A Strategic Plan for
Implementing Driving Miss Maggie
MV
Technical Assistance
Provided By
A Strategic Plan for
Implementing Driving Miss Maggie
Adopted August 2004
|
Board
of Aldermen
• Jo Pinter, Mayor
• Linda Taylor, Mayor
Pro-tem
• Phil Aldridge
• Mark Demeola
• Jim Higel
|
Planning
Board
• Patricia
Tilley, Chair
• Joann Lyons
• Richard Pierce
• Torry Pinter
• Jurgen Zerbock
|
Town
Manager
• Scott Buffkin
|
Table of Contents
List
of Figures..................................................... 1
About This Plan.................................................... 2
Strategic Planning Process
Steps and Results................ 2
The Next Step.................................................... 6
Reflective Thoughts............................................... 9
Appendix............................................................ 11
List of Graphics
Figure 1. Strategic
Planning Process Steps
Figure 2. A
Shared Community Vision for Maggie Valley, NC
Figure 3. Underlying
Contradictions
Figure 4. Strategic
Directions
Figure 5. Initiation
of Systematic Actions by Fiscal Year (FY)
Figure 6. Building
a Sense of Community
Figure 7. The
Maggie Valley Participatory Planning Quilt
The Maggie Valley strategic plan began as an idea discussed by a group
of concerned individuals to address important community issues relating to the
maintenance of sustainable growth and community character. It evolved to
include development of a comprehensive plan and implementation actions. The
purpose of this strategic plan is to document implementation actions relating
to the comprehensive plan entitled Driving Miss Maggie.
Specific plan sections include information about the plan, the strategic
planning process steps and results, the next step, and reflective thoughts.
About This Plan
Whereas
the comprehensive plan identifies what should be done over the next 5-10 (or
more) years, this strategic plan focuses on how to make specific elements
of the comprehensive plan happen. Like the comprehensive plan, this plan is a guide for decision-makers.
Strategic Planning Process Steps and Results
The strategic
planning process was both participatory and bottom-up in design. It consisted
of four workshops, and each workshop related to a specific planning process
step: vision, underlying contradictions, strategic directions, and
implementation (i.e., systematic actions with a schedule) (Figure 1).
Figure 1.
Strategic Planning Process Steps
Step 1 – Visioning
Visioning is a technique whereby a community
determines what it wants to become...in a broad context. Creating a
community vision draws from where the community is now (existing conditions) and where it is going (trends). It is a resident-driven
procedure that brings together people within the community who ideally reflect
cross-sectional values.
Participants
developed their vision in relation to a focus question…what
can we do (as residents of Maggie Valley) to create/maintain an involved,
caring, and healthy community over the next 5-10 years?
This
was a difficult step for all of the participants because there is very little
positive about contradictions. However, it provided an important reality
check.
Whereas the vision identifies where one wants to be (i.e., as a community),
underlying contradictions identify the way things are…no excuses, no
explanations, and no illusions. Underlying contradictions are the obstacles or blocks that can prevent or
hinder community residents from realizing their shared vision.
Participants
identified five underlying contradictions that might keep them from moving
toward their shared vision: insufficient planning and resources, lack of trust,
lack of focus, poor teamwork, and supply-demand-competing interests. Each
underlying contradiction additionally has multiple sub-components that are
roots to the contradiction. Figure 3 graphically portrays both the underlying
contradictions and the sub-components that are part of each contradiction.
Step 3 – Strategic Directions
Strategic directions are analogous to goals. They generally
are not specific or systematic actions (i.e., things one can do). Rather, they
are directions for action. Strategic directions serve as
a bridge and allow a community to move from ideas to action. Their
effectiveness depends on how well they strategically position the community to
become a positive agent of change. Like underlying contradictions, strategic
directions typically have subcomponents.
