AGENDA
RED SPRINGS NC STEP LEADERSHIP TEAM
COMMUNITY BUILDING (CROSS ST.)
WEDNESDAY, DEC. 14, 2011
6:30 – 8:30 P.M.
I. Welcome, Announcements & Preliminaries – STEP Co-Chair Willie Goodyear
v Report on STEP Regional Peer Learning Meeting, Thursday Dec. 8th, Star (Kim Pevia and Caroline Sumpter attended)
v STEP Planning Assessment
II. Presentation of NC STEP Economic Development Strategic Plan & Implementation Strategy -- Chilton Rogers, Coach
v Preparation: Presentation of Plan to Town Board
III. Implementation Process and Procedures
IV. Connecting Folks on the Margins to the Economic Development Plan – Yolanda Burwell, NC Rural Center
V. Closing Exercise: Quotes: What Would You Tell the New Towns Coming into STEP?
VI. Adjourn & Prosper!!!!
Next full Leadership Team meeting date – Jan. 9th, 2012 (? – the 16th is MLK Day)
_________________
_________________
Town of Red Springs
NC STEP Economic Development Strategic Plan
and Implementation Strategy
Table of Contents
I. Introduction
What is STEP?
Why was the program established?
What are the goals for a STEP community?
II. Town Participation
III. Applying the NC STEP Process – Red Springs Engages
Kick-off
Leadership Team Mission and Community Vision
Community Profile
Community Assessment
Strategy Identification
Strategy and Project Development
IV. Implementation
Monthly Implementation Reports
Fiscal Management
Maintaining Momentum: monthly meetings, local facilitation,
agendas, minutes, expand citizen leadership
STEP Impact and Evaluation
V. Appendices
NC STEP Requirements and Planning Process – Appendix A
Community Profile – Appendix B
Community Assessment – Appendix C
Economic & Demographic Scan – Appendix D
Project Templates – Appendix E
List of Leadership Team Members – Appendix F
___________________
Executive Summary
Town of Red Springs, NC STEP Program
Red Springs entered the STEP program in June 2010, and began working with an NC STEP coach to create a long term economic development strategic plan and implementation strategy for the town. The plan’s goals are to create conditions and activities that will ultimately result in job and wealth creation, improved standard of living and quality of life for the community’s residents, and additional public and private investments into the town and vicinity. The planning process spanned approximately 15 months.
After drafting a common vision statement, the STEP Leadership Team, comprised of a cross section of Red Springs’ area citizens, developed its plan focusing on four broad strategies with multiple projects under each strategy. As participants in the STEP program, the community receives up to $25,000 in planning funds and up to $100,000 to implement its initial projects. The STEP planning process emphasizes the development of citizen leaders who will have the skills necessary to improve the community’s economic health and vibrancy and to bring more economic development knowledge and know-how to overcome barriers and increase the community’s ability to grow and prosper.
The Rural Center allows a STEP community a year to a maximum of a year and a half to complete its projects. The following lists the strategies and their respective projects:
STRATEGY #1: Broadening Education through Creative Computing and the Arts
· Creative Computing and Arts Center - Create a center for creative computing, education, and the arts ($65,000)
STRATEGY #2: Physical Revitalization and Aesthetics
· Implement the “Master Land Use Plan” for improving streetscapes, parks, greenways, entrance signage, springs, etc. developed by Coaly Design ($20,000)
STRATEGY #3: Embracing Entrepreneurship
· Build the Pipeline of Entrepreneurs through Youth Entrepreneurship Camps ($5,000)
STRATEGY #4: Building Life Leadership Skills
· Red Springs Ready -- A Leadership Institute for Community Leaders in Red Springs: Ready to Learn, Ready to Lead, Ready for the Future ($10,000)
____________
Town of Red Springs
Red Springs STEP Leadership Team
NC STEP Economic Development Strategic Plan
and Implementation Strategy
I. Introduction
The North Carolina Small Towns Economic Prosperity program (NC STEP) brings a comprehensive revitalization effort to communities, especially those challenged by economic hardships due to changes in the economy and/or natural disasters. It is part of a larger initiative of the North Carolina Rural Economic Development Center called the Small Towns Initiative. State leaders recognize that North Carolina’s small towns serve a major role in the economic, social and cultural well being of the state as a whole. Even with the rapid growth of urban centers, North Carolina remains a state of small towns: over 475 towns have populations of fewer than 10,000 people, accounting for 86 percent of the state's municipalities.
