draft ceds2012 revised - nado.org clinic. the warc operates a revolving loan fund and immediately...
TRANSCRIPT
2012-2016
A FOUNDATION FOR PROSPERITY: BUILDING THE CORNERSTONES OF RESILIENCE
West Alabama Regional Commission P. O. Box 509 Northport, Alabama 35476-0509 (205) 333 2990 www.warc.info
THE WEST ALABAMA ECONOMIC DEVELOPMENT DISTRICT COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY
A FOUNDATION FOR PROSPERITY: BUILDING THE CORNERSTONES OF RESILIENCE
The “Comprehensive Economic Development Strategy” is one of the requirements of the Economic Development Administration under its Economic Development District (EDD) program. West Alabama Regional Commission has been an EDD since 1989. The strategy is updated annually by staff and a committee of individuals who represent both the public and private sectors in West Alabama. A draft is posted on the WARC website for review and comment and formally approved by the West Alabama Regional Commission Board of Directors. The strategy is for use as a guide to improving all aspects of economic development in the region.
This document is posted at
http://warc.info/index.php/planning‐a‐development/documents
For information regarding this document, please contact Cory Johnson West Alabama Regional Commission
4200 Hwy 69 North P. O. Box 509
Northport, AL 35476‐0509 Telephone: 205‐333‐2990
Fax: 205‐333‐2713 Email: [email protected]
Date Adopted: September 20, 2012
The West Alabama Economic Development District Comprehensive Economic Development Strategy is funded through a grant from the Economic Development Administration.
CONTENTS
I Introduction 1
Purpose of the Plan 1
CEDS Strategy Committee 1
Planning Process and Participation 2
Public Review 2
II The District and its Economy 3
Developments and Trends 3
The District 6
The Economy 23
III A Regional Introspective 29
An Analysis of Issues and Opportunities 29
Implications for Moving the Region Forward 36
IV Development Strategy 39
A Foundation for Prosperity: Building the Cornerstones of Resilience 39
Vision, Mission and Strategic Goals 39
V Implementation Plan 41
Performance Measures 41
Annual Accomplishments 42
Appendices:
A. CEDS Committee A‐1 B. Economic Development Partners and Resources B‐1 C. District II Innovation Index C‐1 D. State, Regional and Local Plans D‐1 E. Suggested Projects and Programs E‐1
SECTION I: INTRODUCTION
Purpose of the plan The “Comprehensive Economic Development Strategy”
(CEDS) is a requirement of the Economic Development Administration (EDA) under its Economic Development District (EDD) program. The West Alabama area, known as the West Alabama Economic Development District II, (also referred to as “the District” or “the Region”) is composed of seven counties. They are Bibb, Fayette, Greene, Hale, Lamar, Pickens and Tuscaloosa. The West Alabama Regional Commission (WARC), whose member counties mirror those of the EDD, serves as the Planning Organization that develops and maintains the District II CEDS.
Development of a regional CEDS provides a platform for a
continuous economic development planning process that brings together public and private sector partners to establish regional goals, establish investment priorities and otherwise advance the resilience and competitiveness of the region. The strategy is updated annually, posted on the WARC website (www.warc.info) for review and comment, and formally approved by the West Alabama Regional Commission Board of Directors. The strategy serves as a guide to improving all aspects of economic development in the District.
An EDA approved CEDS is required in order for local governments to qualify for federal
investments under the Public Works and Economic Development Act of 1965. EDA investments are intended to promote and complement additional investments from private sources in areas suffering from economic dislocation due to changes in global competitiveness, economic distress, or sudden and severe job loss.
The EDA requires a new CEDS every five years. The 2012 CEDS serves as the District’s new five‐year plan. Over the next five years WARC staff along with the CEDS Strategy Committee will review the economic trends in the region and determine if modifications to the plan are needed. Any identified changes to the plan can be accomplished through amendments adopted by the WARC Board of Directors.
CEDS Strategy Committee The Strategy Committee is the entity identified by the Planning Organization as responsible for
developing, revising, or replacing the CEDS. The composition of the Strategy Committee includes at least one member from each county and includes representatives from among public officials, community leaders, economic developers, workforce development, education, minority groups, labor groups and private individuals. Per EDA requirements the committee members represent the main economic interests of the region and include Private Sector Representatives as a majority of its membership. The
An EDA approved CEDS is required in order for local governments to qualify for federal investments under the Public Works and Economic Development Act of 1965. EDA investments are intended to promote and complement additional investments from private sources in areas suffering from economic dislocation due to changes in global competitiveness, economic distress, or sudden and severe job loss.
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West Alabama Regional Commission Board of Directors serves as the CEDS Strategy Committee. The membership of the Committee is listed in Appendix A.
The functions of the Strategy Committee include promoting, planning and executing programs
and projects that will provide jobs, increase family incomes and improve social and economic conditions of the District. The committee may divide into sub‐committees and meet during the year on special projects. The West Alabama Regional Commission is responsible for assisting the CEDS committees to carry out their development programs.
Planning Process and Participation
The development of the 2012 CEDS was carried out by the Strategy Committee and WARC staff with assistance and public involvement from stakeholders throughout the District. Three public meetings were held during the months of April and May of 2012 to facilitate the planning process and gather input for the plan. The meetings were publicly advertised in local newspapers throughout the region. Additionally, an email distribution list of stakeholders from each county was developed and a series of direct notices about the meetings was delivered.
Public Review
This document was made available for public review and comment by email notification to the
stakeholders, placement on the WARC web page and by posted notice in the WARC offices during the month of August 2012.
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SECTION II: THE DISTRICT AND ITS ECONOMY
Developments and Trends The past five years have been marked by a number of events that have shaped the district. The
Great Recession that began in late 2007, created by the housing market crash, kicked off an overall economic downturn in the District. While the housing market slowed markedly and losses in home values occurred in the District, foreclosures did not escalate to the degree present in other parts of the country. Slowdowns and reductions in employment were seen in several sectors – including some large manufacturers such as Mercedes and B. F. Goodrich. Some lay‐offs were temporary and workers were re‐hired as conditions improved. Many manufacturers in the District, however, did not survive. The following companies closed taking a total of 589 jobs with them: Delta apparel, Marathon, Northriver Apparel, and Berry Wood products in Fayette County; Deer Valley Homes and American Non‐woven in Lamar County; Erosion Control Systems in Pickens County; and Graphic Packaging International and RadiciSpandex Corporation in Tuscaloosa County. Increases in unemployment and financial uncertainty paralyzed investors and banking institutions making jobs and capital hard to come by. The Federal Stimulus programs provided some relief to the State and the District but the temporary nature of the benefits only postponed the inevitable. The State ultimately declared proration in the General fund and Education Trust fund budgets.
The next challenging event was the unexpected and unparalleled Deepwater Horizon Oil Spill.
The explosion of the oil rig occurred on April 20, 2010 spilling oil into the Gulf of Mexico every day thereafter until September 19, 2010. The Gulf and about 665 miles of coastline were contaminated by approximately 4.9 million barrels of oil. The government banned fishing in 88,522 square miles, comprising 37 percent of federal waters in the Gulf. The impact spread beyond the coastal communities and further impaired the economic recovery of the State and the District. Yet, by far, the most significant and devastating event in the District has been the Tornado Outbreak of April 2011. The event was catastrophic at a statewide level. On two days, April 15th and April 27th, a record 98 tornadoes touched down in the State leaving 244 dead, thousands injured and losses in the billions of dollars. In West Alabama, tornadoes touched down in six of seven counties in the District. But, it was the tornadoes of April 27th that caused the majority of damage, especially in Tuscaloosa County and the City of Tuscaloosa. Sixty‐three people in the District lost their lives. Houses, businesses and critical facilities were gone in a matter of minutes, entire neighborhoods and communities were completely destroyed. The economic engine of the region, Tuscaloosa County, saw 650 businesses damaged or destroyed, directly affecting 6,200 employees. The silver lining was that the University of Alabama and DCH Regional Hospital were spared along with most of the major manufacturers in the District, including Mercedes. Commercial districts were the hardest hit areas and included shops, gas stations, and services such as Emergi‐Care, a local healthcare clinic. The WARC operates a revolving loan fund and immediately made loans to help local
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businesses, including Emergi‐Care, to quickly re‐open and put 80 people back to work and create 20 new jobs.
Much has been gained by the District’s recent experience – local leaders rose to the occasion and performed with a grace that equaled the magnitude of the event itself. Lessons were quickly learned and plans promptly prepared. Recovery and rebuilding, in full swing, have brought down unemployment in the District. More importantly, however, the experience underscores the need to reduce vulnerability to natural disasters and proactively pursue preparedness and mitigation planning, especially implementation, in order to protect lives and property. Protecting the “livelihood” of residents also emerged as essential to recovery. It is crucial that businesses participate in efforts to minimize impacts to the economy as losses in the commercial sector cripple a community’s ability to bounce back after a disaster. To help, the WARC developed a Ready Business Preparedness Toolkit tailored to each county and conducted training sessions for businesses in the District. The toolkit provided a sample preparedness and continuity of operations plan, support materials and a listing of local emergency resources. The toolkits are available on the WARC website at http://warc.info/index.php/planning‐a‐development/documents.
Despite the recent setbacks the District has faced, there have been some very positive
developments that will greatly benefit the District’s economy in coming years.
Mercedes Benz (Tuscaloosa) – Announced expansion to add production of the C‐Class (2014) 1,000 jobs. Will produce new 5th model (2015) 400 jobs, $2.4 billion total investment. Third shift added – first in 18 year history. Supplier News: Lear Corp. – new, $19.6 million plant, 150 jobs. ZF Lemforder – expansion, $14.6 million, 85 new jobs. Brose Tuscaloosa, Inc. – Expansions: $26.4 million, 112 jobs, and $19.5 million, 94 jobs. BLG Logistics – $4.9 million, 30 jobs.
University of Alabama (Tuscaloosa) – 2011 student enrollment just under 32,000. Completed projects include: new student housing, classroom and research buildings; new nursing building; Foster Auditorium and other buildings renovated; addition to Bryant Denny Stadium; 2,000 new parking spaces. Purchased Bryce Hospital campus in 2010 and have incorporated the area into the campus master plan.
Walter Energy announces new Blue Creek Energy project (Tuscaloosa) – the new 20,400 acre underground coal mine in northeast Tuscaloosa County has an estimated 120 million tons of coal reserves with estimated production of 3 million tons per year of low sulfur metallurgical coal. The project will consist of a $1.2 billion investment, adding a new rail in Fayette County ($25 million – 8 miles), a barge loading facility in Walker County and a loading facility at the Port
of Mobile (500 jobs total.) Operations slated to begin in 2018.
Aliceville Federal Prison (Pickens) – The $250 million facility will house 1,500 medium‐security female inmates and create 350 jobs. Construction on the facility will be completed in 2012.
Aliceville Prison, source: Caddell Construction Company
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Throughout the District, numerous local community and economic development projects were completed. New or expanding companies include Lone Star Saw Mill (Fayette), Alabama Protein Products, Castlebrook Creamery (Hale), Steel Dust Recycling plant and expansion, Alabama Automation plant (Lamar), Westervelt Renewable Energy’s new pellet plant (Pickens), Hunt Oil Refinery expansion (Tuscaloosa). Other completed projects were completed to rehab infrastructure, upgrade vehicles/equipment for emergency first responders and law enforcement, acquire industrial sites, construct speculative buildings, improve healthcare facilities, construct storm shelters and add sidewalks near area schools. The municipalities of Aliceville, Berry, Fayette and Greensboro have undertaken Downtown Revitalization projects and the cities of Fayette and Moundville completed comprehensive plans. A new Federal Courthouse was completed in Tuscaloosa, and Moundville Archaeological Park completed a major museum renovation. Other important activities include the formation of the C‐3 Economic Development Alliance (Fayette, Lamar and Marion counties), the completion of GIS water system mapping by WARC in Bibb, Fayette, Greene, Hale, Lamar and Pickens counties and the soon‐to‐be‐open West Alabama Birding Trail that will join the State’s birding trail system.
Several trends were established in West Alabama over the past several decades that will influence the District’s ability to prosper. Improvement is being seen in some trends for the district as a whole, but in spite of this, many of the trends continue to persist for the majority of counties on an individual basis. Some of the more important trends are:
A trend of out‐migration continues in all counties except Bibb and Tuscaloosa. An aging population, especially in the rural areas, has become an additional factor that will affect the capacity of the District’s work force.
The District’s population continues to have a low level of education. Graduation rates, while somewhat
improved, still lag behind the State. Several of the schools in the District are not meeting annual yearly progress goals.
A large percentage of the District’s residents are in the low‐income category. One of the factors used in
the Appalachian Regional Commission (ARC) “Distressed County” program is income. During FY 2012, only Hale County was classified as distressed by ARC. For FY 2013 Hale and Pickens will be classified as distressed. Greene, Hale and Pickens, are included under the Delta Regional Authority program and all three are classified as distressed by DRA.
A large number of the low skilled jobs have disappeared throughout the District and have not been replaced.
Several municipalities need improvements/expansions to their water and sewer systems and several of
the smaller municipalities still need sewer service. This lack of capacity continues to be a hindrance to both community and economic development.
Several central business districts, especially in the rural counties, have been in a prolonged state of
decline and need to be revitalized in order to contribute to the District’s overall economy.
A large percentage of the homes, particularly in the rural areas, of the District continue to be unsound. A shortage of sound housing continues in the District, especially for low‐income residents.
Counties in the District have been working to reverse these trends, with some success; however,
much work remains to be done to reach parity with the State and Nation. These factors are important as they limit the District’s competitiveness and hinder economic development opportunities.
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THE DISTRICT Geography
The seven counties that make up the West Alabama Economic Development District – Bibb, Fayette, Greene, Hale, Lamar, Pickens, and Tuscaloosa ‐ have a combined area of 5,350 square miles. The region is located in the west‐central part of Alabama and includes the Black Belt designated counties of Greene, Hale and Pickens.
