Thoughts on Economic Development

In response to inquiries from residents in terms of my approach to revitalizing our tax base via economic development, which will be summarized in an upcoming Sturbridge Times candidates article, I thought it prudent to provide an overview of my approach via this forum.

Fundamentally, we should bear in mind that economic development involves long-term planning utilizing short and long-range strategies. Long-range strategies are based upon a comprehensive Master Plan identifying and building upon a community’s STRENGTHS, acknowledging and addressing its WEAKNESSES, while exploiting available OPPORTUNITIES, and diminishing any quality of life THREATS.

Short-term strategies include implementation of a five-step geographic-specific process utilizing the following principles:

1: Develop a Vision and a Plan for Downtown
2: Identify and Build Upon Local Assets
3: Build a Strong Public/Private Partnership
4: Enhance the Downtown’s Sense of Place
5: Determine the Downtown Market

Working with the Economic Development Committee (EDC), I would work to facilitate an economic development “partnership” involving OSV, small business stakeholders, and area hotels with the goal of developing a series of town-wide events surrounding OPPORTUNITIES such as the Pan Mass Challenge, Harvest Fest, the Flea Markets, and the numerous conferences held at area hotels.

I would expend enormous effort in working to create a dynamic and vibrant level of cooperation between retailers and restaurants aimed at facilitating OPPORTUNITIES for local merchants to collectively capitalize – through partnerships - on the financial benefits associated with these local draws.

Imagine partnering area events with a "Concert on the Common", discounts at local eateries and craft/speciality shops, day passes to OSV, matinee or evening discounts to productions at the Stageloft Theatre or trail/mountain bike/fishing events that capitalize and showcase our open space acquisitions. This approach may entail a "package purchase" methodology combining several amenities into a reduced-price package involving significant cost-savings thereby motivating consumer participation. Such an approach would necessitate collaboration, cooperation, coordination, and compromise between the town and local merchants as well as a significant level of engagement on the part of our elected leaders. The rewards from such an approach however, could be a tenfold return on investment.

The short-term success of even one such event would serve as inspiration for additional successes. As well, this community-wide approach would establish Sturbridge itself as an event, and could serve as an inspiring sense of community to those looking at Sturbridge for potential business start-ups.

Moreover, I would seek engagement with representatives from key regional industrial/commercial enterprises and seek their assistance in reaching out to clean industry manufacturers, suppliers, distributors, etc. in hopes of initiating dialogue regarding relocations/expansions to Sturbridge. Our location, combined with proactive, pragmatic and positive engagement could facilitate a “shift” promoting Sturbridge not only as a desirable location, but more importantly as a needed location for business/industry expansion.

This would require tangible support for initiatives forwarded by the EDC while providing them the financial and intellectual support required to fulfill their charge. Sadly, that support has been lacking as several promising EDC initiatives have been met with firm resistance from elected leaders.

In addition, we should exploit the wealth of comprehensive studies and publications produced by Dr. John R. Mullin, Director of the Center for Economic Development and Dean of the Graduate School - UMASS Amherst, which outline progressive economic growth practices involving reindustrialization and retail revitalization of rural/suburban communities using clean, green industrial/commercial approaches. Dr. Mullin is highly regarded as one of the pre-eminent experts in rural/suburban reindustrialization and revitalization and has authored numerous definitive studies on such. His work could provide enormous guidance and direction in reestablishing and revitalizing our tax base, thereby lessening the burden on residential taxpayers.

Finally, we should more fully engage the Massachusetts Smart Growth Tool Kit, which provides clear direction for communities seeking balanced, desirable, and sustainable growth. A myriad of programs, policies, and processes are available through the Smart Growth Took Kit that provide best-practice approaches for growth management, economic viability and sustainability, as well as community protection of valued commodities such as character, open space, and quality of life issues.

To that end, the Planning Board has actively engaged a number of Smart Growth initiatives over the last 4 years designed to support, encourage, and direct desirable economic growth. This process provides amazing opportunities for communities to grow smart, grow green and grow healthy. Unfortunately, our elected leadership has failed in some cases to recognize the full potential of some of these initiatives and have withheld political support, which has slowed the process of Smart Growth implementation here in Sturbridge.

If I am elected to serve the residents of Sturbridge, I am committed to bringing a more comprehensive and more progressive approach to economic development, thus ensuring a more comprehensive and more robust tax base, while assuring that the community character and those intangibles, which each of us holds dear, are protected for our children and our grandchildren. We must recognize however that without a vibrant tax base, there will be little to protect, as an escalating financial burden will be shouldered by residents, thus increasing the likelihood of taxpayer exodus. This is a concern that has been conveyed to me by hundreds of residents.