Description
According to the author Mark Lautman of When Boomers Bail, any community where the economy is growing faster than the population.
Pillar 1: Economic
Development & Job
Creation
“Economic development is about acting to ensure that the economy of
your community (income and savings) grows faster than your
population (service burden or expenses) so the community has the
extra resources in the future to finance improvements.”
Mark Lautman, Author
When the Boomers Bail
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 15
Why Is This Pillar Important?
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According to the author Mark Lautman of When Boomer’s Bail, any community where
the economy is growing faster than the population, or the economy is shrinking slower
than the population, will have fiscal and economic sustainability. Since 2007, the job base
in Lake Havasu declined at an average of 5 percent per year, a recessionary period,
where population remained flat while the economy shrank. Lake Havasu City’s population
and job growth are just opposite of a healthy growing economy.
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The number of basic jobs per household in Lake Havasu City is significantly less than the
rate for Arizona as a whole. This is largely due to the retiree population.
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The concerning issue is the drop in basic jobs per household since the beginning of the
recession, which occurred at both the state and local level. Lake Havasu City’s basic jobs
per household dropped from 68 percent of the state level to 58 percent of the state level.
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The number of non-basic jobs per household is very close to the state average. In
addition, there was little or no decline in the number of non-basic jobs per household at
the local level. These jobs tend to be lower paying and generally re-circulate money
within the local economy versus bringing money into the community.
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 16
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The Unemployment Rate although declining is still 1.1 points above the state average of
6.2% and 4 points above the low in 2007 of 3.3%.
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The highest occupational quotients for Lake Havasu City are in transportation, food
preparation, protective services and installation/maintenance occupations with the lowest
occupational quotients in computer and mathematical occupations and architecture and
engineering.
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Lake Havasu City lost significant number of jobs during the recession (2006-2013), an
estimate of nearly 19,000 jobs. Although recovery has started, Lake Havasu City is still
lagging at -2.8% to the State’s -1.3% job growth.
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Creating more basic or export industry jobs is crucial to sustaining the local economy over
the longer term. Over 30% of employment and businesses are in visitor-related services,
with less than 10% in traded or export oriented sectors.
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Other key indicators that measure healthy growth that will be a challenge to overcome
without a collaborative revitalization plan is labor force participation and unemployment
rates compared to state and federal trends:
Indicator
Labor Participation
Unemployment Rate
Lake Havasu
State of Arizona
Federal
51.0%
63.5%
62.4%
7.3
6.2
5.1
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The top goals from the Town Hall input were workforce development and business
attraction; technical infrastructure development; improvement of the Downtown Havasu
District and creation of an entrepreneurship center.
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Downtown should be branded better to make it a focal point. Leadership is needed to
motivate property owners to upgrade buildings and to build a cohesive group to
accomplish this goal.
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Inventory the underemployed workforce; seek input from local businesses as to what
they need from a workforce.
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 17
Goals – Assets – Objectives
GOALS
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ASSETS
SUPPORTING
GOALS
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OBJECTIVES
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Reverse the downward spiral economic trends, and work towards prerecession recovery.
Increase share of employment in export industry business and jobs
Create an entrepreneur culture and eco-system, assisting high-value
economic base businesses grow to next stage.
Attract niche markets that fit with existing industry sectors.
Create catalyst project(s) that would spur revitalization and investment and
begin changing the dynamics of downtown.
Improve digital technology infrastructure in key employment areas.
Organizations committed to serving business and achieving common goals
Strong networks with businesses and service providers outside Lake
Havasu City.
Site and development opportunities.
Screened as a good location for a contact center if not too large.
Working relationship with Arizona Commerce Authority.
Committed businesses willing to support Entrepreneur hub development.
Link and leverage resources with Mohave Community College, SBDC, to
create a Virtual Entrepreneur Center.
Leverage ASU’s Entrepreneurship Outreach Network to build an
entrepreneur community.
Launch a Youthpreneur Boot Camp to build a pipeline of entrepreneurs.
Launch a campaign to attract small niche manufacturers and ‘Lone Eagles’.
Create a Jobs Creation Incentive Fund program.
Attract a small 50-100 seat Contact Center utilizing vacant downtown
buildings to create new jobs and begin to diversify the economy.
Market a key downtown site as a Signature Project to developers and
businesses to create a “community gathering place” and catalyst project.
Identify key areas lacking technology infrastructure; work with Cisco
Systems to strategize a Smart Connected City plan for businesses, visitors,
students and remote workers.
One Stop Permitting with ability to handle all permits electronically.
Initiate sector strategies with workforce development to meet industry’s
labor skill needs.
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 18
Goals – Assets – Objectives
CHAMPIONS
Mayor
Mark Nexsen
Lake Havasu City
Jerry Ernst
Horizon Community Bank
Implementing Partners:
? Partnership for Economic Development, PED
? Mohave County Economic Development Department, MCEDD
? Small Business Development Center, SBDC
? Mohave Community College, MCC
? Mohave County Workforce Development, MCWD
? Downtown Association
? Arizona State University, Colleges at Lake Havasu City, ASU
? Lake Havasu Chamber of Commerce
? Lake Havasu City
EXPECTED
OUTCOMES
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Create an Entrepreneur Ecosystem that values, supports and celebrates all
entrepreneurs in the spirit of Robert McCulloch. Seed a Virtual
Entrepreneur Center and by 2020 have a fully operating Entrepreneur
Center with co-working space and plans for a makers-space.
Establish a youth entrepreneur track to continually build a pipeline of new
ideas and businesses.
Assist businesses in creating 500-750 new jobs by 2020 through
entrepreneurial assistance, moving companies from Stage 1 to Stage 2 or
3, attracting new businesses, expanding existing increasing economic base
jobs.
Recruit a contact center, technology or administrative back-office, that will
create 50-100 jobs.
Shift the 2015 downward economic trend to a positive upward trend to
pre-recession 2007 levels.
Through a public/private partnership break ground on a downtown
development that will be a catalyst for transforming downtown.
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 19
Strategy
The Economic Development and Job Creation Pillar is a priority for Lake Havasu City to transform
their current path of economic decline. This Pillar is interconnected with all other pillars.
Lake Havasu City’s economy is built on tourism, destination tourism, which will continue to
drive the economy and is addressed in Pillar 3, Tourism & Place Development for
maintaining and growing that destination market with new Place Developments.
Even with a strong tourism economy, there are key indicators that show the need for a longer-term
economic development strategy that will begin to diversify the economy. Full recovery by 2020
would be challenging but with strategic efforts the trend can be changed. Overcoming state and
national trends related to business and workforce will also be challenging.
The main goals of this Pillar are to recover to pre-recession levels of 2007 and continue to increase
the export industry jobs to diversify the economy ? creating more basic or export industry jobs is
crucial to sustaining the local economy over the longer term.
Five key strategies, with multiple tactical actions and projects, will result in changing the current
path of the economy:
1. Grow high-value economic base businesses: those exporting goods and services: Focus on
Entrepreneurs, moving from a Stage 1 to a Stage 2-3 business.
2. Increase the total number of economic base jobs: Focus on attracting small niche-market
businesses, ‘Lone Eagles’, remote workers and home-based workers/businesses.
3. Increase productivity of economic base workers: Focus on assisting sector businesses with
assistance and workforce training needs.
4. Create “catalyst projects” that act to stimulate new investment and development, changing
the direction of existing economic centers or creating new economic centers: Focus on key
development projects.
5. Plan and set a course for business climate improvements: Focus on business friendly policies,
technology infrastructure and public private partnerships.
After reviewing Lake Havasu City’s economic position and market-niche match, the Partnership for
Economic Development (PED) is refocusing economic development programs to build an
entrepreneurial culture that was the hallmark of Lake Havasu City’s founder, Robert McCulloch.
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 20
Strategy 1. Grow High-Value Economic Base Businesses
In Lake Havasu City 57% of the businesses are Solopreneurs, less than 4 employees, and 72% have less
than 10 employees. One of the largest categories of business licenses is “mobile businesses” individuals
working out of their home. In Lake Havasu City a career option is starting your own business. The next
step is to grow it.
Focusing on growing businesses in the categories that are high-value economic base businesses will be
the target, 20-25 are in the existing market. A secondary target will be ‘lone eagles’, home-based and
remote workers.
The PED4 in collaboration with the local SBDC5 will be mission-driven to build an entrepreneur
community that has access to key services and networks.
Initially a Virtual Entrepreneur Center will be created that will be the “front door” for businesses to
access focused services.
The first step will be to build the entrepreneur community through outreach, invitation and hosting the
new Arizona State University’s Entrepreneurship Outreach Network (EON)6 at the ASU Library.
As the entrepreneur community is being built into a network, PED and SBDC will be focusing on
formalizing direct and virtual services, Figure 1-1, to be provided, recruiting coaches and mentors, and
creating a launch schedule for:
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Front Door – virtual connection, promotions
Building the Entrepreneur Community – ASU
EON, communications
First Boot Camp launch, sponsored by Horizon
Community Bank
Launch pad or economic gardening services
Annual Lake Havasu Entrepreneur Celebration
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Forbes recently reported “small
business owners that work with an
SBDC experience 14% job growth
compared to the national average of
1.6% and average four times the
average sales than those that don’t.”
A testimony to the benefit of this
strategy.
The vision is to progressively grow the Entrepreneur Center,
growing to provide co-working space for the smaller
solopreneurs in Year 2 at one of the vacant locations near the
PED office, a strip-complex on London Bridge Road where the new Culinary Academy is located.
As demands increases for services and space, vision is to slowly create an entrepreneur campus at this
underutilized location, one that provide services to entrepreneurs, such as, a fully operating incubator,
innovation center and/or maker space and special training facilities, such as, a customer service
academy. Services will grow into more “accelerator services”.
As part of building the entrepreneur culture and network, PED working with SBDC and Mohave County
Workforce Development will also launch a Youth Boot Camp7, targeting youthpreneurs in the 18-24
years old cohort to begin building the entrepreneur culture with young adults and continuing to build a
pipeline of new businesses.
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Partnership for Economic Development (PED)
Small Business Development Center (SBDC)
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ASU, Entrepreneur Outreach Network (EON)
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Casimiro Global Foundation, Empowering Youth, http://www.casimiroglobalfoundation.org/
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Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 21
Figure 1-1 — Virtual Entrepreneur Center Services
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 22
Strategy 2: Increase the Total Number of Economic Base Jobs
To compliment the focus on entrepreneurs a new campaign will be launched focusing on a business
attraction strategy, expanding the jobs base, targeted to small owners/entrepreneurs and ‘lone
eagles’ in the niche markets of recreational equipment (marine, sporting and vehicles), firearms, and
advanced machine shops and fabrication, and businesses with less than 50 employees, see Appendix
G. Target Cluster Research.
As the market and workforce skill sets grow locally new target industries in technology will be added.
