Today I received this document from the President of the Chamber of Commerce Danny Hearn. These are areas that the Chamber is focusing on to hopefully revitalize our community. As Danny has stated initiatives in the past have been too broad and it is hoped that by narrowing the scope of initiatives that leadership can be more effective moving forward.
Much of what you will read below was discussed during the Intra-City Visit from this past October. You can read about that event in what I labeled The Fixing Hickory Series.There is a permanent link at the top right of this page if you would like to reference this article in the future.
Much of what you will read below was discussed during the Intra-City Visit from this past October. You can read about that event in what I labeled The Fixing Hickory Series.There is a permanent link at the top right of this page if you would like to reference this article in the future.
“Planning for Extraordinary Change”
…Fully support the efforts of the newly created ASU Partnership Regional Advisory Council
…Tuition reimbursement from employers to attend ASU and LRU
…More flexible work schedules for employees enrolled at ASU and LRU
…ASU and LRU outreach to all businesses, especially the larger companies
…Internships for students in area businesses (clearinghouse to match students with businesses)
…ASU and LRU outreach to local professional organizations, veterans, etc.
…What new degree and non-degree programming not currently offered at ASU and LRU could we help develop here (example: research and development, technology studies, etc)
…Support ASU’s proposal to establish a Millennial Campus at NCCET and once the campus has been approved by the UNC System, begin community planning for expansion.
…The success of the NC Center for Engineering Technologies (ASU) here is critical to the future expansion efforts for ASU
…The continued expansion of ASU into Hickory will require this community to prepare for and invest in their enrollment growth and subsequent facility expansion needs, which will eventually lead to an ASU Branch Campus at Hickory
2. Workforce Development: Prepare, support and expand our area’s current and future workforce to be resilient which will increase value to our employers. Produce graduates with the technical, communications and problem solving skills needed in the twenty-first century workforce.
*Education Matters: Leverage the power of partnerships with businesses, education and government for the purpose of increasing the value of education in Catawba County and creating a culture in our community where dropping out of school is no longer an option.
...Emphasize the availability and importance of the Career Readiness Certification process which is the most efficient assessment tool available for companies to hire the most qualified labor pool in our area.
…The CRC/WorkKeys system of employability measures a candidate’s ability to use applied mathematics, locate, read and understand and use information to get the job done.
…Introduce this WorkKeys testing into the high schools beginning in 10th grade to assess if this is applicable to that age level student. If not, then the testing program would be adapted to not only a higher grade level but we could better understand the weaknesses in that student for future curriculum changes for workforce preparation skills. (Emphasis on math and science)
…Create a community of “business champions” to support the Education Matters Certification Program. (A commitment/company policy from local companies saying that they will not hire anyone without a high school diploma or GED equivalent.)
…Incorporate internships with the Education Matters program for current and graduating high school students
…All three school systems need to be more pro-active and reach out to the business community to support the EMCP
…Encourage more companies to implement the WorkKeys/Career Readiness Certification testing program into their hiring practices
*In Search of Technical Talent:
…Prepare high school graduates for high-skill, knowledge based and/or high tech jobs by encouraging them to advance to specialized post-secondary career education, two-year or four-year college degrees, one or two year college occupational certificates or a two to three year apprenticeship education.
3. “Greater Hickory” Brand Development Initiative…To develop a regional public-private entity to manage and build the “Greater Hickory” brand and continue/expand “Greater Hickory” recognition. Promote and manage the name “Greater Hickory,” to continue and enhance current activities/events using the “Greater Hickory” brand, and to develop new sporting, recreational, tourism, business and community related opportunities wherein the “Greater Hickory” name will be promoted.
*Strategies: Necessary tactics for generating and building the awareness of the “Greater Hickory” brand will include utilizing current and past “Greater Hickory” events such as the Hickory Classic at Rock Barn, the recent NC Association of County Commissioners and the NC League of Municipalities conferences, the state NAACP Annual Meeting, the former Greater Hickory Higher Education Center’s efforts, ASU’s expansion into the Greater Hickory area and, in the future, researching and developing new opportunities for building the “Greater Hickory” name utilization in and outside of the region.
The “Greater Hickory” brand has already been established as the regional replacement of the “Unifour” and “Catawba Valley” name. Strongly supported by national and international awareness generated by the former Greater Hickory Classic, the Golf Channel, Google, Apple, Target Distribution and augmented by positive association to the long-standing awareness of quality furniture craftsmanship tied to the Hickory name, the “Greater Hickory” brand must be continued, promoted, and properly managed. This group will be responsible for development of PR and advertising strategies specific to the “Greater Hickory” brand, and will own and manage the logo/use of the name.
The merger of the Tourism Development Authority and the Greater Hickory Metro Convention and Visitor Bureau needs to be addressed as to its new name, mission, the area that it serves and marketing the Hickory brand identify, especially in sports marketing, regional tourism and convention recruitment. This could also be the initial funding entity to begin the design and creation of this new relocation/visit greater Hickory web site/marketing initiative by utilizing their designated marketing dollars from the occupancy tax.
Promotion example: In the marketing materials for the Hickory Classic at Rock Barn, promote a Stay and Play Hot Line where Tournament fans can not only come to the Tournament but play golf at the different public golf courses in the Greater Hickory area while they are here.
*Relocation Marketing/Population Growth: Branding and marketing Catawba County to young professionals, senior active adults, retirees, unemployed, students, employed and/or underemployed, etc. which would be Web based with a portal that encompasses all businesses, government, public education, higher education, workforce availability, arts and cultural entities, geography, quality of life and sports/recreational opportunities, medical, etc that will help to sell this area to permanent new residents.
