Chapter 7. IMPLEMENTATION

Introduction  

The St. Mary Parish Comprehensive Plan serves as an initial step in achieving the Parish's desired vision for enhancing the regional economy and improving the quality of life of its residents. Through implementing the recommended actions in this plan, the desired land use pattern, thoroughfare development, parks and recreation enhancements and economic development initiatives envisioned by the residents, will be achieved.

The purpose of the Implementation Element is to provide direction and recommendations for updating and implementing the Comprehensive Plan. Included in this section is a summary of major actions from each plan element that are considered a priority over the next five years and are designed to aid in implementing St. Mary Parish's vision over the next 20 years.

STRATEGIES FOR IMPLEMENTATION

Maintain Citizen Involvement

Citizen participation has been a cornerstone of the process to create the Plan. It is, however, even more essential to ensure the success of the Plan. In order for the Plan to be successfully implemented it must continue to enjoy the support and understanding of the general public. To do this, both current and future leaders must pledge their support to maintain public involvement, awareness and commitment to the purpose and importance of the Plan.

Parish residents shared in developing the Plan's goals, objectives and proposals by participating in a Community Forum, public meetings and Advisory Committee meetings. The many ideas and comments contributed by citizens during the Plan's development were incorporated and shaped the resulting priorities and action strategies. Citizens should continue to be involved in implementation and maintenance of the Plan. Advisory committees, public meetings and community workshops, open houses and public forums, newsletters, media releases, and public notices should be used to inform and involve citizens in continued planning. Methods and activities for public participation should be carefully chosen and designed to achieve meaningful and effective involvement.

Quality is Key

The Plan is designed to improve and enhance the quality of life for current and future residents. It is meant to provide a standard of excellence by which future development, programs and activities can be measured. It is this level of quality that is highly desired by the citizens, whether it is in terms of community infrastructure, parks and recreation areas, neighborhoods, business areas, gateways and corridors, or simply the Parish's approach to its future.

Make Success Quick and Constant

A strategy used by successful organizations is to seek results early in the implementation process. By doing so, stakeholders are able to see the benefits of their involvement. Momentum is a result, which naturally solicits more involvement by persons desiring to be involved in a successful implementation program. In the strategic implementation plan provided below, there are various recommended actions that do not bear significant budgetary obligation. These programs and activities provide an immediate opportunity to make an impact on the community, and thus on the successful implementation of this Plan.

Solve Problems Creatively

In order to seek continuous improvement it is necessary to be creative and innovative in your approach to solving key issues and problems. It is this ability to overcome what may ordinarily be considered as obstacles that will demonstrate the Parish's willingness to achieve the community vision, including the use of creative solutions. An example may include a public-private partnership to seek objectives and results that may not be possible without a joint venture, such as the development of an otherwise constrained property.

Share Responsibility and Rewards

It is important to remember that the Plan was developed in the interest of all citizens and businesses in the community leading to a collective vision that is to the benefit of the whole community and not just to a few select stakeholders. It is this premise that must also be kept in mind in bearing the responsibility for key successes and in distributing the benefits and rewards of the Plan. By working together the community can achieve its vision, which is of benefit to all involved.

Integrative Planning

Opportunities for integrating the Plan's recommendations into other business practices and programs of the Parish are vital to widespread recognition of the Plan as a decision-making tool. For instance, the Plan's recommendations should be widely used in decisions pertaining to infrastructure improvements, proposed new development and redevelopment, expansion of public facilities, services and programs, and the annual Capital Improvement Programming and capital budgeting process. The Plan should be referenced often to maintain its relevance to local decisions and to support the decisions that are being made.

PLAN MAINTENANCE

The essence of the Plan is an implementation program that includes specific program recommendations and actions addressing each of the Plan elements. The products of the implementation program include a series of specific actions for each element of the Plan and linkages to implementation tools such as the zoning ordinance, subdivision regulations, other development-related ordinances, the Parish's annual budget process, longer-term capital improvements planning and potential bond financing, grant opportunities, and ongoing coordination with other public and private partners in Plan implementation.

Circumstances will continue to change in the future, and the Plan will require modifications and refinements to be kept up to date. Some of its proposals may be found unworkable and other solutions will continue to emerge. Needed refinements and changes should be carefully noted and thoroughly considered as part of Annual Plan Amendments and Five-Year Major Plan Updates. As changes occur, however, the Vision of the Parish should remain the central theme and provide a unifying focus. The Plan's importance lies in the commitment of citizens to agree on the region's purposes and priorities for the future, and to apply that consensus in continuing efforts that focus on the betterment of their community.

Since change is certain to occur, both the Plan and the Parish's implementation tools should be periodically reviewed and updated to ensure their effectiveness in achieving the desired vision, goals and objectives of the community.

