SECTION A.
ECONOMIC DEVELOPMENT
The
Economic Development Subcommittee was established to gather information and
evaluate the current status of economic development in Lee County, Iowa and
provide recommendations to the Lee County Board of Supervisors through the
Comprehensive Plan Steering Committee report.
Along with our
agricultural base, the strength of the county depends upon the health of its
cities. Therefore the county has a vested interest in its cities growth and
prosperity.
Einstein once said,
"You can't change current problems with current thinking, because
current problems are the result of current thinking." With this in mind,
the subcommittee on economic development has worked hard to plot a new course
to bring about needed change in a direction compatible with the needs of our
cities and citizens.
It is imperative that
our economic development leaders show respect for and draw upon the
experience of all of our business owners and managers within Lee County to
achieve long-term success in reaching our goals.
This committee was
privileged to have the opportunity to visit with the Mayors and City Councils
of Keokuk, Ft. Madison, Montrose, Donnellson, and West Point. The information
gained is included in the minutes of these meetings attached, and are an
integral part of this report, along with the survey done by the Comprehensive
Plan Steering Committee. The subcommittee has approved the following vision
for Lee County Economic Development.
OUR VISION
- Lee County WILL be an economically progressive
center for retail, industrial, and professional development, as well as
tourism.
- The County WILL
promote employment, educational, recreational, and transportation
opportunities to its citizens.
- The business infrastructure WILL be assisted with
the cooperation of county government agencies and systems.
The overwhelming
response from the citizens surveyed and the cities interviewed was that
Economic Development is the top priority of our county. To promote this
occurrence, the county must address the following areas:
- Highway and road improvement.
- Monetary assistance
- Promote collective collaboration with its city,
state and federal representatives.
- Strive to minimize taxes
- Grow economic leadership
- Lee County must work in collaboration with SCC
to develop leadership training.
- Utilize available experience; hire the rest
- Organize and promote regional tourism
opportunities
- Facilitate the growth of new value added
agricultural opportunities in Lee County
The county should
consider establishing a goal of a specific percentage of growth over a
specific number of years in which to measure its progress.
In our evaluation of
the survey and information gathered with the cities, we were able to identify
23 needs and strengths, which have a commonality for the cities. Ten of these
are as follows.
- Most cities offer TIFs and tax abatement, or
plan to, as well as urban revitalization, and demolition for reclamation
through LAJP funds.
- All of the cities have a mature work force in
the mid 40's age range.
- Most consider themselves having strong school
systems available to them.
- Most need more retail and restaurants.
- All are experiencing increased traffic flow due
to new highway growth and increased tourism.
- Most have land to develop or are in the process
of developing.
- Small towns need to finish or start
comprehensive plan and needs assessment.
- Most listed lack of local ownership of industry
as a factor in lack of control over input to assisting job retention and
growth.
- Several supply in-house support to local
industry.
- Almost every community has a successful
festival, fiesta, fair, rodeo or reenactment supported by strong local
volunteers, which draw visitors to their communities and give each
community a sense of ownership and pride.
The thirteen remaining
needs and strengths have been established as our goals for the county. We
have utilized the list of 1-9 above throughout these goals to develop a plan
of action.
1.
GOAL: To explore benefits
and implementation of value added agriculture in Lee County.
OBJECTIVE: For Lee County to be a leader in
implementation of this new area of opportunity for investment and job
creation.
STRATEGY: Lee County, in conjunction with all
agricultural city leaders, Lee County agribusiness leaders, ISU and the
extension office in Donnellson should explore areas where Lee County can
participate and seek investment in this growing area. A task force should be
formed to set this in motion. Support of agribusiness (i.e. industries like
Roquette and ADM) is a must to insure benefit to those working in this area
already.
2.
GOAL: To
establish economic development (job creation, retention, commercial and
industrial growth) as the TOP PRIORITY of Lee County.
OBJECTIVE: To provide opportunities for our
citizens to make a living, stimulate investment in Lee County, and provide a
better quality of life with a higher standard of living.
STRATEGY: Lee County must provide monetary
assistance to the cities for development of projects of opportunity related
to economic development as stated in the GOAL. Grants that capture outside
funding to enhance these funds, or participating city funds should be a
prerequisite. County funds can then be used to offset matching funds needed
to capture grants, which on average provide 50% of a project's cost. By
investment in the cities, the county will not only stimulate growth but also
promote collective collaboration with the cities. This cooperation through
the experience gained will help to grow economic leadership, which is needed.
