2012 Cornerstone Strategic Plan - Southeast Arkansas Cornerstone

GROWTH
STRATEGIES
FOR
SOUTHEAST
ARKANSAS
A REGION AT WORK
Southeast Arkansas Cornerstone Coalition, Inc.
The Cornerstone region covers more than 40,000 square miles of southeastern Arkansas and is in the
heart of lower Mississippi River Valley. Uniquely situated where the Arkansas Delta meets America’s
great pine forests, Southeast Arkansas offers its people a mixture of timber life and delta culture central to
the region’s distinctive heritage and prosperity.
The Southeast Arkansas Cornerstone Coalition, Inc. was formed in September 2003 by leaders of Ashley,
Bradley, Chicot, Desha and Drew counties to market the region to prospective new business and industry;
to collectively identify and prioritize infrastructure improvement for the region, i.e. highways, water
ports, rail, and telecommunications; to develop and implement a regional strategic plan for the economic
growth and development of the region; to develop a regional human resource and training consortium for
the benefit of the labor force and the industries in the six-county-region; to develop and implement a
regional leadership program; to develop and implement a regional lobbying compact to address local,
state, and federal issues that affect the entire region; to develop such tools for use in recruiting such as a
regional wage and benefit study, a regional existing industry survey, and other such tools as serving as a
regional economic development group for the five-county Southeast Arkansas Region.
For more information about Cornerstone Coalition, visit www.searkcornerstone.org.
Zack Tucker
Executive Director
Southeast Arkansas Cornerstone Coalition
Mike Smith, CEcD
President
Crossett Economic Development Foundation
Michael Jones
Vice-President of Infrastructure
Merchants and Farmers Bank
Scott Kuttenkuler
Vice-President of Programs
University of Arkansas at Monticello
Ann Cash
Secretary
Arkansas Natural Resource Commission
Tom Wingard
Treasurer
RE/MAX Premier
© Copyright 2012 Southeast Arkansas Cornerstone Coalition, Inc.
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A REGION AT WORK
Cornerstone Coalition Board of Directors
The Cornerstone Coalition is operated and governed by a diverse Board of Directors. The Board of
Directors works as a volunteer collective, determining the policies and overall strategy of this nationally
recognized nonprofit. Each member county appoints five directors to represent the county. Each director
serves for three year terms on the regional board.
ASHLEY COUNTY
CHICOT COUNTY
DREW COUNTY
Veron Coutler
City of Montrose
Joni Cannatella
Chicot Housing Assistance Corp
Dave Dickson
Union Bank & Trust
Max Dyson
Hamburg Public School District
Ann Cash
AR Natural Resource Comm.
Reginald Glover
Seark Intermodal Authority
Eddie Holt
First National Bank of Crossett
Frank Henry
Dermott Chamber of Commerce
Betty Gragg
Monticello Public School District
Mike Smith
Crossett Econ. Dev. Foundation
Pat Mangum
Mangum Reality
Scott Kuttenkuler
U of A at Monticello
Dane Weindorf
City of Hamburg
Reynolds Myers
Myers Farms
Tom Wingard
RE/MAX Premier
BRADLEY COUNTY
DESHA COUNTY
AT-LARGE MEMBERS
Russell Corker
SeaArk Marine, Inc
Bill Bowman
McGehee Bank
Dr. Jack Lassiter
U of A at Monticello
David King
Bradley Co. Chamber
Kenny Gober
Yellow Bend Port/ McGehee HA
John Lipton
Seark Intermodal/ AEDC
Michael Jones
Merchants and Farmers Bank
Marty Reep
Armstrong Wood Products, Inc
Kathryn Peacock
ASBTDC/ SCORE, Inc.
Joel Tolefree
City of Warren
Richard Smith
AR Board of Workforce Ed.
EX-OFFICIO MEMBERS
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Nita McDaniel
Monticello Econ. Dev. Comm.
Zack Tucker
Cornerstone Coalition
A REGION AT WORK
Forward
Building a community is difficult under the best of conditions. Building a region requires and expansion of the
community development idea. All real leaders are accustomed to fighting for their turf. Few have the temperament
to become small (not unimportant or weak) so the region can become large, strong and flourish.
Community development is a unique mixture of pride and amenities. Locals must have pride in their community to
raise it the standards of “the best it can be.” This pride extends to well-maintained neighbor hoods, historic
preservation, and customer service skills to make visitors not just feel welcome but wanted.
Community development requires an investment. The investment is not just in a park or an attraction but the local
population must feel invested in the future of the place. Local civic leaders, government officials and business
owners must instill the pride in the front-line customer service people to reach this pinnacle of community
development that makes new businesses and new people want to join a winning team thereby growing the local
economy. A true example of “success breeding success.”
Successful communities have been doing this for decades and many examples can be found in Arkansas from Hot
Springs Village to Eureka Springs or the college towns of Monticello and Fayetteville to blue collar communities
like Crossett and the wonderful farming communities like Eudora, McGehee or Blytheville. All communities strive
to carve out their niche to fit the lifestyles of their residents. Successful communities reach out to incorporate and
draw in new lifestyles which add to the charm, experience and economic growth of vital communities.
