Charles town economic development strategic plan

CHARLES TOWN ECONOMIC DEVELOPMENT STRATEGIC PLAN
WORKING STRATEGY MATRIX (12/10/13 DRAFT)

Goal 1: Promote the Charles Town Story

Charles Town is a community rich in history with a highly skilled worforce, access to D.C. and Baltimore with a lower cost of living, arts

and cultural activities, and availability of large and small retail offerings. This is conveyed in the Plan's vision statement that captures the

strengths and economic development potential of the City. Outreach and marketing are integral to informing internal and external

audiences about Charles Town and attracting new businesses to promote economic growth. This goal includes actions to launch Plan

implementation, strengthen economic development marketing efforts, and coordinate strategy with county, regional and state partners.

# Sub-goal/Actions Description Lead Agency/Partner Priority Timeframe
Level

1.1 Economic Development Strategy Outreach and Initial Implementation

1.1.1 Assign the City Manager as short- City Manager assumes role to lead short-term City Manager High Short
term Plan Implementation Manager implementation of defined actions.

1.1.2 Identify small team of individals to City Manager identifies 3-5 individuals from Charles Town to City Manager High Short
1.1.3 support short-term actions for support short-term implementation activities for the Plan. City Manager High Short
implementation of the Plan Develops schedule for regulary meetings and assign
roles/responsibilities for individuals to support completion of
short-term activities in the Plan.

Provide regular updates to City City Manager and supporting individuals provide updates on

Council on implementation progress initial implementation activities.

Schedule and hold meetings with Meet with leadership of Jefferson County Development
leadership of local, county, regional, Authority, Eastern Panhandle Regional Planning and
and state economic development to Development Council, West Virginia Economic Development
1.1.4 Authority to inform about new vision and plan, ways to City Manager High Mid
1.1.5 present Plan and initial High Mid
1.1.6 incorporate into their marketing/outreach efforts, and City Manager Medium Long
implementation actions
prioritizing Charles Town and its assets that align with City Staff: ED
Implementation
economic development projects and target industries.
Committee
Schedule and hold meetings with

county and state elected officials

that serve Charles Town to present

Plan and initial implementation Provide overview of the plan - highlight specific activities and

actions policies that could assist with implementation actions.

Prepare a daylong real/estate developer familization tour to

introduce potential real estate investors to the City's vision,
Prepare a Developer Familiarization current employers, available sites, and specific plans. Target
Tour
audience is out-of-region and out-of-state developers to

introduce them to Charles Town.

CHARLES TOWN ECONOMIC DEVELOPMENT STRATEGIC PLAN

WORKING STRATEGY MATRIX (12/10/13 DRAFT)

1.1.7 Conduct Developer Familiarization Schedule familiarization tours for real estate investors; City Staff: ED Low Long
Tours include participation from employers, community Implementation High Short
organizations, etc. High Short
Committee Medium Mid
Medium Mid
1.2 Develop Materials to Market Economic Development in Charles Town Medium Mid
Mid
1.2.1 Incorporate vision and Plan into the Develop dedicated page for economic development that City Staff
City of Charles Town website showcases the City's vision for economic development and
key components of the plan; review examples provided by
the consulting team; work with consultant to storyboard
content and website administrator to incorporate into
website.

1.2.2 Prepare marketing collateral on Short handout in print and digital formats that provides vision City Staff
economic development vision and and describes key data elements including regional cost of
key data elements living, quality of life amenities, available retail, historical
connections, resources for entrepreneurs, available
commercial properties and green space sites, and point of
contact for further information.

Incorporate information on available Work with local commercial developers and realtors and the City Staff; Jefferson
County Development
1.2.3 commercial properties and green Jefferson County Development Authority to provide
Authority
space sites into City and partner information on available Charles Town properties, sites, and

websites data into websites.

Provide dedicated page on website that highlights City's

educated workforce, household income, low cost of living in

Provide workforce, education comparison to the Washington, D.C. and Baltimore

1.2.4 attainment and demographic data on metropolitan areas; provides demographics to inform City Staff

City of Charles Town website prospects interested in retail locations and/or starting a small

business; define process to update data on annual basis.

Link to partner economic development websites.

Identify and showcase resources for List out technical assistance and resources available with

1.2.5 entrepreneurship and small links to other websites and contact information to make City Staff

business development on City of individuals aware of support for small business development

Charles Town website and entrepreneurship.

1.2.6 Launch social media strategy for Create twitter and Facebook account (e.g. City Staff Medium
Economic Development in Charles @CharlesTown.It'sHere) on Charles Town economic
Town development - links to City webpage, links to commercial
and downtown business activities, events and tourist
attractions, available sites/properties, entrepreneurship
support, etc.; link with other City social media accounts (e.g.
Discover Downtown Charles Town).