Figure 2. A
Shared Community Vision for Maggie Valley, NC
Provide for
Housing Needs
• Expand multi-family
housing (e.g., apartments and condominiums)
• Increase affordable
housing opportunities
Promote Economic
Development
• Better support year-round
business activities
• Capture a greater
percentage of destination tourists…increase weekly tourist events
• Construct a grocery store
with pharmacy
• Construct a new municipal
office complex
• Construct a
state-of-the-art fitness/recreation/swimming complex
• Develop limited
commercial businesses on US 276…to include an outlet mall
• Either re-open or
re-think Ghost Town
• Encourage more quiet
activities at the festival grounds (e.g., music and art)
• Encourage establishment
of quaint shops and an upscale shopping district
• Explore feasibility of
trolley transportation
• Open a 24-hour medical
clinic
• Provide for
demonstrations of mountain crafts
• Seek business development
that will increase the tax base
Save Our
Resources
• Control the cutting of
trees…conserve the mountain scenery
• Develop stronger
environmental standards
• Prepare regional plan for
green space and recreational development
• Protect watersheds and
ridge tops
Protect and
Improve Community Appearance
• Actively work with DOT to
create a long-range master plan for highway improvements
• Expand greenways (to
include into community/neighborhood areas)
• Improve signage…make
signs smaller and aesthetically more pleasing
• Make arterial highways
both functional and attractive (trees, landscaping, boulevards, benches,
gazebos, and parking)
• Provide art and sculpture
works to foster community identity and uniqueness
• Review town policies on
maintenance of streets and bridges
• Strive for aesthetic
excellence
Foster
Communication and Working Together
• Create
community/neighborhood associations to plan for common areas and needs
• Develop greater trust
between residents and government
• Document our
past…preserve our cultural heritage
• Emphasize the need for
action
• Improve library and media
facility
• Inspire community pride
Figure
3. Underlying Contradictions
Participants
identified two strategic directions: growing together and working together. Growing
together
addresses three underlying contradictions: lack of trust, lack of focus, and
supply-demand-competing interests. Working together also addresses three
underlying contradictions: insufficient planning and resources, poor teamwork,
and supply-demand-competing interests. The Maggie Valley strategic directions
additionally include four community objectives: promoting responsible
development, becoming a leader, communication-cooperation-compromise, and
planning for the future (Figure 4).
Step 4 – Implementation
Implementation
involves action…making good ideas happen. Action additionally requires
commitment…moving beyond identifying good ideas that could be done to good ideas
that will
be done. The purpose of this step is to identify specific, systematic actions
that participants will commit to doing over the next several fiscal years.
Participants
reviewed their shared vision, underlying contradictions, and strategic
directions and then identified 19 systematic actions (i.e., events, projects,
and programs) that will – in a figurative sense – place wheels under the
framework of strategic directions and help to realize the shared vision (Figure
5). Several of the systematic actions will extend beyond the initial 12-month
planning period. Also, several systematic actions have sequential linkages to
each other (Figure 5).
In
addition to identifying what needs to be done, participants also identified how to make their desired
accomplishments happen. They prepared worksheets for each systematic action.
The worksheets describe – in detail – implementation steps, who needs to be involved,
required resources,
and an implementation schedule. The appendix contains copies of completed
worksheets for each systematic action.
The Next Step
Creating
a shared vision and working together to realize the vision is what
community-based planning is all about. Maggie Valley residents can add events,
projects, and programs to this strategic plan, as desired. They need only
champion an idea, complete an implementation worksheet, obtain approval of the
Maggie Valley Board of Aldermen, and make a personal commitment to work with
others and try to make their great ideas happen. In this way residents can
build – or grow – a sense of community one systematic action at a time (Figure 6).
In
addition, it will be necessary to track progress over time. At 90-180-day
intervals systematic action participants should meet to review what they said
they would do, what they actually accomplished, how conditions changed during
the interim time period, and celebrate accomplishments. This tracking procedure
should continue until all systematic actions are either completed or deferred.