Annual Plan Amendment Process

If zoning is implemented in the Parish a Planning and Zoning Department and Commission would be established and would be responsible for continuous monitoring and evaluation of the Comprehensive Plan. Annual Plan amendments will provide opportunity for relatively minor Plan updates and revisions such as changes in future land use policies, implementation actions, and review of Plan consistency with ordinances and regulations. Annual Plan amendments should be prepared and distributed in the form of addenda to the adopted Plan. Identification of potential Plan amendments should be an ongoing process by the Planning and Zoning Commission and Parish staff throughout the year. Citizens, property owners, community organizations and other governmental entities can also submit requests for Plan amendments. Proposed Plan amendments should be reviewed and approved by the Planning and Zoning Commission. The Planning and Zoning Commission and Parish Council should adopt Plan amendments in a manner similar to the Plan itself, including public hearings and consideration of action.

Annual Report of the Planning and Zoning Commission

The Planning and Zoning Commission should prepare an Annual Report for submittal and presentation to the Parish Council. Status of implementation for the Plan should be included in the Annual Report. Significant actions and accomplishments during the past year should be included as well as recommendations for needed actions and programs to be developed and implemented in the coming year. The time schedule for preparation and submittal of the Annual Report should be coordinated with the Parish's annual budget development process so that the recommendations will be available early in the budgeting process.

Major Plan Updates

Major updating of the Plan should occur every five years. These updates will ensure renewal and continued usefulness of the Plan for use by Parish officials, staff and others. Annual Plan amendments from the previous four years should be incorporated into the next major Plan update. Plan updates will be a significant undertaking involving Parish officials, Parish departments and citizens. Consultant services may be utilized if necessary.

As part of the major plan updates, the Parish should review and update the base data including population projections and existing land use. Additionally, the goals, objectives and policies of the plan should be analyzed and reviewed to determine their effectiveness and relevancy to current conditions. Goals, objectives and policies that were not previously achieved due to obstacles should be identified and as necessary new or modified goals, objectives and policies should be developed based on new base data, revisions to the anticipated time frame, specificity of objectives and actions and identification of appropriate implementation agency.

The result of the major Plan updates will be a new Plan for the Parish, including new identification of up-to-date goals, objectives, policies and implementation actions.

FINANCING

There are a variety of financing tools and techniques that are available to the Parish. These tools, under the right circumstances, may be used effectively to finance public improvements and to provide incentives to private businesses. Examples of financing mechanisms are included in each element of the Plan.

IMPLEMENTATION GOALS, OBJECTIVES AND STATEMENTS OF ACTION

As stated in previous sections, the Plan is first and foremost comprehensive. It identifies many factors related to future growth, analyzes the relationships between these factors, proposes what needs to be done about them, and recommends goals, objectives, and statements of action for using the Parish's resources in the most fiscally responsible and effective manner to achieve desired ends.

The identification of goals provides a basis for decision-making during both development and implementation of the Plan. Goals also help to promote consistency in Plan implementation as changes occur in development trends and the physical form of the community as well as in the Parish's elected leadership.

Goal 1: Be accountable to the citizens of St. Mary Parish for working toward the goals, objectives and actions set forth in this and future comprehensive plans.

Objective A: Establish policies and procedures to ensure conformance with and measure progress toward the goals, objectives, and actions of the Plan.

Action 1: Establish quarterly review procedures for individual Parish departments to prepare a report to Parish Council, concurrent with the annual budget process, on completed or initiated programs and improvements that are in conformance with the Plan.

Action 2: Require the Planning and Zoning Commission to prepare an annual report and recommended updates to the Plan and amendments to the land use policies, economic development initiatives and the thoroughfare plan.

Action 3: Require the Parish Council to review and adopt the plan bi-annually.

Action 4: Coordinate annually with municipalities in the Parish in identifying completed programs and identify revisions and updates to the policies, goals and objectives in the plan.

Action 5: Coordinate with other agencies including the Cajun Coast Visitors and Convention Bureau (CCVCB), Department of Natural Resources (DNR), Department of Environmental Quality (DEQ), and Corps of Engineers in determining the status of programs and initiatives.

Goal 2: Establish and maintain strong citizen and organizational support of the Plan to ensure continued updating and implementation.

Objective A: Continue to actively involve citizens in the long-range planning of "their community" to ensure consistency with community values and to create a constituency of citizens as advocates of well-managed and fiscally responsible development.

Action 1: Establish an ongoing Citizen Action Committee (CAC) to undertake special projects and coordinate citizen activities toward implementation of the Plan. Create special issue committees to manage individual projects and activities.

Action 2: Provide an annual report to the citizens of St. Mary Parish via the local newspapers or a newsletter regarding Plan accomplishments in the previous year, goals for the upcoming year, and recommended refinements or amendments to the Plan.

Action 3: Provide copies or summaries of the Plan to regional and local agencies.

Action 4: Cite the goals, objectives, and recommended actions of the Plan in other reports and studies, annual budgeting, capital improvement projects, other Parish programs, and development and redevelopment projects.

