Page Focused Future
Strategic Plan for Community
and Economic Development
August 2000
Prepared by:
P
artners for Strategic Action, Inc.13771 Fountain Hills Boulevard
Suite 360
Fountain Hills, Arizona 85268
480.816.1811/FAX 4809.816.1813/psapsa@worldnet.att.net
Focused Future is Sponsored by APS and the City of Page
Table of Contents
Glossary of Acronyms
ADEQ – Arizona Department of Environmental Quality
ADOT – Arizona Department of Transportation
BIA – Bureau of Indian Affairs
BLM – Bureau of Land Management
EPA – Environmental Protection Agency
FAA – Federal Aviation Administration
FFIT – Focused Future Implementation Team
NACOG – Northern Arizona Council of Governments
N.A.U. – Northern Arizona University
SBDC – Small Business Development Center
I. Introduction
"Greatness, in the last analysis,
Is largely bravery—
Courage in escaping from old ideas and old standards
and respectable ways of doing things…
If you do not differ from your associates
and teachers, you will never be great
or your life sublime….."
-- James Harvey Robinson
The Page Focused Future Strategic Plan for Community and Economic Development was designed to take steps toward developing Page into a truly special community. Many of the facets of this desired destination are already in place: tremendous natural beauty and recreation opportunities, location in the prospering southwestern United States, a multi-cultural regional population, and a strong reputation as a tourism destination. If these facets were all it took to reach "greatness," Page would have already arrived. However, there are several facets that need to be developed.
In the Cal Clark book 101 More Ideas on Economic Development, a principle from the Laboratory for Community and Economic Development is cited. It describes a status called "Community Actualization" as the desired destination of successful communities. Community Actualization is uniquely defined by each community through its vision, values, and objectives.
While there are dozens of issues that must be addressed as a community takes the journey toward Community Actualization, success in the following efforts is critical:
Human Resource Development – Enhancing the quality of the local workforce is a major challenge requiring leadership development, on-the-job training, vocational education, and technical training.
Organizational Development – Strong local organizations are required to achieve goals in human resources, community, and economic development.
Community Development – Local citizens and organizations need to enhance the attractiveness, physical infrastructure, and social capital of their communities.
Economic Development – Help create jobs by retaining local businesses and industry, helping existing firms to expand, recruiting new firms, helping entrepreneurs get started, and promoting tourism.
The Focused Future planning process strongly addressed these four basic tenets. The process encompassed a twelve-month period and twelve meetings with a City appointed Action Team. The Action Team contained residents, students, businesspeople, City of Page Staff, and representatives from the Chamber of Commerce, Page Main Street, National Park Service, Salt River Project, education community, tourism industry, and Navajo Nation. A complete list of participants is found in the Appendix of this document.
The City of Page approached Arizona Public Service Company (APS) on behalf of its residents and businesses for participation in the Focused Future Program. APS has brought the Focused Future Program to nearly 30 communities in Arizona since 1992. The Program guides local leaders through a process to create a customized community and economic development plan tailored to the needs of the citizens and businesses.
APS and the City of Page partnered on the funding of the project. The process was led by the strategic planning consulting firm Partners for Strategic Action, Inc. (PSA) of Fountain Hills, Arizona. PSA facilitated all meetings, provided technical assistance and Action Team training, and was responsible for writing the meeting minutes and this final plan.
The planning process spent considerable time identifying Page’s strengths and weakness and developing background information. While these steps were important for the planning process, the focus of this document is on setting the stage for implementation. To facilitate implementation, this document calls for the creation of the Focused Future Implementation Team (FFIT). This team will meet at least monthly for the first year to ensure implementation of the plan begins immediately after adoption.
"Success attracts success!
There is no escape from this universal law;
Therefore, if you wish to attract success
make sure that you look the part of success,
whether your calling is that of a day laborer
or a merchant prince."
