DRAFT GOALS and STRATEGIES -- EWGThe source of the content of this draft is an E-mail attachment transmitted by Taylor Ladd on November 26, 2019. The work group's previous draft is available at http://connectedcommunity.net/hhi/OPEWG.xmlEconomy Work GroupEWG_4e1b15fa-8e49-11e9-ad10-a39f1e1ca46fJayme LopkoSubmitter_74cb4b98-10bc-11ea-b5f9-e5bd0683ea00To revitalize and modernize the economy_74cb4d00-10bc-11ea-b5f9-e5bd0683ea00AccessTo continue to improve access to HHI._74cb4dbe-10bc-11ea-b5f9-e5bd0683ea001InfrastructureEncourage providers to design and build consistent infrastructure coverage throughout the island to stay cost competitive and provide an attractive economy._74cb4e5e-10bc-11ea-b5f9-e5bd0683ea001.1Note: a. Strategy 1.1 could include options to minimize service interruptions, provide a current coverage map, provide government subsidy/incentive for infrastructure, and emphasize importance of technology on economy. An additional topic discussed was having the Town install the infrastructure and lease it back to providers to ensure equal coverage and access. TransportationConsider diverse transportation options for alternate means of access to the Island._74cb4ef4-10bc-11ea-b5f9-e5bd0683ea001.2AirportContinue to work with Beaufort County to modernize and revitalize the Hilton Head Airport._74cb4f8a-10bc-11ea-b5f9-e5bd0683ea001.2.1Beaufort CountyNote: b. Strategy 1.2.1 could include options such as complete construction of new terminal building, increase flights, carriers, and destinations from HHI Airport, and consider HHI airport an asset for growing business travel, telecommunting market, and (corporate) hospitality segment of economy. Other items discussed regarding this topic include implementation of sound barriers and recognizing the impacts on real estate in proximity to the HHI airport.Public TransportationWork with transportation partners to increase options for public transportation throughout the region to attract workforce and visitors._74cb502a-10bc-11ea-b5f9-e5bd0683ea001.2.2Marine-Based TransportationEvaluate options to integrate marine-based transportation into the transportation network._74cb50c0-10bc-11ea-b5f9-e5bd0683ea001.2.3Note: c. Strategy 1.2.3 was included to encourage the Town to continue to evaluate options like ferry service to improve access to HHI and surrounding areas. The Work Group acknowledges the past efforts and potential concerns but felt that this option should continue to be evaluated.Business AttractionTo attract more diverse business, specifically those with high intellectual capacity and a small footprint._74cb5156-10bc-11ea-b5f9-e5bd0683ea002Economic DevelopmentStrive for sustainable economic development that meets the needs of the present without compromising the ability of future generations to meet their own needs._74cb51f6-10bc-11ea-b5f9-e5bd0683ea002.1TelecommutingConsider incentives to promote telecommuting or working from home._74cb5296-10bc-11ea-b5f9-e5bd0683ea002.2Note: a. Strategy 2.2 could include promotion of the Island’s quality of life and as a great place to live/work/play.Economic OpportunitiesCollaborate with existing organizations to market and expand upon Hilton Head Island’s diverse economic opportunities._74cb5340-10bc-11ea-b5f9-e5bd0683ea002.3Designated Marketing Organization (DMO)Beaufort County Economic Development CorporationSouthern AllianceDon Ryan CenterSmall Business Association(including SCORE)Note: b. Strategy 2.3 could include organizations like the Town’s Designated Marketing Organization (DMO), Beaufort County Economic Development Corporation, Southern Alliance, Don Ryan Center, Small Business Association (including SCORE), etc.Start-UpsFoster and encourage new business start-ups._74cb53e0-10bc-11ea-b5f9-e5bd0683ea002.4Business Start-UpsBusiness DiversityLeverage Hilton Head Island’s unique attributes