Goal 3: Develop and annually update a five-year Capital Improvement Program (CIP).

Objective A: Establish a formal capital improvement planning and programming process to identify, prioritize and schedule capital expenditures to be incurred each year of a fixed period of years.

Action 1: Establish a financial review process to assess the economic feasibility of projects, develop alternatives for financing improvements, and identify proposed sources of funding for all requested projects.

Action 2: Perform a management review to determine the conformance of each project with the fiscal policies and CIP goals established by the Parish Council and the relative priority of each project.

Action 3: Require Parish departments to develop project requests, including a detailed description of the improvement, its relative priority among other departmental improvements, and preliminary order-of-magnitude cost estimates.

Action 4: Appoint a CIP Coordinator to compile all project requests and to coordinate the review of projects.

Action 5: Establish a fiscal policy or a series of policy statements to create parameters regarding distinct limits on the amount of annual funding available and methods of financing.

Action 6: Establish CIP goals with the Parish Council, which are statements of Council intent.

Action 7: Establish an engineering review of cost estimates initially developed by individual Parish departments as well as evaluating the technical feasibility of proposed projects.

Action 8: Establish a planning review by the Planning and Zoning Commission to ensure conformance of proposed projects with the goals and objectives of the Plan.

Action 9: Develop a formal Parish Council process to review individual projects, projects that require special financing, and those that require multi-year financing.

Goal 4: Develop alternatives to finance and support the infrastructure improvements, programs and initiatives outlined in the plan.

Objective A: Routinely track and aggressively pursue external funding sources and identify other revenue methods that would be a good fit for St. Mary Parish without imposing an excessive debt or administrative burden on the Parish.

Action 1: Assign the responsibility of tracking external funding opportunities in every program area of Parish government to a representative of each Parish department, and appoint an overall coordinator for the Parish.

Action 2: Maintain good contacts with Federal, State and regional agencies, which oversee infrastructure funding programs, particularly the Louisiana Department of Transportation and Development.

Action 3: Provide periodic training for Parish staff involved in tracking funding opportunities through the World Wide Web and other resources.

Action 4: Continue to maximize funding participation of private developers to generate revenue for funding or recouping the costs of capital improvements, facility expansions and utility extensions that are necessitated by and directly attributable to new development.

Objective B: Utilize a Plan summary as a promotional tool for economic development prospects. Include the summary in relocation packets as well as part of business development proposals.

Goal 5: Revise existing ordinances and adopt new ordinances as necessary to implement the Plan.

Objective A: Establish a formal process for the periodic review and amendment of the Parish's Ordinances.

Action 1: Conduct annual reviews of the subdivision regulations and make amendments as necessary to conform to recent changes in law, common planning practice, and to accommodate local development trends.

Action 2: Assign Parish departments to identify and draft potential new ordinances that may be used to implement the Plan.

Goal 6: Ensure the availability of staff for implementing the goals, objectives and actions in the plan.

Objective A: Provide and fund for additional staff as necessary to achieve desired programs and initiatives.

Action 1: Identify department/staffing deficiencies and establish departments and hire staff as necessary to implement the programs and initiatives outlined in the plan.

IMPLEMENTING THE PLAN

The essence of the Plan is in the Parish's ability to implement its goals, objectives and policies through tools like subdivision regulations, zoning ordinance and a capital improvements process. In a continually changing environment, enforcement is a necessary action not only to preserve the character and integrity of established neighborhoods and nonresidential areas, but also to ensure sustainable quality development in the future.

Perhaps the most important method of implementing the Plan comes through a day-to-day commitment by elected and appointed officials, Parish staff, and citizens of the community. The Plan must be perceived as a useful and capable tool in directing the Parish's future. Plan elements should be displayed and available for ready reference by public officials, Parish staff, and citizens. It is this high visibility that will make the Plan successful, dynamic and a powerful tool for guiding St. Mary Parish's future growth and development.

The goals, objectives, policies and actions identified in the Comprehensive Plan will serve as basis for economic development in the Parish and in enhancing the quality of life of its residents. The plan should be used by Parish staff, elected officials, developers and citizens to help guide decisions related to future growth and development in the region and plan for capital improvements.

Plan implementation activities of the Comprehensive Plan include the following: 

• Land use decisions - Implementation will include use of the land policies in decision-making relating to zoning and subdivision approvals, to ensure that development and redevelopment are consistent with the Parish's Plan. The plan should be used to identify appropriate areas for development based on land use compatibility, infrastructure availability and environmental constraints. Policies in the land use element should be used to direct residential and nonresidential growth in appropriate areas.

• Existing regulations - Existing regulations and ordinances including the subdivision ordinance should be reviewed and updated to reflect the policies identified in the plan.

• Capital improvements - Capital improvement decisions should be consistent with the recommendations and policies outlined in the plan, such as the acquisition and improvement of parks and recreation areas as well as street and highway improvements in accord with the Parish's thoroughfare plan.

