Bluegrass Tomorrow Strategic Master Plan 2009

Vision:
The Bluegrass Region will be recognized, both nationally and internationally, as a great place to live and work, through open communication and collaboration with all stakeholders who wish to participate.

Mission:
Through the InnoVision 2018 initiative, develop a Unified Regional Vision Plan focusing on quality of life innovations and retaining and recruiting creative talent.

Purpose of Organization:
Enhance quality of life in the Bluegrass Region by promoting careful planning of future growth and livability innovations through facilitation of partnership and the building of regional consensus among the public, private and corporate citizens of the 14-county Bluegrass Region.

Scope & Overview:
The Bluegrass counties of Anderson, Bourbon, Boyle, Clark, Fayette, Franklin, Garrard, Harrison, Jessamine, Madison, Montgomery, Mercer, Scott, and Woodford shall be considered the Bluegrass Region.

We have a strong asset base in this region, with the world-renowned horse industry and farmland as the centerpiece. We enjoy economic success, an affordable cost of living and housing, many great neighborhoods, and a myriad of recreational opportunities. We must build on those assets by expanding our parks and greenspace, protecting our precious bluegrass soils and environment, exploring transportation alternatives, promoting arts and culture, and creating a more diverse community.

Bluegrass Tomorrow’s InnoVision 2018 reveals that strong regions stem from these factors and the availability of highly educated, productive and creative people. For the Bluegrass Region to recruit and retain talented workers and to be attractive to Millennial Generation, we must offer and promote:

• Cultivate a vibrant region of arts, entertainment, sports and culture.
• Cultivate a strong sense of place rooted in landscape and architecture, vibrant downtowns, transportation alternatives, walk ability and trails, access to high quality outdoor recreational activities, and a diverse social scene and nightlife.
• Capitalize on our stunning Bluegrass landscape, environment and tourism opportunities, and preserve our unique natural and heritage resources.

Values

• We believe that Quality of Life and Economic Development are inextricably linked.
• We believe in planning and measured accountability for the future of the Bluegrass.
• We believe in preservation of precious bluegrass soils and irreplaceable qualities of the region such as the equine industry, heritage, cultural and natural resources.
• We believe that “open source collaboration” and partnership in our region is the key to achieving a unified vision.
• We believe that by focusing on retaining and recruiting creative talent and keeping our best and brightest youth is a key to our future in competing in a changing global economy.
• We believe that each of our communities in the Bluegrass Region is separate, unique, and special, but that in partnership we are “All Together Better.”
• We believe that developing and planning for a unified vision and a better quality of life in the Bluegrass is an important and unique role for Bluegrass Tomorrow.
• We believe that “well developed” means a respect for the environment and heritage, allows for walkability and transportation alternatives, incorporates greenspaces, creates unique places for people, offers housing choice and affordability, keeps community focus on our downtowns and neighborhood centers that are the hearts of our communities and yields home-grown economic success.
• We believe that “well preserved” means the continued growth and expansion of agriculture, especially our world famous equine industry that provides us with a brand identity matched by few regions, protecting the incomparable views from our roads, safe guarding our sensitive and fragile environment, and enhancing our unique architectural legacy.

Situation Assessment/ Organizational Analysis:

Bluegrass Tomorrow was formed in 1989 by a coalition of business and conservation interests to promote coordinated growth planning for the central Bluegrass Region of Kentucky on the premise that growth planning is the key to building and sustaining stronger communities.

The organization’s was originally deeply rooted in preservation issues, most notably preservation of the region’s horse farms and bluegrass soils, and in its second decade evolved into more of a “smart growth” planning organization focusing on developing great sustainable communities, vibrant downtowns, respect for the environment, transportation alternatives, housing affordability, corridor planning and enhancing our unique architectural legacy.

In 2006-07, the organization sponsored a study, implemented by Myron Orfield, on the regional economy and revenue sharing which resulted in the publication of the “Bluegrass Regional Economic Analysis” or (the Green Book). Two major government summits also took place as a result of this study. Some of the recommendations in the publication, especially related to revenue and taxation problems in Bluegrass communities, were unprecedented and, to some, controversial.

In 2008, in response to feedback from the summits and the revenue study, the organization implemented the “Bluegrass InnoVision 2018” study and report (the Orange Book) which studies trends and innovations in 22 similar metro regions with a flagship university at their core. This report is currently being presented throughout the regions to public, private and non-traditional sector groups with the goal of developing a series of recommendations on innovation opportunities, challenges and implications by November 2009.