To a much lesser degree of success communities have always worked together. Obvious examples can be found
where county roads join up seamlessly. But on other less obvious items the spirit of cooperation is sometimes
difficult to find.
The recent passing of Maria Haley and Jim Pickens reminds me of their vision for seamless regional interaction.
Both were staunch advocates for the state of Arkansas, and tireless workers for every community. But they believed
as Governor Beebe says,
“don’t ask me to choose between to cities or two counties.” I was fortunate enough to travel and become friends
with both Jim and Maria. Many times it was their skill and savy that closed the deal for a community in our state,
but they became small and inconspicuous when the time for the announcement was at hand. They wanted the
community to shine because they understood the communities were what made the state shine.
As community leaders we would not be doing our jobs if we did not fight, work, strive and plan to make our
community the very best. But, no longer is that enough. We must continue to make county roads match seamlessly
together, but we must also make our educational programs, our tourist attraction efforts and our infrastructure
development plans fit seamlessly together as well.
In the economic development arena, communities come together under the banner of Arkansas’ EDC to sell our
state to prospects and Site Consultants. We sell our state first. Everyone understands that if we cannot get the
project for our state we have no chance of getting the project for our community. We all acknowledge that we all
win if the state wins. Communities sell themselves and let the decision of where the project locates reside with the
site consultant or the company.
Following a similar process on a regional level will force communities to become small and the region to become to
initial focus. This is a hard concept for most local leaders to accept and actively participate in and even more
difficult to embrace. But for a region to win, this is paramount. Jim and Maria set the regional economic
development example, and Governor Beebe has embraced the concept, we on a regional level must also let our
communities become small and our region become the focus. Exceptional and successful communities understand
gaining a new company, in the next county or the next city is a win for the region. Everyone acknowledges this idea
but few have the courage to embrace it. We must embrace it.
Mike Smith, CEcD
President
Southeast Arkansas Cornerstone Coalition
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Table of Contents
Forward ......................................................................................................................3
Growth Strategies.......................................................................................................5
Governmental Affairs Strategies................................................................................8
Communication ..........................................................................................................11
Quality of Life............................................................................................................16
Infrastructure ..............................................................................................................19
Education ...................................................................................................................24
Business Development ...............................................................................................27
Strategies Matrix ........................................................................................................32
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A REGION AT WORK
Regional Growth Strategies:
1. Governmental Affairs: The Cornerstone will develop strong governmental relationships at the
local, state, and federal levels in our continued effort to be inclusive and not excluded in the
ongoing process of enhancing the economic growth of the Cornerstone region.
2. Communicate / Market the Organization: Members of the December planning session cited a
significant need to better market the purpose of the Cornerstone to citizens and elected leaders
within the region to create a better understanding of the organization’s objectives and successes.
3. Quality of Life Development: To develop a quality of life that includes adequate housing and
healthcare, as well as recreational opportunities that will appeal to a multi-cultural population.
4. Infrastructure Development: To grow the economy of the Cornerstone Region through the
development of a comprehensive and multi-modal transportation and communication
infrastructure system.
5. Education Development: To achieve public awareness of both the educational needs and
attributes of the region in order to prepare for economic growth by retraining our current human
resources and by developing future human potential.
6. Business Development: Establish both short term strategies and long-term objectives to
encourage economic growth by developing our human capital while focusing all available
resources on value-added manufacturing and related opportunities.
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A REGION AT WORK
ORGANIZATIONAL CHART
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OPERATIONAL DIAGRAM
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A REGION AT WORK
Governmental Affairs Goal: The Cornerstone will develop strong governmental
relationships at the local, state, and federal levels in our continued effort to be
inclusive and not excluded in the ongoing process of enhancing the economic
growth of the Cornerstone region.
Strategic Committee:
Chair Kenny Gober, Ex. Dir. – Yellow Bend Port
Scott Kuttenkuler, Dir. Gov. Aff - UAM
Johnnie Bolin, AR Good Roads
Greg Repp, Warren
Nita McDaniel, MEDC
Russell Corker, Seark Marine
Deke Whitbeck, Mark Pryor
Mike Smith, CEDF
Jole Tolefree
Strategic Action #1: Listening Session for Local Elected Officials. Continue to hold events
to bring local, elected officials together in an informal gathering to 1) build capacity and
trust, 2) identify those issues they can use their collective voice to influence at both the state and
federal level, 3) board members have a place to uphold and reiterate the value of their investment
in the Crossroads Coalition.
Partnering organizations: Southeast Arkansas Planning & Development Distric, quorum
courts, city councils, chambers of commerce, local EDOs, mayors and county judges.
Action Items:
1. Have one board member to attend the respective quorum court meeting in his/her county
quarterly and report on the Cornerstone prepared by the Director.
2. Have the Director attend each quorum court/ city council/ chambers of commerce/ EDO
in the region annually.