• Economic Development - Land use and economic development policies and strategies identified in the plan should serve as a basis for providing economic incentives and enhancing economic development opportunities in the Parish. Land use policies should be used in encouraging industrial and commercial development in appropriate and compatible areas.

• Private Property owners/developers - Private property owners and developers should utilize the plan in identifying appropriate areas for development, based on natural constraints, land use compatibility, and upgrading of transportation facilities and roadways. The plan should be used by local leaders in encouraging development that is compatible with the policies identified in the plan.

• Elected Officials & Staff - The Parish Council, Planning and Zoning Commission and Parish staff should constantly use the plan in guiding decisions regarding subdivision changes/revisions and in implementing the zoning ordinance. The Plan should continually be referenced in planning studies and zoning case reports as well as informal discussion situations. Proposals for new development should be consistent with the policies outlined in the comprehensive plan.

STRATEGIC IMPLEMENTATION PLAN

As a management tool that may be used day-to-day as well as over the course of several years, the following Five Year Strategic Implementation Plan is designed to provide the direction necessary to act on the Parish's vision. The key to implementing a Plan is to convert it into a strategic plan, which is defined as a Plan of Action.

To implement the goals and objectives described in the Plan elements, a series of proposed actions were developed. The action statements are the specific steps that are recommended to implement the Plan. Some proposals may call for the formation of a new committee or identify the need for a specific study. In addition to such "new" initiatives, the continuation of ongoing Parish policies and programs is recommended in many instances.

The implementation program includes recommended actions that were identified as being a priority over the next five years. While the proposed implementation actions are not legally binding they are important to the Plan's successful implementation and are a vital supplement to its goals and objectives. The proposed actions are organized into five categories: 

• Programmatic Initiatives - Programmatic initiatives refer to action statements that require development or implementation of a particular program. Programs can be implemented for each of the various elements of the Comprehensive Plan. Examples of programmatic initiatives include developing financial incentives and/or neighborhood programs to encourage the rehabilitation of homes and neighborhoods.

In comparison to other types of action statements, Programmatic Initiatives can have a significant range from inexpensive to very expensive. Cost is impacted by a number of variables, most particularly staff requirements and longevity of the program. Most programmatic improvements will be renewed annually based upon performance, impact and available resources. Programmatic initiatives are developed and maintained by a number of parties, including public, private and nonprofit entities.

• Regulations and standards - Regulations and standards refer to action statements that are met through changes in governance. Regulatory changes involve altering the existing code of ordinance. Standards impact ordinances, but are not necessarily a written component of an ordinance. Standards may also be voluntary, privately enforced or based on meeting a series of incentives. The costs associated with action statements related to regulations and standards are largely short term. Long-term costs come with added or reduced staff, hours, and capital required to implement changes. Examples of regulatory and standard based actions include the preparation of a zoning ordinance and identifying criteria for siting manufactured homes.

• Capital Improvements - Capital improvements involve all action statements in which development or revitalization of a physical element occurs. Capital improvements generally require some form of construction and can range from the development of a regional park, to the placement of new play equipment within the regional park. Like the scale of the project, the costs for capital improvements can also be broad, ranging from very expensive to limited. However, unlike programmatic improvements, that majority of expense is incurred at the outset for purchase and construction. This may include land, labor, equipment, or materials. Long term costs for capital improvements are generally related to maintenance. Capital improvement projects in the Parish include acquiring and developing additional parks and recreation facilities.

• Ongoing Coordination and Management - Ongoing coordination and management action statements are those that require continued efforts, often between organizations. Unlike many other action statements, most actions requiring ongoing coordination and management are relatively inexpensive, although staff resources are necessary to allow for meetings, monitoring results, preparing reports, and other management activities. Ongoing coordination and management actions can range from coordination between stakeholders to managing facilities and programs. While many of these action statements also include some programmatic, capital or regulatory improvements, the significant majority of the task involves ongoing coordination and management activities.

• Further Plans and Studies - Further Plans and Studies represents action statements that have established a need for further development in a specific area. Such plans and studies are supplementary to the Comprehensive Plan. Some should be considered as potential appendices of the plan while others represent separate and independent efforts. Action statements requiring further plans and studies may be broad and include the development of an ecotourism plan for the region or they may be more focused such as performing an annual condition assessment of existing parks. Some actions statements require significant added study in order to prepare for a programmatic, capital or regulatory improvement. In those cases, the action has been categorized under Further Plans and studies.

Compared to capital improvements and programmatic improvements, development of further plans and studies is relatively inexpensive. Because several action statements are far reaching, further studies and plans can be found in every element of the Comprehensive Plan.