For this strategy, PED will leverage their resources with Mohave County Economic Development
Department8 to assist with marketing, target business identification and outreach. The two will
develop specific location packages that will promote the value proposition of a Lake Havasu location
along with specific building space, job training and other assistance that can be provided to a new
company.
Business attraction and expansion will also be leveraged with the Arizona Commerce Authority who
will provide assistance in recruitment of businesses including use of personnel and office space in
southern California for sales meetings with businesses, partnering in marketing and advertising
campaigns to certain target industries, liaison with other state agencies, assistance with the virtual
building program and promotion of Lake Havasu on the state website.
In addition, PED will engage the community as ambassadors and a referral network to generate leads
of smaller companies seeking new locations and better quality of life. Ambassadors will have access
to packages to help promote and methods to send referrals to the PED of potential companies to call
on – goal to increase the pipeline.
Lake Havasu City is fortunate to have an industrial park under the umbrella of the PED. Before the
recession the community realized they had very limited industrial space for new and expanding
businesses. Stakeholders identifying this need fundraised $1.2 million to purchase a 19-acre site near
the airport to develop an industrial park. The park is a nice setting with good infrastructure.
However, most small businesses (70%) seek an existing building location.
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Mohave County Economic Development Department (MCEDD)
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 23
Figure 1-2 — Agave Business Park
PED and MCEDD will create a virtual building program, a building on paper for a specific site, in
different sizes, pre-permitted, which a target business could view, modify, lease, buy and have the
building ready in six months.
In addition to the Agave Business Park as a “business location destination”, PED will work with the
local brokers to segment the city’s economic centers and review each to identify vacant facilities,
best types of businesses to attract for a robust economic center and envision reuse of under-utilized
spaces.
Between the outreach with entrepreneurs and the attraction program of small and ‘lone eagles’,
when demand for co-working space is sufficient, PED, SBDC, MCEDD and City will further study
feasibility of a co-working space in a vacant building near the PED office.
Targeted recruitment, contact center – Lake Havasu City has been on several lists for back-office
contact center location searches. However, the companies are seeking 500-1,000 seat plug and play
facilities which require bigger facilities and larger populations than available in Lake Havasu City.
A smaller center, 50-100 seat9, tech support or administrative services operation, would be more
feasible. A Contact Center has not been a target previously but with existing facilities, a job creation
incentive fund and a focus on close-in markets of Phoenix and Las Vegas where centers may be
expanding, a concentrated focus with a packaged/targeted recruitment could be a low hanging
fruit for recruitment within 16-18 months.
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Fiscal Impacts Model, Economic Impact of Operations, Contact Center, 50-100 Seats, provide by MCEDD, Source Pollack &
Company; IMPLAN
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 24
An Economic Impact Report prepared by MCEDD highlights the economic value of a 50 seat Contact
Center location:
50-Employees
Jobs
Wages
Direct
50
$2,000,000
Indirect
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$356,000
Induced
16
$587,000
Total
77
$2,943,000
Economic Output
$7,516,000
Lake Havasu City has two facilities that could be easily renovated for a contact center, with sufficient
parking, one in the downtown near the ASU campus which could help to stimulate other development
in the downtown and one at the Shops at Lake Havasu Regional Mall (North).
Two challenges that will need to be addressed and strategized before presenting to a prospective
client:
1. Ensure there is a documented, ready-available customer-service workforce ;and
2. Connectivity speeds that meet the FCC Guideline of minimum speeds (both sites were tested
for upload and download speeds, noted below)
FCC Guideline Minimum
Speeds
Downtown Central Location
(Test 10/1/15 12:10pm)
Shops at Lake Havasu Regional
Mall (8-17-15 5:24pm)
24 mbps - download
2.27 mbps
5.89 mbps
3mbps - upload
0.05 mbps
0.77 mbps
Note: other areas of the City have much higher upload and download speeds.
Arizona, as compared to other states, does not have or allow incentives for job creation. PED, as a nonprofit, will formalize a Job Creation Incentive Fund targeted to assisting businesses with more than five
employees to locate and expand. Incentives will be based on a per job creation and/or retention of
that job for a minimum of one year. The funds are intended to assist with costs associated with job
growth and this will help with recruitment.
MCEDD will provide PED with access to tools to reduce duplication of efforts – Economic Impact
Model, Metro Comp (cost comparison model used in the recruitment), IEDC Data Standards. This
leverage of research and resources will be a cost savings to PED.
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 25
Figure 1-3 Potential Sites for Recruiting a Back Office Contact Center, 50-100 Seats
Strategy 3: Increase Productivity of Economic Base Workers
To increase worker productivity, PED and Mohave County Workforce Development will
outreach to existing industry cluster businesses through roundtable meetings to identify
specific skill sets needed by workers for the company to increase their productivity and
competitiveness in the market, called sector-based strategy/training. Based on the industry cluster
needs, specific training programs can be designed to assist in up-grading incumbent workers and for
new hires.
The first industry cluster training partnership will be with the Hospitality Association representing the
hospitality industry, scheduled for launch 2016, Pillar 2 – Education & Talent Supply. This will
become the model for other sectors.
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 26
Strategy 4: Create “catalyst projects” that act to stimulate new
investment and development
Increasing new venues, opportunities and investment for the service and visitor sectors is equally as
important in Lake Havasu City to change the dynamics of economic trends. This can be accomplished
through catalyst project(s) that would spur revitalization and investment.
A key development strategy for Lake Havasu City is Place Development, creating a sense of
place that is unique to residents and visitors. Lake Havasu City’s 2007 R/UDAT10 plan outlines
much of the Place Development Activities that could occur. Several of the key Place Development
projects, Pillar 3 Tourism & Place Development , are oriented to economic stimulus:
1. Havasu 280 – a unique partnership between developer, City and Arizona State Parks for a
new marina, mixed use, residential and golf course development including a planned
Education & Environmental Water Science Center,
2. Site 6 – renovation of Robert McCulloch’s original commercial facility,
3. Sports Facility Complex – in the feasibility stage, and
4. Downtown – multiple projects to revitalize the downtown.
Downtown revitalization and a downtown community gathering place was a key priority of the
community stakeholders as well as the downtown businesses. It is also key to ASU increasing student
enrollment. Universities are, and can be, economic anchors with their own dynamics – ASU is a new
campus that would need to grow to be of that stature and to do that there will need to be a robust,
vibrant downtown that attracts students and young professionals. Growing the enrollment is a long
term vision, but will not happen without changes to the downtown.
There is a key property in the downtown, Springberg and McAndrew Park, which can be a catalyst
project for change in the downtown. The City has already removed parking requirement obstacles
by creating an adjacent parking lot. The City is also willing to participate in a public/private
partnership to develop a unique “community gathering place” for residents, students and visitors
which will act as a catalyst for existing business investment and attraction of new businesses. The
City has already started the “community gathering place” a pocket park with bathrooms, splash pad,
shade covers, and bike racks opening in Spring 2016.
As a priority project, PED, working with the property owners and the City, will package this unique
public/private partnership development opportunity to present to developers and potential users.
Assisting with the project would be the Lake Havasu City Downtown Association’s consultant
Hormann & Associates, who managed the successful Mill Street development in Tempe with ASU,
and is familiar with the types of development that create a college town environment attractive to all
ages.
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Lake Havasu City R/UDAT Report, Feb 2007, American Institute of Architects
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 27
Figure 1-4 Concept Drawing for “Gathering Place”, Springberg-McAndrew Park prepared by Mychal Gorden Design,
sponsored by PED.
Ms. Hormann will introduce and connect PED/City with key developers and real estate contacts that
are familiar with this type of development.
In addition to the Downtown Catalyst project, the Downtown Association will be completing
their formation of the Downtown Lake Havasu Revitalization District, a district assessment of
property owners which would be used to improve those business blocks within the District,
Pillar 3 Tourism & Place Development.
Public art, as recommended in the R/UDAT design plan, will be a collaborative project of the
Downtown Association and the City to create that sense of place unique to the Sonoran region,
Pillar 3 Tourism & Place Development.
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 28
Strategy 5: Plan and set course for business climate improvements
The business climate sets the stage for positive economic development and growth. The business
climates relates to business-friendly policies of the City which include ratifying the General Plan
Update in the general election, adjusting zoning and finding solutions to encourage development
such as public/private partnerships.
Infrastructure is also critical for new development and for growing the economy. As cities look to
move towards digitalization or Smart City initiatives, the most important aspect for cities to consider
is the network infrastructure available for these applications to run on. Whether the solution is
connected lighting, smart parking, energy management, school district platforms or mobile
applications, all need the network to function successfully. Without adequate network
infrastructures, cities struggle to implement digital strategies that will keep them competitive in the
global economy. Arizona cities face challenges:
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Outdated equipment that does not support the bandwidth needed for these initiatives
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Large costs to build out their own fiber or wireless infrastructures
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Reduced funding from state and federal governments
One of the most critical areas for upgrading equipment and infrastructure is at the school district
where the infrastructure is not stable, there is limited wireless capability and the schools cannot
meet modernization standards.
High-speed connectivity for economic centers will be extremely important in attracting and retaining
business. Speed tests taken at the economic center, some below what is considered minimum
“broadband” speed, are listed in the following chart.
UPLOAD & DOWNLOAD SPEED TEST – ECONOMIC CENTERS
City of Lake Havasu City Hall (Central)
Internet Provider: Suddenlink
Date: Aug. 18, 2015
Time: 11:30am
Download Speed: 28.01
Upload Speed: 21.60
Lake Havasu Convention and Visitors Bureau (Central)
Internet Provider: Suddenlink
Date: Aug. 17, 2015
Time: 2:58pm
Download Speed: 32.59 mbps
Upload Speed: 8.90 mbps
Lake Havasu Unified School District #1 (Central)
Internet Provider: Frontier
Date: 8/17/15
Time: 8:20pm
Download Speed:5.90Mbps
Upload Speed:0.72Mbps
Romer Beverage (Agave Business Park)
Internet Provider: Frontier-Metro Connection
Date: Aug. 19, 2015
Time: 10:58pm
Download Speed: 50.00 mbps
Upload Speed: 50.00 mbps
State Farm Insurance (Downtown District)
Internet Provider: Frontier
Date: 08/17/15
Time: 5:10 PM
Download Speed: 11.26
Upload Speed: 0.90
Shops at Lake Havasu Regional Mall (North)
Internet Provider: Frontier Communications
Date: August 17, 2015
Time: 5:24PM
Download Speed: 5.89 Mbps
Upload Speed: 0.77 Mbps
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 29
Another critical infrastructure need is air service which has been discontinued in many small markets
including Lake Havasu City.
