Crossville and Cumberland County
An
Economic Development
Growth Strategy
Update
A
5-year Development Plan
May 2007
Foreword
The Tennessee Valley Authority selected
The
final workshop was conducted in April of 2004.
The process of compiling the information into an Economic Development
Growth Strategy commenced at that point.
The Economic Development Growth Strategy (EDGS) was developed in order
to provide a comprehensive economic development guide for our cities and county
for the next five year (2005-2009).
A
workshop was held with community leaders on
1. Provide
stronger focus in local education for more technical workforce
skills/development.
2. Improving
the retention and expansion of existing firms.
3. Accommodating
a high population growth rate in appropriate ways.
4. Attraction
of new manufacturing firms compatible with the existing economic base through a
targeted marketing/recruitment program.
5. Expansion
of industrial sites.
6. Increase
local support for small business development and local incubator program.
7. Expansion
of the local retail and customer service base.
The
EDGS, as a formal policy, seeks to build on existing economic strengths, tap
under-utilized human, physical and financial resources, and identify and
ameliorate any duplicate or superfluous constraints on development in order to
improve the local economy. It represents
a coordinated approach, which is sensitive to the needs and concerns of the
private sector and to the community as a whole.
It is also comprehensive in that it attempts to balance economic,
social, and environmental considerations.
In
effect, the Economic Development Growth Strategy attempts to mobilize local
resources in a concerted effort to establish a productive public-private
partnership. Through this effort, the
needs of existing businesses, future business/commercial ventures, and the
citizenry can be achieved.
The
Economic Development Growth Strategy will serve as a guide for economic
progress and involvement. Fine-tuning
and adjustment of the strategy will be necessary as the new data is generated,
as new conditions arise, and as tasks are completed. A strategic management system will also be
promulgated for measuring the effectiveness of the program and assessing the
progress for it.
I.
Introduction
The city has a population of 10,433 according to a
special census conducted in 2006. The
population of
Current Employment Bases:
Industry 1993 1997 2001 2004
|
Agr. Service |
21 |
84 |
46 |
32 |
|
Mining |
112 |
119 |
100 |
152 |
|
Construction |
276 |
499 |
497 |
611 |
|
Manufacturing |
2829 |
2849 |
2833 |
2633 |
|
Transportation |
168 |
277 |
162 |
118 |
|
Wholesale Trade |
271 |
349 |
228 |
224 |
|
Retail Trade |
2772 |
3162 |
2496 |
2502 |
|
Finance, Insurance, Real
Estate |
710 |
878 |
712 |
543 |
|
Services |
2479 |
3463 |
4858 |
4428 |
This graphic and chart emphasizes that
manufacturing, retail trade and services employ more workers than other
industries in
II.
Where Are We?
Inventory of Strengths and
Weaknesses
In
analyzing Crossville and
Year Number
of Manufacturing Employees
2000 2,940
2001 2,620
2002 2,490
2003 2,440
2004 2,380
2005 2,370
2006 2,390
Net loss, past seven years: 550 jobs
Manufacturing Plants that
have closed: Avery Dennison (264 jobs) closed 12-00, Three G’s (70) closed
3-01, Crossville Rubber (280) closed 10-01
NOTE:
Community Attitude Toward
Economic Development:
All
parties’ involved, local governments, private companies and area citizens, seem
to agree that we need to attract new firms which are compatible with our
existing economic base, providing a favorable economic benefit/cost of
government services ratio which will not detract from future economic growth.
Equally
important is the need to retain the jobs we have and encourage local
firms to expand in Crossville and
The need for the creation of new
jobs with the resulting new capital investments and local expenditures for
goods and services is Crossville and
Analysis of Local Resources for
Economic Development:
Although
willingness and desire are prerequisites for a successful development program,
equally important are a community’s economic and locational attributes.
Crossville
and
Locational
factors such as sites, transportation modes, water and sewer capacity,
power, natural gas, fiber optics, and support services are major selling points
for our area.
Human
resources including over 1,820 (Feb 2007) people seeking employment, a
large number of underemployed individuals, a good labor climate and quality
educational and training opportunities add to our competitive edge.
Quality
of workforce can be determined by a mail survey conducted to a sample of
employers and management to ascertain quality of workforce from their perspective.
The results to the question, “What is you assessment of your employees with
respect to their productivity and general attitude” are summarized. About 84 percent of the responding employers
consider their employees’ productivity good or excellent and over 86 percent of
the respondents responded that their employees’ attitude is good to
excellent. It is, thus, apparent that
the current employers are generally satisfied with the quality of their workforce.
Community
factors such as an excellent quality of life, our health care facilities,
financial assets and a cost of living which is 10 – 20% lower than the national
average provide us with ample proof that the area is indeed the place to live
and conduct business.
Specific Advantages of Crossville and
Different types of employers will have varying locational
requirements and will place different degrees of priority on these
factors. Specific advantages are:
1.
Availability
of industrial and commercial sites.
2.
Geographic
proximity to seventy percent of the major markets in the
3.
Location
along Interstate 40, one of the most highly traveled interstates in the
4.
35,000 individuals were provided assistance by
the various departments at the
5.
Among
communities with the lowest cost of living in
6.
Able to draw
on support services from nearby MSA’s (
7.
Five
institutions of higher learning in or near
i.e. The Cumberland County Higher Education
Center, a cooperative effort of
8.
Pro business
attitude of City and County officials.
·
- City of
- Crossville-Cumberland
County Chamber of Commerce – The Chamber’s mission is to promote the
professional organization, the industry it serves and performance of its
members, and to assist members in the safe and successful execution of
operations nationwide and internationally.
- Convention and
Visitor’s Bureau – An association of businesses, individuals and
organizations dedicated to promoting tourism in our community, the CVB and
its members are committed to developing and supporting the tourism
industry by marketing our area to the traveling public.