Actions identified as being a priority within each of the five categories are shown in Tables 7.1 - 7.5. An "X" in the appropriate "Timing" column denotes the timeframe of each implementation action. The timeframe for each action is divided into three categories, including projects to be completed in 0—2 years, 3—5 years, and 5+ years. In many instances, ongoing programs and implementation actions that require continuous oversight are reflected with "Xs" in all categories, regardless of budgetary obligations. And, while some actions may not require a budgetary obligation, their timing may be more appropriate within the timeframes, which are appropriately denoted. The likely department, board or commission responsible for either initiating or carrying out an implementation action is identified in the "Dept/Agency" column. Additionally the appropriate funding source was identified in the "Funding" column. No time frame or responsible department/agency has been identified for those actions in the further plans and studies category because they require added study in order to prepare for a programmatic, capital or regulatory improvement.

Abbreviations identified in the tables for funding sources and responsibilities are shown below.

Responsibilities:

Funding Sources:

The first step to be taken following adoption of the Plan is to mobilize an implementation action committee. The membership of the committee may include key members of Parish staff; liaisons of the Planning and Zoning Commission and Parish Council; select members of the development and business communities; individuals from other public agencies and institutions; leaders from organized neighborhoods and civic groups; and residents of the Parish. The charge of this action group is to provide input into the implementation process to ensure the actions taken reflect the desires and priorities of the community and provide a balanced consideration of interests.

The implementation process will involve further determining, beyond what is identified in this element, what methods or programs will be used to implement the proposed actions, identifying which agencies/departments will be responsible for their implementation, estimating costs, identifying proposed sources of funding and establishing a time frame in which the recommended action will be accomplished. The implementation actions and process should be periodically reviewed to ensure they continue to reflect the community's desires and priorities.

Table 7.1
Programmatic Initiatives

Table 7.2
Regulations and Standards

Table 7.3
Capital Projects

Table 7.4
On going coordination and Management

Table 7.5
Further Plans and Studies

CAPITAL IMPROVEMENT PROGRAM

A Capital Improvement Program (CIP) is a five-year planning process that has a direct link to the Parish's annual budget and appropriation cycles. The Parish's annual Capital Budget puts the CIP into action. The first year of the Capital Improvements Program becomes the basis for the Capital Budget for that fiscal year, and the remaining four years are the long-term capital programming document. The CIP is updated annually. The current year is eliminated and another year is added at the end so that it will always be a five-year program.

The CIP process is a mechanism for analyzing the Parish's financial condition and projecting what it is likely to be in the near future. By undertaking a financial analysis as part of the CIP, the Parish is able to predict, with reasonable accuracy, its capacity to finance capital improvements after it has paid its basic operating expenses. Once this capacity has been identified, a fiscal program is developed. The financial analysis also estimates the impact that capital expenditures will have on the operating budget.

St. Mary Parish's Comprehensive Plan provides guidance for capital project selection and assignment of priorities. The Capital Improvements Program, along with the zoning and subdivision ordinances and official maps, is a device for implementing the long-range comprehensive plan. Therefore, the Comprehensive Plan should be used in developing the Parish's Capital Improvement Program to ensure it reflects the plan's recommended actions and proposals.

Capital improvements include facilities such as utility systems, public buildings, land acquisition, parks, streets and sidewalks, drainage, libraries and major equipment. These are items that may have a significant impact on the community and are often too expensive to be financed in the annual operating budget. The distinction between a capital expenditure and an operating expenditure is not always precise. Capital projects tend to be relatively expensive and are often financed by borrowing. They are non-recurring, meaning they do not occur every year, and they usually have a life expectancy of several years.

The Role of a CIP in Planning and Management

Preparation of a Capital Improvement Program involves difficult decisions. There are nearly always more worthwhile projects to consider than there are dollars to fund them. The CIP process must be well conceived and administered.

The Parish Council acts as the lead agency for drafting the capital improvements program under the direction of the Chief Administrative Officer. The Chief Administrative Officer, or an appointee, should serve as the program coordinator and set general guidelines for program preparation. It is up to the program coordinator to keep the process moving. The program coordinator does not have to prepare the CIP but must be involved enough to see that the program guidelines are followed; that information and forms are disseminated and collected; that meetings are held as needed; that deadlines are met; and that the Parish Council gets periodic progress reports. Coordination and cooperation are critical to the success of the CIP.

The CIP should be prepared within guidelines approved by the Parish Council. These guidelines may address such concerns as setting schedules; defining a capital project (setting dollar limits); setting a budget for program preparation, including use of private consultants; appointing a citizen advisory committee; determining the extent of public participation; and, establishing any other desired parameters. The guidelines should be clear enough to prevent confusion and delay, yet not so structured that they inhibit flexibility and innovation.