The Air Service market is driven by airline providers, whether commercial carriers or private FBO-toFBO carriers. At this time, carriers do not seem to be interested in a smaller market, even with
subsidies. The near-term strategy will be a “watch mode” closely monitoring carriers and providers
on their expansions to smaller markets as well as the local market demand.
Given the importance of air service to the region and local economy air service will be an
infrastructure discussion item with regional, state and federal representatives. In 2017-18 review
opportunity to outreach to carriers/providers for their potential interest in air service and/or
potential application(s) for some funding.
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 30
Tactical Implementation
Following outlines the tactics that will be required to implement the Economic Development & Job
Creation strategies. Each tactic identifies resources needed, how progress and success will be
measured and key milestones.
Tactic 1: Establish Virtual Entrepreneur Center
Strategy:
Grow high-value economic base business, those exporting goods and services.
Challenge:
Funding, resources and space to provide menu of entrepreneur services.
Action:
Create a robust, connected Virtual Entrepreneur Center by leverage and linking
resources to provide direct services and programs to advance Stage 1 businesses to
Stage 2-3 categories, assist business to compete globally with local jobs. Build an
entrepreneur community with a vision to expand from a “Virtual” center to co-working
space and an entrepreneur campus. This is a new initiative, changing the focus and
previous economic development business model.
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Lead
Virtual Entrepreneur Center Actions
PED / SBDC
4Q 2015/1Q
2016
Operational & Launch Planning
? SBDC/PED selects a small 3-5 member advisory team to help guide the development
of the Virtual Entrepreneur Center.
? PED/SBDC prepare operation plan, budgets, roles and responsibilities, tools,
resources – how to make available to businesses, identify gaps.
? Identify potential resources, such as, coaches and mentors.
? Prepare draft schedule of entrepreneur training events.
? Meeting with SBDC network and ACA regarding services and incentives, how they will
be marketed locally.
? Research other models, establish colleague coach with Grand Junction Business
Incubator (hosts SBDC, Entrepreneur, Incubator, Maker Space and Financing). 11
? Create web Front Door. PED, SBDC and MCEDD will meet and coordinate the launch
of a new PED website that will be focused on two markets 1) Entrepreneurs to access
resources and 2) New Businesses, website to facilitate both business and recruitment
of mentors.
? Attend ASU EON Facilitator Training.
? Create 10 week Entrepreneur Boot Camp, 30 hours, 3-4 per week. Estimate 10-15
entrepreneur attendees.
? Create database of target businesses, work with City.
? Create communication strategy, initial materials.
? Create roll out plan.
Jon Maraschin, Executive Direction, BIC, [email protected], 970-243-5242
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 31
Lead
Virtual Entrepreneur Center Actions
2Q 2016
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Soft Launch Plan / Date.
Plan date for soft launch.
Host 3-5 entrepreneur business to outline services and plan.
Promotions - invite to entrepreneur database to visit Front Door.
Press Releases.
? Continue ASU EON Facilitator Training.
? Create budget and six month calendar of events (with ASU).
Recruit local expert team for mentoring.
Plan with Workforce Development Lake Havasu City Youthpreneur Camp.
2-3Q 2016
Kick-off Launch
? Press Release of program, services available.
? Request for mentors.
? First Horizon Community Boot Camp initiated – 10-15 businesses.
? Schedule of other special services.
? Profit Mastery – 1 per year.
? Procurement Technical Assistance Center (PTAC) Workshop.
? Workshops targeted for downtown, i.e., “What makes your business special” –
part of creating a center of activity in the downtown.
? Marketing and social media events/workshops – spring/fall.
? Launch communications.
? Launch with Workforce Development Lake Havasu City Youthpreneur Camp.
? Use Casimiro Global Foundation to launch the first youth cohort camp, leverage
that as a train the trainer camp for future camps.
? Host a celebration.
3-4Q 2016
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Year 2 2017
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Building Entrepreneur Community.
Communications.
Provide City with Virtual Entrepreneur Materials, electronic and print, review city’s
monthly business license list to identify new home-based, ‘lone eagle’ businesses to
contact.
Begin working with target clients (est. 5-10 per year).
Recruit client businesses for ASU EON.
Launch ASU EON.
Sponsor other events to bring entrepreneurs together such as TED Talk.
Repeat services of Year 1.
Expand and engage more entrepreneur businesses in services and ASU EON.
Start feasibility review of creating co-working space in vacant space near PED/
Chamber/CVB building.
Investigate opportunity to retain a full-time researcher to work directly with
businesses, moving them from Stage 1 – Stage 2 – Stage 3.
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 32
Lead
Virtual Entrepreneur Center Actions
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Measure demand and funding ability to register 5 qualified businesses to next level of
growth planning provided by Edward Lowe Foundation Economic Gardening
Program, research using sophisticated business intelligence tools and databases that
growth companies either aren’t aware of or cannot afford. Research specialists
typically assist in four key areas: strategic market research, geographic information
systems, search engine optimization and social media marketing.
Yr 3 - 2018
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Repeat Year 1 services.
Expand services, communication and network.
Retain full-time researcher.
If feasible with sufficient demand, launch co-working space.
Celebrate all entrepreneur at an Annual Event, spotlight a entrepreneur with a
McCulloch Spirit Award.
Yr 4 - 2019
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Repeat Year 1-2-3 services and new added services.
Expand co-working space if demand if sufficient.
Engage advisory team into research micro lending or alternative lending programs.
Yr 5 - 2020
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Full operation Entrepreneur Center.
Begin plans for incubator / maker space.
What
Resources
Are
Needed?
?
?
?
?
?
?
?
PED / SDBC working agreement
Business expert / proven entrepreneur Advisory Team
Mentors & Coach
Training Facilities (hosted by Horizon Community Bank, smaller classes)
Youth participation in Youthpreneur Camp
Staff entrepreneur researcher
Space for co-working
How Will
We
Measure?
?
?
?
?
Use economic impact model customized for Mohave County (MCEDD model) each
business assisted will be measured for the economic impact generated benefitting
the community
Business accessing entrepreneur services, how they rank services
New business starts
Job creation – estimate 18-25 per year with economic impact of $1.5 million
?
?
?
?
?
?
?
June 2016 Launch Front Door website.
August 2016 Launch Boot Camp-graduates.
August 2016 Launch ASU-EON.
September 2016 Launch Youthpreneur Camp - graduates.
2017-18 Co-working Space.
Annual Entrepreneur Celebration, McCulloch Spirit Award.
By 2020, have a full operational Entrepreneur Center and co-working space.
Key
Milestones:
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 33
Tactic 2: Launch Niche-Market Business Attraction
Strategy
Increase the total number of economic base jobs and ‘Lone Eagles’, remote workers
and home-based workers/businesses.
Challenge:
From a business attraction standpoint, Lake Havasu City is location-challenged ?
distance and access to major market access, limited inventory of buildings, labor force
limitations, size and diversity of skill sets and knowledge base.
Action:
Focus on targeting/attracting smaller niche-market businesses that are not locationsensitive for distributing goods and services and those which continue to build the
entrepreneur ecosystem.
Lead
Niche-Market Business Attraction Actions
PED
4Q 2015
Contact Center Recruitment
PED/MCEDD
1-2Q 2016
PED and MCEDD plan development meeting to review targets and marketing/
recruitment execution:
? Targets, geographic area targets, list acquisition.
? Marketing – recruitment plan tactics.
? Call Schedule.
? Joint meeting with Arizona Commerce Authority to incorporate their
assistance, resources into the plan.
? Prepare, present marketing/recruitment plan and schedule to CoChampions.
Tool Development:
? Job creation incentive fund criteria/policy written, review with Board and Co
-Champions.
? Website – new website development in coordination with SBDC & MCEDD
? Virtual building program – outreach to developers, builders.
? Prospect package for recruitment.
? Target list acquisition.
MCEDD
2Q 2016
Launch Campaign:
? Marketing.
? Direct Mail.
? Prospecting calls / Prospecting calls with ACA.
? Generate leads.
? Lead and prospect review with Co-Champions and prospecting team.
PED
3-4 Q 2016
?
?
?
?
?
?
Create Ambassador / Referral Network.
Ambassador meeting.
Engage KAMMA.
Handout package.
Key message.
Referral process.
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 34
Lead
Niche-Market Business Attraction Actions
PED/MCEDD
Yr 2-5
?
?
?
?
?
Continue marketing, generating leads, building pipeline
Add referrals, screen referrals, add to pipeline
Screen leads for near term prospects
Prospect calling
Project negotiations and deal closing
What Resources
Are Needed?
?
?
?
?
Recruitment Team with MCEDD and ACA will leverage resources.
Referral network.
Tool development – website, building plans, prospecting package.
Target lists.
How Will We
Measure?
?
?
?
?
?
?
Marketing and media exposure.
Businesses contacted.
Leads generated.
Prospect meetings.
Businesses signed/located.
Jobs created.
Key Milestones:
?
?
?
?
?
?
?
?
Contact Center Recruitment Package, launch recruitment.
Contact Center interest.
Contact Center location.
New website.
Virtual Building Program launched.
Launch marketing.
Prospect calling.
Launch Ambassador/Referral Network.
Tactic 3: Initiate Industry Sector Initiatives
Strategy:
Increase productivity of economic base workers and businesses.
Challenge:
Industry sectors are requiring more and more skills, both soft and technical, in the
workplace to increase their competitiveness and productivity.
Action:
Workforce Development, PED and industry working together will identify specific
needs and skills set required by the industry to custom design training/education.
Industry Sector Initiatives is closely linked with Pillar 2 Education & Talent Supply. The
goal is to be a feedback mechanism to education and workforce development on the
skills and aptitude that will be required for new jobs in the industry.
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 35
Lead
Industry Sector Actions
LHHA, MCC,
MCWDD
4Q 2015
Planning meeting for Hospitality Training program. Pillar 3 Tourism & Place
Development and Pillar 2 Education & Talent. This will become model for all other sector
training initiatives.