Urban/Rural Land Area and Population Density Land Area Population
Total (sq. miles)
Pct. Urban
Pct. Rural
Total Pct. Urban
Pct. Rural
Density (per sq. mile)*
District II* 5,350 2.0 98.0 293,927 53.5 46.5 54.9
Bibb 623 1.2 98.8 22,915 31.7 68.3 36.8
Fayette 628 0.5 99.5 17,241 19.8 80.2 27.5
Greene 647 0.0 100 9,045 0.0 100 14
Hale 644 0.3 99.7 15,760 10.8 89.2 24.5
Lamar 605 0.0 100 14,564 0.0 100 24.1
Pickens 881 0.0 100 19,746 0.0 100 22.4
Tuscaloosa 1,322 7.3 92.7 194,656 74.5 25.5 147.2 Source: U.S. Census Bureau, 2010 Census of Population, U.S. Department of Commerce. *WARC calculation.
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Population
After steady growth until about 1940 the population of West Alabama declined in the 50’s and 60’s. During the 1970’s all counties except Hale experienced growth while in the 80’s only Bibb and Tuscaloosa counties grew. During the 1990’s, all counties experienced gains except Greene County. Upon release of the 2010 Census, only Bibb and Tuscaloosa showed gains since the 2000 Census, the majority of which is attributed to growth in Tuscaloosa. Of the counties that lost population Fayette, Greene, Lamar, and Pickens counties have dropped below 1990 levels. The District is growing at a faster rate than the State.
DISTRICT II POPULATION CHANGE
%Change*
2000 2010 '00‐'10
Alabama 4,447,100 4,779,736 7.5
District II* 268,208 293,927 9.6
Bibb 20,826 22,915 10.0
Fayette 18,495 17,241 ‐6.8
Greene 9,974 9,045 ‐9.3
Hale 17,185 15,760 ‐8.3
Lamar 15,904 14,564 ‐8.4
Pickens 20,949 19,746 ‐5.7
Tuscaloosa 164,875 194,656 18.1
Source: U. S. Census ‐ *Calculations by WARC
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DISTRICT II POPULATION 2000‐2010 and PROJECTIONS 2015‐2035
Census Change 2010‐2035
2000 2010 2015 2020 2025 2030 2035 Number Percent
Alabama 4,447,100 4,779,736 4,977,868 5,169,760 5,351,348 5,515,749 5,662,470 882,734 18.5%
District II* 268,208 272,070 303,002 311,749 320,051 327,653 334,591 40,664 14.9%
Bibb 20,826 22,915 24,768 26,526 28,163 29,687 31,103 8,188 35.7%
Fayette 18,495 17,241 17,338 17,365 17,340 17,255 17,130 ‐111 ‐6.4%
Greene 9,974 9,045 9,004 8,956 8,918 8,869 8,819 ‐226 ‐2.5%
Hale 17,185 15,760 16,473 17,144 17,761 18,338 18,857 3,097 19.7%
Lamar 15,904 14,564 14,610 14,626 14,627 14,606 14,567 3 0.0%
Pickens 20,949 19,746 19,933 20,120 20,310 20,481 20,652 906 4.6%
Tuscaloosa 164,875 194,656 200,876 207,012 212,932 218,417 223,463 28,807 14.8%
Source: U.S. Census Bureau and Center for Business and Economic Research, The University of Alabama, June 2011.
*WARC Calculation.
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Education
The educational attainment level of the population is important from an economic as well as a social aspect, in that the educational level of the people is directly related to skills, productivity and flexibility of the labor force. All these variables are important in attracting and expanding industry and business to the District.
The District’s educational attainment level as a whole continues to be higher than any individual county with the exception of Tuscaloosa County. The gap between the District and the state is narrowing but both still lag behind the Nation.
Population 25
and over
% Less
Than 9th
Grade
% Some
High
School ‐
no
Diploma
% High
School
Grad or
Equivalent
% Some
College ‐
no Degree
%
Associate
Degree
%
Bachelors
Degree
% Graduate
or
Professional
Degree
% Over 25
with High
School or
More
% Over 25
with
Bachelors
Degree or
More
U.S. 204,288,933 6.1 8.3 28.5 21.3 7.6 17.7 10.4 85.6 28.2
Alabama 3,161,521 6.2 11.7 31.3 21.8 7.1 13.9 8.0 82.1 21.9
District II* 178,157 6.5 12.6 34.3 21.2 5.8 12.3 7.8 81 20.1
Bibb 15,082 9.8 15.7 42.3 16.8 5.4 7.5 2.5 74.5 10.0
Fayette 12,082 11.3 14.1 37.6 20.4 7.2 5.7 3.7 74.7 9.5
Greene 6,088 11.6 15.9 36.9 20.7 5.0 5.2 4.7 76.6 9.9
Hale 10,552 7.8 22.2 34.2 20.2 5.6 5.9 4.1 69.9 9.9
Lamar 10,283 8.6 16.1 41.5 19.3 5.2 6.0 3.3 75.3 9.3
Pickens 13,351 7.7 13.6 41.9 20.3 5.0 8.1 3.4 78.7 11.5
Tuscaloosa 110,719 4.8 10.5 31.2 21.3 6.0 15.7 10.5 84.7 26.2
EDUCATIONAL ATTAINMENT, AGE 25 and OVER, 2010
Source: 2010 American Communities Survey. *WARC Calculations .
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Income and Poverty
Per capita income in the counties has been increasing over the past decades; however, even
with the faster growth rate all counties’ per capita income was lower than that of the Nation. Currently, the District and all but one of its counties are still below the State’s per capita income. Only Tuscaloosa County has a higher per capita income level than the State.
All counties in the region have a higher poverty rate than the Nation and the State, with the exception of Tuscaloosa County, whose rate is just below that of the State. Poverty is highest in Greene, Fayette, and Hale counties followed by Pickens, Lamar, and Bibb.
POVERTY ESTIMATES 2010
All Ages in Poverty
Estimate
90% confidence interval
Estimated percent
90% confidence interval
Lower bound Upper boundLower bound
Upper bound
United States 46,215,956 45,975,650 46,456,262 15.3 15.2 15.4
Alabama 883,078 867,106 899,050 18.9 18.6 19.2
District II* 56,577 47,877 65,277 21.4 18.1 24.7
Bibb 4,316 3,344 5,288 20.9 16.2 25.6
Fayette 4,635 3,960 5,310 27.3 23.3 31.3
Greene 2,771 2,168 3,374 31.0 24.3 37.7
Hale 3,806 2,980 4,632 24.8 19.4 30.2
Lamar 3,068 2,459 3,677 21.5 17.2 25.8
Pickens 4,723 3,783 5,663 24.4 19.5 29.3
Tuscaloosa 33,258 29,183 37,333 18.0 15.8 20.2
Source: U.S. Census Bureau, Small Area Income and Poverty Estimates (SAIPE),
Internet release date, November 2011. * WARC Calculation.
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Labor Market Approximately 70 percent of the District’s labor force is provided by Tuscaloosa County residents. Bibb, Pickens and Hale have the majority of the remaining share, while Greene, with the lowest population, has the least. Greene County, however, has the highest rate of underemployment in the District at nearly 30 percent. Underemployment can indicate that workers’ skills or education is being underutilized, that discouraged workers have exited the workforce due to lack of jobs, or that there is simply excessive unemployment in the area.
Unemployment in the District has weathered both a figurative and literal storm as of late. First, the economic downturn that began in 2007 resulted in some of the worst unemployment rates in the District by 2009. Just as improvement was taking hold in 2010 the tornadoes of April 2011 struck. Employment took an immediate hit in Tuscaloosa County that rippled throughout the District. Rates in 2012 have begun to come down, in part due to recovery and rebuilding.
ANNUAL EMPLOYMENT STATISTICS
2011 ANNUAL EMPLOYMENT STATISTICS ANNUAL UNEMPLOYMENT RATES
Labor Force Employed Unemployed 2011 2000 1990
District II* 130,394 118,724 11,670 10.8% 5.4% 8.0%
Bibb 9,216 8,303 913 9.9% 4.7% 8.5%
Fayette 6,629 5,939 690 10.4% 5.2% 9.2%
Greene 3,167 2,717 450 14.2% 6.1% 10.9%
Hale 5,866 5,164 702 12.0% 5.3% 7.2%
Lamar 5,396 4,862 534 9.9% 6.2% 7.4%
Pickens 7,947 7,093 854 10.7% 6.7% 8.6%
Tuscaloosa 92,173 84,646 7,527 8.2% 3.5% 4.3%SOURCE: Bureau of Labor Statistics
*Calculations by WARC.
LABOR FORCE AND UNDEREMPLOYMENT 2011
District II Bibb Fayette Greene Hale Lamar Pickens Tuscaloosa
Labor Force 125,654 8,389 6,439 3,238 6,772 5,104 7,681 88,031
Employed 113,527 7,450 5,674 2,668 5,925 4,485 6,812 80,513
Underemployment 22.9% 25.5% 26.9% 29.6% 16.0% 24.0% 20.8% 21.3%
Underemployed 26,043 1,899 1,527 790 948 1,076 1,413 17,109
Unemployed 12,127 939 765 570 847 619 869 7,818
Available labor pool 38,170 2,838 2,292 1360 1,795 1,695 2,282 24,627
Note: Rounding errors may be present. Based on January 2011 labor force data and 2010 underemployment rates. Source: Center for Business and Economic Research, The University of Alabama and Alabama Department of Industrial Relations.
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Wages in the District have been improving. The average wage per job in the District and its counties has been steadily rising for several consecutive years yet has not caught up to the State. Tuscaloosa County leads the district but just misses reaching the State’s average wage. Fayette and Pickens counties have the lowest 2010 average wage per job in the District.
Projected employment by major industry in the District for 2008‐2018 shows most all sectors in
both Goods and Service producing industries continuing to increase. Durable goods is expected to have the highest increase in the District overall. Other areas of high growth include Professional, Scientific, and Technical Services, and Management of Companies and Enterprises. The biggest decline is expected in Utilities. The average annual increase for the State is just slightly better than that of the Nation.
Additional information about District industry and employment as it pertains to clusters appears in this section under “The Economy.”
Average Wage Per Job, 2007‐2010
(dollars)
2007 2008 2009 2010
Alabama 36,846 38,085 38,698 39,626
District II* 29,636 30,501 30,672 31,925
Bibb 30,343 31,224 31,587 33,465
Fayette 26,048 26,499 26,766 27,714
Greene 29,228 29,993 30,702 31,951
Hale 28,765 29,465 29,390 30,548
Lamar 29,861 30,861 30,029 30,742
Pickens 27,053 27,960 28,486 29,931
Tuscaloosa 36,156 37,505 37,745 39,126
Source: U.S. Department of Commerce, Bureau of Economic Analysis.
Internet release date, Dec. 2011. *WARC Calculations
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Projected Employment by Major Industry: District II
NAICS Industry Employment (1) Average Annual Growth (2)
2008 2018 Net Change Change (%) Alabama U.S.
Total Employment 124,980 138,410 13,430 10.75 1.01 1.00
Total Wage and Salary Employment 113,460 126,020 12,560 11.07 1.05 1.00
Goods Producing 28,910 32,850 3,940 13.63 0.48 ‐0.23
21 Natural Resources 3,370 3,380 10 0.3 ‐0.28 ‐1.6
23 Construction 7,020 8,090 1,070 15.24 1.33 1.7
31‐33 Manufacturing 18,520 21,380 2,860 15.44 0.19 ‐0.94
Durable goods 13,760 16,820 3,060 22.24 0.92 ‐0.45
Nondurable goods 4,760 4,550 ‐210 ‐4.41 ‐1.18 ‐1.18
Service Producing 84,550 93,190 8,640 10.22 1.18 1.17
Trade, transportation and utilities 19,240 20,180 940 4.89 0.84 0.4
42 Whole trade 2,340 2,320 ‐20 ‐0.85 0.8 0.4
44‐45 Retail Trade 12,650 13,350 700 5.53 0.86 4.2
48‐49 Transportation and Warehousing 3,620 3,940 320 8.84 1.04 0.64
22 Utilities 640 580 ‐60 ‐9.38 0.18 ‐1.1
51 Information 1,110 1,160 50 4.5 ‐0.18 0.4
52 Finance and Insurance 2,740 3,030 290 10.58 0.68 0.5
53 Real Estate and Rental and Leasing 1,620 1,820 200 12.35 0.86 1.154 Professional, Scientific, and Technical
Services 3,380 4,000 620 18.34 2.01 3.00
55 Management of Companies and Enterprises 440 520 80 18.18 1.59 0.5
56 Administrative and Support and Waste Management and Remediation Services
4,920 5,770 850 17.28 1.92 1.6
61 Educational Services 13,140 14,220 1,080 8.22 1.1 2.4
62 Health Care and Social Assistance 15,250 17,910 2,660 17.44 1.75 2.3
71 Arts, Entertainment, and Recreation 1,120 1,260 140 12.5 1.78 1.4
72 Accommodation and Food Services 9,370 10,410 1,040 11.1 1.4 0.7
81 Other Services (except Pub. Administration) 4,260 4,240 ‐20 ‐0.47 0.73 1.2
90 Government (3) 7,950 8,660 710 8.93 0.67 0.69
91 Federal 1,270 1,350 80 6.3 0.41 0.3
92 State 2,220 2,430 210 9.46 0.35 0.81
93 Local 4,460 4,870 410 9.19 0.94 0.81
ALL OTHER (4) 11,520 12,390 870 7.55 0.67 0.481. Employment data is rounded to the nearest 10 and may not add due to rounding. Percentages may not add due to rounding.
2. Average Annual Growth Rate is compounded.
3. For projection purposes Government includes only Government administration. It does not include post office, education, or hospitals.
4. All Other includes areas such as agriculture, self‐employed, unpaid family workers, and private households not covered by unemployment insurance.
Source: Alabama Department of Industrial Relations. June 2012.