Figure
4. Strategic Directions
Promote
Responsible Development
• Assist with
infrastructure costs for multi-family units that are in accordance with
growth plans
• Provide housing-related
incentives for elderly and low income residents that will help them to stay
in town
• Provide incentives to
developers who are willing to be flexible and accommodating
• Seek affordable housing
help from all levels of government and non-profit organizations
• Work within realistic
parameters
|
Become a Leader
• Annex when it makes
financial sense, to protect the environment, and to grow in accordance with a
plan
• Be sensitive to needs of both residents
and businesses
• Be understanding and
supportive of elected officials when they have to make controversial
decisions
• Become the example (vs.
the exception)
• Develop a town web-site
to improve communication and keep residents informed
• Hire a planner with
group facilitation and event planning skills
|
Growing Together
|
Communicate,
Cooperate, and Compromise
• Act on facts…not
emotions
• Adhere to long-term
goals…keeping long-term goals separate from short-term politics
• Cultivate trust by
commitment to openness and action
• Emphasize
teamwork…working together is healthy for the community and will increase
ownership in outcomes
• Encourage residents to
attend town meetings…even when agenda items are not controversial
• Increased community
involvement will often result in greater understanding
• Involve everyone…both
weak and strong (to include those with diverse – and contrary – views)
• Keep personal agendas out of politics…focus on
community vs. individual interests
• Keep residents
involved…appoint lots of committees in support of community needs
|
Plan for the Future
• Adopt and/or revise
plans and ordinances to guide growth and development
• Always try to put
planning into action
• Appoint qualified
individuals to the planning board
• First create the
plan…then adopt ordinances to help implement the plan
• Include both short-term
and long-term goals in the planning process
• Keep planning away from
the back burner…
either move it forward, revise it, or start over…just do it!
• Periodically review
growth plans, and revise when necessary
• Strive for
goal-oriented planning with action time-lines for execution
|
Working
Together
|
Figure 5. Initiation of Systematic Actions by Fiscal
Year (FY) 
|
FY 04-05
|
FY 05-06
|
FY 06-07
|
FY 07-08
|
|
1Q
|
2Q
|
3Q
|
4Q
|
|
|
|
|
|
|
|
|
|
|
|
|
• Planning intern
• Town hall web site
• Soco Road
architectural design
|
• Grocery store and
pharmacy
• Televised meetings
|
•
Greenway
•
Outlet mall
|
• Town planner
• Community
appearance committee
|
• Award of merit
• Farmland
preservation
• Upscale shopping
|
• Town ordinances
• US 19 improvements
• Fitness/
recreation/ swimming complex
• Trolley
transportation
• Entrance signs to
town
|
• Lighting ordinance
• New municipal
office complex
|
|
|
|
|
|
|
|
|
Systematic Action
Linkages:
◊ Town planner Ú Farmland preservation Ú Town ordinances
◊ Community
appearance committee Ú
Award of
merit
◊ Soco Road
architectural design Ú
US 19
improvements Ú Entrance signs to town Ú Lighting ordinance
◊ Outlet mall Ú Upscale shopping Ú Trolley transportation
Figure
6. Building a Sense of Community
Reflective Thoughts
A
final aspect of this strategic planning process involved reflection – about the
process and the results. Participants recalled the participatory activities in
their comprehensive and strategic planning journey, described feelings and
experiences along the way, and identified learnings and impacts that these
plans will have on the Maggie Valley community. Participants unanimously
concluded that the plan does effectively address the visioning question…
what can we do – as citizens of Maggie Valley – to create/maintain an involved,
caring, and healthy community over the next 5-10 years?
In
conclusion, the power of community-based planning is not dependent on a
particular method. Rather it resides in the involvement and commitment that
residents make to work together toward realizing a shared vision. The Maggie
Valley planning process was open-ended in terms of participation and content.
Those who gave their time and agreed to participate worked hard; they learned
that bottom-up planning is certainly more difficult to accomplish than top-down
planning; and they demonstrated that residents can develop plans and
implementation actions rooted in collaboration and teamwork (Figure 7).
