Restaurant Bar Business Plan Template

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					Life and Work in Eastport:
 A Vision for Our Future
  Eastport Business Association
             Report of the
   Economic Development Committee
      To the General Membership
          September 17, 2002
Background
• Economic Development Committee (EDC) set up by EBA
  Board in early 2002
• EDC Members:
     –      Dick Franyo (Chair): Boatyard Bar & Grill
     –      Rick Brown: Bank Annapolis, Inn at Spa Creek
     –      Kim Christel: Eastport Graphic Design
     –      Jennifer Gilday (EBA Board): Annapolis Bank & Trust
     –      Marilyn Henderson: Raymond James Financial Services
     –      Carey Kirk (EBA Board): Carey Reid Kirk Interior Design
     –      Paul Meyer (EBA Board): O’Leary’s Restaurant
     –      Paul Mikulski: J-Port Annapolis
     –      Randy Miller: Coldwell Banker Commercial NRT
     –      Beth Bloomfield (Facilitator): Bloomfield Associates
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Purpose
• Strategic planning effort designed to:
     – Promote a desirable Eastport community in which to
       live and do business
     – Advocate for Eastport business
     – Help EBA identify business opportunities
• Desired outcome:
     – Guidelines for discussion and decision making
     – Template for joint action with City, community groups,
       other stakeholders

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Guiding Principles
• Keep Eastport “Eastport”
• Preserve maritime heritage, character
• Build on the Eastport “brand”
• Work in cooperation with other community
  and business groups
• Develop strong positive relationships with
  City officials, key stakeholders
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Methodology
• Conduct initial fact-finding
     – Met with Josh Cohen (alderman), Mike Miron (city
       economic development), Jon Arason (Planning &
       Zoning), Terry Averill (ECA), Terry Lomax (MAB)
     – Reviewed 1991 Eastport Sector Plan, zoning maps
• Perform environmental scan: strengths,
  weaknesses, opportunities, threats
• Create Vision Statement
• Identify Strategic Goals
• Develop Action Plan
• Draft planning document/report
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Methodology (cont’d)
• Discuss plan with key players
• Present plan to EBA Board (Sept. 10)
• Present plan to EBA general membership
  (Sept. 17)




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Results of SWOT Scan
Strengths                           Weaknesses
• Mixed use -- maritime,            • Infrastructure: narrow
  business, residential               streets, fire lanes, sidewalks
• Lifestyle -- water, recreation,   • Escalating crime
  neighborhood                      • Housing Authority issues
• Proximity to Annapolis            • Escalating real estate values
  Historic District                 • Gentrification -- loss of
• Eclectic character                  eclectic nature
• MRE has branded Eastport          • Lack of some services (e.g.
                                      grocery store)


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Results of SWOT Scan (cont’d)
Opportunities                       Threats
• Pro-maritime climate              • Unconstrained, “Main St.-
• Spirit of cooperation--             like” development
  business, civic, maritime         • Large developments, e.g. 222
  groups working together
                                      Severn, Hopkins, Jabin's
• Fourth Street as hub of
  commercial activity               • Permitting process, zoning
• Positive attitude of city govt.     constraints
  toward Eastport business and      • Congestion/more traffic/less
  EBA                                 parking
• Large developments, e.g. 222      • Less affordable living, fewer
  Severn, Hopkins, Jabin’s            young families
• Residents/business people
  w/high income & influence
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Our Vision: Eastport in 2012
• “We still like it this way”: Eastport is a laid-back, eclectic
  community
   – Maritime-oriented, “branded”
   – Proud of our heritage but moving forward
   – Place where you can live and work

• Community of shared vision and close partnerships among
  residents, businesses, maritime industry, government

• Economic development and enhanced quality of life through
  preserving all that’s special about Eastport

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Vision (cont’d)
• Mixed-use, small-scale, attractive, and user-friendly
  – Appropriate development only
  – Upgraded infrastructure and streetscape consistent with
     Eastport’s traditional culture and character

• Locally-owned businesses that serve needs of community with
  respect for its values

• Spirit of community
   – Tradition of involvement, participation
   – Celebrations with maritime flavor
   – First-rate schools, family-friendly
   – Top-quality public services
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Strategic Goals
• Goal 1: Create and develop a distinct identity for Eastport,
  working through the cooperative efforts of all concerned citizens
  and businesses
• Goal 2: Preserve the lifestyle, quality of life, safe and “user-
  friendly” environment, and business climate of Eastport, centered
  around the maritime industry
• Goal 3: Develop and implement a set of guidelines and standards
  for business in Eastport
• Goal 4: Develop the streetscape and infrastructure consistent with
  support of appropriate development
• Goal 5: Preserve and promote a healthy and diverse mix of
  economic, demographic, racial, and ethnic groups in Eastport


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Goal 1: Strategies
Create and develop a distinct identity for Eastport, working through the
cooperative efforts of all concerned citizens and businesses