CHARLES TOWN ECONOMIC DEVELOPMENT STRATEGIC PLAN
WORKING STRATEGY MATRIX (12/10/13 DRAFT)

Goal 2: Increase Collaboration for Economic Development & More Efficient Government

The successful implementation of any plan requires skilled leadership and a management structure in place with designated roles and
responsibilities. In order to ensure the successful implementation of the City’s new Economic Development Plan it will be imperative to

have an organization and designated person taking the lead. The action items related to this goal offer a number of different options for

how to best implement the plan. According to best practice research conducted by the International Economic Development Council,

communities that establish public/private economic development organizations (EDO) and collaborate regional have the optimal success.

# Sub-goal/Actions Description Lead Agency/Partner Priority Timeframe
Level

2.1A Create Charles Town / Ranson To determine the feasibility of a joint City EDO, an City Council High Short
Economic Development exploration committee represented by both City leaders,
Organization (EDO) economic development officials and other stakeholders
should be formed. This committee would be charged with
determining if there is the political will and agreement that
both cities would be better served through a jointly funded
and led EDO. At a minimum, it is anticipated that a joint
economic development committee represented by both
Cities will open lines of communication and hopefully lead to
partnership efforts that capitalize on joint opportunities and
solutions for addressing shared problems. Optimally, this
committee will be successful in formulating an EDO
partnership that will allow both communities to better
compete for private investment and jobs with others in the
Mid-Atlantic region.

2.1B Create a Charles Town EDO non- As an alternative to a joint Ranson/Charles Town EDO, a City Council High Short
profit entity that is seeded by City new City of Charles Town only entity would be charged with
funds for a predetermined period. plan implementation and local Chamber of Commerce
functions. A separate Board of Directors appointed initially
by the City Council would oversee the new Executive
Director. This Director would report to the EDO Board.
Eventually the Board would represent a public - private
partnership and potentially be partially member (privately)
funded. This recommendation reflects best practice
research and would be the second alternative to
recommendation 2.1A

CHARLES TOWN ECONOMIC DEVELOPMENT STRATEGIC PLAN
WORKING STRATEGY MATRIX (12/10/13 DRAFT)

As a last alternative to addressing the issue of local

economic development capacity, this recommendation

includes the creation of a new position within the City office

responsible for economic development plan implementation

Create new City Economic and Chamber of Commerce related functions. While this is

2.1C Development position that reports to not an optimal long term solution, it will be a start toward City Council High Short

City Manager building the local capacity needed. City leaders should High Short
High Short
recognize that the hiring of an inexperienced / less skilled Long

economic developer is not likely to lead to significant

successful outcomes, but rather the implementation of the

less impactful recommendations.

2.2 Determine Strategy for Funding Discuss as City Council options for funding; if needed, City Council
explore opportunities to share cost with others (e.g. County,
neighboring cities, employers, etc.). Consider potential for
partnering with the Chamber of Commerce.

2.3 Prepare Economic Development Determine qualifications and skills required for the position; City Council
Position Job Description identify priorities for action utilizing strategic plan

2.4 Establish a Shared Services The Committee would be formed to explore the feasibility of City Staff; City of Medium
Committee improved local government efficiency through the sharing of Ranson
other non-economic development related public services.
The Committee, Co-chaired by Charles Town and Ranson
City Managers, would include department heads and others
capable of exploring opportunities for creating greater
effieciencies via the sharing of services (i.e. public works,
administration and other).

2.5 Work with and utilize the Economic Ensure full understanding and utilization of all resources City Manager; Medium Long
Development Resources available currently available to the City from partner agencies such as Jefferson County
through Jefferson County Jefferson County Development Authority, State Agencies, Development Authority
and other partner organizations.

CHARLES TOWN ECONOMIC DEVELOPMENT STRATEGIC PLAN
WORKING STRATEGY MATRIX (12/10/13 DRAFT)

Goal 3: Increase Economic Vitality Through Downtown Revitalization

Charles Town has the infrastructure and streetscape necessary to support downtown businesses that will add to the vitality and vibrancy

of the whole City. This goal, and related action items, have been developed to help new and existing businesses be successful in

Charles Town through increasing downtown visitation, technical and financial business assistance, and overall improvements to the

business climate and downtown business environment. Charles Town has the potential to compete regionally and have a thriving

downtown filled with unique retail offerings, restaurants, a mix of residential unit types, and cultural events that will serve local residents

as well as draw visitors to the area and the action items in this goal area will encourage this. Supporting downtown businesses will
improve the quality of life for current residents, keep spending and thus jobs locally, and increase the overall vitality of the City’s

economy.