PED,
MCEDD,
MCC,
MCWDD
4Q 2015
Strategy meeting to identify workforce availability and customer service training program
that can be used for the Contact Center Recruitment package.
? Prepare workforce documentation demonstrating the available, skilled-ready
workforce and training that can be provided as an incentive to recruit a 50-100 seat
contact center.
? On-going review to collect and document the workforce as part of recruitment
packages to businesses.
LHCC
4Q 2016
Launch Trades Apprenticeship Program. Pillar 2 Education & Talent.
PED, MCC,
MCWDD
On-going
PED and Mohave County Workforce Development Division 12 meeting to draft schedule
for hosting roundtable meeting with industry sectors.
? Plan roundtable meetings with industry sectors.
? Present how organizations are collaborating to address workforce issues
? Engage in identifying specific skill set and training needs.
? Set up feedback system on industry needs, particularly as it relates to workforce
? Organize and design training programs as needed.
What
Resources
Are
Needed?
?
?
?
?
Collaboration of workforce and economic development.
Business involvement.
Funding for training/education.
Industry experts.
How Will
We
Measure?
?
?
?
Meetings with industry sectors.
Training programs developed.
Program graduates and placement.
Key
Milestones:
?
?
July 2016 Launch Hospitality Training.
3Q 2016 Launch Trades Apprenticeship.
12
Mohave County Workforce Development Division (MCWDD) implements the federal Workforce Opportunity Investment
Act (WOIA), providing employment and training services to meet employer’s needs.
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 36
Tactic 4: Create Catalyst Projects
Strategy:
Create “catalyst projects” that act to stimulate new investment and development,
changing the direction of existing economic centers or creating new economic centers.
Challenge:
Creating game-changing ‘catalyst projects’ are often long-term involving multiple
agencies, organizations and individuals, and expensive requiring complex public-private
partnerships, often challenging regulatory or agency policy, and continually
championing the project even in the face of obstacles.
Action:
This Tactic is in support of Pillar 3 Tourism & Place Development, specifically the
downtown ‘gathering place’ project. The availability of a key site where the City has
removed parking constraints, invested in parking and other amenities that will support
a key development with landowners who are willing to work towards a unique vision
for this site, the tactic will focus on packaging the opportunity and taking the concept
to the market.
13
Lead
Catalyst Project Actions
PED, City
4Q 2015
Conduct with landowners all due diligence on property to prepare a prospectus.
? First right of refusal agreement or option.
? Appraisal.
? Development drawings and rendering of vision.
? Framework of public/private partnership agreement between a developer and
the City.
? Prepare a full prospectus of project including demographics, growth projections,
traffic and other near-term projects.
PED
2Q 2016
Take prospectus to market, first wave:
? Downtown District consultant, Hormann Associates, to schedule meetings and
introductions with key real estate development in Phoenix and with ASU Real
Estate personnel.
? Present to Arizona Commerce Authority.
? Present to local brokers and developers.
PED, MCEDD
4Q 2016
Dependent on interest expand the market to present to developers in Las Vegas and
Southern California:
? Investigate attending ICSC13 Idea Exchange to meet with developers and
potential users to promote prospectus.
PED
2017-20
?
?
Quality Lead, interest in project estimate 18-36 months.
Groundbreaking by 2020.
ICSC ? International Council of Shopping Centers
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 37
Lead
Catalyst Project Actions
What
Resources
Are Needed?
?
?
?
?
?
Funding for packaging the prospectus
Public/private partnership with City agreement
Developer contacts
Ensure adequate infrastructure is in place at site, including high speed connectivity
Support from Downtown Association
How Will We
Measure?
?
?
?
?
?
?
Presentations to potential developers, users
Quality interest in project
Negotiation of P/P Agreement
Groundbreaking
Business located
Jobs Created
Key
Milestones:
?
?
?
Prospectus Created
Launch Prospectus Marketing
Developer Interest
Tactic 5: Continually Improve the Business Climate
Strategy:
Plan and set course for business climate improvements, such as, technology
infrastructure and development policies.
Challenge:
Maintaining community services, police, fire, safety; coordinating regional, state and
federal regulatory issues; instituting business-friendly policies has been challenging for
rural communities particularly through the recession as reserves dwindled. Resources
are limited for investing in economic growth infrastructure.
Action:
Continue to promote business friendly policies within the control of the City and
influence infrastructure planning and investment.
Lead
Business Climate Actions
City
On-going
Policies and regulations:
? Ratify General Plan Update in General Election 2016.
? Continue to work with community, developers on zoning requirements/
solutions as needed.
? Promote high quality of customer service at City Hall
? Lead Pillar 4: Water.
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 38
Lead
Business Climate Actions
City
On-going
Place Development:
? Lead Place Development activities, particularly
? Wayfinding Installations
? Site 6
? Havasu 280
? Sports Facility Complex
? Support efforts
? Move forward with legal formation of Lake Havasu Downtown Revitalization
District, once signatures and agreement presented by group
? ASU, Colleges at Lake Havasu City
? Arts program for Downtown
? R/UDAT
? Revisit R/UDAT Study
? Identify potential projects recommended in the R/UDAT, not completed,
schedule and plan process forward
City
On-going
Economic Development:
? Create P/P Partnership Agreements for catalyst projects where feasible
? Participate in marketing Downtown Catalyst Project
? Participate in creating virtual building program
? Participate in growing the Virtual Entrepreneur Center to co-working space
? Support business location with City teams
City
On-going
Infrastructure:
? Collaborate with partners, Cisco Systems and technology providers on
technology backbone for school district, key economic centers and to become
a Smart Connected City
? Monitor demand and market for recruiting air service
City
1Q 2016
On-going
?
?
?
Communications
Hire Public Information Officer
Coordinate Revitalization Plan communications Pillar 5 - Engagement
What
Resources
Are Needed?
?
?
?
Mayor and City Council support for priority budget allocations
Dedicated staff assigned to partnership development, program oversight and
community outreach
Positive revenue streams sufficient to fund initiatives
How Will We
Measure?
?
?
?
Ratify General Plan
Initiate and complete Place Development Projects
Launch Vision 20/20 communication
Key
Milestones:
?
?
Downtown Catalyst Project
Technology Infrastructure Plan
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 39
Roles & Responsibilities of
Implementing Partners
This Pillar involves multiple organizations as Implementing Partners collaborating to link and leverage
resources accomplishing common goals.
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 40
Entrepreneur Business Watch
Lake Havasu City businesses that are representative of the entrepreneur ecosystem and target businesses to be attracted are varied in their services and products. Four growing businesses receiving economic development assistance from PED and SBDC are on the Entrepreneur Business Watch list to continue to help them grow from Stage 1 to Stage 2 businesses.
Graphite Sales Inc.
Michael Dwaileebe
[email protected]
www.graphitesales.com/index.html
Employees: 13 Lake Havasu City (53 total)
Sector: Manufacturing
Graphite Sales, Inc. was the first company to re-machine broken electrodes into smaller reusable ones in
the graphite industry. By refurbishing instead of replacing, the process re-employs raw materials and their
latent energy without the polluting effects of the original graphite manufacturing process. This creative
advance made Graphite Sales, Inc. a leader in green environmentally friendly products.
Specializing in this process and in short conventional manufacturing lead times, machined graphite parts
are made to customer specifications. Customers are in industries that utilize high temperature processes to
melt, handle, cast or form, treat, or transport materials using high temperature and high pressure systems.
Aerospace, semi-conductor, body armor (military), special metals brazing and casting heat treat and
furnace sectors are markets that are impacted.
With their machining experts Graphite Sales, Inc. can optimize for short runs and quick turnarounds, with
the potential for significant growth in the industry sector. Graphite Sales, Inc. was assisted with an
expansion site location in the past year as well as brought into KAMMA (manufacturing association) to
expand their market.
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 41
Low and Mean
Chris Hagest
[email protected]
www.lowandmean.com
Employees: 13
Sector: Manufacturing
Low and Mean is an experienced motorcycle product manufacturer specializing in metric motorcycle
cruisers. Low and Mean is an online business dedicated to delivering custom “bolt on” accessories and retro
fit parts for foreign motorcycles. Delivering detailed how to videos for “do it yourself” metric bike
enthusiast.
Low and Mean recently completed testing of a new technology of injection molding that increases the
performance of materials and reduces the manufacturing time from three hours to 13 minutes. With
assistance from the PED and SBDC Low and Mean are retrofitting a second building to house the new
technology which should be completed by the first of the year at which time they can start full production.
The motorcycle component, after-market accessories will grow in 2017 to a $119.5 billion market. Low and
Mean has the potential for Stage 1-2 growth already receiving expansion/site location assistance, and
expect to grow the company at least 30% annually into the future.
IMPACT International Marketing, Inc.
Kathryn Felke, President
[email protected]
www.imgroup.com
Employees: 25-50
Sector: Technology, Promotional & Loyalty
Marketing
Competing in a global market IMPACT International Marketing has developed a unique set of interconnected companies in the fields of incentives, promotions, direct response, loyalty marketing and
advanced technologies to support and deliver client marketing objectives. Impact’s secret sauce is the clear
understanding that consumers expect brands to engage them online and off with advanced integrate
technologies, while satisfying the need to have meaningful personal relationships with brands.
IMPACT’s technology company, All Digital Rewards, competes with well-funded companies supported by
Silicon Valley venture capitalists. IMPACT and All Digital Rewards can work from a Lake Havasu City location
by leveraging online platforms supported by advanced proprietary technologies that connect global clients
to their customers. Continued growth to compete in this $50 billion market, the company needs next level
assistance, Stage 2-3, as a potentially high growth, high employment company and possibly technology
upgrade and investments.
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 42
Joker Machine
Diane Rawson
[email protected]
www.jokermachine.com
Employees: 9
Sector: Manufacturing
Joker Machine manufacturers of aftermarket bike parts specializing in parts for Harley Davidson and
Triumph. With the assistance of PED Joker Machine moved large CNC machines from Southern California in
their new Lake Havasu location.
With a whole product line for creating retro café racer style motorcycles, Joker Machine has long been
known for style and innovation in creating truly classic aftermarket motorcycle parts and accessories and
has the opportunity to grow with the exploding market over the next few years.
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 43
doc_771710245.pdf
According to the author Mark Lautman of When Boomers Bail, any community where the economy is growing faster than the population.
