Vision:   Develop a unified regional vision focusing on land use, job growth and quality of life innovations.

Mission:  The Bluegrass Region is, and shall continue to be, a great place to live and work; recognized locally, nationally and internationally.

(Vision & Mission Statements are explained in depth in our values statements that follow)

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 are separate, unique, and special, but that in partnership we are “All Together Better.”

• We believe that “well developed” means a respect for the environment and heritage, allows for walk ability and transportation alternatives, incorporates green spaces, 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 an unparalleled brand identity, protecting the incomparable views from our roads, safe guarding our sensitive and fragile environment, and enhancing our unique architectural legacy.

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 Bluegrass Region. 

Scope:  The contiguous Bluegrass Counties that surround Fayette and all other central Kentucky counties that wish to participate, including the 18 counties of the 6^th Congressional District and the Bluegrass Area Development District.

Overview:  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 green space, protecting our precious bluegrass soils and environment, exploring transportation alternatives, promoting arts and culture, and creating a more diverse, inclusive community.

Bluegrass Tomorrow believes 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 the Millennial Generation and a 21^st Century economy trending towards Mega-Regions we must:

• 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.

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 and conservation issues, most notably preservation of the region’s horse farms and bluegrass soils.   In these years, Bluegrass Tomorrow focused on promoting comprehensive planning and was responsible for brainstorming and beginning the original discussions on property for development rights (PDR) and created the Bluegrass Conservancy.

In its second decade, Bluegrass Tomorrow 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.

Bluegrass Tomorrow published “Tools for Implementation of a Planned Regional Vision” in 1995 and the “Bluegrass Corridor Management Planning Handbook” in 2000.

In 2006-07, the organization sponsored a study, hiring noted regionalist Myron Orfield and his company Amergis, to study the regional economy and revenues in local governments, 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.

In 2008, in response to feedback from the summits and the revenue study, the organization implemented the “Bluegrass InnoVision 2018” Report (the Orange Book) which studied trends, data points, and innovations in 22 similar metro regions with a flagship university at their core.  This report was presented and discussed in 2009 to over 1,200 regional stakeholders who participated in focus groups, work sessions, and two summits.  The Top 10 Innovations To Advance the Bluegrass were the result.

The organization has a 19-member executive committee which meets bi-monthly, and a total board of directors of 55 members.  Half of those full board members are from outside Fayette County.  The executive committee invites a member to serve from each of the contiguous counties.

Now, as we move into a new era for Bluegrass Tomorrow our strategic planning efforts will focus on: “Tradition, Transition, and Transcendence” as we prioritize together innovations to advance the Bluegrass.

2010-11 Goals & Key Performance Areas

(KPA’s)

The following five KPA’s were prioritized from the InnoVision 2018 Top 10 Innovations to Advance The Bluegrass.

1. Young Professionals Diversity Council

2. Regional Equine/Agricultural Initiative

3. “Bluegrass GreenVision” Energy Efficiency & Environment Initiative

4. Conservation Corridors Initiative

5. Early Childhood Education Focus

Goal 1.  InnoVision 2018  Top 10 Innovations To Advance The Bluegrass.

Objective:  Facilitate discussions and meetings for each of the Top 10 Innovations gathering the stakeholders and organizations who may have the expertise to take action.

Strategy 1: Seek input from elected government officials, leaders and stakeholders on the Top 10 list.

a.       President/CEO is to meet

with County Judges & Mayors of the region .

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

Strategy 3:  Publish a Vision Report in the fourth quarter on 2010 to act as an annual report on progress, update data points, and other pertinent information.

Goal 2:  Bluegrass Tomorrow, after achieving broad-based support from the region, will advance and take action on five key initiatives from the Top 10 List.

2A. Diversity/Young Professionals Council/Creative Talent Development.

Objective: Continue to work with and facilitate BGT’s Young Professional Diversity Council to mentor young professionals to make the right connections and develop the proper network to make a difference and have a say in how the Bluegrass Region advances.