The Small Towns Initiative and NC STEP are based on the belief that North Carolina’s towns have the opportunity to embrace a new future that –
Ø Values the best of the past;
Ø Preserves and enhances important resources;
Ø Seeks out new economic opportunities; and
Ø Respects, involves and lifts up all the people who live in these towns.
The program has three primary goals:
(1) Support economic recovery and revitalization through job creation, business activity and leveraged private and public investments;
(2) Implement a comprehensive model of local leadership capacity building, technical assistance and grant making; and,
(3) Provide vital information to develop public policies that support long-term investment in the economic vitality of North Carolina’s small towns.
STEP towns are chosen based on level of economic distress, geographical distribution, population size and diversity, management structure, resource availability and degree of readiness. Towns must show an understanding of the importance of an inclusive community leadership team and demonstrate the potential for economic recovery and revitalization and economic transition.
By participating in the program, towns receive:
(1) Coaching assistance to identify critical needs and community assets, develop potential economic development initiatives, prioritize projects and seek out technical and financial resources;
(2) Planning funds ($25,000) to use in the planning phase for assessments, feasibility studies, coordination and travel, and other pertinent activities;
(3) Implementation funds ($100,000) to implement priority projects developed through the planning process;
(4); Opportunities for training workshops and shared learning; and,
(5) Priority consideration in other Rural Center grants programs.
For more detail on the Requirements and Planning Process of participating in the STEP program, please refer to Appendix A.
II. Town Participation – Red Springs Becomes a STEP Community
Red Springs entered the STEP program in June 2010 as one of eleven towns in the third cohort of STEP towns. In its application, Red Springs summarized its desire to be in the program with this statement:
It is the goal of the community to enhance its economic development potential through strategic planning and visioning. We understand the importance of receiving input from all segments of the community. To that end, we are committed to assemble an inclusive leadership team to assist in the planning and implementation of this program. Red Springs has participated in numerous programs designed to create jobs. Unfortunately, these have not all been long lived. As such, we are keenly aware of the long-term benefits a successful effort can bring to the community and are eager to accept the responsibilities of this program.
III. Applying the STEP Process – Red Springs Engages
KICK-OFF
The kickoff is an opportunity to celebrate and emphasize what makes the community special and engage its citizens in the STEP process. Red Springs held its Kick-Off event on Saturday afternoon, September 25, 2010, outside the George Paris Community Building. Festivities included several musical performances, entertainment, door prizes and food. Promotional items, such as Red Springs NCSTEP T-shirts, pins, and pens were provided to attendees. A Message Board was put up for each attendee to post suggestions and ideas on actions needed to improve Red Springs. A list of these suggestions is in Appendix A. Approximately 100 citizens attended the Kick-Off Celebration.
LEADERSHIP TEAM MISSION STATEMENT AND COMMUNITY VISION
The first step in the planning process was to insure that the Leadership Team and the community clearly understand both the Team’s source of authority (Red Springs Town Council) and its responsibilities (to create an economic development strategic plan and implementation strategy). The Team developed the following mission statement:
The Red Springs NC STEP Leadership Committee is a group of committed citizens working to serve, enrich, and empower the greater Red Springs community by investing today for tomorrow’s prosperity through sustainable economic development.
The next task was to visualize the desired and possible future for the Red Springs community by asking the question, ‘What do you want the community to be like 10 to 20 years from now?’ Several dimensions were taken into account —such as the physical appearance of the downtown, mix of businesses, population size and mix, income levels and sources of income, public facilities, recreation opportunities and infrastructure, and any other aspects of the community considered important. The Leadership Team drafted the following vision statement:
Red Springs is a thriving, energetic, warm, robust, family oriented town; one that cares for the needs of all its citizens; a place everyone can call home. Ours is a progressive community committed to excellence in education and continuously working to improve our quality of life through beautification, environmental amenities and exceptional delivery of public services. Culturally diverse, we embrace our rich heritage as we work in unity and with respect seeking economic opportunities for continued progress and prosperity.
