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<br /> f5"~6 <br /> -3 - <br /> were instrumental or supportive in starting or attracting the business, <br /> 1. Maifltain figures on locations with data from employers, tax appraisal district <br /> and other sources. <br /> 2. Publish results on an ongoing basis. <br /> Goal No.4: Retain or expand 250 jobs. <br /> Strategy- Maintain close contact with existing employers in order to learn where the <br /> Chamber and EDC can be of direct assistance in retaining jobs that could be lost, <br /> or creating jobs through local expansion, <br /> Action: <br /> 1. Improve relationship with local manufacturers and other employers by <br /> stepping up site visits and phone calls. <br /> 2. Increase advocacy role on behalf of local employers, with direct contact, <br /> intervention and assistance in dealing with federal, state and local agencies. <br /> . <br /> 3. Assist employers seeking gap or expansion financing, employee training, <br /> sites, suppliers, marketing expertise, or other needs in achieving expansion, <br /> 4. Continue to track retained or expanded jobs. <br /> Goal No.5: Make the volunteer structure of EDC more supportive of the <br /> organization's mission and goals. <br /> Strategy - Complete the transition to the new Executive Committee/Advisory Board <br /> Structure. <br /> Action: <br /> 1, Implement a monthly meeting of a slightly expanded Executive Committee <br /> designed to be directly involved in the routing and special activities of EDC, <br /> including the financial affairs of the organization and supervision of staff <br /> activities. <br /> 2. Make additions to the EDC Advisory Board as suggested in focus group <br /> meetings, and set regular quarterly meetings of the Board, <br /> 3. Involve members of the Executive Committee and Advisory Board in <br />