- Economic
Development Board – As part of the Crossville-Cumberland County Chamber of
Commerce, the EDB encourages the acquisition of carefully selected
employers and continues to offer a healthy environment for existing
industry as part of the total and orderly growth of the
- Joint Economic and
Community Development Board – This board, created under PC 1101, is the
coordinating committee for the Three Star Program as well as its purpose
under state law to “foster communication among governmental entities,
industry, and private citizens on economic and community
development.” They are also
responsible for development of the Crossville and Cumberland County
Economic Development Growth Strategy.
- City of
- Crossville
Regional Planning Commission – The CRPC covers all areas within the Urban
Growth Boundary of the City of
- Crossville Housing
Authority – CHA serves low-income families, striving to provide safe and
sanitary housing that is affordable, to promote the economic well-being of
their clients by providing stable housing without discrimination.
- Traffic Planning
Task Force – This task force has been created by Crossville from persons
residing in the areas throughout the County to provide input in
transportation and traffic planning for Crossville.
- Industrial
Development Board – The focus of this board is the issuance of industrial
bonds and approval of payment-in-lieu-of-tax agreements.
- Health and
Educational Facilities Board – The focus of this board is the issuance of
bonds for heath-care providers.
Specific Barriers to Growth:
After
reviewing Crossville and
1.
Actual or
perceived deficiencies in shopping and service facilities (example: restaurants)
2.
Lack of a
strong retail magnet (department store) to serve as an anchor for retail trade
business.
3.
Past
inability of community to utilize resources of its institutions of higher
learning and vice versa, to develop programs, provide assistance and solve
problems.
4.
Absence of
skilled labor for high tech companies.
III.
Where Should We Be Going?
Community Desires:
Industries
to be singled out for community development efforts were chosen based on the
following criteria:
1.
Industries
which would provide dependable and long-term sources of employment for local
residents with wages higher than the current average, and create a demand for a
workforce with higher skill levels;
2.
Industries
which manufacture durable goods and products, i.e. automotive supply, manufacturers,
assemblers, and warehouse/distribution;
3.
Industries
with a better-than-average prospect for future growth and expansion as a result
of either a growth in consumer demand or ties to growing regional business.
Economic development and specifically
manufacturing development are fast changing ventures and the need to constantly
evaluate goals is evident.
With
A new approach to industrial, commercial and
tourist development is included in a later chapter of this report.
Locational Analysis:
After
evaluating targeted industries, this study concludes that three industrial
related groups can be decided upon immediately and the necessary investment
profiles prepared to accelerate economic development efforts in Crossville and
1.
Automotive
suppliers to recruit spin-off companies addressing Nissan, Saturn, GM, Ford,
Ford Truck, and
2.
Warehouse-distribution
and assembly facilities. Sub-zone to
Knoxville Foreign Trade zone makes this a logical target.
3.
Due to our
proximity to the technology corridor of
How Do We Get There?
Alternatives for Attracting and
Supporting New Industry:
The
following recommendations are designed to overcome barriers to growth or to
offer new approaches to attracting new companies into our community.
A.
Fully 85% of the
prospects that consider
B.
Continue
plans for the
C.
Continue
development of the Cumberland Business Incubator, a regional project that
includes
D.
Maintain a
program that consists of assimilation of a list of persons who left the county
and grew in importance in their respective fields. (Individual retirees from growth companies
should be included). These people would
be asked to meet local citizens who also have become successful in their fields
of endeavor. The purpose of
consolidating these groups would be to create an Ambassadors Team, composed of
successful people, who could assist with the EDGS by calling on business
prospects during the course of their travels throughout the country and world. Agency responsible: Chamber
of Commerce.
E.
The EDGS
mandates the development and maintenance of an information library,
match-market surveys, prepare community demographic and statistical profiles,
research prospects via trade and business publications, prepare special purpose
correspondence and reports, coordinate activities with other research agencies,
develop and manage a computerized database and website. Project completed. Agency
responsible: Chamber of Commerce.
F.
Continue to
work in conjunction with TVA as to the types and volumes of raw materials and
component parts purchased by local industries.
Such an analysis would be useful in helping existing and potential new
industries identify the most desirable sources. Agency responsible: Chamber
of Commerce. (Priority #4 at 2007 Strategic Planning Workshop)
G.
A FAM
(Familiarization) Tour should be staged this year and each year thereafter to
bring people to Crossville and
H.
Efforts
continue toward bringing together larger purchases of goods and services in the
community with local wholesalers, contractors and others who own or operate
business in our community, to increase, if possible, the amount of these goods
and services bought locally. This can be
done by investing in monthly manager/plant meetings, website/intranet
highlighting RFQ’s (Request for Quotation), job opportunities, trade events and
trainings. Agency responsible: Chamber of Commerce.
As previously stated in this report,
existing industry accounts for 70-85% of all new manufacturing jobs created
within a community. An existing
company’s expansion is far more valuable than a new company moving in. Continual efforts are made to foster the
growth of local industry. (Priority #2 at
2007 Strategic Planning Workshop)
A.
Continued
contact between leaders of local industry and economic development. Frequency of event: Monthly, if not more
frequently. Agency responsible: Chamber of Commerce.
B.
Industry
Appreciation Dinner and Awards Ceremony.
Frequency of event: Annual.
Agency responsible: Chamber of Commerce.
C.
Managers’
Organization comprised of local plant managers and their representatives. Frequency of event: Quarterly. Agency Responsible: Chamber
of Commerce.
Any
and all recommendations presented in the following EDGS should reflect this
fact.
A.
Written
information on available local, state and federal assistance programs as well
as any inducements or incentives for expansion should be developed, updated and
provided to existing manufacturers. The
Economic Development Board of Cumberland County (Bond Board) should approve the
incentive guidelines. Project completed.
Agencies responsible: Chamber of Commerce,
Economic Development Board of Cumberland County.
Education:
The
A.
