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Clemson University Institute for Economic and Community Development Team leaders: Class members, APEC 352, Public Finance Economics: Devin Swindall, Research Associate, Clemson University Institute for Economic and Community Development (CIECD) Dr. David W. Hughes, Assistant Director (CIECD) and Professor-Course Instructor, Department of Applied Economics & Statistics (APEC) Nathan Bailey, Ashleigh Duncan, Rachel Elliot, Michelle Gottfried, William Hopkins, Lin Li, Sarah Meyers, Gary Nihart, Lu Qiao, Rob Ratliff, and Austin Rizer Project method developed by: Harry Crissy, Regional Economic and Community Development agent for Charleston, Berkeley, and Dorchester Counties, SC, CIECD. Project Background Process of conducting the strategic plan Major results Social capital Social capital and growth Local agriculture Conclusions and recommendations. Fair Play small (population approximately 2,500) unincorporated South Carolina community On edge of Georgia Border (first SC exit on I-85 from Atlanta, GA to Greenville, SC). Community starting to experience growth because of proximity to I-85 and Lake Hartwell Lack of well defined community planning process Local leaders approached CIECD for help (no funding support). Decision made to use student driven model to generate a direction for Fair Play. Preliminary data analysis of Fair Play Key informant interviews Students developed and conducted surveys (49 questions, many Likert Scale 1-5) Students conducted data analysis of the surveys, SWOT type analysis Students presented findings and preliminary recommendations to community leaders. Summary community meeting in January Student driven follow-up projects. 4.00 3.50 3.00 2.50 2.00 1.50 1.00 0.50 0.00 3.65 3.58 3.43 3.41 3.39 3.17 2.80 2.70 2.44 One of the major strengths of Fair Play is its strong sense of social capital However, there is a clash of preferences between groups Long time residents New and/or seasonal residents (Lake house owners). Social capital refers to those stocks of social trust, norms, and networks that people can draw upon to solve common problems (Civic Renewal Movement) Social capital refers to features of social organization, such as trust, norms and networks, that can improve the efficiency of society facilitating coordinating actions (Putnam). Greater cooperation among diverse groups of people Increased efficiency Shapes regional development patterns Lower levels of crime Improves effectiveness government institutions of government Direct relationship between poverty and lack of social capital. One of the major strengths of Fair Play is its strong sense of social capital However, our study has shown that there are many different preferences among residents of the Fair play area The strongest differences are found between longtime residents and newcomers/recreational residents It impedes growth in social capital as well as economic development. The best way to overcome diverse preferences is through increased interaction between groups and individuals in Fair Play It is very important that new and old residents interact so that differences can be reconciled Social gatherings centered around a project that everyone can relate to could provide a solution. Residents value Fair Play’s fire department The fire department possesses a leadership role in the community Our surveys strongest trend was strong approval of the fire department Christmas Parade Bluegrass festival in March Safety Day in May There are other potentially strong community organizations that do not interact with each other. It’s important that longtime residents and new residents are both involved Summer is an Ideal time Many new residents are seasonal The fire department and other community groups should collaborate and sponsor the programs together. Community Cookouts 4th of July Community clean ups Parades Beautification of the school building These will help to create bonds among community groups and individuals. Fair play will be subjected to urban sprawl from Atlanta and Greenville Fair play lies on an important transport corridor (I-85) The industrial park will likely lead to growth Although some residents don’t want any growth, no growth is not a realistic option. Without strong social capital and collaboration among community groups, management falls on small group of people who may or may not reflect the majority’s preferences Incorporation would give Fair Play more control over development through taxation and zoning However, the residents are not interested in the thought of incorporation because of bad experiences and their perception of government (county). Question 20- Incorporation of Fair Play is critical to manage growth. Likert scale: 1 (strongly disagree) to 5 (strongly agree) Average response of 3.38, third lowest of 17 topics Results imply lack of support for incorporation Develop a “Growth Steering Committee” by involving all community groups and members To guide growth, must first determine what Fair Play wants: Fair Play Mission Statement General wants, needs, ideas, solutions, concerns. Establish Interview Process for potential businesses determine intent and needs expand infrastructure? Potential benefits to bring to Fair Play Guide Growth Selective construction Jobs Promote wholesale market, resources for recreation activities (fishing, boating, agritourism, golf, etc.) Industrial park development? Attract “Creative Economies,” businesses/services that are interactive and can be supported locally or are innovative Explore/ Expand Information Technology Industry that does not bring traffic/congestion and can run without over use of resources Feasibility studies for different industries Determines what industries could succeed in Fair Play Determine what industries are desired Our survey results showed that agriculture and retail trade are most desired. Downtown Consensus Capitalize on current agreements/settle differences Which businesses to promote? Determine style for building facades Add Sidewalks (easy access) City Beautification (see Woods Cross city, UH) Old School Building Require community clean-up Raise funding for town signs and promenade Contests for gardens (advertisement in magazines), nicest lake house Community activities (Christmas Light Show) House Art Shows Career Center for extra information and Job Training Fair Play Welcome Building Organization comprised of business owners. Using the old school building for recreational activities and a community center, whereby the community can meet and interact with each other Retired and young mentor program Have the garden club and community members fix up the school grounds and create a community vegetable garden Sponsor different adult meet and greet nights, club Entrepreneur Center- arts and crafts or produce Community book share Art Exhibits. Development of community tourism group Green tourism Natural resources for tourism: Lake, state park, agriculture Recycling program Farmers market. According to the 2007 Census of Agriculture, Oconee County had: over $120 million in sales generated by poultry and eggs in Oconee County $4.2 million in sales generated by cattle and calves in Oconee County $852 thousand in sales generated by fruit, tree nuts and berries. Farmers Market Bring community together to support local agriculture Issues include: finding management, identifying target market, finding agricultural suppliers Farmer organizations Establishing a formal group or club for local farmers. Strong social capital allows for coordination among farmers. Collaboration on: Irrigation management Integrated pest control Watershed management Purchasing of capital. Local agriculture sold at the local farmers market Market brings traffic off I-85 Foot-traffic around town (increased local spending) However, requires a manager for organizational purposes and emphasis on advertisement. Location – Close to I-85 Traffic Implementation of market Board of Directors Support of Local farmers Setting rules and regulations Utilizing Clemson University Extension as a resource Securing Location Advertisement. Farmers Consumers Set own prices Interact with consumers Cheaper and fresher than grocery stores Interaction with producers Other local businesses Benefit from additional traffic the market will bring. Fruit production for farmers’ market Growing, processing, packaging Potentially enter Organic market Agri-tourism U-Pick operations Host events: receptions, parties, (weddings?) instructional classes (canning, making fruit) preserves. Continue to have regular, scheduled town meeting/committee and stay organized Take advantage of current resources already at hand to minimize costs Promote/advertise Fair Play to attract desired businesses and population Prevent decay of infrastructure, appearance. Social Capital requires cooperation between individuals, government, and the private sector Fair Play appears to have a high level of social capital, with even greater potential Efforts must be made to increase bonds between longtime residents and new residents Fair Play has existing resources that can lead to community opportunities If Fair Play wants to avoid incorporation and unmanaged growth, a cooperative approach must be used. An article regarding the strategic plan appeared in The Daily Journal, the local newspaper in Seneca, S.C., on Thursday, December 9th and can be found at www.UpstateToday.com. Utilize students in Applied Economics 412/612 (Regional Economic Development Theory and Policy) Conduct an industry targeting study for the industrial park in Fair Play Provide support and resources for planning and implementation of a farmers market Present resources for applicable grants for revitalizing the old elementary school.