VISION 2022 CORE CITY COMMITTEE
OF THE
GREATER JACKSON CHAMBER PARTNERSHIP
December 13, 2012
Strategies, Tasks, Timelines, and Subcommittees Assignments
Committee Member Name__
Note: Please select the areas of interest by placing a checkmark on the lines under member. If you are interested in sphere-heading an area please place a checkmark on the line under coordinator.
Strategies. Timeline.
A. Best leverage existing programs, services, and partners. 2013
- Continue to ensure that Neighborhood Watch and Crime Stoppers programs are active and communicative
- Ensure coordination with city, county, and higher Ed. police departments/agencies
- Continue to leverage after-school and summer programs for at-risk youth
B. Consider a neighborhood-based service delivery program for Jackson Police Department. 2013
- Assess the viability of enhancing current community policing efforts
- Research other neighborhood-based programs for Jackson applicability
- Design Jackson program
- Implement Jackson program
C. Develop a volunteer neighborhood ambassador program to bridge gaps between the community and public safety officers. 2016
- Determine the cost of expanding the Citizens Police Academy to a comprehensive ambassadors program.
- Identify national best-practices to inform Jackson's program
- Outreach to faith-based and community leaders to design the program
- Launch and implement the program
D. Fully support Keep Jackson Beautiful's programs and efforts. 2013
- Ensure that programs receive the support needed to be successful
- Work with KJB to optimize their programs as needed
- Leverage in-kind marketing and promotional support to advertise KJB efforts and events
- Partner to expand KJB programming
E. Leverage property code enforcement and aesthetic improvement programs to improve Greater Jackson's realm. 2013
- Support Greater Jackson governments in effective enforcement of property codes
- Improve awareness of programs such as Roll Off Dumpster Day, 3-1-1 system, and others
- Design program to create neighborhood teams to partner with government on code-enforcement and clean up
- Implement neighborhood teams program
F. Implement the one-stop services model of the Prosperity Center of Greater Jackson as needed in other parts of the region. 2016
- Assess regional neighborhoods/cities that would benefit from the PCGJ model
- Work with local leaders to generate consensus for the program/center
- Design programs, secure a building, and hire staff
- Launch a new Center
- Consistently identify new potential one-stop center locations
G. Develop a formal community volunteer program to support local projects and businesses. 2014
- Build a coalition to develop and populate a "volunteer database"
- Compile organizations and projects
- Design the system/database/website and populate with orgs and projects
- Outreach and promote site to potential volunteers
- Launch and consistently enhance website and system
H. Leverage all regional tools to develop and place residents in quality housing. 2013
- Continue to assess housing demand and project opportunities for communication with trusted developers
- Utilize all available incentives to facilitate development of
- Continue to develop strategies to address dilapidated and vacant housing
I. Work with local governments and CHDOs to most effectively access and leverage state Home Investment Partnership Grants
- Assist with promotion and utilization of all HOME programs
- Continually assess the need for development of new programmatic tools
J. Develop a major destination and events park in Downtown/Greater Jackson. 2016
- Identify an optimal site for the park
- Resource park design plan
- Resource park construction
- Construct and program park
K. Create an infill development strategy for disinvested Jackson area neighborhoods. 2014
- Conduct a land use study (or update an existing study) to identify vacant or disinvested local properties
- Based on the study, develop an action plan prioritizing highest-value parcels and potential revitalization strategies
- Implement priority strategies – enhancing redevelopment tools as necessary
- Ensure that redevelopment produces projects targeting multiple price points and consumer constitutiencies
L. Develop a "neighborhood enhancement programs" in Jackson area communities. 2016
- Build a coalition to support development of the NEP program
- Research comparison programs to inform the development of Jackson area programs
- Launch program(s)
- Leverage initial programs for creation of new programs in Jackson municipalities
M. Support efforts to secure passage of Community Improvement District (CID) legislation in Mississippi. 2014
- Increase awareness and support for the effort
- Design legislation empowering the creation of CIDs in Mississippi
- Leverage lobbying efforts to secure passage of the bill
- Support Jackson area neighborhoods with understanding the dynamics of implementing and leveraging CIDs
N. Work with local merchants to open Healthy in a Hurry stores in underserved neighborhoods across Greater Jackson. 2016
- Identify neighborhoods in need of affordable, healthy food options
- Create a program for implementation of Healthy in a Hurry stores
- Identify resources for the program
- Market the program
- Launch the program