COMMUNITY PROFILE
Part of the process of taking charge of a community’s destiny is developing an understanding of its uniqueness and diversity. The community profile is designed to document a town’s assets, opportunities, appearance and challenges in words and pictures. These are combined into a document that present a clear picture of the town’s defining characteristics. The profile provides a “first look” of the town from the leadership team’s perspective and makes the group look at their town with a critical eye. In compiling the profile, leadership team members look for the answers to questions like: Who are we? What are our defining characteristics? What do we value in our small town? What are we proud of? What are our weaknesses? What would attract investment to our small town? What current situations, issues, policies or problems would discourage new investment?
Pictures from Red Springs’ Community Profile are found in Appendix B. The profile was originally in the form of a movie with the background song “You Can't Go Home,” sung by Bon Jovi and Jennifer Nettles.
COMMUNITY ASSESSMENT
The community assessment is an examination of the social, political, economic, demographic and environmental conditions within a community or region. This process involves economic development experts, local and regional community leaders, local businesses and residents. Dozens of development factors are considered and addressed. Economic “engines” and strategies evolve out of the assessment based on priorities of the community.
An important step in this process is understanding that a town does not exist in a vacuum. As the town embarks on developing its economic development strategy, it needs to understand that it is planning in context. In North Carolina, at the least, a town resides in a county; is part of a regional economic development partnership; and is served by a council of governments. It could also be within the service area of a regional university’s community and economic development outreach office. All of these groups engage in strategic planning, and it is important for a town to know what kind of planning is going on around them, what these strategic plans contain and emphasize – and to be keyed in.
In Red Springs’ case the economic development director of Robeson County, the regional planning director of the Lumber River Council of Governments and the marketing manager of North Carolina’s Southeast Commission presented their strategic plans to the STEP Leadership Team on November 15, 2010. Their presentations informed the leadership team, served as a foundation for future relationships and partnerships, and put Red Springs’ strategic planning process into a broader context.
The complete Community Assessment is in Appendix C. A significant part of this community assessment contains an economic overview of Red Springs and Robeson County. See Appendix D for the economic and demographic scan prepared for the town and county. (NOTE: The scan was prepared before the results of the 2010 Census were available, thus the references to the 2000 Census when Census data were used.)
Highlights of the economic and demographic information for Red Springs follow.
Red Springs, with 3,513 people (July 2008 State Data Center estimate) is one of 15 towns in Robeson County in southeastern North Carolina. Lumberton is the largest town in the county with 23,026 people. Red Springs is second in population, followed by Pembroke with 2,815 people. Robeson County has a population of 130,316 people (July 2008 State Data Center estimate), and grew by 5.7 percent from April 2000 to July 2008. Red Springs grew by 0.6 % over the same period. Most of the growth in the county is in the Lumberton area.
The 2000 Census reported 28.1% of Robeson County workers age 16 years or older worked outside the county and 31.2% of Red Springs workers worked outside the county. Much of the commuting from the county and town is probably to Fayetteville and the Fort Bragg military base. Lumberton had a much smaller percentage of workers commuting out.
Current economic and demographic data about individual towns is limited. However, with 2000 Census data we can draw some relevant comparisons. Both Red Springs and Robeson County have very high percentages of African Americans and persons of other races. The largest percentage of the county population is American Indian, while the largest proportion of the Red Springs population is African American. Whites are a minority both in the county and in the town of Red Springs.
Educational attainment is an important measure of workforce capacity. The percentage of high school graduates in the age 25 or more Robeson County population (slightly less than 70%) is 8 points lower than the percentage of high school graduates for the state (78%). The percentage of high school graduates in Red Springs is slightly lower than in the county (by .2%), but the percentage with a Bachelor’s degree or higher is 16.9 compared with 13.9 for the county.
According to BEA data, the Robeson County per capita personal income in 2008 was $24,935, compared with $35,249 for North Carolina. The 2008 number ranks Robeson County 96th in per capita income among North Carolina counties. In 1998 the BEA estimate of PCPI for Robeson was $17,047 and ranked 96th in the state, indicating no change in the county’s relative income position over the 10 year period.
As mentioned earlier, the 2000 Census reported that 28.1 % of employed Robeson County residents and 31.2 % of employed Red Springs residents commuted to work outside the county. Looking at the BEA reported gross flow of earnings for Robeson and surrounding counties makes the point in a slightly different way. A negative figure indicates more income going out of a county (workers commuting in) than coming into the county (local residents commuting out to work), as is the case with Cumberland and Scotland. The large increase in net outflow of earnings from Cumberland reflects the buildup of the Fort Bragg army base. For Robeson, the residence adjustment represents 6% of total personal income of residents. Given Red Springs’ location relatively close to Fort Bragg, the town may have potential to grow its commuting base as well as its population of military retirees.
