Garfield County is open for business.

• Author: Dawson, Lisa
• Position: Best Practices

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Competition for business has become a powerful catalyst to job creation, and in 2011, the Garfield Board of County Commissioners identified job creation as the county's primary development goal. Since then, the board has directed its staff to explore avenues for attracting new businesses and for keeping existing businesses in the county. This approach has spawned an energized pro-business environment in the county. The new effort can be summarized as "this county is open for business." The board's vision is to streamline and ease regulatory procedures to enhance Garfield County's business accessibility. The intent is to invite business rather than challenge it.

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Most of western Garfield County, Colorado, is situated on widespread oil and gas reserves, and the oil and gas industry has been paying tax dividends to the county for exploration and development. The county board has targeted these energy enterprises as a foundation for sparking an economic renaissance. An equally important part of the board's strategy is to retain existing businesses by supporting those who have invested in the county through entrepreneurial activities of all kinds--from supermarkets to clothing stores, from general contractors to sporting goods. By supporting existing business activities, the county hopes to retain its business base while adding new jobs.

Garfield County is considering all options for job creation. Since it is close to vast expanses of National Forest, including the Flattops Wilderness, the largest designated wilderness area in Colorado, Garfield County is also expanding the promotion of its recreational opportunities. Tourism is a high priority for the county, which benefits from summer visits, skiing and other snow sports, and seasonal hunting. The county is also pursuing higher education, alternative energy, airport development, and collaboration with county municipalities, as well as expanding its outreach through business trade shows and a redesigned website.

MARSHALING COUNTY RESOURCES

To help the county identify, prioritize, manage, and monitor its new approach to community development, the county manager appointed a project management team that includes county administration, county finance, and the building and planning departments. The county also hired a consultant to help develop strategies and evaluate programs. Since then, the project management team has conducted internal discussions, local interviews, organizational structure reviews, and ongoing discussions with the county board, honing the process and fielding new ideas over a six-month period.

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Several potential organizational structures have been identified. One model is to form an economic development corporation with representation from the county board and its six municipalities. This corporation would constitute a structural partnership where ideas could be discussed and plans implemented, with everyone having a voice. Other ideas include:

* Forming an appointed economic development commission that would serve in an advisory role, with the county board as the hands-on leader.

* Creating a new county department: an economic development agency, staffed by individuals within existing departments and with collaborative outreach to municipal or other local entities.

* Relying on municipal or other local entities as economic development agents, with county staff leading these efforts.

* Establishing the county board as a grantor and...