WEDA and Wellington board struggle to define roles

By Gary Raham
Wellington Correspondent

The intricacies of economic development are spurring debate in Wellington as the community contemplates how to set the stage for getting some well-grounded advice from a state agency this fall.

"It's critical for the town that we take some positive steps for promoting growth in the community," said Reggie Kemp, a member of the Wellington Board of Trustees and Planning Commission, in a recent interview.

He went on to say that this goes beyond merely bringing a new hardware or grocery store into town. It includes defining all those things--political, economic, educational and quality of life--that induces businesses and families to make Wellington home.

Kemp, other board members and the Wellington Economic Development Association agree that the town's selection to be offered a low-cost, thorough community assessment by experienced professionals will do just that. The board and WEDA differ, however, on the logistics: Who should select the liaison to work with this assessment group? Where will the money come from? How can conflicts of interest - perceived or real - be avoided?

Kemp stands close to the center of events. Early this year he became a consultant for WEDA and served as the group's day-to-day spokesperson. At the time, he believed conflicts of interest that might arise with his town board responsibilities would be sporadic and minor. However, in a recent letter of resignation as WEDA administrator, Kemp said: "I am persuaded that the areas of conflict identified by the town board are, in fact, conflicts. I am also persuaded that the identified areas of conflict are appropriate areas for WEDA involvement. I believe further that the conflicts exist as a result of the failure of the town board to deal with the issues involved."

Funding for the assessment group liaison has been one source of contention. Trustee Sabre Middlekauff and others on the board contended that most recommendations arising from the assessment process will require funding that the board will largely need to allocate. Thus, they would like to see the board retain control of the liaison by hiring him or her from town funds. To that end, town administrator Larry Lorentzen would like to entertain a proposal from Gene Allen, a professional planning consultant and former interim town administrator for Wellington.

WEDA president Doug Andersen countered that a greater share of implementation costs would naturally fall to WEDA, not the board (although two-thirds or more of WEDA's funding is provided by the board, with $6,000 currently on hold pending a decision on hiring the assessment liaison). WEDA also has one or more potential candidates in mind to work with the assessment group.

"WEDA wants to make good on its promise to the community to facilitate economic development," Andersen said at the May 10 board meeting. He also admitted to "soul searching about WEDA's purpose" since Kemp's resignation. A recent work session with board members didn't clarify the issue, and Andersen said he would like to see a follow-up meeting soon.

Other board members agreed that a slate of choices would be a good idea. Kemp said he certainly didn't want to see a "turf war," and he doesn't want the project to fall by the wayside. "This assessment may be an important, one-shot opportunity for Wellington," he said.

Since 2000, the Colorado Office of Economic Development and International Trade has performed community assessments funded by the Colorado Economic Development Commission. The office selects up to six Colorado communities a year for this assessment based on the perceived needs of the community and likelihood that the community will follow through with suggested implementation strategies. Wellington is on the list this year.

The stated purpose of the assessment is to "provide a low-cost community evaluation in order to assist communities in realistic visioning and strategic planning as it relates to economic development."

The assessment takes three days. On the first day the assessment team tours the town, local government agencies, businesses and schools.

On the second day the team listens to input from a variety of focus groups (businesses, schools, government, seniors and agriculture, for example) that have been selected to participate. That evening the assessment team pools its impressions to create an analysis of strengths, weaknesses, opportunities and threats they see within the community.

On the third day the team presents its findings at a town meeting. The community is charged with printing and distributing the recommendations and completing a basic strategic plan with priorities, timelines and responsibilities. The organization follows up to check on whether suggestions have been implemented in six months and again after a year.