Pillar 1: Economic
Development & Job
Creation
“Economic development is about acting to ensure that the economy of
your community (income and savings) grows faster than your
population (service burden or expenses) so the community has the
extra resources in the future to finance improvements.”
Mark Lautman, Author
When the Boomers Bail
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 15
Why Is This Pillar Important?
?
According to the author Mark Lautman of When Boomer’s Bail, any community where
the economy is growing faster than the population, or the economy is shrinking slower
than the population, will have fiscal and economic sustainability. Since 2007, the job base
in Lake Havasu declined at an average of 5 percent per year, a recessionary period,
where population remained flat while the economy shrank. Lake Havasu City’s population
and job growth are just opposite of a healthy growing economy.
?
The number of basic jobs per household in Lake Havasu City is significantly less than the
rate for Arizona as a whole. This is largely due to the retiree population.
?
The concerning issue is the drop in basic jobs per household since the beginning of the
recession, which occurred at both the state and local level. Lake Havasu City’s basic jobs
per household dropped from 68 percent of the state level to 58 percent of the state level.
?
The number of non-basic jobs per household is very close to the state average. In
addition, there was little or no decline in the number of non-basic jobs per household at
the local level. These jobs tend to be lower paying and generally re-circulate money
within the local economy versus bringing money into the community.
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 16
?
The Unemployment Rate although declining is still 1.1 points above the state average of
6.2% and 4 points above the low in 2007 of 3.3%.
?
The highest occupational quotients for Lake Havasu City are in transportation, food
preparation, protective services and installation/maintenance occupations with the lowest
occupational quotients in computer and mathematical occupations and architecture and
engineering.
?
Lake Havasu City lost significant number of jobs during the recession (2006-2013), an
estimate of nearly 19,000 jobs. Although recovery has started, Lake Havasu City is still
lagging at -2.8% to the State’s -1.3% job growth.
?
Creating more basic or export industry jobs is crucial to sustaining the local economy over
the longer term. Over 30% of employment and businesses are in visitor-related services,
with less than 10% in traded or export oriented sectors.
?
Other key indicators that measure healthy growth that will be a challenge to overcome
without a collaborative revitalization plan is labor force participation and unemployment
rates compared to state and federal trends:
Indicator
Labor Participation
Unemployment Rate
Lake Havasu
State of Arizona
Federal
51.0%
63.5%
62.4%
7.3
6.2
5.1
?
The top goals from the Town Hall input were workforce development and business
attraction; technical infrastructure development; improvement of the Downtown Havasu
District and creation of an entrepreneurship center.
?
Downtown should be branded better to make it a focal point. Leadership is needed to
motivate property owners to upgrade buildings and to build a cohesive group to
accomplish this goal.
?
Inventory the underemployed workforce; seek input from local businesses as to what
they need from a workforce.
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 17
Goals – Assets – Objectives
GOALS
?
?
?
?
?
?
ASSETS
SUPPORTING
GOALS
?
?
?
?
?
?
OBJECTIVES
?
?
?
?
?
?
?
?
?
?
Reverse the downward spiral economic trends, and work towards prerecession recovery.
Increase share of employment in export industry business and jobs
Create an entrepreneur culture and eco-system, assisting high-value
economic base businesses grow to next stage.
Attract niche markets that fit with existing industry sectors.
Create catalyst project(s) that would spur revitalization and investment and
begin changing the dynamics of downtown.
Improve digital technology infrastructure in key employment areas.
Organizations committed to serving business and achieving common goals
Strong networks with businesses and service providers outside Lake
Havasu City.
Site and development opportunities.
Screened as a good location for a contact center if not too large.
Working relationship with Arizona Commerce Authority.
Committed businesses willing to support Entrepreneur hub development.
Link and leverage resources with Mohave Community College, SBDC, to
create a Virtual Entrepreneur Center.
Leverage ASU’s Entrepreneurship Outreach Network to build an
entrepreneur community.
Launch a Youthpreneur Boot Camp to build a pipeline of entrepreneurs.
Launch a campaign to attract small niche manufacturers and ‘Lone Eagles’.
Create a Jobs Creation Incentive Fund program.
Attract a small 50-100 seat Contact Center utilizing vacant downtown
buildings to create new jobs and begin to diversify the economy.
Market a key downtown site as a Signature Project to developers and
businesses to create a “community gathering place” and catalyst project.
Identify key areas lacking technology infrastructure; work with Cisco
Systems to strategize a Smart Connected City plan for businesses, visitors,
students and remote workers.
One Stop Permitting with ability to handle all permits electronically.
Initiate sector strategies with workforce development to meet industry’s
labor skill needs.
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 18
Goals – Assets – Objectives
CHAMPIONS
Mayor
Mark Nexsen
Lake Havasu City
Jerry Ernst
Horizon Community Bank
Implementing Partners:
? Partnership for Economic Development, PED
? Mohave County Economic Development Department, MCEDD
? Small Business Development Center, SBDC
? Mohave Community College, MCC
? Mohave County Workforce Development, MCWD
? Downtown Association
? Arizona State University, Colleges at Lake Havasu City, ASU
? Lake Havasu Chamber of Commerce
? Lake Havasu City
EXPECTED
OUTCOMES
?
?
?
?
?
?
Create an Entrepreneur Ecosystem that values, supports and celebrates all
entrepreneurs in the spirit of Robert McCulloch. Seed a Virtual
Entrepreneur Center and by 2020 have a fully operating Entrepreneur
Center with co-working space and plans for a makers-space.
Establish a youth entrepreneur track to continually build a pipeline of new
ideas and businesses.
Assist businesses in creating 500-750 new jobs by 2020 through
entrepreneurial assistance, moving companies from Stage 1 to Stage 2 or
3, attracting new businesses, expanding existing increasing economic base
jobs.
Recruit a contact center, technology or administrative back-office, that will
create 50-100 jobs.
Shift the 2015 downward economic trend to a positive upward trend to
pre-recession 2007 levels.
Through a public/private partnership break ground on a downtown
development that will be a catalyst for transforming downtown.
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 19
Strategy
The Economic Development and Job Creation Pillar is a priority for Lake Havasu City to transform
their current path of economic decline. This Pillar is interconnected with all other pillars.
Lake Havasu City’s economy is built on tourism, destination tourism, which will continue to
drive the economy and is addressed in Pillar 3, Tourism & Place Development for
maintaining and growing that destination market with new Place Developments.
Even with a strong tourism economy, there are key indicators that show the need for a longer-term
economic development strategy that will begin to diversify the economy. Full recovery by 2020
would be challenging but with strategic efforts the trend can be changed. Overcoming state and
national trends related to business and workforce will also be challenging.
The main goals of this Pillar are to recover to pre-recession levels of 2007 and continue to increase
the export industry jobs to diversify the economy ? creating more basic or export industry jobs is
crucial to sustaining the local economy over the longer term.
Five key strategies, with multiple tactical actions and projects, will result in changing the current
path of the economy:
1. Grow high-value economic base businesses: those exporting goods and services: Focus on
Entrepreneurs, moving from a Stage 1 to a Stage 2-3 business.
2. Increase the total number of economic base jobs: Focus on attracting small niche-market
businesses, ‘Lone Eagles’, remote workers and home-based workers/businesses.
3. Increase productivity of economic base workers: Focus on assisting sector businesses with
assistance and workforce training needs.
4. Create “catalyst projects” that act to stimulate new investment and development, changing
the direction of existing economic centers or creating new economic centers: Focus on key
development projects.
5. Plan and set a course for business climate improvements: Focus on business friendly policies,
technology infrastructure and public private partnerships.
After reviewing Lake Havasu City’s economic position and market-niche match, the Partnership for
Economic Development (PED) is refocusing economic development programs to build an
entrepreneurial culture that was the hallmark of Lake Havasu City’s founder, Robert McCulloch.
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 20
Strategy 1. Grow High-Value Economic Base Businesses
In Lake Havasu City 57% of the businesses are Solopreneurs, less than 4 employees, and 72% have less
than 10 employees. One of the largest categories of business licenses is “mobile businesses” individuals
working out of their home. In Lake Havasu City a career option is starting your own business. The next
step is to grow it.
Focusing on growing businesses in the categories that are high-value economic base businesses will be
the target, 20-25 are in the existing market. A secondary target will be ‘lone eagles’, home-based and
remote workers.
The PED4 in collaboration with the local SBDC5 will be mission-driven to build an entrepreneur
community that has access to key services and networks.
Initially a Virtual Entrepreneur Center will be created that will be the “front door” for businesses to
access focused services.
The first step will be to build the entrepreneur community through outreach, invitation and hosting the
new Arizona State University’s Entrepreneurship Outreach Network (EON)6 at the ASU Library.
As the entrepreneur community is being built into a network, PED and SBDC will be focusing on
formalizing direct and virtual services, Figure 1-1, to be provided, recruiting coaches and mentors, and
creating a launch schedule for:
?
?
Front Door – virtual connection, promotions
Building the Entrepreneur Community – ASU
EON, communications
First Boot Camp launch, sponsored by Horizon
Community Bank
Launch pad or economic gardening services
Annual Lake Havasu Entrepreneur Celebration
?
?
?
Forbes recently reported “small
business owners that work with an
SBDC experience 14% job growth
compared to the national average of
1.6% and average four times the
average sales than those that don’t.”
A testimony to the benefit of this
strategy.
The vision is to progressively grow the Entrepreneur Center,
growing to provide co-working space for the smaller
solopreneurs in Year 2 at one of the vacant locations near the
PED office, a strip-complex on London Bridge Road where the new Culinary Academy is located.
As demands increases for services and space, vision is to slowly create an entrepreneur campus at this
underutilized location, one that provide services to entrepreneurs, such as, a fully operating incubator,
innovation center and/or maker space and special training facilities, such as, a customer service
academy. Services will grow into more “accelerator services”.
As part of building the entrepreneur culture and network, PED working with SBDC and Mohave County
Workforce Development will also launch a Youth Boot Camp7, targeting youthpreneurs in the 18-24
years old cohort to begin building the entrepreneur culture with young adults and continuing to build a
pipeline of new businesses.
4
Partnership for Economic Development (PED)
Small Business Development Center (SBDC)
6
ASU, Entrepreneur Outreach Network (EON)
7
Casimiro Global Foundation, Empowering Youth, http://www.casimiroglobalfoundation.org/
5
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 21
Figure 1-1 — Virtual Entrepreneur Center Services
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 22
Strategy 2: Increase the Total Number of Economic Base Jobs
To compliment the focus on entrepreneurs a new campaign will be launched focusing on a business
attraction strategy, expanding the jobs base, targeted to small owners/entrepreneurs and ‘lone
eagles’ in the niche markets of recreational equipment (marine, sporting and vehicles), firearms, and
advanced machine shops and fabrication, and businesses with less than 50 employees, see Appendix
G. Target Cluster Research.
As the market and workforce skill sets grow locally new target industries in technology will be added.
