Crossville and Cumberland County
An
Economic Development
Growth Strategy
Update
A
5-year Development Plan
June
2009
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 March 20, 2009 to look at priority issues from the 2008 workshop and
determine what issues still are considered priorities and any new priorities
that need to be considered. The
following issues for
1. Accommodating
a high population growth rate in appropriate ways in infrastructure, housing,
public safety, energy sources. Continue
inward migration by maintaining Retire Tennessee Program and increased
infrastructure focus using Downtown Main Street Master Plan.
2. Improving
the retention, support and expansion of existing businesses and
industries: tourism, agribusiness,
manufacturing, healthcare, financial services, including addressing the
healthcare issues of funding for Medicare expenses and support of recruiting
physicians.
3. Provide
stronger focus in local education arena for more technical workforce skills and
maintaining strong partnerships between post-secondary programs
4. Attraction
of new manufacturing firms compatible with the existing economic base through a
targeted marketing/recruitment program and continued expansion of industrial
sites.
5. Increase
awareness and local support for small business development thru local incubator
program and expansion of the local retail downtown revitalization in the
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 of Crossville has a population of 10,433
according to a special census conducted in 2006. The U.S. Census Bureau estimated its
population at 11,268 in 2007. The
population of
Current Employment Bases:
|
Industry |
1998 |
1999 |
2001 |
2002 |
2004 |
2005 |
2006 |
2007 |
2008 |
|
Mining
/ Construction |
1,120 |
1,150 |
1,370 |
1,940 |
1,180 |
1,140 |
1,230 |
1,200 |
1218 |
|
Manufacturing |
2,710 |
2,760 |
2,620 |
2,490 |
2,370 |
2,380 |
2,410 |
2,280 |
2011 |
|
Warehousing |
|
|
|
|
720 |
771 |
775 |
1083 |
862 |
|
Finance |
480 |
490 |
460 |
460 |
450 |
460 |
480 |
510 |
366 |
|
Health Care/Social Asst |
1,870 |
1,950 |
2,050 |
2,200 |
2,490 |
2,610 |
2,710 |
2,690 |
2602 |
|
Leisure and Hospitality |
1,750 |
1,840 |
2,180 |
2,360 |
2,430 |
2,450 |
2,260 |
2,270 |
2150 |
|
Retail Trade |
|
|
|
|
|
|
|
|
2620 |
Prepared
by the Tennessee Department of Labor and Workforce Development.
II.
Where Are We?
Inventory of Strengths and Weaknesses
In analyzing Crossville and
Year # of
Manufacturing Employees #
of Warehouse Distribution Total
2000 2,940 (Warehouse Distribution is not included
2001 2,620 in the # of Manufacturing Employees
2002 2,490 from 2000 – 2003)
2003 2,400
2004 2,370 +
720 =3,090
2005 2,380 +
771 =3,151
2006 2,410 +
775 =3,185
2007 2,280 + 1,083 =3,363
2008 2,011 +
862 =2,873
Net loss, past 8 years (#
of Manufacturing Employees): 929 jobs
NOTE:
Warehouse/distribution centers 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. We plan to continue our focus on recruiting
warehouse/distribution centers to enhance our economic base and create jobs.
Community Attitude Toward Economic Development:
All parties’ involved, local
governments, private companies and area citizens, 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 2,580 (February 2009) 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.
42,789
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.
·
Cumberland
County – The county government provides funding for the Cumberland County
School System and, through the County Mayor, works with local, state, and
federal agencies for workforce development, highways, trails and parks,
infrastructure needs, industrial development, tourism promotion, retiree
recruitment, library services, solid waste management, county-wide
communication networks, emergency services, and other county services necessary
to create an atmosphere enticing to new industries and businesses.
- 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.
- Downtown Crossville, Inc. – DCI serves as a
volunteer organization with the mission to strengthen and broaden the
economic base of downtown through a variety of programs. They are the driving force behind the
revitalization and streetscape improvement project currently underway.
- 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 Plateau Partnership Park to establish an industrial park in the
area around the City of Rockwood Airport along with Morgan and Roane
Counties. The Plateau Partnership Park
will include approximately 300 acres adjacent to the Rockwood airport and
another 780 acres south of the Westel Exit off Interstate 40, approximately
three miles from the airport. Certificate
of Need and Public Purpose and Necessity have been approved. Water, sewer, and natural gas lines are under
design. Agency responsible: Cumberland County. (Priority #4
at 2009 Strategic Planning Workshop)
C.
Continue
development of the Cumberland Business Incubator, a regional project that
includes Tennessee Technological University, Roane State Community College,
Tennessee Technology Center in Crossville, Cumberland County, Cumberland County
Board of Education, and the City of Crossville.
CBI is a traditional program-based business incubator that will be
located on the campus of Roane State Community College in Crossville. Tenants will be housed in a 10,000 s.f.
facility that is currently in design and is proposed to include several tenant
spaces, two wet labs, and a central business center. Advisory partners in the CBI include
Technology 2020, the Holston Business Center, the University of Tennessee
Research and Education Center, and the Oak Ridge National Laboratory. Both the City of Crossville and Cumberland
county have allocated $250,000 each as match money for a pending Economic
Development Agency grant. The hoped for
end result of this process is to foster more entrepreneurial thinking in our
community and region. Agency
responsible: Cumberland County (Priority #5 at
2009 Strategic Planning Workshop)
D.
