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Jan/Feb 2010
As 2009 drew to a close, government statistics painted a dismal picture. The statewide unemployment rate of 11 percent was overshadowed by the local numbers: 13.8 percent for DeKalb County, 11.9 percent for Jackson County.
While the percentages were bad enough, the actual number of real lives impacted was even more disheartening. According to the Labor Market Information Division of the Alabama Department of Industrial Relations, there were 6,722 unemployed workers in DeKalb and Jackson counties in December 2009.
With so many families suffering from the effects of a recession, what can a region do to get its people back on their feet?
Most counties benefit from an organized economic development authority, staffed by professionals who are trained and experienced in the practice of economic development. However, the process of improving communities calls for the involvement of everyone who participates in the local economy.
“The economic development authorities in DeKalb and Jackson counties do a fine job,” says Fred Johnson, General Manager and Executive Vice President of Farmers Telecommunications Cooperative (FTC). “But building our communities is something we all have a responsibility to take part in.”
“You must take a multi-pronged approach to economic development,” says Pat Berry Merritt. A 1980 graduate of Ider High School, Merritt is Manager of Community Development for Georgia Electric Membership Corporation.
In this role with Georgia’s statewide electric cooperative association, Merritt has worked with communities of all sizes to develop goals and action plans to address their challenges. She also served a year as president of the National Rural Economic Developers Association, a member organization dedicated to the advancement of rural economic development through providing education and networking opportunities (see www.nreda.org). She was recently elected president of the Georgia Downtown Association, which focuses on professional development to support downtown revitalization programs throughout the state.
Merritt says a company that is expanding to a new area is concerned with three things: 1) cutting costs, 2) eliminating risk, and 3) speeding time to market.
“When an industry is looking to build, they will use a statewide economic development organization to find locations, and then start eliminating communities,” Merritt explains.
Prospects will often have a short list of potential sites before any community knows about the project. If a community hopes to be competitive in industrial recruitment, it must be working toward that goal long before an industry comes looking.
Merritt offers these practical guidelines for communities determined to help improve the region’s economy:
1) Focus on your strengths
Merritt says small business owners need to ask, ‘what can I do to differentiate my business from the chains? Can I provide better customer service than a big box store? Can I provide special orders?’
“The community as a whole needs to ask ‘what sets us apart in a positive way?’” she adds. “The answer needs to be about more than your people. I go into so many communities where I ask them what their strengths are and they say, ‘oh, it’s our people.’ Every community in the nation would probably say that, so you have to be more distinctive.
2) Communicate well
The Internet has become a powerful tool for helping companies research prospective communities. Any community serious about economic development should have a presence on the Internet.
“Make sure your Web site is up to date and well managed,” Merritt says. “It should be clear and simple, and the contact information should be easy to find.”
3) Foster collaboration
“Make sure there is a sense of collaboration among the different organizations in your community,” Merritt advises. From city and county governments to chambers of commerce and economic development authorities, Merritt says these groups should be “working together to communicate their priorities and needs, and focus in the same direction.”
When such a spirit of cooperation is not present, prospects take notice. “When your groups are not communicating well, when they are arguing and it’s on the front page of the newspapers, it’s also on the Internet,” says Merritt. “When prospective businesses, and even retirees looking to relocate, do a Google search and see what’s in the local newspapers, they will be concerned that their taxes may go up or the cost of living may be more, or that they won’t be able to get the services they need.”
4) Support what is here
While attracting new industry is exciting, Merritt says it is important to focus on taking care of those companies who operate in your community now. “These local businesses are already established, they’ve been paying taxes and making payroll,” Merritt says. “They most likely have a connection to your community and a commitment to stay there.”
Existing industries can also be helpful in recruiting prospects. “They can be your best sales people,” Merritt says. “Prospects will want to meet with existing industries alone. They will ask what it’s like doing business in your community, about the labor force, and what it’s like to work with the local leaders.”
The task of nurturing those relationships is too large for the economic development authority to handle by itself, Merritt says. Other community leaders, such as electric utilities and telecommunications providers, must help manage the needs of those industries that impact the local economy.
5) Build future leaders
“Make sure you’re inclusive in building leadership for the future,” says Merritt. “I know the demographics have changed since I lived in DeKalb County, and we must be open to new ideas from people who are from different parts of the U.S. or from different countries.”