To provide stronger focus in local education for
more technical workforce skills/development
(Priority #1 at 2007 Strategic Planning
Workshop)
1.
To provide an
Alternative Education Program for at-risk students
·
Strategy: Provide an
·
Method of
progress: Build facility to accommodate
approximately 200 students. Identify
students at risk of not graduating (16 and 17 year old students with fewer than
10 of the required 27 credits to graduate).
Develop curriculum rich in technology so that graduating students will
possess the skills needed for work.
Identify 20 required credits for graduation. Set a flex schedule from
·
Results: Track graduation rate
·
Projected date
of completion: Will begin August 2007
and continue ongoing
2.
To increase
Career and Technical Education (CTE) program
·
Strategy: Provide CTE courses at the elementary level.
·
Method of
progress: Implement pilot program at
Stone Elementary and Martin Elementary for grades 6, 7, and 8. Foundations of technology, Teen Living, and
Business Technology (Keyboarding).
·
Results: Track graduation rate
·
Projected
date: Implement August 2007
·
Strategy: Provide Personal Academic and Career
Excellence (PACE) to all freshmen.
·
Method of
progress: Apply for federal grant, train
teachers
·
Results: Track student progress
·
Projected
date: Implement August 2007
·
Strategy: Provide Contextual Academic Courses at the
high school level (Biology for Technology, English IV – Communication for Life,
Principles of Technology I & II, Technical Math, Technical Algebra,
Technical Geometry)
·
Method of
progress: Identify courses; identify
teachers, 5 day staff development.
·
Results: Track graduation rate
·
Projected
date: Implement August 2007
·
Strategy: Provide career and technical assistance
through Guidance Counselor to work as resource through vocational program and
workforce.
·
Method of
progress: Budget approval; job posting
·
Results: Track success of students in workforce.
·
Projected
date: Implement August 2007
B.
Create
business partner/Adopt-a-School program
·
Strategy:
Invite businesses to participate in school incentive programs
·
Measure of progress:
Analyze and increase the list of businesses involved; match businesses with
individual schools/projects
·
Result: One
student received a new truck for an attendance incentive; other students
received NIKE products for attendance; businesses provided clothing, shoes and
money for students in need.
·
Projected
date of completion: ongoing
C.
Recognition
of Employees
·
Strategy:
Celebrate Teachers of the Year; Celebrate Bus Driver Appreciation; Celebrate
new hires; Celebrate Tenure; celebrate retirements; spotlight achievements.
·
Measure of
progress: Teacher of the Year Banquet; Retirement Reception; Recognition of New
Employees; Tenure Teacher Reception; Recognition of recipients of awards and
achievements.
·
Result:
Ongoing.
·
Projected
date of completion: ongoing.
D.
Develop and
Maintain website
·
Strategy:
Work with TC and BOE to design website.
·
Measure of
progress: Web address with appropriate links; web components designated by
staff and BOE.
·
Result:
Update monthly.
·
Projected
date of completion: ongoing.
E.
Teacher
Recruitment
·
Strategy:
Develop teacher recruitment team; design and order folders for the Cumberland
County School System; collect information on
·
Measure of
progress: Attend teacher recruitment fairs; collect applications.
·
Result:
Continue participation in teacher recruitment fairs.
·
Projected
date of completion: ongoing
F.
Use resources
to predict student population shifts and rezone accordingly
·
Strategy: Use
the electronic mapping system to locate students per household; build schools
as needed; rezone as population shifts, plan for needed expansion; protect
grade span configuration according to research.
·
Measure of
progress: Plans are initiated to purchase land for new school north of
Crossville (between
·
Result: To
determine and plan for future needs.
·
Projected
date of completion: August 2009
G.
Attain
system-wide Southern Association of Colleges and Schools (SACS) accreditation
·
Strategy: Stay
in contact with SACS consultants; keep updated list of standards; recommend
budget to meet standards; monitor timeline for schools.
·
Measure of
progress: All eleven (11) schools have completed accreditation (
·
Result:
Maintain accreditation.
·
Projected
date of completion: ongoing.
H.
Implement Junior
Reserve Officers’ Training Corps (JROTC) at both high schools
·
Strategy:
Provide facility; provide funding for program facilitator.
·
Measure of
progress: Project approved and funded; implemented at
·
Result:
Monitor success of program; track interest in the program.
·
Projected
date of completion: Both programs to be implemented August 2007; ongoing.
I.
Meet No Child
Left Behind (NCLB) goals
·
Strategy:
Identify areas of needed improvement; increase focus on targeted areas in
subject and subgroups.
·
Measure of
progress: Achievement gap exists between SWD and SWOD in Math and Language
Arts.
·
Result: Focus
on low performing subgroups per subject to make sure they meet AYP.
·
Projected
date of completion: ongoing.
J.
Improve
writing skills
·
Strategies:
Implement Writing Across the Curriculum; train teachers and principals on
holistic scoring; create county-wide rubrics.
·
Measure of
progress: Teachers and principals have completed training on holistic scoring;
county-wide writing rubric is nearing completion.
·
Result:
Writing rubric will be implemented; track writing assessment scores for
improvement.
·
Projected
date of completion: ongoing.
K.
Offer Advanced
Placement (AP) courses at
·
Strategy:
Train existing teachers to teach AP courses.
·
Measure of
progress: Interest and support from community to implement AP courses at CCHS.
·
Result: Track
progress of initiating AP courses.
·
Projected
date of completion: ongoing.
L.
Align the
curriculum
·
Strategy:
Develop curriculum committees; create a timeline for each subject; inform each
faculty member of the plans per subject; use the Blueprint for Learning as a
guide.
·
Measure of
progress: Align two core subjects each school year; Character Education is
aligned the first year; Math is aligned the second year;
·
Result:
Implement an aligned curriculum.
·
Projected
date of completion: ongoing.
M.