Continue
planning Chestnut Hill Industrial Park consisting of 210+ acres. Agency responsible: City of
Crossville (Priority #5 at 2009 Strategic Planning
Workshop)
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 2009 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
2009 Strategic Planning Workshop)
A.
Continued
contact between leaders of local industry and economic development. Frequency of event: Quarterly,
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 and Teen Living.
·
Results: Track graduation rate
·
Results: All 6-8th grade students were able
to rotate through the Teen Living and Foundations in Technology courses in the
two pilot schools and will continue to do so next year. Feedback from the students, teachers,
observers and parents has been extremely positive. Expansion into two more elementary schools
will be implemented for the next school year at Brown and Crab Orchard
Elementary Schools.
·
All 6-8th
grade students were able to rotate through the Teen Living course at Martin,
Brown, Crab Orchard, Pine View, and Stone Elementary schools. This program will be expanded to Homestead
Elementary and North Elementary for the 2009-10 school year. Feedback this year from all stakeholders has
been extremely positive with requests for expansion in all elementary schools.
·
All 6-8th
students in Brown, Crab Orchard, and Stone Elementary schools rotated through
Foundations of Technology. Feedback has
also been very positive from the stakeholders particularly to the reinforcement
of math and science skills offered there.
The Technology Engineering Programs of Study have been redesigned at the
state level and will be offered again to students at Brown, Crab Orchard, and
Stone. The program will be reintroduced
to Martin and expanded to Homestead and North Cumberland Elementary Schools.
·
Strategy: Provide Personal Academic and Career Excellence
(PACE) to all freshmen.
·
Method of
progress: Apply for federal grant, train
teachers
·
Results: Track student progress
·
Results: Initiation of this course into the Freshman
Academy was postponed until the school year 1009-2010 to allow for the final
course standards to be finalized and the use of Career Management Success (CMS)
was continued. Information from the
state DOE indicates that CMS will be moved to the middle grades for the
2009-2010 school year ore eliminated from the curriculum. With he new requirement for Personal Finance
and the Final PACE curriculum implementation, consideration will be given to
allowing freshmen to choose between PACE and JROTC as a Freshman Academy course
to improve promotion rates.
·
Results: The
implementation of Personal Academic and Career Excellence has been postponed
until the 2010-11 school year due to scheduling and personnel constraints. The curriculum and the feasibility of
implementation will be reexamined in the spring of 2010 to determine the course
of action. Career Connections will be introduced
in the 2009-10 school year. This will
replace Career Management Success, which was eliminated for the coming
year. Personal, academic, and career
standards will be addressed through Family and Consumer Science, Personal
Finance, Career Connections, and JROTC.
·
Strategy: Provide Contextual Academic Courses at the
high school level (Biology for Technology, 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: CCHS did send teachers to training for
contextual academics. Classes in Biology
for Technology, Technical Math and Technical Algebra provided excellent instruction
and opportunities for students. An
overall increase in student achievement and resulting course completion is
expected and appears to occurring. Final
measure will be available with the release of the 2008 TDOE Report Card.
·
Results: 2008 TDOE shows gains in Biology 1 with high
course completion in Biology for Technology.
Student enrollment was low in Technical Math and Algebra. Gains were not indicated in Algebra 1 testing,
but positive course completion was reported.
With the increased enrollment at CCHS in Technical Math and Algebra and
Geometry, it is expected to make a positive impact in student achievement. Additional teachers were trained and
Technical Algebra and Technical Geometry were expanded into Stone Memorial High
School for the 2008-09 school year and additional sections will be offered in
2009-10. Final measure will be through
the 2009 TDOE report card.
·
Strategy: Provide career and technical assistance
through the School Counselor to work as a resource through Career and Technical
Education program and workforce.
·
Method
of progress: Career assessment, career
awareness and articulation with the addition of the Career Counselor. Overall assistance with coordination of
student scheduling and the rollout of Career Clusters and Programs of Study has
provided an increase in student work based learning opportunities. Combined with the student recognition
programs, employment offerings and placements have improved. This year’s follow-up report will be
conducted and will provide measurable data when completed in fall of 2008.
·
Results: The comparative analysis fro graduation rates
in Cumberland County according to the TDOE Report Card is:
System rate = 76.5% CTE Completers = 93.96%
·
Results: In collaboration between the CTE faculty and
Middle Schools Counselors, Cumberland County’s 8th grade students
participated in a Career Exploration program. This program included four
units: Career assessment (Tennessee
College and Career Planning System), Programs of Study classroom presentation,
high school tour, and a career exploration fair. Eighth grade students are showing an
increased awareness of the link between school, post-education opportunities,
and the world of work when choosing their Programs of Study and completing the
6-year plans. Assessment for these students,
as well as the 2008-09 ninth grades, will be ongoing as the students progress
through high school and post secondary placements have been conducted.
Dual
Enrollment opportunities for 11th and 12th grade students
have been expanded, and not limited to Health Science and Business. Contacts will continue with TTC, TTU, Roane
State, Embry-Riddle, and other post-secondary institutions to further those
opportunities in all areas. Access to a
Career Development Facilitator is available to all students through
consultation with school counselors, CTE faculty and staff, and individuals as
requested.