• Initiate and foster coordination and cooperation among all
  Eastport community interest groups – EBA, ECA, MAB, MRE,
  others
     – E.g., Coordinating Leadership Council, annual town meeting
• Sponsor regular Eastport community events that build on our
  maritime heritage
     – E.g., consolidate existing events into one or more events that celebrate
       what Eastport is all about – music, food, arts, old boats, MRE events
• Establish regular ties to City Council, MAB, Port Wardens, ECA
     – E.g., designated EBA reps attend all important meetings
• Build on existing Eastport “brand” (“We like it this way”– “A
  Diverse, Dynamic Waterfront”)
     – E.g., increased visibility of logo, signage; retain PR firm to promote
       Eastport business
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Goal 2: Strategies
Preserve the lifestyle, quality of life, safe and “user-friendly”
environment, and business climate of Eastport, centered around the
maritime industry
• Work with City officials, property and business owners to
  preserve maritime industry, especially “hard” maritime industry
     – E.g., strong enforcement of maritime zone, harborlines, waterfront
• Encourage expanded participation by maritime businesses in EBA
     – E.g., special membership drive, listing of maritime businesses
• Promote continued coexistence of commercial, residential, and
  maritime land uses in a way that serves the residents and
  businesses of Eastport
     – E.g., preservation & adaptive re-use of older structures, historic
       maritime properties & vistas/street ends
• Develop a comprehensive plan to reduce crime in Eastport
• Promote enforcement of environmental laws and support
  programs to protect and save the Bay

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Goal 3: Strategies
Develop and implement a set of guidelines and standards for business in
Eastport
• Work with residents and businesses to focus on “what works” for
  business in Eastport
     – E.g., survey; adopt guidelines to guard against “Main Street”; advise
       potential businesses
• Monitor and support appropriate development of the potential
  large development projects pending in Eastport
     – E.g., Fourth St., shopping center
• Create infrastructure within EBA to support and advocate for
  local Eastport businesses
     – E.g., database, help on zoning & permits, “Buy Eastport” campaign,
       make sure that key decision makers have Eastport views & ideas



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Goal 4: Strategies
Develop the streetscape and infrastructure consistent with
support of appropriate development
• Work with City officials, and ECA, to design and build distinctive
  streetscape for Fourth St., Severn, and Chesapeake Aves.
     – E.g., sidewalks, trees, defensible design, signage, lighting, furniture,
       upgraded and buried utilities
• Work with City officials, residents, and business owners to develop
  and implement plans for expanded public transportation
     – E.g., bikes, dinghy access, trolleys, water taxis
• Work with City officials, residents, and business owners to develop
  and implement plans to more effectively manage parking
     – E.g., Parking Management Board to study and plan for workable
       solutions
• Work with City officials, residents, and business owners to keep
  Eastport clean and attractive
     – E.g., uniform Eastport trash containers, regular clean-up activities

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Goal 5: Strategies
Preserve and promote a healthy and diverse mix of economic,
demographic, racial, and ethnic groups in Eastport
• Work to strengthen schools serving Eastport students
     – E.g., volunteer for programs, fundraising
• Coordinate economic and civic development efforts to
  maximize benefits for the whole community
     – E.g., collect & analyze demographic & economic data, identify
       trends
• Work with city officials and other stakeholders to ensure
  continued availability of affordable housing in and around
  Eastport
     – E.g., heritage area tax grants, other financial incentives
• Foster greater cooperation and participation by a broad
  range of Eastport citizen and business groups
     – E.g., jointly sponsor forums, outreach efforts
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Action Planning
• EDC identified a set of actions or initiatives for
  each of these 20 strategies
    – Also generated many additional action ideas; both lists
      available for follow-up action teams
• Framework for action established, ready to go
• Strategies/actions grouped into three buckets:
    – Near-term, require EBA action only
    – Mid-term, require support or coordination with ECA
      and/or other groups
    – Long-term, require support, coordination, resources
      from City government
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Next Steps
• Comment period for EBA membership through
  Sept. 30 -- email or call Carey Kirk
• Present plan to and seek cooperation for joint
  action with ECA, MRE, others; unified efforts get
  results!
• EDC recommends immediate EBA action on near-
  term, high-value, “easy wins”:
     – Establish regular ties to City Council, MAB, Port Wardens
     – Encourage expanded participation by maritime businesses in EBA
     – Create infrastructure within EBA to support and advocate for local
       Eastport businesses


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Next Steps (cont’d)
• On other high-value, mid- or long-term initiatives,
  EBA Board should set priorities for action
     – Begin now to do groundwork for more complex and difficult projects,
       e.g. streetscape, infrastructure, crime, preservation, potential large
       development projects, Eastport events

• EBA Board should establish a Steering Committee
  for implementation of plan
     – Appoint committee chairs for near-term initiatives

• EBA Board should develop a communications
  plan for keeping all interested parties informed

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