Have a plan
to implement Preschool Programs
·
Strategy:
Study facilities for readiness and space; follow state guidelines for funding;
analyze new state funding formulas for preschool.
·
Measure of
progress: Pre-K classes have been established as follows:
o
o
Pineview – 1
class
o
o
Brown – 1
class
o
Crab Orchard –
1 class
o
Martin – 1
class
o
·
Result:
Implement preschool programs.
·
Projected
date of completion: ongoing; four additional classes are scheduled for 2007-08.
N.
Provide
special positions as requested per school
·
Strategy: Use
local, federal, and grant funds to provide literacy leaders at all schools as
requested; provide peer mediators as requested; provide 100 day contracts as
needed.
·
Method of
progress: All elementary schools have one-half day literacy leaders
·
Result:
Maintain academic requests from principals.
·
Projected
date of completion: ongoing.
O.
Provide
academic programs to enhance, support, and supplement the curriculum
·
Strategy:
Provide credit recovery programs and Summer School Programs as needed at both
high schools.
·
Method of
progress: Credit recovery has begun in English IV, Biology, History,
Government, Algebra I, and study skills.
·
Result: Track
the graduation rate for improvements as a result of credit recovery and Summer
School.
·
Projected
date of completion: ongoing; Summer School begins at
P. Addressing
the Drop-out Rate
1. Provide academic programs to enhance,
support, and supplement the curriculum
·
Strategy: Provide credit recovery programs and summer
school programs as needed.
·
Method of
progress: Seven elementary schools
currently have a before- and after-school tutorial program, students are bused
home. Seven elementary schools currently
have a remedial and enrichment summer school program, transportation is
provided. Both high schools have a
credit recovery program for English, Biology, History, Government, and
Algebra. Summer school program will be
offered in June for credit recovery for graduating seniors.
·
Result: Track the progress of participating students
in the upcoming school year. Track the
graduation rate for improvements as a result of credit recovery and summer
school.
·
Projected
date of completion: ongoing
2. Develop Ninth Grade Academy to indoctrinate
students into a culture of rigor and high expectations through earning credits,
end of course test, and exit exams.
·
Strategy: Develop strong faculty teams to provide
personalized moniroting of incoming 9th graders; develop strong
faculty/student relationships during the ninth grade year.
·
Method of
progress: Identify teachers for 9th
grade academy; establish facility; develop schedule
·
Result: Track promotion of 9th grade
students to 10th grade; compare attendance rates; compare Gateway
and End of Course grades; track student participation in extra curricular
activities.
Workforce Development:
About half the
As Retail Trade, Health Care and Social Assistance
and Manufacturing continue to be the leading employers in
The Department of Labor and Workforce Development
is offering a free GED official practice test to all students that
qualify. Students who have a 75% or
better score will receive a voucher to take the GED test for free. The hope is to continue the FREE GED by
working with the community to sponsor those customers with a 75% or better
score. The Adult Basic Education TABE
test given at the
The Federal Energy Department has a renewed
emphasis on coal as an energy source and it is anticipated that it will
continue to experience a surge as an energy source.
A new expansion in the Health Care facility and
new factories being constructed in the county has had a positive impact on our
job seekers.
The
The Center fulfills the mission by:
·
Providing
competency-based training of the highest quality that will qualify individuals
for employment and/or advancement in jobs.
·
Providing
high quality training and retraining of employed workers.
·
Providing
high quality training that is economical and accessible to residents of the
service area, thereby contributing to economic and community development of the
communities we serve.
Enrollment
Statistics for 2005-2006
There are five categories of
students enrolled at this school:
1.
Full-time day
students—Students who are preparing for employment in a given occupation. They enroll on ground and on-line.
2.
Part-time
night school students—Students who are employed during the day and are learning
new skills for their present job or preparing to make a career change.
3.
Specialized
Contract Training for Business and Industry—These are customized classes to
meet an individual company’s specific training needs.
4.
High School
Students—These are focused Cumberland County High School 11th and 12th
grade students enrolled in the day programs for a half day. Our young people are given the opportunity to
get a head start on a career. High
school students enroll at no cost to themselves. Over the years, several CCHS students
completed the TTC program and graduated from CCHS at the same time. Many used TTC as a good foundation or
prerequisite to college courses.
5.
Adult Basic
Education Students—Out of school adults needing to improve their basic reading,
math and communication with the goal of earning their GED.
Enrollment
for 2005-2006:
Full
Time Students: 446
Part
Time Students: 406
Special
Contract Students: 488
High
School Students: 131
Adult
Education 515
Online 5
TOTAL:
1,991
Ø
Placement:
Placement
statistics are maintained on full time day students. In 2005-2006, there were 186 graduates from
the 14 programs. The majority of these
graduates found employment with 80% of them employed in the occupation for
which they were trained. Even though
approximately 50% of our graduates are Cumberland Countians, most of the others
consider
Current
Enrollment:
Day
Students: 195
Night
Students: 49
Special
Contract Students: 25
High
School Students : 80
Adult
Education 126
Online 9
TOTAL: 484
Ø
Adult
Education:
TTC
contracts with the Tennessee Department of Labor to deliver adult basic
education training for
Ø
Specialized
Training: (Priority #1 at 2007 Strategic Planning
Workshop)
TTCC
is prepared to deliver various types and levels of training based on the
specific needs of an organization. The
flexibility in delivering our programming allows TTCC to serve these individual
plant needs through specialized program offerings that include:
1.
Pre-Employment
Training: This program is designed to
test prospective employees and to provide basic skills updates in math,
computer skills, measurement, blueprint reading, and safety prior to possible
employment. This group of students
provides an employer with a better qualified pool of applicants to consider for
employment.
2.
Start-Up
Operator’s Training: This school has an
excellent partnership with Tennessee Industrial Training Service in delivering
start-up training. These two agencies
utilize this expertise in designing a training program to develop specific
skills prior to the opening of a new plant.
