New Bedford 2020 - VHB.com

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A City Master Plan New Bedford 2020Jobs and BusinessGoal and Objectives Responsible Party Timeframe Notesd. Develop comprehensive sustainable developmentguidelines that will clearly articulate the developmentprincipals and standards for all future economicdevelopment and job creation projectsNBEDC Short-term Consider use of “task force”model to engage all relevantdepartments, boards, and privatestakeholders.4. Increase support and services to existing and small businesses that strengthen pedestrian-friendly neighborhoodcommercial districts throughout the city and create new job opportunities for New Bedford familiesa. Ensure that business development assistance programs(i.e., lending; business planning; permitting assistance)are easily accessible and meet the needs of the smallbusiness communityNBEDCOngoingb. Establish a comprehensive marketing program for theDowntown, North End, and South End commercialdistrictsNBEDC Mid-term Coordinate efforts w/ businessassociations.c. Improve the public realm to create more pedestrianfriendly,accessible, and attractive spacesNBEDC, Planning OfficeDPI, DPFLong-termd. Implement recommendations outlined in completedplanning and development studies for the Downtown,North End, and South End gateway areasNBEDCMid-termLong-termDevelop priorities for mid andlong-term action items.e. Seek grant opportunities and funding assistance tobusinesses and building owners to make appropriateimprovements to storefronts and facades that enhancethe streetscape and overall customer experienceNBEDC, OHCDShort-term5. Support traditional harbor industries, including fishing and seafood processing, while capturing new opportunities todiversify the Port’s economy in sectors, such as short sea shipping, alternative energy, tourism, and recreational boatinga. Add needed waterfront infrastructure that will moreefficiently and safely support existing and potentialfuture port activities, including but not limited tocommercial fishing vessel berthing, navigationaldredging, rehabilitation of existing and creation of newmarine terminal facilitiesHDC, NBEDCMid-termb. Provide amenities and services that promote thepublic’s enjoyment of and access to the waterfront andwatersheet, including adding cultural-, recreational-,and tourism-based space and facilities, preserving keyelements of the Harbor’s heritage, and providingopportunities for waterfront retail that supports marineindustriesHDC,NBEDCLong-termConsider use of “task force”model to engage all relevantdepartments, boards, and privatestakeholders.c. Effectively promote the Port by attracting new maritimeindustries that will add to the economic vitality of theregion, complement the Port’s existing identity and notconflict with the mix of uses envisioned for thewaterfrontHDC,NBEDCShort-termd. Develop a comprehensive “Green Port” strategy tosupport/complement ongoing efforts to clean up theHarbor, incorporate energy efficiencies, operationalimprovements, recycling initiatives, and encourage theuse of sustainable and cost-beneficial “greentechnology” throughout the PortHDC, NBEDC,EnvironmentalStewardshipShort-terme. Encourage and support appropriate new privatewaterfront developmentNBEDCOngoingWork Plan13-6
A City Master Plan New Bedford 2020Jobs and BusinessGoal and Objectives Responsible Party Timeframe Notes6. Develop the creative economy and cultural tourism as a leading edge growth sectora. Establish a sustainable operational and staffingstructure to manage creative development and culturaltourism within the context of other job creation sectorsand leverage existing resources across functions,agencies, and stakeholdersb. Build the brand of New Bedford as the creative centerof the southcoastc. Develop the art market place to private and corporatecollectors of all tier levelsNBEDCNBEDCNBEDCMid-termShort-termMid-termd. Explore the creation of arts districts throughout the city NBEDC, Planning Office Mid-terme. Expand and assist in sustainable programming capacityfor arts and culture institutions and organizations toensure successful eventsNBEDCLong-term7. Provide workforce development and training that aligns with emerging growth sectorsa. Complete a comprehensive analysis of economic,business, and labor force conditions in New Bedfordand its region to enhance current workforcedevelopment programsNBEDC, WIB Short-term Consider use of “task force”model to engage all relevantdepartments, boards, and privatestakeholders.b. Conduct an assessment of existing programs offered todetermine any gaps in training provided and potentialcollaborations and efficiencies in deliveryc. Evaluate statewide employment by industry projectionsprepared by the Massachusetts Executive Office ofLabor and Workforce Development and estimate arange that could potentially be captured in NewBedford over the next 10 yearsNBEDC, WIBNBEDCShort-termShort-termd. Ensure that workforce training programs are easilyaccessible and meet the needs of the communitye. Develop private sector partnerships with emergingsector businesses and organized labor, such as marinescience and technology, renewable energy, andhealthcare to increase placement opportunities fornewly trained individualsNBEDC, WIB Short-term Consider use of “task force”model to engage all relevantdepartments, boards, and privatestakeholders.NBEDC, WIB Short-term Consider use of “task force”model to engage all relevantdepartments, boards, and privatestakeholders.8. Continue to foster a transparent and efficient business-friendly environmenta. Continue and enhance the work of the Permitting TaskForceMayor, NBEDC,Planning OfficeOngoingb. Establish web-based permitting and scheduling for allpermit granting municipal departments and agenciesMIS, Planning OfficeMid-termc. Update and revise zoning to allow for a more flexibledesign solutions that are not in conflict with intendeddevelopment principalsPlanning Office,Planning Board,NBEDCShort-termd. Establish an easy to navigate web-based site that offersall programs, requirements, and regulations in a singlelocationMIS, Planning Office,NBEDCMid-termCoordinate w/ all permittingdepartments, boards, andcommissions.Work Plan13-7
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