About MoCAP 2002 Reports/Updates Assessment Data Program Standards
Human Resources Economic Development Government Organization
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About MoCAP 2002 Reports/Updates Assessment Data Program Standards Human Resources Economic Development Government Organization |
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The following is a listing of program standards that these sub-committees will use in developing long-term strategic plans. Click here view the updated reports for Lamar on Economic Development. Introduction To achieve a high quality of life, every community must relate to a strong economic development program-a program that relates to the total overall economic development of the community. A community's economic development program should address all elements in the community that expand employment opportunities, strengthen the economic base and generally improve the human environment in which the citizens work. The broad category of economic development is one that is changing almost daily. To realize success in economic development, a total community development program must be a quality product if it is to attract additional investment. The goals of each community relating to economic development require that an overall community development program be operational. To ensure that this challenge is met some communities may choose to form a task force to do this assessment. Purpose of the Economic Development Task Force The purpose of the economic development task force is to comprehensively examine all economic sectors of the community. It will be important to maintain communications with the other task forces to fully determine the community's needs and it s assets. Members of the economic development task force should assume the responsibility for becoming as knowledgeable as possible in this area. The task force chairperson should delegate responsibility for assessment and project implementation to selected task force members, provide direction and overall coordination of members' efforts, and insure that task force findings and activities are reported back to the entire community betterment committee. Task Force Members The task force members will be responsible for conducting research to identify assets and liabilities; analyze need and help establish goals; develop action strategies; and implement projects in assigned sub-areas. Composition It is suggested that you try to include people from different sectors of the community to work within the task force. Some specific members you might include are: active industrial development or economic development committee representatives, recognized economic development professionals, financial experts, educational sector representatives, media representatives, lawyers, transportation representatives, city officials, retail and manufacturing representatives, etc. Resources Numerous resources are available to the task force to assist in assessing the local community. These can be categorized as internal and external. Some of the internal, or local resources include: employment security office, city hall, local financial institutions, schools, local utility officials, chamber of commerce, major employers in the area, local service groups, area business associations, city planning commission, etc. Resources classified as external could include the following: regional planning commission, countywide development corporation, area vocational-technical schools, universities, area port authority, railroads, appropriate state and federal agencies, utility companies and cooperatives, etc. Timing There is no standard time frame recommended for completing the economic development task force activities. For the task force to inventory existing conditions and services, identify service gaps and duplication, determine needed services or activities, set priorities and undertake action, will require significant time and effort. However, through an organized and systematic effort, the task force can insure the ultimate action recommended and undertaken will be most appropriate and successful. A specific timetable should be established and maintained. Whether or not the timetable is met will largely depend upon such factors as the number of persons involved, their level of experience, degree of commitment, leadership qualities, size of community, frequency of meetings, the extent to which cooperation from outside sources may be required. 2.1 COMPREHENSIVE ECONOMIC DEVELOPMENT PLAN Introduction Overall economic growth is vital to the life of a community and this economic growth should be compatible with the needs of the community. To achieve the continued improvement of opportunities for all citizens and a diversified economy, an overall economic development program is essential. If this program already exists in this community, then the responsibility for the assessment and evaluation of this sub-category is primarily that of the people who administer it. If the program does not exist in the community and the community wants to establish it, then a committee or task force can be setup to determine what needs to be done using the program process described below. Program Process The process for assessment can be as simple as the people in charge of the program (e.g. Board of directors, executive director, managers, staff, committee, and others) evaluating the community's program against the program standards in this sub-category. Or the process can be amplified by forming a task force to assess and evaluate your program more in depth using various techniques such as surveys, town meetings, consulting with outside experts, etc. Whatever the process used it is important to determine if the program is meeting the needs of the community and how it will meet future needs. For the report, please describe the process you used to assess and evaluate your program. Program Standards These standards are designed to assist those communities starting a program in this sub-category, and for those communities that wish to measure their existing program against these standards. These standards are set by consensus of experts which include community citizenry, university professors, state and federal specialists and other professionals within the field. Due to the uniqueness of each community, certain standards may not be important or even necessary within a community. For example, the size of a community will determine a great deal whether or not the standards within a particular sub-category need to be adopted in their entirety or even at all. This program is designed to suggest these standards and then allow a community to decide if they wish to adopt any or all of them. However, those communities endeavoring to achieve AMCC status must meet the requirements in this sub-category. Standards For