3. Have the Director attend SEAPDD meetings.
4. Make the SEAPDD Director an ex-officio member of the Cornerstone board.
5. Establishment a Council of Mayors and County Judges to collaborate and discuss
regional commons issues.
Projected Costs: $1,000 to $2,000
Source of Funding: General Sponsorships & Budget
Timeline: First achievements by June 2012 and continued annually.
Benefit to the Region: When achieved, Strategic Action #1 should establish stability in the
economic development community in the region. Also, creating a platform to engage a sense of
common purpose within the region; allowing the region to develop a united voice in the
development community.
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A REGION AT WORK
Governmental Affairs Goal: The Cornerstone will develop strong governmental
relationships at the local, state, and federal levels in our continued effort to be
inclusive and not excluded in the ongoing process of enhancing the economic
growth of the Cornerstone region.
Strategic Action #2: Keep line of communication clear and open with Arkansas state
legislators. Organize a meeting in Little Rock with local elected officials presenting the
Cornerstone’s goals and priorities. A meeting well in advance of each full session to
demonstrate a unified region can have a significant impact in influencing policy and/or
appropriations to aid in the implementation of the region’s goals.
Partnering organizations: Governor’s Office and Southeast Arkansas legislative delegation.
Action Items:
1. Establish regular support meetings with Southeast Arkansas legislative delegation
monthly/ quarterly.
2. Establish annual meetings to brief Southeast Arkansas legislative delegation on regional
issues at opening session (Even: Dec-Jan) (Odd: Oct-Nov) and celebration successes on
closing session.
1. Governmental Affairs Committee and Board Officers re-establish a State Legislative
Agenda to present to the Arkansas legislative delegation.
2. Include the Governor’s Office in Cornerstone planning.
Projected Costs: $2,500 to $3,000
Source of Funding: Project Sponsorships & Budget
Timeline: ASAP
Benefit to the Region: Achieving Strategic Action #2 will allow the region to establish priorities
for issues to maximize the region’s lobbing impact and state support. Also, help reestablish
regional political creditability of the Southeast Arkansas; and development accountability within
the region’s lobbying efforts.
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A REGION AT WORK
Governmental Affairs Goal: The Cornerstone will develop strong governmental
relationships at the local, state, and federal levels in our continued effort to be
inclusive and not excluded in the ongoing process of enhancing the economic
growth of the Cornerstone region.
Strategic Action #4: Maintain strong connection congressional delegation and federal
agencies. Like state agencies, federal agencies continue to place significance on economic
development organizations. Grants and programming place significant weight on regional
organizations that are formal and functioning.
Partnering organizations: Crossroads, Golden Triangle, Mayoral Alliance, and Texarkana
Alliance, Texas I-69 Alliance, Desoto, Tate, Tunica, Coahoma, Bolviar Counties (TN), and
Arkansas congressional delegation.
Action Items:
1. Attempt to establish super-regional partnerships with liked rural regions (Crossroads,
Golden Triangle, Mayoral Alliance, and Texarkana Alliance) and outer-state counties
with “sister-county” program (Mississippi, Texas, Louisiana counties) to help gain
national support.
2. Establish annual meetings to brief Arkansas congressional delegation on regional issues
at opening session and celebration successes on closing session.
3. Attempt to host federal agency meetings or representatives with state officials.
4. Governmental Affairs Committee and Board Officers re-establish a Congressional
Legislative Agenda to present to the Arkansas congressional delegation.
Projected Costs: $2,500 to $3,000
Source of Funding: Project Sponsorships & Budget
Timeline: 2012 (Action Items 2-4) to 2013 (Action Items 1)
Benefit to the Region: Achieving Strategic Action #2 will allow the region to establish priorities
for issues to maximize the region’s lobbing impact and support. Also, help reestablish regional
political creditability of the Southeast Arkansas; and development accountability within the
region’s lobbying efforts.
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A REGION AT WORK
Communicate / Market the Organization Goal: Members of the December
planning session cited a significant need to better market the purpose of the
Cornerstone to citizens and elected leaders within the region to create a better
understanding of the organization’s objectives and successes.
Strategic Committee:
Chair Scott Kuttenkuler, UAM
Russell Corker, Seark Marine
Marty Reep, Armstrong, Inc
Pat Mangum, Mangum Realty
Kathryn Peakcock
Strategic Action 1: Build capacity within the board. Participation in the October and
December work sessions were attended by fewer than 12 board members. A self-assessment by
each board member may be of value in renewing interest or allowing members to make a
decision if they can serve the organization in other ways.
Partnering organizations: Local chambers of commerce.
Action items to achieve and sustain this strategy:
1. Develop and maintain a potential member list.
2. Establish communication mediums (email, mail, phone calls, newsletter, website, social
media) to inform members/ funders/ and potential members the workings of the
Cornerstone
3. Develop a Social Media plan with Communication TaskForce & Officers.
4. Establish a commitment self-assessment opportunity for board members. (Oct)
5. Host an orientation for new board members. (Nov)
6. Organize a retreat for board members. (Oct)
Projected Costs: $500 - $1,000
Source of Funding: General Sponsorships & Budget
Timeline: First achievements by June 2012 and continued annually.
