Crossville and Cumberland County
An
Economic Development
Growth Strategy
Update
A
5-year Development Plan
June
2010
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
since
2000. This rapid growth was achieved
primarily through net in-migration and was twice the comparable statewide
growth rate of 16.7% from 1990-2000 and 50% more than the estimated 10.7% statewide
growth during the same period of 2000-2009.
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 your 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.
As of the end
of the 3rd quarter of the 2009/2010 program year, 29,934 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
IV. 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.
Continue
planning
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.
Education:
The
A.
To provide stronger focus in local education for
more technical workforce skills/development
(Priority #1 at 2007 Strategic Planning
Workshop)
To
provide an Alternative Education Program for at-risk students
·
Strategy: Provide an
·
Method of
progress: Built 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: 90.4% Graduation Rate in 2009
·
Project
Completed
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
·
All 6-8th
grade students were able to rotate through the Teen Living course at Martin,
Brown, Crab Orchard, Pine View, and
·
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
·
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
·
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 is available on 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
·
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 from graduation
rates in
System rate = 76.5% CTE Completers = 93.96%
·
Results: In collaboration between the CTE faculty and
Middle Schools Counselors,
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,
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,
·
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
·
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 North Cumberland and Pleasant Hill Elementary); renovation
of
·
Result: Plan
for future needs determined.
·
Projected
date of completion: Ongoing
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.
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.
I.
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.
J.
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.
K.
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.
L.
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.
M.
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
·
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
2008
Registered Nurses Wage: Enter-$20.71; Median-$26.88;
Experienced-$32.19
Ø
Registered
Nurses employment is expected to grow 2.6% from 2006-2016 which is 2.3% faster
than job growth in total
Ø
2008 LPN
Hourly Wage: Enter-$13.29; Median-$16.82;
Experienced-$18.91
Ø
2008 Medical
Assistants Hourly Wage: Entry-$10.15;
Median-$12.61; Experienced-$14.21
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.
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 2008-2009:
Full
Time Students: 486
Part
Time Students: 150
Special
Contract Students: 30
High
School Students: 158
Adult
Education 270
Online 12
TOTAL:
1,106
Ø
Placement:
Placement statistics are maintained
on full time day students. In 2008-2009,
there were 173 graduates from the 14 programs.
The majority of these graduates found employment with 67.4% 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
Current
Enrollment (Spring 2010):
Day
Students: 307
Night
Students: 101
Special
Contract Students: 30
High
School Students 68
Adult
Education 70
Online 10
TOTAL: 586
Ø
Adult
Education:
TTC contracts with the Tennessee
Department of Labor to deliver adult basic education training for
Ø
Implementation
of the Building Construction Technology Program: (Priorities #1 and #3 at 2009 Strategic Planning
Workshop)
Building
Construction Technology (BCT), now in its third year of the program, has proven
successful. The program opened with 5
students and has grown to 16 as of April 2010.
The second “skills lab” house project undertaken by the BCT class is
near completion and will be sold at public auction in Summer 2010. Proceeds are projected to cover the cost of
materials for the next house project, which will begin in July 2010.
In conjunction with the BCT program,
TTCC has attained accreditation as a Home Energy Rater System (HERS) Training
Provider by RESET. The TTCC also secured
ARRA (stimulus) funds to offer night classes in HVAC & Welding at no cost
to the displaced and unemployed applicants who qualified for those programs.
TTCC
Goals for 2010-11:
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.
Increase dual
enrollment of all high school students including at-risk, special populations
and non-traditional high school students at
5.
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
(Taken from Roane State Community College Website)
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 Upper Cumberland Beef Marketing
-
-
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 06/30/2011 |
|
|
Jerry Harris 06/30/2011 |
Ron Ramsey 06/30/2011 |
06/30/2010 |
|
|
Billy Loggins 06/30/2011 |
Janet Kluender 09/30/2011 |
Alecia Dille 06/30/2011 |
|
|
Rob Harrison |
Bill Hendrixson |
Steve Kraft 06/30/2010 |
|
A.
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.
B.
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.
Over a
12 month period, the Crossville-
Most
people requested to receive maps or brochures pertaining to relocating to or
visiting the area, which includes lodging and restaurant requests (49%). Information about golf courses and golf
packages was also a common request (35%).
Information on calendar of events and activities was the next most
common request (16%).
