fy2017-2019 strategic business plan - mecknc.gov business... · partners to better promote ......

Mecklenburg County, North Carolina

FY2017-2019 STRATEGIC BUSINESS PLAN

STRATEGIC BUSINESS PLAN:

First Ward Park

Charlotte

MSC-Sid Tools

Davidson

OUR

The Economic Development Department will enable a

bright future for all Mecklenburg County residents by

creating a globally competitive region that stimulates

business vitality and enhances the quality of life in our

communities and neighborhoods.

OUR

The Economic Development Office will create vitality

and quality of life through five critical areas:

• New & Existing Business Growth

• Small Business & Entrepreneurial Growth

• Strong Communities & Neighborhoods

• Workforce Development

• Tourism, Arts and Culture

STRATEGIC BUSINESS PLAN: ECONOMIC DEVELOPMENT OFFICE

3 Mecklenburg County FY2017-2019 Strategic Business Plan

OUR ENVIRONMENT

WHAT WE DO

The Economic Development Office is a small operation

with big responsibilities and a big vision for growing the

opportunities available to Mecklenburg County residents.

By partnering with several internal and external agencies,

the EDO helps the County and the Board of Commissioners

take proactive steps to help attract and retain jobs and –

in the future – help small and high growth companies

thrive, help provide pathways for economic mobility and

strengthen the resiliency of the local economy

JOB ATTRACTION AND COMPETITION

While the great Recession of 2008 is behind us, the growth

of jobs and income has been uneven across the country. As

the companies that are growing and expanding seek to

establish new operations, the competition to attract those

jobs has never been stronger between cities, regions and

states.

While Mecklenburg County has several competitive

advantages, the financial incentives offered by other

communities are helping them overcome some deficits.

Mecklenburg County faces a unique challenge in that a

portion of its surrounding metropolitan region lies in

another state, creating intense hyper-local competition for

jobs and investment. Moreover, most large scale job

creation projects are most influenced by state incentive

packages which have faced strong headwinds recently in

North Carolina. The EDO must remain strong partners with

its sister agencies to provide comprehensive packages to

attract growth.

GROWING LOCALLY

The main focus of the EDO for many years has simply been

on job attraction. Given the competitive environment for

these jobs, Mecklenburg County must seek ways to grow

businesses that already exist and to help new businesses

grow and get off the ground. Additionally, Mecklenburg

County must ensure that its residents have the skills and

background to capitalize on opportunities for economic

mobility. It must also strive to maintain a good balance of

jobs that provide a wide range of entry points and options

for the current workforce and the generations that will

follow it.

This means an “all of the above” strategy. Whether it’s the

crew foreman looking for resources and assistance in

starting their own landscaping service or an engineer with

a ground breaking idea that needs nurturing to become a

high growth enterprise, locally grown jobs will strengthen

Mecklenburg County’s ability to provide opportunity and

the resilience to whether future national economic

downturns.

HOW DO WE GET THERE?

To get to this “All of the above” strategy, the EDO is

working with the Board of County Commissioners

Economic Development Committee to complete an

Economic Development Policy with five focus areas:

➢ New & Existing Business Growth ➢ Small Business and Entrepreneurial Growth ➢ Work Force Development ➢ Strong Communities and Development ➢ Tourism, Arts and Culture



OUR GOALS

The goals of the EDO are directly related to establishing new programs for growing the

economy from within the County by preparing the workforce for new opportunities,

helping local entrepreneurs thrive and developing strong communities.

GOAL 1: Promote job growth, diversified employment opportunities and new capital

investments throughout Mecklenburg County:

Mecklenburg County will expand and enhance its job attraction, and retention and

expansion programs to provide a diverse array of employment opportunities and

economic mobility for its residents.

GOAL 2: Promote job growth through creation of small business programs and

entrepreneur programs:

Mecklenburg County will promote economic diversification and long term job growth for

citizens by designing programs to help incubate and grow new companies and ventures

locally.

