A 5-year Development Plan

Transcription

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A 5-year Development Plan
June 2009
Foreword
The Tennessee Valley Authority selected Cumberland County to participate in a pilot
program for community evaluation and planning. The initial workshop was held on March
16, 2004. A critical aspect of the program was gathering input from key business and
community leaders. Elected officials representing Crab Orchard, Pleasant Hill, Crossville
and Cumberland County as well as industry, education/training, agriculture, tourism,
retail/trade and workforce development were included in this process. The final select
group was limited to twenty-five participants; however a community survey was conducted
in order to obtain information from the citizenry of the community.
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 Cumberland County
were selected and ranked accordingly:
1.
2.
3.
4.
5.
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.
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.
Provide stronger focus in local education arena for more technical
workforce skills and maintaining strong partnerships between postsecondary programs
Attraction of new manufacturing firms compatible with the existing
economic base through a targeted marketing/recruitment program and
continued expansion of industrial sites.
Increase awareness and local support for small business development
thru local incubator program and expansion of the local retail
downtown revitalization in the Main Street area.
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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
Crossville-Cumberland County is located in Middle-East Tennessee, central to
seventy percent of the major markets in the United States.
The city of Crossville has a population of 10,433 according to a special census
conducted in 2006. The U.S. Census Bureau estimated its population at 11,268 in 2007. The
population of Cumberland County reached a level of 46,802 in 2000 according to the U.S.
Census Bureau. This was an increase of 12,006 or 34.7% from the 1990 level of 34,736.
The U.S. Census Bureau now estimates the 2008 population at 53,590, an increase of 14.5%
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 almost twice the
estimated 9% statewide growth during the same period of 2000-2008.
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Current Employment Bases:
Cumberland County Employment
Not Seasonally Adjusted
3,000
Mining / Construction
2,500
Manufacturing
2,000
Warehousing
1,500
Finance
Healthcare/Social Asst.
1,000
Leisure and Hospitality
500
Retail Trade
0
1998
1999
2001
2002
2004
2005
2006
2007
2008
Cumberland County Business Patterns
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
480
1,870
1,750
490
1,950
1,840
460
2,050
2,180
460
2,200
2,360
2,370
720
450
2,490
2,430
2,380
771
460
2,610
2,450
2,410
775
480
2,710
2,260
2,280
1083
510
2,690
2,270
2011
862
366
2602
2150
2620
Warehousing
Finance
Health Care/Social Asst
Leisure and Hospitality
Retail Trade
Prepared by the Tennessee Department of Labor and Workforce Development.
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II.
Where Are We?
Inventory of Strengths and Weaknesses
In analyzing Crossville and Cumberland County’s economic base, employment
trends evidence the lack of manufacturing jobs since 1998.
Year
2000
2001
2002
2003
2004
2005
2006
2007
2008
# of Manufacturing Employees
2,940
2,620
2,490
2,400
2,370
2,380
2,410
2,280
2,011
# of Warehouse Distribution Total
(Warehouse Distribution is not included
in the # of Manufacturing Employees
from 2000 – 2003)
+
+
+
+
+
720
771
775
1,083
862
=3,090
=3,151
=3,185
=3,363
=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 Cumberland County rather than other possible locations.
The need for the creation of new jobs with the resulting new capital
investments and local expenditures for goods and services is Crossville and
Cumberland County’s top priority.
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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 Cumberland County’s resources for economic development are more
than adequate to produce the type of quality and diversified growth we are seeking.
Locational factors such as sites, transportation modes, water and sewer capacity,
power, natural gas, fiber optics, and support services are major selling points for our area.
Human resources including over 2,580 (February 2009) people seeking employment,
a large number of underemployed individuals, a good labor climate and quality educational
and training opportunities add to our competitive edge.
Quality of workforce can be determined by a mail survey conducted to a sample of
employers and management to ascertain quality of workforce from their perspective. The
results to the question, “What is you assessment of your employees with respect to their
productivity and general attitude” are summarized. About 84 percent of the responding
employers consider their employees’ productivity good or excellent and over 86 percent of
the respondents responded that their employees’ attitude is good to excellent. It is, thus,
apparent that the current employers are generally satisfied with the quality of their
workforce.
Community factors such as an excellent quality of life, our health care facilities,
financial assets and a cost of living which is 10 – 20% lower than the national average
provide us with ample proof that the area is indeed the place to live and conduct business.
Specific Advantages of Crossville and Cumberland County:
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 United
States.
3.
Location along Interstate 40, one of the most highly traveled interstates in
the United States.
4.
42,789 individuals were provided assistance by the various departments at the
Career Center in Crossville. Education, training as well as job placement are
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only a few of the services provided by the Tennessee Department of Labor
and Workforce Development.
5.
Among communities with the lowest cost of living in Tennessee.
6.
Able to draw on support services from nearby MSA’s (Knoxville and
Nashville) without experiencing the socio-economic problems inherent to
larger cities.
7.
Five institutions of higher learning in or near Cumberland County
i.e. The Cumberland County Higher Education Center, a cooperative effort
of Roane State Community College and Tennessee Technological University.
The Center also provides classroom space for Trevecca Nazarene University.
Main campuses for The University of Tennessee at Knoxville, Tennessee
Technology University, Roane State Community College, and Pellissippi
State Community College are all within an hour’s drive.
8.
Pro business attitude of City and County officials.
Cumberland County is blessed with a number of governmental entities, organizations
and sub-organizations that provide, enhance, promote and develop various aspects of
economic development for our community.
•
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 – As the county seat, the City is the economic engine that provides
infrastructure and other governmental services necessary to create a thriving and
growing community. The City has been the primary entity during the past 20 years
for obtaining industrial land and building industrial speculation buildings.
•
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.
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•
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 Crossville-Cumberland County area.
•
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 Public Building Authority – The PBA was established primarily to
lend funds to Tennessee municipal corporations, including cities, counties and utility
districts.
•
Cumberland County Planning Commission – The CCPC covers all areas in
Cumberland County outside the urban growth boundaries of Crossville and Pleasant
Hill.
•
Crossville Regional Planning Commission – The CRPC covers all areas within the
Urban Growth Boundary of the City of Crossville.
•
Pleasant Hill Planning Commission – The PHPC covers the corporate limits of the
Town of Pleasant Hill.
•
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.
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Specific Barriers to Growth:
After reviewing Crossville and Cumberland County’s economic development
posture, it is possible to identify certain barriers that hamper the area’s ability to attract
certain potential investors:
1.
2.
3.
4.
Actual or perceived deficiencies in shopping and service facilities (example:
restaurants)
Lack of a strong retail magnet (department store) to serve as an anchor for
retail trade business.
Past inability of community to utilize resources of its institutions of higher
learning and vice versa, to develop programs, provide assistance and solve
problems.
Absence of skilled labor for high tech companies.
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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.
Cumberland County has an abundance of unskilled to semi-skilled labor.
It is
desirable to encourage employees to become more skillful, thus enabling them to earn higher
wages. But, local industry will solve this problem along with employees as fewer people are
needed to produce products. Those who remain will, by necessity, be the “more trainable”
employees until the education and skill levels of area citizens rise by evolving naturally. Our
needs are currently for companies who employ unskilled to semiskilled persons with training
programs provided locally to improve the skill levels.
With Tennessee having become a leader in the automotive industry and with the
major automotive manufacturing facilities mandating just-in-time deliveries, a logical
approach to recruitment is to attract automotive suppliers.
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 Cumberland County.
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1.
Automotive suppliers to recruit spin-off companies addressing Nissan,
Saturn, GM, Ford, Ford Truck, and Toyota.
2.
Warehouse-distribution and assembly facilities.
Foreign Trade zone makes this a logical target.
3.
Due to our proximity to the technology corridor of Oak Ridge, this should
be evaluated for a long-term approach. Although Cumberland County’s
labor force does not fit the high-tech mold, it is possible that we might
attract in-process operations.
Sub-zone to Knoxville
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 Cumberland County as a production
location prefer immediately available buildings to raw industrial sites. A
complete inventory is maintained at the Chamber office.
B.
Continue plans for the Plateau Partnership Park to establish an industrial park in
the area around the City of Rockwood Airport along with Morgan and Roane
Counties. The Plateau Partnership Park will include approximately 300 acres
adjacent to the Rockwood airport and another 780 acres south of the Westel Exit
off Interstate 40, approximately three miles from the airport. Certificate of Need
and Public Purpose and Necessity have been approved. Water, sewer, and
natural gas lines are under design. Agency responsible: Cumberland County.
(Priority #4 at 2009 Strategic Planning Workshop)
C.
