About Us
Cohasset Day is an initiative of the Cohasset Economic Development Committee in partnership with the Cohasset Chamber of Commerce.
Cohasset Chamber of Commerce
“As an advocate for and a representative of its members, the Cohasset Chamber of Commerce seeks to promote and enhance its members’ business interests in the local community.”
Who We Are
The Cohasset Chamber is comprised of nearly 100 members representing a cross section of businesses in the Town. Our members have varying reasons for joining the Chamber, namely health insurance, networking opportunities, business and political updates from the Town, civic and community involvement, and business and marketing exposure. Meet our members...
What We Do
The Chamber is an active organization, which identifies areas of interest for its members. The many ways it addresses those interests are through sponsorship of informational and educational forums, a menu of affordable health care options, numerous marketing opportunities, and advocacy. We also provide information and referrals to prospective visitors about housing, lodging, dining, shopping and other areas of interest in Cohasset.
Board of Directors 2011
Matthew Cunningham -- President
Amie Theriault -- Vice President
Sean Cunningham -- Treasurer
Kerry O'Keefe -- Secretary
Visit the Cohasset Chamber Website for more Information
Cohasset Economic Development Committee
Economic Development Committee
Town of Cohasset
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EDC Charter
Approved by EDC on January 24, 2008
Approved By The
Board of Selectmen – January 28, 2008
I. Vision:
That Cohasset be the most desirable place to live, visit and prosper.
II. EDC Mission:
• To foster and promote ideas, opportunities and events that will cultivate sustainable solutions for the economic well being of the town.
• To capitalize on Cohasset’s unique assets, such as its beautiful coast line and its art tradition, to attract those desirable businesses and visitors that will enhance the quaint atmosphere of the town.
• To be committed to establishing lasting economic viability and success for Cohasset retail and commercial businesses, as well as facilitate new investment and capital expansion to increase employment, create new revenue sources and broaden the tax base.
• To interact with the various media and business entities for the purpose of promoting the town’s image, strengths and best economic interests.
III. EDC Action Plan (what, why, how & when) :
(articulated around each paragraph of the mission statement)
1) Foster and promote ideas, opportunities and events…
Initiatives/Action steps:
a. Organize annual “Cohasset Day” for locals and visitors in the village. No car traffic on S. Main between the Red Lion and Sotheby’s. BBQs on the street. Shops displays on sidewalks. Pets parade. Automobile Concours d’Elegance. Auction. Games for kids and adults on the Commons. Presence of personalities (if possible actor/actress who starred in movie showcasing Cohasset). Regional media, including TV, invited. (time frame: 08)
b. Develop the dimension of the Farmers Market to make it a bigger and more vibrant market. Solicit/invite more vendors/booths. (08)
c. Add Cohasset directional signs in strategic places: on 3A, on 228, off route 3, etc. to demonstrate that indeed Cohasset welcomes visitors. Today, the famous phrase “if you don’t know where it is, you should not be there in the first place” seems to be the rule of the land. It is not the best way to market the “visitor-friendly” message. (08/09)
d. Work with all Cohasset events organizers (Art Festival, Music Circus, Triathlon…) in order to create more synergy/impact and standardize the permit delivery process on behalf of the town. Next year, the BOS might want to look into forming a “Special Events Committee” or a sub-committee attached to the EDC. (08/09)
e. Explore possibility of a regular shuttle between the train station and the village in order to incite visitors to come to Cohasset. (08)
f. Sell day/weekend passes to the beach to only those visitors staying in a Cohasset hotel. Short of doing this, it is somewhat deceiving to attract visitors when they cannot fully enjoy one of the main reasons they wish to come. (08)
g. Make Cohasset a cleaner and more inviting village. It is particularly critical to clean and eventually re-finish the basin/fountain since it represents the image of the town and is a focal point. Perhaps a “fun activity morning” can be organized twice-a-year to get willing residents and concerned shop/business operators to help. (08/09)
h. Add “By-the-sea” to “Cohasset” as a marketing theme. This would create a great opportunity to talk about the town, its natural attributes, and make it easier to promote Cohasset to those visitors who do not know where it is. (09)
2) Capitalize on Cohasset unique assets, such as its beautiful coast line and its art tradition…
Initiatives/Action steps:
a. Encourage new art galleries and stores specializing in high end sea-related merchandise to open in the village. Organize a marketing campaign (mailings/articles in specialized magazines/calls to associations and societies to target key people and galleries and “sell them” on the Cohasset opportunity. (08)
b. Create stronger identity, sophisticated image and town pride by developing and selling through local stores trademarked (revenue opportunity) Cohasset brand on Cohasset t-shirts, sweat shirts, caps, maps, etc. (08/09)
c. Solicit and support the movie industry’s interest in making appropriate movies in Cohasset –especially ones whose themes are consistent with the town’s key assets. (08)
d. Make Cohasset cleaner and more inviting. It is particularly critical to clean or re-finish the basin/fountain in the Commons since it represents the image of the town and is a focal point. (08/09)
e. Work with the Cohasset Historical Society and the Community Preservation Committee to devise one new perennial event in the summer that will draw significant attendance –such as a day devoted to smaller historic ships that would visit Cohasset Harbor. (09)
f. Provide information/photos of the Cohasset sea shore, harbor, village, etc. to editors of travel guides and other tourism vehicles to promote the beautiful assets of the town to nature and art lovers. (09)
g. Following the first successes (new stores), encourage high-end well known restaurants to take advantage of the town momentum and new development vision to open in town…while it is still possible. (09)
3) Establish lasting viability and success for Cohasset retail and commercial businesses…
Initiatives/Action steps:
a. Serve as an ombudsman for existing businesses and new businesses interested in coming to Cohasset and organize with the owners/operators a regular forum to brainstorm about ideas to increase activity (ex: a Buy-Cohasset discount for residents – double during off-peak times) and provide whatever expertise we can to help them grow their business. (08)
b. Investigate whether the harbor’s’ income and expenses should be breakeven if they are not presently and promote the idea they should be positive. Evaluate the implementation of elastic moorings to expand moorings and increase revenues. Meet with the Harbormaster and others knowledgeable with this device to explore feasibility. (08)
c. Support the Water Commission in exploring options of selling off additional excess potable water capacity without impacting the long term Cohasset needs to reduce residents water rates. (08)
d. Explore opportunities for immediate expansion of sewer capacity for commercial development in the town. (08)
e. Identify, support and promote Route 3A and Village District property owners that want to build or renovate under-utilized or undeveloped properties. Send out a mailer explaining how the new zoning changes can benefit them. (09)
f. Work closely with the Planning Board to identify space opportunities for new businesses and parking. Support the increase in municipal parking through development of Parcel 2. Support the implementation of visitor/customer-friendly parking regulations that would include employee parking. (09)
4) Interact with the various media and business entities to promote the town…
Initiatives/Action steps:
a. Create and use an interactive EDC public website, linked to the town site, to connect with residents, local businesses, potential new businesses (stores, restaurants, services), investors, developers, visitors, etc. and provide information and assistance. Online menu and agenda of all annual Cohasset events. Online Q & A. Home page illustrated with town logo and photos or graphic references to coast line/village/harbor/art/music. The site would feature both the town’s vision and the EDC mission. (08 )
b. Create a list of “Reasons to live and/or visit Cohasset” associated with a brief historical background and illustrations to publish on the site and in the media. (08)
c. Establish a partnership with local newspapers, i.e. the Mariner and the Tiny Gazette, to carry our message to the residents, announce upcoming events, report on ideas to explore and, most importantly, keep the dialogue open with all residents to seek their opinion and suggestions, earn their trust and support for our marketing strategy. Work with the Mariner to develop a “Business of the month” promotion with the goal of evolving it into an annual function that would utilize local restaurants. (08)
d. Create a list of types of businesses and stores which ideally fit/identify with the vision of the town development in order to prioritize the marketing actions. (08)
e. Promote and support the town’s Alternative Energy Committee in the adoption of a “Wind energy strategy” to reduce the town long term energy costs that will result in direct savings to the taxpayers. (08).
f. Publish brochures of Cohasset “yesterday, today and tomorrow” and distribute in strategic locations: boat shuttles in Boston & Hingham, travel agencies, hotels, chambers of commerce, etc. (09 )
Note: The above outline of initiatives and action steps represents an aggressive agenda for the coming years and one that cannot be completely achieved without the right level of resources and support from the town and the Board of Selectmen, as well as securing additional members with a legal, marketing, real estate or web development background.
IV. Meetings:
The chairman shall set the meeting schedule. All meetings shall abide by public meeting rules. Meeting minutes shall be kept and maintained by the chairman and the secretary. A copy shall be forwarded to the Town Manager upon approval by the committee.
V. Reports:
The EDC shall file an annual report to the Board of Selectmen in accordance with town rules for committees or as otherwise mutually agreeable.
VI. Membership:
A. Members shall be appointed by the Board of Selectmen in coordination with advice from the committee as to the skills and talents required to fulfill the mission and achieve results on activities. They will serve for three years. There shall be a minimum of five members selected from town residents and two ex-officio members selected from other town boards as mutually agreed by the committee and the Board of Selectmen. Maximum membership shall be seven members. In the event there is six members, majority votes shall require four of the six members. The committee shall have the authority, with consent from the BOS, to establish sub-committees or ad-hoc committees to accomplish special tasks or investigations.
B. Members shall file affidavits with the town clerk as required by town rules.
VII. Committee Chairman and Secretary:
The committee shall elect a chairman each year by majority vote, upon affirmation by the Board of Selectmen of the appointment and/or re-appointment of members. The chairman shall serve for a full year. A secretary shall be elected by the membership and shall be responsible for taking the meeting minutes which shall be subject to review and approval by the chairman prior to submission to the committee for approval at its next meeting. The secretary shall serve for one year.
Upon the resignation of the chairman or secretary, a new chairman shall be elected by a majority of the remaining committee membership. The new chairman or secretary shall serve the balance of the one year term of its predecessor.
VIII. Proposed activities/initiatives and goals:
Upon the establishment of the committee each year by the Board of Selectmen, the committee shall review its activities and propose a list of initiatives and goals for approval by the BOS by their mid-October meeting or as scheduled by the BOS but not sooner than thirty days after their member appointments are made. All activities/initiatives shall be listed, including those which are perennial, those that may carryover from the prior year and new activities.
IX. Charter amendments:
Amendments to this Charter shall be voted by a supermajority of the committee (4 of 5 members; 5 of 7 members) and submitted to the BOS for review and approval.
Respectfully submitted
Economic Development Committee:
Members: Ex-Officio Members:
Peter Brown, Chairman
Michael Westcott-Planning Board
Charles Hurd TBD - Sewer Commission
Michael Milanoski
Timothy O’Brien Board of Selectmen Liaison:
Alain Pinel TBD - BOS Member