Figure 7. The Maggie Valley Participatory Planning Quilt
Appendix – Systematic
Action Worksheets
(Listed in alphabetical
order by Accomplishment Title)
|
Accomplishment
Title:
Award of Merit
|
Start:
4Q FY04-05
|
Completion:
Continuous
|
|
Project Intent
What: Provide recognition to
businesses that improve appearance (architecture and landscape)
Why: Increase community
pride and create competitive atmosphere for appearance improvements
|
|
Implementation Steps
(How?)
|
Who will do it?
|
When
|
|
1.
Coordinate with community appearance committee
|
Town manager
|
FY05-06
|
|
2. Establish
criteria for awards and judging
|
Community appearance committee
|
FY05-06
|
|
3. Annually
conduct judging
|
Community appearance committee
|
FY05-06
|
|
Coordinator:
Chairperson,
community appearance committee
|
Resources
Needed:
• Example of
similar program
|
|
Team
Members:
Community
volunteers
|
Where To
Find:
• Boone Area
Chamber of Commerce
|
|
Accomplishment
Title:
Community Appearance Committee
|
Start:
4Q FY04-05
|
Completion:
Continuous
|
|
Project Intent
What: Establish a community
appearance committee
Why: Community appearance
initiatives require more work than the planning board can support
|
|
Implementation Steps
(How?)
|
Who will do it?
|
When
|
|
1. Establish
work group
|
Town manager
|
4Q FY04-05
|
|
2. Develop
concept
|
Work group
|
4Q FY04-05
|
|
3. Seek
concept approval from board of alderman
|
Work group
|
4Q FY04-05
|
|
4. Identify
potential members
|
Work group
|
4Q FY04-05
|
|
5. Appoint
members to committee
|
Board of alderman
|
FY05-06
|
|
6. Develop
by-laws
|
Committee
|
FY05-06
|
|
7. Develop
community appearance standards
|
Committee
|
FY05-06
|
|
Coordinator:
Chairperson,
work group
|
Resources
Needed:
• NA
|
|
Team
Members:
Community
volunteers
|
Where To
Find:
• NA
|
|
Accomplishment
Title:
Entrance Signs to Town
|
Start:
FY06-07
|
Completion:
FY07-08
|
|
Project Intent
What: Develop gateway and
directional signage for east and west ends of town
Why: Welcome visitors,
reduce sign clutter, and create positive first impressions
|
|
Implementation Steps
(How?)
|
Who will do it?
|
When
|
|
1. Task
community appearance committee
|
Board of alderman
|
Jul 04
|
|
2. Develop
concept plan
|
Community appearance committee
|
FY06-07
|
|
3.
Coordinate concept plan with local businesses and board of alderman
|
Community appearance committee
|
FY06-07
|
|
4. Obtain
funding (public and private)
|
Community appearance committee
|
FY06-07
|
|
5. Execute
plan
|
Community appearance committee
|
FY07-08
|
|
Coordinator:
Chairperson,
community appearance committee
|
Resources
Needed:
• Local
business support
|
|
Team
Members:
NA
|
Where To
Find:
• Chamber of
commerce; town will provide landscaping maintenance and lighting
|
|
Accomplishment
Title:
Farmland Preservation
|
Start:
FY05-06
|
Completion:
FY11-12
|
|
Project Intent
What: Systematically protect
agricultural farmland in coordination with residential housing development
Why: Preserve agricultural
farmland, and provide for future growth in housing
|
|
Implementation Steps
(How?)
|
Who will do it?
|
When
|
|
1. Inventory
existing farmland
|
Town planner
|
FY05-06
|
|
2. Identify greenway linkages
|
Town planner
|
FY05-06
|
|
3. Work with
owners and non-profits to develop agricultural greenway system
|
Town planner
|
FY05-06
|
|
4. Develop
future housing plan
|
Town planner
|
FY05-06
|
|
5. Modify
zoning and subdivision ordinances to support desired development
|
Town planner
|
FY05-06
|
|
Coordinator:
Town planner
|
Resources
Needed:
• Funding
and legal support for farmland preservation
|
|
Team
Members:
NA
|
Where To
Find:
• State
programs and non-profit organizations
|
|
Accomplishment
Title:
Fitness/Recreation/Swimming Complex
|
Start:
FY06-07
|
Completion:
FY08-09
|
|
Project Intent
What: Develop world-class
fitness/recreation/swimming complex
Why: Will support tourism
and also needs of local residents
|
|
Implementation Steps
(How?)
