services a target
industry cluster purchases from each Oil and Gas Aspirational Industry were considered.12
As expected, most of the Oil and Gas Support Industries with a stronger regional presence13 were also
those that had the highest level of industry crossover.14 Crossover is especially present within the Oil and
Gas Transportation/Logistics Support Industries and the Agribusiness, Food Processing, and Technology
target industry cluster. This cluster purchases a total of $14.3 million from three Transportation/Logistics
industries,15 and spends on-average 38% of this total (or $5.4 million) within the region. This signals a
strong and healthy foundation of transportation/logistics within the region, which can be built upon to
better support key target industry clusters, such as Agribusiness, Food Processing, and Technology.
When examining single-industry impacts, the Ethyl Alcohol Manufacturing industry is especially important
within the Plastics and Chemicals target industry cluster. This cluster purchases 86% of their $1.6 million
in Ethyl Alcohol Manufacturing from within the region – totaling $1.4 million of in-region spending. 86%
is the highest in-region purchasing percentage within the supply industry-support industry crossover.
Fiber Assets
Supporting these strong regional target industries and aspirational industries are very low electric power
costs and the wide availability of fiber access in the region. The 100% fiber optic network ranks the
Scottsbluff-Gering Region in the top 5% of the ”most wired” areas of the country, and includes a 750-mile
duplicate industries across North Dakota, Wyoming, Colorado, and Montana; (6) Incorporated data for the Region for each
NAICS code; (7) Sorted by industry presence within the Region; (8) Sorted by industry type
11 Strong regional industries, as identified with the Target Industry report for Scottsbluff, include: Agribusiness,
Food Processing, and Technology; Advanced Manufacturing and Precision Metals; Plastics and Chemicals; and
Health Services.
12 Industries with least 35% in-region (e.g. a target industry cluster purchased at least 35% of the cluster’s goods in
a particular industry from within the region) and over $1 million in supply spending (the amount of money spent
by the target industry cluster to purchase goods and services from other support industries) were considered as
significant within the analysis.
13 A stronger regional presence is defined by employing more than 10 employees within the region.
14 Higher in-region percentages.
15 The three industries include: General Freight Trucking, Long-Distance, Truckload (484121); General Freight
Trucking, Local (484110); and General Freight Trucking, Long-Distance, Less than Truckload (484122).
17
Regional Economic Development Strategic Plan
cable connecting to Denver and national research networks. This superior infrastructure means that
businesses will not be limited by connectivity options. Due to the global economy, being connected
physically and through information technology is vital to the region’s economic competitiveness.
According to one community leader, forty-eight (48) commercial fibers are available for businesses to
access. TPMA recommends TCD facilitate a discussion on how to best utilize this fiber network in order to
attract business in target industries.
Electric Power
In addition, as electric power costs and reliability are critical site selection factors, the Scottsbluff-Gering
region demonstrates redundant, plentiful, reliable, and affordable electric power. Recourse mix is diverse
and includes renewable and green energy options. The Nebraska Public Power District (NPPD) serving
Scottsbluff now offers one of the lowest electric power costs in the county. The City of Gering have a
municipal power system with slightly higher rates.
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Regional Economic Development Strategic Plan
Moving Forward
Based on this analysis, Thomas P. Miller and Associates (TPMA) recommends the Scottsbluff–Gering
Region focus on industries that are most likely to positively respond to marketing in the region. The four
strong regional industry clusters to focus on include: Agribusiness, Food Processing, and Technology;
Advanced Manufacturing and Precision Metals; Plastics and Chemicals; and Health Services. These
industries are strong targets for the Scottsbluff – Gering Region based on a high number of both current
and projected industry jobs, earnings, concentration, and competitive advantage.
The two aspirational industry clusters that are identified to have strong potential in the Scottsbluff –
Gering Region include Data Centers and Oil and Gas Support Industries. Due to the close proximity to shale
gas/oil and mining regions of Colorado, Montana, North Dakota, and Wyoming, and the low cost of
reliable energy in the Scottsbluff – Gering Region, Oil and Gas Support Industries could prove to be a
lucrative and beneficial target industry for the region. Similarly, the Data Center industry cluster is a
feasible contender due to the region’s affordable energy and current infrastructure.
As developing existing industries or recruiting new ones is a serious
undertaking, the Scottsbluff-Gering region will need to decide on
which of the recommended industries to focus their attention. Once
identified, the TPMA team will help the region aggressively market
the industries; bridging the gap between elected officials, the
business community, and schools. TPMA will work with the region in
strategizing and then acting to develop the region’s currently
underutilized assets for alternative use, growth opportunities, and
improved workforce wages.
In moving ahead, it is critical
that Scotts Bluff continues
including and engaging
regional stakeholders,
building community input
and collaboration that will
benefit both current and
future industries attractions.
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Regional Economic Development Strategic Plan
Regional Labor Market Assessment
In addition to the interviews, open house, community forum, and Target Industry Analysis, the TPMA
team compiled a Labor Market Assessment through research conducted for the Scottsbluff Gering
Region. This Labor Market Assessment examines characteristics and indicators for Scotts Bluff County,
Nebraska that provide insight into the state of the residents, workers, and overall needs of the county.
In the full assessment, TPMA compared data from Scotts Bluff County to the United States, the state of
Nebraska, and the Scottsbluff – Gering Region. After reviewing the data, TPMA compressed the findings
into the five primary areas of Demographics, Labor Force, Employment, Unemployment, and Human
Capital. The following outlines the key findings within each area:
Demographics: studying the population of Scotts Bluff County, identifying age and ethnicity
breakdowns, income levels, and migration trends:
o Scotts Bluff County is home to around 37,500 residents, most of whom are living in the
cities of Scottsbluff and Gering
o In the past 10 years, the population of Scotts Bluff County has increased by 2.2%
o Around 40% of the population of Scotts Bluff County is under the age of 29
o 74.2% of Scotts Bluff County residents identify as white, with the next largest ethnicity
group being Hispanic at 22.2%
Of the population 29 and under, 62.8% identify as White, 32.3% are Hispanic, and
all other ethnicities account for a just under 5% of the population within this age
range
o In 2011, Scotts Bluff County experienced a net gain of 432 people due to domestic
migration, and a net increase of 925 individuals in the region
Labor Force: examining the County’s increasing labor force level and participation rate, as well as
the commuting patterns of the greater Scottsbluff – Gering Region
o At approximately 19,300 individuals, Scotts Bluff County accounts for 54.3% of the labor
force of the entire region
o From 2004 to 2014, Scotts Bluff County had a 2.2% increase in its labor force, and the
region had a 4.4% increase
o Scotts Bluff County claims the second highest participation rate within the region at
67.7%, illustrating that its large labor force is also quite active.
Employment: exploring employment trends, top industries and occupations, and important
imports and exports for the region
o Scotts Bluff County companies employ more than 18,500 people, or 54% of the total
region’s employment
o Employment in Scotts Bluff County has increased by 4% over the last decade
o Scotts Bluff County is nearly back to its peak employment of 18,971 in 2007
o Scotts Bluff County employment and labor force rates have both increased, suggesting a
thriving economy with potential to continue to grow
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Regional Economic Development Strategic Plan
Unemployment: highlighting Scotts Bluff County’s declining unemployment rates as compared to
the County’s employment levels and labor force participation
o Scotts Bluff County had an unemployment rate of 4.1% at the start of 2014, slightly higher
than the state rate of 3.6%
o Morrill County claimed the lowest unemployment rate of the region at 3.3% in January of
2014
Human Capital: looking at education indicators, levels, and opportunities within Scotts Bluff
County
o Scottsbluff Public High School claimed the third-lowest high school graduation rate of the
region at 71.4%
o Scotts Bluff County has a regional brain drain issue identified in the Labor Market
Assessment
o Only 31.4% of adults over 18 have at least an Associate’s degree in Scotts Bluff County.
With these findings16, TPMA identified the primary barriers to improving the labor market within Scotts
Bluff County and the region. These barriers can be traced back to low educational attainment levels and
regional brain drain. To combat these impediments, the TPMA team recommends for the Scottsbluff –
Gering Region to consider providing more experiential learning opportunities via internships and career
apprenticeships, as well as incentivized programs through higher education facilities like Western
Nebraska Community College. Furthermore, attracting and growing businesses in targeted industries that
require skilled labor will help to retain more educated individuals while also having the potential to
encourage more individuals to increase their education and training.
The Labor Market Assessment provides a baseline analysis upon which interviews and other qualitative
data can build upon to form an action plan focused on economic and workforce growth. Using this
foundational data, TPMA provides clear recommendations for heightened economic and workforce
development.
In conclusion, the Regional Target Industry Analysis and Regional Labor Market Assessment provide an
evaluation of the existing workforce and industry conditions of the Scottsbluff – Gering Region with
anticipated trends of which the region can focus their efforts and grow its economy. Because both
assessments provide in-depth analyses, comprehensive reporting of the data can be found in Appendix II
and Appendix III.
16 See Appendix II for detailed breakdown of TPMA findings
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Regional Economic Development Strategic Plan
United We Grow our Regional Identity
The significance of working together as a region cannot be underestimated. Visitors, site selectors, and
businesses care little, if at all about city limits and county lines. Their interests are more focused on other
important aspects of the community. Visitors seek quality experiences, updated facilities, and easy to
locate and use information. Site selectors and businesses are looking for skilled workers, great locations,
dependable infrastructure, low costs, and other variables which enable them to compete successfully in
the global economy.
The Scottsbluff-Gering Region has an opportunity to retain the intercity rivalries on the football field and
basketball court while coming together as one to improve the economic outlook and employment
prospects for everyone in the region. There are a number of previous successes in the region which can
serve as models to move the region forward, namely TCD and its partners.
This regionalism section is divided into three components: Regional Organization, The Tourism
Opportunity, and The Regional Core. Each section has observations and recommendations from the TPMA
team.
Regional Organization
Current Observations
TCD’s approach to unified marketing efforts to attract businesses to the region regardless of jurisdiction
is indicative of an understanding on the part of many elected officials and local opinion leaders that some
essential elements of community prosperity cross imaginary boundaries. Other critical partners with
services that cross city boundaries include the Panhandle Area Development District (PADD), Western
Nebraska Community College (WNCC), the University of Nebraska – Lincoln Extension, and Community
Connection, among many others, who focus on various development initiatives within the region.
Community stakeholders voiced some concern on the status of distressed unification on regional
economic development projects.
Recommendations
A. Build a Consensus Coalition
In order to cultivate and promote consensus on capital investments, the region should consider
developing a coalition of government and organizational entities. The Coalition would not replace the TCD
Board nor the Panhandle Area Development District (PADD), but rather provide a new regional group to
1. Regional Organization
A. Build a Consensus Coalition
2. Spotlight Tourism Opportunity
A. Convene Discussions to Encourage Tourism Collaboration
3. The Regional Core
A. Forge the Scottsbluff–Gering Highway Steering Committee
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Regional Economic Development Strategic Plan
strengthen the regional approach to development and establish a stronger position for the region with
legislative and administrative leaders in the capitol. Instead of individual communities lobbying for
investments and capital projects on their own, the entire region will be brought together as one unified
chorus of voices.
Regional economic development agencies, community leaders, or partners are recommended to facilitate
the Consensus Coalition. Fundamentally, the Coalition should develop a set of criteria to prioritize
projects, rank the projects based on this criteria, and work together to attain funding to implement the
projects, regardless of where each project is located in the region.
Consensus Coalition Example: Northern Kentucky
Though the board structure of PADD is similar, the recommended Consensus Coalition model provides a
more comprehensive composition to include education institutions, not-for-profits, business associations,
etc. This model has produced significant results in other parts of the country, including Northern Kentucky.
The following organizational formula is used by Northern Kentucky to build their “Consensus Coalition”:
County Representation:
County Official or Commissioner
Chamber of Commerce Representative – could include the chairman of the board, president, or
staff representative
Local Government Representatives(s)
The government representatives from each county will be the mayor(s) or mayor’s designee of the largest
cities in descending order of population until the formula is satisfied.
Legislative District Representation:
One business person will be appointed by the legislator that represents that district
At-large groups with one representative include:
Education:
University/College
University Extension Partners
Community College
Public School Superintendents
Career and Technical Education Directors
Regional Business Associations:
Homebuilders’ Association
Association of Realtors
Apartment Association
Other Development and Non-Profit Organizations:
Airport Authority
Downtown merchants association
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Regional Economic Development Strategic Plan
Community development organizations
Convention & Visitor’s Bureau
Utilities
United Way/Social Services
Establishing a Consensus Coalition would further improve collaboration and develop consensus among
community stakeholders and opinion leaders. Having all partners involved in education, economic
development, and workforce development advocating for the regional investment would greatly
accelerate growth due to increased collaboration.
Spotlight Tourism Opportunity
Current Observations
The region is home to the Scotts Bluff National Monument that is the most prolific identifying element
associated with the community outside western Nebraska.