Comprehensive Economic Development Program Identify or create an organization or other entity responsible for the development, administration and operation of this program in your community. B. Mission statement Formulate, put in writing, keep on file and review the mission statement for this program. The mission statement should simply state the purpose of the program. It should be easily understood so that the elements of the program, as well as its implementation, even day to day activities, can readily be measured against it. C. Assessment of opportunities, resources and potentials for economic development. D. Assessment of deficiencies, problems and liabilities that impede economic development. E. In order to qualify for an AMCC status a community must have an overall economic development program. However it is up to the community to determine which of the sub-categories listed below will make up its overall economic development program. Identify the sub-categories within this economic development category which your community will pursue an incorporate into its own overall economic development program. The sub-categories incorporated into your program must be addressed as outlined in this MoCAP manual. These following areas are the sub-categories of economic development in MoCAP: 2.2 Industrial Attraction 23 Industrial Site Development 2.4 Business Retention and Expansion 2.5 New Business Development 2.6 International Marketing 2.7 Job Development 2.8 Tourism 2.9 Downtown Revitalization 2.10Agribusiness Program Goals and Planning From the assessment and evaluation of this program you should determine if the program is meeting the needs and wants of the community. The process of this assessment and its resulting findings should . be taken to the next steps of goal setting and planning. Questions to ask concerning this sub-category: How do the goals of the program of this sub-category fall in line with the vision and the overall goals of the community; What are the plans to achieve those goals. 1) Please describe the goals you have set for this program. 2) Please describe in some detail the plans (how, when, who, etc.) for achieving the goals set for this program. Introduction Bring new industrial to a community can be an important element in economic development growth. The resulting creation of jobs, new investment, increased tax base and improved local sales can have a strong impact. The community must be able to address the needs of the industrial prospect. That may include site, labor force, utilities, financing and education/job training programs. An organized action plan to attract industry and respond to the prospect's needs is the key to success. If this program already exists in this community, then the responsibility for the assessment and evaluation of this sub-category is primarily that of the people who administer it. If the program does not exist in the community and the community wants to establish it, then a committee or task force can be setup to determine what needs to be done using the program process described below. Program Process The process for assessment can be as simple as the people in charge of the program (e.g. Board of directors, executive director, managers, staff, committee, and others) evaluating the community's program against the program standards in this sub-category. Or the process can be amplified by forming a task force to assess and evaluate your program more in depth using various techniques such as surveys, town meetings, consulting with outside experts, etc. Whatever the process used it is important to determine if the program is meeting the needs of the community and how it will meet future needs. For the report, please describe the process you used to assess and evaluate your program. Program Standards These standards are designed to assist those communities starting a program in this sub-category, and for those communities that wish to measure their existing program against these standards. These standards are set by consensus of experts which include community citizenry, university professors, state and federal specialists and other professionals within the field. Due to the uniqueness of each community, certain standards may not be important or even necessary within a community. For example, the size of a community will determine a great deal whether or not the standards within a particular sub-category need to be adopted in their entirety or even at all. This program is designed to suggest these standards and then allow a community to decide if they wish to adopt any or all of them. However, those communities endeavoring to achieve AMCC status must meet the requirements in this sub-category. Standards For Industrial Attraction A. Organization Identify or crate an organization or other entity responsible for the development, administration and operation of this program in your community. B. Mission Statement Formulate, put in writing, keep on file and review the mission statement for this program. The mission statement should simply state the purpose of the program. It should be easily understood so that the elements of the program, as well as its implementation, even day to day activities, can readily be measured against it. C. Staff Employ a professional economic developer to manage and operate this program. Depending on the magnitude of the program more staff may be needed. On the other hand, personnel employed in this program may also be responsible for other areas of economic development, such as business retention. D. Training Personnel working in this program should have proper training, as well as continuing education, e.g., attendance at institutes, conferences, seminars and workshops relating to economic development. E. Budget Funds for this program should be specified, but may be a part of the overall economic development program. F. Community information An up-to-date profile, fact book, brochures and maps should be among the community information items for marketing your community. G. Sites Adequate industrial sites must be available. Communities pursuing industrial recruitment should meet the requirements of "Industrial Site Development" in this MoCAP manual. H. Available
buildings 2. Explore the
possibility of an industrial spec building. 1. Be knowledgeable of the various local, state and federal finance programs that are available for economic development. 2. Be prepared
to assist prospects with the financial packaging of their deals. 1. Create a host team to meet with prospects 2. The host
team should be trained and prepared for each prospect's visit. Know and cooperate with your economic development allies; e.g., DED, MIDC, B & I specialists, utility companies, electric cooperatives, etc. L. Marketing program Plan and implement marketing strategies: 1. Coordinate
and cooperate wit regional and state organized efforts, such as impact
trips and trade shows 3. Advertising
in trade publications, business magazines and newspapers in target areas 5. Networking
with local industry about possible leads to suppliers and customers Program Goals and Planning From the assessment and evaluation of this program you should determine if the program is meeting the needs and wants of the community. The process of this assessment and its resulting findings should be taken to the next steps of goal setting and planning. Questions to ask concerning this sub-category: How do the goals of the program of this sub-category fall in line with the vision and the overall goals of the community; What are the plans to achieve those goals. 1) Please describe the goals you have set for this program. 2) Please describe in some detail the plans (how, when, who, etc.) for achieving the goals set for this program.