|
Who will do it?
|
When
|
|
1. Establish
work group
|
Town manager
|
FY06-07
|
|
2. Identify
concept alternatives with cost estimates
|
Work group
|
FY06-07
|
|
3. Brief
board of alderman/approval action
|
Work group
|
FY06-07
|
|
4. Identify
potential sites
|
Work group
|
FY06-07
|
|
5. Bond
issue
|
Town manager
|
FY07-08
|
|
6. Contract
and construct
|
Town manager
|
FY08-09
|
|
Coordinator:
Chairperson,
work group
|
Resources
Needed:
• Land acquisition
and infrastructure
|
|
Team
Members:
Community
volunteers
|
Where To
Find:
• Bond
|
|
Accomplishment
Title:
Greenway
|
Start:
3Q FY04-05
|
Completion:
FY05-06
|
|
Project Intent
What: Review and coordinate
Maggie Valley greenway plans with the county and adjacent communities
Why: Will provide
recreational opportunities foruse by visitors and residents (i.e., walking
and biking)
|
|
Implementation Steps
(How?)
|
Who will do it?
|
When
|
|
1. Appoint
greenway committee
|
Board of alderman
|
3Q FY04-05
|
|
2. Review
existing plans of Maggie Valley and adjacent communities (Junaluska and
Waynesville)
|
Greenway committee
|
4Q FY04-05
|
|
3. Obtain
cost estimates for facilities and rights-of-way
|
Greenway committee
|
FY05-06
|
|
4. Present
plan to town planning board for review and board of aldermen for approval
|
Greenway committee
|
FY05-06
|
|
5. Hold
public hearing
|
Board of alderman
|
FY05-06
|
|
6. Program
improvements over multi-year time period
|
Town manager
|
FY05-06
|
|
Coordinator:
Chairperson,
greenway committee
|
Resources
Needed:
• TBD
|
|
Team
Members:
Community
volunteers
|
Where To
Find:
• TBD
|
|
Accomplishment
Title:
Grocery Store and Pharmacy
|
Start:
2Q FY04-05
|
Completion:
FY06-07
|
|
Project Intent
What: Construct a grocery
store, pharmacy, and deli in Maggie Valley
Why: Town presently does
not have such a facility
|
|
Implementation Steps
(How?)
|
Who will do it?
|
When
|
|
1. Form work
group
|
Town manager
|
2Q FY04-05
|
|
2. Identify
location and business criteria
|
Work group
|
3Q FY04-05
|
|
3. Identify
potential sites
|
Work group
|
3Q FY04-05
|
|
4. Negotiate
w/potential investors
|
Town manager
|
4Q FY04-05
|
|
5. Contract
|
Town manager
|
FY05-06
|
|
Coordinator:
Chairperson,
planning board
|
Resources
Needed:
• Land
acquisition and infrastructure
|
|
Team
Members:
Community
volunteers
|
Where To
Find:
• City
property or purchase (possibly requiring use of eminent domain)
|
|
Accomplishment
Title:
Lighting Ordinance
|
Start:
FY07-08
|
Completion:
FY07-08
|
|
Project Intent
What: Develop lighting
ordinance
Why: Proper lighting will
promote appearance and safety
|
|
Implementation Steps
(How?)
|
Who will do it?
