Jackson Free Press

VISION 2022 CORE CITY COMMITTEE

OF THE

GREATER JACKSON CHAMBER PARTNERSHIP

December 13, 2012

Strategies, Tasks, Timelines, and Subcommittees Assignments

Committee Member Name__

Note: Please select the areas of interest by placing a checkmark on the lines under member. If you are interested in sphere-heading an area please place a checkmark on the line under coordinator.

Strategies. Timeline.

A. Best leverage existing programs, services, and partners. 2013

• Continue to ensure that Neighborhood Watch and Crime Stoppers programs are active and communicative
• Ensure coordination with city, county, and higher Ed. police departments/agencies
• Continue to leverage after-school and summer programs for at-risk youth

B. Consider a neighborhood-based service delivery program for Jackson Police Department. 2013

• Assess the viability of enhancing current community policing efforts
• Research other neighborhood-based programs for Jackson applicability
• Design Jackson program
• Implement Jackson program

C. Develop a volunteer neighborhood ambassador program to bridge gaps between the community and public safety officers. 2016

• Determine the cost of expanding the Citizens Police Academy to a comprehensive ambassadors program.
• Identify national best-practices to inform Jackson's program
• Outreach to faith-based and community leaders to design the program
• Launch and implement the program

D. Fully support Keep Jackson Beautiful's programs and efforts. 2013

• Ensure that programs receive the support needed to be successful
• Work with KJB to optimize their programs as needed
• Leverage in-kind marketing and promotional support to advertise KJB efforts and events
• Partner to expand KJB programming

E. Leverage property code enforcement and aesthetic improvement programs to improve Greater Jackson's realm. 2013

• Support Greater Jackson governments in effective enforcement of property codes
• Improve awareness of programs such as Roll Off Dumpster Day, 3-1-1 system, and others
• Design program to create neighborhood teams to partner with government on code-enforcement and clean up
• Implement neighborhood teams program

F. Implement the one-stop services model of the Prosperity Center of Greater Jackson as needed in other parts of the region. 2016

• Assess regional neighborhoods/cities that would benefit from the PCGJ model
• Work with local leaders to generate consensus for the program/center
• Design programs, secure a building, and hire staff
• Launch a new Center
• Consistently identify new potential one-stop center locations

G. Develop a formal community volunteer program to support local projects and businesses. 2014

• Build a coalition to develop and populate a "volunteer database"
• Compile organizations and projects
• Design the system/database/website and populate with orgs and projects
• Outreach and promote site to potential volunteers
• Launch and consistently enhance website and system
  
  
  
  
  

H. Leverage all regional tools to develop and place residents in quality housing. 2013

• Continue to assess housing demand and project opportunities for communication with trusted developers
• Utilize all available incentives to facilitate development of
• Continue to develop strategies to address dilapidated and vacant housing

I. Work with local governments and CHDOs to most effectively access and leverage state Home Investment Partnership Grants

• Assist with promotion and utilization of all HOME programs
• Continually assess the need for development of new programmatic tools

J. Develop a major destination and events park in Downtown/Greater Jackson. 2016

• Identify an optimal site for the park
• Resource park design plan
• Resource park construction
• Construct and program park

K. Create an infill development strategy for disinvested Jackson area neighborhoods. 2014

• Conduct a land use study (or update an existing study) to identify vacant or disinvested local properties
• Based on the study, develop an action plan prioritizing highest-value parcels and potential revitalization strategies
• Implement priority strategies – enhancing redevelopment tools as necessary
  
  
  
  
  
  
  
  
  
  
  
  
• Ensure that redevelopment produces projects targeting multiple price points and consumer constitutiencies

L. Develop a "neighborhood enhancement programs" in Jackson area communities. 2016

• Build a coalition to support development of the NEP program
• Research comparison programs to inform the development of Jackson area programs
• Launch program(s)
• Leverage initial programs for creation of new programs in Jackson municipalities

M. Support efforts to secure passage of Community Improvement District (CID) legislation in Mississippi. 2014

• Increase awareness and support for the effort
• Design legislation empowering the creation of CIDs in Mississippi
• Leverage lobbying efforts to secure passage of the bill
• Support Jackson area neighborhoods with understanding the dynamics of implementing and leveraging CIDs

N. Work with local merchants to open Healthy in a Hurry stores in underserved neighborhoods across Greater Jackson. 2016

• Identify neighborhoods in need of affordable, healthy food options
• Create a program for implementation of Healthy in a Hurry stores
• Identify resources for the program
• Market the program
• Launch the program

