PART III: VISION - “Where Do We Want To Be?” Background The preparation of a CEDS for the Litchfield Hills Region is driven by the overall desire to improve the economic well being of the Region's residents and to strengthen the local tax base of area municipalities. It is believed that the development of a comprehensive and coordinated Action Agenda for Near Term and Long Range Feasible Projects will lead to the strengthening of the Region's economic base, reverse the Region's net out-migration of labor and create new and higher paying jobs for area residents while enlarging and diversifying the municipal tax base. Key to this effort is the development of a commonly held vision that can be utilized to guide the creation of regional goals, objectives and strategies for use in growing the area's economy. Process To facilitate this process of developing a Vision Statement, Goals and Objectives, the Regional CEDS Committee (LHEDP) considered the findings of the Regional Economic Audit, reviewed the area's strengths and weaknesses and surveyed business and institutional leaders and the chief elected officials of the Region's municipalities to gain a better understanding of the most important needs within the Region to improve the area's economy and to share suggestions concerning how current resources within the area could be utilized to improve the Region's economy. The information gained from this survey was reviewed and discussed by the LHEDP relative to the creation of a Regional Vision Statement and the goals and strategies that followed. The information gained from the surveys was also used to develop the Regional Action Agenda for Program Implementation. The CEDS Economic Development Resource Survey and the results of this survey are included in Appendix A. The LHEDP also researched and reviewed a number of examples of vision statements prepared by other regions of the country to better understand the purpose of a vision statement as it relates to the CEDS process. The LHEDP discussed the core elements of a vision statement that could be successfully applied to reflect the conditions of the Litchfield Hills economy, as presented in the CEDS Economic Audit and to address the responses of the CEDS survey. The CEDS Vision Statement, Goals and Strategies were subsequently incorporated into a draft CEDS report that was widely circulated throughout the Region for review and comment. Subsequent to that review process, the LHEDP approved the Vision Statement, Goals and Objectives described below. Purpose of a CEDS Vision Statement The purpose of a vision statement is to: Provide a brief, generalized description of where the Region desires to be in the next ten to twenty years; and Provide a realistic framework and context for formulating goals and strategies for the future development of the Region's economy. Process for Developing the CEDS Vision Statement To gain a better understanding of how other regions have successfully utilized vision statements to guide their CEDS initiatives, the Litchfield Hills Economic Development Partnership Committee reviewed several examples of regional vision statements from different areas of the country to discern the contents and characteristics of these statements and to identify common themes or elements that might have application to the Litchfield Hills. The following are excerpts from sampled vision statements: Preble County, Ohio: “In the future, Preble County will continue to be an attractive place to live with an excellent quality of life that is supported by a strong and diversified economic base that brings prosperity to all residents. Preble County will maintain a balance between the preservation of its traditional rural environment with a strong agricultural base and a diverse and expanded economic base with industrial, commercial, and retail centers for its residents.” Kenai Peninsula, Alaska: “The Kenai Peninsula Borough will develop an economy that sustains quality year round employment. Lower rates of unemployment with more value-added production will be developed. Enhanced communication, cooperation and collaboration between communities, groups and individuals will maximize potential. The Kenai Peninsula Borough will protect and showcase its quality of life to attract new ventures that support quality, sustainable economic development.” Spokane County, Washington: “The community works together to create and retain quality jobs and business opportunities for the residents of the region enabling us to celebrate our arts, cultures, outdoor amenities, and neighborhoods - continually improving the standard of living and quality of life for everyone.” State of Rhode Island: “To foster and maintain a vigorous economy able to provide an adequate number and variety of activities that generate wealth for the people of the state.” State of Connecticut (Department of Economic and Community Development): “.... attract and retain businesses and jobs, revitalize neighborhoods and communities, ensure quality housing and foster appropriate development in Connecticut's towns and cities.” Litchfield Hills Council of Elected Officials- “Regional Growth Policy Map”: “... conserve and strengthen existing urban and village centers, promote compatible development forms adjacent to these areas, provide sufficient land and infrastructure for vigorous economic development, avoid intensive development on environmentally sensitive areas, and preserve the unique character of the rural areas of the Region.” Themes and Elements common to vision statements from differing geographic areas of the country include the following: Desire to facilitate (vigorous) economic development; Need to diversify the region's economic base; Need to focus on the retention of the existing business base; Desire to create good paying jobs; Desire to