For this strategy, PED will leverage their resources with Mohave County Economic Development
Department8 to assist with marketing, target business identification and outreach. The two will
develop specific location packages that will promote the value proposition of a Lake Havasu location
along with specific building space, job training and other assistance that can be provided to a new
company.
Business attraction and expansion will also be leveraged with the Arizona Commerce Authority who
will provide assistance in recruitment of businesses including use of personnel and office space in
southern California for sales meetings with businesses, partnering in marketing and advertising
campaigns to certain target industries, liaison with other state agencies, assistance with the virtual
building program and promotion of Lake Havasu on the state website.
In addition, PED will engage the community as ambassadors and a referral network to generate leads
of smaller companies seeking new locations and better quality of life. Ambassadors will have access
to packages to help promote and methods to send referrals to the PED of potential companies to call
on – goal to increase the pipeline.
Lake Havasu City is fortunate to have an industrial park under the umbrella of the PED. Before the
recession the community realized they had very limited industrial space for new and expanding
businesses. Stakeholders identifying this need fundraised $1.2 million to purchase a 19-acre site near
the airport to develop an industrial park. The park is a nice setting with good infrastructure.
However, most small businesses (70%) seek an existing building location.
8
Mohave County Economic Development Department (MCEDD)
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 23
Figure 1-2 — Agave Business Park
PED and MCEDD will create a virtual building program, a building on paper for a specific site, in
different sizes, pre-permitted, which a target business could view, modify, lease, buy and have the
building ready in six months.
In addition to the Agave Business Park as a “business location destination”, PED will work with the
local brokers to segment the city’s economic centers and review each to identify vacant facilities,
best types of businesses to attract for a robust economic center and envision reuse of under-utilized
spaces.
Between the outreach with entrepreneurs and the attraction program of small and ‘lone eagles’,
when demand for co-working space is sufficient, PED, SBDC, MCEDD and City will further study
feasibility of a co-working space in a vacant building near the PED office.
Targeted recruitment, contact center – Lake Havasu City has been on several lists for back-office
contact center location searches. However, the companies are seeking 500-1,000 seat plug and play
facilities which require bigger facilities and larger populations than available in Lake Havasu City.
A smaller center, 50-100 seat9, tech support or administrative services operation, would be more
feasible. A Contact Center has not been a target previously but with existing facilities, a job creation
incentive fund and a focus on close-in markets of Phoenix and Las Vegas where centers may be
expanding, a concentrated focus with a packaged/targeted recruitment could be a low hanging
fruit for recruitment within 16-18 months.
9
Fiscal Impacts Model, Economic Impact of Operations, Contact Center, 50-100 Seats, provide by MCEDD, Source Pollack &
Company; IMPLAN
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 24
An Economic Impact Report prepared by MCEDD highlights the economic value of a 50 seat Contact
Center location:
50-Employees
Jobs
Wages
Direct
50
$2,000,000
Indirect
11
$356,000
Induced
16
$587,000
Total
77
$2,943,000
Economic Output
$7,516,000
Lake Havasu City has two facilities that could be easily renovated for a contact center, with sufficient
parking, one in the downtown near the ASU campus which could help to stimulate other development
in the downtown and one at the Shops at Lake Havasu Regional Mall (North).
Two challenges that will need to be addressed and strategized before presenting to a prospective
client:
1. Ensure there is a documented, ready-available customer-service workforce ;and
2. Connectivity speeds that meet the FCC Guideline of minimum speeds (both sites were tested
for upload and download speeds, noted below)
FCC Guideline Minimum
Speeds
Downtown Central Location
(Test 10/1/15 12:10pm)
Shops at Lake Havasu Regional
Mall (8-17-15 5:24pm)
24 mbps - download
2.27 mbps
5.89 mbps
3mbps - upload
0.05 mbps
0.77 mbps
Note: other areas of the City have much higher upload and download speeds.
Arizona, as compared to other states, does not have or allow incentives for job creation. PED, as a nonprofit, will formalize a Job Creation Incentive Fund targeted to assisting businesses with more than five
employees to locate and expand. Incentives will be based on a per job creation and/or retention of
that job for a minimum of one year. The funds are intended to assist with costs associated with job
growth and this will help with recruitment.
MCEDD will provide PED with access to tools to reduce duplication of efforts – Economic Impact
Model, Metro Comp (cost comparison model used in the recruitment), IEDC Data Standards. This
leverage of research and resources will be a cost savings to PED.
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 25
Figure 1-3 Potential Sites for Recruiting a Back Office Contact Center, 50-100 Seats
Strategy 3: Increase Productivity of Economic Base Workers
To increase worker productivity, PED and Mohave County Workforce Development will
outreach to existing industry cluster businesses through roundtable meetings to identify
specific skill sets needed by workers for the company to increase their productivity and
competitiveness in the market, called sector-based strategy/training. Based on the industry cluster
needs, specific training programs can be designed to assist in up-grading incumbent workers and for
new hires.
The first industry cluster training partnership will be with the Hospitality Association representing the
hospitality industry, scheduled for launch 2016, Pillar 2 – Education & Talent Supply. This will
become the model for other sectors.
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 26
Strategy 4: Create “catalyst projects” that act to stimulate new
investment and development
Increasing new venues, opportunities and investment for the service and visitor sectors is equally as
important in Lake Havasu City to change the dynamics of economic trends. This can be accomplished
through catalyst project(s) that would spur revitalization and investment.
A key development strategy for Lake Havasu City is Place Development, creating a sense of
place that is unique to residents and visitors. Lake Havasu City’s 2007 R/UDAT10 plan outlines
much of the Place Development Activities that could occur. Several of the key Place Development
projects, Pillar 3 Tourism & Place Development , are oriented to economic stimulus:
1. Havasu 280 – a unique partnership between developer, City and Arizona State Parks for a
new marina, mixed use, residential and golf course development including a planned
Education & Environmental Water Science Center,
2. Site 6 – renovation of Robert McCulloch’s original commercial facility,
3. Sports Facility Complex – in the feasibility stage, and
4. Downtown – multiple projects to revitalize the downtown.
Downtown revitalization and a downtown community gathering place was a key priority of the
community stakeholders as well as the downtown businesses. It is also key to ASU increasing student
enrollment. Universities are, and can be, economic anchors with their own dynamics – ASU is a new
campus that would need to grow to be of that stature and to do that there will need to be a robust,
vibrant downtown that attracts students and young professionals. Growing the enrollment is a long
term vision, but will not happen without changes to the downtown.
There is a key property in the downtown, Springberg and McAndrew Park, which can be a catalyst
project for change in the downtown. The City has already removed parking requirement obstacles
by creating an adjacent parking lot. The City is also willing to participate in a public/private
partnership to develop a unique “community gathering place” for residents, students and visitors
which will act as a catalyst for existing business investment and attraction of new businesses. The
City has already started the “community gathering place” a pocket park with bathrooms, splash pad,
shade covers, and bike racks opening in Spring 2016.
As a priority project, PED, working with the property owners and the City, will package this unique
public/private partnership development opportunity to present to developers and potential users.
Assisting with the project would be the Lake Havasu City Downtown Association’s consultant
Hormann & Associates, who managed the successful Mill Street development in Tempe with ASU,
and is familiar with the types of development that create a college town environment attractive to all
ages.
10
Lake Havasu City R/UDAT Report, Feb 2007, American Institute of Architects
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 27
Figure 1-4 Concept Drawing for “Gathering Place”, Springberg-McAndrew Park prepared by Mychal Gorden Design,
sponsored by PED.
Ms. Hormann will introduce and connect PED/City with key developers and real estate contacts that
are familiar with this type of development.
In addition to the Downtown Catalyst project, the Downtown Association will be completing
their formation of the Downtown Lake Havasu Revitalization District, a district assessment of
property owners which would be used to improve those business blocks within the District,
Pillar 3 Tourism & Place Development.
Public art, as recommended in the R/UDAT design plan, will be a collaborative project of the
Downtown Association and the City to create that sense of place unique to the Sonoran region,
Pillar 3 Tourism & Place Development.
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 28
Strategy 5: Plan and set course for business climate improvements
The business climate sets the stage for positive economic development and growth. The business
climates relates to business-friendly policies of the City which include ratifying the General Plan
Update in the general election, adjusting zoning and finding solutions to encourage development
such as public/private partnerships.
Infrastructure is also critical for new development and for growing the economy. As cities look to
move towards digitalization or Smart City initiatives, the most important aspect for cities to consider
is the network infrastructure available for these applications to run on. Whether the solution is
connected lighting, smart parking, energy management, school district platforms or mobile
applications, all need the network to function successfully. Without adequate network
infrastructures, cities struggle to implement digital strategies that will keep them competitive in the
global economy. Arizona cities face challenges:
?
Outdated equipment that does not support the bandwidth needed for these initiatives
?
Large costs to build out their own fiber or wireless infrastructures
?
Reduced funding from state and federal governments
One of the most critical areas for upgrading equipment and infrastructure is at the school district
where the infrastructure is not stable, there is limited wireless capability and the schools cannot
meet modernization standards.
High-speed connectivity for economic centers will be extremely important in attracting and retaining
business. Speed tests taken at the economic center, some below what is considered minimum
“broadband” speed, are listed in the following chart.
UPLOAD & DOWNLOAD SPEED TEST – ECONOMIC CENTERS
City of Lake Havasu City Hall (Central)
Internet Provider: Suddenlink
Date: Aug. 18, 2015
Time: 11:30am
Download Speed: 28.01
Upload Speed: 21.60
Lake Havasu Convention and Visitors Bureau (Central)
Internet Provider: Suddenlink
Date: Aug. 17, 2015
Time: 2:58pm
Download Speed: 32.59 mbps
Upload Speed: 8.90 mbps
Lake Havasu Unified School District #1 (Central)
Internet Provider: Frontier
Date: 8/17/15
Time: 8:20pm
Download Speed:5.90Mbps
Upload Speed:0.72Mbps
Romer Beverage (Agave Business Park)
Internet Provider: Frontier-Metro Connection
Date: Aug. 19, 2015
Time: 10:58pm
Download Speed: 50.00 mbps
Upload Speed: 50.00 mbps
State Farm Insurance (Downtown District)
Internet Provider: Frontier
Date: 08/17/15
Time: 5:10 PM
Download Speed: 11.26
Upload Speed: 0.90
Shops at Lake Havasu Regional Mall (North)
Internet Provider: Frontier Communications
Date: August 17, 2015
Time: 5:24PM
Download Speed: 5.89 Mbps
Upload Speed: 0.77 Mbps
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 29
Another critical infrastructure need is air service which has been discontinued in many small markets
including Lake Havasu City.