GOAL 3: Implement a program that bridges gaps in workforce development training

initiatives:

This program will help prepare Mecklenburg citizens to secure jobs that promote

economic mobility. The program will assist job seekers with gaining the skills sought by

employers while at the same time helping employers connect with the job seekers that

are ready today.

GOAL 4: Implement a centralized contract management system for grants:

EDO staff will move from time consuming manual bookkeeping to a robust system that

allows for evaluating the successes of the grants historically and for better targeting of

prospects in a competitive environment.

GOAL 5: Promote the growth of Minority, Small and Women owned Business Enterprises

through County contracting and purchasing processes:

Mecklenburg County will encourage the growth and formation of MWSBEs through its

significant purchase and contracting expenditures to broaden economic mobility.

Midtown Metropolitan

Charlotte

The EDO programs will

affect not just job counts

and total tax base, but help

broadly diversify the

economy and provide

economic mobility

opportunities.

Siemens Energy

Charlotte



DIRECTOR’S MESSAGE

Mecklenburg County has embarked on a new journey to be a more direct actor in steering its own growth, expanding

economic diversity, and providing new opportunity for economic mobility for its 1,000,000+ residents. While

undertaking these new directions, the County reaffirms its commitment to providing opportunities to small, women

and minority owned business through its corporate purchasing and contracting.

The EDO staff and I are excited to be charged with leading this new direction for Mecklenburg residents and look

forward to developing new policy and program options to create positive impacts for all households and businesses.

It’s time to roll up our sleeves and dive in to the work of economic development!



GOAL 1: Promote Job Growth, Diversified Employment Opportunities and New Capital Investments throughout Mecklenburg County

Objective 1: Attract new investment to diversify and expand the number of jobs for residents

Strategy A Update current Business Investment Program and rebrand as “Grow Mecklenburg” to remain

competitive with peer cities

Actions 1) Review and update program to ensure it is competitive with peer cities and solicit adoption of

program by Board of County Commissioners

2) Brand and promote Grow Mecklenburg with partners and site consultants (FY17)

3) Develop strong online presence to enable consultants and others to easily access Mecklenburg

County programs and apply on-line (FY18)

Total associated costs: FY 2017 – FY 2018 $0

Human Capital

Information Technology

Develop web presence and online application tool for program (FY 2017)

TBD

Communications

Assets/Facilities

Other Printed collateral material

Performance Measures

◊ Complete BIP rebrand and public communication

Comment The web presence will allow for more streamlined data capture and efficient monitoring of grants

Strategy B Increase cooperative marketing outreaches with State, Regional and local economic development

partners to better promote Mecklenburg to potential investors.

Actions 1) Identify, prioritize and participate in high value marketing efforts with Charlotte Chamber, Charlotte regional Partnership

2) Raise profile of County ED efforts nationally by engaging as a speaker / presenter at industry events and in trade associations

Total associated costs: FY 2017 – FY 2019

Human Capital


Communications

Assets/Facilities

Other


◊ Increase in trade events attended

Comment Traditionally, Mecklenburg County has allowed regional and local partners to do the heavy lifting in job

attraction efforts. National bets practices have shown approaching leads as true partners makes regions

more competitive.



GOAL 1: Promote Job Growth, Diversified Employment Opportunities and New Capital Investments throughout Mecklenburg County (cont’d)

Objective 2: Assist existing companies to expand employment and investment in Mecklenburg County Strategy A Increase participation in retention programs with Chamber of Commerce and other partners

Actions 1) Identify resources needed to operate a strong business retention and expansion program

2) Become proactive partner in reconstitution of Business First program

3) Identify key businesses with growth opportunities in Mecklenburg County for high level interaction with County Manager / Commission Chair / ED Committee Chair

Total associated costs: FY 2018 – FY 2019 $142,262

Human Capital ED Specialist – FY18 & FY19 * $134,514; ($67,257 per year)


Lap Top / Monitors / Docking Station / Key Board / Mouse / Tablet (for Director)

$2,000

Communications Desk Phone (included) and Cell Phone and Service $748

Assets/Facilities Office Furniture $5,000

Other


◊ TBD

Comment *The salary for the Management Coordinator position does not include Benefit Costs. It is anticipated that this position will also assist with business attraction efforts, allowing the Director to spend more time on strategic efforts.

