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m) http://w.aecnews.co.th/buddhism/read/l61
d) http://w.isranews.ory/thaireform/thaireform-slide/item/34285-20 -342851.html
&) http://w.manayer.co.th/Politicsn/iewNews.aspx?NewslD=958OOOOOO7345
s ) http://th.wikipedia.ory/wiki
d) http//:w.villayefund.or.th
d) http//:w.womenfund.in.th
61) Series of Dialoyues on Means of Implementation of the Post-2015 Development
Ayenda, Enyayiny with the Private Sector in the Post-2015 Ayenda, United Nations
Global impact and United Nations Industrial Development (UNID0),2015
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Sustainable Rural Development
Using the Community Business Matching Process
Sustainable Rural Development
Using the Community Business Matching Process
By LINDA I.COX, TOM HARRIS, MIMAKO KOBAYASHI, GEORGE "BUDDY" BORDEN, BARBARA ANDREOZZI, AND DON E. ALBRECHT
Conteinporar~~
theories and models of sustainable
rural development assume that community preferences
of development goals are well known ancl agreed
upon by all coln~nunitymembers. Rural development
initiatives are also assumed to work equally well across
different comn~unities.This is not the case in the real
world. Even within otherwise homogenous farming
communities, the preferences of inclividual rural
citizens such as farmers regarding new development
opportui~i
ties like biofuels can vary S L I ~tan
S tially,
creating challenges for local entrepreneurship ancl small
business development efforts to be consistent with
general conmunity well-being and cohesion.
As rural development faces both challenges
and opportunities presented by changes affecting business environments including accelerating globalization, better decision support systems are needed to allow community
members to collectively choose preferred development paths and to work coherently and
strategically to achieve increasingly complex
development goals.
The Community Business Matching (CBM)
process builds on a long history of applied
community development research and outreach focused on business recruitment, retention, and expansion. Much of this literature,
however, failed to address what type of development the community members desire.
Figure 1. CBM Process Overview.
"A critical diflerence
behueen the CBM
and other eforts is
that tlze CBM process
identifis desirable
and conlpatible
indt~strysectors
rather than speczfc
businesses. "
The CBM process (see Figure 1) addresses
the gap in the literature and application by using both information on business needs and
community preferences. The CBM process
elicits community preferences using a replicable and quantitative approach that incorporates the Analytical Hierarchy Process (AHP)
to measure the relative importance among
the pre-selected development goals (see Table
1). T h ~ sexercise leads to computation of desirability index. At the same time, a separate
survey identifies needs of the businesses for
a list of assets such as physical and economic
infrastructure (see Table Z), which is systematically compared with their availability in a specific community. This leads the computation of
compatibility index. Together, the information
assists community development practitioners
in designing targeted development strategies.
The CBM process relies on close interactions
and collaborations of these three groups: (1) the
facilitators, who are usually Extension faculty
or community development professionals, that
organize community members to collect community-level information and serve as a liaison
to communicate CBM results, (2) community
leaders and members, who provide community-level information to the CBM team and use
the CBM results to design community development strategies, and (3) researchers, who
collect business data, process community and
business data, and generate CBM results.
The CBM process identifies which industry
sectors are the most promising for the community's targeted business recruitment effort
by h d i n g sectors that receive h g h scores for
both desirability and compatibility indices.
The CBM process also identdies deficiencies
in community assets that could be addressed
in order to facilitate the targeting and recruitment of firms in the long run. For example, if
a desired industry is not compatible because a
key asset is missing in the community, then the
community can obtain the asset. Or, a compatible industry can be examined to determine
why it is not desirable. The community may
decide that some firms in the industry are in
fact desirable and work with these types of
firms and recruit them.
In pilot CBM applications, community
leaders have repeatedly expressed that average citizens are capable of understanding the
economic structure of their communities and
thus capable of participating in the designing
of desirable community development. The
CBM process combines the rigor of economic
m o d e h g with local participation and an emphasis on the interconnectedness of economic,
environmental, and social concerns. The CBM
takes a quantitative approach to community
development where community members can
systematically define and prioritize their goals
and assets.