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Infrastructure and Community Facilities
Various physical assets in the District are essential to providing quality living conditions and the means to conduct commerce successfully. They include: industrial parks, sites and buildings; transportation systems; utilities; and the broader communications sector that includes telecommunication infrastructure. Industrial Parks, Sites and Buildings
Many industrial sites are available in the District, either in parks, stand‐alone sites, or available buildings. Each county in the District has at least one available industrial site or park and all except Hale County have identified available buildings. A map showing the locations of industrial parks and sites in the District along with a table listing of the sites is provided. The data was gathered from local economic developers and the Economic Development Partnership of Alabama (EDPA). More detailed information on the majority of these sites and buildings can be found on the EDPA website at www.edpa.org . The website provides acreage, available utilities, zoning, building size and eave height, and accessibility to transportation. The information also indicates if a site has achieved the designation of an Advantage Site. The Advantage Site program is a voluntary vetting process that ensures that accurate information and documentation are readily available for site searches. The program requires that certain criteria be met in areas such as ownership, zoning, accessibility, and environmental and geotechnical due diligence. In District II, Fayette Industrial Park #2 in the City of Fayette and the Lamar County Industrial Park has achieved Advantage Site designation. Shown below clockwise from left; Fayette industrial Park and sites, Fayette spec building, Lamar County Industrial Park, and available building in Sulligent.
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Location # Available Acres Designation
Bibb
Scott G. Davis Industrial Park 1 565 Park
Fayette
Fayette Industrial Park 1 200 Park
Fayette Industrial Park #2* 2 100 Park
Fayette Industrial Park #2 North 3 43 Park
Town of Berry Industrial Park 4 40 Park
Owen Property 5 20 Site
Roy Clark Property 6 65 Site
Nelson Property 7 100 Site
Greene
Crossroads of America 1 1240 Park
Eutaw City Industrial Park 2 450 Park
Hale
County Road 46 Site 1 90 Site
Lamar
Lamar County Industrial Park* 1 260 Park
Boyette Property 2 202 Site
Chromalox 3 28 Site
Vernon Industrial Site 4 122 Site
Pickens
Aliceville Industrial Park 1 50 Park
Gordo Site 2 68 Site
Marine & Sons Chip Mill Site 3 25 Site
Bevill‐Hook Port 4 20 Park
Westinghouse Site 5 50 Site
Pickensville Site 6 20 Site
Tuscaloosa
TCIDA Airport Industrial Park 1 450 Park
Cottondale Industrial Park 2 30 Park
TCIDA Cedar Cove Tech. Park 3 500 Park
TCIDA Cedar Cove Park 4 450 Park
Legacy Industrial Campus 5 29 Park
Tuscaloosa Regional Airport 6 61 Site
Jack Warner Parkway Site 7 31 Site
Old Morrison Dairy Farm #1 8 40 Site
Old Morrison Dairy Farm #2 9 20 Site
TCIDA Interstate Site JVC 10 35 Site
Exit 79 Cashion Site 11 30 SIte
Brookwood Corridor Site #2 12 10 Site
165 Brookwood Truck Stop Site 13 135 Site
Brookwood Corridor Site #1 14 75 Site
Mercedes Site 15 203 Site
Vance Build to Suit 16 63 Site
Will Walker Road Site 17 56 Site
Bama Rock Garden Site 18 24 Site
Kykenkee Site 19 50 Site
International Paper Site 20 198 Site
Hall Property 21 65 Site
Nixon Property 22 66.5 Site*Advantage Site
Source: EDPA, Local Economic Developers
DISTRICT II INDUSTRIAL PARKS /SITES
15
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WEST ALABAMA INDUSTRIAL PARKS
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Transportation Access: West Alabama has numerous transportation systems as described below. The map and table that follow provide information on features of each county of the District. Highways: There are 1,049 miles of State and Federal highway in the District. Interstate
Highway 20/59 serves Greene and Tuscaloosa Counties. Other U. S. Highways include U. S. 11, 43, 80, 82, and 278. Major State Routes are 5, 6, 13, 14, 17, 25, 69, 96, 129, 159 and 171. In all categories, there are over 6,700 miles of roads in the District.
Air: Airports are located in each of the District’s seven counties. There is no scheduled
commercial service available in the District. The nearest commercial air service is the Birmingham‐Shuttlesworth International Airport. The major carriers are American, Delta, Southwest, United and US Airways.
Water: The Black Warrior River provides Greene, Hale and Tuscaloosa Counties with a navigable
waterway and connects with the Tennessee‐Tombigbee Waterway in Demopolis, just south of the District. The Tombigbee River (part of the Tennessee‐Tombigbee Waterway) serves Greene and Pickens Counties. These two rivers provide the District with a navigable waterway from the Port of Mobile to the mid‐west. Public port facilities are available at Aliceville and Pickensville in Pickens County. There are also a few private facilities along both rivers. Along the Black Warrior River, there are several facilities available for shipping. The State Docks Facility in the City of Northport, in Tuscaloosa County, is the only public facility.
Rail: The District is served by the BNSF Railway, Norfolk Southern, CSXT, Luxapalila Valley
Railroad, and Kansas City Southern. Piggy back service is available in the District. Amtrak passenger service is available in Tuscaloosa.
Truck: The District is served by several truck lines. One or more operate terminals in each
county. United Parcel Service and Federal Express operate terminals in Tuscaloosa.
Bus: Greyhound Bus Lines operates in the Tuscaloosa urban area in Tuscaloosa County. In the City of Tuscaloosa inter‐city bus passenger service is provided by the Tuscaloosa Trolley. Charter buses and taxi services are also available.
17
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18
BIBB FAYETTE GREENE HALE LAMAR PICKENS TUSCALOOSA
Miles of County Road
640 870 454 617 923 875 1,738
Miles of State Road
125.88 151.81 90.9 129.86 100.16 150.29 216.79
Miles of Interstate Road
0 0 28.26 0 0 0 48.3
Total Miles of Interstate and State Roads
125.88 151.81 119.15 129.86 100.16 150.29 265.1
Interstate Interchanges
0 0 4 0 0 0 11
Class I Rail Lines
2 2 1 1 1 0 2
Class II Rail Lines
0 0 1 0 0 1 0
Class III Rail Lines
0 0 1 0 1 1 1
State Owned Dock Port Facilities
0 0 0 0 0 0 1
Commercial Airports
0 0 0 0 0 0 0
General Aviation Airports
1 1 1 1 1 2 1
Intermodal Facilities of Connectors
0 0 0 0 0 0 0
Source: Alabama Department o f Transportation. State roads include non-interstate federal and state roads. County road inventory as of M arch 2010.
DISTRICT II TRANSPORTATION RESOURCES BY COUNTY
19
Utilities: Electricity: Alabama Power and Black Warrior Electric Membership Corporation, PowerSouth,
and Tombigbee Electric Co‐op provide the District with electricity. All counties in the District have adequate power for residential and industrial growth. Rates are controlled by the Alabama Public Service Commission.
Gas: The District is served by Southern Natural Gas, Alabama Gas Corporation and a few local
gas boards. Most municipalities are served by a natural gas system. There is sufficient supply in the District to provide for additional residential and industrial growth.
Water: All the municipalities in the District are served by water systems. Some of the smaller
municipalities are served by a county system. For the most part, these systems have adequate source and storage facilities to handle the current population and business community. Several are near their capacity and a major industry would create a need for additional source water, treatment and storage. There are still several areas not served by water. The WARC maintains a report of all district water systems. A GIS mapping inventory is also available for all counties except Tuscaloosa.
Sewer: Sewer systems are located in all the larger municipalities. The majority of residents not
served by these systems use septic tanks. Most of the municipalities that have sewer systems are unable to extend service to all the residents within their boundaries. Additional problems surface with old lines and sewer treatment lagoons. Yet, most of the nearly 20 systems operating in the District can handle additional growth. The WARC maintains a report of all district sewer systems. Maps are available for some systems.
Solid Waste: All counties have solid waste collection programs and all except Bibb County
operate inert landfills. Bibb County closed its landfill site in July of 2010 but continues to operate as a transfer site only. In late 2010, Greene County closed its landfill. Some of the collection is contracted with private corporations. Tuscaloosa County is the only county in the District operating a solid waste landfill.
Communications: Telephone: AT & T, Century Link, Comcast, Frontier GTE, Moundville Telephone Company, and
South Central Bell serve the District.
Television: There are two local television stations, located in Tuscaloosa, in the District. Cable systems are in all counties and provide service from all networks.
Radio: There are one or more local radio stations in every county with the exception of Hale.
Other stations available include local Public Radio and numerous stations from Birmingham, and Columbus and Meridian, MS.
Newspapers: One daily newspaper, “The Tuscaloosa News,” is published in the District. There
are also ten weekly papers published in the district. Several daily papers from across the country are also circulated in the District.
20
Broadband: There are numerous types of broadband technologies including wireless, fiber, cable, satellite, DSL (digital subscriber line), and BPL (broadband over power line). Broadband access varies throughout the region as do the number of available providers and the types and quality of technology being provided.
Resources, Services and Programs
The District is served by numerous systems, agencies and non‐profit groups that provide a wide range of services to meet area needs. Some of the more prominent areas of service are listed below. In addition, Appendix B contains an expanded list of key partners and resources available to the district. Education and Training Each county operates a public school system. In addition, the City of Tuscaloosa operates a city
system. There are also several private schools in the District. All the public systems operate grades K‐12. All county systems operate technical or vocational schools.
In addition to these systems, the University of Alabama and Stillman College (private) are
located in Tuscaloosa. Together they offer a full range of degrees. There are also two community colleges in the District, Bevill State Community College in Fayette and Carrollton, and Shelton State Community College in Tuscaloosa. Each operates a technical division with training in various vocations. Both senior and junior colleges offer various classes at night. There are several private technical/career schools in the Tuscaloosa Urban area.
Health Services and Facilities
Hospitals, clinics and emergency facilities: All counties in the region have a hospital facility with the exception of Lamar County. One of the State’s leading medical centers is in Tuscaloosa where facilities are available to treat most major illnesses. Serving West Alabama from Tuscaloosa are two major hospitals, a VA Medical Center, The University of Alabama Psychology Center and Speech and Hearing Center, West Alabama Rehabilitation Center, and the University of Alabama Family Practice Center.
Nursing Homes and Assisted Living: All counties in the District have at least one assisted living facility.
Senior Centers: The Area Agency on Aging, a program of the West Alabama Regional
Commission, operates senior centers and nutrition sites in all the counties.
Day Care Centers: Access to options for day care is important to the District’s workforce. All counties in the District have at least two or more of these facilities.
The WARC Area Agency on Aging has a new website http://www.3awa.org with information on available programs and services.
21
Welfare The Alabama Department of Human Resources operates offices in all seven counties. The
services rendered by the Department include: aiding public assistance applicants and recipients in furnishing agencies with the necessary information to establish eligibility; administer the food stamp program; administer the financial aid program ‐ supplementary payments to SSI recipients or non‐receivers of SSI, the aged, blind, and the totally and permanently disabled; aid to dependent children; and, provide social services and make referral to agencies.
Community Service Programs Community Service Programs of West Alabama, Inc. (CSP) is a Community Action Agency that
provides resources and services that resolve immediate needs that lead to self‐sufficiency for low‐income and vulnerable populations. CSP coverage area includes Bibb, Hale, Greene, Fayette, Lamar, and Tuscaloosa counties and also provides a level of service in Pickens County. Some of the services provided are: Head Start and Early Head Start, Low‐Income Home Energy Assistance, Department of Energy Weatherization Program, Emergency Food & Shelter Program, Minor House Repair for the Elderly, Emergency Crisis Intervention, Early Childhood Intervention, Housing and Housing counseling.
The United Way of West Alabama offers the 211 INFOLINE information and referral service to area residents. Numerous agencies and services are available to meet a wide range of needs.
Employment Offices The Alabama Department of Industrial Relations operates employment offices in the District to
provide job seekers with the latest information on job openings and employment opportunities in the county, area, and State. In addition, One‐Stop Career centers are located in Fayette and Tuscaloosa.
Rural and Agricultural Programs USDA Rural Development: This USDA agency serves farmers, rural residents and local
governments with programs and technical assistance.
Natural Resource Conservation Service (formerly Soil Conservation Service): Also under the umbrella of the USDA, NRCS assists individual landowners as well as groups of landowners in planning for the proper use of their lands and establishing treatment according to its needs for continued production.
Agricultural Stabilization and Conservation Service: The ASCS, another USDA agency, assists
farmers in carrying out recommended soil and water conservation practices, reforestation, and in regulating acreage and prices of selected crops.
County Extension Service: The Extension Service is an educational agency (arm of Auburn University), designed to meet the needs of the people through the giving of instructions and practical demonstrations in agriculture, home economics, 4‐H and Community Resources Development.
22
THE ECONOMY
Major employment groups in the District are manufacturing, health care, education, retail trade and accommodation and food services. Growth and increased enrollment at the University of Alabama, the area’s Community Colleges and other institutions have provided a strong base for stable jobs in the District. In recent years, the manufacturing sector has continued to grow and provide good paying, quality jobs that continue to attract new residents to the area. Agriculture and forestry still play a role, as do mining and tourism, especially for the most rural counties in the District. The main sources of agricultural income in the District are from timber, beef cattle, dairy products, poultry and eggs, and aquaculture. Employment in mining has fluctuated over the years, but new activity is about to begin in northeast Tuscaloosa County.
The District continues to have an abundance of natural resources that are attractive to several
industrial groups. Coal, methane gas, oil, timber and water are available in varying quantities. All add to the competitive advantages the District has to offer.
The District’s top employers and manufacturers are shown for each county at the end of this section. Business and Industry The District maintains a fairly broad base of mixed industry and commerce. Higher numbers of establishments, especially in the service sector, are concentrated in Tuscaloosa County. Manufacturing is present in all counties but has experienced the most vigorous growth and strongest presence in Tuscaloosa County. The area has become home to many international companies over the years and now boasts investment from Belgium, Canada, France, Germany, Italy, Japan and the United Kingdom. Fueled by Mercedes’ decision to locate in the District in 1994, manufacturing has continued to grow ever since. The automotive industry’s foothold in the District has deepened further with scheduled expansions at Mercedes that have brought in yet more suppliers. The recent announcement that Airbus will locate in Mobile opens up even greater possibilities to expand the manufacturing cluster in the District. A review of the District’s industry clusters is provided in this section and highlights the strengths that manufacturing‐related industries in the area could provide to such new ventures.
