06-08-09 Special Called City Council/4B La Porte Development Corp meeting approved -

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GOAL 3 Implement the strategies in such a way that maximum flexibility and accountability are maintained. From the outset, this plan was designed in such a way that the priorities led to clear implementation actions. The goals, strategies, and tactics within this plan will be carried out by the City of La Porte with cooperation from the Economic Development Corporation and the Main Street Advisory Board. However, successful implementation will require energy and coordination from the entire community. Of foremost importance to economic development success is to accept that not everyone in the community will agree with every tactic in this strategy. Through interviews and surveys, we can say without question that almost everyone in the city agrees to the tenets on which this strategy was developed. Improving La Porte's quality of life is residents' number one priority. Beautification, Sylvan Beach, and Downtown redevelopment are critical components of this initiative. City leaders and residents should not lose sight of these goals and should let them guide decisions. The second factor of economic development success is to keep policies flexible, geared toward accomplishing La Porte's long term vision versus reacting to daily crises. To accomplish this, the public sector will have to: · Provide an overall planning context (a master plan) and funding for key catalyst projects (e.g., Sylvan Beach and infrastructure improvements). · Ensure that policies related to land use should be focused on performance rather than function. Focus on how the structure interacts with other elements of the built environment, as opposed to what is going on inside the building per se. · Adopt an incentives policy that provides guidance to potential recipients as to community priorities and goals while not being overly specific as to the type of firm or project that is eligible. Include a system for grading a project's eligibility that is based on the project's contribution to City vision and goals. Judgment should be a key part of the evaluation process. · Focus on context and adjust this Plan as needed to facilitate market-driven evolution of specific activities. Finally, this strategy is an active document that should be updated and adapted to new economic circumstances. The City should incorporate the Plan's Implementation Guide into staff management and evaluations. At least once a year, adjust the Implementation Guide to include new projects and remove those that have been accomplished. In doing so, this Strategic Plan can live well beyond its three-year timeframe. Forward La Porte Economic Development Strategic Plan I 2009-2013