Strategy B Promote local job growth through creation of industry roundtables and associations to promote cooperation and mutual benefit

Actions 1) Research, target and contact specific businesses based on industry cluster growth potential and risk (FY 2018 – FY 2019)

2) Convene meetings and roundtables, provide logistical support and incubation of industry associations.


Human Capital


Communications

Assets/Facilities

Other Meeting expenses and sponsorships. $10,500


◊ TBD

Comment Economic gardening – or helping local businesses grow - has been shown to be more cost effective than

simply attracting new investment. This is a new policy area for the County and requires boots on the

ground staffing traveling to meet, gain trust and assist local businesses.



GOAL 2: Promote Job Growth through Creation of a Small Business Program and Entrepreneur Programs Objective 1: Foster economic growth through increasing both the number and the variety of businesses in Mecklenburg County Strategy A Assess and define the spectrum from traditional small businesses to high growth entrepreneurs in

Mecklenburg to better provide support for each category

Actions 1) Research national literature and best practices in defining entrepreneurship spectrum

2) Collaborate with industry experts to identify a comprehensive listing of existing local support services.

3) Engage and inform the Board of County Commissioners (BOCC) of spectrum nuances to better inform the policy making process.

Total associated costs: FY 2017 $0

Human Capital


Communications

Assets/Facilities

Other Refreshments and space costs for series of meetings, speaker fees.


◊ TBD

Comment This first step is crucial developing a strong set of policies. Often programs in this area designed to be a one size fits all and wind up fitting none. To be successful, the BOCC and other stakeholders must have a firm grasp of the spectrum and needs of emerging businesses.

Strategy B Implement Small Business Strategy by Mid FY 2017

Actions 1) Survey and catalog existing small business programs

2) Assess efficacy of programs and identify strengths and opportunities of each

3) Identify potential policy options to address gaps in small business support ecosystem

4) Develop and implement appropriate policies to promote small business growth

Total associated costs: FY 2017 – FY 2019 $325,693.20

Human Capital ED Specialist – FY17-FY19 $103,696 per yr (9 month - FY17 = $77,772 /

full for FY18 & FY19 = 207,392) ED Specialist – FY18-FY19 $102,805.20 per yr (10 month - FY18= $85,671 & Full FY19= $102,805.20)

* $207,392 $102,805.20


Lap Top / Monitors / Docking Station / Key Board / Mouse

$4,000

Communications Desk Phone (included) and Cell Phone & Service $1,496


Other


◊ Partner with external agencies in a range of activities to promote “economic gardening”.

Comment *Salary for Management Coordinator does not include Benefit Costs. **(More than 50% of the US workforce is employed by a company with less than 50 employees. Ensuring robust support for small businesses and entrepreneurs is a cost effective way to stimulate job growth and a resilient local economy.



Strategy C Implement Entrepreneurial / High Growth Program by end of FY18

Actions 1) Survey and catalog existing entrepreneur / high growth ventures

2) Assess efficacy of programs and identify strengths and opportunities of each

3) Identify potential policy options to address gaps in entrepreneur / high growth ventures support ecosystem

4) Develop and implement appropriate policies to promote entrepreneur / high growth ventures growth

Total associated costs: FY 2017 $

Human Capital


Communications

Assets/Facilities

Other

◊ Partner with external agencies in a range of activities to promote “economic gardening”.