In many cases, company equipment and skilled personnel are utilized to
deliver this training.
3.
Industrial
Contract Classes: Specialized classes
are available to an organization based on their need. These can be delivered on a short or long
term basis. A wide variety of programs
are offered to include Safety Skills, Forklift Training, Industrial First Aid,
SPC, Electricity, Hydraulics, Pneumatics, Blueprint Reading, Computer Training,
Programmable Controllers, CNC Machining, Math, etc.
4.
Cooperative
Education: TTCC advanced students from most
of the day programs may be placed in a co-op arrangement with a local industry
where the student attends school part-time and works part or full-time. These contracts are developed on an
individual basis.
5.
Testing: Special testing may be administered by the
school to determine basis skill levels in math, reading, and
communication. Customized testing is
also available to measure specific skills.
6.
Workplace
Literacy: Basic literacy skills are
available for the employees of an organization.
This service provides assistance in GED preparation.
These
are some of the many services this school offers to residents of this and
surrounding counties. Each year
approximately 1,200-1,500 individuals take part in one or more training
opportunities offered. Citizens in our
school’s service area continue to strive to better educate themselves in an
effort to be more employable or to improve their station in life in the local
workforce. TTCC has a website at www.ttcc.edu.
Agriculture:
Goals/Actions: Programs planned and/or conducted by the
Adult Agriculture & Resource Development
Master Gardener Program
-
Trainee development
program
-
Annual Spring Flower
and Garden Show
-
Development of area
-
Obed
-
Continual on-going
community service projects
-
Weekly lawn and
garden news articles
-
Speakers Bureau
-
Community
Educational Clinics
Cumberland
-
Regular monthly
educational meetings for area beef producers
-
-
Participation in the
-
-
Spring / Fall UT
Bull & Replacement Heifer Sales
-
Monthly meetings
-
Annual “Goat Days”
Field Day / Show /
-
Educational seminars
-
Adult and youth livestock exhibits… beef, horse,
poultry, rabbit, sheep, and swine
-
Adult and youth fruit and vegetable exhibits
Field Crops
-
Annual educational
meetings for Snap Bean Growers regarding food safety and “Best Management
Practices”
-
Field crop variety
test plots
Steak and Potatoes Field
Day
-
Beef Cattle
Production Seminars
-
Pasture and Forage
Management Seminars
-
Land Owner Seminars…
timber, wildlife, water resources
-
Fruit and Vegetable
Seminars
Conduct Educational
Programs Regarding Nutrient Management for livestock producers
AG Security / Biosecurity
and Disaster Management Plan for
Estate Planning Seminar
for
Farm MANAGE &
Financial Planning
Forestry & Forest
Product Meetings… Master Logger Program
Agritourism Development
Meetings
Small Business Seminars /
Workshops
Sustainable Development Institute
Farm / City Breakfast
Farmer Appreciation Banquet
Ag in the Classroom for county 3rd grade students
Family and Consumer Science
Day Care Provider Training
Tai Chi
Arthritis Self Help
Course
Dining with Diabetes
Co-Parenting Classes mandated by state law,
parents must attend prior to divorce in child custody cases
TNCEP (
Offer 13 different FCE clubs (Family and Community
Education), all across our county. These clubs offer a variety of educational
opportunity for individuals to be active in.
4-H Activities
Continue promotion of club membership to include
County Honor Club and All-Stars.
Honor Club/All-Stars will
conduct two service projects each year.
Teach financial
management classes to junior high and high school students.
Develop a Volunteer Leader Organization to assist
with club meetings, judging teams and special activities and project groups.
Take 100 campers to 4-H Camp annually as well as
meeting quotas for such events as State 4-H Congress, Academic Conference,
Electric Camp, Career Camp, Clothing Camp and various other summer camps and
events.
Develop and maintain a
county 4-H website.
Conduct 450 4-H club meetings annually in
Conduct Beef, Sheep, Swine, Horse and Poultry
Projects which include shows, educational clinics and judging competitions at
the Regional and State Levels.
Partner with Wags and Whiskers Animal Shelter to
develop a Companion Animal Project Group that will meet monthly and provide
education to youth about proper animal care, spaying and neutering and
obedience training.
Train judging teams in Agriculture and Family and
Consumer Science subject matter for competition at regional and state levels.
Conduct one Prudential Youth Leadership Institute
annually at the county or sub-regional level.
IV.
New Development Opportunities:
Tourist Development:
This
portion is intended to serve as a framework for the development of a
comprehensive program to attract visitors to Crossville and
The
CVB members are appointed by the County, City, and Chamber. Those appointments are as follows:
|
City |
County |
Chamber |
Ex Officios |
|
Steve Hill |
Ralph England |
Pepe Perron |
|
|
Jerry Harris |
Dale Braun |
|
|
|
Billy Loggins |
Janet Kluender |
Alecia Dille |
Mayor and/or City
Manager |
|
Rob Harrison |
Bill Hendrixson |
Steve Kraft |
|
B.
The role of
the CVB is to utilize the talents of people in the community to augment the
Chamber’s professional staff. Volunteer
assistance is vital to the marketing efforts of the CVB and Chamber.
C.
The CVB
members should act as a communications team to keep interested parties and the
entire community aware of the programs underway, progress being made and the
impact of the Crossville-Cumberland County Convention and Visitors Bureau on
Administrative Procedures:
One
individual on the Chamber staff is designated as the information coordinator
for the CVB. Assistance is provided by
the Chamber’s President and administrative assistant as needed.
The
information coordinator’s primary job is selling. Some of the daily responsibilities include:
·
Phone calls,
emails, faxes, and personal contacts, answering inquiries to develop
leads. A daily log of correspondence is
maintained. Noteworthy is the number of
requests for relocation.
·
Meetings with
associations, clubs and groups in Crossville and
·
Providing
assistance for conferences/tournaments once they are secured by helping with
registration, special events, tours, etc.