Benefit to the Region: Achievement of Strategic Action #1 will develop a strong board of
dedicated and purposed members; unifying the board and inspire engage leadership.
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A REGION AT WORK
Communicate / Market the Organization Goal: Members of the December
planning session cited a significant need to better market the purpose of the
Cornerstone to citizens and elected leaders within the region to create a better
understanding of the organization’s objectives and successes.
Strategic Action #2: Write a guest editorial on a quarterly basis for publication in
newspapers in the region. The piece can serve as a general report of activity and also as a tool
to bring attention to economic development trends statewide and nationally.
Partnering organizations: Local media organizations.
Action items to achieve and sustain this strategy:
1. Use Newsletter to development articles.
2. Build relationship with media (newspapers, radio, television, e-news, and websites) and
establish a Cornerstone Press Corp.
Projected Costs: $100 - $500
Source of Funding: Budget
Timeline: First achievements by June 2012 and on going.
Benefit to the Region: Achieving Strategic Action #2 will result in increasing the region’s
awareness of events and development activity.
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A REGION AT WORK
Communicate / Market the Organization Goal: Members of the December
planning session cited a significant need to better market the purpose of the
Cornerstone to citizens and elected leaders within the region to create a better
understanding of the organization’s objectives and successes.
Strategic Action #3: Capacity Building with Important Partners: Roundtable with Chamber
of Commerce; Economic Development; Tourism and Main Street Directors as a regular set
meeting for peer-to-peer networking and idea sharing. Building relationships at this level will
strengthen the local base of support and assistance for the regional organization in a number of
ways.
Partnering organizations: Govenrment agencies, local chambers of commerce, local EDOs,
Mayors, County Judges, Crossroads, Golden Triangle, Mayoral Alliance, and Texarkana
Alliance, Mississippi, Texas, Louisiana counties.
Action items to achieve and sustain this strategy:
1. Establishment of support bodies (Caucus of Chamber Directors & Council of Mayors &
County Judges) to facilitate local relationships and gain input from local leaders.
2. Attempt to establish super-regional partnerships with liked rural regions (Crossroads,
Golden Triangle, Mayoral Alliance, and Texarkana groups) and outer-state counties with
“sister-county” program (Mississippi, Texas, Louisiana counties) to help gain national
support.
3. Communication with regional representatives of key government agencies (DRA, USDA,
HUD, and EDOs.)
Projected Costs: $2,500 to $3,000 (GovAff #4) with an additional $1,000 for travel
Source of Funding: Project Sponsorships & Budget
Timeline: First achievements by December 2012 and on going.
Benefit to the Region: Achievement of Strategic Action #3 will prove the region’s willingness
for local investments; and allow collaboration on development issues establishing unified
regional agreements and messages to state and national leaders.
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A REGION AT WORK
Communicate / Market the Organization Goal: Members of the December
planning session cited a significant need to better market the purpose of the
Cornerstone to citizens and elected leaders within the region to create a better
understanding of the organization’s objectives and successes.
Strategic Action #4: Press Release: Write and submit releases regarding special events and
initiatives of the Cornerstone.
Partnering organizations: N/A
Action items to achieve and sustain this strategy:
1. Establish champions for Media/ Newsletter with Taskforce Chairs to write press releases
after all Cornerstone sponsored events and accomplishments.
2. Caring press releases from counties and communities to the Cornerstone news contact.
Projected Costs: No projected costs.
Source of Funding: N/A
Timeline: First achievements by April 2012 and on going
Benefit to the Region: Achieving Strategic Action #4 will result in increasing the region’s
awareness of events and development activity; placing the Cornerstone and regional
development as front page news of the region and the state.
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A REGION AT WORK
Communicate / Market the Organization Goal: Members of the December
planning session cited a significant need to better market the purpose of the
Cornerstone to citizens and elected leaders within the region to create a better
understanding of the organization’s objectives and successes.
Strategic Action #5: Cornerstone Leadership. Continue to conduct an annual session.
Identify leadership participants that show special interest in community and economic
development as candidates for a leadership role with the Cornerstone.
Partnering organizations: N/A
Action items to achieve and sustain this strategy:
1. Include college students in class.
2. Establish means for leadership class to participate in Cornerstone events.
3. Utilize leadership alumni in Cornerstone events.
4. Add community tours to classes.
Projected Costs: No projected costs.
Source of Funding: Project Sponsorships & CLDI Budget
Timeline: January 2013
Benefit to the Region: Achieving Strategic Action #5 can allow the region the opportunity to
inspire and engage new leadership for the development community.
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Quality of Life Goal: To develop a quality of life that includes adequate housing
and healthcare, as well as recreational opportunities that will appeal to a multicultural population.