Strong home‐based businesses are also a hallmark of the District. Phifer Wire, Randall Publishing, and Fitts Industries are just a few examples. WARC maintains a report of manufacturing companies that provides information on their products, raw materials used, and other useful information such as employment. The report is posted on the WARC website at www.warc.info. Health Care The health care industry continues to be a stable area of employment in the District. Due to factors such as an aging population and increasing trends in obesity, this sector will likely continue to grow. A number of large facilities are located in the District such as the DCH healthcare system and the Veterans Administration Medical Hospital. Additionally, numerous clinics and private practice offices provide a wide range of services to address needs in all health‐related areas.
23
Educational Institutions
Educational institutions provide the District with a dual benefit; they are a major employer and they provide valuable services to the area. The four higher education facilities in the District are the University of Alabama, Stillman College, Bevill State and Shelton State community colleges. The University of Alabama, located in Tuscaloosa County, provides numerous resources for the region and the State. Founded in 1831, U of A is a student‐centered research institution that has been growing at a tremendous rate and has constructed numerous new facilities in recent years such as the new Science and Engineering building and the Capstone College of Nursing building. Assistance is available from a host of programs that promote economic development such as the Alabama Entrepreneurship Institute (AEI), Alabama Entrepreneurial Research Network (AERN), Alabama Industrial Trade Center (AITC), Alabama Small Business Development Center Network, Center for Business and Economic Research (CBER) which houses the Alabama State Data Center, and the University Center for Economic Development.
Bevill State Community College's Workforce Development Division provides many training opportunities through Training for Existing Business and Industry, short‐term Skills Training, Alabama Mining Academy, Adult Education/GED, Ready to Work and the Alabama Career Center System. Additionally, the College operates a business incubator that provides the physical facilities and services needed to help a start‐up business succeed. The incubator facility provides a variety of business support services to its tenants.
Shelton State Community College operates the West Alabama Center for Workforce Development. Programs assist in skill training and professional development for business and industry. The new Southern Entrepreneurship Program (SEP) began as part of the Workforce Innovation in Regional Economic Development Initiative (WIRED) and offers low cost courses to assist those interested in starting their own business. Agriculture and Forestry
Once the largest employer and principal economic activity of the District, agriculture has experienced a continuous employment decline over the past several decades. Low profit margins, increased capital requirements due to mechanization and the enticement of higher wages available in non‐agricultural occupations have prompted many to abandon farming. After years of decline, the number of farms has been slightly increasing since 2000. New emphasis on local food production, and new crops such as bamboo, could present new opportunities for the District.
Farming of catfish and crawfish has become well‐established in Greene and Hale Counties.
Recently, the catfish industry in the U.S. has been faced with difficulties from foreign imports of catfish, glutting the market and driving down price.
The forestlands of the District continue to be very important in the economy. Several of the
major employers in the District, and many minor ones in most counties, are in forestry‐related business. The many functions provided by the forest, timber production, wildlife habitat, watershed protection and aesthetics are still being performed, while the demand for these functions is greatly increasing.
24
Mining and Extraction
Coal is extracted from the deep mines in Tuscaloosa and Fayette Counties. Coal mining, once a major employer in the District, had waned but is making a comeback. The recent announcement of the Blue Creek Energy project in northeast Tuscaloosa County will create 500 new jobs, many of them in the District.
Petroleum and natural gas were first discovered in the District in the early 1900’s. The first oil was produced in Lamar County in 1971. Later in that decade production started in Fayette and Tuscaloosa Counties. Natural gas production began in 1973 in Fayette and Lamar Counties. Production began in Tuscaloosa County in 1980 followed by Pickens County in 1992. The Black Warrior basin in West Alabama is one of the more significant sources of coal bed methane (CBM) in the U.S. Tuscaloosa, Jefferson, and Walker counties are the state’s primary generators of coal bed methane. This resource is an attractive asset to the District in recruiting new industry. Tourism and Recreation
Recreation and tourism provide a considerable amount of revenue in the District. The University of Alabama’s sports program brings in a majority of these funds. Stillman College and Shelton State Community College also have programs. Other major sources of revenue are: the recreation facilities of the various areas hosting softball tournaments, Tannehill Ironworks Historical State Park, Moundville Archaeological Park, Lake Lurleen State Park, Brierfield Ironworks Historical State Park and other attractions across the District such as the Kentuck Arts Festival.
Each county has its own local and regional attractions, such as festivals, historic homes/buildings, and other events. All the individual attractions throughout the District are too numerous to list. However, they are important in that particular county and may increase in regional importance as they grow.
The District’s natural setting provides excellent recreational opportunities in hunting and fishing. Sportsmen in the District hunt deer, fox, squirrel, rabbit, quail, dove and other game on both public and private land, lakes, ponds and rivers in the District. The Corps of Engineers provides public access areas on the Black Warrior and Tombigbee Rivers. Other public areas include Payne Lake, Lake Lurleen, Lake Tuscaloosa, Bibb County Lake, Fayette County Lake and the Lamar County Lake. In addition, the Corps operates its largest campground in the State at Pickensville on the Tombigbee River in Pickens County.
25
Top Employers, by County: District II Top Manufacturers, by County: District II
Bibb Bibb
Bibb County Board of Education 375 Burkes Mechanical 200
Alabama Corrections Department 250 Olon Belcher Lumber Company 105
Bibb County Heath Care Department 230 Cahaba Veneer 100
Burkes Mechanical 200 Cahaba Pressure Treated 75
Wal‐Mart 170 Reiss Viking 50
Fayette Fayette
Fayette Medical Center 430 Walter Energy 346
Fayette County Board of Education 390 Showa Best Glove Manufacturing 257
Walter Energy 346 Georgia Pacific 150
Wal‐Mart 295 American Power Source Inc. 119
Showa Best Glove Manufacturing 257 Ox Bodies, Inc 85
Greene Greene
Greene County Board of Education 300 Rock‐Tenn Company 162
Rock‐Tenn Company 162 REM Directional 160
REM Directional 160 South Fresh 142
South Fresh 142 United Roofing Manufacturing Inc 70
Greene County Hospital 130 Eutaw Hardwood Dimension Company 18
Hale Hale
Hale County Board of Education 407 Westervelt Lumber 280
Westervelt Lumber 280 Heartland Catfish, LLC 150
Heartland Catfish, LLC 150 C & S Fabrications 65
Hale County Hospital 144 Plastics Inc 60
American Health Corporation 105 Apparel Solutions, Inc. 10
Lamar Lamar
NACCO Materials Handling Group 500 NACCO Materials Handling Group 500
Marathon Equipment Company 310 Marathon Equipment Company 310
Lamar County Board of Education 250 Weyerhaeuser Company 108
Weyerhaeuser Company 108 Steel Dust Recycling 90
Butler & Company 100 Omni International 45
Pickens Pickens
Pickens County Board of Education 500 Lavender, Inc 290
Lavender, Inc 290 Aliceville Chips, Inc 175
Pickens County Medical Center 275 Lewis Brothers Land & Timber, Inc 75
Alicevil le Chips, Inc 175 McShan Lumber Company 75
Lewis Brothers Land & Timber, Inc 75 Buchanan Hardwood Flooring 70
Tuscaloosa Tuscaloosa
DCH Regional Medical Center 3500 Mercedes‐Benz U S International 2992
University of Alabama 3000 BF Goodrich Tire Manufacturing 1436
Mercedes‐Benz U S International 2992 Walter Energy 1332
BF Goodrich Tire Manufacturing 1436 Phifer Incorporated 1200
Walter Energy 1332 McAbee Construction 500
Source: WARC, EDPA, Local Economic Developers
26
Industry Clusters
When a geographic area has numerous industries, producers, suppliers, or services of the same type, this is referred to as a cluster. Clusters can exist in any sector of the economy if enough of an interconnected network exists to support the businesses or industries involved. Clusters enhance competitiveness by providing access to more suppliers and customized support services, skilled and experienced labor pools, and knowledge transfer through informal social exchanges. The benefits of clusters are increased productivity, a greater pace of innovation, and new business creation within the cluster. Ultimately, cluster strength lies with the private sector’s ability to tap into and maximize these benefits.
Information on clusters in the District
uses 2010 data from the Bureau of Labor Statistics, Quarterly Census of Employment & Wages (QCEW) as prepared by the Purdue Center for Regional Development. The data uses seventeen common industry clusters and shows the number of establishments, employment, and wages for the District along with the location quotients for each category. One of the 17 cluster groupings, the Manufacturing Supercluster, contains a sub‐set of manufacturing‐specific industries for a more detailed look into the manufacturing sector.
Location Quotients (LQs) are ratios
provided for each cluster that allow you to compare an area's distribution of cluster establishments, employment or wages to a larger reference area's distribution. The reference area in this case is the United States. If the LQ is equal to 1, then the sector has the same share as the Nation. If the LQ is greater than 1, the area industry has a higher concentration than the national average. This tool is useful to see the overall competitive strengths of the region. An LQ above 1.2 is considered a good estimation of a higher concentration, and while many district clusters are above this number, a summary of the five
highest is shown to illustrate trends between the data. Those industries within the sub‐set of the Manufacturing Supercluster are shown in italics.
Innovation Index
A measure of the District’s ability to
innovate – develop new ideas and create new technologies and products ‐ is shown in the District II Innovation Index in Appendix C. Maximizing collaboration with research partners and attracting venture capital will play an important role in the District’s ability to innovate and be more competitive. Businesses and industries currently operating in the District represent opportunities for expansion that can be furthered by advances in innovation and technology. A deliberate focus on their potential for increased productivity, new products, and introducing or increasing export activity will enhance the District’s innovation measure which is lagging behind that of the State and Nation.
Top five 2010 Cluster Establishment LQ’s:
1. Forest & Wood Products 4.08
2. Mining 2.13
3. Transportation Equipment Mfg 1.77
4. Primary Metal Mfg 1.84
5. Transportation & Logistics 1.82
Top five 2010 Cluster Employment LQ's:
1. Transportation Equipment Mfg 4.55
2. Forest & Wood Products 3.05
3. Primary Metal Mfg 2.68
4. Glass & Ceramics 2.59
5. Fabricated Metal Mfg 2.4
Top Five 2010 Cluster Annual Wage LQ’s:
1. Transportation Equipment Mfg 4.95
2. Primary Metal Mfg 3.72
3. Forest & Wood Products 3.46
4. Fabricated Metal Mfg 2.88
5. Glass & Ceramics 2.84
27
DISTRICT II: 2010 INDUSTRY CLUSTER OVERVIEW
Description
QCEW Cluster ‐
Establishments
Industry Cluster
Establishment LQ
QCEW Cluster ‐
Employment
Industry Cluster
Employment LQ
QCEW Cluster ‐
Wages
Industry Cluster
Annual Wages LQ
Advanced Materials 82 0.88 3,260 0.88 $169,528,210 0.8
Agribusiness, Food
Processing & Technology 75 0.81 1,918 0.79 $68,586,085 0.92
Apparel & Textiles 29 0.63 311 0.45 $11,447,899 0.46
Arts, Entertainment,
Recreation & Visitor
Industries 125 0.7 2,051 0.51 $38,333,402 0.33
Biomedical/Biotechnical
(Life Sciences) 267 1.24 12,537 1.11 $481,356,197 1.1
Business & Financial
Services 704 0.74 4,247 0.47 $206,008,254 0.34
Chemicals & Chemical
Based Products 56 1.26 1,715 1.1 $90,878,301 1.12
Defense & Security 139 0.63 1,817 0.32 $93,436,542 0.29
Education & Knowledge
Creation 78 0.94 8,769 2.23 $431,609,659 2.78
Energy (Fossil & Renewable) 443 1.64 6,981 1.54 $404,998,265 1.5
Forest & Wood Products 190 4.08 3,347 3.05 $143,186,511 3.46
Glass & Ceramics 5 0.91 447 2.59 $19,668,245 2.84
Information Technology &
Telecommunications 86 0.37 1,089 0.28 $83,594,294 0.29
Manufacturing Supercluster
(includes Mfg below) 85 0.97 8,230 1.94 $491,433,266 2.15
Computer & Electronic
Product Mfg 3 0.34 386 0.55 $40,600,293 0.72
Electrical Equipment,
Appliance & Component
Mfg 2 0.57 2 0.01 $119,067 0.01
Fabricated Metal Product
Mfg 48 1.26 2,324 2.4 $111,986,788 2.88
Machinery Mfg 8 0.5 306 0.44 $14,966,551 0.42
Primary Metal Mfg 6 1.87 684 2.68 $46,860,379 3.72
Transportation Equipment
Mfg 18 2.12 4,528 4.55 $276,900,188 4.95
Mining 15 2.13 129 0.97 $7,444,374 1.09
Printing & Publishing 92 0.72 844 0.51 $32,459,649 0.4
Transportation & Logistics 238 1.65 2,560 0.84 $96,882,715 0.83
Total All Industries 6,058 1 102,138 1 $3,922,363,644 1
Source: U.S. Bureau of Labor Statistics, Quarterly Census of Employment & Wages (QCEW) and Purdue Center for Regional Development (cluster definitions).
28
SECTION III: A REGIONAL INTROSPECTIVE
An analysis of issues and opportunities Self‐examination of the region through public involvement is necessary and important in effectively gauging economic opportunities for the region, and is a vital component of the 2012 CEDS. During April and May of 2012 the WARC conducted a series of public meetings across the region to help shape the plan. The purpose of these meetings was to obtain a current assessment of the region’s assets and advantages compared to its challenges and vulnerabilities. The meetings engaged participants in a formal process examining local factors relevant to economic opportunities for their communities/counties as constituents of District II. This process involved guided discussions enabling group analysis of existing strengths, weaknesses, opportunities, and threats related to economic development in the region. Survey questionnaires were also made available to allow additional individual input. Results from this public input coincide with findings of other assessments for the region and are detailed in the following pages.