Based
on the number of e-mail requests, Crossville and
Visitors:
During 2009, 34,270 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 least 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
Yearly Impacts of Tourism on the
o
Tourism
created 982 jobs
o
Tourism
generated $21.07 million in worker paychecks
o
Tourism
generated $5.26 million in state taxes
o
Tourism
generated $3.93 million in local county taxes
On An Average Day in
o
$81,528 daily
in transportation (including air, car/truck, taxi, gas, and rentals)
o
$78,948 daily
in Restaurants (including drinking places and grocery stores)
o
$43,086 daily
on lodging
o
$27,606 daily
on retail trade
o
$26,832 daily
on entertainment and recreation
o
$14,399 daily
in state tax revenues
o
$10,762 daily
in local tax revenues
o
$57,719 daily
worker paychecks
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
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
e. Provide visitor services to disseminate
Crossville and
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
2003 – $11,863,000 2009 – $18,123,040 (+52%)
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
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
- 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
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
·
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
ACTION
PLANS
·
Produce
“branding”, display design, and ads for promoting retiree recruitment in
conjunction with Retire Tennessee and an application has been submitted to
Rural Development to obtain assistance with funding
·
Attend (and
in conjunction with the Retire Tennessee exhibit) LiveSouth Realty Show,
January 8-10, 2010,
·
Attend (and
in conjunction with the Retire Tennessee exhibit) Live South Realty Show,
January 15-17, 2010,
·
Attend (and
in conjunction with Retire
·
Attend (and
in conjunction with the Retire Tennessee exhibit) LiveSouth Realty Show,
February 26-28, 2010,
·
Attend AARC
Conference, November 2010,
·
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
·
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
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,
·
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:
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
Municipal Priorities/Infrastructure:
(Priority #1 at 2009 Strategic Planning Workshop)
City of
Goals and Objectives
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
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
40,000 linear feet of City streets.
2.
Install one
mile of sidewalks with the City proper.
3.
Install
25,000 feet of sidewalks around schools in conjunction with the State of
4.
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
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.
FIRE SERVICES
1.
Initiate
construction of a new (3rd) fire station on Hwy 70W
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
2007 2008 2009
Retail Sales $735,875,000 $738,573,000 $674,390,000
12 Mo % Chg 0.4% -8.7%
Local Sales 2007 2008 2009 Q1-2010
Tax Collection $13,698,941 $14,631,546 $13,586,083 $3,141,927
12 Mo % Chg 6.8% -7.1% 6.2%
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 54,109 in 2009, an increase of
15.6% 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
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) |
|
|
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) |
|
|
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 |
22,127,467 |
23,204,759 |
(1,077,292) |
|
Women's
Juniors' & Misses Wear |
21,225,423 |
19,949,052 |
1,276,371 |
|
Computer
Hardware, Software & Supplies |
16,313,920 |
10,022,071 |
6,291,849 |
|
Package
Liquor/Wine/Beer |
15,860,058 |
12,478,363 |
3,381,695 |
|
Furniture
& Sleep Equipment |
13,823,167 |
11,079,881 |
2,743,286 |
|
Men's
Wear |
13,714,197 |
12,515,811 |
1,198,386 |
|
Sporting
Goods |
10,229,263 |
7,302,781 |
2,926,482 |
|
Footwear |
9,683,185 |
13,421,321 |
(3,738,137) |
|
Kitchenware
& Home Furnishings |
9,137,852 |
10,108,620 |
(970,768) |
|
Alcoholic
Drinks |
9,100,261 |
4,629,603 |
4,470,657 |
|
Paint
& Sundries |
6,993,128 |
6,454,390 |
538,738 |
|
Major
Household Appliances |
6,924,721 |
5,861,792 |
1,062,929 |
|
Children's
Wear |
6,841,525 |
6,210,119 |
631,406 |
|
Audio
Equipment, Musical Instruments |
6,745,933 |
5,267,394 |
1,478,539 |
|
Jewelry |
6,713,374 |
3,851,610 |
2,861,764 |
|
Flooring
& Floor Coverings |
6,399,217 |
5,539,812 |
859,405 |
|
Toys,
Hobby Goods & Games |
6,330,845 |
4,996,546 |
1,334,299 |
|
Soaps,
Detergents & Household Cleaners |
5,956,597 |
6,140,380 |
(183,784) |
|
Paper
& Related Products |
5,625,188 |
6,973,652 |
(1,348,464) |
|
Pets,
Pet Foods & Pet Supplies |
5,489,358 |
4,523,590 |
965,768 |
|
Televisions,
Video Recorders, Video Cameras |
5,238,030 |
3,955,065 |
1,282,965 |
|
Curtains,
Draperies, Blinds, Slipcovers Etc |
5,013,273 |
4,389,202 |
624,071 |
|
Books |
3,132,137 |
3,573,200 |
(441,062) |
|
Small
Electric Appliances |
2,302,785 |
2,746,638 |
(443,853) |
|
Photographic
Equipment & Supplies |
1,625,978 |
2,189,604 |
(563,626) |
|
Optical
Goods |
1,485,294 |
845,047 |
640,246 |
|
Sewing,
Knitting & Needlework Goods |
1,288,392 |
839,965 |
448,426 |
Summary of the
Local Crossville Area Retail Market
Overall the local
Crossville area retail
Based on these
opportunity gaps active recruiting should be done in the areas of food service
and drinking places including: full service restaurants, limited service eating
places, special food services; food and beverage stores including: super
Specific merchandise line items that should be targeted for recruitment include: meals and snacks; cars, trucks, and other powered vehicles; and computer hardware, software & supplies.