Visitors:
During
2006, 40,631 vehicles passed through Crossville and Cumberland County on
Interstate 40, based on a traffic count (average daily traffic volume) provided
by the Tennessee Department of Transportation.
By promoting available attractions, sites and events and by creating
additional reasons to stop in Crossville, the area should be able to encourage
at leas an additional, small percentage of these vehicles to visit the area.
Major
cities throughout the country are aggressively seeking tour bus businesses
and although Crossville cannot be considered a major destination, we are
located on a major interstate between two cities,
The
motor coach industry is easily identified and reached. The NTBA (National Tour Brokers Association)
has 2500 members. The
Additional Opportunities:
Crossville
and
·
Religious
groups
·
Educational
groups
·
Business
meetings
·
Corporate
meetings and retreats (ideal for 50 individuals or less)
·
Sports
tournaments
·
Reunions
·
Clubs and
organizations (meetings and retreats)
·
Day Trip
organizations.
Implementation
and Financing:
Impact
of Visitors:
Visitors
to Crossville and
The
largest event held in Crossville annually is the 127 Yard
The
Cumberland County Playhouse is listed as one of the 100 most visited
attractions in the State of
As
the Golf Capital of Tennessee, with eleven golf courses, an economic impact
study in 2001 indicated $20,160,719 in revenues generated annually. Golf has been and is an important part of the
economic environment of Crossville and
Crossville-Cumberland
County Convention and Visitors Bureau objectives are to:
1.
Continue to utilize
the CVB to realize the full potential of visitors in the area. Aggressively work in marketing and promotion.
2.
Review the
promotional and advertising materials.
Ensure that they reach targeted markets including directors of sports
tournaments, conference directors, motor coach operators, and tour buses.
3.
Initiate a
direct mail campaign to contacts obtained at trade shows and, in conjunction
with the Tennessee Tourist Development, forward materials to tour group
operators.
4.
Begin
immediately to identify opportunities and events to attract visitors. Agri-tourism opportunities should be
researched.
5.
Make periodic
progress reports to the governing bodies.
6. Work
towards informing elected officials as to the need to reinvest the lodging tax
collections towards marketing the area to visitors.
Impact of Retirees:
In
Crossville and
1998
– $9,022,000 2003 – $11,863,000 (+24%)
Retirement
growth is vital to our area’s continued economic well being and has been a huge
economic boost to the county. The
retiree’s economic impact has added jobs in retail, medical and other services,
revenue in retail sales, medical services and offers a large pool of volunteers
to the Cumberland County Playhouse and to the community.
Municipal Priorities/Infrastructure:
(Priority #3 at 2007
Strategic Planning Workshop)
City of
Goals and Objectives 2007
MANAGEMENT/LEGISLATIVE
1.
Indoctrinate
all members of City boards/commissions/committees/task forces on City’s Code of
Ethics
2.
Market/promote
annexation of “islands”.
3.
Develop and
implement marketing/community relations program for City government.
4.
Develop a proposal
for a system of alternative revenue sources to include public utility franchises,
institutional PILOTS, special service fees, special tax districts, etc.
5.
Effect
orientation/administration processes for City Stormwater Discharge Control
Program.
6.
Develop needs
analysis and plan for expansion of City offices.
ECONOMIC DEVELOPMENT
1.
Develop and
implement marketing and development programs for public and private properties
to service industrial/commercial/retail/service prospects.
2.
Restructure
administrative systems to address the contemporary issues of economic and
community development.
3.
Amend/update
City’s Economic Development Strategy (EDS), including incentives.
4.
Establish
system for updating industrial site inventory, portential and existing, on a
quarterly basis.
5.
construct and
market new spec building.
6.
Market and
sell City properties,
7.
Design and
construct 16 new t-hangars,
STREET/ROADS
1.
Resurface
21,000 linear feet of City streets.
2.
Install and
activate the traffic signal at
3.
Complete
access road (TDOT) to northern section of
4.
Hire
consulting engineer, plan for utility relocation, Highway 127S road project.
5.
Complete Tennessee
Avenue Causeway improvement project.
6.
Complete
traffic signal (TDOT) – Livingston and Miller.
7.
Finalize
design process, begin ROW acquisitions, NW Connector, Phases II and III;
complete construction Phase III.
8.
Begin
construction of the
9.
Intersection
upgrade at
UTILITIES
1.
Begin
construction,
2.
Re-route and
expand water line(s),
3.
Complete
sewer distribution system to
4.
Hire
consulting engineer, conduct feasibility study and permit application process
for increased sewer treatment capacity in City wastewater treatment facility.
5.
Develop plan
to provide expanded water services to two (2) major residential developments,
Potato Farm Road/127S/Miller Ave.
6.
Complete
upgrade projects – Old Landfill Sewer Pump Stations and new pump station,
127S/Miller Avenue.
7.
Conduct
study/analysis, I & I of sewer system.
8.
Continue
planning and permitting process for
9.
Complete
10.
Develop
financial feasibility packages for Cumberland Cove/Cumberland Lakes water
line(s) expansion project (Catoosa).
11.
Develop plans
to expand water service, Highway 70N (Catoosa).
12.
Develop plan
for conversion to radio read metering systems, City utilities.
13.
Replace
LEISURE/CULTURAL RESOURCES
1.
Formalize
policy on City’s financial/technical assistance to programs and CIP’s of
private oranizations.
2.
Seek funding for design and construction of greenways
system.
3.
Complete
designs, let bids, and begin construction of soccer complex.
4.
Complete
repairs, Turner Complex service area complex.
FIRE SERVICES
1.
Complete
comprehensive survey (MTAS) of fire service function.
2.
Continue
planning, including site selection for a new (3rd) fire station.
3.
Balance
shifts, two (2) fire stations – four (4) additional firefighters.
4.