Total employment in Robeson County increased by 15.5% from 2001 to 2008, substantially more than the population growth (5.7%) from 2000 to 2008. Manufacturing employment declined over this time period. However, at 14.6% it remains significantly higher than the average for the state (NC manufacturing employment in 2008 was 9.8% of total employment.) and nation, and can be expected to decline over the next several years.
The majority of employment growth over the period occurred in health care and social assistance, which increased from six thousand to over 10 thousand. In absolute terms, the government sector increased by approximately 1,000 employees, possibly reflecting growth of Pembroke State University.
Retail expenditures are a major source of movement of income across county lines. Generally, rural counties experience a high rate of retail expenditure “leakage” to nearby urban counties, while resort counties may pull in retail expenditures by attracting tourists. It is interesting to look at leakage of retail sales across county borders.
Counties with a large inflow of shoppers, whether tourists or regional residents, will have higher sales per capita and higher sales as a percent of personal income than the state average, while counties with outflow of shoppers will have lower numbers. The numbers for Robeson County are low relative to the state, but high relative to neighboring Bladen and Hoke Counties. Scotland and Cumberland are somewhat higher, although it is important to note that taxable retail sales for Cumberland do not include sales on the military base since they are not taxable. If military base sales were included, Cumberland would look more like other urban areas in the state. The relatively low sales per capita and as a percent of total personal income in the other counties reflect substantial leakage out of the area.
STRATEGY IDENTIFICATION
A matrix summarizing community assets and constraints was developed as part of the Community Assessment and served as the springboard for brainstorming possible economic development strategies for the town. [The complete matrixes are in Appendix C.] The Team was asked to look for commonalities and overlapping themes that stood out to them and identify any strategic directions or themes from their insights.
To think about the viability of potential strategies, several questions were put to the Leadership Team:
· What’s possible for the town to accomplish?
· What are the opportunities presented by the strategy (i.e., what assets support it)?
· What are the weaknesses of it (i.e., what barriers constrain it)?
· Who is the target audience for a particular strategy?
· What are the goals of this strategy – what is it supposed to accomplish?
· If you were to move here, what would you look for?
· What community development and civic engagement initiatives need to be in place or happen to reach your target audience(s)?
The following is a summary of the strategy identification discussion:
1) Concentrate on broadening educational opportunities in Red Springs for traditional and non-traditional students. Given that the graduation rate in Red Springs sits at 69% and that 21st century jobs require more and different educational attainment (plus computer literacy skills), for the community to be economically competitive much discussion centered on skill delivery. That is, how can the young and/or unemployed people in the Red Springs area get the training they need to get or create a good job without being “turned off?”
Questions such as:
v What can the STEP leadership team do to help keep kids in school and graduate?
v What can the STEP leadership team do to help get those out of school retrained with the skills and/or certifications necessary for them to either get better jobs or create ones for themselves?
v To what degree does the community value education? How can this be improved?
Current delivery systems are not attractive nor do they have the equipment and resources necessary -- and young people want a place to go to hang out, learn, and access state of the art equipment and high speed internet connection. Robeson Community College (RCC), UNC-P, the K-12 school system, 4-H, NC REAL (Note: Is this available in Red Springs or through RCC?), and the Boys and Girls Club offer alternative educational opportunities in the Red Springs area, however, the offerings are not coordinated nor are they delivered in a format that young people like – or that seem relevant to them.
Could there be a central location where all these modalities intersect and the content is youth driven or directed? Could the STEP team coordinate offerings and re-format them around interactive and creative activities as well as vocational training so young people would have a central place to meet and gather after school -- and those currently not in school could also participate?
2) Remake Red Springs into an entrepreneurial economy. Under present economic conditions, and even before the Great Recession hit, Red Springs lacked many good, well-paying jobs. In the 21st economy, the traditional factory job is a thing of the past – and the skills one learned to succeed then are not enough and don’t match the job requirements of today. In fact, the reality is that many people must create their own livelihoods, and supporting entrepreneurship is a viable economic development strategy in today’s economic climate.
