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:

• Inform the public about what the plan is all about
• Enlist the community’s leadership to endorse the plan and assist in implementation
• Raise the awareness of other agencies about what Page is planning to do and enlist their support
• "Sell" the message of change one person at a time

To accomplish these objectives, a system will be developed containing these initiatives:

• An executive summary will be developed.
• The plan and executive summary will be placed on a Web site where they can be reviewed and there will be links so that people who would like to get involved can do so.
• A contact person will be identified within each of the entities in the organizational structure and those that have e-mail capabilities will receive regular communications from the FFIT.
• Face to face visits with key contacts will be arranged to review the plan and outline responsibilities for implementation.

The FFIT will meet at least monthly during the first year to organize and mobilize resources for implementation of the 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.

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.

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

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.

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:

• Each proposal shall include a detailed job description for staff with roles and responsibilities outlined, a detailed program of work that outlines what programs or efforts the proposed funding will be used for, and an adopted Fiscal Year Organizational Budget.
• Should funding be allocated in response to the proposal, a contract for services between the two bodies will be developed.
• The contract will include built-in evaluating and monitoring mechanisms to facilitate performance review by the funding body and contract termination grounds and procedures.

Performance Criteria

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.

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

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.

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

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.

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

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.

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

Quality health care is a major building block of successful communities and as our population ages, it will increase in importance.

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

• Number and type of medical services available locally
• Local medical revenues
• Medical leakage
• Extended and assisted care options

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.

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

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.

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