2.3 INDUSTRIAL SITE DEVELOPMENT Introduction A community wishing to pursue an industrial attraction strategy must have a site available for development. The site should meet a minimum level of criteria: be under the control/ownership of a party willing to accommodate the industrial prospect; and have the proper access to utilities and transportation networks. If this program already exists in this community, then the responsibility for the assessment and evaluation of this sub-category is primarily that of the people who administer it. If the program does not exist in the community and the community wants to establish it, then a committee or task force can be setup to determine what needs to be done using the program process described below. Program Process The process for assessment can be as simple as the people in charge of the program (e.g. Board of directors, executive director, managers, staff, committee, and others) evaluating the community's program against the program standards in this sub-category. Or the process can be amplified by forming a task force to assess and evaluate your program more in depth using various techniques such as surveys, town meetings, consulting with outside experts, etc. Whatever the process used it is important to determine if the program is meeting the needs of the community and how it will meet future needs. For the report, please describe the process you used to assess and evaluate your program. Program Standards These standards are designed to assist those communities starting a program in this sub-category, and for those communities that wish to measure their existing program against these standards. These standards are set by consensus of experts which include community citizenry, university professors, state and federal specialists and other professionals within the field. Due to the uniqueness of each community, certain standards may not be important or even necessary within a community. For example, the size of a community will determine a great deal whether or not the standards within a particular sub-category need to be adopted in their entirety or even at all. This program is designed to suggest these standards and then allow a community to decide if they wish to adopt any or all of them. However, those communities endeavoring to achieve AMCC status must meet the requirements in this sub-category. Standards For. Industrial Site Development A. Organization Identify or crate an organization or other entity responsible for the development, administration and operation of this program in your community. B. Mission Statement Formulate, put in writing, keep on file and review the mission statement for this program. The mission statement should simply state the purpose of the program. It should be easily understood so that the elements of the program, as well as its implementation, even day to day activities, can readily be measured against it. C. Designate site(s) for industrial development The site(s) should meet the following criteria: 1. Adequate site for industrial use - recommend 20 acres or more 2. Proper configuration to allow for access, subdivision and expansion 3. Good topography - level to gently rolling land with a soil capable of bearing foundation loads. 4. Adequate drainage and flood control - preferable in the 100 year or better flood plain 5. Accessible to highway system by paved roads 6. Within proximity of utility (i.e., water, sewer, electric, gas and telephone) services with no barriers to extension. D. Zoning of the site(s) should be for the industrial/manufacturing use If the area is not covered by zoning ordinances, the site(s) should be free of other land-use restrictions. E. Control through options or ownership of the site(s) should be by the industrial development committee, city or real estate developer willing to accommodate industrial needs. F. Adequate utilities to service the needs of prospective industrial operations. Accessible water lines should be at least an eight-inch main with adequate pressure. Industrial sewer lines should be able to access an eight-inch main. Alternative industrial use systems must be authorized and documented. G. Site(s) documentation must include the following: 1. Scale map showing site(s) in relation to access roads, utility lines and boundaries 2. Legal description of site(s) 3. Development plan showing proposed lots, utility extensions and new streets/roads 4. Zoning and/or land-use restrictions Program Goals and Planning From the assessment and evaluation of this program you should determine if the program is meeting the needs and wants of the community. The process of this assessment and its resulting findings should be taken to the next steps of goal setting and planning. Questions to ask concerning this sub-category: How do the goals of the program of this sub-category fall in line with the vision and the overall goals of the community; What are the plans to achieve those goals. 1) Please describe the goals you have set for this program. 2) Please describe in some detail the plans (how, when, who, etc.) for achieving the goals set for this program.
2.4 BUSINESS RETENTION & EXPANSION Introduction Because a major portion of economic development comes from the expansion of existing business and industry, the potential should be recognized for development from within the community and the problems and concerns of local business enterprises should be known. A large part of the community's energies should be devoted to promoting this type of internal expansion. When a business has found a home, your job is to keep it there. If this program already exists in this community, then the responsibility for the assessment and evaluation of this sub-category is primarily that of the people who administer it. If the program does not exist in the community and the community wants to establish it, then a committee or task force can be setup to determine what needs to be done using the program process described below. Program Process The process for assessment can be as simple as the people in charge of the program (e.g. Board of directors, executive director, managers, staff, committee, and others) evaluating the community's program against the program standards in this sub-category. Or the process can be amplified by forming a task force to assess and evaluate your program more in depth using various techniques such as surveys, town meetings, consulting with outside experts, etc. Whatever the process used it is important to determine if the program is meeting the needs of the community and how it will meet future needs. For the report, please describe the process you used to assess and evaluate your program. Program Standards These standards are designed to assist those communities starting a program in this sub-category, and for those communities that wish to measure their existing program against these standards. These standards are set by consensus of experts which include community citizenry, university professors, state and federal specialists and other professionals within the field. Due to the uniqueness of each community, certain standards may not be important or even necessary within a community. For example, the size of a community will determine a great deal whether or not the standards within a particular sub-category need to be adopted in their entirety or even at all. This program is designed to suggest these standards and then allow a community to decide if they wish to adopt any or all of them. However, those communities endeavoring to achieve AMCC status must meet the requirements in this sub-category. Standards For. Industrial Attraction A. Organization Identify or crate an organization or other entity responsible for the development, administration and operation of this program in your community. B. Mission Statement Formulate, put in writing, keep on file and review the mission statement for this program. The mission statement should simply state the purpose of the program. It should be easily understood so that the elements of the program, as well as its implementation, even day to day activities, can readily be measured against it. C. Staff Depending on the magnitude of the program, the staff may be part of the overall economic development staff. D. Staff training Personnel working in this program should have proper training, such as courses, institutes, conferences, seminars and workshops relating to business retention and expansion. E. Budget Funds for this program should be specified, but may be a part of the overall economic development budget. F. Survey 1. Develop and conduct a business survey 2. Analyze and respond appropriately to the survey G. Visitation program Develop a schedule whereby every business receives a formal visit annually from existing business office. H. Public awareness Develop a public awareness program concerning the need and importance of business in the community. I. Annual recognition Establish an annual existing business appreciation event: banquet, proclamation of a special day, parade, etc. J. Educational programs Arrange for educational workshops, seminars, speakers, etc. for businesses. K Finance programs Be knowledgeable of the various finance programs available and assist the businesses with creative financing and packaging. L. Job training Make businesses aware of and assist them with the job training programs. Program Goals and Planning From the assessment and evaluation of this program you should determine if the program is meeting the needs and wants of the community. The process of this assessment and its resulting findings should be taken to the next steps of goal setting and planning. Questions to ask concerning this sub-category: How do the goals of the program of this sub-category fall in line with the vision and the overall goals of the community; What are the plans to achieve those goals. 1) Please describe the goals you have set for this program. 2) Please describe in some detail the plans (how, when, who, etc.) for achieving the goals set for this program.
