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CEDS Comprehensive Economic Development Strategy

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CEDS Comprehensive Economic Development Strategy Powered By Docstoc
					 Mobilizing Community
Leadership For Economic
     Development
       Bonnie K. Norris
       OSU Extension Agent
      Ag, Natural Resources, &
      Community Development
             Economic Development
                = Create Wealth
  Government                           Infrastructure

              Business            People


Incentives                                     Taxes

                   Climate Creation
                      • Business
                      • People
           Building a Community
• Is like building a business or successful
  personal future or family.
• It requires:
  –   Knowledge
  –   Vision
  –   Perseverance
  –   Planning
CEDS = A roadmap to
 the county’s vision
• A CEDS is the result of a local planning
  process designed to guide the economic
  growth of an area.

• The CEDS must be the result of a
  continuing economic development process,
  developed with broad-based and diverse
  community participation.
            A CEDS must contain:
• An analysis of economic and community development
  problems and opportunities including incorporation of
  any relevant material or suggestions from other
  government sponsored or supported plans

• Background and history of the economic development
  situation of the area covered, with a discussion of the
  economy, including as appropriate, geography,
  population, labor force, resources, and the
  environment;
          A CEDS must contain:
• a discussion of community participation;

• a section setting forth goals and objectives for
  taking advantage of the opportunities and solving
  economic development problems of the area
  serviced;

• a plan of action, including suggested projects to
  implement objectives and goals set forth in the
  strategy, and
          A CEDS must contain:
• Performance measures that will be used to
  evaluate whether and to what extent goals and
  objectives have been or are being met.
            Why do a CEDS process?
• Formulate and implement a program that:
  –   creates jobs
  –   raises income levels,
  –   diversifies the economy
  –   improves the quality of life,
  –   while protecting the environment.
                    In Short:
• Each CEDS is unique, reflecting specific
  challenges and opportunities of its area.

• It should contain four main elements:
  –   Analysis
  –   Vision
  –   Action Plan
  –   Evaluation
         Analysis should assess:
• the state of the regional economy,

• the opportunities and threats posed by external
  trends and forces, and

• the availability of partners and resources for
  economic development.
           Preble County CEDS
The CEDS Steering Committee:
  Completed a S.W.O.T. Analysis
  Distributed Community Attributes Questionnaire
  to: 191 elected/appointed officials
      33 planning board members
      97 local business leaders
Completed the Analysis, Vision, Action Strategies,
  and Project Priority List
            Assets & Hurdles
• Quality Of Life       • Communication between
• Schools & Higher        government offices/
  Education               officials/ citizens
• Available Utilities   • Career Opportunities for
• County Zoning &         future leaders
  Planning              • Attitude toward
• 90 Market               development
• Infrastructure        • Marketing the county
• Open Spaces           • Designated Dev. Areas
                        • High Tech Jobs
                 Analysis
• Population: 42,337, a 5.3% increase
     projected to grow 18.7% 1990-2015

• Median Age is 38 vs. 36 OH, 37 Darke, 34
  Butler, & 36 Montgomery

• Townships grew more than Villages
               Analysis
• Median Household Income = $42,093
• Highest Median & Per Capita Income in Gasper
  Township
• Employment:
   – Average weekly earnings $510.29 vs $618 OH
   – Roughly 30% of jobs in manufacturing
   – Unemployment rate 5.2% vs 5% OH
                  Analysis
• Agriculture:
  – 977 farms, decreased 8.5%
  – 202 acres average size, increased
  – $65,457,000 in cash receipts
• Housing:
  – 78.9% Ownership Rate vs. 69.1% OH
  – Homes 63 years of age or older make up the
    largest number (5,184)
                        Analysis: Education
                                                  # of students                            District Sources of Revenue
                 %             Performance                           Expenditure
 District                                           enrolled
             Graduating           Rating                             per student         Local       State      Federal
                                                      2001
                                Continuous
                               improvement
  Eaton         81.1%                                 2,241             $6,308           $3,173     $3,102       $246
                               Met 17 of 27
                                 standards
                                Continuous
National                       Improvement
                78.6%                                 1,191             $6,895           $2,603     $4,046       $357
   Trail                       Met 17 of 27
                                 standards
                                Continuous
  Preble                       Improvement
                88.9%                                 1,687             $6,651           $2,300     $4,097       $318
Shawnee                        Met 16 of 27
                                 standards
                                Continuous
   Tri-
                               improvement
 County         91.1%                                 1,190             $5,994           $2,691     $2,999       $327
                               Met 19 of 27
  North
                                 standards
                                Continuous
   Twin
                               improvement
  Valley        85.6%                                 1,050             $6,800           $2,152     $3,712       $376
                               Met 16 of 27
  South
                                 standards
  Illustration 12 (Source: Ohio Dept of Education – State Proficiency Test Data, 2002)
                       Vision