Strategic Committee:
Chair Phillip Gilmore, ACMC
Ann Cash, Great River Road
Pat Mangum, Mangum Realty
Scott Kuttkenkuler, UAM
Marie Waston, Greater Delta Allaince for Health
Kathryn Peakcock
Strategic Action #1: Engage local citizens to notice the environmental/ social capitol the region
has to offer.
Partnering organizations: Delta Byways, Arkansas South Tourism Associations, Arkansas
Tourism Department, and local chambers of commerce.
Action Items:
1. Develop a tourism marketing plan focused on marketing the regional assets to potential
tourist and regional locals.
2. Develop a campaign to urge local citizens to stay in the region for recreational activities
(Take a Back Road or Visit Your Backyard).
3. Establish a regional tourism initiative to help guide, mentor, develop, find funding
potential environmental capitol sites to become major tourism sites. Work with Delta
Byways, Arkansas South Tourism Associations.
4. Conduct a regional tourism assessment.
Projected Costs: $2,500
Source of Funding: General Sponsorships, Parks & Tourism, Regional Tourism Assn.(s).
Timeline: 2014
Benefit to the Region: Achievement of Strategic Action #1 will increase the visibility of the
region increasing the attractiveness of the region to tourism and potential new businesses and
industries. Action #1 will also help improve the image and awareness the region to the state and
local citizens of the benefit of living in Southeast Arkansas.
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A REGION AT WORK
Quality of Life Goal: To develop a quality of life that includes adequate housing
and healthcare, as well as recreational opportunities that will appeal to a multicultural population.
Strategic Action #2: Understand and develop the housing capital of the regional.
Partnering organizations: Local real estate, city zoning, EDOs, and Housing Authorities.
Action Items:
1. Work with local real estate, city zoning, EDOs, and Housing Authorities to assess the
status and conditioning of housing in the region.
2. Host regional/ county think tanks to develop a plan of work to improve housing in the
region.
3. Develop a layered Housing Capitol.
Projected Costs: Unknown
Source of Funding: Federal grants
Timeline: 2014
Benefit to the Region: Achievement of Strategic Action #2 will help establish a foundation for
the region to develop a unified plan for housing development.
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Quality of Life Goal: To develop a quality of life that includes adequate housing
and healthcare, as well as recreational opportunities that will appeal to a multicultural population.
Strategic Action #3: Become more involved to help improve the region’s healthcare industry.
Partnering organizations: Greater Delta Alliance for Health, local hospitals, and UAMS.
Action Items:
1. Work with to assess the status of Healthcare of the region.
2. Develop a physician recruitment campaign for inspiring new physicians from the region
and outside the region.
3. Develop a Healthcare incentive to encourage citizens to enter the healthcare industry in
the region. (Community Match).
4. Work with Greater Delta Alliance for Health to lobby Healthcare issues.
Projected Costs: $2,500 to $3,000 (GovAff #4)
Source of Funding: Project Sponsorships & Grants
Timeline: June 2012 to 2015
Benefit to the Region: Achievement of Strategic Action #3 will allow the region to work to
increase the quality of care and develop layered healthcare coverage within the region. The
Cornerstone believes a healthier region with high quality of care can open doors to increasing
population and attracts new industries and business to relocate in Southeast Arkansas.
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Infrastructure Goal: To grow the economy of the Cornerstone Region through
the development of a comprehensive and multi-modal transportation and
communication infrastructure system.
Committee Chair and Committee:
Chair Micheal Jones, Merchants & Farmers
Mike Smith, CEDF
Frank Henry, Dermott Chamber
Kenny Gober, Yellow Bend
Dave Dickson, Union Bank
Reginald Glover, Seark Intermodal
Russell Corker, Seark Marine
Nita McDanials, MEDC
Eddie Holt
Strategic Action #1: I-69 and 530. Determine the most effective way to continue the lobbying
effort at the national level and with other transportation-based organizations. 1) Define the
corridor and remain consistent with the message. 3) Approach the Arkansas highway
commission and request a resolution affirming the state’s support for the route proposed by the
Cornerstone Coalition.
Partnering organizations:
Action Items:
4. Attempt to establish super-regional partnerships with liked rural regions (Crossroads,
Golden Triangle, Mayoral Alliance, and Texarkana groups) and outer-state counties with
“sister-county” program (Mississippi, Texas, Louisiana I-69counties) to help gain
national support.
5. Communicate and build closer relations with the new I-69 Coalition.
6. Lobby to ensure the new Highway Commissioner supports I-69 and connector.
7. Develop an Arkansas I-69 website with I-69 Coalition to highlight updates and issues.
8. Lobby to have the bridge provisions to a status that will allow for easier funding.
Projected Costs: $2,500 - $3,000
Source of Funding: Project Sponsorships & Budget
Timeline:July 2012
Benefit to the Region: Achievement of Strategic Action #1 will allow the region to be more
accessible to the national and world market; placing the region in the position to the cornerstone
of transportation industry.
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A REGION AT WORK
Infrastructure Goal To grow the economy of the Cornerstone Region through the
development of a comprehensive and multi-modal transportation and
communication infrastructure system.