Introduction Economic development takes many forms. Industrial attraction, expansion of existing business and tourism are examples of economic development. Economic development can take place in your community by capitalizing on the opportunities that already exist there and by creating, opportunities from existing resources and potentials. If this program already exists in this community, then the responsibility for the assessment and evaluation of this sub-category is primarily that of the people who administer it. If the program does not exist in the community and the community wants to establish it, then a committee or task force can be setup to determine what needs to be done using the program process described below. Program Process The process for assessment can be as simple as the people in charge of the program (e.g. Board of directors, executive director, managers, staff, committee, and others) evaluating the community's program against the program standards in this sub-category. Or the process can be amplified by forming a task force to assess and evaluate your program more in depth using various techniques such as surveys, town meetings, consulting with outside experts, etc. Whatever the process used it is important to determine if the program is meeting the needs of the community and how it will meet firture needs. For the report, please describe the process you used to assess and evaluate your program. Program Standards These standards are designed to assist those communities starting a program in this sub-category, and for those communities that wish to measure their existing program against these standards. These standards are set by consensus of experts which include community citizenry, university professors, state and federal specialists and other professionals within the field. Due to the uniqueness of each community, certain standards may not be important or even necessary within a community. For example, the size of a community will determine a great deal whether or not the standards within a particular sub-category need to be adopted in their entirety or even at all. This program is designed to suggest these standards and then allow a community to decide if they wish to adopt any or all of them. However, those communities endeavoring to achieve AMCC status must meet the requirements in this sub-category. Standards For New Business Development Program A. Organization Identify or crate an organization or other entity responsible for the development, administration and operation of this program in your community. B. Mission Statement Formulate, put in writing, keep on file and review the mission statement for this program. The mission statement should simply state the purpose of the program. It should be easily understood so that the elements of the program, as well as its implementation, even day to day activities, can readily C. Staff Personnel may be part of the overall economic development staff. Personnel working in this program should have training in community and economic development. D. Budget Funds should be specified for this program, but may be part of the overall economic development budget. E. Assessment of economic activity in your community 1. The ways money comes into your community 2. The ways money leaves your community F. Create a business to retain and circulate the money coming into your community 1. Value added 2. Taking a raw product to further stages towards it finished product creates jobs and money. 3. Import substitution 4. Identify imported products that might be substituted with a local product 5. Resource enhancement 6. Using human ingenuity, talent, intelligence, etc., find the best way to use materials, more efficient processes, etc. G. Home-based businesses are a fast growing approach to economic development. Communities should definitely consider this as part of their economic development plan: 1. Zoning policies will need to be changed to accommodate home-based businesses. 2. Business licenses should be designed to not discourage home-based businesses. Program Goals and Planning From the assessment and evaluation of this program you should determine if the program is meeting the needs and wants of the community. The process of this assessment and its resulting findings should be taken to the next steps of goal setting and planning. Questions to ask concerning this sub-category: How do the goals of the program of this sub-category fall in line with the vision and the overall goals of the community; What are the plans to achieve those goals. 1) Please describe the goals you have set for this program. 2) Please describe in some detail the plans (how, when, who, etc.) for achieving the goals set for this program. Introduction The advances in communications and transportation have shrunk the globe. We find ourselves in a global economy. The auto, electronics and textile industries are examples, but the international market is open to all products. Indeed, there are many opportunities for businesses to market their products internationally. If this program already exists in this community, then the responsibility for the assessment and evaluation of this sub-category is primarily that of the people who administer it. If the program does not exist in the community and the community wants to establish it, then a committee or task force can be setup to determine what needs to be done using the program process described below. Program Process The process for assessment can be as simple as the people in charge of the program (e.g. Board of directors, executive director, managers, staff, committee, and others) evaluating the community's program against the program standards in this sub-category. Or the process can be amplified by forming a task force to assess and evaluate your program more in depth using various techniques such as surveys, town meetings, consulting with outside experts, etc. Whatever the process used it is important to determine if the program is meeting the needs of the community and how it will meet future needs. For the report, please describe the process you used to assess and evaluate your program. Program Standards These standards are designed to assist those communities starting a program in this sub-category, and for those communities that wish to measure their existing program against these standards. These standards are set by consensus of experts which include community citizenry, university professors, state and federal specialists and other professionals within the field. Due to the uniqueness of each community, certain standards may not be important or even necessary within a community. For example, the size of a community will determine a great deal whether or not the standards within a particular sub-category need to be adopted in their entirety or even at all. This program is designed to suggest these standards and then allow a community to decide if they wish to adopt any or all of them. However, those communities endeavoring to achieve AMCC status must meet the requirements in this sub-category. Standards For International Marketing Program A. Organization Identify or create an organization or other entity responsible for the development, administration and operation of this program in your community. B. Mission statement Formulate, put in writing, keep on file and review the mission statement for this program. The mission statement should simply state the purpose of the program. It should be easily understood so that the elements of the program, as well as its implementation, even day to day activities, can readily be measured against it. C. Contact the Missouri Department of Economic Development for assistance in developing your program D. Staff 1. Personnel for this program may be a part of the overall economic development staff 2. Personnel working in this program should receive specialized training. E. Awareness and education 1. For businesses Businesses should be made aware of and educated in the advantages and process of marketing their products internationally. 2. For the community Efforts should be made to inform and educate the community (in the schools, through the media, workshops, seminars, etc) that we are in a global economy. F. Assist businesses with the process of international marketing G. Sister City Explore the possibility of developing a sister city relationship with a foreign city. Program Goals and Planning From the assessment and evaluation of this program you should determine if the program is meeting the needs and wants of the community. The process of this assessment and its resulting findings should be taken to the next steps of goal setting and planning. Questions to ask concerning this sub-category: How do the goals of the program of this sub-category fall in line with the vision and the overall goals of the community; What are the plans to achieve those goals. 1) Please describe the goals you have set for this program. 