Table 1. CBM Community Development Goals (G) and Indicators (I).
Goal
G1 Economic
Quality
Indicator
I1
Every new job generates additional jobs in the community
I2
New businesses return profits to the community
I3
New businesses hire locally
I4
New businesses buy locally
I5
New businesses increase the average local wage
G2 Environmental
Quality
I1
I2
I3
G3 Social Quality
I4
I5
New businesses do not pollute the water
New businesses do not release toxic chemicals in the air
New businesses stay in compliance with hazardous waste
management
New businesses do not emit greenhouse gas
New businesses do not develop undeveloped land
I1
I2
I3
I4
I5
New businesses increase the local tax base
New jobs are hll-time
New jobs offer benefits (health and/or retirement)
New jobs provide training programs
New businesses support community activities
Table 2. Community Assets Considered in the CBM Process.
Space
Undeveloped
land
Building space
Expansion site
Physical
in$-astructure
Interstate highway
Business development
environment
Cluster of suppliers
Package freight
Railhead
Rail freight
Passenger air
Cluster of customers
Managerial labor
Skilled labor
Unskilled labor
Portharbor
Labor cost
International port
Natural gas
pipeline
3-phase electric
Fiber optic
High-volume water
supply
Wastewater
disposal
Solid waste
disposal
Cell phone signal
Public
transportation
High-speed internet
Workers compensation tax
Business tax rate
Government incentive
Union labor
Occupational training
Financial institutions
Business associations
Quality of l f e
Crime rate
Affordable housing
Clean air and water
Natural ecosystem
Outdoor
opportunities
Social and cultural
activities
Retail shopping
Schooling (K-12)
University/college
Health care
Public safety
services
"The results of the
Anaconda pilot and
other pilots i n Neoada
and Arizona indicate
that the CBM
process holds grent
promise for assisting
communities
zilith sustainnble
dez~elopment. "
~ x a r n ~of
l eCBM Implementation: A Pilot
Study in Montana
Anaconda, Montana, faced many economic
and social challenges when a copper smelter
closed in 1980. In 2002, community leaders became interested in the CBM process because
they felt that, while programs to address the
development of entrepreneurship and business retention and expansion were already
in place, business recruitment as a means of
economic development should also be investigated. subsequently, interested local residents
agreed to participate in the first CBM project in
the Western region.
Figure 2 summarizes the Anaconda AHP
results, which indicate the relative importance
of different development goals. The goal and
indicator used in this pilot are different from
those in the current CBM process listed in Table 1because the CBM process has changed as
a result of feedback from this and other pilot
efforts. The weights for the community goals
slufted over time and over the cross section of
community members involved in the process.
For example, the community members rating
the goals &ore heavily weighted the provision
of employment opportunities in 2003than they
were in 2006.
Based on the desirability and compatibility
scores, the CBM process suggested that opportunities existed in the construction sector
even though, in the past, the construction firms
were not viewed as members of a desirable and
compatible industry sector. The CBM process
taught the community leaders that they should
focus on the needs of an industry sector in order to be more successful as a community The
CBM committee members were interested in
recruiting new companies horn this sector, but
they also met with local construction firms and
assessed the possibilities for their growth. The
group recognized that a critical mass of construction projects did not exist in the county
and did exist innearby counties. Subsequently
the local firms formed a construction bisiness
association that developed into a builders association.
After pooling the resources including space,
human capital, and funds of local bu&esses
and of the Anaconda Local Development Corporation (ALDC), cooperative agreements
were set up at the ALDC that included initiation of sub-contractor templates, formulation
of a "plan exchange," and a blueprint copy service. The plan exchange gave greater access to
local contractors to bid on projects outside the
area. The association also put together a marketing campaign aimed at general contractors
to position themselves as major sub-contractors. Web sites, a DVD demo, and brochures
aimed at new residents interested in building
custom homes were developed. Traditionally,
builders located in larger communities where
architects reside won these contracts. Since the
CBM effort was initiated, Anaconda's construction businesses have grown and are working
in other communities. Some have been competitive with larger, local conbactors and have
EMPLOYMENT
OPPORTUNITY
AR 7v.1
QUALITY OF LIFE
ENVIRONMENTAL
PROTECTION
ECONOMIC
EFFICIENCY
I3 April
2006,n=6
March 2606, n=24
Figure 2. Anaconda AHP Weighs Results for Community Development Goals.
won multi-million dollar contracts.