-- Napoleon Hill
II. Community Image and Values
The following chapter provides some of the background information that served as the planning framework. Image and values are key factors in community and economic development planning.
Page’s Image
As the old saying goes, "you may not have the newest car around but all it takes is a little extra effort to keep it clean," Page must create a good first impression. Considering its tourism-based economy, Page’s image holds great importance - not only to attract visitors for the first time but also to entice them to return and recommend Page to others. In addition, since most businesspeople who invest in Arizona have their first contact with a community as a recreational visitor, this makes Page’s image that much more important.
The Focused Future process looks critically at a community’s image from both an internal and external perspective. The internal perspective is that of those who live in Page and the external is of those who do not. The external perspective can come from people who have been to Page many times for leisure or business and from those who have never been there but have developed some kind of image based on what they have heard or read. The difficult thing about image identification this is that they are all right – since perception is reality to most.
Improving a community’s image is both difficult and time consuming. It takes years to open minds to good things and minutes to plant the seed of negativism.
Based on the premise that image is part of the overall "product" of Page, the Action Team developed the following internal image. They also spoke with people who were not residents to get a feel for the external image.
Internal Image
Page is a young and steadily growing community. Most people like it in Page since they have had to deal with the isolation of the area to arrive in the first place.
There are business opportunities and many entrepreneurs. Many are in Page to enjoy the sports and recreation the area has to offer. Freedom and independence are also very important.
There is a segmented population between wealthy, middle class, and poor. There is great passion for the community, both positive and negative.
External Image
If you asked the average person not from the region, you would probably find that Page has little or no image. In fact, most would not be able to tell you where Page is. They may recognize the name after Lake Powell is mentioned. Lack of an overall image can be both positive and negative. It is extremely difficult to build a reputation from scratch but much more difficult to turn around a negative image.
To visitors, Page is seen as a beautiful area and the people are friendly. Shopping, dining, and other activities are considered limited by the seasoned traveler and overall Page is perceived as rather expensive. Page is perceived as being clean by visitors and is strongly associated with the Navajo Nation. To some, Page has no identity. It is merely a place to stay by the lake and other sites.
Visitors are surprised to see the power plant in such a setting and many that arrive by ground transportation first see Page as a trailer town. It is seen as a religious community with the concentration of churches.
Those who regularly come in contact with Page from the outside see Page as a place of constant political turmoil. They wonder "what is going on up there?" Page is seen as a "diamond in the rough" if it ever gets unified and moving in a common direction.
Page is seen as very isolated and hard to get to. There is the perception that Arizona’s northern border is Interstate 40 and the Grand Canyon and other attractions are in Nevada or Utah.
There is also the perception that Page has accomplished some amazing things despite its remoteness, like the library and college campus.
Page’s Values
Community values are those things that are so important to the community that no matter how the community grows and changes, its values will not be compromised. They are fundamental components of what Page is all about. When planning for the future, there are complicated sets of trade-offs that must be analyzed. These questions must be asked before decisions are made: If we take this step, this will probably happen? Is that acceptable?
The Action Team developed a list of the values of Page. All decisions made by the community must be weighed by thesis values.
"Nobody succeeds beyond his or her
wildest expectations unless he or she begins
with some wild expectations."
-- Ralph Charell
III. Vision for the Future
As part of the early planning process, the Action Team was asked to look out 20 years into the future. They were to describe the community as if every step that was taken was the right one and the majority of this plan’s goals were accomplished. The Vision Statement is not necessarily what the community currently is, but what it can be. In other words, it is a desired future condition that the community should strive to attain.
The Community Vision can be utilized in several ways. Initially, it was used to frame this plan. It can also be used to monitor community and economic developments (did we get closer to our vision?), inspire people to get involved in the improvement of the community, and provide "big picture" direction for community leaders. In its purest sense, the Vision Statement should be utilized as the "benchmark" for everything that we do as a community.
The Action Team developed the following Vision Statement for use during the plan development process. This statement will also be used extensively in the implementation.