CROSSVILLE TOTAL
REGIONAL RETAIL MARKET ANALYSIS
Current Conditions
The Crossville total
regional retail
|
Zip Code |
City |
Zip Code |
City |
|
37321 |
|
37327 |
Dunlap |
|
37332 |
Evensville |
37337 |
|
|
37338 |
Graysville |
37367 |
Pikeville |
|
37373 |
Sale Creek |
37379 |
Soddy Daisy |
|
37381 |
|
37723 |
Crab Orchard |
|
37726 |
Deer Lodge |
37748 |
Harriman |
|
37763 |
|
37770 |
Lancing |
|
37829 |
Oakdale |
37840 |
|
|
37854 |
Rockwood |
37872 |
Sunbright |
|
37887 |
Wartburg |
38504 |
Allardt |
|
38542 |
Allred |
38543 |
Alpine |
|
38553 |
Clarkrange |
38554 |
Crawford |
|
38555 |
Crossville |
38556 |
|
|
38558 |
Crossville |
38565 |
Grimsley |
|
38570 |
|
38571 |
Crossville |
|
38572 |
Crossville |
38574 |
|
|
38578 |
|
38580 |
Rickman |
|
38583 |
|
38585 |
Spencer |
The population of this area was 248,324 in 2000. It is estimated to be 267,182 in 2008, an increase of 7.6% and predicted to grow by 4.6% to 279,370 by 2013.
The number of households within this area was 98,484 in 2000. It is estimated to be 109,386 in 2008, an increase of 11.1% and predicted to grow by 6.5% to 116,519 by 2013.
Crossville Total
Regional Retail Market by Retail Store Types
The Crossville total
regional retail
|
Motor
Vehicle and Parts Dealers |
$476,657,011 |
|
Food
and Beverage Stores |
$169,352,518 |
|
Food
Service and Drinking Places |
$162,284,192 |
The total opportunity for
this area is a gap of $1,480,436,083. This indicates that while there are
opportunity surpluses (in leakages) into this area, opportunity gaps (out
leakages) greatly offset those surpluses. The only opportunity surpluses for
the Crossville total regional retail
|
Gasoline
Stations |
$37,574,848 |
|
Health
and Personal Care Stores |
$5,410,682 |
Crossville Total
Regional Retail Market Demand Growth by Retail Store Types
The 2008 to 2013
predicted demand growth by retail store type for the Crossville total regional
A complete chart of demand growth by retail store type for the Crossville total regional retail market is shown below (sorted by demand growth).
|
Retail Store Type |
2008 Demand |
2013 Demand |
% Demand Growth |
|
Health
and Personal Care Stores |
249,465,159 |
373,153,609 |
49.58% |
|
Food
Service and Drinking Places |
365,465,032 |
481,674,795 |
31.80% |
|
Motor
Vehicle and Parts Dealers |
902,567,564 |
1,187,923,662 |
31.62% |
|
Gasoline
Stations |
529,040,894 |
691,681,516 |
30.74% |
|
Furniture
and Home Furnishings Stores |
95,867,807 |
117,490,880 |
22.56% |
|
Non
Store Retailers |
249,534,164 |
303,875,076 |
21.78% |
|
General
Merchandise Stores |
489,155,231 |
591,738,707 |
20.97% |
|
Food
and Beverage Stores |
536,777,642 |
641,394,021 |
19.49% |
|
Electronics
and Appliance Stores |
85,403,250 |
101,532,694 |
18.89% |
|
Miscellaneous
Store Retailers |
107,812,412 |
127,421,220 |
18.19% |
|
Sporting
Goods, Hobby, Book, Music Stores |
63,922,277 |
75,410,991 |
17.97% |
|
Clothing
and Clothing Accessories Stores |
156,536,914 |
181,737,613 |
16.10% |
|
Building
Material, Garden Equipment |
475,404,488 |
545,910,559 |
14.83% |
Crossville Total
Regional Retail Market Demand Growth by Merchandise Line Items
The 2008 to 2013
predicted demand growth by merchandise line items for the Crossville total
regional
A complete chart of the
demand growth by merchandise line items for the Crossville total regional
retail
|
Merchandise Line |
2008 Demand |
2013 Demand |
% Demand Growth |
|
Drugs,
Health Aids & Beauty Aids |
353,354,229 |
553,392,045 |
56.61% |
|
Automotive
Fuels |
393,305,970 |
537,323,997 |
36.62% |
|
Cars,
Trucks, Other Powered Transportation |
736,067,559 |