At each meeting participating stakeholders were given a copy of “The Alabama Consolidated Economic Development Strategy: A Prospectus for Sustainable Economic Prosperity” completed by the Planning Task Force of the Alabama Association of Regional Councils in 2011. The Alabama CEDS brings together the regional strategies from the 12 Regional Councils into a single statewide plan. Participants were also provided the Alabama CEDS companion report “Alabama in the Global Economy: Working toward a sustainable future” prepared by the University of Alabama’s Center for Business and Economic Research. At each meeting, WARC staff gave a brief overview of the Alabama CEDS and introduced Jonathan Law and Kathleen Gabler, staff from the team that prepared the UA report, for a presentation on key findings in the document and implications for the region.
The presentation served
as a valuable and educational overview of the State’s economy and provided a baseline to begin discussing issues of regional importance.
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Major Strengths Natural and Cultural Assets From county to county across the region, residents immediately identified the natural heritage of the area as a major strength. The region’s abundant natural resources together with its interrelated historical and cultural heritage are seen as inherent qualities to be proudly appreciated. These diverse assets contribute at once to a sense of shared positive regional identity and to the identities of each county. Indeed, many of these assets are of national distinction.
For example, rivers such as the Cahaba and the Sipsey are nationally recognized for their free‐flowing status and corresponding unique biodiversity. Likewise, the Black Warrior River is one of the nation’s most significant waterways, with a remarkable history as one of the earliest waterways to be developed for transport of commerce. Forestlands in the region are among the most plentiful and productive in the nation. Soils in the Black Belt part of the region are among the most fertile in the world. The region holds substantial deposits of coal, oil, gas, and other valuable minerals. Food crops and a variety of agricultural products from across the region comprise an important portion of Alabama’s annual agricultural yield, which is a large segment of the state’s economy and serves markets around the world. And throughout the region are many cultural and historical attractions representing, for example, music, art, and architecture of notable significance.
County to county, residents feel that the area’s natural and cultural assets offer a special combination of available, productive lands and waters with ample recreational and valued tourism appeal. Quality of Life The region’s rich natural and cultural assets also provide the foundation for additional characteristics contributing to a desirable “quality of life.” For example, the region enjoys a relatively low cost of living. The cost of housing is substantially lower than in many parts of the nation, as are the costs of essential services such as water, sewer, and solid waste disposal. Likewise, local property taxes are relatively low compared to many regions, and even home energy rates and the price of gasoline don’t match higher costs typical in many other places. Also, the West Alabama region still retains a number of quality‐of‐life attributes that many regions
would be thrilled to regain. Unlike regions plagued by troublesome sprawl and traffic congestion, West Alabama has ample open space, clean water, fresh air, and close access to quality outdoor recreation. Generally pleasant surroundings and a comfortable pace of life can still be found here. Unlike regions with higher rates of crime and social fragmentation, most West Alabama communities still enjoy a sense of place, still appreciate a solid work ethic, and can boast that neighbors are still given to stop and help a neighbor in need. These special attributes combine with a prevailing manner of classic southern hospitality to rate as important strengths for the region.
Educational Systems Public views regarding education in the region reveal that residents rate some aspects among the region’s strengths, but rate other educational concerns among the region’s weaknesses (which are discussed under Major Weaknesses). Local schools are the focal point not only for the education and development of area children, but also for other significant community activity. Therefore, school buildings, teachers, and staff are typically appreciated as being a core part of the community. School facilities and school personnel are generally accessible, and parents are often personally acquainted with teachers and staff in their local school system. Thus, parents and teachers
The region’s abundant natural resources together with its interrelated historical and cultural heritage are seen as inherent qualities to be proudly appreciated.
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share the view of local schools as safe centers for learning committed to the well‐being of each child. In this sense, people in West Alabama see their school systems as a regional strength. Moreover, residents in some communities consider their schools among the better schools in the state. Perhaps of more immediate relevance for economic development, area residents view the region’s universities, community colleges, technical schools, and job training centers as a special educational strength compared to other regions. The variety of such educational opportunity is ample, close and accessible, and relatively reasonable in costs. And, like local school systems, area colleges and training programs are often appreciated as valued community partners that represent an important strength for the region. Available Facilities, Infrastructure, and Workforce In analyzing regional strengths, an important question is simply, “What already is available to accommodate the needs of business and prospective new development?” Residents point to existing buildings, industrial parks, and accessible space presently available to serve new business and industry in many parts of the region. Likewise, essential service infrastructure is in place to support many kinds of new development at most of these facilities. While lack of sufficient rural transportation is a concern, major highways and waterways in the region offer good access for industry and commerce. The region’s existing business and industry also represent a positive draw to prospective new development. Several area industries are respected names around the world. And, the growth of prominent automobile manufacturing today gives the region additional global recognition. The present level of economic diversity in parts of the region is also an item of potential value to prospective new development. Finally, area residents point to the availability of an able, trainable workforce as a ready asset to help supply the operating needs of new business and industry as well as existing companies in the region wishing to expand. Existing Networks of Collaboration and Leadership for Economic Development While area residents have concerns regarding leadership in the region, there is general praise for the leadership shown by local governments, business groups, and other organizations in collaborating to support economic development. Residents feel that these collaborative efforts represent genuine intent, if not always quick success. In fact, much success is being achieved through these cooperative pursuits – much more probably than most residents realize. Section V of this document contains many examples of progress underway in the table of Annual Accomplishments. Additional Strong Points A number of additional factors are rated as strengths by area residents, though these tend to apply more to certain locales than to the region overall. Examples include “health care” (certainly a strong point in the Tuscaloosa area but lacking in several other areas), “broadband access and quality of service” (again, a strong point in places but spotty across the region), and “hazard mitigation plans” (while all counties have plans in place, implementation of these plans varies across the region).
Major Weaknesses Lack of Jobs Most of the concerns residents identify as major weaknesses also reflect major needs for the region. The lack of adequate employment opportunities tops the list. And, of course, this problem is the flip side of the need for new development and economic opportunity, especially in the more rural parts of the region. Whereas unemployment rates show some recent improvement, for example in
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Tuscaloosa and Bibb Counties, several of the more rural counties are not experiencing such improvement.
In parts of the region, the potential for attracting new development and local jobs is hindered due to loss of population together with an aging population. These factors translate into diminished human capital and diminished potential for economic vitality. The result is a shrinking tax base accompanied by increasing costs to provide services for the elderly, issues of particular emphasis in more rural areas where residents report a disproportionate amount of illiteracy and disability. Education As mentioned earlier, education is an issue that area residents feel is in some ways a major strength for the region, but in other ways a major weakness. Historical struggles to fund area schools adequately are a long‐standing concern. For the foreseeable future, communities face the unfortunate situation in which the present economic recession has resulted in new funding cuts.
Other issues go beyond budgetary concerns. High school graduation rates are not adequate in much of the region. Likewise, state evaluations regularly show significant unfavorable assessment of student performance in a number of area schools. Widely held among the region’s business community is the concern that area students often are poorly prepared for the job market and that job training programs, while available in the region, are insufficient and cannot fully meet area needs.
Residents in the region attempt to understand these educational weaknesses by looking for underlying causes, which are themselves often seen as critical weaknesses. These tend to vary in degree from county to county. In some places, for example Greene County, the sentiment is registered that educational standards are too low and that local support for education is too low. In other places, for example Tuscaloosa, there is division over whether school system leadership is responsive and equitable in addressing the needs of all children in all school zones. In many instances, there are local concerns about the adequacy of school facilities and instructional programs, and about how and by whom such weaknesses will be remedied. These matters are often complex and sometimes further compounded by such issues as racial and ethnic sensitivities, differing educational ideologies, and conflicts over local political control. Until substantial improvements are made in addressing prevailing educational deficiencies, or at least in improving collective attitudes, public participation, and cooperation within school communities, area residents are likely to continue seeing certain aspects of education as a major weakness of the region. Insufficient Funding for Local Needs/Projects Across the region, residents note a variety of needs for community facilities, infrastructure, and other such improvements that continue to go unmet and are therefore cited as hindering economic opportunities in the region. These include specific housing needs and the need for special facilities for youth and for the elderly. There are needs for transportation improvements, for expanded water and sewer service, and for more broadband access. And there are needs for additional storm shelters, warning systems and emergency operation facilities. Each of these needs might be considered as representing a separate weakness, but together they also represent a single overarching weakness. The lack of funding is a major obstacle and is often the common denominator for why projects do not materialize. This problem has frequently been an extra challenge in the rural areas. For example, Bibb and Pickens counties yet have need for public industrial parks. Most counties have needs for rural health care facilities and rural fire hydrants.
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Some places desire better access to major transportation corridors – for example, Fayette and Lamar Counties presently have no direct connectors to I‐22 – and all counties have needs for rural highway and road improvements. Of course, the lack of funding for such needs is, in part, a consequence of limited tax bases for many parts of the region. Residents also feel that funding for local needs/projects can be increased by improvements in planning, leadership, and related coordination. Inadequate Planning Residents in every part of the region cite their concern about insufficient planning, both for short term needs and for the long term. A common concern raised across the region is that area progress and economic opportunity are presently hindered by not having a sufficient planning “road map” to guide the way forward. Even in those communities with comprehensive plans or other community improvement strategies, concerns were noted about the failure to follow through in implementing important dimensions of such plans. Planning shortcomings are seen as an underlying contributor to other weaknesses which vary in degree from county to county. These include inadequate public transportation in parts of the region, no programs to assist innovative business development in much of the region, and limited resources to support entrepreneurial endeavors in most of the region. Insufficient planning is also seen as the root of such concerns as disruptive environmental impacts in a number of areas, traffic problems in certain areas, and the occurrence of troublesome land‐use conflicts in some places. Leadership The lack of adequate planning is seen as a chief failing of local leadership. Residents in some areas are similarly disparaged about the level of effective leadership in addressing particular needs such as obtaining funds for important projects, promoting awareness for existing programs and resources, improving communication and community involvement, and strengthening overall regional cooperation. Whether in regard to such particular concerns such as those noted above, or the broader need for improved planning, residents feel that economic development would benefit from gaining stronger, proactive leadership.
Additional Weak Points Additional concerns cited as weaknesses in the region are similar to the kinds of weaknesses listed above. These include the lack of high‐speed rail across the region, low financial literacy in some areas, absentee land owners, and poor citizen attitudes in some communities.
Major Opportunities Improved Planning Area residents point to many opportunities for economic progress in the region, noting opportunities to address each of the region’s immediate needs and weaknesses. Regarding the long term, special emphasis is given to opportunities for improved planning. Residents feel that current economic conditions in West Alabama present a very timely opportunity for additional planning that might better prepare the region for a sustainable, more resilient, quality economic future.
Part of this public sentiment is derived from concerns for better management of existing functions. For example, present planning and management conducted by various authorities for water, sewer, and other such functions are typically limited in scope, lacking adequate coordination with adjoining
Even in those communities with comprehensive plans or other community improvement strategies, concerns were noted about the failure to follow through in implementing important dimensions of such plans.
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areas/communities, and absent of long‐term contingency plans to address potential demands, impacts of future growth, and effects from potential natural disasters. Area residents feel that improved planning in the region, to include comprehensive study, analysis, and long‐range planning, will aid in attracting desirable economic development to the region while also enabling wise growth management, careful environmental management, and proper consideration for other important values such as disaster‐resistant communities. Engagement of Existing Strengths Residents underscore the importance of the assistance offered by many committed agencies and organizations in the region, including local Industrial Development Boards and Authorities, Chambers of Commerce, WARC, economic development and workforce programs at universities and community colleges, such as the Alabama Entrepreneurial Research Network, County Extension services, Rural Development offices, and others. Therefore, a major opportunity is to make better use of these resources in strengthening regional cooperation, promoting effective planning, and securing grants and loans from available sources such as the Appalachian Regional Commission, the Delta Regional Authority, and other federal and state programs. Here again, residents note the strong point that the region has a host of fundamental assets, including available land, buildings, industrial sites, and access to major highways and waterways. These provide ready assets to strategically build upon opportunities for coordination, cooperation, and expanded engagement of the many resources available to assist economic development in the region. Business Development and Recruitment Residents cite many opportunities for gaining new business and industry, ranging from revitalizing downtown areas to taking greater advantage of the region’s automotive corridor and establishing new programs to support entrepreneurship. Opportunities for innovation are also a key concern, including the opportunity for establishing educational programs, incubator programs, and other forms of support to encourage new business and innovative development. Recurring emphasis is given to opportunities to pursue “green” development in the region. With the region’s abundant land and natural resources, a number of emerging green technologies are suited to the area. These include, for example, new uses of biomass in the development of biofuels and bioenergy. Such development matches well with many of the desirable qualities of the region and also holds great potential for being both economically and environmentally sustainable. Significant potential for green development is also seen for new farming opportunities, development of new crops, and opportunities to create local food production networks involving local farmers and local markets throughout the region. Area residents feel the region has opportunities for expanded tourism, including potential new ecotourism, also considered a form of green development. Strengthen Education and Training Residents feel that area schools, technical and training programs, and career centers are fundamental to the region’s economic future, with critical opportunities at hand for improvement and strengthening of these assets. Area colleges and universities represent ready opportunities for leveraging resources and providing additional programs and assistance to support economic development. New opportunities exist for working with local and state agencies and enlisting supportive groups to expand K‐12 facilities and to improve academic standards, adopt new programs, and enhance curriculum materials and instruction. Opportunities exist for closer collaboration with area business and industry in promoting the development of technical, job, and career training programs. As with other areas of concern, the larger strategic opportunity here is for effective partnership and cooperation among leaders, agencies, and others across the region.
