Area Economic Development Corporation

Funded by the municipalities of Coloma and Watervliet City and Coloma and Watervliet Township, and run by a board made up of members of those communities, the Coloma-Watervliet Area Economic Development Corporation (CWAEDC) is dedicated to improving the business climate, helping businesses remain healthy and grow, and improve the quality of life for all.

About Our Board:

Coloma-Watervliet Area Economic Development Corporation Board of Directors 2007 - 2008 Fiscal Year

Cindy Aviles, Chair, Coloma Charter Township

Jim Polashak, Vice Chair, City of Coloma

Barb Schofield, Treasurer, City of Watervliet

Robin Jollay, Secretary, Coloma Charter Township

Vick Kinzler, Watervliet Township

Olive Grady, City of Watervliet

Dan Hutchins, Watervliet Township

Sandy Kraemer, Coloma Watervliet Area Chamber of Commerce

Chuck Owen, City of Coloma

Chana Kniebes, Community Development Coordinator

Board Meetings are open to the public and held at 5:30 the first Thursday of each month, in the CWAEDC board room on the second floor of the Chemical Bank building in downtown Coloma. Click Here to download our ByLaws.

Mission and Goals Statement:

MISSION

The Coloma Watervliet Area Economic Development Corporation (CWAEDC) is organized for the specific and primary purpose of sustaining and improving the economic vitality of Coloma Watervliet through the retention and growth of commercial and the greater industrial enterprise.

GOAL

The desire of CWAEDC is to provide a framework through which changes in the economy of the region can be anticipated, influenced and monitored through a strategic plan leading to a more stable economic environment.

ISSUES

1. Michigan's real/perceived business climate.
2. Unemployment as a result of loss of industry and commerce to other states.
3. Retention and expansion of existing business.
4. Creation and attraction of new business.

STRATEGIES

Improve the Business Climate.

The government imposed costs of doing business in Michigan are or are perceived to be high relative to other states. Organized and continuing efforts must be made with state and local officials to reduce both the direct and indirect costs of doing business in the state.

Local Coordination and Cooperation

Establish CWAEDC as a focal point for local government units and other agencies interested in business activities in the area. This may be accomplished through development of a centralized data base and an education plan to increase public knowledge and awareness of the local economy.

In addition, in order for local municipalities to stay informed of CWAEDC activities, CWAEDC staff will personally discuss current activities with local managers and head supervisors, and each representative will report back to their individual organization on a quarterly basis.

Emphasize and Promote Local Resources

Formidable attributes of the greater Coloma Watervliet area include the enviable "quality of life" enjoyed in the area and its abundant labor skills. We should exploit fully;

1. Our diverse recreational facilities.
2. The educational and cultural opportunities of a small but urban community.
3. Community life.
4. Proximity to a large metropolitan area.
5. The work ethic unique to the area.
6. Our diversely-skilled labor base.

Encourage and Promote Entrepreneurship

Much of our major business and industry is "home grown". This suggests that the economic, social and political roots of the area have an entrepreneurial bent. In the current business environment of deregulation and deconglomeration, innovation and entrepreneurship are being favorably received. Programs to provide business planning, financial packaging and counseling and the general infrastructure essential for the formation of new business must be put in place.

Financing Programs and Projects

It is essential the CWAEDC become extensively involved in projects that will create the diversity of development necessary for the greater Coloma Watervliet area to reach its full potential. In order for CWAEDC to accept this position of leadership and to become financially involved, CWAEDC will have to generate additional revenue sources. These additional sources may be derived from consulting assignments and other quasi-private real estate development activities.

Outreach

Efforts will be made to attract new businesses which have good prospects for long term growth and stability. Since this is easier said than done, studies would be implemented to identify those target businesses most desirable to the community and or those most likely to be attracted to the area.

Leadership

It is essential the CWAEDC provide the leadership and framework around which all other strategies are organized. It is the responsibility of the Executive Director and the Board of Directors to gain support of all participants, establish effective programs and provide the unifying direction required for success.

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4/10/2007