The majority of hotels in the region are located within the city of Scottsbluff, a fantastic meeting and
conference facility is located adjacent to downtown Gering, and the Scotts Bluff National Monument
looms over the entire community as both a landmark and source of community pride. Other amenities
such as trails and the North Platte River appeal to adventure tourists. Adventure tourism is the hottest
market in today’s tourism sector, with active and affluent individuals, couples, and families seeking
spectacular locations for rock climbing, hiking, bicycling, canoeing, kayaking, and other outdoor
experiences.
Gering and Scotts Bluff County support tourism with local funding while Scottsbluff currently does not
provide funding support. The Panhandle Area Development District promotes tourism activities through
its Western Nebraska Tourism Coalition (WNTC) with advertisements in the Journey magazine, WNTC
website, and joint marketing and brochure distribution.
Recommendations
A. Convene Discussions to Encourage Tourism Collaboration
Representatives from Scotts Bluff County and Gering’s existing tourism agencies, along with
administration and elected officials from the City of Scottsbluff, City of Gering, and Scotts Bluff County
should convene a high-level discussion to explore the concept of merging existing staff, programming, and
funding streams into a single regional entity with responsibilities generally associated with a typical
convention and visitors’ bureau. In addition to the merger of existing assets, the group should also focus
on new funding opportunities and sources, including local government funding, hospitality taxes, and
grants, etc. Formation of a regional board to oversee the development and operation of the new bureau
should be appointed with representation from key stakeholder groups, including local government and
the hospitality industry.
The community should develop a regional visitors’ center with facilities to highlight the unique amenities
in the region, such as the Scotts Bluff National Monument and the plethora of outdoor adventure
activities. This center would promote local attractions, restaurants, and hotels and provide cultural
amenities for local residents. The Wyoming Welcome Center with its sculpture garden, historic displays,
and knowledgeable staff (located near the Colorado border on I-25) is a great example of a mixed-use
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Regional Economic Development Strategic Plan
approach that provides a venue for area artists, information for visitors, and a symbol of pride for the
people of Wyoming. Such a facility in the Scottsbluff-Gering Region might also incorporate the arts, both
indoors and outdoors, highlight views of the scenic wonders in the area, connect to new and existing trails,
and provide trailhead facilities (e.g. parking, restrooms, bike repair tools, kiosks with maps, etc.) for local
residents and visiting hiking/cycling enthusiasts. If located in the Scottsbluff-Gering Highway corridor on
a former industrial site, such a facility to could serve as an anchor, encouraging the redevelopment of
other parcels for tourist-related commercial uses.
Although not one of the top identified target industries in this study, tourism-related businesses offer
opportunities for entrepreneurs, especially in the adventure market, such as canoe liveries, horseback
riding stables, outdoor clothing and equipment, cycling equipment, etc. and should be encouraged. In
addition, more traditional hospitality businesses such as hotels, restaurants, and entertainment venues
offer employment opportunities for youth seeking early work experiences and provide the community
with additional amenities which help attract other businesses and improve the quality of life for residents.
The Regional Core
Current Observations
The core of the Scottsbluff-Gering Region are the downtown districts and the relatively short corridor
connecting these two historic business districts and touching the edge of Terrytown. A healthy core is
critical to the economic well-being of a region, and the core area of this region is in a unique position to
transform the economic vitality of all three cities, as well as the larger area.
Current and recent revitalization projects in downtown Gering and downtown Scottsbluff signify a
renewed interest in the urban heart of the region on the part of municipal governments, business and
property owners, and community-based organizations. While some storefronts and upper floors remain
vacant, the vast majority of buildings in both downtowns are occupied with service, retail, and
professional businesses, residents, and entertainment venues.
Downtown districts are the traditional centers of culture where theaters, nightlife, fine dining, convention
centers, museums, and other cultural facilities are typically located. Scottsbluff and Gering have many
such facilities located within their downtown zones and appear to complement, rather than compete,
with each other.
Among young adults, downtown living in industrial lofts and other unique and urbane housing are popular
in cities of all sizes. Gering and Scottsbluff have identified a goal to both retain and attract young adults,
and each location has several examples of successful downtown residential options though more
opportunities for development exist. The continued revitalization of these districts is addressed in the
Economic Development chapter and the focus of this section is the corridor connecting those downtowns.
While all three cities have jurisdiction within the corridor with Gering having the largest amount of land
within the district, few—if any—visitors, shoppers, diners, or patrons of professional services have any
regard for which city the product or service they are seeking is located.
The corridor area has numerous assets which could serve as catalysts for redevelopment of this critical
regional economic opportunity:
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Regional Economic Development Strategic Plan
A high traffic count with residents and visitors commuting among the cities
Existing utility and transportation infrastructure
Viewsheds of significant natural features
Access to North Platte River
Close proximity to trails and other potential recreational features (water features, etc.)
Available and underutilized/underdeveloped properties
Locally owned existing businesses and land owners
Several sites along the corridor, especially in the
northern portion, have been redeveloped with
highway-style commercial businesses, such as fast
food drive-thru restaurants. The region’s largest
YMCA facility and access to a trail along the North
Platte River is also located here.
The Scotts Bluff National Monument is the most
recognized iconic symbol beyond the region and the
demolition of several existing structures within the
corridor have opened up viewsheds of this natural
wonder, inspiring imaginations for what may be
possible.
A significant water feature located in Terrytown is in close proximity to the corridor and could provide the
city with a significant economic opportunity for mixed-use commercial and residential uses.
Recommendations
Based on the findings listed above, TPMA makes the following recommendations to the cities of
Scottsbluff, Gering and Terrytown related to the Scottsbluff-Terrytown-Gering Highway economic
development opportunity:
A. Forge the Scottsbluff – Gering Highway Initiative
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Regional Economic Development Strategic Plan
1. Form an Energized Scottsbluff- Gering Highway Steering Committee
The mayors of all three cities should collaborate to appoint members to a Steering Committee to guide
a redevelopment plan which will provide comprehensive and cohesive direction for the
redevelopment of the corridor. Membership of this committee should be limited to a reasonable
number (9-12 individuals) capable of making bold decisions and enlisting the support of local
governments, community organizations, property owners, and developers. Representation should
come from government, business, residents, property owners, and opinion leaders in the region.
Young professionals, cultural advocates, and real estate experts should also be considered for
membership. Collaboration and mutual agreement for the appointments is critical in order to assure
appropriate stakeholder representation without growing the group to an onerous size. The mayors
should focus their appointments on individuals who embrace a regional approach rather than
parochial concerns.
TPMA recommends that a fiscal agent be designated for the Steering Committee in order to transact
business on behalf of the committee and provide legal authority for contracting and other critical
tasks. This fiscal agent may be one of the municipal governments or an incorporated regional or local
community-based organization.
2. Create a Charge for the Steering Committee
TPMA recommends the Steering Committee be charged with transforming the existing Scottsbluff -
Gering Highway into a center of regional economic and social activity that links the cities through an
imaginative redevelopment strategy, innovative design principles, and with an outlook of inspiring
future generations to continue to invest their time, energy, creativity, and financial resources in the
region. Upon acceptance of the plan by the Steering Committee and adoption by the Terrytown,
Scottsbluff, and Gering city councils, the Steering Committee shall be responsible for overseeing the
implementation of the recommended strategies.
3. Create an Inspired Corridor Redevelopment Strategy
The Steering Committee should issue a request for proposals and contract for services to provide a
corridor redevelopment plan for the study area (shown in Exhibit 1) which is bounded by 8th Street in
Scottsbluff on the north, the railroad in Gering to the south, 7th Street in Gering to the east, and
Avenue B in Scottsbluff to the west. The strategy should include both narrative and visual elements
which address the following aspects of the opportunity:
Community engagement/input
Vision (innovative, aspirational, creative, and exciting)
Transportation
Streetscape/public spaces/aesthetics/urban design/parks
Trails and recreation
Design guidelines and standards
Land use and zoning:
o Housing (varieties, location, types of ownership, markets)
o Commercial and mixed use developments
o Existing uses
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Regional Economic Development Strategic Plan
Development anchors/catalysts
Public facilities and visitor amenities
Ownership/acquisition
Transition/transformation from existing to new uses
Implementation oversight
Sustainability of both the organization and the development projects
Funding opportunities
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Regional Economic Development Strategic Plan
Components of the Corridor Redevelopment Strategy
Realigning the Grid
In some areas of the corridor, there exists what may have once been an effective grid layout for the
roadways. With a little work, this grid can be realigned and provide ease of navigation, and improved
aesthetics and functionality for pedestrians. Through aligning this grid, it is also possible to clearly define
and zone the usage and purpose of the facilities, as outlined below.
Residential Area
Retail/Sales and Service
Arts, Entertainment, or Recreation
Education, Public Admin, Other
Transportation, Communication
Before After
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Regional Economic Development Strategic Plan
Visitor’s Center and Trail Head
These renderings show how a regional visitor’s center
could create a synergistic development anchor for the
area while taking advantage of the spectacular view
and providing other amenities for the community such
as a sculpture garden, trailhead, and office space for
community-based organizations.
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Regional Economic Development Strategic Plan
Urban Development
The southern section of the corridor
provides a canvas in which to develop a
highly functional, mixed-use urban zone.
By re-aligning the grid and updating roads
with pronounced bike lanes, large medians
with vegetation, and establishing retail
and restaurant facilities, this area can do
much to attract prominent businesses and
fill new and updated residential locations.
TPMA’s recommendations include
incorporating defined street-corner
facilities such as a craft brewery and
robust retailers; improve the aesthetics
and functionality of the roadways by
installing large medians with vegetation
and defined bike lanes; and develop
single-family residential facilities and
rentals.
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Regional Economic Development Strategic Plan
United We Grow our Economy
Programming and Organizational Review and Recommendations
Centrally, Twin Cities Development Association’s groundwork and support of regional economic
development provide a robust springboard for enhanced growth. TPMA reviewed the Scottsbluff-Gering
Region’s economic development activities and relationships, and the following section provides
observations and recommendations to improve delivery of services in order to boost the community’s
economic development efforts.
Current Observations
Twin Cities Development Association, Inc. (TCD) is a not-for-profit economic development organization
providing services for the communities of Scottsbluff, Gering, Bayard, Bridgeport and Terrytown. TCD
provides assistance to companies looking to locate or expand in the region, including state and local
incentives, procedural guidance, site selection, grant opportunities, workforce development and
recruitment, and other support. TCD is a great model for regional economic development, focusing on a
multitude of crucial economic development initiatives to encourage economic growth and workforce
development.
Currently, the TCD Board of Directors consists of nine (9) private sector ambassadors from local businesses
and the local community college, while government representatives and the regional chamber of
commerce serve as ex-officio members. Utility companies and primary or secondary education
institutions are not currently represented.
Since 2002, TCD and its Board have supported numerous retention, expansion, and attraction projects
and have helped facilitate a diverse array of economic development programs. From the expansion of
local businesses, both large and small, to the development of grants for agriculture, new businesses, and
housing initiatives, TCD has worked intently to strengthen the region’s business climate and overall quality
of life. TCD’s list of accomplishments over the past 12 years tells a compelling story of the organization’s
impact, drive, and vitality.
The TPMA team interviewed local business leaders, community organizations, and educational
institutions, and found that other constituents identified a perceived competition between Scottsbluff
and Gering for attracting business, events, and residents. In TPMA’s experience, it is not unusual for
closely aligned communities to compete for resources or have perceptions of favoritism. Because industry
locations and resources are disproportionate among Scottsbluff, Terrytown, and Gering, some citizens
interviewed believe favoritism is shown to Scottsbluff on economic development projects. Furthermore,
the perception of favoritism could be exasperated because LB840 funds for economic development are
used distinctly and differently within each community, and because each community’s funding levels
differ drastically.
Discussions with current and former board members, city officials, and other community stakeholders
indicate that the direction provided by the TCD Board to the Executive Director could be more consistently
visible when working on business attraction, retention, or expansion economic development projects.
This perceived lack of visibility has been most noticeable during some community and media events for
TCD, though some board members do attend such events. The lack of recognized and pronounced board
representation in the community likely contributes to the opinion that the Executive Director solely
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Regional Economic Development Strategic Plan
decides which economic development projects are reviewed and receive incentives, creating a feeling of
inequity among some regional partners.
Furthermore, due to the recent economic recession causing a decrease in public and private funding to
the organization, TCD adapted and focused its efforts to find other funding streams. Currently, TCD
cultivates housing development projects and grant opportunities, among several other things, for the
organization’s funding. While both activities are integral to economic development, the prevalent visibility
of these efforts has created the perception that business attraction, retention, and expansion are
secondary activities.
In regards to existing business, TCD follows a predesigned business retention and expansion program
(BRE) from the Nebraska Department of Economic Development. TCD conducts interviews with existing
companies to assist with business planning, identifying expansion possibilities, assessing current business
challenges, and determining the local economic climate. The program assists with long-term planning,
including identifying common issues and trends, strategic planning, and policy articulation.
