机遇蓝图

• 安东尼·安德鲁斯，Twenty23
• Rosana Chaidez, n.n.B. 方便的
• Katie Conner, Virginia 旅游 Corporation
• Ben Copeland, Lynchburg City Schools
• Kenny Craig, Liberty University
• Michael Elliott, Centra Health
• Jeff Fedorko, Riverside Runners
• Wes Fugate, Randolph College
• Rex Geveden, BWX Technologies, Inc.
• Jamie Glass, Lynchburg Regional Business Alliance
• 肯尼斯·汉考克，美国.S. 管
• Todd Irby, Innovative Wireless Technologies
• Elizabeth Narehood, Central Virginia Community College
• Pat Price, Churches for Urban Ministry
• Mort Sajadian, Amazement Square
• Sally Selden, University of Lynchburg
• 迈克·谢得勒，太平洋人寿
• Dustin Slightham, 434年营销
• 杰夫·汤普森，C.B. Fleet, A Prestige Brands Company

A blueprint for opportunity is devised by and for the community it serves. While data analysis is important to determining trends, 优势和挑战, input from 当地企业 and employees gives this analysis much-needed context. By providing a platform for community members to share their expertise and new ideas, we hope to generate a universal understanding of economic opportunity among public, 私人, 以及政府合作伙伴. This process of convening local stakeholders is reflective of our broader mission to build meaningful relationships between industry players, service providers and anchor institutions. Our conversations with the following groups represent the beginning of a long-term effort to foster community engagement.

To arrive at a firm understanding of the City’s many 优势和挑战, we at the 林奇堡市 hosted a series of roundtable discussions on a detailed list of topics. Over the course of the interview process, we gave equal voice to public stakeholders, 私人 partners and community service providers. 加强我们的努力, 我们找来了史蒂文·斯图罗, a nationally recognized economic development 策略 consultant who has advised and collaborated with more than 50 cities, 大学, 开发人员, nonprofits and Fortune 500 companies to build more creative, innovative and inclusive communities. Our efforts also tapped into the expertise of the following key players:

• 指导委员会. The steering committee consisted of Economic Development Authority (EDA) members, 当地企业, 主要的雇主, 大学 and entrepreneurs. The group met monthly to determine the overall direction of the project and offer advice on benchmarks, 研究的结论, 集群优势, 目标行业, 策略, 愿景与实施. As champions of the City’s economic development 策略, these members will spearhead its execution alongside the Office of Economic Development and 旅游 and other City departments.

• City Council and the Economic Development Authority. Conversations with the Lynchburg City Council helped to define the factors influencing today’s economic development efforts. The Council also weighed in on the 林奇堡市’s unique challenges as an independent city and helped identify various benchmarks. 前进, these leaders will continue to provide input for our economic development 策略 and help identify resources needed to support the plan. As elected and appointed community members, they serve as a direct line between the Lynchburg Office of Economic Development and 旅游 and the public.

• Startup and Entrepreneurship. We met with local entrepreneurs, small business support organizations and founders of 当地企业 to consider what makes the 林奇堡市 a unique environment for entrepreneurship. In addition to identifying certain action steps, our conversation pinpointed target clusters that have demonstrated the greatest need for talent or capital.

• 行业. Our conversation with Lynchburg’s leading employers focused on the factors influencing development across industry sectors. In addition to discussing the City’s advantages, including its skilled workforce and engaged business community, we addressed various challenges such as a lack of transportation or airport connectivity, insufficient talent pipelines and real estate constraints.

• 人才引进. We met with workforce development professionals, k - 12教育工作者, local employers and members of the creative class to discuss what makes 林奇堡市 an appealing place to live and work. Our conversation centered on methods of talent attraction and retention, particularly with regard to creating “boomerang” citizens (those who return to the city where they once lived). 另外, we focused on ways to improve Lynchburg’s skills pipeline by connecting 当地企业 to workforce development opportunities.

• 旅游与场所营造. Our tourism and placemaking session convened tourism officials, Destination Marketing Organization (DMO) representatives, 餐厅的老板, 历史遗迹经营者, recreation companies and downtown promoters. 在一起, they discussed how to leverage Lynchburg’s “quality of place” assets to drive economic development. Participants also addressed obstacles to making Lynchburg an ideal destination for tourists.

• Neighborhoods and Urban Renewal. Our conversation on neighborhoods and urban renewal convened local real estate professionals, community 开发人员 and planners, 以及社区倡导者. Their discussion recognized 林奇堡市 as a collection of neighborhoods that requires a 策略 for inclusive prosperity, which prioritizes the needs of all citizens.

LYH’s inclusive and prosperous future is built upon six values:

• 机会. We commit to economic opportunity for all residents and enterprises.
• 创新. We invest in the ideas and enterprises that create tomorrow’s solutions.
• 协作. We build value-added collaborations among partners, businesses, and organizations.
• 弹性. We prepare for long-term economic health and sustainability.
• 包容. We promote a sense of belonging and connection for all residents.
• 公共投资. We invest in quality of place and community well-being to support job creation and
  吸引投资.

The growth of existing businesses, anchors and destination assets are our number one economic development priority. An estimated 70 percent of all jobs are created through the expansion of local companies. These companies and organizations are already invested in the 林奇堡市 and are essential players in building long-term inclusive
prosperity that ensures LYH recovers from the economic and community impacts of the COVID-19 pandemic.

We will achieve success by:

• Building effective relationships and resources to develop and grow existing businesses and destination assets
• Delivering the support small businesses need to achieve long-term sustainability and resilience
• Engaging anchor institutions to achieve shared goals

LYH has a unique natural and built environment to support business growth. 然而, we must continue to invest in site development to 吸引投资 to the city and provide jobs in a post-pandemic future. The City must also cultivate and leverage its authentic community and cultural assets to drive destination development and attract
访客回到龙城.

We will achieve success by:

• Examining sites and infrastructure, including redevelopment opportunities, needed to drive business location
  决定
• Providing tools to leverage investment by new and existing companies
• Driving revenue through destination development, meetings, and sports tourism

Economic development is only as powerful as the story it tells, especially during a time when communities are battling head-to-head for talent and investment. To be competitive in a post-pandemic future, LYH must communicate a compelling narrative that demonstrates the city’s strong sense of culture, 社区与骄傲.

We will achieve success by:

• Implementing a city-wide brand and marketing campaign
• Promoting LYH as an attractive destination by curating experiences for residents and visitors
• Investing in quality of place, enhancing the image of LYH as a place to live and work