|
When
|
|
1. Research
standards and alternative possibilities
|
Planning board
|
FY07-08
|
|
2. Draft
ordinance
|
Planning board
|
FY07-08
|
|
3. Hold
public hearing
|
Planning board
|
FY07-08
|
|
4. Seek
ordinance approval
|
Planning board
|
FY07-08
|
|
5. Hold 2nd
public hearing
|
Board of alderman
|
FY07-08
|
|
6. Approve
ordinance
|
Board of alderman
|
FY07-08
|
|
Coordinator:
Chairperson,
planning board
|
Resources
Needed:
• Technical
support
|
|
Team
Members:
NA
|
Where To
Find:
• Carolina
Power and Light (CP&L); Dr. Daniel Canton (Appalachian State University)
|
|
Accomplishment
Title:
New Municipal Office Complex
|
Start:
FY07-08
|
Completion:
FY10-11
|
|
Project Intent
What: Construct a new
municipal office complex
Why: Allows for conversion
of existing facility for use as a community facility and visitor center
|
|
Implementation Steps
(How?)
|
Who will do it?
|
When
|
|
1. Establish
work group
|
Town manager
|
FY07-08
|
|
2. Develop
concept and present to board of alderman for approval
|
Work group
|
FY07-08
|
|
3. Identify
potential sites
|
Work group
|
FY07-08
|
|
4. Develop
design and cost estimate
|
Work group
|
FY07-08
|
|
5. Bond
issue
|
Town manager
|
FY07-08
|
|
6. Contract
and construct
|
Town manager
|
FY08-10
|
|
Coordinator:
Town manager
|
Resources
Needed:
• Land
acquisition and facility construction
|
|
Team
Members:
Community
volunteers
|
Where To
Find:
• Bond
|
|
Accomplishment
Title:
Outlet Mall
|
Start:
3Q FY04-05
|
Completion:
FY07-08
|
|
Project Intent
What: Develop mid-size,
upscale outlet mall on US 276
Why: Will be a major
tourist magnet to attract visitors to Maggie Valley
|
|
Implementation Steps
(How?)
|
Who will do it?
|
When
|
|
1. Form work
group
|
Planning board
|
3Q FY04-05
|
|
2. Develop
concept plan
|
Work group
|
FY05-06
|
|
3. Identify
potential sites
|
Work group
|
FY05-06
|
|
4. Work with
chamber to identify potential investors
|
Work group
|
FY05-06
|
|
5.
Commitment by investors
|
Chamber of commerce
|
FY05-06
|
|
6. Land
acquisition
|
Investors
|
FY06-07
|
|
7. Site
development
|
Investors
|
FY07-08
|
|
Coordinator:
Chairperson,
work group
|
Resources
Needed:
•
Infrastructure support and financial investors
|
|
Team
Members:
Community
volunteers
|
Where To
Find:
• Chamber of
commerce; Tanger Outlets
|
|
Accomplishment
Title:
Planning Intern
|
Start:
1Q FY04-05
|
Completion:
3Q FY04-05
|
|
Project Intent
What: Hire planning intern
to assist with enforcement and planning requirements
Why: Fill an existing void
|
|
Implementation Steps
(How?)
|
Who will do it?
|
When
|
|
1. Verify
time periods of need
|
Town manager
|
4Q FY03-04
|
|
2.
Coordinate with state universities
|
Town manager
|
4Q FY03-04
|
|
3. Budget
funding approval
|
Board of alderman
|
1Q FY04-05
|
|
4.
Recruitment
|
Town manager
|
1Q FY04-05
|
|
Coordinator:
Town manager
|
Resources
Needed:
• $4,000 per
semester (3 months), $12,000 total
|
|
Team
Members:
NA
|
Where To
Find:
• UNC –
Asheville, Appalachian State University, Western Carolina University
|
|
Accomplishment
Title:
Soco Road Architectural Design
|
Start:
1Q FY04-05
|
Completion:
FY05-06
|
|
Project Intent
What: Develop architectural
design concept for facilities on Soco Road
Why: Improve appearance,
curb appeal, and tourist-friendly characteristics of Soco Road
|
|
Implementation Steps
(How?)
|
Who will do it?