Comment



GOAL 3: Broaden the Reach and Effectiveness of Public and Non-Profit Workforce Development Programs Objective 1: By FY 18, Provide coordination of and enhancements to workforce development efforts

to bridge service delivery gaps in to increase economic mobility and access to jobs

Strategy A Ensure that citizens utilizing County programs are being supported in efforts to find employment

opportunities

Actions 1) At the direction of the County Manager’s Office collaborate with County departments and agencies to identify all workforce & job readiness programs and assess their strengths and opportunities

2) Solicit feedback from County services clients to identify gaps and strengths in workforce readiness

3) Conduct national best practices research to benchmark County performance

4) Leverage industry connections through EDO and its economic development partners to augment County wide efforts


Human Capital


Communications

Assets/Facilities

Other Survey tool for County clients $1,500

Performance

Measures

◊ TBD

Comment

Strategy B Grow workforce development efforts with non-County agencies and private partners

Actions 1) Benchmark national best practices for public private partnerships in increasing workforce readiness and workforce connections

2) Identify high impact policy and program opportunities in Mecklenburg for adoption by BOCC

3) Collaborate with policy and program partners to implement opportunities.


Human Capital Economic Development Specialist – FY19 * $134,514; ($67,257 per year)


Lap Top / Monitors / Docking Station / Key Board / Mouse

$2,000

Communications Desk Phone (included) and Cell Phone & Service $748


Other Meeting / sponsorship costs $7,500


◊ TBD

Comment *The salary for Management Coordinator does not include Benefit Costs



GOAL 4: By FY 2018, Implement a Centralized Contract Management System for Grants Objective 1: To increase timely and accurate tracking and reporting of information and activity

Strategy A Document completeness of existing files to ensure accurate tracking

Actions ◊ 1) Catalogue existing files 2) Verify electronic files and/or inventory 3) Inventory paper files 4) Verify that there are no missing files 5) Share catalog with Partners 6) Complete files 7) Make a master list of needed documents 8) Obtain missing copies of documents

Total associated costs: FY 2017

Human Capital


Communications

Assets/Facilities

Performance

Measures

◊ Complete review of existing files to ensure accuracy

Comment

Strategy B Build, implement and operate a database to accurately track activity and contracts.

Actions ◊ 1) Determine necessary and relevant data points 2) Conduct round table discussions with OMB (Office of Management Budget) and Finance 3) CMO expectations 4) Map and develop architecture of database 5) Consult with OMB and IT 6) Draw it out 7) Populate Database 8) Link data to create alerts 9) Test and run reports 10) Inform Grant recipients of status 11) Generate letters / documents off data

Total associated costs: FY 2017 $TBD

Human Capital


Research options for leveraging existing County resources such as Amplifund utilization.

Communications

Assets/Facilities

Performance

Measures

◊ Average time to verify contract payments

◊ Average accuracy of projection per grant payment made

Comment



GOAL 4: By FY 2018, Implement a Centralized Contract Management System for Grants (cont’d) Objective 1: To increase timely and accurate tracking and reporting of information and activity

(cont’d)

Strategy C Streamline increment calculation for more accurate budget projections

Actions ◊ 1) Develop automated system for annual assessment verification 2) Meet with Assessors (and IT???) 3) Determine any Technology needs 4) Supply PID’s and BPP ID’s (Property ID’s and Business Property ID’s) 5) Integrate assessment data into existing data 6) Import clean data to database 7) Automatically calculate incremental differential


Human Capital

Information

Technology

Communications

Assets/Facilities

Performance

Measures

◊ Average accuracy of projection per grant payment made

Comment

Strategy D Streamline employment and wage verification for grant performance verification

Action ◊ 1) Explore potential NCDOR (NC Department of Revenue) Electronic data sharing


Human Capital

Information

Technology

Communications

Assets/Facilities

Performance

Measures

◊ Coordinated with DOR to streamline verification process

Comment



GOAL 4: By FY 2018, Implement a Centralized Contract Management System for Grants (cont’d) Objective 1: To increase timely and accurate tracking and reporting of information and activity