998,567,571 |
35.66% |
|
Package
Liquor/Wine/Beer |
71,091,171 |
95,085,966 |
33.75% |
|
Meals
& Snacks |
351,525,518 |
470,067,623 |
33.72% |
|
Optical
Goods |
7,142,987 |
9,426,267 |
31.97% |
|
Jewelry |
31,870,440 |
40,605,849 |
27.41% |
|
Flooring
& Floor Coverings |
30,190,214 |
37,473,464 |
24.12% |
|
Furniture
& Sleep Equipment |
64,968,257 |
79,984,789 |
23.11% |
|
Soaps,
Detergents & Household Cleaners |
29,343,681 |
36,096,970 |
23.01% |
|
Small
Electric Appliances |
10,704,343 |
13,135,915 |
22.72% |
|
Pets,
Pet Foods & Pet Supplies |
26,171,419 |
32,017,899 |
22.34% |
|
Curtains,
Draperies, Blinds, Slipcovers Etc |
23,575,394 |
28,670,608 |
21.61% |
|
Sporting
Goods |
51,104,724 |
62,085,792 |
21.49% |
|
Computer
Hardware, Software & Supplies |
79,970,299 |
96,297,898 |
20.42% |
|
Kitchenware
& Home Furnishings |
41,836,549 |
50,006,965 |
19.53% |
|
Audio
Equipment, Musical Instruments |
33,852,463 |
40,248,017 |
18.89% |
|
Alcoholic
Drinks |
40,635,012 |
48,214,729 |
18.65% |
|
Books |
16,347,035 |
19,338,885 |
18.30% |
|
Toys,
Hobby Goods & Games |
31,172,603 |
36,338,244 |
16.57% |
|
Major
Household Appliances |
32,479,982 |
37,669,587 |
15.98% |
|
Hardware,
Tools, Plumbing, Electrical |
267,384,665 |
308,923,300 |
15.54% |
|
Men's
Wear |
70,138,070 |
80,733,898 |
15.11% |
|
All
Other Merchandise |
131,587,268 |
150,779,607 |
14.59% |
|
Lumber
& Building Materials |
213,719,597 |
244,861,098 |
14.57% |
|
Televisions,
Video Recorders, Video Cameras |
25,610,674 |
29,225,323 |
14.11% |
|
Groceries
and Other Foods |
598,658,348 |
682,321,585 |
13.98% |
|
Footwear |
51,073,368 |
58,053,071 |
13.67% |
|
Children's
Wear |
35,249,750 |
39,912,870 |
13.23% |
|
Cigars,
Cigarettes, Tobacco, Accessories |
110,269,382 |
123,927,263 |
12.39% |
|
Paint &
Sundries |
31,362,104 |
35,117,879 |
11.98% |
|
Sewing,
Knitting & Needlework Goods |
6,203,774 |
6,933,851 |
11.77% |
|
Paper
& Related Products |
27,031,665 |
30,141,812 |
11.51% |
|
Photographic
Equipment & Supplies |
7,973,913 |
8,870,426 |
11.24% |
|
Women's
Juniors' & Misses Wear |
113,183,617 |
125,382,954 |
10.78% |
|
Automotive
Lubricants |
160,796,796 |
173,711,356 |
8.03% |
Crossville Total
Regional Market Retail Base Overview
The Crossville total
regional retail
|
Gasoline
Stations |
$566,615,742 |
|
General
Merchandise Stores |
$446,192,495 |
|
Motor
Vehicle and Parts Dealers |
$425,910,553 |
A complete chart of the
retail sales by retail store type for the Crossville total regional retail
|
Retail Stores |
2008 Demand (Consumer Expenditures) |
2008 Supply (Retail Sales) |
|
|
Gasoline
Stations |
529,040,894 |
566,615,742 |
(37,574,848) |
|
General
Merchandise Stores |
489,155,231 |
446,192,495 |
42,962,736 |
|
Motor
Vehicle and Parts Dealers |
902,567,564 |
425,910,553 |
476,657,011 |
|
Food
and Beverage Stores |
536,777,642 |
367,425,124 |
169,352,518 |
|
Building
Material, Garden Equipment |
475,404,488 |
313,316,886 |
162,087,602 |
|
Health
and Personal Care Stores |
249,465,159 |
254,875,841 |
(5,410,682) |
|
Food
Service and Drinking Places |
365,465,032 |
203,180,840 |
162,284,192 |
|
Non
Store Retailers |
249,534,164 |
62,718,175 |
186,815,989 |
|
Miscellaneous
Store Retailers |
107,812,412 |
60,214,044 |
47,598,368 |
|
Furniture
and Home Furnishings Stores |
95,867,807 |
42,705,199 |
53,162,608 |
|
Clothing
and Clothing Accessories Stores |
156,536,914 |
40,496,436 |
116,040,478 |
|
Electronics
and Appliance Stores |
85,403,250 |
24,982,975 |
60,420,275 |
|
Sporting
Goods, Hobby, Book, Music Stores |
63,922,277 |
17,882,441 |
46,039,836 |
Crossville Total