# Sub-goal/Actions Description Lead Agency/Partner Priority Timeframe
Level

3.1 Increase Downtown Visitation and Activity

3.1.1 Install Wayfinding Signage Create easy-to-read and uniform signs that provide direction Historic Preservation High Short
to downtown business district, historical sites, parking, and Committee; City
all other important City assets.This can build upon proposed Planner
activities in the Our Town application for the Washington
Heritage Arts and Culture District.

3.1.2 Develop and Implement Marketing Develop a joint marketing campaign focused on existing Discover Downtown Medium Short
Campaign Focused on Downtown employees in the downtown district in an effort to increase Charles Town (DDCT);
Workers customers during the day. Examples include: loyalty cards,
discounts, special promotions, etc. American Public
University System

3.1.3 Improve gateway signage and Downtown is hidden from the major travel corridors because City Staff or Economic Medium Mid
appearances of the topography. Improve gateway signage to provide Development Official
better welcome for visitors into Charles Town

3.1.4 Conduct a Feasibility Study and Hire a professional firm to conduct this work to determine City Staff or Economic Medium Mid
Location Search for Co-Working the type of space, if any, that will be feasible. Include in Development Official Medium Short
Space study: survey of local and regional business owners,
research on the different types of models and services, and
outreach to potential partners.

3.2 Support Existing and New Businesses

3.2.1 Establish Revolving Loan Fund Establish a small business revolving loan fund offering low
interest loans to businesses in the downtown district. Work City Staff or Economic
with local banks to develop program. Offer training programs Development Official
and other technical assistance to loan recipients.

CHARLES TOWN ECONOMIC DEVELOPMENT STRATEGIC PLAN
WORKING STRATEGY MATRIX (12/10/13 DRAFT)

3.2.2 Coordinate Business to Business Support existing businesses through networking events, joint DDCT and Chamber of Medium Mid
Networking marketing, and community building. Continue efforts by the Commerce Medium Mid
Chamber of Commerce. Mid

3.2.3 Support Online Presence for Help businesses take advantage of online sales by DDCT, Community Mid
Charles Town Businesses connecting high school or community college students with Colleges, High Schools
businesses. Provide businesses with the tools they need to Mid
better utilize social media, build an online presence, and Long
market to online customers. This could be done through the
Chamber of Commerce or as a group project with oversight
from the teacher.

3.2.4 Connect with available Collaborate with Jefferson County Development Authority, City Staff; Jefferson Medium
entrepreneurship resources West Virginia Small Business Development Center, County Development
Jefferson County Chamber of Commerce, and regional Authority, West Virginia
employers to understand current services in Charles Town
and how to incorporate more local trainings. Small Business
Development Center,

Jefferson County
Chamber of
Commerce

Work with current resource providers to offer technical City Staff; ED
Implementation
Offer technical assistance to assistance to entrepreneurs locally including business Committee; Jefferson
County Development
3.2.5 entrepreneurs and small businesses planning workshops, market analysis support, Authority, West Virginia Medium
Small Business
locally mentoring/coaching services, and support for accessing Development Center,
Jefferson County
loans/resources.
Chamber of
Commerce

3.3 Improve Downtown Aesthetics

3.3.1 Establish and Market Downtown Establish a façade grant program to help property and City, Local Banks, Medium
Façade Program business owners make improvements to their buildings. DDCT

3.3.2 Establish a Citywide Streetscape Invest in the appearance of the downtown business district City, DDCT Medium
Plan and the gateways.

CHARLES TOWN ECONOMIC DEVELOPMENT STRATEGIC PLAN
WORKING STRATEGY MATRIX (12/10/13 DRAFT)

3.3.3 Coordinate Public Art Installation Invite students, residents, organizations to create public art Arts and Humanities Medium Mid
installations. This could include murals, statues, objects, etc. Alliance (AHA!) and
that will invigorate the public space and make it a nicer place Washington Street
to be. Specific focus should be on encouraging walking Artists Cooperative
between the peripheries of the downtown into the business
district. This can be supported by NEA Our Town grant
which prposes creation of a community mural.

3.3.4 Property Tax Abatement Program Research and implement a property tax abatement program City Staff or Economic Medium Mid
that enables property owners to phase in assessed value of Development Official
improvements over a 10 year period.