O. Proceed with development of a trolley service connecting Old Capitol Green to various Jackson attractions. 2013
- Support developer's efforts to fund and design route and service
- Identify sustainable operational funding source
- Launch and consistently optimize route and frequency of services
- Assess potential to leverage trolley as first link of regional light-rail system
P. Initiate discussions on expanding the boundaries that define "Downtown Jackson". 2014
- Build a coalition to assess the benefits of expanding district boundaries
- Determine the steps and processes required to formalize a new definition of downtown
- Officially delineate the new district
- Adjust all marketing, maps, guidebooks, etc., to reflect the new downtown boundaries
Q. Create a "livable centers" planning initiative for Greater Jackson downtowns and core districts. Years 6-10
- Identify appropriate activity centers for the program
- Research best-practice regional programs
- Design Greater Jackson's programs
- Resource planning and implementation awards
- Launch the program
- Fully support ongoing local efforts to implement livable center recommendations
R. Proceed with active development of the Farish Street Entertainment District. 2013
- Continue to support the project's developer with needed regulatory and incentives approvals
- Consistently integrate district development into tourism and community marketing
- Assist with marketing of the district to potential tenants
S. Commission a study for the funding and construction of a state-of-the-art Downtown Jackson arena. 2015
- Contract with a consultant to assess the opportunity, benefits, and risks of developing a new arena
- Conduct preliminary design on the building
- Hold a public funding referendum
- Finalize schematic plan, design and construction schedule for the arena
- Construct the arena
T. Implement focused revitalizations strategies for key Greater Jackson corridors. 2013
- Support implementation of existing efforts such as GO 80 and others
- Determine if additional corridor studies need to be developed
- Ensure projects are integrated into the CMPDD TIP
U. Assess the need to create a non-profit minority enterprise development corporation. 2014
- Outreach to minority-owned business owners and leaders to assess the need for and benefit of the corporation
- If pursued, research best-practice models to design/program the corporation
- Seek funding from public and private sources and hire staff
- Launch programs
V. Continue efforts to secure development of a convention hotel in Downtown Jackson. 2013
- Continue aggressive outreach to developers and chains
- Ensure consistent support of key local partners for potential incentives award for hotel developer
W. Enhance the visitor experience for blues music tourists. 2013
- Better leverage state's "Birthplace of America's Music"
- Program "blues weeks" at local music clubs/venues
- Create standalone Capital City Blues web page
- Expand blues history exhibits at local museums and cultural centers
- Improve way finding to historic blues sites
- Develop/host an annual Blues Festival
X. Increase awareness of and coordination between existing and small business services. 2013
- Collaborate with all partners on boosting awareness of programs/services
- Leverage these discussions to identify program development needs
- Work to develop resources to create and promote new programs
Y. Empanel a volunteer small business assessment board. 2015
- Outreach to execs, banks, and entrepreneurs to serve on Board
- Develop guidelines and meetings schedule for Board
- Connect Board with all regional SBD and entrepreneurship entities
- Promote Board's services
- Begin hosting Board meetings
Z. Enhance the availability of small business development capital. 2013
- Detail an inventory of existing funding sources
- Assess gaps in regional lending programs and work to address them
- Develop a regional Angel investors network
- Gauge potential to develop a Greater Jackson seed investment fund
- Capitalize and launch seed fund
AA. Provide more opportunities for entrepreneurial networking and co-work. 2014
- Research a design for an Entrepreneurial Networking Group
- Create the network
- Work with Network members to develop co-working spaces in region
BB. Develop a business-to-business and government-to-business sourcing program. 2014
- Research best-practice programs
- Design Greater Jackson's program
- Launch program
CC. Create a Jackson Area Manufacturers Council. 2014
- Determine whether the MMA's District 6 board can serve this purpose
- Optimize membership on the Council
- Work with Council members to develop a Strategic Growth Plan for the region's manufacturing sector
DD. Create a College of Arts and Design in Downtown Jackson. 2016
- Build momentum for development of school
- Form planning and resource committee
- Research other models to inform design of Jackson college
- Develop action plan for programming, funding, and construction
- Construct and launch college
EE. Develop a neighborhood resident leadership certificate program in Greater Jackson. Years 6-10
- Research best practices in other communities to inform program design
- Determine the program criteria and formalize the program design
- Launch and market the program
- Maintain contact with graduates to best facilitate their impacts on their neighborhoods