…Additional focus should be on attracting current higher educational students with the intent on keeping them here (ASU, LRU and CVCC)
…Retirees seem to be the highest growth potential to market to right now because of the economy and job availability issues
…Young entrepreneurs need to find a location that offers incentives for start-up companies, especially in the technology area. How can we make that happen?
4. Economic Development: Attract a variety of diverse businesses, economic growth and capital investment to the greater Hickory area that would both directly and indirectly benefit our residents and businesses for the purpose of building a stable economic environment.
*Economic Development Corporation Strategies:
...Traditional Recruitment Priorities: Lead Sources- NC Dept. of Commerce, Charlotte Regional Partnership, Consultants; Non-Targeted Manufacturing (Plastics, Machining/Metalworking, Composites, etc; Office/Back-office/Support; Existing Industry Expansion/Retention; Other: Workforce, Planning, Real Estate Management and Support
Data Center Initiative
Multi-jurisdictional Park Initiative
Renewable Energy Analysis
Additional Communications & Existing Industry Knowledge: HelpWeb, Industry Pulse E-Newsletter
…The EDC’s Multi-Pronged Data Center Initiative: Positioning, Targeting, Product Development, Lead Development and Prospect Servicing
…Current Initiatives:
Product Development: West Star Critical Business Park/East Star General Business Park at Startown; Eco-Complex; Spec Facilities/Pad Ready Sites
Green Supply Chain Opportunities: Power Generation; Transportation; Efficiency & Infrastructure; Energy Storage; Materials; Recycling & Waste; Water; Services
Green Energy Opportunities: Develop a strategy to target/recruit specific renewable energy subsectors specifically matching our strengths, compatible with our existing industry supply chain
Wind Potential Supply Chain
…Route 321: NC’s Data Center Corridor: The Apple-Google Data Center Corridor
…Examine Catawba County’s Economic Spectrum to see if we are missing
opportunities in any of the following business sectors:
EDC Focused:
General Manufacturing
Office/Back-0ffice/Professional
Service/Non-manufacturing
Targeted (MFB’s)
Advanced Manufacturing: Lean, clean and green
Traditional Manufacturing
Retention/Expansion of Existing Industries
Others:
Small Business/Entrepreneurship Education, Educational Facilities
Film/Advertising Recruitment of People
Retail/Commercial Living: Residential Development
Medical/Healthcare Living: Retirement
Workforce Development Training Recreational & Quality of Life
Education, Educational Facilities Procurement/Governmental & Public Investment
*Market and Support CVCC’s New Manufacturing Solutions Center… Keeping Manufacturing and Business Jobs in Catawba County… This new state of the art manufacturing center will help businesses with product testing and development; market innovations; guidance for international marketing and sales; lean manufacturing training; research and development; forums for new 21st century technologies; creating prototypes for new innovative offerings; etc. Market this new Center to every business in the Metro area.
…Use testimonials from customers around the world as to how the Center has helped their business
…Use the Center as a “networking hub” to foster dialogue, creativity, innovation and networking among a diverse business community
…Through he Center, encourage and educate customers on the importance about utilizing local businesses as potential new service/supplier providers
…Become the primary collaborative partner with the Centennial Campus at NC State University to discover ways to exchange and/or refer business leads, opportunities, research, testing, discoveries, product innovations, marketing, manufacturing capabilities, etc with Catawba County.
…Utilize the Small Business Technology Development Center as a resource for business development, counseling and referrals
Establish a “Stimulus” Partnership with the Chamber’s Future Economy Council as another set of eyes and ears that can provide valuable insight into the implementation of these important priority areas.
Future Economy Council: The Catawba County Chamber of Commerce established this Council to help Catawba County leaders think differently about the ongoing transformation in the economy and society and develop suggested actions that will help the county prepare for a different kind of economic era.
…Objectives:
…To develop new ways of thinking about the future
…To be able to identify future trends and weak signals
…To be able to ask appropriate questions
…To be able to listen for value and find new connections
…To be able to connect diverse ideas and people for continuous innovation
…To understand how to create “innovative networks”
…To design and evolve parallel processes
…To be able to identify and utilize new and emerging patterns
…To be able to think systemically at a higher level of complexity
…To be able to take appropriate individual and team risk’s to develop new ideas and methods
…Develop transformational leaders by coordinating and sponsoring a “Master Capacity Builder Training” series to train this new type leadership to better understand and utilize the skills needed to fulfill the objectives of the FEC and to build capacities for transformation in Catawba County.
Other strategies, ideas and questions the FEC has about our overall economic stimulus planning.
• We have a large population working from home and a huge potential is businesses located here while providing services all over the world. What are we doing to support those businesses, encourage new businesses of that type , and market to potential businesses
• We have a number of committees all looking at what to do about the economy. How do we focus their efforts?
• Part of the Educational Attainment dilemma is linked to a horrible “Brain Drain” in Catawba County. How do we encourage our youth to return here after college and develop new businesses?
• One goal of the Manufacturing Solutions Center is to help a small manufacturer move to a higher level. The FEC is trying to move an entire region to a higher level but the same principles that the MSC is using will work. They are Sharing, Partnerships, Connections, and Opportunities.
• For the first time in history, children are authorities on a central innovation, the new digital media. Add to this Universal connectivity, jobs that do not require proximity and ubiquitous, unprecedented access to information. Is Catawba County ready to deal with this? Do we have the broadband infrastructure to support our citizens? It was noted that Catawba County is one of the few underserved areas of North Carolina for broadband.
• Our background has been manufacturing, traditional Heat, Beat, and Treat processing. Are we addressing areas that move away from that like nanotechnology, manufacturing using natural principles, energy opportunities, and creative processes? We have to look at all opportunities to make us resilient in the future.
• The final point is that it is the responsibility of our community leadership to work together and make things happen.
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