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York Alabama Continued
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What is Economic Development?
When asked to define what economic development meant to her, Carolyn Gosa, the mayor of York, stated, “It depends on the community. It is built on the foundations we already have for business expansion and retention, which are mainly small businesses.” In her seventh year and second term as mayor, she is York’s first female and second black mayor. She went on to explain that people come home to York to see the community survive. If five to ten new jobs are created in York, it is time to celebrate. This is unlike bigger towns and cities that see the addition of a few hundred jobs as the benchmark for success. Donald Means is the Executive Director of the Greene/Sumter Enterprise Community, which is a regional community and economic development non-profit organization that serves York. He described economic development as empowering people in the community and explained that if time is spent to bring in a big industry, the downside may be that if it turns around and leaves, then the jobs leave as well. In that situation there is no control of the business and no ties to the community, but with small business, owners live in the community and hire local citizens whose children attend the local schools as those jobs are retained. Then it is important to empower the people to create businesses. Stella Anderson, who is a member of York’s City Council and who also works for Greene/Sumter Enterprise Community, agrees. She believes economic development is “whatever’s prosperous for the citizens of York, which is not necessarily bringing in industry but it is entrepreneurial and working with individuals”. In York, the shops and businesses attract customers from outside the community. The first Saturday of each month in York is when shop owners, including the local artists who have increasingly received recognition in conjunction with the museum located at the Coleman Center for the Arts, display their goods and handiwork as the community enjoys food and fun.
York’s strategic plan is embodied on the STDI poster described above. According to Mayor Gosa, the plan incorporated ideas offered by York’s citizens, making it a plan “the people want and made it fit”. During the process, there were extensive interviews in the community with informal and formal local leaders. Preachers, the religious community, members of the committees and city council, businessmen, citizens, active citizens, the Department of Human Resources, judges, lawyers, and commissioners were all involved. The mayor provided the vision and mission of York, which reads:
City of York’s Vision Statement
The City of York is a progressive city with a timeless recognition of its heritage. We are a “City on the move” with small town friendliness that compliments our proud heritage of people helping people. We are a quiet, quaint, safe and family-friendly community that welcomes diversity. York has a strong commitment to Arts and Culture; York’s strong point is the diverse and wonderful people who live and work to make our community what it is today. The “can do” attitude that prevails is the catalyst for the ongoing progress and visioning for our future. It is our vision to have a safe city of opportunity in which all citizens enjoy their neighborhoods, feel safe and know that they will be heard.
City of York Mission Statement
It is the mission of the City of York to provide effective leadership, cost-effective service and well maintained facilities, to enhance the community’s favorable qualities, to strive for trust, promote economic prosperity and quality of life for citizens, businesses and visitors through fiscal responsibility. The city will continuously strive to protect and safeguard the public and their property. To be cognizant of our mission the City of York embraces the values of teamwork, integrity, honesty, ethical behavior, openness and fairness. It is our greatest mission to provide the residents, visitors and the business community with the highest quality municipal services in an efficient, courteous manner to enhance the quality of life through planning and visionary leadership.
Strengths
York’s location is one of its greatest assets. Today, a great amount of train traffic continues to pass through York on a daily basis as it is approximately the same distance from Mobile, Birmingham, and Montgomery (165, 121, and 133 miles respectively). Historically, trains made repairs in York on their way to and from New Orleans and Birmingham. York is located three miles away from interstate 20/59, which cuts through the region from the northeast part of Alabama, and York is less than 4 miles away from highway 80 which is a main east-west corridor for western Alabama. The town has become the location for lumber mills, which has helped to sustain its economy, and it is also in very close proximity to the Tombigbee waterway. Taken together, there is no question York is in a prime location to tap into this transportation network to promote its economic development. Mr. Means agreed that the railroad tracks are part of the transportation infrastructure which includes the interstate and waterway, pointing out the port in Ebes is nearby where the Tombigbee connects to the Gulf of Mexico.
Along with location, York has establishments in the community which enhance economic development. Mrs. Anderson pointed out that the Track Side Blues Café has a membership where people can listen to live blues music and it is uniquely located next to the railroad tracks downtown. A family restaurant, which will serve country cooking and New Orleans style food, is going to connect to the café and open next door. She also emphasized the arts and revitalization corridor downtown where numerous art studios are located near the Coleman Center. The museum supports an artist in residence on a regular basis and draws crowds when artists open their shows. According to Shana Berger, the Executive Director of the Coleman Center, “passionate leaders and hard workers who are understaffed and underpaid” have been able to push York towards revitalizing. She went on to explain that the Coleman Center demonstrates how the arts can play a large role in economic development as clusters of artists and their shops bring a lot to York. Ms. Berger, who has been at Coleman for two years, stated, “The community latched onto the museum and there was collaboration between the community and the projects which received support from the city government….It can bring people together and bridge divides.” The Center provides programs, classes, art openings, a resident artist, and public projects which are unique and allow for collaboration between the community and the artists. This promotes “positive social change and people feel like they have something to offer which gives hope,” said
Ms. Berger.
