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• I The Economic Development Commission(EDC) assists with the economic development program for the city of Milaca. Past practices have been to accommodate requests for information, but not to actively promote and market the community. In recent months physical and economic changes have surfaced resulting in the need to plan for future growth. Within four(4) years, Milaca will add 140 single family homes. This increase in population has far reaching impacts on the local school district, city services and budgets, and community cohesion. Strategies will need to be implemented to maintain the characteristics that make Milaca an attractive location: the rural atmosphere, quality schools and government, and an openness to embrace growth and change. Additionally, Milaca's designation as a Job Opportunity Building Zone (JOBZ) sub-zone expands its ability to attract new industry. Given the limits associated with the program both in terms of time duration(12 years maximum) and the amount of land that can be designated, the city must put this tool to the highest and best use. With these factors surfacing, the EDC embarked on developing an economic development marketing plan. Over a series of four(4) meetings, the EDC completed the following activities. 1. A community self-assessment using a Strengths, Weaknesses, Opportunities, and Treats (SWOT) Analysis. 2. Completed a survey of local leadership. 3. Reviewed data gathered on other communities considered to be competitors in the region. 4. An organizational self-assessment. 5. Brainstormed strategies to capture the greatest share of financial resources, business expansions and residential growth. Together these activities formed the framework for the Milaca economic development plan. I. COMMUNITY ASSESSMENT AND LOCAL LEADERSHIP "In order to determine where you want to be you need to figure out where you are." This statement is the premise for completing a self—assessment of the community's characteristics and the commitment of local leadership. Each member of the EDC was asked to complete a questionnaire on their perceptions of local issues and the leadership's ability to manage the issues and support change. The Local Leadership Survey(See Exhibit A) identified key attributes of Milaca that can be divided into two categories: geographic and value-based. Location of the community between the Twin Cities, St. Cloud, and the Brainerd Lakes Region provides multiple markets to draw both businesses and residents. Adding to the Barsness Consulting Services Page 2 12/8/2005