Continue development of the Cumberland Business Incubator, a regional project
that includes Tennessee Technological University, Roane State Community
College, Tennessee Technology Center in Crossville, Cumberland County,
Cumberland County Board of Education, and the City of Crossville. CBI is a
traditional program-based business incubator that will be located on the campus
of Roane State Community College in Crossville. Tenants will be housed in a
10,000 s.f. facility that is currently in design and is proposed to include several
tenant spaces, two wet labs, and a central business center. Advisory partners in
the CBI include Technology 2020, the Holston Business Center, the University
of Tennessee Research and Education Center, and the Oak Ridge National
Laboratory. Both the City of Crossville and Cumberland county have allocated
$250,000 each as match money for a pending Economic Development Agency
grant. The hoped for end result of this process is to foster more entrepreneurial
thinking in our community and region. Agency responsible: Cumberland
County (Priority #5 at 2009 Strategic Planning Workshop)
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D.
Continue planning Chestnut Hill Industrial Park consisting of 210+ acres.
Agency responsible: City of Crossville (Priority #5 at 2009 Strategic
Planning Workshop)
E.
The EDGS mandates the development and maintenance of an information
library, match-market surveys, prepare community demographic and statistical
profiles, research prospects via trade and business publications, prepare special
purpose correspondence and reports, coordinate activities with other research
agencies, develop and manage a computerized database and website. Project
completed. Agency responsible: Chamber of Commerce.
F.
Continue to work in conjunction with TVA as to the types and volumes of raw
materials and component parts purchased by local industries. Such an analysis
would be useful in helping existing and potential new industries identify the most
desirable sources. Agency responsible: Chamber of Commerce. (Priority #4 at
2009 Strategic Planning Workshop)
G.
A FAM (Familiarization) Tour should be staged this year and each year thereafter
to bring people to Crossville and Cumberland County who serve as screening
agencies or receptors of industrial prospects. The (one day) information project
would acquaint people from the Tennessee Department of Economic and
Community Development, TVA and select real estate and consulting firms with
our areas attributes. Agency responsible: Chamber of Commerce.
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.
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.
Frequency of event:
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Any and all recommendations presented in the following EDGS should reflect this
fact.
A.
Written information on available local, state and federal assistance programs as
well as any inducements or incentives for expansion should be developed,
updated and provided to existing manufacturers. The Economic Development
Board of Cumberland County (Bond Board) should approve the incentive
guidelines. Project completed. Agencies responsible: Chamber of Commerce,
Economic Development Board of Cumberland County.
Education:
The Cumberland County Board of Education and Director of Schools have
formulated a Strategic Plan to improve many aspects of the public school system from brick
and mortar facility needs to community relations.
Highlights of this plan relating to
economic developments include the following:
A.
To provide stronger focus in local education for more technical
workforce skills/development (Priority #1 at 2007 Strategic Planning
Workshop)
1. To provide an Alternative Education Program for at-risk students
• Strategy: Provide an Adult High School for students age 16-17
• Method of progress: Build facility to accommodate approximately 200
students. Identify students at risk of not graduating (16 and 17 year old
students with fewer than 10 of the required 27 credits to graduate).
Develop curriculum rich in technology so that graduating students will
possess the skills needed for work. Identify 20 required credits for
graduation. Set a flex schedule from 6:00 a.m. to 7:00 p.m. to meet
individual needs of students.
• Results: Track graduation rate
• Projected date of completion: Will begin August 2007 and continue
ongoing
2.
To increase Career and Technical Education (CTE) program
• Strategy: Provide CTE courses at the elementary level.
• Method of progress: Implement pilot program at Stone Elementary
and Martin Elementary for grades 6, 7, and 8. Foundations of
Technology and Teen Living.
• Results: 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.
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•
•
•
•
•
•
•
•
Expansion into two more elementary schools will be implemented for
the next school year at Brown and Crab Orchard Elementary Schools.
All 6-8th grade students were able to rotate through the Teen Living
course at Martin, Brown, Crab Orchard, Pine View, and Stone
Elementary schools. This program will be expanded to Homestead
Elementary and North Elementary for the 2009-10 school year.
Feedback this year from all stakeholders has been extremely positive
with requests for expansion in all elementary schools.
All 6-8th students in Brown, Crab Orchard, and Stone Elementary
schools rotated through Foundations of Technology. Feedback has
also been very positive from the stakeholders particularly to the
reinforcement of math and science skills offered there. The
Technology Engineering Programs of Study have been redesigned at
the state level and will be offered again to students at Brown, Crab
Orchard, and Stone. The program will be reintroduced to Martin and
expanded to Homestead and North Cumberland Elementary Schools.
Strategy: Provide Personal Academic and Career Excellence (PACE)
to all freshmen.
Method of progress: Apply for federal grant, train teachers
Results: Track student progress
Results: Initiation of this course into the Freshman Academy was
postponed until the school year 1009-2010 to allow for the final course
standards to be finalized and the use of Career Management Success
(CMS) was continued. Information from the state DOE indicates that
CMS will be moved to the middle grades for the 2009-2010 school year
ore eliminated from the curriculum. With he new requirement for
Personal Finance and the Final PACE curriculum implementation,
consideration will be given to allowing freshmen to choose between
PACE and JROTC as a Freshman Academy course to improve
promotion rates.
Results: The implementation of Personal Academic and Career
Excellence has been postponed until the 2010-11 school year due to
scheduling and personnel constraints. The curriculum and the
feasibility of implementation will be reexamined in the spring of 2010
to determine the course of action. Career Connections will be
introduced in the 2009-10 school year. This will replace Career
Management Success, which was eliminated for the coming year.
Personal, academic, and career standards will be addressed through
Family and Consumer Science, Personal Finance, Career Connections,
and JROTC.
Strategy: Provide Contextual Academic Courses at the high school
level (Biology for Technology, Communication for Life, Principles of
Technology I&II, Technical Math, Technical Algebra, Technical
Geometry)
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•
•
•
•
•
•
•
Method of Progress: Identify Courses, identify teachers, 5 day staff
development.
Results: CCHS did send teachers to training for contextual academics.
Classes in Biology for Technology, Technical Math and Technical
Algebra provided excellent instruction and opportunities for students.
An overall increase in student achievement and resulting course
completion is expected and appears to occurring. Final measure will be
available with the release of the 2008 TDOE Report Card.
Results: 2008 TDOE shows gains in Biology 1 with high course
completion in Biology for Technology. Student enrollment was low in
Technical Math and Algebra. Gains were not indicated in Algebra 1
testing, but positive course completion was reported. With the
increased enrollment at CCHS in Technical Math and Algebra and
Geometry, it is expected to make a positive impact in student
achievement. Additional teachers were trained and Technical Algebra
and Technical Geometry were expanded into Stone Memorial High
School for the 2008-09 school year and additional sections will be
offered in 2009-10. Final measure will be through the 2009 TDOE
report card.
Strategy: Provide career and technical assistance through the School
Counselor to work as a resource through Career and Technical
Education program and workforce.
Method of progress: Career assessment, career awareness and
articulation with the addition of the Career Counselor. Overall
assistance with coordination of student scheduling and the rollout of
Career Clusters and Programs of Study has provided an increase in
student work based learning opportunities. Combined with the student
recognition programs, employment offerings and placements have
improved. This year’s follow-up report will be conducted and will
provide measurable data when completed in fall of 2008.
Results: The comparative analysis fro graduation rates in Cumberland
County according to the TDOE Report Card is:
System rate = 76.5% CTE Completers = 93.96%
Results: In collaboration between the CTE faculty and Middle Schools
Counselors, Cumberland County’s 8th grade students participated in a
Career Exploration program. This program included four units: Career
assessment (Tennessee College and Career Planning System), Programs
of Study classroom presentation, high school tour, and a career
exploration fair. Eighth grade students are showing an increased
awareness of the link between school, post-education opportunities,
and the world of work when choosing their Programs of Study and
completing the 6-year plans. Assessment for these students, as well as
the 2008-09 ninth grades, will be ongoing as the students progress
through high school and post secondary placements have been
conducted.
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B.
Dual Enrollment opportunities for 11th and 12th grade students have
been expanded, and not limited to Health Science and Business.
Contacts will continue with TTC, TTU, Roane State, Embry-Riddle,
and other post-secondary institutions to further those opportunities in
all areas. Access to a Career Development Facilitator is available to all
students through consultation with school counselors, CTE faculty and
staff, and individuals as requested.
Analysis from the 2008 TDOE Report Card are as follows:
o Graduation rates: System–80.6% CTE Completers–95.68%
Create business partners
• Strategy: Invite businesses to participate in school programs.