increase prosperity; Desire to improve the quality of life and standard of living for the Region's residents while protecting the natural environment. Vision Statement for the Litchfield Hills CEDS The LHEDP discussed several iterations of a Vision Statement for the Litchfield Hills, taking into consideration the conditions of the area's economy as identified in the Regional Economic Audit, the needs of area residents and the desires for a variety of regional improvements as described in the results of the regional CEDS Survey. This process was accomplished through meetings of the LHEDP that were open to the public and reported in the local press. Prior to formal adoption by the LHEDP, the following Vision Statement for the Litchfield Hills was incorporated into a draft CEDS report that was widely circulated throughout the Region for review and comment: CEDS Vision for the Litchfield Hills Region “Over the course of the next two decades, the Litchfield Hills Region will promote growth opportunities for higher education and strengthen the economic well-being and quality of life for all of its residents. The Region will continue to transition to a more diversified economy that is globally competitive and results in the retention and creation of new and higher paying jobs, supported by appropriate labor force skills. The local property tax base will be expanded and broadened in a manner that conserves appropriate open space and community character, while strengthening the area's existing urban and village centers.” The CEDS Economic Development Partnership Committee believes that this vision statement possesses general end goals for the Region's economic development strategy, and can serve to coalesce regional policies and provide a basic framework for action. In pursuing this vision, the Region will capitalize on its abundant resident workforce, its outstanding quality of life and its natural and man made attractiveness to retain, grow and attract business establishments. Through the collaborative efforts of the Region's chief elected officials, business community and area institutional resources, the Region will work to remediate, and where appropriate, redevelop brownfield sites. Vacant and underutilized buildings and business sites will be developed and impediments to regionally supported economic development initiatives will be mitigated. Process for Developing Goals and Strategies Following the creation of the Vision Statement, the LHEDP began the process of defining goals and strategies that could best achieve the Vision Statement. The Goals and Strategies of the CEDS are intended to provide a framework for public and private decision making and they build upon the Region's assets and to address the Region liabilities. Table 12 below provides a summary of the regional assets and liabilities considered by the LHEDP as part of the process of developing the goals and strategies for the Litchfield Hills Regional CEDS. The LHEDP believes the goals and strategies developed should be achievable, should reflect the desires of most area residents and should be able to be used to guide the preparation of a comprehensive and coordinated program of regional, local and site specific activities and projects to achieve the Vision for the Region. After discussions, the LHEDP chose to establish five prioritized goals to be used to guide future regional economic development activities. In establishing the priorities for these Goals and associated strategies, the following EDA considerations were made: The effect goals will have on identified development potential or problems Are the goals directed toward achieving short-, intermediate-, or long-term results Related actions that are already underway or planned Relationships of specific goals to the accomplishment of other goals This process was accomplished through meetings of the Regional CEDS Committee that were open to the public and reported in the local press. Goals and Strategic Approaches to Advance Regional Economic Development The prioritized Goals and Strategies selected by the LHEDP are described below. Each of these goals has one or more strategies that provide a framework to the development of the specific implementation activities described below in the Five Year Regional Action Agenda. The following five goals and associated strategies form the basis for formulating the overall regional approach to expanding the area's economy and achieving the Vision for the Region: Priority Goal #1:     Implement Priority Municipal Economic Development Projects That Support Over-Arching CEDS Goals 2, 3, 4 and 5. Strategy:      1. This goal seeks to realize the implementation of economic development projects at the city and town level that support the four over-arching regional goals described below. Effect goal will have on identified development potential or problems? The individual actions resulting from the implementation of this goal will help to conserve and enhance the Region's quality of life and address brownfield sites and expand infrastructure capacities to support economic development expansion initiatives. Goal will achieve short-, intermediate-, or long-term results? This implementation of this goal will have combination of immediate, intermediate and long-term benefits to the economic well being of area residents. Related actions that are already underway or planned? Several actions are underway or in the advanced planning stage that will help achieve this goal. Major municipal revitalization programs in Downtown Winsted and soon in Downtown Torrington, coupled with municipally sponsored industrial parks being marketed in Winchester and Torrington are viable commitments of the areas two largest urban centers to an expansion of the Region's economy. In addition, municipal infrastructure improvement projects are planned in several communities to facilitate new regional economic development initiatives, which will also act to conserve the area's natural resources and improve the area's quality of life. Relationship of this goal to the accomplishment of other goals? The accomplishment of this goal will directly support the attainment of the other four CEDS Goals. Priority Goal #2:     Promote the Growth of a Diversified Regional Economy that Expands the Quantity and Improves the Quality of Job Opportunities. Strategies:      1.  