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Leadership Support Local leadership is often subject to differing perceptions by different groups ‐ applauded by some and viewed more critically by others. But across the region, residents feel that area
leadership holds opportunities for substantial improvement. Even when communities see local leadership as a noted strength, even when they are satisfied with the individual commitment of local leaders, there is recognition that our leaders need continued training and ongoing leadership development. The many strengths, weaknesses, and opportunities of the region combine to warrant a strong network of proactive leadership capable of effectively communicating and collaborating for regional progress. Thus, a prime opportunity exists for building strategic alliances, promoting cooperation and shared resources, and providing supportive leadership training and assistance.
Additional Opportunities Additional opportunities cited by area residents include, for example, possibilities for promoting rural advocacy, downtown revitalization, and for more communities achieving Alabama Communities of Excellence (ACE) certification – opportunities that can be linked with one or another of the Major Opportunity categories discussed above.
Major Threats Planning and Leadership Effectiveness Threats to economic development in West Alabama are seen as emanating mainly from the region’s weaknesses. The weaknesses in planning and leadership intersect to represent a major threat for economic progress in the region. Poor long‐range planning, the lack of comprehensive planning, and failure to implement these strategic plans are viewed as underlying sources of a wide range of problems – infrastructure inadequacies, lack of business development, environmental degradation, land‐use issues, unplanned and poorly managed growth, and many other problems confronting communities and community leaders in the region.
While many communities approve of those serving as local leaders and express appreciation of the challenges they face, there is some discontent with the quality of leadership in a number of communities. Residents often expressed a desire for additional or expanded leadership development programs and more proactive leadership for better planning and coordination in addressing area needs. Otherwise, residents fear that the region’s economic future will suffer and quality of life will diminish. Education and Job Training Effectiveness Education and workforce development are seen as a threat if present educational and training strengths are not maintained and weaknesses in these areas are not improved. The region’s several institutions of higher education are regarded as favorable assets, but the less favorable perception of K‐12 school systems is considered a negative mark for parts of the region and a significant inhibitor against economic development in the region. Quality schools and quality job and technical training are considered paramount to a quality future. Funding Cuts West Alabama, like most of the state, has already felt the recessionary pinch of cutbacks in various sources of state and federal funds. Possibilities of continued state reductions elicit concern about whether state priorities are properly aligned, especially in regard to rural needs. Continuing cuts in state and federal funding, combined with predictable rising costs, are seen as looming threats largely beyond the region’s control.
Residents feel that current
economic conditions in West Alabama present a very timely opportunity for additional planning that might better prepare the region for a sustainable, more resilient, quality economic future.
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Aging Assets Two of the region’s main assets, its population and its infrastructure, continue to decline due to aging. The coming shift of the baby boom generation into the 65 and older age group creates a gap that must be filled by attracting and retaining young adults. This fact, together with significant rural outmigration in many areas, equates to a threatening decline in labor force capacity. Likewise, much of our critical infrastructure systems such as roads, water, and sewer, that were constructed 50 or more years ago, have reached the end of their useful life. Meanwhile, the cost to repair, upgrade or replace these systems continues to escalate and strain the budgets of local governments. Both of these realities present barriers to economic development in the District. Public Disparagement In several West Alabama communities there is concern about troublesome levels of disparagement among area residents. There is concern that this can cause negative attitudes that prevent active interest and support for such important functions as education, public projects, and business development. The significant threat posed by such attitudes is that they often contribute to the inability to resolve local problems constructively or achieve consensus to address area needs. Additional Threats Other factors identified as threats to the region include limited awareness of the many resources and diverse economic potential in the region and, of course, the inevitability of future natural disasters such as the tornado devastation of April 27th, 2011. Once again, these additional concerns can be linked to other categories discussed above. Achieving greater awareness about the region is a target appropriate for educational action. The possibility of future disasters is a concern dealt with partly through education and awareness and partly through provision of access to community shelters, effective systems of communication, and other forms of infrastructure preparedness.
Implications for Moving the Region Forward
Public assessment of economic opportunity in West Alabama concurs with other analyses developed by various agencies and study groups. In summary, public views indicate strong appreciation for such inherent assets as the region’s natural resources, rich cultural heritage, comfortable pace of living, and other aspects of a desirable quality of life. There is general agreement that the region has many additional assets such as existing buildings and industrial parks, major highways and waterways, and significant educational institutions, businesses, and industries that provide an important foundation for attracting new economic development.
However, public assessment also underscores a number of serious needs and weaknesses that contribute to present economic difficulties in the region. Major concerns include the lack of jobs, problems within area school systems, limited funding for critical projects, inadequate planning, and the need for leadership development and for proactive leadership. Concern is also registered over such problems as, for example, the combined trends of population loss and an aging population in some parts of the region; and the possibility of major disasters such as tornados that might overwhelm present disaster preparedness in the region.
Looking to the future, West Alabama residents share the vision of the Economic Development District in recognizing that a prosperous economy is one that is diverse, resilient and protects its people, lands and heritage. Likewise, area residents point to timely economic opportunities that align with the
Continuing cuts in state and federal funding, combined with predictable rising costs, are seen as looming threats largely beyond the region’s control.
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District’s mission to increase regional collaboration, capacity, and innovation to achieve prosperity. Indeed, the District’s mission encompasses most public recommendations about how the region can best build on strengths, minimize weaknesses, seize opportunities, and counteract threats.
Residents acknowledge that some realities such as reductions in state or federal funds and the occurrence of natural disasters are beyond our control. Therefore, they emphasize the need to increase the region’s ability to act on the things we can control in order to protect against the things we can’t. They note, for instance, the strategic importance of having quality leadership, improved assets, a diverse economic base, and disaster‐resistant communities as cornerstones of resilience.
Taken together, the public assessment for the region gives firm endorsement to the vision, mission, and strategic goals of the West Alabama EDD. Moreover, this assessment accentuates the important role of the EDD and the WARC in supporting regional attainment of targeted outcomes identified in such state assessments as “The Alabama Consolidated Economic Development Strategy: A Prospectus for Sustainable Economic Prosperity” (Association of Regional Councils, June, 2011), “Alabama in the Global Economy: Working Toward A Sustainable Future” (UA Center for Business and Economic Research, April, 2011) and the State’s plan, “Accelerate Alabama: Strategic Economic Development Plan” (Alabama Economic Development Alliance, January, 2012). In conclusion, public concerns in West Alabama demonstrate the need for a development strategy to advance the District’s strategic goals.
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SECTION IV: DEVELOPMENT STRATEGY
A FOUNDATION FOR PROSPERITY: BUILDING THE CORNERSTONES OF RESILIENCE
Regional economic development is multi‐faceted and reflects all dimensions of community life. These facets often overlap in their influence on community well‐being and can pose added challenges for strategic planning. However, taken together these facets all relate to the fundamental need for economic prosperity that is sustainable over time and for community vitality that is resilient in the face of a variety of potential economic threats. In West Alabama these elements coalesce in several key areas – leadership, assets, economic diversification, and disaster‐resistance. These are the fundamental issues that form the cornerstones of resilience – issues that, if improved upon and strengthened, will provide a sustainable foundation for prosperity.
VISION, MISSION, AND STRATEGIC GOALS
The West Alabama EDD formed the development strategy in concert with the analysis of issues and opportunities from Section III. The cornerstones of resilience emerged to serve as the framework for the District’s strategy and guided the creation of the vision, mission and strategic goals of the CEDS plan. The four goals of the Development Strategy are:
1. Quality Leadership 2. Improved Assets 3. Economic Diversity 4. Disaster‐resistant Communities
These goals form the cornerstones of resilience that will be supported by the mission and enable the District to achieve its vision. It was important that the goals also be crafted in a manner that would be consistent with, and support, the State’s economic strategies of Recruitment, Retention, and Renewal as well as other important planning efforts currently underway such as the development of a statewide water management plan. Further, numerous other State, Regional, and local plans were reviewed and incorporated into the strategy. These plans play a significant role as they identify actions and projects that support the plan goals and are essential to achieving economic prosperity and resilience in the District. A list of these plans is in Appendix D.
VISION: The vision of the West Alabama Economic
Development District is a region with a diverse,
resilient, and prosperous economy
that values and protects its people, lands, and
heritage.
MISSION: The mission of the West
Alabama Economic Development District is to increase regional
collaboration, capacity, and innovation to achieve economic
prosperity.
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1. Quality Leadership This essential goal stresses increasing the capacity of local and regional leaders, achieving greater regional focus and collaboration, addressing planning needs across a broad range of topics, and encouraging leaders to exert the political will needed to implement plans and achieve progress over the long term. 2. Improved Assets This broad goal includes all asset sectors and addresses the need for both infrastructure and human capital capable of supporting a healthy, thriving economy. All manner of community development projects support this goal as do all investments and improvements to education and training and activities that increase the quality, availability and accessibility of programs and services. 3. Economic Diversity An economic base that includes varied enterprises will enhance the District’s competitiveness and protect the District from adverse market events directed toward a specific industry or sector. This goal addresses that need while allowing for growth of new and existing clusters that is necessary to strengthen the overall economy in the District. Likewise, increasing the variety of businesses can ensure that jobs at many skill levels are needed and available to promote full employment in the District. Activities that introduce new companies or expand existing industries and encourage innovation and increased exporting activity also support this goal. 4. Disaster‐resistant Communities This goal highlights the District’s heightened appreciation for protecting its most valuable and irreplaceable assets. Activities that improve preparedness supported by the implementation of identified mitigation actions and projects will address this need. Plans and projects that promote and incorporate safety into design concepts and that preserve and enhance the important functions of the District’s ecosystems, such as wetlands and flood plains, make this goal necessary to achieve resilience throughout the region.
CORNERSTONES OF RESILIENCE
Quality Leadership
Improved Assets
Economic Diversity
Disaster‐resistant
Communities
Capacity Infrastructure Varied Enterprises Preparedness
Planning Human Capital Skills Mitigation
Collaboration Education/Training Innovation Design Concepts
Political Will Programs/Services Exports Ecosystems
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SECTION V: IMPLEMENTATION PLAN
The implementation plan outlines a series of strategic projects, programs, or activities that are sorted into two groups; Vital Programs and Projects and Suggested Programs and Projects that support the four strategic goals of the development strategy. “Vital” projects are considered priorities for the District while “Suggested” projects are all activities that may advance the CEDS goals. Project information includes as much of the following data as available: County, Location, Project Description, Fiscal Year(s) of Activity, Estimated Cost, Implementing Agency, Proposed Funding Sources, and Jobs Created or Retained.
The goals and action areas are intended to be broad enough to accommodate a wide range of suggested and vital projects that support economic development, not just those eligible for funding by EDA, and still be flexible enough to allow for changing conditions. A listing of the Vital and Suggested Programs and Projects is located in Appendix E.
1. Vital Programs and Projects
Vital projects address the District’s greatest needs or enhance the District’s competitiveness by providing significant regional impact. The committee selected the projects from the Suggested Projects list, focusing on those that would create a significant number of jobs or provide the greatest regional benefit. 2. Suggested Programs and Projects
This list includes a broad range of potential projects the District may undertake to address various strategic goals. These projects form a basis from which Vital Projects are selected. It is important to note that numerous local and technical plans have been produced in the District that has identified many important projects that support the CEDS goals. It would not be feasible to list all of these projects in the CEDS plan; however, strong support for implementation of these plans is in itself a priority in the District. Therefore, implementation of identified plans will be noted as suggested projects in Appendix E. The Strategy Committee, area economic development professionals, and local elected officials and other interested parties may contribute projects to the list. Projects are grouped under their respective strategic goal.
PERFORMANCE MEASURES
The success of the District’s CEDS will be measured by the following criteria and shown in the Annual Accomplishments:
1. Number of projects/activities that address CEDS goals. 2. Estimated number of jobs created or retained as a result of projects/programs. 3. Number of Federal and State funded investments submitted or approved. 4. Estimated amount of local/private investment generated by projects/programs.