• Measure of progress: Analyze and increase the list of businesses
involved: match businesses with individual schools/projects.
• Result: One student received a new truck for an attendance incentive:
other students received NIKE products for attendance: businesses
provided clothing, shoes and money for students in need.
• Projected date of completion: ongoing
• Advisory panels have been formed for some time for each of the
program areas in the Career and Technical Departments. These panels
are comprised of members of the business community, industries, and
other local professionals who provide resources to the CTE teachers
providing information in the labor market, updates within the career
field, job shadowing opportunities, and other services and support as
requested. The Cumberland County Chamber of Commerce, other
local businesses, Tennessee Technological Center at Crossville, and
Roane State Community College in conjunction with the CTE
department will be sponsoring a Career Exploration Fair. This event
will provide a dual educational experience. Cumberland County’s 8th
grade students will have the opportunity to explore the link between
school and work along with the expectations of local businesses and
industries. Local businesses and industries as exhibitors will become
acquainted with the Tennessee Diploma Project that includes new high
school graduation requirements, career clusters, and programs of study.
• Results: Coordinated School Health (CSH) obtained local business
partners in collaborative efforts in having fresh fruits, fresh vegetables
and bottled water donated to our students and staff.
• CSH also obtained a local partnership with various health and wellness
facilities in offering free passes for staff to attend the gym at no charge.
• Collaboration with the UT Extension office in provided numerous
health and nutrition curriculums and staff training for PE teachers,
PreK teachers, 4th grade teachers.
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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.
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.
• Added and updated Coordinated School health Page and resource
information to include insurance such as CoverKids, monthly
newsletters for age appropriate levels, etc. Features school nurses and
CSH modules.
• Added and updated Pre-K site, features each pre-k classroom at each
school, keeping parents informed and providing general information
about the program.
Teacher Recruitment
• Strategy: Develop teacher recruitment team; design and order folders
for the Cumberland County School System; collect information on
Cumberland County for said folders; design and order banner/table
cover.
• Measure of progress: Attend teacher recruitment fairs; collect
applications.
• Result: Continue participation in teacher recruitment fairs.
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.
•
D.
E.
F.
17
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 Pleasant Hill’s old building.
• Result: Plan for future needs determined.
• Projected date of completion: August 2009
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 (Cumberland County High School; Stone Memorial High
School, Martin Elementary School; North Elementary School; Stone
Elementary School; Homestead Elementary School; Pleasant Hill
Elementary School; South Elementary School; Brown Elementary
School; Crab Orchard Elementary School, Pineview Elementary
School).
• Result: Maintain accreditation.
Implement Junior Reserve Officers’ Training Corps (JROTC) at both high
schools
• Strategy: Provide facility; provide funding for program facilitator.
• Measure of progress: Project approved and funded; implemented at
Cumberland County High School 2005 and at Stone Memorial High
School in August 2007.
• Result: Monitor success of program; track interest in the program.
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.
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.
•
G.
H.
I.
J.
18
Result: Writing rubric will be implemented; track writing assessment
scores for improvement.
Offer Advanced Placement (AP) courses at Cumberland County High School
and Stone Memorial High School
• 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.
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; Reading is aligned the third year
• Result: Implement an aligned curriculum.
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 Pleasant Hill – 1 class
o Pineview – 1 class
o South Cumberland – 2 classes
o Brown – 1 class
o Crab Orchard – 1 class
o Martin – 1 class
o Homestead – 2 classes
• Result: Implement preschool programs.
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.
•
K.
L.
M.
N.
19
O.
Provide academic programs to enhance, support, and supplement the
curriculum
• Strategy: Provide credit recovery programs and Summer School
Programs as needed at both high schools.
• Strategy: KinderPrep programs at each elementary school for rising
Kindergarten students each summer.
• Strategy: Summer enrichment staff development training provided
locally by both expert teachers and guest facilitators for optional days
of in service training on a multitude of academic subjects such as
Literacy, Science, Math, etc.
• Method of progress: Credit recovery has begun in English IV, Biology,
History, Government, Algebra I, and study skills.
• Result: Track the graduation rate for improvements as a result of credit
recovery and Summer School. Summer School began at Cumberland
County High School in summer 2005 and Stone Memorial High School
in 2007.
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.
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.
20
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
Goal 1: Create an All
infrastructure that will phases
continue to function
to
support
a
sustainable Divisionwide
emergency
management plan
INDICATORS OF SUCCESS
four •
•
•
•
Goal 2: Create a Preparedproactive
“all ness
hazards” emergency
management
plan
that
will
be
continuously
evaluated
and
improved
•
•
•
•
•
•
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
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
21
Goal 3: Strengthen Prepared-ness; •
and improve our Response
readiness capabilities
•
by practicing more
realistic drills
•
•
•
Goal 4: Empower Prepared-ness; •
school
and Response;
community
Recovery
responders
to
•
implement
and
•
sustain the plan
Goal 5: Improve Prevention; •
communication and Prepared-ness; •
security
in
our Response
buildings and buses
•
Goal
6:Provide Response and •
training to empower Recovery
staff to facilitate
recovery
•
•
•
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;
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
Completed lists of emergency contacts
Documentation of monthly reminders regarding
infectious disease control
Radios procured and in use by staff
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:
Cumberland County is projected to have a stable population growth over the next
two decades. Our county has an ample supply of labor that includes a substantial number of
residents who commute to Cumberland County for work.
About half the Cumberland County graduates over the past five (5) years have been
absorbed into the workforce due to new and expanding projects.
As Retail Trade, Health Care and Social Assistance and Manufacturing continue to
be the leading employers in Cumberland County, we find that the employers are being more
22
selective in their hiring by requiring the labor force to have a high school or equivalence
diploma.
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 United States. This is
primarily driven by the need to provide services to the growing baby boomer population. In
Cumberland County, the robust retirement communities have made the need even greater
for a growing healthcare industry to support the growing baby boomer population.
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:
Healthcare is the second largest growing employer category in LWIA4 with the faster
growing health care occupations being RN, EMT, Paramedics, Aides, and Orderlies.
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
Cumberland County as noted by the following information:
2007 Registered Nurses Wage: Enter-$20.30; Median-$23.93; Experienced-$28.62
Registered Nurses employment is expected to grow 2.7% from 2004-2014 which is
1% faster than job growth in total
2007 LPN Hourly Wage: Enter-$12.66; Median-$14.93; Experienced-$16.17
2007 Medical Assistants Hourly Wage: Entry-$10.18; Median-$12.18; Experienced$13.46
When these retirees age, their healthcare needs grow and change and the healthcare
industry in Cumberland County needs to grow and change too.
23
•
Advanced Manufacturing
The manufacturing industry is on the decline in Cumberland County. However, the
advanced manufacturing sector is a growing sector in Cumberland and surrounding counties.
Additionally, the advanced manufacturing sector is gaining growing importance on a national
level.
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 Tennessee Department of Labor and Workforce Development’s The
Source does provide the following data to support this discussion:
The manufacturing industry is the largest employer in LWIA4
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
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 Career Center provides employers with
reading and math level of the applicant.
Tennessee Technology Center
The Tennessee Technology Center at Crossville is fully accredited by the Council on
Occupational Education. It is governed by the Tennessee Board of Regents and is approved
for veteran’s training.
The mission of TTCU is to serve as the premier provider for
workforce development in our service area.
24
•
•
•
The Center fulfills the mission by:
Providing competency-based training of the highest quality that will qualify individuals
for employment and/or advancement in jobs.
Providing high quality training and retraining of employed workers.
Providing high quality training that is economical and accessible to residents of the
service area, thereby contributing to economic and community development of the
communities we serve.
Enrollment Statistics for 2007-2008
There are five categories of students enrolled at this school:
1. Full-time day students—Students who are preparing for employment in a given
occupation. They enroll on ground and on-line.
2. Part-time night school students—Students who are employed during the day and are
learning new skills for their present job or preparing to make a career change.
3. Specialized Contract Training for Business and Industry – These are customized classes
to meet an individual company’s specific training needs.
4. High School Students—These are focused Cumberland County High School 11th and
12th grade students enrolled in the day programs for a half day. Our young people are
given the opportunity to get a head start on a career. High school students enroll at no
cost to themselves. Over the years, several CCHS students completed the TTC program
and graduated from CCHS at the same time. Many used TTC as a good foundation or
prerequisite to college courses.
5. Adult Basic Education Students—Out of school adults needing to improve their basic
reading, math and communication with the goal of earning their GED.