If the experience is not available to pull together a specific project
between the county and city, the county should obtain the needed experience
by contracting it for the project. The county should assist with grant
applications for the cities when required.
3.
GOAL: To
establish a coordinated countywide marketing group inclusive of the cities.
OBJECTIVE: To utilize the entire collective power
of Lee County and its cities to promote our county within and outside our
borders for investment in and location of retail, commercial and industrial
growth.
STRATEGY: All of our cities and county recognize
the necessity for a coordinated approach to marketing to benefit all in Lee
County. Given the fact that there is a cost for a professional and concerted
effort, and if the county shows a willingness to invest in the cities as
stated in GOAL #2, the cities for the privilege of obtaining county funding
for special projects, should be willing to contribute a prorated amount
(based on population) toward a county-wide Economic Development Commission to
promote the county as a whole, including the cities. The contributions by the
cities
would allow them to
place a representative on the commission to oversee the direction of the
commission and protect their investment so that they receive an equal chance
at any opportunities, which come available when they have what the potential
interested party is looking for to locate within the county. This countywide
development group should be inclusive of all contributing communities as well
as the current and established economic development groups within the
county. All contributing members will
have an equal voice and vote. Contributions by the cities will give them
incentive to remain active participants in the process.
The County Economic
Development group should set up quarterly meetings with the designated
representatives of each city to discuss and evaluate the progress of the
County Economic Development Commission, as well as allow a forum for the
cities to update the commission on their progress in meeting their goals. The
issue of the vacancy for the county Economic Development Director position
must be resolved.
4.
GOAL: To
improve the volume and success of Lee County and its cities in obtaining
State and Federal grants for outside funding in all areas of need.
OBJECTIVE:
To provide a
central core and experienced group capable of writing grant applications for
any governmental entity within Lee County.
STRATEGY: Currently no governmental entity
within Lee County consistently has staff performing this function. Some rely
on their economic development group to perform this function on an ad hoc
basis. SEIRPC also performs this function for the cities on occasion, but
does not handle all types of requests due to the volume of requests they
receive. It is in the best interest of the county and its cities to obtain
all outside funding possible. Therefore if the county can work with existing
staff to establish a core group to gain the knowledge to perform this function
the volume and success rate will increase, and the entire county will
benefit.
5.
GOAL: To increase housing
and commercial space availability.
OBJECTIVE:
To maintain and
increase residency within the county and provide for commercial opportunities
to be established and expanded.
STRATEGY: Primarily in our smaller communities
there is no housing for rent or sale or commercial space available. In our
larger communities there is housing and commercial space but it either needs
to be rehabilitated, demolished and reclaimed, or has an absent owner
unwilling to maintain or rent so a new venture can be given the opportunity
to maintain. Several of our cities
already have plans being activated or still in the planning stage. Other
communities have no plans to address this issue. It is in the county's best
interest to involve them when requested by the cities in solving each issue
one by one. The county should lend support to the cities with collective
collaboration on this issue.
6.
GOAL: To
control and reduce tax rates as well as utility, sewer, water and gas rates.
OBJECTIVE: Economic development
occurs best when costs are controlled and competitive.
STRATEGY: Lee County Government can set a good
example by beginning a feasibility study on consolidation of county services
into one location for cost savings. Developing higher usage of the internet,
mail, and fax to provide the same services with convenience to our citizens
at a reduced rate should affect the county tax rate by elimination of waste and
duplication. This problem goes beyond county government however. Several of
our cities are experiencing high utility and gas rates. All of our cities
have excess capacity on water, sewer, electric, and gas. In this regard, West
Point has provided a shining example for all of the cities and county to
compare themselves to and learn from. They have kept their tax and utility
rates in these areas under control by taking control of the issues. We
recommend that the county in cooperation with the cities when possible
explore collective cooperation to drive down costs of taxes, electricity and
gas for the entire county by imitation or by establishing a cooperative to
negotiate and purchase these basic services at reduced rates when possible.
With an addendum to this report we have included maps showing existing gas
line locations and size throughout Lee County to be utilized by prospective
industrial and commercial companies interested in expansion and relocation
within Lee County.
7. GOAL: Organize and promote regional
tourism opportunities.