Steps for Establishing a CIP:

1. Initiate program;

2. Establish procedures;

3. Inventory existing capital facilities;

4. Establish criteria for capital expenditures versus operating expenditures;

5. Determine status of previously approved capital projects;

6. Prepare project requests;

7. Perform financial analysis and prepare financial program;

8. Review project requests;

9. Prepare and review CIP proposal;

10. Adopt CIP;

11. Adopt and monitor capital budget; and,

12. Review and revise CIP and capital budget.

ECONOMIC DEVELOPMENT ACTION PLAN

The implementation strategies set forth in Table 7.6 - Economic Development Strategies reflects findings from an intensive field effort, an analysis of a vast amount of economic and demographic data, a review of past studies and plans, interviews with local civic leaders and elected officials, representatives from business and industry, the academic community, state agencies, local organizations devoted to community betterment, financial institutions and other organizations in St. Mary Parish. Many of the issues facing St. Mary Parish reflect economic and demographic trends taking place at the regional, state, national, and even international levels. This Action Plan for implementation focuses on what St. Mary Parish can do by itself, given the requirements of the highly competitive, rapidly changing and evolving global economy.

St. Mary Parish offers its residents the gorgeous bayou scenery, laid-back lifestyle and abundant recreational opportunities that make the region appealing to so many people. Historically, employment opportunities within St. Mary Parish enabled the region's residents to enjoy decent wages that supported a family and owning a home. Most residents, while certainly not wealthy, were nonetheless comfortable and participating in the American Dream. In the past several years, however, the combination of uncertain economic times, trouble in some of the region's key industries-most notably oil and gas and sugar cane-increased reliance on local government to provide services previously funding through state and federal entities and new competition from the Port of LaFouche have dealt St. Mary Parish some harsh blows. As unemployment rises and layoffs increase, the competition for a shrinking pool of jobs intensifies and it becomes harder for small entrepreneurs to make a go of their fledgling businesses. No longer can parents be confident that their sons and daughters can find opportunities in the local area; the older generation may also be seeking work.

St. Mary parish recognizes that it needs to take steps to boost the local economy, augment the tax base and increase local employment opportunities for its residents. Improving quality of life is understood as a way of securing competitive advantages when it comes to attracting new businesses to the region and encouraging existing ones to stay. Given the fiscal constraints that challenge most local governments and private sector entities today, the task at hand is identifying cost-efficient strategic actions that will position St. Mary Parish to meet the demands of the 21st century.

These efforts will not take place in a vacuum, however. St. Mary Parish today reflects the cumulative impact of myriad physical, social, economic and political characteristics and events which, in turn, embody a set of issues and opportunities to be addressed: how St. Mary Parish can mitigate its weaknesses and capitalize on its strengths to expand the local economy and keep it a vibrant and enjoyable place to live.

The economic development strategies in these pages call for specific public and private sector responses to the issues facing St. Mary Parish today. Among the premises reflected here: 

• St. Mary Parish needs to establish a coordinated economic development delivery system.

• These strategies will be meaningless unless St. Mary Parish maintains its current momentum, including the consensus that economic development is important and worthy of resources.

• The economic forces affecting St. Mary Parish are dynamic, not stagnant. Economic development practitioners in the area must remain flexible and preserve their ability to respond to situations and opportunities as they arise, rather than remain governed by pointless adherence to any single plan of action.

Right now, St. Mary Parish does not have the staff resources to implement economic development initiatives and coordinate with other entities engaged in parallel pursuits. The first order of business is: 

Goal 1: Establish a Parish Wide Institutional Framework for the Delivery of Economic Development Services.

St. Mary Parish needs to create an organization charged with the specific economic development responsibilities set forth in this plan as well as others that may arise requiring immediate attention. The major areas of responsibility can be briefly summarized as follows: Business Retention and Expansion, Business Attraction and Marketing, Quality of Life Issues, and Technical Assistance. The Parish should also continue to benefit from the services of the Economic Development Steering Committee assembled to help create this Comprehensive Plan.

Objective A: Create an organizational framework that facilitates parish-level supervision, accommodates the participation of elected and appointed officials as well as members of the private sector and is legally entitled to received contributions and grant awards.

Action 1: Create an Economic Development department within St. Mary Parish reporting directly to the Chief Administrative Officer. The current Committee will take on an advisory role but remain intact and involved with economic development initiatives and related decisions affecting economic development activity in the Parish, including work programs set forth for professional economic development practitioners hired by the Parish.

The group, hereafter referred to as the St. Mary Parish Economic Development Advisory Committee, may supplement its membership to incorporate additional perspectives as needed to fulfill its functions and adopt other governance policies as it sees fit, while continuing its policy of strict adherence to the principals of open government. Members are likely to include the Mayors of each jurisdiction, the Parish President, and school board representatives as well as people engaged in the major St. Mary Parish industries and business associations.

Action 2: Create and sign an inter-jurisdictional agreement to fund economic development activities as follows: The Parish make an initial contribution for operating expenses of $100,000 annually to be matched on a population-apportioned basis by each of the jurisdiction.

Action 3: Create a sub-committee structure to deal with major issues at hand as detailed in the following pages. The committees should also include a group charged with addressing port/river issues and a group charged with addressing education issues. Sub-committees can include people who are not serving on the St. Mary Parish Economic Development Advisory Committee.

