1. Jeremy Hill, Director CEDBR.org CREATING AN IMPACT RETHINKING YOUR MODUS OPERANDI (MODE OF OPERATION) -Sylvania, GA - The Azalea & Dogwood City Pop 2,956 -Plains, KS – Widest Main Street in the USA Pop 1,146

2.  How do you determine value in a declining economy?  Is it an endless spiraling tunnel?  Creation of wealth  Where does that cash come from?  Shifting landscape  by the numbers  Comparative advantage  Not just targeting -> resourcing OVERVIEW

3. How do you determine value in a declining economy? Is it an endless spiraling tunnel?

4.  Demand  Clusters  Knowledge base  Efficiencies  Innovation  Larger private firms  Spill over to small cities DO LARGE CITIES SUPPORT SMALL CITIES? LG City A B C D

5.  Resources  Natural  Labor  Cheaper  Land  Capital  Labor  Innovation  Efficient  Support large cities DO SMALL CITIES SUPPORT LARGE CITIES? LG City A B C D

6. MOBILITY OF CAPITAL FIRMS (CASH & LABOR) MOVE IN AND OUT Firms ARE mobile Economies are complex – intricate/intertangled structures

7. Creation of wealth Where does that cash come from?

8.  Core -> Demand  Demand from areas outside your local economy.  Maximize Growth/value - Innovation & Resource exploitation  Multipliers  (minus) savings and leakages GROWTH/WEALTH CREATION $1 $.75 $.50 $.25 = $2.50

9.  Commodities  Value added agriculture  Resource fitting KS MULTIPLIERS EarningsEmployment Aircraft Manufacturing2.44.7 Hospitals1.72.0 Bowling Centers1.71.2 Cattle Ranching4.22.1 Selected Industry Multipliers by Region – www.CEDBR.org

10. Shifting landscape by the numbers

11. Relative Contraction More Concentrated Relative Expansion Less Concentrated Earnings

20.  Anything alive and willing TYPICAL STRATEGY

21.  What are your assets?  What are your costs?  CEDBR has a fiscal model  What are your needs?  Planning  Concentrated/diversified workforce – reduce risk/risk adverse  Labor/output – is there excess labor supply?  Natural resource (water, energy, farm…)  Capital resources  Human capital resources – (technical colleges and universities) RETHINKING!!

22.  Relative advantage  Relative cost of production  Labor, capital, fuel, and productivity  Relative delivered price  Expected growth  Declining sector, Long term potential, up and comer-high risk  Are you thinking only about your county?  Labor and resources go far beyond geo political boarders COMPARATIVE ADVANTAGE

23. JEREMY HILL, DIRECTOR WWW.CEDBR.ORG

24. HANDOUT MATERIAL