Core Strategies of Greater Jackson Chamber's 2022 Plan

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

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