3.4 Increase Downtown Residential Development

3.4.1 Conduct Downtown Residential Conduct a market analysis and feasibility study on the City Staff or Economic Medium Mid
Market and Feasibility Study potential for second story residential development in the Development Official
downtown. Consider the target population, rehabilitation
costs, rental market, potential rates and other factors. Once
this work is complete issue an RFP for a developer to
develop the project in downtown.

Consider ways in which the City can cover or eliminate the City Staff or Economic
Development Official
3.4.2 Impact Fee Review impact fee related to downtown residential development to High Mid
make it more financially feasible. Lobby County Commission

to reevaluate fees related to reinvestment in key areas.

Goal 4: Utilize Cultural Assets for Economic Growth

One of the primary assets of the City of Charles Town are its heritage and cultural attributes. This goal is focused around increasing the

visibility of the heritage and cultural assets in the City and increasing visitation to these assets. The region is home to many major

American history sites that attract thousands of tourists each year, and with some increased attention and marketing the City can

capitalize on these regional tourists.

# Sub-goal/Actions Description Lead Agency/Partner Priority Timeframe
Level

4.1 Collaborate With Regional Destinations

Host regular events with City organizations to coordinate and

4.1.1 Host Events Connected to Regional attract visitors. Example include something with the race Discover Downtown Medium Short
Historical Sites track and the history of horses in Charles Town, use it as a Charles Town (DDCT)
tool to get people out of the casino/race track and into the

City to spend more time.

CHARLES TOWN ECONOMIC DEVELOPMENT STRATEGIC PLAN
WORKING STRATEGY MATRIX (12/10/13 DRAFT)

Create a tour that leads visitors throughout Jefferson County

from Harpers Ferry to Charles Town and other important Jefferson County

4.1.2 Create County Tour Programs sites in between. Consider offering recommended places to Chamber of Medium Mid

eat, stay, shop, and visit. Make the tours available Commerce and Mid
Mid
throughout the year with special events hosted around Jefferson County CVB Short
Short
holidays such as July 4th or a spooky Halloween event.

4.2 Increase Awareness of Opportunities

4.2.1 Develop Walking Tour App for Establish a walking tour of Charles Town with stops at all the Jefferson County Medium
Heritage Tourism important places. Install signage with a QR code that users Chamber of
can scan with their phone and listen or read about what Commerce
happened at that location.

4.2.2 Market Variety of Opportunities Use the “It’s Here” campaign to promote Charles Town. City Staff Medium
Available to Visitors Highlight all the various offerings for all members of the
family including the casino, history tours, shopping,
restaurants, art shows, cultural offerings, etc.

Educate residents, retail and hospitality workers, and

4.2.3 Prepare "Everyone Is A Tour Guide" employees in the City on the history of Charles Town and DDCT Medium
Program make it accessible. Encourage residents to speak with
people on the street and make it a pleasant and informative

visit to Charles Town.

4.2.4 Utilize Social Media to Distribute Link with other similar organizations, towns, destinations in City Staff and DDCT High
Information on Charles Town to the area to capture the eyes of people who may be going to
Internal and External Markets Harpers Ferry and be unfamiliar with Charles Town. Partner
with other organizations to share information, champion
projects and programs, and run collaborative events.

4.2.5 Develop Downtown Tour Provide permanent maps at strategic locations downtown to City Staff or Economic Medium Mid
identify sites and amenities to visitors; share print versions Development Official
and online versions with Hollywood Casino and Jefferson
County Convention and Visitors Bureau.

CHARLES TOWN ECONOMIC DEVELOPMENT STRATEGIC PLAN
WORKING STRATEGY MATRIX (12/10/13 DRAFT)

Goal 5: Develop a Land Plan for Future Greenfield Development

When planning for future development it is important to balance quality of life for current residents and encouraging economic

development. Part of the balance is considering the impact of various types of development, planning for development that is consistent

with Smart Growth principles, and maintaining design guidelines as adopted by the City council. The best practices in the industry indicate

that Smart Growth development principles help preserve community resources, support dense development that does not put a strain on

current service provision and provide predictable development guidelines for developers considering the area.

# Sub-goal/Actions Description Lead Agency/Partner Priority Timeframe
Level

Medical offices and wellness facilities typically develop

5.1 Support ancillary development that around hospital and large medical facilities. The City should City Planning High Long
will occur with the hospital relocation continue to insure that its land regulations and infrastructure Commission

will meet the future resulting demand.

Charles Town's vision includes a vibrant downtown and new

Support retail and other commercial commercial development that meets the needs of regional City Planning
Commission
5.2 development, but via the principles consumers and strengthens its tax base. The City has High Mid

of Smart Growth limited greenfield property and should proceed in a manner

that practices the principles of smart growth.