Business View Magazine | January 2020

242 BUSINESS VIEW MAGAZINE JANUARY 2020 strategic action plan, called the Blueprint for Opportunity. We’re actively working that plan, done in partnership with a steering committee of business representatives, anchor institutions, workforce development partners, and arts and tourism organizations. The plan focuses on five strategic action areas.” “The first is retention and expansion of our existing industry clusters,” Bentson continues. “Economic development is often about attraction, and we certainly do that in partnership with our regional business alliance, but we feel that the growth of our existing businesses is really where the City can grow our economic footprint much more quickly and sustainably. “Lynchburg is what is often called an ‘Eds and Meds’ community. We are home to five colleges and universities – one of the fastest growing universities in the country is Liberty University in Lynchburg – and a major regional healthcare provider. They are major employers, major landowners, and they have all kinds of roles to play in workforce development and neighborhood development, so we’re digging into those relationships and planning for how we can work with our anchors and how they can work together to influence the economy. “Our third area focuses on building talent pipelines for our existing industry clusters, specifically. Fourth, is place making, which is not always near the top of the economic development list, but I think in small cities is really rising – building really beautiful public spaces, improving the quality of life, investing in arts and culture and entertainment amenities, that kind of thing. All of these really support businesses and talent to make informed decisions beyond traditional economic factors. “And finally, we are focused on marketing and telling the story. How do we, as a small city, as a second or third-tier city, really set ourselves apart? What are our competitive advantages, and how are we marketing and telling that story? We