Weaknesses
Unfortunately, York suffers from several weaknesses. As Mayor Gosa pointed out, there is tremendous financial instability and there are not enough finances to keep viable programs. Mrs. Anderson and Mr. Means agreed that obtaining funds is a major challenge and weakness for York. A second weakness is the dual education system in York. There is a public school system as well as a private school. This situation leads to the third weakness, which is racial issues. Mayor Gosa explained that it is hard to change older people, but newer, younger people are able to change. The average age in York is 35.5 years old. As with most towns in the Black Belt, there is a history of racial segregation which continues to divide the schools into what is called the “dual system” in which the public schools are attended by the black population and the private schools are attended by the white students, with very little overlap if at all. The same holds true in York. The population is 78.3% black and 20.6% white, with only 1.1% Hispanic, and 0.8% being of two or more races (City-Data, 2005). The land area of York is only 7.1 square miles which means a population density of 369 per square mile. A fourth weakness, according to Mayor Gosa, is getting good and dedicated people to serve in leadership positions because the same small group of people serve in multiple leadership positions. York is so small that it has to tap the same human capital multiple times.
Opportunities
York’s strategic plan highlights numerous opportunities which include capitalizing on its great location. By promoting York as a “Gateway to Alabama”, where it could be the “first stop” for travelers, a Welcome Center could be located downtown. Visitors to the area could also get a taste of the railroad history if the town built a heritage museum. This would reinforce downtown York as a destination for visitors as events and activities could be planned and associated with the museum, and a new library or park could be another attraction. By making York a walk-able community, connectivity could be enhanced through new sidewalks, and walking and biking trails. York could promote local businesses while attracting new ones. For example, the bike shop downtown would be a great reason to expand the “Rails to Trails” program along the western edge of Alabama through York. The federal program is being supported through the Department of Transportation as old railroad tracks are being converted into bike trails which could travel from nearby Butler through York, according to Cheryl Morgan at Auburn Studio. The Underground Railroad route from Mobile to Toronto could be the “First Bike Ride” as it could travel through most of the Black Belt and parallels the Tombigbee River which is close to York. York’s bike shop could be a stop for riders needing repairs or bicycle accessories and York could broaden its economic base by attracting cyclers.
Other outdoor activities could be promoted as well, Professor Morgan said. Encouraging people to come to York to cycle the country roads could move beyond that to attracting people who enjoy hunting, fishing at Lake Louise, hiking, and canoeing. “The key is to make the downtown the trailhead for these activities,” according to Professor Morgan. This would mean attracting suppliers who could serve lunch and provide other services. Another possibility is opening a Bed and Breakfast downtown so visitors would plan their stay as a starting and ending point for their trips through the area. An outdoor recreation outfitter in downtown could also really help the economy of York by capitalizing on tourism. As stated in the strategic plan, creating a Community Development Corporation (CDC) could establish capacity and continuity in the advancement of projects of public interest, and a stronger volunteer capacity could be organized and mobilized in the community as well.
Resources and tools are needed to reach the goals and objectives stated in York’s strategic plan, according to Mayor Gosa, which include more jobs and education. Money would be the tool and that could provide a more educated work force. “We need to call attention to the Black Belt,” so she said that we must keep reminding state leaders about the needs of those communities and “keep doing it, be persistent”. Mrs. Anderson thinks that more entrepreneurs would help as well. “Putting mechanisms in place for the community to work together more” are what Mr. Means views as the necessary tools. By empowering and involving the people, he said, and by having the community put together the strategic plan, then the stakeholders and people can put it together and implement it together as well. He said, “Diversity is a part of it and for everyone there is a buy in.” Mayor Gosa believes, “If York had a good, educated workforce and money to keep it viable as in the mission and vision” then the impact of these resources and tools in York would great. This “bottom up” approach is exactly the kind of social capital and civic engagement described as critical in economic development successes.
Accomplishments and Projects
One of the biggest accomplishments of Mayor Gosa and the City of York is the water system. Every sewer line has been replaced one by one in the entire town through grants. It took five years to apply and obtain the funding after getting through all the paper work and “red tape” involved along the way, but in the end they fixed the water system that had rusted pipes causing poor quality drinking water. The USDA awarded York a grant of $3,620,000 after Mayor Gosa had promised the town clean water. Now, they will be using well water instead of the surface water plant.