Analysis
from the 2008 TDOE Report Card are as follows:
o
Graduation
rates: System–80.6% CTE Completers–95.68%
B.
Create
business partners
·
Strategy: Invite businesses to participate in school
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
·
Advisory
panels have been formed for some time for each of the program areas in the
Career and Technical Departments. These
panels are comprised of members of the business community, industries, and
other local professionals who provide resources to the CTE teachers providing
information in the labor market, updates within the career field, job shadowing
opportunities, and other services and support as requested. The Cumberland County Chamber of Commerce,
other local businesses, Tennessee Technological Center at Crossville, and Roane
State Community College in conjunction with the CTE department will be
sponsoring a Career Exploration Fair.
This event will provide a dual educational experience. Cumberland County’s 8th grade
students will have the opportunity to explore the link between school and work
along with the expectations of local businesses and industries. Local businesses and industries as
exhibitors will become acquainted with the Tennessee Diploma Project that
includes new high school graduation requirements, career clusters, and programs
of study.
·
Results:
Coordinated School Health (CSH) obtained local business partners in
collaborative efforts in having fresh fruits, fresh vegetables and bottled
water donated to our students and staff.
·
CSH also
obtained a local partnership with various health and wellness facilities in
offering free passes for staff to attend the gym at no charge.
·
Collaboration
with the UT Extension office in provided numerous health and nutrition
curriculums and staff training for PE teachers, PreK teachers, 4th grade
teachers.
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.
·
Strategy: CSH
Family Fun Run and 5Kevents -- Public recognition for staff and students for
health and nutrition;
·
Featuring as
a SPOTLIGHT at monthly board meeting s and school site monthly staff meetings.
·
Recognition
of school nurses, Lion’s Club and emergency personnel volunteers at BOE
meetings and school sites. Press releases sent to local newspaper.
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.
·
Added and updated
Coordinated School health Page and resource information to include insurance
such as CoverKids, monthly newsletters for age appropriate levels, etc. Features school nurses and CSH modules.
·
Added and
updated Pre-K site, features each pre-k classroom at each school, keeping
parents informed and providing general information about the program.
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.
·
Hold
pre-registration for Pre-K and Kindergarten in an all day event to accommodate
parents work schedule. This allows
planning of placement for classrooms and teachers accordingly
·
Measure of
progress: Plans are initiated to purchase land for new school north of
Crossville (between
·
Result: Plan
for future needs determined.
·
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 Cumberland County High
School 2005 and at Stone Memorial High School in August 2007.
·
Result:
Monitor success of program; track interest in the program.
·
Projected
date of completion: 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.
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.
·
Strategy: KinderPrep programs at each elementary school
for rising Kindergarten students each summer.
·
Strategy: Summer enrichment staff development training
provided locally by both expert teachers and guest facilitators for optional
days of in service training on a multitude of academic subjects such as
Literacy, Science, Math, etc.
·
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. Summer School began at
Cumberland County High School in summer 2005 and Stone Memorial High School in
2007.
·
Projected
date of completion: ongoing.
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 monitoring 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.
·
Projected
date of completion: ongoing
Q. Addressing School Safety and Security
Provide
training to school personnel in emergency procedures, evacuation drills and
ensuring security at all school sites.
·
Strategy-
Provide a school emergency management and safety coordinator to collaborate
with local emergency officials and the schools in order to enhance
communication and response rate at all schools.
(see chart below)
This
chart illustrates the goals of this project, phases, and indicators of success:
|
GOAL |
PHASE |
INDICATORS OF
SUCCESS |
|
Goal 1: Create an infrastructure that will continue to
function to support a sustainable Division-wide emergency management plan |
All four phases |
·
12 monthly
meetings will be attended by 80% of district and community team members Steering
committee members will create subcommittees to address specific needs as
identified to meet goals and objectives ·
Completion
of NIMS and ICS training ·
Implementation and adoption of policies and procedures of the NIMS
and ICS structure ·
Consistently
and constantly evaluate emergency plans for every school |
|
Goal 2: Create a proactive “all hazards” emergency
management plan that will be continuously evaluated and improved |
Prepared- ness |
·
Plans completed and actively practiced by the end
of the funding period as evidenced by: ·
Required
monthly reports by principals ·
Specific,
written plans to ensure the safety of students with special needs based upon
their individual needs. ·
Administrative
policies in place ·
Evaluation
developed by external evaluator to monitor actions taken to meet the on-going
needs ·
Development
of a comprehensive infectious disease and food defense plan that includes 4
phases of emergency management with community partners |
|
Goal 3: Strengthen and improve our readiness
capabilities by practicing more realistic drills |
Prepared-ness; Response |
·
Use
community partners to evaluate drills to improve response times and
performance ·
Conduct
drills at more varied times and situations to prepare for all likely
scenarios ·
Conduct
lockdown and shelter-in-place drills ·
Involve
special needs students in drills to better evaluate and address their
specific needs ·
Provide
necessary supplies for emergency kits, shelter in place for chemical
disaster; |
|
Goal 4: Empower school and community responders
to implement and sustain the plan |
Prepared-ness;
Response; Recovery |
·
Evaluation
of training and required drills showing improvement in staff knowledge,
skill, and response time to drills ·
Written
procedures in place ·
Coordination
and integration of district Emergency Plan with local, state, and federal
emergency providers |
|
Goal 5: Improve communication and security in our
buildings and buses |
Prevention; Prepared-ness; Response |
·
Completed
lists of emergency contacts ·
Documentation
of monthly reminders regarding infectious disease control ·
Radios
procured and in use by staff |
|
Goal 6:Provide training to empower staff to facilitate
recovery |
Response and Recovery |
·
Training of
all staff to respond appropriately to grief and trauma needs |
·
Ensures
drills are conducted and seeks improvement
·
enhances
communication and collaboration between local emergency agencies and our
schools
·
provides
training of school personnel in emergency procedures
Workforce Development:
About half the
As Retail Trade, Health Care and Social Assistance
and Manufacturing continue to be the leading employers in
The two primary industry targets are Healthcare
and Advanced Manufacturing. Additional
demand occupation and growing/sustaining industries that will continue to
garner focus from the Crossville/Cumberland County Economic Development Growth
Strategy include transportation and related distribution/warehousing *including
truck driving and diesel mechanics).