Enrollment for 2007-2008:
Full Time Students:
Part Time Students:
Special Contract Students:
High School Students:
Adult Education
Online
TOTAL:
537
182
0
158
272
18
1,167
Placement:
Placement statistics are maintained on full time day students. In 2007-2008, there
were 185 graduates from the 14 programs.
The majority of these graduates found
employment with 72% of them employed in the occupation for which they were trained.
This is 4% less than the previous year and may be attributed to the local unemployment rate
currently in excess of 10%.
Even though approximately 60% of our graduates are
Cumberland County residents, most of the others consider Cumberland County their
primary source for employment.
25
Current Enrollment (Spring 2009):
Day Students:
319
Night Students:
99
Special Contract Students:
0
High School Students
82
Adult Education
70
Online
10
TOTAL:
580
Adult Education:
TTC contracts with the Tennessee Department of Labor to deliver adult basic
education training for Cumberland County. This excellent partnership allows TTC the
opportunity to have these individuals on its campus as they master their academic studies.
Our hope is that they will become comfortable in our adult setting, and after earning their
equivalency diploma, be ready to begin their technical training with us. We feel that this
merger prevents many young adults from our community from “falling between the cracks.”
After all, workforce development is what we do.
Implementation of the Building Construction Technology Program: (Priorities #1 and
#3 at 2009 Strategic Planning Workshop)
The first year of the Building Construction Technology (BCT) program has proven
successful. The program opened with 5 students and has grown to 14 as of April 2009.
The “skills lab” house project undertaken by the BCT class is near completion and will be
sold at public auction in May 2009. Proceeds are projected to cover the cost of materials for
the next house project which will begin in July 2009.
TTCC Goals for 2008-2009:
1.
Sell the Building Construction Tech (BCT) house and use the proceeds to build a
second “skills lab” house project on-site at the TTCC
2.
Modify the BCT curriculum to encompass a masonry component.
3.
Include an exit point in the BCT curriculum for “green technology training” for
weatherization technicians and home energy raters.
4.
Secure economic stimulus funds to offer night programs in Business Systems
Technology, Welding and HVAC.
26
5.
Increase dual enrollment of all high school students including at-risk, special
populations and non-traditional high school students at Tennessee Technology Center
especially in the new program area of Building Construction Technology.
6.
Review, revise and develop, where applicable, articulation agreements with secondary
partners and standardize the process for articulation with secondary partners.
Each year approximately 1,200-1,500 individuals take part in one or more training
opportunities offered at the Tennessee Technology Center. Citizens in our school’s service
area continue to strive to better educate themselves in an effort to be more employable or to
improve their station in life in the local workforce. TTCC has a website at www.ttcc.edu.
Agriculture:
Goals/Actions: Programs planned and/or conducted by the University of Tennessee
Extension Office in Cumberland County - 2005 - 2009
Adult Agriculture & Resource Development
Master Gardener Program
- Trainee development program
- Annual Spring Flower and Garden Show
- Development of area Teaching & Research Garden
- Obed River Park Arboretum
- 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
Cumberland County Livestock Producers Association
- Regular monthly educational meetings for area beef producers
- Master Beef Producer College
- Participation in the Upper Cumberland Beef Marketing Alliance
- Annual Cumberland County Livestock Producers Banquet
- Spring / Fall UT Bull & Replacement Heifer Sales
Upper Cumberland Goat Association
- Monthly meetings
- Annual “Goat Days” Field Day / Show / Sale
- Educational seminars
27
Cumberland County Fair
- 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 Cumberland County
Estate Planning Seminar for Cumberland County land owners
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
Tennessee Shapes Up – Power U Healthy
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 (Tennessee Nutrition and Consumer Education Program)
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.
28
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 Cumberland County schools in the areas of
communications, citizenship, financial management and wildlife/conservation.
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.
29
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 Cumberland County.
Crossville-Cumberland County Convention and Visitors Bureau
A.
The CVB members are appointed by the County, City, and Chamber. Those
appointments are as follows:
City
Steve Hill
06/30/2010
Jerry Harris
06/30/2011
Billy Loggins
06/30/2011
Rob Harrison
06/30/2010
County
Ralph England
06/30/2010
Ron Ramsey
06/30/2011
Janet Kluender
06/30/2011
Bill Hendrixson
06/30/2010
Chamber
Pepe Perron
06/30/2009
Glenn McDonald
06/30/2010
Alecia Dille
06/30/2009
Steve Kraft
06/30/2010
Ex Officios
Brock Hill
Beth Alexander
B.
The role of the CVB is to utilize the talents of people in the community to
augment the Chamber’s professional staff. Volunteer assistance is vital to the
marketing efforts of the CVB and Chamber.
C.
The CVB members should act as a communications team to keep interested
parties and the entire community aware of the programs underway, progress
being made and the impact of the Crossville-Cumberland County Convention
and Visitors Bureau on Cumberland County.
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.
30
•
Meetings with associations, clubs and groups in Crossville and Cumberland County and
in other areas to encourage conferences, board meetings, workshops, tournaments, etc.;
and,
•
Providing assistance for conferences/tournaments once they are secured by helping with
registration, special events, tours, etc.
Visitors:
During 2008, 37,567 vehicles passed through Crossville and Cumberland County on
Interstate 40, based on a traffic count (average daily traffic volume) provided by the
Tennessee Department of Transportation. By promoting available attractions, sites and
events and by creating additional reasons to stop in Crossville, the area should be able to
encourage at leas an additional, small percentage of these vehicles to visit the area.
Major cities throughout the country are aggressively seeking tour bus businesses and
although Crossville cannot be considered a major destination, we are located on a major
interstate between two cities, Knoxville and Nashville, which spend large sums of money
annually to attract visitors. A recent visit by the State of Tennessee Tourist Development
office to New York City, identified over 50 tour bus operators that are interested in
expanding their offerings to their clients to Tennessee, and 25% of the tour operators visited
requested new places to visit that would be considered “off the beaten track”, historic of
nature and rich in natural assets. Cumberland County has an opportunity to develop this
market opportunity.
The motor coach industry is easily identified and reached. The NTBA (National
Tour Brokers Association) has 2500 members. The ABA (American Bus Association) has
approximately 500 members.
Additional Opportunities:
Crossville and Cumberland County’s potential, with the addition of the Fairfield
Glade Community/Conference Center, for development with conferences, workshops,
seminars, etc. is primarily limited to groups less than 500 persons. Principal targets for
development are:
•
Religious groups
•
Educational groups
31
•
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:
Cumberland County continues to rank 16th in the state in travel expenditures and
first in the Upper Cumberlands. The 2007 figures were $94,410,000, up over 1.98% from
2006.
Impact of Visitors:
Visitors to Crossville and Cumberland County spend an average of $292.68 per day
when an overnight stay is necessary.
The largest event held in Crossville annually is the 127 Yard Sale.
The total
anticipated expenditures from this event are $1,053,648. Using the multiplier from three to
five times, the total impact is between $3,160,944 and $5,268,240.
The Cumberland County Playhouse is listed as one of the 50 most visited attractions
in the State of Tennessee. It is a consistent factor in the community’s economic well being,
hosting approximately 175,000 visitors annually.
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 Cumberland County. As the
national population continues to age and the growth of the Crossville area as a retirement
center continues, the importance of golf as a significant economic factor in the region is
expected to escalate.
Crossville-Cumberland County Convention and Visitors Bureau objectives are to
increase visitor revenue through the following objectives for the next three years:
a. Increase the number of visitors to Crossville and Cumberland County, including
overnight stays, with a special emphasis during off season (November through
March), and convert those visitors into consumers.
32
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 market by engaging groups and individuals
in visitor activities. Promote the Fairfield Glade Community/Conference Center.
d. Continue to promote Crossville, The Golf Capital of Tennessee, as the
image/brand identity of Crossville and Cumberland County and market as a golf
destination.
e. Provide visitor services to disseminate Crossville and Cumberland County visitor
information, encourage overnight stays, and provide friendly concierge and travel
assistance as needed to the general public.
f. Expand the group tour market by enhancing the product offerings of Crossville
and Cumberland County, especially through hands-on experiences and storytelling
and growing the itinerary selection.
g. Expand Crossville’s partnership with the wineries and eco-tourism to gain access
to niche market opportunities.
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
33
Retiree-Relocation:
In Crossville and Cumberland County, the retirement community represents
approximately 32.7% of the county’s property tax revenue. Fairfield Glade represents 22%
of the total county property tax collections and Lake Tansi at 6%, brings in over $3,325,514
in property tax revenue. The retirement communities have over 7,000 residents and the
population is growing. The retirees have had a direct impact in property tax revenue
increases since 1998 of over 25%, direct impact on bank deposits, retail sales, volunteer pool
and is non-taxing on the school system and other infrastructure.
