2017-2019 Strategic Plan

The three-year strategic plan provides an opportunity to reposition the role of EDC, facilitated by new leadership and evolving effective economic development practices, to focus on the tri-part goal of “growth, prosperity, and inclusion.” (A. Liu, Brookings Institute, 2016.) EDC seeks to advance Lancaster County’s economic development to more fully realize the County’s potential (growth) – sustainably over time (prosperity) – to benefit the community as a whole (inclusion).

2017 EDC Work Plan Summary

Strategy 1: Intentionally cultivating, retaining, and expanding industry.

• Develop outreach target lists for 2017 visits/calls specifically in the areas of live events, food processing, and major employers
• Articulate clear processes for prospect inquiries focused on successful outcomes and efficient use of time/resources
• Engage EDC members and business community more effectively in business retention and expansion
• Strengthen EDC’s local marketing, messaging, and communication

Strategy 2: Influencing and/or leading systemic responses to specific opportunities and threats to economic growth and stability.

• Advance the Boroughs Collaborative to grow investment and redevelopment
• Further the linkage between economic development, land use, and transportation
• Actively participate in the effort to advance a County-wide local clean water strategy, helping to secure additional funding support and developing a coordinated County approach
• Understand/become competent and potentially pursue economic development financing tools beyond the EDCF current portfolio
• Contribute to workforce development needs through engagement with the Workforce Development Board, the STEM Alliance, and the Lancaster Chamber of Commerce

Strategy 3: Providing and analyzing robust economic information as a core foundation to strengthen the regional economy.

• Operationalize the Center for Regional Analysis consistent with the business plan and grant award agreements
• Advance the inclusion of economic information to key planning exercises, including Places2040 and the 283/230 corridor evaluation
• Participate in advancing and strengthening the Prosperity Indicators

Strategy 4: Aligning and growing EDC’s competencies, resources, and tools to reflect its strategic priorities and to strengthen financial sustainability.

• Relocate to 115 E. King Street
• Strengthen engagement of members and volunteers
• Pursue funding opportunities that align with Strategy 2 initiatives
• Ensure adequate training of existing staff