Vision Statement for the City of Page, Arizona
Page has successfully transformed from its early days as a construction camp to a proud, prosperous, and thriving city. Advanced communications technology has allowed businesses and residents to overcome the city’s remote geographical location and successfully link with the new global economy.
Accented by the spectacular backdrop of Lake Powell, Page is an attractive community. The architectural theme is compatible with the natural surroundings and retains the flavor of the local culture and the historic role Page played in the development of the western United States.
Visitors from around the world join Page residents in experiencing the wonders of the Colorado Plateau. In addition to the numerous recreational activities, there are opportunities for educational and cultural exchanges. When the sun goes down, the experience continues with great shopping, food, and a lively nightlife. Exciting activities can be found at the Civic Center, Cultural Center, and new Town Square. Visitors stay longer, return more often and gladly tell the world of their unique experience.
When combined with the high quality of health, human, and public services, it’s no wonder that so many visitors simply decide to stay and call Page home. The safe, relaxed, family atmosphere and the benefits of good City planning please both residents and visitors. Residents enjoy an education complex with a four-year college, vocational and technical training programs, and a state of the art library and media center.
The future of Page shines brightly with a healthy mix of age groups and diverse cultural backgrounds. In every way, Page continues to live up to its pioneering spirit and its growing reputation as the "Postcard of the American West."
As a general rule,
the most successful man in life
is the man who has the best information."
-- Benjamin Disraeli
IV. Economic Basics
Page’s economy is quite complex. It is one of the few economies in the state that is heavily dependent on foreign visitors. Therefore, world markets can have a very profound effect on the community.
Page’s retail sales have been close to $200,000,000 of which it is estimated that 60 to 65 percent can be attributed to visitors to the community (tourists and regional shoppers). This is a huge influx of dollars but also leaves the community vulnerable to outside forces beyond its control.
To understand thoroughly how a local economy works, one must understand how the dollar flows within and through the community. The key is to ensure that new dollars come into the community and stay longer so that the community receives maximum benefit. More dollars brought into the community and circulated more times, mean more jobs and more wealth created for individuals, businesses, and the community as a whole. This multiplier effect is crucial to a successful economy. There are four basic concepts that need to be recognized in order to maximize wealth in a community.
Basic Activity - This is an activity that brings new money into the local economy, such as tourism and manufacturing. A basic business will create approximately four spin-off jobs for every one job it creates directly.
Non-Basic Activity – This is an activity that re-circulates money that is already in the community. Retail trade among the residents, such as dry cleaners and car washes are non-basic industries. Non-basic businesses do not do as much in terms of the multiplier effect but they do keep dollars in the community and cash registers ringing. It typically creates one or less spin-off jobs for every job it creates.
Economic Leakage – This occurs when dollars that are already in the community exit the local economy. Typically Economic Leakage occurs because desired goods and/or services are not available in the local economy or people just choose to spend their money elsewhere (going to the Flagstaff for regular shopping trips). The problem of Economic Leakage can be compounded if local merchants overcharge or do not provide acceptable customer service.
Value Added - Value Added is taking a commodity and through processing, packaging, marketing, or other improvements making it more valuable. Each time value is added it creates wealth.
$$$$$
Aspects of Page’s Economy
Basic Industry
Brings new dollars
in to the communities
Non-Basic Industry:
Keeps dollars circulating
within the local economy
Economic Leakage
Money lost when desired good and
services are purchased outside of
community
"The secret of all victory
lies in the organization of the non-obvious.
To accomplish great things,
we must not only act, but also dream,
not only plan, but also believe."
-- Anatole France
V. Communication/Coordination
Page has been in the community and economic development business for years. The City has provided funding assistance to the Chamber of Commerce and tourism promotion efforts, created and financed the Main Street Program, and developed infrastructure to support business and industry and improve quality of life. However, there has never been a time when all of the organizations involved in the community’s development had an absolute, crystal clear picture of where they stood in relation to one another and exactly what was expected of them.