1998 – $9,022,000
2003 – $11,863,000 (+24%)
In 1970, total real property assessment per capita in Cumberland County was about
25 percent lower than in peer counties.
In 2005, the situation was reversed, with
Cumberland more than 35 percent higher. This greater fiscal capacity can be used to either
increase spending per capita or reduce tax rates (or both), compared to peer counties.
Expenditures per capita in 2005 were significantly lower in Cumberland than in peer
counties. This is likely due, at least in part, to efficiencies associated with Cumberland’s
larger overall population level and the fact that Fairfield Glade and Lake Tansi Village
provide some public services for their residents. However, it seems clear that Cumberland
has chosen to use its enhanced fiscal capacity primarily to keep property tax rates low. While
Cumberland’s property tax rate in 1970 was about 5 percent higher than in peer counties, in
2005 it was more than 30 percent lower. Interestingly, in the survey, only about one quarter
of the In-Migration and locals expressed the belief that the influx of In-Migration had
resulted in significantly lower local property tax rates.
Source: The Long-Term Impacts of Retiree In-Migration on Rural Areas: A Case Study of Cumberland
County, Tennessee, January 2007
Retirement growth is vital to our area’s continued economic well being and has been
a huge economic boost to the county. The retiree’s economic impact has added jobs in
retail, medical and other services, revenue in retail sales, medical services and offers a large
pool of volunteers to the Cumberland County Playhouse and to the community.
34
RETIREE-RELOCATION 2009 MARKETING PLAN
OBJECTIVES
• Build a positive image of Crossville and Cumberland County as a retirement
destination
• Maintain an overall coordinated effort for retiree attraction/promotion with
participation between the Retire Tennessee program and the Crossville-Cumberland
County Chamber of Commerce
• Establish measurable benchmarks to determine program effectiveness on an annual
basis
STRATEGY I
• Track and service the requests of potential retirees interested in relocating to
Crossville and Cumberland County
ACTION PLANS
• Provide inquirers the Lifestyle publication showcasing the Crossville community
• Pursue updates of and produce marketing materials as needed
• Act as a resource to potential retirees for referral to appropriate contacts within
the community
• Maintain database and track retirement inquiries for Crossville and Cumberland
County; continue an annual report for year-to-year comparisons
• Coordinate if possible an accurate recording system in conjunction with the
resort-retirement communities
• Provide a weekly report of contacts requesting relocation information to
participating realtors
• Provide a monthly report of retirement recruitment activity to the CrossvilleCumberland County Chamber of Commerce Board of Directors
• Assist community organizations in their preparation to market the community as
a retirement location and to develop into a location that retirees would find
attractive for a retirement lifestyle
STRATEGY II
• Develop a high level of awareness of Crossville and Cumberland County as a
retirement destination through participation in trade shows and other marketing
activities
ACTION PLANS
• Produce “branding”, display design, and ads for promoting retiree recruitment in
conjunction with Retire Tennessee
• Attend and exhibit at AARP “Life @ 50 A Celebration of You” convention,
September 4-6, 2008 in Washington, D.C.
• Attend NARA (National Active Retirement Association) Conference, October 13, 2008, Myrtle Beach, South Carolina
• Attend American Association of Retirement Communities, November 4-6, 2008,
Savannah, GA
• Attend (and in conjunction with the Retire Tennessee exhibit) LiveSouth Realty
Show, February 5-7, 2009, Philadelphia, PA
35
•
•
Design and produce a retiree recruitment brochure to display at the 13
Tennessee Welcome Centers
Investigate tradeshow and mature market expo opportunities in states identified
as our market area
STRATEGY III
• Support local developers, realtors and retirement communities in their effort and
development of new prospects
ACTION PLANS
• Identify and utilize (5) member advisory committee to discuss and decide on
pertinent issues as they relate to retiree recruitment for Crossville and
Cumberland County
• Distribute leads per client request; produce promotional items utilizing
information regarding housing, medical, cost-of-living and quality-of-life
• Meet with appropriate community leaders to assist, as needed, in the
identification, development and promotion of area assets
• Identify opportunities to offer businesses related to retiree recruitment to co-op
and participate in the Chamber’s marketing effort
STRATEGY IV
• Maintain a high profile in associations where Retiree Attraction is the priority
ACTION PLANS
• Maintain membership in the American Association of Retired Persons
• Maintain membership in the American Association of Retirement Communities
• Serve on the Board of Directors of the American Association of Retirement
Communities
• Investigate and secure membership with other professional organizations dealing
with active retiree recruitment
STRATEGY V
• Develop an ongoing retiree recruitment advertising program to increase the
awareness of Crossville and Cumberland County as a retirement destination
ACTION PLANS
• Develop ads for the active adult market
• Identify co-op advertising opportunities
• Maintain a presence in major publications such as Where to Retire, Best Small Towns,
Boomtown USA, Retirement Lifestyles, and other national publications with
advertising or editorial means
• Work closely with the Retire Tennessee program as well as the Tennessee
Department of Tourist Development
• Utilize golf trade shows as a means to market to active seniors
• Utilize monthly inquiry reports to analyze cost effectiveness of advertising efforts
36
Target Market
Location:
Cumberland County
is ideally located to
capture
primary
market access from
more than seventyfive percent of the
population base in
the nation. Access to
Cumberland County
from
a
500-mile
radius is served by
major
interstate
highways
and
excellent
state
highways. Air service
is outstanding into
Nashville
Airport,
Knoxville Airport as
well as our regional
airport.
Consumer
Target
Audience:
Baby Boomers 42 –
64,
Household
income
(HHI)
$60,000,
educated
and
working
in
managerial
and
professional
occupations.
They
are making a trip of
more than one day’s
duration within the
United States in the
past
12
months,
including
business,
vacation,
weekend
travel and short trips.
37
Municipal Priorities/Infrastructure:
(Priority #1 at 2009 Strategic Planning Workshop)
City of Crossville
Goals and Objectives 2008
MANAGEMENT/LEGISLATIVE
1.
2.
3.
Take constructive action to reevaluate and realign the city’s Urban Growth
Boundary in order to ensure consistency with current growth patterns.
Complete review and publish new personnel manual.
Re-evaluate the budgetary process for all City Departments.
ECONOMIC DEVELOPMENT
1.
2.
3.
4.
5.
6.
Take necessary actions to develop and market the City-owned property in the
Chestnut Hill area into a viable industrial development site.
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.
Ensure the construction of new t-hangars at Crossville Municipal Airport.
Support community efforts, through the Retire Tennessee program to encourage
the growth of the community as a retirement destination.
Expand efforts to solidify the community’s reputation as “The Recreation
Capital of Tennessee”.
Implement the master plan for downtown revitalization and development
including the installation of new subsurface infrastructure (water, sewer and
stormwater).
STREET/ROADS
1.
2.
3.
4.
5.
Resurface 25,000 linear feet of City streets.
Install one mile of sidewalks with the City proper.
Install sidewalks and lighting around the new public library.
Install 25,000 feet of sidewalks around schools in conjunction with the State of
Tennessee’s “Safe Schools” program.
Complete acquisition of right-of-ways on phases 1 and 2 of the Northwest
Connector.
UTILITIES
1.
2.
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.
Continue the approval process to enable the rebuilding and expansion of the
Meadow Park Lake dam to ensure available water resources to the Upper
Cumberland area for at least the first half of the 21st century.
38
3.
Initiate in-house construction team to better enable City to respond to the
expansion needs of citizens.
PARKS AND RECREATION
1.
2.
3.
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.
Open the Carl T. Duer Soccer Complex and make it an integral component of
the Crossville recreation program.
Support the establishment of an independent professional baseball franchise in
Crossville.
FIRE SERVICES
1.
Establish location and initiate construction of a new (3rd) fire station.
Retail Expansion: (Priority #5 at 2009 Strategic Planning Workshop)
In Crossville and Cumberland County, the retail-service sector is our fastest growing
employment base. Some 2,620 people are employed in 205 retail businesses. They are our
largest major industry sector and represent 17% of the employment in the County.
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. Retailservice establishments not only provide jobs but the local sales tax revenue generated by the
hundreds of shops and stores in Cumberland County pay for a large share of the services
needed and enjoyed by area residents. Unfortunately, the nationwide economic downturn
has also affected Cumberland County. In 2007, over $17,173,771 in local sales tax revenues
was generated from $735,875,000 in retail sales. In comparison, in 2008, $16,717,641 in
local sales tax revenues was generated from $738,573,000 in retail sales.