The community’s vision and goals, together with an
  appraisal of the region’s competitive advantage,
  should set the strategic direction for the action
  plan.

Vision was formed from SWOT, analysis, and
  values.
               Action Plan
• Establishes program priorities for implementation.
• Basic Assumptions
   – Population will increase
   – Areas for growth will be Eaton, Gasper Township,
     and those along major highway access
   – Median income in growth areas increase
   – More commuters
   – An organized development entity formed
   – Comprehensive Land Use Plan Followed
             Strategic Actions
• Support and encourage industrial investment that
  will keep workers in the community and that will
  provide jobs for future generations.
• Support and encourage commercial investment in
  areas that will serve two populations—local
  residents and those visiting the community.
• Support and encourage residential investment that
  will meet the housing needs of a diverse interests.
          Strategic Actions
• Educate local units of government on the
  importance of developing and maintaining a
  current Capital Improvements Plan and a Capital
  budget.
• Embrace and encourage an ongoing and
  continuous process of countywide community
  planning.
• Coordinate the community development efforts
  undertaken by the Preble County CIC,
  Commissioners, Township Trustees, City and
  Village Officials, and Schools.
            Strategic Actions
• Improve upon the working relationship and
  partnership with community elected and appointed
  officials and community planning and zoning
  boards to help facilitate economic development
  planning.
• Improve upon the relationship with the private
  sector, especially developers, landowners,
  financial institutions, and utility companies to
  more effectively use local resources to attract
  business and industry.
             Strategic Actions
• Facilitate the development of relationships among
  employers, community officials, and educational
  institutions to improve the quality of schools and
  assist in lifelong learning.
• Implement a revolving loan fund to provide
  financial assistance to local entrepreneurial efforts
  and new and expanding small businesses.
                 Evaluation
• The CEDS established criteria and performance
  measures for evaluating the process and for
  periodic updates of the document.
• Areas of Evaluation:
   – Job Retention and Job Creation
   – Increased Tax Base
   – Communications & Marketing
   – Infrastructure & Utilities
            Project Priorities
• Construct Water and Sewer lines to serve the Ohio
  Exit 10, State Route 127 and Interstate 70
  interchange area.
• Construction of bi-directional access at I-70 and
  US 35, Exit 1, Route 40 Corridor development
• Extend water and sewer lines from Eaton,
  Southwest along State Route 732.
                    Projects
• Managed and improved housing.
• Extension of water and sewer lines on the West
  Side of Lewisburg and West on US 40.
  Construction of a by-pass around downtown
  Lewisburg would also support a development
  corridor.
• Construction of water, sewer and rail lines for the
  construction of an ethanol plant and industrial
  park in Jackson Township.
             Implementation
• County Resolution & submission to EDA
• Complete the County Webpage
• Organize a round table discussion with the
  county’s elected officials
• Create a good Economic Development Office
• Complete an annual review
• Utilize the Document
       Thank you.
The entire document can be
         viewed at
     http://www.ag.ohio-
  state.edu/~preb/cd/cd.htm
             Preble County
• To learn more about Preble County, visit

           The county’s webpage
                 www.prebco.org

               OSU’s County website
        http://www.ag.ohio-state.edu/~preb

				
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