2020.03.04 EDC Packet - Laserfiche WebLink

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• Networking. Business “after hours” receptions and mayor/council member breakfasts show businesses that the city values them and provides opportunities for networking, in addition to giving them the opportunity to discuss their concerns and ideas with local elected officials. Successful business retention and expansion programs have been housed in three different areas: • local government, • private organizations (i.e., Chambers of Commerce), and • public‐private partnership organizations. Case Study: Greenville, South Carolina’s Business Linkages The City of Greenville has worked diligently to establish a seamless link with the private sector. It is more than just building relationships—it is understanding and appreciating the importance and challenge of doing business in the city. The Economic Development Department uses a number of approaches, including the following: • A member of the Economic Development staff is assigned as liaison for every major development project, ensuring a single point of contact to deal with all municipal and developmental issues. • Staff meets regularly with business and property owner associations to see first-hand their issues and concerns, and to develop revitalization, stabilization and marketing plans. • The Economic Development Director and City Manager make regular visits to key city businesses, just to let them know that they are appreciated and important. • Businesses are regularly included in special task forces to tailor programs and strategies for effectiveness and support. Recent examples include a downtown farmers’ market, a tourism strategy and downtown retail strategy. The recommendations from these task forces are almost always adopted by the city. • Mail surveys have been used to determine satisfaction with city services, potential barriers to business success and expansion, etc. Any business that indicates an issue is visited by Economic Development staff. • All new businesses are sent welcome notes with contact information. No matter what approaches are used, the following is essential: • The key is responsiveness. The city can’t just listen to problems; it must be prepared to act. • Understand and genuinely appreciate the business community and its contribution to the economic viability of the community. Recognize that existing businesses have the most significant impact on job opportunities and future job growth. • Remove the bureaucratic barriers to doing business–serve as the link between the business and myriad regulatory agencies. • Listen–the best business retention program is dictated by the particular business. There is no one- size-fits-all, so be flexible. Case Study: Business Retention & Expansion in Gahanna, Ohio The City of Gahanna, Ohio lies just outside of Columbus, Ohio. With a population of 33,000 people, Gahanna competes for business and industry development with 12 other suburban cities and Ohio’s largest city, Columbus. Competition between cities can be cutthroat, so retaining business is a