We were fortunate
in that it represents only a decrease of -2.66%, which is below the decreases experienced in
communities across the nation.
Tax revenues for the first quarter of 2009 were
$3,749,622.94, which is a decrease of -4.19% over first quarter 2008. “Shop Crossville First”
campaigns will continue along with local programming aimed at educating the public on the
importance of shopping in Cumberland County.
39
LOCAL CROSSVILLE AREA RETAIL MARKET
Current Conditions
The local Crossville area retail market is defined as a fifteen mile radius from the city center.
This radius includes the areas of Crossville, Fairfield Glade, Lake Tansi, Pleasant Hill, Crab
Orchard, and most of Cumberland County.
The population of this area was 47,099 in 2000. It is estimated to be 54,311 in 2008, an
increase of 15.3% and predicted to grow by 8.5% to 58,915 by 2013.
The number of households within this area was 19,575 in 2000. It is estimated to be 23,500
in 2008, an increase of 20.1% and predicted to grow by 11.1% to 26,107 by 2013.
The average net worth of Cumberland County is $368,808.
Local Crossville Area Retail Market by Retail Store Types
The local Crossville area retail market demographics show the top three opportunity gaps
(out leakages) by retail store types to be:
Food Service and Drinking Places
Food and Beverage Stores
Motor Vehicle and Parts Dealers
$37,149,024
$33,685,463
$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
General Merchandise Stores
Health and Personal Care Stores
$30,158,301
$28,567,446
$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 market shows that gains will be made in all areas, with the greatest gains made in:
health and personal care stores; motor vehicle and parts dealers; and food service and
drinking places.
40
A complete chart of demand growth by retail store type for the local Crossville area retail
market is shown below (sorted by demand growth).
Retail Store Type
Gasoline Stations
Non Store Retailers
Furniture and Home Furnishings Stores
Electronics and Appliance Stores
Miscellaneous Store Retailers
Sporting Goods, Hobby, Book, Music Stores
Clothing and Clothing Accessories Stores
Building Material, Garden Equipment
2008 Demand
2013 Demand
$56,399,558
$183,273,081
$78,573,357
$110,053,412
$52,449,587
$20,446,137
$101,926,363
$114,050,481
$17,665,719
$22,706,821
$12,842,884
$30,600,182
$100,646,845
$87,591,397
$249,895,406
$107,136,187
$149,856,247
$66,246,176
$25,740,281
$128,054,510
$141,741,010
$21,697,604
$27,762,523
$15,662,906
$36,610,350
$119,320,311
% Demand
Growth
55.31%
36.35%
36.35%
36.17%
26.30%
25.89%
25.63%
24.28%
22.82%
22.27%
21.96%
19.64%
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 market shows that gains will be made in all areas with the greatest gains
made in: drugs, health aids & beauty aids; automotive fuels; and cars, trucks, other powered
transportation.
A complete chart of demand growth by merchandise line items for the local Crossville area
retail market is shown below (sorted by demand growth).
Merchandise Line
Drugs, Health Aids & Beauty Aids
Automotive Fuels
Cars, Trucks, Other Powered Vehicles
Meals & Snacks
Package Liquor/Wine/Beer
Optical Goods
Jewelry
Flooring & Floor Coverings
Pets, Pet Foods & Pet Supplies
Small Electric Appliances
Soaps, Detergents & Household Cleaners
Furniture & Sleep Equipment
Sporting Goods
Curtains, Draperies, Blinds, Slipcovers Etc
Computer Hardware, Software & Supplies
Audio Equipment, Musical Instruments
2008 Demand
81,272,586
81,800,214
148,484,909
75,258,587
15,860,058
1,485,294
6,713,374
6,399,217
5,489,358
2,302,785
5,956,597
13,823,167
10,229,263
5,013,273
16,313,920
6,745,933
2013 Demand
131,696,564
116,351,794
208,722,947
104,228,024
21,925,572
2,013,263
8,665,443
8,149,318
6,984,936
2,924,202
7,561,963
17,497,483
12,859,016
6,254,811
20,250,896
8,325,928
% Demand
Growth
62.04%
42.24%
40.57%
38.49%
38.24%
35.55%
29.08%
27.35%
27.25%
26.99%
26.95%
26.58%
25.71%
24.77%
24.13%
23.42%
41
Books
Alcoholic Drinks
Kitchenware & Home Furnishings
Toys, Hobby Goods & Games
Major Household Appliances
Hardware, Tools, Plumbing, Electrical
Men's Wear
Televisions, VCRs, Video Cameras
Groceries and Other Foods
All Other Merchandise
Lumber & Building Materials
Cigars, Cigarettes, Tobacco, Accessories
Footwear
Children's Wear
Sewing, Knitting & Needlework Goods
Paper & Related Products
Paint & Sundries
Photographic Equipment & Supplies
Women's Juniors' & Misses Wear
Automotive Lubricants
3,132,137
9,100,261
9,137,852
6,330,845
6,924,721
56,456,803
13,714,197
5,238,030
125,957,918
28,199,981
45,412,536
22,127,467
9,683,185
6,841,525
1,288,392
5,625,188
6,993,128
1,625,978
21,225,423
33,470,339
3,823,813
11,107,228
11,151,047
7,582,016
8,288,534
67,538,940
16,351,069
6,199,716
149,024,340
33,363,734
53,556,426
26,044,326
11,371,265
7,988,117
1,487,693
6,493,380
8,053,831
1,858,454
24,057,758
37,561,076
22.08%
22.05%
22.03%
19.76%
19.69%
19.63%
19.23%
18.36%
18.31%
18.31%
17.93%
17.70%
17.43%
16.76%
15.47%
15.43%
15.17%
14.30%
13.34%
12.22%
Local Crossville Area Retail Base Overview
The local Crossville area retail market demographics show the highest retail sales by retail
store types to be:
Gasoline Stations
$164,758,957
$140,211,712
$130,493,809
A complete chart of retail sales by retail store type for the local Crossville area retail market
is shown below (sorted by retail sales totals).
Retail Stores
Gasoline Stations
Non Store Retailers
Sporting Goods, Hobby, Book, Music
2008 Demand
(Consumer
Expenditures)
183,273,081
110,053,412
101,926,363
100,646,845
56,399,558
114,050,481
78,573,357
22,706,821
30,600,182
52,449,587
20,446,137
17,665,719
12,842,884
2008 Supply
(Retail Sales)
164,758,957
140,211,712
130,493,809
122,425,892
80,520,551
80,365,017
41,424,333
27,360,080
26,312,592
20,743,767
16,934,871
12,181,772
5,342,250
Opportunity
Gap/Surplus
18,514,124
(30,158,301)
(28,567,446)
(21,779,048)
(24,120,993)
33,685,463
37,149,024
(4,653,258)
4,287,590
31,705,820
3,511,266
5,483,947
7,500,634
42
Local Crossville Area Retail Market Local Household Spending Overview
Demographics of the local Crossville area retail market indicate that the top three consumer
expenditures by merchandise line items are:
Cars, Trucks, Other Powered Transportation
Automotive Fuels
$148,484,909
$125,957,918
$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
Automotive Fuels
Meals & Snacks
Men's Wear
Sporting Goods
Footwear
Alcoholic Drinks
Paint & Sundries
Children's Wear
Jewelry
Televisions, Video Recorders, Video Cameras
Books
2008 Demand
(Consumer
Expenditures)
148,484,909
125,957,918
81,800,214
81,272,586
75,258,587
56,456,803
45,412,536
33,470,339
28,199,981
22,127,467
21,225,423
16,313,920
15,860,058
13,823,167
13,714,197
10,229,263
9,683,185
9,137,852
9,100,261
6,993,128
6,924,721
6,841,525
6,745,933
6,713,374
6,399,217
6,330,845
5,956,597
5,625,188
5,489,358
5,238,030
5,013,273
3,132,137
2,302,785
1,625,978
2008 Supply
(Retail Sales)
131,363,487
136,416,078
93,807,135
86,312,361
43,247,109
65,755,194
58,577,595
29,643,226
24,883,133
23,204,759
19,949,052
10,022,071
12,478,363
11,079,881
12,515,811
7,302,781
13,421,321
10,108,620
4,629,603
6,454,390
5,861,792
6,210,119
5,267,394
3,851,610
5,539,812
4,996,546
6,140,380
6,973,652
4,523,590
3,955,065
4,389,202
3,573,200
2,746,638
2,189,604
Opportunity
Gap/Surplus
17,121,422
(10,458,160)
(12,006,921)
(5,039,776)
32,011,477
(9,298,392)
(13,165,059)
3,827,113
3,316,848
(1,077,292)
1,276,371
6,291,849
3,381,695
2,743,286
1,198,386
2,926,482
(3,738,137)
(970,768)
4,470,657
538,738
1,062,929
631,406
1,478,539
2,861,764
859,405
1,334,299
(183,784)
(1,348,464)
965,768
1,282,965
624,071
(441,062)
(443,853)
(563,626)
43
Optical Goods
1,485,294
1,288,392
845,047
839,965
640,246
448,426
Summary of the Local Crossville Area Retail Market
Overall the local Crossville area retail market is predicted to grow by 30.58% from 2008
through 2013. The current retail market data shows an overall gap, or out leakage, and
specific areas can be addressed due to these gaps. These opportunity gaps can be broken
down by both merchandise line items and retail store types.