By including the perspectives of various groups, a comprehensive team effort is fostered. “What they need and value is important to the process,” Merritt says. “If you neglect to get input from one group or another, they can end up being divisive, and end up hurting your efforts in the long run.
COMMUNITY LEADERS PREPARED FOR ECONOMIC OPPORTUNITIES
Fred Johnson, FTC General Manager, Executive Vice Pres.
We are building a world class network that will deliver the best telecommunications technology available anywhere — including state-of-the-art voice, extremely high capacity broadband, and outstanding digital television service. We can offer the same level of telecommunications support you will find in any major city.
Mike Simpson, Sand Mtn. Electric Cooperative General Manager
We do what it takes to help industries get their facilities constructed. They can count on a quality source of power delivered across a reliable distribution system. Once an industry is here, we can provide technical services such as infrared testing, untrasonic testing and power management studies — usually at no cost to them.
Dr. David Campbell, Northeast Ala. Comm. College President
We place a great emphasis on workforce development. We are part of the Alabama Technology Network, which pulls together the state’s resources to solve the needs of industry. Education technology is deployed throughout the campus, with 10 miles of cables and 600 computer ports in our newest building alone.
Carey Baker, FTC Community Relations Representative
We are beginning to help communities assess where they stand, and what they need to be thinking about in terms of positioning themselves for economic growth. Who are your leaders? What are your assets? Do you have land? Funding? These are some questions communities need to be asking themselves now.
Jerry Hammon, Waterworks Boards General Manager
Most industries require an adequate water supply and public sewer. We are constantly upgrading our water treatment and distribution system to ensure we have the water we need today plus the capacity to meet future demand. Our partnership with area cities to provide sewer positions the region for continued growth.
Sen. Lowell Barron, Dist. 8 Alabama State Senator
Industries need a reliable transportation system to bring in materials and move their goods to market. The Legislature
is working on a
$1 billion Road and Bridge Bill that will repair and expand the state highway system throughout Alabama. It will require final approval by voters in the November 2nd General Election.
Everyone has a part to play in piecing together the economic development puzzle
Back
Pat Berry Merrit is a native of Ider
As 2009 drew to a close, government statistics painted a dismal picture. The statewide unemployment rate of 11 percent was overshadowed by the local numbers: 13.8 percent for DeKalb County, 11.9 percent for Jackson County.
While the percentages were bad enough, the actual number of real lives impacted was even more disheartening. According to the Labor Market Information Division of the Alabama Department of Industrial Relations, there were 6,722 unemployed workers in DeKalb and Jackson counties in December 2009.
With so many families suffering from the effects of a recession, what can a region do to get its people back on their feet?
Most counties benefit from an organized economic development authority, staffed by professionals who are trained and experienced in the practice of economic development. However, the process of improving communities calls for the involvement of everyone who participates in the local economy.
“The economic development authorities in DeKalb and Jackson counties do a fine job,” says Fred Johnson, General Manager and Executive Vice President of Farmers Telecommunications Cooperative (FTC). “But building our communities is something we all have a responsibility to take part in.”
“You must take a multi-pronged approach to economic development,” says Pat Berry Merritt. A 1980 graduate of Ider High School, Merritt is Manager of Community Development for Georgia Electric Membership Corporation.
In this role with Georgia’s statewide electric cooperative association, Merritt has worked with communities of all sizes to develop goals and action plans to address their challenges. She also served a year as president of the National Rural Economic Developers Association, a member organization dedicated to the advancement of rural economic development through providing education and networking opportunities (see www.nreda.org). She was recently elected president of the Georgia Downtown Association, which focuses on professional development to support downtown revitalization programs throughout the state.
Merritt says a company that is expanding to a new area is concerned with three things: 1) cutting costs, 2) eliminating risk, and 3) speeding time to market.
“When an industry is looking to build, they will use a statewide economic development organization to find locations, and then start eliminating communities,” Merritt explains.
Prospects will often have a short list of potential sites before any community knows about the project. If a community hopes to be competitive in industrial recruitment, it must be working toward that goal long before an industry comes looking.
