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ituburn doing a survey if it is necessary for a good analysis. <br /> Wayne noted that part of their contract includes collecting <br /> information in addition to coming up with a strategy. Paul <br /> then reviewed EDC' s survey responses and noted the following: <br /> - 25% return response to the survey <br /> - 2/3 of Mashpee ' s businesss employ 10 people or less , and <br /> of the 2/3 most have less than 5 employees <br /> -- 45% of Mashpee ' s businesses provide professional services <br /> such as: 5 builders, 5 banks , 3 medical , 2 food services, <br /> 2 real estate (no landscapers returned surveys ) <br /> - The predominant businesses are professional services and retail <br /> i <br /> - 4.9 out' of 57 are independent owners making it an <br /> entrepreneurial town <br /> - 3 most serious problems are: federal/state tax burden, labor <br /> availability and quality, market changes <br /> I <br /> - 4 middle problems are: financing (capital ) , government <br /> regulations, cost of labor, technical changes <br /> Tom suggested SEED money to help with these problems . <br /> - No--problem areas are: local .tax burden, foreign competition, <br /> building costs , proximity to market <br /> - Type of . workers in Mashpee are: manager/administrator with <br /> professional/clerical support <br /> - Skills most important are: communication, problem solving, <br /> teamwork, ability to adapt <br /> - Skills least important are: computer, technical , math, those <br /> that are less academic <br /> - Majority rated their managerial/technical workers excellent; <br /> 1/3 rated excellent for communication (not necessarily Mash-gee <br /> residents ) ; communication is important and the skills seem <br /> to be there <br /> - Ratings for the non-salaried workers moves away from excellent <br /> into the satisfactory range <br /> - Qualified workers are difficult to find ( 26% great difficulty ) <br /> - Most difficult positions to fill are non-salaried, lower level <br /> jobs (clerical ) <br /> -2- <br />