TCD’s current workforce development efforts focus primarily on attracting talent for existing companies
from outside the region. Collaboration with the public workforce system is usually initiated on an as
needed basis for a specific objective or project.
In summary, the City of Scottsbluff, the City of Gering, TCD, and other partner organizations work diligently
on a variety of important initiatives that benefit the region’s economy and workforce. Overall, TCD is the
best economic development model for the region, as its history of successful projects indicates. Based on
our observations and data gathering, the TPMA team will next provide recommendations for a few
enhancements to the region’s economic development programming and organization.
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Regional Economic Development Strategic Plan
Recommendations
The TPMA team recommends the focal point of TCD’s strategy be the following: business attraction,
retention, and expansion; entrepreneurism and small business development; and workforce
development. In order to do this effectively, the TPMA team recommends the following programs and
organization for the community, TCD Board of Directors, and TCD staff:
A. Focus Business Attraction on Targeted Industries
One of the most important areas for successful economic development is a focused business attraction
effort of the region’s target industries. The TPMA teams advises the region to conduct a supply chain
analysis, a business attraction marketing effort, and a site readiness process for developable regional sites.
1. Supply Chain Analysis
The TPMA team proposes that the Scottsbluff - Gering Region conduct a deeper evaluation of its supply
sector opportunities. One potential opportunity includes a partnership with the University of Nebraska –
Lincoln Innovation Campus initiatives on agriculture, food, and health. In addition, an evaluation of
specific regional opportunities in emerging fields related to the Aspirational Industries and an assessment
of convergence opportunities for the Strong Regional Industries is suggested. Strong Regional Industries
and Aspirational Industries include the following:
A. Focus Business Attraction on Targeted Industries
1. Supply Chain Analysis
2. Business Attraction Marketing
3. Site Assessment and Preparation for Site Readiness
B. Expand Current Business Retention and Expansion Program
C. Grow Entrepreneurism and Small Business Development
D. Revitalize TCD Board Development
1. Board Organization
2. Defined Responsibilities
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Regional Economic Development Strategic Plan
Strong Regional Industries:
Agribusiness, Food Processing, and Technology
Advanced Manufacturing and Precision Metals
Plastics and Chemicals
Health Services
Aspirational Industries:
Data Centers
Oil and Gas Support Industries
2. Business Attraction Marketing
In addition, the TPMA team recommends that the community create a marketing initiative focused on the
identified strong regional industries and aspirational industries. Stakeholder interviews and the TPMA
team’s evaluation of current funding, staff capacity, and marketing expertise at TCD indicate a need for
the organization and the community to expand its business attraction marketing initiatives. TPMA and
Foote Consulting Group (FCG) provide the following recommendations for targeted business attraction
marketing:
Aggressively pursue attracting the target industries
Develop reuse concepts for buildings that are strategic assets of the region
Attend select Trade Shows and Site Selection Guild Conferences
o Possible opportunities are listed in Appendix IV
Develop research materials on prospective targets
o i.e., Lead Lists, Cost Comparison Reports, freight/logistics modeling, and in-depth
workforce analyses
Conduct Prospecting Missions
o Denver and Cheyenne (each 2x per year, minimum), Dallas, Chicago, and Des Moines
Partner with the Nebraska Department of Economic Development and Nebraska Public Power
District (NPPD) on economic development opportunities, and regularly attend International
Asset Management Council (IAMC) and CORENET meetings
3. Site Assessment and Preparation for Site Readiness
Excellent product--sites and buildings-- must be available in order to attract viable and sustainable
economic development projects. Two out of three site searches begin with a building inventory inquiry.
However, the majority of prospects end up constructing a new building due to the lack of availability of
useable existing spaces.
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Regional Economic Development Strategic Plan
The Scottsbluff-Gering Region has a number of existing potential industrial sites available, though most
sites need some improvements. FCG toured the potential sites and conducted detailed inspection and
analysis of the existing infrastructure.
One of the hottest trends in site selection today is the identification of “certified or shovel-ready” sites
and buildings. Certified or shovel-ready sites and buildings have passed a rigorous professional site
selector inspection and analysis, and is qualified as ready for development. Certified sites and buildings
are deemed the best locations available or the “cream of the crop” and often are the first products
requested and shown in a site selection search. Criteria for certified sites include the following:
Acreage (10 acres; minimum levels)
All utilities available at the site or a formal plan exists to extend to the site
Asking price available from a willing seller
Certification by a professional site selection firm
Minimized risk factors for development
No environmental liabilities
Outside known flood-prone areas
Permitting process, timeline, and fees are defined
Property boundary survey and topographic maps are completed
Report of comprehensive site information from a site selector’s viewpoint
Truck quality road access
Zoning established or an expedited rezoning plan exists
FCG has identified the top seven sites—three are located in Scottsbluff and four are located in Gering—
and carried out an initial certification review from a site selector’s viewpoint (see details in the
Appendix). During this analysis, FCG conducted “intake form” assessment, determining the best sites
that are recommended for certification.
Speculative (“Spec”) buildings may be a good fit for the community, as well. As previously mentioned,
existing buildings draw more prospects to the region due to the fact that about 80% of all site selection
searches begin with building searches.
The best sites are identified below with maps and Intake Forms available in Appendix IV:
Scottsbluff
1. Scottsbluff City Site (43 acres; city-owned)*
2. 42nd Street Data Center Site (200-300 acres)
3. Nationstar East Site (40-50 acres)*
4. Shane Site (13 acres)*
Gering
5. Gering Hill East Site (land fill site; 225 acres; city-optioned)
6. Sugar Factory Sites (80-200 acres)
7. Expressway Site (140 acres)
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Regional Economic Development Strategic Plan
Key Conclusions: The Scottsbluff - Gering Region has a number of attractive industrial sites that will
attract industrial development with new and intentional infrastructure improvements. Sites with an
asterisk (*) identify locations closest to certified site status with existing infrastructure which are ready
for development. The region is in need of developable sites with rail access. Many industrial and
warehouse/distribution companies will require rail for inbound and outbound services, including the
target industries: Agribusiness, Food Processing, and Technology; Advanced Manufacturing and
Precision Metals; Plastics and Chemicals; and Oil and Gas Supporting Industries.
Site #1 - Scottsbluff City Site
Site #2 - 42nd Street Data Center
Site #3 - Nationstar East Site
Site #4 - Gering Hill East Site
Site #5 - Sugar Factory Site
Site #6 - Shane Site
Site #7 - Expressway Site
Corridor Development Area
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Regional Economic Development Strategic Plan
Steps to Site Readiness
Providing a completed intake form is the first step in qualifying for site readiness. Please refer to
Appendix IV for the detailed intake forms for the seven key site
locations that were selected.
Using the site assessment data gathered, TPMA and FCG
recommend the following actions to attract target industries:
Certify seven industrial sites (3 in Scottsbluff and 4 in
Gering). A professional site selector-led certified sites
process will assure improved industrial site availability.
Prospects and site selectors seek certified sites to
ensure availability, ready status (all permits in place),
and speed to market—all which save time and money.
Conduct a “Spec” building analysis and plan. This
analysis will be tied to the site or building needs of the
target industries. Generally, an industrial spec building
is recommended to have the following:
40,000 to 60,000 square feet
10% square feet of office
28’ to 32’ ceiling heights
1-2 dock doors; one overhead door
Full sprinkler system
Located in an industrial park
B. Expand Current Business Retention and
Expansion (BRE) Program
Economic Development research shows that a successful
business retention and expansion (BRE) program does the
following:
Increases sustainable job creation and new business
development
Boosts the overall regional business climate
Establishes an early warning system for at-risk
companies
Promotes the availability of business resources
Advances a collaborative environment, building
partnerships among the business community, economic
development leaders, and public officials
Increases communication and awareness for economic development professionals and public
officials on the business community’s strengths and weaknesses
The TPMA team advises that TCD and its partners expand the current BRE program to be more effective
for the region by blending the Nebraska Department of Economic Development’s existing program
template and the Business Resource Network, a best practice defined below, and customizing it to fit the
BUSINESS RESOURCE
NETWORK
The primary activities to replicate the BRN
model will include:
•Formalize partnerships for coordinated
outreach to businesses through the
workforce system, economic
development, and education
•Utilize technology to facilitate
cooperation and create transparency
among partners
•Strategically and proactively target
businesses using data and other
intelligence
•Incorporate a step-by-step process to
ensure consistency of experience and
overall model
•Provide business customers with a
single-point-of-contact
•Package collective services tailored to
each business’ specific challenges and
opportunities
•Provide services that have been
prioritized by the businesses
•Coordinate industry partnerships to align
employment/ training with common
sector needs
•Facilitate peer learning
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Regional Economic Development Strategic Plan
region’s needs. In addition, the TPMA team proposes the TCD Board of Directors and elected officials from
represented communities provide strong vision and direction for TCD’s staff on the BRE program. To be
successful, it is crucial for the organization and its staff to be viewed as a business partner within the
communities. Staff members need the expertise and proper tools in order to provide regulatory and
training assistance, awareness of available resources, new business leads for local companies, and data
and analysis on competing regions; thus, training and development for staff is critical.
One model—Ohio’s Business Resource Network (BRN)—identified as a best practice by the Workforce
Innovation Fund can be replicated for the Scottsbluff - Gering region.
The primary goal of the BRN is to connect workforce development, economic development, and education
in a collaborative, seamless, and customer-focused partnership structure to deliver more effective and
efficient business services. Through the BRN, partners will develop proactive, strategic employer
outreach. The BRN also will develop and demonstrate meaningful business service performance measures
and results and evaluate the overall impact of the BRN model.
The BRN is a collaborative and systematic process to provide individual businesses with a single point of
contact in order to address challenges and opportunities, and tap into the collective resources of
workforce, economic development, and education partners. It also creates a mechanism for ongoing
dialogue to identify and understand common industry challenges and trends and create shared solutions.
The desired outcomes for the BRN include stronger cooperation among workforce development,
economic development, and education, creating increased efficiencies through alignment, reduced
partner duplication and an expanded, collective reach to businesses. It is anticipated that the BRN will
lead to expanded collective reach to businesses, additional retention and expansion projects from the
business community, increased use of the public workforce system by employers for hiring and on-the-
job training, increased quality of job listings with more high-wage positions, and increased utilization of
partner services.
In the Scottsbluff - Gering region, establishing a program like BRN would help address employers’ needs
in relation to workforce training, environmental regulations, grants, loans, supplier needs, and other
areas. The BRN model for the region works best when including partners consisting of local, regional, and
state organizations, such as the Scottsbluff/Gering United Chamber of Commerce, Nebraska Department
of Labor, TCD, WNCC, and PADD, among others. The business client would only interact with one point of
contact and would be asked general questions about their Product/Services, Market Sector, Industry,
Management, Workforce, Technology, and Utility Service. Generally, proprietary information is not
requested, but the client can decline to answer any question asked to them. In addition, it is
recommended that all representatives from the BRN partner organizations signed a confidentiality
agreement, and the company should not be discussed with anyone who is not part of the BRN. In
summary, the best ideas from the BRN partners will be gathered and then presented to the company with
a comprehensive package of customized solutions that are most responsive to the client’s needs. The
client can choose which programs and services they wish to pursue and implement. The BRN
representative will manage and coordinate the programs and services the company selects from the BRN
package and identify new ways to assist the client over time.
In order to achieve these BRE goals, the agency’s Board of Directors, city government officials, and other
funders should increase funding for an additional staff member or a contractor to be dedicated to the
initiatives described above and receive training on how to customize its programming.
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Regional Economic Development Strategic Plan
C. Grow Entrepreneurism and Small Business
Development
In addition to boosting the region’s business attraction, retention,
and expansion programs, creating a strategic plan for an
entrepreneurship and small business development program would
strengthen the overall business climate in the region. Currently,
several organizations in the region, including the Western Nebraska
Community College Harms Advanced Technology Center, the
Panhandle Area Development District (PADD), the Scottsbluff
Business Masterminds, and the Scottsbluff Small Business
Development Center, provide a range of services to entrepreneurs
and small businesses. Stakeholders described these initiatives as
lacking coordination and collaboration, lacking marketing outreach
efforts to the business community, and lacking a community
“champion” to facilitate the coordinated effort. In order for
entrepreneurism and small businesses to flourish, the region needs
to create an ecosystem of innovation that fosters collaboration.