Regional Retail Market Household Spending Overview
Demographics of the
Crossville total regional retail
|
Cars,
Trucks, Other Powered Transportation |
$736,067,559 |
|
Groceries
and Other Foods |
$598,658,348 |
|
Automotive
Fuels |
$393,305,970 |
A complete chart of
consumer expenditures by merchandise line items for the Crossville total
regional retail
|
Merchandise Line |
2008 Demand (Consumer Expenditures) |
2008 Supply (Retail Sales) |
|
|
Cars,
Trucks, Other Powered Transportation |
736,067,559 |
341,858,433 |
394,209,126 |
|
Groceries
and Other Foods |
598,658,348 |
520,469,733 |
78,188,615 |
|
Automotive
Fuels |
393,305,970 |
392,984,500 |
321,470 |
|
Drugs,
Health Aids & Beauty Aids |
353,354,229 |
281,028,860 |
72,325,369 |
|
Meals
& Snacks |
351,525,518 |
212,994,137 |
138,531,381 |
|
Hardware,
Tools, Plumbing, Electrical |
267,384,665 |
186,158,397 |
81,226,268 |
|
Lumber
& Building Materials |
213,719,597 |
135,209,605 |
78,509,992 |
|
Automotive
Lubricants |
160,796,796 |
87,631,377 |
73,165,419 |
|
All
Other Merchandise |
131,587,268 |
63,543,354 |
68,043,914 |
|
Women's
Juniors' & Misses Wear |
113,183,617 |
52,448,825 |
60,734,792 |
|
Cigars,
Cigarettes, Tobacco, Accessories |
110,269,382 |
84,485,079 |
25,784,303 |
|
Computer
Hardware, Software & Supplies |
79,970,299 |
19,525,514 |
60,444,785 |
|
Package
Liquor/Wine/Beer |
71,091,171 |
50,043,656 |
21,047,515 |
|
Men's
Wear |
70,138,070 |
33,108,017 |
37,030,053 |
|
Furniture
& Sleep Equipment |
64,968,257 |
28,939,359 |
36,028,898 |
|
Sporting
Goods |
51,104,724 |
23,141,456 |
27,963,268 |
|
Footwear |
51,073,368 |
35,993,363 |
15,080,005 |
|
Kitchenware
& Home Furnishings |
41,836,549 |
30,043,713 |
11,792,836 |
|
Alcoholic
Drinks |
40,635,012 |
16,779,978 |
23,855,034 |
|
Children's
Wear |
35,249,750 |
19,021,365 |
16,228,385 |
|
Audio
Equipment, Musical Instruments |
33,852,463 |
12,758,891 |
21,093,572 |
|
Major
Household Appliances |
32,479,982 |
14,784,980 |
17,695,002 |
|
Jewelry |
31,870,440 |
11,665,328 |
20,205,112 |
|
Paint
& Sundries |
31,362,104 |
17,894,733 |
13,467,371 |
|
Toys,
Hobby Goods & Games |
31,172,603 |
17,341,688 |
13,830,915 |
|
Flooring
& Floor Coverings |
30,190,214 |
14,356,835 |
15,833,379 |
|
Soaps,
Detergents & Household Cleaners |
29,343,681 |
23,785,438 |
5,558,243 |
|
Paper
& Related Products |
27,031,665 |
25,150,278 |
1,881,387 |
|
Pets,
Pet Foods & Pet Supplies |
26,171,419 |
15,652,473 |
10,518,946 |
|
Televisions,
Video Recorders, Video Cameras |
25,610,674 |
11,217,892 |
14,392,782 |
|
Curtains,
Draperies, Blinds, Slipcovers Etc |
23,575,394 |
14,690,136 |
8,885,258 |
|
Books |
16,347,035 |
10,441,530 |
5,905,505 |
|
Small
Electric Appliances |
10,704,343 |
9,081,659 |
1,622,684 |
|
Photographic
Equipment & Supplies |
7,973,913 |
7,185,945 |
787,968 |
|
Optical
Goods |
7,142,987 |
2,547,024 |
4,595,963 |
|
Sewing,
Knitting & Needlework Goods |
6,203,774 |
2,553,179 |
3,650,595 |
CROSSVILLE RETAIL MARKET CURRENT
CONDITIONS AND PREDICTIONS
The retail market in
Crossville is rebounding somewhat.
Although Goody’s closed their store due to bankruptcy, the
Crossville-Cumberland County Chamber of Commerce worked with Burke’s Outlet to
locate in the Goody’s location. In
addition, Peeble’s Department Store Holding Company purchased the Goody’s brand
and has reopened a “Goody’s” in
Entrepreneurship is alive
and well in Crossville and
Feedback from several
retailers contacted in late 2008 and early 2009 indicated that they were going
to concentrate on retaining retail stores currently open and delay opening any
new retail stores until 2010.