In order for Page to reach its potential as a community with a sustainable, prosperous economy and superior quality of life, the old ways of doing business must be changed. This is not to say that there have not been successes in the past and that tremendous individual and group efforts have not been put forth. Changing the way business is done is merely a bi-product of our world becoming much smaller and more connected – the New Economy.
An organizational structure that facilitates effective communication and coordination among internal entities and with external partners is the most critical piece of the puzzle. Without a structure that can stand the test of time, through market fluctuations, political changes, or demographic shifts, the long-term effort to really build a sound community will not be sustained.
Page’s leadership must have the conviction to lead in the development of the model that will be described on the following pages. Time will prove that the model will need fine-tuning and adjustment along the way but the basic premise must be captured and maintained.
Interagency Coordination Structure
Because of Page’s location and geo-political position, there are literally dozens of organizations that can either assist the community or stand in its way. Therefore, coordination with these outside entities is critical.
This structure is reliant on the City, Navajo Nation, and National Park Service working as a three-legged stool. Without all three legs, regional development efforts and efforts within Page will not be as successful.
Every effort must be made to maintain this three way relationship and communication network. This synergy will make coordination efforts with all of the partners identified much more meaningful.
Support Organizations
These organizations were identified as extremely important to implementation and will be called upon to provide support. They will not be regularly involved in day-to-day efforts but will be involved to various degrees based on what projects are being implemented.
Impact Roles
There are some key entities that can provide serious opportunities and challenges for Page now and in the future. These entities need to be monitored to ensure that Page is prepared to address these opportunities and challenges as they arise.
Interagency Coordination Structure
Navajo Nation <====> City of Page <===> National Park Service
Social Service Partners Conservation Partners Regional Partners Government Partners
Religious Institutions Environmental Groups Coconino County FAA, ADOT
Service Clubs Arizona Game and Fish NACOG Dept. of Interior
Medical Providers EPA Kane County, Utah BLM
Utah Div. of Wildlife Resources Aramark Bur. of Indian Affairs
Surrounding Communities SBDC Bur. of Reclamation
Salt River Project
VI. Community Operating Structure
In order for any effort involving a multitude of people and organizations to be successful, it is imperative that each understands their respective roles and responsibilities and that of others. In this case, there are roles and responsibilities that need to be identified in two categories: within the Direct Operating Structure and the External Coordination Structure.
Following is the outline of roles and responsibilities for each of the entities in the Direct Operating Structure Followed by those in the External Coordination Structure. The bullet points indicating the responsibilities of each entity are not in prioritized order. All of the responsibilities assigned must be carried out for successful implementation.
Direct Operating Structure
The Direct Operating Structure outlines how Page will move forward in community and economic development efforts.
The citizens and City of Page will take the lead in determining what direction the community will head. To implement this vision, the Economic Development Department will take the lead in plan implementation with assistance from a newly created entity called the Community Development Department. It is understood that because of budget and staffing considerations, this department will most likely be figurative at first. However, a community the size and stature of Page needs to have full time community development professionals working to improve the community.
In addition to the plan’s implementation, the Economic Development Department will be responsible for working with local primary and manufacturing employers and with local agencies involved in workforce development. The Department will also coordinate with outside agencies for business recruitment and workforce development efforts.
While remaining separate entities, the Chamber of Commerce, Page Main Street, and Powell Museum will all coordinate through the Economic Development Department.
Most communities that depend heavily on the tourism industry for community revenues have a specific entity focusing on developing that industry. In order to place the emphasis that is necessary for tourism development in Page, the Page Tourism Bureau will be developed. This organization can focus strictly on tourism development and promotion and the Chamber of Commerce can focus on working with their membership to improve the local business climate and overall economy.