to attract more diverse businesses._74cb548a-10bc-11ea-b5f9-e5bd0683ea002.5BusinessesNote: c. Strategy 2.5 could support the Excellence Work Groups’s strategy for HHI to create a Center for Excellence.Growth & AestheticsTo manage evolving growth while maintaining Hilton Head Island’s unique aesthetics._74cb557a-10bc-11ea-b5f9-e5bd0683ea003RedevelopmentStrive for sustainable redevelopment that preserves the environment and brings economic benefits._74cb573c-10bc-11ea-b5f9-e5bd0683ea003.1Note: a. Strategy 3.1 could include options like reuse of raw materials, design buildings and surrounding areas in a multi-functional manner, and introduce new energy concepts to increase efficiency.Demographics & Economic TrendsMonitor demographics and economic trends to remain current with emerging changes._74cb5804-10bc-11ea-b5f9-e5bd0683ea003.2Aging StructuresIdentify areas to monitor aging structures to target for potential redevelopment._74cb58b8-10bc-11ea-b5f9-e5bd0683ea003.3Commercial StructuresEncourage revitalization of existing commercial spaces/structures through flexibility or incentives for redevelopment._74cb596c-10bc-11ea-b5f9-e5bd0683ea003.4Note: b. Strategy 3.4 could include targeting off-island capital for investment.Vacant Structures & InfrastructureRepurpose existing vacant structures and infrastructure._74cb5a16-10bc-11ea-b5f9-e5bd0683ea003.5HousingEncourage a variety of housing types to meet the needs of the population._74cb5aca-10bc-11ea-b5f9-e5bd0683ea003.6Appearance StandardsConsider adopting appearance standards to showcase the Island’s unique character and history._74cb5b88-10bc-11ea-b5f9-e5bd0683ea003.7Note: c. Strategy 3.7 could include items like revitalization standards, historic protection, and preservation of natural assets including trees.Arts, Culture & HistoryContinue to support arts, culture, and history opportunities that contribute to the unique character of the Island._74cb5c32-10bc-11ea-b5f9-e5bd0683ea003.8TourismTo explore, understand, prepare for, and adapt to the future of tourism._74cb5ce6-10bc-11ea-b5f9-e5bd0683ea004DMOWork with the Town’s DMO to prepare for and adapt to the future of tourism._74cb5da4-10bc-11ea-b5f9-e5bd0683ea004.1Designated Marketing OrganizationSeasonalityConsider options to decrease seasonality and use shoulder seasons to make Hilton Head Island a year round destination._74cb5e62-10bc-11ea-b5f9-e5bd0683ea004.1.1Note: a. Strategy 4.1.1 could include options like exploring alternative tourism products such as entertainment, arts, culture & heritage, ecotourism, outdoor recreation, culinary, and livability/lifestyles to expand tourism options as well as educating the public about the history of the island and building on what works now that visitors desire.Tourism DiversityDiversify tourism while protecting the natural environment._74cb5f7a-10bc-11ea-b5f9-e5bd0683ea004.1.2Note: b. Strategy 4.1.2 could include options like attracting industries driving leading edge environmentally friendly building and residential styles and marine related businesses.Demographics & Economic TrendsMonitor demographics and economic trends to provide options that meet needs/market demands._74cb60a6-10bc-11ea-b5f9-e5bd0683ea004.1.3Tourists & ResidentsStrive for a balance between tourism and resident economy._74cb616e-10bc-11ea-b5f9-e5bd0683ea004.2TouristsResidentsNote: c. Strategy 4.2 could include opportunities to educate residents and developers on the value of tourism.BrandingCollaborate with organizations to market globally a clear brand of Hilton Head Island and what makes the Island unique._74cb634e-10bc-11ea-b5f9-e5bd0683ea004.3Note: d. Strategy 4.3 could include attracting businesses and residents for live/work/play, not just visitors.Arts, Culture & HistoryContinue to support existing arts, culture, and history organizations through ATAX funding, while