Mac Holladay
CEO, Market Street Services
Atlanta, Georgia

There can be no doubt that the “Great Recession” has affected most Southern cities large and small in a very negative way. In many locations our unemployment rates are at all time highs. There are three key components that we use in evaluating a community’s competitive position – people, prosperity, and place. While many traditional economic development activities have little effect in this downturn, this is a great time to improve your “place.” Concentration on entry ways, parks, downtowns, sidewalks, and all the things that newcomers see can have a positive effect on what people think about our communities. It can also improve our local attitude and be evidence that work is underway. Many small communities are using volunteers and young people to create a better place. Remember, you only have one chance to make a first impression.

Given the economic and political circumstances at the national level, I can’t help but believe that now is the time for community leaders in small towns to take matters into their own hands and just get something—anything—done. Come together with partners, new and old, and demonstrate to yourselves and others that positive change is possible. Pick an empty storefront on Main Street and work together to clean up the property and attract a tenant. Pool resources to offer a free leadership seminar for laid-off workers in town. Feed them lunch. When times are tough, it’s all about building forward momentum and laying the foundation for future success. Make a shared commitment, as well as shared sacrifice-across organizations-to get something done together.

Phil Scharre
Manager, Community Development
Tennessee Valley Authority

During this period of economic uncertainty, be sure to “stay in the game” by re-visiting your playbook and strengthening your assets and tools. Communities should prepare to be fully competitive when the economy rebounds, whether the focus is on recruitment, retention, expansion, retail, tourism, or entrepreneurship. Are all the tools (data, maps, photos, profiles, fact sheets, presentations, website, equipment, facilities, etc) up to date? Are all the players (elected officials, business leaders, professional staff) trained and capable? Are all the partners (state, regional, federal) engaged? Are the goals, targets, and plans up to date? Communities that have improved their competitiveness in all aspects will be better positioned for success when the economy improves and opportunities emerge.

Don-Terry Veal
Director, Center for Governmental Services,
Auburn University President, Southern Consortium of University Public Service Organizations

For optimum positive impact, small cities and communities should focus first on developing diverse economies that can help them better withstand negative economic impacts during challenging times. Attention should also be given to: attracting quality people with skills and resources through having quality education; increasing the tax base and improving the income levels and jobs for citizens; improving infrastructure; developing community assets that have historical significance; remaining open to outside business opportunities; and staying away from the “quick fixes.” Following state and national market trends can help small communities identify and then take strategic advantage of new opportunities for improving their economies.