2) Please describe in some detail the plans (how, when, who, etc.) for achieving the goals set for this program. Introduction Opportunities should exist in the community for all citizens to fully develop their work skills and potential. Every community should have a program which will ensure that all citizens are prepared to take advantage of job opportunities. This preparedness works to the advantage of both the employee and the employer. Communities can greatly enhance their job development programs by cooperating with other local, state, and federal programs involved in job development. If this program already exists in this community, then the responsibility for the assessment and evaluation of this sub-category is primarily that of the people who administer it. If the program does not exist in the community and the community wants to establish it, then a committee or task force can be setup to determine what needs to be done using the program process described below. Program Process The process for assessment can be as simple as the people in charge of the program (e.g. Board of directors, executive director, managers, staff, committee, and others) evaluating the community's program against the program standards in this sub-category. Or the process can be amplified by forming a task force to assess and evaluate your program more in depth using various techniques such as surveys, town meetings, consulting with outside experts, etc. Whatever the process used it is important to determine if the program is meeting the needs of the community and how it will meet future needs. For the report, please describe the process you used to assess and evaluate your program. Program Standards These standards are designed to assist those communities starting a program in this sub-category, and for those communities that wish to measure their existing program against these standards. These standards are set by consensus of experts which include community citizenry, university professors, state and federal specialists and other professionals within the field. Due to the uniqueness of each community, certain standards may not be important or even necessary within a community. For example, the size of a community will determine a great deal whether or not the standards within a particular sub-category need to be adopted in their entirety or even at all. This program is designed to suggest these standards and then allow a community to decide if they wish to adopt any or all of them. However, those communities endeavoring to achieve AMCC status must meet the requirements in this sub-category. Standards For Job Development Program A. Organization Identify or create an organization or other entity responsible for the development, administration and operation of this program in you community. B. Mission statement Formulate, put in writing, keep on file and review the mission statement for this program. The mission statement should simply state the purpose of the program. It should be easily understood so that the elements of the program, as well as its implementation, even day to day activities can readily be measured against it. C. Contact your service delivery area or private industry council Job training programs and services are available in 15 Service Delivery Areas (SDAs) throughout the state. In each SDA, local, chief, elected officials appoint leaders from business, industry, labor, education and community organizations to Private Industry Councils (PICs). The PIC plans, manages, monitors and evaluates local training programs. This creates a public/private partnership responsible for job training at the local level. D. Contact the Missouri Division of Job Development and Training Although operated at the local level, JTPA requires the governor to oversee and coordinate job training programs in Missouri. Key support is provided by two groups which operate at the state level. The Missouri Training and Employment Council consists of Governor-appointed representatives from business and industry, labor, education, state and local government, and the general public. The Council sets programs goals, reviews and recommends training for funding, monitors and evaluates overall performances and advises the Governor. The state Division of Job Development and Training plans, manages, monitors, and evaluates JTPA-funded state programs, as well as Customized training, which is designed to meet the specific needs of new and expanding employers. E. Develop local programs needed in your community 1. On-the-Job Training (OJT) OJT is conducted in the work environment with an employer. It enables a trainee to learn a specific occupation through demonstration and practice. The expected outcome of this training is permanent, full-time employment for the trainee. 2. Customized Training Customized Training is designed to meet the individual needs of new or expanding employers. This training often includes classroom instructions where the technical aspects of the job are learned, as well as on-the-job training where individuals learn the job through hands-on experience. 3. Classroom Skilled Training Vocational classroom training is provided through this program at the area's vocational schools, community colleges or other private training institutions. 4. Job Search Assistance Program This program is a structured, organized and consistent approach to finding employment. All aspects of the job search are explored - resume preparation, uncovering job leads, interviewing techniques, self-presentation and how to keep a job. This job search training is conducted in a group setting to promote the sharing of job leads and information and to provide support for participants. 5. Worker Reentry Program The Worker Reentry Program is designed to assist laid off workers to reenter the workforce as quickly as possible. This program provides job search training, on-the-job training and classroom skilled training for workers who have been permanently laid off due to business closings, employee cutbacks or farm foreclosures. 6. Basic Education Initiative Provides valuable help to JTPA and Adult Education participants in upgrading their educational levels and obtaining high school equivalency certification. 7. Experienced Worker Program Helps persons 55 and over with limited income get prepared for and placed in full-time or parttime jobs and to help businesses locate and hire these older, qualified workers. This activity has the flexibility of providing employment services through job search assistance, on-the-job training or classroom skilled training components. 8. Summer Youth Program Provides services that enhance the employability of economically disadvantaged youth. A variety of training activities are available during summer months. All participants are tested for basic skills and remedial education is provided in conjunction with work experience at local businesses. 9. At Risk Youth At Risk Youth Centers serve dropouts or those identified as potential dropouts by providing remedial education, counseling, assessment and vbcational training. This activity helps participants earn high school diplomas or equivalency certification. 10. Try-Out Employment The goal of this program is to help youth between the ages of 16 and 21 to make the transition to the work force through a try-out experience on the job. Youth receive pre-employment skills training, as well as work experience and a permanent job. 11. Missouri Youth Service and Conservation Corps consist of three programs: (1) the Community Services and Conservation Program for Young Adults-a year round program that combines paid employment with any necessary remedial education; (2) The Youth Summer Employment and Remediation Program-also combining paid work with education as needed, but only available during those summer months when school is not in session; and (3) the Conservation Volunteer Program which offers the same education services, but does not offer wages. Participants volunteer work hours to gain needed experience. F. Develop local or area-wide plans 1. the community should develop: a. the capability to assess local or area-wide needs and develop comprehensive plans for meeting the identified needs. b. A plan to encourage coordination between social service agencies (such as Employment Security, Private Industry Council, Division of Family Services, handicapped agencies, etc.) to allow for better services to the community. Program Goals and Planning From the assessment and evaluation of this program you should determine if the program is meeting the needs and wants of the community. The process of this assessment and its resulting findings should be taken to the next steps of goal setting and planning. Questions to ask concerning this sub-category: How do the goals of the program of this sub-category fall in line with the vision and the overall goals of the community; What are the plans to achieve those goals. 1) Please describe the goals you have set for this program. 2) Please describe in some detail the plans (how, when, who, etc.) for achieving the goals set for this program.