The Air Service market is driven by airline providers, whether commercial carriers or private FBO-toFBO carriers. At this time, carriers do not seem to be interested in a smaller market, even with
subsidies. The near-term strategy will be a “watch mode” closely monitoring carriers and providers
on their expansions to smaller markets as well as the local market demand.
Given the importance of air service to the region and local economy air service will be an
infrastructure discussion item with regional, state and federal representatives. In 2017-18 review
opportunity to outreach to carriers/providers for their potential interest in air service and/or
potential application(s) for some funding.
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 30
Tactical Implementation
Following outlines the tactics that will be required to implement the Economic Development & Job
Creation strategies. Each tactic identifies resources needed, how progress and success will be
measured and key milestones.
Tactic 1: Establish Virtual Entrepreneur Center
Strategy:
Grow high-value economic base business, those exporting goods and services.
Challenge:
Funding, resources and space to provide menu of entrepreneur services.
Action:
Create a robust, connected Virtual Entrepreneur Center by leverage and linking
resources to provide direct services and programs to advance Stage 1 businesses to
Stage 2-3 categories, assist business to compete globally with local jobs. Build an
entrepreneur community with a vision to expand from a “Virtual” center to co-working
space and an entrepreneur campus. This is a new initiative, changing the focus and
previous economic development business model.
11
Lead
Virtual Entrepreneur Center Actions
PED / SBDC
4Q 2015/1Q
2016
Operational & Launch Planning
? SBDC/PED selects a small 3-5 member advisory team to help guide the development
of the Virtual Entrepreneur Center.
? PED/SBDC prepare operation plan, budgets, roles and responsibilities, tools,
resources – how to make available to businesses, identify gaps.
? Identify potential resources, such as, coaches and mentors.
? Prepare draft schedule of entrepreneur training events.
? Meeting with SBDC network and ACA regarding services and incentives, how they will
be marketed locally.
? Research other models, establish colleague coach with Grand Junction Business
Incubator (hosts SBDC, Entrepreneur, Incubator, Maker Space and Financing). 11
? Create web Front Door. PED, SBDC and MCEDD will meet and coordinate the launch
of a new PED website that will be focused on two markets 1) Entrepreneurs to access
resources and 2) New Businesses, website to facilitate both business and recruitment
of mentors.
? Attend ASU EON Facilitator Training.
? Create 10 week Entrepreneur Boot Camp, 30 hours, 3-4 per week. Estimate 10-15
entrepreneur attendees.
? Create database of target businesses, work with City.
? Create communication strategy, initial materials.
? Create roll out plan.
Jon Maraschin, Executive Direction, BIC, [email protected], 970-243-5242
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 31
Lead
Virtual Entrepreneur Center Actions
2Q 2016
?
?
?
?
?
?
?
Soft Launch Plan / Date.
Plan date for soft launch.
Host 3-5 entrepreneur business to outline services and plan.
Promotions - invite to entrepreneur database to visit Front Door.
Press Releases.
? Continue ASU EON Facilitator Training.
? Create budget and six month calendar of events (with ASU).
Recruit local expert team for mentoring.
Plan with Workforce Development Lake Havasu City Youthpreneur Camp.
2-3Q 2016
Kick-off Launch
? Press Release of program, services available.
? Request for mentors.
? First Horizon Community Boot Camp initiated – 10-15 businesses.
? Schedule of other special services.
? Profit Mastery – 1 per year.
? Procurement Technical Assistance Center (PTAC) Workshop.
? Workshops targeted for downtown, i.e., “What makes your business special” –
part of creating a center of activity in the downtown.
? Marketing and social media events/workshops – spring/fall.
? Launch communications.
? Launch with Workforce Development Lake Havasu City Youthpreneur Camp.
? Use Casimiro Global Foundation to launch the first youth cohort camp, leverage
that as a train the trainer camp for future camps.
? Host a celebration.
3-4Q 2016
?
?
?
?
?
?
?
Year 2 2017
?
?
?
?
Building Entrepreneur Community.
Communications.
Provide City with Virtual Entrepreneur Materials, electronic and print, review city’s
monthly business license list to identify new home-based, ‘lone eagle’ businesses to
contact.
Begin working with target clients (est. 5-10 per year).
Recruit client businesses for ASU EON.
Launch ASU EON.
Sponsor other events to bring entrepreneurs together such as TED Talk.
Repeat services of Year 1.
Expand and engage more entrepreneur businesses in services and ASU EON.
Start feasibility review of creating co-working space in vacant space near PED/
Chamber/CVB building.
Investigate opportunity to retain a full-time researcher to work directly with
businesses, moving them from Stage 1 – Stage 2 – Stage 3.
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 32
Lead
Virtual Entrepreneur Center Actions
?
Measure demand and funding ability to register 5 qualified businesses to next level of
growth planning provided by Edward Lowe Foundation Economic Gardening
Program, research using sophisticated business intelligence tools and databases that
growth companies either aren’t aware of or cannot afford. Research specialists
typically assist in four key areas: strategic market research, geographic information
systems, search engine optimization and social media marketing.
Yr 3 - 2018
?
?
?
?
?
Repeat Year 1 services.
Expand services, communication and network.
Retain full-time researcher.
If feasible with sufficient demand, launch co-working space.
Celebrate all entrepreneur at an Annual Event, spotlight a entrepreneur with a
McCulloch Spirit Award.
Yr 4 - 2019
?
?
?
Repeat Year 1-2-3 services and new added services.
Expand co-working space if demand if sufficient.
Engage advisory team into research micro lending or alternative lending programs.
Yr 5 - 2020
?
?
Full operation Entrepreneur Center.
Begin plans for incubator / maker space.
What
Resources
Are
Needed?
?
?
?
?
?
?
?
PED / SDBC working agreement
Business expert / proven entrepreneur Advisory Team
Mentors & Coach
Training Facilities (hosted by Horizon Community Bank, smaller classes)
Youth participation in Youthpreneur Camp
Staff entrepreneur researcher
Space for co-working
How Will
We
Measure?
?
?
?
?
Use economic impact model customized for Mohave County (MCEDD model) each
business assisted will be measured for the economic impact generated benefitting
the community
Business accessing entrepreneur services, how they rank services
New business starts
Job creation – estimate 18-25 per year with economic impact of $1.5 million
?
?
?
?
?
?
?
June 2016 Launch Front Door website.
August 2016 Launch Boot Camp-graduates.
August 2016 Launch ASU-EON.
September 2016 Launch Youthpreneur Camp - graduates.
2017-18 Co-working Space.
Annual Entrepreneur Celebration, McCulloch Spirit Award.
By 2020, have a full operational Entrepreneur Center and co-working space.
Key
Milestones:
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 33
Tactic 2: Launch Niche-Market Business Attraction
Strategy
Increase the total number of economic base jobs and ‘Lone Eagles’, remote workers
and home-based workers/businesses.
Challenge:
From a business attraction standpoint, Lake Havasu City is location-challenged ?
distance and access to major market access, limited inventory of buildings, labor force
limitations, size and diversity of skill sets and knowledge base.
Action:
Focus on targeting/attracting smaller niche-market businesses that are not locationsensitive for distributing goods and services and those which continue to build the
entrepreneur ecosystem.
Lead
Niche-Market Business Attraction Actions
PED
4Q 2015
Contact Center Recruitment
PED/MCEDD
1-2Q 2016
PED and MCEDD plan development meeting to review targets and marketing/
recruitment execution:
? Targets, geographic area targets, list acquisition.
? Marketing – recruitment plan tactics.
? Call Schedule.
? Joint meeting with Arizona Commerce Authority to incorporate their
assistance, resources into the plan.
? Prepare, present marketing/recruitment plan and schedule to CoChampions.
Tool Development:
? Job creation incentive fund criteria/policy written, review with Board and Co
-Champions.
? Website – new website development in coordination with SBDC & MCEDD
? Virtual building program – outreach to developers, builders.
? Prospect package for recruitment.
? Target list acquisition.
MCEDD
2Q 2016
Launch Campaign:
? Marketing.
? Direct Mail.
? Prospecting calls / Prospecting calls with ACA.
? Generate leads.
? Lead and prospect review with Co-Champions and prospecting team.
PED
3-4 Q 2016
?
?
?
?
?
?
Create Ambassador / Referral Network.
Ambassador meeting.
Engage KAMMA.
Handout package.
Key message.
Referral process.
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 34
Lead
Niche-Market Business Attraction Actions
PED/MCEDD
Yr 2-5
?
?
?
?
?
Continue marketing, generating leads, building pipeline
Add referrals, screen referrals, add to pipeline
Screen leads for near term prospects
Prospect calling
Project negotiations and deal closing
What Resources
Are Needed?
?
?
?
?
Recruitment Team with MCEDD and ACA will leverage resources.
Referral network.
Tool development – website, building plans, prospecting package.
Target lists.
How Will We
Measure?
?
?
?
?
?
?
Marketing and media exposure.
Businesses contacted.
Leads generated.
Prospect meetings.
Businesses signed/located.
Jobs created.
Key Milestones:
?
?
?
?
?
?
?
?
Contact Center Recruitment Package, launch recruitment.
Contact Center interest.
Contact Center location.
New website.
Virtual Building Program launched.
Launch marketing.
Prospect calling.
Launch Ambassador/Referral Network.
Tactic 3: Initiate Industry Sector Initiatives
Strategy:
Increase productivity of economic base workers and businesses.
Challenge:
Industry sectors are requiring more and more skills, both soft and technical, in the
workplace to increase their competitiveness and productivity.
Action:
Workforce Development, PED and industry working together will identify specific
needs and skills set required by the industry to custom design training/education.
Industry Sector Initiatives is closely linked with Pillar 2 Education & Talent Supply. The
goal is to be a feedback mechanism to education and workforce development on the
skills and aptitude that will be required for new jobs in the industry.
