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4 report summarizing the findings from the surveys and facilitate the retreat. The expectation would be that discussions during the retreat would generate approximately ten project ideas, and that three or four of these would be identified as the best options. Since most BRE projects would require a commitment of some public funding, the selected projects would be presented to the EDA or City Council for final approval. The Community Development staff would largely be responsible for the implementation of the priority projects. Project teams that included outside assistance would be organized on an as needed basis depending on scope of the project. For example, if the goal of a project was to connect skilled workers living in Arden Hills with local jobs, staff might form a project team with a representative from the Department of Employment and Economic Development to help with this initiative. Staff would prepare quarterly reports that would be distributed to the Task Force detailing the progress on each project. Additionally, more formal presentations on the BRE projects would be made at the annual State of the City event and at the first EDA meeting of the year in January, which the Task Force Team would be invited to. Focusing on the expansion and retention of existing businesses is a beneficial economic development strategy, but the success of these programs hinges on careful planning and the ability to galvanize political support for implementing priority projects. Before a community decides to undertake a BRE program, it should evaluate whether it will be able to follow through on the projects it has committed to undertake for the business community. To help ensure the successful implementation of a BRE program in Arden Hills, this paper has attempted to outline the important milestones that will need to be met and to identify key community members who should be involved over the course of the initiative.