AGENDA, (Hand outs with assignments follow)
RED SPRINGS NC STEP LEADERSHIP TEAM
AMERICAN LEGION BUILDING
MONDAY, DEC. 13, 2010
6:30 – 8:30 P.M.
I. Welcome and Announcements – Willie Goodyear, Co-Chair
II. Presentation of Red Springs Vision Statement – Willie Goodyear, Tony White
III. Red Springs and Robeson County Economic & Demographic Scan – Chilton Rogers
(Break into 3 groups for Exercise 1: Sustaining & Growing the Local Economy in
preparation for next leadership team meeting)
V. Discussion, Questions & Wrap Up
VI. Next Meeting – Thursday, Jan. 20, 2011
(Notice this is different – MLK Day falls on our regularly scheduled meeting date)
Sustaining and Growing the Local Economy
Subcommittee Analysis of Assets and Limiting Factors
Tonight the Leadership Team will divide into three (3) subcommittees. Each
subcommittee will be assigned two of the six paths to sustaining and growing the local economy.
Your task, between now and the next full STEP Leadership Team meeting, is to meet with your
subcommittee, probably two or three times, to assess the potential for successfully pursuing each
of your two assigned paths to grow your local economy. You will look at and list as many assets
and limiting factors as your group can identify for each path. Once your list is complete, spend a
little time assessing the potential for pursuing a development strategy related to each path.
Your group will report to the full Team on at the next STEP meeting, and we will have
general discussion of each of the six paths. Our objective is to eventually identify a number of
strategies with potential for helping grow your local economy. Following determination of
strategies, we will begin the process of identifying and evaluating specific projects within the
strategy areas.
Please select a subcommittee chairperson/spokesperson to:
1. Schedule and moderate meetings,
2. Produce (or assign someone to produce) a subcommittee report, and
3. Lead discussion of your two paths during the next STEP meeting.
12.1.10
Sustaining and Growing the Local Economy - (below is the information requested on the handouts.)
Small towns and rural areas generally have a close economic relationship with their surrounding
region, especially larger urban areas within a couple of hours driving distance. Unfortunately for the
small town, the relationship with neighboring urban areas is almost always unbalanced, with income
from the small town leaking out to the urban area to purchase goods and services, either not available
or with limited choice in the small town. The challenge for the small town is to increase its income and
reduce the proportion that is spent in neighboring urban markets.
Let’s explore six potential paths to sustaining and growing the local economy. In each case, our
objective is to identify assets and resources that increase the potential for local success and the
limitations and constraints on that avenue for development. The six paths are:
1. Retain and expand existing businesses.
2. Improve local linkages and reduce leakage of income out of the community.
3. Create new businesses through supporting entrepreneurship.
4. Increase earnings outside the community (commuting to work).
5. Capture more unearned dollars.
6. Attract more outside investment.
Consider each of the six alternatives, first focusing on aspects of the community that would
increase the likelihood of success, then focusing on aspects of the community that would decrease the
likelihood of success. There will likely be considerable overlap of both assets and limiting factors across
the six areas.
1. Retain and Expand Existing Businesses
Think about the businesses that already exist in the community and consider which types of
business may be in danger, which are likely to continue at approximately their current size, and which
may have potential to grow. Then begin listing positive and negative factors in the appropriate column
below.
2. Improve Local Linkages and Reduce Leakage of Income Out of the Community
Think about where local businesses and residents spend their money. Do businesses buy
inputs from outside the community? Where do you and other residents make various types of
purchases? List factors the support and discourage local linkages in the appropriate column.
3. Create New Businesses through Supporting Entrepreneurship
Some people in the community may have ideas and a desire to start new businesses,
but may not have sufficient business knowledge, sufficient resources, understanding of their potential
market or willingness to take risk to encourage them to actually start a business. What assets does the
community have, or have access to, that would be important for starting an entrepreneurship support
program, and what are the limiting factors? List positive and negative factors in the appropriate column
below.
4. Increase Earnings from Commuting to Work outside the Community
Should unemployed and underemployed residents be encouraged and given support to
find employment in neighboring markets? Does your community have the potential to attract new
residents who will continue to work in surrounding markets? What makes the community desirable
and appropriate as a place to live while working elsewhere? List positive and negative factors in the
appropriate column below.
5. Capture More Unearned Dollars
Income can come from many sources in addition to earnings. Unearned dollars may include such
sources as social security, pensions and investment income for individuals as well as grants to local
governments and not-for-profit organizations. What makes your community an attractive place for
retirees or families living on income from investments? What is your community’s potential for
obtaining grant funds? List positive and negative factors in the appropriate column below.
6. Attract More outside Investment
The typical form of outside investment that economic developers and communities pursue is
relocation of manufacturing plants, establishment of a new plant when a firm expands beyond its
current location, relocation or establishment of new call centers or distribution centers and other
major capital expansions when businesses grow. Other possibilities could be government offices, not-for-
profit headquarters and start-up businesses. Every community has characteristics that make it more or
less likely to attract outside investment. Identify your community’s assets and constraints and list them
in the appropriate column below.