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 35
Lead
Industry Sector Actions
LHHA, MCC,
MCWDD
4Q 2015
Planning meeting for Hospitality Training program. Pillar 3 Tourism & Place
Development and Pillar 2 Education & Talent. This will become model for all other sector
training initiatives.
PED,
MCEDD,
MCC,
MCWDD
4Q 2015
Strategy meeting to identify workforce availability and customer service training program
that can be used for the Contact Center Recruitment package.
? Prepare workforce documentation demonstrating the available, skilled-ready
workforce and training that can be provided as an incentive to recruit a 50-100 seat
contact center.
? On-going review to collect and document the workforce as part of recruitment
packages to businesses.
LHCC
4Q 2016
Launch Trades Apprenticeship Program. Pillar 2 Education & Talent.
PED, MCC,
MCWDD
On-going
PED and Mohave County Workforce Development Division 12 meeting to draft schedule
for hosting roundtable meeting with industry sectors.
? Plan roundtable meetings with industry sectors.
? Present how organizations are collaborating to address workforce issues
? Engage in identifying specific skill set and training needs.
? Set up feedback system on industry needs, particularly as it relates to workforce
? Organize and design training programs as needed.
What
Resources
Are
Needed?
?
?
?
?
Collaboration of workforce and economic development.
Business involvement.
Funding for training/education.
Industry experts.
How Will
We
Measure?
?
?
?
Meetings with industry sectors.
Training programs developed.
Program graduates and placement.
Key
Milestones:
?
?
July 2016 Launch Hospitality Training.
3Q 2016 Launch Trades Apprenticeship.
12
Mohave County Workforce Development Division (MCWDD) implements the federal Workforce Opportunity Investment
Act (WOIA), providing employment and training services to meet employer’s needs.
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 36
Tactic 4: Create Catalyst Projects
Strategy:
Create “catalyst projects” that act to stimulate new investment and development,
changing the direction of existing economic centers or creating new economic centers.
Challenge:
Creating game-changing ‘catalyst projects’ are often long-term involving multiple
agencies, organizations and individuals, and expensive requiring complex public-private
partnerships, often challenging regulatory or agency policy, and continually
championing the project even in the face of obstacles.
Action:
This Tactic is in support of Pillar 3 Tourism & Place Development, specifically the
downtown ‘gathering place’ project. The availability of a key site where the City has
removed parking constraints, invested in parking and other amenities that will support
a key development with landowners who are willing to work towards a unique vision
for this site, the tactic will focus on packaging the opportunity and taking the concept
to the market.
13
Lead
Catalyst Project Actions
PED, City
4Q 2015
Conduct with landowners all due diligence on property to prepare a prospectus.
? First right of refusal agreement or option.
? Appraisal.
? Development drawings and rendering of vision.
? Framework of public/private partnership agreement between a developer and
the City.
? Prepare a full prospectus of project including demographics, growth projections,
traffic and other near-term projects.
PED
2Q 2016
Take prospectus to market, first wave:
? Downtown District consultant, Hormann Associates, to schedule meetings and
introductions with key real estate development in Phoenix and with ASU Real
Estate personnel.
? Present to Arizona Commerce Authority.
? Present to local brokers and developers.
PED, MCEDD
4Q 2016
Dependent on interest expand the market to present to developers in Las Vegas and
Southern California:
? Investigate attending ICSC13 Idea Exchange to meet with developers and
potential users to promote prospectus.
PED
2017-20
?
?
Quality Lead, interest in project estimate 18-36 months.
Groundbreaking by 2020.
ICSC ? International Council of Shopping Centers
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 37
Lead
Catalyst Project Actions
What
Resources
Are Needed?
?
?
?
?
?
Funding for packaging the prospectus
Public/private partnership with City agreement
Developer contacts
Ensure adequate infrastructure is in place at site, including high speed connectivity
Support from Downtown Association
How Will We
Measure?
?
?
?
?
?
?
Presentations to potential developers, users
Quality interest in project
Negotiation of P/P Agreement
Groundbreaking
Business located
Jobs Created
Key
Milestones:
?
?
?
Prospectus Created
Launch Prospectus Marketing
Developer Interest
Tactic 5: Continually Improve the Business Climate
Strategy:
Plan and set course for business climate improvements, such as, technology
infrastructure and development policies.
Challenge:
Maintaining community services, police, fire, safety; coordinating regional, state and
federal regulatory issues; instituting business-friendly policies has been challenging for
rural communities particularly through the recession as reserves dwindled. Resources
are limited for investing in economic growth infrastructure.
Action:
Continue to promote business friendly policies within the control of the City and
influence infrastructure planning and investment.
Lead
Business Climate Actions
City
On-going
Policies and regulations:
? Ratify General Plan Update in General Election 2016.
? Continue to work with community, developers on zoning requirements/
solutions as needed.
? Promote high quality of customer service at City Hall
? Lead Pillar 4: Water.
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 38
Lead
Business Climate Actions
City
On-going
Place Development:
? Lead Place Development activities, particularly
? Wayfinding Installations
? Site 6
? Havasu 280
? Sports Facility Complex
? Support efforts
? Move forward with legal formation of Lake Havasu Downtown Revitalization
District, once signatures and agreement presented by group
? ASU, Colleges at Lake Havasu City
? Arts program for Downtown
? R/UDAT
? Revisit R/UDAT Study
? Identify potential projects recommended in the R/UDAT, not completed,
schedule and plan process forward
City
On-going
Economic Development:
? Create P/P Partnership Agreements for catalyst projects where feasible
? Participate in marketing Downtown Catalyst Project
? Participate in creating virtual building program
? Participate in growing the Virtual Entrepreneur Center to co-working space
? Support business location with City teams
City
On-going
Infrastructure:
? Collaborate with partners, Cisco Systems and technology providers on
technology backbone for school district, key economic centers and to become
a Smart Connected City
? Monitor demand and market for recruiting air service
City
1Q 2016
On-going
?
?
?
Communications
Hire Public Information Officer
Coordinate Revitalization Plan communications Pillar 5 - Engagement
What
Resources
Are Needed?
?
?
?
Mayor and City Council support for priority budget allocations
Dedicated staff assigned to partnership development, program oversight and
community outreach
Positive revenue streams sufficient to fund initiatives
How Will We
Measure?
?
?
?
Ratify General Plan
Initiate and complete Place Development Projects
Launch Vision 20/20 communication
Key
Milestones:
?
?
Downtown Catalyst Project
Technology Infrastructure Plan
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 39
Roles & Responsibilities of
Implementing Partners
This Pillar involves multiple organizations as Implementing Partners collaborating to link and leverage
resources accomplishing common goals.
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 40
Entrepreneur Business Watch
Lake Havasu City businesses that are representative of the entrepreneur ecosystem and target businesses to be attracted are varied in their services and products. Four growing businesses receiving economic development assistance from PED and SBDC are on the Entrepreneur Business Watch list to continue to help them grow from Stage 1 to Stage 2 businesses.
Graphite Sales Inc.
Michael Dwaileebe
[email protected]
www.graphitesales.com/index.html
Employees: 13 Lake Havasu City (53 total)
Sector: Manufacturing
Graphite Sales, Inc. was the first company to re-machine broken electrodes into smaller reusable ones in
the graphite industry. By refurbishing instead of replacing, the process re-employs raw materials and their
latent energy without the polluting effects of the original graphite manufacturing process. This creative
advance made Graphite Sales, Inc. a leader in green environmentally friendly products.
Specializing in this process and in short conventional manufacturing lead times, machined graphite parts
are made to customer specifications. Customers are in industries that utilize high temperature processes to
melt, handle, cast or form, treat, or transport materials using high temperature and high pressure systems.
Aerospace, semi-conductor, body armor (military), special metals brazing and casting heat treat and
furnace sectors are markets that are impacted.
With their machining experts Graphite Sales, Inc. can optimize for short runs and quick turnarounds, with
the potential for significant growth in the industry sector. Graphite Sales, Inc. was assisted with an
expansion site location in the past year as well as brought into KAMMA (manufacturing association) to
expand their market.
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 41
Low and Mean
Chris Hagest
[email protected]
www.lowandmean.com
Employees: 13
Sector: Manufacturing
Low and Mean is an experienced motorcycle product manufacturer specializing in metric motorcycle
cruisers. Low and Mean is an online business dedicated to delivering custom “bolt on” accessories and retro
fit parts for foreign motorcycles. Delivering detailed how to videos for “do it yourself” metric bike
enthusiast.
Low and Mean recently completed testing of a new technology of injection molding that increases the
performance of materials and reduces the manufacturing time from three hours to 13 minutes. With
assistance from the PED and SBDC Low and Mean are retrofitting a second building to house the new
technology which should be completed by the first of the year at which time they can start full production.
The motorcycle component, after-market accessories will grow in 2017 to a $119.5 billion market. Low and
Mean has the potential for Stage 1-2 growth already receiving expansion/site location assistance, and
expect to grow the company at least 30% annually into the future.
IMPACT International Marketing, Inc.
Kathryn Felke, President
[email protected]
www.imgroup.com
Employees: 25-50
Sector: Technology, Promotional & Loyalty
Marketing
Competing in a global market IMPACT International Marketing has developed a unique set of interconnected companies in the fields of incentives, promotions, direct response, loyalty marketing and
advanced technologies to support and deliver client marketing objectives. Impact’s secret sauce is the clear
understanding that consumers expect brands to engage them online and off with advanced integrate
technologies, while satisfying the need to have meaningful personal relationships with brands.
IMPACT’s technology company, All Digital Rewards, competes with well-funded companies supported by
Silicon Valley venture capitalists. IMPACT and All Digital Rewards can work from a Lake Havasu City location
by leveraging online platforms supported by advanced proprietary technologies that connect global clients
to their customers. Continued growth to compete in this $50 billion market, the company needs next level
assistance, Stage 2-3, as a potentially high growth, high employment company and possibly technology
upgrade and investments.
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 42
Joker Machine
Diane Rawson
[email protected]
www.jokermachine.com
Employees: 9
Sector: Manufacturing
Joker Machine manufacturers of aftermarket bike parts specializing in parts for Harley Davidson and
Triumph. With the assistance of PED Joker Machine moved large CNC machines from Southern California in
their new Lake Havasu location.
With a whole product line for creating retro café racer style motorcycles, Joker Machine has long been
known for style and innovation in creating truly classic aftermarket motorcycle parts and accessories and
has the opportunity to grow with the exploding market over the next few years.
Lake Havasu City ? Vision 20/20 Revitalization Plan 2015 ? Page 43
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