Primary Organizations
These organizations were identified as key organizations or groups that need to be
involved in day-to-day implementation efforts. Failure to include any of these entities
will create a major void in implementation efforts.
Direct Operating Structure
Page Residents
City of Page Community Development Dept.
Manufacturing/Primary
Employers
Educational Institutions/
Workforce Development Economic Development Department DES Job Services
DES Job Services Focused Future Plan Implementation Team Department of Commerce
Page Tourism Bureau Museum Chamber of Commerce Main Street Program
Tourism Development Tourism Local Business Central Business and Promotion Destination Assistance District Development
Arizona Film Office
Page Film Commission
Direct Operating Structure
Citizens
City of Page
Community Development Department (City Department)
The Action Team strongly suggests that a Community Development Department be organized. Understanding that staffing resources are minimal, this could initially consist of one or part of one employee’s responsibility. It was felt that the following tasks were directly related to quality of life issues and should receive priority treatment and none of the existing departments had this kind of overall purpose or focus.
Focused Future Implementation Team
The Focused Future Implementation Team (FFIT) will perform as the active body in the implementation of the plan. The FFIT has been designed to have representation from all of the critical sectors and organizations to coordinate the overall effort.
The FFIT will have a membership structure that is very important to maintain. Members of the current Page Lake Powell Community and Economic Development Committee (PLPCEDCC) will be utilized to serve on the team and be augmented as indicated below. The Economic Development Director of the City of Page will serve as the Chairperson and coordinator for the FFIT. The individuals will change over time but the following must be represented:
Basic Responsibilities Will Be:
Economic Development Department (City Department)
Page/Lake Powell Chamber of Commerce
Page Tourism Bureau
A new non-profit corporation will be formed with a Board of Directors appointed by the City to oversee the operations of the Page Tourism Bureau. It is estimated that tourism brings in between $80 and $100 million per year of retail sales and it is time for this "company" to have a Board of Directors and a Chief Operating Officer. Additional funding will be necessary to bring the necessary focus to tourism development and promotion in Page.
Museum
Page Main Street
External Coordination Structure
Roles and Expectations
National Park Service
Navajo Nation
"All problems become smaller
if you don’t dodge them but confront them.
Touch a thistle timidly, and it pricks you;
grasp it boldly, and its spines crumble."
-- William F. Halsey
VII. Page’s Action Plan
The first year of implementation will focus on setting up the organizational structure described in the previous chapter. Based on the discussions during the plan development process, the following Focus Areas were identified as priorities to be dealt with upon the initial implementation phase. They are further defined with a goal and specific objectives that need to be pursued. It will be the responsibility of the Focused Future Implementation Team to develop an annual work program of specific steps to address each objective.
At least annually, the Performance Criteria will be utilized to determine how well the community is addressing each Focus Area.
Over time, the key issues facing the community will change in nature and priority. This initial Action Plan will serve the implementation effort for an unknown period of time. Some of the Focus Areas, Goals, and Objectives will be short-lived while others will be a major part of the community’s agenda for a significant time.
Focus Area: Tourism Development
While a major goal of this plan is to diversify the local economy, tourism is and always will be a driving force. It has been estimated that 30 percent of retail sales in Page are generated from tourism and a vast majority of jobs are related to the tourism industry. The community must enhance the overall tourism "experience" to increase the number of year ‘round visitors, have them stay longer, and increase the amount of local purchases.
Goal:
To generate jobs for residents, revenues for businesses and income to the City through a comprehensive tourism development and promotion program.
Objectives:
Develop a coordinated, well-funded promotion strategy.
Utilize the February 1999 ACERT report and coordinate with ACERT in tourism development efforts.
Organize and maintain an active Hospitality Industry Association to bring together innkeepers, restaurateurs, and other tourism-related businesses.
Continue efforts to increase visitors during non-seasonal periods.
Increase average length of stay through creation of more venues and activities and promotion of Page as a hub for regional tourism destinations.
Develop evening activities and venues to attract visitors to local businesses.