Redevelop/refine
the mission of City’s First Responder program in order to avoid duplication of
the
POLICE SERVICES
1.
Continue the
planning process for official accreditation of the Crossville Police Department
by the International Association of Chiefs of Police.
2.
Resturcture
mission/funding source(s) for the SRO Program.
Retail Expansion: (Priority #7 at
2007 Strategic Planning Workshop)
In
Crossville and
Although
the retail sales
1998
– $441,529,000 2005 – $605,821,000 (+37%)
Retail
sales growth is vital to our area’s continued economic well being. Retail-service establishments not only
provide jobs but the local sales tax revenue generated by the hundreds of shops
and stores in Cumberland County pay for a large share of the services needed
and enjoyed by area residents. In 2006,
over $16,942,517 in local sales tax revenues was received. In comparision, in 2005, over $15,788,605 in
local sales tax revenues was generated from $633,321,089 in retail sales. With this
Strengths
and Weaknesses
Retail Sales leakages in
The
following chart provides estimates of potential retail sales leakages. The estimates are derived from calculations
of what retail sales are reported to be and what they would be in the county if
local sales per dollar of effective buying income followed the pattern of an
average
Based
on this method of analysis, it appears
Estimates of Retail Sales Leakages
2005
Dollar
figures are in thousands.
*Estimated
Leakage = (county sales/TPI) minus (state sales/TPI) times (
County
Total
Personal Income (TPI) $1,143,007 $167,414,793
Population 50,540 5,915,950
TPI
Per Capita $ 22,616 $ 28,299
Total Retail Sales $ 761,067 $89,067,659 $152,967
Retail sales to incme ratio
66.67% 53.2%
Sales by Type of Business
Food and beverage stores $135,337 $12,358,178 $ 50,963
Grocery
stores $132,784 $ 9,531,005 $ 67,712
Other
food and beverage stores $ 2,553 $ 2,827,173 $ 16,749
Food service and drinking places $
50,595 $ 8,384,481 $ 6,649
General Merchandise Stores $131,081 $13,436,271 $ 39,346
Department
Stores $ 98,487 $ 9,246,742 $ 35,356
Other
general merchandise stores $ 32,594 $
4,189,529 $ 3,990
Clothing and clothing accessories $ 79,007 $ 4,111,855 $
50,934
Furniture/Home Furnishings/
Electronics/Appliances $ 30,175 $3,589,807 $ 5,666
Furniture
and Home Furnishings $ 16,218 $2,220,667 $ 1,057
Electronics
and appliance stores $ 13,957 $1,369,140 $ 4,609
Motor vehicles and parts $ 94,477 $19,906,734 $ 41,434
Gasoline Service Stations $ 77,314 $9,508,815 $
12,394
Building Materials and
Garden
Equipment $116,803 $7,078,202 $ 68,477
Health and personal care stores $ 19,894 $4,445,709 $ 10,459
Other Retail Stores $ 26,384 $6,247,607 $ 16,271
Source:
Market Statistics: 2005 Demographics
The objectives for promoting growth
in the retail sector are listed below:
1.
The Chamber’s
Retail Committee should be upgraded to a Retail Trade Division. A vice chairman should be nominated and
should serve on the Chamber’s Management Committee. The Retail Division should contain a newly
formed Merchants Association to include persons from all types of stores and
businesses in the county. Projected date of completion: ongoing. Agency
responsible: Chamber of Commerce.
2.
Create awareness
in surrounding communities on what is offered in Crossville. Use our accessibility services and size to
draw new customers to
3.
Emphasize
through an on going “Shop Crossville First” campaign the convenience, quality,
and service benefits of shopping at home. Projected date of completion:
ongoing, annual program. Agency responsible: Chamber of
Commerce.
4.
Meet
regularly with members of the local news media to discuss promotions, changes
and situations within the retail community. Projected date of completion: on-going.
Agency responsible: Chamber of Commerce.
5.
Participate
in the first Small Cities Conference in September, 2006. Agency responsible: Chamber of
Commerce. Completed.
Summary: Major
Goals
To
maintain credibility with governmental bodies, citizens, private firms and
individuals who will be financing the program, it is important that major goals
be established, reviewed, and reported on often. The adoption of main goals and objectives
contained at the end of each section and periodic progress reports on
accomplishments will be the method by which the Joint Economic Development
Board can demonstrate their accountability to those financing the program and
to the citizens of Crossville and
On
1.
Provide stronger focus in local education for more
technical workforce skills/development.
I. To
provide an Alternative Education Program for at-risk students
·
Strategy: Provide an
·
Method of
progress: Build facility to accommodate
approximately 200 students. Identify
students at risk of not graduating (16 and 17 year old students with fewer than
10 of the required 27 credits to graduate).
Develop curriculum rich in technology so that graduating students will
possess the skills needed for work.
Identify 20 required credits for graduation. Set a flex schedule from
·
Results: Track graduation rate
·
Projected
date of completion: Will begin August
2007 and continue ongoing
II. To
increase Career and Technical Education (CTE) program
·
Strategy: Provide CTE courses at the elementary level.
·
Method of
progress: Implement pilot program at
Stone Elementary and Martin Elementary for grades 6, 7, and 8. Foundations of technology, Teen Living, and
Business Technology (Keyboarding).
·
Results: Track graduation rate
·
Projected
date: Implement August 2007
·
Strategy: Provide Personal Academic and Career
Excellence (PACE) to all freshmen.
·
Method of
progress: Apply for federal grant, train
teachers
·
Results: Track student progress
·
Projected
date: Implement August 2007
·
Strategy: Provide Contextual Academic Courses at the
high school level (Biology for Technology, English IV – Communication for Life,
Principles of Technology I & II, Technical Math, Technical Algebra,
Technical Geometry)
·
Method of
progress: Identify courses; identify
teachers, 5 day staff development.
