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:
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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:
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–
–
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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:
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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
• Schools & Higher
Education
• Available Utilities
• County Zoning &
Planning
• 90 Market
• Infrastructure
• Open Spaces
• Communication between
government offices/
officials/ citizens
• Career Opportunities for
future leaders
• Attitude toward
development
• Marketing the county
• 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
District
%
Graduating
Eaton
81.1%
National
Trail
78.6%
Preble
Shawnee
88.9%
TriCounty
North
91.1%
Twin
Valley
South
85.6%
Performance
Rating
Continuous
improvement
Met 17 of 27
standards
Continuous
Improvement
Met 17 of 27
standards
Continuous
Improvement
Met 16 of 27
standards
Continuous
improvement
Met 19 of 27
standards
Continuous
improvement
Met 16 of 27
standards
# of students
enrolled
2001
Expenditure
per student
Local
State
Federal
2,241
$6,308
$3,173
$3,102
$246
1,191
$6,895
$2,603
$4,046
$357
1,687
$6,651
$2,300
$4,097
$318
1,190
$5,994
$2,691
$2,999
$327
1,050
$6,800
$2,152
$3,712
$376
Illustration 12 (Source: Ohio Dept of Education – State Proficiency Test Data, 2002)
District Sources of Revenue
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.ohiostate.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