OBJECTIVE:
To capitalize on the increased tourism expected, and the tourism that
can be generated by drawing attention to our assets.
STRATEGY: The parks, recreation, lifestyles and
tourism subcommittee is making recommendations to the county board for
improvements to our product as well as promotion of our county. The Economic
Development Subcommittee endorses this effort because of the impact that this
area can have on economic development. Opportunities for growth in this area
are significant, and improvement and promotion of any site within our county
affects all of Lee County. Communities with existing CTB (convention and
tourism bureau) must not be eliminated but should be worked with to achieve
our goals.
8.
GOAL: To
increase the turn of the dollar in Lee County and reduce leakage, (goods and
services purchased outside Lee County by Lee County residents).
OBJECTIVE: Promote development of commercial
services, entertainment opportunities as well as fulfilling all of the basic
needs of our citizens that are currently purchased outside our county.
STRATEGY: Once again West Point is a good
example of a community that provides many of its citizens needs. Providing
these services and supplies controls leakage. Many of our other communities
do as well in specific areas. All of our communities can do more. We suggest
that the county obtain an up to date assessment of where the leakage is
occurring and work in a cooperative way with the communities to identify and
address each issue. Keokuk Main Street program, as well as SEIRPC, and the
Iowa Department of Economic Development are resources for this information.
9.
GOAL: Provide
Industrial Park and Industrial Incubation facilities. (An Industrial
Incubation facility is a facility owned either privately or publicly to house
start-up companies that share the facilities common features i.e. loading
docks, copier, fax, restrooms etc. for a flat per square foot fee. The fee is
then used to offset the cost of maintenance of the facility).
OBJECTIVE: To provide space for our communities
to be able to capture opportunities for industry when they become available
in this highly competitive market.
STRATEGY: By working with our communities to
help them develop industrial parks and incubation facilities for light
industry, we will have a better chance of capitalizing on opportunities for
retention and creation of new industry. Monetary assistance from the county
is needed here. Keokuk is the only community with an industrial park with
space available.
10. GOAL: County intervention on
Montrose opportunities and special needs.
OBJECTIVE: To assist this small community in
development of their resources.
STRATEGY: Montrose has special needs. Three
properties on their main river road have been abandoned and need to be
reclaimed, possibly cleaned up and utilized. They also have need of
development of the riverfront area and park, which these three properties
adjoin. They also need to establish a boat dock. With these improvements they
would be able to establish opportunities to capture boaters and campers to
their area. The IDNR needs to be contacted in conjunction with the city to
see what can be done as well as to gain control of the three properties for
city use. Grant application and assistance with funding is needed. Why do all
this? Because what affects one of our
communities affects us all. They are a prime location for improved
recreational activity
to fill a need our
county has. Their history and location to the Mormon Temple as well as their
view of the Temple are the single best in our county. They represent an
opportunity to improve our tourism offering and they need our help. Nothing
however should be forced upon them, merely offered. All help offered should
be done with full consultation of the Mayor and City Council of Montrose.
This can be done in coordination with existing CTBs as well.
11. GOAL: To consider capitalizing
on Keokuk's unique airport.
OBJECTIVE: If a regional airport concept is ever
considered by Lee County, Keokuk Airport should be considered.
STRATEGY: Keokuk has the largest airport in Lee
County. It is rated the #1 general aviation airport in Iowa. Any opportunity
to capitalize on this asset in the future should be pursued. Any
consideration of entering into a cooperative agreement with any community for
a regional airport should consider and take into account this asset and that
it is located within Lee County. Keokuk just received $350,000 to finish the
Instrumental Landing System (ILS). This improvement for instrumental landing
in bad weather is unique to a general aviation airport and will enhance this
opportunity even further.
12. GOAL: To assist our communities
in pursuit of better telecommunications.
OBJECTIVE: To improve service to business and
residential customers for better economic development opportunities.
STRATEGY: The County has been addressing this
issue with the cities on the federal level. This cooperation and activity is
very positive and is encouraged to continue.
13. GOAL: To train and assist local
entrepreneurs.
OBJECTIVE: Stimulate commercial
growth from within.
STRATEGY: The County in conjunction with the
cities and economic development commission should provide an ongoing program
for training local entrepreneurs and help with start up information where
applicable. Many organizations are doing this currently, however better
communication of what is available is needed and should be implemented
countywide.
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