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: supermarkets, convenience stores,
specialty food stores; and motor vehicle and parts dealers including: automotive dealers,
other motor vehicle dealers, and automotive parts/accessories, tire stores.
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 market is defined as all of Cumberland County and all or
parts of the surrounding counties. This area includes Van Buren, White, Putnam, Jackson,
Overton, Fentress, Morgan, Roane, Rhea and Bledsoe counties and includes the following
zip codes:
Zip Code
City
Zip Code
City
37321
37332
37338
37373
37381
37726
37763
37829
37854
37887
38542
Dayton
Evensville
Graysville
Sale Creek
Spring City
Deer Lodge
Kingston
Oakdale
Rockwood
Wartburg
Allred
37327
37337
37367
37379
37723
37748
37770
37840
37872
38504
38543
Dunlap
Grandview
Pikeville
Soddy Daisy
Crab Orchard
Harriman
Lancing
Oliver Springs
Sunbright
Allardt
Alpine
44
38553
38555
Clarkrange
Crossville
38554
38556
Crawford
Jamestown
38558
38570
Crossville
Livingston
38565
38571
Grimsley
Crossville
38572
38578
Crossville
Pleasant Hill
38574
38580
Monterey
Rickman
38583
Sparta
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 market demographics show the top three opportunity
gaps (out leakages) by retail store types to be:
$476,657,011
$169,352,518
$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
market are in the retail store types of:
Gasoline Stations
$37,574,848
$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 market shows that gains will be made in all areas with the greatest gains made in:
health and personal care stores; food service and drinking places; and motor vehicle and
parts dealers.
45
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
Gasoline Stations
Non Store Retailers
2008 Demand
249,465,159
365,465,032
902,567,564
529,040,894
95,867,807
249,534,164
489,155,231
536,777,642
85,403,250
107,812,412
63,922,277
156,536,914
475,404,488
2013 Demand
373,153,609
481,674,795
1,187,923,662
691,681,516
117,490,880
303,875,076
591,738,707
641,394,021
101,532,694
127,421,220
75,410,991
181,737,613
545,910,559
% Demand
Growth
49.58%
31.80%
31.62%
30.74%
22.56%
21.78%
20.97%
19.49%
18.89%
18.19%
17.97%
16.10%
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 market shows that gains will be made in all areas with the greatest gains made
in: drugs, health aids and beauty aids; automotive fuels; and cars, trucks, other powered
transportation.
A complete chart of the demand growth by merchandise line items for the Crossville total
regional retail market is shown below (sorted by demand growth).
Merchandise Line
Automotive Fuels
Meals & Snacks
Optical Goods
Jewelry
Sporting Goods
2008 Demand
353,354,229
393,305,970
736,067,559
71,091,171
351,525,518
7,142,987
31,870,440
30,190,214
64,968,257
29,343,681
10,704,343
26,171,419
23,575,394
51,104,724
79,970,299
41,836,549
2013 Demand
553,392,045
537,323,997
998,567,571
95,085,966
470,067,623
9,426,267
40,605,849
37,473,464
79,984,789
36,096,970
13,135,915
32,017,899
28,670,608
62,085,792
96,297,898
50,006,965
% Demand
Growth
56.61%
36.62%
35.66%
33.75%
33.72%
31.97%
27.41%
24.12%
23.11%
23.01%
22.72%
22.34%
21.61%
21.49%
20.42%
19.53%
46
Alcoholic Drinks
Books
Men's Wear
Footwear
Children's Wear
Paint & Sundries
33,852,463
40,635,012
16,347,035
31,172,603
32,479,982
267,384,665
70,138,070
131,587,268
213,719,597
25,610,674
598,658,348
51,073,368
35,249,750
110,269,382
31,362,104
6,203,774
27,031,665
7,973,913
113,183,617
160,796,796
40,248,017
48,214,729
19,338,885
36,338,244
37,669,587
308,923,300
80,733,898
150,779,607
244,861,098
29,225,323
682,321,585
58,053,071
39,912,870
123,927,263
35,117,879
6,933,851
30,141,812
8,870,426
125,382,954
173,711,356
18.89%
18.65%
18.30%
16.57%
15.98%
15.54%
15.11%
14.59%
14.57%
14.11%
13.98%
13.67%
13.23%
12.39%
11.98%
11.77%
11.51%
11.24%
10.78%
8.03%
Crossville Total Regional Market Retail Base Overview
The Crossville total regional retail market demographics show the highest retail sales by retail
store types to be:
Gasoline Stations
$566,615,742
$446,192,495
$425,910,553
A complete chart of the retail sales by retail store type for the Crossville total regional retail
market is shown below (sorted by retail sales).
Retail Stores
Gasoline Stations
Non Store Retailers
2008 Demand
(Consumer
Expenditures)
529,040,894
489,155,231
902,567,564
536,777,642
475,404,488
249,465,159
365,465,032
249,534,164
107,812,412
95,867,807
156,536,914
85,403,250
63,922,277
2008 Supply
(Retail Sales)
566,615,742
446,192,495
425,910,553
367,425,124
313,316,886
254,875,841
203,180,840
62,718,175
60,214,044
42,705,199
40,496,436
24,982,975
17,882,441
Opportunity
Gap/Surplus
(37,574,848)
42,962,736
476,657,011
169,352,518
162,087,602
(5,410,682)
162,284,192
186,815,989
47,598,368
53,162,608
116,040,478
60,420,275
46,039,836
47
Crossville Total Regional Retail Market Household Spending Overview
Demographics of the Crossville total regional retail market indicate that the top three
consumer expenditures by merchandise line items are:
Automotive Fuels
$736,067,559
$598,658,348
$393,305,970
A complete chart of consumer expenditures by merchandise line items for the Crossville
total regional retail market is shown below (sorted by consumer expenditures).
Merchandise Line
Automotive Fuels
Meals & Snacks
Men's Wear
Sporting Goods
Footwear
Alcoholic Drinks
Children's Wear
Jewelry
Paint & Sundries
Books
2008 Demand
(Consumer
Expenditures)
736,067,559
598,658,348
393,305,970
353,354,229
351,525,518
267,384,665
213,719,597
160,796,796
131,587,268
113,183,617
110,269,382
79,970,299
71,091,171
70,138,070
64,968,257
51,104,724
51,073,368
41,836,549
40,635,012
35,249,750
33,852,463
32,479,982
31,870,440
31,362,104
31,172,603
30,190,214
29,343,681
27,031,665
26,171,419
25,610,674
23,575,394
16,347,035
10,704,343
7,973,913
2008 Supply
(Retail Sales)
341,858,433
520,469,733
392,984,500
281,028,860
212,994,137
186,158,397
135,209,605
87,631,377
63,543,354
52,448,825
84,485,079
19,525,514
50,043,656
33,108,017
28,939,359
23,141,456
35,993,363
30,043,713
16,779,978
19,021,365
12,758,891
14,784,980
11,665,328
17,894,733
17,341,688
14,356,835
23,785,438
25,150,278
15,652,473
11,217,892
14,690,136
10,441,530
9,081,659
7,185,945
Opportunity
Gap/Surplus
394,209,126
78,188,615
321,470
72,325,369
138,531,381
81,226,268
78,509,992
73,165,419
68,043,914
60,734,792
25,784,303
60,444,785
21,047,515
37,030,053
36,028,898
27,963,268
15,080,005
11,792,836
23,855,034
16,228,385
21,093,572
17,695,002
20,205,112
13,467,371
13,830,915
15,833,379
5,558,243
1,881,387
10,518,946
14,392,782
8,885,258
5,905,505
1,622,684
787,968
48
Optical Goods
7,142,987
6,203,774
2,547,024
2,553,179
4,595,963
3,650,595
CROSSVILLE RETAIL MARKET CURRENT CONDITIONS AND
PREDICTIONS
The current conditions of the Crossville retail market remain essentially steady. There have
been some store closing, Goody’s in particular, that will have an impact on retail conditions.