Action 4: Hire a qualified, professional economic development practitioner.

Action 5: Obtain office space for the economic development organization at both ends of the Parish.

Goal 2: Retain Existing Business and Encourage Expanding Businesses to Grow in St. Mary Parish.

Most job creation takes place in existing companies as they grow and expand. Conversely, job losses occur as local companies fade or move out of the area.

Objective A: Help St. Mary Parish companies increase business volume.

Action 1: Help local firms compete for state and federal contracts by assembling a list of local businesses which produce goods or supply services procured by the state and federal government, distributing information describing the procurement processes, subscribing to electronic procurement bulletins, and notifying firms when pertinent opportunities arise.

Action 2: Create a database on St. Mary Parish firms to promote local procurement, provide the information needed to match local companies together for mutual benefit, and publish a directory for distribution during outreach meetings.

Action 3: Create strike teams that focus on core St. Mary Parish industries: private sector industry-specific councils devoted to sharing information designed to help local companies compete supplemented by collecting and disseminating research on new growth areas and improvements in process, product and business technology (much of which will also be of interest to other parish firms).

Objective B: Disseminate information on a regular basis using a variety of media including e-mail and web site content.

Action 1: Establish an annual outreach program to keep companies apprised of available assistance and training programs, respond to ongoing problems, identify potential new supplier relationships, and otherwise provide on-going services to existing businesses. Note: should involve members of the private sector.

Action 2: Identify and market existing economic development resources (e.g., job training, export assistance, Small Business Administration programs, etc.) aggressively, using techniques that recognize that companies tend to learn via word-of-mouth and that efforts need to be continual-newsletters, features or a column in the local paper, meetings, etc.-since a one-shot promotional effort won't suffice when it is human nature to ignore information that is not currently relevant.

Action 3: Provide a clearinghouse for information on Louisiana and federal regulations affecting existing and new businesses. When appropriate, offer seminars on compliance standards, e.g., obligations under the Americans with Disabilities Act, OSHA, etc. and, when appropriate, make calls to regulatory agencies on companies' behalf to clarify questions.

Goal 3: Reduce the costs of doing business for St. Mary Parish enterprises.

Objective A: Reduce the costs associated with business expansion and increase government efficiency without sacrificing service quality.

Action 1: Pursue funding for Revolving Loan Funds through state and federal (EDA) sources.

Action 2: Work with lenders to identify ways to make capital more available by establishing a committee (including financial consultants, bankers, etc.) to investigate using loan guarantees, letters of credit, incentive-based lending to help local businesses grow.

Action 3: Streamline the permitting process and establish a unified utility hook-up center to facilitate one-stop shopping.

Action 4: In the absence of a formal Council of Governments, investigate the potential for achieving economies of scale and other savings through inter-jurisdictional cooperation on service provision, purchasing, enforcement, etc. Note: if successful, these initiatives could lead to a seminar on the benefits and mechanisms of consolidating jurisdictions featuring outside (impartial) speakers and elected officials from communities that successfully consolidated.

Action 5: Take advantage of the Mayoral representation and interest in economic development to launch coordinated inter-jurisdictional campaigns on quality of life issues, e.g., school quality and litter.

Goal 4: Diversify the St. Mary Parish Economy.

Objective A: Reduce St. Mary Parish's dependence on a few critical industries to modulate their impact on the economy and flatten boom-bust cycles.

Action 1: Analyze supply chains (local firms' suppliers and customers) to identify prospects, encourage local businesses to extol the virtues of a St. Mary Parish location, and provide candidates with personal attention and promotional materials.

Action 2: Develop an intensive program (an Institute for Entrepreneurs) that provides instruction on the full range of subjects that must be grasped to start a successful business, featuring a mix of academic instruction and "tales from the front" told be successful entrepreneurs. Note: This action offers many opportunities for joint sponsorship.

Action 3: Improve ties to Louisiana's overseas offices, which work with foreign companies considering investing in the state, to ensure that they are continuously reminded of St. Mary Parish's strengths and appeal and rely on its people to staff their outreach missions.

Action 4: Improve ties to the state's economic development practitioners, particularly those responsible for the clustering initiative, who should be provided with amply information showing how St. Mary Parish's attributes dovetail nicely with their recruitment objectives.

Action 5: Recruit businesses owned and operated by former residents and vacation homeowners to the region.

Action 6: Determine materials, products, components or service needs not met locally by surveying businesses periodically about their procurement areas and use the results to provide qualified entrepreneurs with a potential idea and a ready made market

Action 7: Establish a matchmaking program to pair entrepreneurs with sound ideas that lack the expertise or time to manage a business or prepare/implement marketing plans, production systems, packaging designs, and product presentations with those who do, working in concert with SCORE.

Goal 5: Gather and communicate information about St. Mary Parish business opportunities.

Objective A: Ensure that any interested party can easily obtain accurate information about doing business in St. Mary Parish.