·
Healthcare
The healthcare industry is a growing industry in
much of the
A new expansion in the healthcare
facility and new factories being constructed in the county has had a positive
impact on our job seekers.
Labor market information provided
through the Tennessee Department of Labor and Workforce Development’s The Source indicates the following:
Ø
Healthcare is
the second largest growing employer category in LWIA4 with the faster growing
health care occupations being RN, EMT, Paramedics, Aides, and Orderlies.
Ø
Many of the
fastest growing occupations in LWIA4 are ones that would support the healthcare
industry including office clerks, cashiers, bookkeepers, customer service
representatives, and janitors/cleaners.
Healthcare employment offers the opportunity for
self-sufficient employment in
Ø
2007
Registered Nurses Wage: Enter-$20.30;
Median-$23.93; Experienced-$28.62
Ø
Registered
Nurses employment is expected to grow 2.7% from 2004-2014 which is 1% faster
than job growth in total
Ø
2007 LPN
Hourly Wage: Enter-$12.66; Median-$14.93;
Experienced-$16.17
Ø
2007 Medical
Assistants Hourly Wage: Entry-$10.18;
Median-$12.18; Experienced-$13.46
When these retirees age, their healthcare needs
grow and change and the healthcare industry in
·
Advanced
Manufacturing
The manufacturing industry is on the decline in
The Governor’s Job Cabinet’s FastTrack Initiatives
have also shown solid support of the advanced manufacturing industry in LWIA4
through proposals to companies such as Omega, Denso, Great Dane, Samlip, and
others.
However, the
Ø
The
manufacturing industry is the largest employer in LWIA4
Ø
Manufacturing
Industry, office clerks, bookkeepers, customer service reps, maintenance. Many of the fastest growing occupations in
LWIA4 are in support of the repairers, janitors/cleaners, sales reps, truck
drivers, and HVAC workers
Ø
Many advanced
manufacturing job in LWIA4 pay higher than across the state and continue to
grow at or near overall state occupations growth rates.
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
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
2007-2008
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 2007-2008:
Full
Time Students: 537
Part
Time Students: 182
Special
Contract Students: 0
High
School Students: 158
Adult
Education 272
Online 18
TOTAL:
1,167
Ø
Placement:
Placement statistics are maintained
on full time day students. In 2007-2008,
there were 185 graduates from the 14 programs.
The majority of these graduates found employment with 72% of them
employed in the occupation for which they were trained. This is 4% less than the previous year and
may be attributed to the local unemployment rate currently in excess of
10%. Even though approximately 60% of
our graduates are Cumberland County residents, most of the others consider
Cumberland County their primary source for employment.
Current
Enrollment (Spring 2009):
Day
Students: 319
Night
Students: 99
Special
Contract Students: 0
High
School Students 82
Adult
Education 70
Online 10
TOTAL: 580
Ø
Adult
Education:
TTC contracts with the Tennessee
Department of Labor to deliver adult basic education training for Cumberland
County. This excellent partnership
allows TTC the opportunity to have these individuals on its campus as they
master their academic studies. Our hope
is that they will become comfortable in our adult setting, and after earning
their equivalency diploma, be ready to begin their technical training with
us. We feel that this merger prevents
many young adults from our community from “falling between the cracks.” After all, workforce development is what we
do.
Ø
Implementation
of the Building Construction Technology Program: (Priorities #1 and #3 at 2009 Strategic Planning
Workshop)
The
first year of the Building Construction Technology (BCT) program has proven
successful. The program opened with 5
students and has grown to 14 as of April 2009.
The “skills lab” house project undertaken by the BCT class is near completion
and will be sold at public auction in May 2009.
Proceeds are projected to cover the cost of materials for the next house
project which will begin in July 2009.
TTCC
Goals for 2008-2009:
1.
Sell the
Building Construction Tech (BCT) house and use the proceeds to build a second
“skills lab” house project on-site at
the TTCC
2.
Modify the
BCT curriculum to encompass a masonry component.
3.
Include an
exit point in the BCT curriculum for “green technology training” for
weatherization technicians and home energy raters.
4.
Secure
economic stimulus funds to offer night programs in Business Systems Technology,
Welding and HVAC.
5.