The benefits associated with the CBM process can be contrasted with those of a retention
and expansion program that had previously
been developed in the community. A critical
difference between the CBM and other efforts
was that the CBM process identified desirable
and compatible industry sectors rather than
specific businesses. After idenhfying the construction sector as a target, the community
spent considerable time examining forward
and backward linkages: industries that supply inputs to and purchase the outputs of the
construction industry. Thus, the group of activities associated with construction and the
benefits associated with grouping all construction activities together were considered.
Through implementing the CBM process, the
community also gained community development knowledge and skills. In particular, the
community better understands the economies
of scale associated with industry clusters.
Another outcome of the CBM effort in Anaconda is the ALDC's recruitment of firms that
supply the inputs needed by the construction
industry and firms that needed construction
services. As a result, three such firms have
relocated to the area, including two manufactured housing plants and one supplier of
insulation products to major West Coast distributors. While all of these businesses are
small, all with less than 14 employees, the
community hopes they will grow to firms of
25 to 50 employees.
Anaconda's CBM committee feels they
now have much insight into what processes
are necessary for local businesses to pool resources and grow together. The community
preferences for development goals identified
in the CBM process helped the community
to understand what is important and what to
focus on, which in turn led to the understanding of how to partner with the larger ButteSilverbow County to successfully amact new
business. The success of the Anaconda pilot
led to a six-county regional CBM project.
The results of the Anaconda pilot and
other pilots in Nevada and Arizona indicate
that the CBM process holds great promise for
assisting communities with sustainable development. The CBM process is applicable to
virtually any community. Although it is usually applied to a county, applications to a city,
a group of cities or counties, and entire re-
g o n s can be accommodated. The USDA and
other federal agencies increasingly look to the
concept of regional development as shown
with programs such as USDA Rural Development's Stronger Economies Together that utilize regions as essential drivers of economic
growth. The CBM process offers a flexible
tool that can help with regional development
decisions. Any community or region that has
the desire, the wdl, and sufficient resources to
commit to the goal of sustainable community
development can participate in the process.
Conclusion
The 2007-09 national recession was much
different from other national recessions since
World War 11. Quantitatively, the 2007-09 national recession closely resembled the Great
Depression particularly in its large impacts to
the labor market. The national impacts trickled down to state and regional economies that
had not seen such high unemployment rates
since the Great Depression.
Many rural communities that want to address the employment loss of this recession
need a focus and effective economic development process and strategy. The Community
Business Matching model provides communities with a tool and process that can address
the aftermath of recent economic events. Community involvement in goal setting and local
resource assessment as well as understanding
the demands of businesses in location and relocation provides an avenue for a community
to educate itself for a more sustainable longterm economic development program.
For the CBM process to generate better
results, a larger dataset of business profiles
is needed. Currently, efforts are underway to
obtain the funds needed to greatly expand the
business database by surveying more businesses. Once the funds are secured and the
business database expanded, training workshops for community facilitators will be held.
Grants and contributions by interested communities and other entities are welcome. For
more information, please contact Linda Cox
at 808-956-7602, Icox@hawaii.edu, or Tom
Harris at 775-784-1681, harris@unr.edu.@
RECOMMENDED READING
Wuyang, H., et al. 2008.
"Understanding
Firms' Location Decisions
Using Self-reported Factor
Importance Ratings." The
Review of Regional Studies
3867-88.
Cox, L., et al. 2009 "The
Community Business Matching
Model." A Targeting Econorr~ic
Development, eds. Goetz, et
al. New York, NY: Routledge,
pp.255-278.
Borden,
G.,et al. Targeting
Employment and
Entrepreneurial Opportunities.
Selected paper at the 2008
Annual Western Agricultural
Economics Association
Meetings, Big Sky, Montana,
June 25-27,2008.