Introduction Tourists visiting the community and surrounding region contribute substantially to the economy of the area. To capitalize on this asset, the community must have an effective program of tourism development which allows for the promotion and advertisement of local attractions, both natural and man-made. Individual communities may not have sufficient attractions and services to support tourism alone. But, through cooperation with surrounding communities, they could be part of a larger (area) tourism development effort. Regardless of whether a community attempts to do it alone or as a part of their economic development program. If this program already exists in this community, then the responsibility for the assessment and evaluation of this sub-category is primarily that of the people who administer it. If the program does not exist in the community and the community wants to establish it, then a committee or task force can be setup to determine what needs to be done using the program process described below. Program Process The process for assessment can be as simple as the people in charge of the program (e.g. Board of directors, executive director, managers, staff, committee, and others) evaluating the community's program against the program standards in this sub-category. Or the process can be amplified by forming a task force to assess and evaluate your program more in depth using various techniques such as surveys, town meetings, consulting with outside experts, etc. Whatever the process used it is important to determine if the program is meeting the needs of the community and how it will meet future needs. For the report, please describe the process you used to assess and evaluate your program. Program Standards These standards are designed to assist those communities starting a program in this sub-category, and for those communities that wish to measure their existing program against these standards. These standards are set by consensus of experts which include community citizenry, university professors, state and federal specialists and other professionals within the field. Due to the uniqueness of each community, certain standards may not be important or even necessary within a community. For example, the size of a community will determine a great deal whether or not the standards within a particular sub-category need to be adopted in their entirety or even at all. This program is designed to suggest these standards and then allow a community to decide if they wish to adopt any or all of them. However, those communities endeavoring to achieve AMCC status must meet the requirements in this sub-category. Standards For Tourism Program A. Organization Identify or create an organization or other entity responsible for the development, administration and operation of this program in your community. B. Mission statement Formulate, put in writing, keep on file and review the mission statement for this program. The mission statement should simply state the purpose of the program. It should be easily understood so that the elements of the program, as well as its implementation, even day to day activities, can readily be measured against it. C. Coordinate with the Missouri Division of Tourism and University Extension in developing and evaluation your tourism program. D. Inventory of attractions and services Identify and catalog existing historical, cultural, natural and man-made attractions; hotels; motels bed and breakfasts; restaurants; service stations; and repair services. E. Establish information center Provisions should be made t develop a tourist information center where directions, locations, catalogues of attractions, accommodations, restaurants, gas stations, etc., can be obtained. The center should be located in consideration of its accessibility and proximity to attractions. F. Marketing plan Develop a marketing plan consistent with your attractions and services. Develop a brochure using catalog of attractions and services identified in your inventory. Coordinate your marketing with other communities, counties and regions. G. Hospitality training for employees Employees of tourism attractions and accommodations should receive hospitality training annually. The training should include how to: assume a pleasant attitude toward tourist; provide willing assistance; and provide answers to their questions. Attractions and accommodations in the area should be reviewed and toured, if possible. Incentives might include complimentary passes to attractions or release from work to attend training sessions. H. Work toward the development of an adequate infrastructure and sufficient visitor services to meet your tourism objective. • Are the streets adequate for safety and increased traffic flow? • Are the crosswalks and pedestrian traffic ways identified and safe? • Is the directional and informational signage adequate for tourism? • Are adequate police and fire personnel available to the public? • Are public restrooms available? • Is adequate service provided to keep the community clean and safe? • Is adequate public parking available? • Are attractions, services and facilities accessible to the handicapped? Program Goals and Planning From the assessment and evaluation of this program you should determine if the program is meeting the needs and wants of the community. The process of this assessment and its resulting findings should be taken to the next steps of goal setting and planning. Questions to ask concerning this sub-category: How do the goals of the program of this sub-category fall in line with the vision and the overall goals of the community; What are the plans to achieve those goals. 1) Please describe the goals you have set for this program. 2) Please describe in some detail the plans (how, when, who, etc.) for achieving the goals set for this program.