Increase dual
enrollment of all high school students including at-risk, special populations
and non-traditional high school students at Tennessee Technology Center
especially in the new program area of Building Construction Technology.
6.
Review,
revise and develop, where applicable, articulation agreements with secondary
partners and standardize the process for articulation with secondary partners.
Each year approximately 1,200-1,500
individuals take part in one or more training opportunities offered at the
Tennessee Technology Center. 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
-
Fall
Gardeners Festival
-
Discover
Garden
-
Favorite
Plants of the Plateau CD
-
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
-
Private
Applicators Training
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
Assistance with Ag Enhancement Applications
Assist Farmers Market
Family and Consumer Science
Day Care Provider Training
Tai Chi
Arthritis Self Help
Course
Dining with Diabetes
Fitting It Together
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
A. 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 06/30/2011 |
Ron Ramsey 06/30/2011 |
06/30/2010 |
|
|
Billy Loggins 06/30/2011 |
Janet Kluender 06/30/2011 |
Alecia Dille |
|
|
Rob Harrison |
Bill Hendrixson |
Steve Kraft 06/30/2010 |
|
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 2008, 37,567 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 50 most visited attractions in the State of
As the Golf Capital of Tennessee,
with twelve 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 increase visitor revenue
through the following objectives for the next three years:
a. Increase the number of visitors to Crossville
and Cumberland County, including overnight stays, with a special emphasis
during off season (November through March), and convert those visitors into
consumers.
b. Increase the number of visitors attending
arts (including the Cumberland County Playhouse); shopping and golf during off
season.
c. Extend the corporate/business travel
d. Continue to promote Crossville, The Golf
Capital of Tennessee, as the image/brand identity of Crossville and Cumberland
County and
e. Provide visitor services to disseminate
Crossville and Cumberland County visitor information, encourage overnight
stays, and provide friendly concierge and travel assistance as needed to the
general public.
f. Expand the group tour
g. Expand Crossville’s partnership with the
wineries and eco-tourism to gain access to niche
h.
Serve as a liaison for Crossville on tourism-related opportunities, and provide
a “clearing house” function. Serve as a central resource for effective
communication between Crossville’s tourism stakeholders.
i. Encourage professionalism, quality service,
creative product development, local and regional collaboration, and also
address emergent needs of tourism stakeholders and those working within the
visitor industry through education and training.
j. Provide data, research and reports to aid in
the assessment and redirecting of the Tourism Marketing Action Plan to ensure
the most strategic use of limited tourism funding and public-private resources.
k. Participate in economic development planning by providing input on tourism issues.
To meet these objectives, the CVB plans to:
1.
Maintain and
enhance the www.golfcapitaltenn.com
website;
2.
Implement a
media relations program
3.
Partner to
create packages and itineraries for the consumer/small group market
4.
Extend market
reach by partnering with regional and statewide Destination Marketing Organizations
5.
Integrate
tourism and economic development
Retiree-Relocation:
In Crossville and
1998 – $9,022,000 2003 – $11,863,000 (+24%)
In 1970, total real property
assessment per capita in
Source: The Long-Term Impacts of Retiree
In-Migration on Rural Areas: A Case Study of Cumberland County, Tennessee,
January 2007
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.
RETIREE-RELOCATION 2009 MARKETING
PLAN
OBJECTIVES
- Build a positive image of Crossville and
Cumberland County as a retirement destination
- Maintain an overall coordinated effort for
retiree attraction/promotion with participation between the Retire
Tennessee program and the Crossville-Cumberland County Chamber of Commerce
- Establish measurable benchmarks to determine
program effectiveness on an annual basis
STRATEGY I
- Track and service the requests of potential
retirees interested in relocating to Crossville and Cumberland County
ACTION
PLANS
·
Provide
inquirers the Lifestyle publication
showcasing the Crossville community
·
Pursue
updates of and produce marketing materials as needed
·
Act as a
resource to potential retirees for referral to appropriate contacts within the
community
·
Maintain
database and track retirement inquiries for Crossville and Cumberland County;
continue an annual report for year-to-year comparisons
·
Coordinate if
possible an accurate recording system in conjunction with the resort-retirement
communities
·
Provide a
weekly report of contacts requesting relocation information to participating
realtors
·
Provide a
monthly report of retirement recruitment activity to the Crossville-Cumberland
County Chamber of Commerce Board of Directors
·
Assist
community organizations in their preparation to market the community as a
retirement location and to develop into a location that retirees would find
attractive for a retirement lifestyle
STRATEGY II
- Develop a high level of awareness of Crossville
and Cumberland County as a retirement destination through participation in
trade shows and other marketing activities
ACTION
PLANS
·
Produce
“branding”, display design, and ads for promoting retiree recruitment in
conjunction with Retire Tennessee
·
Attend and
exhibit at AARP “Life @ 50 A Celebration of You” convention, September 4-6,
2008 in Washington, D.C.