When thinking about this, what community supports need to be in place for small businesses and entrepreneurs to succeed? The Red Springs community has access to the Small Business Center and entrepreneurship classes at RCC, and a near-by SCORE chapter for one-on-one business consultations and mentoring. A chamber of commerce is also active in Red Springs. Can the STEP leadership team partner with existing business support organizations and muster additional resources to create the conditions to support a culture of entrepreneurship in the community?
More is needed than individual technical support. Entrepreneurs must be nurtured and grown. Will the established business community welcome and nurture new businesses and help them succeed? Will young people be encouraged to start businesses and be given the advice, mentorship and resources for them to try out new ideas and grow their ventures? Are there business opportunities with nearby military installations that local businesses can capitalize on?
3) Establish a leadership pipeline for future community and business leaders. The group referenced the need to cultivate new leaders, but it wasn’t fleshed out in detail.
4) Bring the “last mile” of high speed, fiber optic internet service to Red Springs. Is downtown wireless? Can people and businesses access high speed internet connections affordably? Do students have access to high speed internet and state of the art computers, web tools and applications? The e-NC Authority is working on protocols to help communities bring broadband infrastructure to their citizens and businesses and has assigned a technical specialist to the Red Springs area. Adequate broadband infrastructure is not a luxury; it is a requirement for success and competitiveness in the 21st economy.
Red Springs’ vision statement and the strategies touched upon above imply a number of target audiences or markets for its economic development efforts. The area is poised to capitalize on its assets, overcome barriers and to reinvigorate itself, if it advances its strategies, develops relevant projects and pursues them with sufficient intensity.
STRATEGY AND PROJECT DEVELOPMENT
RED SPRINGS ECONOMIC DEVELOPMENT STRATEGIC PLAN
The Red Springs STEP Leadership Team adopted four economic development strategies. The process involved Team members dividing into subcommittees to draft a strategy statement including the strategy’s issues for implementation and to identify, develop and propose projects designed to fulfill the goals of their respective strategy. Each subcommittee vetted its projects among themselves, and those projects with the most promise were brought before the whole Leadership Team at its monthly meeting for further development and discussion. The viable projects meeting the approval of the complete Team comprise the projects for STEP funding or in some cases partial STEP funding. [Note that these strategies are inter-related and projects to support one strategy may also support another.]
Because community development and quality of life issues fall within and overlap strategies, each subcommittee would include projects in these areas. Projects within the scope of education and workforce development, not-for-profit organization building and expansion, recreation and entertainment, and physical infrastructure, attractiveness and appearance could evolve out of any of the subcommittees.
The strategies, their descriptive narrative and summaries of their supporting projects follow. Detailed project templates are found in Appendix E.
STRATEGY #1: Broadening Education through Creative Computing and the Arts
Red Springs, North Carolina has a rich history. The land on which the town is situated came through a grant from the Governor of North Carolina in December of 1795. Red Springs once boasted a successful “main street” business district, a thriving tourist trade based on its mineral rich iron springs, excellent public schools funded and managed by the town, the Scottish “Highland Games”, and even a minor league baseball team. Much has changed in Red Springs since the tornados of 1984 wiped out the downtown business district and many homes. Economic changes to Red Springs since then have not been for the better. Yet Red Springs is ideally located near the intersections of I-95 and I-74 and sits at the confluence of Routes 211, 72, 71 and 710. Our town is an important gateway to numerous organizations and institutions in Robeson County and surrounding counties.
The strategy of “Broadening Education” focuses on a carefully crafted, ongoing plan to establish and evolve wide ranging, comprehensive educational and creative cultural programs that will result in economic growth and a renewed sense of community pride for all citizens. Our committee believes that moving forward should be foremost in the thoughts of the citizens of Red Springs. In short, we should work together to enhance opportunities in Red Springs by providing creative and technology rich educational places and spaces.
1. As a community we must address such issues as our young people moving away to seek employment, the rising drop-out rate, and decreasing graduation rates. Our young people need opportunities to become successful as young entrepreneurs through creative programming right here in Red Springs.
2. Our unemployed and senior citizens need access to computers for work force development, filing unemployment and filing Medicare paperwork online.
3. Red Springs needs to identify and develop locations in which to offer programs that can have positive effects on the community. Defining and enabling facilities that are designed as enhanced creative, educational spaces for the greater Red Springs community will, over time, result in a town that is more conducive to economic growth and new businesses development.