But a campaign drive by the Crossville-Cumberland County Chamber of Commerce held
February 9 – 11, 2009 showed new small businesses being started. This was also evident by a
steady number of new business licenses issued in both Crossville and Cumberland County
during 2008.
Cumberland County local option sales tax revenues generated for 2008 showed a 7.15%
increase over 2007 sales tax revenues.
Feedback from several retailers contacted in late 2008 and early 2009 indicate that they are
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
Cumberland County. The hope is that in late 2009 or early 2010 retail will begin to increase
and regain any ground that may have been lost. It is also hoped that retail operations around
Interstate exits will increase.
CROSSVILLE ASSETS AND LIABILITIES
Assets
Internal (Can be
changed
or
influenced,
often relatively
quickly)
External
(Cannot
changed
influenced)
be
or
Golf Capital of Tennessee
Retirement population
Population average net worth
Availability of workforce
Cost of living
Property tax rate
Availability of retail space
Cumberland Business Incubator
City/County infrastructure
Distinctive downtown
Bypass will relieve congestion
Climate
Atmosphere
History
Liabilities
Downtown merchant association needs to be
formed
Limited diversity of retail stores
Availability of public transportation
Downtown revitalization needed
Unemployment rate
Number of road lanes though town
Demographics on paper
Average income level
Minutes from regional malls
Proximity of Cookeville and Knoxville
49
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;
Developer Seminar
•
•
•
•
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.
This could be set up by the Crossville-Cumberland County Chamber of Commerce.
Estimated completion date: May 2009
Franchise Seminar
•
•
•
•
•
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.
Estimated completion date: June 2009
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
market. Retailers that offer existing and new retail products under one roof may also
be considered for an incentive.
Incentives would only be available for new or increased sales taxes. Relocating sales
taxes would not qualify.
50
•
•
•
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 Cumberland County
governments.
Estimated completion date: September 2009
Roane State Community College Presentations
•
•
•
•
•
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”.
Estimated completion date: April 2009
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.
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 marketing materials that differentiate Crossville from
other cities.
- 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 Roane State Community College and the
graduates who may be looking for business opportunities.
- As stated above this would help provide information to possible new
business owners.
Estimated completion date: June 2009
51
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.
Estimated completion date: Ongoing throughout 2009
National Brand Retail Recruiting to Crossville and Cumberland County
Begin recruiting national brand stores including outlet type stores for locations in Crossville
and Cumberland County including the Crossville Outlet Center.
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.
Estimated completion date: Ongoing throughout 2009
52
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
Cumberland County.
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 Tennessee Program and increased
infrastructure focus using Downtown Main Street Master Plan.
• Installation of traffic signals (TDOT) – I-40/Genesis Road interchange.
(Estimated Completion Date – August 2009)
• Finalize design process, begin ROW acquisitions, NW Connector, Phases II and
III; complete construction Phase III.
• Complete construction of the Holiday Lake spillway/bridge project. (Estimated
Completion Date – April 2009)
• Re-route and expand water line(s), Miller Avenue to Cleveland Street.
• Complete construction of sewer distribution system to Cumberland Mountain
State Park, Hwy 127S area. (Estimated Completion Date – August 2009)
• Proceed with technology upgrade to increase sewer treatment capacity in City
wastewater treatment facility.
• Conduct study/analysis, I & I of sewer system.
• Continue planning and permitting process for Meadow Park Lake Dam repairs and
impoundment expansion.
• Bid and construct Cumberland Cove/Cumberland Lakes water line(s) expansion
project (Catoosa). (Estimated bid date – June 2009)
• Acquire funding and engineering to size waterline service out Highway 70N
(Catoosa).
• Complete planning, including site selection, for third fire station.
• Continue development and acquire funding for construction of Main St.
infrastructure and revitalization plan
• Complete new 30,000 s.f. library (Estimated Completion Date – July 2009)
• Construct sewer treatment plant in Pleasant Hill community
• Construct new waterline from Billy Goat Lake to serve West Cumberland Utility
District
53
•
•
•
•
•
•
•
•
•
•
•
•
•
Secure sheriff’s substation in Pleasant Hill
Complete construction of new nursing home in Pleasant Hill (Estimated
Completion Date – 2010)
Secure financing for construction of small library, including computer lab, in Crab
Orchard
Plan and finance sewer to Crab Orchard Elementary School
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
Justice Center expansion
Plan, design, construct waterline extensions throughout County
Complete county-wide communications system (Estimated Completion Date –
mid-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
Cumberland County.
•
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
54
•
Expansion of “recreation” branding for soccer, fishing, baseball, softball, etc.
•
•
Complete design and construct Big South Fork Visitor’s Center
construction start – late 2009)
Recruit healthcare professionals
•
Work toward resolving federal issues with urban/rural medicare reimbursement
(estimated
rates
3.
Provide stronger focus in local education arena for more technical
workforce skills and maintaining strong partnerships between postsecondary programs.
•
Complete sewer projects at North Cumberland and Pleasant Hill elementary
schools
•
Continue energy sustainability curriculum, utilizing Otter Patrol
•
Plan and construct energy retrofits for school buildings
•
Plan and construct building programs at Pleasant Hill (new section) and
Cumberland County High School (renovation)
•
Plan and construct new elementary school in Baker’s Crossroads
•
Continue work towards increasing graduation rate
•
Continue Phoenix School as an alternative education program
•
Continue vocational education with Tennessee Technology Center
•
Continue adding life skills program to two schools each year
•
Continue vocation education with nursing homes and Tennessee Technology
Center
•
Add night full-time programs at Tennessee Technology Center
•
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 Adult High School for students age 16-17
• Method of progress: Build facility to accommodate approximately 200
students. Identify students at risk of not graduating (16 and 17 year old
students with fewer than 10 of the required 27 credits to graduate). Develop
curriculum rich in technology so that graduating students will possess the
55
•
•
II.
skills needed for work. Identify 20 required credits for graduation. Set a flex
schedule from 6:00 a.m. to 7:00 p.m. to meet individual needs of students.
Results: Track graduation rate
Projected date of completion: Will begin August 2007 and continue ongoing
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).
• 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 Crab Orchard Elementary Schools.
•
•
•
•
•
•
•
•
Strategy: Provide Personal Academic and Career Excellence (PACE)
to all freshmen.
Method of progress: Apply for federal grant, train teachers
Results: Track student progress
Projected date: Implement August 2007
Results: Initiation of this course into the Freshman Academy was
postponed until the school year 2009-2010 to allow for the final course
standards to be finalized and the use of Career Management Success
(CMS) course was continued. Information from the State DOE
indicates that CMS will be moved to the Middle grades for the 20092010 school year or eliminated from the curriculum. With the new
requirement for Personal Finance and the Final PACE curriculum
implementation, consideration will be given to allowing freshmen to
choose between PACE and JROTC as a Freshman Academy course to
improve promotion rates.
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
56
completion is expected and appears to be occurring. Final measure will
be available with the release of the 2008 TDOE Report Card.
•
•
4.
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 in the fall of 2008.
Results: The comparative analysis for graduation rates in Cumberland
County according to the TDOE report Card is:
System rate = 76.5% CTE Completers=93.96%
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 Plateau Partnership Park has been developed and is online.
•
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.
57
Expansion of industrial sites.
•
Plateau Partnership Park (PPP is a large tract of land to be utilized for the
acquisition of carefully selected industrial employers. The PPP is a partnership
with Roane County and Morgan County wherein each County Commission has
appropriated $2.5M.
o Certificate of Need and Public Purpose and Necessity was approved in August
2007
o 781 acre Westel site and 304 Rockwood Airport site purchased in January 2008
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.
•
Chestnut Hill Industrial Park – Continue planning by City of Crossville
5.
Increase awareness and local support for small business development
thru local incubator program and expansion of the local retail downtown
revitalization in the Main Street area.
• Cumberland Business Incubator
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 Cumberland County has applied for Congressional appropriation for first year
operations funding
o Construction will utilize EDA funds, USDA-Rural Development funds, and
local funds committed by City of Crossville and Cumberland County
•
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.
58
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 Main Street area
•
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
•
•
Expand marketing program for TN Women’s Open state-wide with new location
at Fairfield Glade
Participate in more recruiting trips with State of Tennessee
59

A 5-year Development Plan

Transcription

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