encouraging future growth opportunities._74cb642a-10bc-11ea-b5f9-e5bd0683ea004.4Arts OrganizationsCulture OrganizationsHistory OrganizationsPopulationTo attract and support a diverse/dynamic local population._74cb64f2-10bc-11ea-b5f9-e5bd0683ea005Note: a. Goal 5 resulted from merging two goals from the previous presentation, both dealing with the population of the island (young professionals and the aging community).Young ProfessionalsBuild relevance to young professionals._74cb65c4-10bc-11ea-b5f9-e5bd0683ea005.1Young ProfessionalsRemote WorkEmbrace technology to allow opportunities to work remotely or from home._74cb672c-10bc-11ea-b5f9-e5bd0683ea005.2AgingFoster an economy that includes support for a healthy aging population and allows for aging in place._74cb6812-10bc-11ea-b5f9-e5bd0683ea005.3RetireesAging PopulationNote: b. Strategy 5.3 could include support for retirees and the aging population with regard to housing, services, transportation, education, recreation, and healthcare.Young PeopleTo be an excellent community with a vigorous economic environment that attracts young people or incentivizes them to stay and thrive as adults economically, socially, emotionally and physically._74cb68ee-10bc-11ea-b5f9-e5bd0683ea005.4Young PeopleNote: c. Strategy 5.4 could involve expanding or improving education opportunities in the region and providing job opportunities for young people. Note: d. Strategy 5.4 could also include encouraging business that would attract young families and utilizing specific attributes about the island like our unique attractive setting, housing availability, and quality education as incentives.Medical CareRecognize the expanding needs of specialty medical care in the region._74cb69ca-10bc-11ea-b5f9-e5bd0683ea005.5Note: e. Strategy 5.5 could include options for the Town to partner with organizations to bring more specialty medicine to the area.Retirees & VolunteersLeverage the deep experience and skills of retirees and their volunteerism to publicize the human capital on the Island._74cb6aa6-10bc-11ea-b5f9-e5bd0683ea005.6RetireesVolunteersWorkforceTo have a high quality, sustainable workforce_74cb6b78-10bc-11ea-b5f9-e5bd0683ea006Workforce HousingEnsure the development of workforce housing through effective incentives._74cb6c54-10bc-11ea-b5f9-e5bd0683ea006.1Note: a. Strategy 6.1 could include using Town-owned land for housing, allowing conversion of commercial space to housing, lower fees, increasing permitted density or allowing bonus density, and options for partnering with organizations.Education & TrainingCoordinate with educational institutions/agencies to meet the educational and training needs of Island’s population and workforce._74cb6d30-10bc-11ea-b5f9-e5bd0683ea006.2Seasonal WorkforceConsider the impact of the seasonal workforce on the economy._74cb6e16-10bc-11ea-b5f9-e5bd0683ea006.3Seasonal WorkforceWages & BenefitsInvestigate the feasibility of a Town wage and benefit survey to ensure diverse jobs with competitive wages._74cb6f7e-10bc-11ea-b5f9-e5bd0683ea006.4Business AttractionAttract businesses that create jobs that will provide careers with a future._74cb70be-10bc-11ea-b5f9-e5bd0683ea006.5VeteransMilitary RetireesNote: b. Strategy 6.5 could include businesses that tap into retired military/veterans to build the workforce.Transportation OptionsEvaluate transportation options for the off-island workforce._74cb71ae-10bc-11ea-b5f9-e5bd0683ea006.6Off-Island WorkforceNote: c. Strategy 6.6 could include looking at options for employer provided incentives.Competitive AnalysisCompare Hilton Head Island against other similar governments to evaluate and respond to regional business and employment competition._74cb729e-10bc-11ea-b5f9-e5bd0683ea006.72019-11-222019-11-27http://connectedcommunity.net/hhi/StaffDraft/EWG.xmlOwenAmburOwen.Ambur@verizon.net