Strategic Action #2: U.S. Highways 65 and 82. Define the message and most effective way to
continue the lobbying effort at the national and state level for completion of highways.
Partnering organizations:
Action Items:
1. Lobby with state agencies and legislature to continue funding.
2. Lobby to ensure the new Highway Commissioner supports projects.
3. Develop a closer relation with Arkansas Highway and transportation Department.
Projected Costs: $2,500 - $3,000
Source of Funding: Project Sponsorships & Budget
Timeline:July 2012
Benefit to the Region: Achievement of Strategic Action #2 will allow the region to be more
accessible to the national and world market; placing the region in the position to the cornerstone
of transportation industry.
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A REGION AT WORK
Infrastructure Goal To grow the economy of the Cornerstone Region through the
development of a comprehensive and multi-modal transportation and
communication infrastructure system.
Strategic Action #3: Port of Yellow Bend. Cornerstone Executive Director should remain
engaged and attend meetings. 1) Include the significance of Yellow Bend in editorials and other
ways to draw more attention from the public-at-large. 2) AHTD should be made aware that
Yellow Bend is a high priority.
Partnering organizations:
Action Items:
1. Write editorials highlighting progress of Yellow Bend.
2. Include Yellow Bend in newsletter highlights.
3. Publish a Yellow Bend website.
4. Have the director attend Yellow Bend Port Meetings
Projected Costs: $500 - $1,000
Source of Funding: Project Sponsorships & Budget
Timeline: First achievements by July 2012 and on going.
Benefit to the Region: Achievement of Strategic Action #3 will allow the region to be more
accessible to the national and world market; placing the region in the position to the cornerstone
of transportation industry.
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A REGION AT WORK
Infrastructure Goal To grow the economy of the Cornerstone Region through the
development of a comprehensive and multi-modal transportation and
communication infrastructure system.
Strategic Action #4: Southeast Arkansas Regional Intermodal Facility. Cornerstone
Executive Director should remain engaged and attend meetings. 1) Include the significance of
Intermodal Facility in editorials and other ways to draw more attention from the public-at-large.
2) AHTD should be made aware that Intermodal Facility is a high priority.
Partnering organizations:
Action Items:
1. Write editorials highlighting progress of Intermodal Facility.
2. Include Intermodal Facility in newsletter highlights.
3. Have the director attend Intermodal Facility Meetings
Projected Costs: $500 - $1,000
Source of Funding: Project Sponsorships & Budget
Timeline: First achievements by July 2012 and on going.
Benefit to the Region: Achievement of Strategic Action #4 will allow the region to be more
accessible to the national and world market; placing the region in the position to the cornerstone
of transportation industry.
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A REGION AT WORK
Infrastructure Goal To grow the economy of the Cornerstone Region through the
development of a comprehensive and multi-modal transportation and
communication infrastructure system.
Strategic Action #5: Broadband Access. Identify an individual to serve as the board’s point
person for broadband discussion. 1) Identify key leaders in the region that can define and clarify
priorities, track progress and be active in lobbying efforts to move projects forward. 2) Define
ways to better inform the board and public on the needs and business opportunities within the
region. 3) Use the region to advance broadband infrastructure and determine how best to lobby
this effort.
Partnering organizations:
Action Items:
1. Get members from the surrounding counties that are involved with Information
Technologies and Telecommunications to join our broadband Infrastructure Committee.
2. Work with Connect Arkansas and Arkansas Broadband Council to establish broadband
need in each county.
3. Contact broadband providers in the region and state to establish the project availability
and cost of various forms of broadband connectivity to rural customers.
4. Identify local, state, federal officials and corporate entities that can assist in finding and
providing financial funding for our broadband initiatives in the Cornerstone region.
5. Communicate with the citizens of the Cornerstone region on the finding of the committee
and the progress toward providing broadband to as many homes as possible.
6. Evaluate the progress of the committee and make any necessary changes needed to keep
the committee moving forward.
Projected Costs: No project cost for Cornerstone
Source of Funding: Connect Arkansas & Project Sponsorships
Timeline: First achievements by April 2012 and on going.
Benefit to the Region: Achievement of Strategic Action #5 will increase the visibility of the
region increasing the attractiveness of the region to tourism and potential new businesses and
industries. Action #1 will also help improve the available infrastructure the region as to offer its
local citizens and industries in Southeast Arkansas.
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A REGION AT WORK
Education Goal: To achieve public awareness of both the educational needs and attributes
of the region in order to prepare for economic growth by retraining our current human resources
and by developing future human potential.
Strategic Committee:
Chair Dr. Bettye Gragg, Monticello Schools
Randy Rawls, Union Bank
Scott Kuttenkuler, UAM
Reynolds Myers
Richars Smith
Veron Coutler
Strategic Action #1: Convene schools within the region on an annual basis to celebrate
success stories. 1) Provides a public platform to tell “the rest of the story” – necessary in an
environment whereby the media tends to reflect on the negative. 2) The Cornerstone leadership
has an opportunity to advocate the importance of connecting economic development and
education.