The TPMA team suggests an economic development partner agency
dedicate a staff member or contractor to accelerate the launch of an
entrepreneurism/incubator initiative, including the establishment of
an Innovation Alliance. The Innovation Alliance will lead the
following tasks:
Create an asset map of all regional entities involved in
entrepreneurship and create plan for streamlined access to
resources
Analyze the environment and capacity for startups and
small business by conducting a SWOT analysis, assessing
funding gaps, and identify best practices
Research tech transfer opportunities that exist with the
University of Nebraska—Lincoln Extension and the
Nebraska Innovation Campus and associated grant options
Determine training and business development
opportunities aimed at export markets in target industries
(i.e. agriculture, advanced manufacturing, and plastics and
chemicals)
Research evolving crowdfunding legislation to understand
how it can be used to support entrepreneurship, small
business development, and job creation
Utilize entrepreneurship development best practice
models, such as the Northern Kentucky E-Zone Incubator
and the Grow Garden County initiative in Nebraska
E-Zone partners are organizations
from the local and state community
that provide critical resources for
entrepreneurs, and consist of public
entities, the local chamber of
commerce, the local economic
development corporation, and the
local education institutions. All
partners play crucial roles within the
E-Zone: Northern Kentucky University
assists in recruitment, training and
hosting seminars; Kentucky
Innovation Network provides funding;
the Northern Kentucky Chamber of
Commerce provides promotion,
sponsors events, and gives chamber
memberships to entrepreneurs; and
the economic development
corporation provides advising,
promotion, and various resources as
needed. Each partner’s contribution
benefits not only entrepreneurs, but
all the community as a whole.
Director: Casey Barach
Website:
www.northernkentuckyezone.com/n
kytriedezone.aspx
Partners: Kentucky Innovation
Network, State of Kentucky, Northern
Kentucky Chamber of Commerce,
Northern Kentucky Tri-County
Economic Development Corporation,
Northern Kentucky University
E-ZONE INCUBATOR
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Regional Economic Development Strategic Plan
The Innovation Alliance’s purpose is to establish an ecosystem in partnership with Western Nebraska
Community College Harms Advanced Technology Center, the Panhandle Area Development District
(PADD), the Scottsbluff Business Masterminds entrepreneur group, and the Scottsbluff Small Business
Development Center and TCD. Using the Northern Kentucky example, the TPMA team recommends that
the incubator locate in a central location between Scottsbluff and Gering, in an environment that inspires
innovation, networking, and collaboration. In addition, the TPMA team proposes two main conditions of
agreement for incentives with the start-ups. First, companies who locate in the incubator will have a
defined timeframe for receiving services. Second, after the companies graduate from the incubator, the
start-up must locate in the region for a period of 3-5 years and hire a certain number of individuals from
the area (to be determined by the community and the Innovation Alliance). One best practice model for
the region to consider is the Northern KY E-Zone incubator located in Covington, Kentucky.
The E-Zone Incubator is a division of Northern Kentucky’s Tri-County Economic Development Corporation
designed to identify, enhance, and support high-tech entrepreneurs. The E-Zone’s mission is to be a single
point of service for entrepreneurs and new or existing businesses. The E-Zone provides business
incubation, mentorship, and financing strategies for high technology small businesses. Entrepreneurs that
enter the incubator are required to make a commitment that they will stay located within the community
for up to two years after graduation from the incubator.
The E-Zone’s key specialized service is provided by the UP Tech incubator, a business technology incubator
that recruits entrepreneurs with assistance from partners associated with the E-Zone. Entrepreneurs are
recruited to the incubator using a series of press releases, referrals from Northern Kentucky University,
and from local business promotion.
The E-Zone and UP Tech incubator are unique examples of how a community like the Scottsbluff region
can work with partners to support small businesses and entrepreneurs. Furthermore, Covington is an
example of a community making focused investments in a targeted industry field of entrepreneurship
which will yield future economic development rewards. The Scottsbluff region can adapt this example to
their community’s entrepreneurial base, especially in a targeted sector that is strong within the region,
such as healthcare, advanced manufacturing, or agriculture.
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Regional Economic Development Strategic Plan
D. Revitalize TCD Board Development
Based on the observations listed above, the TPMA team believes that the agency can improve perceptions
of regional equity and bolster its influence with other economic development-related organizations by
expanding and developing its board in a strategic manner. The TPMA team proposes that the agency’s
board composition consist of a representation of business, government and other organizations important
to regional economic development, economic vitality, and quality of life.
In order to assure the agency board’s vision is effectively communicated and understood, appearances
and presentations of board activities should be shared consistently and frequently to the media,
community groups, and other pertinent organizations. TPMA’s recommendations for the agency’s
organization and its board are intended to unite regional partners, streamline the economic development
processes, promote its impressive work done throughout the community, and take the organization and
the community to the next level.
1. Board Organization
Though the board has always been representative of the region, the membership formula is based on
sector representation. For example, the following sectors currently make up the nine (9) Board positions:
Agriculture/Value-Added Agriculture
Community College Institution
Industrial Manufacturing
Information Technology
Legal
Logistics
Retail
Services
The agency has called for an additional board member to represent the Health Services industry. Board
members serve three-year terms and can serve a maximum of 2 terms.
As previously mentioned, issues concerning a perception of favoritism exist; thus, re-organizing and
expanding the board using a new formula is recommended.
The TPMA team recommends the following board structure:
One government representative from each jurisdiction (Scottsbluff, Gering, Terrytown, Bayard,
Bridgeport, and Scotts Bluff County); all representatives would have voting status
Nine representatives from the business community
One representative (President or administration) from the Western Nebraska Community College
One representative from the Scottsbluff/Gering United Chamber of Commerce (Executive
Director or Board Chairperson)
One representative each from Scottsbluff and Gering K-12 educational institutions
(Superintendent)
One representative from the Utility company (Regional executive)
With the additional members, it may be beneficial to form subcommittees that meet more frequently and
feed information to an executive committee that would meet less frequently, but regularly.
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Regional Economic Development Strategic Plan
2. Defined Responsibilities
In addition to utilizing a new formula for electing board members, the TPMA team advises a new design
of seamless and transparent responsibilities for the agency’s Board, Executive Director, and staff. The
matrix and outline below describes the proposed new configuration including which participant (i.e.
Board, Executive Director, Workforce Specialist, etc.) is advised to lead or support specific tasks. Business
retention, expansion, and attraction should be the top objectives for the agency’s Board and staff, while
other important activities, such as housing development and grant writing, are supportive tasks.
Economic Development Activities Board
Executive
Director
Workforce
Specialist
Project
Manager Consultant/Other
Attraction Marketing X
Board Development X
BRE (business retention and expansion)X
Business Attraction X (Leader)X (Support)
Entrepreneurship/Small Buisness
Development X
Establish Criteria for Incentives X
Events (i.e. ribbon cuttings, etc.)X (Leader)X (Support)
Fundraising X
General Marketing X
Grant Writing X
Housing - Tactical X
Housing Development- Strategy and
Facilitation X (Leader)X (Support)
Investor relations (i.e. Council meetings, one-
on-one meetings)X (Leader)X (Support)
Media X
Ombudsman X
Staff Development X (Leader)X (Support)
Strategic Acting (active role in overseeing
staff activities to implement strategic plan)X
Strategic Planning X (Leader)X (Support)
Workforce - Existing Talent Development X
Workforce - Talent Attraction X
Recommendations
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Regional Economic Development Strategic Plan
Board of Directors:
Board of Directors professional development
Establish criteria for providing incentives
Attend events—Leader (i.e. Ribbon cuttings, open house events, etc.)
Fundraising
Housing development: Strategy and Facilitation—Leader
Investor relations—Leader (i.e. Council meetings, individual stakeholder meetings, etc.)
Media relations (Board Chairperson or another designee)
Staff development—Leader
Strategic planning and implementation oversight—Leader
TCD Executive Director:
Business attraction—Leader
Business retention and expansion—Leader
Attend events—Support (i.e. Ribbon cuttings, open house events, etc.)
Housing development: Strategy and facilitation—Support
Investor relations—Support (i.e. Council meetings, individual stakeholder meetings, etc.)
Staff development—Support
Strategic planning—Support
Workforce Specialist:
Existing Talent Development
Talent Attraction
Project Manager:
Business attraction—Support
Business retention and expansion—Support
General marketing
Ombudsman
Outsourced Contractor:
Business attraction marketing
Entrepreneurism and Small Business Development*
Grant writing
Housing development—tactical
*Note: In TPMA’s assessment of the entrepreneurism and small business development mission, it is
advised for the community to either dedicate an agency staff member to the entrepreneurship/small
business initiative or to outsource the responsibility to a reputable consultant.
In conclusion, the listed recommendations provide a pathway for the region to build upon its strong
economic development foundation established by TCD and community leaders. The proposed initiatives
and associated funding aim to help TCD and other agencies further elevate its impact on the community.
In order for the community to perform at optimum efficiency and with supreme effectiveness, investment
in the initiatives outlined is necessary when the goal is to be the best region in attracting business.
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Regional Economic Development Strategic Plan
United We Grow our Talent Pipeline
As with economic development, the region’s workforce is vital to increased growth and vitality for the
Scottsbluff – Gering Region. As education, workforce, and economic development organizations continue
to drive strategic growth together, the region will be able to raise far above any competition.
Current Observations
Many organizations in the Scottsbluff-Gering region provide workforce development resources and
programming to improve the skills and education attainment levels for their constituents. Some of the
groups integral to the success of the region’s workforce include Scottsbluff Public Schools, Gering Public
Schools, Western Nebraska Communication College (WNCC), the Nebraska Department of Labor, and the
Twin Cities Development Association, Inc. (TCD).
One of the most significant initiatives underway is the development of several high school Career
Academies, in order to align with Rule 47 (Career Academy Program) from the Nebraska Legislature. As
defined by the American Youth Policy Forum, a career academy is a smaller learning community within a
larger high school setting (Brand, 2009). Scottsbluff High School is working to build such a facility for its
career academies and to expand existing activities to align with Rule 47 guidelines. Currently, almost all
of Scottsbluff High School’s students are involved in related programs where the student is either a Career
Participant (enrolled in one career education course) or a Career Concentrator (enrolled in two or more
courses in the same career pathway). In order to align the career-focused initiatives at Scottsbluff High
School to Rule 47, administrators are launching the following activities:
A career exploration course offered in 8th and 9th grades
An introductory course to a specific career field, aligned with identified career clusters, for all 9th
and 10th grade students
A career education course bearing 2 credits within a chosen career pathway
One core academic course that ties specifically to the career pathway (e.g.: anatomy and
physiology for nursing students)
A personal learning plan for every student that includes work-based opportunities for job
shadowing, career aptitude testing, industry tours, internships, and resume preparation
Intensive academic counseling aligned with career guidance
Career student organizations tied to the specific Career Academy (e.g.: DECA - Distributive
Education Clubs of America for business students and FFA - Future Farmers of America for
agriculture students)
An advisory committee for each Career Academy includes industry representatives that meet at
least twice per year to discuss internships, job shadowing, curriculum, industry needs, and guest
speaking opportunities
The Scottsbluff High School administrators and WNCC are currently working diligently to align the effort
into official Career Academies (as defined by the state), with many components of these activities ready
to be implemented. Plans for expanded Career Academies are centered on the institution’s identified
career clusters, such as Business Marketing and Management; Human Science and Education; Agriculture,
Food, and Natural Resources; Skilled and Technical Sciences; Communication and Information Systems;
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Regional Economic Development Strategic Plan
and Health Sciences. These career clusters align well with the identified target industries in the Target
Industry Analysis (i.e. Agriculture, Food Processing, and Technology; Advanced Manufacturing and
Precision Metals; Plastics and Chemicals; Health Services; Data Centers; and Oil/Gas Support Industries).
Plans also entail continued collaboration with WNCC on dual credits, industry tours, and other educational
benefits. Gering High School plans to establish a Career Academies initiative with WNCC in the near future.
The Career Academies have strong partnerships with the business community, which provide job
shadowing opportunities, internships, industry tours, and participants for an advisory council. Key
stakeholders such as educators from WNCC, Scottsbluff Public Schools, and Gering Public Schools
anticipate that the development of robust, systematic Career Academies will drive the coordination and
advancement of Career and Technical Education (CTE) activities across the region.
While the public schools focus on advancing K-12 education, WNCC is the keystone to the region’s
education attainment level advancement and strong workforce development. Currently, WNCC offers
dual credit for several general studies courses, along with automotive body, automotive technology, and
welding. In addition, Western Nebraska Community College offers customized training for industry, facility
access, blended learning opportunities, and on-site employer-based training. The business-education
committee focuses on a training consortia, but representatives from WNCC have identified opportunities
for building public-private partnerships around direct training and insourcing projects.
The key stakeholders interviewed also contend that one challenge to educational institutions’ efforts to
develop the workforce is that the regional culture is not one which has traditionally supported post-
secondary education, certifications, and degrees. They validate this contention by reporting that students
often choose classes based on how much they like the teacher instead of choosing classes that further
their career objectives. Additionally, community stakeholders share a major concern regarding the
shortage of workers with adequate soft skills, work ethic, workplace skills, and 21st Century skills.