Strategy 1. Work with the Council to partner with planners of the Creative Cities Summit on the development of a young professionals component to the conference.

Strategy 2.  Plan a follow-up Young Professionals Diversity conference or summit, perhaps in conjunction with BGT’s Vision Awards event in the fourth quarter.

Strategy 3.  Through the Council,

facilitate meetings and discussions to develop regional expansion of a minority leadership & scholarship program.  Based on the Black Males Working Academy (First Baptist Church Bracktown).

Strategy 4.  Through the Council continue to pursue the “Wireless Cloud” concept, by utilization of the LFUCG/U.K. model, and introducing that model to other cities in the region (initially) that have colleges & universities.

Strategy 5.  Through the Council

begin to address the opportunity for a regional calendar of events and a system of regional way finding signs for cultural and heritage tourism.

Strategy 6.  Through the Council feature a mentor/community leader to each meeting and examine other volunteer, stewardship, and BGT-related fundraising projects for young professionals.

2B.  Regional Equine/Agricultural Initiative

Objective:  Through regional collaboration, promote and protect our signature equine/agricultural industry in the Bluegrass.

Strategy 1:  Facilitate discussion and collaborate with the Kentucky Thoroughbred Association, the Kentucky Thoroughbred Owners & Breeders Association, the University of Kentucky Equine Initiative, the Kentucky Equine Education Project, Farm Bureau, Commerce Lexington, county and city governments, and other possible partners, to develop a “Regional Equine/Agricultural Initiative,” or authority, to take action on the recommendations from the LFUCG Equine Task Force.

A.  Extend invitations to agricultural agents and agricultural leadership in surrounding counties to attend special Equine/Agricultural Council meetings to gauge their interest and ask for their input on collaboration.

Strategy 2:  When broad-based regional consensus is reached on Strategy 1, proposed initial focus will be to cultivate VIP’s, CEO’s, and key equine stakeholders from around the world who will be attending the World Equestrian Games. Focus is to make friends and promote the Bluegrass as the best place in the world for developing new equine business.

Strategy 3:  Research & Development on a Equine/Agricultural re-investment/succession project. Identify farmers who would be open to outside investment due to age of owners, or other reasons, to save the land and discourage sale for development through shared ownership. Work with banks & financial institutions on new reinvestment products.

Strategy 4:   Focus on tourism opportunities and initiatives and support the new Bluegrass horse farm trail project being developed by KTA et. al. with the future focus of marketing central Kentucky for equine and agritourism as the Nappa Valley does with wine and vineyards.

2C.  Bluegrass GreenVision:  Local Action Planning for Energy Efficiency & Environment. 

Objective:  To develop a program consisting of “Green” local action plans that will result in sustainable internships and jobs in Bluegrass counties. 

Strategy 1.  Continue to cultivate and develop the contractual relationship between BGT and the Bluegrass Area Development District on this project.

Strategy 2.  Continue to develop the partnerships with Bluegrass Pride, the U.K. Tracy Farmer Institute for the Environment, Bluegrass Greenworks, and energy suppliers (including Kentucky Utilities, Bluegrass Energy, East Kentucky Power, Columbia Gas, Delta Natural Gas, et. al.) in the region.

Strategy 3.  Develop a regional Bluegrass GreenVison Steering Committee, which will have oversight responsibility for the entire project.

Strategy 4.  Facilitate public charettes in each Bluegrass county, seeking public input into the development of new “Green” plans.

• Phase 1:  Harrison, Scott, Woodford, Franklin, Anderson, Mercer.

• Phase 2:  Montgomery, Estill, Powell, Nicholas, Clark, Madison, Lincoln, Garrard.

Strategy 5.  Develop Bluegrass GreenVision Steering Committees in each county that is made up of professionals with energy and environment expertise, solid waste coordinator, school superintendent and/or representative, UK cooperative Extension agents, representatives of city and county governments and business leaders.