Another project planned is building a new park for the children of York. The grants used to fund the project are $50,000 50/50 matching grants, and the project will be completed in stages as the city hopes to continue receiving grants to continue the project. They would like to be awarded a $250,000 grant which only requires a 20% match so then the paving for the walking trail and playground equipment could be added. So far the park has two softball fields and a basketball court which were built through state Land Water Conservation Fund (LWCF) grants. Currently, Mayor Gosa said they are also working on a grant to restore a historical railcar. The community enhancement projects could also include a train trail. The mayor said that she even contacted Dallas Cowboys football player Terrell Owens who agreed to donate his own money for a park in York. This is the type of “thinking out of the box” the mayor is doing as she is determined to “tap all the resources we can”.
Threats
There are several economic threats currently having a negative impact on the citizens of York. The population has been gradually declining over the years, as people have lost jobs and/or found jobs elsewhere. The estimated median household income in 2005 for York was $18,400, as compared to $19,153 in 2000. This is drastically below the state’s median which was $36,879 (City-Data, 2007). In 2000, 34.6% of families and 38.1% of the population were below the poverty line, including 50.6% of those under age 18 and 27.5% of those over age 65 (U.S.Census, 2000). York’s unemployment data is inconsistent across sources; however it is currently approximately 7% (Great Schools, 2007) but has been as high as 12.7% in the recent past. The Free and Reduced Meals (FARMS) rate for students attending the local schools were at approximately 67% in 2005-2006 according to the Alabama State Department of Education (2007). Educational attainment statistics show for populations 25 years or over in York, 63.6% have a high school education or higher, 11.4% have a bachelor’s degree or higher, and only 3.7% have a graduate or professional degree (City-Data). Obviously, York continues to suffer from extremely poor economic conditions and educational deficits.
Along with the financial instability York faces, the dual school system is another serious threat to economic development progress. Those who do not want to participate in this type of school system, do not want to locate in York. The system is not up to standard; however, miraculously the Annual Yearly Progress (AYP) goals have been met (ASDE, 2007). As in most Black Belt communities throughout Alabama, it seems that a history of segregation and resistance to integration manifests itself in perpetuated fear of the unknown which parents and grandparents have passed down to future generations. Not knowing what to expect and the fear of what’s been done before complicate the matter even further. “We need to look at the bigger picture, not just personal interest,” said Mayor Gosa, “I would be concerned if I wasn’t mayor. I can work with anyone if it means getting something better”.
The Sumter County Public Schools Superintendent, Dr. Fred Primm, recently attempted to bring the public and private school systems together by forming a committee to look at school issues, but no more meetings have occurred since. The citizens of York also recently voted against a property tax increase of 15 mills which would have allowed a new high school to be built, consolidating the two high schools in Sumter County. It would have only increased their annual yearly tax by about $30 per taxpayer. Obviously, education is not as valued in the community as local leaders would like. Mayor Gosa said, “We need to search within ourselves why we don’t see education as important. Education has to mean something to us first. We cannot put a price on education.” As Mrs. Anderson stated, “Everything could be better with the schools – providing education for all youth, building a new school, and all it needs to encompass such as computers, labs, and state of the art equipment.” The school tax would have been used to build a new comprehensive high school for all the students in Sumter County, yet the public and private systems do not currently have a any sort of collaborative relationship and remain very much disconnected.
“Brain drain” is another issue York faces, according to Mr. Means and Mrs. Anderson. The best and brightest leave York unless there is a tie which brings them back to the community. The University of West Alabama is located less than ten miles away in Livingston, which is also in Sumter County, but unfortunately there is no collaboration between York and the college. As the population of York continues to decrease over time, there are fewer job opportunities and a lower quality of life. Fortunately, the superintendent, mayor, and city council work well together when it comes to wanting the same things regarding school issues and trying to make progress with the schools in York.
According to Mrs. Anderson, as in any town in the U.S., other threats include crime and businesses that close. For example, recently a laundry mat, cleaners, and a well-known furniture store also closed after 61 years. As in many Alabama towns, Mr. Means commented that a declining infrastructure, such as deteriorating roads, and citizens not having enough disposable income while shopping where they work in other towns, are further reasons for business losses. The small business development class offered by the Greene/Sumter Enterprise Community has been helpful in supporting new business owners in the region as well as deterring those who may have failed at opening a new business to keep their jobs. Overall, most businesses in York struggle rather than do well. Luckily, the Greene/Sumter Renewal Community Program, which involves the staff of the Greene/Sumter Enterprise Community, is a valuable resource to York’s region. It provides information and access to federal tax incentives for business retention and development.