Much of the effort to change our town must be accomplished by citizen involvement through an organized, coordinated, phased plan of activity. A town’s beauty is found in its physical appearance and its spirit. We believe that continuous community involvement, relevant educational programs and cultural opportunities are the key. Red Springs is our town, and it is our responsibility.
[NOTE: A more detailed strategy statement for Broadening Education can be found in Appendix E preceding project templates.]
One comprehensive STEP Project falls under this strategy.
Creative Computing and Arts Center. Create a center for creative computing, education, and the arts that will be a jumping off point for many kinds of community activities. This would stimulate interest in our business district and would help by bringing new people downtown to see and enjoy the arts and take informal education classes. It would be a space for people to interact and foster new kinds of community relationships. It would revitalize the downtown area by creating exciting experiences for residents and visitors alike. In order to concentrate on delivering programming as soon as possible, the center will begin operation in the American Legion Building.
Measures of success will include:
* Computer center open for Robeson Community College’s Summer/Fall 2012 classes
* After school programs are implemented: one each for middle and high school students
* Access for seniors (55+) to computers for Medicaid forms (working with LR-COG)
* Access for unemployed to file unemployment online forms for individuals in need
STEP funds: $65,000
STRATEGY #2: Physical Revitalization and Aesthetics
Red Springs was at one time a “magical” small town that was known as a resort and home to a respected college for young women. These elements brought commerce and thriving business to the Red Springs community. But this began to unravel in the early 1960s as the college closed, and the downtown commerce began to change. As time passed many of our large textile employers downsized or closed causing a shift in employment opportunities as well as the loss of corporate leadership for the community. Also, in the late 80’s our RS City Schools merged with the county system in effect causing a disconnect between the business community and the local schools. The effect has been a general loss of local retail business, a sagging downtown economy, and a loss of community pride and a general sense of community malaise.
In general, over the past 30 year the appearance of the town has degraded for the following reasons:
- Lack of desirable downtown business and in turn failing store fronts
- The lack of community pride and the desire to keep Red Springs clean and inviting
- The lack of code enforcement and the large number of related neglected homes and businesses
- The inability to attract the building of new homes and residents
- The lack of community leadership to keep town beautification moving forward
- The importance of the town’s appearance relative to economic growth has not been recognized and dealt with
In order to stimulate community pride as well as economic growth, the appearance of the town should be foremost on everyone’s mind. The residents of the town should actively support town beautification efforts both in spirit and in action. The following are reasons we should work together to improve Red Springs’ appearance:
- An attractive and well maintained Red Springs will be more conducive to economic growth and new business development
- To develop a sense of community pride
- To support and encourage the efforts of code enforcement and clean up unusable or uninhabitable houses
- The communities improved appearance will make it more desirable for people looking to move into the area
- New people coming to town will add to community pride and will enhance our intrinsic community values and provide economic benefits
- Growth in population will make Red Springs more attractive to new businesses
Some of the effort to create a cleaner and more attractive Red Springs will fall to the Town for seeking public funding and code enforcement. There will also be efforts to seek matching grants to incentify business to update and maintain attractive store fronts. Other parts of the effort must be accomplished by citizen involvement through an organized and active plan of beautification.
The town’s physical appearance is not just in the attractiveness of the buildings but also the pride and involvement of the residents. This is not a one-time solution. Certain projects such as landscaping, development of community parks, and an improved downtown appearance may be viewed as one time, but much of this strategy will be ongoing and must have community buy-in and involvement over time to be successful. Red Springs is our town, and it is our responsibility to redevelop and maintain her beauty and community pride.
The STEP project designed to support a physical revitalization focused strategy is:
Implement the “Master Land Use Plan” for improving streetscapes, parks, greenways, entrance signage, springs, etc. developed by Coaly Design. (Coaly Design was hired to conduct a streetscape/land use master plan for the town using STEP planning funds.) An attractive and well maintained Red Springs will be more conducive to economic growth and new business development, will enhance community pride, and will make the town more attractive for prospective new residents.