RED SPRINGS NC STEP LEADERSHIP TEAM
AMERICAN LEGION BUILDING
MONDAY, DEC. 13, 2010
6:30 – 8:30 P.M.
I. Welcome and Announcements – Willie Goodyear, Co-Chair
II. Presentation of Red Springs Vision Statement – Willie Goodyear, Tony White
III. Red Springs and Robeson County Economic & Demographic Scan – Chilton Rogers
(Break into 3 groups for Exercise 1: Sustaining & Growing the Local Economy in
preparation for next leadership team meeting)
V. Discussion, Questions & Wrap Up
VI. Next Meeting – Thursday, Jan. 20, 2011
(Notice this is different – MLK Day falls on our regularly scheduled meeting date)
Sustaining and Growing the Local Economy
Subcommittee Analysis of Assets and Limiting Factors
Tonight the Leadership Team will divide into three (3) subcommittees. Each
subcommittee will be assigned two of the six paths to sustaining and growing the local economy.
Your task, between now and the next full STEP Leadership Team meeting, is to meet with your
subcommittee, probably two or three times, to assess the potential for successfully pursuing each
of your two assigned paths to grow your local economy. You will look at and list as many assets
and limiting factors as your group can identify for each path. Once your list is complete, spend a
little time assessing the potential for pursuing a development strategy related to each path.
Your group will report to the full Team on at the next STEP meeting, and we will have
general discussion of each of the six paths. Our objective is to eventually identify a number of
strategies with potential for helping grow your local economy. Following determination of
strategies, we will begin the process of identifying and evaluating specific projects within the
strategy areas.
Please select a subcommittee chairperson/spokesperson to:
1. Schedule and moderate meetings,
2. Produce (or assign someone to produce) a subcommittee report, and
3. Lead discussion of your two paths during the next STEP meeting.
12.1.10
Sustaining and Growing the Local Economy - (below is the information requested on the handouts.)
Small towns and rural areas generally have a close economic relationship with their surrounding
region, especially larger urban areas within a couple of hours driving distance. Unfortunately for the
small town, the relationship with neighboring urban areas is almost always unbalanced, with income
from the small town leaking out to the urban area to purchase goods and services, either not available
or with limited choice in the small town. The challenge for the small town is to increase its income and
reduce the proportion that is spent in neighboring urban markets.
Let’s explore six potential paths to sustaining and growing the local economy. In each case, our
objective is to identify assets and resources that increase the potential for local success and the
limitations and constraints on that avenue for development. The six paths are:
1. Retain and expand existing businesses.
2. Improve local linkages and reduce leakage of income out of the community.
3. Create new businesses through supporting entrepreneurship.
4. Increase earnings outside the community (commuting to work).
5. Capture more unearned dollars.
6. Attract more outside investment.
Consider each of the six alternatives, first focusing on aspects of the community that would
increase the likelihood of success, then focusing on aspects of the community that would decrease the
likelihood of success. There will likely be considerable overlap of both assets and limiting factors across
the six areas.
1. Retain and Expand Existing Businesses
Think about the businesses that already exist in the community and consider which types of
business may be in danger, which are likely to continue at approximately their current size, and which
may have potential to grow. Then begin listing positive and negative factors in the appropriate column
below.
2. Improve Local Linkages and Reduce Leakage of Income Out of the Community
Think about where local businesses and residents spend their money. Do businesses buy
inputs from outside the community? Where do you and other residents make various types of
purchases? List factors the support and discourage local linkages in the appropriate column.
3. Create New Businesses through Supporting Entrepreneurship
Some people in the community may have ideas and a desire to start new businesses,
but may not have sufficient business knowledge, sufficient resources, understanding of their potential
market or willingness to take risk to encourage them to actually start a business. What assets does the
community have, or have access to, that would be important for starting an entrepreneurship support
program, and what are the limiting factors? List positive and negative factors in the appropriate column
below.
4. Increase Earnings from Commuting to Work outside the Community
Should unemployed and underemployed residents be encouraged and given support to
find employment in neighboring markets? Does your community have the potential to attract new
residents who will continue to work in surrounding markets? What makes the community desirable
and appropriate as a place to live while working elsewhere? List positive and negative factors in the
appropriate column below.
5. Capture More Unearned Dollars
Income can come from many sources in addition to earnings. Unearned dollars may include such
sources as social security, pensions and investment income for individuals as well as grants to local
governments and not-for-profit organizations. What makes your community an attractive place for
retirees or families living on income from investments? What is your community’s potential for
obtaining grant funds? List positive and negative factors in the appropriate column below.
6. Attract More outside Investment
The typical form of outside investment that economic developers and communities pursue is
relocation of manufacturing plants, establishment of a new plant when a firm expands beyond its
current location, relocation or establishment of new call centers or distribution centers and other
major capital expansions when businesses grow. Other possibilities could be government offices, not-for-
profit headquarters and start-up businesses. Every community has characteristics that make it more or
less likely to attract outside investment. Identify your community’s assets and constraints and list them
in the appropriate column below.
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