The organization has a 19-member executive committee which meets bi-monthly, and a total board of directors of 60 members. The board will begin to meet in February, August, and December in 2009.

Goals & Key Performance Areas (in priority order)

1. InnoVision 2018 Presentations and Recommendations.
2. Fundraising and Membership Development.
3. Creating Value for Businesses and Communities Focusing on Regional Approaches and Solutions.
4. Preservation/Urban Renaissance.
5. Professional, Successful Events

Goal 1. InnoVision 2018
To build Bluegrass regional trust and consensus through “open source collaboration” with public and private organizations, agencies and the public through the dissemination and discussion of the results and findings of the InnoVision 2018 Report.

Objective: Craft a series of recommendations to address the opportunities and implications from the discussions of the InnoVision 2018 Report by the third quarter of 2009.

Theme & Tagline: InnoVision 2018 On The Road: From the Outside In… All Together Better! “An Open Source Collaborative Effort for a Unified Vision for the Bluegrass.”

Strategy 1: Contact and plan focus group discussions/ workshops/summits with the following non-traditional partners and stakeholders.

• Education sector led by regional presidents and upper administration of universities and colleges and secondary education superintendents and leadership.
• Economic Development sector led by members of the Bluegrass Alliance.
• Health and Human Services sector led by area hospital executives, United Way representatives , and other pertinent agencies (including housing & homeless expertise).
• Environment/Energy sector, led by executives of KU/E.ON, Columbia Gas, Bluegrass Energy, environmental/preservation organizations such as the Fayette Alliance et. al.
• Horse Industry/Agriculture sector including Horse Farm executives, Alltech and Farm Bureau leadership.
• Diversity/Arts/Cultural/Heritage sector including downtown organizations, arts organizations, diversity organizations, entertainment representatives, tourism commission & CVB representatives.
• Transit/Transportation sector, including LexTran, Ky. River Foothills, Bluegrass ADD et. al.
• Millennial Generation sector, including Leadership Lexington, Leadership Central Kentucky, LYPA, 30-30 organization et. al.
• Invite government agency representatives in each of the sector meetings.

Strategy 1A: Make presentations and seek input from four combined sector meetings with key leaders invited to each. Steve Austin and Rob Rumpke to prepare and make presentations. Goal to have these meetings finished in the first quarter of ’09.

• Education/Health Care/Human Services
• Economic Development/Horse Industry
• Environment/Energy/Transportation
• Diversity/Arts/Cultural/Heritage/Millennial Generation

Strategy 1B: Act on recommendations made at these meetings to host larger public summits/meetings for specific sectors and develop Action Teams for each.

Strategy 2: Make presentations and seek input and partnership from Chambers of Commerce in the Bluegrass Regional and other pertinent business and planning organizations.

Strategy 3: Make presentations and seek input from the following organizations: Commerce Lexington, Bluegrass Area Development District, Kentucky League of Cities, Kentucky Association of Counties.

Strategy 4: Make presentations and seek input from elected government officials in the Bluegrass Region.

Strategy 5: Utilizing Northern Kentucky’s Vision 2015 as a model, research and develop the concept of crafting a complete Bluegrass InnoVision 2018 strategic plan focusing on quality of life, livability, and workforce development and job creation by recruiting and retaining creative talent.

Goal 2: Fundraising & Membership
To develop a fundraising and membership development plan that “broadens the base” of current investment support.

Strategy 1: Develop Finance & Membership Committee with the focus of the overall financial health and stability of the organization.

Strategy 2: Develop a Membership Campaign for 2009 under the Finance & Membership Committee.

• Set Membership goals. Analyze current Membership. Develop Membership incentives.
• Organize Team Leaders and Team Members by County utilizing Board Members.
• Develop awards & incentives & celebration event.

Strategy 3: Begin Research & Development of an InnoVision 2018 Capital Campaign under the Finance & Membership Committee. This Campaign will fund “The InnoVision 2018 Plan,” assuming that the Plan becomes a reality.

• The financial focus will be on expanding the base in 2009 while the economy recovers, and have a Capital Campaign ready when recommendations are agreed upon and a InnoVision 2018 Master Plan (Goal 1, Strategy 5) has been developed.

Strategy 4: Begin Research & Development of other unique fundraising events, under the Finance & Membership Committee.

• a. Goal: To implement one new fundraising event in 2009. The challenge: to do something other than another golf tournament or dinner/dance with a silent auction.
• b. Continue to explore fundraising opportunities related to the development of the Traditional Roots Music Festival at “The Castle” in cooperation with Woodsongs and the Lexington CVB.