With respect to the public workforce system led by the Nebraska Department of Labor, the regional Career
Center One-Stop in Scottsbluff offers employment and training related services for workers, youth, and
businesses. The services are provided by a small staff focused on Unemployment Insurance (UI), Disabled
Veterans Outreach Program (DVOP), and Workforce Investment Act (WIA) and covers an 11-county
region. The strain of resources hinders the Career Center from effectively providing standard One-Stop
services, including the delivery of on-the-job training (OJT) and specialized youth programs. The staff
indicated there are no eligible recipients for the Trade Readjustment Allowances (TRAA) program.
Currently, staff visit approximately 50-75 businesses per year with typical outcomes of creating job
postings and obtaining referrals to other businesses for business services opportunities.
The workforce system collaborates with TCD on initiatives such as business and industry tours with the
Scottsbluff and Gering High Schools. The workforce system regional manager believes the impact of
service delivery to companies and individuals in the region could be increased by strengthening the
partnership with TCD.
TCD also conducts several workforce development programs focused solely on attracting talent to the
Scottsbluff-Gering region. Such programs include: implementing a marketing campaign to encourage local
high school alumni to return to the region; operating a job board on the TCD website; and partnering with
the State of Nebraska to incentivize military veterans to move to the region.
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Regional Economic Development Strategic Plan
Recommendations
To boost the quality of the region’s workforce, the TPMA team recommends that regional organizations
collaborate effectively on existing talent development, talent attraction, and the creation of a talent
pipeline. Specific action steps include:
A. Cultivate Existing Talent
The TPMA team recommends the establishment of a Talent Coalition, alignment of workforce training to
the demands of identified targeted industries (i.e. Agriculture, Food Processing and Technology; Advanced
Manufacturing and Precision Metals; Plastics and Chemicals; Health Services; Data Centers; and Oil and
Gas Support Industries), and implementation of the Business Resource Network model.
1. Talent Coalition
Regional organizations should elevate and formalize as a Talent Coalition to ensure business and industry
skills needs, both soft skills and technical skills, are identified and communicated to education and training
partners. Other responsibilities should include establishing a certified workforce, developing brain drain
mitigation tactics, and addressing low educational attainment levels. The Talent Coalition should include
TCD, the Nebraska Department of Labor, Scottsbluff and Gering Public Schools, Aim for Brilliance, target
industry representatives, and other stakeholder groups. Effectively, a regional agency partner should
facilitate the effort to bring all of the necessary partners together.
2. Targeted Industry Workforce Training
In order to enhance the skills of the existing labor force in the region, a regional agency partner and the
Talent Coalition are recommended to facilitate expansion of existing and development of new internship
and apprenticeship programs with the targeted industries. Additionally, the Talent Coalition should
identify needs and encourage development of new or enhanced education and training programs.
A. Cultivate Existing Talent
1. Talent Coalition
2. Targeted Industry Workforce Training
3. Business Resource Network (BRN)
B. Drive Talent Attraction
1. “Talent Ready” Dashboard
2. Expand TCD Activities
C. Establish a Talent Pipeline
1. Career Academies
2. Career Awareness Series
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Regional Economic Development Strategic Plan
Though TCD’s workforce initiative is currently focused on talent
attraction, TCD is uniquely positioned to engage businesses that have
connections to pertinent services outlined in the new Workforce
Innovation and Opportunity Act (WIOA). The TPMA team
recommends that TCD build a stronger partnership with regional
representatives from the Nebraska Department of Labor to ensure
effective existing talent development in the region.
3. Business Resource Network (BRN)
Outlined previously in this report, the Business Resource Network
model connects economic development, workforce development,
and education partners to address employers’ needs in a variety of
areas. If the community extends its workforce development initiative
to include existing talent development, a Business Resource Network
is an essential tool for the Talent Coalition and its partners in order to
identify the source of workforce issues and work collaboratively in
the region to devise solutions.
B. Drive Talent Attraction
Because the community’s main workforce initiative is centered on
attracting talent to the region, the TPMA team recommends creating
a new marketing tool, a Talent Ready Dashboard, to boost the
region’s workforce spotlight and magnify current workforce
development activities. The community should also enhance their
current workforce activities, increasing the program’s audience and
boosting its quality.
1. Talent Ready Dashboard
In partnership with WNCC and Scottsbluff and Gering Public Schools,
the TPMA team proposes the community create a Talent Ready
Dashboard: a marketing effort to promote the education and skills of
the region’s workforce. The Talent Ready Dashboard will provide
pertinent workforce metrics for companies and site selection
consultants researching the optimal location for a business for their
operations. Such metrics can include:
Educational attainment levels
High school graduation rate
Certificate holder figures
Labor force participation rate
Soft Skills participation
A soft skills certification
program in the secondary
education system can help
senior high school students
prepare for the transition from
school to work and life beyond
the classroom. Ensuring that
students are acquiring the
needed work ethic in order to
obtain and secure successful
employment is one of the main
missions of the program.
Graduates with the certification
have an advantage when
seeking employment as it
identifies candidates with a
demonstrated work ethic.
Furthermore, soft skill
certification is valuable for
students applying to post-
secondary institutions, as it
shows that the student has
learned the value of active
participation in school, good
attendance, and a hard work
ethic. Certification programs
should include the following:
Attendance and punctuality
Communication
Teamwork
Leadership
Critical Thinking
SOFT SKILLS
CERTIFICATION
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Regional Economic Development Strategic Plan
The Talent Ready Dashboard metrics are encouraged to be added to the TCD and other regional agencies’
websites and collateral material to be easily accessed by companies and site selection consultants. The
Dashboard is just one tool that can be used to recruit workers to the Scottsbluff-Gering Region. Other
workforce marketing tactics should be included in the Talent Coalition’s mission.
2. Enhancement of Current Community Workforce Operations
The TPMA team endorses the expansion of the community’s workforce activities to include talent
attraction, as described above, as well as the amplification of current programs. TCD has developed and
continues to maintain several strong tools that bring value to their talent attraction efforts, which includes
growing Career Link, the marketing campaign aimed to draw alumni back to the region, and a newer
initiative focused on attracting military veterans. Increased funding and staff would enable further
development of these workforce development initiatives.
C. Establish a Talent Pipeline
While existing talent development and talent attraction are vital pieces to the workforce development
puzzle, creating a pipeline of talent for industry is the third integral element. For successful creation of
the talent pipeline, the expansion of Career Academies and the creation of a Career Awareness Summit
are essential.
1. Career Academies
Scottsbluff Public Schools have outlined detailed plans for alignment with the State of Nebraska’s Rule 47,
including an expansion of its current programming. In addition, Gering Public Schools have plans to initiate
their own Career Academies in collaboration with WNCC, and should focus its programs on target
industries (i.e. Agriculture, Food Processing, and Technology; Advanced Manufacturing and Precision
Metals; Plastics and Chemical; Health Services; Data Centers; and Oil and Gas Support Industries). As
previously described above, the Career Academies should have a special focus on work-based learning
opportunities, such as apprenticeships and internships, for students.
One supplemental service from the advisory council to help guide the Career Academies is an employer
needs assessment effort. The initiative – the Employer Learning Network (ELN) — will assess the needs of
various segments of the employer base within the Scottsbluff-Gering region to determine common
challenges many businesses face. Essentially, the ELN is an industry, post-secondary, and community
college partnership whose mission is to build academic programs to meet specific job needs.
2. Career Awareness Summit
Building from the Industry Tour series, in which local businesses provide tours and career information to
high school students, the TPMA team urges the Talent Coalition to launch a Career Awareness Summit.
The Summit would focus on the skills and knowledge required for youth and adults to take advantage of
career opportunities obtainable in the targeted industry sectors. Industry leaders and workforce
development practitioners would present on the needed skills, possible occupations, growing careers, and
effectively communicating the current status and future needs of the region’s workforce. Students should
also present on their experience in the Career Academies, essentially acting as ambassadors to their peers
with the goal of persuading other students to pursue further education and training in targeted industries.
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Regional Economic Development Strategic Plan
Prior to each year’ Summit, both education and technical education teachers should have the opportunity
to participate in “field trips” to the region’s major employers in order to learn how the curricula relates to
real world examples. In addition, the local newspaper could run a series of articles addressing specific
issues to be discussed at the summit in addition to the Talent Coalition offering a workforce “report card”.
In summary, the region’s workforce partners have established creative and effective programs. The
Scottsbluff and Gering Public Schools, WNCC, Nebraska Department of Labor, and TCD have all built a
strong foundation upon which these recommendations would take development to the next level.
Cultivating existing talent, boosting talent attraction efforts, and establishing a talent pipeline is critical to
growing existing industries and attracting new businesses within the identified target industries.
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Regional Economic Development Strategic Plan
Summary
In summary, the Scottsbluff Regional Economic Development Strategic Plan provides an examination of
the current initiatives and relationships and builds recommendations for increased economic and
workforce growth. This Economic Development Strategic Plan represents a great opportunity for the
region to reinvigorate, to reengage, and to rise together. This plan is a product of interviews and
conversations with community members, City Staff, City Councils, a Steering Committee, and institutional
stakeholders. To recap, the core recommendations are:
Build a Consensus Coalition
Convene to Encourage Tourism Collaboration
Forge the Scottsbluff – Terrytown – Gering Highway Initiative
Focus Business Attraction on Targeted Industries
Expand Current Business Retention and Expansion Program
Grow Entrepreneurism and Small Business Development
Revitalize TCD Board Development
Cultivate Existing Talent
Drive Talent Attraction
Establish a Talent Pipeline
Now that the planning process is complete, it is urged that implementation begin right away. The
communities’ unification in vision, strength, and leadership for the growth of the region’s economy and
workforce can propel impact of the proposed initiatives. Within the implementation phase of executing
this strategic plan, specific tasks for increased attraction, retention, and enhancement of workers will be
outlined.
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Regional Economic Development Strategic Plan
Thomas P. Miller & Associates
Prepared for: The City of Scottsbluff
By: Thomas P. Miller & Associates
November, 2014
The vision statement for downtown Hot Springs is critically important and is the
cornerstone of the Downtown Economic Development and Redevelopment Action
Plan. Led by the Steering Committee, key stakeholders, and the numerous citizens
engaged in the planning process, the vision statement was developed and accepted by
all. Goals, strategies, and action items were cultivated organically and aimed toward
achieving the vision of its future, and shepherd local and regional decision-making and
sustainable initiatives. The Vision Statement is:
As a center of community culture, tourism, entertainment, city living,
and economic vitality, Downtown Hot Springs serves economic,
social, and cultural needs of the region, neighborhood residents,
visitors, and an emerging downtown residential population.
Although the central business district’s physical and cultural
connections extend beyond the commercial district into vibrant
surrounding neighborhoods, it is the hub of services, facilities, and
opportunities to live, work and play in a thriving city center with 21st
century amenities nestled in the historic charm of a unique southern
community.
10 | P a g e
The Hot Springs community united together to provide the vision for this Downtown Economic
Development and Redevelopment Action Plan, communicating ideas from hundreds of stakeholders
through the last several months. In total, 450 community stakeholders participated in numerous
community engagement sessions – including residents, downtown business owners, retirees, and
neighborhood associations – to reshape the future of Downtown Hot Springs. Their passion for the success
of Hot Springs culminated in several goals that will allow Hot Springs to capitalize on its many attributes
and navigate challenges that could prevent the community from reaching its potential as a destination
city with a thriving economy and high quality of life.
The people of Hot Springs said the path to a prosperous future for downtown is paved with these steps:
“Enhance the downtown experience by improving the infrastructure and quality of place amenities
required to become one of America’s best small downtowns.”
That is to be accomplished through:
Focusing on infrastructure improvements to upgrade aesthetics, walkability, and livability
Enhancing and adding new amenities and mixed-use developments designed to meet the needs
and expectations of visitors, residents, and business owners
Embracing a more experimental, nimble, and responsive approach to old policies and ways of
doing business
“Create and foster a stronger sense of community downtown.”
That can be done by:
Improving the physical and social connectivity between the businesses and residents of the
central business district and surrounding neighborhoods
Promoting collaboration for downtown initiatives among key stakeholder groups and engaging
millennials in the decision-making process
“Position downtown as a vibrant economic engine to offer a place for its residents to live, work, and
play centered on supportive and emerging sectors.”
Hot Springs can do that if it:
Nurtures a culture of entrepreneurship and innovation
Targets business recruitment, retention, and expansion to key industry sectors
Empowers local action in accelerating broadband access, adoption, and application
Uses downtown as a laboratory for work-based learning and skills training for ASMSA and area
secondary and post-secondary students
Creates a niche of retailers and allied amenities to serve as a trailhead for adventure tourists
P a g e | 11
Differentiators
Hot Springs is fundamentally different from other cities looking to offer the benefits of a 21st century
economy: the downtown boasts an entrance to a national park – a defining attribute that is unique
amongst all other cities in the United States. Pairing the natural beauty of the Hot Springs National Park
with a modern, vibrant downtown will make the city a destination for those looking to explore on vacation,
start a business, advance a career, or retire into relaxation. Thanks in large part to its amenities that have
defined Hot Springs as a vacation destination, the area’s workforce is well-versed in hospitality and
tourism.