There is also a concern in York about drugs affecting some of the younger black males, but it is not rampant, and according to Mayor Gosa, “Those youth settle for a lesser life, pass the time, and don’t work.” Furthermore, some of the properties in York are dilapidated and there are beautification issues in parts of the town. That is partly attributed to “heir property” where people inherit the property, but don’t live there and don’t care about it. As Mr. Means explained, “Two acres is a small interest to some, and they don’t want to put money into it.” Mrs. Anderson added, “That is when the owner is notified to clean it and if they don’t then the property is taken over by the city.”
Quality of Life, Community Engagement, and Leadership
Mayor Gosa believes York has a good quality of life as viewed by the community. However, as in any community, there are those residents who want something for nothing and those who want more for less. Yet, the community attitude is good overall according to Mayor Gosa. As far as coping with change, she said “It depends on what the change is. They seem to be very proud. I’m the biggest change.” Mrs. Anderson said that overall, York is a nice place to live and Mr. Means added, “It has a small town atmosphere.” There are always “doers” and complainers who do nothing in a community, and the same holds true in York as well. In York, and in other places, some people are more apt to change quickly while others want to keep things the same and don’t want to give up control.
Open forums are one way the local leaders ask for community input. Mayor Gosa said, “We ask for people’s input, how they feel, and ask them for support, and they love it. Yes, there is strong community involvement.” However, Mrs. Anderson commented, “There isn’t enough community involvement – it is not what it needs to be. People do what needs to be done but they have other interests. People entrust other people to do the right thing.” Mr. Means agreed, saying that some community members are apathetic and just let others do it, but then complain when things are not done to their satisfaction. This is the case in most communities, so York is not alone regarding this issue.
Mayor Gosa stated that York has good leadership through a good council which is supportive. She said, “Sometimes we agree to disagree, but there is a common cause and no hidden agenda.” Every two months the Black Belt mayors attend leadership training which is given for mayors and city councils. “Education is the key to know what needs to be done. Dedication is needed but can be so hard to do,” said Mayor Gosa who has a full time job as the Health Services Director for the school system and is the mayor part time. Among other committees under direction of the City Council, York has an industrial development board, community development board, and a downtown redevelopment board. Other institutions that are sources of human and social capital in York include the Department of Human Resources and social services. Mayor Gosa pointed out, “They make a change for our children and help families. They intervene where we can’t. We all have to work together.”
Conclusion
Key features of any economic development strategic plan include asking several important questions. These are: 1) Where are we now? 2) Where do we want to be? 3) How do we get there? and 4) How do we measure our progress? York has been able to answer these questions through its interactions with its own community and partnerships with other organizations and agencies who promote economic development. York has also recently been given the opportunity to participate in the Alabama Communities of Excellence (ACE) program. This means they will be working with both public and private partner organizations in Alabama who will assist York’s efforts to focus on community and economic development goals. Technical assistance will be provided during a three year process which will focus on assessment, leadership development, strategic planning, implementation, and comprehensive planning. Once York completes all the phases of the program, they will receive a grant for future community and economic development efforts.
As the first female, black mayor of York, Mayor Gosa said, “I mean what I say and say what I mean, and don’t make promises I can’t keep.” When asked what she would like people to know about York, Mayor Gosa commented:
We are open for business. We’re not going to slack on services they had. We are a town full of love. We have a “can-do” attitude – people helping people. Welcome to the City of York, a city on the move. Not all change is an improvement. When I got this city it needed CPR. We’ve done great, now we are out of ICU, and up walking!
This theme echoes the famous words of Daniel Burnham, which are etched on York’s strategic plan:
Make no little plans. They have no magic to stir men’s blood and probably themselves will not be realized. Make big plans; aim high in hope and work, remembering that a noble, logical diagram once recorded will never die, but long after we are gone will be a living thing, asserting itself with ever-growing insistency. Remember that our sons and grandsons are going to do things that would stagger us. Let your watchword be order and your beacon beauty. Think big.
Who would have thought a nine year old girl who grew up in the projects of York, Alabama, and said she wanted to be the mayor one day so she could make a difference, would turn out to become Mayor Gosa, change agent. With her determination along with the forward thinking of other community leaders of York, they are truly “a city on the move”.
References
Alabama State Department of Education (2007). http://www.alsde.edu/html/reports_menu.asp
City-Data (2007). http://www.city-data.com/city/York-Alabam.html
Economic Development Partnership of Alabama (EDPA) (2007). http://www.edpa.org/
Great Schools (2007). http://www.greatschools.net/city/York/AL
Lee, L. and Sumners, J. (2005). Crossroads and Connections: Strategies for Rural Alabama, Economic Development Institute, Auburn University: Auburn, Alabama.
Wikipedia (2007). http://en.wikipedia.org/wiki/York, Alabama
YourTown Alabama (May/June 2007).
http://www.yourtownalabama.org/news/may07/communities.html.
U.S. Census Bureau (2007). http://factfinder.census.gov