Elements of this project include:
1. Choosing the design for entryway signs / constructing first sign;
2. Receiving and reviewing “Master Plan” from Coaly Design;
3. Prioritizing steps presented in Master Plan and begin implementation of highest priorities.
4. Continue to utilize the “Clean Teams”
5. Develop public art in vacant store fronts and on visible sides of downtown buildings
Improve the appearance of the business district in hopes of promoting local shopping and stronger community pride
STEP funds allocated to this project: $20,000
STRATEGY #3: Embracing Entrepreneurship
Red Springs was a thriving business community for nearly 85 years and was known as the Saratoga of the South. Our intriguing history has already been reported by the other committee strategy statements. The strategy of “Embracing Entrepreneurship” focuses on recreating that entrepreneurial environment in which, once again, small businesses can be inspired, fostered and grown capitalizing on our location, identity and cultural diversity.
A comprehensive, fluid and ongoing approach includes the following concepts:
*Branding Red Springs/Finding our identity and marketability (arts, tourism, convenience, charm) “Red Springs… History, Re Imagined” or” History working to reinvent itself” or “Putting Unity in Community” as quick examples
A comprehensive, fluid and ongoing approach includes the following concepts:
*Branding Red Springs/Finding our identity and marketability (arts, tourism, convenience, charm) “Red Springs… History, Re Imagined” or” History working to reinvent itself” or “Putting Unity in Community” as quick examples
*Revamping the entrepreneurial culture - work to create a seamless system for entrepreneurs of all ages and all stages. Create a path for success from small business inquiry to mentoring to partnering with town officials to engage with prospective small business owners. This committee will be proactive in finding local, county resources as well as forming an Ad hoc citizens group for Entrepreneurship who will support small business. We will seek resources to include Youth Entrepreneurship and youth financial literacy. Youth engagement will serve to develop a pipeline as well as stirring the spirit of potential local adults to whom we can provide technical assistance and mentoring resources.
*ReVisioning/Revitalizing Downtown. With and in support of the proposed multi-use education facility that encourages the arts, education and generates tourism, this committee believes that small business will once again line Main Street. Businesses that complement and service the needs of the clients/users will naturally spring up. Potentially to include business incubation site(s).
This committee is aware that this process is a journey. We did not get here overnight and we will not get out overnight. We have to redefine/reinvent ourselves, unify around that new identity and create small business opportunities based on the experience folks will have here.
Our project will change and grow as we move beyond creating the foundation, as the pipeline of entrepreneurs builds with education and leadership, as pride is restored through aesthetics and as unity is rebuilt in our community, as the core committee grows, as success breeds success.
We can re-imagine what is possible, work to make changes now, and create a new future for ourselves and impact seven generations to come.
A STEP project embracing entrepreneurship is:
Build the pipeline of entrepreneurs through Youth Entrepreneurship Camps. The economic future of small towns is critically dependent on the establishment and growth of new businesses. Red Springs has a number of locational advantages for residential and commercial development. There are more than 10,000 cars that travel through Red Springs every day. The new education and arts center will generate even more traffic through downtown. Red Springs needs more businesses, and establishing a culture of support for entrepreneurs will lead to new business formation. STEP funds: $5,000
STRATEGY #4: Building Life Leadership Skills
Red Springs Leadership has not been as forth right to the community and to the younger adults and has lost its direction over the past forty years; its biggest problem is that we have not passed along leadership values to our succeeding generations. Part of this is that our youth with talent and leadership skills have moved to greener pastures because of the lack of leadership and mentorship which has driven them away from our Community. Moreover, because of the community disconnect with the school system what leadership skills that are developed during school events rarely transfer to the community as a whole.
The overall picture is broken down into the following phases:
- Much of our young talent leaves Red Springs for higher education and never returns because of the lack of available high paying jobs.
- We have not developed any coordinated leadership skills programs in our community to help develop the talent which did not or could not leave for greener pastures.
- The general lack of community pride promotes apathy and results in those with leadership skills not wanting to step up and offer their services.
The leadership strategy will build community pride and instill the desire to see Red Springs move forward in a healthy and positive fashion by building life leadership skills, entrepreneurial skills and critical thinking skills.
- By developing leadership skills earlier in our youth we will empower them to take control of their destiny and impart a sense of hope and pride
- By developing leadership skills our community will benefit from more actively involved residents who want Red Springs to grow and thrive
- By developing entrepreneurial leaders we will help create local jobs that spawn creative job development and attract other job creation opportunities
- By developing leadership skills we will bridge the racial and cultural divide that has long held our community back by forcing us to think along boundaries rather that thinking of whole of the community.