|
When
|
|
1. Appoint
work group
|
Planning board
|
1Q FY04-05
|
|
2. Discuss
concept with Peter Batchelor (NC State Univeristy)
|
Work group leader
|
1Q FY04-05
|
|
3. Obtain
funding
|
Board of alderman
|
1Q FY04-05
|
|
4. Schedule
a charette
|
Work group leader
|
1Q FY04-05
|
|
5. Identify
stakeholder participants for charette
|
Work group
|
2Q FY04-05
|
|
6. Conduct
charette
|
NC State University
|
4Q FY04-05
|
|
7. Share
charette results with residents
|
Work group
|
4Q FY04-05
|
|
Coordinator:
Chairperson,
planning board
|
Resources
Needed:
• $15,000
|
|
Team
Members:
Community
volunteers
|
Where To
Find:
• General
fund
|
|
Accomplishment
Title:
Televised Meetings
|
Start:
2Q FY04-05
|
Completion:
Continuous
|
|
Project Intent
What: Televise town meetings
for public information purposes
Why: Keep the public better
informed and involved
|
|
Implementation Steps
(How?)
|
Who will do it?
|
When
|
|
1. Form work
group
|
Town manager
|
2Q FY04-05
|
|
2. Develop
concept
|
Work group
|
3Q FY04-05
|
|
3. Present
concept to board of alderman for approval
|
Work group
|
3Q FY04-05
|
|
4. Contract
with local media
|
Town manager
|
FY05-06
|
|
Coordinator:
Chairperson,
work group
|
Resources
Needed:
• $6,000
annually
|
|
Team
Members:
Community
volunteers
|
Where To
Find:
• General
fund
|
|
Accomplishment
Title:
Town Hall Web Site
|
Start:
1Q FY04-05
|
Completion:
1Q FY04-05
|
|
Project Intent
What: Develop a town web
site
Why: Better communicate
with the public
|
|
Implementation Steps
(How?)
|
Who will do it?
|
When
|
|
1. Purchase
URL (Town of Maggie Valley)
|
Town manager
|
4Q FY03-04
|
|
2. Purchase
NC League computer program for cities/towns
|
Board of alderman
|
4Q FY03-04
|
|
3. Hire
computer web site designer/manager
|
Town manager
|
4Q FY03-04
|
|
4. Develop
site content
|
Town clerk
|
1Q FY04-05
|
|
5. Post
information to web site
|
Web site designer/manager
|
1Q FY04-05
|
|
6. Contract
with host
|
Town manager
|
1Q FY04-05
|
|
Coordinator:
Town manager
|
Resources
Needed:
• Web site
designer/manager; about $5,000 initially and $2-3,000 annually thereafter
|
|
Team
Members:
NA
|
Where To
Find:
• General
fund
|
|
Accomplishment
Title:
Town Ordinances
|
Start:
FY05-06
|
Completion:
FY05-06
|
|
Project Intent
What: Review all town
ordinances to ensure consistency with plan
Why: Ordinances must
coincide with the plan
|
|
Implementation Steps
(How?)
|
Who will do it?
|
When
|
|
1. Research
ordinances of other tourist towns
|
Planning board and town planner
|
FY05-06
|
|
2. Draft
changes to existing ordinances, and coordinate with town attorney
|
Planning board and town planner
|
FY05-06
|
|
3. Hold
public hearing
|
Planning board
|
FY05-06
|
|
4. Submit
ordinances to board of alderman for approval
|
Planning board and town planner
|
FY05-06
|
|
5. Approval
action
|
Board of alderman
|
FY05-06
|
|
Coordinator:
Planning
board
|
Resources
Needed:
• Examples
of similar ordinances
|
|
Team
Members:
NA
|
Where To
Find:
• Boone and
Blowing Rock
|
|
Accomplishment
Title:
Town Planner
|
Start:
3Q FY04-05
|
Completion:
Continuous
|
|
Project Intent
What: Hire a town planner
Why: Facilitate economic
development, enforce town ordinances, and coordinate plan implementation
|
|
Implementation Steps
(How?)