·
Attend NARA
(National Active Retirement Association) Conference, October 1-3, 2008, Myrtle
Beach, South Carolina
·
Attend
American Association of Retirement Communities, November 4-6, 2008, Savannah,
GA
·
Attend (and
in conjunction with the Retire Tennessee exhibit) LiveSouth Realty Show,
February 5-7, 2009, Philadelphia, PA
·
Design and
produce a retiree recruitment brochure to display at the 13 Tennessee Welcome
Centers
·
Investigate
tradeshow and mature market expo opportunities in states identified as our
market area
STRATEGY III
- Support local developers, realtors and
retirement communities in their effort and development of new prospects
ACTION
PLANS
·
Identify and
utilize (5) member advisory committee to discuss and decide on pertinent issues
as they relate to retiree recruitment for Crossville and Cumberland County
·
Distribute
leads per client request; produce promotional items utilizing information
regarding housing, medical, cost-of-living and quality-of-life
·
Meet with
appropriate community leaders to assist, as needed, in the identification,
development and promotion of area assets
·
Identify
opportunities to offer businesses related to retiree recruitment to co-op and
participate in the Chamber’s marketing effort
STRATEGY IV
- Maintain a high profile in associations where
Retiree Attraction is the priority
ACTION PLANS
·
Maintain
membership in the American Association of Retired Persons
·
Maintain
membership in the American Association of Retirement Communities
·
Serve on the
Board of Directors of the American Association of Retirement Communities
·
Investigate
and secure membership with other professional organizations dealing with active
retiree recruitment
STRATEGY V
- Develop an ongoing retiree recruitment
advertising program to increase the awareness of Crossville and Cumberland
County as a retirement destination
ACTION
PLANS
·
Develop ads
for the active adult market
·
Identify
co-op advertising opportunities
·
Maintain a
presence in major publications such as Where
to Retire, Best Small Towns, Boomtown USA, Retirement Lifestyles, and other national publications with
advertising or editorial means
·
Work closely
with the Retire Tennessee program as well as the Tennessee Department of
Tourist Development
·
Utilize golf
trade shows as a means to market to active seniors
·
Utilize
monthly inquiry reports to analyze cost effectiveness of advertising efforts
Target Market
Location:
Cumberland County is ideally
located to capture primary market access from more than seventy-five percent of
the population base in the nation. Access to Cumberland County from a 500-mile
radius is served by major interstate highways and excellent state highways. Air
service is outstanding into Nashville Airport, Knoxville Airport as well as our
regional airport.
Consumer
Target Audience: Baby Boomers 42 – 64, Household income (HHI)
$60,000, educated and working in managerial and professional occupations. They
are making a trip of more than one day’s duration within the United States in
the past 12 months, including business, vacation, weekend travel and short
trips.
Municipal Priorities/Infrastructure:
(Priority #1 at 2009 Strategic Planning Workshop)
City of Crossville
Goals and Objectives 2008
MANAGEMENT/LEGISLATIVE
1.
Take
constructive action to reevaluate and realign the city’s Urban Growth Boundary
in order to ensure consistency with current growth patterns.
2.
Complete
review and publish new personnel manual.
3.
Re-evaluate
the budgetary process for all City Departments.
ECONOMIC DEVELOPMENT
1.
Take
necessary actions to develop and market the City-owned property in the Chestnut
Hill area into a viable industrial development site.
2.
In
conjunction with the Chamber of Commerce, develop and implement marketing and
development programs to enhance the
creation of jobs in all facets of the economy.
3.
Ensure the
construction of new t-hangars at Crossville Municipal Airport.
4.
Support
community efforts, through the Retire Tennessee program to encourage the growth
of the community as a retirement destination.
5.
Expand
efforts to solidify the community’s reputation as “The Recreation Capital of
Tennessee”.
6.
Implement the
master plan for downtown revitalization and development including the
installation of new subsurface infrastructure (water, sewer and stormwater).
STREET/ROADS
1.
Resurface 25,000
linear feet of City streets.
2.
Install one
mile of sidewalks with the City proper.
3.
Install
sidewalks and lighting around the new public library.
4.
Install
25,000 feet of sidewalks around schools in conjunction with the State of
Tennessee’s “Safe Schools” program.
5.
Complete acquisition
of right-of-ways on phases 1 and 2 of the Northwest Connector.
UTILITIES
1.
Institute
studies and implement corrections in the water transmission system in order to
reduce unaccounted for quantities of water to a maximum of 20% by the year 2011.
2.
Continue the
approval process to enable the rebuilding and expansion of the Meadow Park Lake
dam to ensure available water resources to the Upper Cumberland area for at
least the first half of the 21st century.
3.
Initiate
in-house construction team to better enable City to respond to the expansion
needs of citizens.
PARKS AND RECREATION
1.
Secure
funding and begin implementation of the Greenways system beginning at the
Holiday Lake dam and proceeding with phase one towards the Carl T. Duer Soccer
Complex.
2.
Open the Carl
T. Duer Soccer Complex and make it an integral component of the Crossville
recreation program.
3.
Support the
establishment of an independent professional baseball franchise in Crossville.
FIRE SERVICES
1.
Establish
location and initiate construction of a new (3rd) fire station.
Retail Expansion: (Priority #5 at
2009 Strategic Planning Workshop)
In Crossville and
This growth is represented in the
dramatic increase in retail sales from 1998 – 2008.
1998 – $441,529,000 2008 – $738,573,000 (+67.28%)
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. Unfortunately, the nationwide
economic downturn has also affected Cumberland County. In 2007, over $17,173,771 in local sales tax
revenues was generated from $735,875,000 in
retail sales. In comparison, in 2008, $16,717,641
in local sales tax revenues was generated from $738,573,000 in retail sales.