Strategy 6.  Create a “Bluegrass GreenVision Sustainability Alliance” of companies, school districts, governments, etc. who agree to participate in energy efficiency and local and regional goals.

Strategy 7.  Develop a culminating event in each county, when a plan is presented; and a Bluegrass Goes Green Conference event for the region.

Strategy 8:  Work with Bluegrass Green Works on collaboration and partnerships with the Bluegrass Green Guide, and the Bluegrass Green Expo.

2D.  Conservation Corridors Initiative Linking Preserves & Trails and corridor planning and scenic view shed protection on key central Kentucky roads.

Objective:  Develop a regional vision and facilitate planning which develops linkages for greenways, trails, bikeways environmental preserves; as well as corridor planning and view shed analysis.

Strategy 1.  Create a Conservation Corridors Planning Committee, which will include representatives from the Bluegrass Conservancy, the Bluegrass Area Development District, Fayette Alliance, Rural Land Management Board, Farm Bureau, LFUCG and other regional agencies and governments.

Strategy 2.  Identify regional elected officials, stakeholders, agencies and organizations and discuss the benefits of, and obstacles to, building on the distinctive environmental resources of the region and access to those resources.

a. Educate and increase public awareness on the benefits of preservation of, and access to,  private property (direct or adjacent).

b. Educate state, county and municipal transportation agencies and public organizations to create an awareness of need for public access (sidewalks, bike paths, conservation corridors, greenways, et. al.)

Strategy 3.  Initial steps may include efforts to link areas currently under protection and identify and inventory trails, preserves and other areas deemed important for their ecological characteristics including habitat, water quality and biodiversity, and scenic beauty.

Strategy 4.  Work with county planning officials (when comprehensive plans are under review) to consider extending  linkages of trails and greenways in the LFUCG Greenway Master Plan into adjacent counties.

Strategy 5.  Research & Development on scenic view shed analysis and corridor planning on such roads as U.S. 68, U.S. 60 and U.S. 25, U.S. 27, U.S. 127, U.S. 421 and others that may need analysis.

Work with other partner agencies to encourage a corridor view shed analysis study.

Strategy 6.  Research & Development on the vision of developing a Kentucky River Trail, connecting existing preserves.

2E.  Regional Education Analysis.

Objective:  Bluegrass Tomorrow shall act as a regional conduit to create a unified voice for advocacy, awareness and issues related to education, and especially early childhood education, in the region.  We believe all children and adults of the region deserve access to resources, an exceptional lifelong learning environment, and the opportunity to succeed.

Strategy 1:  Develop an end product “white paper” with an inventory and comparative analysis of all existing educational assessments, issues, research, organizations, agencies, and information available with the goal of developing regional recommendations for the Central Kentucky Public Policy Organization, state of Kentucky, Federal Government, local school boards and others.

            a. Develop an exploratory group meeting to include Commerce Lexington, United Way, Bluegrass Area Development District and other key educational stakeholders of the region including university presidents and superintendents to gauge interest, and need, to move forward with white paper project.

Goal 3.   Fundraising &  Investment

Objective:  To develop a fundraising and membership development plan that “broadens the base” of current investment support.

Strategy 1:  The Finance & Investment Committee will focus on the overall financial health and stability of the organization.

Strategy 2:  Finance Committee to explore the feasibility of new funding streams from projects contained in this plan.

1. Consider giving investors the option of crediting a gift to and one of the four new key performance areas: 

1)  Young Professionals Diversity, 2) Regional Equine Initiative, 3) “Bluegrass Goes Green” Initiative, 4) Conservation Corridors and Linkages Initiative.

2. Implement grants research and development, and identify additional resources to research grant opportunities, in areas of “green” energy, environment, youth, diversity, equine, conservation, and land use planning.

3. Pursue other contractual opportunities for Bluegrass Tomorrow relating to our mission, vision and our key performance areas.

4. Identify other organizations that may have an interest in supporting specific initiatives contained in this plan.

Strategy 3:  Consider other unique fund-raising events, projects for implementation.