Predictions for 2009
indicate that retail operations will remain constant for Crossville and
CROSSVILLE ASSETS AND LIABILITIES
|
|
Assets |
Liabilities |
|
Internal (Can be changed or influenced, often
relatively quickly) |
Golf Capital of |
Downtown merchant
association needs to be formed |
|
Retirement population |
Limited diversity of
retail stores |
|
|
Population average net
worth |
Availability of public
transportation |
|
|
Availability of
workforce |
Downtown revitalization
needed |
|
|
Cost of living |
Unemployment rate |
|
|
Property tax rate |
Number of road lanes though
town |
|
|
Availability of retail
space |
Demographics on paper |
|
|
|
Average income level |
|
|
City/County
infrastructure |
|
|
|
Distinctive downtown |
|
|
|
External (Cannot be changed or influenced) |
Bypass will relieve
congestion |
Minutes from regional
malls |
|
Climate |
Proximity of |
|
|
Atmosphere |
|
|
|
History |
|
CROSSVILLE RETAIL DEVELOPMENT PLAN
A retail development
plan would consist of retaining current merchants while actively pursuing new
retail merchants for the Crossville area.
This would be accomplished by providing training and developmental help
to current retail merchants in order to best equip them to maintain and
possibly grow their businesses. Additionally, active recruiting through
research and retail recruitment as well as any convention or business
networking opportunities that may present themselves. Examples of theses
opportunities include programs presented by entities such as the International
Council of Shopping Centers.
Some ideas to promote
retail development locally include;
Developers
- Meet with local developers to find out if
they have any plans for future development opportunities or information on
possible retail leads.
- As developers build new retail business
buildings these new spaces have to be filled. Oftentimes the developer
already has tenants in mind when these buildings are put up. If not the
Crossville-Cumberland County Chamber of Commerce would be able to provide
information to new businesses concerning available retail space.
Franchises
- Meet with present franchise owners and
discuss possibilities of opening new franchises or expanding current
franchises.
- Franchise owners could present opportunities
for expansion of current businesses, additional locations or the
possibility of opening new franchises or businesses. Information could be
presented that would outline available franchises, points of contact, and
other information.
- Meet with possible new franchise owners to
explore opportunities.
.
Retail Incentive
·
Incentives
could be made available to retailers that would generate new sales tax revenues
for the city/county either through establishing a business that does not
currently exist or selling products that are currently not available in the
local retail
·
Incentives
would only be available for new or increased sales taxes. Relocating sales
taxes would not qualify.
·
Incentives
could be offered for public improvements including roads, drainage,
infrastructure, water, sewer or traffic improvements.
·
This would
have to be coordinated with Crossville and
Roane State
Community College
·
Present
information on the Chamber of Commerce to students who may be looking to open a
business.
·
Students
include businesses owners and employees. By working with the college
presentations could be done to students enrolled in certain classes discussing
the Crossville-Cumberland County Chamber of Commerce as well as working with
instructors to ensure any potential business owners are provided information
about starting a business in the local area.
·
This could
include information on “How to Start a Small Business” booklet and “Assistance
Programs for Small Businesses”.
Implement a Niche Strategy
This
would involve an overall large view of the retail area and working to
strengthen and develop this area to new businesses.
a.
Support what
works
-
Strengthen
existing retail stores by providing information and promoting shopping locally
for items.
-
Seminar for
retail target marketing for existing businesses that uses competitive marketing
information to assist existing community retailers and other small businesses
gain a better understanding of their specific trade area and how to reach their
potential customer base.
b.
Identify
retail areas
-
Concentrate
retail in these areas to ensure a variety of shopping and selection exists to
consumers and to help existing merchants within these areas by filling vacant
retail spaces within the shopping area.
c.
Develop and
distribute
-
This material
would be distributed at seminars and out of town recruiting events and trade
shows.
d.
Business
retail incentives
-
Reduce rent
or free rent for moving in until established. Some leasing agents allow this
and it is a great way to get new businesses into retail space while allowing
them to become established and build their business before having to pay
monthly rent.
e.
Strengthen
connections with
-
As stated
above this would help provide information to possible new business owners.
Move Home Based
Businesses to Retail Space
Some businesses operate
from home. There may be opportunities for some of these businesses to move into
formal retail addresses. Small businesses may be located in the owners’ homes
until established and then move into retail space. These businesses may not
know the availability of retail space or the cost benefits of being located in
a retail space such as local traffic, advertising, signage, customer
familiarity.
National Brand
Retail Recruiting to Crossville and Cumberland
County
Begin recruiting national
brand stores including outlet type stores for locations in Crossville and
This effort would be in
the form of networking, trade shows, calls and emails, distribution of retail
flyer at events and to retailers contacted by phone or internet.
Downtown Crossville
Revitalization
◦ DCI is organized according to the four-point
approach developed by the National Trust for Historic Preservation and the
Tennessee Main Street Program. Our key
organizational goal for 2009/2010 included the completion of the Board of
Directors and regular meetings of that Board.
This has been accomplished with the addition of additional board members
including a treasurer, organization / volunteer coordinator, publicity chair
and public meeting coordinator. Board
meetings are held the third Tuesdays each month.
