Goal One - Broaden the tax base and opportunities by intensifying efforts to expand industry, business, retail, and jobs. 

Objective:

Identify unique business opportunities of Indianola and develop a marketing plan that capitalizes on these opportunities.

Strategy One: Identify qualities that make Indianola a unique community for business opportunities.

Action Steps:

• Review existing research on Warren Co. from IDC, WCEDC, and other organizations (such as agricultural asset map, labor surveys, housing, etc.)
• Review telecommunications options, investments by IMU, and private-sector plans/trends.
• "Take a fresh look at what we have & what works"

Strategy Two: Review factors that inhibit business opportunities in Indianola.

Action Steps:

• *"Take a look at the past & what didn't work"
• Review public policies & summarize findings of other strategic planning committees (i.e. transportation issues)
• Review infrastructure limitations in the current Comprehensive Plan
• Open dialog with existing businesses on factors that limit their growth
• Monitor private marketing (i.e. web links, Des Moines Register, etc.) that we don't control & public perceptions about Indianola

Strategy Three: Identify unmet business opportunities.

Action Steps:

• Ensure sub-committee input into the Comprehensive Plan on growth for commercial & industrial areas.
• Identify baseline vs. existing "business support services" such as meeting spaces, shared offices & support services, restaurants, technology, outsourcing contractors, etc.
• Review existing research and/or conduct new research on under-represented commerce in the area
• Review opportunities arising from existing community attractions, destination events, and destination retail businesses
• Continue dialog with existing businesses on potential growth opportunities

Strategy Four: Identify current strategies for marketing Indianola.

Action Steps:

• Public marketing strategies
• Public incentives

Strategy Five: Establish a vision/goals of the "preferred" business environment in Indianola.

Action Steps:

• Realistic look at commerce that enhances the "quality of life" and the retail environment
• Identify key "macro-economic" trends at the state & local level that will affect the business environment both in the Des Moines metro area and Indianola
• Make a recommendation on "what to focus on and do it well" vs. "indecision on direction & letting detractors prevail"
• Inclusion of ag-related or value-added manufacturing provided from raw materials/resources in the county/area

Strategy Six: Identify key areas where the current environment needs to change to progress towards the "preferred" environment and recommend changes.

Action Steps:

• Review drafts/completed reports of (1), (2), (3), (4), (5), the Comprehensive Plan, planned transportation enhancements, etc. Combine into a working draft of a "business environment" report. 
• Again include efforts of other applicable Strategic Planning sub-committees
• Identify outside supports (i.e. state, federal agencies, public/private partnerships) to attract new types of businesses and real estate development.

Strategy Seven: Initiate redevelopment within a 2-block area each direction from the current square.

Action Steps:

• Establish a role for an IDC-type effort (a public/private partnership) to stimulate commercial development within this zone
• The goal is to establish a viable central commercial district with a broad base of professional jobs, specialty retail, restaurants, and entertainment establishments
• Develop progressive public incentives as needed

Strategy Eight: Adopt a plan for expansion of Indianola's industrial tax base.

Action steps:

• Explore the best use of the present industrial site. 
• Determine the types of industrial expansion desired. 
• Determine where new industrial expansion should occur.
• Implement steps to promote industrial development in planned areas including:
  • updated planning and zoning documentation
  • plan for and implement necessary infrastructure development (utilities, roads, technology access, etc.)
  • identification of incentives
  • ensure promotion of industrial expansion through marketing initiatives.

Strategy Nine: Coordinate a Marketing Plan with IDC, WCEDC, the Chamber of Commerce, the City of Indianola, and other organizations.

Action Steps:

• Determine & review the costs vs. benefits of various changes to the "business environment" to establish a priority of resources (time, money, etc.)
• Determine the level of additional resources needed
• Incorporate the results of reports & plans as they are completed; don't wait for final products to move forward

Strategy Ten: Implement the Marketing Plan and establish a periodic review process to determine its effectiveness.

Action Steps:

• Connect with regional initiatives to attract both citizens and businesses. Examples include "returnees", Simpson grads, Indianola grads, etc.
• Market the plan to our own citizens, keeping a core informed & involved
• Target those with entrepreneurial assets vs. existing businesses. Examples include small business centers, SBA personnel, business brokers, consultants, etc.
• Promote what we do have in terms of "business supports" in conjunction with existing businesses

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