Introduction Downtowns are historically the heart of out communities. When visitors drive through our communities, they get a good sense of a community's pride by what they see in its downtown. A healthy downtown usually represents a community with a strong sense of pride. Successful downtown revitalization involves capitalizing on the unique assets in your community to help create a marketable image for your downtown. The following suggestions are based on a comprehensive, incremental approach through the coordination of volunteer efforts. If this program already exists in this community, then the responsibility for the assessment and evaluation of this sub-category is primarily that of the people who administer it. If the program does not exist in the community and the community wants to establish it, then a committee or task force can be setup to determine what needs to be done using the program process described below. Program Process The process for assessment can be as simple as the people in charge of the program (e.g. Board of directors, executive director, managers, staff, committee, and others) evaluating the community's program against the program standards in this sub-category. Or the process can be amplified by forming a task force to assess and evaluate your program more in depth using various techniques such as surveys, town meetings, consulting with outside experts, etc. Whatever the process used it is important to determine if the program is meeting the needs of the community and how it will meet future needs. For the report, please describe the process you used to assess and evaluate your program. Program Standards These standards are designed to assist those communities starting a program in this sub-category, and for those communities that wish to measure their existing program against these standards. These standards are set by consensus of experts which include community citizenry, university professors, state and federal specialists and other professionals within the field. Due to the uniqueness of each community, certain standards may not be important or even necessary within a community. For example, the size of a community will determine a great deal whether or not the standards within a particular sub-category need to be adopted in their entirety or even at all. This program is designed to suggest these standards and then allow a community to decide if they wish to adopt any or all of them. However, those communities endeavoring to achieve AMCC status must meet the requirements in this sub-category. Standards For Downtown Revitalization Program A. Organization Identify or create an organization or other entity responsible for the administration and operation of this program in your community. Possible existing organizations that could coordinate downtown revitalization activities include: a) Main Street organization; b) Downtown Merchants Association; or c) chamber of commerce. If an organization doesn't exist, please contact the Missouri Main Street Program (314) 751-7939 for assistance. B. Mission statement Formulate, put in writing, keep on file and review the mission statement for this program. The mission statement and workplan should be directly related to your needs assessment and goal setting activities. The workplan should list the following items: goal; activity; coordinating committee; coordinating chairperson; list of tasks to be accomplished; contact/coordinator for each task listed; a due date for each listed; and when necessary, the estimated cost to accomplish each task listed. The workplan should also list how the tasks will be evaluated to determine if this was a successful project. C. Image promotion (Activities that help to create a positive image of your downtown and to distinguish it from competing areas) 1 . A unified graphic design has been created and is used for all promotional material (logo, slogan, posters, etc.) 2. From 2-4 times a year, a newsletter about downtown activities/people/businesses is assembled and distributed throughout the community. 3. At least once a year, a calendar listing of all retail and special events should be created and distributed. D. Retail promotion (Promotional events that encourage the community to shop downtown.) 1. At least 2-4 times a year, downtown merchants work together to undertake joint promotions. 2. At lease once a year, a workshop on "crating effective window displays" is sponsored by the downtown revitalization organization. 3. At least once a year, a shopping guide is updated and distributed throughout the community and in downtown stores. The shopping guide should include: a map of the downtown highlighting the location of the retail stores, service and government offices; an alphabetical listing of all the retail stores and service businesses; and a listing by type of business (women's clothing, shoes, drugstore, etc.) with a telephone number and address for each business. The map should also highlight the location of public parking and restrooms. E. Special event promotion (Promotional events that emphasize the downtown as a fun destination - not just shopping) 1. Plan and conduct (possibly in coordination with other organizations) from 2-4 special event promotions in the downtown every year. 2. Each special event should include the following items: music; food; activities for children; overlapping events so that something is always happening; and something free to take home as a souvenir. 3. Each special event should have at least on identified target audience (young parents, elderly, teenagers, women, etc.) and an evaluation of the event should be done to determine the target audience's response to the event. F. Business retention/expansion 1. At least once a year, a survey of the needs and opinions of current downtown business owners should be completed. 2. Each year, at least two business assistance workshops should be sponsored by the downtown revitalization organization. The topics will be identified from the survey of business owners (see F.1). Topics might include: inventory control, customer service; direct mail; and other advertising approaches. G. Business recruitment 1. A building inventory of all downtown buildings should be created and updated regularly (at least once a year). The list should include the building size, street address, current owner, special characteristics of the building (historic value, unique heating/cooling system, etc.). 2. A list of all vacant properties should be maintained and updated as needed. All of the information listed in (G.1) should be included, as well as whether the building is for sale or rent, the asking price and a contract realtor. 3. A list of all current business owners who are contemplating retirement within the next five years should be maintained with their type of business and telephone number. 4. At least one every three years, conduct a telephone survey asking where people shop, how often, why they shop there and what items they would like too shop for downtown. 5. At least once every three years, conduct an intercept survey of people in the downtown. The survey should ask where they shop downtown, how'often and what items they would like to be able to shop for downtown. They should also be asked to list where else they shop, how often and for what items. 6. At least once every three years, develop a recruitment target list from the results of the business, telephone and intercept surveys. This recruitment list would identify businesses that have the correct market needs to match the local market characteristics. 7. Develop business recruitment strategies using the information gained from the surveys and recruitment target list. H. Design issues 1. Create and maintain a collection of photos of the downtown buildings and streetscapes from the beginning of the community up to the present. Make these photos available to any building owner contemplating changes to their building. 2. Create a design guidelines booklet which provides guiding standards/options (not mandatory) for building owners contemplating changes to their building. 