Action 1: Become information brokers on topics of interest to new and expanding businesses, e.g., zoning, the permitting process, available buildings and sites, etc. by developing and maintaining relationships with area commercial brokers and local planning department staff.

Action 2: Establish and maintain current core statistics describing the available markets, area demographics, workforce characteristics and other pertinent information on the web and in a format that is easy to update.

Action 3: Coordinate with other organizations marketing the region to visitors and business prospects, including the region's public and private tourism promotion organizations.

Action 4: Launch an effort to identify what makes St. Mary Parish distinct and create an associated image and identity program for use by the region's jurisdictions.

Action 5: Create a set of attractive marketing materials which set forth information of interest to relocating forms, for example, basic demographic and economic data, major local employers, educational resources, quotes from happy local CEOs, availability of industrial sites and programs, infrastructure availability, utility costs, rail/port information, financing programs, elements describing St. Mary Parish's quality of life, etc. These materials should be professionally prepared and available on the web and printed in a form that enables them to be periodically updated. These materials can then be provided to prospects and sent to firms selected as part of a targeted marketing campaign.

Action 6: Develop programs to garner publicity and market through target mass channels,

Action 7: Create a strike team composed of government officials and representatives of the private sector willing to host key prospects and/or travel to visit them in support of St. Mary Parish economic development efforts.

Goal 6: Address factors affecting quality of life in St. Mary Parish.

Objective A: Make St. Mary Parish a more attractive place to live and address negative perceptions with action.

Action 1: Identify gaps in the menu of things to see and do (e.g., restaurants, retail, entertainment, recreation, etc, and recruit businesses and/or entrepreneurs to provide them, paying particular attention to local businesses operating successfully in other small Louisiana markets.

Action 2: Create a school-business alliance to address parity issues, incorporate work skills (e.g., reliability) into the curriculum and strategize ways to provide missing after-school activities, e.g., soccer.

Action 3: Quantify and address housing affordability issues, as discussed elsewhere in this plan.

Objective B: Improve the appearance of St. Mary Parish through a combination of action, enforcement and incentives

Action 1: Begin a campaign to beautify and maintain publicly owned spaces, including those controlled by state and federal agencies.

Action 2: Motivate property owners to upgrade the appearance of the built environment in private hands.

Goal 7: Increase the leadership capacity in St. Mary Parish.

Objective A: Launch a deliberate effort to nurture leadership that recognizes that people are St. Mary Parish's most valuable resource.

Action 1: Expand the annual leadership development program and encourage it to take on projects that support economic development objectives, e.g., an anti-litter campaign.

Action 2: Use a committee structure to elevate the stature of knowledgeable competent people in the service of making progress on economic development issues and increasing their visibility, e.g., create an inter-organizational group to address port/river issues.

Action 3: Facilitate partnerships between organizations as a means of spreading the work, the credit, and the network of talent devoted to economic development issues.

Goal 8: Increase interaction between St. Mary Parish and Educators via the School Business Alliance.

Objective A: Provide the leadership, support, and assistance necessary to establish a positive, working partnership between educators, the business community, students and parish to help graduates enter the world of work prepared to meet the challenges of a global economy. This, in turn requires an educational system where all students—regardless of race, gender, creed or disability—have access to a full range of educational and career development opportunities, preparing them for high-skilled, high-wage careers and giving them the tools necessary for lifelong learning.

Action 1: Empower the School Business Alliance (see Action 2, Goal 6 above) to convene a business-education summit with the following three objectives: 

• Develop a clear Education Improvement Agenda with strategies to attract broad-based support from corporate leaders, elected officials and major business organizations.

• Identify business leaders interested in becoming more actively involved in improving the quality of education in St. Mary Parish.

• Mobilize corporate and business organization resources and political influence to achieve the long-term Education Improvement Agenda.

In future years, the Summit can evolve into a forum for checking progress on the Agenda. These meetings could feature knowledgible speakers, testimonials from St. Mary Parish students and business people, etc.

Action 2: Create a mentor program to teach youth about work ethics and responsibility, increase their self-esteem and improve their attitudes toward education, attendance and finishing their degrees. Beyond the satisfaction of helping youth sample careers and find the best match between their interests, values and abilities, benefits to the business community include: 

• Enhances community image;

• Promotes products and services;

• Pre-qualifies candidates for future employment;

• Employee satisfaction and loyalty.

Students gain: 

• Increased career awareness;

• Exposure to workplace culture, processes and technology;

• Improved communication skills, school attendance and academic performance;

• Better relationships with peers, family and other adults;

• Decreased hostility and risk for drug use.

Action 3: Promote collaboration between businesses and educators by teaming them together for a multi-day observation and research experience. The exchange provides opportunities for educators to participate in workplace experiences to increase their understanding of the skills, knowledge and attitudes needed by students for successful employment and, conversely, enables business partners to spend time at the educator's workplace to meet with students and staff.

Table 7.6
Economic Development Strategies