Merritt offers these practical guidelines for communities determined to help improve the region’s economy:
1) Focus on your strengths
Merritt says small business owners need to ask, ‘what can I do to differentiate my business from the chains? Can I provide better customer service than a big box store? Can I provide special orders?’
“The community as a whole needs to ask ‘what sets us apart in a positive way?’” she adds. “The answer needs to be about more than your people. I go into so many communities where I ask them what their strengths are and they say, ‘oh, it’s our people.’ Every community in the nation would probably say that, so you have to be more distinctive.
2) Communicate well
The Internet has become a powerful tool for helping companies research prospective communities. Any community serious about economic development should have a presence on the Internet.
“Make sure your Web site is up to date and well managed,” Merritt says. “It should be clear and simple, and the contact information should be easy to find.”
3) Foster collaboration
“Make sure there is a sense of collaboration among the different organizations in your community,” Merritt advises. From city and county governments to chambers of commerce and economic development authorities, Merritt says these groups should be “working together to communicate their priorities and needs, and focus in the same direction.”
When such a spirit of cooperation is not present, prospects take notice. “When your groups are not communicating well, when they are arguing and it’s on the front page of the newspapers, it’s also on the Internet,” says Merritt. “When prospective businesses, and even retirees looking to relocate, do a Google search and see what’s in the local newspapers, they will be concerned that their taxes may go up or the cost of living may be more, or that they won’t be able to get the services they need.”
4) Support what is here
While attracting new industry is exciting, Merritt says it is important to focus on taking care of those companies who operate in your community now. “These local businesses are already established, they’ve been paying taxes and making payroll,” Merritt says. “They most likely have a connection to your community and a commitment to stay there.”
Existing industries can also be helpful in recruiting prospects. “They can be your best sales people,” Merritt says. “Prospects will want to meet with existing industries alone. They will ask what it’s like doing business in your community, about the labor force, and what it’s like to work with the local leaders.”
The task of nurturing those relationships is too large for the economic development authority to handle by itself, Merritt says. Other community leaders, such as electric utilities and telecommunications providers, must help manage the needs of those industries that impact the local economy.
5) Build future leaders
“Make sure you’re inclusive in building leadership for the future,” says Merritt. “I know the demographics have changed since I lived in DeKalb County, and we must be open to new ideas from people who are from different parts of the U.S. or from different countries.”
By including the perspectives of various groups, a comprehensive team effort is fostered. “What they need and value is important to the process,” Merritt says. “If you neglect to get input from one group or another, they can end up being divisive, and end up hurting your efforts in the long run.
COMMUNITY LEADERS PREPARED FOR ECONOMIC OPPORTUNITIES
Fred Johnson, FTC General Manager, Executive Vice Pres.
We are building a world class network that will deliver the best telecommunications technology available anywhere — including state-of-the-art voice, extremely high capacity broadband, and outstanding digital television service. We can offer the same level of telecommunications support you will find in any major city.
Mike Simpson, Sand Mtn. Electric Cooperative General Manager
We do what it takes to help industries get their facilities constructed. They can count on a quality source of power delivered across a reliable distribution system. Once an industry is here, we can provide technical services such as infrared testing, untrasonic testing and power management studies — usually at no cost to them.
Dr. David Campbell, Northeast Ala. Comm. College President
We place a great emphasis on workforce development. We are part of the Alabama Technology Network, which pulls together the state’s resources to solve the needs of industry. Education technology is deployed throughout the campus, with 10 miles of cables and 600 computer ports in our newest building alone.
Carey Baker, FTC Community Relations Representative
We are beginning to help communities assess where they stand, and what they need to be thinking about in terms of positioning themselves for economic growth. Who are your leaders? What are your assets? Do you have land? Funding? These are some questions communities need to be asking themselves now.
Jerry Hammon, Waterworks Boards General Manager
Most industries require an adequate water supply and public sewer. We are constantly upgrading our water treatment and distribution system to ensure we have the water we need today plus the capacity to meet future demand. Our partnership with area cities to provide sewer positions the region for continued growth.
Sen. Lowell Barron, Dist. 8 Alabama State Senator
Industries need a reliable transportation system to bring in materials and move their goods to market. The Legislature
is working on a
$1 billion Road and Bridge Bill that will repair and expand the state highway system throughout Alabama. It will require final approval by voters in the November 2nd General Election.