·
Results: Track graduation rate
·
Projected
date: Implement August 2007
·
Strategy: Provide career and technical assistance
through Guidance Counselor to work as resource through vocational program and
workforce.
·
Method of
progress: Budget approval; job posting
·
Results: Track success of students in workforce.
·
Projected
date: Implement August 2007
2.
Improving the retention and expansion of existing
firms.
·
Participate
in the Synchronist Program with TVA
·
Develop a
campaign which documents industry’s economic and social impact on the community
·
Arrange
and/or conduct Seminars and Workshops on subjects of interest to our industrial
community.
·
Promote an
environment conducive to good labor-management relations.
·
Coordinate
meetings of the Executive Managers Group in order to facilitate networking
opportunities.
·
Do whatever
is necessary to encourage local industry to expand their presence in
·
Establish and
maintain an up-to-date labor and benefit survey.
·
Work with
state and local organizations to identify and train potential employees in
order to improve the local available workforce.
3.
Accommodating a high population growth rate in
appropriate ways.
·
Install and
activate the traffic signal at
·
Complete
access road (TDOT) to northern section of
·
Complete
traffic signal (TDOT) – Livingston and Miller.
·
Finalize
design process, begin ROW acquisitions, NW Connector, Phases II and III;
complete construction Phase III.
·
Begin
construction of the
·
Intersection
upgrade at
·
Re-route and
expand water line(s),
·
Complete
sewer distribution system to
·
Hire
consulting engineer, conduct feasibility study and permit application process
for increased sewer treatment capacity in City wastewater treatment facility.
·
Develop plan
to provide expanded water services to two (2) major residential developments,
Potato Farm Road/127S/Miller Ave.
·
Complete
upgrade projects – Old Landfill Sewer Pump Stations and new pump station,
127S/Miller Avenue.
·
Conduct
study/analysis, I & I of sewer system.
·
Continue
planning and permitting process for
·
Develop
financial feasibility packages for Cumberland Cove/Cumberland Lakes water
line(s) expansion project (Catoosa).
·
Develop plans
to expand water service, Highway 70N (Catoosa).
·
Complete
planning, including site selection, for third fire station.
·
Adopt
Stormwater Discharge Control Program.
4.
Attraction of new manufacturing firms compatible
with the existing economic base through a targeted marketing/recruitment
program.
·
Brochures on individual
properties have been developed and produced including aerial photographs.
·
Automotive
trade publications will be utilized to target select automotive supplies.
·
A new “spec”
building is under design for construction on
·
An economic profile
on our area will be sent to the CEO’s of companies as part of a direct-mail
campaign targeting light manufacturing and national warehouse distribution
facilities.
·
Advertising
in publications, print ads and slide shows conducive to recruitment.
·
Work closely
with state and regional organizations to plan and coordinate industrial
recruiting trips.
·
Host an event
in order to facilite a networking session with local officials and state
officials charged with economic development.
5.
Expansion of industrial sites.
·
Research and
develop a plan to acquire a large tract of land to be utilized for the
acquisition of carefully selected employers.
·
Partnership
with
o
Completion of
the Certificate of Public Purpose and Necessity
o
Purchase
property
o
Market
through economic development agencies
o
Continue
discussions with agencies for potential infrastructure funding
6.
Increase local support for small business
development and local incubator program.
·
o
Complete
feasibility study funded by U.S. Dept. of Labor
o
Apply for EDA
grant funds to construct 10,000 sf facility
o
Apply for
Congressional appropriation for first year operations funding
o
Apply for
funding through the WIRED grant administered by the TN Dept. of Labor and
Workforce Development
o
Construct
facility utilizing EDA funds, USDA-Rural Development funds approved for design
and engineering
7.
Expansion of the local retail and customer service
base.
·
Consumer
Connection Program established through TVA to link communities with business
opportunities, expansions, and retentions via:
o
Workshops to
analyze consumer potential, identify business expansion opportunieis, and
develop targeted-marketing plans.
o
Assess to
consumer business information, databases, maps, expansion plans, and marketing
resources.
o
Participation
in regional marketing events sponsored by the International Council of Shopping
Centers to promote Crossville both nationally and regionally.
In addition to those priorities set at the 2007
Cumberland County Community Leadership Workshop, the following specific goals
have been set.
Manufacturing
Goal:
Create minimum of:
100
manufacturing jobs in 2005 (Actual 182)
75 manufacturing jobs in 2006 (Actual 198)
75 manufacturing jobs in 2007
75 manufacturing jobs in 2008
200
manufacturing jobs in 2009
Total
of 525 manufacturing jobs over the next five years.
NOTE: The “actual” figures include new jobs in
warehouse/distribution centers, which are not included in the accepted
definition of “manufacturing”. In terms
of wages, benefits, and other criteria, this community believes that
warehouse/distribution center jobs are comparable with manufacturing jobs and a
desirable replacement for now and in the future.
The
average of 105 new manufacturing and manufacturing related jobs per year is
based on projected growth rates and the number of high school graduates
finishing Cumberland County High School(s) over the next five years. The lack of large tracts of affordable
industrial property is also a factor.
Growth will include expansions of existing industry as well as new
companies moving to the area.
If
successful,
Tourist Development
Goal:
Increase the expenditures of visitors to Crossville and
2.5%
increase in 2004 (actual 4.8 % increase
from 2003)
2% increase in 2005 (actual 7.8% increase from 2004)
2% increase in 2006 (actual 8.02% increase from
2005)
1.5%
increase in 2007
1.0%
increase in 2008
Retail Expansion
Goal:
Work to increase
3% increase in 2005 (actual increase 4.5%)
3% increase in 2006 (actual
2.7%
increase in 2007
3% increase in 2008
2.3%
increase in 2009
The
percentage increases are based on the past five year history plus the knowledge
that additional restaurants, stores, and increased marketing efforts through
the Crossville-Cumberland County Convention and Visitors Bureau.