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2004 Workshop Reports -
Economic Base Discussion Forum
Background
The Cost of Living (COL) report shows that
Yellow Springs is a highly educated community, with most employed
residents in management and professional occupations. As would be
expected, the community has high median incomes compared to Ohio and
the US. The percent of the working age population declined in 2000,
which is due in part to changing demographics (i.e., a smaller
working-age cohort); but is primarily due to fewer employed persons
among the working age cohort (working age = 16+; the percent is
affected by the number of retired persons).
Challenges
The discussion group identified the following
two major challenges. The full list of challenges follows the priority
challenges.
- Retention & Expansion of McGregor
- Lack of Support for employers -
Professional, Commercial, Industrial, and Educational
The community lacks consensus on the nature or
importance of its economic base. All challenges and solutions are a
matter of "AGENCY." Agency is described as a need for all
Village residents to take ownership and to reach a consensus on the
true nature of the Economic Base, the challenges/problems/issues as
well as the solutions.
We recognize/accept an "Image
Stigma." Yellow Springs is often viewed as a
"counter-culture," having a negative connotation (the
anti-image – against business, big
industry, etc). Yellow Springs is not perceived as much for what it
stands for as what it stands against. This image negatively impacts
retention of existing businesses and attraction of new businesses.
The Village’s image: village of hippies, not
very friendly to "outsiders," highly educated residents with
a high level of tolerance for "own thing," healthy - with
alternative or ‘holistic’ services, environmentally sound,
artistic community, perhaps ‘aging’ activists, with a local media
which often chooses to reflect/promote a negative image through its
articles.
Yellow Springs has a fairly diversified
economic base, making it more difficult to define targeted development
strategies. To serve and promote the diverse business base, Yellow
Springs can adopt "third wave" economic development
strategies—building institutional and human capacity to create a
competitive environment. (Third wave strategies differ from smokestack
chasing strategies of the first wave, and incentive programs to
targeted industries that marked second wave strategies.) Such
development strategies also focus on strengthening assets that support
the competitive environment such as the arts, the health care system,
and tourism and natural resources.
The Economics of Village
housing/infrastructure for visitors, residents, and services is a
challenge. Although set within an area inviting to visitors – a
beautiful, natural setting, surrounded by State Parks – the Village
is extremely limited in housing, as well as Village facilities and
accommodations for short-term or extended stay visitors; for example,
there is inadequate hotel housing, transportation, and food services.
The community must identify what "redevelopment" areas are
available.
The community needs to define what and who it
seeks to attract. In terms of housing, the community needs to decide
what type is most desirable (rental versus new owner). Or what type of
residents does the community want to attract: an ‘aging’
population or a more ‘youth’ oriented population?
Should the community be aiming for an
industrial/commercial focus or does it want to attract high-tech
industries? And the community often ignores the "agricultural
base" associated with the Village. How should it be integrated
into the on-going needs of the economics of the Village? How or should
it be protected?
Yellow Springs needs to consider the financial
impact of a possible downsizing at WPAFB. A new "realignment
commission" has been formed. A new round of base closings or
downsizing may have a highly negative financial impact on the Village.
Much support comes from the base workforce, by those who choose to
live in the Village or just heavily support it.
The small size of the Village itself is a key
challenge. This limits the financial opportunities or even political
support to be expected. The Village simply lacks the obvious resources
of larger cities.
A community of highly educated residents is
both the good and the bad news. What attitude or impact does this have
on current or future community actions?
The community lacks appropriate or clear
boundaries, and requires "Edge Management."
Challenge 1: Retention & Expansion of
McGregor - Challenges to Existence
- The community is not supporting the
Institution. The community needs to change the perceptions of a
"lack of willingness" of the Village to change or grow
into or with a "new" concept/vision of McGregor.
- There are "branding" (i.e.,
image) concerns.
- The institution needs to assemble the land
for campus growth (renovation – building – parking), including
land area for long-term initiatives and growth.
- The community lacks critical &
necessary services to support the vision.
- Housing (on/off campus)
- Hotels/Condo’s
- Facilities
- Hospitality Centers
- Food / Restaurants / Catering
- Banking / Financial Institutions
- Transportation (public-within the
Village)
- Parking
Action Plan Concepts
- Address Support Services…
- Develop a series of Action teams to
address Hospitality Facilities.
- Hotels: short-term and extended stay
facilities for students, teachers, special guests, conference
attendees/speakers,conference centers.
- Housing: on/off campus for students,
long or extended stays.
- Develop plans for new living
facilities through renovation of current structures and
building additional living quarters.
- Food: Expand current / establish new
Village food services. Extend current restaurant hours; expand
food offerings (place/times), consider expanding the South
Side for additional food courts
- Transportation: Develop a Village
public transportation system (trolleys, small busses, etc).
- Hospitality structures: Develop large
& small units.
- Commit space / land to McGregor expansion
needs.
- Know both current / future needs.
- Land: Dedicate land to build short
& long-term facilities with adequate parking, housing,
building and learning commitments.
- Buildings: renovate and revitalize
current buildings and areas.
- Atmosphere: Prepare for a "whole
setting" atmosphere for advanced education/instruction.
Items to consider: a Conferencing Center, amphitheatre, large
educational structures
- Be part of the new legacy for Antioch /
McGregor.
- Help to establish a Community of
Education not simply a school.
Challenge 2: Lack of Employer Support -
Professional, Commercial, Industrial, and Educational
General Challenges
- Lack of retention / support for the
existing business base (large/small)
- Perceived or real lack of incentives to
attract new businesses
- No Start-Up business attraction services
available
- Loss of commercial / industrial entities
without knowing the reasons why
- Lack commercial/industrial spaces
- Lack space available for expansion of
current business/education
Challenges to small businesses
- No real efforts to retain / enhance
- Identify challenges unique to small
businesses
- Separate small businesses into downtown
& others issues because challenges are often different
- Recognize need for Tourism / Visitors /
Guests
- The Village is often described as
unfriendly
- Media depicts - "outsiders" as
"them"
- Small Business skill needs: Often lack
training in core competencies – Marketing, Computers, Business
Plans
- Need inexpensive new employee
training/skills such as responsibilities, life-skills, work ethic
- Need additional accommodations for
overnighters/tourists hotels, motels, B&B’s, etc.
Action Plan Concepts
Work toward retention and support.
- Identify allies – set priorities –
partnerships – multiple avenues for help: Greene Co DOD, other
partners and websites; Community Resources (Chamber, Merchant’s
Association, CR CIC)
- Create a Business Advisory Council with
open/public forums 4 times year
- Ask the Village to fund a
position/person/resource -an expert available to answer
questions, encourage development, give support to new /
current businesses and act as a conduit for identifying space
available, space needed, buildings, services, and to encourage
relocation of business, people, and service.
- Establish appropriate Training / Education
Services
- Know what the needs are and establish a
listing of the where and how to get business skills,
competencies, employee training or workforce development.
- Discover and set new employee
orientation competencies for small businesses through surveys
and compiled documents. (Perhaps develop a mini-curriculum for
local and regional high schools to add to life skills
teaching.)
- Develop a Commerce Park (Commerce Campus)
(Education Park)
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