Perhaps most noticeably, Hot Springs is different from other cities in the way its denizens are engaged
and genuinely interested in the city’s success. An open house in the historic Medical Arts Building
attracted nearly 300 attendees, many of whom stated they came to catch a glimpse of the stunning and
rarely utilized building and to ensure its role in the redevelopment of their city. This type of engagement
is uncommon and shows an eagerness of residents to see and, more importantly, assist in the progress of
Downtown Hot Springs.
These factors, paired with other assets – such as the Arkansas School for Mathematics, Sciences and the
Arts – means there is a constant generation of future leaders built into the downtown. The high school is
home to some of the state’s brightest juniors and seniors; thus, Hot Springs has a strong pipeline ready
and waiting to help rejuvenate its historic downtown and stimulate the area’s economy.
Challenges
While much of this report focuses on the positive actions that can be taken to tackle the goals adopted
during this process, the people of Hot Springs noted a few hurdles that have kept the downtown from
achieving the greatness they seek. For example, economic development efforts in the area are focused
inside small jurisdictions and do not always take the entire region into account. Historically, Hot Springs’
downtown development efforts have not incorporated strategies to capture the business of the four
adjacent neighborhoods, as well as those that live around Lake Hamilton and elsewhere in the region.
Similarly, the four neighborhood associations surrounding downtown could take less of a “silo” approach
to community development by identifying common goals that are ripe for natural partnerships across
neighborhood divides. Understanding current efforts and communicating common goals amongst
neighboring areas can help inform innovative plans for Hot Springs and create a downtown that meets
everyone’s needs and exceeds their expectations.
Hot Springs has commissioned a variety of surveys, analyses, and plans over the years, but none have
been fully implemented nor resulted in the kind of substantive change that the people of Hot Springs
desire. This Action Plan is designed to provide a comprehensive overview of Hot Springs’ vision for its
future combined with specific, actionable goals for implementation unlike other plans that have been
commissioned and then shelved in the past.
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Implementation
For this Action Plan to prove successful, officials, stakeholders, and community members must continue
the momentum built during this process and work toward implementation of the strategies and action
steps laid out in this report. Many of the action steps outlined below can be implemented immediately,
while others can be done for little to no cost. In order to stay on target, the Steering Committee and
associated stakeholders must systematically monitor progress and performance for each of their goals.
This Action Plan can and should be adapted through shifting economic, political, and social circumstances,
as this plan was driven by the people – not an administration or political philosophy. Remaining nimble
through changing circumstances will enable leaders to evaluate and execute modifications to the action
steps in the future. Therefore, collaboration with the Hot Springs Metro Partnership, the neighborhood
associations, West Central Arkansas Planning and Development District (WCAPDD), City and County
officials, the Hot Springs Downtown Merchants Association, the Women’s Chamber of Commerce in Hot
Springs, and other stakeholder groups is crucial to the sustainability and flexibility in the implementation
of this Action Plan.
14 | P a g e
The Hot Springs Downtown Economic Development and Redevelopment Action Plan offers a myriad of
recommendations designed to achieve the community’s stated goals to realize its vision for the future of
downtown. Several of the recommended implementation initiatives stand out given the potential impact
they can have on the community, both as individual projects and as catalysts for building momentum and
influencing the implementation of other recommended action items. Each of these concepts also
addresses more than one of the plan’s three goals:
To enhance the downtown experience by improving the infrastructure and quality of place
amenities required to become one of America’s best small downtowns.
To create and foster a stronger sense of community downtown.
To position downtown as a vibrant economic engine by offering a place for its residents to live,
work, and play centered on supportive and emerging sectors.
This section describes these “transformative tactics” in greater detail in an effort to build community
support, engender excitement, and motivate leaders to take action immediately. Included among this
group of catalytic concepts are:
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Significance of this project
Perhaps no other issue stimulated as much discussion
and input in every public forum, focus group, and one-
on-one interview as what should happen with the site
currently occupied by the remains of the former
Majestic Hotel and Spa at the intersection of Park,
Whittington, and Central Avenues. For many, the
memories of the former glory of this iconic downtown
gathering place were a touchpoint for seeing the site
revitalized to play a new, significant role in
downtown’s future. For others, especially the younger
or newer members of the community, the memory of
the 2014 fire and its resulting rubble prompted a call
to action for a swift redevelopment of the site. 1
Hot Springs has a unique opportunity to leverage
the redevelopment of this site to make a significant
contribution to the physical, social, and economic
welfare of downtown for decades to come. Due to
its size, location, and prominence, the future of this
site will set the tone for redevelopment activities
throughout downtown, serve as a catalyst for
additional public and private investment, and
present an opportunity to build on the impact of the
tourism sector, which is of critical importance to the
economic prosperity of downtown Hot Springs.
Smart redevelopment of the site is critical to
achieving all three of the plan’s goals. The physical
impact on the quality of place downtown and its
adjoining neighborhoods is obvious. However, what
may be less obvious is the importance of ensuring
that the redevelopment enhances the sense of
community in Hot Springs, enriches connections to
neighborhoods, and drives economic development
through cultural, retail attraction, and other
amenities that will create employment, spawn
innovation, and generate revenue.
1Majestic Hotel - http://www.photoshelter.com/img-get/I0000oy.yNJB8m7Q/s/700/466/The-Majestic-Hotel-01.jpg
16 | P a g e
Significance of the site
The site of the former Majestic Hotel is both
visually and strategically significant by virtue of
its location at the intersection of downtown’s
“main street” (Central Avenue) and the primary
corridors leading to two of downtown’s primary
neighborhoods (Park and Whittington
Avenues). Both Central Avenue and Park
Avenue serve as the primary north-south
corridor through Hot Springs, providing the site
with a high level of visibility to 14,000 motorists
passing through the city every day.2
From a visual standpoint, this site serves as both
the northern terminus of the central business
district and a gateway into downtown. The
remains of the former hotel (even in its current
condition) are the focal point for both motorists
and pedestrians traveling north along Central
Avenue.
The site is located adjacent to one of
downtown’s most significant assets, the
Arkansas School for Mathematics, Sciences and
the Arts (ASMSA), a destination high school for
gifted students from across the state. To the
northeast, the shuttered Velda Rose Hotel and
Spa was recently placed on the market, and
across Park Avenue there are two large surface
parking lots. Opposite the Majestic site and the
high school campus are several businesses,
including a new coffee shop which symbolizes
the youthful energy permeating downtown.
To the south of Central Avenue, there are
numerous eateries, nightspots, and other
attractions frequented by visitors, including
galleries, museums, and an aquarium. Several
redevelopers have announced plans for upper-
floor conversions of vacant spaces into
boutique hotels and housing in the immediate
area.
2 Arkansas State Highway and Transportation Department, 2014
P a g e | 17
The historic significance of the hotel itself cannot be understated. As the first brick building in Hot Springs
and one of the first buildings in Arkansas to feature an elevator, the older portions of the hotel and its
additions featured spectacular architecture, art, and the therapeutic thermal waters that helped attract
the famous and infamous to Hot Springs throughout the last century. Understanding the site’s role in
history is a critical consideration for the re-use of this location.
Recommended action
The City of Hot Springs is currently in the process of acquiring the former Majestic Hotel site and is working
with both the U.S Environmental Protection Agency and the Arkansas Department of Environmental
Quality for technical assistance and funding remediation and cleanup of the site.3 The acquisition of
adjacent vacant properties, if feasible, could increase the economic potential and the prominence of the
site’s redevelopment. Prior to demolition, the City of Hot Springs should salvage architecturally significant
elements of the building, such as the metal letters forming the rooftop sign, urns, fireplaces, and light
fixtures. These elements should be stored for re-use in the redevelopment of the site as a reference to
the significance of one of downtown’s lost jewels. See sign concept below.
3 http://www.katv.com/story/29497130/city-of-hot-springs-agrees-to-counter-offer-in-sale-of-majestic-hotel
18 | P a g e
Dozens of potential uses for the site were suggested by stakeholders and the public during several public
forums, focus groups, and interviews. Those with the most potential to impact the economy, increase
downtown residential activity, and contribute to the overall quality of life and place in Hot Springs are
recommended below.
Performing Arts Center
Hot Springs lacks a quality indoor performance
venue with the modern amenities required to
attract traveling Broadway shows, large-scale
music performances, and other acts that would
pump entertainment dollars into the local
economy and provide an evening market for
downtown eateries and nightlife. The venue
should include a large theater/performance hall as
well as one or more smaller theatrical
performance venues for use by community theater
troupes, local schools, and as shared space for
special events hosted by the ASMSA.
Funding for this venue will likely require
investment by a variety of sources, including federal, state, local public funds, foundation support, and
private contributions. A feasibility study and finance plan should be commissioned to assess the necessary
financial support required to get such a project off the ground.
P a g e | 19
Outdoor Amphitheater
As a complement to the indoor performance
space, a smaller outdoor amphitheater located
on the grounds could be programmed by the
arts center and provide a more open and casual
environment for less formal events, such as
musical performances, movies under the stars,
and community theater productions. Given the
location of the site, consideration should be
given to designing the amphitheater in such a
way that it could provide stormwater detention
during major rain events to alleviate the flooding
in the central business district.
Public Bathing Facility
Stakeholders also prioritized the concept of an
outdoor public bathing facility to take
advantage of the thermal waters that gave
rise to the development of downtown Hot
Springs. The addition of such a facility on the
grounds of a performing arts center would
attract day and evening visitors year-round.
Concepts for similar facilities have been
developed in the past for other nearby
locations; however, the redevelopment of the
Majestic site presents an opportunity for
residents and visitors alike to experience
firsthand what led the native tribes to name
this area the Valley of the Vapors. The facility
could be developed and managed by the city,
the space could be leased to a developer who
would build and manage the attraction, or the
city could possibly even explore a partnership
arrangement with the National Park Service.
In addition, evaluation of the capacity for
public baths should to be conducted.
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Structured Parking
Depending upon the final use for the site and
the demand it will generate, structured parking
on-site will be necessary. Additional parking to
serve general downtown visitors and those
using the proposed bathing facility should also
be incorporated into the site plan. Existing
vacant lots along Cedar Street could provide a
location that would be both convenient and
unobtrusive as a visual element of this
important gateway.
ICONIC CONSIDERATIONS
Building Placement & Design
Hot Springs should consider hosting a national or
international design competition. Due to the magnitude
and prominence of the site, the design for the
redevelopment has the potential to carry the same
architectural significance for this generation as the
Medical Arts Building did for the generations before it.
The City should engage with the Arkansas Chapter of the
American Institute of Architects to design the
competition and manage its parameters, with local
design and community experts comprising a majority of
the jury for the competition. The competition would
take several months to launch and complete, allowing
time for the city to acquire of the site, demolish and
remove the existing structures, and develop funding
packages for design and construction.
The competition could be made even more challenging
and attractive to designers if some neighboring projects
are included in the program, such as the renovation of
the ASMSA’s old hospital building, the renovation of the
Velda Rose Hotel, the creation of surface parking lots
near the site, and the creation of a roundabout at the
intersection of Central Avenue with Park and
Whittington Avenues.
P a g e | 21
Hot Springs Sign
One of the more controversial topics among local residents was the incorporation of a reference or nod
to the history of the Majestic Hotel in the new use. Some expressed feelings that the end of the Majestic
was so traumatic that any reference to it would be inappropriate, while others believe the Majestic’s
historical significance should be acknowledged. If the city successfully removes and stores the letters from
the hotel’s rooftop sign, they could be restored (or slightly modified) to create an iconic sign for the
community (see concept below). Placement of this sign either at the Majestic site or another prominent
downtown location will give Hot Springs an iconic community symbol that refers to its history in a nostalgic
and exciting retro manner, much like similar signs in Portland and San Francisco, the Public Market sign in
Seattle, or the famous star in Roanoke.
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Velda Rose
The adjacent Velda Rose Hotel, which was recently placed on the market, should be a topic of discussion
and included in the plans for Hot Springs’ future. Careful and deliberate coordination between this
property and the redevelopment plans of the Majestic site will be critical to the success of both, whether
the city elects to purchase this site and add it to the redevelopment portfolio of the Majestic site or works
with a new owner to redevelop the site.