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ANNUAL ACCOMPLISHMENTS
CEDS Goal Location Activity/Description
Local$ Private$
Grant$/ Loan$
Funding Sources
Jobs Created/ Retained
Project Status
2 Bibb Resurface pt CR-58 (ATRIP) $160,479 $641,914 ALDOT Aw arded
2 Bibb Streets $234,500 ADECA Applied
2 Bibb Brierfield Ironw orks State Park - operating $15,880 AHC Aw arded
2 Bibb Airport access road $143,025 FAA Aw arded
2 Centreville Cemetery Restoration $15,880 AHC Aw arded
2 Fayette, City Sew er $343,000 $450,000 ADECA Applied
2 Greene Resurface pt CR-20 (ATRIP) $263,738 $1,054,952 ALDOT Aw arded
3 Greene Industrial Park infrastructure (gas) $500,000 DRA Applied
2 Eutaw Safe Routes to School - sidew alks $149,738 ALDOT Aw arded
2 Eutaw Water tank rehab $50,000 $350,000 ADECA Aw arded
4 Forkland Housing $350,000 ADECA Applied
4 Union Housing $350,000 ADECA Applied
2 Hale HERO - Energy bill assistance $51,578 ADECA Aw arded
2 Hale Airport improvements $3,146 $122,706 FAA Aw arded
2 Moundville Reading Program at Moundville Elementary $3,000 TRC&D Aw arded
1 Moundville Moundville Comprehensive Plan $4,400 $17,600 ARC Completed
2 Stew art Park Improvements $4,000 TRC&D Aw arded
2 Lamar Replace bridge on CR-49 (ATRIP) $210,899 $843,595 ALDOT Aw arded
2 Lamar Water $350,000 ADECA Applied
2 Pickens Resurface pt CR-4 (ATRIP) $1,896,112 $744,448 ALDOT Aw arded
2 Pickens PCCA - Energy bill assistance $62,019 ADECA Aw arded
2 Gordo Safe Routes to School - sidew alks $0 $150,000 ALDOT Aw arded
4 Pickens Safe room and equipment $676,650 FEMA/ARC Applied
4 Aliceville Emergency Generator $33,162 FEMA/ARC Applied
4 Gordo Safe room and generator $190,144 FEMA/ARC Applied
4 Reform Emergency Generator $33,162 FEMA/ARC Applied
2 Tuscaloosa Resurface Crescent Ridge Rd. (ATRIP) $135,000 $540,000 ALDOT Aw arded
2 Tuscaloosa Tuscaloosa Loop Rd PH III Realignment (ATRIP) $811,813 $811,813 ALDOT Aw arded
2 Tuscaloosa Holt Senior center $250,000 ADECA Applied
4 Tuscaloosa Police equipment - UA $3,103 $3,103 ADECA Aw arded
2 Northport Safe Routes to School - sidew alks $0 $150,150 ALDOT Aw arded
2 Tuscaloosa Whatley Health Services - Outpatient programs $404,249 DHHS Aw arded
2 Region CSP of W. AL Head Start programs $3,007,655 DHHS Aw arded
2 Region Bike trails at Tannehill State Park $100,000 ADECA Aw arded
3 Region AERN program (UA) expansion/upgrade $64,800 $115,200 ARC Aw arded
2 Region CSP of W AL Energy bill assistance $560,259 ADECA Aw arded
2 Region CSP of W AL Disaster case mgmt services $2,115,000 ADECA Aw arded
3 Region WARC RLF - 2 new loans $100,000 $100,000 WARC 13/40 Approved
TOTALS $4,046,490 $15,695,382
PERFORMANCE MEASURES
1 38
2 53
3 36
4 $4,046,490
Number of Federal and State funded investments submitted or approved
Estimated amount of local/private investment generated by projects
Estimated number of jobs created or retained as a result of projects
Number of projects/activities that address CEDS goals
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2012 CEDS STRATEGY COMMITTEE
MEMBER ECONOMIC INTEREST
Ricky Hubbard Business
Dennis Stripling Business
Roy Dobbs Municipal Government
Ray Nelson Municipal Government
David Thornell Economic Development
Raymond Steele Business
Nick Underwood Business
Leland Avery County Government
Joshua Wyatt Business
Scott Boman Banking
Waymon Fields Municipal Government
Frank Criswell Business
John D. Lammers Municipal Government
William R. McKinzey, Jr. Municipal Government
Craig Patterson Business
Joe Allcorn Municipal Government
Cynthia Lee Almond Higher Ed
Mike Fields Work Force Development
Charley Foster Municipal Government
Lee Garrison Business
Lynda Gilbert Higher Ed
Bobby Herndon Business
Bobby E. Howard Business
Alton Hyche Business
Donny Jones Chamber of Commerce
Dara Longgrear Economic Development
Bob Lundell Finance
Walt Maddox Municipal Government
Keith Mahaffey Business
W. Hardy McCollum County Government
Bobby Miller Business
Reginald Murray Business
Ronny Rhodes Industry
Marla Shaw Business
Donald G. Wallace Business
Gary Youngblood County Government
A-1
Economic Development Partners and Resources
Numerous opportunities for economic development exist due to the support network available from various federal and state agencies that provide grant funds, loans, technical assistance, or issue tax incentives such as abatements, credits and exemptions.
Most federal planning/grant programs are available to the District. Two agencies, the
Appalachian Regional Commission and the Delta Regional Authority, operate programs that are available only to designated counties. All counties in the District except Greene County are eligible for Appalachian Regional Commission funds. Greene, Hale and Pickens counties are eligible for Delta Regional Authority funds. The WARC is designated as the regional planning organization to carry out the programs listed below.
1. Affiliate State Data Center 2. Appalachian Regional Commission ‐ Local Development District (LDD) 3. Area Agency on Aging 4. Delta Regional Authority ‐ Local Development District (LDD) 5. Economic Development Administration ‐ Economic Development District (EDD) 6. Metropolitan Planning Organization (MPO) 7. Rural Planning Organization (RPO)
Additionally, several counties in the District carry designations for special incentives due to
being less developed or having depressed economies. Pickens County is an Enterprise Zone eligible county; Fayette, Greene, Lamar and Pickens counties are designated as Favored Geographic Areas; and Greene and Hale counties are in the Renewal Communities Program. Without these agencies and programs many projects could not be undertaken. Other important partners include local industrial development boards and authorities, economic development alliances, chambers of commerce, utility providers, and educational and research institutions. The contributions of these and other community partners cannot be overstated. Each provides the mechanism to advance the District’s economy in substantial ways.
In West Alabama we are fortunate to have institutions of higher education within the District’s borders. Research universities are at the forefront of important advances in technology and innovative practices and provide many significant contributions to their State and immediate districts. The University of Alabama has numerous centers and facilities in place at its main campus in Tuscaloosa that promote and provide services in the areas of manufacturing and technology, for example. The District’s Community Colleges are also strong assets and, like universities, provide a host of benefits to the areas they serve. In all, the District’s higher educational facilities house a wide range of statistical data, provide community and economic development support, training and workforce programs and offer services to businesses and entrepreneurs. A listing of partners and their website addresses, as available, is provided.
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ECONOMIC DEVELOPMENT PARTNERS AND RESOURCES STATE AND FEDERAL Alabama Association of Regional Councils (AARC) http://alarc.org/
Alabama Clean Water Partnership http://www.cleanwaterpartnership.org
Alabama Cooperative Extension System http://www.aces.edu
Alabama Department of Commerce (ADC) http://www.commerce.alabama.gov
Alabama Department of Conservation and Natural Resources http://www.outdooralabama.com
Alabama Department of Economic and Community Affairs (ADECA) http://www.adeca.alabama.gov
Alabama Department of Environmental Management (ADEM) http://www.adem.state.al.us/default.cnt
Alabama Department of Industrial Relations (ADIR) http://dir.alabama.gov/
Alabama Department of Public Health http://www.adph.org
Alabama Department of Tourism http://www.alabama.travel
Alabama Department of Transportation (ALDOT) http://www.dot.alabama.us.gov
Alabama Emergency Management Agency (AEMA) http://ema.alabama.gov/
Alabama Environmental Council http://www.aeconline.org
Alabama Forestry Commission (AFC) http://www.forestry.state.al.us/
Alabama Historical Commission (AHC) http://www.preserveala.org/
Alabama League of Municipalities (ALM) http://www.alalm.org/
Alabama Office of Workforce Development (AOWD) http://alworkforce.dpe.edu/
Alabama Rural Development Office (ARDO) http://www.rurdev.usda.gov/al/
Appalachian Regional Commission (ARC) http://www.arc.gov
Association of County Commissions of Alabama (ACCA) http://www.alabamacounties.org/
Delta Regional Authority (DRA) http://dra.gov/
Economic Development Administration (EDA) http://www.ede.gov/
Economic Development Association of Alabama (EDAA) http://www.edaa.org/
Economic Development Partnership of Alabama (EDPA) http://www.edpa.org/
Retirement Systems of Alabama (RSA) http://www.rsa‐al.gov/
Rural Water Association of Alabama http://www.alruralwater.com
U. S. Department of Housing and Urban Development (HUD) http://portal.hud.gov/hudportal/HUD
U.S. Department of Agriculture (USDA) http://www.usda.gov/wps/portal/usda/usdahome
REGIONAL Alabama Gas http://www.alagasco.com/Home‐705.html
Alabama Power http://www.alabamapower.com/
Aliceville Chamber of Commerce http://www.cityofaliceville.com/ChamberMain.htm
Bibb County Chamber of Commerce http://www.bibbchamber.org/
Black Warrior Electric Membership Corp. http://www.blackwarrioremc.com/
C3 of Northwest Alabama http://www.northwestalabamaeda.org/
Chamber of Commerce of West Alabama http://www.tuscaloosachamber.com/
Community Service Programs of West Alabama http://www.cspwal.com/
Eutaw Chamber of Commerce http://www.eutawchamber.com/
Fayette Area Chamber of Commerce http://www.fayetteareachamber.org/
Greene County Industrial Development Authority http://gcidb.net/
Rural Planning Organization (RPO) http://warc.info/index.php/transportation‐planning/west‐alabama‐rpo
South Lamar Chamber of Commerce http://southlamarchamber.org/
Southern Natural Gas http://webapps.elpaso.com/PortalUI/DefaultB.aspx?TSP=SNG
Tuscaloosa Area Black Chamber of Commerce http://www.tuscblackchamber.org/
Tuscaloosa Area Metropolitan Planning Organization (MPO) http://warc.info/index.php/transportation‐planning/tuscaloosa‐area‐mpo
Tuscaloosa County Industrial Development Authority http://www.tcida.com/html%20site/index.htm
West Alabama Regional Commission http://warc.info/
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EDUCATIONAL INSTITUTIONS
Bevill State Community College http://www.bscc.edu/
Shelton State Community College http://www.sheltonstate.edu/
Stillman College http://www.stillman.edu/
University of Alabama http://www.ua.edu/
University of West Alabama http://www.uwa.edu
University of Alabama Programs
Alabama Center for Real Estate (ACRE) http://acre.cba.ua.edu/
Alabama Entrepreneurial Research Network (AERN) http://aern.cba.ua.edu/
Alabama Industrial Assessment Center (AIAC) http://iac.ua.edu/
Alabama Institute of Manufacturing Excellence (AIME) http://aime.ua.edu/
Alabama International Trade Center (AITC) http://www.aitc.ua.edu/
Alabama Productivity Center
Bama Technology Incubator (BTI) http://www.ott.ua.edu/BTI/index.html
Center for Advanced Vehicle Technologies http://cavt.eng.ua.edu/
Center for Business and Economic Research (CBER) http://cber.cba.ua.edu/
Center for Green Manufacturing http://bama.ua.edu/~cgm/
Center for Materials for Information Technology (MINT) http://mint.ua.edu/
Central Analytical Facility http://caf.ua.edu/
Machine Process and Design Center http://www.me.ua.edu/MPPD/
Manufacturing Information Technology Center http://www.cba.ua.edu/mis/research/mitc
Operations Research and Statistical Analysis Center
Professional and Management Development http://training.ua.edu/
Small Business Development Center Network http://cba.ua.edu/sbdc/
University Center for Economic Development http://uced.ua.edu/
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*All data gathered from Stats America Innovation Project, produced by the Indiana Business Research Center at Indiana University’s Kelley School of Business
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Human Capital
10085.4
71.3
0.0 20.0 40.0 60.0 80.0 100.0 120.0
U.S. AL District II
Economic Dynamics
100
7975.4
0.0 20.0 40.0 60.0 80.0 100.0 120.0
U.S. AL District II
District II Innovation Index 2012 Data Release
The Innovation Index incorporates a mix of INPUT measures that characterize the place and its people (accounting for 60 percent of the overall index score) and OUTPUT measures that characterize its economic success (40 percent of the overall score).
Inputs and Capacity The ability of the population and labor force to innovate is captured in two component indexes, Human Capital and Economic Dynamics, which include inputs into local economies.
Human Capital inputs are those characteristics that describe the ability of the population and labor force to innovate.
Educational Attainment Population Growth Rates High-Tech Employment Share Technology-Based Knowledge
Occupations
Economic Dynamics measures local resources available to county entrepreneurs and businesses that encourage innovation close to home.
Average Venture Capital Average Private R&D Broadband Density and
Penetration Establishment Churn Establishment Sizes
Innovation Index
100
81.8
76.7
0.0 20.0 40.0 60.0 80.0 100.0 120.0
U.S. AL District II
*All data gathered from Stats America Innovation Project, produced by the Indiana Business Research Center at Indiana University’s Kelley School of Business
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Outputs
Direct outcomes and economic improvements of innovative activities are displayed in the output indexes. Outputs look at two component indexes, Productivity and Employment and Economic Well-Being.
Productivity and Employment measures economic improvement, regional desirability, or are the direct outcomes of innovation.
Change in High Tech Employment Job Growth Gross Domestic Product per
Worker Average Patents per 1,000
Workers
Economic Well-Being is a primary component of innovative economies because their residents earn more and have increasing standards of living.
Average Poverty Rate Average Unemployment Rates Average Net Migration Average PCPI Growth Compensation
Productivity and Employment
100
74.6
75
0.0 20.0 40.0 60.0 80.0 100.0 120.0
U.S. AL District II
Economic Well-Being
100.0
101.2
101.6
0.0 20.0 40.0 60.0 80.0 100.0 120.0
U.S. AL District II
STATE, REGIONAL and LOCAL PLANS
State “The Alabama Consolidated Economic Development Strategy. A prospectus for sustainable economic prosperity,”
June 2011.
http://ceds.alabama.gov/
“Accelerate Alabama: Strategic Economic Development Plan,” January 2012.