Increase the coordination of tourism development efforts with outside agencies/organizations.
Develop and implement training programs for local businesses.
Promote Page to the world through the latest electronic media.
Monitor through various methods customer satisfaction and utilize these efforts to gain information regarding possible improvements.
Performance Criteria
Focus Area: Program Funding
Consistent funding of community and economic development efforts is critical since it takes a long time to make major strides. Successful communities "stay the course" and develop and follow policies to ensure that funding is wisely spent.
Goal:
To identify long term, stable funding for community and economic development efforts and ensure accountability.
Objectives:
Develop funding sources so programs will be self-sustaining.
Organizations that seek funding shall be required to submit a proposal that will be evaluated. Funding procedures will be formalized to ensure accountability through the following methods:
Performance Criteria
Focus Area: Education and Training
Workforce quality is the most important factor in economic success. It is critical that schools develop quality students who become quality employees. It is also estimated that students leaving high school today will have an average of seven careers in their working life – not jobs, careers. This will place an increased emphasis on workforce flexibility and continuing education and training programs.
Goal:
To improve the local education and training system by providing excellent elementary education, a full range of secondary and post secondary programs, and the latest in training programs to prepare residents to prosper in the "New Economy."
Objectives:
Continue to develop and improve mentoring and school to work programs.
Develop training programs to position Page to become a "Regional Hospitality Training Center."
Expand training and retraining facilities and programs.
Ensure that school curriculum meets the needs of local businesses.
Maintain education services as a strength of the community.
Increase communication and coordination between the college, high school, and middle and elementary schools.
Develop additional classes and four-year post secondary education opportunities.
Performance Criteria
Focus Area: Technology
Successful communities will be the ones that are "plugged in." Communication and information technology is even more important in Page since the community is in a remote area. Page must be technologically advanced to close this gap.
Goal:
To ensure that Page has the technology infrastructure for businesses and residents to compete in the New Economy.
Objectives:
Enhance Internet access for residents, students, and businesses by promoting upgrades in local telecommunications systems including wireless technologies.
Provide training programs for businesses in technology use and Internet marketing.
Performance Criteria
Focus Area: Transportation
Moving people to and from Page in an efficient manner will be a major factor in the community’s ability to increase tourism and attract new businesses and investment. A comprehensive effort that looks at all options will be necessary for success.
Goal:
To provide safe, affordable, convenient, and timely travel options to and from the community.
Objectives:
Takes steps to increase airline capacity and equipment options through facility improvements.
Develop options for free or low cost transportation for visitors from lodging areas to activity areas.
Tie commercial airline marketing efforts into tourism promotion efforts.
Continue to support plans for four-lane, divided highway access to Page from the north and south.
Develop additional commercial ground transit services.
Performance Criteria
Focus Area: Image/Sense of Community
Successful communities have a healthy self-image and community spirit. These factors facilitate making overall community improvements that will translate into the community being viewed positively by others.
Goal:
To increase the "self pride" in the community and improve Page’s image to the outside world.
Objectives:
Through various methods, increase public awareness of positive aspects of the community.
Develop a Page/Lake Powell "brand" to enhance the area’s image.
Develop programs and policies for neighborhood beautification and housing and commercial building rehabilitation.
Use the "Vision for the Future" to promote community pride and external image.
Develop design guidelines for buildings that are based on an overall "theme" to be developed.
Enforce codes to keep the community clean and attractive.
Hold periodic public forums/town halls to provide citizen information, receive feedback, and gain buy-in on major community programs.
Expand year ‘round comprehensive community clean-up programs.
Performance Criteria
Focus Area: Health Care
Quality health care is a major building block of successful communities and as our population ages, it will increase in importance.
Goal:
To increase the local availability of medical services and facilities and improve access to specialized medical treatment through improved transportation and electronic medicine systems.
Objectives:
Continue expansion and upgrade of hospital facilities.