We were fortunate in that it
represents only a decrease of -2.66%, which is below the decreases experienced
in communities across the nation. Tax
revenues for the first quarter of 2009 were $3,749,622.94, which is a decrease
of -4.19% over first quarter 2008. “Shop
Crossville First” campaigns will continue along with local programming aimed at
educating the public on the importance of shopping in Cumberland County.
LOCAL CROSSVILLE AREA RETAIL MARKET
Current Conditions
The local Crossville area
retail
The population of this
area was 47,099 in 2000. It is estimated to be 54,311 in 2008, an increase of
15.3% and predicted to grow by 8.5% to 58,915 by 2013.
The number of households
within this area was 19,575 in 2000. It
is estimated to be 23,500 in 2008, an increase of 20.1% and predicted to grow
by 11.1% to 26,107 by 2013.
The average net worth of
Cumberland County is $368,808.
Local Crossville
Area Retail Market by Retail Store Types
The local Crossville area
retail
|
Food
Service and Drinking Places |
$37,149,024 |
|
Food
and Beverage Stores |
$33,685,463 |
|
Motor
Vehicle and Parts Dealers |
$18,514,124 |
The total opportunity for
this area is a gap (out leakage) of $32,558,824 by retail store types. This
indicates that while there are opportunity surpluses (in leakages) into this
area, opportunity gaps (out leakages) offset those surpluses. These opportunity
surpluses are primarily in the areas of:
|
Gasoline
Stations |
$30,158,301 |
|
General
Merchandise Stores |
$28,567,446 |
|
Health
and Personal Care Stores |
$24,120,993 |
Local Crossville
Area Retail Market Demand Growth by Retail Store Types
The 2008 to 2013
predicted demand growth by retail store type for the local Crossville area
retail
A complete chart of
demand growth by retail store type for the local Crossville area retail
|
Retail Store Type |
2008 Demand |
2013 Demand |
% Demand Growth |
|
Health
and Personal Care Stores |
$56,399,558 |
$87,591,397
|
55.31% |
|
Motor
Vehicle and Parts Dealers |
$183,273,081 |
$249,895,406
|
36.35% |
|
Food
Service and Drinking Places |
$78,573,357 |
$107,136,187
|
36.35% |
|
Gasoline
Stations |
$110,053,412 |
$149,856,247
|
36.17% |
|
Non
Store Retailers |
$52,449,587 |
$66,246,176
|
26.30% |
|
Furniture
and Home Furnishings Stores |
$20,446,137 |
$25,740,281
|
25.89% |
|
General
Merchandise Stores |
$101,926,363 |
$128,054,510
|
25.63% |
|
Food
and Beverage Stores |
$114,050,481 |
$141,741,010
|
24.28% |
|
Electronics
and Appliance Stores |
$17,665,719 |
$21,697,604
|
22.82% |
|
Miscellaneous
Store Retailers |
$22,706,821 |
$27,762,523
|
22.27% |
|
Sporting
Goods, Hobby, Book, Music Stores |
$12,842,884 |
$15,662,906
|
21.96% |
|
Clothing
and Clothing Accessories Stores |
$30,600,182 |
$36,610,350
|
19.64% |
|
Building
Material, Garden Equipment |
$100,646,845 |
$119,320,311
|
18.55% |
Local Crossville
Area Retail Market Demand Growth by Merchandise Line Items
The 2008 to 2013
predicted demand growth by merchandise line items for the local Crossville area
retail
A complete chart of
demand growth by merchandise line items for the local Crossville area retail
|
Merchandise Line |
2008 Demand |
2013 Demand |
% Demand Growth |
|
Drugs,
Health Aids & Beauty Aids |
81,272,586 |
131,696,564 |
62.04% |
|
Automotive
Fuels |
81,800,214 |
116,351,794 |
42.24% |
|
Cars,
Trucks, Other Powered Vehicles |
148,484,909 |
208,722,947 |
40.57% |
|
Meals
& Snacks |
75,258,587 |
104,228,024 |
38.49% |
|
Package
Liquor/Wine/Beer |
15,860,058 |
21,925,572 |
38.24% |
|
Optical
Goods |
1,485,294 |
2,013,263 |
35.55% |
|
Jewelry |
6,713,374 |
8,665,443 |
29.08% |
|
Flooring
& Floor Coverings |
6,399,217 |
8,149,318 |
27.35% |
|
Pets,
Pet Foods & Pet Supplies |
5,489,358 |
6,984,936 |
27.25% |
|
Small
Electric Appliances |
2,302,785 |
2,924,202 |
26.99% |
|
Soaps,
Detergents & Household Cleaners |
5,956,597 |
7,561,963 |
26.95% |
|
Furniture
& Sleep Equipment |
13,823,167 |
17,497,483 |
26.58% |
|
Sporting
Goods |
10,229,263 |
12,859,016 |
25.71% |
|
Curtains,
Draperies, Blinds, Slipcovers Etc |