O. Proceed with development of a trolley service connecting Old Capitol Green to various Jackson attractions. 2013

• Support developer's efforts to fund and design route and service
• Identify sustainable operational funding source
• Launch and consistently optimize route and frequency of services
• Assess potential to leverage trolley as first link of regional light-rail system
  

P. Initiate discussions on expanding the boundaries that define "Downtown Jackson". 2014

• Build a coalition to assess the benefits of expanding district boundaries
• Determine the steps and processes required to formalize a new definition of downtown
• Officially delineate the new district
• Adjust all marketing, maps, guidebooks, etc., to reflect the new downtown boundaries

Q. Create a "livable centers" planning initiative for Greater Jackson downtowns and core districts. Years 6-10

• Identify appropriate activity centers for the program
• Research best-practice regional programs
• Design Greater Jackson's programs
• Resource planning and implementation awards
• Launch the program
• Fully support ongoing local efforts to implement livable center recommendations

R. Proceed with active development of the Farish Street Entertainment District. 2013

• Continue to support the project's developer with needed regulatory and incentives approvals
• Consistently integrate district development into tourism and community marketing
• Assist with marketing of the district to potential tenants

S. Commission a study for the funding and construction of a state-of-the-art Downtown Jackson arena. 2015

• Contract with a consultant to assess the opportunity, benefits, and risks of developing a new arena
• Conduct preliminary design on the building
• Hold a public funding referendum
• Finalize schematic plan, design and construction schedule for the arena
• Construct the arena

T. Implement focused revitalizations strategies for key Greater Jackson corridors. 2013

• Support implementation of existing efforts such as GO 80 and others
• Determine if additional corridor studies need to be developed
• Ensure projects are integrated into the CMPDD TIP

U. Assess the need to create a non-profit minority enterprise development corporation. 2014

• Outreach to minority-owned business owners and leaders to assess the need for and benefit of the corporation
• If pursued, research best-practice models to design/program the corporation
• Seek funding from public and private sources and hire staff
• Launch programs

V. Continue efforts to secure development of a convention hotel in Downtown Jackson. 2013

• Continue aggressive outreach to developers and chains
• Ensure consistent support of key local partners for potential incentives award for hotel developer

W. Enhance the visitor experience for blues music tourists. 2013

• Better leverage state's "Birthplace of America's Music"
• Program "blues weeks" at local music clubs/venues
• Create standalone Capital City Blues web page
• Expand blues history exhibits at local museums and cultural centers
• Improve way finding to historic blues sites
• Develop/host an annual Blues Festival

X. Increase awareness of and coordination between existing and small business services. 2013

• Collaborate with all partners on boosting awareness of programs/services
• Leverage these discussions to identify program development needs
• Work to develop resources to create and promote new programs

Y. Empanel a volunteer small business assessment board. 2015

• Outreach to execs, banks, and entrepreneurs to serve on Board
• Develop guidelines and meetings schedule for Board
• Connect Board with all regional SBD and entrepreneurship entities
• Promote Board's services
• Begin hosting Board meetings

Z. Enhance the availability of small business development capital. 2013

• Detail an inventory of existing funding sources
• Assess gaps in regional lending programs and work to address them
• Develop a regional Angel investors network
• Gauge potential to develop a Greater Jackson seed investment fund
• Capitalize and launch seed fund

AA. Provide more opportunities for entrepreneurial networking and co-work. 2014

• Research a design for an Entrepreneurial Networking Group
• Create the network
• Work with Network members to develop co-working spaces in region

BB. Develop a business-to-business and government-to-business sourcing program. 2014

• Research best-practice programs
• Design Greater Jackson's program
• Launch program

CC. Create a Jackson Area Manufacturers Council. 2014

• Determine whether the MMA's District 6 board can serve this purpose
• Optimize membership on the Council
• Work with Council members to develop a Strategic Growth Plan for the region's manufacturing sector

DD. Create a College of Arts and Design in Downtown Jackson. 2016

• Build momentum for development of school
• Form planning and resource committee
• Research other models to inform design of Jackson college
• Develop action plan for programming, funding, and construction
• Construct and launch college

EE. Develop a neighborhood resident leadership certificate program in Greater Jackson. Years 6-10

• Research best practices in other communities to inform program design
• Determine the program criteria and formalize the program design
• Launch and market the program
• Maintain contact with graduates to best facilitate their impacts on their neighborhoods