Partnering organizations: Local colleges, training programs, school districts, and media.
Action Items:
1. Focus a month on educational issues/ successes in the CLDI program. This can include a
tour of a local school and speakers from the regional educators/ administrators.
2. Organize a regional education conference so leaders and educators from all colleges,
training programs, and school districts can collaborate on regional issues/ successes. The
can include regional wards, workshops, speakers, etc.
3. Use Cornerstone Press Corps to publicize the positives and successes of educational
institution in the region.
Projected Costs: $2,500 - $3,000
Source of Funding: Project Sponsorships & Budget
Timeline: July 2013
Benefit to the Region: Achievement of Strategic Action #1 will prove the region’s willingness
for local investments; and allow collaboration on development issues establishing unified
regional agreements and messages to state and national leaders.
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A REGION AT WORK
Education Goal: To achieve public awareness of both the educational needs and attributes
of the region in order to prepare for economic growth by retraining our current human resources
and by developing future human potential.
Strategic Action #2: Provide students with information and real-life examples of job and
career opportunities. 1) A regional initiative would be challenging but not impossible.
Consider a publication or website highlighting business leaders, students and educators. (Is there
a Career Counselor located within the region?).
Partnering organizations: UAM, local school districts, local career centers/ counselors, local
businesses, and local chambers of commerce.
Action Items:
1. Collaborate will local career centers/ counselors to develop a campaign/ website
(www.SearkNowHiring.com) to act as a resource for job training information and career
options ideas in Southeast Arkansas.
2. Develop a regional job listing component to the SearkNowHiring.com website.
3. Develop with, UAM and local school districts, a Cornerstone Internship Academy to help
organize and advertise internship opportunities for high school and college student within
the region. Work to allow college/ high school credit.
Projected Costs: $500 - $1,000
Source of Funding: Project Sponsorships & Budget
Timeline: 2013 to 2014
Benefit to the Region: Achieving of Strategic Action #2 will establish a collaborative effort to
develop a single source for job listing and knowledge in the region; improving awareness of
employment opportunities in Southeast Arkansas.
.
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A REGION AT WORK
Education Goal: To achieve public awareness of both the educational needs and attributes
of the region in order to prepare for economic growth by retraining our current human resources
and by developing future human potential.
Strategic Action #3: Open the line of communication between business community and
schools. Engage local superintendents in a roundtable discussion to identify three common
issues the Cornerstone can be involved in at the regional level. 2) Engage chambers of
commerce to discuss their existing programs to determine if a regional model can be designed to
connect business to schools – educators to business and industry leaders.
Partnering organizations: local superintendents, local chambers of commerce, and local EDOs.
Action Items:
1. Host an educators leadership round table at the regional education conference.
2. Work with the regional Caucus if Chamber Directors & Economic Developers to develop
a regional model to enage businesses in the educational process.
Projected Costs: $500 - $1,000
Source of Funding: Project Sponsorships & Budget
Timeline: 2013 to 2014
Benefit to the Region: Achievement of Strategic Action #3 will prove the region’s willingness
for local investments; and allow collaboration on development issues establishing unified
regional agreements and messages to state and national leaders; and development of a
comprehensive regional development plan.
26
A REGION AT WORK
Business Development Goal: Establish both short term strategies and long-term
objectives to encourage economic growth by developing our human capital while
focusing all available resources on value-added manufacturing and related
opportunities.
Strategic Committee:
Chair, Nita McDaniels, MEDC
Frank Henry, Dermott Chamber
Mike Smith, CEDF
David King, BCIDC
Bill Bowman, McGehee Bank
Dave Dickson, Union Bank
Tom Wingard, REMAX
Strategy Action 1: Provide support to economic development organizations. 1) Participate
in site visits upon request. 2) Write and coordinate letters of support from other entities in the
region upon request. 3) Serve as a reservoir for data aggregated on the regional level, i.e., labor
force; educational attainment and other data demonstrating the strength of the region’s workforce
and talent. 4) Link to Port; sites and buildings in the region. 5) Work with local economic
development and chamber staff to develop a BR&E call program. 6) Develop a page to
introduce local economic development and chamber staff as the region’s economic development
team.
Partnering organizations: Local chambers of commerce, local EDOs, Connect Arkansas, and
AEDC.
Action Items:
1. Develop a Regional Link database site to host needed information for site selection,
community marketing, demographics, industry statistics, infrastructure measurements,
transpiration containment, etc.
2. Campaign for regional economic development unity on Cornerstone website
(SearkOpenforBusiness.com).
3. Develop a regional BRE program with Caucus of Chamber Director & Economic
Developers.
4. Request for the Cornerstone to be the lead for state contacts and ROIs.
Projected Costs: $500 - $1,000
Source of Funding: Project Sponsorships & Budget
Timeline: November 2012 to 2013
Benefit to the Region: Achieving of Strategic Action #1 will establish a collaborative effort to
develop a single source advertise the region and its services for new businesses and new
industries; improving awareness of development opportunities in Southeast Arkansas.