There is a debate that there are people who are born with innate qualities that help them to become good leaders, while others have to strive hard to attain their leadership skills. So in reality, you could say yes to both questions. We as leaders do need to lead our citizens by showing our leadership skills, our compassion, integrity, honesty, humility, determination, courage, passion, confidence, commitment, wisdom and expertise. Becoming a leader entails more than skills, it combines skills with those traits listed in the previous sentence. We will have to encourage existing community groups like the Chamber of Commerce to become involved as well as working to start and develop leadership programs that will reach our youth beginning in the middle school years. This is a lifelong learning process, one that once begun will have no end, just a better foundation to build upon.
The STEP Project related to this strategy includes:
1. Red Springs Ready -- A Leadership Institute for Community Leaders in Red Springs: Ready to Learn, Ready to Lead, Ready for the Future. Red Springs needs a larger pool of leaders in the community. If leaders are not appearing, we must create a leadership structure to encourage and develop emerging leaders. Red Springs Ready offers citizens of Red Springs the opportunity to acquire knowledge of the community and to develop leadership potential. It offers citizens an opportunity to become personally and professionally acquainted with town as well as county structure and life, which can benefit their present and future leadership.
Objectives of Red Springs Ready:
• Select highly-qualified potential and emerging leaders who are most likely to give to our community.
• Include participants from various sectors of the community to establish a network for future communication and understanding.
• Provide leadership skill training, i.e., problem solving, group dynamics, future planning, etc.
• Study history, community issues, perspective, and functions.
• Create direct lines of communication between participants and existing community leaders.
• Communicate the benefits of Red Springs Ready to the community.
STEP funds allocated to Red Springs Ready: $10,000
IV. Implementation
The Rural Center allows a STEP community a year to a maximum of a year and a half from the approval of its economic development strategic plan and implementation strategy and contract date to complete its projects.
Implementation involves the following:
· Monthly reports must be completed and received by the Rural Center in a timely fashion.
· If problems, issues or concerns arise, it is the responsibility of the town to notify the Rural Center STEP staff as soon as possible.
· Accurate fiscal management is the responsibility of the town and will be monitored closely.
· The Leadership/Implementation Team continues to meet on a monthly basis to share information, update each other on project progress, and to maintain momentum.
· A facilitator is responsible for calling the meetings and developing an agenda; a recorder will take minutes.
· New members are always encouraged to join and contribute to the team.
· Once the initial projects funded through the STEP program are completed, the STEP community continues to work its economic development strategic plan, develop new projects and strive to realize its vision.
STEP Impact and Evaluation:
As projects are initiated and completed, the town must monitor their impact. The NC Rural Center will be tracking economic development indicators to evaluate the effectiveness of the program in the community.
Thus, STEP towns should keep in mind these questions as they implement their projects, develop additional projects, and document their results:
· Have members of the Leadership Team stepped up their leadership role in the community and are making a difference?
· Have new jobs and businesses resulted from these strategies and projects?
· Are new private and public monetary investments coming into the town?
· Are more dollars being spent in the community? Are people patronizing local businesses? Have any existing businesses expanded as a result of STEP?
· Are residents seeing improvements in their community and letting local officials and citizen leaders know that they’re noticing a difference? and like it?
· Is there more hope and energy in your community?
· Are young people engaged in carrying out any of the STEP projects and offering ideas for additional projects?
· Have new partnerships been formed? Is the town working more with the county or state government offices on economic development issues? Has the town engaged more with the regional council of governments? Have any town/private business partnerships formed around a particular opportunity or to solve a particular problem?
· Has the town sought resources or assistance from regional organizations such as the community college or regional university?
· Have any non-profit organizations in the community stepped up to tackle town issues or meet a need?
· Does the town look better? Are more people aware of the town’s participation in the STEP program and see the correlation?
Through STEP, the Leadership Team has learned a process to vet new ideas, find resources and execute projects and initiatives. Over time, it is anticipated that the STEP process will continually evolve -- that the Leadership Team will create new projects to be developed and implemented, and that the economic development strategies will be re-evaluated as progress is made and circumstances improve. This Team is expected to continue after STEP funds have been spent, these initial STEP projects described in this economic development strategic plan are completed, and the STEP program relationship with the Rural Center has lessened. With consistent and expanded leadership and the ability to bring more resources to the community, the town will increase its chances for prosperity and will see an improved quality of life for its current and future residents.
