A Strategic Plan for Implementing Driving Miss Maggie

 

 

 

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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?

 

The resultant Maggie Valley vision consists of five component parts. In addition, each component has sub-components that relate to policy initiatives (Figure 2).

 

Step 2 – Underlying Contradictions

 

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

 

 

As Maggie Valley grows and changes over the coming years, the community must…

 

 


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

 

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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