|
Who will do it?
|
When
|
|
1. Form
recruitment committee
|
Town manager
|
3Q FY04-05
|
|
2. Verify
funding for position
|
Town manager
|
3Q FY04-05
|
|
3. Prepare
job description
|
Recruitment committee
|
3Q FY04-05
|
|
4. Advertise
position
|
Town clerk
|
3Q FY04-05
|
|
5. Interview
candidates
|
Recruitment committee
|
3Q FY04-05
|
|
6. Hire best
candidate
|
Town manager
|
4Q FY04-05
|
|
Coordinator:
Chairperson,
recruitment committee
|
Resources
Needed:
• NA
|
|
Team
Members:
NA
|
Where To
Find:
• NA
|
|
Accomplishment
Title:
Transportation Trolley
|
Start:
FY06-07
|
Completion:
FY07-08
|
|
Project Intent
What: Provide public
transportation along US 276/19
Why: To conveniently
transport visitors between hotels, restaurants, local attractions, and
parking areas; will reduce automobile traffic
|
|
Implementation Steps
(How?)
|
Who will do it?
|
When
|
|
1. Establish
work group
|
Town manager
|
FY06-07
|
|
2. Develop
concept
|
Work group
|
FY06-07
|
|
3. Hold
meeting with business groups who will be affected
|
Work group
|
FY06-07
|
|
4. Develop
action plan
|
Work group
|
FY06-07
|
|
5. Seek
board of alderman approval
|
Work group
|
FY06-07
|
|
6. Implement
action plan
|
TBD
|
FY07-08
|
|
Coordinator:
Chairperson,
work group
|
Resources
Needed:
• Examples
used by other communities
|
|
Team
Members:
Community
volunteers
|
Where To
Find:
• Chamber of
commerce
|
|
Accomplishment
Title:
Upscale Shopping
|
Start:
FY05-06
|
Completion:
Continuous
|
|
Project Intent
What: Move from low-end to
mid/high-end shopping experiences for tourists and residents
Why: Will improve image of
town and increase tax base
|
|
Implementation Steps
(How?)
|
Who will do it?
|
When
|
|
1. Establish
work group
|
Town manager
|
FY05-06
|
|
2. Meet with
HandMade in America
|
Work group
|
FY05-06
|
|
3. Develop
concept plan
|
Work group
|
FY05-06
|
|
4. Brief
board of alderman
|
Work group
|
FY05-06
|
|
5. Develop
action strategies
|
Work group
|
FY05-06
|
|
6. Implement
strategies
|
Work group
|
FY05-06
|
|
Coordinator:
Chairperson,
work group
|
Resources
Needed:
• Technical
guidance
|
|
Team
Members:
NA
|
Where To
Find:
• HandMade
in Amercia
|
|
Accomplishment
Title:
US 19 Improvements
|
Start:
FY05-06
|
Completion:
FY11-12
|
|
Project Intent
What: Provide aesthetic
improvements (landscaping, sitting/rest areas, public restrooms, RV and
visitor parking, traffic circle, and alternative transportation) to US 19
Why: Existing highway is
functional but not inspiring; in addition, safety issues exist
|
|
Implementation Steps
(How?)
|
Who will do it?
|
When
|
|
1. Establish
work group
|
Town manager
|
FY05-06
|
|
2. Identify
needed improvements
|
Work group
|
FY05-06
|
|
3. Meet with
NCDOT (how system works)
|
Town manager and work group
|
FY05-06
|
|
4.
Prioritize needed improvements (state and local-funded)
|
Work group
|
FY05-06
|
|
5. Meet with
NCDOT (project specific coordination)
|
Town manager
|
FY05-06
|
|
6. Integrate
projects into TIP and town budget
|
Town manager
|
FY06-12
|
|
Coordinator:
Chairperson,
work group
|
Resources
Needed:
• $150,000
local funds (minimum)
|
|
Team
Members:
Community
volunteers
|
Where To
Find:
• NCDOT and
bonds
|
Notes