A feasibility study of developing “parking gardens” at surface lots located along Park Avenue adjacent to
the Majestic site is recommended. These eco-friendly parking lots incorporate stormwater runoff
techniques designed to mitigate water pollution and flood damage. Given Arkansas’ nickname, the
Natural State, Hot Springs could demonstrate its commitment to nature and the environment by
incorporating parking gardens, rain gardens, and other visually appealing techniques to manage water
and pollution into all new developments and redevelopments.4
4 IMG - http://news.uark.edu/articles/16864/design-manual-for-low-impact-development-garners-second-
national-award
Surface Parking Gardens
P a g e | 23
Arkansas School for Mathematics,
Sciences and the Arts
The ASMSA has expressed interest in
demolishing the former St. Joseph’s
Hospital building that is currently part
of its campus. The redevelopment of
this property should also be
coordinated with the redevelopment
of the Majestic site in order to create
stronger physical and programmatic
connections between the school and
downtown.
Roundabout
As the Majestic site redevelopment plan
progresses, the city should consider
improving the intersection by installing a
roundabout to move traffic more efficiently,
clean up this confusing intersection, and
establish a stronger gateway element
entering the downtown district. Design of
this intersection should be included in any
design competition for the Majestic site,
and improved pedestrian visibility, safety,
and ease of access should be a primary
design consideration.
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Significance of this project
One of Hot Springs’ greatest assets is its compact
downtown district: a national park nestled within
the central business district, four distinct urban
neighborhoods, a prestigious high school, the
convention center, the trailhead for the Hot
Springs Creek Greenway Trail, and a number of
hotels, restaurants, and other tourist attractions all
call downtown Hot Springs home.
Like most downtowns, Hot Springs has a variety of
architectural styles representing different periods
in the city’s history. Unlike many downtowns,
however, the architecture in Hot Springs is
especially interesting due to the unusual collection
of bathhouses on Bathhouse Row, an art deco high-
rise structure that was once the tallest building in
the state, and several large structures such as the
Arkansas Career Training Institute and the
Arlington Hotel, which dominate the view from
several vantage points along the downtown
streets. These architectural wonders can only be
effectively appreciated by pedestrians or cyclists
moving at a slower pace with unencumbered
views.
P a g e | 25
Suburban shopping centers, motels, restaurants, and other
services are focused on convenience and the automobile.
Downtown’s unique selling point is an immersive experience
focused on appealing to the senses in a vibrant environment filled
with sights, sounds, and smells that can only be experienced by
walking along Central Avenue. Unique shops with personal
service, coffee houses and cafes with their tantalizing aromas, art
galleries with their eye-catching paintings and sculptures, and the
chance meeting of a neighbor or friend along the street are just
some of the experiences pedestrians are likely to find as they walk
through downtown.
Enticing people out of their cars is the only way to get them to
spend money downtown and contribute to the health of the
economy. But the walk from a parking garage or a bike ride from
a surrounding neighborhood to the local restaurant or boutique
contributes to their own health as well. A walkable community is
a healthy community, and downtown Hot Springs offers residents
and visitors plenty of reasons to get out from behind the wheel to
walk or pedal their way to better health.
According to StateOfObesity.org, a project of the Trust for
America’s Health and the Robert Wood Johnson Foundation,
Arkansas has the nation’s third highest rate of adult obesity: nearly
35% of the state’s residents had a body mass index of 30 or higher
as of 2013. One of the most commonly accepted drivers for
obesity, in addition to diet, is lifestyle – and the landscape of a
community can play a role in the population’s health.
Communities interested in the health of their citizens have begun promoting healthier lifestyle choices
and incorporating design elements which promote healthy living into public improvement projects. We
should recommend that Hot Springs do this, especially since the community’s early economic success was
based on the theme of health (the thermal waters). It’s time to get back to that healthy place identity.
One of the latest movements is called complete streets. Complete Streets policies encourage physical
activity and green transportation, walking and cycling, and building or protecting urban transport systems
that are fuel-efficient, space-saving, and promote healthy lifestyles. In February 2015, the City of Hot
Springs adopted a Complete Streets policy and established great foundation for gaining momentum for
downtown development. Although Arkansas is one of the states that has not adopted it yet, twenty-eight
states and Washington, D.C. have adopted Complete Streets policies. See this link for more info:
http://www.smartgrowthamerica.org/complete-streets
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Restructure Vehicular Parking
Parking is often one of the most controversial issues in any downtown. The topic usually centers around
three desired characteristics of parking: affordability, accessibility, and availability. Hot Springs appears to
have no major problems with any of these three, although availability may be a bit more challenging on
days or evenings when large-scale public events are being held downtown.
Central Avenue
Typical Section
Fountain Street – Canyon Court
Looking North
Central Avenue
Typical Section
Bridge Street – Spring Street
Looking North
Central Avenue
Typical Section
Reserve Street – Mountain Street
Looking North
P a g e | 27
Remove On-street Parking
There are some benefits to free on-street parking along Central Avenue – it provides convenience for
customers and helps to slow vehicular traffic, providing a level of protection for pedestrians. However,
on-street parking creates a visual barrier between motorists and shops, restaurants, and other street level
businesses, while it consumes a large amount of public space without contributing to the overall economy.
By removing the 70 or so free parallel parking spaces along Central Avenue between Park and Whittington
to the north and Market Street to the South, opportunities to increase the walkability and “bikeability” of
the central business district can be increased dramatically. Replacement of this parking can be addressed
by increasing the availability, accessibility, and visibility of off-street parking options.
28 | P a g e
Private Lots
There are numerous underutilized private
surface parking lots throughout downtown
Hot Springs. Some of these lots are open for
paid public parking, while others are
controlled by individual owners with spaces
reserved for building tenants and customers.
An inventory of lots and unused spaces should
be conducted with the cooperation of
owners. If a significant number of unused
spaces in any given lot are identified, an
agreement for a third party non-profit
organization to “manage” these parking
facilities should be explored. This
arrangement could be as simple as the owner
agreeing to allow free public parking in
designated spaces in exchange for regular lot
cleaning and other basic services. Others may
wish to allow for the entity to lease monthly
spaces to tenants or employees of other
nearby businesses to provide for designated
downtown employee parking. Agreements
which may or may not involve the exchange
of fees should be explored.
The visibility of off-street public parking
should be increased through the use of a
standard universal parking symbol integrated
into new street standards and wayfinding.
Additionally, merchants should publish a
downtown parking map and distribute it to
customers, provide it to via local media, and
feature it on appropriate websites.
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Garage Access Enhancements
Downtown Hot Springs has a tremendous public
asset in the Exchange Street public parking
structure. While the garage itself is well-marked
with large “Free Parking” signage on the top of the
structure, this sign is out of the view of most
drivers and visibility of access to the garage from
the street is less apparent. Mountain Street’s one-
way east designation is also a problem as it
creates a situation with only one access point to
the garage from Central Avenue by turning west
onto Court Street, then right onto Exchange
Street.
There are several opportunities to address the visibility and access issues for this garage. First, uniform
public parking directional signage in consistent locations and incorporated into the streetscape standards
will help visitors easily locate this and other public parking facilities. Second, changing Exchange Street to
two-way between the garage entrance and Mountain Street, as well as returning Mountain Street to
either a two-way street or reversing direction to make it one-way west, would create a second access
point north of the garage, allowing those motorists headed north an opportunity to easily access the
garage – even if they missed the turn at Court Street.
30 | P a g e
Urban Bike Trail
Hot Springs has a unique opportunity to marry
the nation’s focus on healthy communities with
downtown’s desire to create additional
economic and social activity by providing first-
class bicycle facilities to not only connect with
existing and planned trails from neighborhoods
and attractions, but also serve as the
community’s hub of bicycle activity.
Connections
With the Transportation Depot already serving as
the trailhead for the Hot Springs Creek Greenway
Trail, creating a dedicated urban bike trail located
along Central Avenue would provide biking
enthusiasts with a cohesive and safe bicycling
experience in Hot Springs. A second downtown
trailhead should be located at the north end of
Central Avenue and incorporated into the public
space redesign of the former Majestic Hotel site.
This trailhead could also serve as a connection for
the Whittington and Park Avenue
neighborhoods.
In order to effectively serve the bicycling
community, the urban bike trail must be regarded
similar to a lane of vehicular traffic. It must be well-
maintained and free of obstructions. Merchants
should not use the bike trail as overflow space for
events or café seating. Delivery drivers should not
use this space to stage deliveries or place loading
ramps.
In addition to creating additional customers for
downtown restaurants and shops, drawing more
cyclists to the market will also create opportunities
to attract retailers focused on the sale and service
of bicycles and accessories, hiking supplies, and
other adventure tourism services and
merchandise.
P a g e | 31
Delineation
The current designation of dedicated and shared bicycle
lanes on Central Avenue has been a positive step toward
improving the visibility and safety of cyclists in the central
business district. Dangers, however, still exist in the form
of distracted motorists, drivers unfamiliar with downtown
streets, car doors opening into bike lanes, etc. An
experienced rider may be comfortable navigating the
shared and dedicated on-street lanes, but families with
children may not.
The removal of on-street parking on Central Avenue
creates an opportunity to build dedicated bicycle facilities
with attractive separations to enhance the safety and
beauty of Central Avenue for pedestrians, cyclists, and
motorists. One great example of an urban bicycle trail is the
Indianapolis Cultural Trail which connects downtown to
multiple neighborhood and cultural districts. Scaled
appropriately for Hot Springs, a similar trail along the west
side of Central Avenue would create a new attraction that
moves customers through the downtown at a slower pace
than automobile traffic, encouraging shopping and dining.
In addition, a proposed bypass that may necessitate a state
highway designation may slow traffic. The improved safety
would also encourage families to participate in a healthy
activity that involves the downtown area and connections
to neighborhoods add an amenity to help revitalize and
encourage new investment in those districts as well.
Above: Fountain Street
Redesign Plan
Left: Bridge Street
Redesign Plan
32 | P a g e
SIDEWALKS AND STREETSCAPE
Presenting an attractive, safe, clean, and functional public pedestrian space can have a positive impact on
the success of downtown businesses. Numerous behavioral studies have established the relationship
between pedestrians’ ability to interact with streetscape elements and economic vitality. One study by
renowned sociologist William Whyte demonstrated that people want to be around other people, and they
like to be crowded, but not too much. He concluded that sidewalks that were outsized for their activity
tended to swallow up its life and repel visitors. He promoted several design principles that are just as
relevant today as when he made them in the 1970s because they naturally flow from basic human needs:
people want clean, lively public spaces where they can sit and take in all aspects of the urban setting, and
they want to use places differently at different times.
Keeping these principles in mind, along with the input of the hundreds of Hot Springs residents who
participated in the development of this plan, Hot Springs should invest in downtown’s pedestrian
environment by improving crosswalks and street standards, installing street furniture, and encouraging
sidewalk cafes. The city should commission detailed design and engineering studies as the next step to
implement many of these proposed improvements.
Crosswalks
The protection of pedestrians is paramount to safety in a
downtown environment. Hot Springs has added flashing
pedestrian crossing signs; however, as the pedestrian space is
improved these signs should be integrated into new uniform street
standards for a more cohesive look. The use of green paint to mark
bike trail crossings and other possible bicycle/automobile conflicts
can also improve safety. Brick or stone pavers or a second color of
paint, along with perpendicular white bars, should be considered
to call extra attention to pedestrian crossings.
P a g e | 33
Street Standards
Street standards include light poles, traffic light booms, pedestrian
lighting fixtures, and sign poles. The standards currently in place
along Central Avenue are attractive, simple, and appear to be in
good condition. Directional signage for public parking should be
standardized and incorporated into existing standards. In order to
increase pedestrian activity at night, fixtures should be added to
the existing standards to illuminate building facades. In addition
to highlighting the historic architecture of downtown buildings,
this additional overhead light will increase and enhance the
existing ambient lighting along sidewalks.
Wayfinding signage directing motorists to tourist attractions,
public facilities, venues, and public parking should be installed to
improve the functionality of the district. Wayfinding signage
targeted at motorists should be designed with large text, simple
wording, clear arrows, and should be placed near intersections at
a height appropriate for automobile drivers to see. Wayfinding
signage for pedestrians should have more “local” content – such
as a listing of attractions within walking distance – and include a
map of the district. These should be placed on kiosks with a bike
trail map and similar wayfinding information for cyclists. Kiosks
should be designed to complement the street furniture and be of
appropriate scale for pedestrians.
Street Furniture
Street furniture includes any public amenity placed on the public
sidewalk and may include flower pots, benches, temporary
seating, waste baskets, bike racks, drinking fountains, kiosks, or
newspaper racks. Street furniture should be durable, simple in
design, and most importantly, functional.
Placement of street furniture should be carefully considered.
Trash cans, for example, should be placed in close proximity to
businesses which generate a disproportionate share of consumer
waste (e.g. convenience stores, ice cream vendors, and coffee
shops). Trash receptacles and information kiosks are often sought
at corner locations and pedestrian entrances to parking facilities.
Benches or other types of seating are most effective if placed near
an interesting view, such as a piece of public art, a popular
museum or gallery, or shops with interesting window displays.
Backless benches can be placed parallel to the street to allow
sitters to look at either side of the street.