http://www.ado.alabama.gov/content/media/publications/AlabamaEDAlignment/Accelerate%20Alabama%20Stra
tegy%201‐11‐12%20FINAL.pdf
Regional “West Alabama Rural Planning Organization Long‐Range Transportation Plan 2011 Update”
“Transportation Improvement Program (TIP) Fiscal Years 2012‐2015”
“Tuscaloosa Area 2035 Long‐Range Transportation Plan,” August 2009
“Bicycle and Pedestrian Plan,” 2012 Draft
“West Alabama Coordinated Public Transit Plan,” 2011 Update
http://warc.info/index.php/transportation‐planning/tuscaloosa‐area‐mpo/documents
Region 3 Workforce Development Council 1‐year Strategic Plan
www.owd.alabama.gov/Region%203%20WDC%20Strategic%20Plan
State of the Workforce Report V: Region 3 (2011)
http://www2.dir.state.al.us/workforcedev/WorkforceReports/Region3.pdf
“Connection Alabama: Region 2 Broadband Investment Plan” (2012)
http://www.connectingalabama.gov/ca/docs/Region_2_IP_Final_Jan_2012.pdf
C‐3 Strategic Plan 2012‐2016
http://library.constantcontact.com/download/get/file/1109799035378‐34/Strategic+Action+Plan+2012‐2017.pdf
North River Watershed Management Plan (2010)
http://www.northriverwatershed.org/wp‐content/uploads/2011/07/NRWMP.pdf
Local Bibb County Hazard Mitigation Plan Update 2009
http://ema.alabama.gov/filelibrary/CountyPlans/BibbCountyCompletePlan.pdf
Fayette County Hazard Mitigation Plan Update 2009
http://ema.alabama.gov/filelibrary/CountyPlans/FayetteCountyCompletePlan.pdf
Greene County Hazard Mitigation Plan Update 2009
http://ema.alabama.gov/filelibrary/CountyPlans/GreeneCountyCompletePlan.pdf
Hale County Hazard Mitigation Plan Update 2009
http://ema.alabama.gov/filelibrary/CountyPlans/HaleCountyCompletePlan.pdf
Lamar County Hazard Mitigation Plan Update 2009
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http://ema.alabama.gov/filelibrary/CountyPlans/LamarCountyCompletePlan.pdf
Pickens County Hazard Mitigation Plan Update 2009
http://ema.alabama.gov/filelibrary/CountyPlans/PickensCountyCompletePlan.pdf
Tuscaloosa County Hazard Mitigation Plan Update 2009
(Plan link not available)
City of Tuscaloosa – index of all City plans
http://www.ci.tuscaloosa.al.us/index.aspx?NID=742
Tuscaloosa Forward Plan
http://tuscaloosaforward.com/documents/Tuscaloosa%20Forward%20‐%20August03.pdf
“Holt, Alabama Long‐Term Community Recovery Plan,” November 2011
http://adeca.alabama.gov/LTCR/Document%20Library/Holt.pdf
The University of Alabama 2012 Campus Master Plan Concept
http://www.uafacilities.ua.edu/planning/pages/2012‐master‐plan‐update.html
West Alabama Chamber of Commerce 2012 Business Plan Priorities
http://www.tuscaloosachamber.com/PDF/2012businessplan.pdf
West Alabama Chamber of Commerce – Directions 2012 ‐ A Strategic Business Development Plan
http://www.tuscaloosachamber.com/tuscaloosa/busplan.php
“Northport Riverfront and Downtown Plan” (2008)
“Diversification Strategy,” Tuscaloosa County Industrial Development Authority (2010)
“An Assessment of Water & Sewer Needs & Issues Today & For the Future,” The Tuscaloosa County Water and
Sewer Study Committee, March 12, 2010
City of Fayette Comprehensive Plan 2010
http://www.fayetteal.org/images/lp10002‐fayette‐110119.pdf
City of Moundville Comprehensive plan (2012 DRAFT)
https://docs.google.com/file/d/0B0dN8ycWuPJwRkkxbFVmQmxxbzg/edit?pli=1
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Priority County Location CEDS Goal Project Description
Fiscal year(s)
Estimated Cost
Implementing Agency
Proposed Funding Sources
Jobs Created/
1 All Region 1 Coordinate with partners to achieve common economic development goals All EDD, WARC
2 Fayette Fayette 2 US-43: from Fayette City to US-78(I-22) add two lanes $45,000,000 RPO/ALDOT ALDOT
3 Tuscaloosa Holt 3 Develop Holt industrial park and dock facility County, TCIDA EDA, ADECA
4 Pickens Pickens 2 US-82: MS state line to Tuscaloosa County line - add 2 lanes ,bypass routes at Gordo and Reform $54,212,663 RPO/ALDOT ALDOT
5 Tuscaloosa Tuscaloosa 3 Develop resource center and business incubator Chamber EDA
6 All Region 2 Develop school system sponsored drop-out prevention programs All School Boards
7 All Region 3 Increase Business Retention & Expansion programs throughout region All Chamber, WF, C-3
8 Greene Boligee 3 Provide gas service to Crossroads Industrial Park $7,000,000 GCIDA, County EDA, ADECA
9 Tuscaloosa Tuscaloosa 2 Add two lanes to US-43 - Mitt Lary Road to Gorgas Road $125,401,704 ALDOT ALDOT
10 All Region 4 Implement projects in County Hazard Mitigation Plans All Counties FEMA
DISTRICT II VITAL PROGRAMS AND PROJECTS
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County Location DescriptionFiscal year(s)
Estimated Cost
Implementing Agency
Proposed Funding Sources
Jobs Created/ Retained
Bibb Centreville Develop new well City ARC, CDBG, USDA
Greene Boligee Rehab, place water tank back in service Town DRA, CDBG, USDA
Hale Akron Develop new well $600,000 Town USDA
Hale Newbern New water tank $590,000 Town USDA
Lamar County Develop reservoir on Yellow Creek CountyPickens Aliceville Construct storage tank City USDA
Pickens Pickensville Develop Town water system Town USDA
Tuscaloosa Brookwood Construct water tank to serve schools/industry Citizen's Water ARC, CDBG, USDA
All Region Develop county water/sewer management plans Counties
Bibb Woodstock Extend collection system Town ARC, CDBG, USDA
Fayette Belk Develop sanitary sewer system Town ARC, CDBG, USDA
Greene Forkland Develop sanitary sewer system Town DRA, CDBG, USDA
Greene Union Develop sanitary sewer system Town DRA, CDBG, USDA
Hale Newbern Develop sanitary sewer system $300,000 Town USDA
Lamar County Extend service to Industrial Park County, IDA ARC, CDBG, USDA
Lamar Beaverton Develop sanitary sewer system Town ARC, CDBG, USDA
Lamar Detroit Develop sanitary sewer system Town ARC, CDBG, USDA
Lamar Kennedy Construct wastewater treatment facility $400,000 Town ARC, CDBG, USDA
Pickens Pickensville Develop sanitary sewer system Town USDA
Tuscaloosa County Extend sewer service to Holt community $1,000,000 County ARC, CDBG, USDA
Tuscaloosa Coaling Construct town collection system Town ARC, CDBG, USDA
Fayette County Develop Sipsey waterway CountyTuscaloosa Implement TIP projects from Long-Range Trans plan Counties ALDOT
http://warc.info/index.php/transportation-planning/tuscaloosa-area-mpo/documentsRegion Implement projects in Rural Planning Organization plan Counties ALDOT
http://warc.info/index.php/transportation-planning/tuscaloosa-area-mpo/documentsTuscaloosa Implement Bicycle and Pedestrian Plan County ALDOT
http://warc.info/index.php/transportation-planning/tuscaloosa-area-mpo/documentsRegion Implement West Alabama Coordinated Public Transit Plan Counties ALDOT
http://warc.info/index.php/transportation-planning/tuscaloosa-area-mpo/documents
Bibb County Construct civic center County ADECABibb Brent Construct sports complex City ADECALamar County Construct civic center County ADECALamar Millport Construct Senior/Community Center Town ADECAPickens County Construct multi-purpose facility County ADECAPickens Reform Construct Civic/Community Center Town ADECATuscaloosa Coaling Construct Senior Center Town ADECATuscaloosa Northport Construct Senior Center City ADECATuscaloosa Northport Construct Arboretum Park City ADECATuscaloosa Northport Light Levee walking trail $400,000 City ADECATuscaloosa Vance Construct Senior Center Town ADECATuscaloosa County Implement PARA projects and facility improvements PARAAll Region Support/upgrade State Parks in region Counties
RECREATION
GOAL 2: IMPROVED ASSETSWATER
SEWER
TRANSPORTATION
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All Region Expand drop-out prevention programs CountiesAll Region Create back to school program for dropouts CountiesAll Region Provide tech programs at high school CountiesAll Region Provide vocational/technical training programs CountiesAll Region Add skill based training at all high schools CountiesAll Region Develop/host Reverse Job Fairs CountiesAll Region Implement Career Academies in all HS CountiesAll Region Fund Dual Enrollment for all High School students Counties
All Region Implement the Region 3 Workforce Development Council Strategic Plan Region 3 WF, OWDwww.owd.alabama.gov/Region%203%20WDC%20Strategic%20Plan..
All Region Partner Work Force Development programs with Education to implement Career Ready programs Region 3 WF, OWDAll Region Assess worker transportation and family care needs
Tuscaloosa County Implement Holt, Alabama Long-term Community Recovery Plan County, Holt
Tuscaloosa County Implement the Tuscaloosa Water & Sewer plan County
Tuscaloosa Tuscaloosa Implement City of Tuscaloosa adopted plans City
TBD Region Pilot broadband project to connect County Jail 2013 $10,000 CountyAll Region Implement projects in local comprehensive plans Cities, Towns
EDUCATION
WORKFORCE/TRAINING
http://adeca.alabama.gov/LTCR/Document%20Library/Holt.pdf
“An Assessment of Water & Sewer Needs & Issues Today & For the Future”. The Tuscaloosa County Water and Sewer Study Committee. March 12, 2010
http://www.ci.tuscaloosa.al.us/index.aspx?NID=742
GENERAL
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County Location DescriptionFiscal year(s)
Estimated Cost Implementing Agency
Proposed Funding Sources
Jobs Created/ Retained
Bibb County Develop East Bibb Industrial Park Bibb IDB, County EDA, ADECABibb Brent Develop industrial site Brent EDA, ADECAFayette Fayette Develop Wetland Birding trail ADECAGreene Boligee Develop port at Crossroads Industrial Park GCIDA, County EDA, ADECAGreene Boligee Provide gas service to Crossroads Industrial Park $7,000,000 GCIDA, County EDA, ADECAGreene Eutaw Complete renovation of Courthouse SquareHale County Develop Industrial Park Hale IDB, CountyHale Greensboro Restore Opera House City
Hale Greensboro Renovate Hale County Courthouse CountyPickens County Develop Industrial Park PCIDB, CountyPickens Pickensville Complete restoration of Stagecoach Inn Town
Tuscaloosa County Develop new barge facility TCIDA, County EDA, ADECATuscaloosa County Relocate Corps of Engineers to Airport Industrial Park TCIDA, CountyTuscaloosa County Purchase Mental Health property at Airport Industrial Park TCIDA, County
Tuscaloosa County Acquire acreage, prep site at Cedar Cove Industrial Park for Mercedes suppliers TCIDA, County
Tuscaloosa County Service to spec building at Airport Industrial Park TCIDA, County EDA, ADECATuscaloosa County Develop resource center and business incubator 2013 W AL Chamber EDATuscaloosa County Develop Young Entrepreneurs Academy 2013 W AL Chamber, UA
Tuscaloosa UA Campus Construct Fresh Foods Dining project 2013 $15,000,000 UA EDA TBDAll Region Develop Local food networkAll Region Increase Business Retention & Expansion programs throughout region W AL Chamber, WF,C-3
All Region Expand AERN program 2013 UA, Counties ARCAll Region Develop Green Energy projectsFayette/ Lamar
Fayette/ Lamar Implement C-3 Strategic Plan C-3, Counties
Tuscaloosa Tuscaloosa Implement strategies in TCIDA Diversification Strategy TCIDA, County
Tuscaloosa Tuscaloosa Implement projects in City of Tuscaloosa plans City
Tuscaloosa Tuscaloosa Implement projects in University of Alabama Master plan UA
Tuscaloosa Tuscaloosa Implement West Alabama Chamber strategies W AL Chamber
Tuscaloosa Tuscaloosa Implement Holt, Alabama Long-term Community Recovery Plan County, Holt
All Region Implement Connecting Alabama: Region 2 Broadband Investment Plan Counties
GOAL 3: DIVERSIFIED ECONOMY
http://www.connectingalabama.gov/ca/docs/Region_2_IP_Final_Jan_2012.pdf
http://adeca.alabama.gov/LTCR/Document%20Library/Holt.pdf
http://www.tuscaloosachamber.com/PDF/2012businessplan.pdf
http://www.uafacilities.ua.edu/planning/pages/2012-master-plan-update.html
http://www.ci.tuscaloosa.al.us/index.aspx?NID=742
http://library.constantcontact.com/download/get/file/1109799035378-34/Strategic+Action+Plan+2012-2017.pdf
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County Location DescriptionFiscal year(s)
Estimated Cost
Implementing Agency
Proposed Funding Sources
Jobs Created/ Retained
Fayette Fayette Protect/preserve Sipsey Swamp area CoutyGreene County Construct EMA/E911 facility County, EMAPickens County Clean and channel Buttahatchee River and Beaver Creek for flood prevention County EPA, FEMAPickens Aliceville Perform drainage study CityPickens Carrollton Improve drainage on Rear Tuscaloosa St Town FMATuscaloosa Tuscaloosa Construct new Public Safety Complex 2013 $950,000,000 City FEMA, EDATuscaloosa/ Implement North River Watershed Management Plan Tuscaloosa, Fayette
Tuscaloosa Holt Implement Holt, Alabama Long-Term Community Recovery Plan County, Holt
Tuscaloosa City Implement Tuscaloosa Forward plan Cityhttp://tuscaloosaforward.com/documents/Tuscaloosa%20Forward%20-%20August03.pdf
Tuscaloosa Tuscaloosa Reconstruct Rosedale Court 2012- City HUDAll Region Install adequate E-911 signage CountiesAll Region Establish medical, dental, vision clinics in rural areas CountiesAll Region Develop Natural Resource Master Plan CountiesAll Region Implement projects in County Hazard Mitigation Plans Counties FEMABibb County FEMAFayette County FEMAGreene County FEMAHale County FEMALamar County FEMAPickens County FEMATuscaloosa County FEMATuscaloosa County plan - No link available on ema site or at County website. Contact TCEMA
GOAL 4: DISASTER-RESISTANT COMMUNITIES
http://ema.alabama.gov/filelibrary/CountyPlans/BibbCountyCompletePlan.pdfhttp://ema.alabama.gov/filelibrary/CountyPlans/FayetteCountyCompletePlan.pdfhttp://ema.alabama.gov/filelibrary/CountyPlans/GreeneCountyCompletePlan.pdf
http://adeca.alabama.gov/LTCR/Document%20Library/Holt.pdf
http://www.northriverwatershed.org/wp-content/uploads/2011/07/NRWMP.pdf
http://ema.alabama.gov/filelibrary/CountyPlans/HaleCountyCompletePlan.pdfhttp://ema.alabama.gov/filelibrary/CountyPlans/LamarCountyCompletePlan.pdfhttp://ema.alabama.gov/filelibrary/CountyPlans/PickensCountyCompletePlan.pdf
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