Expand the range of medical and diagnostic services available locally.
Expand technology for and implement a comprehensive tele-medicine program.
Develop extended and assisted care facilities in the community.
Increase convenient and reasonably priced long-range transport options.
Promote convenience, availability, and quality of local medical services to increase consumer awareness and confidence.
Encourage medical providers to utilize local facilities when possible.
Performance Criteria
Focus Area: Effective Government
The City of Page will lead the way in making community improvements. To be most effective, the City must be efficiently run and exhibit strong leadership.
Goal:
To maintain a stable and fiscally responsible City government that will facilitate and enhance community and economic development efforts.
Objectives :
Maintain a cooperative relationship with County, State, and Federal agencies as well as Native American communities.
Allocate future land sales proceeds for infrastructure improvements to enhance community and economic development efforts.
Expand public information and education programs to enhance communications with citizens.
Utilize the Capital Improvements Plan to prioritize infrastructure development projects.
Develop programs to upgrade existing housing stock as it ages and facilitate the development of a wide price range of new housing.
Provide leadership for the community in regard to environmental issues.
Ensure an adequate water supply through source and system development and conservation.
Ensure fees and rates for services cover operating costs as well as maintenance and upgrade costs.
Develop policies and fee structures to ensure that assistance and services provided to outlying areas does not place an additional burden on Page’s taxpayers.
Develop policies to ensure that new growth pays for itself.
Maintain state of the art municipal services.
Performance Criteria
Focus Area: Business Development
Developing existing businesses and bringing in new businesses and investment will create more and better jobs, revenues available for community improvements, and increase the overall standard of living in the community.
Goal:
To diversify the local economy and develop employment opportunities which provide livable incomes through expansion of local businesses and bringing new firms to the community.
Objectives:
Develop and implement a business retention and expansion program.
Develop and market additional employment related locations in the community including initiating improvements in physical and telecommunication infrastructure.
Develop a target-marketing plan for business recruitment focusing on tourism, environmental technologies, advanced composite materials, and software development.
Develop a program to market the area and fully take advantage of film, commercial, and print advertising activities.
Streamline land sales and permitting procedures to make Page more "business friendly."
Develop data to substantiate the retail market area and utilize this information in retail development marketing efforts.
Develop a "gap analysis" that determines what goods and services are lacking in the community and utilize in business development efforts and marketing.
Activate and enforce the Business License Ordinance to keep an inventory of local businesses and to determine net loss/gain of firms.
Performance Criteria
"Success is the child of drudgery
and perseverance. It cannot be
coaxed or bribed; pay the price and
it is yours."
-- Orison Swett Marden
VIII. Initial Implementation
The initial implementation phase of the process is critical. The plan can only bring about the desired results if it is embraced by area residents and leaders in the first year. In order for this to happen, a comprehensive approach to community integration will be necessary.
This approach must accomplish the following tasks:
To accomplish these objectives, a system will be developed containing these initiatives:
The FFIT will meet at least monthly during the first year to organize and mobilize resources for implementation of the Action Plan.
A concerted, long-term implementation effort by the community in tandem with assistance from outside sources will greatly enhance Page as a place to live, work, play, and visit. It must be remembered it takes a long time to change attitudes and old habits.
Appendix A - Action Team Members
Mike Anderson
Lane Baker
Wes Berry
Julia Betz
Gracie Burton
Jody Gebhardt
Val Gleave
Chris Goetze
Diane Hansen
Rosie Hensley
John Hilzman
Tina Holman
Vernita Herbel
Richard Jentzsch
Cori Jones
Steve Lunetta
Jim McFellin
Michelle Merolla
Paul Ostapuk
Tom Schultes
Joan Staveley
Marie Terry
Tom VanMeenen
Phil Zahne
Consultant:
Curtis L. Dunham, AICP
Partners for Strategic Action, Inc.
APS Facitator
Alan Johnson, CED APS