34 | P a g e
Cafes and Sidewalk Activity
As Whyte points out and many in Hot Springs
have suggested, people are attracted to
people, and crowded, active sidewalks tend
to stimulate the businesses located there.
Wide, empty sidewalks might look great in a
photo, but empty sidewalks mean fewer
customers, and downtown merchants
depend on strong pedestrian traffic.
Hot Springs’ policy against sidewalk dining
downtown should be repealed and some
modest standards put in place to ensure
clean, attractive, well-maintained furniture
is used for outdoor dining. A permitting
process should be established to assure a
proper balance between dining space and
pedestrian flow as well as non-obtrusive
barriers to delineate dining space as may be
required for the service of alcoholic
beverages.
While they did not have a ban on sidewalk cafes, the city of Lexington, Kentucky saw a dramatic increase
in evening activity for downtown pubs and restaurants when indoor smoking was banned. Immediately,
bar and restaurant owners invested in café tables, propane heaters, and other amenities, and virtually
overnight the streets of this previously sleepy city came to life. This simple policy change had an
unintended consequence that has helped drive additional investment and economic success for longtime
businesses.
Other Enhancements
In addition to the policy banning sidewalk cafes, Hot Springs should also examine its other policies
regulating activity on downtown walkways. Impromptu music, reasonable merchandise displays from
shop owners, and even some pop-up businesses might contribute to an image of vibrancy and lead to
additional investment. While protecting the safety of downtown visitors, residents, and workers should
always be considered, limiting expressive and non-threatening behavior can have a stifling effect on the
individuality and liveliness that separates a downtown from a strictly-regulated shopping mall.
P a g e | 35
Significance
Recent trends show that millennials and empty nesters are
interested in dense, walkable urban neighborhoods,
creative spaces, and smaller-scale urban living. Millennials
are favoring culture, sense of place, and design over the
commitment of homeownership and large-scale housing
developments.
The Central Avenue corridor in downtown Hot Springs has
a strong inventory of historic mixed-use buildings and high
street-level retail occupancy. Most of the shops
downtown are targeted towards tourists and visitors.
While tourism is a vital element to downtown Hot Springs’
economic success, in order to progress as a 24-hour
downtown, upper floor revitalization is crucial.
Throughout the public input process, many stakeholders
cited the vacant upper floors on Central Avenue as a major
concern and also favored urban residential lofts as an
opportunity for development in those spaces.
There are currently 15 upper-floor residential units
downtown, of which 3 (20 percent) are vacant. The
buildings on Central Avenue with vacant upper floors are
almost all classified as a Warehouse Use by the Garland
County Tax Assessor’s Office. These spaces are
underutilized and present opportunities for development.
The 16 units with classified upper floor warehouse space
have a total of 153,034 sq. ft. of underdeveloped vacant
space. The Aristocrat Manor is the only fully residential
property in the study area. In order to truly capture the
young professional and empty nester audiences that are
reverting to urban lifestyles, downtown must create a
product to serve those demographics.
In addition to the opportunity to grow downtown
residential use, downtown Hot Springs is positioned to
grow their base of professional employees working in the
district, occupying office space, and patronizing local
businesses. The spaces will be necessary to recruit and
retain start-ups as drivers of the Hot Springs economic
engine.
Only 5 (6.25 percent) of the 80 units downtown have an office use, two offices are on the first floor and
three on upper floors. This is a low proportion of the overall commercial space downtown.
36 | P a g e
Create Property Development Incentives
The units with classified warehouse space can be incentivized
to develop their upper floors through strategic programs and
incentives. An Assessment Moratorium will allow property
owners to freeze their property taxes at pre-development
rates. An Upper Floor Residential Rehab Program (UFRRP) can
support transition from warehouse to residential use.
By creating property development incentives, the stakeholders
in downtown can help spur the activation of essential
underutilized upper floors. Also, the incentives will share a
strategic position on prioritized uses for existing vacant spaces.
Based on the retail mix and feedback from many downtown
stakeholders, both residential and professional offices would
add to downtown’s economic vitality.
Create a Landlord Registration Process
A landlord registration process requires that property owners register as a business in the city and provide
essential data on the use and quality of the properties.
By formalizing the business of being a landlord in the city, the City of Hot Springs can build up the
necessary data to track and record unit status and landlord compliance. Currently, there are not available
reports on downtown property ownership, rental status, or contact details. An active registration process
will keep data up-to-date and will also provide an engagement opportunity with the program
administrator. Necessary contact details can be collected to allow improved communication with the
landlords for a variety of topics, including service notifications, survey and feedback opportunities,
opportunities for incentives or training, and specific property issues.
Market Opportunities for Professional Office Space
High quality available space with amenities is only as valuable as the potential consumers who know it
exists. By developing a broad marketing strategy of available space, downtown Hot Springs can recruit
essential businesses. An inventory may be kept by the Downtown Director or may be developed through
a third party provider like Xcelligent. Then a recruitment brand or position can be enacted to share the
message and location of detailed opportunities.
P a g e | 37
Throughout history, infrastructure networks–such as railroads, hydroelectric
power, interstates, and telecommunication–have been platforms for
significant economic, cultural, and social transformation, overcoming distance
and transcending the limitations of physical surroundings. Today, high-speed
internet is transforming the landscape more rapidly and more pervasively than
ever before. Like railroads and highways, broadband accelerates the velocity
of commerce, reducing costs and distance. Like electricity, it creates a platform
for creativity and innovation. Like telephony and broadcasting, it expands the
community’s ability to communicate, inform, and entertain.
Deploying broadband infrastructure, services, and applications, as well as
supporting the universal adoption and meaningful use of broadband, are
challenging – but required – building blocks of 21st century community.
Broadband is not just a technology, it is a platform for opportunity. For
businesses, broadband has become a driving force behind competitiveness,
innovation, and efficiency. For communities, access to affordable broadband
can mean the difference between thriving and becoming obsolete.
But as with electricity and telephony, ubiquitous connections are means, not
ends. It is what those connections enable that matters: a broadband network
can only create value when it is used to deliver useful applications and content
that enrich the user’s life, and in turn, the community. As broadband becomes
a prerequisite for community and economic development: communities
without high-speed broadband access or a population with the skills to utilize
broadband-enabled technologies are becoming increasingly isolated from the
modern economy. As with all other forms of infrastructure, communities must
proactively plan and make wise decisions about how broadband can best serve
the public interest.
Increase Broadband Access by Removing Barriers to Investment
Due in large part to private investment, broadband in Hot Springs has improved considerably over the last
decade. More residents are online at faster speeds than ever before. However, there are still critical gaps
in local broadband availability and speed. One of the primary challenges to broadband expansion is the
high capital cost of network construction. Hot Springs has the opportunity to take the lead in facilitating
private investment by optimizing local processes at key touchpoints that impact costs and time. Hot
Springs can encourage private investment in high-speed broadband infrastructure by facilitating asset
utilization and improvement, streamlining and publicizing local processes, and making useful information
available to service providers.
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Build a Digitally-Inclusive Community
Broadband adoption yields numerous benefits for
households and businesses that can have significant
economic and social impacts for the wider
community. However, with broadband infrastructure,
it is not a case of “if we build it, they will come.”
Essentially, making broadband available does not
assure that residents will make use of it or leverage its
capabilities to derive great benefit. Hot Springs should
invest in programs that educate the population on
broadband’s benefits and improves their digital
literacy skills as a strategy for driving demand and
empowering widespread adoption of advanced
broadband.
Improve the Pipeline of Innovative Workers
Affordable, high-capacity broadband and widespread
adoption and utilization in the community are
necessary preconditions for linkages between public
sector researchers, their private sector partners as
well as the startup, development, and growth of
technology companies. In particular, advanced
broadband utilization and digital skills in the local
labor force are crucial to the growth and retention of
high-tech businesses. Developing digital literacy skills,
and the most effective methods for teaching them,
should be shared programmatic objectives for
community and business accelerator stakeholders. If
Hot Springs invests more heavily in tomorrow’s talent,
it could spur the creation of more technology
businesses as well as retain and grow them to scale.
Create the Hot Springs Innovation Hub
Hot Springs should facilitate the development of an innovation hub to serve as a focal point for
collaboration. This hub will help local stakeholders make the connection between latent entrepreneurial
potential and access to financing and incentives, training and human capital, broadband and equipment,
and management expertise. The Arkansas Innovation Hub is creating a collaborative ecosystem of
innovation and provides a model that could be replicated in Hot Springs. It includes a makerspace with
cutting-edge equipment and technology, a STEM classroom and laboratory, a co-working space for
entrepreneurs and startup incubation, and a visual arts training program for high school students.
P a g e | 39
Research on the social impact of volunteerism from the
Points of Light Institute shows a strong link between the
role of volunteering in a community and increased
growth in economic development.5 Additionally, the
impact of volunteerism on intangible benefits to a
community is strong – building social capital can bridge
socioeconomic divides in a community by reinvigorating
social connections and relationships, molding strong,
safe, cohesive neighborhoods, fostering civic
engagement, and delivering public goods and services.
Equally important, volunteerism positively impacts
individual career paths and development. For the
purposes of Hot Springs’ leadership, increasing
volunteerism is paramount to redevelopment in the
downtown.
With the idea that volunteers can drastically alter and
improve the growth and attractiveness of their
communities comes the concept of tactical urbanism.
The term was coined in 2010-2011 by a group of young
urbanists in the publication Tactical Urbanism: Short-
term Action, Long-term Change. The publication
highlighted temporary reuse of public spaces in
buildings and areas that were underutilized or vacant.
These urban planners define tactical urbanism as small-
scale, short-term disruptive events and displays meant
to enable significant long-term change. When used as a
city-building approach, tactical urbanism consists of five
general characteristics:
• A deliberate, phased approach to instigating
change;
• An offering of local ideas for local planning
challenges;
• Short-term commitment and realistic expectations;
• Low-risks with possibly a high reward; and;
• The development of social capital between citizens, and the building of organizational capacity
between public/private institutions, non-profit/ NGOs, and their constituents.6
5 http://www.pointsoflight.org/sites/default/files/site-content/files/social_impact_of_volunteerism_pdf.pdf
6 Tactical Urbanism: Short-term action Long-term change (Vol. 1) (New York City: The Street Plans Collaborative,
2011).
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Aiming to increase economic development at the local
level and make a community more livable and
attractive, tactical urbanism is designed to be both
temporary and focused. For example, San Francisco
citizens turned designated parking spots into
“parklets” designed with café tables and fake grass to
make the automotive-focused environment more
pedestrian friendly. Memphis downtown supporters
transformed a long-abandoned historic brewery into
a temporary beer garden. In an effort to help
pedestrians, a Baltimore citizen painted a crosswalk
on a busy street when the city failed to do so. Citizens
in Toronto placed more than 400 brightly colored
ramps in front of business entrances to make them
wheelchair accessible.7 With easily-accessed
information technology, any successful tactical urban
project can be tailored for individual communities.8
What is driving these kind of temporary projects?
Political, economic, and environmental changes have
changed the landscape, creating an evolution of
buildings and lots, and the workforce has become
much more mobile than in previous years. Wealthier, highly-educated Millennials have shown interest in
living, working, learning, and playing in downtown urban centers, creating an increased interest in
revitalization and quicker redevelopment than traditional planning processes can offer.
Create the Hot Springers Volunteer Group
Much like the Syracuse Updowntowners,9 a group of volunteer individuals focused on promoting social
and cultural growth in downtown Syracuse, Hot Springs has the opportunity to create a tailored volunteer
group to help revitalize the downtown area. With the mission of enlisting citizens to promote the social
and cultural growth of downtown, volunteers can focus on creating a downtown environment that is
attractive and exciting to live, work, play, and learn. Working with the established Young Professionals
Group housed under the guidance of the Greater Hot Springs Chamber of Commerce, a volunteer-led
group should be replicated, but calibrated to help target specific revitalization programs in Downtown Hot
Springs and deploy tactical urbanism projects.
IMG - http://www.planningobserver.com/wp-content/uploads/2012/03/PARKingDay009.jpg
7 http://www.smithsonianmag.com/innovation/tactical-urbanists-are-improving-cities-one-rogue-fix-at-a-time-
180955049/?no-ist
8 A “how-to” guide on how San Francisco executed the parklets is available online. Currently, there is a so-called
“PARK(ing) Day” held each September in hundreds of cities on six continents, with artists and ordinary citizens
transforming parking spots into mini parks.
9 http://updowntowners.com/
IMG - http://www.c3sandiego.org/Resources/Pictures/Parkmobile-Conger.jpg
P a g e | 41
To accomplish the identified transformative tactics and help drive the city toward its desired future, Hot
Springs, via the community engagement process, has formulated three goals for Downtown
redevelopment for the Hot Springs community. The goals are to:
Specific strategies and action items for accomplishing the community’s goals are outlined below. Each
action item includes a description, project champion, funding, and other critical details to form a complete
roadmap for successful implementation.