Promote Growth from Within: Retain and facilitate the expansion of the Region's existing businesses; 2.  Promote Growth from Within: Facilitate the growth of new businesses from within the Region; 3.  Promote Growth from Outside: Attract new businesses and institutions into the Region. Effect goal will have on identified development potential or problems? This goal is designed to preserve, build upon and expand the Region's existing economic base and utilize the Region's resident labor force surplus, which contains both well educated and well trained workers. Goal will achieve short-, intermediate-, or long-term results? 30 This goal is expected to have immediate benefits beginning with the conservation and expansion of the areas economic base and benefits accruing in the future as new businesses are developed within the Region. Related actions that are already underway or planned? This goal is related to and supported by the numerous program actions of the Connecticut Department of Economic and Community Development and the Connecticut Department of Labor, as described above. Relationship of this goal to the accomplishment of other goals? The accomplishment of this goal will help in the achievement of the following goals to maintain and enhance and improve the Region's quality of life, while expanding the area's tax base and easing the local property tax burden. Priority Goal #3:     Ease the Local Property Tax Strategy:      Enlarge and diversify the tax base of area municipalities. Effect goal will have on identified development potential or problems? This goal is designed to address one element of the Region's relative high cost of doing business, a major liability for continued economic growth. Goal will achieve short-, intermediate-, or long-term results? This goal is expected to have intermediate and long-term benefits. Related actions that are already underway or planned? This goal is related to existing State programs and related current State considerations to reform and reduce the reliance on local property taxes to support the cost of education and other municipal services. Relationship of this goal to the accomplishment of other goals? The accomplishment of this goal will help in the achievement of the goal to promote the growth of a diversified Regional economy that expands the quantity and quality of quality job opportunities. Priority Goal #4:     Improve the Capacity of the Region to Support Economic Development Initiatives. Strategies:      1. Enhance capacity of municipalities to facilitate economic growth; 2. Enhance capacity of regional resources to facilitate economic growth. Effect goal will have on identified development potential or problems? This goal is designed to address the Region's limited organizational resources dedicated to economic development initiatives, a major liability to expanding the area's economy. This goal seeks to build on the area's established capacity to successfully deal with regional issues and to address the lack of regional economic development resources. Goal will achieve short-, intermediate-, or long-term results? This goal is expected to have intermediate and long-term benefits. Related actions that are already underway or planned? The non-profit Northwest Connecticut Economic Development Corporation was created during the preparation of this CEDS to serve as an organizational resource, with broad based community support that will help to implement CEDS Action Agenda recommendations. Relationship of this goal to the accomplishment of other goals? The accomplishment of this goal will lead to the implementation of specific CEDS Action Agenda recommendations, which in turn will help to realize the attainment of the other four CEDS goals. Priority Goal #5:     Maintain and Enhance the Region's Quality of Life (#1 in Connecticut). Strategies:      1. Foster sustainable, smart growth development; 2. Respect the Region's historical, cultural and natural resource assets. Effect goal will have on identified development potential or problems? This goal seeks to maintain and enhance the Region's beauty and high quality of life, two of the area's important assets and to address existing brownfield sites and suburban development patterns that threaten and degrade these assets. Goal will achieve short-, intermediate-, or long-term results? This goal is expected to have long-term benefits. Related actions that are already underway or planned? Several actions are underway or in the advanced planning stage that will help achieve this goal. Major redevelopment program activities are currently underway in Downtown Winsted, a “Main Street” community. The City of Torrington is very close to unveiling a plan for the revitalization of the Region's largest urban center. The Region and several communities, including the City of Torrington, are pursuing “smart growth” planning and development agendas that focus on the conservation and utilization of existing infrastructure resources and a turning away from the suburban development patterns of the past 50 years that often resulted a degraded natural environment and traffic congestion. Relationship of this goal to the accomplishment of other goals? The accomplishment of this goal will add to the achievement of the other four CEDS goals.