Strategy 5: Develop effective communications with membership, stakeholders and the public including: e-mail, e-newsletter, updated website, printed publications, dissemination of news information and stories to the media (Goal: Media Story/Article quarterly), and other pertinent communications and public relations initiatives.

Goal 3: Creating Value for Businesses and Communities Focusing on Regional Approaches and Solutions.
To develop strategies and support initiatives, focusing on regional approaches and solutions that will increase the value of Bluegrass Tomorrow to communities and businesses in the face of challenging economic times.

Strategy 1: In cooperation with Economic Development and Equine Industry Professionals and Organizations, pursue the business development opportunities that exist with the hosting of the World Equestrian Games, by cultivating the top equine professionals in the world who will be a part of these games.

Strategy 2: Take a leading role in the development of a new regional BGT Youth/Millennial Organization and youth summit focusing on retaining our best & brightest and attracting creative talent in the region… and development of a new Bluegrass “Create Here” creative class economic development initiative (perhaps in cooperation with Commerce Lexington and other professional youth/university organizations and high school leadership programs).

Strategy 3: Research & Development on a new regional “Industry Based/Hi Tech Academy” based on the workforce education needs of the top businesses in the Bluegrass top industry/business prospects in cooperation with our regional universities, training providers, and other education/workforce organizations. Note: Some work has already been done by the Richmond Chamber and the Bluegrass ADD on this concept. This could be a great new “innovation” collaboration project.

Strategy 4: Support Bluegrass Region Quality of Life/Development initiatives including:

• Alltech initiatives on attracting and retaining creative talent (Ky. Technology Fellows Program), and regional biotech agricultural opportunities to help achieve Pearce Lyons’ goal of the Bluegrass being the “Silicon Valley” of new biofeeds, biodiesel and agricultural products.
• Support the development of the Lexington Distillery District and the supporting TIF projects.
• Support Lexington Downtown Development Authority and Downtown Lexington Corp. on Vine St. Linear Park and TIF projects related to Center Pointe.
• Offer support and collaborate with Commerce Lexington & Bluegrass ADD on livability & quality of life projects.
• Support quality of life and livability projects in surrounding Bluegrass communities, ie. Historic preservation grants for Woodford Middle School et. al. in cooperation with regional governments and agencies.
• Support Tourism Development and Agri-Tourism Opportunities of the region ie. Richmond Battlefield et. al. in cooperation with the Lexington CVB and other regional tourism commissions.

Goal 4: Preservation/Urban Renaissance
To continue to advocate for and implement Bluegrass Tomorrow’s traditional vision for the region of “well-developed” and “well preserved” in harmony with the protection of the irreplaceable qualities of central Kentucky such as the equine industry, and heritage, cultural and natural resources.

Strategy 1: Development of Land Use/Planning Committee to consult with the executive committee on land use and design issues and projects.

Strategy 2: Offer support for the new Legacy Trail and Town Branch Trail projects and other new walking/hiking trail systems around the Bluegrass like Walk-Bike Frankfort et. al.

Strategy 3: Support of Property For Development Rights (PDR) Programs in other Bluegrass counties.

Strategy 4: Support of preservation and quality of life advocacy through the Central Kentucky Public Policy Organization, The Fayette Alliance et. al.

Strategy 5: Take a leadership role in the reduction of Carbon Footprint and development of Green Energy/Environment initiatives through cooperation with Lexington Fayette Urban County Government and other “Green” committees/organizations in the region. Focus on asking other city/county governments in the Bluegrass to set their own goals and objectives.

Strategy 6: Support and collaborate with other agencies/organizations involved in work on driving corridor improvements.

Strategy 7: Support vibrant downtowns in our region by working to expand arts, cultural, retail, dining and entertainment opportunities for people of diverse races, cultures, ages, abilities, incomes and family structures.

Goal 5: Events
To promote the vision and mission of Bluegrass Tomorrow through the development of dynamic, exciting, professional public events that are financially successful and regionally focused.

Strategy 1: Implement a program of Luncheons/Workshops in 2009. These luncheons will feature speakers focusing on projects and issues contained in this strategic plan. Goal: implement at least one in 2009.

Strategy 2: Develop Committee to be responsible for implementation of the 2009 Vision Awards Event and planning. Target: March/April

Strategy 3: Utilize the InnoVision 2018 Oversight Committee to plan a major event for the unveiling of the recommendations and plan. Target: Early November 2009.

Strategy 4: Work with Finance & Membership Committee to research and develop a new fundraising event in 2009, with the goal of generating $10,000 in new revenue for the organization.