27
A REGION AT WORK
Business Development Goal: Establish both short term strategies and long-term
objectives to encourage economic growth by developing our human capital while
focusing all available resources on value-added manufacturing and related
opportunities.
Strategic Action #2: Update website to include links to chambers of commerce, economic
development, Main Street organizations and county governments in the county. Promote
festivals, tourism, recreation and other unique venues, features and locally made products of the
region.
Partnering organizations: Local chambers of commerce, local EDOs, Delta Byways Tourism
Association, Arkansas South Tourism Association, and Arkansas Tourism Department.
Action items to achieve and sustain this strategy:
1. Host county profiles on website.
2. Develop a tourism marketing plan focused on marketing the regional assets to potential
tourist and regional locals.
3. Develop a regional calendar of festival and events.
Projected Costs: $2,500 (QoL #1)
Source of Funding: General Sponsorships, Parks & Tourism, Regional Tourism Assn.(s).
Timeline: 2014
Benefit to the Region: Achievement of Strategic Action #1 will increase the visibility of the
region increasing the attractiveness of the region to tourism and potential new businesses and
industries. Action #1 will also help improve the image and awareness the region to the state and
local citizens of the benefit of living in Southeast Arkansas.
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A REGION AT WORK
Business Development Goal: Establish both short term strategies and long-term
objectives to encourage economic growth by developing our human capital while
focusing all available resources on value-added manufacturing and related
opportunities.
Strategic Action #3: Organize an annual special event or host a commission meeting with
AEDC. 1) A special event in Little Rock that includes staff will help build important
relationships. 2) A commission meeting in the region will provide the Cornerstone board an
opportunity to report activity and the region’s plan of work.
Partnering organizations: AEDC and other commissions/ agencies
Action items to achieve and sustain this strategy:
1. Host AEDC and other commissions/ agencies in region.
2. Work with Governmental Affairs to host event for AEDC and other commissions/
agencies staff in Little Rock.
Projected Costs: $2,500 to $3,000 (Gov Aff #2)
Source of Funding: Project Sponsorships & Budget
Timeline: ASAP
Benefit to the Region: Achieving Strategic Action #3 will allow the region to establish priorities
for issues to maximize the region’s lobbing impact and state support. Also, help reestablish
regional political creditability of the Southeast Arkansas; and development accountability within
the region’s lobbying efforts.
29
A REGION AT WORK
Business Development Goal: Establish both short term strategies and long-term
objectives to encourage economic growth by developing our human capital while
focusing all available resources on value-added manufacturing and related
opportunities.
Strategic Action #4: Partner with AEDC to bring informational forums/workshops to the
region that addresses preparedness for big projects and other trends of interest to the
regional representatives and leaders making decisions at the local level.
Partnering organizations: AEDC, ASBTDC, UAM, and local EDOs.
Action items to achieve and sustain this strategy:
1. Host a BRE conference. Work with AEDC, ASBTDC & UAM for workshops,
roundtables, guest speakers.
2. Work with AEDC and other local EDOs to form a regional economic development
support group – Caucus of Chamber Directors & Economic Developers.
3. Work with AEDC and other regional EDOs, tourism associations, and organizations to
form a super-regional alliance for support and advocacy of rural/ small business issues
and collaborate on projects and efforts – Arkansas Rural Development Alliance.
Projected Costs: $2,500 to $3,000 (Com #3)
Source of Funding: Project Sponsorships & Budget
Timeline: First achievements by December 2012 and on going.
Benefit to the Region: Achievement of Strategic Action #4 will prove the region’s willingness
for local investments; and allow collaboration on development issues establishing unified
regional agreements and messages to state and national leaders.
30
A REGION AT WORK
Business Development Goal: Establish both short term strategies and long-term
objectives to encourage economic growth by developing our human capital while
focusing all available resources on value-added manufacturing and related
opportunities.
Strategic Action #5: Small Business Development and Entrepreneurial Support. Serve as a
conduit to connect local economic development organizations and chambers of commerce to
entities that provide technical assistance and other resources. 1) Web link to SBTDC 2)
Research and develop a needs assessment that can be used at the local level to survey business
owners 2) Partner with SBTDC to conduct workshops to address the needs of the locally owned
business owner 3) Develop a regional SCORE or similar program for the region
Partnering organizations: AEDC, ASBTDC, UAM, and local EDOs.
Action items to achieve and sustain this strategy:
1. Work with AEDC and other local EDOs to form a regional economic development
support group – Caucus of Chamber Directors & Economic Developers.
2. Develop a Regional Link database site to host needed information for site selection,
community marketing, demographics, industry statistics, infrastructure measurements,
transpiration containment, etc.
Projected Costs: $500 - $1,000
Source of Funding: Project Sponsorships & Budget
Timeline: November 2012 to 2013
Benefit to the Region: Achieving of Strategic Action #5 will establish a collaborative effort to
develop a single source advertise the region and its services for new businesses and new
industries; improving awareness of development opportunities in Southeast Arkansas.
31