A primary challenge in the practice of economic development is choosing among many competing priorities and various activities.  A clear economic vision and goals are needed to provide a framework for strategically assessing and coordinating these efforts.  The vision stems from the community's values, its collective sense of local economic strengths and weaknesses, and consensus on a desired future. Goals are more tangible expressions of the vision and provide specific direction for actions.

For example, the City of Albuquerque, New Mexico's economic development initiative "thrive!ABQ" identifies the city's economic vision as a city with a vibrant business climate that's accessible, user-friendly and welcoming to all.  The three primary goals of "thrive!ABQ" are:

• Albuquerque First: Retain existing businesses and industries by fostering partnerships with local businesses and increasing spending in the community.
• Albuquerque Easy: Remove barriers to conducting business within the city.
• Albuquerque Recruits: Make the city an attractive place for businesses to locate.

According to the American Planning Association's Economic Development Toolbox (2006), a sound economic vision and goals should:

1. Balance what the jurisdiction would like to achieve with what resources and public support the jurisdiction can realistically expect to muster in support of that vision. 
2. Be consistent with the role of the jurisdiction's economy in the larger regional and state economies. 
3. Be understandable to citizens without technical training or experience in economic development.
4. Be produced in a way that makes it possible to incorporate it in the jurisdiction's comprehensive plan. 

If your city already has an economic development vision, make sure your policy decisions reflect the principles in the vision.  In cities that do not have an economic vision, local elected officials can help initiate a community visioning effort.  A well-designed visioning process will surface an array of ideas, opinions and objectives from a diverse group of stakeholders.  An important role for elected officials is to help bring people to consensus and agreement on a common purpose.

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• Does your community have a clearly stated vision and goals for economic development? If so, what are they?
• Does the vision reflect the community's values as well as its strengths and weaknesses? Do your constituents and key stakeholders understand and agree upon the community's vision and goals? 
• To what extent do local government policies support the vision and goals?

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Mission, Kansas (population 9,727)

Mission, a community less than three square miles in area, was at a crossroads when many large parcels of land became available for redevelopment. In response, the city began a planning process that involved all facets of the community, including residents, businesses, and shoppers, to create a vision that would serve as the framework for future development. The vision, which ultimately called for more compact, walkable, and sustainable development, was challenged when Mission was offered a lucrative deal by a big-box developer.

With a strong commitment to the vision, Mission denied the big-box store and has accepted an offer for a new mall from a developer who has embraced the city's vision for a vibrant, pedestrian-friendly, mixed-use destination. Although the developer typically works on retail projects only, his collaboration with the city and understanding of the community vision has led him to include residential, hotel, office and entertainment as potential project components.

The city's resolve to stick with its vision also resulted in overwhelming community support for the project. Instead of Not in My Back Yard (NIMBY) opposition, city officials received acclamation from those attending its Planning and Zoning hearings.  Among the most common questions the city received from residents: "When will the project be complete?"

Contact
City of Mission
Department of Community Development 
Phone: (913) 676-8350
Email: MRivarola@missionks.org

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