5,013,273 |
6,254,811 |
24.77% |
|
Computer
Hardware, Software & Supplies |
16,313,920 |
20,250,896 |
24.13% |
|
Audio
Equipment, Musical Instruments |
6,745,933 |
8,325,928 |
23.42% |
|
Books |
3,132,137 |
3,823,813 |
22.08% |
|
Alcoholic
Drinks |
9,100,261 |
11,107,228 |
22.05% |
|
Kitchenware
& Home Furnishings |
9,137,852 |
11,151,047 |
22.03% |
|
Toys,
Hobby Goods & Games |
6,330,845 |
7,582,016 |
19.76% |
|
Major
Household Appliances |
6,924,721 |
8,288,534 |
19.69% |
|
Hardware,
Tools, Plumbing, Electrical |
56,456,803 |
67,538,940 |
19.63% |
|
Men's
Wear |
13,714,197 |
16,351,069 |
19.23% |
|
Televisions,
VCRs, Video Cameras |
5,238,030 |
6,199,716 |
18.36% |
|
Groceries
and Other Foods |
125,957,918 |
149,024,340 |
18.31% |
|
All
Other Merchandise |
28,199,981 |
33,363,734 |
18.31% |
|
Lumber
& Building Materials |
45,412,536 |
53,556,426 |
17.93% |
|
Cigars,
Cigarettes, Tobacco, Accessories |
22,127,467 |
26,044,326 |
17.70% |
|
Footwear |
9,683,185 |
11,371,265 |
17.43% |
|
Children's
Wear |
6,841,525 |
7,988,117 |
16.76% |
|
Sewing,
Knitting & Needlework Goods |
1,288,392 |
1,487,693 |
15.47% |
|
Paper
& Related Products |
5,625,188 |
6,493,380 |
15.43% |
|
Paint
& Sundries |
6,993,128 |
8,053,831 |
15.17% |
|
Photographic
Equipment & Supplies |
1,625,978 |
1,858,454 |
14.30% |
|
Women's
Juniors' & Misses Wear |
21,225,423 |
24,057,758 |
13.34% |
|
Automotive
Lubricants |
33,470,339 |
37,561,076 |
12.22% |
Local Crossville
Area Retail Base Overview
The local Crossville area
retail
|
Motor Vehicle and Parts
Dealers |
$164,758,957 |
|
Gasoline Stations |
$140,211,712 |
|
General Merchandise
Stores |
$130,493,809 |
A complete chart of
retail sales by retail store type for the local Crossville area retail
|
Retail
Stores |
2008 Demand (Consumer Expenditures) |
2008 Supply (Retail Sales) |
Opportunity Gap/Surplus |
|
Motor
Vehicle and Parts Dealers |
183,273,081 |
164,758,957 |
18,514,124 |
|
Gasoline
Stations |
110,053,412 |
140,211,712 |
(30,158,301) |
|
General
Merchandise Stores |
101,926,363 |
130,493,809 |
(28,567,446) |
|
Building
Material, Garden Equipment |
100,646,845 |
122,425,892 |
(21,779,048) |
|
Health
and Personal Care Stores |
56,399,558 |
80,520,551 |
(24,120,993) |
|
Food
and Beverage Stores |
114,050,481 |
80,365,017 |
33,685,463 |
|
Food
Service and Drinking Places |
78,573,357 |
41,424,333 |
37,149,024 |
|
Miscellaneous
Store Retailers |
22,706,821 |
27,360,080 |
(4,653,258) |
|
Clothing
and Clothing Accessories Stores |
30,600,182 |
26,312,592 |
4,287,590 |
|
Non
Store Retailers |
52,449,587 |
20,743,767 |
31,705,820 |
|
Furniture
and Home Furnishings Stores |
20,446,137 |
16,934,871 |
3,511,266 |
|
Electronics
and Appliance Stores |
17,665,719 |
12,181,772 |
5,483,947 |
|
Sporting
Goods, Hobby, Book, Music |
12,842,884 |
5,342,250 |
7,500,634 |
Local Crossville
Area Retail Market Local Household Spending Overview
Demographics of the local
Crossville area retail
|
Cars, Trucks, Other
Powered Transportation |
$148,484,909 |
|
Groceries and Other
Foods |
$125,957,918 |
|
Automotive Fuels |
$81,800,214 |
A complete chart of
consumer expenditures by merchandise line items for the local Crossville area retail
market is shown below (sorted by consumer expenditures).
|
Merchandise
Line |
2008 Demand (Consumer Expenditures) |
2008 Supply (Retail Sales) |
Opportunity Gap/Surplus |
|
Cars,
Trucks, Other Powered Transportation |
148,484,909 |
131,363,487 |
17,121,422 |
|
Groceries
and Other Foods |
125,957,918 |
136,416,078 |
(10,458,160) |
|
Automotive
Fuels |
81,800,214 |
93,807,135 |
(12,006,921) |
|
Drugs,
Health Aids & Beauty Aids |
81,272,586 |
86,312,361 |
(5,039,776) |
|
Meals
& Snacks |
75,258,587 |
43,247,109 |
32,011,477 |
|
Hardware,
Tools, Plumbing, Electrical |
56,456,803 |
65,755,194 |
(9,298,392) |
|
Lumber
& Building Materials |
45,412,536 |
58,577,595 |
(13,165,059) |
|
Automotive
Lubricants |
33,470,339 |
29,643,226 |
3,827,113 |
|
All
Other Merchandise |
28,199,981 |
24,883,133 |
3,316,848 |
|
Cigars,
Cigarettes, Tobacco, Accessories |