3. Each year, the downtown revitalization organization should sponsor at least two workshops on building maintenance issues, such as: tuckpointing, cleaning options besides sandblasting, roof repair, etc. 4. The downtown revitalization organization should work with other interested community organizations in helping city/country government develop appropriate streetscape plans for the downtown. 5. The downtown revitalization organization should work with local preservation organizations and the Historic Preservation Section of the Missouri Department of Natural Resources to determine the possibility of creating historic preservation districts and the use of historic preservation tax credit programs I. Networking: 1. To make sue the downtown revitalization organization is taking advantage of all available resources, it should be in regular contact with the following Missouri organizations: a. Community Development Block Grant Program (Missouri Department of Economic Development) b. Missouri Main Street Program (Missouri Department of Economic Development) c. Neighborhood Assistance Program (Missouri Department of Economic Development) d. Historic Preservation Program (Missouri Department of Natural Resources) e. Missouri Downtown Development Association f. University Extension Program 2. At the national level, the downtown revitalization organization should consider becoming a member of the National Main Street Center Network. Program Goals and Planning From the assessment and evaluation of this program you should determine if the program is meeting the needs and wants of the community. The process of this assessment and its resulting findings should be taken to the next steps of goal setting and planning. Questions to ask concerning this sub-category: How do the goals of the program of this sub-category fall in line with the vision and the overall goals of the community; What are the plans to achieve those goals. 1) Please describe the goals you have set for this program. 2) Please describe in some detail the plans (how, when, who, etc.) for achieving the goals set for this program. Introduction Missouri has always depended heavily on agriculture for its overall well-being. As a state, we can be particularly proud of our productive agricultural heritage. Although young people have historically left the farm for more lucrative positions in the city, we now recognize that staying on the farm or within the agribusiness sector can be just as rewarding. However, this demands efforts on the part of the community to make continued education, training and recognition available through ongoing programs. If this program already exists in this community, then the responsibility for the assessment and evaluation of this sub-category is primarily that of the people who administer it. If the program does not exist in the community and the community wants to establish it, then a committee or task force can be setup to determine what needs to be done using the program process described below. Program Process The process for assessment can be as simple as the people in charge of the program (e.g. Board of directors, executive director, managers, staff, committee, and others) evaluating the community's program against the program standards in this sub-category. Or the process can be amplified by forming a task force to assess and evaluate your program more in depth using various techniques such as surveys, town meetings, consulting with outside experts, etc. Whatever the process used it is important to determine if the program is meeting the needs of the community and how it will meet future needs. For the report, please describe the process you used to assess and evaluate your program. Program Standards These standards are designed to assist those communities starting a program in this sub-category, and for those communities that wish to measure their existing program against these standards. These standards are set by consensus of experts which include community citizenry, university professors, state and federal specialists and other professionals within the field. Due to the uniqueness of each community, certain standards may not be important or even necessary within a community. For example, the size of a community will determine a great deal whether or not the standards within a particular sub-category need to be adopted in their entirety or even at all. This program is designed to suggest these standards and then allow a community to decide if they wish to adopt any or all of them. However, those communities endeavoring to achieve AMCC status must meet the requirements in this sub-category. Standards For Agribusiness Program A. Organization Identify or create an organization or other entity responsible for the administration and operation of this program in your community. B. Mission statement Formulate, put in writing, keep on file and review the mission statement for this program. The mission statement should simply state the purpose of the program. It should be easily understood so that the elements of the program, as well as its implementation, even day to day activities, can readily be measured against it. C. Youth activities At least three agriculture-related organizations for high school-age youth should be active in the community, two of which must be either 4-H, FFA or a high school vocational agriculture department. Local agribusinesses should offer internships to students from the area. D. Young farmers' activities 1. At least one young farmers' organization should be active in the community. 2. Activities should be conducted on an annual basis by young farmers to promote agriculture development and to educate the urban community to farm life. 3. An annual recognition of an outstanding young farmer or farm family should be conducted by the community or a farm organization. E. Business 1. Form an agribusiness league of agribusinesses in the community. 2. Annual recognition of an agribusiness should be given for its support to farming by the agribusiness league or a farm organization. 3. The community should have two financial institutions (other than FmRA) that serve farmers' needs. 4. Community events should make use of agriculture products. 5. Implement a direct marketing program for the marketing of farm produce with authorization from the city council. 6. An awareness should be made of the AgriMissiouri Program and products that are produced and/or processed by Missouri business in the area. 7. Local grocery stores should work jointly with agricultural commodity organization to promote products from the area. 8. Local restaurants should feature and promote agricultural products from the area. '`. F. Special events 1. The local fair or a similar event should have an agriculture exhibit section for farm produce and livestock. 2. Farm tours should be sponsored by the chamber of commerce, farm organizations or other groups to depict farm life to the urban community and to honor the farming profession. 3. Ag industry tours should be conducted to familiarize area ag-industry and the services or products offered by each. G. Needs assessment 1. An inventory should be conducted every five year of all agribusinesses in the community (e.g., retail, wholesale, commercial and co-ops). 2. A survey of area farmers should be made every five years in conjunction with the University of Missouri Extension Service and the Missouri Department of Agriculture. Program Goals and Planning From the assessment and evaluation of this program you should determine if the program is meeting the needs and wants of the community. The process of this assessment and its resulting findings should be taken to the next steps of goal setting and planning. Questions to ask concerning this sub-category: How do the goals of the program of this sub-category fall in line with the vision and the overall goals of the community; What are the plans to achieve those goals. 1) Please describe the goals you have set for this program. 2) Please describe in some detail the plans (how, when, who, etc.) for achieving the goals set for this program.
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