◦ We do everything possible to get “feet on the
street” and into the stores. The
Promotions Committee was responsible for hosting seven Classic Car Cruise-ins
between April and October. If the
weather was good, we could expect hundreds of old cars and trucks and thousands
of viewers. Our surveys show 30% to 50%
of the participants were from out of county and plan to attend in 2010. We believe a great number had a meal in Crossville
and filled up their gas tanks. The first
annual Paw & Order dog festival on the Courthouse Lawn was a huge hit in
spite of the weather and will be bigger and better in 2010. An exciting program that was tested and
proved successful this year was a free walking tour program. Including the Thursday walking tours, FFG bus
tours each Monday, Cumberland County Playhouse bus tours, and special group
tours for reunions, clubs, and organizations, we walked/toured almost 1000
people in 2009. Assuming they each tell
five – ten other folks about downtown, we know this had an impact on the
businesses in the downtown footprint.
Based on the success of 2009, we will expand the walking tour program
with more tours and the addition of new greeters (tour guides). We are pleased to add a county wide fourth
grade walking tour in the spring after state wide testing. It will take 10 days, including one for each
school, private schools and home-schoolers.
We will provide a teaching unit for their teachers complete with
in-service education, and an activity book focusing on the stories of
◦ The Economic Restructuring Committee is
charged with increasing sales tax contributions from the downtown area. This committee was instrumental in several of
the vacant commercial spaces in the downtown footprint being rented. We tour any prospective tenant, publicize a
monthly “hot sheet” of available properties, and provide interested individuals
with a “Starter Kit” for opening a business downtown. Since our effort began, we are proud to have
recruited Express Lunch, Fortes, Fifth Street Diner, and the soon to be opened,
Perks Coffee Shop in the restaurant sector.
From a retail standpoint, we are proud that The Wooden Acorn, The Screen
Door, Three Stones, Engravables, and
◦ The Design Committee
is working very closely with EG&G on grant applications and publicity about
the Economic Development Project. We
continue to strive to over communicate to our stakeholders and the community at
large. To that end, we accept any
speaking engagement or group setting to promote our efforts. We are terribly proud to have found and led
the acquisition team for new caboose at the Depot. DCI raised $4000 toward the caboose expenses
to match the $4000 contributed by both the City and the Rotary Foundation. The beginning of a street and storefront
decorating effort was this Fall’s Harvest Moon Festival decorations. Our focus in 2010 will be to develop the
stone building on the southwest corner of the Courthouse lawn into a tourist
attraction to the development of Cumberland County’s little stone building
into, if not the world’s, at least Tennessee’s, smallest museum showcasing the
importance of the stone industry to our economy. Memorializing our downtown history continues
to be important to our organization.
Eight informational plaques on historic buildings have been placed with
more on the way. Check out the latest on
the outside of Mitchell Drugs, the Palace, and the
◦ One of our most
successful programs has been an outreach effort to other non-profit
organizations in the community. We want
to make the downtown area a go to destination for their events, fundraisers,
activities, and meetings. We are proud
to have partnered with the Master Gardeners, Habitat for Humanity, the
Cumberland County Playhouse, Business & Professional Women, Fairfield Glade
Ladies Club, a variety of Red Hat groups, the three local Rotary Clubs, PAART,
CACE, the Crossville Arts Council, a variety of animal shelters and rescue
organizations, the Crossville Cruisers, ABWA, the Model Railroad Club, the
Kiwanis, the Community Band, the Southern Stars Symphony Brass Band, and many
others. We take great pride in working
closely with key stakeholders in the downtown area such as The Palace, The
Depot, the
◦ The City of Crossville
and EG&G will take the lead in the plan development and execution with
DCI's full support. We are actively
involved in the development of a fund raising plan to help in the completion of
the financing plan for the Economic Development Project for Downtown
Crossville. We have scheduled nine major
promotional events including seven cruise-ins, one dog festival, and one music
festival to introduce residents, newcomers, and visitors alike to the treasures
found in our downtown. We plan to work
with local financial institutions to provide financing for development in
Downtown.
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 March 20, 2009, a Community
Leadership Workshop was held with 6 strategic priorities set. These priorities are discussed in various
sections of this document. In summary,
these priorities and their action steps are:
1. Accommodating
a high population growth rate in appropriate ways in infrastructure, housing,
public safety, energy sources. Continue
inward migration by maintaining Retire
·
Installation
of traffic signals (TDOT) – I-40/Genesis Road interchange. (Estimated Completion Date – June 2010)
·
Finalize
design process, begin ROW acquisitions, NW Connector, Phases I, II and III;
complete construction Phase III.
·
Re-route and
expand water line(s),
·
Proceed with
technology upgrade to increase sewer treatment capacity in City wastewater
treatment facility. (Estimated Completion April 2011)
·
Conduct
study/analysis, I & I of sewer system.
·
Continue
planning and permitting process for
·
Bid and
construct Cumberland Cove/Cumberland Lakes water line(s) expansion project
(Catoosa). (Estimated Completion Date – May
2011)
·
Acquire
funding for construction of new waterline service out Highway 70N (Catoosa).
·
Complete planning
for third fire station.