(cont’d)

Strategy E Develop analytic report templates for Commissioners and Public

Actions ◊ 1) Determine useful data points 2) Survey BOCC, CMO, External Partners 3) Develop relational connections in database 4) Create report to analyze connections 5) Review data and put plan in place


Human Capital

Information

Technology

Communications

Assets/Facilities

Performance

Measures

◊ Developed reports for Commissioners and public

Comment



GOAL 5: Promote the Growth of Minority, Small and Women Owned Business Enterprises through the County Contracting and Purchasing Processes Objective 1: Broaden awareness of M/W/SBE utilization benefits Strategy A Establish training for County employees

Actions 1) Develop M/W/SBE webinar (learning center) training for all County employees engaged in purchasing and procurement. 2) Have County Manager recognize outstanding diversity & inclusion efforts by county employees in contracting and procurement 3) Establish a training for new supervisors through the current Supervisors for Success Program

Total associated costs: FY 2018-2019 $TBD

Human Capital

Information

Technology

$TBD

Communications $TBD

Assets/Facilities

Other

Performance

Measure

◊ Developed training for County employees

Comment

Strategy B Organize an outreach and promotion strategy by which diversity and inclusion is shared with County employees and with MWSBEs

Action(s) 1) Create marketing materials 2) Enhance web page presence 3) Establish community programming with discrete parts of MWSBE community 4) Continue to attend and advise the Small Business and Entrepreneurship Advisory board meeting on marketing trends (FY17) Note: the board is working on how Mecklenburg County can use what is currently in the area.

Total associated costs: FY 2018-2019 $15,000

Human Capital

Information

Technology

Communications

Assets/Facilities

Other Meeting Costs and collateral material $15,000

Performance

Measure(s)

◊ Executed MWSBE outreach and promotion strategy

Comment



GOAL 6: Maintain Environmental Sustainability of Operations

Objective 1: Adhere to environmentally preferable purchasing (EPP) guidelines

Strategy Monitor department practices to ensure adherence to environmentally preferable purchasing (EPP)

guidelines

Actions ◊

◊

FY 2017

• Identify a department representative to work with the County’s Sustainability Manager to track and

meet the department’s environmental goals

FY 2017 – FY 2019

• Educate department employees on the importance of adhering to the County’s environmentally

preferable purchasing (EPP) guidelines

• Enforce the department’s adherence to the County’s EPP guidelines by monitoring purchasing

habits

• Embrace new and innovative opportunities for improving the environmental-friendliness of the

department’s purchasing habits When making purchasing decisions, consider the full cost of the

products—environmental, social, and economic


Performance

Measures

◊ Dollars spent on recycled paper / Dollars spent on all paper purchases

◊ Dollars spent on environmentally preferable office supplies / Dollars spent on all office supplies

◊ Dollars spent on remanufactured printer cartridges / Dollars spent on all printer cartridges

Comments



GOAL 6: Maintain Environmental Sustainability of Operations (cont’d)

Objective 2: Provide employees with opportunities to learn about and practice environmentally-

friendly activities (via the County’s Work Green program)

Strategy Support employee involvement in environmentally-friendly activities (via the County’s Work Green

program)

Actions ◊

◊

FY 2017

• Identify a department representative to work with the County’s Sustainability Manager to track and

meet the department’s environmental goals

FY 2017 – FY 2019

• Educate department employees on the importance of participating in the County’s Work Green

program

• Educate department employees on opportunities to participate in the County’s Work Green

program—via educational opportunities (i.e. Lunch & Learns), volunteer opportunities, alternative

commuting (i.e. carpooling, mass-transit, walking, or cycling), and other unique employee

engagement campaigns

• Enforce the department’s participation to the County’s Work Green program by consistently

monitoring performance


Performance

Measure

◊ Total number of Work Green credits earned by the department’s employees

Comments

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