·
Continue
development and acquire funding for construction of
·
Complete new
30,000 s.f. library (Opened May 2010)
·
Construct
sewer treatment plant in
·
Construct new
waterline from Billy Goat Lake to serve West Cumberland Utility District
·
Secured
sheriff’s substation in
·
Completed
construction of new nursing home in
·
Secure
financing for construction of small library, including computer lab, in Crab
Orchard
·
Plan and
finance sewer to
·
Complete
county archives and museum in old First Baptist church building
·
Increase
library services county-wide
·
Offer
literacy programs utilizing new library facility
·
Plan and
finance new health department building
·
Begin
long-range planning for utilization of courthouse space following opening of
·
Plan, design,
construct waterline extensions throughout County
·
Complete
county-wide communications system (Completed
July 2009)
·
Construct
early weather warning system
·
County-wide
broadband initiative
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.
·
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.
·
Expansion of
Chamber of Commerce building (Funding has been acquired and design process is
in the beginning stages)
·
Expansion of
“recreation” branding for soccer, fishing, baseball, softball, etc.
·
Complete design and construct Big South Fork
Visitor’s Center
·
Recruit
healthcare professionals
·
Work toward
resolving federal issues with urban/rural medicare reimbursement rates
3.
Provide stronger focus in local education arena
for more technical workforce skills and maintaining strong partnerships between
post-secondary programs.
· Continue
energy sustainability curriculum, utilizing Otter Patrol
· Plan and
construct energy retrofits for school buildings
· Plan and
construct building programs at
· Plan and
construct new elementary school in Baker’s Crossroads
· Continue
work towards increasing graduation rate
· Continue
· Continue
vocational education with
· Continue
adding life skills program to two schools each year
· Continue
vocation education with nursing homes and
· Add night
full-time programs at
· Continue
and grow building construction program at TTC
· Add and
expand energy conservation training program at TTC
I. To
provide an Alternative Education Program for at-risk students
·
Strategy: Provide an
·
Method of
progress: Built 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: 90.4% Graduation Rate in 2009
·
Projected date
of completion: Project Complete
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
·
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
·
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
·
Results:
Initiation of this course into the
·
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: 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 be occurring.
Final measure is available with the 2008 TDOE Report Card.
·
Strategy: Provide career and technical assistance
through Guidance Counselor to work as resource through vocational program and
workforce.
·
Method of
progress: Career assessment, career awareness
and articulation agreement development have been expanded with the addition of
the Career Counselor. Overall assistance
with coordination of student scheduling and the TDOE 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.
Results: The comparative analysis for graduation rates
in
System rate
= 76.5% CTE Completers=93.96%
4.
Attraction of new manufacturing firms compatible
with the existing economic base through a targeted marketing/recruitment
program and continued expansion of industrial sites.
·
Brochures on
individual properties have been developed and produced including aerial
photographs.
·
Utilize TAP
Publishing publications to target select industrial related projects.
·
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.
·
Website
dedicated to the
·
Work closely
with state and regional organizations to plan and coordinate industrial
recruiting trips.
·
Host an event
in order to facilitate a networking session with local officials and state
officials charged with economic development.
Expansion of industrial sites
·
o
Certificate
of Need and Public Purpose and Necessity was approved in August 2007
o
781 acre
Westel site and 304
o
Properties
are currently being marketed through TVA, Tennessee ECD, and local Chambers
o
Water, sewer,
and natural gas lines are under design.
Grant funds are being sought for infrastructure funding.
·
5. Increase awareness and local support
for small business development thru local incubator program and expansion of
the local retail downtown revitalization in the
·
o
Feasibility
study funded by Tennessee Dept. of Labor and Workforce Development is complete.
o
Application
for EDA grant funds to construct 10,000 s.f. facility is complete and pending
final approval.
o
o
Construction
will utilize EDA funds, USDA-Rural Development funds, and local funds committed
by City of
·
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 opportunities, 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.
·
Expansion of
the local retail downtown revitalization in the
o
Increase tax
base and sales tax contribution
o
Increase
merchant business
o
Support
existing businesses (“feet on the street” opportunities with activities and
events; connect property and business owners)
o
Increase
property values
o
Create more
of a balance of retail, professional, and residential
o
Pursue new
businesses, particularly those that would draw consumers to the area (pursue
developers who specialize in downtown properties; maintain database of all
property and business owners in downtown area; focus on antique/furniture/gift
sector to attract customers first that will bring in restaurants and supporting
retail businesses; presentations at civic groups; work with existing Chamber
programs for new business owners and incubator program; develop and distribute
a new “downtown business starter kit”)
o
Assist
property owners with “unproductive property” in developing a strategy to rent,
lease or sell their property
o
Continue to
work on fundraising efforts for the revitalization effort, including grants,
low interest loans, and local fundraising
o
Build
excitement and enthusiasm for downtown revitalization efort
·
Expand
marketing program for TN Women’s Open state-wide with new location at
Stonehenge Golf Course in Fairfield Glade
·
Participate
in more recruiting trips with State of